Maroondah City Council Council Plan 2017-2021 Council Plan 2017-2021

2 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Welcome to the Council Plan 2017-2021 The Council Plan 2017-2021 is Maroondah City Council’s medium-term strategic document that sets key directions and priority actions to work towards the long-term community vision outlined in Maroondah 2040: Our future together.

The Council Plan plays a vital role in Each year, Council undertakes a revision of shaping Maroondah’s future over a four the four-year Council Plan. This helps to year period. It identifies both challenges ensure that the Council Plan continues to and opportunities for our community at be aligned with Maroondah 2040: Our local and regional levels within the context future together, and is responsive to of Maroondah 2040: Our future together. It emerging community needs and also forms the basis for Council to make aspirations. The annual review also helps to decisions regarding resources and priorities ensure that all Council service planning, in response to community needs and strategies, policies and processes take their aspirations. lead from the key directions outlined within the Council Plan. The Council Plan is implemented through a service delivery planning process, and outcomes are measured and reported regularly. Achievements are reported back to Council and the community through the Maroondah City Council Annual Report at the end of each financial year.

Front cover - Ringwood Lake Park playground redevelopment consultation

Inside front cover - One million stars display at Realm

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 3 Council Plan 2017-2021

Contents

Message from the Mayor and Chief Executive Officer 5 Maroondah at a glance 6 Our City 8 Our Council 13 Our Vision 20 Our Commitments 27 A safe healthy and active community 28 A prosperous and learning community 32 A vibrant and culturally rich community 36 A clean, green and sustainable community 40 An accessible and connected community 44 An attractive, thriving and well-built community 48 An inclusive and diverse community 52 A well governed and empowered community 56 Our integrated service delivery 60 Our priority actions 62 Our organisational scorecard 70 Strategic Resource Plan 72 Glossary of terms 90

4 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Message from the Mayor and Chief Executive Officer On behalf of Maroondah City Council, we are pleased to present the Maroondah City Council Plan 2017-2021 to the Maroondah community.

The community’s vision as outlined in Maroondah 2040: Our future together is the foundation from which Council shapes its long term plans for the municipality. Following extensive community and key stakeholder consultation this long term vision for the future of Maroondah was adopted in late 2014. This new four year Council Plan has been developed based on the community directions in Maroondah 2040 and a range of community consultation activities • Undertake a municipal wide review of undertaken in recent months. Council’s neighbourhood character and heritage controls; and finalise the The Council Plan plays a vital role in shaping Maroondah Vegetation Review the future for Maroondah over the next four • Work in partnership to implement years, and lists the major activities to be intersection improvement works at the undertaken to ensure the work and priorities corner of Maroondah Highway and set by Council align with the community’s Dorset Road in Croydon North. vision. It also highlights the key directions which underpin the planning and budget • Commence the Karralyka redevelopment blueprints for the Maroondah community. The Council Plan includes a Strategic The community aspirations and 74 priority Resource Plan which notes the linkages actions are grouped into eight broad between Council’s Strategic objectives and outcome areas providing the structure for the actions and service delivery to the Council Plan. Significant projects identified community. The Plan also documents the for delivery across the four years include: physical, human, and financial resources required by Council. • Complete the design, undertake operational readiness planning, and The years ahead are full of energy and construct the new HE Parker Multi Sports promise for Council and the community, as Complex in Heathmont we work together to create a City that will be an exciting and sustainable place to live, • Implement the Croydon Civic Masterplan work and visit. and commence the redevelopment of the precinct • Create a new Croydon Town Square and advocate for the grade separation of the level crossing at Coolstore Road, Croydon Cr Tony Dib JP Steve Kozlowski Mayor CEO

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 5 Council Plan 2017-2021

Maroondah at a glance

Maroondah is home to...

44,227 households 21 113,994 9000 neighbourhood businesses shopping people centres

We provide...

133 3 playgrounds aquatic centres 3 2 skate parks golf courses

3 450 arts & cultural parks & centres reserves 2 48 libraries sporting ovals

6 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 767kms We maintain... of stormwater drainage pipes 28,000 signs

35kms 625kms of shared trails of footpaths 478kms 70,000 of local street trees roads

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 7 Council Plan 2017-2021

Our City

The City of Maroondah covers a land area of Our sustainable transport links continue to 61.4 square kilometres in Melbourne’s outer expand, with on-road cycling paths and east, 22 kilometres from the Central 35km of shared trails, including the Mullum Business District (CBD). The area is a Mullum Creek Trail, the EastLink Trail, substantially developed peri-urban Taralla Creek Trail and the Dandenong residential municipality, with an estimated Creek Trail. population of 113,944 residents and 44,227 households with an average of 2.58 people per household. The City of Maroondah includes the suburbs of Bayswater North, Croydon, Croydon Hills, Croydon North, Croydon South, Heathmont, Kilsyth South, Ringwood, Ringwood East, Ringwood North and Warranwood. The City also includes small sections of Kilsyth, Park Orchards, Vermont and Wonga Park. With little remaining land available for greenfield residential development, future population growth will be mainly stimulated by housing consolidation and medium density development. Maroondah has the strategic advantage of being located at the north-eastern junction of the Eastern Freeway - EastLink corridor. There are two train lines and a large number of bus routes linking the City with other regions. Location of the City of Maroondah

Aerial view of Aquanation, looking south

8 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Our history

The first settlers to the area prior to The proclamation in 1924 of the Borough of European colonisation were the Wurundjeri Ringwood coincided with the electrification people of the Kulin nation approximately of the railway line, encouraging township 40,000 years ago. The territory of the development and subdivision. Electric trains Wurundjeri lies within the inner city of were in service between Ringwood and Melbourne and extends north to the Great Croydon in 1924 and were extended to Dividing Ranges, east to Mt Baw Baw, south Lilydale in 1925. to Mordialloc Creek and west to Werribee During its early days, Croydon was part of River. the Shire of Lillydale’s South-West Riding. European settlers arrived in the 1830’s and Unlike some neighbouring towns, it had not commenced using the land for grazing been planned and proclaimed a town by the cattle. The original Ringwood village Department of Crown Lands and Survey, emerged in the mid to late 19th century, but resulted from the private subdivision of following the initial sale of land and the crown land in the Parishes of Warrandyte, local proliferation of grazing, fruit growing, Mooroolbark and Ringwood. Severance of antimony mining and brick making Croydon from Lillydale Shire was requested activities. in 1957 since it was the most densely populated part of the Shire. The Shire of The first constructed road through the area Croydon was declared in 1961. led to Mount Dandenong and was known as Sawmill Road, then Oxford Road, then Considerable suburban expansion during finally given its current name of Mount the post-war period gave rise to the Dandenong Road. The area became better declaration of the City of Ringwood in 1960 known as it was used by bullock teams and formal recognition as part of the heading for the gold fields in Woods Point broader metropolitan region. Eastland was and the Great Dividing Range. established in 1967 as a major ‘new format’ retail centre. In 1971, the City of Croydon Location of the City of Maroondah The railway line from Melbourne was declared, reflecting increased commenced its eastward development in residential development and population 1861 extending to Lilydale through growth in this area. Ringwood and Croydon in December 1882. This resulted in a consolidation of township Maroondah City Council was formed on 15 facilities, including the provision of local December 1994 by the amalgamation of the churches, banks and schools to former Cities of Croydon and Ringwood, accommodate a growing population. The and parts of the former Shire of Lillydale line to Ferntree Gully followed soon and the former City of Doncaster and afterwards. Templestowe. The term ‘Maroondah’ is named after an aboriginal word meaning ’leaf’ which symbolises the green environment of the city.

Aerial view of Aquanation, looking south

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 9 Council Plan 2017-2021

Our community

Maroondah has an estimated population of Burma, China, Malaysia, India, Thailand and 113,944 residents and 44,227 households Iran. Maroondah is now home to the largest with a similar age structure to the State’s Burmese community in Melbourne’s eastern average. region. Compared with metropolitan Melbourne, There is a strong sense of community Maroondah has a slightly higher proportion participation within Maroondah embodied of residents aged between 45 to 69 years by a large number of committed volunteers. and a lower proportion of residents aged More than two thirds of parents in between 20 to 35 years. Maroondah are actively involved in their local schools and one third of Maroondah’s Cultural diversity in Maroondah is residents are members of organised increasing, with the highest numbers of community groups. recent overseas immigrants arriving from

Children’s Week Fun Day

10 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Our environment Our economy

Maroondah has 42 bushland reserves that Almost 9,000 businesses operate within the offer residents and visitors the enjoyment of City with small business comprising over 96 wildflowers, wildlife, bush walks and percent of these organisations. The majority wetlands. There are more than 750,000 of businesses are in the construction, trees (mostly native species) in parks and property and business services, finance and reserves providing shade and shelter, insurance, retail trade and manufacturing helping to control water runoff, evaporation sectors. and erosion and providing a home for The largest industry employers are the wildlife. During 2015/16, Council planted manufacturing, retail trade and health care over 3,000 additional street trees and over sectors. In total, businesses in Maroondah 20,000 trees and plants in parks and provide employment for 35,898 people and reserves in conjunction with Friends Groups. the municipality has a gross regional There are many areas of recreational open product (GRP) of $5.12 billion. space in Maroondah. The City has 450 parks Maroondah has two major retail centres at and reserves with 48 sports ovals. Open Croydon and Ringwood, with Ringwood space areas include two golf courses, 128 being one of the largest in Melbourne. In public playgrounds, three skate areas, three addition, a range of key service and retail BMX dirt jump sites and fives outdoor precincts are clustered along the exercise equipment locations. Maroondah Highway corridor and 21 Maroondah’s residents and businesses are neighbourhood shopping centres are great recyclers: over 24,260 tonnes of spread throughout the municipality. recycling and green waste diverted from Maroondah is well positioned to take landfill in 2015/16. Maroondah has one of advantage of Victoria’s future growth. the highest diversion rates amongst Ringwood is identified as a Metropolitan Victoria’s 79 Councils. Activity Centre within Plan Melbourne, the Victorian Government’s metropolitan planning strategy. Croydon is also identified as a key activity centre with concentrated retail opportunities and medium density housing development continuing to strengthen its thriving town centre. The Bayswater North Employment Precinct is a major industrial and economic hub where many national and international firms have established their headquarters. The area offers diverse and flexible business accommodation with strategic access to EastLink, the Eastern Freeway and other major arterial roads.

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 11 Council Plan 2017-2021

The Realm facade as seen from Town Square

12 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Our Council

Our Maroondah Community

The role of Council

Service delivery Advocacy Facilitation

The Victorian Constitution Act 1975, Section At Maroondah City Council, our role is to: 64A(1) provides for “a system of local • Deliver services that meet the needs and government consisting of democratically expectations of the Maroondah elected Councils having the function and community. powers that the Parliament considers necessary to ensure the peace, order and • Advocate on behalf of community needs good government of each municipal to other levels of Government. district.” • Facilitate the delivery of outcomes by working in partnership with residents, The role of a Council is defined in the Local businesses, community organisations and Government Act 1989 which formalises a key stakeholders. Council’s legal status, purpose and objectives, delegates Council with specific Over 120 different services are offered by functions and powers, and imposes Council Council including: aged and disability care, with various duties. business development, community planning and development, youth services, infrastructure maintenance and renewal, leisure facilities, maternal and child health, parks and reserves, planning and building, and waste and recycling.

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 13 Council Plan 2017-2021

Our Councillors and Wards The municipality is divided into three wards: An open invitation Arrabri, Mullum and Wyreena. Each ward is Council meets on the third Monday of each represented by three Councillors. month and meetings are open to the public. Councillors are responsible for the Meeting dates may change if the meeting stewardship and governance of Council. falls on a public holiday. Council is generally in recess in January. The nine Councillors are the elected representatives of all residents and At the meetings, Councillors are responsible ratepayers across the City. for making decisions about policy and local issues ensuring efficient operation of Section 65 of the Local Government Act services within Maroondah. 1989, defines the role of a Councillor: • to participate in the decision-making of the Council; • to represent the local community in that decision-making; and • to contribute to the strategic direction of the Council through the development and review of key strategic documents of the Council, including the Council Plan.

14 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Arrabri Ward Councillors

Cr Tony Dib JP Cr Paul Macdonald Cr Kylie Spears Mayor Mobile: 0436 001 760; Mobile: 0436 003 660 Mobile: 0438 515 089; paul.macdonald@ kylie.spears@ tony.dib@ maroondah.vic.gov.au maroondah.vic.gov.au maroondah.vic.gov.au Elected in October 2016 Elected in October 2016 Sworn in February 2010

Mullum Ward Councillors

Cr Nora Lamont Cr Samantha Marks Cr Mike Symon Deputy Mayor Mobile: 0408 145 110 Mobile: 0436 002 080 Mobile: 0428 394 581 samantha.marks@ mike.symon@ nora.lamont@ maroondah.vic.gov.au maroondah.vic.gov.au maroondah.vic.gov.au First elected November 2012 Elected October 2016 First elected November 2008

Wyreena Ward Councillors

Cr Marijke Graham Cr Michael Macdonald Cr Rob Steane Mobile: 0418 109 015 Mobile: 0436 001 852 Mobile: 0407 519 986 marijke.graham@ michael.macdonald@ rob.steane@ maroondah.vic.gov.au maroondah.vic.gov.au maroondah.vic.gov.au Elected October 2016 Elected October 2016 First elected November 2008

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 15 Council Plan 2017-2021

Councillors representation There are two types of committees External committees provide Council with requiring formal Council representation, the opportunity to advocate on behalf of internal and external. the local community on a broad range of issues. Internal committees have been initiated by Council. They typically consider in-depth Committee representation is reviewed on issues that are related to Council policy or an annual basis and coincides with the activities. Their primary purpose is to advise election of the Mayor. Convention indicates Council on various issues. An extension of that where the Mayor is a member of an these committees has been the internal committee of Council he or she development of internal committees with a would automatically act as chairperson, large degree of community representation. unless he or she relinquishes that role. In accordance with good governance practice, External committees are outside the control the Mayor may exercise the option to of Council as they operate under their own attend any committee in an ex-officio charter and determine their own capacity if he or she is not a specific procedures, policies and practices. In these member of a committee. instances, Council involvement is to participate and influence the activities of those external committees where those activities are in Maroondah’s interest.

