Annual Report - Part 1 - Maroondah City Council

Transcription

Annual Report
2014/15
MAROONDAH CITY COUNCIL
ANNUAL REPORT 2014/15
Table of Contents
Welcome to the 2014/15 Annual Report.......................................................................................................3
Describes the purpose and context of the Annual Report 2014/15.
Our Highlights ............................................................................................................................................4
Provides reflections from the CEO and Mayor, and outlines key capital works and events highlights
from 2014/15 identifies key highlights from the 2014/15.
Our City .....................................................................................................................................................10
Provides information about the City of Maroondah including its location, history, residents, economy
and environment.
Our Vision....................................................................................................................................................16
Outlines the Maroondah 2040 Community Vision preferred outcomes, our mission statement and
values.
Our Council..................................................................................................................................................22
Highlights the role of Council, the elected Councillors, Council Wards, Council’s Organisational
Structure and how Council plans for the future.
Our Performance.........................................................................................................................................34
Identifies 2014/15 achievements relating to Council’s eight outcome areas outlined in the Council Plan
2013-2017 (Year 2: 2014/15). Each outcome area includes information on achievements, challenges,
future directions, interesting facts and statistics, as well as Council’s performance against the priority
actions and strategic indicators identified in the Council Plan 2013-2017.
Corporate Governance...............................................................................................................................92
Reports on governance procedures, conflict of interest, and risk management
Statutory Information................................................................................................................................108
Includes statutory information on privacy, protected disclosure, Best Value reporting and the Local
Government Performance Reporting Framework.
Financial Report.........................................................................................................................................133
Includes detailed financial statements which fulfill Council’s reporting requirements.
Glossary......................................................................................................................................................196
Commonly used terms and acronyms
Welcome to the Maroondah City
Annual Report 2014/15
The Annual Report provides a record of the achievements, performance and financial management of
Maroondah City Council for the 2014/15 financial year in delivering a vast range of services to its
community.
Council is committed to transparent reporting and accountability to the community. This Annual Report is a
key reporting tool used to advise the Maroondah community of Council’s performance during the financial
year against the Council Plan 2013-2017 (Year 2: 2014/15) and Annual Budget 2014/15.
The Local Government Act 1989 states that all Victorian Councils must prepare an annual financial year
report and submit it to the Minister for Local Government by 30 September each year. Requirements
include a report of Council’s operations, audited standard statements, audited financial statements and
report on the performance statement during the financial year.
The Audit and Risk Advisory Committee reviewed these financial statements at its meeting on 18 August
2015, and Council endorsed the financial report in principle at the Council meeting on 24 August 2015. The
Standard and Performance Statements were certified by the Principal Accounting Officer (Manager Finance
and Governance), the Chief Executive Officer and two nominated Councillors. The Victorian Auditor
General’s office has certified the Performance Statement and the Financial Report including the Standard
Statements.
How to use this Annual Report
The 2014/15 Annual Report is divided into eight sections:
1
Our
Highlights
Provides reflections from the CEO and Mayor, and outlines key capital works and
events highlights from 2014/15.
2
Our City
Profiles the City of Maroondah, outlines our vision and details Council’s integrated
planning framework.
3
Our Council
Provides details of our Councillors, wards and the Council organisation.
4
Our
Performance
Identifies 2014/15 achievements relating to Council’s eight outcome areas outlined
in the Council Plan 2013-2017 (Year 2: 2014/15). Each outcome area includes
information on achievements, challenges, future directions, interesting facts and
statistics, as well as Council’s performance against the commitments identified in
the Council Plan 2013-2017.
5
Corporate
Governance
Reports on governance procedures, conflict of interest, and risk management.
6
Statutory
Information
Provides information linked to statutory requirements including information on
privacy, protected disclosure, Best Value reporting, the Victorian Local Government
performance indicators and the Local Government Performance Reporting
Framework.
7
Financial
Report
Includes detailed financial statements which fulfill Council’s reporting requirements.
8
Glossary
Commonly used terms and acronyms.
MAROONDAH CITY COUNCIL – ANNUAL REPORT 2014/15 | 3
Our Highlights
Message from the Mayor and Chief Executive Officer
We are pleased to present the 2014/15 Maroondah City Council Annual Report to the Maroondah community
and to the Minister for Local Government.
From the Mayor, Cr Tony Dib JP
In December 2014, Maroondah, along with other local Council’s in Victoria,
celebrated its 20 year anniversary. As a Council, we took the time to acknowledge
and celebrate the many achievements that have resulted in the great City we know
and love today.
While much has happened over the past twenty years, there have been significant
events and achievements over the last twelve months, which will benefit our
community for the next twenty years and beyond.
In August we launched the new community vision, Maroondah 2040 – Our future together. This is a living
document that is truly representative of Maroondah residents – of all ages – and their hopes for our future.
Since launch, the broad outcomes and key directions have been embedded into Council’s planning
framework to ensure our services and activities are delivering the community’s vision.
We welcomed Mr Steve Kozlowski as the new Chief Executive Officer in September 2014, bringing with
him a depth of experience and strong skills to ensure we are well placed to meet the challenges and
opportunities we face in Maroondah now and in the future. Steve has improved our bottom-line and
reduced costs where possible so that in the long term we are able to invest more into community facilities
and maintain and improve services, while sustaining relatively modest increases in rates, particularly in light
of the State Government’s rate capping proposal.
Council’s 2014/15 Budget and Long Term Financial Strategy continued to be based on sound financial
management as well as an awareness and appreciation of the rising cost of living facing ratepayers. As an
organisation we understand that it is vital we ensure we are providing high quality facilities and services to
our community in the most cost-efficient and sustainable way.
Despite significant external factors, the city-wide rates and charges increase was maintained at 4.9 per
cent, the same, modest level as the past four years, providing a balanced, sustainable and responsible
model that ensures enhanced services, the protection of Council’s $1.3 billion in assets, and the delivery of
many new major capital works projects.
The Budget outlined the provision of financial resources and detailed how these resources would be
applied to meet the twenty two priority actions identified in the Council Plan 2013-17. These actions will
contribute to the achievement of the four-year Council Plan key directions and ultimately the preferred
outcome outlined in the Maroondah 2040 Community Vision.
We marked the passing of Councillor Ann Fraser in August 2014. In total Ann served as a Councillor in the
region for more than 11 years, beginning with the former City of Ringwood, and elected to Maroondah City
Council in November 2008. She was re-elected in October 2012 as one of five female Councillors. This was
the first Council term to have a majority of women elected, and as such was a significant event in
Maroondah City Council’s history.
4 | MAROONDAH CITY COUNCIL – ANNUAL REPORT 2014/15
From the CEO, Mr Steve Kozlowski
Council’s attention continues to be firmly focused on our Long Term Financial
Strategy (LTFS) as work to meet community needs in an increasingly challenging
financial environment. The LTFS outlines Council’s projected financial position for
the next ten years and provides a guide to the community, Council and
management in their analysis of options and decision making processes about the
future directions and operations of Council. The LTFS demonstrates the financial
sustainability of Council in meeting the strategic objectives and strategies endorsed
in our Council Plan.
Council achieved a surplus for the period of $16.603 million. However a large proportion of this figure represents
funding that is restricted for specific purposes, such as $2.1M Public Open Space Contributions, $9.1M capital
and programmatic grant funds, and Waste Management funds. In addition, $2.8 million represents part of the
2015/16 funding from the Victorian Grants Commission, which was received in the last week of the 2014/15
financial year. After taking account of these adjustments, Council's financial result was marginally better than
the budgeted surplus for 2014/15.
Significant work has been undertaken in the second half of this year in preparing the 2015/16 Budget,
resulting in a much lower rate increase than originally forecast for the new financial year and for the out
years of the LTFS. Council’s prudent financial management and our continued work to improve our bottomline and reduce costs means that over the long term we can continue to invest in community facilities and
services, while maintaining a relatively modest increase in rates, in preparation for the State Government’s
rate capping, due to commence in 2016/17.
The major achievements of the past year have been highlighted throughout this report and we commend it
as a record of the breadth of what has been accomplished by Council, in partnership with the community.
Some of the key highlights are presented below.
Key highlights
Maroondah 2040
Maroondah 2040: Our future together was officially launched on 16 September 2014 at a community
stakeholder event. This was an opportunity to celebrate the journey of developing our shared vision,
explore the preferred future outlined by the community during the consultation process, and continue the
conversation about how everyone can work towards the implementation of the Vision.
To capture our shared community vision, two documents and an iPad app were produced, providing a
comprehensive picture of the community’s vision, our shared key directions for the future and some
indicators that we will use to measure our progress.
The Vision was launched to the broader community at the Maroondah Festival on Sunday 9 November.
The festival display provided the community with an opportunity to explore the key directions and
preferred outcomes for our future. Council also commenced partnerships with local community groups,
businesses and organisations to achieve the shared vision to ensure our City remains a great place to
live, work, play and visit.
Aquanation
Construction has continued on Aquanation, with the external
structure taking shape during August and September, and the
installation of the waterslides creating excitement during March.
Planning for the opening includes recruitment of over 200
employees across a range of specialist leisure skills, and
foundation membership sales which will ensure high visitation once
the $52.2 million facility opens in August.
Ringwood Activities Area
Council continued to work closely with QIC and the Victorian
Government on the shared vision for the Ringwood Activities
Area. Excavation of the Eastland site commenced early in
the financial year and Ringwood’s skyline changed with six
cranes in operation to construct the super structure for the
$665 million retail and civic development. The development
will increase the size of Eastland by approximately 50 per
cent, providing more than 1700 new retail, hospitality and
services jobs. Council’s Business & Development team has
been working closely with Eastland to generate a range of
local employment outcomes.
Council announced the name of its new library, learning and cultural centre. The name Realm and the
associated branding has been developed in preparation for opening late in 2015. In May, Council secured
$3 million from the Federal Government to create a regional centre for knowledge and innovation at Realm.
Work commenced on the $66 million Ringwood Station and Bus Interchange upgrade in September.
Demolition of the site saw the heritage listed signal box moved to the station forecourt where it will be
restored and transformed into a cafe/kiosk with restrooms. New ramps, lifts and escalators will be installed,
and a new concourse and forecourt will link to Council’s new town square.
Boulevard treatment works along Maroondah Highway commenced between Ringwood Street and
Warrandyte Road as part of the Victorian Government’s commitment to the Activities Area.
Changing Places
Council has taken a lead advocating for Changing Places facilities in Australia, and opened in October
2014 the first fully qualified Changing Paces toilet in Australia at Ringwood Lake Park while committing to a
Changing Places toilet in Realm, Council’s new Library, Learning and Cultural Centre. QIC have committed
to build two Changing Places in the new Eastland, the first for a shopping centre in Australia. The word is
spreading, with the Victorian Government committing to delivering six Changing Places at major venues
across Melbourne, including the MCG, Melbourne Zoo and Rod Laver Arena; Western Australia,
Queensland and New South Wales committing to installing in a range of venues. The Changing Places
design incorporates: a height adjustable adult-sized changing bench; a tracking hoist system; enough
space to manoeuvre a wheelchair; and a safe and clean environment.
Norwood Family and Childrens Centre
The Norwood Family and Childrens Centre was opened in
January at Notlen Reserve in Ringwood. The state of the art
centre features two outdoor playspaces in a natural bush
setting, and is home to Norwood Preschool, and Council’s
Maternal and Child Health service, Breast Feeding Support
Service, and Early parenting Program. The project was funded
by $2million from Council’s Capital Expenditure Program and
$880,000 from the Victorian Government - Children’s Facilities
Capital Program.
Establishment of Maroondah Liquor Accord
Council is developing the Maroondah Liquor Accord to encourage and promote best practice and high
standards of behaviour in and around licensed premises within Maroondah that contribute to patron,
staff and community safety. The development of the Accord is a key recommendation from Maroondah City
Council’s Alcohol Management Framework (2013) which guides best practice in line with the rapid and
diverse development within the City. The Maroondah Liquor Accord brings together licensees of hotels,
licensed restaurants/cafes, licensed clubs, packaged liquor outlets, cinemas and sporting clubs in
agreement on how alcohol can be sold and distributed in a responsible way, while maximising the safety
and enjoyment of staff, patrons and community members. The Accord is supported by Victoria Police, the
Victorian Commission for Gambling and Liquor Regulation. It reflects a commitment to collaboration and
consistency around best practice with the overall goal of creating safer cultures around alcohol.
Parkwood
Council successfully negotiated a six year lease agreement with the Department of Education for
Parkwood, the site of the former Parkwood Secondary College and took possession of the site in October.
Refurbishment of the remaining buildings was undertaken, to create future homes for the North Ringwood
Community House and Ringwood Men’s Shed, commencing their operations in Term 1 of 2015.
Maroondah Toy Library, Penumbra Centre, Ringwood & District Historical Society and Ringwood U3A will
also move to the site. Council has providing funding in excess of $1.5 million, covering annual rent and the
cost of building improvements, and will continue to work closely with the Department to develop a long term
solution for the use of the site.
Other key highlights
X Space opens in Croydon
The new playspace, located next to Y Space in Croydon Park was opened in July, with children of all ages
enjoying the range of features, many of which are firsts, including the Parkour ‘obstacle’ course, the first in
Victoria built using mainly recycled timber; and the large spinning disc, the first installed in Australia,
sourced from Denmark. The $440,000 project was jointly funded by Council ($330,000), the Victorian
Government ($100,000), and Croydon Rotary ($10,000).
Redevelopment of Kevin Pratt Pavilion
Work commenced on the redevelopment of the new multipurpose sports pavilion at Mullum Mullum
Reserve. The $2million project will see the addition of a second level, installation of a life to ensure
accessibility, toilet facility upgrades and the installation of an accessible toilet, unisex changers, new
viewing areas, two new social areas and new, accessible parking bays. The $2million plus project is being
funded by Council ($1.2 million), Australian Government ($400,000), Victorian Government ($400,000) and
AFL Victoria ($60,000).
Maroondah Festival turns 25
The annual Festival turned 25 in November 2014, with crowd numbers attending proving once again the
Festival’s popularity. The free community event is provided by Council in association with a range of
commercial sponsors, and includes continuous activities and entertainment across a Kids Kingdom, Fun
and Fitness Arena, Cultural Area, Youth Precinct, Eco Village, community expo and main stage.
Dandenong Creek trail improvements
Council transformed the section of Dandenong Creek Trail between Waters Grove and Simpsons Court,
Heathmont, with a new pathway and installation of safety railing. The $800,000 project was funded by
Council to stabilise the section of trail following a landslip along the embankment. Drainage elements were
also upgraded and the whole area enhanced with significant weed removal, additional planting and
landscaping.
Becoming an age-friendly city
Council is taking the first steps towards becoming an age-friendly city with the development of an Active
and Healthy Ageing Initiative. The Initiative will help Council and the community prepare for an ageing
population and identify priority areas for Maroondah. Community engagement has played a key role and
will ensure we understand the needs and expectations of our community.
Sustainability initiatives
To ensure Maroondah is a clean, green and sustainable community, Council has completed a Carbon
Neutral Strategy, Water Sensitive City Strategy and commenced the development of a new Sustainable
Strategy, and Open Space Strategy. The streetlight changeover program continues, with savings used to
reinvest in the program. In addition, Council launched a paper-free way for Maroondah property owners to
receive and pay their rates using BPAY View, an online banking portal.
Development of Physical Activity Strategy
Council’s Physical Activity Strategy 2015 - 2020 has been developed using a range of consultation methods
to establish a clear picture of Maroondah’s current participation levels, reasons for non-participation and
community needs. Feedback from other recent community engagement initiatives was also used. The five
year action plan has 45 actions with the draft Strategy to go on public exhibition in July.
Launch of Maroondah’s Arts and Cultural Development Strategy
The Maroondah Arts & Cultural Development Strategy 2014-2018 was endorsed by Council in July. This is
the first time that Council has developed a specific arts based strategy. Developed through consultation
with key stakeholders it responds to the community’s desire for a more vibrant and culturally rich
Maroondah and positions arts and cultural expression at the heart of Maroondah’s community life. The
Strategy was launched in October with a special celebration at Maroondah Federation Estate where the
work of local artists and musicians were featured.
Development of new Children’s Plan
The Maroondah Children’s Plan 2015-2019 has been developed in line with the recommendation from the
Municipal Association of Victoria for all Councils in Victoria to develop a Municipal Early Years Plan. The
Children’s Plan is designed to provide Council’s strategic development and commitment to excellence in
ensuring the care, education and health needs of children aged 0 to 12 across the municipality. This Plan
builds on previous early years plans and also includes children aged 7 to 12 years of age and will guide
and focus Council’s work with and for young children and families over the next four years to ensure
Council is actively engaged with children and families, is responsive to their needs and delivers services
that are considered best practice.
Awards and recognition
Maroondah City Council is proud to be recognised for its commitment to leadership and service excellence.
A selection of the honours received during 2014-15 are highlighted below.
2014 AIM Excellence Awards – Victorian Manager of the Year – Winner
2014 SACS Awards Leadership in Local Government Executive – Winner
Andrew Fuaux, Manager Planning, Health and Local Laws, was nominated in recognition of his consistent
and positive focus on continuous improvement and innovation within his team, and consequently the
service delivery standards. His leadership has resulted in a team that is recognised as the top performing
planning department in Metropolitan Melbourne, and significantly exceeding the state-wide performance
index in the 2014 Community Satisfaction Survey.
2014 SACS Awards Leadership in Local Government Non-Executive – Finalist
David Hair, Team Leader Assets Management leads a dedicated and centralised asset management team
whose primary role is to provide Council’s Total Life Cycle Asset Management, and provide guidance and
support to other service areas to ensure optimised decision making associated with the organisation’s
$1.3billion community asset portfolio. His specialist skill has made a unique and positive contribution,
resulting in streamlined and proactive management of Council’s asset related information.
2015 LGPro Awards for Excellence – Finalist
2015 National Awards for Local Government –
Disability, Access and Inclusion category –
Winner
2015 Overall National Award for Local
Government - Winner
In searching for world’s best practice to find
facilities for people with a severe disability,
Maroondah City Council’s MetroAccess Officer,
Jack Mulholland found Changing Places UK.
Changing Places provides a height adjustable,
adult-sized changing table; a tracking hoist system
that provides flexibility to enable the person to use
either the toilet or change table; as well as
sufficient space to cater for one person and their carer.
Jack established: relationships; design development; funding, an information kit; and commitments from
local and state governments, along with private developers, which now sees the installation of Changing
Places around the country.
2015 National Awards for Local Government – Youth Employment – Highly Commended
Council’s Work Inspiration – Transitioning from School to Work transforms traditional work experience to
make young people’s first experience of the world of work more meaningful and inspiring. Working with
schools and local employers to tailor flexible programs, students gain real insight into the working world
assisting them to identify pathways towards employment, while encouraging planning for the future.
2014 LGPro Aged & Disability Services Award – Finalist
The Maroondah Senior Smart Rider program was developed by Maroondah City Council’s Aged &
Disability services team to assist older residents across the City access public transport with confidence.
The unique program allows participants to experience using public transport and to try the Myki technology.
This hands-on experience has proved most valuable with participants gaining a better understanding of
how the system works and how to get around the local station. The program partnered with Maroondah
Police Seniors Register and Public Transport Victoria, and resulted in participants having greater
independence, while promoting healthy aging and reducing social isolation.
2014 Fire Awareness Awards – Multicultural Award – Winner
This award was presented to Penny Moore, Community Development Officer for the Eastern Metro
Burmese Communities Fire Engagement Project. This collaborative venture between Parks Victoria,
Migrant Information Centre, Victoria Police, CFA, MFB, Department of Environment and Primary Industries
(DEPI), and Manningham Council, aimed to inform members of various Burmese communities about the
use and dangers of fire in the Australian bush.
Community Endorsement
Council’s overall Community Satisfaction results provided good news with the Maroondah community once
again rating Council’s overall performance significantly higher than the state-wide average, underscoring
the high standard of service Council provides the community.
The Victorian Government initiated survey is an important measurement tool in gauging Council’s progress
towards the goals stated in Maroondah 2040 – Our future together and Council’s mission. It is one of many
processes by which Council elicits important community feedback to ensure its activities are well targeted,
performing efficiently and are relevant to the community. Council continues its commitment to continuous
improvement and effective community consultation and encourages active involvement and participation to
ensure we are responsive to the needs of the community.
Once again, we have had an exciting and rewarding year, with a number of challenges, and we thank the
elected Council, our community and our employees for their continued support, commitment and dedication
to ensuring Maroondah is a great place to live, work and play.
We look forward to another successful year ahead, which will see the completion of a number of major
projects, confident in the knowledge that Council is well placed, both financially and operationally, to meet
the expectations and needs of the Maroondah community.
Cr Tony Dib JP
Mayor
Steve Kozlowski
Chief Executive Officer
Aerial view of Maroondah
Our City
Our location
The City of Maroondah covers a land area of 61.4 square kilometres in Melbourne’s outer east, 22
kilometres from the Central Business District (CBD). The area is a substantially developed peri-urban
residential municipality, with an estimated population of 111,223 residents 1 and 43,101 households with an
average of 2.58 people per household. 2
The City of Maroondah includes the suburbs of Bayswater
North, Croydon, Croydon Hills, Croydon North, Croydon South,
Heathmont, Kilsyth South, Ringwood, Ringwood East,
Ringwood North and Warranwood. The City also includes small
sections of Kilsyth, Park Orchards, Vermont and Wonga Park
With little remaining land available for greenfield residential
development, future population growth will be mainly stimulated
by housing consolidation and medium density development.
Maroondah has the strategic advantage of being located at the
north-eastern junction of the Eastern Freeway - EastLink
corridor. There are two train lines and a large number of bus
routes linking the City with other regions. Our sustainable
transport links continue to expand, with on-road cycling paths
and shared paths on major trails, including the Mullum Mullum
Creek Trail, the EastLink Trail, Taralla Creek Trail and the
Dandenong Creek Trail.
1
2
Estimated Residential Population as at 30 June 2014, Australian Bureau of Statistics, 2015.
Maroondah Population Forecasts, Id Consulting, 2015.
Our history
The first settlers to the area prior to European colonisation were the Wurundjeri people of the Kulin nation
approximately 40,000 years ago. The territory of the Wurundjeri lies within the inner city of Melbourne and
extends north to the Great Dividing Ranges, east to Mt Baw Baw, south to Mordialloc Creek and west to
Werribee River.
European settlers arrived in the 1830’s and commenced using the land for grazing cattle. The original
Ringwood village emerged in the mid to late 19th century, following the initial sale of land and the local
proliferation of grazing, fruit growing, antimony mining and brick making activities.
The first constructed road through the area led to Mount Dandenong and was known as Sawmill Road,
then Oxford Road, then finally given its current name of Mount Dandenong Road. The area became better
known as it was used by bullock teams heading for the gold fields in Woods Point and the Great Dividing
Range.
The railway line from Melbourne commenced its eastward development in 1861 extending to Lilydale
through Ringwood and Croydon in December 1882. This resulted in a consolidation of township facilities,
including the provision of local churches, banks and schools to accommodate a growing population. The
line to Ferntree Gully followed soon afterwards.
The proclamation in 1924 of the Borough of Ringwood coincided with the electrification of the railway line,
encouraging township development and subdivision. Electric trains were in service between Ringwood and
Croydon in 1924 and were extended to Lilydale in 1925.
During its early days, Croydon was part of the Shire of Lillydale’s South-West Riding. Unlike some
neighbouring towns, it had not been planned and proclaimed a town by the Department of Crown Lands
and Survey, but resulted from the private subdivision of crown land in the Parishes of Warrandyte,
Mooroolbark and Ringwood. Severance of Croydon from Lillydale Shire was requested in 1957 since it was
the most densely populated part of the Shire. The Shire of Croydon was declared in 1961.
Considerable suburban expansion during the post-war period gave rise to the declaration of the City of
Ringwood in 1960 and formal recognition as part of the broader metropolitan region. Eastland was
established in 1967 as a major 'new format' retail centre. In 1971, the City of Croydon was declared,
reflecting increased residential development and population growth in this area.
Maroondah City Council was formed on 15 December 1994 by the amalgamation of the former Cities of
Croydon and Ringwood, and parts of the former Shire of Lillydale and the former City of Doncaster and
Templestowe. The term ‘Maroondah’ is named after an aboriginal word meaning ’leaf’ which symbolises the
green environment of the city.
Youth program participants
Our residents
Maroondah has an estimated population of 111,223 residents and 43,101 households with a similar age
structure to the State’s average.
Compared with metropolitan Melbourne, Maroondah has a slightly higher proportion of residents aged
between 45 to 69 years and a lower proportion of residents aged between 20 to 35 years.
Cultural diversity is increasing with the highest numbers of recent overseas immigrants arriving from
Burma, China, Malaysia, India, Thailand and Iran. Maroondah is now home to the largest Burmese
community in Melbourne’s eastern region.
Our economy
Over 9,000 businesses operate within the City with small business comprising over 96 percent of these
organisations. The majority of businesses are in the construction, property and business services, finance
and insurance, retail trade and manufacturing sectors. The largest industry employers are the
manufacturing, retail trade and health care sectors. In total, businesses in Maroondah provide employment
for 44,630 people.
Maroondah has two major retail centres at Croydon and Ringwood, with Ringwood being one of the largest
in Melbourne. In addition, a range of key service and retail precincts are clustered along the Maroondah
Highway corridor and 21 neighbourhood shopping centres are spread throughout the municipality.
Maroondah is well positioned to take advantage of Victoria’s future growth. Ringwood is a Metropolitan
Activity Centre within Plan Melbourne, the Victorian Government blueprint for the future which was released
in 2013. Croydon is also a key activity centre with concentrated retail opportunities continuing to strengthen
its thriving town centre.
The Bayswater North Employment Precinct is a major industrial and economic hub where many national
and international firms have established their headquarters. The area offers diverse and flexible business
accommodation with strategic access to EastLink, the Eastern Freeway and other major arterial roads
BJ Hubbard Reserve, Ringwood North
Our environment
Maroondah has 47 bushland reserves that offer residents and visitors the enjoyment of wildflowers, wildlife,
bush walks and wetlands. There are more than 750,000 trees (mostly native species) in parks and reserves
providing shade and shelter, helping to control water runoff, evaporation and erosion and providing a home
for wildlife. Council planted over 5,000 additional street trees during 2014/15, and over 21,000 trees and
plants in bushland reserves in conjunction with Friends Groups.
There are many areas of recreational open space in Maroondah. The City has 433 parks with 34km of
shared off-road trails. These open space areas include two golf courses, 121 public playgrounds, three
skate areas, and three BMX jump sites.
Maroondah’s residents and businesses are great recyclers. Maroondah has the equal fifth highest diversion
rate amongst Victoria’s 79 Councils.
Some key facts and statistics
Maroondah currently has:
• 111,223 residents
• 44,630 local jobs
• 56,350 employed residents
• A Gross Regional Product of $4,366m (as at 30 June 2014)
• 17,971 registered animals
• 83 School Crossings
• 34km of shared trails
• 433 parks
• 47 bush reserves
• 121 playgrounds
• 21 kindergartens
Local Eastern Districts Football League game
Maroondah Photo Competition Entry, Flying High by Barry Kearney
Glen Park Community Playspace, Bayswater North
Our Vision
Maroondah will be a vibrant and diverse city with a healthy and active
community, living in green and leafy neighbourhoods which are connected to
thriving and accessible activity centres contributing to a prosperous economy
within a safe, inclusive and sustainable environment.
Our future community outcomes
During 2013/14, Council worked with the community to develop a vision for the future of Maroondah.
Launched in September 2014, Maroondah 2040: Our future together identifies a range of preferred
outcomes for the community looking ahead to the year 2040.
The community’s future vision is for:
A safe, healthy and active community
In 2040, Maroondah is a safe, healthy and active community with local opportunities provided for people of
all ages and abilities to have high levels of social, emotional and physical wellbeing.
A prosperous and learning community
In 2040, Maroondah is a thriving centre of economic activity and opportunity within the eastern region
where the sustainability and growth of local businesses is supported. All community members, groups,
education providers and local businesses have access to a wide range of quality learning resources and
facilities.
A vibrant and culturally rich community
In 2040, Maroondah is a creative cosmopolitan community recognised for its celebration and promotion of
arts and culture. There are a broad range of engaging entertainment options, diverse cultural activities and
the creation and display of contemporary and traditional forms of art.
A clean, green and sustainable community
In 2040, Maroondah is a leafy green community with high levels of waste diversion and sustainable
approaches to infrastructure development, urban design and management of natural resources. Our
community is resilient and has the knowledge, capacity and resources to make sustainable lifestyle choices
An accessible and connected community
In 2040, Maroondah is an accessible community for all ages and abilities with walkable neighbourhoods,
effective on and off-road transport networks, and access to a range of sustainable transport options.
An attractive, thriving and well built community
In 2040, Maroondah is an attractive community with high quality urban form and infrastructure that meets
the needs and aspirations of all ages and abilities. A diverse range of housing options are available and
thriving activity centres provide a broad range of facilities and services to meet community needs. The
character of local neighbourhoods continues to be maintained while also accommodating population
growth.
An inclusive and diverse community
In 2040, Maroondah is an inclusive community where social connections are strong across generations and
diversity is embraced and celebrated
A well governed and empowered community
In 2040, Maroondah is an effectively empowered community that is actively engaged in Council decision
making through processes that ensure their voice is heard and considered. Council provides strong and
responsive leadership, ensures transparent processes and works with the community to advocate and
champion their needs.
Our Mission
Maroondah City Council will be an effective and dynamic leader, working in partnership with the
community, business and other spheres of government to foster quality, accessible and sustainable
lifestyles for the community.
Our Values
Values are important and enduring beliefs or ideas shared by members of a workplace about what is good
or desirable. They exert major influences on the behaviour of an individual and serve as broad base
guidelines in all workplace cultures.
Our core values at Maroondah City Council are:
Co-operation
Working together and sharing knowledge to achieve common goals and agreed outcomes.
Commitment
Leading by example to achieve the best result for the organisation and the community
Communication
Sharing information and ideas at all levels, the Council and the community.
Continuous Improvement and Innovation
Consistently finding better ways of delivering service and value
The playspace at Maroondah Federation Estate in Ringwood celebrated its 10th birthday in 2015
How we plan
Council’s Integrated Planning Framework ensures that all of Council’s activities and financial resources are
aligned in order to meet the aspirations, needs and expectations of the Maroondah community.
Council’s Integrated Planning Framework
This framework is underpinned by the shared long term vision outlined in Maroondah 2040: Our Future
Together which was developed during 2013/14 in conjunction with the community. The community
aspirations and priorities for the future have been grouped into eight broad outcomes, each with a range of
key directions that are high level strategies guiding the activities of Council and the community.
From Maroondah 2040: Our future together evolves a four year Council Plan that establishes Council’s
medium-term key directions (strategies) and resourcing to deliver the outcomes identified within the Vision.
The Maroondah 2040: Our future together and the Council Plan 2013-2017 provide the direction for other
major plans and internal Service Delivery Plans that identify activities and projects to be undertaken by
Council to meet community needs and expectations.
The Framework includes a number of other key planning documents, the Long Term Financial Strategy and
Annual Budget, as well as a broad range of supporting strategies and policies adopted by Council. All of
these community focused plans, strategies and policies have been formally adopted by Council and can be
accessed via Council’s website.
Key elements
Maroondah 2040: Our future together
During 2013/14, Council worked with the community to develop a new vision for the future of Maroondah.
Maroondah 2040: Our Future Together provides the catalyst for Council and the community to work
together to achieve a broad range of outcomes.
Many community engagement activities were undertaken as the Vision was developed to understand future
aspirations and priorities of community members who live, work and play within Maroondah. The Vision will
be subject to regular review to ensure its ongoing relevance to the community.
Council Plan 2013-2017
The Council Plan 2013-2017 plays a vital role in shaping the future for Maroondah over a four year period.
The document sets out local and regional challenges and opportunities within the context of the
community’s long term vision outlined in Maroondah 2040: Our future together.
Other Major Plans
In addition to Maroondah 2040 and the Council Plan 2013-2017, there are a range of other strategic
documents that have a significant influence on Council service delivery and the Maroondah community.
These include:
• Municipal Strategic Statement: Provides a clear, concise statement of land use issues and
directions, and outlines a vision for the future development of the municipality.
• Maroondah Community Wellbeing Plan: Provides directions and guidelines for working towards the
improved health and wellbeing for the Maroondah community.
• Municipal Emergency Management Plan: Addresses the prevention of, response to and recovery
from emergencies within the municipality of Maroondah.
There are many other strategies and plans that also contribute to the delivery of outcomes and key
directions within the Maroondah 2040 Community Vision and the Council Plan 2013-2017. These strategies
and plans can be found on Council’s website – www.maroondah.vic.gov.au
Key elements (continued...)
Service Delivery Plans
Collectively, Maroondah 2040: Our future together, the Council Plan 2013-2017, and the Long Term
Financial Strategy set the direction for Service Delivery Plans across each of Council’s service areas.
These plans are reviewed annually to meet community needs and expectations.
Council’s Long Term Financial Strategy and Annual Budget
The Long Term Financial Strategy takes the outcome areas and key directions as specified in the Council
Plan and expresses them in financial terms over a rolling 10 year period. The Annual Budget documents
the financial and non financial resources required by Council to implement the outcome areas, key
directions and priority actions identified in the Council Plan. Consultation is conducted on the draft Annual
Budget and feedback is considered before Council adopts the final budget.
Key principles
Best Value
Best Value is a commitment from Council to provide the best value for the resources we use and the best
possible service for our community. Council is required by the Local Government Act 1989 to consider Best
Value principles when planning, implementing and reviewing its’ services.
Charter of Human Rights
Council recognises and protects the rights, interests and responsibilities of individuals, the community, and
public bodies in the City of Maroondah in accordance with the Charter of Human Rights and
Responsibilities. Council's strategies, policies and decision-making processes are compatible with this
charter. Council aims to ensure that it pursues a human rights approach across all areas of Council activity.
Community engagement
The Community Engagement Policy 2008 details Council’s commitment to community engagement. This
policy is “a formal expression of Council’s commitment to engaging the Maroondah community in decision
making processes through the use of appropriate, effective and inclusive practices”. This policy is currently
under review with an updated version to be adopted during 2015/16.
The Maroondah community has a wide range of opportunities to contribute to policy, strategy and service
delivery directions. Community engagement and consultation are addressed in all reports and
recommendations that come before Council for consideration. Community engagement is also undertaken
via the participation of community members on advisory boards and committees.
Risk management
Council continues to build upon its culture of risk management as an integral part of corporate governance
and operations, developing strategies and systems to minimise risks. This ensures sustainable delivery of
services and amenities enjoyed by ratepayers, residents and visitors. The identification and management of
