City of Greater Geelong Annual Report 2011-2012
The City of Greater Geelong acknowledges the Wathaurong as the traditional
custodians of this land.
Our Vision:
Geelong: coast, country and suburbs is the best place to live through prosperous and
cohesive communities in an exceptional environment.
Contents
About this Report
Geelong: the Best Place to Live Work and Play
A Word from our Mayor
A Word from our Chief Executive Officer
The Year in Review
A Snapshot of the Year’s Achievements Outstanding Achievements Calendar
of Events Summary of Financial Performance
Looking Forward
Shaping Geelong’s Future Systemic Planning Process The Year Ahead
Council Funding Priorities Update
Council Information
Ward Map Our Council Our Councillors
Our People
Our Mission
Our Values and Behaviours
Organisation Structure
Chief Executive Officer
Divisional Information
Staff Profile
Employee Excellence Awards
Recognition of Service Awards
Our Volunteers
Performance
Delivering Community Outcomes
Community Wellbeing
Growing the Economy
Sustainable Built and Natural Environment
2011-2012 Performance Statement
Corporate Performance
Supporting the Delivery of our Strategic Directions
Customer Focused Organisation
Responsible Financial Management
Safe Work Environment
Motivated and Skilled Staff
Efficient Service Delivery
Informed and Engaged Community
Victorian Local Government Indicators
Governance
Internal Audit
Statutory Information
Council Appointments to Committees and Groups
Best Value
External Funding
Community Arts and Festivals Grants Program
Councillor Community Grants Program
Domestic Animal (Dogs and Cats) Management
Plan 2011-2012 Update
Annual Financial Report for the Year Ended 30 June 2012
Global Reporting Initiative Index
Glossary
Contact Us
About this report
The City of Greater Geelong Annual Report 2011-2012 provides a comprehensive
account of Council’s performance from 1 July 2011 to 30 June 2012.
The City of Greater Geelong’s City Plan 2009-2013 (2011-2012 Update) is the
guiding document for this Annual Report. City Plan describes our strategic objectives
and key strategies. Council embarked on an ambitious program of actions during
2011-2012 aligned to our three strategic directions; community wellbeing, growing
the economy and a sustainable built and natural environment. The Annual Report
provides an update on the highlights and achievements emanating from this program,
and addresses the minor setbacks experienced throughout the year. It also identifies
the future directions and challenges that lie ahead for our city.
The aim of the Annual Report is to inform all Council stakeholders including
ratepayers, residents, businesses, community and interest groups, news media, all
levels of government, Council staff and the wider general community.
The Annual Report 2011-2012 meets with our commitment to be transparent in
performance reporting.
Geelong: the Best Place to Live, Work and Play
Fast Facts
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Estimated resident population*: 215,151
Population Growth Rate*: 0.94%
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Population born overseas*: 15.8%
• Population age structure*:
0-17 yrs: 24.0%
18-59 yrs: 55.5%
60+ yrs: 20.5%
• Average household size: 2.4 persons
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Rateable properties: 108,157
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Number of businesses in municipality**: 16,169
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Municipality labourforce***: 113,648
Area: 1,247km2
Coastline and Rivers: 45km of coastline
120km of streamside frontages
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Wetland reserves:
114 individual wetlands totalling 11,639 hectares
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Trees:
1,800 planted and 120,000 maintained annually
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Roads: 2,057km
Off road paths (bike and walking trails): 200km
Open space for sports and recreation: 900 pieces of open space comprising
17,000 hectares. This includes 84 formal recreation reserves, 46 netball courts,
163 tennis courts, 11 shared courts and 10 skate parks.
Council buildings maintained: 800
Public toilets maintained: 140
Libraries: 13 plus one mobile library
Neighbourhood House programs: 14
Public Playgrounds: 279
Overnight and day-trip tourists including the Otways: 5.7 million
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• * id Profile and Population forecast, June 2011
• ** ABS Business Counts
• *** Department of Education, Employment and Workplace Relations, "Small Area
Labour Markets Australia"
Geelong offers quality living, extensive job and business opportunities and a wide
range of recreational and cultural events and activities to take part in or just simply sit
back and enjoy. With a proud history, a passionate community, a vibrant economy
and a great lifestyle, Geelong truly is the best place to live, work and play.
History
The Wathaurong people lived in the Geelong region for more than 25,000 years prior
to white settlers arriving. When the explorers Hume and Hovell arrived in the area in
1824, they approached the Wathaurong people and asked for the name of the area.
They were informed that the bay was called Jillong (Geelong) and the land Corayo
(Corio), or at least this is how the conversation was construed. It has been long since
debated that the Europeans may have in fact made a mistake in ascribing Corio to
the sea and Geelong to the land, when it should have been the other way around!
Following the gold rush era of the 1860s, Geelong began its rise as an industrial town
with the main trade in its early days being the processing of wool. Huge wool stores
surrounded the waterfront with some still remaining today which now house Deakin
University and Westfield Shopping Centre. Towards the end of the 19th century saw
the opening of the Gordon Institute of Technology, Cheetham Salt Works and cement
manufacturing at Fyansford.
The Ford Motor Company was established in 1925 in Geelong and despite economic
hardships over the years, it remains a major player in the region. Through the World
Wars and to the mid 70s Geelong’s manufacturing boomed, including the opening of
the Shell Refinery in 1954 and Alcoa aluminium smelter in 1963. Over time, the
change in markets and modern needs has seen a decline in some sectors of the
manufacturing industry.
Whilst manufacturing is still a significant employer within the city today, thousands of
new jobs have been created in health, education, professional services, retail,
hospitality and tourism. With such great natural assets it isn’t hard to see why the
change has been so successful.
Sport and recreational activities have played a major role in Geelong’s history. The
establishment of the Geelong Football Club in 1859 initially provided an outlet for
local cricketers during the winter months, but today is often described as the heart
and soul of the town.
Our City and its People
With a population of over 215,000 people, the City of Greater Geelong is Victoria’s
largest regional centre.
Located some 75 kilometres from the Melbourne CBD, the municipality covers
1,247km2, comprising country, coastal and suburban areas. The municipality is
bounded by the Moorabool Shire in the north, Wyndham City and the Borough of
Queenscliffe in the east, Surf Coast Shire and Golden Plains Shire in the west and
Bass Strait in the south.
The region is characterised by the multi-award winning Waterfront overlooking Corio
Bay, the picturesque Bellarine Peninsula, the Barwon River, You Yangs Regional
Park, wetlands, beautiful parklands and wildlife sanctuaries. Geelong is also the
gateway to the world renowned coastline of south-west Victoria via the Great Ocean
Road.
Total rateable residential dwellings are estimated at 94,804 across more than 50
suburbs and townships. With the region experiencing a period of rapid growth, the
population in the next 20 years is expected to exceed 290,000. A high proportion of
this will come from new "greenfield" growth areas identified for development, most
notably Armstrong Creek, as well as other suburban expansions.
The city is a major centre for investment with over 16,000 businesses and a highly
skilled workforce of over 113,648 people.
Geelong’s proximity to Melbourne, its liveability and its price advantages continue
to place it in an ideal position to attract new residents and investment.
Open for Business
Geelong is a City Open for Business, a commitment that underpins our
approach to economic development.
While it is recognised that traditional industries will continue to be key economic and
employment drivers, at the same time it is critical to focus on growth and emerging
sectors that will underpin prosperity in the new globalised economy.
Open for Business is about being open and flexible, to facilitate rather than regulate,
and to adopt a partnership approach in economic development activities. Geelong’s
community leaders are united in transitioning the economy for the future through:
• providing strong leadership and fostering regional collaboration
• brokering major projects and investment
• supporting existing businesses and driving strategic growth sectors.
Building activity continues to be at record levels and in the last 12 months there has
been over $565 million worth of construction projects completed across a wide range
of sectors throughout the region. A further $2.1 billion worth of redevelopments and
construction is currently underway, and projects worth more than $1.7 billion are
confirmed and awaiting commencement.
Geelong is ideally placed as one of Australia’s most promising growth corridors and
stands ready as a potential working partner to facilitate investment in key
infrastructure priority projects. Together with the Federal and State governments, the
City will steer Geelong through changing economic circumstances and continue to
grow and diversify our workforce.
With so many major growth and development opportunities in the region and a
positive attitude to investment, Geelong is a City - Open for Business.
The Best Lifestyle
The Geelong region offers a diverse and exceptional lifestyle. There are wide
expanses of open space and waterways to enjoy, many kilometres of walking and
bike tracks, cultural experiences, great sporting facilities, world class major events
and fine dining and entertainment. There really is something for everyone!
A leisurely stroll or ride along the award-winning Waterfront or the more challenging
Bellarine Rail Trail is popular on weekends all year round. Sailing on Corio Bay,
skiing on the Barwon River or just enjoying our region’s beautiful beaches are also
favoured pastimes.
