Maroondah City Council
Annual Report 2012-13
Table of Contents
Welcome to the 2012-13 Annual Report .................................................................................................... 3
Our Highlights: Message from the Mayor and Chief Executive Officer .................................................. 4
Our City ..................................................................................................................................................... 10
Our Council ............................................................................................................................................... 18
Our Performance - Community................................................................................................................ 26
Our Performance – Natural Environment................................................................................................ 37
Our Performance – Economic Development and Employment ............................................................. 40
Our Performance – Leisure and Culture ................................................................................................. 44
Our Performance – Infrastructure ........................................................................................................... 50
Our Performance – Transport .................................................................................................................. 54
Our Performance – Urban Design and Development ............................................................................. 56
Our Performance – Governance and Corporate Support ...................................................................... 60
Corporate Governance ............................................................................................................................. 69
Statutory Information ............................................................................................................................... 81
Understanding the Financial Report ....................................................................................................... 97
Financial Report........................................................................................................................................101
Glossary.....................................................................................................................................................169
2012-13 Annual Report
Maroondah City Council
Page 2
Welcome to the 2012-13 Annual Report
The Annual Report is an important document that provides a record of the achievements, performance and
financial management of Maroondah City Council for the 2012-13 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 this financial
year against the Council Plan 2009-13 and Budget 2012-13.
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 this Annual Report at its 21 August 2013 meeting, and
Council adopted the financial report at the Council meeting on 16 September 2013. 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 2012-13 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 2012-13
2. Our City – profiles Maroondah City, 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 2012-13 achievements relating to Council’s eight key objectives:
Community; Leisure and Culture; Economic Development and Employment; Natural Environment;
Transport; Urban Design and Development; Infrastructure; and Governance and Corporate Support.
Each key objective includes information on achievements, challenges, future directions, interesting
facts and statistics, as well as performance against the commitments identified in the Council Plan
2009-13.
5. Corporate Governance – reports on governance procedures, conflict of interest, and risk
management.
6. Statutory Information – includes statutory information on privacy, protected disclosure, Best Value
reporting and the Victorian Local Government performance indicators.
7. Financial Report - includes detailed financial statements which fulfill Council’s reporting
requirements.
8. Glossary – commonly used terms and acronyms
For more information?
To obtain further information relating to the Annual Report please contact Maroondah City Council on
1300 88 22 33, on (03) 9298 4598 or maroondah@maroondah.vic.gov.au
2012-13 Annual Report
Maroondah City Council
Page 3
Copies of the 2012-13 Annual Report are available at the Eastland, Ringwood and Croydon Service
Centres and on Council’s website http://www.maroondah.vic.gov.au. For service centre locations please
refer to the back cover of this report.
Our Highlights
Message from the Mayor and Chief Executive Officer
We are pleased to present the 2012-13 Maroondah City Council Annual Report to the Maroondah
community and to the Minister for Local Government.
From the Mayor, Councillor Nora Lamont
From the Mayor, Councillor Nora Lamont
While the Annual Report reflects on Council’s activities during 2012-13, much of our focus over the past
year has been firmly set on the future. What will Maroondah be like in 2040? is the question we have been
asking residents as we develop a new community vision for Maroondah.
Maroondah 2040: Our Future Together will be a strategic document incorporating the aspirations and goals
of the community, and will replace the current Maroondah 2025 – A Community Planning Together.
As we look to the future, Council has continued its long term planning for the Ringwood Central Activities
Area and the Croydon Major Activities Area, with investment in both Ringwood and Croydon’s retail,
commercial and business precincts continuing to see significant results for the community.
Council is working in partnership with QIC, owners of Eastland, to develop the Ringwood Library Learning
and Cultural Centre in the heart of Ringwood as part of a $600 million expansion to the shopping centre. To
ensure that the new library is vibrant, active and well utilised by all who live, work in and visit Maroondah,
Council has sought the views of the community on the activities, services, layout and decor they would like
to see in the new facility.
Council has developed Amendment C85 which proposes the rezoning of a parcel of land at the corner of
Kent and Wicklow Avenue, Croydon, currently occupied by Croydon Central Shopping Centre. The
planning permit application proposes to develop the site primarily for retail use with some ancillary
residential and commercial use, increasing the total floor space of the existing centre to 28,200sqm.
Strong working relationships have continued with all levels of Government resulting in a number of funding
partnerships to construct new community facilities. This includes Aquanation, Barngeong Pavilion, Cheong
Park Pavilion, Mullum Mullum Pavilion, Croydon Y Space 2nd stage and Bayswater North Community
Renewal projects.
Following our largest ever youth consultation, Council officially endorsed the Maroondah Youth Plan 201216 which will guide and focus Council’s work with and for young people over the next four years. This
document is Council’s response and our commitment to supporting the needs and issues of our young
people – who hold the keys to our future.
2012-13 Annual Report
Maroondah City Council
Page 4
From the Chief Executive Officer, Frank Dixon
Council’s focus over the past few years has been to ensure that we are well placed to ensure the future
financial viability of the municipality, while ensuring that services to the community are not only maintained
but also enhanced.
Council recognises the many changes within our community and significant external impacts which have
occurred since the initial development of Council’s Vision document: Maroondah 2025. Whilst the directions
within Maroondah 2025 have served us well it is now appropriate to gauge our current community
expectations.
During 2012-13 Council commenced the development of the new Vision to replace Maroondah 2025 and
invested in a comprehensive training program across all service areas for its leadership group to enhance
their skills and abilities in identifying opportunities for improvements and innovation in their approach to
service delivery. The results are realising improved service delivery to the community and will see further
savings reflected in the 2013-14 budget. The challenge for Council as it moves into the future is to ensure
that the community’s aspirations and vision drive the direction for Council’s planning framework and long
term financial sustainability.
There are a number of external influences that impacted on the 2012-13 Budget and Long Term Financial
Strategy. This past Council has been required to manage the significant impact of the superannuation
defined benefits shortfall of $7.9million (the Budget provided for $1.2million based on previous advice from
Vision Super) and the longer term impact this has on Council’s financial planning and sustainability. In
addition we had the impact of the Federal Government’s Carbon Tax of approximately $1.5 million per
annum; a 10 per cent increase in the Land Fill levy; and the increased costs of street lighting. Nevertheless
we were able to manage a modest increase in rates and charges and were able to achieve a surplus of
$2.987million.
The significant achievements of the past year are highlighted throughout this report and we commend it as
a record of the extent of what has been accomplished by Council, in partnership with the community. Some
of the key highlights are detailed below.
Key highlights
Aquanation
Planning for the construction of the new $47.8million regional aquatic and leisure centre continued during
2012-13, with detailed designs completed; naming and branding process undertaken with the name
Aquanation introduced to the community in December; and the successful funding application to the
Federal Government’s Regional Development Australia Fund – Round 4. The announcement in June that
$10million would be committed by the Federal Government was the trigger to commence the construction
in August 2013 with an anticipated opening date in Spring 2015.
Once completed Aquanation will be the State Diving Centre and home to Diving Victoria, Ringwood Diving
Club, Ringwood Water Polo Club and Ringwood Swimming Club, with Swimming Australia also intending to
establish a permanent presence.
Ringwood Activities Area
Development progressed with $6million early works at Eastland; Costco commenced construction of its
$60million warehouse store; Larissa Park was showcased on the ABCs Gardening Australia program and
local residents are now enjoying even more open space in the heart of Ringwood with Sherbrook Park
open to the community in June.
Funding of $66 million was confirmed in the State Budget for Ringwood Station following an announcement
by Premier, Denis Napthine when he visited the precinct, with the design to be completed in time for works
to commence in 2014.
2012-13 Annual Report
Maroondah City Council
Page 5
Council commenced community consultation for the new, state-of-the-art Ringwood Library, Learning and
Cultural Centre (3100sqm), which will provide a range of services for the community. To assist with the
future fitout, we welcomed two funding announcements from the State Government amounting to $900,000.
Key highlights(continued...)
Maroondah 2040
One of Council’s Priority Actions is the development of a new community Vision for the City which will
replace the existing Maroondah 2025 – A Community Planning Together. Whilst the directions within
Maroondah 2025 have served us well, it is timely to assess community expectations to ensure the
aspirations and Vision direct Council’s long term planning framework and financial sustainability. During the
2012-13 Council commenced the conversation with the Maroondah community and key stakeholders, and
will continue this extensive consultation process into the 2013-14 year to finalise the Vision.
Barngeong Pavilion
Council completed the $450,000 redevelopment of Barngeong Reserve Pavilion, home to Croydon Football
Club Juniors, Croydon Baseball Club and Croydon North Cricket Club.
The extensive works saw both ends of the pavilion expanded to accommodate new change rooms and
amenities,a time keepers’ area overlooking both ovals, and an extended multipurpose area looking over the
baseball diamond. New outdoor spaces provide more social and seating areas. The pavilion was upgraded
with Council contributing $200,000 in funds and project management and $250,000 in State Government
funding.
Cheong Park Pavilion
The $310,000 redevelopment of Cheong Park Pavilion was completed, doubling the multipurpose area and
improving the toilet facilities and disability access to the facility. Cheong Park is home to Croydon South
Football and Cricket Clubs and the larger facility allows the pavilion to be used by other community groups
on weekdays. The pavilion was upgraded with Council contributing $90,000 in funds and project
management and $250,000 in Federal Government funding.
Bayswater North Community Renewal
The Bayswater North Community Renewal Project concluded after six years and more than $3.5 million
invested by the State Government, Council and community partners into a range of initiatives and programs
that have brought residents, businesses, government and local organisations together to create a place of
opportunity and activity.
Council handed over the reins to the newly formed Bayswater North Community Network which includes
Council and a range of community representatives who are committed to continuing to work towards
addressing local priority areas and bringing about positive change with the community.
Other key highlights
Council continued to integrate social media into its communication with the community launching its
YouTube channel and Facebook page, as well as launching an Aquanation Facebook page and Bang the
Table engagement hub.
Following Council’s largest ever youth consultation the 2012-2016 Youth Plan was officially launched at
the 2012 Maroondah Festival by our Youth Services team, who also hosted the Deputy Opposition Leader,
Julie Bishop during the extensive Youth Week activities in May.
The draft Ringwood East and Heathmont Structure Plans were finalized. These will guide the
development of both important centres over the next 20 years, ensuring future development is in keeping
with the neighbourhood character of the areas.
Commencement of the development of Council’s 2013-2017 Community Wellbeing Plan, which will
define a four-year vision for the health and wellbeing of the Maroondah community, to be implemented in
partnership with the community, local agencies and the State Government.
2012-13 Annual Report
Maroondah City Council
Page 6
The State Government announced $400k funding towards the $1.6m redevelopment of the sporting
pavilion in Mullum Mullum Reserve, home to Norwood Football and Cricket Clubs.The redevelopment
project will enable other community groups to use the multipurpose pavilion, including Ringwood U3A.
During 2012-13 Council managed a $27.9 million capital works program to develop and maintain the
infrastructure assets to ensure they continue to meet the needs of our community now and into the future.
This included $4.6million on roads, footpaths and our commercial centres; $4.1million to the 340 Council
buildings and structures; and $1.74 million to maintain and upgrade our sportsfields, shared paths and
bridges, golf courses and playgrounds.
The Croydon Memorial Pool turned 50 with celebrations held during January including a range of free
festivities including an historical display, live music, show bag giveaway, children’s activities and
entertainment and a sausage sizzle.
The first Marveloo, a mobile accessible restroom, was launched at the 2012 Maroondah Australia Day
festivities. Marveloo caters for people who have a severe disability and their carers meaning people who
rely on assistance to use the bathroom can attend events and know that they will have access to the
facilities they need.
The rollout of new signage at Council facilities continued, as well as installation of new gateway signage
which welcomes and farewells motorists as they travel into and out of Maroondah. The signs, symbolising
the changing face of the municipality, have been installed at all major arterial entry points with additional
signs to be installed in Heathmont, Bayswater North, Ringwood, Croydon and Kilsyth South.
The 2012 Maroondah Business Week saw approximately 700 of the region’s business leaders and
representatives take part in a range of activities including high profile speakers at three major events.
Brysons Road reconstruction between Wonga Road and Reids Lane was completed as part of the
Federal Government’s Roads to Recovery program. One of the major access roads in Warranwood, the
works allow it to now cater for increased traffic and pedestrian movements.
Major drainage works were completed at Montana Parade, Croydon gaining considerable support and
thanks from local residents who worked with Council to seek a solution. The works included redefining the
open drains along the western side of the road, upgrading the pipes under vehicle crossings, installing
grated trenches within vehicle crossings on the western side of Montana Parade and road regrading works.
The Domestic Animal Management Plan (2013-2017) was adopted by Council.
The Plan outlines the programs, services and strategies in relation to Council’s proactive approach to
ensuring safe and responsible animal management in Maroondah.
The annual Staff Milestone event recognised 400 years of dedicated service by 36 staff, and a thank you
event was held for the 500 volunteers who help to provide a range of Council’s services such as Meals on
Wheels and Social Support.
Awards and Recognition
Maroondah City Council is proud to be recognised for its commitment to leadership and service excellence.
A selection of honours received during 2012-2013 are highlighted below:
2012 SACS Awards
Leadership in Local Government Executive – Finalist
Lex Ritchie, Manager Facilities & Building Services was nominated in recognition of his leadership of
Council’s emergency management processes, policies and action plans, evidenced by the perfect score
achieved in the 2011 audit conducted by the State Emergency Services.
Leadership in Local Government Non-Executive - Finalist
Brenda Biggs was nominated for her leadership and innovative attitude to her role as Management
Accountant, which has resulted in a financially sustainable focus that benefits the Maroondah community
through improved provision of service and programs.
2012-13 Annual Report
Maroondah City Council
Page 7
Awards and Recognition (continued...)
2012 LGPro Aged & Disability Service Awards
Outstanding Program or Project Award Finalist – Stroke a Chord Choir
Stroke a Chord Choir is an innovative community development project, built on partnerships, making a
huge difference in the lives of people who have experienced stroke. Interest in the choir has spread
nationally, with choirs now being developed in three other states and a documentary to be released later in
2013.
Outstanding Team Contribution Award Finalist – Aged and Disability Team
The Aged and Disability Team provide vital services to residents that are elderly and/or have a disability,
including Home and Community Care, Social Inclusion and Wellbeing Program, and a Supported
Residential Service Support Program. Over the past 12 months the team has introduced a number of
initiatives resulting in improved services to our community.
2012 Parks & Leisure Australia Awards – Playspace Award of Excellence Vic/Tas Winner
- Croydon Y Space
Croydon Y Space was officially opened in March 2012 with the 1100m2 skate area catering for
skateboarders, scooter and BMX riders and designed following consultation with the community. Y Space
includes a street plaza, mini ramps and open ended bowl and is located in Croydon Park.
2013 Local Government Professionals (LGPro) Service Delivery Initiative Award Finalist - Hansen 8
Asset Management System
The development and implementation of the Asset Management System (AMS) project means Council can
more effectively meet the Maroondah community’s expectations in relation to the management of its
$1.5billion asset portfolio. Council has worked with software providers to lead the way by creating new
technology which will significantly improve the efficiency and effectiveness of day to day asset
management. The project has generated significant interest from other Local Governments across
Australia.
2013 Institute of Public Administration Australia (IPAA) Leadership in the Public Sector Awards Innovation in Partnering Award Finalist - Stroke a Chord Choir
The Stroke A Chord Choir was established with the assistance of Council in 2010 and is made up of
members with aphasia, who cannot speak but can still sing. The Choir was recognised for its capacity to
bring together a wide range of health and research professionals and community service organisations
resulting in a sustainable model that will ensure long term sustainability and the establishment of other
choirs across the country.
2013 National Awards for Local Government - Excellence in Innovative Infrastructure Development
Award – Commended - Marveloo, a mobile accessible restroom
Marveloo is Australia's first fully-equipped mobile accessible restroom which caters for the needs of people
with a severe disability and their carers. Developed by Council’s Team Leader, Don Di Giandomenico,
Marveloo has travelled a four year journey to be launched at the 2013 Maroondah Australia Day festivities.
Marveloo provides a place that people can use in a safe, comfortable and dignified manner.
Neighbourhood Watch Award of Merit
Community Safety Officer Robyn Williams and Logistics Supervisor Fred Painter were presented with a
Neighbourhood Watch State Certificate of Merit award in recognition of the outstanding support they give to
the Neighbourhood Watch Program and local branches.
Young Member for Victoria - National Youth Week
Council’s Youth Service Team member Mel Jeffery was chosen as Victoria’s Young Member for Youth
Week 2013, an honour that saw Mel represent not only Maroondah’s young people, but those across
Victoria at key events during Youth Week.
2012-13 Annual Report
Maroondah City Council
Page 8
Community Endorsement
Council’s overall Community Satisfaction results revealed positive news with the Maroondah community
rating Council’s overall performance significantly higher than the state-wide average, underscoring the high
standard of service Council provides the community.
The State Government initiated survey is an important measurement tool in gauging Council’s progress
towards the goals stated in Maroondah 2025 – A Community Planning Together and Council’s mission.
th
While this is the 15 annual Community Satisfaction Survey, the survey methodology has changed and
sets a benchmark for the future which will be used by Council to measure its performance on service
provision, prioritise its resources, and focus on areas which the community feels needs improvement.
It has been another exciting and rewarding year, with a number of challenges, but with many successes,
and we thank our elected Council, our community and our staff for their continued support, commitment
and dedication to ensuring Maroondah is a great place to live, work and play.
We look forward to an exciting and rewarding year ahead, confident in the knowledge that Council is well
placed, both financially and operationally, to meet the expectations and needs of the Maroondah
community.
Cr Nora Lamont
Mayor
2012-13 Annual Report
Frank Dixon
Chief Executive Officer
Maroondah City Council
Page 9
Our City
Our location
The City of Maroondah covers a land area of 61.4 square kilometres and is located 22 kilometres from
Melbourne’s Central Business District (CBD). Maroondah is a substantially developed residential
municipality, with an estimated population of 107,879 residents and 42,284 households.1 In Maroondah,
there is an average of 2.58 people per household.2
The City of Maroondah includes the suburbs of 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. Maroondah has the strategic
advantage of being located at the junction of the Eastern Freeway and EastLink corridors.
There are two train lines and a large number of bus routes servicing the city, however, some areas have
limited access to public transport and residents are reliant on private vehicles. 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.
Our history
The first settlers to the area 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 of 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 in the 1850s and
the local proliferation of grazing, fruit growing and brick making activities. Subdivisions of land around
Ringwood commenced with the first sales by the Crown in the 1850’s, often in parcels of 640 acres, which
sold at one pound per acre.
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 when bullock teams heading for the gold fields in Woods Point and the Great Dividing Range started
using this road.
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
railway line to Ferntree Gully followed soon afterwards.
The proclamation in 1924 of the Borough of Ringwood coincided with the electrification of the railway line,
providing a stimulus for major 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. Croydon was not planned and proclaimed a town by the State Government, but
resulted from the private subdivision of crown land in the Parishes of Warrandyte, Mooroolbark and
1
2
Estimated Residential Population, Australian Bureau of Statistics, 2013
Maroondah Population Forecasts, Id Consulting, 2013.
2012-13 Annual Report
Maroondah City Council
Page 10
Ringwood. Separation from the Lillydale Shire was requested in 1957 and the Shire of Croydon was
officially declared in 1961.
Considerable suburban expansion during the post-war period gave rise to the declaration of the City of
Ringwood in 1960. At this point Ringwood gained formal recognition as part of the broader Melbourne
metropolitan region, emphasised by the opening of Eastland 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.
The City of Maroondah was formed on 15 December 1994 by the amalgamation of the former Cities of
Croydon and Ringwood, and parts of the former Doncaster and Templestowe, and Lillydale local
government areas. The term ‘Maroondah’ is named after an aboriginal word meaning ’leaf’ which
symbolises the green environment of the city.
Maroondah is now a well-established municipality that blends the best of both city and country lifestyles.
There are more established residential areas along the major transport routes and railway lines, and newer
residential pockets in the northern and eastern parts of the city. With little remaining land available for
greenfield residential development, future population growth will be stimulated by housing consolidation and
medium density development.
Our residents
Maroondah currently has an estimated population of 109,086 residents and 42,284 households with a
similar age structure to the State’s average. Compared with metropolitan Melbourne, Maroondah has a