risk will continue to be a systematic process, implementing the principles set out in the Australian
Standards for risk management AS/NZS ISO 31000:2009. The Maroondah City Council Strategic Risk
Management Plan and Policy provide the framework for this to be achieved.
Maroondah City Council Offices, Ringwood
Our Council
The role and function of Council
The Victorian Constitution Act 1975, Section 64A(1) provides for “a system of local government consisting
of democratically elected Councils having the function and powers that the Parliament considers necessary
to ensure the peace, order and good government of each municipal district.”
The role of a Council is defined in the Local Government Act 1989 which:
• Formalises a Council’s legal status, purpose and objectives;
• Delegates Council with specific functions and powers; and
• Imposes Council with various duties.
At Maroondah City Council, our role is to:
• Deliver services that meet the needs and expectations of the Maroondah community
• Advocate on behalf of community needs to other levels of Government
• Facilitate the delivery of outcomes by working in partnership with residents, businesses, community
organisations and key stakeholders
Councillors and Wards
Wards
The municipality is divided into three wards: Arrabri, Mullum and Wyreena. Each ward is represented by
three Councillors.
The role of Councillors
Councillors are responsible for the stewardship and governance of Council. The nine Councillors are the
elected representatives of all residents and ratepayers across the City. They have responsibility for setting
the strategic direction for the municipality, developing policy, identifying service standards and monitoring
the performance of the Council organisation.
Further details regarding Maroondah City Councillors and their activities during 2014/15 may be found
under the Corporate Governance section on page 92.
Meet your Councillors
Arrabri Ward
Tony Dib JP (Mayor – November 2014 to June 2015)
Mobile: 0438 515 089;
tony.dib@maroondah.vic.gov.au
Sworn in February 2010
Christina Gleeson
Mobile: 0418 548 994
christina.gleeson@maroondah.vic.gov.au
First elected November 2012
Natalie Thomas
Mobile: 0400 560 253
natalie.thomas@maroondah.vic.gov.au
Mullum Ward
Nora Lamont
Mobile: 0428 394 581
nora.lamont@maroondah.vic.gov.au
Mary-Anne Lowe
Mobile: 0419 234 416
mary-anne.lowe@maroondah.vic.gov.au
Sworn in October 2014*
Samantha Marks
Mobile: 0408 145 110
samantha.marks@maroondah.vic.gov.au
Wyreena Ward
Liam Fitzgerald
Mobile: 0407 793 635
liam.fitzgerald@maroondah.vic.gov.au
Rob Steane
Mobile: 0407 519 986
rob.steane@maroondah.vic.gov.au
Les Willmott JP (Mayor – July to November 2014)
Mobile: 0417 391 743
les.willmott@maroondah.vic.gov.au
First elected March 1997
* Cr Ann Fraser passed away on Friday 8 August 2014 after a long struggle with cancer. After a count back
by the Victorian Electoral Commission on 11 September 2014, Mary-Anne Lowe was sworn in as a
Councillor on 20 October 2014.
General Council Elections
The most recent general Council election was held on 27 October 2012 and conducted by the Victoria
Electoral Commission. All 79 councils in Victoria simultaneously held a general election on that date for a
four year term. The next Maroondah City Council general election will be held on 29 October 2016.
Vale Cr Ann Fraser
Cr Ann Fraser passed away on 8 August 2014 after a long struggle with cancer. Ann served
six years as a Councillor with the former City of Ringwood for two terms of three years each.
Her first term was from August 1987 to August 1990 and her second term was from August
1991 to December 1994. She was a member of the last Council for the City of Ringwood.
Ann was subsequently elected to Maroondah City Council in November 2008, as one of
three Councillors representing the newly formed Mullum Ward, and was re-elected in October 2012.
Her Council representation included Roadsafe - Melbourne Eastern Ranges Inc, the Maroondah Tourism
and Heritage Advisory Board, Maroondah Disability Advisory Committee, Maroondah Community Wellbeing
Committee, and the Eastern Transport Coalition.
Ann made an outstanding contribution to many organisations, schools, churches and community groups.
She was a dedicated Meals-On-Wheels volunteer with Council for more than thirty eight years and worked
closely with the Ringwood Chamber of Commerce and Industry, Red Cross and The Country Women's
Association. There is no doubt Ann had a positive impact on many lives. She will be remembered for her
significant contribution to her local community.
Corporate Management Team
Within the framework of strategic leadership and representative government, a position of Chief Executive
Officer (CEO) is established by the Local Government Act 1989 to oversee the day-to-day management of
Council operations in accordance with the strategic directions of the Council Plan.
The CEO together with three Directors form the Corporate Management Team (CMT) which leads the
organisation. CMT meets on a weekly basis to oversee and manage the operations of Council, discuss
forthcoming Council agendas and discuss strategic and policy issues. Members of CMT attend all Council
meetings to provide information and advice enabling the Council to make informed decisions.
The Corporate Management Team is supported by Service Area Managers and employees with specialist
skills to develop, implement, manage and deliver the operational, service and administrative activities
required to meet the needs and expectations of the community.
Steve Kozlowski
Steve Kozlowski has more than 25 years of senior local government management
experience at Director levels in the Melbourne Metropolitan area, including 10 years with
Maroondah City Council from 1994 to 2003. From the start of 2004, he was Chief
Executive Officer of East Gippsland Shire until rejoining Maroondah City Council on 8
September 2014 as Chief Executive Officer.
During his time at East Gippsland, the Shire experienced considerable reform in financial
capability and improvement in project and service delivery, advocacy initiatives, industry
reputation and community satisfaction levels.
Steve has held executive positions on a number of national, state and regional
committees ranging in interests including: economic development, environmental
planning, tourism, coastal settlement development and community development. He led
the strategic planning for the redevelopment of the Ringwood Metropolitan Activity
Centre, the development of two regional plans for Gippsland and has overseen
significant community capacity building and economic development and investment
during his time in Gippsland. He was the founder of One Gippsland which is an advocacy
group representing the interests of local government, public sector and private sector
stakeholders at the regional level.
Steve is a fellow of a number of professional associations including being a FAICD and
FLGPro and holds an MBA, Grad Dip in Business Administration and a Bachelor of
Business (Local Government). Steve is also the current chair of the Melbourne East
Regional Development Australia (RDA) Committee.
Director Corporate Services
Marianne Di Giallonardo
Marianne is responsible for Finance and Governance, Human Resources, Information
Technology, and Revenue, Property and Customer Service.
Marianne has over 34 years experience in a range of local and Victorian Government
arenas, including senior leadership and management across the portfolios of Corporate,
Community and Leisure, and Infrastructure Services management. Her qualifications
include a Masters of Business Administration. She is a member of a number of sector
boards: Australia’s Centre of Excellence for Local Government – Research Advisory
Committee as the Local Government Managers Australia representative, and the Infor
Public Sector User Forum.
Director Operations, Infrastructure and Leisure
Trevor Welsh
Trevor is responsible for Assets, Engineering and Building Services, Leisure and
Operations.
Trevor has over 33 years experience in local government, holding senior positions at the
Shire of Yarra Ranges as well as the former municipalities of Lilydale and Nunawading.
Between 1998 and 2003, Trevor was Maroondah’s Manager of Planning and
Environment. Trevor’s background is in the building industry and he is a registered
Building Practitioner with qualifications as a Municipal Building Surveyor and
Building/Scaffolding Inspector.
Director Planning and Community
Phil Turner
Phil is responsible for Business & Development, Community Services, Integrated
Planning, and Planning, Health and Local Laws, Emergency Management, together with
Council’s involvement in the Ringwood Metropolitan Activity Centre.
Phil has over 29 years in local government (he started at the former City of Ringwood in
1985) and has experience as a manager in areas such as Town Planning, Economic
Development, Corporate and Business Planning, Local Laws and Building. Tertiary
qualifications include a Bachelor of Applied Science in Town Planning and a Graduate
Diploma in Business Administration and Urban Research and Policy. He was part of the
successful team that represented the City of Maroondah and won the Australasian final
in the 1995 Active Learning Management Challenge.
Council’s Corporate Management Team
(left to right), Trevor Welsh, Marianne Di Giallonardo, Steve Kozlowski and Phil Turner
Organisation Structure
The following chart details the organisational structure of Maroondah City Council as at 30 June 2015.
There are 13 service area managers and 873 employees (448.38 EFT) at Maroondah City Council that
work to deliver outcomes for the local community.
Corporate Performance and Values
The CEO, Directors and service area managers are employed under fixed-term employment contracts and
their performance is measured and reviewed annually against key performance indicators.
Councillors review the performance of the CEO whilst the CEO reviews the performance of Directors and
Service Area Managers. Employee activities are strongly guided by Council’s four values of cooperation,
commitment, communication, and continuous improvement and innovation.
These values guide the behaviour of employees and service areas across the organisation, contributing to
Council’s ability to meet community needs and expectations.
Allocation of resources for service delivery
The diagram below outlines how Maroondah City Council allocates available resources for the provision of
a broad range of services to the community. Over 120 different services are offered by Council including:
aged and disability care, arts and cultural development, business development, community planning and
development, children’s services, engineering and building services, leisure facilities, maternal and child
health, parks and reserves, planning and building, waste and recycling, and many more.
For more information on Council’s financial performance during 2014/15, please see the Financial Report
on page 133.
In 2014/15, for every $100 of rates, Council spent:
$21.25
$32.17
$13.73
$10.57
$15.46
$6.82
Organisational Profile
There were a total of 873 employees at Maroondah City Council as at 30 June 2015. This included 309 fulltime, 346 part-time, and 218 casual employees; resulting in an equivalent of 448.38 full-time employees.
The following provides an overview of Council’s workforce:
Total equivalent full-time employees (annually as at 30 June)
Year
2014/15
2013/14
2012/13
2011/12
2010/11
2009/10
2008/09
2007/08
EFT*
448.38
428.49
413.10
417.22
428.38
448.31
440.48
410.87
460
450
440
430
420
410
400
390
Note: A number of positions are dependent on external funding
Equivalent full-time employees by Directorate (as at 30 June 2015)
Division
Corporate
Services
Planning and
Community
Operations,
Infrastructure
and Leisure
CEO Office
EFT*
72.74
CEO Office
9.51
Corporate
Services
72.74
154.06
212.07
Operations,
Infrastruct'e
and Leisure
212.07
9.51
Planning and
Community
154.06
Note: A number of positions are dependent on external funding
Categories of Employees (% of total employees)
Year
2014/15
2013/14
2012/13
2011/12
2010/11
2009/10
Full-time
35.4%
33.4%
32.0%
32.0%
28.9%
27.6%
Part-time
39.6%
38.6%
35.1%
37.6%
40.2%
39.0%
Casual
25.0%
28.0%
32.9%
30.4%
30.9%
33.4%
Casual,
25.0%
Full-time,
35.4%
Part-time,
39.6%
NB: Steve Kozlowski was Council’s Chief Executive Officer for the period 8 September 2014 to 30 June 2015 during the 2014/15
financial year. Frank Dixon was Council’s Chief Executive Officer for the period 1 July 2014 to 11 July 2014. Phil Turner was Acting
Chief Executive Officer from 12 July 2014 to 7 September 2014.
Resignations and new starts
Year
2014/15
2013/14
2012/13
2011/12
2010/11
2009/10
2008/09
2007/08
2006/07
2005/06
2004/05
2003/04
2002/03
2001/02
2000/01
Resignations
27
24
37
39
33
26
27
27
17
19
23
20
21
32
23
New Starts
39
31
38
43
29
33
33
28
19
22
32
28
27
37
32
2000-01
2001-02
2002-03
New Starts
2003-04
Resignations
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
0
10
20
30
40
50
Note: Data represents full-time employees only
Categories of permanent employment (part and full time – annually as at 30 June)
2014/15
2013/14
2012/13
2011/12
Female Male
Female Male
Female Male
Female
14
4
15
5
15
5
15
5
40
172
28
161
26
158
25
157
68
8
69
8
65
7
67
5
10
59
9
55
7
53
8
61
52
22
56
24
53
26
52
27
61
145
57
142
56
125
54
128
245
410
234
395
222
374
221
383
Category
Male
Managers
Administration
Depot
Community service
Technical
Other
TOTAL
Note: 2014/15 data represents 655 full-time and part-time employees only. Council’s 218 casual employees are not included.
Banding of employees (as at 30 June 2015)
Structure
Classification
Band
1
FTE
Band
2
FTE
Band
3
FTE
Band
4
FTE
Band
5
FTE
Band
6
FTE
Band
7
FTE
Band
8
FTE
All
other
FTE
Total
0.0
0.0
2.0
19.0
35.0
28.0
16.0
3.0
21.0
124.0
0.0
0.0
44.0
20.0
29.0
27.0
23.0
0.0
42.0
185.0
8.2
4.2
7.0
35.0
13.3
11.4
3.5
0.0
36.3
119.0
FTE
Permanent Full
Time - Female
Permanent Full
Time - Male
Permanent Part
Time - Female
Permanent Part
Time - Male
Sub total
Casual - Female
Casual - Male
3.8
3.5
1.5
2.5
1.3
0.5
1.5
0.0
5.7
20.9
12.0
1.7
1.2
7.8
0.0
0.1
54.5
2.9
1.2
76.5
1.7
0.0
78.6
0.5
0.0
66.9
0.0
0.0
44.0
0.0
0.0
3.0
0.0
0.0
105.1
14.0
5.4
448.4
20.8
7.9
TOTAL
14.9
7.9
58.5
78.2
79.1
66.9
44.0
3.0
124.5
477.1
Note: Data is subject to rounding.
Human Resources
Council is a people business. Given that change is inevitable in today’s world, human resources initiatives
and strategies must evolve and respond to changing business, community, market and regulatory needs
and demands whilst maintaining a desired workplace culture.
Maroondah City Council’s Human Resources Framework operates from values-based principles that place
‘people’ at the heart of Council operations and simultaneously seeks improvement in service effectiveness
for the community and employee wellbeing.
Human Resources Strategy
The overall purpose of Human Resources Strategy is to:
• Ensure adequate human resources to meet the strategic goals and operational plans of the
organisation - the right people with the right skills at the right time
• Keep up with social, economic, legislative and technological trends that impact on human resources in
the sector
• Remain flexible so that the organization can manage change if the future is different than anticipated
The Human Resources Strategy provides a roadmap for the development, implementation and
measurement of human resources activities, services and technology in accordance with Council’s vision,
strategic objectives, future outcomes, key priorities and external environmental forces. The HR Strategy
covers the short, medium and long term objectives and provides recommendations and actions necessary
to achieve Council’s strategic goals.
The Strategy enables Council to effectively plan for and respond to internal and external forces and trends
affecting the local government sector so as to mitigate risks and improve organisational and community
outcomes. Optimising workforce performance and retention, maximising industrial efficiency and focusing
resources in areas where they will have the greatest impact, is the contemporary focus.
The need to attract quality people and to optimise their performance and retention is vital in order to
continue to provide critical services to the community. Council recognises that getting its workforce
strategies right and effectively managing its human resources and industrial relations is necessary to the
success of the organisation.
Consistent with an increased focus on managing risk, corporate governance and people, the
implementation of the Human Resources Strategy provides an essential ingredient to the successful
management of the organisation. Council recognises the value of integrating our human resources and
strategic plans to support organisational growth, workforce longevity and sustainability.
Employee attraction and retention, equal employment opportunity and anti-discrimination, employee
learning and development, performance management, workforce health, safety and wellbeing, workforce
relations, workforce planning, systems, processes and policies as well as our service to the organisation
are principles underpinning Council’s strategic human resource management direction.
This Framework focuses on people to enhance service capability through the following initiatives:
• Continual Professional Development - Employee development programs, career development, induction,
mentoring, study support schemes, work-based learning and continuing professional education.
• Organisational and Employee Performance – Performance, development and recognition review
process, salary progression, promotions, recognition programs, performance management, planning,
budgeting, quality measurement, risk management and continuous improvement.
• Leadership and Management Development - Leadership values, leadership development, decisionmaking, problem solving, planning, managing resources, managing performance and communication.
• Organisational Change and Renewal Framework - Workforce planning, diversity, organisational values,
facilitation, consultation, research in best practice and continuous improvement process reviews.
Valuing Diversity
Maroondah City Council promotes a culture of awareness and acceptance of diversity. Council values and
promotes equality in the workplace and quickly provides redress for people who have been discriminated
against, harassed or bullied. Council continues to pride itself on ensuring our employees are well educated
in all aspects of equal opportunity and valuing diversity.
Service Recognition / Employee Recognition and Reward / Study Completion
Major milestones of long service for employees at Maroondah City Council are acknowledged and
recognised each year. These service milestones demonstrate strong human resource leadership within the
organisation. Employees achieving exceptional performance are recognised through the Recognising
Extra Value (REV) Program and recognition is also given to employees for successful study program
completion. In 2014/15, 27 employee successfully completed their studies and 63 employees received a
REV Award. The long service achievements are provided in the table below. In 2014/15, 32 Council
employees achieved ten years of service, eleven employees achieved 20 years of service and three
employees achieved 30 years of service.
Long service achievements
30 years service
Maureen Houston
Elaine Matthews
Craig Pratt
20 years service
Brenda Biggs
Tim Cocks
Alison Day
Julie Euinton
Ian Fossey
Vivienne Fraser
Denise Parks
Mary Parks
Archana Saraswat
Melina Van Der WeerdArceo
Vita Yeung
10 years service
Michael Arhontis
Lois Britton
Fiona Burridge
Robyn Caton
Shane Cook
Sheryl Cook
Roberta Coucher
Sunita Dale
Clare D’Arcy-Evans
Lisa Davis
Marianne Di Giallonardo
Jason Frankish
Anita Graham
Angela Harris
Penelope Hickleton
Ian Holder
Kim Ladiges
Ron Loncar
Jenni Lowrie
Cheryl Marshall
Kathleen Merry
Stephen Neil
Sharyn Paspa
Rebecca Pietrzykowski
Robert Sampson
Adrian Smith
Lisa Sparkes
Llywellyn Staiff
Debra Styles
Pamela Sumner
Sharryn Toull
Roxanne White
Workplace Giving
Employees at Maroondah City Council continue to donate to various charities on a monthly schedule,
through direct payroll deductions. The charities selected reflect employee interest or involvement, with all
charities being registered fundraisers in Australia. A total of $12,316.27 was raised in 2014/15.
The Norwood Family and Children’s
Centre opened in February 2015
A safe healt hy and active community
In the year 2040, Maroondah will be a safe, healthy and active community with local
opportunities provided for people of all ages and abilities to have high levels of social,
emotional and physical wellbeing.
Our commitments during 2014/15
(Council Plan priority actions)
Action Title
What was achieved
Responsibility
Status
Oversee construction
of Aquanation to
ensure the project is
delivered to high
standards, on-time
and on-budget
The construction of Aquanation has been
completed on time and on budget, The venue
will be officially opened on 14 August 2015.
Aquanation will feature a 66.5 metre 10 lane
pool and diving facilities, a warm water pool, a
dedicated learn to swim pool, large toddler and
children’s leisure play pool, a large gym with
three separate group fitness rooms, child care
facilities, a café and two large waterslides.
Construction of the Norwood Family &
Children’s Centre was completed in February
2015, on time and within budget. The new
facility includes the Norwood Preschool, a
multi -purpose room, a training room, two
maternal and child health rooms and day stay
facilities. The Minister for Families and
Children, Jenny Mikakos, formally opened this
state of the art facility on 23 April 2015.
Operations,
Infrastructure
and Leisure
Achieved
Planning and
Community
Achieved
Complete
construction of the
Norwood Family and
Children's Centre
Action Title
What was achieved
Responsibility
Status
Launch and
commence
implementation of the
Maroondah 2040
Community Vision
Maroondah 2040: Our future together was
officially launched at a series of events from
September to November 2014. An iPad
application was developed to assist with the
rollout of the Vision to the community. All of
Council’s service delivery activities have been
aligned to the Maroondah 2040 framework,
with the Vision also forming the strategic basis
for the broad range of Council policies,
strategies and plans developed during
2014/15.
Planning and
Community
Achieved
Redevelop the
Mullum Pavilion
Construction of this project commenced in
November 2014, and is scheduled to be
completed in October 2015. Council has
worked closely with members of the Norwood
Football Club, Cricket Club, Junior Football
Club, Netball Club and U3A Ringwood on the
design and construction of the Kevin Pratt
Pavilion at Mullum Mullum Reserve. The
project is jointly funded by the Australian
Government, Sport and Recreation Victoria
and Maroondah City Council.
Operations,
Infrastructure
and Leisure
Commenced
Host the White
Ribbon Cup at
Maroondah Leisure
Facilities to raise
awareness for the
prevention of
violence against
women
The White Ribbon Maroondah Cup was held
over two days in November 2014 at Ringwood
and Dorset Golf to help raise awareness for the
prevention of violence against women.
Operations,
Infrastructure
and Leisure
Achieved
Implement an Alcohol
Management
Framework including
the establishment of
a Maroondah Liquor
Accord
The Maroondah Liquor Forum was established
in August 2014 in consultation with liquor
licensees, Victoria Police, the Victorian
Commission for Gambling and Liquor
Regulation and Council service areas.
Planning and
Community
Achieved
Operations,
Infrastructure
and Leisure
Achieved
The Maroondah Liquor Accord encourages and
promotes best practice and high standards of
behaviour in and around licensed premises
within Maroondah. It brings together licensees
of hotels, licensed restaurants/cafes, licensed
clubs, packaged liquor outlets, cinemas and
sporting clubs. The agreement informs how
alcohol can be sold and distributed in a
responsible way while maximising the safety
and enjoyment of venue staff, patrons and
community members.
Commence a major
renovation of the
Ainslie Park oval.
The Ainslie Park oval renovation project was
completed on time and within budget
Action Title
What was achieved
Responsibility
Status
Develop a new
Children's Plan
(incorporating the
Municipal Early Years
Plan)
Development of the new Children’s Plan 20152019 has been completed with the draft Plan
presented to Council on 22 June 2015 and
approved for release to the community on
public exhibition. The Plan will be presented to
Council for formal consideration in 2015/16.
Planning and
Community
Achieved
Operations,
Infrastructure
and Leisure
Achieved
The new Plan was developed in consultation
with key stakeholders including community
members, children and parents, family service
providers, government agencies and
Maroondah City Council employees. In
addition, the process provided opportunities for
children’s voices to be heard from across all
areas of the community. The next stage is the
development of an action plan.
Develop a Physical
Activity Strategy
2015-2020
The Physical Activity Strategy 2015-2020 has
been developed and presented to Council. The
Strategy will be placed on public exhibition
during July and August 2015 and then
presented to Council for formal consideration.
The strategy has been developed through
detailed consultation and research. The five
year action plan will guide the development of
new policies, infrastructure improvements and
initiatives which will improve practices, respond
to demonstrated need, increase access and
encourage residents to prioritise physical
activity in their daily routine.
Strategic indicator results during 2014/15
Indicator/Measure
(Council Plan indicators)
Actual 2014/15
Target 2014/15
Actual 2013/14
96.9%
95%
95.3%
5.75
5.5
5.84
74
76
76
Overall Maternal and Child Health service
client participation in key ages and stages
visits
(LGPRF - Participation in first home visit)
Attendance at Council aquatic and leisure
facilities as a proportion of the residential
population
(LGPRF - Number of visits per head of
population)
Community satisfaction with recreation
facilities
(CSS)
Our core services
Aquahub (Leisure)
Aquahub provides a variety of programs and services to those in the community looking to improve or
maintain their health and wellbeing. The facility provides a large gym, a comprehensive group fitness
program, aquatic facilities for both general usage (lap swimming, recreation use, individual rehab) and
specialised programs (aqua aerobics, rehab classes, special needs programs), and a quality aquatic
education program for all ages and abilities.
Aquanation (under construction) (Leisure)
Aquanation will feature a 66.5 metre 10 lane pool with comprehensive diving facilities. Aquanation will also
offer a warm water pool, a dedicated learn to swim pool, large toddler and children’s leisure play pool,
dedicated dry dive training facilities, a large gym with three separate group fitness rooms, child care
facilities and a café. A highlight of the facility will also be two large waterslides. With a regional catchment
of more than one million people, it is expected that Aquanation will have more than 800,000 visitations per
year and cater for people of all ages – from water play for babies and toddlers to dedicated activities for
older adults. Aquanation will open in August 2015 and is located on Greenwood Avenue in Ringwood.
Children’s Services (Community Services)
Council provides a range of Children’s Services including Family Day Care, Occasional Care and Vacation
Care programs. Council also owns 21 kindergarten facilities that are leased to local committees of
management and operated by a Kindergarten Cluster Manager (Best Chance) to deliver programs for three
and four year old children living in Maroondah.
Community Health Services (Planning, Health and Local Laws)
The role of Community Health Services includes the education, monitoring and enforcement of delegated
responsibilities under the Food Act, Public Health and Wellbeing Act, Tobacco Act and Environment
Protection Act. Community Health oversees the delivery of preventative health services such as Council’s
Immunisation program and is a key advocate for community health promotion and prevention activities.
Community Health Services has the responsibility for the Domestic Wastewater Management Plan and
responding to a range of environmental issues, including after hours call out service. The Team coordinates
Council’s emergency management activities including the prevention of, response to, and recovery from
emergencies within the municipality.
Croydon Memorial Pool (Leisure)
This facility has served the community since 1962. The seasonal outdoor pools provide outdoor aquatic
facilities for general usage (lap swimming, recreation use) and specialised programs (aquatic education,
aqua aerobics, school carnivals). The facility also provides a summer venue for youth events and a family
friendly destination over the hot summer months.
Dorset Golf (Leisure)
Dorset Golf is located in Trawalla Rd, Croydon and offers a secluded 18 hole public layout. The course also
has a fully stocked golf shop and offers golf lessons and practice facilities.
Maternal & Child Health (MCH) (Community Services)
The Maternal and Child Health service is a state-wide universal service for families with children from birth
to school age. The service is delivered at seven Maternal and Child Health centres across the municipality
and is provided in partnership with the Department of Education and Early Childhood Development. Council
also provides an enhanced service focusing on children, mothers and families at risk of poor health and
community wellbeing outcomes.
Ringwood Golf (Leisure)
Ringwood Golf is an 18 hole public golf course, often referred to as one of Melbourne’s leading public
access courses. The course is located just off EastLink on Canterbury Road, offering golf lessons, practice
facilities, a fully stocked golf shop and a café.
Sport and Projects (Operations)
This function provides maintenance of Council parks and gardens, sports fields and playgrounds which
includes grass mowing and maintenance of landscaped areas within the municipality.
Sports and Recreation (Leisure)
This function supports and provides a range of leisure opportunities for the Maroondah community. The
Team supports and encourages increased community involvement in physical activity by delivering
programs, activities and events such as the annual ‘Maroondah Festival’ and ‘Walking to Fitness’ Program.
The Team also seeks to maximise opportunities for community based physical activity by increasing the
skills and resources of others. This is achieved through advocacy and lobbying peak sports bodies and
other levels of Government for increased funding of programs and facilities; providing information and skill
development to local clubs and groups; facilitating local networks to establish partnerships; and monitoring
industry trends and participation patterns to ensure local service planning remains relevant to community
needs. Sport and Recreation is also responsible for the overall occupancy of Council’s sporting facilities
and pavilions including seasonal allocations, leases, licences and casual use.
The Rings (Leisure)
The Rings is a four court indoor stadium in Ringwood. The venue offers a range of both junior and adult
competitions and programs, mainly catering for basketball and netball. The Rings conducts school holiday
activities including multisport programs and skills coaching.
A key ages and stages maternal and child health check-up at the new Norwood Children and Family Centre
Achievements
A safe community
Implement public safety surveillance measures at railway station and designated locations
in the Ringwood Metropolitan Activity Centre
Stage 2 of the Ringwood CCTV Safety Project has commenced with the engagement of consultants to
review priority areas in conjunction with Ringwood Police. Preliminary designs have been undertaken by
consultants with the development of detailed design to commence in preparation for calling of tenders by
late 2015.
Development of a Hoarding Working Group
Maroondah has been instrumental in the development of a Regional Strategic Working Group to establish a
guidance document for Council and other agencies on hoarding issues. Further partnerships have been
developed and Council is leading the sector in its community education and providing a coordinated
response.
A healthy community
Implement year two actions from the Maroondah Community Wellbeing Plan
The 2014/15 year saw the implementation of the Maroondah Community Wellbeing Plan Evaluation
Strategy. The Strategy has been designed to ensure that the actions within Council’s key strategic health
and wellbeing planning document - the Maroondah Community Wellbeing Plan (MCWP), are effectively
working towards achieving optimal health and wellbeing. Evaluation results generated were very positive
and demonstrated that of the 112 actions within the MCWP 2014/15 Action Plan, 58 are ‘complete’, 49 are
‘in progress’ and five are ‘yet to commence’. MCWP actions are implemented by the majority of service
areas across Council, and often in collaboration with an extensive range of external partners. Key highlights
include the delivery of emergency preparedness training, introduction of tobacco controls, bicycle pathway
improvements, implementation of ‘Changing Places’ accessible toilets and Age Friendly City accreditation.
Opening of X Space
The Croydon X Space opened in July 2014 providing a new playspace for local young people and families
adjacent to the existing Y Space. Developed at a cost of $440,000, the facility features new outdoor play
equipment, new seating and a dedicated area for practising the emerging sport of Parkour. The project was
delivered in conjunction with the Victorian Government providing $100,000 and Croydon Rotary
contributing $10,000.
Coordinate the development of a Tobacco Control Strategy
Tobacco reforms and supporting initiatives have been implemented. Ongoing education visitations/
inspections and enforcement actions related to tobacco retailers, eating establishments, and outdoor
venues have been programmed. A ‘Purchases to Minors’ pilot program has also been implemented
incorporating 84 inspections of various premises types for the period. Review processes have also been
implemented and recurrent Victorian Government funding has been secured ensuring that this program will
continue in 2015/16.
A healthy community (continued...)
Continue delivery of the Active and Healthy Ageing Initiative
Throughout 2014/15, the Active and Healthy Ageing Initiative was developed including extensive
community consultation with residents aged 45+ and the formation of the Age Friendly Champions
Program. The initiative will be placed on public exhibition during August 2015. COTA Victoria is currently
reviewing the draft with a view to endorsing the Initiative.
Develop a mental health initiative for young men in partnership with the Eastern Football
League and Beyond Blue
During 2014/15, Council worked alongside Beyond Blue, headspace and the Eastern Football League to
deliver an information evening on Mental Health at Karralyka. The evening was well supported with
representatives from over 50 sporting clubs in attendance.
Introduce a community event for World Suicide Prevention Day
Council ran a community event on World Suicide Prevention Day in September 2014 at Maroondah
Federation Estate. The event brought the community together and increased awareness of mental health
issues.
Participants involved in the Active and Healthy Ageing Initiative
An active community
Collaborate with other eastern region Councils to scope the Melbourne East Regional Sport
and Recreational Strategy
Maroondah City Council has been working closely with the six other eastern region Councils to develop the
Melbourne East Regional Sport & Recreation Strategy. The primary aim of the project is to ensure
improved collaboration of the seven councils in the planning and development of regional level facilities.
The project will help provide an alignment of local sport and recreation plans and will deliver a framework to
guide the future provision of sport and recreation facilities and shared trails for the next 20 years.
Implement Capital Works Program for open space
Work has started to review and update the existing Open Space Strategy which will continue to be worked
on in the new financial year. The aim and goal of this review is to ensure that the new Open Space
Strategy is a dynamic document capable of providing guidance on the provision of open space into the
future.
Introduction of RFID bands for Maroondah Leisure members and installation of RFID
compatible lockers at Aquahub
New RFID bands were introduced for Maroondah Leisure members in December 2014. RFID bands are
now issued to all members offering access to Aquahub aquatics, gym and group fitness via the member
kiosk and full use of facility lockers. RFID bands are also programmed with the cardio equipment offering
members the opportunity to monitor their fitness and track results by ‘signing in’ to their networked fitness
account. Aquahub lockers were also upgraded in March 2015 to be RFID enabled.
Renovations at Aquahub
Extensive gym renovations were undertaken at Aquahub in March 2015 offering members and guests a
spacious and modern health club featuring state of the art cardio equipment.
Introduce a new Maroondah Fun Run
The inaugural Run Maroondah event was held in October 2014 at HE Parker Reserve with over 130
entrants participating in the event. Participants had the opportunity to either participate in the 10km
challenge or a 5km run/walk. Feedback from the event was very positive with the event to be held again in
September 2015.
Investigate a revised juniors come and try day at Maroondah Golf.
The current juniors program has steadily grown in recent years with an average of twenty participants on a
weekly basis. During 2014/15, investigations were undertaken with Golf Victoria to consider the possibility
of running the ‘My Golf’ program instead of the current program. It was determined that the current
Maroondah Golf in-house program should be continued as it is considered to deliver better value for money
and allows more opportunities for Juniors to participate.
Completion of signage renewal project at Maroondah Leisure facilities
Branding style guidelines for Maroondah Leisure and the five leisure facilities were developed. The
guidelines provide a consistent approach across Maroondah Leisure with the aim to strengthen the brand
awareness and recognition within the community. Phase two of the rebranding process continued across
Aquahub and the Croydon Memorial Pool with a number of areas improved to include updated signage and
new colour schemes.
Challenges
Storm event in January 2015
A key challenge for Council during 2014/15 was the business disruption and associated cleanup caused by
a significant storm event in early January 2015. This event resulted in Ringwood Golf being closed for 2
weeks and an insurance claim of $221,000.
Demand for pool space at aquatic facilities
During 2014/15, Maroondah Leisure experienced very high levels of demand for pool space at its aquatic
facilities during peak summer periods. It is expected that this pressure will be allievated with the opening of
Aquanation in August 2015.
Future Directions
A safe community
Implement the Croydon Connects Project
Preparatory work associated with the Croydon Connects Project has commenced and will continue to be
implemented during 2015/16. This project aims to create a well-lit, well-defined and attractive link from
Croydon Railway Station to Croydon Civic Centre and Swinburne TAFE. The project includes street lighting
upgrades and pedestrian wayfinding using a combination of signage, soft landscaping and urban design
solutions, and the urban design and renewal of pavement through San Carlos Walk.
A healthy community
Undertake a Food Safety Review
During 2014/15, Council commenced the transformation of the current regulatory command and control
approach to food safety risk management to a more flexible customer driven outcome. This work will
continue in 2015/16 and involve the development of a food safety management service plan containing
priorities, timeframes, targets and performance indicators. A range of service planning policies to ensure an
outcome focused approach will also be developed.
Construction at Aquanation continued during 2014/15
An active community
Complete construction, open and commence operations at Aquanation
The construction of Aquanation has been completed and will be officially opened on 14 August 2015. All
staff recruitment has been completed and pre sales membership has commenced with approximately 2500
members registered as at 30 June 2015.
Complete development of A.C. Robertson Athletics Pavilion
This $1.5m project consists of the construction of a new purpose built athletics pavilion adjacent to the A.C.
Robertson athletics track. As at 30 June 2015, the pavilion design was well currently underway, with
construction scheduled to commence in November 2015. Council has worked closely with members of the
Ringwood Athletic Centre Special Committee of Council, Ringwood Athletic Club, Ringwood Little Athletic
Club, Ringwood Professional Athletic Club and the Proclamation Park Race Walkers Club to design a
pavilion and track to suit the clubs and the external user group needs. The pavilion development will
include new change rooms, safe and compliant toilet facilities, a gymnasium, a canteen and meeting
spaces. The 17 year old running track will also be replaced with Council looking to add two extra lanes in
the straight to meet increased demand. The project is jointly funded by Sport and Recreation Victoria, the
Ringwood Athletic Centre Special Committee of Council and Maroondah City Council.
Work in partnership to develop the Melbourne East Sport and Recreation Strategy
During 2015/16, Council will continue to lead this new initiative that will see greater collaboration between
the seven Eastern Region Councils. The Melbourne East Regional Sport and Recreation Strategy is jointly
funded by Regional Development Australia, Sport and Recreation Victoria and the participating Councils.
The Strategy will help provide an alignment of local sport and recreation plans and delivers a framework to
guide the future provision of sport and recreation facilities and shared trails for the next 20 years.
Develop a Maroondah Open Space Strategy
This Strategy will provide direction for the long term management and improvement of Council’s open
space assets. Preparatory work has commenced, and the strategy is likely to take up to 18 months to
complete.
Complete an Indoor Netball Feasibility Study
Council has engaged a consultant to undertake a feasibility study for the provision of indoor netball facilities
in Maroondah. Site assessments have commenced and it is anticipated that a suitable site will be identified
by late 2015.
Investigate feasibility of a Dog Park for Maroondah
Council has undertaken significant work to investigate the feasibility of a dog park for Maroondah. For many
people, a dog is their main form of recreation and there is increasing awareness that dog owners need to
be planned for in the same way that we plan for other recreational needs and demands. Council recognises
the importance of pets and the benefits they bring to owners. A dog park would offer an accessible area for
dog owners of all abilities to recreate with their pets and will contribute to the range of recreational options
offered in Maroondah. A variety of facility types have been visited, research on the desired requirements for
a fenced dog park has been undertaken and sites within Maroondah have been investigated. A report is
expected to go before Council in late 2015.
Develop the new Wyreena Playspace
Preparatory work associated with the design of the Wyreena Playspace has commenced including
engagement with the community to seek their input. Construction will commence in late 2015.
Introduce a term based Multi Sports Program at The Rings
During 2015/16, a new nine week program will introduce four different sports to children aged 5-12 years,
with a ‘Celebration Day’ of all sports on week nine. The program will offer two weeks per sport, with the first
week focusing on skills and the second week being game based.
Construction of HE Parker Oval
During 2015/16, Council will commence reconstruction of the oval in HE Parker Reserve.
Did you know
•
•
•
•
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During 2014/15, there were over 100,000 participant visits to play competition sport (netball and
basketball) at The Rings while a further 85,000 spectator visits were recorded. There were also
approximately 8,500 visits from children participating in a holiday or term based program.
The Gymnastics program at Aquahub has gone through significant growth, with numbers increasing