Council committees

Council committee Council representatives (November 2016 to November 2017) Audit and Risk Advisory Committee The Mayor of the Day and Cr Symon Disability Advisory Committee Cr Lamont and Cr Spears Substitute representative - Program Manager Community Planning and Development Maroondah Business Advisory Committee Cr Lamont, Cr Spears and Cr Steane Maroondah City of Wellbeing Steering Cr Marks and Cr Graham Committee Substitute representative - Manager Integrated Planning Maroondah Community Safety Committee Cr Lamont, Cr Steane and Cr Paul Macdonald Substitute representative - Community Safety Officer Maroondah Partners in Community Cr Marks and Cr Graham Wellbeing Committee Substitute representative - Social Planning and Development Officer and/or Program Manager Community Planning and Development Maroondah Environment Advisory Cr Marks, Cr Graham and Cr Paul Committee Macdonald

16 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 External committees

External committee Council representatives (November 2016 to November 2017) Eastern Affordable Housing Alliance Cr Paul Macdonald Substitute representative - Program Manager Community Planning and Development and/or Manager Integrated Planning Eastern Regional Group - The Mayor of the Day and the Chief Mayors and CEO’s Executive Officer Eastern Regional Libraries Corporation Cr Paul Macdonald and Cr Spears Substitute representative - Cr Graham and Director Corporate Services (or nominee) and Manager Revenue, Property and Customer Service Eastern Alliance for Greenhouse Action Cr Graham Substitute representative - Director Planning and Community and/or Manager Integrated Planning Eastern Transport Coalition Cr Michael Macdonald Substitute representative - Cr Spears and the Strategic and Transport Planner and/or Team Leader Strategic Planning and Sustainability Metropolitan Local Governments’ Waste Cr Michael Macdonald Forum Substitute representative - Director Corporate Services, Finance Project Accountant and Waste Management Coordinator Municipal Association of Victoria Cr Symon National Local Government Drug and Cr Steane Alcohol Advisory Committee Substitute representative - Cr Paul Macdonald

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 17 Council Plan 2017-2021

The Council organisation Performance and values

Maroondah City Council is led by the Chief Councillors review the performance of the Executive Officer and three Directors who CEO whilst the CEO reviews the form the Corporate Management Team performance of Directors and Service Area (CMT). CMT meets on a weekly basis to Managers. Employee activities are strongly oversee and manage the operations of guided by Council’s four values of Council, discuss forthcoming Council Cooperation, Commitment, Communication, agendas and discuss strategic and policy and Continuous Improvement and issues. Members of CMT attend all Council Innovation. meetings to provide information and advice These values guide the behaviour of enabling the Council to make informed employees and service areas across the decisions. organisation, contributing to Council’s CMT is supported by Service Area Managers ability to meet community needs and and employees with specialist skills to expectations. develop, implement, manage and deliver the operational, service and administrative activities required to meet the needs and expectations of the community. Your rates and charges The Chief Executive Officer, Directors and at work Service Area Managers are employed under fixed-term employment contracts and their The diagram below outlines how performance is measured and reviewed Maroondah City Council allocates resources annually against key performance for the provision of a broad range of indicators. services to the community. It shows how much is allocated to each area for every $100 that Council spends.

Leisure & Capital Transport Culture Works & Access

$23.25 $23.21 $18.14 $16.04 $11.48 $7.88

$24.27 $23.97 $16.74 Community $15.73 $11.29 City $8.00 Environment Support Development

18 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Council’s organisational structure

The following organisation chart details the structure of Maroondah City Council as at 30 June 2017.

Steve Kozlowski

Communications and Engagement Sherryn Dunshea

Operations, Planning and Corporate Services Infrastructure and Leisure Community

Director Acting Director Director Marianne Di Giallonardo Adam Todorov Phil Turner

Finance and Governance Assets Business & Development Tony Rocca Steve McIntosh (Acting) Chris Zidak - Contracts and Purchasing - Asset Management - Business Support - Financial Services - Facilities - Realm Coordination and - Governance Ringwood Metropolitan Activity - Risk Management Centre - Waste Management Engineering and Building Services Community Services Human Resources Andrew Taylor Wendy King Dianne Vrahnas - Building Services - Aged and Disability Services - Engineering Services - Learning and Development - Arts and Cultural Development - Recruitment - Maternal and Child Health - Youth and Children's Services Leisure - Workforce Relations - Wyreena Community Arts Centre Tim Cocks - Aquahub Information Technology - Aquanation Integrated Planning Les Schneider - Croydon Memorial Pool Grant Meyer - Geographical Information - Dorset Golf - Community Planning Systems - Karralyka and Development - IT Applications - Maroondah Federation Estate - Council Planning - IT Infrastructure - Ringwood Golf - Strategic Planning and - Sports and Recreation Sustainability

Revenue, Property and - The Rings Customer Service Planning, Health and Dale Muir Local Laws Operations Andrew Fuaux - Customer Service Vincent King - Community Health and - Libraries - Bushland and Weed Emergency Management - Revenue and Property Management - Local Laws - Construction Maintenance - Statutory Planning - Logistics - Tree and Park Maintenance

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 19 Council Plan 2017-2021

Our Vision

Maroondah will be a vibrant and diverse city with a healthy and active community, living in green and leafy neighbourhoods which are connected to thriving and accessible activity centres contributing to a prosperous economy within a safe, inclusive and sustainable environment.

20 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Our future outcomes

Over a two year period, Council worked with the community to develop a vision for the future of Maroondah which was adopted in June 2014. Maroondah 2040: Our future together identifies a range of preferred outcomes for the community looking ahead to the year 2040. The community’s future vision is:

A safe, healthy and active community An accessible and connected community In 2040, Maroondah is a safe, healthy and In 2040, Maroondah is an accessible active community with local opportunities community for all ages and abilities with provided for people of all ages and abilities walkable neighbourhoods, effective on and to have high levels of social, emotional and off-road transport networks, and access to physical wellbeing. a range of sustainable transport options. A prosperous and learning community An attractive, thriving and well built In 2040, Maroondah is a thriving centre of community economic activity and opportunity within In 2040, Maroondah is an attractive the eastern region where the sustainability community with high quality urban form and growth of local businesses is and infrastructure that meets the needs and supported. All community members, aspirations of all ages and abilities. A groups, education providers and local diverse range of housing options are businesses have access to a wide range of available and thriving activity centres quality learning resources and facilities. provide a broad range of facilities and services to meet community needs. The A vibrant and culturally rich community character of local neighbourhoods In 2040, Maroondah is a creative continues to be maintained while also cosmopolitan community recognised for its accommodating population growth. celebration and promotion of arts and culture. There are a broad range of An inclusive and diverse community engaging entertainment options, diverse In 2040, Maroondah is an inclusive cultural activities and the creation and community where social connections are display of contemporary and traditional strong across generations and diversity is forms of art. embraced and celebrated A clean, green and sustainable community A well governed and empowered In 2040, Maroondah is a leafy green community community with high levels of waste In 2040, Maroondah is an effectively diversion and sustainable approaches to empowered community that is actively infrastructure development, urban design engaged in Council decision making and management of natural resources. Our through processes that ensure their voice is community is resilient and has the heard and considered. Council provides knowledge, capacity and resources to make strong and responsive leadership, ensures sustainable lifestyle choices transparent processes and works with the community to advocate and champion their needs.

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 21 Council Plan 2017-2021

Organisational vision Our Mission

In working towards the achievement of the Maroondah City Council will be an effective Maroondah 2040 Community Vision, and dynamic leader, working in partnership Maroondah City Council should be an with the community, business and other organisation that: spheres of government to foster quality, accessible and sustainable lifestyles for the • Applies best practice in all that we do. community. We should be aware of how other organisations conduct their business and ensure we adopt the most practicable approaches/methods that are possible. • Is a recognised leader in the local Our Values government sector. We should strive to set an example to others in innovation, Values are important and enduring beliefs service delivery, governance, or ideas shared by members of a workplace performance and advocacy. about what is good or desirable. They exert major influences on the behaviour of an • Easily retains and attracts high quality individual and serve as broad base staff. We should ensure that our guidelines in all workplace cultures. reputation and staff practices are second to none. Our core values at Maroondah City Council • Fosters continuous improvement and are: innovation. We should encourage new Co-operation ideas and changes to processes that are capable of improving our efficiency and Working together and sharing knowledge effectiveness in service delivery and to achieve common goals and agreed outcomes. outcomes. • Is transformational. We should Commitment acknowledge that by striving to meet the Leading by example to achieve the best aspirations of Maroondah 2040, our result for the organisation and the organisation's work will change the look community and feel of the Maroondah community. Communication • Is nimble, flexible and sustainable. We should ensure that we are proactive in Sharing information and ideas at all levels, identifying and planning for change and the Council and the community. implement actions that endure. Continuous Improvement and Innovation • Is outwardly focused. We should focus on community outcomes, working Consistently finding better ways of together in partnership with State and delivering service and value Regional bodies, local stakeholders and the Maroondah Community.

22 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 How we plan

Council’s strategic documents are linked to These strategic documents in turn guide an Integrated Planning Framework. The internal service delivery plans that identify Framework seeks to ensure Council’s service delivery activities and projects to be activities and resources are aligned in order undertaken by Council to meet community to meet the aspirations, needs and needs and expectations. expectations of the Maroondah community. The Framework includes a number of other The Maroondah 2040 Community Vision key planning documents, the Long Term and the Council Plan 2017-2021, along with Financial Strategy and Annual Budget, as associated legislation and regulatory well as a range of supporting strategies and requirements provide the direction for policies adopted by Council. Council strategy, policies, plans and service All community focused plans, strategies and delivery. policies have been formally adopted by Council and can be accessed via Council’s website.

Council Plan and Long Term Financial Strategy Legislated Strategies and Plans

Council Policies, Strategies and Plans

Service Delivery Plans and Annual Budget

Individual Work Plans (RADAR)

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 23 Council Plan 2017-2021

Maroondah 2040 Other major plans

Council’s Integrated Planning Framework is In addition to Maroondah 2040: Our future underpinned by the shared long term together and the Council Plan 2017-2021, community vision outlined in Maroondah there are a range of other strategic 2040: Our future together. documents that have a significant influence on Council service delivery and the The aspirations and priorities for the future Maroondah community. have been grouped into eight broad outcomes. These include: Under each of these outcomes, a range of • The Municipal Strategic Statement key directions have been identified that are provides a clear, concise statement of high level strategies aimed at guiding the land use issues and directions, and activities of Council and the community in outlines a vision for the future working toward the achievement of the development of the municipality. vision. • The Maroondah Health and Wellbeing Plan provides directions and guidelines for working towards the improved health Council Plan and wellbeing of the Maroondah community. From Maroondah 2040: Our future together • The Municipal Emergency Management evolves a four year Council Plan that Plan addresses the prevention of, establishes Council’s medium-term key response to and recovery from directions (strategies) and resourcing to emergencies within the municipality of deliver on the outcomes identified within Maroondah. the vision. There are also many other strategies and The Council Plan outlines the role of Council plans that contribute to the delivery of in delivering on the Maroondah 2040 outcomes and key directions within community vision. It also articulates the Maroondah 2040: Our future together and mission statement and the core values of the Council Plan 2017-2021. Council.

24 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Service Delivery Plans Key Principles

The provision of strategic direction through Best Value , the Maroondah 2040: Our future together Best Value is a commitment from Council Plan 2017-2021, and the Long Term Maroondah City Council to provide the best Financial Strategy set the direction for value for the resources we use and the best detailed service delivery plans across each possible service for our community. of Council’s service areas. These plans are Maroondah City Council is required by the reviewed annually to meet community Local Government Act 1989 to consider needs and expectations. Best Value principles when planning, implementing and reviewing services. Maroondah City Council applies these Long Term Financial Strategy principles to continuously improve its strategic and service planning as well as its The Long Term Financial Strategy takes the service delivery. outcome areas and key directions as specified in the Council Plan 2017-2021 and Charter of Human Rights expresses them in financial terms over a Council recognises and protects the rights, rolling 10 year period. interests and responsibilities of individuals, the community, and public bodies in the City of Maroondah in accordance with the Annual Budget Charter of Human Rights and Responsibilities. Council’s strategies, The Annual Budget documents the financial policies and decision-making procedures and non financial resources required by are compatible with the Charter of Human Council to implement the outcome areas, Rights. Council aims to ensure that it key directions and priority actions identified pursues a human rights approach across all in the Council Plan 2017-2021. areas of Council activity. Community consultation is conducted on Risk Management the draft Annual Budget and feedback is considered before Council adopts the final Council continues to build upon its culture budget. 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 set out in the Australian Standards for risk management AS/NZS ISO 31000:2009. The Maroondah City Council Strategic Risk Management Plan and Policy provide the framework for this to be achieved.

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 25 Council Plan 2017-2021

Community Engagement

Council is committed to engaging with its others are focused on community community in a meaningful, accountable, strengthening (or capacity building). Often responsive and equitable way. Maroondah’s engagement processes support two or all Community Engagement Policy 2015 is a three of these objectives. formal expression of Council’s commitment Council’s Community Engagement Policy is to engaging the Maroondah community built upon a set of commitments that guide through the use of appropriate, effective the planning, development, implementation, and inclusive practices. evaluation and continuous improvement of The Policy outlines Council’s position, role community engagement processes and commitments to ensure community undertaken by Council. These commitments engagement is integrated into Council are based on core values identified by the activities to support decision making, build International Association for Public relationships and strengthen communities. Participation and will be undertaken in The Policy also seeks to improve Council’s accordance with Council’s Privacy Policy. engagement processes and outcomes The Local Government Act 1989 (the Act) through encouraging a consistent approach and a range of other legislation set out and continual learning through evaluation, minimum requirements for some specific and through expanding the range of consultations. The preparation and engagement methods used. adoption processes for both the Council Community engagement is defined as the Plan and the Annual Budget are subject to range of opportunities for public compliance with Section 223 of the Act. In involvement in Council decision-making, many instances Council will go above and relationship building and community beyond the minimum requirements of the strengthening. Community engagement is Act to gain a strong understanding of our achieved when the community is, and feels, community’s wants and needs to ensure we part of a process. are achieving the best possible outcomes for our community. Some community engagement processes are undertaken to support decision making, some are about relationship building whilst

Maroondah Seniors Week Expo at Karralyka

26 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Our Commitments The Council Plan is divided into eight future outcome areas, each with a set of four-year key directions (strategies), annual priority actions, strategic indicators and supporting strategies and plans. The priority actions identified work towards the achievement of the key directions, and ultimately toward the outcomes and vision outlined in Maroondah 2040: Our future together. A range of Council activities linked to these key directions and Council Plan priority actions are reported in Council’s Annual Report. For each of the eight Maroondah 2040 outcome areas within the Council Plan 2017-2021, there is:

The vision Describes where the community would like the municipality to be by the year 2040 in relation to this future outcome.

