Agenda of Ordinary Council Meeting - Monday, 16 February 2026


DIRECTOR Corporate – Tony Rocca
Attendance Report	Item 1

Purpose

To provide an opportunity for Councillors to report on Council activities undertaken since the last Ordinary Meeting of Council and forthcoming ward activities.

Strategic / policy issues

The following directions contained in Maroondah 2050 - Our Future Together and the Council Plan 2025-2029 provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

Our Community’s Aspiration: 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.

Key Directions 2025 – 2029:

5.1 Ensure transparent and accountable governance, including balanced and sustainable decision making that is evidence informed and is in the best interests of the community.

Background

Not applicable

Issue / discussion

It is intended that the Mayor and Councillors be given the opportunity to present a verbal or written report updating Council on the activities they have undertaken since the last Ordinary Meeting of Council on 15 December 2025 in their role as Councillors and forthcoming ward activities.

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 formally report to Council upon the activities they have undertaken in their role as Councillors.

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES THE REPORTS AS PRESENTED BY COUNCILLORS


DIRECTOR Corporate – 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 2050 - Our Future Together and the Council Plan 2025-2029 provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

Key Directions 2025 – 2029:

5.1 Ensure transparent and accountable governance, including balanced and sustainable decision making that is evidence informed and is in the best interests of the community.

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 15 December 2025, 2 February, 4 February and 9 February 2026 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 December 15 - Councillor Briefing Public Record
2.	2026 February 02 - Councillor Briefing Public Record
3.	2026 February 04 - Councillor Briefing Public Record
4.	2026 February 09 - Councillor Briefing Public Record

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE COUNCILLOR BRIEFINGS HELD ON 15 DECEMBER 2025, 2 FEBRUARY, 4 FEBRUARY AND 9 FEBRUARY 2026


DIRECTOR Corporate – Tony Rocca
Councillor Professional Development Program 2025	Item 3

Purpose

To note the completion of the Councillor Professional Development Program 2025 in accordance with section 33A of the Local Government Act 2020 (the Act), along with the completion of mandatory training for the Mayor and Deputy Mayor in accordance with section 27A of the Act.

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 need.

Key Directions 2024 – 2025:

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

Background

The Local Government Amendment (Governance and Integrity) Act 2024 was gazetted by Parliament in June 2024. This Act amends the Local Government Act 2020 to improve council accountability, governance, and integrity.

In accordance with Section 33A of the Local Government Act 2020, elected Councillors must complete professional development training annually to ensure that they understand their role and responsibilities.

Councillors must complete professional development training for each matter listed in the Regulations each calendar year. Councils can also elect to complete any additional training on topics or content considered necessary at a local level, subject to the processes outlined in the Council’s policy in relation to Councillor expenses, resources and facilities.

The prescribed matters for inclusion in Councillor Professional Development Training are outlined within the Local Government (Governance and Integrity) Regulations 2020, as amended in October 2024.

The prescribed matters are:

· working together in a Council

· decision making, integrity and accountability

· community representation

· strategic planning and financial management

· conduct

· land use planning, and

· any other matters which the Chief Executive Officer has determined should be included.

In accordance with Section 27A of the Local Government Act 2020, the Mayor and Deputy must also complete mandatory training specific to the role within one month of being elected to the role.

The Mayor and Deputy Mayor were elected at the Statutory Council Meeting held on 12 November 2025.

The prescribed matters for inclusion in mandatory training for the Mayor and Deputy Mayor are outlined within the Local Government (Governance and Integrity) Regulations 2020, as amended in October 2024.

The prescribed matters are:

· roles and responsibilities;

· chairing meetings;

· engagement and advocacy;

· leadership;

· any other matter relating to the role of the Mayor which the Chief Executive Officer has determined should be addressed.

Issue / discussion

To enable Councillors to meet the prescribed obligations under the Act and the Regulations, a Councillor Professional Development Program has been undertaken for the 2025 calendar year. In addition, Mayor and Deputy Mayor mandatory training was scheduled.

The Councillor Professional Development Program was comprised of a series of training and briefing activities to be undertaken by all Councillors as aligned to the prescribed matters:

1. Working together in a Council

- Renewing Councillor group commitment to work together as a team

- CEO annual performance management review

- Briefing on the Local Government Community Satisfaction Survey

2. Decision making, integrity and accountability

- Internal resolution procedure

- Councillor Gift Policy

- Council Expenses Policy

- Fraud and Corruption Awareness Training

3. Community representation

- Maroondah facilities tour

4. Strategic planning and financial management

- Maroondah 2050 Community Vision and Council Plan 2025-2029

- Maroondah Liveability Wellbeing and Resilience Strategy

- Long Term Financial Strategy and Annual Budget

- Child Safety Awareness Training

- Cyber Security Training

5. Councillor conduct

- Communications Strategy

- Social Media Policy

- Customer Experience Strategy

- Occupational Health and Safety Training

6. Land Use Planning

- Planning consultation meeting processes

In addition to the above program, Councillors also were provided with opportunities to undertake other non-mandatory training activities as aligned to their interests, skills and experience.