by almost 40% throughout 2014/15.
The Aquahub Crèche cared for over 400 children each month.
Group Fitness classes continued to be a popular choice for Aquahub attendees with over 75
classes offered per week with over 53,000 participants for the year.
Program Memberships are 2,650 (Aquatic Education and Gymnastics). Aquatic Education and
Gymnastics members participate on a weekly basis throughout each term and both programs have
hit record highs during 2014/15.
Participants at Council’s Vacation Care Program
The new X Space in Croydon Park featuring Parkour equipment
Artist impression of Realm
scheduled to open in late 2015
AA prosperous a nd lear ning community
In the year 2040, Maroondah will be a thriving centre of economic activity and opportunity
within the eastern region where the sustainability and growth of local businesses is
supported. All community members, groups, education providers and local businesses
have access to a wide range of quality learning resources and facilities.
Action Title
What was achieved
Responsibility Status
Oversee the first
stage of the
Ringwood Town
Centre development,
including
development of a
new Town Square,
the Ringwood Library
Learning Cultural
Centre, an expansion
of Eastland and the
Ringwood Station
redevelopment
Construction of new Ringwood Town Centre and
Realm is on track to open in late 2015. Liaison has
been undertaken with Council service areas to
inform the interior layout and activation of Realm,
including naming and branding of the facility.
Construction has seen the completion of the
reinforced concrete structure, installation of glazing
to the exterior of the building, commencement of fitout of internal services, wall framing, internal
staircase and skylights.
Planning and
Community
Ringwood Station construction is progressing in line
with the anticipated construction timeframe. The
interface between the upgraded Railway Station and
new Town Centre has commenced with the
construction of the ‘stage 1’ Maroondah Highway
boulevard.
Achieved
Action Title
What was achieved
Responsibility Status
Develop a Business
Investment Strategy
for the
Bayswater/Bayswater
North Industrial
Precinct to
encourage business
attraction and
facilitate the
transition to emerging
industries
The Bayswater Industrial Precinct Strategy has been
completed and endorsed by the three participating
Council’s. Funding has also been secured from
Melbourne East Regional Development Australia to
employ a part-time resource to work with Council
representatives in undertaking prioritised actions.
The aim of the jointly commissioned study
(Maroondah, Knox and Yarra Ranges) was to set
future regional direction for the Precinct, assess and
address future challenges, assist existing
businesses to grow, develop and transition, and
create an environment where businesses can
maximise growth and employment potential.
Planning and
Community
Indicator/Measure
Achieved
Actual 2014/15
Target 2014/15
Actual 2013/14
17.0%
17%
17.6%
97%
90%
94%
93.6%
90%
94%
Library membership as a proportion of the
residential population (LGPRF)
Participant satisfaction with business
support workshops
(SDP - Level of positive improvement in
business skills)
Increase in new business skills and
networking achieved through Bizweek
activities
(B&D SDP - % of participants who learned
new skills at Bizweek)
Our core services
Business Support (Business and Development)
The business development function of Council incorporates business support, employment development,
business investment and local business capacity building. Business support assists businesses by
providing information, promotion, networking and training opportunities. The Business Support Team also
focus on increasing local employment opportunities and promoting an environment where employment
opportunities are stimulated and more jobs are created through linkages and initiatives with key local
stakeholders (employment providers, training organisations, businesses and community organisations).
The Team also encourages and facilitates business investment with a primary focus on enhancing the
capability of existing businesses to grow and expand locally.
Libraries (Revenue, Property and Customer Service)
Maroondah City Council provides two library facilities – one in Ringwood and one in Croydon. The library
service is delivered under a regional partnership model by Eastern Regional Libraries Corporation.
Major Projects (Business and Development)
The major projects function delivers specialist planning, architectural, project management, urban design,
communications and engagement services for the Ringwood Metropolitan Activity Centre. The Major
Projects function serves to steward responsible, sustainable, environmental and social improvements for
this Metropolitan Activity Centre.
Achievements
A prosperous community
Continue delivery of the BizHub Pilot Initiative
BizHub was launched in May 2014 at 1 Civic Place Ringwood as a pilot facility. This facility is fully
equipped and available for local businesses to host meetings, attend or hold training sessions or meet with
a Business Support Officer. In its first year of operation, a total of 1,492 businesses visited BizHub with
visitations increasing by over 700% over the four quarters of the financial year. BizHub has enabled Council
to test the market in how to engage with businesses at Realm.
Implement the Eastland Employment Initiative
The Eastland Employment Project will channel 1,800+ retail and hospitality jobs to local jobseekers.
Council’s Business Support team has been established as the independent broker of new employment
positions, through a partnership with Eastland Management, new tenants, Local Job Active Providers and
training providers. The BizMaroondah Jobs Portal has been updated to identify ‘JobsHub at Eastland’
employment, with the majority of jobs expected to be listed in August/September 2015.
Establish a Maroondah Business Advisory Committee
The Maroondah Business Advisory Committee (MBAC) was established to involve key stakeholders in the
development of business development services provided by Council and the identification and resolution of
local business issues. The Committee was established in October 2014 with eight local business
representatives meeting quarterly during 2014/15.
Establish Eastland Stage 5 Local Supplier Connections
Council has developed a strong partnership with the Industry Capability Network which assists local
businesses to access opportunities to supply to large projects, including ProBuild for the Stage 5 Eastland
redevelopment. Since July 2014, 76 work packages have been released to the local market.
Implement the IMPACT Our Community Bayswater North Initiative
This is a joint initiative between Maroondah City Council, Wesley Mission (Victoria), Department of Human
Services (Vic) and local employment providers. The initiative aims to put Bayswater North residents,
identified as ‘at risk’, in touch with appropriate service providers to empower them to make positive
changes in their daily lives. An IMPACT Neighbour Day was held on 19 March 2015 at the Glen Park
Community Centre. This well attended event featured a range of adult and children’s activities, workshops
and live music. An expo of local employment and training providers enabled local people to discuss career
and community support options.
Implement Street Activity Policy
This new policy commenced on 1 July 2014. Council officers have engaged businesses to ensure that they
understand the policy and that it is applied equitably. All major activity areas have been inspected by
Council and permits are in place where required. Positive feedback was received on the improvement in
streetscapes and accessibility around activity areas.
Host Business Mentoring Clinics
Eleven one-to-one mentoring clinics were held with 44 businesses receiving personalised advice and
assistance. Three municipal visits by the Small Business Victoria Mobile Business bus were also hosted
within Maroondah.
Deliver the Regional Women on the Go Event
This annual Regional Event on 18 March 2015 attracted a record number of 82 businesses exhibiting.
Feedback has been very positive. In total, 45% were first time exhibitors, 81% would recommend the event
to businesses in the future, 85% believed it was important to have events just for women and 85% met five
or more businesses through the event. Following the event, over 74% of participants have reported making
contact with a business they met at the forum.
Conduct Leading Ladies Program with SBMS
This five month program, supported by Victorian Government, assisted local business women to develop
and grow their business. Twelve businesses participated in 2014/15 with all participants indicating that the
program will improve their business operations and that they would recommend it to others.
A learning community
Centre for Regional Knowledge & Innovation Funding
Council was successful in its application for $3 million Australian Government funding for the establishment
of BizHub – Centre for Regional Knowledge and Innovation at Realm. This project will establish a regional
knowledge facility aimed at increasing skills based learning, education and employment.
Deliver Maroondah BizWeek 2014
Maroondah BizWeek 2014 was an outstanding success with 700 attendees participating in activities. This
year an extended program was provided, including 21 training sessions, 56 daily mentoring sessions and a
myriad of networking opportunities. A total of 93.6% of workshop attendees indicated that they had gained
additional knowledge or skills, 93% rating BizWeek events highly and 44% were first time attendees.
Continue to support, educate and engage with fathers in the MCH service
During 2014/15, Council has actively engaged fathers into the maternal and child health services. A
number of evening sessions for fathers have been held with a focus on improving family relationships and
addressing the recent research into violence against women. Council has also continued to host Dad’s
BBQs in the Park events to assist new fathers and address specific issues relating to new first time dads.
These events have been supported by Dad’s Inc and local Rotary Clubs.
Council continues to engage with fathers in the delivery of maternal and child health services
A learning community (continued...)
Deliver training and networking sessions
Council hosted 25 training and networking sessions throughout 2014/15. On completion of training, 97% of
these participants reported a positive increase in their business skills. Our engagement also included a
new monthly networking series ‘Let’s Do Lunch’ commencing in February 2015. This initiative will be
extended following the move to Realm.
Work in partnership to support delivery of the ‘Hello Baby’ program
Council partnered with the Australian Childhood Foundation during 2014/15 to deliver evening information
sessions for couples prior to the birth of their child. A number of couples attending went on to participate in
the pilot ‘Hello Baby’ program which introduces couples to healthy family relationships and the changing
nature of relationships following the birth of a baby.
Develop a Young Parents ‘Buddy’ Program
Council maternal and child health nurses attended the Swinburne Young Parents Program at Croydon to
provide education sessions for young parents aimed at developing healthy relationships with their children.
Council has also delivered a young parents playgroup weekly at The Norwood Family and Children’s
Centre and provided opportunities for young parents to mentor new first time young parents.
Develop a Children's Services Professional Learning Program
Council has developed a Professional Learning Program to support all educators working in an early
learning service within Maroondah. The Program provides quality presenters, relevant topics and affordable
training opportunities. Council has received positive feedback about the sessions and introduction of the
overall program.
Challenges
Localise employment opportunities
Council has been highly successful in localising employment opportunities relating to significant projects
including Costco and the Eastland redevelopment. These outcomes have been achieved through an
externally funded contracted position; however the tenure of this position beyond October 2015 is yet to be
secured.
Implement Council’s new Street Activities Policy
During the early stages of implementation, Council officers have placed an increased focus on ensuring
equitable application of this new Policy. Whilst there were some initial concerns relating to policy
implementation, all local traders are now fully aware of the policy requirements regarding the placement of
items on Council land.
Future Directions
Oversee the completion of construction and opening of Realm
A Realm operational readiness plan is under development to prepare for the opening of Realm and the
Ringwood Town Square in late 2015. Council will offer business support, customer service functions at the
facility along with a curated arts space. Council is working in partnership with key stakeholders to ensure a
co-ordinated approach to facility programming and activation.
Develop and operate the Centre for Knowledge and Innovation incorporating BizHub at
Realm
The $7.7m Centre for Regional Knowledge and Innovation represents a new, whole-of Melbourne East
region approach to skills development, jobs creation, knowledge and innovation to accelerate private sector
investment, employment and productivity in high-tech high-value manufacturing and emerging industries.
This regional one-stop-shop business resource hub will provide opportunities for businesses across the
Eastern Region to meet, learn, innovate and collaborate. The development of a concierge approach,
central to the BizHub model, will also represent a new and innovative means of business engagement and
tailored assistance. Features of the 1000sqm space will include a business resource centre, co-working
spaces, training & meeting rooms, seminar spaces, a multimedia studio a digital lab, a resource lounge,
presentation nook and state-of-the-art technology. The project has been supported by $3 million in funding
through the Australian Government’s National Stronger Regions Fund
Did you know?
Council continually measures business support activities of Council to determine how all initiatives and
programs impact on the operations of businesses within the municipality. During 2014/15:
• 41% of businesses attended their first Council hosted event
• 24% of business clients that visited the BizMaroondah website were new visitors
• 84% of attendees increased their awareness of Council’s Business Support functions
• 83% of training attendees rated the business support services of Council as ‘Excellent’ or ‘Good’.
During 2014/15, Council commissioned independent research to examine local business awareness,
engagement and satisfaction with the range of business support services provided. The research found
that:
• 70% of respondent businesses were aware of the BizMaroondah website, an increase on the 66%
recorded in 2010.
• Almost one-third of all respondent businesses (30%) and almost half of the home-based businesses
(49%) would consider working in a co-working environment.
• 13% of all respondent businesses would like to start or expand an export focus.
• Approximately one-third of respondent businesses (36%) source goods and services externally
which they would like to source locally (within the eastern region of Melbourne).
• Three-quarters of respondent businesses were aware of at least one of the business support
services provided by Council.
New public art recently unveiled
in Town Park, Croydon
A vibrant and culturally rich community
In the year 2040, Maroondah will be a creative cosmopolitan community recognised for its
celebration and promotion of arts and culture. There will be a broad range of engaging
entertainment options, diverse cultural activities and the creation and display of traditional
and contemporary forms of art.
Action Title
What was achieved
Responsibility
Status
Develop a public art
policy
The development of a Public Art Policy responds
to community support for public art in Maroondah.
The draft Policy was completed and placed on
public exhibition in June 2015. Following a period
of public exhibition, the Policy will be presented
for formal Council consideration in August 2015.
Planning and
Community
Achieved
Informed by significant community consultation,
the draft Policy draws on best practice and
provides a clear path forward for planning,
delivering, managing and maintaining high quality
public artworks that celebrate the unique
characteristics of Maroondah.
Indicator/Measure
Community satisfaction with arts and
cultural facilities (CSS - Arts centres and
libraries)
Participation in Maroondah Festival
activities
Actual 2014/15
Target 2014/15
Actual 2013/14
73
74
74
25,250 (est)
25,000
23,500 (est)
Our core services
Arts and Cultural Development (Community Services)
The Arts and Cultural Development team works strategically and in partnership across Council and the
community to increase Maroondah’s arts and cultural vitality in line with the community’s vision. The Team
actively advocates and contributes to cultural planning across Council as well as directly managing a range
of programs, services, and facilities for all of the community to enjoy and participate in. These include:
Wyreena Community Arts Centre in Croydon, Maroondah Art Gallery at Maroondah Federation Estate,
Maroondah Art Collection and Council’s Art in Public Places program; capacity building, skills development
and an increased profile for local artists; and arts initiatives. Arts and cultural groups are supported through
networking opportunities, workshops, the Arts and Cultural Grants program, and a range of other initiatives.
Karralyka (Leisure)
Karralyka opened in 1980 and is a premier theatre and function centre in Melbourne’s eastern suburbs and
the only facility of this size in Maroondah. The theatre has a seating capacity of 430 and generates positive
demand as a ‘venue for hire’ as well as presenting its own programs to bring performing arts to the
Maroondah community. Karralyka is also a flexible function venue with a total capacity for 550 seated
guests. Karralyka has built a profitable function business, managing its food and beverage operations inhouse. The kitchen facilities at Karralyka are also used to prepare food for Council’s Meals on Wheels
service.
The ‘Displaced Pastimes’ exhibition at the Maroondah Art Gallery at Maroondah Federation Estate in June 2015
Council’s new Arts and Cultural Development Strategy was launched in October 2014
Achievements
Launch a new Arts and Cultural Development Strategy
Maroondah's first ever Arts and Cultural Development Strategy was launched at Maroondah Federation
Estate in October 2014. Guest speaker Richard Gill OAM, a nationally recognised conductor and music
educator, highly commended Council for the Strategy and its clear direction to realise the community’s
vision for a culturally rich and vibrant Maroondah. The large gathering of artists, community and business
representatives were treated to an inspiring exhibition by artists, designers and film-makers from
Maroondah, listened to work by emerging local composer Chris O'Neill, and the Melbourne Male Welsh
Choir appeared in a surprise “flash mob” performance. Featuring photographs of Maroondah’s diverse
artists, arts and cultural attractions, as well as everyday creative activities, the Strategy has been positively
received by the Maroondah community .
Develop a Strategy for the integration of public art into the Ringwood Metropolitan
Activities Centre
During 2014/15, Council continued to work with developers and government partners to identify further
opportunities to make the Ringwood Metropolitan Activities Centre culturally vibrant and attractive. A range
of public art works have been planned for and included in the design of Realm, Aquanation, the Ringwood
Town Square and Ringwood Station. A suite of glass and metal works by internationally recognised artist
Anna Minardo will be an integral part of Aquanation when it opens to the public in August 2015. Realm will
also include a public art installation when it opens in October 2015.
Launch the ‘Arts Lounge’ at Wyreena
Council has launched a new ‘Arts Lounge’ at the Wyreena Community Arts Centre which has been
positively received by exhibiting artists and crafts people, program participants and visitors to the Centre.
There has also been a marked increase in sales of the varied artwork and creations which are displayed in
the Lounge. This space has become an inviting home for a range of diverse arts and lifestyle activities
including a writers group, bookclub, yoga and relaxation activities.
Provide an exhibition program at Maroondah Art Gallery
Maroondah Art Gallery, located at Maroondah Federation Estate in Ringwood, has presented a range of
innovative and contemporary exhibitions and associated activities over the past year. Highlights of the
curated program included ‘Chrysalis’ by Bindi Cole, an Australian artist of Wadawarrung heritage, with
record numbers attending the exhibition and accompanying events. ‘Cooee: Australian Animals in Art,
Literature and Popular Culture’ was another very popular exhibition presented in partnership with Eastern
Regional Libraries and the State Library of Victoria. The ‘Displaced Pastimes’ exhibition by award winning
photo journalist Andy Drewitt celebrated the pastimes and hobbies of refugee and migrant communities.
Opening of Estate Cafe at Maroondah Federation Estate
During 2014/15, Council leased the foyer space of this facility to provide a cafe service for visitors to the
Maroondah Art Gallery along with regular users and tenants of the facility. The cafe has generated
increased visitation to Maroondah Federation Estate and further strengthened its role as a community
gathering place.
Develop and implement a diverse innovative theatre program
The 2015 Karralyka season has been the most successful on record, with seven shows sold out. A total of
47,762 people attended Karralyka Theatre in 2014/15 watching 196 performances including local
performances, 15 Morning Melody performances and 18 theatre season performances. The focus for the
2015 season was ‘That’s Entertainment’ with the content delivering high end entertainment options for local
audiences.
Implement the 'Karralyka Presents' series
A Teddy Bears Picnic was hosted in February 2015 and was themed ‘Teddy goes to the Circus’. Over 500
guests enjoyed activities in the Karralyka gardens including pony rides, circus performance and face
painting.
Develop and implement a marketing plan for Karralyka
A marketing plan was developed and implemented with a focus on engaging and increasing the critical
market segments, developing a brand awareness strategy, upgrading the website, developing a social
media strategy, and undertaking a range of innovative marketing activities. As a result of this activity,
Council achieved a 16% growth in functions with increased revenue of $170k compared with the previous
financial year.
Develop technical and theatre workshops to engage children and youth
During 2014/15, Karralyka delivered technical programs for local young people to engage them in lighting
and sound activities and expose them to the other side of the stage. This successful nine week program
was delivered twice during the year with up to 20 participants in each course.
Deliver the 2014 Maroondah Festival
2014 was a significant milestone for the Maroondah Festival with the highly regarded community event
celebrating its 25th year. Community participation continues to grow each year with over 110 community
groups involved in displays, workshops, demonstrations, performances and food stalls across the six key
areas. Cafe Consult was again well supported with eight council departments conducting a public
consultation. Perfect weather conditions ensured that over 25,000 people attended this community event.
Future Directions
Continue to integrate public art into the Ringwood Metropolitan Activities Centre
During 2015/16, a partnership between Council, VicRoads, Metro Trains, John Holland Constructions and
EACH will see artist Carla Gottjens working collaboratively with young people to create a large feature
mural as part of the Ringwood Railway Station redevelopment.
Complete a Karralyka operational review and feasibility study
A consultant has been engaged to complete a Karralyka Feasibility Study to determine the long term
strategic goal of Karralyka and the preferred business model. A total of 13 different models will be tested in
order to inform any refurbishment requirements of the facility. This study is scheduled to be completed in
October 2015.
Develop an Exhibitions Policy for Council facilities
Council has commenced development of an Exhibitions Policy which will be completed during 2015/16.
This Policy will ensure a varied range of presentation opportunities for innovative and engaging arts
practice across Council’s facilities.
Did you know?
At Karralyka during 2014/15:
• 47,762 people attended our Theatre, watching local performances, 15 Morning Melody
performances, and 18 Theatre Season performances, including Children’s, Community and
Cabaret.
• 196 performances and rehearsals were delivered in our Theatre space.
• 403 event/ Functions were hosted in our Functions venue, up from 375 last year
• 4,801 local secondary students graduated
• 871 local primary school students celebrated their graduation
• 4,611 steaks were grilled, plated and served
• 4,659 baguettes were hand lovingly made with egg and lettuce, salami and salad
• 35,064 Meals on Wheels were cooked, stamped, and delivered
Local scouts at the Maroondah Festival held at Norton Park in November 2014
Council is continuing to implement the energy
efficient streetlight changeover project
A clean, gree n and sustai nable c ommunity
In the year 2040, Maroondah will be a leafy green community with high levels of waste
diversion and sustainable approaches to infrastructure development, urban design and
management of natural resources. Our community is resilient and has the knowledge,
capacity and resources to make sustainable lifestyle choices.
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Finalise a Carbon
Neutral Strategy in
response to a new
carbon economy and
develop a Climate
Change Adaption and
Mitigation Strategy
Council has finalised its Carbon Neutral Strategy
with the support of the Maroondah Environmental
Advisory Committee to address the challenges of
Climate Change.
Planning and
Community
Achieved
Council has also continued as an active
participant with Eastern Alliance for Greenhouse
Action municipalities to develop a Regional
Climate Change Adaptation Road Map. Council is
now preparing its specific adaption Strategy in
accordance with this Roadmap.
Indicator/Measure
Actual 2014/15
Target 2014/15
Actual 2013/14
33,200
30,000
30,400
55.3%
55%
56.2%
Annual tree planting within Maroondah
(Bushland, street and parks – trees only)
Recycling diversion rate from landfill
(LGPRF)
Our core services
Bushland and Weed Management (Operations)
This function maintains over 50 bushland reserves, which involves proactively supporting biodiversity and
maintaining appropriate fire breaks.
Environmental Planning (Planning, Health and Local Laws)
Residential and commercial land uses within Maroondah are set in a unique urban environment with high
levels of amenity protected by various landscape and environmental controls as set out in the Maroondah
Planning Scheme. The environmental planning function seeks to ensure that the landscape and
environmental controls within the Scheme are considered in town planning and land use planning activities.
Open Space Planning (Assets)
This function provides advice on strategic direction, policy development and capital works in relation to
public open spaces. Specifically the function includes: planning for the provision of walkways, cycling tracks
and bridges through open space, consultation, planning and provision of playgrounds and sporting
infrastructure, provision of signage and infrastructure, the provision of public toilets, and landscaping in
open space areas.
Sustainability Planning (Integrated Planning)
This Team guides the integration of sustainability into Council's and the community’s activities and
operations. Council takes an holistic and strategic approach to sustainability focusing on reducing its
environmental footprint, helping the community adapt to a changing climate, and enhancing the quality and
enjoyment of the local environment.
Tree and Park Maintenance (Operations)
The Team maintains Council managed parks and gardens including proactive and reactive maintenance of
landscaped areas, grass mowing, programmed tree planting in streets and reserves, and power line
clearance management.
Waste Management (Finance and Governance)
The Team provides residential and commercial waste services to the Maroondah community, including
public recycling bins, street litter bins, parks and reserves bins and Council facility bins. The Team
manages the contracts for kerbside collection, receipt and sorting, green organics, land fill supply and hard
waste collection. Services also include: on-call hard waste collection, a schools and community waste
education program and strategic planning to meet future waste management needs.
Achievements
Develop a Water Sensitive City Strategy
A draft Water Sensitive City Strategy has been completed which aims to deliver a more integrated
approach towards the planning of flooding, stormwater, drought and water quality in our creeks.
Finalise a Carbon Neutral Strategy
A draft Carbon Neutral Strategy has been completed which identifies the actions for carbon management
and maps a path to carbon neutrality for Council
Undertake a review of the Maroondah Sustainability Strategy 2009 and commence
preparation of the Maroondah Sustainability Strategy 2016-2020
With the support and advice of the Maroondah Environmental Advisory Committee, a review of the
Maroondah Sustainability Strategy 2009 has been completed. The new Strategy will guide Council and
provide community leadership on environmental sustainability.
Participate in the Eastern Alliance for Greenhouse Action (EAGA)
Council has continued its membership and active participation in the Alliance and the hosting of the
Regional Coordinator position within its offices. EAGA is a formal collaboration of seven Council’s in
Melbourne’s east working together on regional programs that reduce greenhouse gas emissions and
facilitate regional adaptation.
Continue to implement the Energy Efficient Streetlight Changeover Project
Council’s streetlight transition project continued during 2014/15. Upgrades to street lighting were delivered
in Lyons Road in Croydon North, Maidstone Street in Ringwood, Frederic Drive in Ringwood North, Devon
Avenue and Dirkala Avenue in Heathmont, Avis Court in Ringwood North, and Hamilton Road in Bayswater
North. As at 30 Jun 2015, over 1,000 streetlights have been changed to more efficient LED globes through
this program, saving 390Co2e in carbon emissions.
Deliver a Sustainability Education Program to encourage diversion of waste from landfill
Council continued to deliver a waste education program during 2014/15 through several primary school
incursions. Early Learning Centre professional development waste diversity workshops were also delivered
to 37 teachers and a total of 1,654 recycling bin inspections were completed with follow up education
material as required. Two composting workshops were delivered and a community presentation was
delivered to the Yarrunga Retirees Group with over 80 in attendance.
Develop a Municipal Domestic Wastewater Management Plan
A draft plan has been developed and is scheduled for Council consideration in 2015/16. The Plan includes
a management program and supporting tools to address site identification and mapping, education,
monitoring, and compliance action as necessary.
Finalise a new hard waste contract
During 2014/15, Council finalised a new hard waste contract following a formal tender process. The new
contract will commence on 1 July 2015.
Create a business case for a bushland nursery
During 2014/15, Council established a business case to develop a bushland nursery in the municipality.
Work on this initiative will continue during 2015/16.
Update Management Plans for two Bushland Reserves
Council reviewed and updated Management Plans for Cheong Reserve and Bedford Park in 2014/15.
Processing tree and native vegetation removal applications
Approximately 99% of all VicSmart tree applications submitted to Council were decided in under 10 days
during the period. This amounted to 264 decisions for the period.
Future Directions
Continue to rollout the installation of energy efficient streetlights across Maroondah
Over 1,000 streetlights have been changed to the more efficient LED globes, saving 390 tonnes of Co2e.
The financial payback from this replacement program is now being reinvested into Council’s future energy
efficient projects through a Revolving Energy Fund. During 2015/16 it is anticipated that a further 853
streetlights will be changed to LED.
Complete development of the Maroondah Sustainability Strategy 2016-2020
With the support and advice of the Maroondah Environmental Advisory Committee, a review of the 2009
Sustainability Strategy has been completed and the preparation of a new Strategy is well advanced. The
Strategy will have a focus upon Water and Biodiversity, Climate Change, as well as governance and
finance arrangements. Community consultation on the Strategy will be undertaken in 2015/16.
Local school students involved in a Council tree planting program
Artist impression of the Ringwood Station and Bus
Interchange Upgrade scheduled for completion in 2016
An accessi ble and connect ed community
In the year 2040, Maroondah will be an accessible community for all ages and abilities with
walkable neighbourhoods, effective on and off-road transport networks and access to a
range of sustainable transport options.
Action Title
What was achieved
Responsibility
Status
Implement the second
stage of the
Colchester Road
upgrade
The second stage of the Colchester Road
upgrade between Mt Dandenong Road and
Garden Street was completed during the 2014/15
year. These works complete the upgrade of
Colchester Road.
Operations,
Infrastructure
and Leisure
Achieved
Indicator/Measure
Actual 2014/15
Target 2014/15
Actual 2013/14
1.1%
0.39%
0.4%
7,846
7,500
5,844
Total length of overlay works undertaken as
part of the road asset enhancement
program
(LGPRF - Proportion of sealed roads below
the set intervention level)
Number of different streets where works
are undertaken as part of the road asset
enhancement program
(LGPRF - Square metres of sealed local
roads reconstructed)
Our core services
Sustainable Transport Planning (Integrated Planning)
This function assists with the development and implementation of strategic transport policies and strategy
with a focus on sustainable transport services and the travel needs of the community.
Traffic Engineering (Engineering and Building Services)
This Team provides professional advice to Council service areas and external stakeholders regarding traffic
engineering, transportation infrastructure, and strategic traffic and transportation matters including local
roads, bike paths and footpaths.
Achievements
Croydon Parking Strategy Implementation
In 2014/15, a Croydon Parking Management Plan was developed and implementation commenced. The
priority for the financial year was the review of parking restrictions in Main Street, Croydon and
implementation of specific changes arising from the review. The Alfrick Road Parking Management Plan
was also implemented. This area of the Croydon Major Activity Centre has experienced pressures
associated with more intensive development. This has necessitated further restrictions and controls to
enable more balanced and amenable on-street parking arrangements. Parking restrictions and a permit
scheme have been implemented to manage existing and new residential parking and visitor parking
arrangements.
Disability Access Program
A range of improvements were delivered through this program in 2014/15 including Disability Discrimination
Act (DDA) improvements to the Wyreena Carpark; Coolstore Road / Main Street intersection access
improvements; and footpath construction in Seymour Street.
Traffic Safety Improvements
Program highlights in 2014/15 included development of a parking management plan at Heathmont East
Primary School; work with residents and the School to manage parking issues at Croydon Special School;
walkability and parking management activities at Great Ryrie Primary School including attendance at public
session to discuss issues and develop a parking management plan; and submission of Blackspot
applications for Oban Road intersections at Mullum Mullum Road and Wonga Road. The Local Area Traffic
Management Program was also delivered involving various traffic safety projects.
Principal Pedestrian Network
During 2014/15, new footpaths were installed along Seymour Street (approx length 200m), Bayswater
Road (approx length 150m between Bayfield Road and Bungalook Creek) and Mt Dandenong Road
(approx length 250m from Carcoola Road to 163 Mt Dandenong Road).
Bicycle Network Improvements
Bicycle Network Improvements were undertaken on the Tarralla Creek Shared Pathway in 2014/15 to
widen the pathway in the vicinity of Tintern Avenue.
Develop a Footpath Replacement Policy
Council has established a weighting and hierarchy system to inform programming of footpath replacement
throughout the municipality.
Challenges
Traffic and parking management issues in central Ringwood
With the significant amount of development happening around the Ringwood Metropolitan Activity Centre,
Council has had to manage a range of issues relating to traffic and parking whilst ensuring a fair and
balanced approach to maximise accessibility for all. Some of these issues have included: increased
requests for private parking management agreements, management of parking issues created through loss
of parking spaces during development and ensuring signage is compliant to allow for effective enforcement.
Future Directions
Accelerate the footpath construction improvement program
Council has increased the annual Capital Budget for footpath construction until 2017/18 by $100k to a total
of $300k. Council will therefore construct $900k of footpath over the next three years. A program has been
developed to prioritise the works.
Accelerate the disability footpath access improvement program
An accelerated disability access improvement program has been developed to deliver the current three
year works program within the next two years (2015/16 and 2016/17 financial years). This access
improvement program has been supported by Council’s Disability Advisory Committee.
Undertake traffic signalisation works at the Bedford Road and Great Ryrie Street intersection
Significant progress has been made on the design and design approval process for traffic signalisation at
the intersection of Bedford Road and Great Ryrie Street in Ringwood with the rail authority. Works are
programmed for the 2015/16 year with early works programmed in September 2015 for installation of
underground conduit and the signal poles. It is anticipated that subject to external rail authority approvals
and works the traffic signal works will be completed by April 2016.
Refurbishment of unconstructed paths in reserves
All unconstructed paths in Council reserves are being refurbished with additional pavement materials to
improve access and use by walkers, runners and cyclists. This work will continue during 2015/16.
Did you know?
•
•
16 schools participated in the Walk to School initiative in October 2014
During 2014/15, Council’s Transport & Traffic Engineering team issued 385 letters corresponding
with residents (423 in 2013/14), responded to 136 customer requests (129 in 2013/14), approved
116 Transport Management Plans (106 in 2013/14), responded to 75 referrals relating to town
planning applications and processed 69 heavy vehicle applications (9 in 2013/14).
Council completed the second stage of the Colchester Road upgrade project during 2014/15
Flood mitigation works continued
during 2014/15 within the Croydon
Civic Precinct
An attractive, thriving a nd well built community
In the year 2040, Maroondah will be an attractive community with high quality urban form
and infrastructure that meets the needs and aspirations of all ages and abilities. A diverse
range of housing options are available and thriving activity centres provide a broad range
of facilities and services to meet community needs. The character of local neighbourhoods
continues to be maintained while also accommodating population growth.
Action Title
What was achieved
Responsibility
Status
Prepare a Housing
Strategy to
understand and plan
for the housing needs
of the Maroondah
community
Preparation of the Housing Strategy has
progressed to the stage of considering the
issues and options. During 2014/15, five
background papers were completed to
establish an evidence base for the Strategy. All
project activities identified for the 2014/15
financial year were completed.
Planning and
Community
Achieved
Action Title
What was achieved
Responsibility
Status
Develop a strategic
drainage
infrastructure
improvement plan for
the Ringwood
Metropolitan Activity
Centre and identify
opportunities for
improved flood
protection in the
Croydon Major
Activity Centre
drainage catchment
Flood Modelling for the Ringwood Metropolitan
Activity Centre (MAC) was completed in
2014/15. A Drainage Infrastructure
Improvement Plan was developed for the
Ringwood MAC based on the results of the
flood mapping. The 2015/16 priority for the
Ringwood MAC is the Acacia Court drainage
catchment upgrade. It is expected that works
will commence in the 2015/16 year.
Operations,
Infrastructure
and Leisure
Achieved
Develop a
Community Facilities
Strategic Plan,
update Council's
Asset Management
Plans for different
asset classes, and
continue the audit of
tree assets in
Council's public
reserves
The development of the Community Facilities
Strategic Plan was delayed to facilitate
alignment with the recently completed
community facility condition and performance
assessment. Development of the Plan has
commenced and will be completed by October
2015.
Operations,
Infrastructure
and Leisure
Commenced
The Lusher Road catchment has been
identified as the next priority stage within the
Croydon Major Activity Centre drainage
catchment. Flood mitigations measures were
designed during 2014/15 and works are
scheduled to commence in the 2015/16 year.
The major review and amendment of Council’s
Asset Management Plan has been completed
and will be presented for formal consideration
during 2015/16. The Plan will continue to be
refined as further information about Council’s
assets becomes available following the
completion of condition assessments.
Achieved
The Plan has also been significantly
redeveloped to streamline the preparation and
reduce duplication of aspects of the plans. The
Plan is now a single document with sections for
each asset class: roads, car parks, laneways
and rights-of-way, kerb and channel, traffic
management devices, pathways, bridges and
walkways, park inventory, trees and
stormwater drainage.
Data capture associated with Council’s street
trees is well underway and will continue in
2015/16. Data capture relating to reserve trees
will commence in 2015/16.
Commenced
Indicator/Measure
Actual 2014/15
Target 2014/15
Actual 2013/14
130%
99%
113%
100%
100%
100%
90%
85%
87.0%
$326,908
$300,000
$643,816
58
58
58
55
56
56
Council’s infrastructure
renewal/maintenance ratio (Renewal and
maintenance gap)
Percentage of annual Capital Works budget
expended
Proportion of planning applications
assessed within statutory timeframes
(LGPRF)
Total value of building approvals
(residential, commercial and industrial)
Community satisfaction with general town
planning policy (CSS)
Community satisfaction with Council’s
planning and building permits process
(CSS)
Our core services
Asset Management (Assets)
The Team provides specialist advice and support to facilitate improved asset management capabilities for
the organisation.
Building Projects (Assets)
The Team provides specialist advice and support in relation to all major construction works undertaken on
Council’s community facilities.
Building Services (Engineering and Building Services)
This function provides a number of services that are dictated by statutory and legislative requirements.
Although this limits the ability to introduce ‘new initiatives’ it does require these areas to ensure that work
practices and services/service levels are consistent with statutes, but also recognising change through
legislation and responding to resident demand and political imperatives. The Team also ensures the
compliance of existing and proposed buildings with the Building Act and regulations, and also provides