Key Directions Identifies key Council strategies over the four-year term of the Council Plan that work towards the achievement of preferred future outcomes identified in Maroondah 2040: Our future together

Priority Actions Highlights priority activities to be undertaken by Council over the 2017-2021 period that will contribute to the achievement of the preferred outcome outlined in Maroondah 2040: Our future together.

Council Plan Indicators List a number of Council driven performance measures that help monitor progress made towards the achievement of Maroondah 2040 preferred outcomes and Council Plan key directions over the 2017-2021 period.

Supporting policies, strategies and plans These supporting policies, strategies and plans contribute to the delivery of preferred outcomes outlined within the Maroondah 2040 Community Vision and the Council Plan.

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 27 Council Plan 2017-2021

Health and fitness station at a local park A safe, healthy and active community

In the year 2040, Maroondah will be a safe, healthy and active community with local opportunities provided for people of all ages and abilities to have high levels of social, emotional and physical wellbeing.

Key Directions 2017–2021

A safe community A healthy community 1.1 - Work in partnership to address 1.5 - Facilitate the provision of affordable, community safety issues, with a focus on accessible and responsive services, activity centres, public spaces, roads and resources and initiatives that support the public transport physical and mental health and wellbeing of the community 1.2 - Plan and advocate for the application of community safety principles that 1.6 - Actively promote health and wellbeing facilitate a safe built environment principles and initiatives within the community 1.3 - Promote and facilitate safer cultures relating to issues of alcohol, drugs, tobacco, 1.7 - Support the establishment of an gambling, child abuse and family violence integrated regional health precinct 1.4 - Encourage and support the 1.8 - Advocate for the increased provision of implementation of initiatives and programs affordable primary, allied and specialist aimed at improving the actual and treatment services and facilities perceived safety of the community 1.9 - Facilitate development of integrated health and community service hubs within neighbourhood centres in partnership with key service providers 1.10 - Embrace a preventative evidence- based approach to addressing issues of chronic and communicable disease, food safety, and public health

28 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Council Plan Indicators

A healthy community • Participation in the Maternal and Child Health service 1.11 - Work in partnership to address and promote awareness of mental health issues • Number of visits to aquatic facilities per within the community head of municipal population • Community satisfaction with recreation 1.12 - Apply healthy by design principles in facilities planning for the development and revitalisation of activity centres and public • Customer satisfaction with Children’s spaces. Services Programs • Participant satisfaction with Youth 1.13 - Plan and advocate for the provision of Services Programs leading edge facilities and services to support the needs of an ageing population • Percentage of required food safety assessments undertaken Health and fitness station at a local park 1.14 - Ensure that all young people and their families in Maroondah have access to affordable childcare, education, health and leisure services Supporting policies, strategies and plans 1.15 - Advocate and promote the increased provision of affordable housing options in • Children’s Plan 2015-2019 accessible locations • Community Wellbeing Plan 2013-2017 1.16 - Advocate for the development of an (incl. Municipal Public Health Plan) equitable and sustainable regionally- (currently under review) sourced healthy food system • Domestic Animal Management Plan 1.17 - Promote healthy eating and physical 2017-2021 activity by supporting education initiatives • Gaming Policy 2007 and providing a diverse range of accessible • Melbourne East Sports and Recreation open spaces, and recreation facilities and Strategy 2016 services • Open Space Policy 2016 An active community • Open Space Strategy 2016 1.18 - Enhance and maintain an integrated • Physical Activity Strategy 2015-2019 and connected network of passive and • Youth Strategy 2017-2021 active open space to promote community health and wellbeing 1.19 - Provide a range of integrated recreation and leisure facilities that meet the needs of all ages and abilities 1.20 - Enhance Maroondah’s state of the art sporting precincts to cater for a wide range of recreational pursuits 1.21 - Support and empower local community groups, sporting clubs and special interest groups across Maroondah

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 29 Council Plan 2017-2021

A safe, healthy and active community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Commence construction of the the $2.5m Jubilee Sporting Pavilion redevelopment ** Subject to external funding • Commence construction of the $2.0m HE Parker Sporting Pavilion redevelopment • Develop a Gender Equity Policy/Statement • Finalise a new Gaming Policy and commence preparation of a planning scheme amendment to incorporate the policy into • • the Maroondah Planning scheme Complete the design works, undertake operational readiness planning and construct the $13.5m HE Parker Multi Sports • • Complex Undertake works to implement CCTV in Croydon Town Centre, including detailed design and documentation, along • • with the supply and installation of cameras Prepare and commence implementation of a new Maroondah Health and Wellbeing Plan 2017-2021 • Commence sportsfield reconstruction works at Jubilee Park in Ringwood • Commence construction of the $2.5m Silcock Sporting Pavilion redevelopment in Croydon • Participate in the South East Melbourne Council’s Alliance (SEMCA) Alcohol Density Project to strengthen decision • making capabilities for packaged liquor outlets Undertake sportsfield reconstruction works at Quambee Reserve No.1 Oval in Ringwood North • Commence construction of the $1.6m Springfield Sporting Pavilion redevelopment ** Subject to external funding • Commence construction of the $1m Dorset Sporting Pavilion Redevelopment • Facilitate implementation of the Croydon Civic Masterplan • Complete the Proclamation Park Sporting Pavillion redevelopment • Commence development of a Youth Strategy 2021-2024 • Undertake an investigation into additional synthetic surfaces for sportsfields in Maroondah •

30 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Aquanation gym

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 31 Council Plan 2017-2021

Women on the Go Event

A prosperous and learning community

In the year 2040, Maroondah will be a thriving centre of economic activity and opportunity within the eastern region where the sustainability and growth of local businesses is supported. All community members, groups, education providers and local businesses have access to a wide range of quality learning resources and facilities.

Key Directions 2017–2021

A properous community 2.1 - Advocate, promote and market key 2.6 - Work in partnership to promote local business opportunities and the competitive employment opportunities for marginalised strengths of the municipality and disadvantaged population groups 2.2 - Promote and leverage the strategic 2.7 - Embrace a place-based approach to location of Ringwood as the Metropolitan the development and revitalisation of Activity Centre for the outer eastern region neighbourhood centres that provide opportunities for local business and places 2.3 - Promote the diversification and for social connection and interaction localisation of Maroondah’s economy to stimulate job growth and encourage the 2.8 - Seek increased investment in targeted community to work and live locally industries, including advanced manufacturing and associated supply 2.4 - Provide support to small and medium chains enterprises to help them fulfil their potential and be successful 2.9 - Embrace the full potential of a new digital economy and encourage 2.5 - Establish a business resource hub to participation and collaboration by residents, empower local business, encourage businesses, health and community services innovation and support alternative modes and education sectors of employment 2.10 - Identify and facilitate development of under-utilised key urban renewal sites along transit corridors

32 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Key Directions 2017–2021

A prosperous community A learning community 2.11 - Facilitate, support and encourage 2.21 - Help local businesses to position initiatives that increase education, training themselves and embrace the requirements and employment opportunities for children, of a low carbon economy youth and young adults 2.22 - Work in partnership to encourage and 2.12 - Broker community-government- support young people to remain engaged in business partnerships that build social education and training, and promote links capital, create community connections and to employment foster a culture of corporate social 2.23 - Facilitate connections between responsibility education providers, businesses and the 2.13 - Facilitate business-business broader community to support employment partnerships that advance collaboration, pathways, intergenerational connections peer support, mentoring, training and knowledge transfer opportunities and knowledge sharing 2.14 - Facilitate the enhancement and revitalisation of industrial and commercial Council Plan Indicators precincts that maximise investment, • Proportion of active library members in promote diverse job opportunities and municipality provide for value adding industries • Business participation in Bizhub Business A learning community Development Program 2.15 - Facilitate and encourage the provision • Positive improvement in business skills/ of world-class life-long learning performance through Bizhub Business opportunities in Maroondah, from early Development Program learning through to adult and tertiary levels 2.16 - Advocate for and encourage increased access to and participation in Supporting policies, tertiary education strategies and plans 2.17 - Facilitate and encourage places, spaces and programming that provide for a • Bayswater / Bayswater North Industrial third place of community connection Precinct Strategy 2015 beyond home and work. • Melbourne East Regional Plan 2020 2.18 - Advocate for and adopt the rollout of • Ringwood Metropolitan Activity Centre high speed broadband to all Masterplan (under development) neighbourhoods and encourage take-up by • Street Activities Policy 2014 businesses, services, education providers and households 2.19 - Advocate for and support a coordinated, integrated and evidence based approach to addressing skill shortages for local businesses 2.20 - Encourage lifelong learning opportunities that support mature age and retired people to participate in the workforce, learn new skills and build community connections

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 33 Council Plan 2017-2021

A prosperous and learning community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Undertake pedestrian and vehicle access improvement works at Heathmont Shopping Precinct - Canterbury Road, Heathmont • Commence Regional Service Partnerships at Realm • Work in partnership to finalise development of the Ringwood Metropolitan Activity Centre Masterplan • Work in partnership to implement the Bayswater / Bayswater North Industrial Precinct Strategy • • Improve carparking in the Heathmont and Ringwood East neighbourhood centres • Deliver the Croydon Library Integrated Customer Service Project • Plan for carparking improvements in the Ringwood Metropolitan Activity Centre and the Croydon Activity • Centre Commence carparking improvement works in the Croydon Activity Centre • Commence carparking improvement works in the Ringwood Metropolitan Activity Centre • Work in partnership to facilitate appropriate development within the Ringwood Metropolitan Activity Centre and • • • • Croydon Activity Centre

34 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Aerial view of Ringwood Clocktower looking west

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 35 Council Plan 2017-2021

Ringwood Town Square A vibrant and culturally rich community

In the year 2040, Maroondah will be a creative cosmopolitan community recognised for its celebration and promotion of arts and culture. There will be a broad range of engaging entertainment options, diverse cultural activities and the creation and display of traditional and contemporary forms of art.

Key Directions 2017–2021

A vibrant and culturally rich community 3.1 - Facilitate the establishment and 3.9 - Broker partnerships and relationships consolidation of cosmopolitan food, dining to better connect local artists and the and cultural precincts in key activity centres broader community 3.2 - Provide a diverse range of engaging 3.10 - Encourage a range of temporary and entertainment spaces, events and activities permanent public art that celebrates the unique characteristics of Maroondah 3.3 - Support festivals and events that including our history, cultural diversity, celebrate local arts, diversity and produce environment and future aspirations 3.4 - Promote innovative, contemporary 3.11 - Advocate for and value the and socially engaged arts practice contribution of the arts in supporting 3.5 - Support and celebrate the unique thriving neighbourhoods and vibrant cultures of emerging communities in activity centres Maroondah 3.12 - Encourage community-business 3.6 - Promote, celebrate and recognise our partnerships that support local artists indigenous arts and culture 3.13 - Utilise emerging technologies and 3.7 - Encourage artistic expression and online mediums to promote emerging and community participation in the arts established artists and arts practice 3.8 - Promote opportunities and spaces for artists to create and display their work

36 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Council Plan Indicators Supporting policies, strategies and plans • Community satisfaction with arts centres and libraries • Arts and Cultural Development Strategy • Proportion of households who engaged 2014-2018 in one or more arts and cultural activities • Public Art Policy 2015 over the last 12 months • Number of community members involved in classes at Wyreena Community Arts Centre

Public art installation in Town Park, Croydon

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 37 Council Plan 2017-2021

A vibrant and culturally rich community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Create a new Croydon Town Square, including community engagement, completion of detailed design and construction ••• Implement innovative and engaging arts events and outcomes in Ringwood Town Square arts precinct •• Commence development of an Arts and Cultural Development Strategy 2018-2022 • Commence the $10m Karralyka redevelopment ** Subject to funding •

Karralyka, Ringwood East

38 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Croydon Station

Pierson Road

Main Street

Bus Interchange

Hewish Road 1 Artist impression of new Croydon Town Square

Main Street Existing MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 39 Carpark VIEW 1 ARTIST IMPRESSION

Pierson Road Avenue seating Informal grass area Flexible proteced paved area Formal gathering/seating Main Street interface Main Street Existing plaza 0 10 20 M Council Plan 2017-2021

Planting trees in our bushland reserves

A clean, green and sustainable community

In the year 2040, Maroondah will be a leafy green community with high levels of waste diversion and sustainable approaches to infrastructure development, urban design and management of natural resources. Our community is resilient and has the knowledge, capacity and resources to make sustainable lifestyle choices.

