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Chief Financial Officer – Tony Rocca
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Reports of Councillor
Briefings
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Item 2
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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 4: 2024-2025) provide
the strategic framework that underpins the purpose of this report.
Outcome Area: A well governed and empowered
community.
Our Vision: In 2040, Maroondah will be
an empowered community actively engaged in local decision making, led by an
innovative community inspired Council that collaborates regionally and
proactively champions local needs.
Key Directions 2021 –
2025:
8.1 Provide
community inspired governance that is transparent, accessible, inclusive and
accountable.
Background
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
17 March 2025, 28-30 March 2025 and 7 April 2025 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
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1. 
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2025
March 17 - Councillor Briefing Public Record
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2.
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2025
March 28-30 - Councillor Briefing Public Record
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3.
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2025
April 07 - Councillor Briefing Public Record
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CONFIDENTIALITY
Not applicable
RECOMMENDATION
THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE
COUNCILLOR BRIEFINGS HELD ON 17 MARCH 2025, 28-30 MARCH 2025 AND 7 APRIL 2025
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Chief Financial Officer – Tony Rocca
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Maroondah Foundation Board
Member Appointments
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Item 3
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Purpose
The purpose of this report is to appoint new Board Members
to The Maroondah Foundation to replace outgoing members.
Strategic /
policy issues
The following directions
contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025
(Year 4: 2024-2025) provide the strategic framework that underpins the purpose
of this report.
Outcome Area: A well governed and empowered
community
Our Vision: In 2040, Maroondah will be an empowered community actively engaged in local
decision making, led by an innovative community inspired Council that
collaborates regionally and proactively champions local needs.
Key Directions 2021 –
2025:
8.1. Provide community inspired
governance that is transparent, accessible, inclusive and accountable.
Background
The Maroondah Foundation was established in May 2015, as a
Public Ancillary Trust through which donors, be they individuals, families,
businesses, community groups or local government can fulfil their philanthropic
interests. Contributions to The Maroondah Foundation are invested and funds
available from these contributions and interest earned on investments can then
be distributed to Maroondah charities.
The Constitution of Maroondah Foundation Trustee Limited
Item 18 provides for Directors. The current Directors are existing
members of the Maroondah City Council, with the expectation that all, or most
of the Directors will be members of Maroondah City Council.
Due to the 2023 Council by-election and 2024 Council
elections, vacancies have been created on the Board. It is appropriate to
consider the appointment of newly elected Councillors to the positions of
Directors on the Board.
Issue /
discussion
As noted in the Constitution of Maroondah Foundation Trustee
Limited (Item 19.1.5), the office of a Director will be vacated if:
In the case of a Director who was appointed at a time
when he or she was a member of Maroondah City Council, the Director ceases to
be a member of Maroondah City Council otherwise by reason of the expiry
of their term of office as a Councillor, and in addition is not re-elected.
Item 18.3 of the Constitution of Maroondah Foundation
Trustee Limited states that:
new or additional Directors of the Company are appointed
by the Board with the prior approval of Maroondah City Council.
Following the Maroondah City Council election held on 26
October 2024, it is proposed that Cr Chris Jones, Cr Catherine Gordon, Cr
Nathaniel Henderson and Cr Daniella Heatherich be appointed as a Directors of
The Maroondah Foundation Trustee Limited.
Financial /
economic issues
Given that this is a governance matter, there are no
financial or economic issues associated with this item.
Social /
community issues
Similarly, given that this is a governance matter, there are
no social or community issues associated with this item.
Conclusion
The Maroondah Foundation is poised to strengthen its
governance and continue its mission of supporting local charities through the
appointment of new Board Members. The proposed appointments of four directors
on The Maroondah Foundation Trustee Limited will fill the vacancies created by
recent Council elections and will enable the Foundation to continue its work in
a transparent, inclusive, and accountable manner.
Attachments
Not applicable
CONFIDENTIALITY
Not applicable
RECOMMENDATION
THAT COUNCIL APPOINTS COUNCILLORS CHRIS JONES, CATHERINE
GORDON, NATHANIEL HENDERSON AND DANIELLA HEATHERICH AS DIRECTORS OF THE
MAROONDAH FOUNDATION TRUSTEE LIMITED
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acting Director Strategy
& Development – grant meyer
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Maroondah Transport
Strategy 2025 - 2035
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Item 1
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Purpose
The purpose of this report is to
seek Council’s endorsement of the Maroondah Transport Strategy 2025
– 2035.