advice on variations to building regulations and swimming pool/spa safety barriers.
Construction Maintenance (Operations)
This Team provides pro-active and reactive maintenance of Council’s infrastructure assets including roads,
footpaths and drains. Construction maintenance provides pro-active cleaning of all drainage pits within road
reserves and programmed street sweeping.
Engineering Services (Engineering and Building Services)
The Team provides engineering technical expertise in areas of traffic and transportation planning, drainage
investigation and strategy, engineering development approvals, and project management. Local
Government manages assets for the community. Assets such as roads, footpaths, drainage, bicycle paths,
and buildings provide important links to services and significantly influence and enhance community
wellbeing.
Facility Maintenance & Improvement (Assets)
This function provides expertise for all matters relating to the ongoing maintenance and management of
Council’s community facilities.
Statutory Planning (Planning, Health and Local Laws)
Council has the responsibility for delivering town planning land use and development advice and
assessments to a diverse community of almost 110,000 residents and over 9,000 businesses. These
residential and commercial land uses are set in a unique urban environment with high levels of amenity
protected by various landscape and environmental controls as set out in the Maroondah Planning Scheme.
Strategic Planning (Integrated Planning)
This team works with the community and Council to create a contemporary Planning Scheme that reflects
the Maroondah vision to encourage, develop and manage urban design, landscapes, buildings and land
uses in Maroondah.
Achievements
An attractive community
Develop a Ringwood Activities Area Urban Design Manual
The development of the Ringwood Activities Area Urban Design Manual has seen the inclusion of each of
the elements within the urban design suite. A number of the elements have been prototyped in
collaboration with local fabrication businesses. The manual will form part of an integrated approach by
Council for urban design improvements.
A thriving and well built community
Delivery of Capital Works Program
Over 100 separate projects were delivered as part of Council’s Capital Works Program during 2014/15 with
a combined value of $12 million. Some highlights included:
• Upgrade of Colchester Road between Mt Dandenong Road and Garden Street at a value of $2
million.
• A new overflow carpark at Ringwood Soccer Club constructed at a value of $292k.
• Reconstruction and realignment of the Greenwood Avenue / City Road intersection at a value of
$300k
• Drainage capacity improvement works at Lee Ann Crescent at a value of $300k.
• Safety upgrades and disability access improvements for the Wyreena carpark completed at a value
of $135k.
• Works to improve drainage and access at the Heathmont Reserve carpark completed at a value of
$160k.
• Drainage improvements works at Golf Links Estate Road at a value of $290k.
• Reconstruction of Palmerston Road West Road completed at a value of $600k with funding sourced
from the Federal Roads to Recovery Program.
• Design and approval process for traffic signalisation at the intersection of Bedford Road and Great
Ryrie Street with works programmed for 2015/16.
Stormwater Flood Mapping
During 2014/15, the Stormwater Flood Mapping project for Maroondah was complete. Council focus has
now shifted to developing a Strategy to protect high risk properties. A high risk works program will be
developed and Council’s Special Building Overlay (SBO) will be updated to cover development. It is
expected that the update to the SBO will take between 12 to 24 months to complete due to processes
associated with an amendment to the Maroondah Planning Scheme.
Stormwater Flood Mitigation Project Program Implementation
A range of stormwater flood mitigation projects were delivered in 2014/15. The design of a catchment
drainage upgrade to Scenic Avenue in Ringwood East was completed and Stage 1 works commenced in
AFB Long Reserve to increase the capacity of the retarding basin. Drainage catchment design was
completed for Power Street in Croydon North and land acquired from Melbourne Water to allow for a
drainage easement and the diversion of Yarra Valley Water Sewer to allow for future stormwater drainage.
The Tagell Road easement drain in Heathmont was upgraded and drainage capacity improvement works
were undertaken in Lee Ann Crescent in Croydon. Design of a drainage upgrade at Dromsally Reserve in
Warranwood was completed with works to commence in 2015/16 year.
Parkwood Secondary Refurbishment
The major refurbishment of the North Ringwood Community House facility was completed in early 2015,
and the refurbishment of the Parkwood Community Hub was completed in late June 2015. Council
continued to work closely with six community groups to be based at the Parkwood site including: the North
Ringwood Community House, Ringwood U3A, Ringwood Men's Shed, Penumbra Centre, Ringwood
Historical Society and the Maroondah Toy Library. As at 30 June 2015, the North Ringwood Community
House, Ringwood Men’s Shed and Penumbra have moved into the facility with the three remaining groups
set to occupy the facility by August 2015
East Ringwood Senior Citizens Centre extension
The design of this project was completed in early 2015 with a builder has been appointed following the
completion of a public tender process. Construction will commence in 2015/16.
Implement Year 1 of Commercial Centre Upgrade Capital Works Program
Upgrade of the Kallay Street Commercial Centre was identified as a priority for the 2014/15 Capital Works
Program. Engagement with businesses, key stakeholders and a consultant team has resulted in the
development of concept plans that will deliver improved visual appeal, pedestrian experience and traffic
flow within the Centre. Works are expected to commence in January 2016.
Review of Asset Management Plans
The major review and amendment of Council’s Asset Management Plan has been completed and will be
presented for formal consideration during 2015/16. The Plan will continue to be refined as further
information about Council’s assets becomes available following the completion of condition assessments. A
review of Council’s Asset Management Policy and Strategy was also completed.
Annual Asset Condition Assessment program
The condition and performance assessment associated with Council’s 180 community facilities was
completed in June 2015. A cyclical roads and pathways condition assessment has also been completed
with the information collected to be used in identifying and prioritising roads, pathways and kerb and
channel renewal programs for the next three years.
Review the Maroondah Road Management Plan
A formal review of the Road Management Plan (RMP) was not required, however cyclical compliance
reviews of the RMP were undertaken throughout 2014/15
Development of the tree asset register
Collection work is well underway for the development of a Tree Asset Register. This involves importing
information into Councils corporate Asset Management System to enable the recording of future
inspections and works against all street trees across the municipality.
Prepare dual amendments to the Maroondah Planning Scheme to incorporate the
Ringwood East and Heathmont Structure Plans
A draft planning scheme amendment has been prepared to implement the objectives of the Ringwood East
Structure Plan. During 2015/16, Council will be seeking authorisation from the Minister of Planning to
exhibit the amendment for public comment. Preparatory work has commenced on a planning scheme
amendment for the Heathmont Structure Plan.
Work with Swinburne University to identify potential precincts for sustainable communities
The ‘Greening the Greyfields’ Project aims to promote sustainable housing regeneration in middle ring
suburbs. This could include amalgamated lots that can provide broad benefits in terms of urban design,
open space and use of sustainable technology. Background research from this project is being considered
in the development of a new Maroondah Housing Strategy.
Achievement of planning turnaround timeframes
Maroondah City Council has maintained its status as one of the top performing metropolitan local
authorities in relation to the processing of planning applications. Around 90% all planning applications were
delivered within 60 statutory days. This is substantially above the metropolitan average of 67%.
Implement Pool Safety Audit Plan
Council continued to implement the swimming pool audit program during the 2014/15 year to investigate
safety barriers associated with swimming pools and spas. A total of 81 audits were carried out during the
year with an 80% compliance rate. The 2014/15 year program also focused on finalising all historic
outstanding notices and orders. This resulted in compliance at a further 91 properties. A Swimming Pool
Safety Policy and Procedure was reviewed to enforce pool fence compliance
Develop Private Building Surveyor (PBS) Building Permit Process Framework and
Implementation Plan
Council’s PBS Policy and Procedure was reviewed and implemented with PBS issues continuing to be
managed in accordance with these policies and procedures.
Challenges
Condition assessments at Croydon Memorial Pool and Aquahub
Croydon Memorial Pool experiences a number of operational and structural issues. A full condition
assessment (mechanical, structural and accessibility) is required to develop future capital works for this
facility to ensure longevity. An expression of interest process is scheduled for August 2015. A recent
condition assessment of the roof at Aquahub has also identified that major capital works are required to
prevent water leakage. A number of programs were cancelled during 2014/15 due to leaks during wet
weather periods.
Introduction of the VicSmart Planning Application Process.
This new Victorian Government process to improve the efficiency and effectiveness of the planning system
has had a significant impact in Maroondah. Some 281 applications were received during the period and
previously these applications had a 60 day timeframe, now they have a ten day time frame. Improved
processes and technology has meant that 280 of the 281 applications were made in under ten days.
Increased complexity of demands of work in Ringwood Metropolitan Activity Centre
The implementation of the permits, and amended plans for the Ringwood Town Centre, Realm and
Eastland expansion along with a number of high rise developments and infrastructure projects such as the
new Ringwood Station required substantial time and attention from Council planning staff who have
problem solved, facilitated and processed these complex and place changing applications.
Transition to new residential planning zones.
The introduction of the new residential zones during 2014/15 resulted in an influx of complex planning
applications whereby applicants sought to take advantage of transitional arrangements and achieve
developments of substantially higher density than would be allowed under the new planning zones.
Additional resources and effort were put in place to deal with the increased objections, consultation forums,
negotiations. A significant number of cases were refused and went before the Victorian Civil Administrative
Appeals Tribunal (VCAT). Council successfully managed this transition with many developments amended,
a range of successful community consultation meetings held and VCAT supporting Council’s position
relating to applications in a high proportion of cases.
Future Directions
Finalise development of a new Maroondah Housing Strategy
During 2015/16, Council will continue to explore housing issues and identify a range of future policy options
in conjunction with the community. A range of community engagement activities will be undertaken to
ensure community participation in the development of this new Strategy.
Redevelopment of Silcock Pavilion
During 2015/16, Council will continue the redevelopment of Silcock Pavilion. During 2014/15, Council
engaged an architect to develop a new design for the redevelopment of this pavilion and a number of
meetings have been held with user groups.
Redevelopment of Greenwood Park Kindergarten
The Greenwood Park redevelopment has commenced. The planning phase has been completed and the
renovations will commence in 2015/16. While the redevelopment is taking place the service will move to the
multi-purpose room at the new Norwood Family and Children’s Centre. The project will be completed ahead
of kinder use from January 2016.
Commence flood mitigation works in the Ringwood Metropolitan Activity Centre and in the
Power Street Drainage Catchment
Works in the Power Street Drainage Catchment commenced in July 2015 and are expected to be
completed by January 2016. Works in the Acacia Court drainage catchment will commence during 2015
and are expected to be completed by the end of the 2015/16 financial year.
Develop and commence implementation of a strategy to protect residential and commercial
floor levels from flooding
Council has commenced developing a strategy to protect residential and commercial floor levels from
flooding. This Strategy is expected to be completed by the end of the 2015/16 year. The Strategy will focus
on increasing public education and knowledge on drainage issues through the implementation of a Special
Building Overlay process to ensure developments respond to flooding issues. The Strategy will also identify
a proactive capital works program to protect high risk properties and identify emergency management
responses for these high risk properties to be implemented as appropriate.
Revitalisation of Staley Gardens
Staley Gardens was gifted to the former Ringwood City Council in 1969 by the Staley family. The precinct is
now an oasis with trees and seated areas and an award winning skate park in the heart of Ringwood
Metropolitan Activity Centre. A revitalisation project commenced during 2014/15 involving a place audit.
During 2015/16, a community engagement process is scheduled to inform future planning for these
gardens.
Did you know?
During 2014/15:
• Around 90% of all planning applications submitted to Council were assessed within 60 statutory
days. This is substantially above the metropolitan average of 67%.
• A total of 603 planning compliance cases were lodged for investigation and response.
• Council processed 712 asset protection applications.
• A total of 16,102 stormwater pits were checked and cleared pro-actively.
• Council’s Development Engineering Team checked 578 development plans (605 in 2013/14).
• Council investigated and responded to 175 drainage issues (195 in 2013/14), 121 building over
easement applications (119 in 2013/14), 94 requests to build on overland flowpath and 9 requests
to build on land subject to flooding or inundation (46 total for overland / inundation requests in
2013/14).
• A total of 108 building related issues were investigated by Council in response to customer requests
in 2014/15 (145 in 2013/14).
• Council issued 97 building notices or building orders to property owners related to a range of
breaches to the building regulations (90 in 2013/14).
• A total of 30 building permits were issued for Council projects (25 in 2013/14).
Works were undertaken to improve drainage and access at Heathmont Reserve during 2014/15
Local residents at the opening of a new
home for the Australian Chin Community
at Hughes Park in Croydon North
An inclusiv e and diverse community
In the year 2040, Maroondah will be an inclusive community where social connections are
strong across generations and diversity is embraced and celebrated
Action Title
What was achieved
Responsibility
Status
Develop a volunteer
strategy to increase
opportunities for
volunteerism across
Maroondah
A Volunteer Strategy, action plan and associated
policy and forms have been completed. The
Strategy was presented and endorsed at a
Council meeting in late 2014. Implementation of
the action plan has commenced.
Corporate
Services
Achieved
Monitor the Federal
Government reform
agenda and its
impacts on service
planning and
provision for Home
and Community Care
(HACC) Services
The HACC transition was adjusted to 1 July 2016.
Council provided a submission via the Municipal
Association of Victoria on the proposed
Commonwealth Home Support Program
Guidelines. Funding for HACC services is now
stable until the end of June 2018. HACC service
targets have been adjusted by the Victorian
Government and service allocation has been
adjusted accordingly. Council is now actively
accepting referrals on the Commonwealth
MyAgedCare system.
Planning and
Community
Achieved
Indicator/Measure
Number of volunteers engaged within the
organisation
Actual 2014/15
Target 2014/15
Actual 2013/14
396
350
339
Our core services
Aged and Disability Services (Community Services)
Council provides the Home and Community Care Program (HACC) which includes Intake and Assessment,
Domestic Assistance (home care), Personal Care, Respite Care, Occupational Therapy and Allied Health,
Vulnerable Persons Support Food Services (Meals on Wheels), SRS support program, Planned Activity
Group and Property Maintenance services to HACC eligible residents. The HACC program aims to support
frail older people, and people with a disability and their carers, to maximise their independence by
supporting them to remain at home and stay connected to their community. Aged and Disability Services
also provide Social Support activities, facilitate Carer Support Groups and provide support to Senior
Citizens and Older Persons Groups.
Community Planning and Development (Integrated Planning)
This area undertakes community planning and community development activities across Maroondah. The
Team supports and strengthens community wellbeing through partnerships with residents and agencies to
identify and respond to community needs. The Team works in the following areas: health and wellbeing
planning, disability, culturally and linguistically diverse communities, advocacy, social research,
marginalised and disadvantaged communities, prevention of violence against women, community safety
and strengthening and building the capacity of the community.
Youth Services (Community Services)
This Team provides a wide range of services to young people aged 12-25 years who live, work, study or
recreate within the Maroondah municipality, and their families. Youth Services provide youth participation
programs, personal development programs, social and recreation programs, and youth events. The Team
also provides resources such as the Youth Card and Youth Services website. Information, support and
referral services are also delivered to young people and their families to connect them with services and
opportunities in the local community. As well as delivery of services, Youth Services plays a key role in the
development and co-ordination of the Maroondah youth service system by actively identifying youth needs
and issues, advocating for or coordinating effective responses on behalf of local young people, facilitating
networks for professionals, and coordinating or participating in sector projects.
Achievements
Changing Places, Changing Lives Project wins the 2015 National Award for Excellence in
Local Government
In June 2015, Maroondah City Council won the National Award for Excellence in Local Government in
recognition of the Changing Places – Changing Lives project. Changing Places was introduced to Australia
in 2012 with the establishment of a consortium led by Maroondah City Council and is aimed at improving
the lives of people with disabilities. The Changing Places design provides major improvements to standard
accessible toilets and gives people with a disability greater independence so they can participate in
everyday activities that many people take for granted. Each Changing Places toilet incorporates: a height
adjustable adult-sized changing bench, a tracking hoist system, enough space to manoeuvre a wheelchair,
and a safe and clean environment. Council has ensured that the initiative can be transferred to assist other
Council’s and organisations across Australia and internationally.
New home for the Australian Chin Community
During 2014/15, a number of Council service areas worked in partnership to help establish a new home for
the Australian Chin Community at the Croydon North Tennis Pavilion in Hughes Park. The lease to the
tennis pavilion was surrendered in April 2015. With some minor works, the pavilion has become a well
utilised activity centre for the Australia Chin Community.
Achieve certification as an Age Friendly City
Maroondah was selected as a member of the World Health Organisation Global Network of Age Friendly
Cities on 1 December 2014. An age-friendly city encourages active ageing by optimising opportunities for
participation, health and security as people age in our community. Accreditation recognises Council's
commitment to listen to the needs of our ageing population, assess and monitor age-friendliness and to
work collaboratively with older people and across sectors to create accessible physical environments,
inclusive social environments, and an enabling service infrastructure. Maroondah City Council will continue
its commitment to becoming more age friendly through the ongoing delivery of our Active and Healthy
Ageing Initiative
Develop protocol for assisting people sleeping rough in public places
During 2014/15, Council prepared a protocol for assisting homeless people living in Maroondah. The
implementation of this protocol has seen Council officers develop a broader understanding of the issues
faced by homeless people.
Develop a culturally sensitive playgroup for refugee families
Over the past year, Council has developed culturally sensitive first time parent groups for refugee families
at the new Norwood Family and Children’s Centre. These groups have been well received, have created
strong relationships for new Maroondah families and introduced them to a range of local community
services. Council maternal and child health nurses have also regularly attended multicultural playgroups in
Ringwood and Croydon to promote maternal and child health services and educate parents on a wide
range of health and development topics for children and parenting. During 2014/15, regular information
sessions were held for culturally and linguistically diverse families on a variety of topics including healthy
eating, introducing and preparation of new foods for babies and toddlers, preparation of healthy
kindergarten and school lunch boxes, and sleep and settling.
Launch of Preschool Indigenous Project
In partnership with the Victorian Government, Council launched an Indigenous Project at a Family Fun Day
during Reconciliation Week. As part of the project, all Maroondah kindergartens have been provided with a
free incursion by Yalka Dayan Cultural Educational Program. Positive feedback was received from the
three kindergartens that participated in the project.
Implement actions scheduled for Year 3 of the Youth Plan 2012-2016
The Youth Plan 2012-2016 is now 3 years through its four-year duration. The Youth Plan guides and
focuses Council’s work with, and for, young people aged 12-25 in Maroondah. Over the course of 2014/15,
Council has implemented a significant number of actions in the Plan. Council has now commenced
development of the next Youth Plan (2016-2020), with a particular focus on community consultation.
Deliver HACC funded services to eligible residents
Over the past financial year, HACC funded services have been delivered to over 3,000 residents to support
them to remain living independently in their homes. These services have been delivered in accordance with
Community Care Common Standards and HACC Program Guidelines.
Finalise the development of a Community Facilities Bookings Business Case
Council developed a business case and established a new position for the bookings and management of
key community facilities. The need resulted from when a number of community halls and facilities that were
previously managed by voluntary community committees of management were returned to Council for
management.
Implement the HACC ‘OT in Council’ Project
The ‘OT in Council’ project was implemented with over 2,000 hours of occupational therapy assistance
provided to residents in their homes to increase their capacity to live independently and improve the access
to this service by HACC eligible residents. As a result of the success of the program, Council was granted
ongoing and additional growth funding to support two occupational therapy positions.
Implement recommendations from the HACC Food Services review
As a result of a food services review, changes have been made to meals provided through Karralyka with
positive feedback from consumers. The ongoing viability of the dual sites for food services distribution
continues to be reviewed. Council now provides chilled meals in appropriate packaging to consumers
ensuring compliance with best practice.
Council was awarded accreditation as an Age Friendly City in December 2014
Future Directions
Complete redevelopment of the East Ringwood Multi-purpose Pavilion
This $2.7m project consists of the demolition of the existing sporting pavilion, and the construction of a new
multipurpose pavilion to accommodate the sporting clubs and the Chin community. Design was undertaken
during 2014/15, with construction scheduled to commence in November 2015. Council worked closely with
members of the East Ringwood Football Club, East Ringwood Cricket Club, Maroondah Sports Club and
the Victoria Chin Community to design a facility that meets the needs of the sporting clubs and the Chin
Community. This new Community Hub will enable newly arrived Chin community members to conduct
activities, provide settlement support, education, language classes, craft activities and events during the
day and on set evenings. The existing sporting groups will utilise the facility on alternate evenings and on
weekends. The project is jointly funded by the Australian Government, The Office of Multicultural Affairs
Victoria, a private benefactor and Maroondah City Council.
Review and implement educational material on waste management for culturally and
linguistically diverse communities in multi-unit developments
During 2015/16, Council will develop and deliver waste education material to cultural and linguistic diverse
communities living in multi unit dwellings. The aim of the program is to improve diversion rates from landfill
and reduce contamination rates of recycling and garden organics bins. Development of material will be
supported through project stakeholder workshops and a behavioural and attitudinal survey of residents.
The project will be undertaken in partnership with the Migrant Information Centre, Whitehorse City Council
and Deakin University.
Monitor the federal reform agenda in regards to the Aged Care Reforms/HACC reform and
NDIS and its impact on service planning and provision
In 2015/16, Council will continue to implement changes required throughout the transition period and
prepare for activation of the Commonwealth MyAgedCare system. Council will also work with local non
government organisations as appropriate to support existing HACC consumers with a disability to transition
to the NDIA program.
Further develop the Short Term Case Management (STCM) role
STCM is a targeted intensive form of client care coordination delivered by HACC assessment services in
Victoria to provide opportunities for HACC eligible consumers over 65 who may require more time and
intensive support to implement their care plan and achieve their goals. Council will continue to develop
strong partnerships and connections with local mental health and aged care service providers to enable
delivery of STCM and support those client who are most in need.
Did you know?
During 2014/15...
• Over 80,000 hours of in home support was delivered through the Home and Community Care
program.
• Over 150 volunteers support the HACC program through Food Services, Social Support, Men’s
Shed and Planned Activity Group.
• Youth Services had over 1000 friends on Facebook.
• There were a total of 1091 visits by young people to EV’s Youth Centre two drop in programs (EV’s
Lounge and EV’s Shack).
• 47,252 hours of care were provided by the family day care service with 88 families receiving this
support.
According to the Australian Bureau of Statistics (ABS) on the night of the Census 2011,
• Maroondah’s population aged 60+ was higher than the metropolitan average.
• Maroondah had the highest proportion of persons aged 85+ in the Eastern Metropolitan Region
• The largest age group in Maroondah was in the 40-44 age bracket which accounted for 7.4% of the
total population.
HACC Program participants at Kerrabee
Many local families joined fairies at the Celebrate Maroondah
event held at Maroondah Federation Estate in February 2015
A well gov erne d and em powere d community
In the year 2040, Maroondah will be an effectively empowered community that is actively
engaged in Council decision making through processes that ensure their voice is heard
and considered. Council provides strong and responsive leadership, ensures transparent
processes and works with the community to advocate and champion their needs.
Action Title
What was achieved
Responsibility
Status
Deliver enhanced
customer service
through the
development and
implementation of
improved systems
and processes,
including the
introduction of BPay
View and establishing
a concierge model for
Council's customer
contact centres
During 2014/15, Council continued to promote
BPay View as a convenient option for both
receiving and paying rate notices.
Corporate
Services
Achieved
Council has also been developing a new model
of face-to-face service for customers visiting
Realm. This model will be implemented during
2015/16.
Action Title
What was achieved
Responsibility
Status
Advocate for
additional State
Government funding
for the Ringwood
Library Learning
Cultural Centre, for
boulevard treatment
along Maroondah
Highway within the
Ringwood
Metropolitan Activity
Centre and for the
upgrade of
Canterbury Road
east of Dorset Road
Council has undertaken a broad range of
advocacy activities during 2014/15.
CEO Office
Achieved
CEO Office
Commenced
The successful advocacy campaign for
additional Victorian Government funding for
Realm, the Ringwood Library Learning Cultural
Centre, resulted in the receipt of $3 million
from the Australian Government National
Stronger Regions Fund in May 2015 to
establish the Centre for Regional Knowledge
and Innovation.
Advocacy activities aimed at delivering
boulevard treatment along Maroondah
Highway within the Ringwood Metropolitan
Activity Centre has resulted in this treatment
commencing as part of the Victorian
Government's $66m Ringwood Station and
Bus Interchange Upgrade Project. The focus of
these initial works will be from Ringwood Street
to Warrandyte Road.
Council has pursued a range of advocacy
activities to seek funding for the upgrade of
Canterbury Road east of Dorset Road. This
has involved meetings with the Victorian
Government Roads Minister in April 2015, a
meeting with the VicRoads South East Metro
Regional Director in August 2014, a meeting
between the Eastern Cluster Council's Network
Capacity Group and VicRoads in August 2014
and attendance at VicRoads Strategic
Assessment Workshops during April and May
2015. Advocacy activities on this issue will
continue in 2015/16.
Develop a mobile
version of Council's
website to provide
easy access from
mobile phones and
tablets
Council commenced scoping and project brief
development. Development work and delivery
will continue in 2015/16.
Indicator/Measure
Actual 2014/15
Target 2014/15
Actual 2013/14
66
67
67
57
55
55
73
74
74
$1,008
$1,026
$543
$346
$126
$216
$1,432
$1,390
$1,476
N/A
N/A
N/A
55
57
57
57
59
59
Community satisfaction with overall
performance of Council (CSS)
Community satisfaction with overall
direction of Council (CSS)
Community satisfaction with customer
service provided by Council (CSS)
Average liabilities per assessment
Operating result per assessment
Average rates and charges per residential
assessment
Public liability risk audit score
Community satisfaction with Council
engagement (CSS)
Community satisfaction with Council
lobbying/advocacy (CSS)
Our core services
Communications & Marketing
This team has both a corporate and an operational responsibility for the management of public relations,
communications and marketing for Council, to promote the work and achievements of Council and keep the
community informed and engaged. It provides a range of services including publications, advertising and
newsletters, communication and advocacy campaigns, management of Council’s e-Communications
including websites and digital media, Council’s branding, corporate identity and marketing, internal
communications, development of style guides and related policies. During 2014/15, the team also took on
management of the councillor support role and external grants management.
Contracts and Purchasing (Finance and Governance)
This function assists Council’s Service Areas in the purchasing of goods and services through the strategic
development and co-ordination of the purchasing, tendering and contract management processes.
Council Planning (Integrated Planning)
This function oversees the integrated planning and delivery of Council activities in accordance with
organisational outcome areas, key directions and budgets. In particular, the Council Planning function
coordinates the preparation of the Council Plan, the Annual Report, the service delivery planning process
and the development, monitoring and review of the Maroondah 2040 Community Vision.
Customer Service (Revenue, Property and Customer Service)
The Customer Service Team manages and operates Council’s 1300 Call Centre and three service centres:
in Braeside Avenue, Croydon Civic Square, and Ringwood Centre. The Team provides information and
referral on Council services, booking services for a number of local facilities and Council services, referral
of customer requests, and cash receipting for payment of accounts and fees.
Financial Services (Finance and Governance)
This team provides sound financial management that complies with legislative requirements, and also
ensures that planning and budgeting activities meet Maroondah’s vision and the long term financial
sustainability of Council. The core services include: accounts payable, financial accounting (including
reconciliations, financial accounts and statutory returns), management accounting (including annual
budget, monitoring and reporting) and strategic project analysis.
Governance (Finance and Governance)
This team provides administration and civic support to Council, develops Council agendas and minutes,
organises citizenship ceremonies, ensures Council-wide statutory compliance and provides governance
advice to Council. The Team also manages hall-keeping and meeting room requirements at Council offices.
Human Resources Advisory Services (Human Resources)
This team provides a range of generalist human resources advice and support on matters including
recruitment and selection, induction, job design and analysis, remuneration and benchmarking, policies and
procedures, equal opportunity, performance management and conditions of employment.
Information Technology (Information Technology)
This team provides most of its support and services to internal Council employees. It offers indirect benefits
to the community by providing information technology infrastructure and systems to all Council teams to
enable efficient and effective service delivery. The service area also provides the back-end technical
support for Council’s websites, provides the ability for electronic transactions to take place through
Council’s eServices, and provides a public online mapping system for the community to access via
Council’s website.
Learning and Development (Human Resources)
This team oversees the development, implementation and review of Council’s Learning and Development
strategy. The Team also provides a range of internal services including management of all learning and
development programs, performance development, employee and leadership development programs,
employee engagement and management of learning and development related policies.
Local Laws (Community and Leisure Services)
The Local Laws team provides services to manage domestic animals, ensure safe and accessible parking,
protect amenity and safety, ensure fire preparedness and prevention, and manage school crossings.
Occupational Health and Safety (OH&S) (Human Resources)
This function oversees the development, implementation and review of Council’s safety management
system which includes reviewing and updating OH&S policies, OH&S training, hazard identification,
inspections and reporting and OH&S consultative processes.
Organisation Development (Human Resources)
This function leads the development, implementation and review of Council’s Human Resource and
Workforce Planning strategies, amongst other key projects which involves coordinating the implementation
of process improvement initiatives to ensure Council maintains a sufficient and right supply of human
resources in the provision of sustainable community services. These strategies consider political,
economic, social, technological, environmental and legal factors that may impact on the local government
sector into the future. The function also manages the implementation and maintenance of HR systems,
initiates and coordinates process improvement activities, provides project management and change
management support to the organisation and undertakes strategic HR planning.
Property and Valuations (Revenue, Property and Customer Service)
This team provides, develops and implements revenue policy and strategy development, the annual rating
strategy, statutory declarations and notices, and rate and charge generation. The function undertakes
general property valuations, supplementary rating valuations, non-rating valuations, and reviews of the
rateability of properties. The Team also issues rate notices, develops revenue projections, manages
concessions, leads Council’s debt recovery and manages the property database.
Records and Information (Finance and Governance)
This function is responsible for the practical application of the full range of services associated with the
corporate record keeping system. The records management service includes mail processing, systems
management and file movement, archival and retrieval.
Remuneration and Benefits (Human Resources)
This team manages human resources systems including the management of the Payroll System (Chris21),
Time and attendance system (Riteq), system improvements, legislative compliance, remuneration services,
reporting and policy development and review.
Risk Management (Human Resources)
This team oversees the development, implementation and review of the risk framework across Council
which includes the development of risk treatment plans and administration of the risk register. The function
also provides risk management advice and training to Council service areas. Mitigation of Council’s liability
is achieved through effective claims management. The Team also maintains appropriate insurance cover
for insurable assets and liabilities.
Volunteer Workforce Services (Human Resources)
This function oversees the development, implementation and review of Council’s Volunteer Strategy which
includes a centralised and coordinated approach to recruiting, rewarding, promoting and managing
Council’s volunteers to ensure the provision of sustainable community services. The function also
coordinates Council’s student placement programs, disability employment programs and indigenous
employment programs.
WorkCover and Injury Management (Human Resources)
This function involves management of rehabilitation and the return to work program, management of the
employee assistance program, management of employees health and wellbeing initiatives, and
development of associated policies.
Workforce Relations (Human Resources)
This function oversees Council’s enterprise agreement negotiation, award interpretation, provides
employee and industrial relations advice and supports employment contract management.
Achievements
Policy and Planning
Continue a review of Local Law 8
Council’s Local Law 8 is currently under review with stage 1 community consultation completed. Internal
stakeholder, best practice and literature review is nearing completion. An issues and recommendations
report is to be presented to Council in September 2015.
Develop the HR Strategy 2015 -2020
The development of the 2015- 2020 HR Strategy has commenced. Significant research is currently being
undertaken. Council is currently working in collaboration with a number of surrounding Local Government
authorities in order to gain greater sector alignment and consistency.
Develop an External Grants Policy
During 2014/15, Council developed a Policy and supporting guidelines for sourcing, reporting and
acquitting external grants received by Council.
Develop a style guide for Council’s strategic documents
A style guide for Maroondah 2040 was finalised during the 2014/15 financial year. A new style guide and
policy for Council’s corporate documents, strategies, plans and policies was developed. Implementation will
commence in July 2015.
Capacity building
Deliver the annual Maroondah Young Leaders Program
A total of 20 young people completed the Maroondah Young Leaders Program in 2015. The Program
focused on leadership, communication, conflict resolution, passion and goal setting. Young people were
supported through the Program to set goals to make an impact in their community, giving them the skills
and experience to be active and empowered citizens.
Deliver the Maroondah FReeZA Program
In 2014, a total of ten young people successfully participated in the FReeZA Program aimed at building
leadership and event management skills in local young people. In 2015, twelve young people were
successfully recruited. A total of twelve FReeZA live music and cultural events were held during the
financial year (including three at local schools) with 1,361 young people attending.
Community Engagement
Development of a revised Community Engagement Policy
During 2014/15, Council commenced a review of its Community Engagement Policy. A key focus of this
review was to broaden the definition of community engagement to reflect the breadth of related activities
and establish a set of community engagement commitments based on the internally recognised IAP2
values. The revised policy clarifies Council role and responsibilities regarding community engagement and
encourages a best practice approach to community engagement across all Council's activities. The draft
Policy was placed on public exhibition in June 2015 and will be presented for formal Council consideration
in August 2015.
Deliver a series of Celebrate Maroondah events
Celebrate Maroondah saw three events take place during February and March 2015. Approximately 800
residents attended the events and took the opportunity to enjoy free activities and meet their Ward
Councillors. The community response to the outdoor movie nights and the ‘Fairies Party’ was highly
positive.
Processes
Emergency Management Recruitment and Training Development
The training requirements for each internal role in emergency management have been confirmed. A
recruitment package, including minimum training requirements and a role description, has been developed
for each defined emergency management role.
Develop and implement local processes for identification of, emergency planning with, and
potential referral of, vulnerable people not receiving services
Council has partnered with Australian Red Cross to raise awareness of the needs of vulnerable persons in
emergencies through ‘third party’ meetings with external agencies to identify persons who may be
vulnerable but not in receipt of services. Consumers have been supported to develop personal emergency
plans and provided with information such as Australian Red Cross REDiPlans such as ‘Household
Preparedness for Seniors’ and ‘Household Preparedness for People with a Disability’.
Develop a risk management training matrix and modules
Council has identified risk management training requirements across the organisation and will develop
specific modules, rolling these out as part of Risk Management workshops being undertaken with line
management.
Continue the Procurement Road Mapping process/review
The first stage of the road mapping process was completed in February 2015 with a revised policy,
associated procedures and training rolled out to relevant employees.
Deliver citizenship ceremonies
Council conducted Australian Citizenship Ceremonies in conjunction with the Department of Immigration
and Border Protection. A total of five ceremonies were held during 2014/15 including one on Australia Day.
Automated transaction processing with debt collection agency