slightly higher proportion of residents aged over 45-69 years and a lower proportion of residents aged 2035.
Cultural diversity in the city is increasing with the highest numbers of recent overseas immigrants arriving
from Burma, China, Malaysia, India, Thailand and Iran.3 Maroondah is now home to the largest Burmese
community in Melbourne’s eastern region.
There is a strong atmosphere of community participation within Maroondah embodied by a large number of
committed volunteers. More than two thirds of parents in Maroondah are actively involved in their local
schools and one third of Maroondah’s residents are members of organised community groups.4
Our economy
Over 9,000 businesses operate within the City with small business comprising over 96% 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 approximately 36,250 people.
Maroondah has two major retail centres at Croydon and Ringwood, with Ringwood being one of the largest
in Melbourne. There are a number of strong service and retail precincts clustered along the Maroondah
Highway corridor and 21 neighbourhood shopping centres spread throughout the municipality.
Maroondah is well positioned to take advantage of Victoria's future growth. As part of the State
Government's blueprint for the future, Ringwood is a Central Activities Area, which is a type of precinct that
clusters a greater mix of land uses around quality transport services. Croydon has also been selected as a
Major Activity Centre with development of concentrated retail opportunities continuing to strengthen its
thriving town centre.
3
4
Settlement Report July 2012-May 2013, Department of Immigration and Citizenship, 2013.
Indicators of Community Strength Survey, Department of Planning and Community Development, 2008.
2012-13 Annual Report
Maroondah City Council
Page 11
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 ready access to major roadways and transport connections.
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 10,000 additional street and park trees during 2012-13, and over 12,000
trees and plants in bushland reserves.
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 provide a total of 121 public playgrounds, three skate areas,
and three dirt BMX jump sites.
Maroondah’s residents and businesses are great recyclers: over 11,790 tonnes of recycling in 2012-13,
alongside 13,306 tonnes of green waste. Maroondah has the equal fifth highest diversion rate amongst
Victoria's 79 Councils.
2012-13 Annual Report
Maroondah City Council
Page 12
Our Vision, Mission, Themes and Values
Our Vision
Maroondah will be a vibrant city. It will have an active community, a strong local economy and a diverse
cultural life in a prosperous and sustainable environment.
Our Mission
Maroondah City Council will be an effective and dynamic leader, working in partnership with the community
and other spheres of government to foster quality, accessible and sustainable lifestyles for the community.
Our Community Themes
Community
Maroondah will have a network of agencies committed to the provision of a comprehensive range of
services and facilities that: are high quality, accessible, and cost effective; meet community needs; promote
community wellbeing; and respect individual dignity.
Economic Development and Employment
Maroondah will have a vigorous local economy based on environmentally sustainable and socially
responsible practices that attract business investment, support growth and promote employment within the
municipality.
Infrastructure
Maroondah will provide infrastructure that is both economical and sustainable in its management, and
meets the desired levels of service of our community.
Leisure and Culture
Maroondah will ensure maximum opportunities for choice, involvement in and access to quality, cultural
and leisure experiences and encourage the community to adopt healthy lifestyles.
Natural Environment
Maroondah will provide and advocate for a sustainable environment that enriches the community’s quality
of life by: conserving, managing and enhancing our natural environment; taking innovative approaches to
environmental management, education and the challenges of climate change; and ensuring strategic
management of Council’s resources.
Transport
Maroondah will advocate for the provision of a safe, accessible, affordable and integrated transport system,
which will efficiently transport people and freight in a more sustainable manner and will enhance the
liveability of Maroondah.
Urban Design and Development
Maroondah will foster the development of distinct urban forms with a variety of land uses, building designs
and house types that: offer an attractive and safe environment; respect the municipality’s diverse heritage;
assist in enhancing the community’s sense of place; and build upon natural assets such as the varied
topography and extensive canopy tree cover.
Governance and Corporate Support
Maroondah will underpin its services to the community with the principles and practice of: good
governance; sustainable and responsible financial and risk management; participative decision making
processes; and an organisational culture that highly values its partners, citizens, employees and
customers.
2012-13 Annual Report
Maroondah City Council
Page 13
Our Values
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
Our Integrated Planning Framework
Council’s Integrated Planning Framework ensures that all Council’s activities and financial resources are
aligned in order to meet the aspirations, needs and expectations of the Maroondah community.
This framework is underpinned by the long term strategic vision outlined in Maroondah 2025 from which
evolves a four year Council Plan that establishes Council’s medium-term strategies and resourcing. These
strategic documents provide the direction for Service Delivery Plans that detail activities to be undertaken
by Council to meet community needs and expectations. This approach involves ongoing evaluation
ensuring a cycle of continuous improvement.
2012-13 Annual Report
Maroondah City Council
Page 14
The framework includes a number of other key planning documents – in particular the legislated Municipal
Strategic Statement, Municipal Emergency Management Plan and Community Wellbeing Plan
(incorporating the legislated Municipal Public Health Plan). The framework also includes the Long Term
Financial Strategy and Annual Budget, as well as a broad range of subsidiary strategies and policies
adopted by Council.
All of Council’s plans, strategies and policies have been developed in accordance with good governance
practice. A listing of Council’s community focused plans, strategies and policies can be found on Council’s
website: www.maroondah.vic.gov.au
The outcomes of the integrated planning framework provide for:
 A clear linkage between community needs and aspirations, Council’s vision, strategic directions and
day-to-day service delivery activities
 A platform for transparent and accountable reporting of Council’s performance
 Employee understanding of how their roles contribute to Council’s vision, strategic directions and
the community’s needs.
Key elements of Council’s Integrated Planning Framework
Maroondah 2025
Maroondah 2025: A Community Planning Together is Council’s current long term strategic vision that was
developed in conjunction with the community in 2001.
The vision supports the following fundamental principles important to the community:
 provision of quality services that meet the diverse needs of all sectors of the community,
 active community participation in planning and decision-making processes,
 cultural diversity,
 tolerant and open attitudes,
 safe and attractive environment,
 encouragement of participation in the ongoing development of the municipality.
This vision provides the catalyst for Council and the community to work together to achieve strategic
directions under six key themes: Community; Economic Development and Employment; Leisure and
Culture; Natural Environment; Transport; and Urban Design and Development. These key themes,
together with an emerging focus on Infrastructure, Governance and Corporate Support, provide the
structure for the Council Plan 2009-2013.
The Maroondah 2025 community vision will be reviewed during 2013-14 in consultation with the
community. The new Maroondah 2040 vision, to be launched in 2014, will articulate the aspirations and
goals of the community and Council looking ahead to the year 2040.
Council Plan 2009-2013
The Maroondah City Council Plan plays a vital role in shaping the future for Maroondah over a four year
period. It sets out local and regional challenges and opportunities for our community within the framework
of the community’s long term vision.
This planning document details the objectives, strategies and strategic actions to be pursued over the
medium-term (four years) that will enable us to achieve the long term vision outlined in Maroondah 2025.
The four-year Council Plan is reviewed annually to ensure that key directions and priority actions are
relevant and appropriate. Community consultation is undertaken on the draft Council Plan and feedback
used to amend the document as appropriate.
The revised Council Plan 2009-13 (Year 4: 2012-13) was Maroondah’s primary strategic document used to
communicate the priority activities which Council intended to focus on during the 2012-13 financial year.
2012-13 Annual Report
Maroondah City Council
Page 15
Other Major Plans
In addition to Maroondah 2025 and the Council Plan 2009-2013, there are a range of other strategic
documents that have a significant influence on Council service delivery and the Maroondah community.
These include:
 The Municipal Strategic Statement provides a clear, concise statement of land use and
development issues and directions, and outlines a vision for future development of the municipality.
 The Maroondah Community Wellbeing Plan provides directions and guidelines for working towards
an optimal state of health, safety and wellbeing for the people of Maroondah.
 The Municipal Emergency Management Plan addresses the prevention of, response to and
recovery from emergencies within the municipality of Maroondah and is the result of the cooperative
efforts of the Emergency Management Planning Committee and assistance from Victoria State
Emergency Service Central Regional Headquarters
There are also many other strategies and plans that contribute to the delivery of objectives within
Maroondah 2025 and the Council Plan 2009-2013. These are identified within the ‘Our Commitments’
section of this Plan. Council is working towards improved integration of these strategic planning activities to
be responsive to community aspirations, needs and expectations.
Service Delivery Plans
The provision of strategic direction through Maroondah 2025: A Community Planning Together and the
Council Plan, in conjunction with the allocation of funding through the Long Term Financial Strategy, set the
direction for detailed service delivery plans across each of Council’s service areas. These plans consider
the human, physical and financial resources to provide required levels of service delivery and are reviewed
annually.
Annual Budget and Council’s Long Term Financial Strategy
The Annual Budget documents the financial and non financial resources required by Council to implement
the themes, key directions and actions identified in the Council Plan. The Long Term Financial Strategy
takes the themes and key directions as specified in the Council Plan and expresses them in financial terms.
Community consultation is conducted on the draft Annual Budget and feedback used to amend the
document as appropriate.
Key principles of Council’s Integrated Planning Framework
Best Value
Best Value is a commitment from Maroondah City Council to provide the best value for the resources we
use and the best possible service for our community.
Councils are required by the Local Government Act 1989 to consider Best Value principles when planning,
implementing and reviewing their services to ensure they:
 meet agreed quality and cost standards,
 are responsive to the needs of our community,
 are accessible to those members of the community for whom the service is intended,
 achieve continuous improvement in the provision of services for the community,
 include consultation with its community in relation to the services it provides,
 regularly report on their performance to the community.
Maroondah City Council applies these principles to continuously improve its strategic and service planning
as well as its service delivery. This ongoing improvement assists Council to maintain its flexibility and
provide resources to meet the community’s needs and expectations, thereby building on our commitment to
provide high quality, cost effective services and facilities that promote community wellbeing.
Charter of Human Rights
Council recognises and protects the rights, interests and responsibilities of the community, individuals,
community sectors 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 procedures are compatible
2012-13 Annual Report
Maroondah City Council
Page 16
with the Charter of Human Rights. Council aims to ensure that it pursues a human rights approach across
all areas of Council activity.
Community Engagement
Community consultation and engagement plays a key role in the way that Council plans, implements,
monitors, reviews and evaluates its services. Council’s Community Engagement Policy (2008) details
Council’s commitment to community engagement:
Maroondah City Council recognises that residents and other members of the Maroondah community have
the right to have a say in decisions that affect them. The engagement of the community is an essential
component to responsible governance and key to the development of a vibrant local democracy.
- Maroondah City Council Community Engagement Policy (2008)
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. The policy
applies to all activities initiated by Council that will have appreciable impacts on the Maroondah community.
The Maroondah community has a wide range of consultation opportunities to contribute to future policy,
strategy and service delivery directions. Significantly, Council’s commitment to engagement is reflected
through the internal requirement to address the issue of community consultation in all reports and
recommendations that come before Council for consideration.
Consultation and community engagement are also undertaken via the participation of community members
on various advisory boards and committees as adopted by Council at its statutory meeting. The advisory
boards and committees listed within the Our Council section of this Plan are used to provide advice and
guidance to Council in the planning and conduct of various programs, projects and strategic directions.
Statutory compliance plays a vital role in ensuring that a minimum level of community consultation is
achieved. The preparation and adoption processes for both the Council Plan and the Annual Budget are
subject to compliance with Section 223 of the Local Government Act 1989, which provides for public
notices and the receipt and consideration of submissions from the community.
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 undertaken in a systematic process, implementing the principles as 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. Further details
on Council’s approach to risk management can be found in the Corporate Governance section of this
Annual Report.
2012-13 Annual Report
Maroondah City Council
Page 17
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, and
 Facilitate the delivery of outcomes through working in partnership with residents, businesses,
community organisations and key stakeholders
Council Wards
The municipality is divided into three wards: Arrabri, Mullum and Wyreena. Each ward is represented by
three Councillors.
Councillors
Councillors are responsible for the stewardship and corporate 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, policy development, identifying service standards and
monitoring the performance of the Council organisation.
Arrabri Ward
Cr. Tony Dib JP
Mobile: 0438 515 089
tony.dib@maroondah.vic.gov.au
Cr. Christina Gleeson
Mobile: 0418 548 994
christina.gleeson@maroondah.vic.gov.au
November 2012 to June 2013 only
Cr. Natalie Thomas
Mobile: 0400 560 253
natalie.thomas@maroondah.vic.gov.au
Cr. Paul Macdonald
July to October 2012 only
2012-13 Annual Report
Maroondah City Council
Page 18
Mullum Ward
Cr. Ann Fraser
Mobile: 0428 526 311
ann.fraser@maroondah.vic.gov.au
Cr. Nora Lamont (Mayor: November 2012 – June 2013)
Mobile: 0428 394 581
nora.lamont@maroondah.vic.gov.au
Cr. Samantha Marks
Mobile: 0408 145 110
Samantha.marks@maroondah.vic.gov.au
November 2012 to June 2013 only
Cr. Alex Makin
July to October 2012 only
Wyreena Ward
Cr. Liam Fitzgerald
Mobile: 0407 793 635
liam.fitzgerald@maroondah.vic.gov.au
November 2012 to June 2013 only
Cr. Rob Steane (Mayor: July – October 2012)
Mobile: 0407 519 986
rob.steane@maroondah.vic.gov.au
Cr. Les Willmott JP
Mobile: 0417 391 743
les.willmott@maroondah.vic.gov.au
Cr. Michael Macdonald
July to October 2012 only
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.
Further details regarding Maroondah City Councillors and their activities during 2012-13 may be found
under the Corporate Governance section of this Annual Report.
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 four 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
2012-13 Annual Report
Maroondah City Council
Page 19
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.
Corporate Management Team
Back row (L-R): Director Operations & Infrastructure, Trevor Welsh; Chief Executive Officer, Frank Dixon;
Director City Development, Phil Turner.
Chief Executive Officer: Frank Dixon
Frank joined Maroondah City Council in February 2010. He has 32 years of local government management
experience. Prior to joining Maroondah, Frank was General Manager (CEO) of Launceston City Council;
Executive Director (Deputy CEO) of Hume City Council and held several senior management roles with
Hume City Council and the former Shire of Bulla.
While at Launceston City Council, Frank was awarded the honour of Professional Leader of the Year at the
2008 Tasmanian Business Leaders’ Awards. Frank has overseen a complete review of operations at
Maroondah City Council, resulting in enhanced service delivery and the establishment of a plan to achieve
a financially sustainable future. Frank is also Deputy Chair of the Melbourne East Regional Development
Australia (RDA).
Frank holds a Graduate Diploma of Arts (Recreation), Diploma of Management, and Master of Business
Administration. He also holds an Advanced Company Director’s Diploma, and is a Fellow with the
Australian Institute of Company Directors and Local Government Professionals (LGPro).
Director City Development: Phil Turner
Phil is responsible for Business & Development, Integrated Planning and Statutory Planning together with
Council’s involvement in the Ringwood Activities Area.
Phil has over 28 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.
Director Community and Leisure Services: Wendy King
Wendy is responsible for Major Leisure Facilities, Community Services and Leisure, Culture and Youth
Services.
Wendy has over 18 years experience in local government and has built a strong career in the community
services sector. Wendy’s experience derives from a broad range of portfolios and senior management roles
including children’s and family services, aged and disability services, public health, social policy and
community development. More recently, Wendy has enhanced her management and leadership expertise
in local laws, corporate risk management and waste management. Wendy’s experience is underpinned by
tertiary qualifications in Business Management (Local Government).
Director Corporate Services: Marianne Di Giallonardo
Marianne is responsible for Finance and Governance, Human Resources, Information Technology,
Revenue, Property and Customer Service and Risk Management.
Marianne has over 31 years experience in a range of local and State Government arenas, including senior
leadership and management across the portfolios of Corporate, Community and Leisure, and Infrastructure
2012-13 Annual Report
Maroondah City Council
Page 20
Services management. Her qualifications include a Masters of Business Administration. She is a member
of a number of sector boards: Procurement Australia (chair), Local Government Professionals, 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 and Infrastructure: Trevor Welsh
Trevor is responsible for Facilities and Building Services, Engineering and Infrastructure Services, Parks
and Works Operations and Emergency Management.
Trevor has over 32 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.
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.
2012-13 Annual Report
Maroondah City Council
Page 21
Organisation Structure
The following organisation chart details the structure of Maroondah City Council as at 30 June 2013. There
are 15 service area managers and 888 employees (413.1 EFT) at Maroondah City Council that work to
deliver outcomes for the local community.
2012-13 Annual Report
Maroondah City Council
Page 22
Organisational Profile
There were a total of 888 employees at Maroondah City Council as at 30 June 2013. This included 284 fulltime, 312 part-time, and 292 casual employees; resulting in an equivalent of 413.10 full-time employees.
The following provides an overview of Council’s workforce:
Total equivalent full-time employees (annually as at 30 June)
EFT*
Year
2012-13
2011-12
2010-11
2009-10
2008-09
2007-08
413.10
417.22
428.38
448.31
440.48
410.87
*A number of positions are funding dependant
Equivalent full-time employees by Division (as at 30 June 2013)
Division
Operations &
Infrastructure
Community &
Leisure
Services
Corporate
Services
City
Development
EFT*
109.8
173.5
74.3
43.6
CEO Office
11.9
*Note - A number of positions are dependent on external funding
Categories of Employees (% of total employees)
Year
2012-13
2011-12
2010-11
2009-10
Full-time
32.0%
32.0%
28.9%
27.6%
2012-13 Annual Report
Part-time
35.1%
37.6%
40.2%
39.0%
Casual
32.9%
30.4%
30.9%
33.4%
Maroondah City Council
Page 23
Organisational Profile (continued...)
Resignations and new starts
Year
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
37
39
33
26
27
27
17
19
23
20
21
32
23
New Starts
38
43
29
33
33
28
19
22
32
28
27
37
32
Note: Data represents full-time employees only
Categories of permanent employment (part and full time – annually as at 30 June)
Category
Managers
Administration
Depot
Community service
Technical
Other
TOTAL
2012-13
2011-12
2010-11
2009-10
Female Male
Female Male
Female Male
Female
15
5
15
5
16
7
14
7
26
158
25
157
27
162
29
149
65
7
67
5
65
4
62
4
7
53
8
61
6
70
9
99
53
26
52
27
50
24
52
25
56
125
54
128
65
150
67
146
222
374
221
383
229
417
233
430
Male
Note: 2012-13 data represents 596 full-time and part-time employees only. Council’s 292 casual employees are not included in this particular table
2012-13 Annual Report
Maroondah City Council
Page 24
Human Resources
Council is a people business. Given that change is inevitable in today’s world, human resources initiatives
and strategies must evolve to be responsive to changing business, community, market and regulatory
demands whilst keeping a desired culture intact.
Maroondah City Council’s Human Resources framework operates from values-based principles that place
‘people’ at the heart of the Council operations and simultaneously seeks improvement in both service
effectiveness for the community and employee wellbeing. 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,
decision-making, 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.
Organisational Development
Over the last twelve months, Council has continued to implement initiatives and strategies identified
through the Workforce Planning Framework. The implementation of these initiatives and strategies ensures
that Council maintains a sufficient supply of skilled human resources to deliver essential services to the
community in the future.
Some of the best practice initiatives and strategies undertaken include:
 career development,
 competitive remuneration and recognition,
 consultative employee relations environment,
 continuous and sustainable learning,
 employee briefings and leadership forums,
 employee coaching and mentoring,
 employee engagement,
 exit interviews,
 flexible work practices,
 generational considerations,
 leadership development,
 occupational health and safety,
 performance, development and recognition reviews,
 policy development and implementation,
 position evaluation and benchmarking,
 recruitment and induction programs, and
 WorkCover, injury management and return to work.
2012-13 Annual Report
Maroondah City Council
Page 25
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 2012-13, three employees successfully completed their studies and 33 employees received
a REV Award. The long service achievements are provided in the table below. In 2012-13, 26 Council
employees achieved ten years of service and seven employees achieved 20 years of service.
Long service leave achievements
20 years service
10 years service
Lynette Bower
Jeremy Cutajar
Karen Houldey
Libby King
Robyn Nalder
Maike Reichelt
Sandra Schultz
Derek Ashton
Carmelo Caccamo
Elizabeth Caygill
Peta Clarke
Christine Everist
Patrick Hayes
Linda Kassabis
Antje Kinloch
Heather Knopp
Alan Krahe
Brett McCabe
Cormac McCarthy
Dorothy McColl
Valda Neal
Anne-Marie Negri
Frederick Painter
Carmel Pieters
Nina Pirruccio
Gillian Pratt
Michael Robinson
Angelo Smirnis
Kerry Stanton
Kelly Verwey
Rhys Walczyk
Leanne Wilkinson
Nicole Williams
Workplace Giving
Employees at Maroondah City Council continue to voluntarily 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.
Workplace Giving
Year
Amount raised
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
TOTAL
$12,169.81
$11,884.50
$11,373.85
$11,212.06
$12,916.00
$12,227.45
$9,377.10
$7,394.60
$13,184.00
$9,140.10
$7,081.55
$5,831.39
$7,110.15
$106,848.25
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
2012-13 Annual Report
Maroondah City Council
Page 26
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.
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 services, business development, community planning and
development, early childhood services, infrastructure maintenance and renewal, 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 2012-13, please see the Financial Report.
Allocation of resources
In 2012-13, for every $100 of rates, Council spent:
Environment
Capital Works
Community Support
Leisure and Culture
Transport and Access
City Development
2012-13 Annual Report
$25.61
$15.51
$19.03
$18.63
$12.60
$8.62
Maroondah City Council
Page 27
Our Performance
- Community
Our vision for community
Maroondah will have a network of agencies committed to the provision of a comprehensive range of services
and facilities that:
 Are high quality, accessible and cost effective
 Meet community needs
 Promote community wellbeing
 Respect individual dignity
Our strategic objectives (2009-2013)