The region offers sport and recreation activities for everyone, whether it is joining a
crowd of thousands to watch the Geelong Cats play at Simonds Stadium in the
Australian Football League competition, or taking part in the many local sporting
opportunities offered to all ages. There are facilities for all seasonal sports from top
class golf courses and equestrian facilities, a refurbished velodrome and a new
cycling criterium in Belmont, an international standard baseball centre, all-weather
thoroughbred racing facilities at the Geelong Racing Club, a newly upgraded Landy
Field athletics track and state-of-the-art leisure and aquatic facilities.
Geelong is a city with great cultural energy. We are proud of our artistic traditions,
local culture and rich natural and built heritage. Theatrical and musical productions
are also regularly staged. Multicultural diversity is also celebrated throughout the year
through events such as the Pako Festa and the National Celtic Festival. Each
weekend you can visit one of a number of markets held in the region, and during the
summer months night markets are proving a hit with locals and visitors alike.
Major events also play a key role. The Australian International Airshow, Festival of
Sails, national and international cycling events, and triathlons are just some of the
high profile major events on the region’s doorstep.
Geelong’s lifestyle is hard to beat. With quality living, wide-ranging recreational
choices, a strong economy and a cosmopolitan, vibrant community, Geelong truly is,
and will continue to be, the best place to live, work and play.
A Word from our Mayor
On behalf of all the Councillors it is with pride that we provide an overview of the City
of Greater Geelong’s achievements during the past year, along with an update on the
implementation of the four-year plan (City Plan 2009-2013) we set out at the
commencement of our current Council term.
It has been an honour to serve the community over the last four years and we have
achieved much in this time despite a number of challenges, including a global
financial crisis.
During this term we have advocated strongly for the people of Geelong to secure
significant funding from both levels of government. We have and continue to tell our
story to attract the support we need to realise our vision.
We have worked with others to get things done, including various arms of the
State and Federal Government, Regional Cities Victoria, the Committee for
Geelong, Deakin University, Gordon TAFE, Barwon Health, various industry
groups, residents and businesses.
In the last 12 months there have been many highlights including the opening of the
new Waurn Ponds Library, the completion of the Old Courthouse redevelopment, the
renovation of the historic Eastern Beach Children’s Pool, the continuation of the
Armstrong Creek development and the implementation of the Climate Change
Adaptation Strategy.
The City’s Learn to Swim program continues to grow with an 11 per cent increase to
a record 23,257 enrolments across the City’s four leisure centres. A number of
recreation projects were also completed including upgrades to the Corio Sporting
Club social rooms, Grovedale Sporting Club social rooms, Highton Reserve pavilion,
St Albans Reserve social room and the West Oval Flowers Stand interior change
room redevelopment.
Geelong Amateurs received new netball facilities as did Bell Post Hill. The Barwon
Valley Fun Park also received an upgrade.
Two cruise ships visited the region in 2011-2012 with the Spirit of Adventure
anchoring in the bay in December 2011 and the Regatta in February 2012,
strengthening our case for a reconstruction of the Yarra Street Pier.
Major events provided social benefits to our community as well as an economic
benefit of $40.6 million. Popular events such as the Jayco Herald Sun Tour, Festival
of Sails and the Pako Festa all contributed to this. 2013 will see the Victorian Open
Golf Tournament held at the 13th Beach Golf Links, the return of the Australian
International Airshow and we will host the Australian Masters Games.
The largest single seniors program held within Victoria, the Geelong Seniors Festival,
attracted over 7,000 participants and Geelong Children’s Week also involved
thousands of children and their families. The Community Arts and Festival Grants
and the Councillor Community Grants Program saw 191 community groups
throughout the municipality share in just over $453,000.
And who can forget that glorious spring day on 5 October 2011 when the sun shone
on thousands of fans as the victorious Geelong Cats players paraded through the
streets to the Waterfront following their AFL Premiership triumph over Collingwood!
Our city centre has been going through a transition with over $700 million invested in
recent years and another $250 million underway or awaiting commencement.
Our vision is to expand the role of the city centre so that arts, culture,
residential, entertainment, education and business combine to create a
vibrant active city.
With that in mind we are working with Deakin University, the Committee for
Geelong, and the State Government on Vision 2, a vision that will provide the
momentum for the next 20 years of growth in central Geelong.
Planning is well underway for the Geelong Library and Heritage Centre
redevelopment with designs being developed. This is the biggest ever project ever
undertaken by the City, with works expected to commence in mid 2013.
The City has also been selected as one of 14 Local Government Authorities for
National Partnership Agreement on Preventive Health (NPAPH) funding in Victoria.
The program, which will run for four years, seeks to address the rising prevalence of
lifestyle related chronic disease. In a major coup for the program, Jamie Oliver’s
Ministry of Food will open in Geelong.
A new Youth Strategy will be developed in 2012-2013. We will continue to lobby for a
new Yarra Street Pier and Convention and Exhibition Centre. The new Simonds
Stadium Stage 3 development will be completed in May 2013 and we will have an
updated Environment Management Strategy in the coming year. The Eastern Park
water recycling project will also be completed in the latter half of 2012 and will save
approximately 30 million litres of mains drinking water annually, with the water used
to maintain the Geelong Botanic Gardens.
Please take time to read the 2011-2012 City of Greater Geelong Annual Report. We
are proud of the progress Council has made during the past 12 months, and look
forward to another year of exciting and lifestyle-enhancing achievements in 20122013.
Finally, I would like to thank my fellow Councillors for their dedication towards making
Geelong the best place to live. Thanks also to our CEO Stephen Griffin and his staff
for their tireless efforts.
Cr John Mitchell
Mayor
A Word from our Chief Executive Officer
Throughout the 2011-2012 year, we have undertaken many actions to achieve the
aspirations set out in City Plan 2009-2013. With a year to go of the current fouryear plan we are well on the way to achieving the outcomes we set ourselves back
in 2009.
At the end of the 2011-2012 financial year we finished in a sound financial position
with a recurrent surplus of $12 million, the result of tight fiscal management, including
regular reviews of operations and the capital program, and the early payment of the
Grants Commission allocation.
Council spent $65.3 million on capital works in 2011-2012 renewing, upgrading and
providing new community assets. The Vines Road development – a model of shared
school and community facilities – was officially opened. By partnering with Sate
Government and Western Heights College we were able to go above and beyond the
standard. Other major projects include the new Waurn Ponds Library, redevelopment
of the Old Courthouse Youth Arts Centre and the restoration of the Eastern Beach
Children’s Pool. The $1.4 million upgrade of the Kardinia Park Netball Complex
benefits the 5,000 netballers who play here every week. A list of other projects can
be found on page 24.
With assets worth just over $1.8 billion, our infrastructure maintenance and renewal
bill alone was $54.3 million. Our liabilities increased from $89.8 million in 2010-2011
to $110.9 million. This was due to the unfunded superannuation liability of $23.5
million.
Importantly, we received $56.9 million from the State and Federal Governments to
fund specific projects and services. Such support is evidence of the strong working
relationship we have with both levels of government and their ongoing commitment to
supporting the continued growth of Geelong and surrounds.
During the year we worked with councillors to review our 10-year affordability model,
enabling the future planning of significant capital and recurrent projects. It is a very
important process given the pressures of growth both now and into the future.
A number of our staff members were recognised for their many years of service to
the community, including seven people who have been working for Council for over
30 years and one for over 40 years. It’s important to recognise their contribution and
the dedication they have shown to their work. A full list of staff recipients can be
found on page 56.
We also run a program throughout the year that recognises and rewards exceptional
performance of individuals and teams and I congratulate all those who received an
award during 2011-2012. Details can be found on page 55.
During the year a number of projects, services, teams and individuals received
industry recognition for excellent outcomes or the quality of their work. The full list is
on page 17 but I’d like to highlight the achievement of the Tourism team in winning
both the national and state awards for Best Regional Destination Marketing
Organisation for the third consecutive year. The Central Geelong Marketing team
won the Mainstreet Australia Award for the Tastes of Central Geelong 2011 initiative,
and the restoration of City Hall’s front steps and ramp received a Heritage Trust
Award. I would also like to make mention of our third gold medal in the Australian
Reporting Awards for our Annual Report – confirmation that our reporting if of the
highest standard.
In line with our commitment to engage our community on a range of issues, the
City again conducted many engagement activities where staff across Council
provided information to, listened to or actively involved people in our community.
We’ll continue to plan for future growth with children’s hubs on the drawing board
for Ocean Grove, Grovedale and Barwon Heads. A new community hub at
Leopold will incorporate a library and early childhood services.
Central Geelong is the commercial heart of our municipality and we’re creating a
new vision for this important precinct with our Vision 2 project partners.
I extend my thanks to the Mayor and Councillors, my Executive Management Team
colleagues and all the wonderful City of Greater Geelong employees for their
excellent efforts in meeting the challenges of the past year and making Geelong the
best place to live, work and play.
Stephen Griffin
Chief Executive Officer
The Year in Review
At the City of Greater Geelong we pride ourselves on delivering a broad range of
services and projects that meet the needs of our community, and continually look for
opportunities to improve.
This section provides a snapshot of our achievements over the past 12 months.