Strategic /
policy issues
The following directions
contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025
(Year 4: 2024-2025) provide the strategic framework that underpins the purpose
of this report.
Outcome Area: An accessible and connected community.
Our Vision: In 2040, Maroondah will be accessible for all ages and
abilities with walkable neighbourhoods, sustainable transport options, and a
safe integrated transport network.
Key Directions 2021 – 2025:
5.1 Ensure community infrastructure, services and
events are accessible for people of all ages, abilities, and backgrounds.
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.
5.3 Encourage initiatives that raise the awareness of
accessibility needs for all ages, abilities, and backgrounds.
5.4 Work in partnership to integrate new technologies
into facilities and programs that improve accessibility.
5.5 Work in partnership to facilitate a safe,
accessible, and efficient integrated transport network that enhances
liveability and facilitates living locally.
5.6 Work in partnership to facilitate increased use
of sustainable and active transport modes within the community.
5.7 Advocate and work in partnership to enhance
Maroondah’s road network, including planning for increased automated
vehicles and emerging transportation technologies.
5.8 Enhance Maroondah’s walking and cycling
shared path network to promote walkability and strengthen connections with the
wider metropolitan Melbourne network.
5.9 Advocate for an integrated public transport
network with improved connectivity, capacity, and service frequency.
Background
Maroondah has a
well-established transport network that comprises road, rail, bus, cycling and pedestrian
infrastructure. As our municipality and region continues to grow and evolve the
network needs to respond to factors including population growth, urban
development, the needs of residents and businesses, freight requirements,
environmental challenges and broader societal trends.
The road network is vital for
public and private transport in Maroondah. It spans 482km, with over 230,000m2
of car parks and a footpath network of 645km. In anticipation of significant
population, housing, and economic growth across Melbourne, it is crucial to
prioritise an efficient transportation network and road safety. Consistent with
this Strategy Council has an important role to play in supporting new and
improved ways of moving people and freight,
The rail network connects
Maroondah to much of Melbourne, with major transport hubs at Croydon and
Ringwood stations. Maroondah has an extensive bus network, consisting of 21
routes and 520 bus stops which complements the rail network by linking suburbs
to key destinations. The quality and coverage of bus routes varies across the
municipality, resulting in transport disadvantage for some areas.
The active transport network,
which includes the bicycle network and the Principal Pedestrian Network,
supports walking and cycling. Key trails, shared pathways, and bike lanes, such
as the Eastlink Trail, Mullum Mullum Trail, and Dandenong Creek Trail, provide
routes for cyclists and pedestrians. Bike lanes on Bedford Road, Heatherdale
Road, Dorset Road, and Colchester Road improve suburban connectivity.
Footpaths, pedestrian crossings, and cycle-friendly streets further enhance connections
across Maroondah.
Council is responsible for
delivering some key transport infrastructure projects, managing streets and
public spaces, and providing high-quality and safe roads, bike lanes, and
footpaths. The aim is to improve the road network, public transport access,
parking management and create better public spaces through partnerships and
advocacy. Council’s transport investments are made in consultation with
the community, and the impacts on the network and community are closely
monitored. This Strategy will provide a framework to further improve Council's
ability to fulfill these roles and make informed decisions.
Issue /
discussion
This Strategy builds upon the
progress and achievements made in transport and movement in Maroondah to date.
It supersedes the Maroondah Integrated Transport Strategy (2006), Maroondah
Bicycle Strategy (2004), and Maroondah Pedestrian Strategy (2006).
The Strategy outlines transport issues of importance to
Maroondah. The Statements highlight the challenges being faced, the
opportunities on the horizon and Council’s response to a range of
transport issues.
Additionally, the Strategy brings together the transport and movement actions from
Maroondah 2040: Our future together, the Council Plan 2021-2025, various
precinct structure plans, the Maroondah Road Management Plan 2021-2025, and the
Maroondah Parking Framework.
The Strategy
is guided by the Maroondah 2040 Community Vision, in particular:
“In
2040, Maroondah will be accessible for all ages and abilities with walkable
neighbourhoods, sustainable transport options, and a safe integrated transport
network.”
The
approach to deliver on the vision incorporates six strategic directions and
focus areas as follows:
1. Secure a
realistic, affordable, accessible, and safe transport infrastructure and system
to connect people,
2. Develop
cross regional transport corridors to support compact and liveable precincts,
3. Support
the transition to low carbon transport,
4. Ensure
the condition, capacity, safety and liveability of streets and roads,
5. Use new
technology to integrate the networks and to use what we have better,
6. Work with others to delivery key transport infrastructure,
arterial roads and better public transport across neighbouring council
boundaries, and upgrades to our public spaces.