Ensure service planning and provision is accessible, inclusive and coordinated and responds to
diverse individual and community needs.
Promote, support and celebrate volunteerism and wider participation in community life by cultivating
opportunities, capacities, knowledge and enabling environments.
Cultivate strong, cohesive, accessible, resilient and inclusive communities.
Foster the development of a community that is liveable, sustainable and safe, allowing people to
achieve maximum wellbeing.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Continue to
enhance
Council’s
methods for
communicating
with the
Maroondah
community.
Over the 2012-13 financial year:
 Focus newsletter was produced on a quarterly
basis and distributed to all residents.
 Media releases and briefings were provided to
local papers on issues and activities of Council.
 Use of Social Media included Council’s YouTube
Channel and launch of Aquanation Facebook
page, along with commencement of Bang the
Table for community engagement campaigns.
 Council’s website continued to develop a
personalised experience and improvements were
made in the e-payment portal.
 Council’s new signage/branding was rolled out at
Council’s major precincts, main gateways and at
parks, reserves and buildings
Meetings have been held with the Community
Relations and Planning representatives of NBN Co to
discuss plans for the rollout within Maroondah. A
Communications Achieved
and Marketing
Advocate for
targeted National
Broadband
2012-13 Annual Report
Maroondah City Council
City
Development
Status
Achieved
Page 28
Network (NBN)
rollout in
Maroondah.
presentation by NBN Co has been scheduled for
October 2013 to inform Councillors of the existing
plans for rollout and to discuss ways forward for
further rollout of the NBN within the municipality.
Our core services
Aged and Disability Services (Community Services)
Services provided by Council include the Home and Community Care Program (HACC), which includes
Intake and Assessment, Domestic Assistance (home care), Personal Care, Respite Care, 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.
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 19 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.
Communications & Marketing
This team has both a corporate and an operational responsibility for the management of public relations,
communications and marketing for Maroondah City 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 website, intranet and social media; Council branding, corporate
identity and marketing; internal communications; development of style guides and related policies.
Community Health Services (Community Services)
The role of Community Health Services includes the monitoring, education and enforcement of delegated
responsibilities under the Food Act and the Public Health and Wellbeing Act. It also undertakes tobacco
education visitations/inspections and initiates tobacco enforcement action when required. Community
Health Services has responsibility for the Domestic Wastewater Management Plan, immunisation services,
health education and promotion and responding to a range of environmental issues, including after hours
call out service.
Community Planning and Development (Integrated Planning)
This team facilitates community planning and community development activities across the city. Areas
covered include: community wellbeing, disability advocacy, Bayswater North Community Renewal, social
research, community safety, and on-the-ground community development activities
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 Eastland. 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.
Emergency Management (Facilities and Building Services)
This function is responsible for Council’s emergency management activities including the prevention of,
response to, and recovery from emergencies within the municipality.
Libraries
Maroondah City Council provides two library facilities for the public – one in Ringwood and one in Croydon.
The library service is delivered under a regional partnership model by Eastern Regional Libraries
Corporation.
2012-13 Annual Report
Maroondah City Council
Page 29
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. In Maroondah, the service is delivered at seven Maternal and Child Health centres across
the municipality and 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.
Youth Services (Leisure, Culture and Youth)
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
Early Years
Planning for redevelopment of Norwood Preschool
Council has received a State Government Grant of $880,000 towards the Norwood Preschool
Redevelopment project. Draft building plans have been developed and the project is expected to be
completed by January 2015. Norwood Preschool will relocate to an alternate site during construction of the
centre during 2014.
Implementation of Year Two activities from the Early Years Plan
A three year capital renewal program for all Children’s Services facilities has been developed as part of
achieving Universal Access of 15 hours per child for all four-year old kindergarten programs. Council has
also supported the implementation of the Early Years Framework through providing a wide range of training
workshops for all educators working in Maroondah. Other activities have included providing and promoting
Children’s Day, representation at the Maroondah Festival and Fun in the Park community events.
Implementation of the National Early Years Framework
A training calendar was developed and delivered for Family Day Care and Vacation Care educators
working in Maroondah to ensure they have access to training based on the standards of the National Early
Years Framework as required by the Australian Children’s Education and Care Authority. Council’s
adherence to these standards is evidenced by the excellent overall rating provided by the Authority for
Council’s Vacation Care program.
Implementation of the Maternal and Child Health Service (MCH) Improvement Plan
Council is committed to improving the attendance rates of the 18 month, 2 year and 3.5 year old key age
and stage MCH appointments by promoting the service through the local media, monitoring and by
providing follow-up for children that do not attend appointments. Accessibility to the MCH service for
families from culturally and linguistically diverse backgrounds has been improved by providing culturally
sensitive education sessions and open sessions for key age and stage appointments.
Review the current model and delivery of the Maroondah Early Parenting Day Stay Program
After an internal review, a new Early Parenting Program was introduced in February 2013. The program will
be further evaluated in 2013-14 with a focus on access to the program by families known to Child
Protection and vulnerable families including those from low income families.
Development of a Whooping Cough Program
Council’s externally funded whooping cough project is in its final stages. Activities in 2012-13 have included
a survey to gauge childcare workers’ level of understanding of whooping cough, the development and
distribution of whooping cough education and promotional materials, and the provision of whooping cough
immunisations for employees at childcare centres. The next stage of the project will involve a follow up
2012-13 Annual Report
Maroondah City Council
Page 30
survey measuring the level of knowledge that childcare workers have of whooping cough. A range of
preventative programs, services and education materials will also be provided.
Youth
Celebration of National Youth Week 2013
During National Youth Week 2013, Council hosted a range of celebrations in line with the theme of National
Youth Week 2013 – ‘Be active. Be happy. Be you’.
Key achievements of Maroondah’s National Youth Week celebrations included:
 Around 300 people attending the M.A.D. (Maroondah After Dark) festival and to hear the key
messages of look, listen, talk, seek help. A working group of local young people gained skills in
event management through planning and running the M.A.D. Festival
 The recognition of 30 young people for their contribution to the community via the Maroondah Youth
Awards
 Over $1,200 being raised for youth mental health (donated to Beyond Blue and Kids Helpline)
 A youth roundtable involving the Deputy Federal Opposition Leader Julie Bishop MP.
Adoption and launch of Youth Plan 2012-16
Council’s Youth Plan 2012-2016 was endorsed by Council on 27 August 2012, and officially launched at
Maroondah Festival on 11 November 2012. The Youth Plan guides and focuses Council’s work with, and
for, young people aged 12-25 in Maroondah. It will ensure that Council is actively engaged with local
young people, is responsive to their needs, and delivers best practice. Over the course of 2012-13, Council
has made significant progress in implementing the year one actions outlined within the plan.
Seniors
Development of a Home and Community Care (HACC) Consumer Consultation and Participation
Strategy
Council has developed a new HACC policy and updated procedures and guidelines which reflect active
service model, care planning and care coordination approaches. These documents also ensure
compliance with the HACC program guidelines and community care common standards.
Implementation of Year 1 actions from Home and Community Care (HACC) Diversity Plan
Over the past year, Council has worked towards the achievement of a range of year one actions from the
HACC Diversity Plan. A number of key partnerships with external agencies have been developed and
strengthened to support residents to access HACC services which are equitable and inclusive across all
areas of diversity.
Community Development
Development of a new Maroondah 2040 Community Vision
In 2012-13, Council commenced development of a new vision for the City of Maroondah looking ahead to
the year 2040. In June 2013, a community launch event was held with over 90 key stakeholders and
members of community groups providing their ideas and visions for Maroondah’s future. An extensive
community engagement program will continue from July to November 2013 before the new Maroondah
2040 Community Vision is finalised in 2014.
Development of Maroondah Community Wellbeing Plan 2013-2017
The community consultation phase of the Community Wellbeing Plan was completed in 2012-13. This
process involved a range of key stakeholders including service providers, community groups and residents
who provided their ideas through surveys, face to face consultations or workshops. The Plan will be
finalised during 2013-14 and aims to identify and address health and wellbeing issues in Maroondah over
the next four years.
Conclusion of Bayswater North Community Renewal Project
2012-13 Annual Report
Maroondah City Council
Page 31
After six years of State Government funding, the Bayswater North Community Renewal Project concluded
in June 2013. The Bayswater North Community Network, consisting of key organisations working in
Bayswater North, was established in 2012-13 to ensure that the views of the community are heard and
community renewal projects continue to be delivered.
Establishment of a Community Garden at Glen Park Reserve
The building of the community garden at Glen Park reserve has commenced received funding from both
the State Government and Council. The project has brought together over 40 residents who have been
involved in the development and design of the garden.
Delivery of the Preventing Violence Against Women project
During 2012-13, Council commenced a Preventing Violence Against Women project funded by the Office of
Women’s Affairs. This project has worked to raise awareness of violence against women through activities
such as White Ribbon Day, keynote speakers and other training opportunities for employees. The proposed
pledge by Council for Preventing Violence Against Women in 2013-14 is a significant commitment to
address this important issue.
Launch of the Changing Places project
The Changing Places project was launched in November 2012 by Council and the Changing Places
Victoria consortium. This project calls for the installation of more appropriate fully accessible toilets in major
facilities such as shopping centres; train stations; recreation and entertainment complexes. Standard
disabled toilets do not meet the needs of all people with a disability, or their carers. The launch involved a
range of speakers and attracted over 150 invited guests. A pledge to support Changing Places was
completed and returned by 66 guests at the end of the event.
Commissioning of a Community Graffiti Removal Trailer
Council successfully applied to the Department of Justice for a funding grant to purchase a purpose-built
trailer for use in removing graffiti by Maroondah Neighbourhood Watch and local community groups. The
graffiti removal trailer has since been used by Maroondah Neighbourhood Watch on a monthly basis, by
local schools and kindergartens, and also by Victoria Police employees working with young offenders. The
State Government funding has also enabled Council to purchase residential graffiti removal kits which are
now available free-of-charge to Maroondah residents through customer service outlets.
Delivery of a Community Grants Program
Council’s 2012-13 Community Grants Funding Program provided $99,546 to a total of 48 community
organisations. There was a noticeable trend of more schools and culturally and linguistically diverse
communities applying for these grants compared with previous years.
Launch of Marveloo
Council launched Marveloo in January 2013 providing the community with a new mobile accessible
restroom and changing facility catering for people with severe disabilities. The facility enables the provision
of appropriate bathroom facilities at outdoor events. The Marveloo includes an accessible toilet, height
adjustable and adult-sized changing bench, ceiling hoist and room to accommodate carers. The facility was
made possible with the sponsorship from a range of Bendigo Bank branches, Budget Car and Truck
Rental, the Lord Mayor’s Charitable Foundation, AuzBilt and VHHE Mobile Repairs.
Community Facilities
Development of the new Ringwood Library, Learning and Cultural Centre
Extensive community consultation has been undertaken over the past year to inform the interior design,
layout, functionality and uses of the Ringwood Library, Learning and Cultural Centre and ensure that
service provision is relevant.
Temporary relocation of Ringwood Library
Preparations continued for the temporary relocation of Ringwood Library from its current location to 28
Warrandyte Road in Ringwood. This relocation will allow for the next stage of the Eastland development
and the building of a new Ringwood Library, Learning and Cultural Centre. Relevant stakeholders have
2012-13 Annual Report
Maroondah City Council
Page 32
been included in the design process of the temporary facility and the refit has commenced. The library is
expected to relocate in October 2013.
Relocation of the North Ringwood Community House
Council has worked closely with the North Ringwood Community House and various stakeholders to
identify two potential sites for relocation.
Development of new Community Facilities Lease Agreements
A new standard lease agreement for community facilities was developed. This agreement includes
standard maintenance schedules and reporting documentation. Ten tennis club leases were finalised
during 2012-13.
Development of a Community Facilities Hire Policy
A draft policy has been developed and consultation commenced. This policy will be further progressed and
finalised during 2013-14.
Other Activities
Implementation of first year actions from the Customer Service Strategy 2012-16
Highlights from the implementation year one actions have included the roll out of Customer Service
Standards, a Mystery Shopping program and the introduction of calls when customers are transferred
internally. Work has also commenced on the first round of service level agreements with Council service
areas. The implementation of this strategy has helped to improve community ratings of Council customer
service in the 2013 Local Government Community Satisfaction Survey.
Launch of new Customer Service Protocols
A suite of new protocols was launched in November 2012 aimed at improving Council’s delivery of
customer service. Training sessions were delivered to employees across the organisation to ensure that
customer service standards meet customer needs and expectations.
Review of the Customer Request Management System
A number of enhancements were undertaken in February 2013. Currently a number of internal service
areas are reviewing their request codes with a view to consolidating different request types.
Establishment of a new team structure for Public Health
Council’s Public Health team is now known as Community Health Services. The team has undergone a
number of enhancements to provide further support and promotion of community health services for both
Council and the community. The enhancements have included the streamlining of reporting processes and
system advancements. The team has also hosted health promotion students from Deakin University who
assisted with a number of projects and grant applications.
Delivery of the 2012 Maroondah Festival
The 2012 Maroondah Festival coincided with Remembrance Day. With the support of the Croydon RSL,
Council combined the two events with the Festival incorporating a local heroes theme. A one minute
silence was adopted across the entire Festival site to pay tribute to our brave fallen. All rides and
attractions temporarily ceased at 11:00 am. A flyover by the RAAF Roulettes was also arranged to
commemorate the occasion. Warm weather resulted in over 25,000 community members attending the
event.
2012 Mayor's Charity Raffle
With support from local businesses, the Mayoral Charity Raffle raised $36,500 for Monkami during the
second half of 2012. Monkami is a service based in Croydon which supports 168 adults with an intellectual
disability.
Hosting of a Community Cabinet
Prime Minister Julia Gillard and her cabinet visited Maroondah in April 2013 as part of the ongoing
Parliament of Australia Community Cabinet program, providing an opportunity for Council to present issues
of concern to the Federal Government on behalf of Maroondah residents.
2012-13 Annual Report
Maroondah City Council
Page 33
Delivery of the My Maroondah project
The recent completion of the MyMaroondah project on Council’s website now enables residents to search
for information related to their property including ward, Councillor representation, waste collection days and
the closest Council facilities.
Launch of Council's Facebook page
Council has launched its Facebook page, YouTube Channel as well as a Facebook page for Aquanation
and Karralyka. Other social media platforms will be explored and used as appropriate.
Development of a Smoking in Public Places Policy
In 2012-13, Council developed a background paper to inform this policy. Council has also provided
feedback to the State Government on proposed legislation relating to smoking around playgrounds, skate
parks, children’s sporting events and pools. Other activities underway include consideration of incentives
for cafes to provide smoke free outdoor dining and Council working towards hosting smoke free events,
including the next Maroondah Festival to be held in November 2013.
Development of a Community Events Policy and Community Events Procedure Manual
A draft Council Events Handbook and Policy has been developed with consultation underway. These
documents will be further progressed and finalised during 2013-14.
Review and update of Emergency Management Plan sub-plans
This review ensured that Emergency Management Plan sub-plans reflected risks that were identified during
the community consultation process. These plans also highlight the partnership between Council, volunteer
community organisations and emergency services. All plans were updated and amended.
Challenges
Changes in State Government priorities for Youth Services
Significant shifts in State Government priorities in relation to young people have generated increased time
investment from Council’s Youth Services team to improve service co-ordination and youth outcomes in the
City of Maroondah. The Youth Partnerships Initiative, Outer East No Wrong Door Project, Headspace Knox
and the redevelopment of the School Focused Youth Service have all required significant commitments
from Council at a regional level to generate the best possible results for local young people.
Demand for Youth Services in Central Ringwood
There has been an increased demand for youth services in and around the Ringwood Activities Area as
redevelopment of this precinct continues. Council will seek to meet this demand by considering the needs
of young people in development of the Ringwood Library, Learning and Cultural Centre. A proposed Youth
Hub within the precinct is also being considered.
State Government requirements relating to Community Health
The introduction of new State Government requirements has placed additional pressure on Council service
delivery and resources. These new requirements have included the ‘Streatrader’ online registration process
for mobile food premises, new Department of Health food reporting requirements and the introduction of the
Consumer Affairs Victoria rooming house register.
Cost of living
Recent increases to the cost of living have reportedly had a significant impact on the Maroondah
community, particularly more marginalised groups. Local emergency relief providers report that they are
seeing an increase in the number of residents accessing their services, with many of these residents never
previously seeking emergency relief services.
2012-13 Annual Report
Maroondah City Council
Page 34
Future Directions
Early Years
Improve Maternal and Child Health (MCH) service engagement with local culturally and linguistically
diverse communities
Relationships will continue to be strengthened in 2013-14 by Council working in partnership with Eastern
Access Community Health (EACH) who provide refugee health and settlement support. Newly arrived
families will continue to be referred directly from EACH to Council’s MCH service. Open sessions will
continue at the Croydon, Ringwood East and Ringwood MCH Centres to provide culturally sensitive
appointments with an interpreter present for the full session. Culturally sensitive first-time parent groups
were implemented in 2013 and will continue during 2013-14.
Redevelop Norwood Preschool
The Norwood Preschool redevelopment project will be significantly progressed during 2013-14 with
construction expected to commence in early 2014. Preschool programs will be relocated to a temporary
building during the construction process.
Maintain community buildings related to the provision of Early Childhood Services
A three year capital renewal project has been developed to ensure that all children’s services building
facilities are maintained to high standards. An updated maintenance schedule will be implemented in 201314.
Seniors
Implement Year 2-3 actions from Maroondah City Council Home and Community Care (HACC)
Diversity Plan.
During 2013-14, Council will implement Year 2-3 actions from the HACC Diversity Plan to ensure equitable
access to HACC services through a sensitive and responsive approach to planning services and
consideration of diversity as core business.
Implement opportunities for continuous improvement and innovation within Aged and Disability
Services
Council will undertake a range of activities to improve the provision of aged and disability services. This will
include the completion of the HACC services policy and procedure review and a review of HACC financial
and funding monitoring and reporting systems. Council will also introduce the concept of 'aged friendly
cities', implement key actions arising from the HACC Active Service Model/HACC Assessment Service Plan
2013-14 and monitor the Federal Government reform agenda and its impacts on service planning and
provision.
Community Development
Develop the Maroondah 2040 vision
During 2013-14, Council will continue to work with the local community in the development of a new vision
for Maroondah. A broad community engagement program will be undertaken from July to November 2013
with people who live, work, shop or play in Maroondah. The new Maroondah 2040 vision will be launched in
2014 and will identify a shared future for the City of Maroondah looking ahead to the year 2040.
Commence implementation of the Community Wellbeing Plan 2013-2017
The Community Wellbeing Plan will be completed in October 2013. The Plan will identify key strategies to
address the health and wellbeing issues facing the community over the next four years. The Plan will
incorporate the statutory Municipal Public Health Plan and be delivered in partnership with community
agencies, State Government and the wider community.
Develop a Disability Policy and Action Plan
2012-13 Annual Report
Maroondah City Council
Page 35
Over the next financial year, Council will develop a Disability Policy and Action Plan. This project will
involve engagement with the Maroondah community on key disability issues. The Plan will also identify
actions to address relevant issues over the next four years.
Community Facilities
Manage the delivery of the Ringwood Library, Learning and Cultural Centre
Following the completion of the community consultation in June 2013, Council will undertake detailed
planning and design for the interior layout, functionality and use of the Centre. A range of Council service
areas will be involved in an internal stakeholder engagement process to explore the functional and
operational aspects of an integrated facility aimed at providing a seamless suite of services to the
community.
Develop a Community Facilities Policy
In 2013-14, Council will develop a community facilities strategic development plan that will identify priorities
for the future development of community facilities that aligns with current and forecast community needs
and expectations.
Provide high quality and innovative library services for Maroondah residents.
Over the next financial year, Council will continue to participate on the Board for Eastern Regional Libraries
Corporation and play a key role in planning the design and service model for the new Ringwood Library
Learning and Cultural Centre. Council will coordinate the transition of the Ringwood Library to its temporary
site in Warrandyte Road.
Other Activities
Update the Emergency Management Plan to meet the changing needs of emergency management
Council’s Municipal Emergency Management Planning Committee will participate in the Community
Emergency Risk Assessment process in conjunction with the State Emergency Service. This process
identifies and assesses emergency risk to help inform and drive responsive actions.
Ensure food produced, manufactured and sold within Maroondah is safe, suitable and accessible.
Council will research the effectiveness of various methods used to improve food safety awareness and
knowledge within the community, develop additional training packages and deliver food forums for the local
industry.
Did you know?
In 2012-13:
 Council’s 1300 number received 104,704 calls.
 The Youth Services website received 12,170 visits and provided information to 8,219 unique visitors.
 Over 50 young people aged 12-25 volunteered with Youth Services.
 Council’s HACC service delivered 97,628 hours of in-home services (Assessment, Home Care,
Personal Care, Respite Care, Property Maintenance).
 Council delivered approx 44,580 meals to residents with the support of 125 HACC Food Services
volunteers.
 Council provided 61,238 hours of Family Day Care for 147 children and 110 families.
 The Maroondah new birth notifications were almost 10% higher compared to 2011-2012.
 A total of 12,983 key age and stage Maternal and Child Health appointments were held compared with
12,660 consultations in 2011-12.
2012-13 Annual Report
Maroondah City Council
Page 36
Our Performance
- Natural Environment
Our vision for the natural environment
Maroondah will provide and advocate for a sustainable environment that enriches the community’s quality of
life by:
 Conserving, managing and enhancing our natural environment;
 Innovative approaches to environmental management, education and the challenges of climate
change
 Strategic management of Council’s resources
Our strategic objectives (2009-2013)