A Snapshot of the Year's Achievements
This year has seen many milestones and events that the City and the community can
be proud of. Below is a summary of just some of these achievements.
Community Wellbeing
To improve the health and quality of life of all residents of Greater Geelong
• New Waurn Ponds Library opened.
• $6.5 million Old Geelong Courthouse refurbishment completed.
• New Lara Library opened.
• Drysdale Library refurbishment completed.
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Kindergarten upgrades at Allanvale (Leopold), Ocean Grove, Lara Lake
and Portarlington Preschools.
• Over $9 million spent on upgrades to our recreation assets.
• $26.9 million Vines Road school and community redevelopment completed.
• The Swim Sport and Leisure network experienced an 11 per cent increase in
Learn to Swim program enrolments, and a 14 per cent increase in active adult
memberships.
• Automated external defibrillators installed at all leisure and sports centres.
• Geelong Play Strategy was endorsed.
• Windsor Park Master Plan was endorsed.
• Council adopted the Corio Norlane Structure Plan.
• The 2011 Children’s Week was again one of the largest events in the region
with 68 separate events hosted by 48 local organisations.
• The hugely successful Geelong Seniors Festival attracted well over 7,000
participants to 95 events.
• Harmony Day and Refugee Week held helping celebrate the richness cultural
diversity brings to our community.
• $240,000 provided to local community groups through the Community Arts
and Festival Grants Program.
• New Maternal and Child Health Centre in Reynolds Road, Belmont.
• New East Geelong Men’s Shed at Grinter Reserve opened.
• Development of the "Green Your Street" program aiming to improve
local streets and neighbourhoods in Norlane.
• Continuation of the GASP (Geelong Adolescent Sexuality Prevention) Youth
Suicide Prevention Project.
• Geelong chosen as one of the launch sites for a National Disability Insurance
Scheme (NDIS).
Growing the Economy
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Securing Geelong’s Economic Future
$4.8 million renovation of the historic Eastern Beach Children’s Pool completed.
Armstrong Creek Urban Growth Area remains on schedule. Residential
development progressed in the East Precinct with other precincts remaining in the
planning process.
Creation of two new suburbs; Armstrong Creek and Charlemont.
Boundary realignment of existing suburbs Mount Duneed, Grovedale,
Connewarre and Marshall in response to the Armstrong Creek Urban Growth
Plan.
$565 million worth of construction projects were completed in the last 12 months,
with a further $2.1 billion currently underway and $1.7 billion in projects awaiting
commencement.
Host of cruise ships the "Regatta" and "Spirit of Adventure", confirming Geelong
as an appealing destination to cruise ship companies. The Regatta also confirmed
it will return in January 2014.
Events supported by Council and Geelong Major Events generated an estimated
$40.6 million in economic benefit to the region, equivalent to 325 full time jobs.
Securing of the 2013 Australian Masters Games, anticipated to bring $13
million of economic expenditure into the Geelong region.
Appointment of ARM Architecture and project management group David Langdon
for the Geelong Library and Heritage Centre development.
Commencement of the Central Geelong Laneways and Linkages Project.
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Host of the 2011 National Conference of Sustainable Economic Growth for
Regional Australia (SEGRA).
• Council adopted the Central Geelong Waterfront Master Plan.
• Participation in the Victorian Government funded Regional Skilled Migration
Program.
• A study conducted by Tourism Research Australia (TRA) found Geelong had
significantly improved its domestic and international visitation numbers in 20112012 compared with previous years.
• Stage one works worth $8.4 million in the Geelong Ring Road Employment
Precinct (GREP) has been completed.
• Geelong chosen as one of the launch sites for a National Disability Insurance
Scheme (NDIS).
Sustainable Built and Natural Environment
The City of Greater Geelong leads the community in sustainable planning and
environmental action
• A number of key projects were completed in order to reduce Greenhouse
emissions including further plantings at the City’s first carbon offset site.
• Recognition as a leader for the City’s Climate Change Adaptation Strategy and
invited to present at the Victorian Centre for Climate Change Research
(VCCCAR) 2012 Annual Forum.
• Successful waste campaigns encouraging environmentally friendly ways to
dispose of unwanted household goods.
• "Free Stuff" public advertisement column in the Geelong Advertiser to encourage
reuse of unwanted bulky household goods.
• Tree Inventory System data collection project is complete, allowing the City to
accurately document maintenance activities and asset information.
• The City’s Cycle Strategy progressed with VicRoads approval for safety
improvements for cyclists at the corner of Boundary Road and Ryrie Street.
• Adoption of the Lake Lorne Reserve Masterplan and implementation of the first
stage of works.
• Selected as one of four pilot projects being undertaken in Victoria for a detailed
assessment of local coastal hazards.
• Construction of a boardwalk at Thompson Creek to protect sensitive coastal
saltmarsh.
• Completion of Black Rock bike path, connecting 13th Beach Road and Blackgate
Road.
• Adoption of the Fyansford Flood Mapping project.
• Participation in Earth Hour is a part of Council’s long term commitment to
reducing the organisations environmental footprint.
• Advisory board and working / reference groups established for the Future
Proofing Geelong project, moving Geelong closer towards developing a low
carbon economy.
• 40th anniversary of the Geelong Environment Council celebrated on World
Environment Day, which included a tree planting day held at Buckley Falls.
• Further implementation of the Climate Change Adaptation Strategy.
• St Helens Boat Harbour major redevelopment completed.
Outstanding Achievements
In 2011-2012 the City of Greater Geelong, individual staff and community
partnerships received a number of acknowledgements and awards, for excellence in
innovation in the delivery of a range of services and projects.
International
• Gold award winner for the City’s 2010-2011 Annual Report, presented at the
2012 Australasian Reporting Awards.
National
• National Award for Best Regional Destination Marketing Organisation
2011, the third consecutive year in a row the City has received this award,
presented by Meeting Events Australia.
• Family Day Care Local Educator of the Year Award, for the outstanding work
done by educators within the City’s family day care sector, awarded by
Family Day Care Australia (FDCA).
• Award for "Best Regional Initiative with Special Rate Over $100,000", for the
Tastes of Central Geelong 2011 initiative, presented at the Mainstreet
Australia Awards 2012.
• Best Regional Local Government Award for the regional council that bests
supports special rates, presented at the Mainstreet Australia Awards 2012.
• Winner of the "Kidsafe Local Champion Award", awarded to City of Greater
Geelong Active Transport Network for an outstanding commitment to road
safety for children, presented at the 2011 National Kidsafe Day Awards by
KidSafe Victoria.
• Heritage Trust Award for the restoration of City Hall’s front steps and ramp,
presented by the National Trust of Victoria.
State
• Admission of Youth Lynx Team Leader, Greg Chadwick, as a Life
Member of the Barwon Adolescent Taskforce 2011. Greg was also
presented a Worker’s Award for outstanding excellence in his category,
presented by Impetus Youth Awards 2011.
• Joint Fire Services Award for the City’s Cross Divisional Hoarding Project,
presented at the 2011 Local Government professionals (LG Pro) Aged and
Disability Services Awards.
• Sir Rupert Hamer Records Management Award, in the category of Community
Archives for the Geelong Heritage Centre Online Image Library, presented by
Public Record Office Victoria.
• Winner of the 2012 Award for Excellence in Sustainability Initiatives, for the
City’s Kardinia Park Arena upgrade and Stormwater Harvesting project,
awarded by Local Government Professionals (LG PRO) (Victoria).
• Achievement of Platinum Pool accreditation status, for Leisurelink, Bellarine
Aquatic and Sports Centre (BASC) and Splashdown Leisure Centre, in the
Life Saving Victoria Platinum Pools program.
• Award for Excellence in Information and Communications Technology, for the
City’s Roadside Asset Capture Program, presented by Telstra Local
Government Information and Communications Technology Group
(LGICT).
• State Award for Best Regional Destination Marketing Organisation 2011, the
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third consecutive year in a row the City has received this award, presented by
Meeting Events Australia.
Award winner in the Community Government Partnerships category for the
Barwon & Moorabool River Reserves Advisory Committee partnership,
presented at the 2011 Keep Australia Beautiful Victoria (KABV) Awards by
Sustainability Victoria.
