Agenda of Ordinary Council Meeting


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

Purpose

To present the ‘Public Record’ of those Councillor Briefings which are attended by Councillors and generally held on Monday evenings at Realm, usually two weeks prior to the formal Council Meeting, and to note the issues discussed.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 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 28 April 2025 and 12 May 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

1.	2025 April 28 - Councillor Briefing Public Record
2.	2025 May 12 - Councillor Briefing Public Record

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE COUNCILLOR BRIEFINGS HELD ON 28 APRIL 2025 AND 12 MAY 2025


Chief Financial Officer – Tony Rocca
Councillor Representation Reports	Item 3

Purpose

To receive and note meeting minutes from the following organisations, boards and/or advisory committees where Council is represented:

· Maroondah Community Health and Wellbeing Advisory Committee held on 30 April 2025

The Maroondah Access, Inclusion and Equity Advisory Committee was held on 29 April 2025 and the Maroondah Disability Advisory Committee was held on 6 May 2025 however, according to the Terms of Reference, the required attendance to achieve a quorum was not achieved at either of these meetings and therefore no minutes have been included in this report.

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

Key Directions 2021 – 2025:

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

Background

As part of Council's commitment to the principles and practice of good governance, it is appropriate that Councillors and the Community are formally updated on the actions and activities of the various organisations, boards and advisory committees where Council is represented.

Issue / discussion

Council is represented on numerous internal and external bodies.

Internal advisory committees have been initiated by Council and are serviced administratively. They typically consider in-depth issues that are related to Council policy or activities.

External bodies operate under their own charter and determine their own procedures, policies and practices. In these instances, Council involvement is to participate and influence the activities of those external organisations, boards and committees where those activities are in the interests of Maroondah residents.

Representation on these internal and external bodies is reviewed on an annual basis at the commencement of the new Mayoral term.

Council representatives for the bodies providing reports for this item are noted below:

Crs, Gordon, Hancock and Heatherich are Council’s Representatives on the Maroondah Community Health and Wellbeing Committee.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Not applicable

Conclusion

It is appropriate that Councillors and the community are formally updated on the actions and activities of the various organisations, boards and advisory committees where Council is represented. Recent meeting minutes from a number of these bodies are tabled for noting.

Attachments

1.	2025 April 30 - Maroondah Community Health and Wellbeing Advisory Committee Meeting Minutes

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES MINUTES OF the following bodies

1. MAROONDAH COMMUNITY HEALTH AND WELLBEING ADVISORY COMMITTEE HELD ON 30 april 2025


Chief Financial Officer – Tony Rocca
Outcomes - Municipal Association of Victoria (MAV) State Council - 16 May 2025	Item 4

Purpose

To advise on the outcome of the five (5) motions submitted by Council to the Municipal Association of Victoria (MAV) State Council Meeting held on Friday 16 May 2025.

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.

Key Directions 2021 - 2025:

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

Priority Action 2024-2025:

Advocate on key local issues on behalf of the Maroondah community.

Background

The MAV is one of the Victorian local government sector peak body associations and together with local members of Parliament, provides significant advocacy to both Victorian and Australian Governments on behalf of Maroondah residents and ratepayers.

The Municipal Association of Victoria (MAV) State Council Annual Meeting was held on Friday 16 May 2025 with Council having resolved to submit five (5) motions.

The motions submitted were viewed as being of significance across the Victorian Local Government sector and therefore of importance for debate and consideration by the MAV State Council Meeting.

Issue / discussion

*Motion Number/Name*	*Outcome*
Motion C 1.1.17 - Administration burden on Local Governments of the revised Emergency Service and Volunteers Fund (ESVF) - Consolidated Motion CM 1.1	Carried
Motion C2.4.4 - Negative Impacts of Waste Service Standards on Local Government - Consolidated Motion CM 2.4	Carried
Motion 24: Victorian Maternal and Child Health Services - Dad Groups - DadsConnect	Carried
Motion 25: *Reinstate FReeZA Program Funding*	Carried
Motion 35: *Victorian Electoral Processes for Retired Candidates*	Carried

Motion Number/Name

Outcome

Motion

C 1.1.17 - Administration burden on Local Governments of the revised Emergency Service and Volunteers Fund (ESVF) - Consolidated Motion CM 1.1

Carried

Motion C2.4.4 - Negative Impacts of Waste Service Standards on Local Government - Consolidated Motion CM 2.4

Carried

Motion 24:

Victorian Maternal and Child Health Services - Dad Groups - DadsConnect

Carried

Motion 25:

Reinstate FReeZA Program Funding

Carried

Motion 35:

Victorian Electoral Processes for Retired Candidates

Carried

The comprehensive outcomes from the MAV State Council Meeting, including all resolutions

will be distributed were to be distributed to State Council attendees and posted on the MAV website last Friday 23 May 2025.

Financial / economic issues

Refer to rationale as highlighted under Issue / Discussion.

Environmental / amenity issues

Refer to rationale as highlighted under Issue / Discussion.

Social / community issues

Refer to rationale as highlighted under Issue / Discussion.

Community consultation

Council, through various forums, consultations, and strategies, has engaged the Maroondah community regarding these various issues. This report further demonstrates Council’s preparedness to advocate to the Victorian Government on behalf of Maroondah residents.

Conclusion

The motions indicate the willingness of Council to advocate in such forums to other spheres of government on behalf of residents and ratepayers, in addition to demonstrating Council’s continued leadership on issues within the sector. The overwhelming level of endorsement provided to Council’s motions indicates the shared support gathered for these issues across the sector state-wide.