Continue to pursue opportunities for improving air and water quality and the natural environment.
Plan, protect, maintain and enhance Maroondah's open spaces and biodiversity.
Maintain a leadership role in promoting and implementing environmental sustainability initiatives.
Adopt sustainable and innovative approaches to further reduce resource consumption, maximise the
use of renewable resources and minimise waste.
Promote, support and communicate initiatives and programs that assist to mitigate the effects of
climate change and reduce dependence on non-renewable resources.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility Status
Continue to reduce greenhouse
gas and carbon emissions through
the purchase of fuel efficient and
cost effective plant and equipment
and the installation of energy
efficient fittings and appliances,
behavioural change programs and
the use of renewable energy.
A situational analysis has been completed
for the Carbon Neutral Strategy. This
strategy will establish a framework by
which Council will address its commitment
to be carbon zero in its operations by 2020.
City
Development
Achieved
Operations
and
Infrastructure
Council is also developing an Active
Transport Plan aimed at reducing
employee dependency on cars and
encouraging walking, cycling and public
transport.
In addition, Council is also supporting local
schools in establishing their own active
travel plans.
At the operational level, Council is working
towards the replacement of 25% of street
lights in Maroondah with energy efficient
globes. Once implemented, it is estimated
this switch will save 495 tonnes of carbon
(approx 3% of Council’s total carbon
emissions) which equates to the energy
needs of 41 average households.
2012-13 Annual Report
Maroondah City Council
Page 37
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 (Statutory Planning)
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.
Sustainability Planning (Integrated Planning)
This function guides the integration of sustainability into Council’s and the community’s activities and
operations. The team encourages better use, conservation and enhancement of natural resources to
ensure a sustainable future for Maroondah.
Achievements
Commence preparation of a Carbon Neutral Strategy
During 2012-13, Council undertook research into the issues associated with carbon reduction in Council
practices whilst also maintaining an inventory on energy usage. This information will provide a sound
evidence base for development of a Carbon Neutral Strategy.
Commence preparation of a Climate Change and Risk Management Adaptation Strategy
Interviews have been undertaken across Council to understand how severe weather events in recent years
have impacted upon the provision of services. This information will help to ascertain the current
vulnerability of Council service delivery to extreme weather events and vulnerability to future changes in our
climate.
Preparation of a Carbon Price Issues and Opportunities Paper
This completed paper explores the impact of the carbon price and highlights areas where Council and the
community were vulnerable.
Delivery of an eLearning Sustainability Module
Council has prepared an online learning module aimed at helping employees to gain a basic understanding
of principles contained in the Maroondah Sustainability Strategy. The course was launched in January 2013
and covers the broad subject areas of energy, water and waste. It is assigned as mandatory learning for all
new employees upon commencement of their employment.
Preparation of a Streetlight Business Case
Council commissioned an external consultancy to prepare a streetlight business case. This project
identified cost, energy and greenhouse gas savings that could be achieved by implementing an energy
efficient streetlight changeover for public street lights.
Commencement of the Eastern Alliance for Greenhouse Action project
Council is a member of the Eastern Alliance for Greenhouse Action which is a formal collaboration of seven
Councils in Melbourne’s east, working together on regional programs that reduce greenhouse gas
emissions and facilitate regional adaptation. Following the appointment of a Regional Coordinator in
January 2013, robust governance arrangements have been put in place and a portfolio of projects have
been established to implement the objectives of the alliance. Council is host to the Regional Coordinator
position.
Suspicious Fire Program
Council partnered with the Metropolitan Fire Brigade, Victoria Police and the Country Fire Authority to
identify suspicious fire/arson in Maroondah and gather data to assist in arson prevention.
2012-13 Annual Report
Maroondah City Council
Page 38
Establishment of bushland team dedicated to waterways management
Council has recently established a wetland / riparian vegetation management program. A new team will be
recruited in 2013-14 to oversee and implement this program.
Challenges
Planning for Integrated Fire Management
Council is continuing to work toward integrated fire management planning despite the existence of different
plans across various authorities. These efforts are aimed at ensuring cross agency consistency in planning
and the creation of local level plans that are aligned with regional and state level plans.
Future Directions
Prepare a Maroondah Carbon Neutral Strategy
Council has made a commitment to be carbon neutral in its operations by 2020. The achievement of this
goal will require Council to adopt a holistic approach to carbon management embedded in processes and
operations. As energy costs rise, this approach is expected to provide financial savings to Council. During
2013-14, an issues and opportunities paper will be developed to identify how Council can meet its carbon
goal. Following this paper, Council will finalise a strategy for working towards the achievement of carbon
neutral status.
Maintain vegetation and trees
Climate change and the ageing tree population in Maroondah has resulted in increased service demands.
Significant changes have been made at a local level to improve request timelines and contract
management. During 2013-14, Council will continue to manage tree risk and improve customer response
times.
Consider environmental design in the maintenance of Council facilities
Council will continue to strive for environmental sustainability in building refurbishment and construction
activities. Initiatives will include water saving toilets, solar hot water services, solar electricity, water tanks,
type of globes/light fittings, and eco bricks etc.
Did you know?