Calendar of Events
July 2011
3-7
August 2011
2011 Southern University Games
Various locations
10 - 14
2011 Tour of Geelong (including Vic
Open Road Cycling Championships)
Various locations
20
2011 Geelong Mayoral Ball
Geelong Arena
21
Ski Racing Victoria
Grand Prix 1
Various Locations
21
27 Aug – 4 Sept
September 2011
14
Bellarine Rail Trail Run
Carnival of Golf
Various Bellarine locations
Portarlington Golf Club
Light The Night Geelong
– Leukaemia Fundraiser
Eastern Beach Reserve
24 - 25
2011 Special Olympics Victoria State
Winter Games
Various locations
Geelong Seniors Festival
ALCOA Australian
Corporate Head of the
River
Various locations
Barwon River
8-9
The Streets Are Alive
Central Geelong
9
Queenscliff to
Geelong Yacht Race
Corio Bay
12
Ride to Work Day
Gore Place Laneway
13 - 14
2011 Jayco Herald Sun Tour
Ballarat, Geelong and Drysdale
14
Drysdale Primary School
16
Drysdale Wheelie Day Community
Festival
BUPA Around the Bay
21 - 30
Children's Week
Various events and locations
24
Potato Shed Family Fun Day
Potato Shed, Drysdale
27 - 28
Poppykettle Children’s Festival
GPAC
29
St Leonards Community Festival
St Leonards
29 - 30
Toast to the Coast
Various wineries throughout
the region
"Walking Home" – Homelessness
awareness
Bellarine Rail Trail
October 2011
1 - 31
8
November 2011
12
Rippleside Park
26 - 27
Geelong Offshore Superboat Classic
Corio Bay
20
December 2011
3
Cotton On Foundation Run Geelong
Central Geelong
Waterfront Geelong
4
Denis Walter Carols by the Bay
Financial Review Corporate
Cycling Challenge
11
Geelong Harley Owners Group 19th
Harley Toy Run
Geelong, Portarlington
and Queenscliff
19
Highton Carols in the Park
Highton
20
Spirit of Adventure
– Cruise ship visit
Corio Bay
24
Geelong Carols in the Park
Johnstone Park
27
Geelong Advertiser Rip to River
Point Lonsdale, Ocean Grove
27 Dec - 8 Jan
2011 Australian Chess Championships
The Sphinx Hotel
31
Dawn Busters Fun Run for United Way
Waterfront Geelong
31
The Pier Festival Geelong
Waterfront Geelong
January 2012
1-3
Jayco Bay Cycling Classic
Eastern Park, Portarlington
and Ritchie Boulevard
Various locations
Various locations
1 - 12
Commonwealth Bank
Australian Country
Cricket
Championships
2
7
7 - 18
Start/Finish in Eastern Park
Ocean Grove Park
Geelong Baseball Centre
14
14 - 21
20, 27
Amy's Ride
Ocean Grove Tranquility Fair
2012 Australian Youth
Baseball Championships
Portarlington Mussel Festival
2012 Australian Deaf Games
Queen Victoria Night Markets
26 - 29
26
26
29 - 30
Festival of Sails
Australia Day – Children’s Family Fun day
Drysdale Australia Day Breakfast
W H Pincott 131th Barwon Regatta
Waterfront Geelong
Rippleside Park
Drysdale Village Green
Barwon River
Johnstone Park
Simonds Stadium
10 - 12
10 - 12
12
19
Queen Victoria Night Markets
Super Rugby Pre-Season Melbourne
Rebels match
Geelong Multi Sport Festival
2012 Davis Cup
Regatta Cruise Ship
Kiwanis All Ford Day
19
Festival of Glass
25
25
26
March 2012
3
30th PakoFesta 2012
13th Annual Moorpanyal 1000
Zoot Triman Triathlon
Waterfront Geelong
Geelong Lawn Tennis Club
Corio Bay
Deakin University Waurn
Ponds Campus
Bellarine Basketball
Stadium, Drysdale
Pakington Street, Geelong West
Moorpanyal Park, North Shore
Various locations
Geelong Holden Day Car Show
Geelong Showgrounds
February 2012
3, 10, 17, 24
3
Portarlington
Various locations
Johnstone Park
4
Weet-Bix Kids TRYathlon
Eastern Beach
4
Wallington Primary School Strawberry
Fair
Barwon Water Sustainable Home
and Garden Expo
Whyte, Just and
Moore Wooden Boat
Festival
Bellarine Agricultural Show
Rotary Fun Run with Thomas and
the Bellarine Rail Trail
Karingal Karnival Twilight Fair
Wallington Primary School
Sykes Racing Head of the School
Girls Rowing Regatta
Geelong Highland Gathering
Geelong Cancer Council Relay for Life
Barwon Heads Festival of the Sea
Gatorade Series 6 & Long Course
Lara Food and Wine Festival
Strike Out Stroke Community
Awareness Day
Geelong MG Car Club Classic Car
Display
Barwon River
Blokes Day Out
Youth Week
Geelong Half Marathon
Geelong Region Heritage Festival
ANZAC Day Services
Eastern Beach Reserve
Various events and locations
Barwon River
Various Locations
Various locations
Geelong Classic Dancesport Festival
Mother's Day Classic
2012 RSPCA Million Paws Walk
National Budgerigar Championship Show
Club Italia, Moolap
Eastern Beach
Eastern Gardens
Geelong Arena
40th World Environment Day
10 - 11
10 - 11
11
11
16
17 - 18
17 - 18
17 - 18
18
18
25
25
25
April 2012
1
13 - 22
15
23 - 24
25
May 2012
26
13
20
26 - 27
June 2012
5
Steampacket Gardens
Waterfront Geelong
Portarlington Recreation Reserve
Bellarine Railway Station
Kardinia House Mansion
Geelong Showgrounds
Deakin University Waurn Ponds
Barwon Heads foreshore
Portarlington, St Leonards
Pirra Homestead, Lara
Waurn Ponds Baseball Centre
Steampacket Gardens
8 - 11
17 - 23
The National Celtic Festival
Drug Action Week 2012
National Wool Museum,
Buckley Falls Park
Portarlington
Various locations
16 Jun - 2 Sept
2012 Scarf Festival
National Wool Museum
Summary of Financial Performance
The following information presents a summary of financial results for 2011-2012 in an
easy to understand format. For more detail please refer to the Ann Financial Report
starting on page 152.
Income Statement
The Income Statement shows how much Council has earned or lost during the 20112012 financial year. It details where Council receives its income from and how it is
spent.
Recurrent Result
Recurrent
Surplus/ (Deficit)
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
9.5
14.2
5.2
9.3
12.0
$M
The 2011-2012 recurrent result (recurrent income less recurrent expenditure) of
$12.0 million is Council’s operating result excluding capital or one off items.
The recurrent result represents 4.6 per cent of Council’s annual turnover and was
achieved with regular operational review and tight cost controls across the
organisation. Council budgets for a low or breakeven recurrent result to ensure
efficient use of rates, grant and fee income in providing services to the community.
The recurrent result was $10.0 million favourable to budget and included:
• The early receipt of $9.9 million from the Grants Commission 2012-2013
allocation (in June 2012).
• Incomplete discretionary projects valued at $6.1 million that will be completed
in 2011-2012.
Further explanation of actual and budget results is provided in the Standard
Statements on pages 221-222.
Recurrent Income
The break up of where recurrent income is sourced is shown below. In 2011-2012
Council received 57.8 per cent of its recurrent income from rates.
Recurrent Income
2007-2008
2008-2009
2009-2010
2010-2011
$M
$M
$M
$M
Rates
Government
Grants
Fees and Charges
Interest
Total
2011-2012
115.4
124.5
133.1
141.4
$M
151.1
35.0
41.7
37.9
40.4
47.0
50.9
51.3
49.5
64.5
59.7
2.1
1.5
2.5
3.4
3.5
203.4
219.0
223.0
249.7
261.3
Recurrent Expenditure
The break up of where recurrent expenditure is sourced is shown below. Council
provides a diverse range of services with employee costs representing 40.8 per cent
and general works costs representing 33.5 per cent of Council’s recurrent
expenditure.
Recurrent
Expenses
2007-2008
$M
Employee Benefits
73.1
2008-2009
2009-2010
2010-2011
2011-2012
$M
78.7
$M
86.9
$M
94.6
$M
101.8
General Works
67.8
70.2
71.7
85.9
83.5
Administration
11.8
11.7
13.6
13.2
14.6
4.7
5.8
6.1
6.6
7.2
36.5
38.4
39.5
40.1
42.2
193.9
204.8
217.8
240.4
249.3
Utilities
Depreciation
Total
Net Result
The net result is made up of the recurrent result and one-off non-recurrent items such
as income related to capital project expenditure, contributions made by developers,
property sales and assets recognised from subdivision activity. In 2011-2012 the net
result was $19.7 million.
Net Result
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
27.4
43.2
30.9
37.8
19.7
Surplus (Deficit)
$M
Over the past five years the net result has continued to be impacted by high levels of
building and subdivision activity, providing Council with assets transferred from
developers. In 2011-2012, the nonrecurrent income items included:
• Income for capital projects of $15.6 million
• Cash contributions from developers of $2.4 million
• Assets received from developers of $22.3 million.
The non-recurrent expenditure items include $23.5 million for the unfunded
superannuation call.
Balance Sheet
The Balance Sheet shows what we own (assets), what we owe (liabilities) and our
net worth (equity).
Assets (what we own)
The major components of our assets include:
• Cash and Investments of $74.2 million (12 per cent increase on 2010-2011
levels due to early receipt of 2012-2013 Grants Commission allocation and
lower than expected capital expenditure).
• Property Plant and Equipment worth $1.7 billion (six per cent increase from
2010-2011 mainly due to acquisitions in the property and infrastructure
categories).
These components make up 98.9 per cent of our total assets.