Key Directions 2017–2021

A clean community A clean community 4.1 - Ensure the long-term protection and 4.5 - Enhance Maroondah’s parklands, rehabilitation of the city’s waterways and bushlands, gardens and open spaces wetlands to improve water quality and 4.6 - Protect and restore biodiversity and streamflow native habitat for local plants and animals 4.2 - Provide leadership and adopt on public and private land sustainable innovative approaches to limit 4.7 - Preserve and enhance Maroondah’s consumption, prevent litter, reduce waste canopy vegetation to landfill and encourage reuse and recycling of resources 4.8 - Create and foster a culture within our community that is committed to protecting 4.3 - Build the capacity of households and the unique features of Maroondah’s businesses to behave more sustainably, landscape, including our ridgelines, reduce waste and minimise consumption of waterways, canopy vegetation, green open natural resources space and bushland reserves 4.4 - Work in partnership to improve air 4.9 - Work in partnership with local quality by enhancing vegetation and communities to encourage thriving encouraging use of sustainable transport community gardens and promote modes sustainably grown local produce

40 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Council Plan Indicators

A green community • Recycling diversion rate from landfill 4.10 - Encourage increased green spaces • Proportion of streetlights changed over within activity centres that link the built to energy efficient LED environment to the natural landscape • Kerbside collection bins missed per 10,000 households A sustainable community 4.11 - Strive to become a carbon neutral Council by implementing energy efficient Supporting policies, initiatives and embracing clean energy solutions strategies and plans 4.12 - Mitigate and adapt to the effects and • Carbon Neutral Strategy 2014/15 - impacts of climate change 2020/21 4.13 - Advocate for increased stormwater • Climate Change Risk and Adaptation harvesting and greywater reuse by Strategy (under development) households and businesses • Sites of Biological Significance 4.14 - Support, educate and build the • Sustainability Strategy 2016-2020 capacity of our community to make more • Water Sensitive Cities Strategy environmentally sustainable lifestyle choices 4.15 - Work in partnership to reduce greenhouse gas emissions and support the community in adapting to a post peak oil environment 4.16 - Be responsive and adaptive to new environmental opportunities and threats as they occur, building resilience and capacity within the community

Mullum Mullum Trail, Ringwood

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 41 Council Plan 2017-2021

A clean, green and sustainable community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Commence implementation of the Eastern Organics Contract • Develop a Climate Change Risk and Adaptation Strategy • Undertake preliminary works to rehabilitate the waterway and infrastructure at Yanggai Barring in Warranwood • Undertake a major upgrade of the playground at Ringwood Lake Park • Finalise the Maroondah Vegetation Review •• Commence renewal works on the Mullum Mullum Trail shared path • Introduce an environmentally sustainable development policy into the Maroondah Planning Scheme • Undertake a review and update Council's Sustainability Strategy • Undertake a review and update Council's Carbon Neutral Strategy •

42 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Installation of energy efficient streetlights

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 43 Council Plan 2017-2021

The new Ringwood Station and Bus Interchange An accessible and connected community

In the year 2040, Maroondah will be an accessible community for all ages and abilities with walkable neighbourhoods, effective on and off-road transport networks and access to a range of sustainable transport options.

Key Directions 2017–2021 An accessible community A connected community 5.1 - Ensure public buildings are accessible 5.4 - Work in partnership to provide a safe to people of all ages and abilities, and and efficient integrated transport network promote high levels of accessibility in that enhances liveability, encourages a shift commercial premises in travel modes and promotes Maroondah 5.2 - Work in partnership to provide as a 20-minute city improved accessibility and safety for 5.5 - Improve the efficiency of Maroondah’s transport users across all modes road network through effective asset 5.3 - Ensure events and festivals are management, maintenance and renewal accessible for people of all ages and works abilities 5.6 - Advocate for and encourage the use of sustainable transport by enhancing local access to public transport nodes, supporting behaviour change initiatives and enhancing the pedestrian and cycling network, including the provision of on-road bicycle lanes 5.7 - Advocate for an integrated public transport network with improved connectivity, capacity and service frequency

44 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Council Plan Indicators

A connected community • Proportion of sealed roads below the set intervention level 5.8 - Work in partnership to ensure sustainable transport options and public • Square metres of sealed local roads transport connections are considered in the reconstructed design of new developments and public spaces 5.9 - Promote streetscapes that encourage Supporting policies, social interaction, physical activity and strategies and plans connection to the natural environment • Maroondah Principal Pedestrian Network 5.10 - Work in partnership to improve the walkability within and between • Road Management Plan 2017-2021 neighbourhoods and activity centres through effective urban design, open space planning, way-finding signage, improved public lighting and accessible infrastructure 5.11 - Enhance and promote Maroondah’s walking and cycling shared path network ensuring connections with the wider Metropolitan Melbourne trail network 5.12 - Work in partnership with businesses, schools and community groups to promote informed transport choices

San Carlos Walk,Croydon

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 45 Council Plan 2017-2021

An accessible and connected community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Advocate for grade separation of the Lilydale railway line at Coolstore Road in Croydon • Commence Hughes Park carpark improvement works • Work in partnership to implement intersection improvement works at the corner of Maroondah Highway and Dorset •• Road in Croydon North Commence road renewal works in Caroline Street, Ringwood • Undertake the renewal of New Street in Ringwood, between Maroondah Highway and Sylvia Grove • Undertake carpark renewal works at Merrindale Shopping Centre in Croydon South • Undertake the renewal of Norton Road in Croydon • Accelerate Council’s footpath construction program •••• Advocate to the Commonwealth and Victorian Government for provision of new and upgraded major transportation •••• infrastructure in Maroondah; including freeway connections, upgrade to arterial roads and intersections, and major public transport enhancements

46 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Queues during the AM Peak along Maroondah HIghway at the intersection with Dorset Road

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 47 Council Plan 2017-2021

Town Park, Croydon

An attractive, thriving and well built community

In the year 2040, Maroondah will be an attractive community with high quality urban form and infrastructure that meets the needs and aspirations of all ages and abilities. A diverse range of housing options are available and thriving activity centres provide a broad range of facilities and services to meet community needs. The character of local neighbourhoods continues to be maintained while also accommodating population growth.

Key Directions 2017–2021

An attractive community 6.1 - Encourage high quality urban design 6.4 - Facilitate, lead and educate the that provides for a healthy, attractive and community in the use of environmentally desirable built form sustainable design across all forms of infrastructure to limit carbon emissions and 6.2 - Work in partnership to ensure reduce resource consumption development considers urban design principles that enhance the connection 6.5 - Work in partnership to encourage the between the built environment and the use of a water sensitive approach in the natural environment development and renewal of the built and natural environment 6.3 - Work in partnership to deliver distinctive and high quality architecture 6.6 - Facilitate a vibrant day and night-time through the use of urban design guidelines economy through development of high and principles quality public spaces that incorporate diverse food, entertainment and cultural precincts

48 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Council Plan Indicators

A thriving and well built community • Council’s infrastructure renewal/ maintenance ratio 6.7 - Plan and facilitate the development of a community where everyone can live, work • Percentage of annual Capital Works and play locally budget expended • Proportion of planning applications 6.8 - Encourage and support the provision decided within 60 days of a diverse range of housing across Maroondah, that meets the needs of • Proportion of building permit current and future residents applications issued within 15 days • Total value of building approvals 6.9 - Encourage high density development (residential, commercial and industrial) in activity centres where there is access to high quality facilities, services and amenities • Community satisfaction with general town planning policy 6.10 - Develop and implement an urban • Community satisfaction with Council’s form that enhances the desirable attributes planning and building permits process of Maroondah to protect and value ridgelines, vegetation, neighbourhood • National Asset Management Assessment character, local history and cultural heritage Framework Score • Average duration for assessment of 6.11 - Ensure the management of Engineering Development Plans (1st infrastructure and prioritisation of capital plans) works considers demographic change, the impacts of climate change, and accessibility for all ages and abilities 6.12 - Work in partnership to establish and Supporting policies, implement regional sustainable funding models for local infrastructure strategies and plans

6.13 - Coordinate and advocate for the • Croydon Town Centre Structure Plan increased utilisation, longevity and 2006 availability of fit-for-purpose public, private • Heathmont Structure Plan 2013 and not-for profit buildings and spaces that can act as key places for neighbourhood • Housing Strategy 2016 connection • Maroondah Planning Scheme (incl. Municipal Strategic Statement) 6.14 - Work in partnership with other catchment authorities to ensure effective • Ringwood East Structure Plan 2013 stormwater management across Maroondah, including the identification and implementation of appropriate strategies that increase the storage, re-use and re- direction of storm water and provide flood mitigation for the community 6.15 - Plan for and support a range of multi- use inclusive community connection hubs that promote social interaction, encourage lifelong learning and provide a wide range of services

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 49 Council Plan 2017-2021

An attractive, thriving and well built community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Continue the upgrade of drainage including flood mitigation works in Acacia Court catchment in Ringwood and the Scenic Avenue catchment in Ringwood East • Upgrade Lincoln Road, east of Dorset Road •• Develop a Council policy position on affordable and social housing • Undertake a municipal wide review of Council’s neighbourhood character and heritage controls •• Continue the upgrade of drainage including flood mitigation works in Power Street catchment • Continue the upgrade of drainage including flood mitigation works in the Scenic Avenue catchment in Ringwood East • Accelerate Council's drainage improvement program •• Commence the $10m Croydon Civic Precinct redevelopment • ** Subject to funding Continue the upgrade of drainage including flood mitigation works in Kandra Street catchment •

50 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Civic Precinct, Croydon

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 51 Council Plan 2017-2021

Australia Day eclebrations at Ringwood Lake Park An inclusive and diverse community

In the year 2040, Maroondah will be an inclusive community where social connections are strong across generations and diversity is embraced and celebrated.

Key Directions 2017–2021

An inclusive community 7.1 - Ensure accessibility and social inclusion 7.6 - Work in partnership to break cycles of principles are considered in the planning, poverty and socio-economic disadvantage, delivery and evaluation of facilities and particularly within marginalised services communities 7.2 - Encourage programs and initiatives 7.7 - Work in partnership to facilitate and that raise the awareness of accessibility promote sustainable social enterprises that issues and deliver improved access to create community connections, empower facilities and services for all ages and under-represented and marginalised abilities population groups and are positioned for long term success 7.3 - Promote a culture of volunteerism across all life-stages that builds an inclusive, 7.8 - Support all ages and population supportive and connected community groups to be valued, connected, supported and empowered within their local 7.4 - Support community members to age community through the provision and in place, live in accessible neighbourhoods coordination of accessible services, and remain socially connected programming and facilities 7.5 - Advocate and promote the provision 7.9 - Promote the value, expertise and of a diversity of affordable housing options contribution of mature aged workers and to suit a range of lifestyle needs and life- encourage intergenerational mentoring and stage requirements skills-transfer

52 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Council Plan Indicators

A diverse community • Number of volunteers engaged within the organisation 7.10 - Promote and create opportunities for community connectedness, learning, • Compliance with Community Care mentoring and social interactions for people Common Quality Standards for Home from all life-stages and cultural and Community Care services backgrounds • Average number of days from referral to commencement for Home and 7.11 - Ensure the needs of community Community Care services members from all ages, backgrounds and lifestyles are considered in planning for local services, programs and infrastructure Supporting policies, 7.12 - Work in partnership to support strategies and plans culturally and linguistically diverse communities, including refugees and new • Active and Healthy Ageing Initiative arrivals in Maroondah 2015-2020 7.13 - Encourage and provide community • Disability Policy and Action Plan 2014- education and awareness on diversity issues 2018 7.14 - Establish a built environment that is • Reconciliation Action Plan 2017 child, youth and age friendly through strengthening the inclusiveness and accessibility of our local neighbourhoods and activity centres 7.15 - Acknowledge, recognise and value our indigenous heritage and communities 7.16 - Celebrate and recognise the diversity of our community through a range of festivals, events, programs and cultural activities 7.17 - Advocate for and support the needs of people from all sexualities, gender identities and sex identities

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 53 Council Plan 2017-2021

An inclusive and diverse community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Monitor the federal National Disability Insurance Scheme and My Aged Care reform agenda and implement transitional arrangements for relevant areas of Council •• service delivery Develop a Female Participation Strategy for physical activity • Investigate and implement additional female changing facilities at local sporting venues •••• Commence $2m improvement works on the former site of Croydon South Primary School • Develop and commence implementation of a new Disability Policy and Action Plan • Commence development of an Active and Healthy Ageing Strategy 2020-2025 • Commence construction of the $3m Croydon Family & Children's Centre • ** Subject to external funding

54 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Reconciliation Action Plan stakeholder workshop

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 55 Council Plan 2017-2021

Realm Council Service Centre A well governed and empowered community

In the year 2040, Maroondah will be an effectively empowered community that is actively engaged in Council decision making through processes that ensure their voice is heard and considered. Council provides strong and responsive leadership, ensures transparent processes and works with the community to advocate and champion their needs.

Key Directions 2017–2021

A well governed community 8.1 - Provide enhanced governance that is 8.7 - Ensure that all community members transparent, accessible, inclusive and have access to and are informed on matters accountable that affect them, including the provision of tailored information for under-represented 8.2 - Ensure responsible and sustainable and hard-to-reach groups management of Maroondah’s resources, assets, infrastructure and natural 8.8 - Undertake inclusive engagement and environment consultation using accessible and tailored approaches to consider the needs and 8.3 - Provide community inspired leadership aspirations of different age and population in democratic governance groups 8.4 - Foster a Council culture of innovation, 8.9 - Create opportunities for shared cooperation, commitment, communication decision making through active community and continuous improvement that positions involvement Maroondah as a leader in local government 8.10 - Work in partnership to advocate for 8.5 - Work in partnership with key agencies and champion the needs and aspirations of and other levels of government to provide the community to other levels of leadership in emergency preparedness, government, service providers and the response and recovery processes business sector 8.6 - Embrace emerging technology and the digital economy in the delivery of services, enhancement of assets, and engagement of the community

56 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Key Directions 2017–2021 Supporting policies, strategies and plans An empowered community 8.11 - Foster a Council culture of • Annual Budget (incl. Borrowing Strategy, collaboration and partnerships with Fees and Charges Strategy, and Rating individuals, community groups, businesses, Strategy) service providers and other levels of • Community Engagement Policy 2015 government • Customer Service Strategy 2017-2021 8.12 - Deliver accessible and responsive • Councillor Code of Conduct 2017 customer service and contact, including the • Councillor Confidentiality Policy 2017 provision of full customer service in Ringwood and Croydon activity centres • Councillor Expenses and Entitlements Policy 2017 8.13 - Encourage individuals, groups and • Grants Policy 2009 organisations to proactively connect with and contribute to their local community • Information Communication and Technology Strategy 2017-2020 8.14 - Work in partnership to deliver • Long Term Financial Strategy (part of services that recognise and are responsive current Budget) to the interests and needs of the community • Municipal Emergency Management Plan 2017 • Privacy Policy 2014 Council Plan Indicators • Procurement Policy 2016 • Protected Disclosure Guidelines 2013 • Community satisfaction with overall • Risk Management Strategic Plan 2015- performance of Council 2017 • Community satisfaction with overall • Risk Management Policy 2016 direction of Council • Workforce People and Culture Strategy • Community satisfaction with decisions 2016-2020 made in the interests of the community • Community satisfaction with customer service provided by Council • Average liabilities per assessment • Operating result per assessment • Average rates and charges per residential assessment • Community satisfaction with Council’s community consultation and engagement • Community satisfaction with Council lobbying on behalf of the community • Level of employee engagement with organisation and job role compared with Australian benchmark • Proportion of inbound customer calls answered within 30 seconds • Proportion of medium-to-high level risks reduced to a lower level risk • Proportion of Council decisions made at meetings closed to the public

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 57 Council Plan 2017-2021

A well governed and empowered community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Progress Council’s innovative digital services transformation •••• Update Council’s administrative facilities •• Participate in an Electoral Representation Review as mandated by State Government • Develop the Workforce, People and Culture Plan 2021-2025 • Undertake a review of Council's Community Engagement Policy • Continue to work on Innovation and Customer Service delivery models • Advocate for Maroondah to become a "Smart City" • Work in partnership with the Victorian Electoral Commission to coordinate a Council Election for the 2021- • 2025 period Prepare a new Council Plan 2021-2025 •

58 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Cafe Consult tent at Maroondah Festival

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 59 Council Plan 2017-2021

Our integrated service delivery Council delivers a broad range of services that all play a role in delivering on the Maroondah 2040 Community Vision and the associated community outcome areas. The table below indicates the range of primary outcome areas for different services delivered by Council.