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL NOTES THE SUCCESSFUL OUTCOME OF THE FIVE (5) MOTIONS SUBMITTED BY MAROONDAH CITY COUNCIL TO THE MUNICIPAL ASSOCIATION OF VICTORIA STATE COUNCIL MEETING HELD ON 16 MAY 2025


Chief Financial Officer – Tony Rocca
Instrument of Delegation - Chief Executive Officer	Item 5

Purpose

To review the current Instrument of Delegation from Council to the Chief Executive Officer (CEO), as required by section 11(7) of the Local Government Act 2020, following Local Government elections in 2024 and fulfilling our obligation for a delegation review within 12 months of an election.

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 delegation of powers is a means of effectively streamlining day-to-day decision-making to ensure the operations of Council are enacted efficiently and effectively.

Delegations are standard practice across all Councils, which enables Councils to concentrate on the broader strategic issues rather than routine administrative matters.

Council delegates broad powers to the CEO, via a formal Instrument of Delegation that is executed under the Seal of Council. The CEO is then able to sub-delegate these powers, duties or functions to appropriate Council employees.

Maddocks provides the local government sector with a ‘Delegation and Authorisation Service’ which includes consideration of legislative changes which were made / assented to during the previous six-month period. Maddocks also provide miscellaneous updates which affect Council’s powers, duties and functions.

Issue / discussion

The Local Government Act 2020 (the Act) provides provisions where a Council may, by Instrument of Delegation, delegate to the CEO any power, duty or function of a Council under the Act or any other Act, subject to certain exclusions.

In accordance with the provisions of section 11(7) of the Act, Council must undertake a review of delegations within 12 months of a general election, in this case, by 24 October 2025.

Annual reviews of delegations and sub-delegations are undertaken each year in accordance with advice provided by Maddocks, that is provided biannually in January and July.

Council has reviewed and updated the provisions of the Act and legislated requirements in the CEO’s Instrument of Delegation as attached to this report.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Not applicable

Conclusion

This report relates solely to Council delegations to the Chief Executive Officer. The CEO will subsequently review all sub-delegations to Council employees.

It is recommended that Council signs and seals the Instrument of Delegation from Council to the Chief Executive Office, as attached to this report.

Attachments

1.	S5 Instrument of Delegation from Council to CEO

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL, IN THE EXERCISE OF THE POWERS CONFERRED BY SECTION 11(1)(b) OF THE LOCAL GOVERNMENT ACT 2020 (THE ACT), RESOLVES THAT

1. THERE BE DELEGATED TO THE PERSON HOLDING THE POSITION, OR ACTING IN OR PERFORMING THE DUTIES, OF CHIEF EXECUTIVE OFFICER THE POWERS, DUTIES AND FUNCTIONS SET OUT IN THE ATTACHED INSTRUMENT OF DELEGATION TO THE CHIEF EXECUTIVE OFFICER, SUBJECT TO THE CONDITIONS AND LIMITATIONS SPECIFIED IN THAT INSTRUMENT

2. tHE INSTRUMENT OF DELEGATION BE EXECUTED UNDER THE SEAL OF COUNCIL

3. THE INSTRUMENT COMES INTO FORCE IMMEDIATELY THE COMMON SEAL OF COUNCIL IS AFFIXED TO THE INSTRUMENT

4. ON THE COMING INTO FORCE OF THE INSTRUMENT ALL PREVIOUS DELEGATIONS TO THE CHIEF EXECUTIVE OFFICER ARE REVOKED

5. THE DUTIES AND FUNCTIONS SET OUT IN THE INSTRUMENT MUST BE PERFORMED, AND THE POWERS SET OUT IN THE INSTRUMENT MUST BE EXECUTED, IN ACCORDANCE WITH ANY GUIDELINES OR POLICIES OF COUNCIL THAT IT MAY FROM TIME TO TIME ADOPT


Chief Financial Officer – Tony Rocca
Maroondah 2050 – Our Future Together Community Vision	Item 6

Purpose

To present the Maroondah 2050 – Our Future Together Community Vision to Council for formal consideration.

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

Key Directions 2021 – 2025:

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

8.9. Undertake inclusive engagement and consultation using accessible and tailored approaches to consider the needs and aspirations of people of all ages, abilities and backgrounds.

8.10. Create opportunities for shared decision making through active community participation.

Priority Action 2024-2025:

Engage the community in developing a new Community Vision and prepare the Council Plan 2025-2029 following election of a new Council.

Background

Under the Local Government Act 2020, Council is required to maintain a Community Vision, with a scope of at least the next 10 years, that is developed with its community in accordance with its deliberative engagement practices. This Vision must be developed or reviewed each Council term and adopted by 31 October in the year following a general election.

Maroondah City Council has had various community vision documents in place since 1994. The current Community Vision, Maroondah 2040 – Our future together was developed over ten years ago and describes the hopes and aspirations of the Maroondah community to the year 2040.

A new Community Vision is needed to ensure that it continues to reflect the values, aspirations and priorities of the Maroondah community, along with responding to emerging trends, looking ahead over the next 20 years.

Development of a new Community Vision, Maroondah 2050 – Our Future Together was undertaken over a series of stages as per the timeline in Figure 1.

Figure 1. Maroondah 2050 Community Vision development timeline

Background research

Council engaged SGS Economics and Planning to undertake research that explored trends, opportunities and challenges for the City of Maroondah over the medium to longer term, and make recommendations for future areas of focus, key directions and priority actions, based on the evidence gathered. This research covered the topics of: people and wellbeing, housing and neighbourhoods, economy and education, transport, and environment.

The Maroondah Community Vision - Background Report and associated factsheets were made publicly available via the Maroondah 2050 Community Vision Your Say Maroondah webpage.

Findings from the report were considered by the Maroondah 2050 Community Panel during their workshops, and by Council officers in the development of the Maroondah 2050 Community Vision.

Community and stakeholder engagement

Over a period of ten months from August 2023, Council undertook an extensive community and stakeholder engagement process to provide all Maroondah community members with an opportunity to share their thoughts, aspirations, and ideas for the future of the municipality.