During 2014/15, Council arranged for legal costs and daily payments to be uploaded from the Debt
Collection Agency.
Systems
Finalise development of the 2014 - 2017 ICT Strategy
After extensive consultation, Council’s ICT Strategy 2014-was developed internally and endorsed. The
Strategy is fully operational and actions are being implemented, reviewed and reported on, as per identified
timelines.
Implement a new Integrated Risk Manager program
The Integrated Risk Manager program has gone live and was fine-tuned to align with Council’s business
processes. Council’s Risk Management team is currently working with line management to refresh and
populate operational risks into the system.
Build an electronic care planning module into the existing e-referral system to assist
“teams” of practitioners from across the health care system
During 2014/15, e-Care planning has been implemented in partnership with the Outer East Health and
Community Support Alliance, the Royal District Nursing Service, EACH and Calvary Care to improve
consumer outcomes through care planning and care coordination. The electronic system has been trialled
and is being utilised by home and community care clinicians
Implement the TUDOR Point of Sale system
The TUDOR Point of Sale system has been successfully completed and installed at Karralyka to allow for
increased stock control and improved service delivery.
Asset Management System development and implementation
The Asset Management System has undergone continual improvement to match process and record
keeping requirements both for end users, asset management purposes and audit purposes.
A mobility solution has been tested and will be implemented in 2015/16 enabling end users to review, edit
and update Work Orders from in the field. Functionality exists for users to manage and complete works
noting all key works undertaken inclusive of the recording of images relating to the works.
Finalise deployment of WiFi capabilities
During 2014/15, Council completed deployment of Wi-Fi at Council’s offices. Identification of future Council
locations for provision of public and/or corporate Wi-Fi capabilities will continue in 2015/16.
Implement a new Procurement Portal
The procurement portal (Computron) has been installed and went live on 2 March 2015.
Electronic delivery of rate notices
Council continued to promote this initiative on the website and through the issue of annual rates notices.
Provide infrastructure renewal
Council continued the scoping, planning and project management of the regular annual PCs (desktop and
laptop) renewal.
Support and administration of the Council's telephony systems
Council continued its transition to the TIPT telephony system, with the last major site (Aquahub) moved
across during 2014/15. Transition work will continue at smaller Council sites during 2015/16.
Challenges
Rate capping to be introduced for 2016/17 financial year
Council continues to operate within a tight fiscal climate as evidenced by reduced interest rates and policy
pressures from both Australian and Victorian Governments. During 2015/16, Council has undertaken a
significant review of the Long Term Financial Strategy which has seen a freeze on discretionary
expenditure levels; change to some of the underlying assumptions, including the removal of the 2.5 per
cent Infrastructure Levy; and provision for a reduced level of annual rate increases into the future. In
addition, Council has given careful consideration of the impact of the Victorian Governments Rate Capping
Policy which will be effective from 2016/17. The adjusted underlying operating result, which is a measure of
financial sustainability, shows a reasonable underlying surplus being achieved annually over the ten year
period of the Strategy. Council’s 3.9 per cent rate increase for 2015/16 is among the lowest in the region
and will go towards maintaining and improving service levels and meeting the cost of a number of external
influences affecting the operating budget. In addition, Council will maintain its capital works and capital
maintenance program to ensure Council’s existing assets are effectively maintained and renewed to meet
the future needs of the community.
Planning for the opening of Realm and Aquanation
A key corporate challenge over past financial year has been the strategic positioning of the organisation
and ensuring operational readiness associated with the opening of Realm and Aquanation. This involved a
significantly increased workload for a range of Council service areas during 2014/15. A wide range of
service areas have been involved in preparing these sites and the organisation for the opening of these
centres.
Cloud computing
Whilst the Municipal Association of Victoria provided some guidelines in 2015/16 regarding cloud
computing and corresponding service level agreements, there is a need for a more consistent sector
approach to the growing demand and rollout of this technology.
Implementation and sign off of Fire Services Property Levy with State Revenue Office
Council successfully achieved sign off for the first year of the Fire Services Property Levy from the State
Revenue Office. This process involved a high level of manual reporting due to inadequacies of the software
provided by the corporate property and rating software supplier.
Future Directions
Policy and Planning
Develop a Human Resources Strategy 2016-2020 to cater for emerging needs
During 2014/15, Council commenced development of a new Human Resources Strategy 2016-2020. The
Strategy will consider a range of political, economic, social, technological, environmental and legal factors
that will impact on local government over the next five years and will identify actions to ensure the
organisation is able to implement identified programs and process to mitigate any forthcoming
organisational risk.
Develop Succession Planning, Secondment and Phased Retirement strategies
The development and implementation of Succession Planning, Secondment and Phased Retirement
strategies will ensure that skills and critical knowledge are effectively captured and retained within the
organisation. In particular, these strategies will aim to build a leadership pipeline/talent pool to ensure
leadership continuity, develop potential successors in ways that best fit their strengths, identify the best
candidates for categories of positions, concentrate resources on the talent development process yielding a
greater return on investment, plan for knowledge management, and upskill Council’s workforce through
secondment opportunities.
Develop and implement the Learning Framework 2016-2020
Council is currently in the final stages of implementing the Learning Framework 2011-2016 (Employee and
Leadership Development Frameworks). After rolling out the Managing for High Performance program,
Manager Development, Team Leader Development and Coordinator Development programs and aligning
the Performance Review and Development process (RADAR) to workplace values and core competencies,
the need to focus on the next stage of organisational development plan is required. In 2015/16, the
Learning and Development Strategy 2016-2020 will be developed. An Emerging Leaders Forum is also
under consideration.
Develop and implement the Health and Wellbeing Strategy
There is a continual focus on employee health and wellbeing to ensure our employees work in an
environment that is free of risk to healthy and safe and that employees are effectively supported through
work and non-work related injuries and illnesses. Over the 2015/16 year, the health and wellbeing focus will
be on mental health. Awareness and resilience training will be the primary focus ensuring line
management recognise and manage mental health issues effectively in the workplace.
Develop and implement the Student Placement Strategy
Although the Student Placement Strategy has not yet been fully finalised, Council has commenced
implementing a more structured approach to student placements to ensure that Council provides an
increased and streamlined opportunity for student placements across the organisation. In partnership with
Outer Easter Local Learning and Employment Network, Council facilitated several Work Inspiration
programs in2014/15, hosting a number of five day programs for local secondary schools. Formal
implementation is expected to commence towards the end of 2015.
Community Engagement
Undertake a peer engagement program to inform development of the Youth Plan 2016-2020
To inform the new Youth Plan, Council will be conducting extensive youth consultation and needs analysis
across 2015, including a Wellbeing Survey for schools in conjunction with the University of Melbourne),
broader youth consultation, stakeholder consultation and research. Council’s Peer Engagement Program is
a youth participation program designed to involve young people in the development and implementation of
Council’s Youth Plan consultation. The Program runs every four years, in the lead up to the development
of the next Youth Plan. Through the Program, Council will work in partnership with a group of young people
over six months to train and support them to be active partners in the design and delivery of broader youth
consultation. Their work will focus on engaging young people who are not able to access the school
wellbeing survey, as well involving young people in action planning for the upcoming Youth Plan. The
program commenced in May 2015 and will run throughout 2015.
Engage the community in the design of a new Croydon Town Square
During 2015/16, Council will commence engagement with stakeholders, including businesses and the
Croydon community, with regard to their aspirations for the creation of a new Croydon Town Centre. This
engagement will follow the completion of a feasibility study and concept design.
Processes
Regional Emergency Management Coordination
During 2015/16, Council will continue to foster strategic partnerships with Knox and Yarra Ranges to
support both the Municipal Emergency Resource Program and also ensure support and contribution to
regional emergency management exercises. A “Trilogy” Emergency Management Exercise will be
undertaken in October 2015 in conjunction with Yarra Ranges Shire Council and Knox City Council. This
event aims to ensure regional consistency including communications / interactions with an Incident Control
Centre.
Adoption and implementation of Local Law 8
The review of the Local Law 8 will be completed in 2015/16 and a guidance document produced to ensure
consistency of approach and clear responsibilities for the application of Local Law requirements.
Manage the second administration of the Employee Engagement Survey and
implementation of agreed action plans.
Council’s second Employee Engagement Survey will be undertaken in September 2015 with organisational
results available in mid October 2015. The results will be communicated to key stakeholder groups over a
number of weeks before action planning sessions in which improvement processes will be identified. These
action plans will help to ensure a continual focus on process and system improvements and cultural
effectiveness.
Systems
Implement year 2 and year 3 actions from the ICT Strategy 2014-2017
This will involve finalisation of ICT projects related to the Realm operations including establishment of the
data communications link and ICT infrastructure, developing a business case for the replacement of Lotus
Notes, undertake web related projects, and review requirements for server and storage infrastructure
renewals.
Implement online tracking and management of planning applications
Council e-Pathway systems offers an opportunity increase online services to allow applicants and the
community to receive more timely and accessible information on planning applications. This will include an
interactive online planning register, ability for applicants to check application status updates on line and for
the community to review applications and provide submissions online.
Asset Management System development and implementation
The Asset Management System has undergone continual improvement to match process and record
keeping requirements both for end users, asset management purposes and audit purposes.
A mobility solution has been tested and will be implemented next financial year enabling end users to
review, edit and update Work Orders from in the field. Functionality exists for users to manage and
complete works noting all key works undertaken inclusive of the recording of images relating to the works.
Launch of online membership sales and class enrolments for Maroondah Leisure members
The ‘Active Carrot’ portal within the Links system will be launched during 2015/16. Active Carrot will allow
Maroondah Leisure users to access an online customer portal along with online purchasing. This will
streamline enrolment and membership processes along with alleviating many administrative burdens.
Continuous improvement for the mobility solutions
During 2015/16, Council will continue work on the four Pathway mobile modules, continue the transition to
the Citrix’ XenMobile and use of soft tokens, finalise testing of the Windows based tablets for the Realm
operations and finalise transition of the Councillors and Management Group to the latest version of iPhone.
Trial of self service payment kiosk at the Ringwood Centre
During 2014/15, Council trialled a Customer Contact Centre self-service kiosk over a three month period in
the Ringwood Metropolitan Activity Centre. Positive feedback was received although the physical keyboard
was not seen as ‘user friendly’. The kiosk that will ultimately be placed at Realm will incorporate
touchscreen functionality.
Did you know?
During 2014/15, Council’s Call Centre took 113,998 calls, an increase of 7% from the previous year.
During 2014/15, Council’s Local Laws team attended to a total of 4,245 customer requests:
- 1560 Animal Related requests
- 1229 Local Laws requests
- 1456 Traffic related requests
During 2014/15, a total of 13,988 infringements were issued:
- Parking 12,705
- Animals 1,120
- Liquor 45
- Local Laws 89
- EPA 29
- 106 Matters were prosecuted in Magistrates Court
A total of 923 vacant land inspections were undertaken prior to 2014/15 summer fire danger period to
support bushfire prevention objectives
During 2014/15
• A total of six Maroondah Consultative Committee meetings were held
• A total of two Equal Opportunity meetings were held
• A total of six Occupational Health and Safety Steering Committees were held and 39 local
Occupational Health and Safety committee meetings were held with five designated working areas
A total of 5,643 requests were received by Council’s IT helpdesk system (Spiceworks).
• 63.64% were completed within one business day
• 22.04% were completed within one business week
• 14.32% were completed in the period over one business week
Community engagement activity at the 2015 Australia Day Event at Ringwood Lake
Corporate Governance
The Victorian Constitution Act 1975 describes local government as a distinct and essential tier of
government consisting of democratically elected Councils having the functions and powers that the
Parliament considers are necessary to ensure the peace, order and good government of each municipal
district.
Maroondah City Council is constituted under the Local Government Act 1989 to provide democratic local
government for the Maroondah community. The purposes and objectives of Council as well as the functions
and powers of a local government are also defined in the Act.
Democratic governance in Maroondah is supported by policies and protocols associated with both the
functions of Council and of Council employees.
Council’s formal decision-making processes are conducted through Council meetings and Special
Committees of Council. Council delegates the specific functions to Council employees. These delegations
are exercised in accordance with adopted Council policies.
Council meetings
Council determines policy and makes other decisions at Council Meetings on an ongoing basis. Policies
and budgets endorsed by Council provide the framework for the provision of services and programs and for
day-to-day operational decision-making.
Council employees provide advice and expertise to assist Council decision-making. At formal Council
meetings, the CEO and Directors present written reports on matters requiring a Council decision. These
reports make up the Council meeting agenda and provide background to, details of and recommendations
about each matter being considered. Councillors make the final decision.
Council meetings are open to the public and held on Monday evenings on a monthly basis. Due to issues of
timing it is sometimes necessary for Special Council Meetings to be called to consider specific matters.
The Local Government Act 1989 [s.89(2)] allows Council to resolve that the meeting be closed to the
public, if matters of a confidential nature are to be discussed.
Meetings are conducted in accordance with the provisions of Council’s Local Law No. 7 - Meetings
Procedure & Use of Common Seal, the objectives of which are to:
• Regulate the proceedings of Ordinary and Special Meetings of the Maroondah City Council
• Elect the Mayor and Acting Chairman
• Govern use of the Common Seal of the Maroondah City Council and the proceedings of Special
Committees.
The Council meeting agenda is available on Council’s website from 12 midday on the Friday preceding the
meeting and from Council’s Service Centres on the Friday preceding the meeting.
All Councillors and employees are required to disclose any conflict of interest in relation to any item to be
discussed at Council meetings. If a conflict of interest exists, Councillors are required to leave the room
when voting on an item occurs. Time is made available during ordinary meetings for questions from the
public in accordance with guidelines prescribed in Local Law No. 7.
Delegations
Council has delegated specific functions to nominated employees, which enables routine decisions to be
made more speedily and ensures that Council meetings are not tied up with procedural and operational
administrative decisions. It also enables Council to utilise the technical knowledge, training and experience
of its employees to provide the best possible service to the community.
Delegations are made by resolution of Council at a formal Council meeting and specify the degree of
decision making and action for which employees are empowered. In exercising their delegated powers,
employees must observe the strategies, policies and guidelines that have been adopted by Council.
Through the CEO, Directors and Managers, Council monitors the actions of its employees to ensure that
they exercise their delegated authority within the general framework it has determined. Employees to whom
delegated authority has been given include the CEO, Directors, Managers, planning employees,
environmental health employees, local laws employees and Municipal Building Surveyor and building
surveyors. Many routine decisions of Council are made by these employees.
Council is required to review its delegations to employees within twelve months of each general Council
election. Council must also keep a register of all delegations, which is available for public inspection.
Mayoral election
The Maroondah City Council Mayor is elected by the Councillors for a one year term. Cr. Tony Dib JP was
elected as the 19th Mayor of Maroondah City Council for 2014/15 at a Council meeting on 5 November
2014. The role of Mayor is significant as a community leader and Council spokesperson. The Mayor
performs an important leadership, social and ceremonial function and chairs all Council meetings.
Councillor Code of Conduct
Under Section 76C of the Local Government Act 1989, Councils are required to develop and approve a
Councillor Code of Conduct within twelve months after each general Council election. Maroondah City
Council adopted a revised Code of Conduct on 21 October 2013 and the code is due for review in 2017.
The code requires that all Councillors:
• Act with integrity
• Exercise their responsibilities impartially in the interests of the local community
• Not make improper use of their position to advantage or disadvantage any person
• Avoid conflicts between their public duties as Councillors and their personal interests and
obligations
• Act honestly and avoid making verbal or written statements and avoid actions that may mislead a
person
• Treat all persons with respect and will show due respect for the opinions, beliefs, rights and
responsibilities of other Councillors, Council employees and other people
• Exercise reasonable care and diligence and submit to lawful scrutiny that is appropriate to their
office
• Ensure that public resources are used prudently and solely in the public interest
• Act lawfully and in accordance with the trust placed in them as elected representatives of their
community
• Support and promote these principles by leadership and example so as to ensure the public has
confidence in the office of Councillor
Councillor representation and attendance
There are two types of bodies requiring formal Council representation, either Council led or where Council
participates. Council led bodies/advisory groups have been initiated by Council and are serviced
administratively. They typically consider in-depth issues that are related to Council policy or activities. Their
primary purpose is to advise Council on various issues. An extension of these committees has been the
development of internal committees with a large degree of community representation. External bodies
where Council participates are outside the control of Council as they operate under their own charter and
determine their own procedures, policies and practices. In these instances, Council involvement is to
participate and influence the activities of those external groups where activities are in Maroondah’s interest.
Committee representation is reviewed on an annual basis and coincides with the election of Mayor.
Convention indicates that where the Mayor is a member of a Council led committee; they would
automatically act as chairperson, unless they relinquish that role. In accordance with good governance
practice, the Mayor may exercise the option to attend any Committee in an ex-officio capacity if he or she is
not a specific member of a committee.
From July 2014 to June 2015, eleven (11) ordinary Council meetings and one (1) Special Council meetings
were held. Councillor attendance at the meetings in 2014/15 was as follows:
Councillor attendance at Council Meetings – July 2014 to June 2015
Councillors
Cr. Tony Dib JP
Meetings
eligible to
attend
Ordinary
Council
Meetings
Attendance
Special
Total
Council
attendance
Meetings
12
9
1
10
Cr. Christina Gleeson
12
9
0
9
Cr. Natalie Thomas
12
9
1
10
Cr. Ann Fraser*
1
0
-
0
Cr. Nora Lamont
12
9
1
10
Cr. Mary Anne Lowe**
9
5
1
6
Cr. Samantha Marks
12
6
1
7
Cr. Liam Fitzgerald
12
11
1
12
Cr. Rob Steane
12
11
1
12
Cr. Les Willmott JP
12
11
1
12
(Mayor: November 2014 to June 2015)
(Mayor: July 2014 to November 2014)
* Cr. Ann Fraser passed away on 8 August 2014
** After a count back by the Victorian Electoral Commission on 11 September 2014, Mary Anne Lowe was sworn in as a Councillor
on 20 October 2014.
Council involvement on advisory committees
These committees provide Council advice from key stakeholders on a range of issues.
Representation on Council Advisory Committees
Council Advisory
Committee
Audit and Risk Advisory
Committee
Disability Advisory
Committee
Council Representative/s
July to November 2014: Mayor of the Day – Cr. Les Willmott JP, and Cr.
Dib JP
November 2014 to June 2015: Mayor of the Day – Cr. Dib JP and Cr. Les
Willmott JP
July to November 2014: Cr. Fitzgerald and Cr. Lamont
November 2014 to June 2015: Cr. Fitzgerald and Cr. Lamont
Substitute representatives
• Cr. Thomas and Program Manager Community Planning &
Development
Maroondah Community
Safety Committee
July to August 2014: Cr. Gleeson, Cr. Steane and Cr. Fraser
August to November 2014: Cr. Gleeson and Cr. Steane
November 2014 to June 2015: Cr. Gleeson, Cr. Steane and Cr. Lamont
Substitute representative
• Community Safety Officer
Maroondah Community
Wellbeing Committee
July to November 2014: Cr. Fitzgerald, Cr. Lamont and Cr. Steane
November 2014 to June 2015: Cr. Lamont and Cr. Marks
• July to November 2014: Social Planning and Development Officer
and/or Program Manager Community Planning & Development
• November 2014 to June 2015: Cr. Lowe and Social Planning and
Development Officer and/or Program Manager Community
Planning & Development
Maroondah Environment
Advisory Committee*
August to November 2014: Cr. Gleeson, Cr. Marks and Cr. Willmott
November 2014 to June 2015: Cr. Gleeson, Cr. Marks and Cr. Willmott
* Established in August 2014
Council involvement in external committees
These regional committees provide Council with the opportunity to advocate on behalf of local residents on
a broad range of issues.
Representation on External Committees
External Committee
Eastern Affordable
Housing Alliance
July to November 2014: Cr. Dib JP
November 2014 to June 2015: Cr. Thomas
• July to November 2014: Cr. Fitzgerald, Program Manager Community
Planning & Development and/or Manager Integrated Planning
• November 2013 to June 2014: Cr. Dib JP, Program Manager Community
Planning & Development and/or Manager Integrated Planning
Eastern Regional
Libraries Corporation
July to November 2014: Cr. Gleeson and Cr. Thomas
November 2014 to June 2015: Cr. Lowe and Cr. Marks
• July to November 2014: Cr. Marks, Cr. Willmott and Director Community
& Leisure Services (or nominee)
• November 2014 to June 2015: Cr. Thomas and Cr. Willmott
Eastern Transport
Coalition
July to August 2014: Cr. Fraser
August to November 2014: Cr. Marks
November 2014 to June 2015: Cr. Fitzgerald
• July to August 2014: Cr. Marks and Strategic & Transport Planner
• August to November 2014: Strategic & Transport Planner
• November 2014 to June 2015: Strategic & Transport Planner
Metropolitan Waste
Management Group –
Waste Management
Forum
July to November 2014: Cr. Willmott JP
November 2014 to June 2015: Cr. Willmott JP
Municipal
Association of
Victoria
July to November 2014: Mayor of the Day – Cr. Les Willmott JP
November 2014 to June 2015: Cr. Les Willmott JP
National Local
Government Drug
and Alcohol Advisory
Committee
July to November 2014: Cr. Steane
November 2014 to June 2015: Cr. Steane
• July to November 2014: Cr. Dib JP, Director Corporate Services, Finance
Project Accountant and Waste Management Coordinator
• November 2014 to June 2015: Director Corporate Services, Finance
Project Accountant and Waste Management Coordinator
• July to November 2014: Cr. Dib JP
• November 2014 to June 2015: None
• July to November 20134: Cr. Gleeson
• November 2014 to June 2015: Cr. Gleeson
Council involvement in external committees (continued...)
Representation on External Committees
External Committee
Roadsafe – Melbourne
Eastern Ranges Inc.
July to August 2014: Cr. Fraser
August to November 2014: Cr. Marks
November 2014 to June 2015: Cr. Lowe
• July to November 2014: Cr. Marks and Community Safety Officer
• August to November 2014: Community Safety Officer
• November 2014 to June 2015: Cr. Marks and Community Safety
Officer
Councillor Allowances
In accordance with Section 74 of the Local Government Act 1989, Councillors are entitled to receive an
allowance while performing their duty as a Councillor. The Mayor is also entitled to receive a higher
allowance.
The Victorian Government sets the upper and lower limits for all allowances paid to Councillors and
Mayors. Councils are divided into three categories based on the income and population of each Council.
Maroondah City Council is recognised as a category two Council.
The following table contains a summary of the allowances paid to each councillor during the year.
Councillor Allowances 2014/15
Councillor
Cr. Tony Dib JP (Mayor: November 2014 to June 2015)
Cr. Christina Gleeson
Cr. Natalie Thomas
Cr. Ann Fraser*
Cr. Nora Lamont
Cr. Mary Anne Lowe**
Cr. Samantha Marks
Cr. Liam Fitzgerald
Cr. Rob Steane
Cr. Les Willmott JP (Mayor: July 2014 to November 2014)
Allowance
$61,389
$25,513
$25,513
$2,091
$25,513
$20,565
$25,513
$25,513
$25,513
$43,063
* Cr. Ann Fraser passed away on 8 August 2014
** After a count back by the Victorian Electoral Commission on 11 September 2014, Mary Anne Lowe was sworn in as a Councillor
on 20 October 2014.
Conflict of interest
The Local Government Act 1989 defines the circumstances that give rise to a conflict of interest for
Councillors, Council employees and members of Council special committees. It also specifies the actions
that should be taken to resolve a conflict of interest.
Councillors are elected by the residents and ratepayers of their municipality to act in the best interests of
the community. This is a position of trust and it needs to be clear that Councillors are acting in the public
interest. When a Council delegates its powers to a Council officer or a committee, the officer or the
Committee Members also need to act in the public interest.
A person in public office has a conflict of interest when they have a personal or private interest that might
compromise their ability to act in the public interest. A conflict of interest exists even if no improper act
results from it. In general terms, a person has a conflict of interest if they have a direct interest in a matter,
including where they are likely to directly gain or lose financially. A conflict of interest also exists where a
person has one or more of the following six types of indirect interest:
•
•
•
•
•
•
An indirect interest because of a close association with a family member, relative or housemate who
has a defined interest,
An indirect financial interest, including holding shares above a certain value in a company with a
direct interest,
A conflict of duty arising from having particular responsibilities to a person or organisation with a
direct interest,
Having received an applicable gift or gifts totalling $500 in value over a 5 year period,
Being a party to the matter by having become a party to civil proceedings in relation to the matter,
Where there is a reasonable likelihood of the person’s residential amenity being altered.
Councillors and senior management are reminded weekly of the need to disclose any conflicts, and the
appropriate forms are provided. Declaration of a conflict of interest is a standard agenda item for all
Ordinary Council, Special Council, Assembly and Committee meetings. While the procedures may vary
depending on the circumstances, in general they involve disclosing the relevant interests in a specific way
and then stepping aside from the relevant decision-making process or from the exercise of their public duty.
A register is maintained to record all disclosed conflict of interests.
During 2014/15, eight (8) conflict of interest disclosures were made at special and ordinary meetings of
Council.
Conflict of Interest Disclosures at Ordinary and Special Meetings of Council
Councillor
Officer
Total
Direct interest (section 77B)
3
0
3
Indirect interest by close association (section 78)
1
1
2
Indirect financial interest (section 78A)
1
0
1
Indirect interest because of conflicting duties (section 78B)
0
1
1
1
0
1
0
0
0
0
0
0
0
0
0
Indirect interest due to receipt of a gift, being of $200 value or
more (section 78C)
Indirect interest as a consequence of becoming party to civil
proceedings (section 78D)
Indirect interest because of impact on residential amenity (section
78E)
Conflicting personal interest (section 79B)
Accountability
Audit and Risk Advisory Committee
The Audit and Risk Advisory Committee is established pursuant to Section 139 of the Local Government
Act 1989 to assist Council in the discharge of its responsibility for financial reporting, maintaining internal
controls, protecting the integrity of Council assets and facilitating good corporate governance. The
Committee has an independent monitoring role and reports directly to Council.
Role
The role of the Audit and Risk Advisory Committee is to oversee, monitor and report upon the effectiveness
of Council in carrying out its responsibilities for accountable financial management, good corporate
governance, maintaining a system of internal control and risk management, and fostering an ethical
environment.
Responsibilities
The responsibilities of the Audit & Risk Advisory Committee include providing assurance that:
• Financial and management reporting is reliable
• High standards of corporate governance are maintained
• Accounting policies are appropriate
• Council maintains compliance with all relevant legislation and regulations
• Risk management frameworks are effective
• Internal and external audit functions are effective and efficient
• Business continuity and disaster recovery planning is appropriate and effective
• Council maintains and fosters an ethical environment
Key activities
The Committee met on a quarterly basis during 2014/15 and its activities included a
• A detailed review of quarterly and annual financial statements
• Identification and assessment of risks
• Assessing the content and priorities of the internal audit program
• Reviewing results from the conduct of internal audits
Membership
Membership consists of five members, three external members (one of which is the chair), the Mayor and
one additional Councillor. Councillor representatives are appointed annually. External member positions
are advertised and successful candidates are appointed for a three year term with a maximum of six years.
The Chief Executive, Director Corporate Services, Manager Finance & Governance attend for advice and
administrative support while the internal auditor and the external auditor attend meetings by invitation, to
assist the committee with information requests.
Audit and Risk Advisory Committee membership
External
Members
Councillor
Members
July to December 2014
January to July 2015
Dr John Purchell (Chair)
Mr Hugh Parkes
Ms Julie Postma
Cr. Les Willmott JP (Mayor)
Cr. Tony Dib JP
Dr John Purchell (Chair)
Mr Hugh Parkes
Mr Bruce Potgieter
Cr. Tony Dib JP (Mayor)
Cr. Les Willmott JP
External audit
Council is externally audited by the Victorian Auditor-General. In 2009, the Office of the Auditor-General
appointed L D Assurance Chartered Accountants as their representative for a five year term. An external
audit is undertaken each year on Council’s Financial and Standard Statements, and Performance
Statement.
Risk Management
Maroondah City Council continues its commitment to proactive risk management as an integral part of its
corporate governance system and operational service delivery performance. The fundamental aim is to
support and enable Council to achieve its objectives through the identification and management of risks
and the maximisation of opportunities.
Enterprise Risk Management
A risk management framework is defined as a set of components that provide the foundations and
organisational arrangements for designing, implementing, monitoring, reviewing and continually improving
risk management throughout the organisation. In early 2015 Council adopted an enhanced Risk
Management Framework to set the base to manage risk moving forward.
The purpose of the Risk Management Strategic Plan is to align effective risk management practices across
Council within a common framework, based on the Australian standard. The effectiveness of embedding
such a framework is measured by its state of maturity of the management of Councils risk. Council is
focussed on actively developing a consistent risk aware culture, increasing knowledge and application in
decision making processes, leadership commitment, regular reporting and evaluation. The Risk
Management Strategic Plan reflects the current risk activity within Council.
Risk Register
The Risk Register includes strategic and operational risks and is reviewed in its entirety on an annual basis.
The fundamental risk assessment process is used in the identification, treatment and rating of risks. This
review includes evaluation of the existing risks and addition of new or emerging risks. Treatment plans are
also formulated for any high or extreme level risks, to lower the level of risk to a more acceptable
medium/low risk target.
Council has purchased risk management software which will be rolled out to managers in late 2015. Once
implemented, the Integrated Risk Manager software will streamline the identification and management of
risk. The software also integrates with service delivery planning and human resource management
software as part of the new Integrated Planning System.
Risk Management Committees
The Risk Management Advisory Group, maintains its key function to monitor the risk management
framework across Council and has broad management representation across twelve operational service
areas. Activities of this Group are routinely reported to the Audit and Risk Advisory Committee.
The fundamental aim is to support and enable Council to achieve its objectives through the identification
and management of risks and the maximisation of opportunities. The Risk Management Strategic Action
Plan is reviewed by the Risk Management Advisory Group at every meeting.
Occupational Health and Safety
Maroondah City Council continues to meet its Occupational Health and Safety (OH&S) obligations through
the provision of a safe working environment.
Council has well-established processes in place relating to the reporting mechanisms including appropriate
corrective actions systems.
Consultation on health and safety related matters occur via several methods including, but not limited to,
the Steering and Local Area OH&S Committees.
Council is committed to providing all new and existing employees, Councillors, consultants, contractors and
volunteers with information, instruction, equipment, training and supervision to enable them to work safely.
Occupational Health and Safety forms a major component of the induction program provided to new
employees.
Continuous improvement of Council's safety management system occurs via periodic review, including
internal and external audit processes. Continued improvement in the area of Injury Management has
resulted in a continued reduction in Worker Compensation costs and improved outcomes for injured
workers.
Equal Opportunity, Harassment and Bulling
Prevention Strategy
Maroondah City Council is committed to providing a workplace free of all forms of unlawful discrimination,
harassment, victimisation, bullying and vilification and aims for equality of opportunity for all employees,
Councillors, consultants, contractors and volunteers .
Discrimination, harassment, victimisation, bullying and vilification are not only unacceptable at Council, they
are unlawful and Council will ensure that all employees, Councillors, consultants, contractors and
volunteers are educated in the prevention of unlawful EO acts.
Maroondah City Council is committed to:
• Creating a working environment which is free from discrimination, harassment, victimisation bullying and
vilification where all employees, Councillors, consultants, contractors and volunteers are treated with
dignity, courtesy and respect
• Implementing training and awareness raising strategies to ensure that all parties know their rights and
responsibilities, as far as is reasonably practicable
• Providing an effective procedure for complaints raising and resolution based on the principles of natural
justice
• Treating all complaints in a sensitive, fair, timely and confidential manner
• Guaranteeing protection from any victimisation or reprisals
• Encouraging the reporting of behaviour which breaches this policy
• Promoting appropriate standards of conduct at all times.
All three performance indicators were met during the 2014/15 period:
• The Equal Opportunity Committee will meet two to three times per year to review issues and identify
opportunities for education and organisational improvement.
• All new recruits will undertake mandatory eLearning compliance modules (i.e. Equal Opportunity, Work
Health and Safety and Workplace Bullying) as well as undertake appropriate face-to-face induction
education.
• Every two years on a cyclical basis Maroondah City Council provides Equal Opportunity refresher
training.
Legislation
Council delivers a wide range of services and operates within a highly regulated environment. These Acts
and regulations can either:
• have a direct impact on Council and require significant compliance,
• contain specific provisions relevant to Council and/or
• have indirect influence and require some knowledge by employees carrying out their duties.
A list of legislation that impacts upon Council activities (but is not limited to) is identified below:
Legislation (A-G)
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Aboriginal Heritage Act 2006
Aged Care Act 1997 (Commonwealth)
Associations Incorporation Reform Act 2012
Australian Accounting Standards
Building Act 1993
Building Regulations 2006
Carers Recognition Act 2012
Catchment And Land Protection Act 1994
Charter of Human Rights and Responsibilities Act 2006
Children Youth And Families Act 2005
Children’s Services Act 1996
Climate Change Act 2010
Conservation, Forests And Land Act 1987
Country Fire Authority Act 1958
Country Fire Authority Regulations 2004
Crown Land (Reserves) Act 1978
Cultural And Recreational Lands Act 1963
Dangerous Goods (Explosives) Regulations 2011
Dangerous Goods Act 1985
Disability Act 2006
Domestic Animals Act 1994
Drugs, Poisons And Controlled Substances Regulations 2006
Education and Care Services National Law Act 2010
Education and Care Services National Regulations 2011
Education And Training Reform Act 2006
Electricity Safety Act 1998
Emergency Management Act 1986
Environment Protection Act 1970
Estate Agents Act 1980
Fences Act 1968
Fire Services Property Levy Act 2012
Flora And Fauna Guarantee Act 1988
Food Act 1984
Freedom Of Information Act 1982
Gambling Regulation Act 2003
Geographical Place Names Act 1998
Geothermal Energy Resources Regulations 2006
Graffiti Prevention Act 2007
Legislation continued... (H-S)
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Health (Immunisation) Regulations 1999
Health (Prescribed Accommodation) Regulations 2010
Health Records Act 2001
Heavy Vehicle National Law 2012
Heavy Vehicle National Law Application Act 2013
Heritage Act 1995
Housing Act 1983
Impounding Of Livestock Act 1994
Independent Broad-Based Anti-Corruption Commission Act 2011
Infringements (General) Regulations 2006
Infringements Act 2006
Land Acquisition And Compensation Act 1986
Land Acquisition And Compensation Regulations 2010
Land Act 1958
Liquor Control Reform Act 1998
Local Government (Electoral) Regulations 2005
Local Government (Finance And Reporting) Regulations 2004
Local Government (General) Regulations 2004
Local Government (Long Service Leave) Regulations 2012
Local Government Act 1989
Local Government (Planning and Reporting) Regulations 2014
Magistrates' Court Act 1989
Major Transport Projects Facilitation Act 2009
Metropolitan Fire Brigades Act 1958
Mineral Resources (Sustainable Development) Act 1990
Occupational Health and Safety Act 2004
Occupational Health And Safety Regulations 2007
Privacy and Data Protection Act 2014
Planning and Environment Act 1987
Planning and Environment Regulations 2005
Planning and Environment (Fees) Further Interim Regulations 2014
Protected Disclosure Act 2012
Public Health And Wellbeing Act 2008
Public Health And Wellbeing Regulations 2009
Public Records Act 1973
Road Management Act 2004
Road Safety (General) Regulations 2009
Road Safety (Road Rules) Regulations 2009
Road Safety (Traffic Management) Regulations 2009
Road Safety (Vehicles) Regulations 2009
Road Safety Act 1986
Road Safety Road Rules 2009
Second Hand Dealers And Pawnbrokers Act 1989
Sex Work Act 1994
Sheriff Act 2009
Sport And Recreation Act 1972
Subdivision (Fees) Further Interim Regulations 2013
Subdivision (Procedures) Regulations 2011
Subdivision (Registrar's Requirements) Regulations 2011
Subdivision Act 1988
Summary Offences Act 1966
Legislation continued... (T-Z)
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Tobacco Act 1987
Transfer Of Land Act 1958
Transport (Safety Schemes Compliance And Enforcement) Act 2014
Transport Integration Act 2010
Urban Renewal Authority Victoria Act 2003
Valuation Of Land Act 1960
Victoria Grants Commission Act 1976
Victoria State Emergency Service Act 2005
Victorian Inspectorate Act 2011
Water Act 1989
The full text of Victorian Acts and Regulations can be found online at: http://www.austlii.edu.au/au/vic/
Full text of Commonwealth legislation can be found online at: http://www.austlii.edu.au/au/
Victorian Local Government Performance Reporting
Framework: Governance and management checklist
The following statement provides the results in the prescribed form of Council’s assessment against the
governance and management checklist as part of the Local Government Performance Reporting
Framework.
Governance and Management Items
Assessment
1
Policy
Community engagement policy (policy outlining
council’s commitment to engaging with the community
on matters of public interest)