Total Assets
Total Assets
2007-2008
2008-2009
2009-2010
2010-2011
2011 -2 012
1,366.7
1,468.1
1,648.8
1,710.3
1,814.7
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
30.3
53.1
58.6
66.3
74.2
$M
Cash and Investments
Cash and
Investments
$M
The closing cash balance at the end of 2011-2012 has increased to $74.2 million as
a result of receipt of the first instalment of 2012-2013 Grants Commission allocation
and the lower than expected capital expenditure. The cash balance covers Council’s
long service leave obligation of $14.5 million and provides funds to complete the
carry over capital works in the future.
Property, Infrastructure, Plant and Equipment
Property, infrastructure, plant and equipment has grown by 31 per cent over the last
five years with the main categories to increase being property, footpaths and bike
paths and recreation assets.
Asset Category
2007-2008
2008-2009
2009-2010
2010-2011
$M
$M
$M
$M
2011-2012
545.2
554.8
695.5
713.1
$M
773.3
22.7
22.9
24.1
23.5
24.5
292.9
336.4
337.8
341.6
343.2
Footpaths and
Bike paths
62.5
63.3
66.7
89.4
90.7
Kerb and Channel
77.5
78.0
78.9
76.4
77.2
205.5
210.1
215.4
218.8
251.3
Recreation
58.4
67.0
73.0
87.8
95.4
Infrastructure
Other
Work in Progress
22.5
22.9
21.1
22.9
22.7
27.1
39.1
56.6
47.1
41.8
1,314.3
1,394.5
1,569.1
1,620.6
1,720.1
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
52.4
71.8
67.9
62.7
65.3
Property
Plant and
Equipment
Roads
Drainage
Total
Capital Program
Capital
Expenditure $M
Council has an extensive capital works program to renew, upgrade and provide new
assets to ensure the continuation and improvement of services provided to the
community. Council spent $65.3 million on capital works in 2011-2012. This included:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Road replacement and construction $9.1million
Drainage replacement and construction $4.8 million
Plant and vehicles $4.7million
Eastern Beach Children’s Pool $3.5 million
Old Courthouse redevelopment $3.4 million
Footpath replacement and construction $2.5 million
Waurn Ponds Library $2.3 million
Construction of O’Briens Road $1.9 million
IT asset replacements $1.0 million
Kerb and channel replacement and construction $1.0 million
Drysdale Landfill Cell 4A $0.9 million
Lara Lake Pre School $0.9 million
Eastern Park stormwater project $0.9 million
Allanvale Kindergarten extension $0.8 million
Corio Sporting Club upgrade $0.7 million
Grovedale Cricket Clubroom upgrade $0.6 million
Lara Recreation Reserve $0.6 million
Kardinia Park Netball Court development $0.5 million
O’Briens Road Retarding Basin $0.5 million
Lara Library $0.5 million
Ocean Grove Kindergarten extension $0.5 million.
Infrastructure Maintenance and Renewal
Council budgets maintenance and renewal expenditure to maintain its assets in line
with the priorities identified in its asset management plans.
2007-2008
2008-2009
2009-2010
2010-2011
$M
$M
$M
$M
2011-2012
Parks and Road
Maintenance
23.6
25.1
27.9
30.4
$M
32.7
Road and Footpath
Works
10.3
12.7
13.1
12.8
15.1
Building
Maintenance
3.4
3.5
4.0
3.9
4.2
Recreation
Infrastructure
2.7
1.9
2.4
2.0
2.0
Community
Infrastructure
0.3
0.3
0.3
0.3
0.3
40.3
43.5
47.7
49.4
54.3
Total
Liabilities (what we owe)
Council’s liabilities include amounts owed to suppliers, amounts owed to employees
for leave entitlements, loans and the landfill provision.
Total liabilities were $110.9 million, an increase of 23 per cent on the 2010-2011
balance. This was mainly due to the unfunded superannuation liability of $23.5
million.
Total Liabilities
Total Liabilities
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
54.5
70.9
87.3
89.8
110.9
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
14.7
26.2
36.0
31.5
26.7
$M
Loans
Total Loans
$M
Our loan balance makes up 24 per cent of our total liabilities. There were no new
loans taken out by Council in 2011-2012.
Debt commitment
Debt
Commitment
Ratio
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
5.08
1.73
3.56
4.86
4.51
The debt commitment ratio shows the percentage of rates required to pay back
principal and interest on Council loans. Council’s ratio shows that a low percentage of
rates are used in loan servicing and that Council continues to have the capacity to
meet its debt repayments. The increase in the ratio in 2009-2010 was due to the
drawdown of a $12.5 million loan in February 2010.
Working Capital Ratio
$ of current
assets per $ of
current liability
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
1.36
1.82
1.79
1.74
1.64
The working capital ratio has decreased slightly in 2011-2012 due to the inclusion
of the Unfunded Superannuation Call in current liabilities which is offset by the
increase in the closing cash balance. Council continues to have a strong working
capital ratio and capacity to borrow as required for future capital works.
Ratepayer Equity
Ratepayer equity is represented by Council’s net worth, that is, what we own (total
assets of $1,815 million) minus what we owe (total liabilities of $111 million).
Ratepayer equity as at 30 June 2012 was $1,704 million, a five per cent increase on
the previous year. This is mainly attributed to the increase in our cash and
investments balance and the growth in our fixed asset base (property, plant and
equipment), partly offset by the Unfunded Superannuation Call.
Ratepayer Equity
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
1,312.3
1,397.2
1,561.5
1,620.5
1,703.9
$M
Looking Forward
The City of Greater Geelong adopted a new planning framework in City Plan 20092013. The framework identifies three strategic directions which represent the key
strengths required for our City to continue to prosper in the future; Community
Wellbeing, Growing the Economy and a Sustainable Built and Natural Environment.
Shaping Geelong’s Future
The City’s three strategic directions address the changing economic, social and
environmental landscape of our region, and the opportunities and challenges these
present. A number of outcomes within each strategic direction have been identified
as key focus areas.
The strategic directions and outcomes for our community are:
Community Wellbeing
Objective: To improve the health and quality of life of all residents of Greater Geelong
Outcomes:
• Improved healthy eating and physical activity
• Increased lifelong learning and literacy
• Liveable neighbourhoods.
Growing the Economy
Objective: Securing Geelong’s Economic Future
Outcomes:
• Plan and develop the National Transport and Logistics Precinct
• Development of the Cosmopolitan Heart
• Managed Growth.
Sustainable Built and Natural Environment
Objective: The City of Greater Geelong leads the community in sustainable
planning and environmental action.
Outcomes:
• Increased use of public and active transport
• A reduction in the organisation’s environmental footprint
• Agreed standards for sustainable development are in operation
• The Climate Change Adaptation Strategy is established
• Enhancement and protection of natural areas.
Supporting the delivery of our strategic outcomes
To support the delivery of our strategic directions and outcomes we have identified
several internal areas of focus. These are important as they not only guide us on how
we service and communicate to our community, but also how we manage our staff
and resources. We have set ourselves high standards to ensure that Geelong not
only remains the best place to live, but that Council is the best place to work. These
areas of focus are:
• Customer focused organisation
• Responsible financial management
• Safe work environment
• Motivated and skilled staff
• Informed and engaged community
• Efficient service delivery.
Systemic Planning Process
The Systemic Planning Process is based on the concept of continual learning from
past experiences and actions in a strategic planning context.
It is designed to promote commitment and accountability and links community needs,
corporate strategic directions, plans and outcomes. It ensures that council decisions
are evidence based and establishes clear measures of performance to enable
progress to be assessed and reported.
[Begin flowchart]
Gather Data
Information: Research, community engagement
Sense Making
An Agreed Vision
Vision: The Best Place to Live
Mission: Building Relationships
Identify Gaps
Strategic Directions: Plan of action to get from current, to future state
Community Wellbeing, Environment, Growing the Economy
Critical Success Factors
How to Close the Gaps
Strategic Outcomes: What we are trying to achieve or influence in each strategic
direction
Strategies: Strategies/Master Plans that support the Strategic Directions
Develop Micro-Plans
Actions/Projects: Priority Actions within Strategies/Master Plans
Action Learning
Implement and Monitor
City Plan
Resource Plan
Annual Budget
Metrics: Measure and report our progress toward achieving outcomes.
Processes: Review performance and respond.
[End flowchart]
The Year Ahead
2012-2013 will see the City continue working on the 13 key projects that have been
earmarked because of their strategic value to the wider community. These priorities
represent Council’s long term ambitions for the municipality. An update on these
projects is provided on pages 33-37.
The City will also tackle other key issues in the immediate term that are important to
the community and will result in long term benefits. In the coming year the City will
work in partnership with key stakeholders to ensure Central Geelong is an attractive,
vibrant place to work, invest in, live and visit, including continuing to plan for the
redevelopment of our cultural heart. The coming 12 months will also see the
continued development of waste minimisation strategies which will play a key role in
limiting the financial impost of waste management in years to come and deliver the
best environmental outcomes as well.