The Maroondah 2050 Community engagement was undertaken in a series of stages which included:

· Broad community and stakeholder engagement undertaken between August and December 2023 using surveys, workshops, pop-up event activities, and online activities.

· Targeted engagement with harder to reach and under-represented population cohorts undertaken between February and April 2024 using surveys, workshops, neighbourhood pop-up activities; and advisory committee input captured between May and June 2024

· Deliberative engagement with the Maroondah 2050 Community Panel undertaken between February and May 2024.

The broad community and stakeholder engagement, along with targeted engagement processes focused on obtaining input across four key areas:

· Values – what does the community believe makes Maroondah great?

· Aspirations – what are the community’s hopes and dreams for the future of Maroondah?

· Priorities – what should Council, its partners, and the Maroondah community focus on in the future?

· Actions – what should Council, its partners, and the Maroondah community do to achieve the aspirations and priorities?

From all community and stakeholder engagement activity undertaken, Council received over 9800 contributions which have informed the Maroondah 2050 Community Vision, including 891 responses from harder to reach and under-represented community members and groups.

Public exhibition

The Draft Maroondah 2050 Community Vision was placed on public exhibition from 2-22 April 2025 to seek further feedback and input from the Maroondah community.

Issue / discussion

Maroondah 2050 – Our Future Together Community Vision

A broad range of inputs in have been considered by Council officers in the preparation of the Draft Maroondah 2050 Community Vision. These inputs have included:

· the current Maroondah 2040 Community Vision, along with progress made towards achievement of this Vision;

· findings from the background research into future trends, opportunities and challenges for Maroondah undertaken by SGS Economics and Planning;

· engagement outcomes of the broad community and stakeholder engagement process; targeted engagement; recommendations of the Maroondah 2050 Community Panel; and public exhibition feedback;

· engagement outcomes of other recent engagement activity undertaken by Council; and

· other key strategies and plans of Council.

The culmination of these inputs has resulted in the Draft Maroondah 2050 - Our Future Together Community Vision - a vision statement and five new outcome areas to focus the work of Council and the community in working towards this Vision.

The Maroondah 2050 Community Vision presented for adoption is:

Vision statement

Maroondah is a safe, inclusive and vibrant community, striving for a green, prosperous and sustainable future for all.

Outcome areas and aspiration statements

	*A healthy, inclusive and connected community*
	Everyone in Maroondah feels valued, welcome and respected, and has opportunities to thrive regardless of their background, identity or circumstances. Community members experiencing vulnerability, marginalisation or disadvantage have access to the support they need. Opportunities for social connection, and to enhance health and wellbeing, are encouraged.
	*A safe and liveable community*
	Everyone in Maroondah feels physically and emotionally safe. Local neighbourhoods and activity centres are easy to move around. There are the housing options, amenities and services people need to live, work, learn and play locally. The unique attributes of Maroondah, and our local history and heritage, are valued and promoted.
	*A green and sustainable community*
	Maroondah’s green, leafy natural environment and landscape continues to be preserved and enhanced, with biodiversity and habitat corridors progressively restored and maintained. Our community is supported to make sustainable choices and is actively working to reduce emissions and waste, as well as adapt to climate change.
	*A vibrant and prosperous community*
	Maroondah is a vibrant and prosperous destination. Creative precincts, placemaking, and experiences make Maroondah a culturally rich place to live, work, play and visit. Our strategic location and competitive strengths facilitate economic development, and local businesses are supported to be successful and sustainable.
	*A well governed and empowered community*
	Council continues to be a transparent, accountable, and future-focused leader that collaborates locally and regionally and actively champions local needs. Everyone in Maroondah is informed about matters that affect them and are provided with opportunities to meaningfully engage regarding Council decision making.

Financial / economic issues

Financial and economic issues are considered and addressed in the Maroondah 2050 – Our Future Together Community Vision, particularly through the following the outcome areas: A vibrant and prosperous community and A well governed and empowered community.

Environmental / amenity issues

Environment and amenity issues are considered and addressed in the Maroondah 2050 – Our Future Together Community Vision, particularly through the following the outcome areas: A green and sustainable community and A safe and liveable community.

Social / community issues

Social and community issues are considered and addressed in the Maroondah 2050 – Our Future Together Community Vision, particularly through the following the outcome area: A healthy, inclusive and connected community.

Community consultation

An extensive and thorough community and stakeholder consultation process was undertaken to inform the development of the Maroondah 2050 Community Vision.

The engagement was undertaken in a number of stages between August 2023 and April 2025 and included:

· Broad community and stakeholder engagement undertaken between August and December 2023 using surveys, workshops, pop-up event activities, and online activities.

· Targeted engagement with harder to reach and under-represented population cohorts undertaken between February and April 2024 using surveys, workshops and pop-event activities; and Maroondah advisory committee input was captured between May and June 2024

· Deliberative engagement with the Maroondah 2050 Community Panel undertaken between February and May 2024.

· Public exhibition of the Draft Maroondah 2050 Community Vision in April 2025.

Broad community and stakeholder engagement (August - December 2023)

An extensive community and stakeholder engagement process was undertaken between August and December 2023. The aim of this stage of engagement was to provide all community members with opportunities to share their thoughts, aspirations, and ideas for the future of Maroondah.

The broad community and stakeholder engagement stage was designed to provide a wide range of activities that reached diverse cohorts of people across the municipality. Engagement activities undertaken during the broad community and stakeholder engagement included the following:

· A dedicated Maroondah 2050 Community Vision Your Say Maroondah webpage containing information about the project, and opportunities for the community to provide their input via a series of engagement activities.

· A community survey (both online and in hard copy) which asked community members to share what they love about Maroondah, their vision for the future of Maroondah, and what they believe Council’s future priorities should be?

· Vision boards where community members were asked to share their vision for the future of Maroondah.