Maroondah has approximately 6,808 streetlights on its residential streets. Over 80% of these lights
have the potential to be changed over to energy efficient globes that could more than halve their energy
use.
Council offsets its vehicle fleet emissions by purchasing Greenfleet offsets for the planting of trees. In
2012-13, these offsets allowed for the planting of 4,244 trees.
Over the last 10 years, Council has saved approximately 34,000 kilolitres of water in its own operations.
That is equivalent to the annual household water use for about 600 people.
Maroondah has been subject to three storm events greater than 1 in 80 ARI (Annual Recurrence
Interval – or 1 in 80 year events) since 2010.
2012-13 Annual Report
Maroondah City Council
Page 39
Our Performance
- Economic Development and Employment
Our vision for economic development and employment
Maroondah will have a vigorous local economy based on environmentally sustainable and socially responsible
practices that attract business investment, support growth and promote employment within the municipality.
Our strategic objectives (2009-2013)






Foster the sustainability and growth of local business through the active involvement and promotion of a
vibrant and vigorous business community.
Provide advice and encouragement to attract appropriate investment, and development that supports a
unique and sustainable business identity.
Encourage and support local employment opportunities, particularly for groups and communities
experiencing significant barriers.
Advocate, promote, and market key business opportunities and the competitive strengths of the
municipality.
Actively support, promote and participate in the development of a diverse and strong regional economy.
Provide a coordinated and integrated approach to the development of viable and competitive
commercial centres.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Continue to advocate for and
facilitate the development of, and
State and private sector investment
in, Ringwood Central Activities
District (CAD), including the
Ringwood station precinct and
undertake effective planning for the
development of an innovative and
engaging library, customer service
and cultural centre.
Council continues to be part of a
working group that is planning for
continuity of design and connection
between the $66m Ringwood Railway
Station redevelopment, new Town
Square and the new Ringwood Library,
Learning and Cultural Centre.
City
Development
Achieved
Council has established effective
working relationships with the
Department of Business & Innovation to
assist local businesses with growth,
investment and employment
opportunities for the Ringwood Central
Activities Area (CAA).
An analysis of the Ringwood CAA
business context has been undertaken
to understand existing conditions and
identify opportunities for growth and
development.
Please note: Central Activities Districts
(CAD) are now referred to as Central
Activities Areas (CAA). One of these State
2012-13 Annual Report
Council has recently completed a
community engagement project for the
new Ringwood Library, Learning and
Maroondah City Council
Page 40
Government identified areas is the
Ringwood Activities Area (RAA).
Action Title
Implement Council’s Economic
Development Strategy, addressing
the key objectives of assisting
businesses with their development;
encouraging and facilitating
business investment; and
promoting an environment where
employment opportunities are
stimulated and more jobs are
created in Maroondah City.
Cultural Centre that has provided
opportunities for significant community
input into the new facility.
What was achieved
A range of activities were undertaken
including:
 The development of a new
employment portal - BizMatch on the
BizMaroondah website aimed at
connecting local people to local jobs
and employers.
 The creation of employment positions
through stewardship of the
Bayswater North Community
Renewal network.
 Collaboration with Costco to facilitate
employment opportunities for local
residents.
 A 10% increase in local business
directory listing on the BizMaroondah
website.
 A 30% increase in live business
listings that will assist in promotion of
local businesses to local residents.
Responsibility
Status
City
Development
Achieved
Our core services
Business Development (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 with their
development by providing promotion, networking and training opportunities. Employment development
seeks to promote 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 seeks to encourage and facilitate
business investment, and enhance the capability of existing businesses to grow and expand locally.
Major Projects (Business and Development)
The major projects function delivers specialist planning, architectural, project management, urban design,
communications and engagement services for the Ringwood Activities Area. The major projects function
serves to steward responsible, sustainable, environmental and social improvements for the Ringwood
Activities Area.
Achievements
Implementation of the Lake to Creek Link Project
An interactive lighting installation was installed in the Larissa Avenue underpass in central Ringwood. The
programmable installation is activated by pedestrians or cyclists as they move through the underpass
enabling a multitude of lighting sequences to be displayed providing increased safety, visibility and an
element of surprise.
Hosting of Maroondah Bizweek 2012
BizWeek 2012 was an outstanding success with a total of 600 attendees – an increase of 54% compared to
the 2011 event. 92% of surveyed attendees stated that they had gained additional knowledge or skills
from attending these events.
2012-13 Annual Report
Maroondah City Council
Page 41
Delivery of the BizGrowth Program
Council continues to facilitate a number of programs which provide additional assistance to local
businesses in their growth phase. These include the Employ Assist, BizGrowth Mentoring, and Leading
Ladies programs. Intensive mentoring support has been provided to 19 businesses, with 75% reporting an
increase in their profitability or employment numbers.
Development of Costco
Council has worked with Costco to encourage the employment of local residents through local job service
agencies. Expert urban design advice was provided by Council aimed at ensuring a streetscape design
outcome that is aligned with the vision for the Ringwood Activities Area. Council is also working with
Costco’s designers to consider the reinstatement of Staley Gardens as a ‘green’ wedge within the heart of
Ringwood. Council has continued to keep local residents, businesses and various stakeholders informed
during the construction phase of the project. Costco is expected to open in late 2013.
Improved liaison regarding the Ringwood Central Activities Area (CAA)
Council introduced a new role during 2012-13 to coordinate liaison activities associated with the Ringwood
CAA. This has included development of a communication plan, development of collateral for distribution
and project management of the new Ringwood Going Places website. This website will inform investors,
businesses and residents of the developments planned, occurring and completed within the Ringwood
CAA.
Completion of the Maroondah Business Analysis Project
The Maroondah Business Analysis was published in October 2012 and is considered a first for Local
Government. This report has provided critical insights into the needs of local Maroondah businesses and
how Council can assist them to recruit additional employees and grow their business. A number of
preliminary projects have been undertaken including the development of the Maroondah Jobs Portal, the
introduction of a Leading Ladies program and an Employ Assist program.
Commencement of the "Jobs for me in 3153 project" (Bayswater North Community Renewal)
Over the past financial year, a new position has been created to support the Jobs for me in 3153 project
associated with the Bayswater North community renewal program. An Employment & Learning Group has
been established to build strong links between service providers across local education and employment
sector. This project has resulted in a range of ongoing voluntary training and employment opportunities,
employment outcomes, full-time education placements, development and delivery of specific training
courses for partner organisations, and the donation of office equipment and technology to Glen Park
Community Centre.
Challenges
Resident use of BizMaroondah
Council has continued to promote the BizMaroondah website as an attractive directory option for local
residents. It is hoped that a number of new initiatives in 2013-14 will help to make the directory more
appealing and effective for local residents.
Future Directions
Increase the profile of BizMaroondah
In the last 12 months, Council has heavily promoted the BizMaroondah directory to local businesses. This
has resulted in an additional 666 local businesses being listed on the directory. The promotion of the
directory to residents in 2013-14 will expand the effectiveness of this local tool. It is hoped that the $pend
Christmas @ Home initiative, and the proposed implementation of social media tools will further enhance
local resident awareness and use of the directory.
Engage more effectively with local home-based businesses
2012-13 Annual Report
Maroondah City Council
Page 42
Council has developed a database of over 4,500 local home based businesses. Surveying of these homebased businesses during 2013-14 will help Council to understand current and future needs, providing a
strong platform for Council to assist their future growth.
Develop the Ringwood Going Places Website
In 2013-14, Council will continue to develop the Ringwood Going Places website with investigation of 3D
modelling of the Ringwood Activities Area, including fly-through computer animation. This website will also
continue to provide information on current developments within the Ringwood CAA.
Did you know?
During 2012-13:
 Over 1300 local residents and stakeholders ‘had their say’ during the Ringwood Library, Learning and
Cultural Centre community consultation project.
 Over 300 community stakeholders, local businesses and investors attended Ringwood Going Places
development and investment presentations
 590 businesses were surveyed at business events and training sessions hosted by Council .
 Surveying undertaken at monthly training sessions indicated that 100% of participants gained valuable
information that would assist their business and 51% of businesses represented were attending a
session for the first time.
Direct Council engagement with businesses during 2012-13 included:
 769 new businesses engaging with Council: 666 (new BizMaroondah listing), 25 (Welcoming New
Business Program), 78 new training participants
 356 businesses attending information sessions and key events
 154 businesses attending business training events
 120 mentoring sessions
 Over the past year, 13,000 BizMatters newsletters and over 129,000 BizMails were sent to local
businesses to inform them of upcoming events and training, promote new business support programs
and highlight local business success stories.
2012-13 Annual Report
Maroondah City Council
Page 43
Our Performance
- Leisure and Culture
Our vision for leisure and culture
Maroondah will ensure maximum opportunities for choice, involvement in and access to quality, cultural and
leisure experiences and encourage the community to adopt healthy lifestyles.
Our strategic objectives (2009-2013)





Provide and promote accessible, affordable, flexible, and where appropriate, integrated multipurpose
facilities and services, catering for the current and changing needs of the community.
Increase community awareness of and equity of access to leisure and cultural opportunities and
benefits.
Promote, provide and support cultural and artistic activities and celebrations.
Actively support local community groups to remain sustainable in the long term.
Ensure Council’s sporting, leisure and cultural facilities provide a diverse range of accessible services
and programs that actively promote and encourage community health and wellbeing.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Demolish the
existing Ringwood
Aquatic Centre and
commence
construction of the
new Ringwood
District Aquatic and
Leisure Centre.
Demolition of the old Ringwood Aquatic Centre was
completed in late 2012. During 2012-13, Council
was successful in securing $10 million in Federal
Government funding from Regional Development
Australia to support development of Aquanation.
Council has appointed Kane Construction as the
head contractor to build Aquanation. Construction
is underway and the facility is scheduled for
completion in 2015.
A comprehensive review has been completed
incorporating extensive assessments of current and
future community needs. The review concluded
that community facilities are already being
extensively and effectively used by the community.
The review recommended development of a
Community Facilities Strategic Development Plan
that will prioritise the development of community
facilities in line with future community needs and
expectations.
A review has been completed of Council’s three
cultural facilities. The review considered and
analysed current and historical service planning,
community participation and business models. As a
result of the review, business plans and three year
action plans were developed for the three facilities.
Implementation of year one actions from these
Community
and Leisure
Services
Achieved
Community
and Leisure
Services
Achieved
Community
and Leisure
Services
Achieved
Develop a strategy
to ensure optimum
utilisation and
appropriate and
effective use of
Council’s community
facilities.
Undertake a
comprehensive
review of Karralyka,
Wyreena and
Federation Estate to
reduce net operating
costs whilst
2012-13 Annual Report
Maroondah City Council
Page 44
improving services.
plans has commenced.
Our core services
Arts and Cultural Services (Leisure, Culture and Youth Services)
This unit promotes arts and cultural vitality across Maroondah through a range of programs, services,
facilities and support. This includes providing expertise and advice across Council as well as managing,
programming and promoting two key arts facilities: Wyreena Community Arts Centre and Maroondah Art
Gallery. The Maroondah Art Gallery is located at Maroondah Federation Estate and offers a diverse public
art program. The unit also commissions, presents and maintains a collection of outdoor public art works
across the municipality; provides support to artists, schools and community groups to deliver their own arts
initiatives; and promotes networking and professional development for local artists and arts organisations.
Karralyka Centre (Leisure, Culture and Youth Services)
The centre 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 promote 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 used to prepare food for Council’s Meals on Wheels service.
Leisure Services (Leisure, Culture and Youth Services)
This service area 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. Leisure Services is also responsible for overall occupancy of Councils sporting facilities and
pavilions including seasonal allocations, leases, licences and casual use.
Maroondah Leisure (Major Leisure Facilities)
This service area provides a broad range of services, activities, programs and facilities to meet the sporting
and leisure needs of the municipality from six primary leisure facilities:
 Croydon Leisure & Aquatic Centre consists of a fully equipped gym, group fitness studio, cycle
room, multipurpose room, multisport indoor stadium, tennis courts, family leisure pool, 25m pool,
warm water program pool, spa and sauna.
 Croydon Memorial Pool is a seasonal outdoor heated 50m pool, with toddlers pool, learn-to-swim
pool, grandstand and shaded lawn areas.
 Ringwood Golf Course has a reputation as one of Melbourne’s finest public courses with a
picturesque 18 hole par 70 layout offering excellent facilities including golf shop and kiosk, three
practice greens, practice nets, indoor and outdoor teaching areas and licensed café.
 Dorset Golf Course is located in Trawalla Rd, Croydon and offers a secluded 18 hole layout open to
the public. The course also offers a golf shop and golf lessons.
 Maroondah Indoor Sports Centre is a four court indoor stadium, mainly catering for basketball and
netball users.
 Ringwood Aquatic Centre was closed on 30 June 2012. The new Aquanation facility will be one of
Australia’s leading aquatic and leisure centres, incorporating the State Diving Centre, and is
scheduled to open in 2015.
Open Space Planning (Leisure, Culture and Youth Services)
2012-13 Annual Report
Maroondah City Council
Page 45
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 such as tables, seats, shelters, BBQ's and bicycle
parking in open spaces; the provision of public toilets; and landscaping in parks, reserves and nature strips.
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.
Achievements
Opening of Sherbrook Park
Maroondah’s newest community playspace in Sherbrook Park opened in June 2013. Located on the corner
of Sherbrook Avenue and Grant Crescent in Ringwood, the new park has seen 3000 sqm of underutilised
open space transformed into an engaging play area including swings, carousel, jumping and balance play,
hopscotch grid and sandpit. Additional amenities include the provision of barbecues, a drinking fountain,
shelter and a cyclist rest area.
Redevelopment of Croydon Oval
A complete redevelopment of Croydon Oval was undertaken in 2012-13 which included drainage and
irrigation works, a spoon drain, fencing, coaches boxes and a turf wicket table. A new cricket net facility
was also incorporated in consultation with the Croydon Cricket Club which includes four all weather
synthetic wickets and five turf wicket cricket nets.
Upgrade of Cheong Park
The Cheong Park Pavilion has been significantly upgraded with an extension to the existing multi-purpose
area, new public toilet facilities, additional storage and a new entrance area to give the facility a cleaner
and more open appearance. The project was funded by a $250,000 grant from the Federal Government
and an additional $100,000 from Council.
Redevelopment of the Barngeong Reserve pavilion
During 2012-13, a $450,000 pavilion redevelopment was completed at Barngeong Reserve, doubling the
size of the building and enhancing the facilities available to Croydon Junior Football Club and Croydon
Baseball Club sporting clubs. The pavilion works were funded by contributions of $250,000 from the State
Government and $200,000 from Council. The main oval at the reserve will be upgraded in 2013-14.
Planning for the development of a future art gallery in the Ringwood Library, Learning & Cultural
Centre
The development of an innovative and engaging art gallery within the proposed centre will increase
community access to the arts in Maroondah as well as promoting the profile of Maroondah as a home for
the arts. Consultants have commenced work with Council to develop a strategic vision for the gallery.
In addition to the gallery component, the community have indicated their aspirations for other forms of arts
and cultural participation within the centre and surrounding precinct including performing arts and digital
media. Planning for development of the centre will explore the integration of these opportunities in tandem
with gallery planning.
Finalisation of the stormwater harvesting project
Council has completed a long term environmental sustainability project at both Maroondah golf courses that
has taken over five years from concept stage to completion. Council has worked closely with Melbourne
Water to develop an environmentally sustainable solution that harvests 30 million litres of stormwater for
golf course use. Pumps, pipe work and a sediment pond have all been installed to efficiently capture and
transfer the stormwater into the main storage dam for reuse on the golf course
2012-13 Annual Report
Maroondah City Council
Page 46
Planning and design for a regional playspace in Croydon Park
The initial concept design for stage two of this playspace has been completed and $100,000 in funding for
the project secured from the State Government. A layout plan for the playspace has also been produced.
Development of business plans for arts and cultural facilities
The Karralyka Business Plan was completed in 2012. It identified actions to increase the activity levels of
the centre, decrease net costs to Council and provide a vision for the long-term future of the facility. The
Karralyka Business Plan was developed in parallel to the development of Business and Action Plans for
Council’s other arts facilities: Maroondah Federation Estate and Wyreena Community Arts Centre.
Development of an Arts Development Strategy
A needs analysis has been undertaken informed by employees and user feedback resulting in a draft Arts
Development Strategy. The draft Strategy proposes key directions for promoting and broadening arts
participation and profile across Maroondah. In 2013-14, this strategy will be aligned with the new
Maroondah 2040 vision. Council and stakeholder feedback will be incorporated prior to its finalisation.
Branding and signage at Maroondah Leisure Facilities
Maroondah Leisure has developed a range of new facility names and logos to be rolled out throughout
2013-14. This new branding will convey a greater visual connection between the facilities whilst still
respecting their individual identities.
Delivery of the annual Art in Public Places Program
As part of this program, Council commissioned Melbourne based sculptor Benjamin Gilbert to create Leaf
Cubby for the entrance to Maroondah Federation Estate. Launched in December 2012, this artwork
references the importance of native flora within Maroondah and has quickly become an iconic element
within the grounds of Maroondah Federation Estate.
Delivery of the Arts and Cultural Grants scheme
In 2012-13, the Arts and Cultural Grants scheme received a total of eight applications from local groups
proposing arts and cultural projects. This resulted in a total allocation of $16,974. During 2012-13, there
has been an increased focus on promoting the grants program to artists and the community. This
promotion has resulted in a significantly higher number and range of applications for the forthcoming 201314 round.
Implement Capital Works Program for open space
A number of playgrounds were upgraded or refurbished over the past year including renewal and
landscaping of the Warrien Reserve Playspace and picnic area. Council also completed installation of new
signage at Hughes Park, Ainslie Park, Dorset Recreation Reserve, and Knaith Road Reserve. A new 1.2km
shared trail along Liverpool Rd was constructed, furniture and fences at various reserves were replaced
and new lighting along Mullum Mullum Creek Trail was installed.
Implementation of online membership sales and golf tee time bookings
During 2012-13, research was conducted on a number of online booking systems. The MiClub booking
system has been selected as the preferred option and will be installed at both Council golf courses in
September 2013.
Challenges
Temporary closure of the Karralyka Centre
The Karralyka Centre was closed in January and February 2013 to complete construction on a series of
projects. The kitchen was extended, the main store room was extended and a plan was developed for a
new lift to improve the accessibility at the centre. Further construction work will be undertaken in
September 2013.
Marketing and branding of the Karralyka Centre
2012-13 Annual Report
Maroondah City Council
Page 47
The current marketing and branding for Karralyka has not been updated for a number of years. Council has
recognised that the growth of the centre will be hindered without effective marketing that reaches current
and future audiences. Council will work towards improved marketing and branding in 2013-14.
Future Directions
Construction of Aquanation: Ringwood's new regional aquatic and leisure facility and the State
Diving Centre
During 2013-14, Council will commence construction of Aquanation whilst also developing management
systems and procedures in readiness for the operation of the centre.
Aquanation is scheduled to open in 2015.
Develop and construct a regional playspace in Croydon Park
The new regional playspace will cater for all ages and abilities, with a wide range of equipment and
challenging opportunities including Parkour, nature play and social meeting spaces. It will be located next
to the award winning Y Space youth precinct in Croydon Park. Construction of this playspace will
commence in 2014.
Undertake flood mitigation works and increase parking at Croydon Leisure and Aquatic Centre
During 2013-14, major flood mitigation works will take place in the Croydon Civic Precinct. These works
will see improved traffic management and pedestrian safety, a new parent drop off zone and a net gain of
approximately 130 car parking spaces.
Develop an Arts Development Strategy
This strategy will define Council’s role and identify partnerships to promote a creative and vibrant
Maroondah. The strategy will also provide direction for integrating the arts as a vibrant element within
Maroondah’s public spaces; provide accessible, relevant and innovative cultural facilities; expand access
and participation across the community; and effectively promote the value of the arts in Maroondah.
Implement actions from the Karralyka Centre Business Plan
A broad range of actions arising from the business plan will continue to be implemented in 2013-14 such as
improving the diversity of the theatre program, tracking financial performance and sales forecasts,
implementing a new pricing policy, redeveloping the facility website, introducing an online ticketing system,
providing a new point-of-sale system and installing wireless technology.
Review and commence development of the Leisure Services Strategic Plan 2014-2018
Council has commenced discussions with key stakeholders regarding development of this plan and will
undertake service mapping and research on community participation during 2013-14.
Commence a new basketball competition
A new after-school basketball competition for primary school aged children will be introduced at the
Maroondah Indoor Sports Centre in 2013-14.
Undertake golf course improvement projects
In 2013-14, a range of capital works projects with be undertaken at Ringwood and Dorset Golf Courses
including tee renewal, pathway installation, fairway drainage and the implementation of a bunker master
plan.
2012-13 Annual Report
Maroondah City Council
Page 48
Did you know?