Council service A safe, healthy and active community A prosperous and learning community A vibrant and culturally rich community A clean, green and sustainable community A accessible and connected community A attractive, thriving and well built community A inclusive and diverse community A well governed and empowered community Aged and Disability Services * * * * Aquahub * Aquanation * Arts and Cultural Development * ** Asset Management ** Building Services ** Bushland and Weed * * Management Business Support * * Capital Works ** **** Children's Services ** * ** Communications and ** * ** Marketing Community Health ** * * Community Planning and * * ** Development Construction Maintenance ** Contracts and Purchasing * Council Planning * Croydon Memorial Pool * Customer Service * ** Engineering Services * ** Facilities *** Financial Services * Governance * Human Resources Advisory * Services

60 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Council service A safe, healthy and active community A prosperous and learning community A vibrant and culturally rich community A clean, green and sustainable community A accessible and connected community A attractive, thriving and well built community A inclusive and diverse community A well governed and empowered community IT Applications * IT Infrastructure * Karralyka * Learning and Development * ** Local Laws * Major Projects ** * Maroondah Federation Estate *** * Maternal and Child Health * * Occupational Health and * * Safety Open Space * * * Realm Coordination and * * * Ringwood MAC Remuneration and Benefits * Revenue and Property * * Ringwood and Dorset Golf * * Risk Management * * Sports and Projects * ** * Statutory Planning * * * Strategic Planning and * *** Sustainability The Rings * * Tree and Park Maintenance * * Waste Management * * Workforce Relations and OHS * * Wyreena *** * Youth Services *** **

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 61 Council Plan 2017-2021

Our priority actions 2017/18 to 2020/21 There are a number of high priority activities that will be undertaken by Council over the 2017-2021 period that will contribute to the achievement of preferred community outcomes outlined in Maroondah 2040: Our future together.

This section provides a summary of these priority actions and the anticipated financial year that they will be undertaken. Council will monitor its progress towards the achievement of Council Plan priority actions on a quarterly basis with annual progress to be reported in Council's Annual Report.

Council Plan stakeholder workshop held at Karralyka in February 2017

62 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 A safe, healthy and active community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Commence construction of the $2.5m Jubilee Sporting Pavilion redevelopment ** Subject to external funding • Commence construction of the $2.0m HE Parker Sporting Pavilion redevelopment • Develop a Gender Equity Policy/Statement • Finalise a new Gaming Policy and commence preparation of a planning scheme amendment to incorporate the policy •• into the Maroondah Planning scheme Complete the design works, undertake operational readiness planning and construct the $13.5m HE Parker Multi •• Sports Complex Undertake works to implement CCTV in Croydon Town Centre, including detailed design and documentation, along •• with the supply and installation of cameras Prepare and commence implementation of a new Maroondah Health and Wellbeing Plan 2017-2021 • Commence sportsfield reconstruction works at Jubilee Park in Ringwood • Commence construction of the $2.5m Silcock Sporting Pavilion redevelopment in Croydon • Participate in the South East Melbourne Council’s Alliance (SEMCA) Alcohol Density Project to strengthen decision • making capabilities for packaged liquor outlets Undertake sportsfield reconstruction works at Quambee Reserve No.1 Oval in Ringwood North • Commence construction of the $1.6m Springfield Sporting Pavilion redevelopment • ** Subject to external funding Commence construction of the $1m Dorset Sporting Pavilion Redevelopment • Facilitate implementation of the Croydon Civic Masterplan • Complete the Proclamation Park Sporting Pavillion redevelopment • Commence development of a Youth Strategy 2021-2024 • Undertake an investigation into additional synthetic surfaces for sportsfields in Maroondah •

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 63 Council Plan 2017-2021

A prosperous and learning community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Undertake pedestrian and vehicle access improvement works at Heathmont Shopping Precinct - Canterbury Road, Heathmont • Commence Regional Service Partnerships at Realm • Work in partnership to finalise development of the Ringwood Metropolitan Activity Centre Masterplan • Work in partnership to implement the Bayswater / Bayswater North Industrial Precinct Strategy •• Improve carparking in the Heathmont and Ringwood East neighbourhood centres • Deliver the Croydon Library Integrated Customer Service Project • Plan for carparking improvements in the Ringwood Metropolitan Activity Centre and the Croydon Activity • Centre Commence carparking improvement works in the Croydon Activity Centre • Commence carparking improvement works in the Ringwood Metropolitan Activity Centre • Work in partnership to facilitate appropriate development within the Ringwood Metropolitan Activity Centre and •••• Croydon Activity Centre

Main Street, Croydon

64 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 A vibrant and culturally rich community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Create a new Croydon Town Square, including community engagement, completion of detailed design and construction ••• Implement innovative and engaging arts events and outcomes in Ringwood Town Square arts precinct •• Commence development of an Arts and Cultural Development Strategy 2018-2022 • Commence the $10m Karralyka redevelopment ** Subject to funding •

A clean, green and sustainable community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Commence implementation of the Eastern Organics Contract • Develop a Climate Change Risk and Adaptation Strategy • Undertake preliminary works to rehabilitate the waterway and infrastructure at Yanggai Barring in Warranwood • Undertake a major upgrade of the playground at Ringwood Lake Park • Finalise the Maroondah Vegetation Review •• Commence renewal works on the Mullum Mullum Trail shared path • Introduce an environmentally sustainable development policy into the Maroondah Planning Scheme • Undertake a review and update Council's Sustainability Strategy • Undertake a review and update Council's Carbon Neutral Strategy •

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 65 Council Plan 2017-2021

An accessible and connected community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Advocate for grade separation of the Lilydale railway line at Coolstore Road in Croydon • Commence Hughes Park carpark improvement works • Work in partnership to implement intersection improvement works at the corner of Maroondah Highway •• and Dorset Road in Croydon North Commence road renewal works in Caroline Street, Ringwood • Undertake the renewal of New Street in Ringwood, between Maroondah Highway and Sylvia Grove • Undertake carpark renewal works at Merrindale Shopping Centre in Croydon South • Undertake the renewal of Norton Road in Croydon • Accelerate Council’s footpath construction program •••• Advocate to the Commonwealth and Victorian Government for provision of new and upgraded major transportation •••• infrastructure in Maroondah; including freeway connections, upgrade to arterial roads and intersections, and major public transport enhancements

66 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 An attractive, thriving and well built community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Continue the upgrade of drainage including flood mitigation works in Acacia Court catchment in Ringwood and the Scenic Avenue catchment in Ringwood East • Upgrade Lincoln Road, east of Dorset Road •• Develop a Council policy position on affordable and social housing • Undertake a municipal wide review of Council’s neighbourhood character and heritage controls •• Continue the upgrade of drainage including flood mitigation works in Power Street catchment • Continue the upgrade of drainage including flood mitigation works in the Scenic Avenue catchment in Ringwood East • Accelerate Council's drainage improvement program •• Commence the $10m Croydon Civic Precinct redevelopment • ** Subject to funding Continue the upgrade of drainage including flood mitigation works in Kandra Street catchment •

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 67 Council Plan 2017-2021

An inclusive and diverse community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Monitor the federal National Disability Insurance Scheme and My Aged Care reform agenda and implement transitional arrangements for relevant areas of Council •• service delivery Develop a Female Participation Strategy for physical activity • Investigate and implement additional female changing facilities at local sporting venues •••• Commence $2m improvement works on the former site of Croydon South Primary School • Develop and commence implementation of a new Disability Policy and Action Plan • Commence development of an Active and Healthy Ageing Strategy 2020-2025 • Commence construction of the $3m Croydon Family & Children's Centre • ** Subject to external funding

The Active and Healthy Ageing Plan will be revised in 2019/20

68 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 A well governed and empowered community

Priority actions 2017-2021

Council Plan Priority Actions 17/18 18/19 19/20 20/21 Progress Council’s innovative digital services transformation •••• Update Council’s administrative facilities •• Participate in an Electoral Representation Review as mandated by State Government • Develop the Workforce, People and Culture Plan 2021-2025 • Undertake a review of Council's Community Engagement Policy • Continue to work on Innovation and Customer Service delivery models • Advocate for Maroondah to become a "Smart City" • Work in partnership with the Victorian Electoral Commission to coordinate a Council Election for the 2021- • 2025 period Prepare a new Council Plan 2021-2025 •

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 69 Council Plan 2017-2021

Our organisational scorecard

In 2040, Maroondah will be a vibrant and diverse In working towards the achievement of the Maroondah 2040 Community Vision, city with a healthy and active community, living in Maroondah City Council should be an organisation that: green leafy neighbourhoods which are connected to thriving and accessible activity centres contributing Is a Easily to a prosperous economy within a safe, inclusive an Applies best recognised retains and practice in all sustainable environment. leader in the attracts high that we do sector quality sta Fosters continuous Is nimble, Is Is outwardly improvement flexible and transformational focused & innovation sustainable A safe, healthy A prosperous A vibrant and A clean, green An accessible An attractive An inclusive A well governed and active and learning culturally rich and sustainable thriving and well and diverse and diverse and empowered community community community community built community community community community

Community satisfaction Community satisfaction with overall with overall direction of Council Community satisfaction with Council decision making Our performance of Council Community satisfaction Community satisfaction with community Community satisfaction with Council’s performance with Council’s performance in Council’s performance in relation to in relation to consultation and engagement relation to customer service advocacy SOCIAL ECONOMIC NATURAL BUILT CULTURAL GOVERNANCE Participation in the Participant satisfaction Recycling diversion Sealed roads below the Community Customer service calls Maternal and Child in Bizhub Business rate from landfill set intervention level Satisfaction with arts answered within 30 secs Health Services Development Program (Finance and Governance) (Assets) centres and libraries (Revenue, Property and (Community Services) (Business and Development) (Revenue, Property and Customer Service) Customer Service)

Our service Customer satisfaction Active library members Streetlights changed Planning applications Community members Council decisions made with Children’s in municipality to LED decided within 60 days participating in classes at meetings closed to delivery Services Programs (Revenue, Property and (Integrated Planning) (Planning, Health and Local at Wyreena the public (Community Services) Customer Service) Laws) (Community Services) (Finance and Governance)

Community Visits to aquatic Volunteers engaged National Asset Community members Required food safety satisfaction with facilities per head of with the organisation Management Road engaged in arts and assessments undertaken Council’s performance municipal population (Human Resources) Condition Index Result cultural activities (Planning, Health and Local in environmental (Leisure) (Assets) (Community Services) Laws) sustainability (Integrated Planning)

Our financial Average rates per residential Adjusted underlying result Working capital Indebtedness Asset renewal gap sustainability assessment

Employee engagement Employee engagement Employees over the age Our Employee retention rate workforce with the organisation with their role of 60 years

70 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 A balanced scorecard lens on a selection of Council Plan indicators is shown in the diagram below. Indicators within this scorecard will be reported upon annually to illustrate Our organisational scorecard Council’s performance and progress in relation to outcomes relating our community, our service delivery, our financial sustainability and our workforce.

In 2040, Maroondah will be a vibrant and diverse In working towards the achievement of the Maroondah 2040 Community Vision, city with a healthy and active community, living in Maroondah City Council should be an organisation that: green leafy neighbourhoods which are connected to thriving and accessible activity centres contributing Is a Easily to a prosperous economy within a safe, inclusive an Applies best recognised retains and practice in all sustainable environment. leader in the attracts high that we do sector quality sta Fosters continuous Is nimble, Is Is outwardly improvement flexible and transformational focused & innovation sustainable A safe, healthy A prosperous A vibrant and A clean, green An accessible An attractive An inclusive A well governed and active and learning culturally rich and sustainable thriving and well and diverse and diverse and empowered community community community community built community community community community

Community satisfaction Community satisfaction with overall with overall direction of Council Community satisfaction with Council decision making Our performance of Council Community satisfaction Community satisfaction with community Community satisfaction with Council’s performance with Council’s performance in Council’s performance in relation to in relation to consultation and engagement relation to customer service advocacy SOCIAL ECONOMIC NATURAL BUILT CULTURAL GOVERNANCE Participation in the Participant satisfaction Recycling diversion Sealed roads below the Community Customer service calls Maternal and Child in Bizhub Business rate from landfill set intervention level Satisfaction with arts answered within 30 secs Health Services Development Program (Finance and Governance) (Assets) centres and libraries (Revenue, Property and (Community Services) (Business and Development) (Revenue, Property and Customer Service) Customer Service)

Our service Customer satisfaction Active library members Streetlights changed Planning applications Community members Council decisions made with Children’s in municipality to LED decided within 60 days participating in classes at meetings closed to delivery Services Programs (Revenue, Property and (Integrated Planning) (Planning, Health and Local at Wyreena the public (Community Services) Customer Service) Laws) (Community Services) (Finance and Governance)

Community Visits to aquatic Volunteers engaged National Asset Community members Required food safety satisfaction with facilities per head of with the organisation Management Road engaged in arts and assessments undertaken Council’s performance municipal population (Human Resources) Condition Index Result cultural activities (Planning, Health and Local in environmental (Leisure) (Assets) (Community Services) Laws) sustainability (Integrated Planning)

Our financial Average rates per residential Adjusted underlying result Working capital Indebtedness Asset renewal gap sustainability assessment

Employee engagement Employee engagement Employees over the age Our Employee retention rate workforce with the organisation with their role of 60 years

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 71 Council Plan 2017-2021

Strategic Resource Plan

The achievement of the Maroondah Council Plan 2017-2021 is dependent on the recognition, promotion and sustainability of physical, human and financial resources. The Plan provides the strategic framework for the provision of these resources ensuring a clear linkage between service delivery and planning and the achievement of the Maroondah 2040 Community Vision.