· Voting tubes where community members were asked to vote for what was most important to them for the future of Maroondah from 10 current and emerging priorities.

· Face to face, pop-up engagement at a series of Council events, in each of Council’s nine Wards and at Realm in Ringwood.

· Online activities where community members could vote for future priorities and share their thoughts on what makes Maroondah great, and what they see the future of Maroondah looking like.

· Workshops with all Council advisory committees, key stakeholders, Cultural and Linguistically Diverse (CALD) community leaders, and young people.

· Employee engagement at Council office locations.

In total, from all engagement activities, Council received more than 8900 contributions over the four key focus areas.

· 672 individual responses on values - what makes Maroondah great.

· 1356 individual responses on aspirations - their hopes and dreams for the future of Maroondah.

· 5642 individual responses on priorities - what Council, its partners, and the Maroondah community should focus on in the future.

· 1244 individual responses on actions - what could be done by Council, its partners, and the Maroondah community to achieve future aspirations and priorities.

Targeted community engagement (January - June 2024)

The targeted engagement process aimed to build on the inputs received during the broad community and stakeholder engagement. Targeted community members and/or groups were determined following a review of the initial results from the broad community and stakeholder engagement activity, along with a comparison with the ABS 2021 Census of Population and Housing statistics for the City of Maroondah.

It was identified that the preparation of the new Community Vision would benefit from further engagement opportunities being undertaken with harder to reach or under-represented people within the Maroondah community, including: young people and young adults (aged 12-25 years); First Peoples; members of culturally and linguistically diverse (CALD) communities; people with disability and carers of people with a disability; and socially isolated and vulnerable members of our community, including older people aged over 85 years.

The engagement program for the targeted engagement included the following:

· A simplified version of the Maroondah 2050 Community Vision survey – online, telephone and hard copy formats.

· Face to face, pop-up engagement at a series of Council and community activities and events.

· Workshops with community leaders, students/young people and Council advisory committees.

· Two members of the Maroondah Youth Wellbeing Advocates group joined the Maroondah 2050 Community Panel with the aim of ensuring that young people were represented in the deliberative engagement process, for the development of the Maroondah 2050 Community Vision.

In total, 891 contributions were received from 279 participants throughout the targeted engagement process. This included the following:

· 18 individual responses from Maroondah’s First People.

· 84 individual responses from young people.

· 445 individual responses from culturally and linguistically diverse (CALD) community members.

· 18 individual responses from people with a disability, and their carers.

· 326 individual responses from socially isolated and vulnerable members of the community.

A further 21 ideas were tabled during a second round of workshops with Council advisory committee members.

Maroondah 2050 Community Panel (February - May 2024)

Section 88(1) of the Local Government Act 2020 requires Council to maintain a Community Vision that is developed with its municipal community in accordance with its deliberative engagement practices.

To inform the development of the Maroondah 2050 Community Vision, Council undertook a deliberative engagement process with a demographically representative group of Maroondah community members between February and May 2024. The formation of the Maroondah 2050 Community Panel and its process ensured that Council met the deliberative engagement requirements of the Local Government Act 2020.

Recruitment for the Maroondah 2050 Community Panel was undertaken concurrently with the broad community and stakeholder engagement and occurred between August and December 2023. The expression of interest was open to Maroondah community members aged 18 years or older who either live or work in Maroondah.

Australian Bureau of Statistics Census of Population and Housing data for Maroondah was used to select a demographically representative group of 34 community members from the expression of interest process to participate on the Maroondah 2050 Community Panel.

Over a series of five workshops, the Maroondah 2050 Community Panel received information and presentations from Council officers, consider the information and feedback from the previous stages of the Maroondah 2050 Community Vision development process and participated in discussions on a wide range of topics. These workshops enabled the Panel to make recommendations for the Maroondah 2050 Community Vision, Council Plan, Financial Plan and Asset Plan.

Public exhibition (April 2025)

The Draft Maroondah 2050 Community Vison was placed on public exhibition from 2 - 22 April. Community members were encouraged to review the Draft Maroondah 2050 Community Vision document and provide their feedback via an online survey.

In total, during the public exhibition period, there were:

· 507 visits to the Maroondah 2050 Community Vision Your Say Maroondah webpage

· 201 downloads of the Draft Maroondah 2050 Community Vision document

· 19 feedback surveys completed.

The community feedback highlighted several positive aspects of the Maroondah 2050 Community Vision including the focus on Maroondah’s natural environment and keeping Maroondah ‘green’, and promoting social inclusion and connection.

Additionally, community members provided suggestions for further improvements, which have been considered and incorporated into the Community Vision where appropriate. Feedback relevant to future strategic and service planning work will also be considered by Council.

Conclusion

The development of the Maroondah 2050 – Our Future Together Community Vision has been a comprehensive and collaborative effort, reflecting the collective aspirations and priorities of the Maroondah community.

Through extensive background research, inclusive community and stakeholder engagement, and thorough deliberative processes, a vision that not only honours our past but also boldly charts a course for our future has been developed.

The vision encapsulates our commitment to creating a safe, inclusive, and vibrant community that values sustainability, prosperity, and well-being for all. It serves as a strategic blueprint, guiding Council and the community in working together to achieve shared goals and aspirations by the year 2050.

The Maroondah 2050 – Our Future Together Community Vision is more than just a document; it is a testament to the power of community collaboration. As we move forward, we remain dedicated to fostering an empowered and engaged community, ensuring that Maroondah continues to thrive and evolve in alignment with the values and aspirations of the community.

We thank the Maroondah community for their invaluable contributions and input in developing this vision. Together, we will continue to shape the future of Maroondah.