The City of Maroondah covers 6,152 hectares, with approximately 10% set aside as public open
space. This includes:
o 495 parks and reserves
o 122 playgrounds
o 47 sports ovals
o 2 golf courses
o wetlands and bush land
o 34km of shared cycling/walking paths
In 2012-13, Council received 67 applications for the Community Grants Program requesting a total
of $312,225. This was an increase from the 65 applications requesting a total of $270,027 in 201112.
A total of 605 casual bookings were received for sporting facilities
Maroondah Golf Courses hosted a combined 136,180 rounds of nine or eighteen holes of golf.
Croydon Leisure and Aquatic Centre had approximately 500,000 visitations in 2012-13
Maroondah's two golf courses now harvest and reuse stormwater as their sole source of irrigation
water. The amount of stormwater harvested and used in a year would fill the new Aquanation Pool
over 60 times.
The Croydon Memorial Pool 2012-13 season was one of the hottest on record with over 50 days
recording temperatures over 30 degrees.
Karralyka Centre
The Karralyka Centre was designed by Harry Seidler, AC OBE (1923 – 2006). Harry was an Austrian-born
Australian architect who is considered to be one of the leading exponents of Modernism's methodology in
Australia and the first architect to fully express the principles of the Bauhaus in Australia. Bauhaus
exhibited radically simplified forms, with rationality and functionality, and the idea that mass-production was
reconcilable with the individual artistic spirit.
Seidler designed more than 180 buildings and he received much recognition for his contribution to the
architecture of Australia. He used flowing shapes and hard edges, and positioned his sites on their natural
surrounds.
During 2012-13, the Karralyka Centre programmed and presented theatre show programs and hosted a
broad range of functions. The functions included sporting & social group dinner dances, school debutante
and valedictory balls, religious and spiritual group exhibitions, seminars and corporate conferences.
Over the year:
 365 events were held in the function rooms and theatre entertaining 48,217 guests
 A total of 24 theatre shows were presented to 10,354 guests
 Over 55,000 meals for Council’s meals on wheels program were prepared in the centre
2012-13 Annual Report
Maroondah City Council
Page 49
Our Performance
- Infrastructure
Our vision for infrastructure
Maroondah will provide infrastructure that is both economical and sustainable in its management, and meets
the desired levels of service of our community.
Our strategic objectives (2009-2013)




Manage our constructed asset infrastructure to maximise its useful life, minimise resource use and
maintain intended function.
Enhance existing services, and sense of community, through the development, prioritisation and
implementation of programs for new Capital Works.
Continue to develop and implement infrastructure management strategies and policies.
Achieve the appropriate condition and safety of infrastructure assets in accordance with relevant
legislation, policies and strategies.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Ensure the nature and
condition of all Council’s
assets are accurately
recorded in the Asset
Management System in
order to effectively prioritise
works and to optimise the
life of all assets.
Implement Council’s
building renewal program.
Council has dedicated significant time and effort
during 2012-13 to ensure the completeness and
accuracy of Council’s asset registers. This has
included extensive on site data validation of
stormwater drainage assets within Council
reserves, and the commencement of the Plant &
Equipment Asset Register project relating to
Council’s major buildings.
The building renewal program is a ten year
program reviewed annually. Buildings are
inspected annually for the purposes of building
use, demographics and long term planning. All
aspects of the building are investigated including:
plumbing, electrical, general wear and tear of
walls, floors, air conditioning and essential
services. During 2012-13, nearly 100 buildings
were identified for renewal and works to the value
of $950,000 were completed.
Capital works programs for the renewal of
Council’s assets, including roads, buildings,
carparks and shared paths were developed and
implemented with justification provided for some
minor carry-forward projects.
Operations
and
Infrastructure
Achieved
Operations
and
Infrastructure
Achieved
Operations
and
Infrastructure
Achieved
Manage our constructed
asset infrastructure to
maximise its useful life,
minimise resource use and
maintain intended function
and enhance existing
services, and sense of
community, through the
development, prioritisation
and implementation of
2012-13 Annual Report
Maroondah City Council
Page 50
programs for new Capital
Works.
Our core services
Building Management (Facilities and Building Services)
This function provides Council with a centralised approach to all issues relating to Council buildings,
including programmed maintenance and capital works. In addition, the team works closely with the users
and managers of Council facilities on all aspects of buildings, including risk management.
Building Services (Facilities and Building Services)
This team ensures 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 Infrastructure Services)
The team delivers the engineering related component of Council’s Capital Works Program including
management of design consultants, the tendering and contract process, and the supervision of construction
works. Engineering Services also provides professional advice and technical expertise in the areas of
private subdivisions and developments, including approval of engineering plans for developments and
supervision of works relating to all developments.
Infrastructure Management (Engineering and Infrastructure Services)
This team provides a range of functions including strategic asset management, implementation and
development of Council’s corporate asset and works management system, management of all corporate
data relating to Council’s assets, cyclical proactive inspections of Council’s assets in accordance with
Council’s Road Management Plan, management of stormwater flooding in Maroondah, and provision of
advice on all engineering enquiries. The team also develops and oversees the implementation of Council’s
annual capital works program relating to roads, car parks, laneways, shared paths, stormwater drainage
and building assets.
Tree and Park Maintenance (Operations)
The tree and park maintenance 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 lines clearance management.
Waste Management (Finance and Governance)
The waste management team provides residential and commercial waste services to the Maroondah
community, including public recycling bins, street litter bins, parks and reserves bins and Council facilities
bins. The team manages the contracts for kerbside collection, receipt and sorting, green organics, and land
fill supply and hard waste contracts. Services also include on-call hard waste collection, a schools and
community waste education program, and planning to meet future waste management needs.
Achievements
Development of the Asset Management System
Council continued extensive development of the Hansen Asset Management System during 2012-13, with
a specific focus on the utilisation of GIS for end users. The implementation focussed on the incorporation of
drainage, parks, and building essential services assets. The system was made available using mobile
devices and upgraded to improve advice to facility users about when building maintenance works will be
undertaken.
Implementation of the Flood Mitigation Strategy
2012-13 Annual Report
Maroondah City Council
Page 51
Flood modelling of the entire municipality commenced in 2012-13, and is scheduled to be completed in
August 2013. Results will be utilised to develop a long term works program in accordance with Council’s
Drainage Strategy.
Development of a Municipal Domestic Wastewater Management Plan
A background paper has been developed to inform development of a Municipal Domestic Wastewater
Management Plan. Internal consultation sessions were also held. Council will consult with external
stakeholders during 2013-14 and finalise a draft management plan.
Implementation of a residential pool safety audit
Council continued to implement a residential pool safety audit by proactively checking pool fence
compliance. Aerial photography was used to identify pools that do not have a building permit. Council also
responded to concerns of local residents. More than 100 inspections were carried out in 2012-13.
Development of drainage design guidelines
Drainage guidelines were developed and a process was established for communicating new guidelines to
developers and the community.
Establishment of a pro-active easement drain cleaning and inspection program
Work has commenced on the establishment of this program with a list of easement drains identified for
proactive cleaning and inspection.
Delivery of the Essential Safety Program
During 2012-13, over $300,000 in essential safety measures were installed within Council buildings to meet
regulatory building requirements. Improvements included air conditioning systems, emergency lifts and
lights, exit door and exit signs, fire detectors and alarm systems, fire extinguishers, path of travel to exits,
and smoke alarms.
Implementation of the Regulatory Building Requirements Program
A total of $250,000 was spent in 2012-13 to ensure that Council’s buildings continued to meet regulatory
building requirements.
Challenges
Implement the Annual Asset Condition Assessment program
Funding associated with the annual asset condition assessment program was utilised for the flood
modelling project, which was considered to be critical, in light of the recent significant flood events
encountered within Maroondah.
Cultural change
The introduction of mobile technology and enhancements to the Asset Management System resulted in a
period of transition for a number of internal service areas.
Future Directions
Review and commence an update of Asset Management Plans
The review and update of Council Asset Management Plans for all assets is a critical project to ensure
effective direction is established, to facilitate longevity and to ensure continued provision of services for the
community. Asset classes to be reviewed in 2013-14 include: Roads, Drainage, Major Leisure Facilities and
other building assets, Parks and Playgrounds. The review of these plans will require significant input from a
range of Council service areas, particularly in relation to identifying appropriate levels of service.
Implement the Croydon Flood Management Plan
During 2012-13, detailed design aspects were finalised and staged works will commence in 2013-14
including the establishment of additional car parking at the Croydon Leisure and Aquatic Centre.
2012-13 Annual Report
Maroondah City Council
Page 52
Commence an upgrade of drainage in the Ringwood Activities Area
Council will commence work to develop detailed design solutions for the Ringwood Activities Area to
improve drainage in the precinct.
Complete the Maroondah Flood Modelling Project
The Maroondah Flood Modelling project will be completed in 2013-14 providing a comprehensive
understanding of possible flooding impacts within the municipality. Following completion of this project,
Council will commence a major review of overland flowpaths within Maroondah.
Finalise the Municipal Domestic Wastewater Project
During 2013-14, Council will finalise the Municipal Domestic Waste Water Management Plan and
commence implementation of the action items.
Deliver Council’s Building Renewal Program
Over 100 buildings have been identified within the Building Plan Asset Report for renewal and a total of
$950,000 has been allocated in the 2013-14 capital works budget.
Implement a Cyclical Condition Assessment Program for Community Facilities
The cyclical condition assessment for 2013-14 will focus on specialised structural assessments of shade
sails and flood lights.
Implement the Annual Asset Surveillance program
In 2013-14, this ongoing program will involve Asset Surveillance employees being re-trained to facilitate
inspections in accordance with inspection frequencies identified in the new Road Management Plan.
Develop Asset Renewal Programs for building and road assets
A range of capital works renewal programs for 2013-14 and future years will be developed for roads,
carparks, kerb & channel, shared paths, buildings and stormwater drainage assets.
Deliver the Pool Safety program
This program will involve the inspection of a minimum of 100 swimming pools and spas in 2013-14 to
ensure safety barriers are compliant. The program also involves aerial photography analysis to ensure
appropriate permits have been obtained for swimming pool installation
Comply with the Power Line Clearance Management Plan
Council will continue to comply with its Power Line Clearance Management Plan and work to minimise
requests from energy utilities resulting from non-compliance.
Did you know?


During 2012-13, a total of 89 individual building renewal projects were identified and implemented
with a total value of over $1 million.
Council’s Operations unit responded to 10,383 service requests during 2012-13
2012-13 Annual Report
Maroondah City Council
Page 53
Our Performance
- Transport
Our vision for transport
Maroondah will advocate for the provision of a safe, accessible, affordable and integrated transport system,
which will efficiently transport people and freight in a more sustainable manner and will enhance the liveability
of Maroondah.
Our strategic objectives (2009-2013)





Promote, advocate and encourage the use of sustainable modes of transport and alternatives to
private vehicles.
Advocate for and promote frequent and reliable access to transport services for people of all ages and
abilities.
Identify and implement initiatives to improve community safety on all modes of transport in
Maroondah.
Advocate for funding to further develop an efficient, integrated transport network for Maroondah.
Manage Maroondah’s road network to increase the efficiency and capacity of the existing road space
for all users.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Continue to advocate for and
facilitate the development of, and
State and private sector investment
in, Ringwood Central Activities
District (CAD), including the
Ringwood station precinct and
undertake effective planning for the
development of an innovative and
engaging library, customer service
and cultural centre.
Council continues to be part of a working
group that is planning for continuity of
design and connection between the
$66m Ringwood Railway Station
redevelopment, new Town Square and
the new Ringwood Library, Learning and
Cultural Centre.
City
Development
Achieved
Council has established effective working
relationships with the Department of
Business & Innovation to assist local
businesses with growth, investment and
employment opportunities for the
Ringwood Central Activities Area (CAA).
An analysis of the Ringwood CAA
business context has been undertaken to
understand existing conditions and
identify opportunities for growth and
development.
Please note: Central Activities Districts
(CAD) are now referred to as Central
Activities Areas (CAA). One of these State
Government identified areas is the
Ringwood Activities Area (RAA).
2012-13 Annual Report
Council has recently completed a
community engagement project for the
new Ringwood Library, Learning and
Cultural Centre that has provided
opportunities for significant community
Maroondah City Council
Page 54
input into the new facility.
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 Infrastructure 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
Advocacy for the upgrade of Ringwood Station
After many years of Council advocacy, the Victorian Government committed to a $66m upgrade of
Ringwood Station and Bus Interchange in the 2013 State Budget. Upgrade construction works will
commence in 2014, with completion scheduled for 2016. This project will deliver modern, integrated
transport facilities to Ringwood.
Advocacy for the Doncaster Rail Project
Throughout 2012-13, Council has been actively involved in advocating for the Doncaster Rail Project by
contributing to the Doncaster Rail Feasibility Study, promoting community consultation workshops and
project updates, and providing proactive representation on the Doncaster Rail Local Government Group.
Council also supported a submission from the Eastern Transport Coalition to Federal and State
Government lobbying for the Doncaster Rail project to be a key transport priority.
Launch of Seniors Transport Guide
The Seniors Transport Guide was launched in 2012-13 and is aimed at encouraging senior residents in
Maroondah to consider a variety of transport options. It features useful information and contact details for
transport options including: metropolitan trains and buses, V/Line trains and coaches, taxi services,
community transport services, and riding a bicycle. It also includes information about the myki ticketing
system, travel concessions, and travel options for Home and Community Care program clients.
Implementation of the Croydon Parking Strategy including the Croydon Parking Management Plan
During 2012-13, Council commenced implementation of this strategy and put in place a new trader parking
permit system.
Review of the Road Management Plan
The Road Management Plan was reviewed amended and adopted by Council in 2012-13, in accordance
with the Road Management Regulations.
Future Directions
Upgrade Colchester Road & Palmerston Road West
The Colchester Road upgrade will be undertaken in 2013-14. Palmerston Road West will be fully designed
and works are expected to commence in 2013-14.
Comply with the Road Management Plan
The Road Management Plan identifies almost 2400 actions, largely relating to footpath maintenance and
replacement. Compliance activities relating to this plan will continue in 2013-14.
Improve local footpaths
Council will continue to improve footpaths in 2013-14 through the crack sealing program for shared paths
and the re-introduction of footpath grinding practices.
2012-13 Annual Report
Maroondah City Council
Page 55
Did you know


Council responded to 268 traffic related issues in 2012-13
41 town planning applications were referred in relation to traffic issues
Our Performance
- Urban Design and Development
Our vision for urban design and development
Maroondah will foster the development of distinct urban forms with a variety of land uses, building designs and
house types that:

Offer an attractive and safe environment

Respect the municipality’s diverse heritage

Assist in enhancing the community’s sense of place

Build upon natural assets such as the varied topography and extensive canopy tree cover
Our strategic objectives (2009-2013)