Geelong Future Cities – Geelong Cultural Precinct Master Plan (Library and
Heritage Centre)
In partnership with the Victorian State Government, the Geelong Future Cities –
Geelong Cultural Precinct Master Plan vision is to create a precinct that enlivens the
cultural life of the people of Greater Geelong and its visitors.
The Geelong Library and Heritage Centre redevelopment is a very exciting
component of Geelong’s Cultural Precinct and will be a vibrant hub for locals and
visitors alike. With almost 500,000 visitors to the precinct each year, close to half of
whom are library visitors – the redevelopment will double library visitor numbers in
the first year, with a flow on effect to the other cultural institutions in the precinct.
Today public libraries are being re-invented. They operate on many levels, not the
least of which is to serve as a community hub. The replacement of the current
outdated and inefficient central library and separate heritage centre with an
integrated, modern facility would include spaces for people to meet, relax and study
in state of the art facilities with access to new multimedia and emerging information
technologies.
The existing Geelong Heritage Centre is home to an irreplaceable archive of
documents and images of Geelong’s early history. A new home for this collection
would not only ensure optimum storage conditions but also provide much improved
public access. Combining the heritage centre with the library opens up opportunities
for exhibitions and displays of the heritage centre’s valuable archive material
including the very impressive collection of early photographs of our city.
The new Geelong Library and Heritage Centre will be a community and civic anchor
for the Geelong Cultural Precinct – a hub which preserves and shares the identity of
the community, a regional centre of learning, knowledge and culture.
Following the business case development and the City of Greater Geelong’s
commitment of $15 million to the capital cost (with an additional $5 million for the
library collection and car parking), the State Government has committed $15 million
and the Federal Government $10 million. With funding in place, a governance
structure to manage the construction of the new Geelong Library and Heritage Centre
has been formalised.
It is anticipated that construction will commence during 2013 with completion
expected in late 2015.
The Geelong Cultural Precinct is a vision that recognises the value of co-locating the
city’s major civic and cultural institutions together next to historic Johnstone Park and
near the railway station. Today the redevelopment of any one facility brings benefits
to the others.
Cruise Ship Destination Project – Yarra Street Pier
The former Yarra Street Pier was a key feature of the Geelong Waterfront for more
than 100 years until it was destroyed by fire in 1988. This has meant that Geelong
has lacked a publicly owned pier for almost 25 years.
For some time the Council has identified the construction of a new Yarra Street Pier
as one of its priority funding projects in recognition of the potential to expand our
share of the cruise ship market and the community benefits that would derive from
the development a new publicly owned pier.
This project proposes to reconstruct the Yarra Street Pier and develop further
infrastructure for yachting and motor cruisers. It will provide a public facility that
improves access to the water, supports major events and enhances recreation,
economic and tourism opportunities. It will also provide a much needed public facility
to enable more cruise ships to visit Geelong.
During the recent cruise ship season, Geelong hosted two cruise ships. The Spirit of
Adventure sailed in on 20 December 2011 and the Regatta on 17 February 2012,
which is testament to our appeal as a cruise ship destination. These ships anchored
in the bay and passengers came ashore via a tender vessel. Feedback from cruise
ship visitors was positive with 97 per cent of the 196 passengers that were surveyed
saying that they would recommend Geelong to others and they referred to Geelong
as "welcoming" and "friendly". However, 84 per cent of the respondents would have
preferred to disembark at a pier rather than come ashore via the ship’s tender.
Having a publicly owned pier that provides unrestricted access is essential to
Geelong’s future as a cruise ship destination. It would also allow the city to attract
more major events, particularly those requiring marine infrastructure, such as
triathlons.
The City with funding support from Regional Development Victoria, Tourism Victoria
and Geelong Otway Tourism have funded a business case examining infrastructure
needs related to attracting cruise ships to Geelong and establishing the region as
Victoria’s second cruise ship destination. Add to this the ongoing interest in Geelong
by cruise ship companies and it is very encouraging and strengthens the City’s case
for funding support for the new Yarra Street Pier.
The business case confirms that the City will require $25.7 million from the State
Government to go towards the $5 million committed by the City and $2.5 million
committed by the Royal Geelong Yacht Club.
It is proposed to establish a Project Governance Structure and a Steering Committee
to oversee and drive the project, with the primary focus to secure the funding
required to facilitate the construction.
A new Yarra Street Pier would deliver significant benefits to the Geelong region’s
tourism and major event sectors and to the wider community including:
• Greater economic returns for both the Geelong region ($41.0 million) and the
State ($52.4 million).
• Approximately 403 new full time equivalent jobs over the first ten years of
operation, and 234 during construction.
• Diversifying the waterfront experience leading to increased activity in Central
Geelong.
• Increasing maritime uses of Corio Bay by creating a safe harbour to
benefit all users (such as recreational boating).
• Securing for the Geelong region a segment of the cruise ship market with up
to four cruise ship visits per season from 2015, growing to 25 in 2025.
• Improved liveability and profile for Geelong as a waterfront city.
• Regular port for visiting naval vessels with up to four visits per year.
• Attract significant major events and build on Geelong’s growing reputation as a
host city for events, as a direct result of the new pier infrastructure.
• Expand the Festival of Sails and attract additional yachting regattas annually.
The next twelve months will see the City and other partners in the project continue to
seek funding to make this project a reality.
Central Geelong
Some areas of Central Geelong are experiencing a transition, which is a common
cycle in retail precincts. Vacant shops in high-profile locations are disappointing, but
do not necessarily reflect an accurate picture of overall business activity. Since
2001 the number of businesses in Central Geelong has increased from 1,149 to
1,421, and the number of people working in Central Geelong has continued to grow
steadily and is now almost 16,000.
The City of Greater Geelong is working with the State Government, Committee for
Geelong and Deakin University, to identify ideas for the next phase development of
Geelong’s city centre. The project known as Vision 2 will look at the future needs of
the Geelong region alongside national and international trends for city centres. It will
also review the existing Central Geelong Structure Plan with a view to managing
population growth whilst maintaining lifestyle choice and amenity.
Vision 2 aims to achieve a shared vision for Central Geelong and identify areas,
strategies and opportunities that will provide a vision, momentum and investment
for the next 20 years of growth.
Council also adopted the Central Geelong Looking Forward project which will operate
in parallel with Vision 2. The plan includes a number of actions listed under six
themes that were identified as priorities during a series of stakeholder forums on
Central Geelong that were convened in December 2010. Stakeholders comprised
City of Greater Geelong councillors and officers, State Government members,
Central Geelong Marketing, police, building owners, retail operators, real estate
agents, the Chamber of Commerce, Australian Retailers Association and G21. The
themes identified were:
• Accommodation
• Attracting new business
• The cost of doing business
• Parking
• Promotion and development
• Safety. Key actions contained within the Central Geelong Looking
Forward project action plan include; investigating opportunities for shop-top living;
developing a long term strategy for Central Geelong accessibility (including an
independent parking review); the creation of a retail planning and investor prospectus
for Central Geelong; and the formation of an advocate group to give advice on the
revitalisation of Central Geelong.
The City has also worked closely with successive State Governments on Central
Geelong with significant progress. With further development of public precincts, it is
anticipated the destination appeal of Central Geelong will be increased as has been
the case on the waterfront.
A new government services building at the Geelong Railway Station, the Western
Wedge commercial and residential project, the proposed new Yarra Street Pier and a
new library and heritage centre are all examples of the City of Greater Geelong
working to stimulate the local economy through publicly funded projects.
Residential growth in Central Geelong is a major part of the vision. The City will
continue the work that has been undertaken with the State Government on the
Central Geelong Urban Living project to facilitate and increase residential living in the
city. Over the past five years more than 450 new apartments have been constructed
or approved in the city centre.
The City has received $1.5 million funding from the State Government to carry out
works in Central Geelong laneways with the aim of improving pedestrian movement
and encouraging commercial activity, vibrancy and city living. Five projects in three
different locations have been earmarked for implementation in the first stage. The
project is consistent with the objectives identified by the Central Geelong Looking
Forward Advocacy Group.
The fifth Healthy Cities "Working Together to Achieve Liveable Cities" Conference
will also be held in Geelong in July 2012. The City worked hard to secure this event
for Geelong because the topics covered are extremely relevant and timely for our city
and will help identify the trends and drivers for transitioning city centres.
The future of Central Geelong is likely to result in greater mixed use where traditional
retail is supplemented by arts, culture, residential, entertainment, education, medical
and business to create an active and vibrant city.
Waste Management
Waste management remains a major focus for the City of Greater Geelong and
during the 2012-2013 year the City will continue to devote considerable resources to
this fundamental area of operations.
The State Government through the Environment Protection Authority continues to
impose increasingly strict regulations on the management of waste as part of its aim
to limit the amount of rubbish that is buried in landfill.
Whilst this is an important and worthy aim it has resulted in the City having to pass on
significant increases in EPA landfill levies. Landfill levies will continue to rise and
Geelong has the added challenge of the closure of the Corio landfill site which has
reached the end of its operational life. A component of the landfill gate price increase
includes the rise in the EPA levies.