Attachments

1.	Draft Maroondah 2050 Community Vision

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That Council

1. adopts Maroondah 2050 – Our Future Together COMMUNITY VISION

2. THANKS THE MAROONDAH COMMUNITY FOR THEIR CONTRIBUTIONS AND INPUT IN developing the VISION


Chief Financial Officer – Tony Rocca
Local Government Performance Reporting Framework - Service Performance Indicator Report - Quarter 3, 2024/25	Item 7

Purpose

To provide Council with a report on its indicators of service performance measured by the Local Government Performance Reporting Framework (LGPRF), as at 31 March 2025.

Strategic / policy issues

The following directions, contained in Maroondah 2040: Our Future Together and the Maroondah Council Plan 2021-2025 (Year 4: 2024-2025) provide the strategic framework which underpins 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.

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

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

Background

The LGPRF is a mandatory reporting process developed by Local Government Victoria. It was introduced in 2014 to ensure all Victorian Councils are measuring and reporting on their performance in a consistent way, to ensure transparency and accountability of local government sector performance to its ratepayers and the broader community.

The Framework comprises of:

· Service performance

· Financial performance

· A governance and management checklist.

Together, these components build a comprehensive picture of local government performance.

LGPRF performance outcomes are reported in Council’s Annual Report in the Report of Operations and Performance Statement sections, as required by the Local Government (Planning and Reporting) Regulations 2020 and associated elements of the Local Government Act 2020.

End of financial year results are also publicly released by the Victorian Government, which enables sector benchmarking of the relative performance of Council’s.

Issue / discussion

LGPRF service performance indicator results are monitored on a quarterly basis, however, financial performance and sustainable capacity measures are reported annually.

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

Financial / economic issues

As identified within the report.

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

End of financial year results for 2024/25 will be released in Council’s Annual Report 2024/25. In addition, they will be submitted to the Victorian Government for publication. Council will continue to monitor its performance against the LGPRF indicators and report quarterly to ensure accountability and transparency.

Conclusion

LGPRF service performance indicator results as at 31 March 2025 are presented in the attached report.

Attachments

1.	LGPRF Service Performance Indicator Progress Report - Quarter 3, 2024/25

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That COUNCIL Notes THE LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK SERVICE PERFORMANCE RESULTS as at 31 March 2025


Chief Financial Officer – Tony Rocca
Financial Report: Nine Months Ending March 2025	Item 8

Purpose

To present Council with a snapshot of Council’s financial performance for the nine months ending 31 March 2025. Attachment 1 provides the full Maroondah City Council financial report.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 4: 2024-2025) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

Key Directions 2021 – 2025:

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

Background

In accordance with Section 97 of the Local Government Act 2020, Council is required each quarter to consider the financial performance of the municipality against budget for the year to date (YTD).

The quarterly finance report presented to Audit and Risk Committee on Thursday, 15 May 2025.

The attached financial statements contain an Income Statement (Operating Statement); Balance Sheet; Statement of Cash Flows and a Statement of Capital Works. The Income Statement is presented in line with required accounting standards.

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

discussion

The following is a summary of the financial position for the nine months ending 31 March 2025. A detailed report is attached to this document.

OPERATING PERFORMANCE

	YTD	YTD	YTD			Adopted
	Forecast	Actual	Forecast	Annual	Adopted	To
	Budget	Results	Variance	Forecast	Budget	Forecast
	$’000	$’000	$’000	$’000	$’000	$’000
Operating
Income	159,373	159,236	(138)	172,057	172,836	(779)
Expenses	126,498	125,851	646	167,980	169,638	1,659
Underlying surplus (deficit)	32,876	33,384	509	4,078	3,198	880

Capital
Contributions - Capital	478	479	(1)	1,742	226	1,516
Grants - capital (recurrent and non-recurrent)	21,757	21,757	2	26,142	26,708	(566)
Comprehensive result	55,111	55,621	510	31,962	30,132	1,830

For the nine months ended 31 March 2025, Council has recorded an underlying surplus before capital revenues of $33 million, which is $500k ahead the year-to-date forecast budget. This is largely due to timing variances outlined in the attached report.

The annual forecast underlying surplus of $4 million is inclusive of restricted items such as public open space and waste management revenue collected during the year. The favourable variance of $880k to the adopted budget is mainly due to non-cash items such as depreciation and amortisation. Increases in employee costs and materials and services expenditure are largely related to and offset by carry forward grant funding. Further reviews of operations to mitigate cost pressures and optimise efficiencies are in progress as Council is committed to maintaining its financial targets.

Financial / economic issues

These are as presented in this Report and accompanying Financial Statements. As per section 97 of the Local Government Act 2020, the accompanying financial statements provide a comparison of actual and budgeted results to date with any variances deemed to be material commented on accordingly. On this basis, it is deemed that as at 31 March 2025, a revised budget for the 2024/25 financial year is not required.

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Not applicable

Conclusion

The 31 March 2025 YTD results are positive and provide a strong foundation for Council to carry out its services and advocacy programs in the 2024/2025 financial year. However, it is important to acknowledge the presence of economic risks, such as continued high inflation and global market uncertainty, which may impact the Council's financial performance. These risks can affect the costs of resources needed for the Council's programs, particularly its capital works program. Council remains dedicated to identifying opportunities to reduce costs, increase revenue, and optimise the use of existing resources. These efforts are essential for ensuring the Council's long-term financial sustainability.

Attachments

1.	Quarterly Financial Report - Mar 2025
2.	Appendix Financial Report - Mar 2025

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE NINE MONTHS ENDING 31 MARCH 2025


Chief Financial Officer – Tony Rocca
Council Plan 2021-2025 (Year 4: 2024/25) Priority Action Progress Report - Quarter 3, 2024/25	Item 9

Purpose

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

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 which underpins the purpose of this Report.

Outcome Area: A well governed and empowered community

Key Directions 2024 – 2025:

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

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

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

Background

The Council Plan 2021-2025 is Council’s key medium-term strategic document. It sets the key directions and priority actions and guides Council in working towards achieving the community’s long-term vision, outlined in Maroondah 2040: Our future together.