Utilise good design in all development including safe-by-design principles and environmentally
sustainable design to enhance the development of a sense of community through the integration of the
built and natural environment.
Develop and implement an urban form that recognises and incorporates the heritage, culture and
neighbourhood character of Maroondah and builds on existing private and public infrastructure.
Provide and maintain safe and usable open space including bushland, sports reserves, playgrounds
and recreational areas.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Continue to advocate for and
pursue the upgrade of our local
streets and shopping precincts
including the application of
environmentally friendly street
lighting solutions and where
practical, alternatives to above
ground power and
telecommunications lines in
conjunction with appropriate
authorities.
Funding has been secured to enable
the replacement of 25% of street lights
with energy efficient alternatives from
2014 to 2016. Once implemented, it is
estimated this switch will save 495
tonnes of carbon (approximately 3% of
Councils total carbon emissions) which
equates to the annual energy needs of
41 average sized homes.
City
Development
Achieved
2012-13 Annual Report
Maroondah City Council
Page 56
Action Title
What was achieved
Responsibility
Status
Finalise structure plans for the
Heathmont and East Ringwood
activity centres.
Both the Heathmont and East
Ringwood structure plans were placed
on public exhibition and submissions
from the community have been
considered. The requested alterations
to the plan will be reported to Council in
August 2013 and the finalised plans
presented for Council consideration.
Subsequently, amendments to the
planning scheme will be prepared to
reflect the design control proposals
contained within the two structure
plans. Implementation groups will also
be established to oversee the delivery
of land use changes within the two
activity centres.
City
Development
Achieved
Our core services
Statutory Planning (Statutory Planning)
Council has the responsibility for delivering town planning land use and development advice and
assessments to a diverse community of over 109,000 residents and 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 function carries oversight of the Maroondah Planning Scheme and associated land use controls. It
influences the physical development of Maroondah to secure the most efficient and effective use of land in
the public interest and to ensure facilities such as roads, schools and libraries are built where they are
needed.
Achievements
Review of the Municipal Strategic Statement
A policy neutral review of the Maroondah Planning Scheme has been completed. The review identified
required changes to align with current best practice and State Government policy.
Development of a Licensed Premises Policy
A consultancy has been engaged to advise Council on the development of an Alcohol Management
Framework. The recommendations from this work will provide a clear direction on a new policy for liquor
licensing within the Maroondah Planning Scheme as well non land use planning initiatives.
Gazettal of the Ringwood North-West Residential Precinct
During 2012-13, an amendment to the Planning Scheme was adopted and gazetted by the Minister for
Planning in accordance with the recommendations of the Ringwood Transit City North West Residential
Precinct Plan adopted in June 2009. The amendment will help influence improved urban design, built form
and community outcomes.
Development of the Croydon Central Shopping Complex
Pratt Retail Properties Pty Ltd. lodged a combined Planning Scheme Amendment and application for
Planning Permit to expand the existing Croydon Central Shopping Centre. It is proposed to replace the
existing shopping centre with a new multi level centre which would result in a net increase of approximately
13,700 square metres. Council considered public submissions at its March 2013 meeting. The Minister for
2012-13 Annual Report
Maroondah City Council
Page 57
Planning subsequently appointed a Planning Panel to hear submissions and make recommendations to
Council. The Panel Hearing is scheduled for August 2013 with a report expected shortly after.
Design and installation of new gateway signage
Design and installation of primary gateway signage on Maroondah Highway and Canterbury Road has
been completed, with secondary signage on the north/south entrances to be installed in the second half of
2013.
Introduction of development contributions for the Ringwood Central Activities Area
In 2012-13, Council received a background report and prepared a planning report to proceed towards the
amendment of the Planning Scheme to introduce a Development Contribution schedule for the Ringwood
Central Activities Area.
Implementation of improvements to statutory planning processes
A range of continuous improvement projects were undertaken in 2012-13 including the creation of an
automated planning compliance system using Council’s Pathway software. This system allows more
efficient tracking, reporting and processing of planning compliance matters.
Evaluation and implementation of an electronic planning approvals system
Council has selected the ePathway system as the most appropriate electronic planning approval system
tool to integrate with current organisational systems. Council is currently working towards a staged
implementation of this system which will provide customers with the ability to track planning applications
online.
Challenges
Delivery of State Government changes to the Victorian Planning System
Council will be required to implement a substantial number of State Government changes to the Victorian
planning system, including new systems and processes for the:
 Planning and Environment Amendment (General) Act 2013.
 VicSmart – A new planning permit process for Victoria.
 Implementation of new Commercial and Industrial Zones.
New Planning Compliance System
This project was identified as a much needed system improvement and its development has involved the
coordination of Council employees across a range of service areas. The system allows for substantial
improvements in customer service, with complaints allocated reference numbers, acknowledgement letters,
and updates being provided in a systematic and consistent manner. The system now allows for better
allocation of work, workload monitoring, timeframe monitoring, auditing and sharing of valuable compliance
information.
Quicker Planning Decisions
The timely delivery of planning applications has significant customer service and economic benefits to the
community and local economy. Poor delivery timeframes are amongst the most common complaints
received from customers. Council’s delivery timeframes have previously been close to the average for
metropolitan Councils (around 62% of decisions within the 60 statutory day period). Since 2011-12,
Council has directed significant efforts to improving these timeframes. During the 2012-13 period, Council
achieved 82% of planning application decisions within 60 days. This is well above the metropolitan
average of 66% and makes Maroondah one of the most efficient statutory planning services in metropolitan
Melbourne.
Future Directions
Review the Maroondah Planning Scheme
Work will continue in 2013-14 to investigate potential new policy directions and ensure that the Planning
Scheme addresses and responds to joint Council and the community vision articulated in the Maroondah
2040 vision. The project will also consider outcomes arising from the new Metropolitan Melbourne Strategy
under development by the State Government. The objective of the review is to enhance the effectiveness
2012-13 Annual Report
Maroondah City Council
Page 58
and efficiency of the Maroondah Planning Scheme in achieving the objectives of planning in Victoria at the
local level.
Introduce Planning & Environment Act 2013 reforms, new zones, and new State Planning
Provisions
The State Government has identified the need for significant change in the Victorian Planning System. As a
result, a number of following significant system changes are being introduced. These include:
 Development of a new metropolitan strategy, including new State Planning Policies
 An amendment of the Planning & Environment Act 2013
 Introduction of new Planning Scheme Zones
 Introduction of VicSmart planning applications with 10 day decision requirements
 New planning provisions such as native vegetation removal regulations
These five areas of reform will result in substantial changes in how the Council’s statutory planning service
area operates. Many new systems and processes will need to be developed in 2013-14 to comply with
new planning legislation and ordinances.
Develop an Alcohol Management Framework
Council will finalise the preparation of an Alcohol Management Framework in 2013-14. The purpose of the
framework will be to guide and inform Council’s statutory and strategic planning processes to prevent and
minimise alcohol related safety and amenity impacts in the community. The Framework will also assist in
developing an inviting and safe urban night time economy within Maroondah that is a destination of choice
for the region. Amongst the first steps in the implementation of the Framework will be an amendment to the
Maroondah Planning Scheme relating to liquor licensing and the establishment of an accord with Council
partners for alcohol management.
Implement an Online Planning Portal
Over the 2013-14 financial year, Council will work towards the implementation of an ePathway system that
will allow customers to find information about or get updates on planning applications online. This work will
include the initial implementation of an online searchable application register.
Conduct a review of street activities within Maroondah
Council has commenced work on a review of street activities in Maroondah to inform development of a new
Street Activities Policy. This review and the associated policy will be finalised in 2013-14.
Did you know?


The population of Maroondah is forecast to grow by 16,372 by 2031 requiring an additional 7,883
dwellings to be constructed.
Three to four bedroom housing represents 70% of the housing stock within Maroondah.
Council statutory and environmental planners respond to:
 1400 planning applications and amendments per annum
 500 customer service phone enquiries per week (26,000 per annum)
 150 customer service ‘counter’ enquiries per week (7,800 per annum)
 3500 planning and building notifications (advertising applications for community feedback) per annum
 80 Victorian Civil Administrative Tribunal or Magistrate Court hearings per annum
 2000 written correspondence requests.
 250 applications for building dispensation
 220 subdivision certifications
2012-13 Annual Report
Maroondah City Council
Page 59
Our Performance
- Governance and Corporate Support
Our vision for governance and corporate support
Maroondah will underpin its services to the community with the principles and practice of:

Good governance

Sustainable and responsible financial and risk management

Participative decision making processes

An organisational culture that highly values its partners, citizens, employees and customers
Our strategic objectives (2009-2013)

Foster an organisational culture based on the values of cooperation, commitment, communication,
creativity, initiative, learning and improvement.

Provide a safe and healthy work environment that promotes good business practices and
contemporary human resource practices including recognising achievements and promoting a
proactive risk management culture.

Ensure open, accessible and accountable local government through the application of good
governance practices and utilising appropriate human, physical and technological resources.

Plan and manage Council’s operations through sound policies, practices and systems that ensure
financial and operational sustainability.
Our commitments during 2012-13
(Council Plan actions)
Action Title
What was achieved
Responsibility
Status
Implement the improvements
identified in the major review of
Council Services and ensure a
continuous improvement
program is in place.
Agreed actions arising from the service
review program in 2010 have now been
completed. Council continues to focus on
service and process improvements
throughout the organisation that will
enable us to achieve our vision of:
 High standards for service delivery
 Best practice organisation
 Recognised as a Local Government
Leader
Corporate
Services
Achieved
2012-13 Annual Report
Maroondah City Council
Page 60
Action Title
What was achieved
Continue to implement a
comprehensive leadership
development program.
A new Leadership Development Framework
has been completed.
 The Managing for High Performance
Program has been rolled out to all levels
of management, with a Coordinator/Supervisor program to
commence in August 2013.
 The Manager Development Program is
currently being established and will be
implemented in early 2014.
 The Team Leader Development
Program will be implemented in late
2014.
 Advanced level presentation skills
training will be delivered to key senior
executives over the next six months.
 Intermediate level presentation skills
training will be delivered to key
Managers and Team Leaders over the
next six months.
 Intermediate Project Management skills
training will delivered to key project
managers in 2013.
Advocate for the Maroondah
A range of advocacy activities were
community through contacts
undertaken including:
with State and Federal.
 Community engagement and
parliamentarians, the Municipal
information campaign for Aquanation to
Association of Victoria, the
support the Federal funding application
Australian Local Government
process, which resulted in $10 million to
Association and the Victorian
the project.
Local Government Association.  Advocacy for Ringwood Activities Area
(RAA) projects, including the Ringwood
Station, Eastland and the Ringwood
Library, Learning and Cultural Centre,
continued with successful funding
announcements from the State
Government of $66 million for the
Station and a total of $900,000 for the
Ringwood Library, Learning and Cultural
Centre.
 The work of Council was promoted with
both State and Federal levels of
government on projects such as Cheong
Park and Barngeong Pavilion, Croydon
regional playspace, Norwood Reserve
Pavilion, and Bayswater North projects.
 Council submitted eight motions at the
MAV State Council meeting in May 2013
with five out of the eight motions carried.
Please note: Central Activities
 Council also submitted two motions to
Districts (CAD) are now referred to as
the Australian Local Government
Central Activities Areas (CAA). One of
Association National General Assembly
these State Government identified
areas is the Ringwood Activities Area
in Canberra in June 2013. One was
(RAA).
carried and the other withdrawn due to
the timing of the Federal election.
2012-13 Annual Report
Maroondah City Council
Responsibility
Status
Corporate
Services
Achieved
Corporate
Management
Team
Achieved
Communications
and Marketing
Page 61
Our core services
These Governance and Corporate Support are services are Council’s enabling resources to ensure high
levels of community satisfaction with service delivery
Contracts & 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 goals, objectives 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/review of the Maroondah Vision.
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 Councillors, 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, meeting rooms and catering at the Council offices.
Human Resources Advisory Service (Human Resources)
The service provides organisational employee support including employee selection and recruitment,
induction, job design and analysis, remuneration and benchmarking, employment contracts management.
The team also provides advisory services for both internal and external candidates seeking employment
opportunities within Council.
Information Technology
This team provides most of its support and services to internal Council employees. It provides 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 & Development (Human Resources)
This team provides a range of internal services including management of all learning and development
programs, performance development, leadership development, the implementation of employee
development frameworks, and the development 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 provide school crossing
supervisors.
Occupational Health and Safety (OH&S) (Human Resources)
This function includes management of Council’s safety management system, reviewing and updating
OH&S policies, OH&S training, hazard identification, inspections and reporting and OH&S consultative
processes. The team also provides advisory services for the community, particularly relating to OH&S
requirements for Council’s facilities and buildings.
2012-13 Annual Report
Maroondah City Council
Page 62
Organisation Development (Human Resources)
This function focuses on employee engagement, workforce planning, corporate change management and
process improvement activities.
Payroll (Human Resources)
The Payroll team manages payroll systems and processes, remuneration services, reporting and policy
development and review.
Property & 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 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 recordkeeping system. These records management services include mail processing, systems
management and file movement, archival and retrieval
Risk Management (Corporate Services)
This team oversees the implementation of the risk framework across Council, 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. This team also maintains appropriate insurance cover for insurable assets and liabilities.
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.
Workplace Relations (Human Resources)
The workplace relations function manages enterprise agreement negotiation, award interpretation, provides
employee and industrial relations advice and supports employment contract management.
Achievements
People
Implementation of an Employee Engagement Survey
Council implemented an Employee Engagement Survey during 2012-13 with results placing Council above
the high performing benchmark and indicating a high level of job and organisation engagement. Action
plans to further improve employee engagement have been developed by all service areas for
implementation during 2013-14.
Development of a comprehensive Employee Development Framework
Council has developed an Employee Development Framework with an accompanying handbook for
employees. An implementation plan based on priorities and available budget is currently being developed.
The framework will be available for employees’ use from the next performance review and development
cycle commencing in September 2013.
Development of a high achievement culture
During 2012-13, Council implemented the Managing for High Performance development program which set
the expectation for leaders to manage and role model behaviour that will enable Council to continue to
achieve a high performance culture. The organisational vision has further reinforced the key goals for
achieving: high standards for service delivery, a best practice organisation and being recognised as a
leader in Local Government.
2012-13 Annual Report
Maroondah City Council
Page 63
Systems
Implementation of Information Communication Technology (ICT) Strategy
Many ICT projects commenced in 2012-13, including:

Introduction of a new Integrated Planning System
In 2012-13, Council undertook scoping and a tender process for the introduction of a new
software system that incorporates service delivery planning and reporting, strategic risk
management and employees performance management processes. Implementation of Council
Planning and Risk Management modules will commence in the 2013-14 financial year.
Implementation of an Employee Performance Management module will commence in the 201415 financial year to provide an integrated system solution for these three core business
processes.

Implementation of new software system for Aged and Disability Services
Council is currently implementing the community services software to improve service and
reporting efficiencies for its aged and disability services programs. As part of this upgrade,
HACC care coordinators are now able to undertake electronic assessments using mobile
technology. Use of the software will be expanded to Council’s food services and social inclusion
and wellbeing programs during 2013-14.

Introduction of information mobility solutions
Council has rolled out over 200 mobile devices during 2012-13. Mobile solutions have increased
productivity across many of Council’s service areas including: Local Laws, Engineering and
Infrastructure Services, Operations and Community Services.

Upgrade of Council’s Intranet website
A brief was finalised for redevelopment of the Intranet and the contract tender process
commenced for a CMS provider. Work has progressed with the detailed specifications and
wireframes completed. The Intranet site is currently under construction.

Development of a Social Media Policy
A Social Media Policy was completed in conjunction with the MAV and employee training
developed. Recognising the speed of change in the arena, a review of the policy was
undertaken with changes requiring updates of a number of HR and IT policies.

Development of an online registration application and renewal process for food renewals
Council has introduced of an online booking and payment system for Food Handler Seminars
which will enable customers to pay and lodge their registration renewal paperwork online.
Solicitors are now also able to notify Council when a business transfers their registration. In
2013-14, further system development will be undertaken to allow customers to update
registration details and pay for renewals online.

Investigation of rate notices being delivered electronically
During 2012-13, letters of offer were received that provide Council with the option of delivering
rate notices electronically in the future. This option will be considered during the 2013-14
financial year.
2012-13 Annual Report
Maroondah City Council
Page 64
Processes
Preparation for the introduction of a Property Based Fire Levy
Council commenced preparation for the introduction of a new fire levy in accordance with the Fire Services
Property Levy Act 2012. This Act imposes a levy on all ‘real property’ in Victoria (unless specifically
exempt) to fund the Metropolitan Fire and Emergency Services Board and the Country Fire Authority. A
fixed charge of $100 for residential and $200 for non-residential properties will apply as well as a variable
cost. The variable cost is calculated depending on the type of property owned, its capital improved value
and the relevant fire service for the area. Whilst Council’s annual rate notices for 2012-13 will include this
new levy, funds raised will be passed on directly to the State Government.
Refinement of Council’s Service Delivery Planning process
During 2012-13, Council continued refinement of its service delivery planning process by including a risk
register review and employee engagement actions. An education and skills development program relating
to service planning was also undertaken for senior leaders across Council.
Management of processes for the 2012 Council Elections
During 2012-13, Council effectively managed the 2012 Council Election and the preceding caretaker
period. The next Council election will be held in November 2016.
Reduction in risk management incidents
Council achieved a 25% reduction in risk management incidents in 2012-13 (public liability, professional
indemnity, motor vehicle and Council property damage). Council also received a return premium in 2012-13
for achieving a No Claims Bonus target throughout the previous financial year.
Policy and planning
Development of Maroondah Domestic Animal Management Plan 2013-2017
Council has reviewed and adopted its’ Domestic Animal Management Plan 2013 -2017 aimed at promoting
and supporting responsible pet ownership. The plan is presented in a format as required by the Department
of Environment and Primary Industries.
Implementation of Strategic Risk Management Plan 2011-2014
Council continued implementation of this plan with the majority of 2012-13 actions completed. The complex
process of merging four risk registers into one database and compiling review results has been deferred
until 2013-14, although daily management and reporting against each of these registers is ongoing.
Development of Fraud and Corruption Control Plan
Council developed and provided organisation-wide training regarding the Fraud and Corruption Control
Plan in 2012-13. The Plan was amended following the introduction of the new Protected Disclosure Act
2012 that commenced operation in February 2013.
Review of Council’s Investment Policy
The Investment Policy was reviewed, updated and approved at the September 2012 meeting of the Audit &
Risk Advisory Committee.
Challenges
Financial challenges
Council continues to operate within a tight fiscal climate as evidenced by reduced interest rates and deficit
budgets at both State and Federal Government levels.
Technological challenges
Council service areas are increasingly utilising systems and technology to deliver quality services to the
community. This requirement has generated significant demand for the purchase and implementation of
new systems, in addition to the enhancement of existing systems.
2012-13 Annual Report
Maroondah City Council
Page 65
Insurance market
With a challenging insurance market facing local government, Council has successfully been able to
achieve insurance renewal terms that are within budget estimates, and on the lower end when
benchmarked against the sector.
Future Directions
People
Implement the Employee and Leadership Learning Frameworks
By the conclusion of 2013-14, all employees with line management responsibilities will have completed the
Managing for High Performance program. Over the next five years, the Employee and Leadership Learning
Frameworks will be fully implemented.
Introduce pre-employment screening (physical and psychometric)
Whilst pre-employment screening (i.e. police checks and working with children checks) are currently
undertaken for all relevant positions, Council is also introducing medical checks for all permanent positions
and psychometric assessments for certain line management and senior management positions.
Develop a range of human resources strategies
Council will develop a number of strategic documents in 2014 including a Volunteer Strategy, a Student
Placement Strategy and a Disability Placement Strategy. A Contractor Management Strategy is currently
under development and is scheduled for completion during 2013-14.
Provide risk communication & training to employees
Council has developed a Fraud and Corruption Control Plan, including Protected Disclosure requirements.
A range of communications is scheduled for rollout to Council employees in 2013-14 with the development
of an eLearning module. Council will also develop an incident reporting training program to be delivered
concurrently with occupational health and safety training.
Systems
Develop a new 2014-2017 Information Communication Technology (ICT) Strategy
A new ICT Strategy will be developed in 2013-14. This project will involve assessing the future vision,
future possibilities and opportunities associated with ICT and seeking input from Councillors and all Council
service areas regarding needs and requirements.
Implement information technology systems projects
Council will continue to progress development of a new Intranet, upgrade Council’s website, launch an
Integrated Planning System, and introduce new community services software modules. Council is also
working to replace an information technology request/help desk system that will streamline processes.
Rollout the Integrated Risk Manager system
A Risk Management module is one of three components of a new Integrated Planning Software Package to
be introduced in 2013-14. The module will assist service area managers as well as the Corporate
Management Team to track key risks through a risk register that is linked to business planning software
and key performance indicators.
Implement information community technology (ICT) infrastructure projects
A range of ICT infrastructure projects will be undertaken in 2013-14 including the renewal of computer
hardware, a review and upgrade of voice communication systems and the finalisation of documentation
related to the IT disaster recovery (procedures and testing) and corresponding business continuity plans.
Implement information community technology mobility solutions
During 2013-14, Council will continue implementation of mobile applications with a focus on Pathway
mobile modules and their use by internal service areas. Council will also provide increased accessibility
2012-13 Annual Report
Maroondah City Council
Page 66
options for mobile devices, including implementation of a corporate and community Wi-Fi network at four
key sites.
Processes
Commence negotiations for the 2014 Enterprise Bargaining Agreement (EBA)
Implementation of the 2011 EBA is currently being finalised. Council will commence the 2014 EBA process
in 2013-14 with a primary focus on achieving ongoing cost savings and process efficiencies.
Introduce property based Fire Services Levy on behalf of State Government
During 2013-14, Council will review its annual rate notice to provide transparency for ratepayers and help to
distinguish between Council rates and the State Government Fire Services Property Levy.
Prepare for MAV Insurance Audit
MAV Insurance has announced a review of its audit program and risk management services, which has led
to the cessation of this insurance audit. Council is awaiting confirmation of the revised service model and
audit model.
Investigate and implement electronic delivery of rate notices (BPAYVIEW)
Council will investigate and seek to introduce BPAY view during 2013-14 to provide greater convenience
for ratepayers.
Change the focus of Council’s Building Services team
The Building Services team has been transitioning from providing external building permits to enforcement
of statutory requirements of the Building Act and Local Laws. In 2013-14, this transition will include a review
of processes and system, training of employees in legal enforcement processes, the establishment of a
legal panel and a reduction in the number of outstanding building notices and building register items.
Policy and planning
Ensure long-term financial sustainability
Over the next 12 months, Council will continue to update and refine the ten year Long Term Financial
Strategy to monitor and ensure the financial sustainability of Council within a highly complex financial,
economic and political environment.
Review current Local Law 8 to ensure currency and best outcomes for the community
Council will undertake a review of Local Law 8 during 2013-14 and participate in an LGPro Local Laws Best
Practice Program. A practice note will also be developed to accompany this particular local law.
Develop a Social Media and e-Communication strategic management plan
A strategic management plan will be developed for the use of social media by Council to ensure integration
into communication plans. This will include maintaining an awareness of new communication channels,
social media platforms and applications and applying them where appropriate to support marketing,
communication and community engagement objectives.
Develop & implement communication and advocacy plans for major projects
Plans will continue to be developed for major projects such as Aquanation; the new Ringwood Library,
Learning and Cultural Centre; Ringwood Activity Area projects, including advocacy on behalf of the
Maroondah community in the lead up to the Federal and State elections.
Complete Hard Waste Tender Specification
Council will investigate and develop a hardwaste tender specification to encourage an increase in recycling
levels and minimisation of waste.
Did you know?