The City is also considering what the impact of a carbon tax might be on landfill
operations at Drysdale.
Waste minimisation will be the key factor in limiting the financial impost of waste
management in years to come and this is the strategy that delivers the best
environmental outcome as well.
The City of Greater Geelong has been at the forefront of domestic recycling and
waste management since the introduction of the three-bin recycling and waste
collection system in late 2002.
The challenge is to find innovative new ways to reduce, reuse and recycle, while
sending material to landfill should be a last resort. In the past 12 months, the City has
undertaken a range of unwanted household goods projects and provided information
to increase the awareness of existing recycling and reuse programs.
The City has successfully conducted mattress and tyre programs where these items
were able to be dropped off at our resource recovery centres at discounted costs. A
car boot program has also been conducted and the City has also commenced a
"Free Stuff" column in the Geelong Advertiser where residents can advertise free of
charge their bulky household items. These items are advertised as free items and
must be in good working order. The success of these programs will see them
continue into the future.
The preliminary design for rehabilitation work at the Corio Landfill site has been
completed with works to commence in the 2012 -2013 financial year. The
construction of Cell 4A at Drysdale is complete and bores to monitor gas emissions
at both the Corio and Drysdale sites have been installed. Landfill gas also continues
to be collected and turned into electricity at Corio powering the equivalent of 1,100
homes. This is also soon to commence in Drysdale.
The next financial year will see further projects undertaken including a feasibility
study into a new resource recovery centre and further initiatives for unwanted
household items including the provision of a tip voucher for a boot load to all
residents.
Greenwaste management continues to provide challenges for the whole Victorian
greenwaste industry and to address this, the City will establish a site for greenwaste
processing and ultimately composting in Point Wilson.
Improvements to kerbside waste collection will be implemented in 2013 with the
progressive changeover of standard 120 litre garbage bins to 140 litre bins. Larger
360 litre recycling bins will also be trialled and may replace the current 240 litre bin.
Best practice waste management focuses on waste minimisation and this is the
philosophy which guides Council policies and operations. The City will be seeking
funding support from the EPA to help implement further waste minimisation
strategies in the Geelong region in the years to come.
Council Funding Priorities Update
Our Council has identified key projects for the municipality, each of which is
recognised as having particular strategic importance for the future of the Geelong
region.
These priorities represent Council’s long term ambitions for the municipality. They do
not replace or take precedence over the core functions of Council.
The priorities reflect the diverse needs within the municipality, ranging from large
scale infrastructure development opportunities to grass roots community facilities.
They have been earmarked because of their strategic value to the wider community –
they will provide jobs; they will service population growth; they will deliver vital
community services.
The following is an update on the progress of each of these projects for the 20112012 year.
Overview
Status Update
Waterfront and Central Geelong Precinct
The Geelong Future Cities - Geelong Cultural Precinct Master Plan
In partnership with the Victorian State
Government, the Geelong Future Cities –
Geelong Cultural Precinct Master Plan vision is
to create a precinct that enlivens the cultural
life of the people of Greater Geelong and its
visitors.
The project attracted $7.9 million in funding from the
State Government which has resulted in the recently
completed major upgrade to the Old Court House
building which is home to Back to Back Theatre,
Courthouse ARTS and the Courthouse Café. The
funding also assisted with the development of
business cases for a major upgrade to the Geelong
A key project of the proposed precinct is the
Performing Arts Centre and the construction of an
replacement of the current outdated and
integrated Geelong Library and Heritage Centre
inefficient central library and separate heritage (GLHC).
centre with an integrated, modern facility.
Following the business case development and the
The Master Plan also identified a major
City’s commitment of $15 million to the capital cost of
upgrade to the Geelong Performing Arts
a new GLHC (with an additional $5 million for the
Centre, the eventual expansion of the Geelong collection and car parking), the State Government
Gallery and an upgrade of the surrounding
has committed $15 million along with a recent
public realm.
commitment of $10 million from the Federal
Government. With funding in place, a governance
structure to manage the construction of the new
GLHC has been formalised.
Planning is well underway for the GLHC
redevelopment with ARM Architecture appointed to
undertake the design and Davis Langdon appointed
to manage the project.
It is anticipated that construction will commence mid2013 with completion expected in late 2015.
Geelong Convention And Exhibition Centre
Geelong is an award-winning convention
destination, however a lack of suitable
convention space limits our ability to capitalise
on the growing national conference market,
which generates $17 billion annually.
The proposed Geelong Convention and
Exhibition Centre would include a conference
venue with the capacity to cater for up to 1,000
plenary delegates. It would provide 3,000 m2
of exhibition space, along with banqueting
facilities, meeting rooms, a business centre
and retail outlets. A five-star hotel is envisaged
to complement the Convention Centre and
accommodate delegates.
Yarra Street Pier - Cruise Ship Destination
A Project Steering Group and Project Reference
Group led by the City have been appointed, including
representatives from the local business and
education community. Support for the project
continues to grow with increasing understanding of
the benefits generated from business events and the
proposed centre.
During 2011 Council resolved that a site along
Hearne Parade be the preferred location for the
proposed facility. This former tip site will allow for a
"low rise" development that will enhance this area of
Central Geelong. The City is currently working with
the various State Government departments to
undertake the necessary approval processes to
facilitate this outcome.
The former Yarra Street Pier was a key feature
of the Geelong Waterfront for more than 100
years until it was destroyed by fire in 1988.
This project proposes to reconstruct the Yarra
Street Pier and develop further infrastructure
for yachting and motor cruisers. It will provide
a public facility that improves access to the
water, supports major events and enhances
recreation, economic and tourism
opportunities.
In partnership with Regional Development Victoria,
Tourism Victoria and Geelong Otway Tourism, the
City of Greater Geelong commissioned a business
case for the reconstruction of the Yarra Street Pier
examining infrastructure needs related to attracting
cruise ships to Geelong and establishing the region
as Victoria’s second cruise ship destination.
Ongoing interest in Geelong by cruise ship
companies also strengthens the City’s case for
funding support for the new Yarra Street Pier.
A new Yarra Street Pier will provide a much
needed public facility to enable more cruise
ships to visit Geelong. Having a publicly
owned pier that provides unrestricted access
is essential to Geelong’s future as a cruise
ship destination.
The business case confirms that the City will require
$25.7 million from the State Government to go
towards the $5 million committed by the City and
$2.5 million committed by the Royal Geelong Yacht
Club.
The preferred option would see the Yarra
Street Pier rebuilt on its original alignment
along with additional works in Fisherman’s
Basin and an expansion of the Royal Geelong
Yacht Club marina. These works would be
delivered over two stages, subject to securing
the full $33.2 million funding.
It is proposed to establish a Project Governance
Structure and a Steering Committee to oversee and
drive the project, with the primary focus to secure the
funding required to facilitate the construction.
Mineral Springs Spa
Beneath Corio Bay is a reserve of natural
mineral water. The mineral springs in Geelong
were popular sources of therapeutic drinking
water in the 19th Century, but were closed
down in 1959. It is rare for such a resource to
be available in the heart of a major city, and
this presents a unique opportunity to add
another draw card to the Waterfront.
The City has been working with Tourism Victoria and
the Victorian Mineral Springs Committee to prepare
the project for an expression of interest to the
market for commercial development.
This has involved a number of projects including
confirmation of springs location and availability of
water, the identification of cultural and heritage
requirements, the identification of native vegetation
The City of Greater Geelong proposes to
and fauna management requirements, statutory
establish a modern therapeutic mineral springs approval process requirements and assessing the
spa and bath house on the Waterfront. The
impact of sea level rise. The next step is to ensure
facility will use mineral water emanating from
that the land is designated by State Government for
the coastal geology at Eastern Park and will
the purpose of a Mineral Spa Complex.
establish Geelong as a mineral springs spa
destination.
Western Wedge
Council is working in partnership with the
State Government on an initiative aimed at
creating opportunities for people to live and
work in the same area, and developing
sustainable transport options. This project sits
within the Western Wedge; an area within
Central Geelong identified as "under-used"
with a mix of warehousing and light industry,
but with great potential for high density,
mixed-use development.
In the past five years, over $31 million has been
invested by the State Government in a program of
studies and infrastructure works. These have focused
on encouraging a mix of residential opportunities in
Central Geelong, and improved access to and from
Geelong Railway Station including forecourt works,
traffic management, parking, and the recently
completed entrance off Mercer Street. A $1.5 million
contribution was also made to the City for streetscape
and infrastructure works that have provided improved
pedestrian safety and amenity.
A proposal is being considered through State
Government on a Central Geelong Urban Living
feasibility project to investigate mechanisms aimed at
increasing the number of people living in "shop-top"
housing and infill development.
Civic Accommodation
The City of Greater Geelong is one of the
region’s largest employers with over 2,300 full
time, part time and casual staff. For a number
of years, the City’s administrative and civic
functions have been spread over several
locations in Central Geelong, resulting in
unnecessary costs and inefficiencies.
This project is examining the potential to
construct a single office building on a site that
the City has acquired within the Western
Wedge precinct that will provide a "one-stopshop" for all customers.