Date of operation of current policy:
20 October 2008
This policy is currently under review and
will be presented to Council for formal
consideration in 2015/16.
2
3
4
5
Community engagement guidelines (guidelines to
assist staff to determine when and how to engage with
the community)
No guidelines
Strategic Resource Plan (plan under section 126 of
the Act outlining the financial and non-financial
resources required for at least the next 4 financial
years)
Adopted in accordance with section 126
of the Local Government Act 1989
Annual budget (plan under section 130 of the Act
setting out the services to be provided and initiatives to
be undertaken over the next 12 months and the funding
and other resources required)
Adopted in accordance with section 130
Asset management plans (plans that set out the
asset maintenance and renewal needs for key
infrastructure asset classes for at least the next
10 years)

Reason for no guidelines:
Guidelines are currently being developed
and are expected to be finalised by 30
June 2016.

Date of adoption: 22 June 2015

Date of adoption: 22 June 2015
Plan under review

The major review and amendment of
Council’s Asset Management Plan has
been completed and the Plan will be
presented for formal adoption during
2015/16.
The Asset Management Plan is now a
single document with sections for each
asset class: roads, car parks, laneways
and rights-of-way, kerb and channel,
traffic management devices, pathways,
bridges and walkways, park inventory,
trees and stormwater drainage.
6
Rating strategy (strategy setting out the rating
structure of Council to levy rates and charges
Strategy

Date of operation of current strategy: 22
June 2015
7
8
9
Assessment
Risk policy (policy outlining Council’s commitment
and approach to minimising the risks to Council’s
operations)
Policy
Fraud policy (policy outlining council’s commitment
and approach to minimising the risk of fraud)
Policy
Municipal emergency management plan (plan
under section 20 of the Emergency Management Act
1986 for emergency prevention, response and
recovery)
Prepared and maintained in accordance
with section 20 of the Emergency
Management Act 1986

Date of operation of current policy: 8 July
2014

Date of operation of current policy: 30 July
2013

Date of preparation: 20 March 2014
10 Procurement policy (policy under section 186A of the
Local Government Act 1989 outlining the matters,
practices and procedures that will apply to all
purchases of goods, services and works)
Prepared and approved in accordance
with section 186A of the Local
Government Act 1989

Date of approval: 20 January 2015
11
12
13
14
15
16
17
Business continuity plan (plan setting out the
actions that will be undertaken to ensure that key
services continue to operate in the event of a disaster)
Plan under review
Disaster recovery plan (plan setting out the actions
that will be undertaken to recover and restore
business capability in the event of a disaster)
Plan
Risk management framework (framework outlining
council’s approach to managing risks to the Council’s
operations)
Framework
Audit Committee (advisory committee of council
under section 139 of the Act whose role is to oversee
the integrity of a council’s financial reporting,
processes to manage risks to the council’s operations
and for compliance with applicable legal, ethical, and
regulatory requirements)
Established in accordance with section
139 of the Local Government Act 1989
Internal audit (independent accounting professionals
engaged by the council to provide analyses and
recommendations aimed at improving council’s
governance, risk and management controls)
Engaged
Performance reporting framework (a set of
indicators measuring financial and non-financial
performance, including the performance indicators
referred to in section 131 of the Act)
Council Plan reporting (report reviewing the
performance of the council against the Council Plan,
including the results in relation to the strategic
indicators, for the first six months of the financial year)

Council is currently undertaking a review
of its Business Continuity Plan and this
will be completed during 2015/16.

Date of approval: 11 July 2014

Date of operation of current framework:
24 February 2015

Date of establishment: 1 October 1994

Date of engagement of current provider: 1
September 2012
Framework

Date of operation of current framework:
30 June 2015
Report
Date of report for the first six months of
financial year: 24 February 2015

18
Assessment
Financial reporting (quarterly statements to Council
under section 138 of the Act comparing budgeted
revenue and expenditure with actual revenue and
expenditure)
Statements presented to council in
accordance with section 138(1) of the

Date quarterly statements presented:
25 August 2014, 24 November 2014, 16
February 2015 and 19 May 2015
19
20
21
Risk reporting (six-monthly reports of strategic risks
to council’s operations, their likelihood and
consequences of occurring and risk minimisation
strategies)
Report

Performance reporting (six-monthly reports of
indicators measuring the results against financial and
non-financial performance, including performance
indicators referred to in section 131 of the Act)
Report

Annual report (annual report under sections 131, 132
and 133 of the Act to the community containing a
report of operations and audited financial and
performance statements)
Considered at a meeting of Council in
accordance with section 134 of the Local
Government Act 1989

Date statements presented: 20 October
2014
22
23
24
Councillor Code of Conduct (Code under section
76C of the Act setting out the conduct principles and
the dispute resolution processes to be followed by
Councillors)
Reviewed in accordance with section 76C
Delegations (a document setting out the powers,
duties and functions of council and the Chief
Executive Officer that have been delegated to
members of staff)
Reviewed in accordance with section
98(6) of the Local Government Act 1989
Meeting procedures (a local law governing the
conduct of meetings of council and special
committees)
Meeting procedures local law made in
accordance with section 91(1) of the Local
Government Act 1989