In 2012-13, the IT service area responded to 2,941 internal help desk enquiries compared with
1,926 in 2011-12 and 2,350 in 2010-11.
2012-13 Annual Report
Maroondah City Council
Page 67

There were approximately 16,500 registered animals in Maroondah during 2012-13
2012-13 Annual Report
Maroondah City Council
Page 68
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 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
 election of the Mayor and Acting Chairman
 use of the Common Seal of the Maroondah City Council and
 proceedings of Special Committees.
The Council meeting agenda is available on Council’s website from 12 midday on the Thursday 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.
2012-13 Annual Report
Maroondah City Council
Page 69
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. This is due to occur by October 2013. 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. Nora Lamont was
elected as the 17th Mayor of Maroondah City Council for 2012-13 at a Council meeting on 8 November
2012. 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 22 March 2010 and the code is due for a further review by
October 2013.
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; and
Support and promote these principles by leadership and example so as to ensure the public has
confidence in the office of Councillor.
2012-13 Annual Report
Maroondah City Council
Page 70
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.
As the 2012 Council Election was held during the 2012-13 financial year, the tables below report on two
different sets of Councillors. From July 2012 to October 2012, three (3) ordinary Council meetings and no
Special Council meetings were held. From November 2012 to June 2013, eight (8) ordinary Council
meetings and no Special Council meetings were held. Councillor attendance at the meetings in 2012-13
was as follows:
Councillor attendance at Council Meetings – July to October 2012
Meetings
eligible to
attend
Attendance
Special
Total
Council
attendance
Meetings
3
Cr. Tony Dib JP
3
Ordinary
Council
Meetings
3
Cr. Paul MacDonald
3
3
-
3
Cr. Natalie Thomas
3
3
-
3
Cr. Ann Fraser
3
3
-
3
Cr. Nora Lamont
3
2
-
2
Cr. Alex Makin
3
2
-
2
Cr. Michael MacDonald
3
3
-
3
Cr. Rob Steane (Mayor)
3
3
-
3
Cr. Les Willmott JP
3
3
-
3
Councillors
2012-13 Annual Report
Maroondah City Council
Page 71
Councillor attendance at Council Meetings – November 2012 to June 2013
Meetings
eligible to
attend
Attendance
Special
Total
Council
attendance
Meetings
8
Cr. Tony Dib JP
8
Ordinary
Council
Meetings
8
Cr. Christina Gleeson
8
7
-
7
Cr. Natalie Thomas
8
8
-
8
Cr. Ann Fraser
8
6
-
6
Cr. Nora Lamont (Mayor)
8
8
-
8
Cr. Samantha Marks
8
8
-
8
Cr. Liam Fitzgerald
8
8
-
8
Cr. Rob Steane
8
8
-
8
Cr. Les Willmott JP
8
8
-
8
Councillors
Representation on Council Advisory Committees
Council Advisory Committee
Council Representative/s
Audit and Risk Advisory
Committee
July to October 2012: Mayor of the Day – Cr. Rob Steane, and Cr. Dib JP
November 2012 to June 2013: Mayor of the Day – Cr. Nora Lamont, and
Cr. Dib JP
Community Safety
Reference Group
July to October 2012: Cr. Dib JP, Cr. Lamont and Cr. Steane
November 2012 to May 2013: Cr. Gleeson, Cr. Fraser and Cr. Steane
May 2013 to June 2013: Cr. Gleeson and Cr. Steane
Disability Advisory
Committee
Maroondah Community
Wellbeing Committee
Substitute representative
 July to October 2012: Community Safety Officer
 November 2012 to June 2013: Community Safety Officer
July to October 2012: Cr. Fraser and Cr. Lamont
November 2012 to June 2013: Cr. Fitzgerald and Cr. Lamont
Substitute representatives
 July to October 2012: Cr. Makin and Program Manager Community
Planning & Development
 November 2012 to June 2013: Cr. Thomas and Program Manager
Community Planning & Development
July to October 2012: Cr. Fraser and Cr. Makin
November 2012 to May 2013: Cr. Fraser
May 2013 to June 2013: Cr Marks
Substitute representatives
 July to October 2012: Cr. Dib and Social Policy Officer
 November 2012 to June 2013: Cr. Gleeson and Social Policy
Officer and/or Program Manager Community Planning &
Development
2012-13 Annual Report
Maroondah City Council
Page 72
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
Council Representative/s
Eastern Regional Libraries
Corporation
July to October 2012: Cr. P Macdonald and Cr. Thomas
November 2012 to June 2013: Cr. Gleeson and Cr. Thomas
Substitute representatives
 July to October 2012: Cr. Willmott JP and Director Community &
Leisure Services (or nominee)
 November 2012 to June 2013: Cr. Marks, Cr. Willmott and
Director Community & Leisure Services (or nominee)
Eastern Transport Coalition
July to October 2012: Cr. Fraser
November 2012 to May 2013: Cr. Fraser
May 2013 to June 2013: Cr Marks
Substitute representatives
 July to October 2012: Cr. Makin and Strategic & Transport Planner
 November 2012 to May 2013: Cr. Marks and Strategic & Transport
Planner
 May 2013 to June 2013 : Strategic & Transport Planner
EMR Affordable Housing
Alliance
July to October 2012: Cr. Willmott JP
November 2012 to June 2013: Cr. Willmott JP
Substitute representatives
 July to October 2012: Cr. Makin and Program Manager
Community Planning & Development
 November 2012 to June 2013: Cr. Fitzgerald, Program Manager
Community Planning & Development and/or Manager Integrated
Planning
Melbourne Yarra Valley of
the Arts Marketing Board
July to October 2012: Cr. Thomas
November 2012 to June 2013: Cr. Thomas
Substitute representatives
 July to October 2012: Cr. Dib JP and Team Leader Economic
Development
 November 2012 to June 2013: Cr. Fitzgerald and Team Leader
Economic Development
Metropolitan Waste
Management Group – Waste
Management Forum
2012-13 Annual Report
July to October 2012: Cr. Willmott JP
November 2012 to June 2013: Cr. Willmott JP
Substitute representatives
 July to October 2012: Cr. P Macdonald and Director Corporate
Services
 November 2012 to June 2013: Cr. Dib, Director Corporate
Services, Finance Project Accountant and Waste Management
Coordinator
Maroondah City Council
Page 73
Representation on External Committees
External Committee
Council Representative/s
Municipal Association of
Victoria
July to October 2012: Mayor of the Day – Cr. Rob Steane
November 2012 to February 2013: Mayor of the Day – Cr. Nora Lamont
February 2013 to June 2013 :Cr. Dib JP
Substitute representatives
 July to October 2012: Cr. Dib JP
 November 2012 to February 2013: Cr Dib JP
 February 2013 to June 2013 : Mayor of the Day – Cr Nora Lamont
National Local Government
Drug Advisory Committee
July to October 2012: Cr. Steane
November 2012 to June 2013: Cr. Steane
Substitute representatives
 July to October 2012: None
 November 2012 to June 2013: Cr. Gleeson
Roadsafe – Melbourne
Eastern Ranges Inc.
July to October 2012: Cr. Fraser
November 2012 to May 2013: Cr. Fraser
May 2013 to June 2013: Cr Marks
Substitute representatives
 July to October 2012: Cr. M Macdonald
 November 2012 to May 2013: Cr. Marks and Community Safety
Officer
 May 2013 to June 2013 :Community Safety Officer
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,
and
Where there is a reasonable likelihood of the person’s residential amenity being altered.
2012-13 Annual Report
Maroondah City Council
Page 74
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 2012-13, three (3) 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)
-
1
1
Indirect interest by close association (section 78)
-
-
-
Indirect financial interest (section 78A)
-
-
-
Indirect interest because of conflicting duties (section 78B)
1
1
2
-
-
-
-
-
-
-
-
-
-
-
-
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)
2012-13 Annual Report
Maroondah City Council
Page 75
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 2012-13 and its activities included:
•
•
•
•
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.
During 2012-13, the Committee reviewed its charter to align with the recently reviewed State Government
guide for Audit Advisory Committees. Key changes from the review included three external members on
rotating terms and the removal of voting rights for the Chief Executive Officer.
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
July 2012-October 2012
November 2012-June 2013
External
Members
Ms Julie Postma (Chair)
Mr David Brooke
Dr John Purchell (Chair)
Ms Julie Postma
Councillor
Members
Councillor Rob Steane (Mayor)
Councillor Tony Dib JP
Councillor Nora Lamont (Mayor)
Councillor Tony Dib JP
2012-13 Annual Report
Maroondah City Council
Page 76
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.
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.
Legislation that impacts upon Council activities includes (but is not limited to):
• Aged Care Act 1997 (Commonwealth)
• Heritage Act 1995
• Australian Accounting Standards
• Information Privacy Act 2000
• Building Act 1993
• Land Acquisition and Compensation Act
1986
• Building Regulations 2006
• Local Government Act 1989
• Charter of Human Rights and
Responsibilities Act 2006
• Local Government (General) Regulations
2004
• Children, Youth and Families Act 2005
• Local Government (Electoral) Regulations
• Children’s Services Act 1996
2005
• Crown Land (Reserves) Act 1978
• Local Government (Finance and Reporting)
• Cultural and Recreational Lands Act 1963
Regulations 2004
• Domestic Animals Act 1994
•
Occupational Health and Safety Act 1985
• Emergency Management Act 1986
• Planning Environment Act 1987
• Environment Protection Act 1970
• Protected Disclosure Act 2012
• Fire Services Property Levy Act 2012
• Public Health and Wellbeing Act 2008
• Food Act 1984
• Public Records Act 1973
• Freedom of Information Act 1982
• Road Management Act 2004
• Geographic Place Names Act 1998
• Road Safety Road Rules Regulations 2009
• Health Records Act 2001
• Road Safety Act 1986
• Tobacco Act 1987
2012-13 Annual Report
Maroondah City Council
Page 77
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
unwanted 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.
The purpose of the three year Risk Management Strategy is to align effective risk management practices
across Council within a common framework, based on the above Australian/International standard. The full
effectiveness of embedding such a framework is measured by its state of maturity. Council’s focus
continues on actively developing a consistent risk aware culture, increase of knowledge and application into
decision making processes, leadership commitment, regular reporting and evaluation.
Following the rollout of the Fraud & Corruption Control Policy awareness training in 2010, Council
developed a Fraud & Corruption Control Plan. Developments since have included the introduction of the
Independent Broad-based Anti-corruption Commission Act 2011 and the placement of whistleblower
legislation with the Protected Disclosure Act 2012. The new Independent Broad-based Anti-corruption
Commission (IBAC) has been established to strengthen the integrity of the Victorian public sector, and to
enhance community confidence in public sector accountability. Collectively, these new arrangements and
pieces of legislation entail far-reaching reforms. Council employees have been heavily involved in keeping
abreast of developments and ensuring that Council is compliant, and has correct policies, procedures and
work practices in place.
Risk Register
The risk register includes corporate and key 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 (risk appetite).
The extensive work undertaken during 2011-12 in the area of fraud and corruption risk assessments has
been followed in 2012-13 by consolidating risks (corporate, general, fraud, etc.) into one Risk Register.
Alongside this Council has researched and purchased risk management software which will be rolled out to
managers from late 2013. 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
A review of the corporate risk management committee has resulted in the formation of a new and higher
level Strategic Risk Management Group, composed of the Corporate Management Team and Senior Risk
Management Advisor. The former Committee, now known as the Risk Management Advisory Group,
maintains its key function to implement the risk management framework across Council and has broad
management representation across ten operational service areas. Activities of both Committees are
routinely reported to the Audit and Risk Advisory Committee
2012-13 Annual Report
Maroondah City Council
Page 78
Public Liability & Professional Indemnity Audit
Municipal Association of Victoria (MAV) - Liability Mutual Insurance (LMI) is the primary provider of public
liability and professional indemnity insurance for Victorian local government. Every second year each
insured Council has participated in a comprehensive LMI audit of their risk management practices, across
16-18 service delivery activities. The resultant score also contributes to the insurance premium calculation,
with direct impact to a premium discount or loading. Council received a score of 99.55% in December 2011
audit. This program has been reviewed and replaced by the MAV to move from a systems and procedure
based approach to a claims management approach
MAV Public Liability and Professional Indemnity Audit Results 2004-2012
Year
Maroondah
2010-12
2008-10
2007-08
2006-07
2005-06
2004-05
99
91
82
57
66
48
2012-13 Annual Report
Eastern
Metro
91
85
82
80
77
72
Victoria
84
80
74
75
71
63
Maroondah City Council
Page 79
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 of incidents, near misses and
hazards. Assigning accountability for the control of corrective actions has been integrated into the incident
reporting and investigation process.
Consultation on health and safety related matters occur via several mechanisms including, but not limited
to, the Corporate and Local Area OH&S Committees.
Council is committed to providing all new and existing employees with information, instruction, 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.
Ongoing 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
and harassment, including bullying and vilification.
Council in achievement of the objective has sought to:
 Create a working environment that is free from discrimination, harassment, bullying and vilification and
where all employees, Councillors, consultants, contractors and volunteers are treated with dignity,
courtesy and respect and have the opportunity to progress to the extent of their ability.
 Implement training and awareness raising strategies to ensure that all employees know their rights and
responsibilities.
 Provide an effective procedure for complaints raising and resolution based on the principles of natural
justice.
 Treat all complaints in a sensitive, fair, timely and confidential manner.
 Guarantee protection from any victimisation or reprisals.
 Encourage the reporting of behaviour which breaches this policy.
 Promote appropriate standards of conduct at all times.
There is a Committee of representatives to oversee the application of the objective/strategy.
Performance Indicators
 The Committee meets twice yearly to review issues and identify opportunities for education and
organisational improvement.
 All new recruits are inducted through the e-learning module on Equal Opportunity Compliance and
through the face-to-face monthly induction Program on Equal Opportunity.
 Every two years, all employees undertake refresher training in Equal Opportunity.
All three indicators were met during the 2012-13 period.
2012-13 Annual Report
Maroondah City Council
Page 80
Statutory information
Privacy
Council is committed to protecting the personal privacy of residents and ratepayers. 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.
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 was last revised in July 2009 and is available on Council website:
http://www.maroondah.vic.gov.au
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 9298 4211 or via email
peter.tully@maroondah.vic.gov.au
Protected disclosure
The Protected Disclosure Act 2012 (the Act) commenced operation on 10 February 2013, replacing the
Whistleblowers Protection Act 2001, and establishing an Independent Broad-based Anti-Corruption
Commission (IBAC) – as part of the new integrity system for Victoria. 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
Since the operation of the Act, from February 2013, Council has not received any disclosures nor have any
matters be transmitted to IBAC to Council’s knowledge. From 1 July 2012 to 9 February 2013, no
disclosures were received under the provisions of the Whistleblowers Protection Act 2001, nor any referrals
made to the Ombudsman to Council’s knowledge.
2012-13 Annual Report
Maroondah City Council
Page 81
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 2012-13:
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
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
16)
17)
18)
19)
20)
21)
22)
23)
24)
25)
26)
27)
28)
Council employee in the previous 12 months
Names of Councillors who submitted a return of interest during the financial year and the dates the
returns were submitted
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
Register of interests kept under section 81 of the Act
Record of persons who inspect the register of interests (nb. limited inspection rights)
List of all Special Committees established by Council and the purpose for which each committee
was established
List of all Special Committees established by Council which were abolished or ceased to function
during the financial year
Minutes of meetings of Special Committees established under section 86 of the Act and held in the
previous twelve months
Register of delegations kept under sections 87, 88 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
Council agenda and minutes for the last 12 months – available online
Councillors’ Code of Conduct – available online
Local Laws operative within Maroondah – available online
Council Plan – available online
Budget for current financial year – available online
Annual Report – available online
Councillors’ Expenses/Entitlements Policy – available online
Procurement Policy – 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 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.
2012-13 Annual Report
Maroondah City Council
Page 82
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 2012 to 30 June 2013.
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 internal reviews sought
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
2012-13
12
10
2
-
2011-12
13
9
4
1
-
-
$301.20
$10
-
$268.40
$3.60
2010-11
7
3
-
$167.30
$0
2009-10
3
2
1
-
$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 $25.10 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 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
2012-13 Annual Report
Maroondah City Council
Page 83
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 and adopted its' 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 now in a format which is required by and allows ease of annual reporting to
the Department of Environment and Primary Industries (DPI).
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 Employees to engage with dog owners (including after hours and
weekend patrols)
 Door-knocking of residences to check animal registrations and promote responsible pet ownership,
 Active promotion of animal desexing through the implementation of a 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 at strategic locations to remind dog owners of ‘on-lead’ requirements
and the requirement to clean up after their dog.
Other activities have included
 Working with Council's pound provider on a project to research barking dog behaviour and a trial of
bark recording collars
 Reviewing permit requirements for excess animals (in line with recent changes to legislation)
 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)
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 Group
Providing links to state government resource materials on Council’s website
Providing Information regarding the Act in the Home and Community Care Positive 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
2012-13 Annual Report
Maroondah City Council
Page 84
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,
 Application for funding to support a Dementia Specific Planned Activity Group Program (awaiting
notification),
 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
Best Value Reporting
In December 1999, the State 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 Maroondah 2025: A Community Planning
Together and the Maroondah City Council Plan 2009-2013. 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 2012-13. Some of these initiatives include:
2012-13 Annual Report
Maroondah City Council
Page 85
Service delivery improvements
 A new ‘Mini Mites’ Toddler basketball program was introduced at Maroondah Indoor Sports Centre
providing an introduction to basketball for 3 and 4 year olds.
 Council introduced a “Give Golf A Go” women’s program from October 2012 and February 2013
supported by the Women’s Golf Victoria and Golf Professional. This program is targeted at women who
have never played golf and offers an eight week program that covers golf etiquette, rules, equipment,
teaching and on course play.
 The Maternal and Child Health (MCH) service introduced a new full day lactation program offering
home visits and centre based appointments with a qualified MCH nurse/ lactation consultant.
 A new Early Parenting Program model was introduced. This two week sleep and settling program offers
two home visits and a full day program aimed at addressing sleep and settling issues for infants 0 – 12
months, reducing maternal anxiety and distress, and challenging family relationships.
 A regular drop-in afternoon tea was introduced for teenage parents facilitated by an MCH nurse aimed
at supporting young parents who do not engage with the first-time parent groups. This group targets
parents who are identified as requiring additional education support or may be socially isolated. The aim
is to connect young parents to Connections/Starting Out, a community based agency for young parents.
 Council’s Teenage Holiday Program was changed from a structured fee-based program during school
holidays to a broader series of recreation events and social opportunities throughout the year (MY
Events) that are low cost and accessible to all young people. Council’s youth services team now works
with a group of young volunteers to plan and deliver MY Events, which provides them with opportunities
to contribute to their community and obtain valuable experience in event planning and team work
 A new Home and Community Care planned activity group HIGH Program commenced to support
residents who have high care needs to continue to be socially active and involved in the community.
 A new Men’s Support Group has commenced providing a supported social opportunity for those men
that aren’t interested in a hand on approach to activities such as a Men’s Shed program. Participants
are actively involved in the planning of the group.
 Council’s aged and disability services team has developed an Intergenerational Program which has
involved partnerships with local schools and included participants of planned activity groups. Students
have attended a range of social inclusion and wellbeing programs and supported older people to learn
new skills in the use of iPads and mobile phones. Planned Activity Group program participants in turn
have provided students with stories from their past and perspectives on ageing.
Information systems improvements
 Increased access to Council’s systems and applications has been provided to Council employees
through the introduction of mobile devices. Feedback from users has confirmed that these devices have
generated a significant increase in productivity.
o The introduction of mobile computing for environmental health employees has made market and
event inspections much more efficient. It has also enabled the immediate provision of
information and registration of food operators at events.
o Mobile technology has been introduced for local laws employees allowing the provision of
instant information in the field and ease of checking property and animal details.
o Mobile home and community care (HACC) assessments have improved efficiency and
supported timely service responses for consumers being assessed for HACC services.
 The implementation of an alternative diesel power generator now guarantees uninterrupted operation of
the Maroondah’s ICT systems, allowing continued productivity during periods of power outages on the
main grid.
 Council commenced work on improving systems and processes in payroll service delivery. This work
will continue in 2013-14.
 Upgrades to Council’s website content included the creation of a customer focussed experience, with
Quicklinks on the front page changing to “I want to. . .” which include the most frequent contact needs of
the community, as well as the introduction of “My Maroondah” which provides personalised information
to the user based on their property location.
 During 2012-13, Council’s three core office locations were migrated to a new voice communication
system. Over the next twelve months, a review and rollout of a voice communications system will
continue to other Council facilities and satellite office sites.
 The self service portal of Council’s human resources software system (CHRIS21) has been fully
upgraded and is being promoted for submission of electronic timesheets across Council to increase
efficiency and minimise potential data entry errors.
2012-13 Annual Report
Maroondah City Council
Page 86
Human resource improvements
 A human resources advisory model was introduced in 2012-13 aimed at providing client relationship
management specific to organisational needs
 Council has provided drain survey assistance to reduce Contractor costs. This has involved an
Operations crew to lift, inspect & record, find pits and drains to ensure accurate records and to assist in
drainage design.
 Council is working towards the development of a Contractor Management Strategy to improve
consistency in its approach to management of contractors.
 Council introduced a new role in 2012-13 to improve management of public safety and wellbeing at
Council events. This role works with internal and external stakeholders holding events on Council Land
to ensure all events meet a minimum standard to ensure public safety and wellbeing.
 Council is establishing a maintenance crew to maintain wetland and riparian vegetation within
Maroondah. A work program has been set and activities will commence in 2013-14.
 The Children’s Services team has been redesigned and the Family Day Care scheme capped at 10
educators. Resources have been redistributed to provide increased support for a broader range of
Children’s Services activities.
Process improvements
 The customer service team commenced the issuing of disabled parking permits to customers which has
seen average processing timeframes reduced from 10 working days to 2 working days.
 The traffic team developed a process for the use of shipping containers within road reserves as a
temporary storage option. A revised process was also established for approving Traffic Management
Plans.
 The rollout of new customer service standards has also seen call introductions being implemented for
call transfers. This process improvement is designed to ensure that the purpose of the call is passed on
and customers are not required to repeat their enquiry.
 Council’s business support unit has undertaken a review of current expenditure and buy local policies
from other metropolitan Council’s to set targets for future purchasing. As a result of this approach, 46%
of goods and services bought by the unit during 2012-13 were sourced locally. The process and
analysis undertaken will be piloted in other Council teams during 2013-14.
Physical infrastructure improvements
 Self-scan entry turnstiles were added at Croydon Leisure and Aquatic Centre allowing members to
bypass queues at reception and head straight to the gym or pools.
 Council installed a range of new lighting equipment, sound equipment, and a new lighting and sound
desk at the Karralyka Centre replacing the original desk from 1980.
 A new diesel generator has been sourced for information technology infrastructure to achieve fully
automated power when power outages occur in the main grid.
Community engagement enhancements
 Council has recently completed a community engagement project for the new Ringwood Library,
Learning and Cultural Centre that has provided a range of opportunities for community input into the
new facility.
 Council has implemented a new online community engagement hub. The My Say Maroondah
engagement hub is aimed at providing community members with the opportunity to have their say on
key Council projects. Two projects featured on the hub during 2012-13 included development of the
Community Wellbeing Plan 2012-2016 and the Maroondah 2040 community vision project.
 Council has undertaken an extensive survey of the 30 retail centres within Maroondah as part of its
ongoing capital works improvement program. This work will prioritise works on the basis of need and be
used to enable urban design and aesthetic improvements to align with works proposed under Council’s
capital program.
 Council undertook an extensive ‘Buy Local campaign’ in 2012-13. As a result, the comprehensiveness
and accuracy of the BizMaroondah Business Directory has been strengthened, with the number of local
businesses listing their business on the live Directory increasing by 30%.
2012-13 Annual Report
Maroondah City Council
Page 87
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
2012-13
Actual Results
2012-13
2011-2012 2010/2011
2009/2010
$1,416
$1,419
$1,356
$1,289
$1,175
$1,315
$1,327
$1,259
$1,200
$1,090
$479
$440
$631
$497
$451
$43
$213
($32)
$45
$65
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 assessment
The average value for each property in the municipality of monies owed by Council at financial yearend in respect of the supply of goods and services, the provision of loans and the accrued costs of
employee salaries and entitlements.
Please note: 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 required to be included in the
liabilities for this year. This amount was actually paid in 2012-13.
Operating result per assessment
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.
Please note: The actual 2012-13 result of $213 per assessement 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.
2012-13 Annual Report
Maroondah City Council
Page 88
Actual Results
2012-13
2011-2012
2010/2011
2009/2010
65
63
67
66
$2,123
$2,048
$2,221
$2,035
$1,884
$601
$395
$493
$392
$411
127%
66%
84%
75%
68%
121%
74%
88%
82%
76%
Target
2012-13
Indicator
Services
Community satisfaction rating for overall performance generally of Council
Overall satisfaction with Council performance as rated by Maroondah City residents who were
surveyed as part of State Government commissioned independent state-wide community satisfaction
survey.
Please note: A change in survey methodology means that 2012-13 results should be treated as the
commencement of a new series. Due to this change in methodology, no target was set for 2012-13.
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.
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.
Please note: The target result for 2012-13 was $601 compared with the actual result of $395.
Council delayed expenditure of $9.4m from 2012-13 to 2013-14 to apply for grant funding for
Aquanation. Council was successful in recieving $10m in Federal Government funding.
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.
Please note: The target result for 2012-13 was 127% compared with the actual result of 66%. This
was in the main due to the delay in the replacement of the Ringwood Aquatic Centre.
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.
Please note: The target result for 2012-13 was 121% compared with the actual result of 74%. This
was in the main due to the delay in the replacement of the Ringwood Aquatic Centre.
2012-13 Annual Report
Maroondah City Council
Page 89
Target
2012-13
Indicator
Actual Results
2012-13
2011-2012
2010/2011
2009/2010
54
55
60
62
54
56
57
57
Governance
Community satisfaction rating for Council’s Advocacy and Community Representation on
key local issues
Overall satisfaction with Council performance in advocacy and community representation as rated by
Maroondah City residents who were surveyed as part of State Government commissioned
independent state-wide community satisfaction survey.
Please note: A change in survey methodology means that 2012-13 results should be treated as the
commencement of a new series. Due to this change in methodology, no target was set for 2012-13.
Community satisfaction rating for Council’s Engagement in decision making on key local
issues
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 State Government
commissioned independent state-wide community satisfaction survey.
Please note: A change in survey methodology means that 2012-13 results should be treated as the
commencement of a new series. Due to this change in methodology, no target was set for 2012-13.
2012-13 Annual Report
Maroondah City Council
Page 90
Summary of Council Plan action progress
Over the past year, Council has made the following progress toward the achievement of medium-term strategies identified in the Council Plan 2009-2013:
Action Title
What was achieved
Responsibility
Continue to enhance Council’s methods Over the 2012-13 financial year:
for communicating with the Maroondah  Focus newsletter was produced on a quarterly basis and distributed to all
residents.
community.
 Media releases and briefings were provided to local papers on issues and
activities of Council.
 Use of Social Media included Council’s YouTube Channel and launch of
Aquanation Facebook page, along with commencement of Bang the Table for
community engagement campaigns.
 Council’s website continued to develop a personalised experience and
improvements were made in the e-payment portal.
 Council’s new signage/branding was rolled out at Council’s major precincts,
main gateways and at parks, reserves and buildings
Advocate for targeted National
Meetings have been held with the Community Relations and Planning
Broadband Network (NBN) rollout in
representatives of NBN Co to discuss plans for the rollout within Maroondah. A
Maroondah.
presentation by NBN Co has been scheduled for October 2013 to inform
Councillors of the existing plans for rollout and to discuss ways forward for further
rollout of the NBN within the municipality.
Continue to reduce greenhouse gas
A situational analysis has been completed for the Carbon Neutral Strategy. This
and carbon emissions through the
strategy will establish a framework by which Council will address its commitment
purchase of fuel efficient and cost
to be carbon zero in its operations by 2020.
effective plant and equipment and the
installation of energy efficient fittings
Council is also developing an Active Transport Plan aimed at reducing employee
and appliances, behavioural change
dependency on cars and encouraging walking, cycling and public transport.
programs and the use of renewable
energy.
In addition, Council is also supporting local schools in establishing their own
active travel plans.
At the operational level, Council is working towards the replacement of 25% of
street lights in Maroondah with energy efficient globes. Once implemented, it is
estimated this switch will save 495 tonnes of carbon (approx 3% of Council’s total
carbon emissions) which equates to the energy needs of 41 average households.
2012-13 Annual Report
Maroondah City Council
Page 91
Status
Communications Achieved
and Marketing
City
Development
Achieved
City
Development
Achieved
Operations and
Infrastructure
Summary of Council Plan action progress (continued...)
Action Title
What was achieved
Responsibility
Status
Continue to advocate for and facilitate
the development of, and State and
private sector investment in, Ringwood
Central Activities District (CAD),
including the Ringwood station precinct
and undertake effective planning for the
development of an innovative and
engaging library, customer service and
cultural centre.
Council continues to be part of a working group that is planning for continuity of
design and connection between the $66m Ringwood Railway Station
redevelopment, new Town Square and the new Ringwood Library, Learning and
Cultural Centre.
City
Development
Achieved
City
Development
Achieved
Please note: Central Activities Districts (CAD)
are now referred to as Central Activities Areas
(CAA). One of these State Government
identified areas is the Ringwood Activities Area
(RAA).
Implement Council’s Economic
Development Strategy, addressing the
key objectives of assisting businesses
with their development; encouraging
and facilitating business investment;
and promoting an environment where
employment opportunities are
stimulated and more jobs are created in
Maroondah City.
2012-13 Annual Report
Council has established effective working relationships with the Department of
Business & Innovation to assist local businesses with growth, investment and
employment opportunities for the Ringwood Central Activities Area (CAA).
An analysis of the Ringwood CAA business context has been undertaken to
understand existing conditions and identify opportunities for growth and
development.
Council has recently completed a community engagement project for the new
Ringwood Library, Learning and Cultural Centre that has provided opportunities
for significant community input into the new facility.
A range of activities were undertaken including:
 The development of a new employment portal - BizMatch on the
BizMaroondah website aimed at connecting local people to local jobs and
employers.
 The creation of employment positions through stewardship of the Bayswater
North Community Renewal network.
 Collaboration with Costco to facilitate employment opportunities for local
residents.
 A 10% increase in local business directory listing on the BizMaroondah
website.
 A 30% increase in live business listings that will assist in promotion of local
businesses to local residents.
Maroondah City Council
Page 92
Summary of Council Plan action progress (continued...)
Action Title
What was achieved
Responsibility
Status
Demolish the existing Ringwood
Aquatic Centre and commence
construction of the new Ringwood
District Aquatic and Leisure Centre.
Demolition of the old Ringwood Aquatic Centre was completed in late 2012.
During 2012-13, Council was successful in securing $10 million in Federal
Government funding from Regional Development Australia to support
development of Aquanation. Council has appointed Kane Construction as the
head contractor to build Aquanation. Construction is underway and the facility is
scheduled for completion in 2015.
A comprehensive review has been completed incorporating extensive
assessments of current and future community needs. The review concluded that
community facilities are already being extensively and effectively used by the
community. The review recommended development of a Community Facilities
Strategic Development Plan that will prioritise the development of community
facilities in line with future community needs and expectations.
A review has been completed of Council’s three cultural facilities. The review
considered and analysed current and historical service planning, community
participation and business models. As a result of the review, business plans and
three year action plans were developed for the three facilities. Implementation of
year one actions from these plans has commenced.
Council has dedicated significant time and effort during 2012-13 to ensure the
completeness and accuracy of Council’s asset registers. This has included
extensive on site data validation of stormwater drainage assets within Council
reserves, and the commencement of the Plant & Equipment Asset Register
project relating to Council’s major buildings.
Community and
Leisure Services
Achieved
Community and
Leisure Services
Achieved
Community and
Leisure Services
Achieved
Operations and
Infrastructure
Achieved
The building renewal program is a ten year program reviewed annually. Buildings
are inspected annually for the purposes of building use, demographics and long
term planning. All aspects of the building are investigated including: plumbing,
electrical, general wear and tear of walls, floors, air conditioning and essential
services. During 2012-13, nearly 100 buildings were identified for renewal and
works to the value of $950,000 were completed.
Operations and
Infrastructure
Achieved
Develop a strategy to ensure optimum
utilisation and appropriate and effective
use of Council’s community facilities.
Undertake a comprehensive review of
Karralyka, Wyreena and Federation
Estate to reduce net operating costs
whilst improving services.
Ensure the nature and condition of all
Council’s assets are accurately
recorded in the Asset Management
System in order to effectively prioritise
works and to optimise the life of all
assets.
Implement Council’s building renewal
program.
2012-13 Annual Report
Maroondah City Council
Page 93
Summary of Council Plan action progress (continued...)
Action Title
What was achieved
Responsibility
Status
Manage our constructed asset
infrastructure to maximise its useful life,
minimise resource use and maintain
intended function and enhance existing
services, and sense of community,
through the development, prioritisation
and implementation of programs for
new Capital Works.
Continue to advocate for and pursue
the upgrade of our local streets and
shopping precincts including the
application of environmentally friendly
street lighting solutions and where
practical, alternatives to above ground
power and telecommunications lines in
conjunction with appropriate authorities.
Finalise structure plans for the
Heathmont and East Ringwood activity
centres.
Capital works programs for the renewal of Council’s assets, including roads,
buildings, carparks and shared paths were developed and implemented with
justification provided for some minor carry-forward projects.
Operations and
Infrastructure
Achieved
Funding has been secured to enable the replacement of 25% of street lights with
energy efficient alternatives from 2014 to 2016. Once implemented, it is estimated
this switch will save 495 tonnes of carbon (approximately 3% of Councils total
carbon emissions) which equates to the annual energy needs of 41 average sized
homes.
City
Development
Achieved
Both the Heathmont and East Ringwood structure plans were placed on public
exhibition and submissions from the community have been considered. The
requested alterations to the plan will be reported to Council in August 2013 and
the finalised plans presented for Council consideration. Subsequently,
amendments to the planning scheme will be prepared to reflect the design control
proposals contained within the two structure plans. Implementation groups will
also be established to oversee the delivery of land use changes within the two
activity centres.
Agreed actions arising from the service review program in 2010 have now been
completed. Council continues to focus on service and process improvements
throughout the organisation that will enable us to achieve our vision of:
 High standards for service delivery
 Best practice organisation
 Recognised as a Local Government Leader
City
Development
Achieved
Corporate
Services
Achieved
Implement the improvements identified
in the major review of Council Services
and ensure a continuous improvement
program is in place.
2012-13 Annual Report
Maroondah City Council
Page 94
Summary of Council Plan action progress (continued...)
Action Title
What was achieved
Continue to implement a
A new Leadership Development Framework has been completed.
comprehensive leadership development  The Managing for High Performance Program has been rolled out to all levels
program.
of management, with a Co-ordinator/Supervisor program to commence in
August 2013.
 The Manager Development Program is currently being established and will be
implemented in early 2014.
 The Team Leader Development Program will be implemented in late 2014.
 Advanced level presentation skills training will be delivered to key senior
executives over the next six months.
 Intermediate level presentation skills training will be delivered to key
Managers and Team Leaders over the next six months.
 Intermediate Project Management skills training will delivered to key project
managers in 2013.
Advocate for the Maroondah
A range of advocacy activities were undertaken including:
community through contacts with State  Community engagement and information campaign for Aquanation to support
and Federal. parliamentarians, the
the Federal funding application process, which resulted in $10 million to the
Municipal Association of Victoria, the
project.
Australian Local Government
 Advocacy for Ringwood Activities Area (RAA) projects, including the
Association and the Victorian Local
Ringwood Station, Eastland and the Ringwood Library, Learning and Cultural
Government Association.
Centre, continued with successful funding announcements from the State
Government of $66 million for the Station and a total of $900,000 for the
Ringwood Library, Learning and Cultural Centre.
 The work of Council was promoted with both State and Federal levels of
government on projects such as Cheong Park and Barngeong Pavilion,
Croydon regional playspace, Norwood Reserve Pavilion, and Bayswater North
projects.
Please note: Central Activities Districts (CAD)
 Council submitted eight motions at the MAV State Council meeting in May
are now referred to as Central Activities Areas
2013 with five out of the eight motions carried.
(CAA). One of these State Government
 Council also submitted two motions to the Australian Local Government
identified areas is the Ringwood Activities Area
(RAA).
Association National General Assembly in Canberra in June 2013. One was
carried and the other withdrawn.
2012-13 Annual Report
Maroondah City Council
Page 95
Responsibility
Status
Corporate
Services
Achieved
Corporate
Management
Team
Achieved
Communications
and Marketing
2012-13 Annual Report
Maroondah City Council
Page 96
Understanding the Financial Report
Introduction
The Financial Report shows how Council performed financially during the 2012-13 financial year and the
overall position at the end (30 June 2013) 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 three sets of Statements:
1. Standard Statements
2. Financial Statements
3. Performance Statement
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.
Standard Statements
The Standard Statements report on how the Council performed financially during the year compared to its
annual budget. The Standard Statements include an Income Statement, Balance Sheet, Cash Flow
Statement and Statement of Capital Works. With the exception of the Statement of Capital Works, each of
the statements is discussed later in this guide. The Statement of Capital Works sets out the expenditure on
creating or buying property, infrastructure, plant and equipment assets by each category of asset. It also
shows how much has been spent on renewing, upgrading, expanding or creating new assets of this type.
These Standard Statements provide a comparison between the actual results for the year and the budget
that was set at the start of the year. All major differences are explained in accompanying notes.
Financial Statements
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 and Cash Flow Statement. The Financial Statements also contain 42 Notes, which set
out Council’s accounting policies and details of the line item amounts contained in each of the first four
main statements.
2012-13 Annual Report
Maroondah City Council
Page 97
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 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.
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 assets include cash and investments, i.e. cash held in the bank and in petty cash and the
market value of Council’s investments.
Receivables are monies owed to Council by ratepayers and others.
Prepayments are expenses that Council has paid in advance of the service delivery.
Assets held for resale are assets that are in a position of being marketed and sold.
Inventories – consumables are stocks held for sale or consumption in Council’s services.
Investments in associates represent Council’s investment in Eastern Regional Libraries Corporation
and Narre Warren User Group.
Investment properties.
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





Payables are those to whom Council owes money as at 30 June.
Other represent monies held in trust by Council e.g. Security Deposits.
Employee Benefits includes accrued Long Service and Annual Leave owed to employees.
Provisions represent estimates of future obligations.
Interest-bearing liabilities are borrowings of Council.
2012-13 Annual Report
Maroondah City Council
Page 98
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.
2012-13 Annual Report
Maroondah City Council
Page 99
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 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 cost of the various functions/activities of Council
the breakdown of expenses, revenues, reserves and other assets
contingent liabilities
transactions with persons related to Council
financial performance indicators (ratios).
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.
Performance Statement
The Performance Statement shows the results that were achieved for the year for a number of performance
indicators. These are then compared against targets that were set for those indicators at the beginning of
the year and published in Council’s Annual Budget.
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.
2012-13 Annual Report
Maroondah City Council
Page 100
THIS PAGE IS INTENTIONALLY BLANK
2012-13 Annual Report
Maroondah City Council
Page 101