The Mayor and Deputy Mayor attended mandatory training at the Municipal Association of Victoria (MAV) Mayor and Deputy Mayor Training Program on 4 and 5 December 2025. This training was completed by the Mayor, Councillor Linda Hancock and the Deputy Mayor, Councillor Paul Macdonald.

Financial / economic issues

This program is met within Council’s current budget.

Environmental / amenity issues

Not applicable

Social / community issues

This item ensures Council maintains its exemplary integrity and governance standards, ensuring the highest levels of transparency to the Maroondah community.

Community consultation

Not applicable

Conclusion

The Councillor Professional Development Program 2025 has been completed by all Councillors within statutory timeframes and Councillors have made a written declaration as per Section 33A of the Act.

In addition, the Mayor and Deputy Mayor have undertaken mandatory training following their election in accordance with statutory timeframes and made a written declaration as per Section 27A of the Act.

Attachments

1.	Attestations - Councillor Professional Development Program - 2025 Calendar Year

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That COUNCIL NOTES COMPLETION OF THE COUNCILLOR PROFESSIONAL DEVELOPMENT PROGRAM 2025 ALONG WITH MAYOR AND DEPUTY MAYOR MANDATORY TRAINING As outlined within this report PURSUANT TO SECTIONS 27A AND 33A OF THE LOCAL GOVERNMENT ACT 2020 AND THE Local Government (Governance & Integrity) Regulations 2020 as amended in october 2024


DIRECTOR Corporate – Tony Rocca
Council Plan 2025-2029 (Year 1: 2025/26) Priority Action Progress Report - Quarter 2, 2025/26	Item 4

Purpose

To provide an update to Council on progress made towards the implementation of Year 1 priority actions identified in the Council Plan 2025-2029, as at 31 December 2025.

Strategic / policy issues

The following directions detailed in Maroondah 2050 - Our Future Together and the Council Plan 2025-2029, provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Our Community’s Aspiration: 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 provided with opportunities to meaningfully engage regarding Council decision making.

Key Directions 2025 - 2029:

5.1 Ensure transparent and accountable governance, including balanced and sustainable decision making that is evidence informed and is in the best interests of the community.

5.2 Prioritise responsible, sustainable and timely management of Maroondah’s financial resources, assets, infrastructure and the natural environment.

Background

The Council Plan is Council’s medium-term strategy which describes the objectives, strategies, initiatives, services, and performance indicators of Council, in working toward the long-term community vision outlined in Maroondah 2050 - Our future together.

The Council Plan 2025-2029 is structured around the five outcome areas of the Maroondah 2050 Community Vision and describes how Council will work towards the realisation of the community’s vision. It plays a vital role in shaping Maroondah’s future over the four-year period, identifying both challenges and opportunities for our community at local and regional levels, and forms the basis for Council to make decisions regarding resources and priorities.

The Council Plan 2025-2029 is implemented through service delivery activities and initiatives across Council, and the outcomes are measured and reported on regularly.

Issue / discussion

For each year of the Council Plan 2025-2029, Council presents to the Maroondah community an updated set of priority actions which implement the key directions of the Council Plan. This helps to ensure that the Plan continues to be aligned with the Maroondah 2050 Community Vision and is responsive to community needs and expectations. Several of these priority actions are multi-year actions, which are scheduled for completion in future years.

For the 2025/26 financial year there are 39 priority actions. The attached report describes the progress made by Council in delivering on these priority actions, as at 31 December 2025.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

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 quarter (1 October to 31 December 2025) toward the implementation of a broad range of Council Plan priority actions for the 2025/26 financial year.

Attachments

1.	Council Plan 2025-2029 Priority Actions Progress Report - Quarter 2, 2025/26

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That council noteS THE progress made towards the delivery of the 2025/26 priority actions identified in the counCil plan 2025-2029, as AT 31 December 2025


DIRECTOR Corporate – Tony Rocca
Local Government Performance Reporting Framework - Service Performance Indicator Report - Quarter 2, 2025/26	Item 5

Purpose

To provide Council with a report on the indicators of service performance, as measured by the Local Government Performance Reporting Framework (LGPRF), as at 31 December 2025 (Quarter 2, 2025/26 financial year).