Date reviewed: 21 October 2013

Date of review: 25 August 2014

Date local law made: 16 August 2010
I certify that this information presents fairly the status of Council’s governance and management arrangements.
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Steve Kozlowski
Dated: 3 September 2015
Cr Tony Dib JP
Mayor
Dated: 3 September 2015
Statutory information
The information in this section is provided in accordance with legislative and other requirements applying to
Council. Topics within this section and the applicable legislation/regulations are listed below:
Statutory Information
Topic
Relevant legislation/regulation (if applicable)
Best Value Reporting
Local Government (Best Value Principles)
Act 1999
Carers Recognition
Carers Recognition Act 2012
Disability Policy and Action Plan
Disability Act 2008
Documents to be made available for public
inspection
Domestic Animal Management
Domestic Animals Act 1994
Food Act Ministerial Directions
Food Act 1984
Freedom of Information requests
Freedom of Information Act 1982
Local Laws
Privacy
Privacy and Data Protection Act 2014 and
the Health Records Act 2001
Procurement
Protected Disclosure
Protected Disclosure Act 2012
Road Management
Road Management Act 2004
Victorian Local Government Indicators
Framework: Service Performance Indicators
Local Government Act 1989 and Local
Government (Planning and Reporting)
Regulations 2014
Best Value Reporting
In December 1999, the Victorian Government passed the Local Government (Best Value Principles) Act
1999 (the Act), which required Councils to review all their services against six Best Value principles. The
legislation was introduced to replace the Compulsive Competitive Tendering that had been introduced in
1994. The Best Value principles aim to ensure that local government services are the best available and
meet the needs of the community.
The Best Value principles as set out in Section 208B of the Act are:
1) All services provided by a Council must meet quality and cost standards.
2) All services provided by a Council must be responsive to the needs of the community.
3) Each service provided by a Council must be accessible to those members of the community for
whom the service is intended.
4) A Council must achieve continuous improvement in the provision of services for its community.
5) A Council must develop a program of regular consultation with its community in relation to the
services it provides.
6) A Council must report regularly to its community on its achievements in relation to Best Value.
Best Value principles allow Council to benchmark services, assess their efficiency and gauge the extent to
which they meet community needs. The aim is to improve the responsiveness, quality, efficiency,
accessibility and value of the services Council provides to the community.
At Maroondah City Council, an integrated planning framework ensures that Council strategies and financial
resources are aligned in order to deliver the objectives outlined in the Maroondah 2040 Community Vision:
Our Future Together and the Maroondah City Council Plan 2013-2017. Within this planning framework, an
annual service delivery planning process incorporates reference to Best Value principles to ensure that all
of Council services continue to meet the changing needs of the community.
To ensure a continuous improvement approach to the provision of Council services, a wide range of service
delivery, information systems, human resource, process, physical infrastructure and community
engagement improvement initiatives were implemented during 2013/14. Some of these initiatives are
highlighted below.
Service delivery improvements
Home and community care (HACC) improvements
Community members aged over 65 and those with a disability have benefited from the newly HACC funded
Occupational Therapy and Short Term Case Management services implemented in 14/15. The HACC
Supported Residential Services (SRS) Program ran its first multimedia program and exhibition including the
SRS band, Synergy, performing at a number of gigs. A Dementia Carers Support Group also commenced
to support those residents caring for someone with dementia
Maroondah Seniors Register now managed by Council
Council has taken over the management of the Maroondah Police Seniors Register to continue to support
our most vulnerable residents in partnership with Victoria Police and Croydon RSL.
‘Start the Conversation’ Project
Council initiated a new steering group ‘R.A.W.(R)’ of young people to support the delivery of the ‘Start the
Conversation’ project, which aims to increase the inclusion of same sex attracted, sex and gender diverse
young people in Maroondah.
‘Mental Health & Us’ initiative
This new School Focused Youth Service (SFYS) initiative was developed in collaboration across the Knox,
Maroondah, Whitehorse and Yarra Ranges LGAs. ‘Mental Health and Us’ is a peer-focused program that
assists young people to support each other and clearly understand when and how they seek support for
themselves and their friends. The Program is delivered in school settings, and facilitator training sessions
have been held so that the program can be delivered by workers by a range of youth organisations and
local schools.
Introduction of ‘Raw Talent’
A number of Council service areas worked together to deliver ‘Raw Talent’, an exhibition that showcased
the work of talented and inspiring young artists living, working or studying in Maroondah.
CALD involvement in water safety programs
Council has improved the participation of culturally and linguistically diverse (CALD) communities in water
safety programs during 2014/15 by encouraging participation of mothers groups and school aged children.
A total of six recently arrived CALD communities participated in aquatic education during 2014/15.
Launch of Royal Life Saving Grey Medallion Program
During 2014/15, Council promoted and launched the Royal Life saving Grey Medallion program that helps
adults over 55 improve their water safety and lifesaving skills by participating in personal survival
techniques, improved swimming technique, how to deal with an emergency situation and a thorough
understanding of water safety in order to reduce the possibility of drowning.
Information systems improvements
Data communications
During 2014/15, Council improved data communications for some of Council’s sites, including Wyreena.
Council is also continuing to work toward providing a faster Internet link for the internal users.
Geographic Information System enhancements
Council introduced the ‘Near Map’ Geographic Information System which was made available to all internal
users. The procurement of up-to-date aerial photography during 2014/15 has ensured data accuracy and
up-to-date information is available to both Council employees and the general community. GPS tracking
has also be installed to Council’s Road Sweeper to assist Council’s response to Street Sweeping Enquiries
Server upgrade
During 2014/15, Council moved software applications to newer versions of Windows Server and MS SQL
Server which has enabled improved performances for corporate applications.
Enhancement of on-line engagement
Council has continued to use a number of social media tools to engage with the community. Council has
focussed on introducing a range of social media channels with a total of 14 channels in current active use.
Process improvements
Animal registrations process
During 2014/15, Council changed the process of providing annual reminders to owners that had not
renewed their animal registrations. This process assists in identifying animals that are longer in the
municipality and reminding owners via a phone call that may have forgotten or misplaced their registration
renewal. Positive feedback was received from animal owners regarding this direct contact method. Support
from Council’s customer service area ensured that all calls were completed in a much shorter time frame
during normal business hours.
Disabled Parking Permits process
During 2014/15, Council implemented a revised reminder process for Disabled Parking Permits. Under this
revised system, a call will be made directly to the permit holder. If identification can be established, a
renewed permit will be mailed out without requiring customer to visit a customer service centre or provide
further medical evidence.
VicSmart planning application process
As required by Victorian Government, Council implemented the VicSmart planning application process
aimed at improving the efficiency and effectiveness of the planning system. During 2014/15, a total 281
applications were received. Under the new system, these applications now have a ten day timeframe,
compared with the previous 60 day timeframe. Improved internal processes and the application of
technology resulted in 280 of these 281 applications being processed in under ten days.
Engineering Development Approvals System Review
A review of Council’s Development Approval System has been undertaken in conjunction with a general
Pathway improvement project. A number of improvements to operational processing systems were
achieved. With the implementation of this process, all first plans submitted are assessed within 40 working
days (8 weeks) and all amended plans submitted are assessed within ten working days (two weeks).
Commencement of an outbound calling service
Council’s customer contact team commenced an outboard calling service during the year with animal
registrations. The application of this service to other activities will be considered in 2015/16.
Partnership improvements
Establishment of Maroondah Environment Advisory Committee
The Maroondah Environment Advisory Committee was established in 2014/15 consisting of three
councillors and eight community representatives. The role of the Committee is to establish a collaborative
partnership between Council and key community stakeholders, to inform and advise Council on
environmental sustainability issues. The Committee has input into the development of plans and policies in
relation to environmental sustainability and helps to advance the environmental sustainability key
directions’ outlined in Maroondah 2040: Our future together.
New partnership with Migrant Information Centre and Lifesaving Victoria
During 2014/15, Council established a partnership with the Migrant Information Centre and Lifesaving
Victoria to deliver first aid and pool lifeguard training to a group of eight candidates, one of whom is now
employed as a Lifeguard at Aquanation and Aquahub. It is hoped that this program will be expanded
during 2015/16 to ensure everyone feels welcome at Maroondah Leisure facilities.
Eastland Employment Project
Council has established itself as the primary driver and independent broker of new employment positions at
Eastland, through a co-ordinated partnership with Eastland Management, new tenants, local job active
providers and training providers. As part of this project, the BizMatch Local Employment Portal was reengineered to highlight and prioritise the availability of employment opportunities.
Carers Recognition
Maroondah City Council has taken all practicable measures to comply with its responsibilities outlined in
the Carers Recognition Act 2012 (the Act). Council has promoted the principles of the Act to people in care
relationships who receive Council services, to people in care relationships, and to the wider community by:
• Distributing printed material through relevant Council services
• Displaying posters at Council community venues, including the Home and Community Care Intake
and Assessment Office, Food Services Sites, and the Social Inclusion and Wellbeing Centre
• Providing information regarding the Act to Maroondah Healthy Ageing Network, Maroondah Seniors
Register, Senior Citizens Clubs and Older Peoples Groups
• Providing links to Victorian Government resource materials on Council’s website
• Providing Information regarding the Act in the Home and Community Care Active and Healthy
Ageing Newsletter and Maroondah Healthy Ageing Network Chatterbox newsletter
• Providing written information regarding the Act within Home and Community Care Consumer
Information Packs
• Distributing printed material to all Home and Community Care Employees and volunteers
Council has taken all practicable measures to ensure employees, Council agents and volunteers working
for Council are informed about the principles and obligations of the Act by including information on the care
relationship in:
• Council induction and training programs for employees working in front-line positions with the
general community;
• Internal information sessions for Home and Community Care employees and volunteer team
meetings
• The provision of factsheets to all Home and Community Care employees and volunteers
Council has taken all practicable measures to review and modify policies, procedures and supports to
include recognition of the carer relationship and has provided the following additional activities and
resources to recognise the care relationship:
• Facilitation of the Maroondah Carer Support Group
• Commencement of a Dementia Carers Support Group
• Facilitation of the Dementia Specific Planned Activity Group Program to support carers of people
with dementia
• Identification and implementation of priority actions within the Home and Community Care Diversity
Plan to respond to the increasing number of people with dementia residing in Maroondah
• Shared training/professional development opportunities with other local services responding to
people with dementia and their carers
• Support carers of frail older people over 65 through the Council Short Term Case Management
program
• Council Occupational Therapist will work with carers to solve and improve safety issues in the
home and community.
Disability Policy and Action Plan
In accordance with section 38 of the Disability Act 2008, Council must report on the implementation of the
Disability Policy and Action Plan in its Annual Report. During 2014/15, Council undertook a review of its
Plan and prepared a new Plan for the 2015-2019 period.
Documents to be made available for public inspection
Council is committed to open and transparent governance. Section 222 of the Local Government Act 1989
(the Act) entitles any person to inspect and take copies where appropriate (subject to applicable fees, if
any) of prescribed documents and records. Pursuant to clause 11 of the Local Government (General)
Regulations 2004, the following are prescribed documents and records that were accessible at the Council
offices during normal working hours throughout 2014/15:
1) Details of current allowances fixed for the Mayor and Councillors
2) Ranges of senior employees’ remuneration
3) Details of overseas or interstate travel undertaken in an official capacity by Councillors or any
Council employee in the previous 12 months
4) Names of Councillors who submitted a return of interest during the financial year and the dates the
returns were submitted
5) Names of Employees of the Council who were required to and did submit a return of interest during
the financial year and the dates the returns were submitted
6) Register of interests kept under section 81 of the Act
7) Record of persons who inspect the register of interests (nb. limited inspection rights)
8) List of all Special Committees established by Council and the purpose for which each committee
was established
9) List of all Special Committees established by Council which were abolished or ceased to function
during the financial year
10) Minutes of meetings of Special Committees established under section 86 of the Act and held in the
11)
12)
13)
14)
15)
16)
17)
18)
19)
20)
21)
22)
23)
24)
25)
26)
27)
28)
29)
30)
previous twelve months
Register of delegations kept under sections 87 and 89 of the Act
Submissions received under section 223 of the Act during the previous twelve months
Agreements to establish regional libraries under section 196 of the Act
Register of leases entered into by Council
Register of authorised employees appointed under section 224 of the Act
A listing of donations and grants made by Council during the financial year including the names of
recipients and the amounts received
The names of organisations and the amounts paid in membership fees to organisations of which
Council was a member during the financial year
Register of contracts that Council entered into without engaging in a competitive process valued at
$150,000 or more, for goods and services and $200,000 or more, for carrying out of works
Register of election campaign donation returns
Written record of an Assembly of Councillors
Annual Report – available online
Budget for current financial year – available online
Council agenda and minutes for the last 12 months – available online
Councillors’ Code of Conduct – available online
Council Plan – available online
Councillors’ Expenses/Entitlements Policy – available online
Local Laws operative within Maroondah – available online
Procurement Policy – available online
Public Notices – available online
Register of election campaign donation returns – available online
In accordance with Section 222 of the Local Government Act 1989 inspection of these documents can be
arranged by contacting Council’s Governance Team on (03) 9298 4211. These documents are available for
inspection at the City Offices, Braeside Avenue, Ringwood. The documents may be viewed, but not
removed, and some are also available online.
Domestic animal management
The Domestic Animals Act 1994 requires Council to prepare a Domestic Animal Management Plan and
provide an evaluation of its implementation of the Plan.
Council has reviewed Domestic Animal Management Plan 2013 -2017 and continues to promote and
support responsible pet ownership through the provisions of the Domestic Animal Management Plan. The
plan is in a format which is required by and allows ease of annual reporting to the Department of
Environment and Primary Industries (DEPI).
Since Council adopted an order for dogs to be kept on leash except in designated off leash areas and a
dawn-to-dusk curfew for cats in 2011, there has been generally wide community acceptance of the
provisions, particularly given the broad spread of off leash areas provided. There has also been a small but
measurable decline in the number of cat nuisance complaints since the introduction of the cat curfew.
Council continues to monitor and promote the requirements of the order.
Responsible pet ownership programs continue to ensure that the community is aware all aspects of
responsible pet ownership. Activities have included:
• Distribution of educational material to animal owners
• Patrols by Animal Management Officers to engage with dog owners (including after hours and
weekend patrols)
• Engagement with Animal Owners at community events including Maroondah Festival and “My
Mullum Mullum Creek” project activites
• Promotion of animal desexing service through voucher program.
• Successful prosecution of cases where dog owners have failed to act responsibly.
• Continued review of nominated off leash areas to ensure community needs are met.
• Installation of signs/bollards/footpath decals to remind dog owners of ‘on-lead’ requirements and the
requirement to clean up after their dog.
• Encouraging responsible dog ownership through provision of bag carriers for appropriate disposal of
dog litter, dog leads, “Walkies” maps etc
Other activities have included
• “My Mullum Mullum Creek” project where one of the key focuses was to address the issue of dog
litter impacting on water quality of the creek. Animal Management Officers engaged with dog
owners to educate them about the importance of cleaning up after their dog and disposing of litter
responsibly. Officers also took the opportunity to educate dog owners about the need to keep dogs
on leash along the trial. Officers provided owners with “Walkies” maps to identify off leash areas as
well as leads and dog litter bags.
• Working with Council's pound provider to deliver the ‘Pets in Peril Program’ to families subject to
domestic violence
• Reviewing permit requirements for excess animals and ensuring that these requirements are met.
• Educating domestic animal businesses to ensure they are compliant with relevant Codes of Practice
• Ensuring that animal registrations from all sources are properly/efficiently captured (e.g. sales from
domestic animal businesses) and ensuring databases are up to date
• Extension and improvement of cat trapping program
Food Act Ministerial Directions
In accordance with section 7E of the Food Act 1984, Council is required to publish a summary of any
Ministerial Directions received during the financial year in its annual report. No such Ministerial Directions
were received by Council during the financial year.
Freedom of Information requests
The Freedom of Information Act 1982 (the Act) provides the right for individuals to access information held
by Council, with a number of exemptions.
The Act has four basic principles:
1) Local governments are required to publish information about the documents they hold, particularly
those which affect members of the public in their dealings with Council.
2) Each person has a legally enforceable right to access information, limited only by exemptions
necessary for the protection of the public interest and the private and business affairs of persons
from whom information is collected by Council.
3) People may appeal against a decision not to give access to information or not to amend a personal
record.
4) People may request inaccurate, incomplete, out of date or misleading information in their personal
records be amended.
Pursuant to the Act sections 65AA ‘Report by Council’, and section 64(3) the following information is
supplied relating to Freedom of Information applications for the period 1 July 2013 to 30 June 2014.
Freedom of information requests received
Total number of new requests
Access granted in full
Access granted in part
Other
Access denied in full
Requests still under consideration
Number of reviews by FOI
Commissioner sought (Internal
Reviews prior to 2012/13)
Appeals lodged with VCAT
Notices served pursuant to section
12(1) of the Act
Occasions where disciplinary
action was taken against any
officer regarding the administration
of this Act
Application fees collected
Charges collected
2014/15 2013/14
6
8
2
4
2
2
2
2
1
1
2012/13
12
10
2
-
2011/12
13
9
4
1
2010/11
7
3
-
2009/10
3
2
1
-
-
-
-
-
-
-
-
-
-
-
-
-
$132.50
$88
$205.60
$100
$301.20
$10
$268.40
$3.60
$167.30
$0
$46.80
$0
No other facts are relevant pursuant to section 64(3)(ia) to (j) of the Act. Freedom of information requests
must be made in writing and be accompanied by a $26.50 application fee. Applicants should also indicate
how they would like to receive the information. Under legislation, Council must decide if the information will
be provided within 45 days.
All enquiries relating to accessing documents under freedom of information should be directed to Council’s
Governance Team. The name and designation of an officer with authority to make a decision in relation to a
request is Peter Tully, Governance Advisor who can be contacted on (03) 9298 4211. The Freedom of
Information Officer made all decisions on requests.
Information regarding Freedom of Information including an outline of the process, initial application fee and
application form is published on Council’s website at: http://www.maroondah.vic.gov.au
Local Laws
There are a number of Local Laws in operation that are designed to make the Maroondah community a
safe and pleasant place to live in. As at 30 June 2015, there are four Local Laws in operation which are
outlined below:
Local Laws (as at 30 June 2015)
Local Law No. 7 Meetings Procedure
and Use of Common
Seal
The objectives of Local Law No. 7 - Meetings Procedure & Use of Common Seal
are to regulate the:
• proceedings of Ordinary and Special Meetings of the Maroondah City
Council
• election of the Mayor and Acting Chairman
• use of the Common Seal of the Maroondah City Council and
• proceedings of special committees.
Local Law No. 7 has been amended and all changes have been incorporated.
Local Law No. 9 is an amending local law that dictates the changes that have
been made.
Local Law No. 8 General Local Law
The objectives of Local Law No 8 - General Local Law are to:
• revoke Local Laws 4, 5 and 6 made by Council
• provide for and assure equitable, orderly and enjoyable use by people of
community facilities, including roads
• protect Council Property and other community assets from loss or
unnecessary or avoidable damage
• support provision by Council of a safe, clean and healthy environment in
areas under its control and management
• provide generally for the peace, order and good government of the
Municipal District.
This Local Law, apart from Clause 32, came in to operation on 1 January 2010.
Clause 32 of this Local Law came in to operation on 1 April 2010.
Local Law No. 8 has been amended and changes incorporated. Local Law No.
10 is an amending local law that details the changes that have been made.
Local Law No. 9 - To
amend Local Law No
7 - Meetings
Procedure and Use of
Common Seal
Local Law No 9 is an amending local law designed to update Local Law No 7.
Changes were incorporated to:
• conform with recent legislative changes to the Local Government Act
1989
• enhance the opportunities for more debate and participation at Council
Meetings
• incorporate relatively minor changes to processes.
Local Law No 9 was adopted by Council and came into operation on 1
September 2010.
Local Law No. 10 General (Amendment)
Local Law
Local Law No. 10 is an amending local law designed to update Local Law No. 8.
Changes were made to the definition of coin mechanism and to clause 32.
Local Law No. 10 was adopted by Council and came in to operation on 27
December 2010.
Privacy
Maroondah City Council has adopted a Privacy Policy to regulate the use and access by Council to the
personal information and health information that it collects from both its residents and clients.
To provide services all Councils are required to collect and use personal, confidential and sensitive
information of individuals. Maroondah is required to balance the rights of individuals to have controls over
the use of their personal information to that of ensuring that the right information is available for services to
operate and function.
Both the Privacy and Data Protection Act 2014 (the Act) and the Health Records Act 2001 require all
Victorian Councils to comply with a series of privacy principles that are tailored for either the collection and
use of personal information or the collection and use of health information. Maroondah is fully committed to
its privacy obligations.
Maroondah City Council has adopted a Privacy Policy to regulate the use and access by Council to the
personal information and health information that it collects from both its residents and clients.
This policy is currently under review to ensure compliance with Act.
Maroondah City Council has always regarded privacy as an important issue and has appointed a Privacy
Officer to assist in the handling of any enquiries. Peter Tully can be contacted on (03) 9298 4211 or via
email peter.tully@maroondah.vic.gov.au
Procurement
Council’s Procurement Policy aims to provide a framework that ensures Maroondah City Council’s
purchasing procedures and processes are undertaken in a manner conversant with occupational health
and safety, risk management practices, relevant legislation, purchasing principles and Council’s corporate
objectives.
This Policy establishes the framework within which Council employees undertake the purchasing of goods
and services for the efficient and effective functioning of their service area.
In accordance with this policy, Council did not enter into any contracts valued at $150,000 or more during
the 2014/15 financial year without first engaging in a competitive process.
Protected disclosure
The Protected Disclosure Act 2012 (the Act) commenced operation in February 2013 establishing an
Independent Broad-based Anti-Corruption Commission (IBAC). The purpose of the Act is to encourage and
facilitate the disclosure of any improper conduct. Any person who has reasonable grounds to believe that
improper or corrupt conduct has occurred may make a disclosure. For Local Government, disclosures can
be made about Councillors and any Council employees directly to IBAC. Protection is provided by the Act
to those persons within an organisation disclosing corrupt behaviour.
Maroondah City Council recognises the value of transparency and accountability in its administrative and
management practices. Council is committed to the aims and objectives of the Protected Disclosure Act
2012. Procedures in handling disclosures have been adopted to comply with the provisions of the Act.
Copies of these procedures are available on Council’s website at: http://www.maroondah.vic.gov.au
During 2014/15, Council has not received any disclosures nor have any matters be transmitted to IBAC to
Council’s knowledge.
Road management
In accordance with section 22 of the Road Management Act 2004 (the Act), Council must publish a copy or
summary of any Ministerial direction in its annual report. No such Ministerial Directions were received by
Council during the financial year.
The Act provides that Council has a statutory obligation to inspect, maintain and repair a public road, and
that a Road Management Plan (Plan) may be developed to set reasonable standards in relation to the
performance of road management functions for the maintenance of its public roads and associated road
related assets.
Maroondah City Council has adopted the 2013-2017 Road Management Plan to set reasonable standards
in relation to the performance of road management functions, including the inspection, maintenance and
repair of all Council's roads as listed in its Register of Public Roads.
Footpath and bus stop renewal works
Victorian Local Government Indicators
The Minister for Local Government, under the authority of the Local Government Act 1989, requires every
Council to report on the following indicators.
Indicator
Target
2014/15
2014/15
Actual Results
2013/14
2012/13
$1,543
$1,544
$1,476
$1,419
$1,356
$1,390
$1,432
$1,387
$1,327
$1,259
$1,026
$1,008
$543
$440
$631
$126
$346
$216
$213
($32)
65
66
67
65
63
$2,235
$2,222
$2,055
$2,048
$2,221
2011/12
Affordability/cost of Governance
Average rates and charges per assessment
The average revenue derived by Council out of
general rates and garbage services for each
property in the municipality.
Average rates and charges per residential
assessment
The average revenue derived by Council out of
general rates and garbage services for each
residential property in the municipality (i.e.
excluding all commercial and industrial properties)
Sustainability
Average liabilities per assessment12
The average value for each property in the
municipality of monies owed by Council at financial
year-end in respect of the supply of goods and
services, the provision of loans and the accrued
costs of employee salaries and entitlements.
Operating result per assessment3
The difference between the average operating
revenue and average operating expenditure for
each property in the municipality. Council rates and
charges comprise the major part of its operating
revenue. The operating result has been adjusted by
excluding the revenue from property, infrastructure,
plant and equipment not previously recognised and
the expenditure in relation to disposal,
obsolescence and adjustments in relation to
property and infrastructure. This allows for a better
basis of comparison.
Services
Community satisfaction rating for overall
performance generally of Council4
Overall satisfaction with Council performance as
rated by Maroondah City residents who were
surveyed as part of Victorian Government
commissioned independent state-wide community
satisfaction survey.
Average operating expenditure per
assessment
The average cost of operating and maintaining all
Council services to the community for each
property in the municipality. This cost excludes
the cost of acquiring or expanding its asset base
used in the delivery of those services, but includes
the costs of all administrative and governance
services supporting that delivery.
Indicator
Target
2014/15
Actual Results
2013/14
2012/13
2014/15
$868
$1,068
$931
$395
$493
99%
140%
117%
66%
84%
99%
130%
113%
74%
88%
55
57
59
54
55
55
55
57
54
56
2011/12
Infrastructure
Average Capital expenditure per assessment
The average cost for each property in the
municipality of acquiring new assets and
expanding, upgrading or renewing existing assets
used in the delivery of all its services to the
community.
Renewal gap
The sum of all capital expenditure on renewal of
existing infrastructure assets expressed as a
percentage of the total depreciation charge on all
Council infrastructure assets. Such annual
depreciation charge is Council’s best estimate of
the value of those assets ‘consumed’ during the
year’s operations.
Renewal and maintenance gap
The sum of all capital expenditure on renewal of
existing infrastructure assets together with the
annual costs of maintenance of all Council
infrastructure assets expressed as a percentage
of the total depreciation and maintenance charges
on all such infrastructure assets.
Governance
Community satisfaction rating for Council’s
Advocacy and Community Representation on
key local issues3
Overall satisfaction with Council performance in
advocacy and community representation as rated
by Maroondah City residents who were surveyed
as part of Victorian Government commissioned
independent state-wide community satisfaction
survey.
Community satisfaction rating for Council’s
Engagement in decision making on key local
issues3
Overall satisfaction with Council performance in
engaging the community in decision making on
key local issues as rated by Maroondah City
residents who were surveyed as part of Victorian
Government commissioned independent statewide community satisfaction survey.
Notes:
1
The average liabilities per assessment in 2011/12 was not within trend as the amount of $7.9m for a call on unfunded
defined benefits superannuation was included in the liabilities. This amount was paid in 2012/13.
1
The average liabilities per assessment in 2014/15 increased by Council borrowing $24.2m to publicly fund the
construction of Aquanation.
3
The actual 2012/13 result of $213 per assessment was better than the target result of $43 due to Council receiving
an extra $4.6m of grant funds of which $3.6m related to capital projects. The 2011/12 result was not within trend data
due to Council funding $7.9m of funding for the defined benefit superannuation.
4
A change in survey methodology means that 2012/13 results should be treated as the commencement of a new
series.
Framework: Statement of service performance
The following statement provides the results of the prescribed Local Government Performance Reporting
Framework service performance indicators and measures, including explanation of any material variations.
SERVICE PERFORMANCE
Service/indicator/measure
Aquatic Facilities
Service standard
User satisfaction with aquatic
facilities
Service standard
Health inspections of aquatic
facilities
Service standard
Reportable safety incidents at
aquatic facilities
Service cost
Cost of indoor aquatic facilities
Service cost
Cost of outdoor aquatic facilities
Utilisation
Utilisation of aquatic facilities
Animal Management
Timeliness
Time taken to action animal
requests
Service standard
Animals reclaimed
Service cost
Cost of animal management
service
Health and safety
Animal management
prosecutions
Result
2014/15
Measure expressed as:
User satisfaction with how Council has
performed on the provision of aquatic
facilities
Expected range: N/A
Number of health inspections per
Council aquatic facility
Expected range: 1 to 4 inspections
Number of WorkSafe reportable aquatic
safety incidents
Expected range: 0 to 20 incidents
$ direct cost less any income received
of providing indoor aquatic facilities per
visit
Expected range: -$10 to $10
$ direct cost less any income received
of providing outdoor aquatic facilities
per visit
Expected range: -$5 to $50
Number of visits to aquatic facilities per
head of municipal population
Expected range: 1 to 10 visits
Number of days taken to action animal
requests
Expected range: 1 to 10 days
% of collected animals reclaimed
Expected range: 40% to 90%
$ direct cost of the animal management
service per registered animal
Expected range: $10 to $60
Number of prosecutions
Expected range: 0 to 50 prosecutions
N/A
Material Variations
Optional measure
only. Not measured in
2014/15.
2
inspections
0
$0
$8
6 visits
2 days
63%
$29
6
prosecutions
SERVICE PERFORMANCE
Food Safety
Timeliness
Time taken to action food
complaints
Service standard
Food safety assessments
Service cost
Cost of food safety service
Health and safety
Critical and major noncompliance notifications
Governance
Transparency
Council resolutions at meetings
closed to the public
Consultation and engagement
Satisfaction with community
consultation and engagement
Attendance
Council attendance at Council
meetings
Service cost
Cost of governance
Decision making
Satisfaction with Council
decisions
Home and Community Care
Timeliness
Time taken to commence the
HACC service
Service standard
Compliance with Community care
Common Standards
Service cost
Cost of domestic care service
Service cost
Cost of personal care service
Service cost
Cost of respite care service
Number of days taken to action food
complaints
% of registered class 1 food premises
and class 2 food premises that receive
an annual food safety assessment
$ direct cost of the food safety service
per registered food premises
Expected range: $500 to $1,200
% of critical and major non-compliance
outcome notifications that are followed
up by council
% of Council resolutions made at
meetings closed to the public
Satisfaction rating out of 100
Expected range: 50 to 100
% of Council attendance at ordinary and
special Council meetings
$ direct cost of the governance service
per councillor
Expected range: $10,000 to $100,000
Expected range: N/A
Number of days it has taken for a new
client to commence the HACC service
% of Community Care Common
Standards expected outcomes met
$ cost of the domestic care service per
hour of service
$ cost of the personal care service per
hour of service
$ cost of the respite care service per
hour of service
Result
2014/15
Material Variations
1 day
100%
$825
98%
11%
55
88%
$43,136
61
N/A
Transitional provision:
Reporting not required
for 2014/15.
100%
N/A
for 2014/15
N/A
for 2014/15
N/A
for 2014/15
SERVICE PERFORMANCE
Result
2014/15
Home and Community Care (continued...)
Participation
Participation in HACC service
% of the municipal target population
that receive a HACC service
Participation
Participation in HACC service by
% of the municipal target population in
CALD people
relation to CALD people that receive a
HACC service
Libraries
Utilisation
Library collection usage
Number of library collection item loans
per library collection item
Expected range: 1 to 10 items
Resource standard
Standard of library collection
% of the library collection that has been
purchased in the last 5 years
Service cost
Cost of library service
$ direct cost of the library service per
visit
Participation
Active library members
% of the municipal population that are
active library members
Maternal and Child Health
Satisfaction
Participation in first MCH home
% of infants enrolled in the MCH service
visit
who receive the first MCH home visit
Service standard
Infant enrolments in the MCH
% of infants enrolled in the MCH service
service
Service cost
Cost of the MCH service
$ cost of the MCH service per hour of
service delivered
Participation
Participation in MCH service
% of children enrolled who participate in
the MCH services
Participation
Participation in MCH service by
% of Aboriginal children enrolled who
Aboriginal children
participate in the MCH service
Roads
Satisfaction of use
Sealed local road requests
Number of sealed local road requests
per 100 kilometres of sealed local road
Expected range: 0 to 200 requests
Condition
Sealed local roads below the
% of sealed local roads that are below
intervention level
the renewal intervention level
Material Variations
23%
24%
9 loans
Improvement on the
ERL total of 8 for
2013/14.
97%
Improvement on ERL
% for 2013/14 which
was 69%
$5
Same as the ERL cost
for 2013/14 at $4.
17%
Improvement on
overall ERL % for
2013/14 which was
17%.
97%
97%
N/A
for 2014/15.
84%
73%
61 requests
99%
SERVICE PERFORMANCE
Roads
Service cost
Cost of sealed local road
reconstruction
Service cost
Cost of sealed local road
resealing
Satisfaction
Satisfaction with sealed local
roads
Statutory Planning
Timeliness
Time taken to decide planning
applications
Service standard
Planning applications decided
within 60 days
Service cost
Cost of statutory planning service
Decision making
Planning decisions upheld at
VCAT
Waste Collection (continued...)
Satisfaction
Kerbside bin collection requests
Service standard
Kerbside collection bins missed
Service cost
Cost of kerbside garbage
collection service
Service cost
Cost of kerbside recyclables
collection service
Waste diversion
Kerbside collection waste
diverted from landfill
$ direct reconstruction cost per square
metre of sealed local roads
reconstructed
$ direct resealing cost per square metre
of sealed local roads resealed
Expected range: 50 to 100
Days between receipt of a planning
application and a decision on the
application
% of planning application decisions
made within 60 days
$ direct cost of the statutory planning
service per planning application
Expected range: $500 to $5,000
% of decisions subject to review by
VCAT that were not set aside
Number of kerbside bin collection
requests per 1000 kerbside bin
collection households
Expected range: 20 to 200 requests
Number of kerbside collection bins
missed per 10,000 scheduled kerbside
collection bin lifts
Expected range: 1 to 100 bins
$ direct cost of the kerbside garbage bin
collection service per kerbside garbage
collection bin
$ direct cost of the kerbside recyclables
collection service per kerbside
recyclables collection bin
% of garbage, recyclables and green
organics collected from kerbside bins
that is diverted from landfill
Result
2014/15
Material Variations
$182
$36
69
27 days
90%
$1,274
76%
64 requests
3 bins
$100
$31
55%
All resealing Council
undertakes is asphalt
overlays + deep-lift
patches. Average costs
are generally higher than
this expected range.
Summary of Council Plan action progress
Over the past year, Council has made the following progress toward the achievement of Year 2 priority actions identified in the Council Plan 2013-2017:
A SAFE HEALTHY AND ACTIVE COMMUNITY
Action Title
What was achieved
Responsibility
Status
Oversee construction of
Aquanation to ensure the project
is delivered to high standards,
on-time and on-budget
The construction of Aquanation has been completed on time and on budget, The
venue will be officially opened on 14 August 2015. Aquanation will feature a 66.5
metre 10 lane pool and diving facilities, a warm water pool, a dedicated learn to swim
pool, large toddler and children’s leisure play pool, a large gym with three separate
group fitness rooms, child care facilities, a café and two large waterslides.
Construction of the Norwood Family & Children’s Centre was completed in February
2015, on time and within budget. The new facility includes the Norwood Preschool, a
multi -purpose room, a training room, two maternal and child health rooms and day
stay facilities. The Minister for Families and Children, Jenny Mikakos, formally
opened this state of the art facility on 23 April 2015.
Maroondah 2040: Our future together was officially launched at a series of events
from September to November 2014. An iPad application was developed to assist with
the rollout of the Vision to the community. All of Council’s service delivery activities
have been aligned to the Maroondah 2040 framework, with the Vision also forming
the strategic basis for the broad range of Council policies, strategies and plans
developed during 2014/15.
Operations,
Infrastructure
and Leisure
Achieved
Planning and
Community
Achieved
Planning and
Community
Achieved
Construction of this project commenced in November 2014, and is scheduled to be
completed in October 2015. Council has worked closely with members of the
Norwood Football Club, Cricket Club, Junior Football Club, Netball Club and U3A
Ringwood on the design and construction of the Kevin Pratt Pavilion at Mullum
Mullum Reserve. The project is jointly funded by the Australian Government, Sport
and Recreation Victoria and Maroondah City Council.
Operations,
Infrastructure
and Leisure
Commenced
Complete construction of the
Norwood Family and Children's
Centre
Launch and commence
implementation of the
Maroondah 2040 Community
Vision
Redevelop the Mullum Pavilion
Action Title
What was achieved
Responsibility
Status
Host the White Ribbon Cup at
Maroondah Leisure Facilities to
raise awareness for the
prevention of violence against
women
The White Ribbon Maroondah Cup was held over two days in November 2014 at
Ringwood and Dorset Golf to help raise awareness for the prevention of violence
against women.
Operations,
Infrastructure
and Leisure
Achieved
Implement an Alcohol
Management Framework
including the establishment of a
Maroondah Liquor Accord
The Maroondah Liquor Forum was established in August 2014 in consultation with
liquor licensees, Victoria Police, the Victorian Commission for Gambling and Liquor
Regulation and Council service areas.
Planning and
Community
Achieved
Operations,
Infrastructure
and Leisure
Planning and
Community
Achieved
The Maroondah Liquor Accord encourages and promotes best practice and high
standards of behaviour in and around licensed premises within Maroondah. It brings
together licensees of hotels, licensed restaurants/cafes, licensed clubs, packaged
liquor outlets, cinemas and sporting clubs. The agreement informs how alcohol can
be sold and distributed in a responsible way while maximising the safety and
enjoyment of venue staff, patrons and community members.
Commence a major renovation of
the Ainslie Park oval.
The Ainslie Park oval renovation project was completed on time and within budget
Develop a new Children's Plan
(incorporating the Municipal
Early Years Plan)
Development of the new Children’s Plan 2015-2019 has been completed with the
draft Plan presented to Council on 22 June 2015 and approved for release to the
community on public exhibition. The Plan will be presented to Council for formal
consideration in 2015/16.
The new Plan was developed in consultation with key stakeholders including
community members, children and parents, family service providers, government
agencies and Maroondah City Council employees. In addition, the process provided
opportunities for children’s voices to be heard from across all areas of the
community. The next stage is the development of an action plan.
Achieved
Action Title
What was achieved
Responsibility
Status
Develop a Physical Activity
Strategy 2015-2020
The Physical Activity Strategy 2015-2020 has been developed and presented to
Council. The Strategy will be placed on public exhibition during July and August 2015
and then presented to Council for formal consideration.
Operations,
Infrastructure
and Leisure
Achieved
The strategy has been developed through detailed consultation and research. The
five year action plan will guide the development of new policies, infrastructure
improvements and initiatives which will improve practices, respond to demonstrated
need, increase access and encourage residents to prioritise physical activity in their
daily routine.
A PROSPEROUS AND LEARNING COMMUNITY
Action Title
What was achieved
Responsibility
Status
Oversee the first stage of the
Ringwood Town Centre
development, including
development of a new Town
Square, the Ringwood Library
Learning Cultural Centre, an
expansion of Eastland and the
Ringwood Station redevelopment
Construction of new Ringwood Town Centre and Realm is on track to open in late 2015.
Liaison has been undertaken with Council service areas to inform the interior layout and
activation of Realm, including naming and branding of the facility. Construction has
seen the completion of the reinforced concrete structure, installation of glazing to the
exterior of the building, commencement of fit-out of internal services, wall framing,
internal staircase and skylights.
Planning and
Community
Achieved
Ringwood Station construction is progressing in line with the anticipated construction
timeframe. The interface between the upgraded Railway Station and new Town Centre
has commenced with the construction of the ‘stage 1’ Maroondah Highway boulevard.
A PROSPEROUS AND LEARNING COMMUNITY
Action Title
What was achieved
Responsibility
Status
Develop a Business Investment
Strategy for the
Bayswater/Bayswater North
Industrial Precinct to encourage
business attraction and facilitate
the transition to emerging
industries
The Bayswater Industrial Precinct Strategy has been completed and endorsed by the
three participating Council’s. Funding has also been secured from Melbourne East
Regional Development Australia to employ a part-time resource to work with Council
representatives in undertaking prioritised actions. The aim of the jointly commissioned
study (Maroondah, Knox and Yarra Ranges) was to set future regional direction for the
Precinct, assess and address future challenges, assist existing businesses to grow,
develop and transition, and create an environment where businesses can maximise
growth and employment potential.
Planning and
Community
Achieved
A VIBRANT AND CULTURALLY RICH COMMUNITY
Action Title
What was achieved
Responsibility
Status
Develop a public art policy
The development of a Public Art Policy responds to community support for public art in
Maroondah. The draft Policy was completed and placed on public exhibition in June
2015. Following a period of public exhibition, the Policy will be presented for formal
Council consideration in August 2015.
Planning and
Community
Achieved
Informed by significant community consultation, the draft Policy draws on best practice
and provides a clear path forward for planning, delivering, managing and maintaining
high quality public artworks that celebrate the unique characteristics of Maroondah.
A CLEAN, GREEN AND SUSTAINABLE COMMUNITY
Action Title
What was achieved
Responsibility
Status
Finalise a Carbon Neutral
Strategy in response to a new
carbon economy and develop a
Climate Change Adaption and
Mitigation Strategy
Council has finalised its Carbon Neutral Strategy with the support of the Maroondah
Environmental Advisory Committee to address the challenges of Climate Change.
Planning and
Community
Achieved
Status
Council has also continued as an active participant with Eastern Alliance for
Greenhouse Action municipalities to develop a Regional Climate Change Adaptation
Road Map. Council is now preparing its specific adaption Strategy in accordance with
this Roadmap.
AN ACCESSIBLE AND CONNECTED COMMUNITY
Action Title
What was achieved
Responsibility
Implement the second stage of
the Colchester Road upgrade
The second stage of the Colchester Road upgrade between Mt Dandenong Road and
Garden Street was completed during the 2014/15 year. These works complete the