Physical Resources Plan

Over the past decade Maroondah City Council remains committed to the further Council has continued to evolve its development, implementation and framework for the management of the improvement of this framework for the community’s physical assets. This management of the community’s physical Framework has evolved due to the vast and assets. This is being achieved through the diverse range of assets that Council allocation of human and financial resources manages, and is focused on facilitating the dedicated to an ongoing program of delivery of a wide range of services to the monitoring, recording and analysing the community. condition and performance of the community’s physical assets and translating To place the importance of this framework the outcomes to optimised proactive asset in a financial context, it is noted that as part management regimes. of Maroondah’s net assets as at 30 June 2017, physical, service-delivering assets Council is continually developing its asset including infrastructure, property, plant and management system solution across the equipment totalled $1.9b. Within organisation, to facilitate more effective Maroondah, there are 150 community identification/prioritisation, planning, and facilities and a further 370 minor structures optimisation of all aspects associated with which are owned by Council. Council also the management of the community’s has management responsibilities for 478km physical assets. of local roads and 450 sporting and Council has a rolling three (3) year Capital recreational reserves. Expenditure Program for new, upgrade, Council’s asset management framework is and renewal capital expenditure that based on a commitment to ensure effective reflects Council’s strategy to ensure that and efficient total life cycle management of the community’s existing assets are the community’s assets. Council believes managed effectively. that such an approach, combined with the The framework is underpinned by Council’s principles of long term sustainability, will planning and budgeting processes, and has maximise the long term service delivery a strong connection with the key directions potential associated with the community’s and priority actions within the Council Plan assets. and Maroondah 2040. This framework involves the combined application of financial, economic, technical, social and environmental functions, with the objective of providing a required level of service in the most cost effective manner over the lifecycle of each community asset.

72 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Australia Day celebrations at Ringwood Lake Park

Human Resources Plan

Council’s Workforce People and Culture • promote a collaborative, respectful and Strategy 2016 – 2020 has been developed consultative approach to workforce as part of Council’s strategic planning compliance, risk, quality and diversity framework and aims to provide an • support transformational change for organisational road map for the organisational sustainability development, implementation, review and • foster positive stakeholder relationships measurement of Human Resources (HR) and partnerships to deliver quality services, activities and systems while organisational outcomes. recognising the economic, social, environmental and political factors that may Human Resources operate within a dynamic impact on Council’s operations. framework where external challenges intersect with Council’s organisational Human Resources aspire to optimise culture. Within this system, effective workforce performance through processes are required to facilitate contemporary human resources and continual organisational development organisational development practices and (maintaining a learning orientated, educate the organisation about the appropriately structured, high performing importance of mitigating risk, attracting, and engaged organisation), improving retaining, valuing and leading of employees leadership capacity, and encouraging for sustainable organisational performance. consultation and collaboration with Human Resources aims to achieve the members of the organisation and the following outcomes: broader community. • enable and enhance organisational A holistic approach to personal and capability, engagement and alignment professional development is necessary so through the promotion of a high that Council can create a workplace that performance and values based culture positively contributes to ongoing job satisfaction, a high skill base, high levels of • apply a best practice, quality and customer satisfaction, improved service innovative approach to people delivery and, hence, employee engagement. management and planning

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 73 Council Plan 2017-2021

Council also operates within a complex • fostering and enhancing effective and legal and industrial relations framework productive relationships with a variety of occupational categories • modelling inclusive behaviour in all and working conditions. Changes in activities at all levels employment related legislation is directly • aligning HR activities to the relevant to the day-to-day human resource organisational core business and culture management, requiring a continual monitoring and alignment of internal • utilising transparent systems and policies and procedures to ensure regularly evaluating these to facilitate continued legislative compliance and ongoing improvement harmonious employee and industrial • implementing an employee training and relations. development framework Such processes are central to the • identifying and embracing new achievement of Council’s intended opportunities and challenges, and outcomes, continuous improvement • continually striving for excellence in (including innovation) to enhance equity service delivery, continuous and diversity, high morale, commitment, improvement and best practice. trust and a willingness to embrace change Council will proactively apply leading and high productivity. people management principles, plans, This is achieved through consultation and policies, frameworks (models), technology communication with employees by: and systems in the delivery of value-added workforce services. Council is committed to • providing high quality professional the provision of quality services and human resource expertise activities to meet the aspirations, needs and • being collaborative, consultative and expectations of Council and the community. supportive

Financial Resources Plan

Maroondah City Council’s strategic With guidance from these principles, a approach to the planning and management range of financial policies and strategies of its financial resources is founded on the have been developed to assist in achieving following principles. consistency and balance in Council’s financial planning endeavours. The more Council will: significant of the policies relate to rating, • Continue to remain financially viable and fees and charges, borrowing, investments sustainable both in the short and long term and capital expenditure. • Look to maximise its revenue from all Based on these principles and policies, each available external sources before calling year Council prepares a detailed Annual on the community for funds Budget for the year ahead, and updates its • Balance its spending targets against the Long Term Financial Strategy and Capital affordability of municipal rates that it Expenditure Program for the next ten years. levies on the community The primary objective of our current • Apply the principle of inter-generational strategy is to ensure financial sustainability equity to its capital expenditure and loan into the long term, whilst still achieving the funding programs Maroondah 2040 Community Vision • Maintain its overall role of stewardship of preferred outcomes and key directions as the community’s assets including outlined in the Council Plan. financial assets • Apply best practice in financial monitoring and reporting as well as in high levels of internal controls.

74 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 To this end, our aim is to achieve annual • Statement of cash flows – identifies the surplus operating budget results in order to planned cash inflows and outflows from support Council’s Capital Works Program, Council’s operating, capital expenditure maintain cash reserves sufficient to account and financing activities to provide the net for ongoing financial commitments and annual movement in cash and investment maintain a positive working capital ratio to levels. It also shows the linkage between meet short-term financial obligations. the annual net operating result as shown in the comprehensive income statement The outcomes of Council’s financial and the net cash movement from planning are embodied in the six financial operating activities. schedules described below demonstrating Council’s ability to resource its proposed • Statement of capital works – provides activities and manage its financial the broad categorisation of Council’s sustainability over the 2017-2021 period and planned capital expenditure program, the beyond. split of that expenditure between renewal, expansion or upgrade of • Comprehensive income statement – existing assets, and new projects, and summarises the operating (i.e. non- details the movement in net levels of capital) expenditure and all revenue of physical assets from one year to the next. both cash (e.g. materials) and non-cash • Statement of human resources - shows (e.g. depreciation) nature and provides all council staff expenditure and numbers an annual net operating result. of full time equivalent council staff. • Balance sheet – takes the projected position at the commencement of the financial year and incorporates the annual net operating result. • Statement of changes in equity - identifies all movements in assets and liabilities to provide the total equity of the Council as reflected in the net assets within the municipality.

Celebrate Maroondah event at Glen Park

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 75 Council Plan 2017-2021

Financial Statements

Comprehensive Income Statement

For the four years ended 30 June 2021

Comprehensive Income Statement For the period 2016/17 - 2020/21 Forecast Budget Forecast Forecast Forecast Actual 2016/17 2017/18 2018/19 2019/20 2020/21 $’000 $’000 $’000 $’000 $’000 Income Rates and charges 81,980 84,848 87,546 90,155 92,683 Statutory fees and fines 4,109 4,019 4,040 4,111 4,349 User fees 22,714 23,710 24,533 24,859 25,703 Contributions - monetary 4,708 4,084 3,329 3,188 3,343 Grants - Operating 11,935 11,770 11,436 7,862 7,950 Grants - Capital 6,565 1,934 13,019 519 519 Interest Received 1,006 981 862 891 1,018 Net gain (loss) on disposal of property, infrastructure, plant and equipment (91) (93) (93) (93) (93) Total income 132,927 131,254 144,671 131,492 135,472

Expenses Employee costs 50,963 53,078 53,665 54,758 55,987 Materials and services 48,819 49,477 50,343 47,346 48,966 Depreciation and amortisation 20,298 21,078 21,740 22,441 23,162 Borrowing costs 1,091 1,031 968 901 832 Total expenses 121,171 124,664 126,717 125,447 128,947 Surplus (deficit) for the year 11,756 6,590 17,955 6,046 6,526

Other Comprehensive Income Items that will not be reclassified to surplus of deficit in future periods Net asset revaluation increment/(decrement) 0 0 000

Total Comprehensive result 11,756 6,590 17,955 6,046 6,526

76 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Balance Sheet

For the four years ended 30 June 2021

Comprehensive Income Statement For the period 2016/17 - 2020/21 Balance Sheet Forecast Budget Forecast Forecast Forecast Forecast Budget Forecast Forecast Forecast Actual For the period ending 30 June Actual 2016/17 2017/18 2018/19 2019/20 2020/21 2017 2018 2019 2020 2021 $’000 $’000 $’000 $’000 $’000 Assets $’000 $’000 $’000 $’000 $’000 Income Current assets Rates and charges 81,980 84,848 87,546 90,155 92,683 Cash and cash equivalents 9,893 10,257 10,628 10,103 10,745 Statutory fees and fines 4,109 4,019 4,040 4,111 4,349 Trade and other receivables 7,742 7,107 7,318 8,397 8,671 User fees 22,714 23,710 24,533 24,859 25,703 Other Financial Assets 23,083 23,755 24,550 23,277 24,724 Contributions - monetary 4,708 4,084 3,329 3,188 3,343 Inventories 292 297 303 308 313 Grants - Operating 11,935 11,770 11,436 7,862 7,950 Other assets 859 874 889 905 920 Grants - Capital 6,565 1,934 13,019 519 519 Total current assets 41,869 42,291 43,689 42,989 45,373 Interest Received 1,006 981 862 891 1,018 Net gain (loss) on disposal of property, Non-current assets Trade and other receivables infrastructure, plant and equipment (91) (93) (93) (93) (93) 407 407 407 407 407 Investments in associates and joint ventures Total income 132,927 131,254 144,671 131,492 135,472 2,862 2,862 2,862 2,862 2,862 Property, infrastructure, plant & equipment 1,461,182 1,465,998 1,483,555 1,488,025 1,491,744 Intangible assets Expenses 495 495 495 495 495 1,464,946 1,487,319 1,491,789 1,495,508 Employee costs 50,963 53,078 53,665 54,758 55,987 Total non-current assets 1,469,762 1,506,815 1,531,008 1,534,778 1,540,881 Materials and services 48,819 49,477 50,343 47,346 48,966 Total assets 1,512,052 Depreciation and amortisation 20,298 21,740 22,441 23,162 21,078 Liabilities Borrowing costs 1,091 968 901 832 1,031 Current liabilities 121,171 126,717 125,447 128,947 Total expenses 124,664 Trade and other payables 9,349 8,440 10,010 8,320 8,499 Surplus (deficit) for the year 11,756 6,590 17,955 6,046 6,526 Trust funds and deposits 3,336 3,336 3,336 3,336 3,336 Provisions 11,572 12,319 13,000 13,725 14,496 Other Comprehensive Income Interest-bearing loans and borrowings 1,271 1,334 1,401 1,470 1,543 Items that will not be reclassified to Total current liabilities 25,528 25,430 27,747 26,851 27,874 surplus of deficit in future periods Net asset revaluation increment/(decrement) 0 0 000 Non-current liabilities Provisions 1,129 1,208 1,292 1,383 1,479 Total Comprehensive result 11,756 6,590 17,955 6,046 6,526 Trust funds and deposits 208 208 208 208 208 Interest-bearing loans and borrowings 20,011 18,677 17,276 15,806 14,263 Total non-current liabilities 21,348 20,093 18,776 17,397 15,950 Total liabilities 46,875 45,522 46,523 44,247 43,824 Net assets 1,459,940 1,466,530 1,484,485 1,490,531 1,497,057

Equity Accumulated surplus 480,644 485,234 502,189 507,235 512,761 Reserves 979,296 981,296 982,296 983,296 984,296 Total equity 1,459,940 1,466,530 1,484,485 1,490,531 1,497,057

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 77 Council Plan 2017-2021

Statement of Changes in Equity

For the four years ended 30 June 2021

Budgeted Statement of Changes in Equity For the period ending 30 June Accumulated Revaluation General Total Surplus Reserve Reserve $’000 $’000 $’000 2018 Balance at beginning of the financial year 1,459,940 480,644 973,296 6,000 Comprehensive result 6,590 6,590 - - Transfer to General Reserve - (2,000) - 2,000 Balance at end of the financial year 1,466,530 485,234 973,296 8,000

2019 Balance at beginning of the financial year 1,466,530 485,234 973,296 8,000 Comprehensive result 17,955 17,955 - Transfer to General Reserve - (1,000) - 1,000 Balance at end of the financial year 1,484,485 502,189 973,296 9,000

2020 Balance at beginning of the financial year 1,484,485 502,189 973,296 9,000 Comprehensive result 6,046 6,046 - - Transfer to General Reserve - (1,000) - 1,000 Balance at end of the financial year 1,490,531 507,235 973,296 10,000