The Strategy
includes a series of priority actions for delivery over the next 10 years:
· Maroondah Bicycle Network Plan
· Principal Pedestrian Network Review
· Car Parking Strategy Review
· Ringwood to Croydon and Greenwood Avenue Bicycle Pathways.
· Critical Road Upgrades, i.e., Canterbury Road Dorset Road, Maroondah
Highway and Yarra Road
· Maroondah Highway Boulevard
· Various bus route upgrades and train timetable improvements
· Cycling and pedestrian safety education initiatives and events.
Building on this Strategy, Maroondah
is a member of the Eastern Region Group of Councils (ERG), which is set to
pursue an Integrated Transport Plan as a key step to transform movement in the
east. This will bring together significant member Councils work to date, engage
directly with the Department of Transport and Planning, Public Transport
Victoria, key stakeholders, and continue to build the evidence base to support
planning and advocacy.
Financial /
economic issues
The
transport network has a significant impact on the functioning of our local
economy. Vehicle volumes are expected to increase in the coming years, leading
to increased traffic congestion and related externalities. Congestion
negatively affects the efficiency, safety, and reliability of our transport
network.
In
response, the actions in this Strategy aim to improve the ability to move
people, vehicles and freight more seamlessly and sustainably leading to a more
efficient local economy.
Environmental /
amenity issues
Transport is the fastest
growing and second largest emissions sector and this has significant impacts on
the health of people, natural environments and the amenity of public spaces.
To address this, the Strategy
includes actions to reduce fuel pollution and emissions through the
introduction of shared transport options like buses and trains, and provide
choices for access to charging stations for electric vehicle users. Trips made
in an electric vehicle or taken by public or active transport reduces fuel
pollutants and emissions to improve our natural environment and the air that
our community breathes.
Social /
community issues
Transport networks have a key
role to play in helping to access work, local services, education and social
inclusion, as well as supporting physical activity. Variability in the quality
of public transport, particularly in suburbs without train stations, can limit
options for certain groups, such as young people, people with disabilities, and
seniors.
To address this, the Strategy
contains actions that include working with State Government to deliver
accessible transport facilities and services, such as stations, bus stops and
buses. As more and more facilities and buses become accessible it will be
easier for people to move and connect.
Additionally, promoting active
transport, such as walking and cycling, helps to combat sedentary lifestyles
and obesity. Council is committed to building footpaths, bicycle infrastructure
and delivering programs that encourage regular physical activity. Our community
will be healthier because it has safe, connected, and convenient active
transport choices to add to their road access choices.
Community
consultation
The draft Strategy was made
available for public feedback via Council’s Your Say page from Monday 25
March 2024 until Sunday 21 April 2024. People had the choice to provide comment
via an online survey, drop-in sessions, and formal submissions. The purpose of
the engagement was to introduce the Strategy, gather feedback, and gauge
community and stakeholder support.
The consultation process
reached 1,375 people, with 146 individuals and 3 agencies providing feedback. Respondents
represented diverse cultural backgrounds, ages, genders, abilities, and
transport choices. This allowed for a comprehensive understanding of
transportation preferences and trends across different demographics.
The feedback received
confirmed strong community support for the Strategy, its key directions, focus
areas, and outcomes. There was significant support for cross-regional transport
corridors, sustainable modes of transport, and integrated, resilient, and safe
transport networks. The community expressed a desire for increased investment
in public transport, road upgrades, and key transport corridors.
Conclusion
The
Maroondah Transport Strategy 2025 – 2035 has been developed in response
to contemporary transport policy, data and research, community consultation and
stakeholder engagement. The Strategy features an accessible and connected
network vision and reaffirms Council’s commitment that everyone has
transport choices, no matter what transport mode they choose or the time of
day.
It
has received strong community support and prioritises the modes of transport
that are demanded, sustainable, safe, healthy, and affordable.
It
demonstrates Council’s commitment to work in partnership with our
community, transport authorities, service providers to achieve the best
outcomes for Maroondah.
In
summary, the Strategy strives to deliver a transport network and services that
are sustainable and that work for everyone and, importantly, keeps us moving
into the future.
Attachments
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1.
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Maroondah
Transport Strategy 2025 - 2035
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CONFIDENTIALITY
Not applicable
RECOMMENDATION
That COUNCIL ADOPTS THE
MAROONDAH TRANSPORT STRATEGY 2025 - 2035