upgrade of Colchester Road.
Operations,
Infrastructure
and Leisure
AN ATTRACTIVE, THRIVING AND WELL BUILT COMMUNITY
Action Title
What was achieved
Responsibility
Status
Prepare a Housing Strategy to
understand and plan for the
housing needs of the Maroondah
community
Preparation of the Housing Strategy has progressed to the stage of considering the
issues and options. During 2014/15, five background papers were completed to
establish an evidence base for the Strategy. All project activities identified for the
2014/15 financial year were completed.
Planning and
Community
Commenced
AN ATTRACTIVE, THRIVING AND WELL BUILT COMMUNITY
Action Title
What was achieved
Responsibility
Status
Develop a strategic drainage
infrastructure improvement plan
for the Ringwood Metropolitan
Activity Centre and identify
opportunities for improved flood
protection in the Croydon Major
Activity Centre drainage
catchment
Flood Modelling for the Ringwood Metropolitan Activity Centre (MAC) was completed
in 2014/15. A Drainage Infrastructure Improvement Plan was developed for the
Ringwood MAC based on the results of the flood mapping. The 2015/16 priority for
the Ringwood MAC is the Acacia Court drainage catchment upgrade. It is expected
that works will commence in the 2015/16 year.
Operations,
Infrastructure
and Leisure
Achieved
Develop a Community Facilities
Strategic Plan, update Council's
Asset Management Plans for
different asset classes, and
continue the audit of tree assets
in Council's public reserves
The development of the Community Facilities Strategic Plan was delayed to facilitate
alignment with the recently completed community facility condition and performance
assessment. Development of the Plan has commenced and will be completed by
October 2015.
Operations,
Infrastructure
and Leisure
Achieved
The Lusher Road catchment has been identified as the next priority stage within the
Croydon Major Activity Centre drainage catchment. Flood mitigations measures were
designed during 2014/15 and works are scheduled to commence in the 2015/16
year.
The major review and amendment of Council’s Asset Management Plan has been
completed and will be presented for formal consideration during 2015/16. The Plan
will continue to be refined as further information about Council’s assets becomes
available following the completion of condition assessments.
Commenced
The Plan has also been significantly redeveloped to streamline the preparation and
reduce duplication of aspects of the plans. The Plan is now a single document with
sections for each asset class: roads, car parks, laneways and rights-of-way, kerb and
channel, traffic management devices, pathways, bridges and walkways, park
inventory, trees and stormwater drainage.
Data capture associated with Council’s street trees is well underway and will continue
in 2015/16. Data capture relating to reserve trees will commence in 2015/16.
Achieved
AN INCLUSIVE AND DIVERSE COMMUNITY
Action Title
What was achieved
Responsibility
Status
Develop a volunteer strategy to
increase opportunities for
volunteerism across Maroondah
A Volunteer Strategy, action plan and associated policy and forms have been
completed. The Strategy was presented and endorsed at a Council meeting in late
2014. Implementation of the action plan has commenced.
Corporate
Services
Achieved
Monitor the Federal Government
reform agenda and its impacts on
service planning and provision for
Home and Community Care
(HACC) Services
The HACC transition was adjusted to 1 July 2016. Council provided a submission via
the Municipal Association of Victoria on the proposed Commonwealth Home Support
Program Guidelines. Funding for HACC services is now stable until the end of June
2018. HACC service targets have been adjusted by the Victorian Government and
service allocation has been adjusted accordingly. Council is now actively accepting
referrals on the Commonwealth MyAgedCare system.
Planning and
Community
Achieved
A WELL GOVERNED AND EMPOWERED COMMUNITY
Action Title
What was achieved
Responsibility
Status
Deliver enhanced customer
service through the development
and implementation of improved
systems and processes, including
the introduction of BPay View and
establishing a concierge model
for Council's customer contact
centres
During 2014/15, Council continued to promote BPay View as a convenient option for
both receiving and paying rate notices.
Corporate
Services
Achieved
Council has also been developing a new model of face-to-face service for customers
visiting Realm. This model will be implemented during 2015/16.
A WELL GOVERNED AND EMPOWERED COMMUNITY
Action Title
What was achieved
Responsibility
Status
Advocate for additional State
Government funding for the
Ringwood Library Learning
Cultural Centre, for boulevard
treatment along Maroondah
Highway within the Ringwood
Metropolitan Activity Centre and
for the upgrade of Canterbury
Road east of Dorset Road
Council has undertaken a broad range of advocacy activities during 2014/15.
CEO Office
Achieved
CEO Office
Commenced
The successful advocacy campaign for additional Victorian Government funding for
Realm, the Ringwood Library Learning Cultural Centre, resulted in the receipt of $3
million from the Australian Government National Stronger Regions Fund in May 2015
to establish the Centre for Regional Knowledge and Innovation.
Advocacy activities aimed at delivering boulevard treatment along Maroondah
Highway within the Ringwood Metropolitan Activity Centre has resulted in this
treatment commencing as part of the Victorian Government's $66m Ringwood
Station and Bus Interchange Upgrade Project. The focus of these initial works will be
from Ringwood Street to Warrandyte Road.
Council has pursued a range of advocacy activities to seek funding for the upgrade of
Canterbury Road east of Dorset Road. This has involved meetings with the Victorian
Government Roads Minister in April 2015, a meeting with the VicRoads South East
Metro Regional Director in August 2014, a meeting between the Eastern Cluster
Council's Network Capacity Group and VicRoads in August 2014 and attendance at
VicRoads Strategic Assessment Workshops during April and May 2015. Advocacy
activities on this issue will continue in 2015/16.
Develop a mobile version of
Council's website to provide easy
access from mobile phones and
tablets
Council commenced scoping and project brief development. Development work and
delivery will continue in 2015/16.
Annual Financial Report and
Performance Statement
For the year ended 30 June 2015
Understanding the Financial
Report
Introduction
The Financial Report shows how Council performed financially during the 2014-15 financial year and the
overall position at the end (30 June 2015) of the financial year.
Council presents its financial report in accordance with the Australian Accounting Standards.
Particular terms required by the Standards may not be familiar to some readers. Further, Council is a ‘not
for profit’ organisation and some of the generally recognised terms used in private sector company reports
are not appropriate for Council’s reports.
Council is committed to accountability and transparency. It is in this context that the plain English guide
has been developed to assist readers to understand and analyse the financial report.
What is contained in the Annual Financial Report?
Council’s financial report has two sets of Statements:
1.
2.
Financial Statements
Each of these statements is prepared by Council’s employees, examined by the Council Audit and Risk
Advisory Committee and by Council, and then are audited by the Victorian Auditor-General.
The Financial Statements report on how the Council performed financially during the year and the overall
financial position at the end of the year.
The Financial Statements include a Comprehensive Income Statement, Balance Sheet, Statement of
Changes in Equity, Cash Flow Statement and Statement of Capital Works. The Financial Statements also
contain 38 Notes, which set out Council’s accounting policies and details of the line item amounts
contained in each of the first four main statements.
Comprehensive Income Statement
The Comprehensive Income Statement is sometimes referred to as a ‘Profit and Loss Statement’ in the
private sector and shows the:
• Sources of Council’s revenue under various income headings
• Expenses incurred in running the Council during the year. These expenses relate only to the
‘Operations’ and do not include the cost associated with the purchase or the building of assets. While
asset purchase costs are not included in the Expenses there is an item for ‘Depreciation’.
The underlying surplus or deficit for the year is the key figure to look at on the Comprehensive Income
Statement to assess Council’s financial performance. It is calculated by deducting the total expenses for
the year from total revenues.
The comprehensive result on the Comprehensive Income Statement includes non operating grants relating
to capital projects.
Balance Sheet
The Balance Sheet is a one page summary which is a snapshot of the financial situation as at 30 June. It
shows what Council owns as assets and what it owes as liabilities. The bottom line of this Statement is Net
Assets. This is the equity or net worth of Council which has been built up over many years.
The assets and liabilities are separated into Current and Non-Current. Current generally means those
assets which will be received or liabilities which will be paid, within the next 12 months. Non-current are all
those assets and liabilities which are held for a longer term.
The net current assets or working capital as it is sometimes called is an important measure of Council’s
ability to meet its debts as and when they fall due.
The components of the Balance Sheet are:
Current and Non-Current Assets
•
•
•
•
•
•
•
•
Cash and cash equivalent assets include cash and investments, i.e. cash held in the bank and in
petty cash and the market value of Council’s investments maturing within 90 days.
Trade and other receivables are monies owed to Council by ratepayers and others.
Financial assets are the market value of investments held with a maturity date greater than 90 days.
Inventories – consumables are stocks held for sale or consumption in Council’s services.
Other assets include prepayments of expenses that Council has paid in advance of the service
delivery and assets held for resale which are in a position of being marketed and sold.
Investments in associates represent Council’s investment in Eastern Regional Libraries Corporation
and Narre Warren User Group.
Intangibles represent non-current assets held by Council that are not tangible.
Property, infrastructure, plant and equipment is the largest component of Council’s worth and
represents the value of all the land, buildings, roads, drains, vehicles, equipment etc., which has
been built up by Council over many years
Current and Non-Current Liabilities
•
•
•
•
Trade and other payables are those to whom Council owes money as at 30 June.
Trust fund and deposits represent monies held in trust by Council e.g. Security Deposits.
Provisions represent estimates of future obligations and include accrued Long Service and Annual
Leave owed to employees.
Interest-bearing liabilities are borrowings of Council.
Net Assets
This term is used to describe the difference between the value of Total Assets and the value of Total
Liabilities. It represents the net worth of Council as at 30 June.
Total Equity
This always equals Net Assets. It is made up of the following components:
• assets revaluation reserve is the difference between the previously recorded value of assets and their
current valuations
• accumulated surplus is the value of all net assets accumulated over time.
Statement of Changes in Equity
During the course of the year the value of Total Equity as set out in the Balance Sheet changes. This
Statement shows the values of such changes and how these changes arose.
The main reasons for a change in equity stem from:
• the ‘surplus or deficit’ from operations, described in the Comprehensive Income Statement as
Comprehensive Result for the year
• the use of monies from Council’s reserves
• a revaluation of the assets which takes place on a regular basis to ensure the most up-to-date value is
included in Council’s books. It also occurs when existing assets are taken up in the books for the first
time.
Cash Flow Statement
The Cash Flow Statement summarises Council’s cash payments and cash receipts for the year. This
Statement is presented according to a very specific Accounting Standard and needs some care in analysis.
The values may differ from those shown in the Comprehensive Income Statement because the
Comprehensive Income Statement is prepared on an accrual accounting basis.
Cash in this Statement refers to bank deposits and other forms of highly liquid investments that can be
readily converted to cash.
Council’s cash arises from, and is used in, three main areas.
1. Cash flows from operating activities:
• Receipts – all cash received into Council’s bank account from ratepayers and others who owe
money to Council. Receipts also include the interest earnings from Council’s cash investments. It
does not include the costs associated with the sale of assets.
• Payments – all cash paid by Council from its bank account to employees, creditors and other
persons. It does not include the costs associated with the creation of assets.
2. Cash flows from investing activities:
• This section shows the cash invested in the creation or purchase of property, infrastructure, plant
and equipment assets and the cash received from the sale of these assets.
3. Cash flows from financing activities:
• This is where the receipt and repayment of borrowed funds are recorded.
The bottom line of the Cash Flow Statement is the cash and cash equivalents at end of financial year. This
shows the capacity of Council to meet its cash debts and other liabilities.
Notes to the Financial Statements
The Notes are a very important and informative section of the report. The Australian Accounting Standards
are not prescriptive regarding a lot of issues. Therefore, to enable the reader to understand the basis on
which the values shown in the Statements are established, it is necessary to provide details of Council’s
significant accounting policies. These are described in Note 1.
Apart from the accounting policies, the Notes also give details behind many of the summary figures
contained in the Statements. The Note numbers are shown beside the relevant items in the
Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity and the Cash Flow
Statement.
The Notes also include information that Council wishes to disclose but which cannot be incorporated into
the Statements.
Other notes include:
• The breakdown of expenses, revenues, reserves and other assets
• Contingent liabilities
• Transactions with persons related to Council.
The Notes should be read at the same time as, and together with, the other parts of the Financial
Statements to get a clear picture of the accounts.
The Performance Statement reflects the Council performance on indicators included in the Local
Government Performance Reporting Framework. As this framework came into effect on 1 July 2014, the
2014/15 financial year is the first reporting period for these indicators and no comparative data for past
years is available. Please note that the source for some of the data included in this framework is derived
from external sources such as the Local Government Satisfaction Survey, the Australian Bureau of
Statistics and the Department of Health and Human Services.
Certification by the Principal Accounting Officer,
Chief Executive Officer (CEO) and Councillors
The Certification of the Principal Accounting Officer is made by the person responsible for the financial
management of Council that, in her/his opinion, the Financial Statements have met all the statutory and
professional reporting requirements.
The Certification of the CEO and Councillors is made by two Councillors and the CEO on behalf of Council
that, in their opinion, the Financial Statements are fair and not misleading or inaccurate.
Auditor General’s Report
The Independent Audit Report provides the reader with an external and independent opinion on the
Financial Statements. It confirms that the Financial Report has been prepared in accordance with relevant
legislation and professional standards and that it represents a fair picture of the financial affairs of the
Council.
Table of Contents – Annual Financial Report
Balance Sheet
Statement of Cash Flows
Statement of Capital Works
Page
140
141
142
143
144
Notes to Financial Statements.
Introduction
Note 1
Significant accounting policies
Note 2
Budget comparison
Note 3
Rates and charges
Note 4
Statutory fees and fines
Note 5
User fees
Note 6
Grants
Note 7
Contributions
Note 8
Net gain/(loss) on disposal of property, infrastructure, plant and equipment
Note 9
Other income
Note 10
Employee costs
Note 11
Materials and services
Note 12
Bad and doubtful debts
Note 13
Depreciation and amortisation
Note 14
Borrowing costs
Note 15
Other items of expense
Note 16
Investment in associates, joint ventures and subsidaries
Note 17
Cash and cash equivalents
Note 18
Trade and other receivables
Note 19
Other financial assets
Note 20
Inventories
Note 21
Other assets
Note 22
Property, infrastructure, plant and equipment
Note 23
Intangible assets
Note 24
Trade and other payables
Note 25
Trust funds and deposits
Note 26
Provisions
Note 27
Interest bearing loans and borrowings
Note 28
Reserves
Note 29
Adjustments for prior periods
Note 30
Reconciliation of cash flows from operating activities to surplus (deficit)
Note 31
Reconciliation of cash and cash equivalents
Note 32
Financing arrangements
Note 33
Commitments
Note 34
Operating leases
Note 35
Contingent liabilities and contingent assets
Note 36
Financial instruments
Note 37
Related party transactions
Note 38
Events occurring after balance date
145
145
152
155
155
155
156
157
157
157
157
158
158
159
159
159
159
160
160
160
161
161
162
167
167
168
168
169
170
171
171
171
171
172
173
173
175
177
178
Certification of the Financial Report
179
Performance Statement for the Year Ended 30 June 2014
Certification of the Performance Statement
180
190
Victorian Auditor-General’s Report
Financial Report & Standard Statements
191
193
The above statement should be read in conjunction with accompanying notes.
Balance Sheet
As at 30 June 2015
Statement of Cash Flows
Statement of Capital Works
Notes to the Financial Statements
Certification of the Financial Statements
This page is intentionally blank
Maroondah City Council
Ref
Reg
17(1)
Description of municipality
The City of Maroondah covers a land area of 61.4 square kilometres in Melbourne’s
outer east, 22 kilometres from the Central Business District (CBD). The area is a
substantially developed peri-urban residential municipality, with an estimated population
of 111,223 residents and 43,101 households with an average of 2.58 people per
household.
The City of Maroondah includes the suburbs of Bayswater North, Croydon, Croydon
Hills, Croydon North, Croydon South, Heathmont, Kilsyth South, Ringwood, Ringwood
East, Ringwood North and Warranwood. The City also includes small sections of
Kilsyth, Park Orchards, Vermont and Wonga Park
This Performance Statement reflects Council performance on indicators included in the Local Government
Performance Reporting Framework. As this framework came into effect on 1 July 2014, the 2014/15
financial year is the first reporting period for these indicators and no comparative data for past years is
available. Please note that the source for some of the data included in this framework is derived from
external sources such as the Local Government Community Satisfaction Survey, the Australian Bureau of
Statistics and the Department of Health and Human Services.
Sustainable Capacity Indicators
Ref
Reg
15(3)
Sch3
16(1)
17(2)
I ndicator /measure
Ow n-source revenue
Own-source revenue per head of
municipal population
Results
2015
$847
Material Variations
None
[Own-source revenue / Municipal
population]
Recurrent grants
Recurrent grants per head of municipal
population
$131
Population
Expenses per head of municipal
population
$958
None
Infrastructure per head of municipal
population
$6,904
None
Population density per length of road
234.65
None
Disadvantage
Relative socio-economic disadvantage
9
None
None
[Recurrent grants / Municipal population]
[Total expenses / Municipal population]
[Value of infrastructure / Municipal
population]
[Municipal population / Kilometres of local
roads]
[Index of Relative Socio-economic
Disadvantage by decile]
Definitions
"adjusted underlying revenue" means total income other than
(a)
non-recurrent grants used to fund capital expenditure; and
(b)
non-monetary asset contributions; and
(c)
contributions to fund capital expenditure from sources other than those referred to in paragraphs (a) and (b)
“infrastructure” means non-current property, plant and equipment excluding land
"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management
Act 2004
"population" means the resident population estimated by council
"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including
government grants)
"relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as
a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative SocioEconomic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA
"SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its
Internet website
"unrestricted cash" means all cash and cash equivalents other than restricted cash.
Service Performance Indicators
Ref
Reg
15(1)
Sch3
16(1)
17(2)
Service/indicator /measure
Aquatic facilities
Utilisation
Utilisation of aquatic facilities
Results
2015
Material Variations
5.75
None
6.00
None
97.92%
None
61
None
23.35%
None
24.02%
None
17.08%
None
83.51%
None
[Number of visits to aquatic facilities /
Municipal population]
Animal management
Health and safety
Animal management prosecutions
[Number of successful animal
management prosecutions]
Food safety
Health and safety
Critical and major non-compliance
notifications
[Number of critical non-compliance
notifications and major non-compliance
notifications about a food premises
followed up / Number of critical noncompliance notifications and major noncompliance notifications about a food
premises] x100
Governance
Satisfaction
Satisfaction with council decisions
[Community satisfaction rating out of 100
with how council has performed in
making decisions in the interest of the
community]
Home and community care
Participation
Participation in HACC service
[Number of people that received a HACC
service / Municipal target population for
HACC services] x100
Participation
Participation in HACC service by CALD
people
[Number of CALD people who receive a
HACC service / Municipal target
population in relation to CALD people for
HACC services] x100
Libraries
Participation
Active library members
[Number of active library members /
Municipal population] x100
Maternal and child health
Participation
Participation in the MCH service
[Number of children who attend the MCH
Ref
Reg
Service/indicator /measure
service at least once (in the year) /
Number of children enrolled in the MCH
service] x100
Participation
Participation in the MCH service by
Aboriginal children
Results
2015
Material Variations
73.24%
None
69
None
76.47%
None
55.28%
None
[Number of Aboriginal children who
attend the MCH service at least once (in
the year) / Number of Aboriginal children
enrolled in the MCH service] x100
Roads
Satisfaction
Satisfaction with sealed local roads
[Community satisfaction rating out of 100
with how council has performed on the
condition of sealed local roads]
Statutory Planning
Decision m aking
Council planning decisions upheld at
VCAT
[Number of VCAT decisions that did not
set aside council’s decision in relation to a
planning application / Number of VCAT
decisions in relation to planning
applications] x100
Waste Collection
W aste diversion
Kerbside collection waste diverted from
landfill
[Weight of recyclables and green organics
collected from kerbside bins / Weight of
garbage, recyclables and green organics
collected from kerbside bins] x100
Definitions
"Aboriginal child" means a child who is an Aboriginal person
"Aboriginal person" has the same meaning as in the Aboriginal Heritage Act 2006
"active library member" means a member of a library who has borrowed a book from the library
"annual report" means an annual report prepared by a council under sections 131, 132 and 133 of the Act
“class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food
premises under section 19C of that Act
“class 2 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 2 food
premises under section 19C of that Act
"Community Care Common Standards "means the Community Care Common Standards for the delivery of HACC services,
published from time to time by the Commonwealth
"critical non-compliance outcome notification" means a notification received by council under section 19N(3) or (4) of the Food Act
1984 , or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to
public health
"food premises" has the same meaning as in the Food Act 1984
"HACC program" means the Home and Community Care program established under the Agreement entered into for the purpose of
the Home and Community Care Act 1985 of the Commonwealth
"HACC service" means home help, personal care or community respite provided under the HACC program
"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management
Act 2004
"major non-compliance outcome notification" means a notification received by a council under section 19N(3) or (4) of the Food
Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate
serious threat to public health but may do so if no remedial action is taken
"MCH" means the Maternal and Child Health Service provided by a council to support the health and development of children
within the municipality from birth until school age
"target population" has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care
Act 1985 of the Commonwealth
"WorkSafe reportable aquatic facility safety incident" means an incident relating to a council aquatic facility that is required to be
notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.
Financial Performance Indicators
Ref
Reg
15(2)
Sch3
16(1)
16(2)
17(2)
17(3)
Dimension/indicator /measure
Operating position
Adjusted underlying result
Adjusted underlying surplus (or deficit)
[Adjusted underlying surplus (deficit)/ Adjusted
underlying revenue] x100
Results
2015
2016
Forecasts
2017
2018
2019
Material Variations
3.65%
0.47%
1.46%
2.44%
2.56%
None
195.74%
124.0%
120.14%
118.59%
114.81%
None
84.21%
55.08%
51.12%
51.73%
53.42%
None
31.99%
29.16%
26.07%
23.42%
20.90%
None
Liquidity
W orking capital
Current assets compared to current liabilities
[Current assets / Current liabilities] x100
Unrestricted cash
Unrestricted cash compared to current liabilities
[Unrestricted cash / Current liabilities] x100
Obligations
Loans and borrow ings
Loans and borrowings compared to rates
[Interest bearing loans and borrowings / Rate
revenue] x100
Loans and borrowings repayments compared to
rates
[Interest and principal repayments on interest
bearing loans and borrowings / Rate revenue]
x100
1.55%
2.98%
2.82%
2.69%
2.58%
None
Ref
Reg
Forecasts
Dimension/indicator /measure
2015
2016
2017
2018
2019
Material Variations
I ndebtedness
Non-current liabilities compared to own source
revenue
25.19%
22.18%
19.65%
17.61%
15.78%
None
Asset renew al
Asset renewal compared to depreciation
125.58%
98.0%
92.41%
94.25%
94.71%
66.81%
65.29%
65.51%
65.58%
65.79%
None
66.81%
65.29%
65.51%
65.58%
65.79%
None
0.31%
0.32%
0.31%
0.32%
0.32%
None
$2,220
$2,400
$2,456
$2,493
$2,545
Revenue level
Average residential rate per residential property
assessment
$1,451
$1,487
$1,541
$1,580
$1,618
None
W orkforce turnover
Resignations and terminations compared to
average staff
4.21%
5.35%
5.15%
5.15%
5.15%
None
[Non-current liabilities / Own source revenue]
x100
[Asset renewal expenses / Asset depreciation]
x100
Rates compared to adjusted underlying revenue
[Rate revenue / Adjusted underlying revenue]
x100
Stability
Rates concentration
Rates compared to adjusted underlying revenue
[Rates revenue / Adjusted underlying revenue]
x100
Rates effort
Rates compared to property values
[Rate revenue / Capital improved ]value of
rateable properties in the municipality] x100
Efficiency
Expenditure level
Expenses per property assessment
[Total expenses / Number of property
assessments]
None
None
[Residential rate revenue / Number of residential
property assessments]
[Number of permanent staff resignations and
terminations / Average number of permanent
staff for the financial year] x100
Definitions
"adjusted underlying revenue" means total income other than—
(a)
non-recurrent grants used to fund capital expenditure; and
(b)
non-monetary asset contributions; and
(c)
contributions to fund capital expenditure from sources other than those referred to in paragraphs (a) and (b)
“infrastructure” means non-current property, plant and equipment excluding land
"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004
"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants)
"relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which
the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA
"SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website
"unrestricted cash" means all cash and cash equivalents other than restricted cash.
Other Information
Ref
Reg
1.
Basis of preparation
Council is required to prepare and include a performance statement within its annual report. The
performance statement includes the results of the prescribed sustainable capacity, service
performance and financial performance indicators and measures together with a description of
the municipal district and an explanation of material variations in the results. This statement has
been prepared to meet the requirements of the Local Government Act 1989 and Local
Government (Planning and Reporting) Regulations 2014.
Where applicable the results in the performance statement have been prepared on accounting
bases consistent with those reported in the Financial Statements. The other results are based on
information drawn from council information systems or from third parties (e.g. Australian Bureau
of Statistics).
The performance statement presents the actual results for the current and three preceding years
and for the prescribed financial performance indicators and measures, the results forecast by the
council’s strategic resource plan. The Local Government (Planning and Reporting) Regulations
2014 requires explanation of any material variations in the results contained in the performance
statement. Council has adopted materiality thresholds relevant to each indicator and measure
and explanations have not been provided for variations below the materiality thresholds unless
the variance is considered to be material because of its nature.
The forecast figures included in the performance statement are those adopted by Council in its
strategic resource plan on 22 June 2015 and which forms part of the council plan. The strategic
resource plan includes estimates based on key assumptions about the future that were relevant
at the time of adoption and aimed at achieving sustainability over the long term. Detailed
information on the actual financial results is contained in the General Purpose Financial
Statements. The strategic resource plan can be obtained by contacting Council.
Certification of the performance statement
Victorian Auditor General’s Report
- Financial Report
Victorian Auditor General’s Report
- Performance Report
Glossary
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Advisory Committee: Specialist appointees who form a committee that provides advice and
recommendations to Maroondah City Council on matters relating to the delivery of strategies,
services and activities.
Advocacy: To provide support to a cause or to make public recommendation.
Aquahub: Formerly known as Croydon Leisure and Aquatic Centre, Aquahub comprises a fully
equipped gym, group fitness studio, cycle room, multipurpose room, multisport indoor stadium,
family leisure pool, 25m pool, warm water program pool, spa and sauna.
Aquanation: A state of the art regional and leisure centre under construction in Ringwood that will
incorporate the State Diving Centre. The centre is scheduled to open in Spring 2015 and will include
a 66.5 metre 10 lane swimming and diving pool, warm water pool, a dedicated learn to swim pool, a
large gym with three separate group fitness rooms, dry diving training room, child care facilities and
a cafe.
Auditor-General: An independent parliamentary officer appointed by legislation to examine and
report to State Parliament and the community on the management of public sector resources and
provide assurance on the financial integrity of Victoria’s system of government.
Asset: An asset is a facility or part of a facility that has value, enables a service to be provided and
has an economic life greater than 12 months.
Asset renewal and maintenance gap: The variance between what councils need to spend on their
existing infrastructure to maintain or renew it to its original service potential or useful life, and what
Councils actually spend on renewal and maintenance.
Benchmarking: Qualitative and quantitative comparisons with similar services/service
organisations that provide a benchmark for service standards and therefore, ensure Council is
providing services to the municipality at or above the best possible service quality standards.
Best Practice: To adopt or develop standards, actions or processes for the provision of goods,
services or facilities which are equal to or better than the best available on a state, national or
international scale.
Best Value: An approach to Local Government service delivery which includes community input,
effective service delivery and cost efficiency as key service outcomes. Victorian Government
legislation requires all Victorian councils to review their services and adopt a model that consider six
principles.
Black Spot program: A road safety program to identify and raise awareness of hazardous spots on
Victoria’s roads initiated by the State and Australian Governments.
Biodiversity: Different plants, animals and microorganisms make a variety of life incorporating their
genes and the ecosystems.
Capital Works: Projects undertaken to establish, renew, expand, upgrade and dispose of assets
owned by Maroondah City Council in the community.
Charter of Human Rights and Responsibilities Act 2006: Legislation created to protect and
promote human rights. It sets out freedoms, rights and responsibilities.
Community Grants: Council funding made available to local not-for-profit community groups and
organisations to assist in the provision of activities and services not available through state, federal
and private resources.
Community Engagement: The process of Council working with residents, businesses and
community groups to address issues that impact their well-being. Council adopted principles
regarding community engagement are outlined in the Community Engagement Policy 2008.
Community Satisfaction Survey: A Victorian Government survey conducted annually to gauge
community satisfaction levels with Council services.
Continuous improvement: The process that ensures ongoing review and improvement practices
are built into operational activities.
Corporate governance: Council’s responsibility for the economic and ethical performance of the
municipality.
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Council: The collective group of nine councillors that set the strategic direction for Maroondah City
Council, monitor organisational performance, liaise with stakeholders and ensure operational
compliance.
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Council Plan 2013-2017: A four year plan which provides the framework and outlines Council’s
medium-term strategies to work toward the outcome areas set out in Maroondah 2040: Our future
together.
Councillor: A member of the community elected in accordance with the Local Government Act
1989 to represent the residents of a ward within the municipality, as a member of Council.
Croydon Memorial Pool: A seasonal outdoor heated 50m pool, with toddlers’ pool, grand stand
and shaded lawn areas.
Current Assets: Assets where Council expects to receive the future economic benefit within the
next 12 months unless the asset is restricted from being exchanged or used to settle a liability for at
least 12 months after the reporting date.
Current Liabilities: Liabilities where Council expects to fulfil its obligation within the next 12 months
unless the Council does not have an unconditional right to defer settlement of the liability for at least
12 months after reporting date.
Development Contributions Plan: A plan developed by Council that identifies financial
contributions required from developers towards the provision of shared community infrastructure to
service new developments and communities. Items or infrastructure funded by way of a
Development Contributions Plan may include (but are not limited to) the construction or widening of
roads, provision of bus stops, public parks and recreation facilities, provision of stormwater drainage
and community centres.
Dorset Golf: A secluded 18 hole public golf course located in Trawalla Rd, Croydon offering a fully
stocked golf shop and golf lessons.
Environment Protection Authority: A statutory authority established under the Environment
Protection Act 1970 to ensure the protection and control of air, land and water pollution, and
industrial noise.
Equity: The residual interest in the assets of Council after deductions of its liabilities, which is made
up of accumulated surplus and reserves. Total equity is also equal to net assets.
Feasibility study: An analysis and evaluation of a proposed project to determine if it is technically
feasible, is feasible within the estimated costs, and will be profitable. Studies also often consider
the potential impact of the project and discuss options.
Governance: How Council operates as a decision-making body, its relationship with the
administration and the ways that Council engages with their community.
Home and Community Care: Council service which assists elderly and disabled residents with
essential house cleaning and daily living tasks so that they can remain living independently in their
own homes.
Indigenous: Originating in a particular geographic region or environment and native to the area
and/or relating to Aboriginal and Torres Strait Islander people.
Infrastructure: Facilities required for the functioning of the community, such as roads, drains,
footpaths, public buildings and waste systems.
Karralyka: An architecturally award-winning function venue and theatre located on Mines Road,
Ringwood East. The venue offers outstanding facilities and services for live theatre, corporate
events, wedding receptions, private celebrations, conventions and exhibitions.
Liabilities: Future sacrifices of economic benefits that Council is presently obliged to make to other
entities as a result of past transactions or other past events.
Local Laws: The laws adopted by Council that prohibit, regulate and control activities, events,
practices and behaviours within Maroondah.
Local Government Act 1989: This Victorian Government legislation outlines the intention for
Councils to provide a democratic and efficient system of local government in Victoria. It provides
Councils with the authority to meet the needs of their communities and provides the basis for an
accountable system of local governance in Victoria. Recent amendments to the Act came into
operation on 18 April 2014 to enable state-wide implementation of the new Local Government
Performance Reporting Framework.
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Local Government Amendment (Performance Reporting and Accountability) Act 2014: Sets
out a new financial planning and reporting framework for local government, commencing in the
2014/15 financial year.
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Local Government Performance Reporting Framework: A new Victorian planning and reporting
framework that seeks to provide a comprehensive picture of Council performance. The framework
comprises four indicator sets: service performance, financial performance, sustainable capacity and
governance & management. Implementation of the Local Government Performance Reporting
Framework was mandatory for Councils from the commencement of the 2014/15 financial year.
Local Government (Planning and Reporting) Regulations 2014: Supports the operation of the
new Local Government Performance Reporting Framework for Councils under the Local
Government Act 1989.
Local Planning Policy Framework: The Framework provides the strategic basis for land use
planning as controlled by the Maroondah Planning Scheme. The Framework consists of the
Municipal Strategic Statement together with local planning policies.
Maroondah 2040 - Our future together: A shared strategic vision for the future of Maroondah
developed by Council and the community developed in 2013/14. The strategic framework within this
new community vision has provided the strategic basis for all of Council’s service delivery and
operations since 1 July 2014.
Maroondah Federation Estate: A community, cultural and arts facility located on the site of the
former Ringwood Primary School in Greenwood Avenue, Ringwood. The facility incorporates the
Maroondah Art Gallery, a cultural centre, a lifestyle centre, the ‘AMazing Space’ accessible
playspace, landscaped gardens, tree sculptures, Sensory Time Trail, and a courtyard.
Maroondah in Focus: Council’s quarterly newspaper which provides residents with information
about Council activities. The publication is delivered to all residents and businesses within
Maroondah.
Mission Statement: The overall corporate philosophy that articulates how the Maroondah 2025
vision will be achieved.
Municipal Emergency Coordination Centre (MECC): The centre responsible for the coordination
of the provision of human and material resources within the municipality, during response and
recovery phases of emergencies.
Municipal Strategic Statement (MSS): Outlines the key land use and development objectives and
strategies for the municipality. The MSS provides the basis for zones, overlays and particular
provisions. Council will review the MSS every three years.
Municipality: A geographical area that is delineated for the purpose of local government.
Net Assets: The difference between total assets and total liabilities, which represents Council’s net
worth. Net assets are also equal to total equity.
Plan: A focused and structured detail of action to be undertaken, involving a series of specific
steps, to implement the outcomes and key directions of an overarching strategy.
Planning Scheme: The planning scheme sets out policies and requirements for the use,
development and protection of land located within the City of Maroondah.
Policy: A set of principles intended to influence and provide direction for Council decisions, actions,
programs and activities.
Productivity Commission: The Australian Government’s independent research and advisory body
established to consider a range of economic, social and environmental issues that affect the welfare
of Australians. Its role is to help governments make better policies in the long term interest of the
Australian community.
Rate and Charges Income: Income received from ratepayers in relation to general rates, garbage
rates and special rate schemes.
Realm: A new Council library, learning and cultural centre that is currently under development on
Maroondah Highway in Ringwood. The state-of-the-art facility will be the centrepiece of a new
Ringwood town square precinct and integrate a library, a learning centre, an art gallery and Council
service centre. Realm is anticipated to be completed in late 2015.
Revenue: Revenue is the amount of money that Council actually receives from its activities, mostly
from rates and services provided to customers and ratepayers.
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Ringwood Golf: An 18 hole public golf course located at the corner of EastLink and Canterbury Rd
offering golf lessons, a fully stocked golf shop and a café.
Ringwood Town Square: A new Town Centre for Ringwood is currently under development as a
core element of the $575 million Eastland Stage 5 development. The square will integrate with the
redeveloped Ringwood Station and feature Realm, contemporary al fresco dining, signature
restaurants, and public space that allows for an integrated mix of activities.
Risk Management: A discipline for developing appropriate procedures to minimise or eliminate the
risk of adverse effects resulting from future events and activities. Principles for managing risk are
set out in the Australian Standards for risk management AS/NZS ISO 31000:2009
Service Centre: Council’s customer service centres handle requests, enquiries and payments from
the general community.
Service Delivery Plan: A detailed work plan to guide how a Council service area will achieve the
relevant outcomes and key directions set out in Maroondah 2025: A community planning together
and the Council Plan 2013-2017.
Statutory Authority: Organisations established under an Act of the Victorian Parliament or
Australian Parliament for a public purpose.
Strategy: A long term systematic plan of action to achieve defined outcomes in an area of Council
activity or responsibility. A series of key directions is set out to meet these outcomes and specific
actions are outlined to deliver on these key directions. At times, a separate plan or action plan is
developed to identify the specific actions to be implemented.
Structure Plans: A land-use document that provides direction for planning and development of a
defined geographic area or precinct. Structure plans are subject to community consultation and may
be incorporated into the Maroondah Planning Scheme.
Sustainability: The principle of providing for the needs of the present community without
compromising the ability of future generations to meet their own needs. The principle seeks to
achieve long-term health and well-being across social, economic, environmental and cultural
domains.
The Rings: Formerly known as Maroondah Indoor Sports Centre, The Rings is a four court indoor
stadium, catering primarily for basketball and netball users.
Values: Represent underlying attitudes and beliefs within Council that are demonstrated through
organisational practices, processes, and behaviours.
Victorian Auditor General’s Office: A public sector audit organisation providing auditing services
to the Victorian Parliament and Victorian public sector agencies and authorities.
Vision: A statement of direction that defines the shared aspirations of Council and the Maroondah
community. The community vision serves to guide all of Council’s service delivery and operations.
Wards: A geographical area which provides a fair and equitable division of a local government
area. The City of Maroondah is divided into three wards, each with three elected Council
representatives.
Wyreena Community Arts Centre: A classic English Tudor–style building set on four acres of
lawns and gardens on Hull Road, Croydon. The facility incorporates an Adventure Playground, the
Wyreena Gallery, and the Conservatory Café. A range of short courses, ongoing courses, after
school programs and school holiday programs are offered in the creative arts.
X Space: A recently opened children’s playground and activity space adjacent to the Y Space in
Croydon Park.
Y Space: An outdoor activity space in Croydon Park designed to enable a variety of activities that
meet the needs of young people and the wider community.
Commonly Used Acronyms
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AAS: Australian Accounting Standards
ABS: Australian Bureau of Statistics
ALGA: Australian Local Government Association
AS/NZS ISO 31000:2009: Australian Standards for Risk Management
ATO: Australian Taxation Office
CAA: Central Activities Area (now defined by Victorian Government as MAC)
CBD: Central Business District
CCTV: Closed Circuit Television
CEO: Chief Executive Officer
CFA: Country Fire Brigade
CIV: Capital Improved Value
CMT: Corporate Management Team
COAG: Council of Australian Governments
CP: Council Plan
CPA: Certified Practising Accountants
DCP: Development Contributions Plan
DHHS: Department of Health and Human Services
DELWP: Department of Environment, Land, Water and Planning
DVD: Digital Video Disk
EACH: Eastern Access Community Health
EBA: Enterprise Bargaining Agreement
EDMS: Electronic Document Management System
EEO: Equal Employment Opportunity
EFT: Equivalent full-time
EOC: Equal Opportunity Commission
EPA: Environment Protection Authority
ERL: Eastern Regional Libraries
FDC: Family Day Care
FOI: Freedom of Information
GIS: Geographic Information System
GST: Goods and Services Tax
HACC: Home and Community Care
HR: Human Resources
IBAC: Independent Broad-based Anti-Corruption Commission
ICT: Information and Communications Technologies
IFRS: International Finance Reporting Standards
IPAA: Institute of Public Administration Australia
IT: Information Technology
KPI: Key Performance Indicator
KSA: Key Strategic Activity
LASPLAN: Local Authorities Superannuation Plan
LGMA: Local Government Managers Australia
LGPro: Local Government Professionals
LGV: Local Government Victoria
LLEN: Local Learning and Employment Network
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MAV: Municipal Association of Victoria
MAC: Major Activity Centre
MBS: Municipal Building Surveyor
MCC: Maroondah City Council
MCH: Maternal and Child Health
MECC: Municipal Emergency Coordination Centre
MEM: Municipal Emergency Manager
MERC: Municipal Emergency Response Coordinator
MERO: Municipal Emergency Resource Officer
MFPO: Municipal Fire Prevention Officer
MFB: Melbourne Fire Brigade
MRM: Municipal Recovery Manager
MSS: Municipal Strategic Statement
NAC: Neighbourhood Activity Centre
NBN: National Broadband Network
NCP: National Competition Policy
OH&S: Occupational health and safety.
PC: Personal Computer
PCP: Primary Care Partnership
RADAR: Review, Acknowledgement, Development and Recognition (Maroondah City Council’s
Performance Review Process)
REV: Recognising Extra Value (Council’s staff recognition program)
SACS: Social and Community Services
SDP: Service Delivery Plan
TRIM: Total Records and Information Management System (Council’s EDMS)
UDF: Urban Design Framework
VCAT: Victorian Civil Administrative Tribunal
VLGA: Victorian Local Governance Association
To contact Council telephone 1300 88 22 33
visit our website at: www.maroondah.vic.gov.au
or call in to one of our service centres:
City Offices Service Centre
Braeside Avenue
Ringwood
Ringwood Centre Service Centre
Civic Place
Ringwood
Croydon Service Centre
Civic Square
Croydon
Translating and Interpreter Service
13 14 50
National Relay Service (NRS)
13 36 77
www.facebook.com/MaroondahCityCouncil
@CityofMaroondah
www.youtube.com/CityofMaroondah
maroondah@maroondah.vic.gov.au
www.maroondah.vic.gov.au

Annual Report - Part 1 - Maroondah City Council

Transcription

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