2021 Balance at beginning of the financial year 1,490,531 507,235 973,296 10,000 Comprehensive result 6,526 6,526 - - Transfer to General Reserve - (1,000) - 1,000 Balance at end of the financial year 1,497,057 512,761 973,296 11,000

78 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Statement of Cash Flows

For the four years ended 30 June 2021

Statement of Cash Flows For the period 2016/17 - 2020/21 Forecast Budget Forecast Forecast Forecast Actual 2016/17 2017/18 2018/19 2019/20 2020/21 $’000 $’000 $’000 $’000 $’000 Inflows Inflows Inflows Inflows Inflows (Outflows) (Outflows) (Outflows) (Outflows) (Outflows) Cash flows from operating activities Rates and charges 81,851 85,637 87,479 89,143 92,593 Statutory fees and fines 4,109 4,019 4,040 4,111 4,349 User fees 22,162 23,556 24,390 24,792 25,519 Contributions - monetary 5,262 4,244 3,489 3,348 3,503 Grants - operating 11,935 11,770 11,436 7,862 7,950 Grants - capital 6,011 1,774 12,859 359 359 Interest received 1,006 981 862 891 1,018 Trust funds and deposits taken 1,800 1,800 1,800 1,800 1,800 Net GST refund / payment 0 0 0 0 0 Employee costs (50,292) (52,251) (52,900) (53,943) (55,119) Materials and services (49,397) (50,406) (48,794) (49,056) (48,808) Trust funds and deposits repaid (1,800) (1,800) (1,800) (1,800) (1,800) Net cash provided by operating activities 32,648 29,325 42,859 27,507 31,365

Cash flows from investing activities Payments for property, plant and equipment (36,170) (27,254) (40,658) (28,299) (28,301) Proceeds from sale of property, plant and equipment 3,269 1,267 1,267 1,295 1,327

Payments for investments (128,194) (130,672) (130,795) (128,727) (131,447) Proceeds from sale of investments 130,000 130,000 130,000 130,000 130,000 Net cash used in investing activities (31,095) (26,659) (40,186) (25,731) (28,421)

Cash flows from financing activities Finance costs (1,091) (1,031) (968) (901) (832) Proceeds from borrowings 0 0 000 Repayment of borrowings (1,211) (1,271) (1,334) (1,401) (1,470) Net cash provided by (used in) financing activities (2,302) (2,302) (2,302) (2,302) (2,302)

Net (decrease) increase in cash & cash (749) 364 372 (526) 642 equivalents Cash and cash equivalents at beginning of the 10,642 9,893 10,257 10,629 10,103 financial year Cash and cash equivalents at end of the 9,893 10,257 10,629 10,103 10,745 financial year 9,893 10,257 10,628 10,103 10,745

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 79 Council Plan 2017-2021

Statement of Capital Works

For the four years ended 30 June 2021 Statement of Capital Works For the four years ending 30 June 2021

Forecast Budget Strategic Resource Plan Actual 2016/17 2017/18 2018/19 2019/20 2020/21 $’000 $’000 $’000 $’000 $’000 Land Land 380 0 000 Land improvements 0 0 000 Total land 380 0 000 Buildings Buildings 10,435 7,843 19,961 7,975 7,670 Total buildings 10,435 7,843 19,961 7,975 7,670 Roads and Drainage Roads 6,050 4,632 4,319 4,614 4,209 Footpaths and cycleways 2,037 2,795 3,043 3,093 3,305 Carparks 359 445 460 480 460 Drainage 3,056 2,490 3,517 3,060 3,450 Waste management 66 50 50 50 50 Other Capital Roads and Drainage 1,512 0 000 Total Roads and Drainage 13,080 10,412 11,389 11,297 11,474 Recreational Improvements Recreational, leisure and community facilities 3,252 2,346 3,206 2,835 2,605 Parks and open space 3,710 2,121 1,260 1,280 1,370 Total Recreational Improvements 6,962 4,467 4,466 4,115 3,975 Plant and equipment Fixtures, fittings and furniture 69 60 60 60 70 Plant, machinery and equipment 3,665 3,552 3,852 3,902 4,142 Computers and telecommunications 1,579 920 930 950 970 Total plant and equipment 5,313 4,532 4,842 4,912 5,182

Total capital works expenditure 36,170 27,254 40,658 28,299 28,301

Represented by: New asset expenditure 5,963 3,489 14,998 2,518 1,598 Asset renewal expenditure 21,131 20,269 20,969 21,865 22,524 Asset expansion expenditure 0 0 000 Asset upgrade expenditure 9,076 3,496 4,691 3,916 4,179 Total capital works expenditure 36,170 27,254 40,658 28,299 28,301

80 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Statement of Human Resources

For the four years ended 30 June 2021 Statement of Human Resources For the four years ending 30 June 2021

Forecast Budget Strategic Resource Plan Actual Projections 2016/17 2017/18 2018/19 2019/20 2020/21 $’000 $’000 $’000 $’000 $’000 Staff expenditure Employee costs - operating 50,963 53,078 53,665 54,758 55,987 Employee costs - capital 465 990 1,023 1,057 1,092 Total staff expenditure 51,428 54,068 54,688 55,815 57,079

EFT EFT EFT EFT EFT Staff numbers Employees (EFT*) 564.8 565.3 564.3 564.3 564.3 Total staff numbers 564.8 565.3 564.3 564.3 564.3 * EFT represents the full-time equivalent number of employees

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 81 Council Plan 2017-2021 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50 60 445 825 920 6,633 6,633 3,083 2,440 2,845 9,688 2,346 2,121 4,467 3,265 2,285 $’000 $’000 0 0 0 0 0 0 0 0 0 0 0 0 160 160 1,267 1,267 1,427 24,053 Funding Sources 50 0 60 0 0000 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Asset Expenditure Types 50 0 0 50 60 45 0 15 825 70 425 330 825 0 445 0 255 190 445 0 920 400 520 0 920 0 7,8437,843 1,000 1,0003,807 5,493 5,493 1,350 0 1,350 3,562 7,843 7,843 1,050 245 1,050 3,807 724 2,440 0 2,066 374 2,440 0 2,845 730 1,922 193 2,845 0 2,346 50 1,818 478 2,346 0 2,121 1,194 696 231 2,121 0 4,467 1,244 2,514 709 4,467 0 4,532 445 4,032 55 4,532 0 3,552 0 3,512 40 3,552 0 10,412 800 8,230 1,382 10,412 724 27,254 3,489 20,269 3,496 27,254 1,774 Total New Renewal Upgrade Total Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 Other information Summary of planned capital works expenditure For the four years ended 30 June 2021 Land Land Land improvements Total land Buildings Buildings Total buildings Roads and Drainage Roads 2017/2018 Drainage Footpaths and cycleways Total Roads and Drainage Waste management Other Carparks Recreational Improvements Recreational, leisure and community facilities Parks and open space Total Recreational Improvements Total plant and equipment Plant and equipment Plant, machinery and equipment Total capital works expenditure Fixtures, fittings and furniture Computers and telecommunications

82 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50 60 460 830 930 3,130 3,467 3,090 7,301 7,301 3,206 1,260 4,466 3,575 2,585 $’000 $’000 0 0 0 0 0 0 0 0 0 11,027 0 0 0 160 160 1,267 1,267 1,427 26,369 Funding Sources 50 0 60 0 0000 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Asset Expenditure Types 50 0 0 50 60 45 0 15 830 70 430 330 830 0 460 0 260 200 460 0 930 400 530 0 930 0 3,492 0 3,320 172 3,492 362 3,467 0 2,539 928 3,467 0 3,090 785 2,170 135 3,090 0 3,206 48 1,894 1,264 3,206 0 1,260 150 869 241 1,260 0 4,466 198 2,763 1,505 4,466 0 4,842 445 4,342 55 4,842 0 3,852 0 3,812 40 3,852 0 19,961 13,50019,961 13,500 5,146 5,146 1,315 1,315 19,961 12,500 19,961 12,500 11,389 855 8,719 1,815 11,389 362 40,658 14,998 20,970 4,690 40,658 12,862 Total New Renewal Upgrade Total Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 Other information Summary of planned capital works expenditure For the four years ended 30 June 2021 Land Land Land improvements Total land Buildings Buildings Total buildings Roads and Drainage Roads 2018/2019 Drainage Footpaths and cycleways Total Roads and Drainage Recreational Improvements Recreational, leisure and community facilities Waste management Other Carparks Parks and open space Total Recreational Improvements Total plant and equipment Plant and equipment Plant, machinery and equipment Total capital works expenditure Fixtures, fittings and furniture Computers and telecommunications

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 83 Council Plan 2017-2021 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50 60 480 950 7,815 7,815 3,200 3,010 3,140 1,055 2,835 1,280 4,115 3,617 2,607 $’000 $’000 0 0 0 0 0 0 0 0 0 10,935 0 0 0 160 160 1,295 1,295 1,455 26,482 Funding Sources 50 0 60 0 0000 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Asset Expenditure Types 50 0 0 50 60 45 0 15 480 0 270 210 480 0 950 400 550 0 950 0 7,9757,975 1,000 1,0003,562 5,366 5,366 1,609 0 1,609 3,390 7,975 7,975 172 0 0 3,562 362 3,010 0 2,573 437 3,010 0 3,140 790 2,188 162 3,140 0 1,055 80 450 525 1,055 0 2,835 48 2,338 449 2,835 0 1,280 155 878 247 1,280 0 4,115 203 3,216 696 4,115 0 4,912 445 4,412 55 4,912 0 3,902 0 3,862 40 3,902 0 11,297 870 8,871 1,556 11,297 362 28,299 2,518 21,865 3,916 28,299 362 Total New Renewal Upgrade Total Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 Other information Summary of planned capital works expenditure For the four years ended 30 June 2021 2019/2020 Land Land Land improvements Total land Buildings Buildings Total buildings Roads and Drainage Roads Drainage Footpaths and cycleways Waste management Other Carparks Total Roads and Drainage Recreational Improvements Recreational, leisure and community facilities Parks and open space Total Recreational Improvements Total plant and equipment Plant and equipment Plant, machinery and equipment Total capital works expenditure Fixtures, fittings and furniture Computers and telecommunications

84 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50 70 460 530 970 7,495 7,495 3,320 3,400 3,352 2,605 1,370 3,975 3,855 2,815 $’000 $’000 0 0 0 0 0 0 0 0 0 11,112 0 0 0 175 175 1,327 1,327 1,502 26,437 Funding Sources 50 0 70 0 0000 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Asset Expenditure Types 50 0 0 50 70 55 0 15 530 70 130 330 530 0 460 0 260 200 460 0 970 420 550 0 970 0 7,670 0 5,766 1,904 7,670 0 7,670 0 5,766 1,904 7,670 0 3,682 0 3,500 182 3,682 362 3,400 0 2,886 514 3,400 0 3,352 832 2,308 212 3,352 0 2,605 51 2,089 465 2,605 0 1,370 170 933 267 1,370 0 3,975 221 3,022 732 3,975 0 5,182 475 4,652 55 5,182 0 4,142 0 4,102 40 4,142 0 11,474 902 9,084 1,488 11,474 362 28,301 1,598 22,524 4,179 28,301 362 Total New Renewal Upgrade Total Grants Contributions Council Cash Borrowings $’000 $’000 $’000 $’000 $’000 $’000 $’000 Other information Summary of planned capital works expenditure For the four years ended 30 June 2021 2020/2021 Land Land Land improvements Total land Buildings Buildings Total buildings Roads and Drainage Roads Drainage Footpaths and cycleways Total Roads and Drainage Recreational Improvements Recreational, leisure and community facilities Waste management Other Carparks Parks and open space Total Recreational Improvements Total plant and equipment Plant and equipment Plant, machinery and equipment Total capital works expenditure Fixtures, fittings and furniture Computers and telecommunications

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 85 Council Plan 2017-2021

Other information Summary of planned human resources expenditure For the four years ended 30 June 2021

Strategic Resource Plan Forecast Budget Projections Actual Directorate 2016/17 2017/18 2018/19 2019/20 2020/21 $'000 $'000 $'000 $'000 $'000 Operations, Infrastructure & Leisure Permanent full time 13,437 14,127 14,289 14,583 14,914 Permanent part time 5,303 5,575 5,638 5,755 5,885 Total Operations, Infrastructure & Leisure 18,740 19,702 19,927 20,338 20,799 Planning & Community Permanent full time 9,078 9,544 9,653 9,852 10,076 Permanent part time 7,111 7,476 7,562 7,718 7,892 Total Planning & Community 16,189 17,020 17,215 17,570 17,968 Corporate Services Permanent full time 6,604 6,943 7,023 7,167 7,330 Permanent part time 1,824 1,918 1,940 1,980 2,025 Total Corporate Services 8,428 8,861 8,963 9,147 9,355 Executive's office Permanent full time 1,214 1,276 1,291 1,317 1,347 Permanent part time 86 90 91 92 93 Total Executive's office 1,300 1,366 1,382 1,409 1,440 Total Casuals and other 6,771 7,119 7,201 7,351 7,517 Total Staff Expenditure 51,428 54,068 54,688 55,815 57,079

Strategic Resource Plan Forecast Budget Projections Actual Directorate 2016/17 2017/18 2018/19 2019/20 2020/21 FTE FTE FTE FTE FTE Operations, Infrastructure & Leisure Permanent full time 152.3 152.1 152.1 152.1 152.1 Permanent part time 71.8 70.3 70.3 70.3 70.3 Total Operations, Infrastructure & Leisure 224.1 222.4 222.4 222.4 222.4 Planning & Community Permanent full time 86.0 86.5 86.5 86.5 86.5 Permanent part time 79.3 74.5 74.5 74.5 74.5 Total Planning & Community 165.3 161.0 161.0 161.0 161.0 Corporate Services Permanent full time 60.5 63.5 62.5 62.5 62.5 Permanent part time 18.8 22.3 22.3 22.3 22.3 Total Corporate Services 79.3 85.8 84.8 84.8 84.8 Executive's office Permanent full time 9.5 9.5 9.5 9.5 9.5 Permanent part time 1.0 1.0 1.0 1.0 1.0 Total Executive's office 10.5 10.5 10.5 10.5 10.5 Total Casuals and other 85.6 85.6 85.6 85.6 85.6 Total Staff Expenditure 564.8 565.3 564.3 564.3 564.3