The Council Plan plays a vital role in shaping Maroondah over a four-year period. It identifies both the challenges and opportunities for our community at both a local and regional level within the context of the Maroondah community’s long-term vision, Maroondah 2040: Our future together. It also informs Council’s decision-making regarding resources and direction in response to identified community priorities and aspirations.

The Council Plan is implemented through service delivery activities and initiatives across Council, with outcomes measured and reported on regularly.

Issue / discussion

Within the Council Plan, there are a range of priority actions identified that work towards the delivery of the Maroondah 2040 Community Vision. These actions are updated annually to ensure the Council Plan continues to align with Maroondah 2040: Our future together, as well as continuously being responsive to community expectations.

The Council Plan outlines eight future community outcome areas, each with a set of:

· Four-year key directions (strategies),

· Four-year priority actions

· Strategic indicators

· Supporting strategies and plans.

The attached report identifies the progress made by Council in delivering Council Plan priority actions for the 2024/25 financial year. Several priority actions are multi-year initiatives, scheduled to be completed in future financial years.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

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

Conclusion

Council has made excellent progress during the past three (3) months (1 January to 31 March 2025) toward the implementation of a broad range of Council Plan Priority Actions for the 2024/25 financial year.

Attachments

1.	Council Plan 2021-2025 Priority Action Progress Report - Quarter 3, 2024/25

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That council noteS progress made towards THE implementation of priority actions identified in the counCil plan 2021-2025, as AT 31 MARCH 2025

Chief Financial Officer – Tony Rocca
Report of Audit and Risk Committee Meeting - 15 May 2025	Item 10

Purpose

To report to Council on the outcomes of the Audit and Risk Committee Meeting held on 15 May 2025.

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.

Key Directions 2021 – 2025:

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

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

Background

The Local Government Act 2020 prescribes that Council must establish an Audit & Risk Committee and that such Committee will be advisory in nature. The Audit & Risk Committee provides a mechanism for Council to strategically examine various aspects of the Council operations to ensure risk management, legal compliance, financial control, and governance measures are in place.

Council’s Audit and Risk Committee consists of both Council and external representatives. Mayor Cr Kylie Spears (or alternatively Deputy Mayor Cr Linda Hancock), and Cr Chris Jones, are the nominated Councillors on the Committee. The external independent members are Dr John Watson (chair), Mr Bruce Potgieter and Mr Michael Ulbrick.

The Audit and Risk Committee Charter requires that this Committee report to Council on the findings and recommendations from its meetings. This report provides a summary of matters under consideration by the Committee of the meeting held on 15 May 2025.

Many items on the agenda are regular reports such as the Chief Executive Officer’s Report, Council’s Internal Audit Progress Report, quarterly Finance Report, Risk and Insurance Report, Internal Audits Actions Register Report and sector related agencies reports.

Issue / discussion

Details associated with some of the regular reports as well as other specific items considered by the Audit and Risk Committee at this meeting held on 15 May 2025 are noted below:

· A report from the Chief Executive Officer highlighted sector updates of interest related to local government integrity and risk management.

· The VAGO Draft Interim Management Letter for year ending 30 June 2025

· Internal Auditors HLB Mann Judd provided an update of the Internal Audit Program including current audits underway and forthcoming audits planned. An issues paper was also tabled by the Internal Auditors that outlined general sector guidance and trends.

· A Financial Report was received for the third quarter of the 2024/25 financial year as at 31 March 2025, providing a summary of Council’s financial position.

· A Risk and Insurance Report for the third quarter of the 2024/25 financial year as at 31 March 2025 was tabled. The report provided details on Council’s strategic risk outlook, organisational risk profile, organisational risk trends and priorities, key risk controls and mitigation activities, along with recent insurance and claims matters.

· An Internal Audit Report relating to a review of rates and rating processes was presented to the Committee. Several findings and recommended actions arising from this audit were highlighted.

· The Internal Audit Actions Register for the third quarter of the 2024/25 financial year as at 31 March 2025 was discussed. The Committee noted progress made by Council regarding implementation of internal audit recommendations.

· An status report was tabled on Council ERP Project, noting progress made towards implementation of Phase 1 of the initiative.

FINANCIAL / ECONOMIC ISSUES

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

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Council’s Quarterly Financial Reports are tabled at Council Meetings during the financial year and incorporated into Council’s Annual Report.

Conclusion

This Report provides a summary of the outcomes of the Audit and Risk Committee meeting held on 15 May 2025 in accordance with transparency and accountability principles.

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT FROM THE AUDIT and RISK COMMITTEE MEETING HELD ON 15 May 2025

Director Assets & Leisure – Adam Todorov
Community Facilities Lease Agreements for Girl Guides Association of Victoria	Item 1

Purpose

To seek Council approval of the Community Facilities Lease Agreements between Maroondah City Council and the Girl Guides Association of Victoria for the occupancy of the Bedford Park Guide Hall and Ainslie Park Guide Hall and to authorise the signing and sealing of the relevant documentation.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 4: 2024-2025) 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.

Background

Maroondah has two Guide Halls on Lease agreements which are located on land that is managed or owned by Maroondah City Council. The current Lease agreements are in over holding.

In 2013, Council came to an agreement with the Girl Guides Association of Victoria that Council take on ownership and asset responsibility for the two remaining Guide Halls in Maroondah to ensure building compliance and public safety on Council land. The agreement enabled the allocation of responsibilities of maintenance, compliance and renewal of the halls in line with all other existing Council owned Community Facilities.

Issue / discussion

Lease negotiations with the Girl Guides Association of Victoria commenced in May 2024, with the tenant now ready to progress to the endorsement of the Leases. Council’s standard Community Facilities Lease Agreement has been used to develop the Leases.