Strategic / policy issues

The following directions detailed in Maroondah 2050 - Our Future Together and the Council Plan 2025-2029, provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2025 - 2029:

5.1 Ensure transparent and accountable governance, including balanced and sustainable decision making that is evidence informed and is in the best interests of the community.

5.2 Prioritise responsible, sustainable and timely management of Maroondah’s financial resources, assets, infrastructure and the natural environment.

5.6 Deliver services to the Maroondah community that are people-focused, proactive, integrated and responsive.

Background

The LGPRF is a mandatory reporting process developed by Local Government Victoria (LGV), which was introduced in 2014 to ensure all Victorian Councils are measuring and reporting on their performance, in a consistent way.

The LGPRF aims to ensure the transparency and accountability of local government sector performance, to ratepayers and the public. The Framework is made up of:

· service performance

· financial performance

· a governance and management checklist.

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

The LGPRF 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.

The end of financial year results for LGPRF indicators are also publicly released by the Victorian Government, enabling benchmarking of the relative performance of Council.

Issue / discussion

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

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

Financial / economic issues

As identified within the report.

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

The end of financial year results for 2025/26 will be released in Council’s Annual Report 2025/26. They will also be submitted for publication to the Victorian Government. Council will continue to monitor its performance against the LGPRF indicators and report quarterly to ensure accountability and transparency to the community.

Conclusion

LGPRF service performance results for the second quarter of the 2025/26 financial year (as at 31 December 2025) are presented in the attached report.

Attachments

1.	LGPRF Service Performance Report - Quarter 2, 2025/26

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That COUNCIL Notes THE LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK SERVICE PERFORMANCE RESULTS FOR the 2025/26 FINANCIAL YEAR, AS AT 31 DECEMBER 2025

Director Assets & Leisure – Adam Todorov

Capital Works Report: Second Quarter 2025/26 Financial Year	Item 1

Purpose

To present the financial and operational status of Council’s Capital Works program for the second quarter of the 2025/26 financial year.

Strategic / policy issues

The following directions contained in Maroondah 2050 - Our Future Together and the Council Plan 2025-2029 provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Our Community’s Aspiration: 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 provided with opportunities to meaningfully engage regarding Council Decision making.

Key Directions 2025 - 2029:

5.1 Ensure transparent and accountable governance, including balanced and sustainable decision making that is evidence informed and is in the best interests of the community.

Background

Council, as part of its Adopted Budget 2025/26, allocated $46.03M to Capital Works projects, including significant external funding for the Ringwood Activity Centre Carpark project. In addition, Council also carried forward $12.86M from the 2024/25 capital works budget. The total adjusted forecast budget for 2025/26, taking account of external funding received, and the abovementioned carried forward amount, was $64.93M as of 31 December 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 2025 - 31 December 2025.

Issue / discussion

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

CAPITAL PERFORMANCE – SECOND QUARTER - 31 DECEMBER 2025

Classification	YTD Actual 25-26	YTD Current Forecast 25-26	YTD Current Forecast vs Actuals	Q2 Forecast 25/26 (In Progress) **	Amount Carried Forward	Adopted Budget
Classification	$’000	$’000	$’000	$’000	$’000	$’000
Buildings	10,268	11,857	1,589	35,933	8,898	22,326
Roads	2,022	3,047	1,025	10,716	1,284	8,747
Footpaths and Cycleways	2,062	2,098	36	5,014	400	4,487
Drainage	735	960	225	3,009	474	3,130
Off-Street Carparks	506	558	53	895	15	440
Waste Management	13	26	13	101	51	50
Recreational Leisure and Community Facilities	755	855	101	2,823	355	1,968
Parks, Open Space and Streetscapes	986	1,186	200	3,799	1,129	2,486
Fixtures, Fittings and Furniture	60	50	(10)	153	29	124
Plant, Machinery and Equipment	1,025	840	(185)	1,536	(406)	1,942
Computers and Telecommunications	128	241	113	952	626	326
Total capital works	18,561	21,719	3,158	64,930	12,855	46,025

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

Explanation of variations between forecast budget and adopted budget:

· Buildings – Variation between the adopted $22.33M and forecast $35.93M budgets is due primarily to:

- $8.9M in carried forward funds from the 2024/25 financial year, relating to the Ringwood Activity Centre Carpark, Eastfield Pony Pavilion Redevelopment, and the Wyreena Conservatory Redevelopment

· Roads – Variation between adopted $8.75M and forecast $10.72M budgets is due primarily to:

- $1.3M in carried forward funds from the 2024/25 financial year, relating to Victoria Street Renewal, Kardinia Crescent Renewal, Evelyn Road Reconstruction and road resurfacing projects

- $350K forecast adjustment for Heywood Street Renewal and Victoria Street Renewal from drainage for associated project works

· Footpaths & Cycleways – Variation between adopted $4.49M and forecast $5.01M budgets is due partly to:

- $400K in carried forward funds from the 2024/25 financial year, relating to the Mullum Mullum Creek Trail Improvements and the Bedford Road Bicycle Path project

· Drainage – Variation between adopted $3.13M and forecast $3.01M budgets is due primarily to:

- $474K in carried forward funds from the 2024/25 financial year, relating to the Mullum Mullum Retarding Basin project and Jumping Creek Corridor Rehabilitation project

· Recreational Leisure and Community Facilities – Variation between adopted $1.97M and forecast $2.82M budgets due primarily to:

- $355K in carried forward funds from the 2024/25 financial year, relating to the HE Parker Tennis Lighting Replacement and Aquinas Soccer Redevelopment

- $265K forecast adjustment for Heathmont Tennis Light Replacement because of successful grant funding applications.

· Parks, Open Space and Streetscapes - Variation between adopted $2.49M and forecast $3.80M budgets is due primarily to:

- $1.13M in carried forward funds from the 2024/25 financial year, relating to various open space improvement projects at Norwood Reserve, Lipscombe Park, Weiland Reserve and Croydon Park

· Computers and Telecommunications – Variation between adopted $326K and forecast $952K budgets is primarily due to:

- $626K in carried forward funds from the 2024/25 financial year, relating to various IT Improvement projects

Financial / economic issues

CARRIED FORWARDS FROM 2024/25

Council carried forward an amount of $12.86M from the 2024/25 financial year, which primarily related to major projects that were underway at the end of the 2024/25 financial year.

EXPENDITURE FOR SECOND QUARTER OF 2025/26

By the end of the second quarter for 2025/26, Council spent a total of $18.56M on a wide range of capital projects that will provide significant benefit to the community.

The graph on the following page depicts the status of the 2025/26 capital works program at the end of the second 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 2025/26 of $64.93M, including $12.86M carried forward from 2024/25 and significant grant funding from State and Federal Governments. Key variations between adopted and forecast program budgets for the period 1 July 2025 to 31 December 2025 are noted within this report.

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE STATUS OF THE CAPITAL WORKS PROGRAM FOR THE SECOND QUARTER FOR 2025/26

DOCUMENTS FOR SEALING

Letters Under Seal - Recognition of 2026 Australia Day Honours

ITEM 1

LetterS under seal

Council’s Honours and Recognition Policy provides that recipients of Australian Honours who reside within the City of Maroondah, or whose work for which they are being recognised has been undertaken within Maroondah, also be acknowledged by Council and presented with a Letter Under Seal.

The Australian Honours and Awards system recognises the outstanding service and contributions of Australians. The Honours and Awards system seeks to celebrate and acknowledge those who work tirelessly to improve local communities and to make Australia a better place.

The Australian Honours comprise of:

· Order of Australia medal;

· Australian Bravery decorations;

· Military medals for Gallantry and for Distinguished and Conspicuous Service;

· Commemorative medals;

· Meritorious Service and Long Service medals; and

· Public Service Medals.

The Honours List is published twice a year, for Australia Day (January) and King’s Birthday (June).

Council has been made aware of the following recognition provided in the 2026 Australia Day Honours List as recently announced by the Governor General:

· The Reverend John Waldron Taylor OAM - awarded the Medal of the Order of Australia for service to the community through a range of organisations

· Mr Robert James Edwards OAM - awarded the Medal of the Order of Australia for service to the community

· Mr Lionel Hastings Parrott OAM - awarded the Medal of the Order of Australia for service to the community through a range of roles.

Attachments

Not applicable

CONFIDENTIALITY

Not applicable

RECOMMENDATION

That council signs and seals A LETTER OF CONGRATULATIONS IN RECOGNITION OF THE 2026 AUSTRALIA DAY HONOURS AWARDED TO:

1. THE REVEREND JOHN WALDRON TAYLOR OAM - RECIPIENT OF THE MEDAL OF THE ORDER OF AUSTRALIA

2. MR ROBERT JAMES EDWARDS OAM - RECIPIENT OF THE MEDAL OF THE ORDER OF AUSTRALIA

3. MR LIONEL HASTINGS PARROTT OAM - RECIPIENT OF THE MEDAL OF THE ORDER OF AUSTRALIA