86 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Strategic Resource Plan Forecast Budget Projections Actual Directorate 2016/17 2017/18 2018/19 2019/20 2020/21 $'000 $'000 $'000 $'000 $'000 Operations, Infrastructure & Leisure Permanent full time 13,437 14,127 14,289 14,583 14,914 Permanent part time 5,303 5,575 5,638 5,755 5,885 Total Operations, Infrastructure & Leisure 18,740 19,702 19,927 20,338 20,799 Planning & Community Permanent full time 9,078 9,544 9,653 9,852 10,076 Permanent part time 7,111 7,476 7,562 7,718 7,892 Total Planning & Community 16,189 17,020 17,215 17,570 17,968 Corporate Services Permanent full time 6,604 6,943 7,023 7,167 7,330 Permanent part time 1,824 1,918 1,940 1,980 2,025 Total Corporate Services 8,428 8,861 8,963 9,147 9,355 Executive's office Permanent full time 1,214 1,276 1,291 1,317 1,347 Permanent part time 86 90 91 92 93 Total Executive's office 1,300 1,366 1,382 1,409 1,440 Total Casuals and other 6,771 7,119 7,201 7,351 7,517 Total Staff Expenditure 51,428 54,068 54,688 55,815 57,079

Strategic Resource Plan Forecast Budget Projections Actual Directorate 2016/17 2017/18 2018/19 2019/20 2020/21 FTE FTE FTE FTE FTE Operations, Infrastructure & Leisure Permanent full time 152.3 152.1 152.1 152.1 152.1 Permanent part time 71.8 70.3 70.3 70.3 70.3 Total Operations, Infrastructure & Leisure 224.1 222.4 222.4 222.4 222.4 Planning & Community Permanent full time 86.0 86.5 86.5 86.5 86.5 Permanent part time 79.3 74.5 74.5 74.5 74.5 Total Planning & Community 165.3 161.0 161.0 161.0 161.0 Corporate Services Permanent full time 60.5 63.5 62.5 62.5 62.5 Permanent part time 18.8 22.3 22.3 22.3 22.3 Total Corporate Services 79.3 85.8 84.8 84.8 84.8 Executive's office Permanent full time 9.5 9.5 9.5 9.5 9.5 Permanent part time 1.0 1.0 1.0 1.0 1.0 Total Executive's office 10.5 10.5 10.5 10.5 10.5 Total Casuals and other 85.6 85.6 85.6 85.6 85.6 Total Staff Expenditure 564.8 565.3 564.3 564.3 564.3

Cultural Connects exhibition at Maroondah Federation Estate

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 87 Council Plan 2017-2021

Glossary of terms

Advisory committee: Specialist appointees available on a state, national or international who form a committee that provides advice scale. and recommendations to Maroondah City Best value: An approach to Local Council on matters relating to the delivery Government service delivery which includes of strategies, services and activities. community input, effective service delivery Advocacy: To provide support to a cause or and cost efficiency as key service to make public recommendation on behalf outcomes. State Government legislation of others. requires all Victorian Councils to review their services and adopt a model that Annual Budget: The budget documents the considers six principles (see the Local financial and non financial resources Government Act 1989 for more details). required by Council to implement the outcome areas, key directions and priority Capital works: Projects undertaken to actions identified in the Council Plan. establish, renew, expand, upgrade and dispose assets owned by Maroondah City Annual Report: A report on the activities of Council in the community. Council over the previous financial year. The report includes a report of operations, Capital works expenditure: Expenditure on audited financial statements and an audited non-current assets and includes new assets, performance statement. asset renewal, asset expansion and asset upgrade. Asset: An asset is an item of value that enables a service to be provided and has an Charter of Human Rights and economic life greater than 12 months. Responsibilities Act 2006: Legislation created to protect and promote human Asset expansion expenditure: Expenditure rights. It sets out freedoms, rights and that extends the capacity of an existing responsibilities. asset to provide benefits to new users at the same standard as is provided to existing Community engagement: The process of beneficiaries. Council working with residents, businesses and community groups to address issues Asset renewal and maintenance gap: The that impact their well-being. Council variance between what councils need to adopted principles regarding community spend on their existing infrastructure to engagement are outlined in the Community maintain or renew it to its original service Engagement Policy. potential or useful life, and what councils actually spend on renewal and maintenance. Community Satisfaction Survey: A State Government survey conducted once a year Asset renewal expenditure: Expenditure on to obtain community feedback in order to an existing asset or on replacing an existing gauge satisfaction levels with council asset that returns the service capability of services. the asset to its original capability. Community Wellbeing Plan: A Council Asset upgrade expenditure: Expenditure strategy that provides directions and that either enhances an existing asset to guidelines for working towards an optimal provide a higher level of service or state of health, safety and wellbeing for the increases the life of the asset beyond its people of Maroondah. This strategy original life. incorporates the Municipal Public Health Best practice: To adopt or develop Plan. standards, actions or processes for the Continuous improvement: The process that provision of goods, services or facilities ensures review and improvement practices which are equal to or better than the best are built into operational activities.

88 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Corporate governance: Council’s Council Plan indicators: Performance responsibility for the economic and ethical measures that assist Council to monitor the performance of the municipality. progress toward achievement of long-term preferred outcome areas and four-year key Council: The collective group of nine directions (strategies). These indicators Councillors that set the strategic direction represent the strategic indicators for for Maroondah City Council, monitor monitoring the achievement of outcome organisational performance, liaise with areas (strategic objectives) as required by stakeholders and ensure operational section 125 of the Local Government Act compliance. 1989. Council Plan: A four year plan which Councillor: A member of the community provides the medium-term framework for elected in accordance with the Local Council operations by outlining the Government Act 1989 to represent the community’s preferred outcomes, the residents of a ward within the municipality, medium-term key directions to work as a member of Council. toward these preferred outcomes and a set of priority actions for the forthcoming Current assets: Financial term assets where financial year. The Council Plan also Council expects to receive the future includes a strategic resource plan that economic benefit within the next 12 months identifies the financial and non-financial unless the asset is restricted from being resources required to achieve these exchanged or used to settle a liability for at preferred outcomes. least 12 months after the reporting date.

Local Laws Animal Management

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 89 Council Plan 2017-2021

Glossary of terms

Current liabilities: Financial term liabilities Integrated Planning Framework: A holistic where Council expects to fulfil its obligation planning, monitoring and reporting within the next 12 months unless the Council approach that ensures all of Council’s does not have an unconditional right to activities and financial resources are aligned defer settlement of the liability for at least to meet the aspirations, needs and 12 months after reporting date. expectations of the Maroondah community. This framework includes the key statutory Equity: The financial term residual interest planning and reporting documents that are in the assets of Council after deductions of required to be prepared by councils to its liabilities, which is made up of ensure accountability in the performance of accumulated surplus and reserves. Total functions and exercise of powers under the equity is also equal to net assets. Local Government Act 1989. Feasibility study: An analysis and Key directions: High level strategies to evaluation of a proposed project to achieve the Maroondah 2040 Community determine if it is technically possible, is Vision preferred outcomes over the four- worthwhile within the estimated costs, and year term of the Council Plan. These will be valuable. Studies also often consider directions guide Council service delivery the potential impact of the project and and inform priority actions for each financial discuss options. year. These key directions represent the Financial resources: Includes income, ‘strategies’ for achieving the objectives expenditure, assets, liabilities, equity, cash (outcome areas) of Council over the 2017- and capital works required to deliver the 2021 period in accordance with section 125 services and initiatives in the annual budget. of the Local Government Act 1989. Governance: How Council operates as a Liabilities: Financial term future sacrifices decision-making body, its relationship with of economic benefits that Council is the administration and the ways that presently obliged to make to other entities Council engages with their community. as a result of past transactions or other past Home and community care: Council service events. which assists elderly and disabled residents Local laws: The laws adopted by Council with essential house cleaning and daily that prohibit, regulate and control activities, living tasks so that they can remain living events, practices and behaviours within independently in their own homes. Maroondah. Indigenous: Originating in a particular Local Government Act 1989: This Victorian geographic region or environment and Government legislation outlines the native to the area and/or relating to intention for Councils to provide a Aboriginal and Torres Strait Islander people. democratic and efficient system of local Infrastructure: Constructed assets required government in Victoria. It provides Councils for the functioning of the community, such with the authority to meet the needs of as roads, drains, footpaths, lighting, paths, their communities and provides the basis play equipment, public buildings, signage, for an accountable system of local streetscapes and waste systems. governance in Victoria. Initiatives: Annual Budget initiatives are Local Government Amendment actions that are one-off in nature and/or (Performance Reporting and lead to improvements in service. These are Accountability) Act 2014: Sets out the a sub-set of the Council Plan priority financial planning and reporting framework actions. for local government.

90 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Local Government Performance Reporting Maroondah 2040 Community Vision: The Framework: A Victorian planning and long term community and Council vision for reporting framework that seeks to provide the City of Maroondah developed after an a comprehensive picture of Council extensive community engagement process. performance. The framework comprises The Vision identifies the preferred future four indicator sets: service performance, outcome areas and key directions for financial performance, sustainable capacity Maroondah looking ahead to the year 2040. and governance & management. Municipal Emergency Management Plan: Local Government (Planning and Addresses the prevention of, response to Reporting) Regulations 2014: Supports the and recovery from emergencies within the operation of the Local Government municipality of Maroondah. Performance Reporting Framework for Municipal Strategic Statement (MSS): Councils under the Local Government Act Outlines the key land use and development 1989. objectives and strategies for the Long Term Financial Strategy: This municipality. The MSS provides the basis for strategy takes the outcome areas and key zones, overlays and particular provisions. directions as specified in the Council Plan Council will review the MSS every three and expresses them in financial terms over years. a rolling 10 year period Municipal Public Health Plan: Sets the Major Initiatives: Annual Budget major broad mission, goals and priorities to initiatives are significant activities of promote municipal public health and Council that will directly contribute to the wellbeing; and inform the operational achievement of the Council Plan during a processes of Council and local given financial year and have a major focus organisations. In Maroondah, this Plan is in the budget. They are determined on an incorporated within the Community annual basis and represent a sub-set of the Wellbeing Plan. Council Plan priority actions for the financial year.

Celebrate Maroondah at Wyreena

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 91 Council Plan 2017-2021

Glossary of terms

Municipality: A geographical area that is Priority actions: Initiatives to be undertaken delineated for the purpose of local by Council that will significantly contribute government. to the achievement of the four-year Council Plan key directions (strategies). These Net assets: The financial term difference actions include the major initiatives of between total assets and total liabilities, Council for each financial year as identified which represents Council’s net worth. Net within the Annual Budget in accordance assets are also equal to total equity. with section 127 of the Local Government New asset expenditure: Expenditure that Act 1989. creates a new asset that provides a service Risk management: A discipline for that does not currently exist. developing appropriate procedures to Our mission: A shared understanding of the minimise or eliminate the risk of adverse purpose of the organisation that articulates effects resulting from future events and how Council will work towards the activities. Principles for managing risk are achievement of the Maroondah 2040 set out in the Australian Standards for risk Community Vision in conjunction with the management AS/NZS ISO 31000:2009 community. Service Delivery Plan: A detailed four-year Our values: Represent attitudes and beliefs work plan to guide how a particular Council within Council that underpin organisational service area will support the achievement of practices, processes, and behaviours. relevant Maroondah 2040 Community Our vision: A statement of the preferred Vision preferred outcome areas and key direction for the City of Maroondah that directions as outlined in the Council Plan. defines the aspirations of the community Statement of capital works: A statement and serves to guide all Council activities. which shows all capital expenditure of a Outcome Areas: Key areas of future Council in relation to non-current assets opportunity and challenge as identified by and asset expenditure type the community in the Maroondah 2040 Statement of human resources: A Community Vision. They describe the ideal statement which shows all council staff future for Maroondah in very broad terms. expenditure and numbers of full time These outcome areas represent the equivalent council staff ‘strategic objectives’ of Council in Statements of non-financial resources: A accordance with section 125 of the Local statement which describes the non-financial Government Act 1989. resources including human resources. Performance statement: A statement Strategic Resource Plan: A medium-term including the results of the prescribed plan of the financial and non-financial service outcome indicators, financial resources for at least the next four years performance indicators and sustainable required to achieve the outcome areas capacity indicators for the financial year identified in the Council Plan. This plan is and included in the Annual Report. prepared in accordance with section 126 of Policy: A set of principles intended to the Local Government Act 1989. influence and provide direction for Council Strategic indicators: See ‘Council Plan decisions, actions, programs and activities. indicators’. Strategic objectives: See ‘outcome areas’. Strategies: See ‘key directions’.

92 MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 Summary of planned human resources Sustainability: The principle of providing expenditure: A summary of permanent for the needs of the present community Council staff expenditure and numbers of without compromising the ability of future full time equivalent Council staff generations to meet their own needs. The categorised according to the organisational principle seeks to achieve long-term health structure of the Council. and well-being across social, economic, environmental and cultural domains. Summary of planned capital works expenditure: A summary of capital Wards: A geographical area which provides expenditure in relation to non-current a fair and equitable division of a local assets classified according to the model government area. The City of Maroondah is statement of capital works in the Local divided into three wards, each with three Government Financial Report, by asset elected Council representatives. expenditure type and funding source. Supporting strategies and plans: A long term systematic plan of action to achieve defined outcomes in an area of Council activity or responsibility.

Walking Group at Mullum Mullum Creek Trail

MAROONDAH CITY COUNCIL - COUNCIL PLAN 2017-2021 93 To contact Council • phone 1300 88 22 33 or (03) 9298 4598 • visit our website at www.maroondah.vic.gov.au • email [email protected] Translating and Interpreter Service 13 14 50 National Relay Service (NRS) 13 36 77 MaroondahCityCouncil @CityofMaroondah CityofMaroondah Maroondah City Council