Through a Lease Agreement made between Council and the Lessee, the Lessee will be granted use and occupation of the Ainslie Park premises for a term of five years with an option for a further five years. The agreement for the Bedford Park Guide Hall is for a single term of five years due to a scheduled Bedford Park Master Planning process. The annual rental for both agreements is calculated in accordance with the principles of the Community Facilities Pricing Policy and determined under the category of Groups Traditionally Supported By Council.

Officers recommend that Council approves the Lease Agreement upon the terms and conditions as set out in the Lease, the principal terms of which are:

a) Term: Ainslie Park Guide Hall - Five years with the option for a five year further term.

Bedford Park Guide Hall - Five year term

b) Maintenance: in accordance with the Community Facilities Standard Maintenance Schedule.

c) Public Liability Insurance of $20M and glass replacement insurance.

Financial / economic issues

Council’s Community Facilities Pricing Policy provides an overarching framework to guide Council and ensures a consistent and transparent approach to the pricing of facilities. Under the category of Groups Traditionally Supported by Council, Council has identified six sub-categories of community groups it wishes to recognise by way of subsidised rental. The nominal fee acknowledges the support and service these organisations contribute to the social fabric of Maroondah.

Environmental / amenity issues

Not applicable

Social / community issues

The implementation of the standard Community Facilities Lease Agreement ensures the clear and equitable delineation of maintenance responsibilities for all tenants occupying Council owned and/or managed community facilities, consistent with the Community Facilities Pricing Policy, and supports a sustainable approach to the provision of community facilities.

Community consultation

The development of the Lease agreements for the Ainslie Park and Bedford Park Guide Halls were developed with representatives of the Maroondah District Guides, Guides Victoria Property Division and Council Officers.

Conclusion

The Lease Agreements will provide a mutually beneficial arrangement between Council and the Girl Guides Association of Victoria for the continued use and occupation of the Bedford Park and Ainslie Park Guide Halls.

Attachments

1.	Draft Ainslie Park Guide Hall Lease Particulars
2.	Draft Bedford Park Guide Hall - Lease Particulars

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That Council GRANTS A LEASE TO the girl guides association of Victoria for occupancy of the Bedford Park Guide Hall for a period of five (5) years and the Ainslie Park Guide Hall FOR AN INITIAL FIVE (5) YEAR PERIOD with the option for a further FIVE (5) Year TERM IN ACCORDANCE WITH COUNCIL’S STANDARD LEASE

Director Assets & Leisure – Adam Todorov
Capital Works Report: Third Quarter 2024/25 Financial Year	Item 2

Purpose

To present the financial and operational status of Council’s Capital Works program for the third quarter of the 2024/2025 financial year.

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

Key Directions 2021 – 2025:

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

Background

Council, as part of its Adopted Budget 2024/25, allocated $65.49M to Capital Works projects, including significant external funding for the Ringwood Activity Centre Carpark project. In addition, Council also carried forward $6.97M from the 2023/24 capital works budget. The total adjusted forecast budget for 2024/25, taking account of external funding received, the abovementioned carried forward amount, and some forecast adjustments due to the timing of projects, is $66.96M as of 31 March 2025.

Capital Works program status reports are prepared by management and reviewed monthly at the Capital Works Implementation Group (CWIG) and presented quarterly to the Audit and Risk Committee (ARC).

Provided in this report is an overview of Capital Expenditure on Council’s major program areas for the period 1 July 2024 - 31 March 2025.

Issue / discussion

The following is a summary of the status of Council’s major program areas as of 31 March 2025.

CAPITAL PERFORMANCE – THIRD QUARTER - 31 MARCH 2025

Classification	YTD Forecast Budget	YTD Actual *	YTD Variance	Forecast Budget **	Carried Forward Amount	Adopted Budget
Classification	$’000	$’000	$’000	$’000	$’000	$’000
Buildings	5,426	5,620	(194)	12,698	4,341	12,670
Roads	3,596	3,596	0	6,644	1,127	4,295
Footpaths and Cycleways	1,636	1,629	6	2,869	103	3,292
Carparks	19,968	19,971	(3)	26,988	0	28,120
Drainage	3,307	3,308	(0)	4,724	425	3,785
Waste Management	24	24	0	75	25	50
Other Capital Roads and Drainage	296	360	(65)	701	(25)	1,165
Recreational Leisure and Community Facilities	2,852	2,889	(37)	3,278	225	1,971
Parks and Open Space	907	1,119	(211)	3,067	551	2,736
Commercial Centres	138	138	0	159	39	50
Fixtures, Fittings and Furniture	96	129	(33)	277	16	122
Plant, Machinery and Equipment	2,498	2,970	(472)	3,320	(173)	3,347
Computers and Telecommunications	106	131	(25)	861	310	516
Property Sales	0	37	(37)	0	0	0
Building Renewal	998	995	2	1,297	0	3,366
Total capital works	41,848	42,916	(1,068)	66,955	6,965	65,485

* YTD Actual expenditure includes Carried Forwards
** Forecast Budget expenditure includes Carried Forwards

Explanation of variations between forecast budget and adopted budget:

· Buildings – Whilst the net variation between the adopted $12.67M and forecast $12.70M budgets is minor, there have been some notable variations in this area including:

- $4.34M in carried forward funds from the 2023/24 financial year, relating to the Karralyka Foyer Extension, Commercial Opportunities, and the Yarrunga Community Centre function room improvements

- $4.6M forecast adjustment to the 2025/26 financial year for the Croydon Community Wellbeing Precinct Cultural Hub development, based on the revised timeframes associated with the projected expenditure

· Roads – Variation between adopted $4.30M and forecast $6.64M budgets is due primarily to:

- $1.1M in carried forward funds from the 2023/24 financial year, relating to the HE Parker Reserve carpark improvements, road resurfacing projects, and the Norwood Reserve carpark improvements

- $707K forecast adjustment for the Roads to Recovery funding relating to the Newell Street road reconstruction project and the Heatherdale Road road resurfacing project

· Footpaths & Cycleways – Variation between adopted $3.29M and forecast $2.87M budgets is due partly to:

- $103K in carried forward funds from the 2023/24 financial year, relating to he Mullum Mullum Creek Trail improvements

· Carparks – Variation between adopted $28.12M and forecast $26.99M budget is due primarily to:

- $1M forecast adjustment for the Ringwood Activity Centre Carpark project, based on the progress of construction and the timing of expenditure

· Drainage – Variation between adopted $3.79M and forecast $4.72M budgets is due primarily to:

- $425K in carried forward funds from the 2023/24 financial year, relating to the Jumping Creek Corridor Rehabilitation project and the Ringwood Activity Centre drainage improvements

· Recreational Leisure and Community Facilities – Variation between adopted $1.97M and forecast $3.28M budgets due primarily to:

- $225K in carried forward funds from the 2023/24 financial year, relating to the North Ringwood sportsfield redevelopment and sportsfield lighting upgrade project

· Parks and Open Space - Variation between adopted $2.74M and forecast $3.07M budgets is due primarily to:

- $551K in carried forward funds from the 2023/24 financial year, relating to various open space improvement projects at Little John Reserve, Weiland Reserve Woodland Park, Croydon Park, Norwood Reserve, and Grayswood Reserve

· Computers and Telecommunication – Variation between adopted $516K and forecast $861K budgets is primarily due to:

- $310K in carried forward funds from the 2023/24 financial year, relating to various IT improvement projects

· Building Renewal – Variation between adopted $3.37M and forecast $1.30M budgets is primarily due to:

- $645K forecast adjustment to the Federation Estate heating and cooling system upgrade project (in the buildings area)

- $620K forecast adjustment to the Eastfield Pony Pavilion Redevelopment project (in the buildings area)

- $450k forecast adjustment to the Croydon Memorial Pool plant replacement works (in the buildings area)

- $180K forecast adjustment to the Karralyka Lighting Upgrade project (in the buildings area)

Financial / economic issues

CARRIED FORWARDS FROM 2023/2024

Council carried forward an amount of $6.97M from the 2023/24 financial year, which primarily related to major projects that were underway at the end of the 2023/24 financial year.

YEAR TO DATE EXPENDITURE FOR THIRD QUARTER OF 2024/25

By the end of the third quarter for 2024/25, Council spent a total $42.92M on a wide range of capital projects that will provide significant benefit to the community.

The graph below depicts the status of the 2024/25 capital works program at the end of the third quarter.

CAPITAL WORKS YTD – EXPENDITURE (CUMULATIVE)

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Not applicable

Conclusion

Council has a total Capital Works forecast budget for 2024/25 of $66.96M, including $6.97M carried forward from 2023/24 and significant grant funding from State and Federal Governments. Key variations between adopted and forecast program budgets for the period 1 July 2024 to 31 March 2025 are noted within this report. By the end of the third quarter for 2024/25, Council had spent a total $42.92M on a wide range of capital projects that will provide significant benefit to the community

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE STATUS OF THE CAPITAL WORKS PROGRAM FOR THE THIRD QUARTER FOR 2024/25

DOCUMENTS FOR SEALING

Letter Under Seal - Employee Milestones 2025

ITEM 1

Background

Council recognises employees each year who have achieved service milestones. Combined

service with either the former Cities of Ringwood or Croydon and Maroondah City Council is

recognised.

During the year, from 1 July 2024 to 30 June 2025, one (1) employee will have achieved 40 years of service, six (6) employees will have achieved 30 years of service, twelve (12) will have achieved 20 years, and twenty-three (23) will have achieved 10 years. The names of employees to be presented with Letters Under Seal are listed in the recommendation to this report.

The Chief Executive Officer and the Mayor will present the Letters Under Seal to the recipients at the upcoming Employee Milestone Function. Feedback from employees over many years has indicated that the Milestone recognition and the celebration are both held in high esteem by employees and their immediate families. They also align to Council’s workplace values and assist to continue building Council’s high performing culture.

It is a necessary for Council to formally resolve to execute the Letters Under Seal in line with Council’s Local Law 15 Common Seal and Conduct at Meetings (2021) and Council Honours and Recognition Policy (2022).

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That council signs and seals

1. FORTY YEARS OF SERVICE GIVEN BY:

· Maureen HOUSTON

2. thirty YEARS OF SERVICE GIVEN BY:

· Mary-anne BROWN

· Timothy COCKS

· Julie EUINTON

· Ian FOSSEY

· Denise PARKS

· Vita YEUNG

3. TWENTY YEARS OF SERVICE GIVEN BY:

· Michael ARHONTIS

· Fiona BURRIDGE

· Roberta COUCHER

· Clare D'ARCY-EVANS

· Lisa DAVIS

· Marianne DI GIALLONARDO

· Jason FRANKISH

· Kim LADIGES

· Ron LONCAR

· Cheryl MARSHALL

· Rebecca PIETRZYKOWSKI

· Sharryn TOULL

4. TEN YEARS OF SERVICE GIVEN BY:

· Alex BELTRAMIN

· Gemma BELTRAMIN

· Christie BRIGGS

· Nantzee CHIN

· Tara CHOUDARI

· Luke ERVINE

· Tanya EVELY

· Alexandra FLINTOFF

· Michael GARTNER

· Tamlyn GILL

· Daniel HEARN

· Rachelle JONES

· Steve KOZLOWSKI

· Jode LUKE

· Neoni MORRISSEY

· Monique RESPINI

· Stuart ROY

· Stephen SCOTT

· Bianca SLARKE

· Abbey STARLING

· Amy WATSFORD

· Kailah WELSH

· Natja WUNSCH

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