The City’s long term Civic Accommodation Strategy
has been to develop the site purchased in the
Central Geelong area for this purpose.
As a medium term lease consolidation option, and to
address organisational and accommodation growth,
the City has entered into a consolidated 10-year
lease for office accommodation located in two
buildings at 100 Brougham Street and 103 Corio
Street.
The City is undertaking detailed investigations and is
also in discussions with the receivers to determine
whether the conditions of a purchase of the property
are a favourable long-term accommodation solution.
Northern Gateway Precinct
Geelong Ring Road Employment Precinct
The Geelong Ring Road Employment Precinct
(GREP) consists of 500 hectares of high value
industrial zoned land to the north of Geelong,
with frontage to the Geelong Ring Road.
Approximately two thirds of this land is
currently undeveloped.
This site is ideally situated to cater for the
markets of Geelong, Western Victoria and
Metropolitan Melbourne, and has direct access
to the Port of Geelong, Avalon Airport, major
rail lines, Princes Freeway and the Geelong
Ring Road
This project will see the estate developed as a
state-of-the-art industrial precinct, providing
sites for a wide range of industries, maximising
the area’s very large economic potential.
Stage one works worth $7.4 million have been
completed which includes the construction of
O’Briens Road and associated drainage at the
southern end of the precinct. Several on site
retarding basins to capture stormwater with the
potential for reuse within the GREP are also being
developed. This has created land along the Geelong
Ring Road that is fully serviced and ready for
development of business.
Stage two of development will open up large size
lots in the north of the GREP through the provision
of major drainage facilities, and stage three will
consolidate an old residential estate ready for
industrial development with major drainage
infrastructure provided. The three stages are
expected to cost $32 million.
Marketing and promotion of the Geelong Ring Road
Employment Precinct commenced in mid-2011 and
the first site was sold early in 2012 for $0.5M.
National Transport And Logistics Precinct
Freight and logistics are industry sectors which
will continue to grow in Australia especially in
the Geelong region. This project aims to
develop transport links between the Geelong
Ring Road Employment Precinct, the Geelong
Port, Avalon Airport, V-line’s existing freight
services and major roads such as the Geelong
Ring Road and the Princes Freeway.
The City is working to develop a vision of how this
area can develop into a nationally significant freight
and logistics hub in the future and to identify the
transport infrastructure required in the long term to
ensure economic opportunities are realised.
This work is being undertaken in consultation with the
Victorian Government which is preparing a
Metropolitan Planning Strategy for Melbourne that will
The Port of Geelong offers zoned land for port consider the future development of the Geelongrelated activities. Avalon Airport offers 1,840
Werribee corridor. The State Government is also
hectares of land for dedicated commercial
proposing the development of a rail link to Avalon
opportunities, including integrated logistics,
Airport to support Avalon as Victoria’s second airport.
freight handling, property development, aircraft
maintenance and pilot training. The Geelong
A feasibility study to investigate the potential to
Ring Road Employment Precinct comprises
reinstate an existing rail spur to service properties in
500 hectares of industrial land which is
the south of the Geelong Ring Road Employment
strategically located with exposure to the Ring Precinct has been initiated by the City and a
Road.
consortium of landowners. The development of an
intermodal facility in the precinct is also supported.
The City is working closely with Avalon Airport to
further develop site capacity to expand domestic
passenger services, and accommodate an Aviation
Academy. The City also supports Avalon Airport’s
aim to become an international airport.
The Victorian Regional Channels Authority is also
preparing a development strategy for Geelong Port.
Community Renewal And Regeneration
The City is currently involved in a number of
"whole of government" responses in
addressing disadvantage in parts of the
municipality through improved social, business,
educational and physical spaces.
Investing in regeneration programs builds on
work already underway to address priority
needs in specific areas – from Geelong’s
northern suburbs, which are the heartlands of
industry and migration, to smaller
neighbourhoods such as Whittington, and
coastal towns throughout the region. The City
is working in partnership with local people,
business and government on projects with
diverse aims such as stimulating jobs, building
community pride and increasing housing
affordability.
A range of significant community renewal and
building initiatives are underway in suburbs
across the municipality.
The Whittington Action Plan 2010-2012 was
adopted by Council in late 2010, identifying a
number of actions to address residents’
concerns and boost local pride, adding to the
$2.3 million redevelopment of the Whittington
Link, the reopening of the Kindergarten at
Apollo Place and the successful Whittington
FlameFest community festival.
Engagement to inform the Grovedale Oberon
Community Action Plan has taken place and the
Connecting Thomson Community Action Plan was
released in May 2012. These projects have both
received Community Planning Grants from the
Department of Planning and Community
Development.
The City completed the Corio/Norlane Structure Plan
that identifies key land use and other priorities for the
suburbs. Council has committed to a $4 million new
Integrated Children’s Centre at Windsor Park in North
Shore. The City will continue to work with the
Victorian Government who is leading the
regeneration project in the northern suburbs. A
redevelopment program of existing housing stock has
been undertaken, and scoping studies for a major
urban renewal are underway. The first step of the
school regeneration program was completed, with
the consolidation of a number of small schools into
one school, known as Northern Bay College, across
five campuses.
Whittington Works! is a part of the broader
Whittington Community Renewal program and is a
collaboration between 17 organisations from the
employment, training and education sectors. The
project aims to develop flexible solutions to local
education, training and employment issues. This is a
very targeted project that will skill up long term
unemployed people and match them with local jobs.
10 people from the initial intake will graduate in July
2012.
Geelong Marine Industry Project
The Geelong Marine Industry Project, which
has been informed by the Osborne House
Marine Precinct Master Plan, aims to develop
an industrial marine precinct at St Helens on
Corio Bay to support the recreational marine
industry.
Included in the precinct could be
manufacturing, maintenance/repair, storage
and slip/lift facilities, accompanied by marine
based retail, clubhouse and improved
facilities for boating, as well as a restored
Osborne House homestead.
The City has been working in partnership with key
state government agencies to identify processes for
realising the Geelong Marine Industry Project. A
Conservation Management Plan has been
developed for Osborne House, along with a
business case for the project which investigates
and reports on a range of issues including social,
financial, economic and environmental analysis.
Having completed the business case, The City has
resolved not to proceed with an expression of
interest process at this time, however the long term
vision is for the revitalisation of Corio Bay and
waterfront area adjacent to Osborne House. The
City continues to investigate potential long term
sustainable uses for Osborne House that are
consistent with this vision.
Southern Corridor Precinct
Armstrong Creek
The vision for Armstrong Creek is an urban
development that meets the highest standards
of sustainable living. This is one of the largest
strategic planning projects ever undertaken by
the City and will provide for more than 22,000
dwellings and a potential population of 55,000
people.
An Integrated Infrastructure Delivery Plan has
been developed to guide the planning for
infrastructure such as roads and sewer assets,
as well as community and social infrastructure
that fosters social interaction, health and
wellbeing and an environmentally sustainable
way of living.
The Armstrong Creek Urban Growth Area has
seven precincts; two dedicated to providing
employment diversity, four residential and one for
the Major Activity Centre which will provide a mix of
business, retail and residential. To date, Precinct
Structure Plans have been approved for the East
Residential Precinct and the North East Industrial
Precinct.
In the last 12 months, planning approval was
granted for 1,240 lots in the East Residential
Precinct (Warralily Estate) and 72 lots in the North
East Industrial Precinct (Keystone Business Park).
Civil works are underway in order for development to
commence.
The West Residential Precinct has gone through a
Planning Scheme Amendment process and is likely
to have a Precinct Structure Plan approved in 2012.
The Major Activity Centre (Armstrong Creek Town
Centre) and Horseshoe Bend Precinct Structure
Plans are currently being prepared and are
scheduled for exhibition in late 2012.
Ring Road Extension to The Bellarine
An extension of the Geelong Ring Road to the
Bellarine Peninsula is vital for suitable longterm residential and commercial development,
and is a much sought after aspiration for our
region. This link, including a river crossing, is
yet to receive commitment from the Federal
and State Governments. It is currently a
component of land use planning being
undertaken as part of the Armstrong Creek
Urban Growth area, and ongoing investigation
work by VicRoads.
An alignment for Section 4C (Anglesea Road to the
Surf Coast Highway) has been selected by
VicRoads and a Public Acquisition Overlay was
approved by the Minister for Planning in October
2010.
Planning continues within the Armstrong Creek
urban growth area (Surf Coast Highway to the
Barwon River) to ensure land is set aside for this
future link. Land has already been nominated within
the approved North East Industrial Precinct
Structure Plan for this future road link.
Council is working with VicRoads who are currently
undertaking an alignment feasibility study east of the
Barwon River (through to Portarlington Road). This
work is expected to be completed by late 2012.
Municipal-Wide
Community Infrastructure
Council provides and maintains more than 150 Council has completed over $10 million worth of
community facilities including community halls, new and redeveloped Community Services
kindergartens, senior citizens centres,
infrastructure in 2011/12 including:
community centres, libraries and family and
•
Waurn Ponds Library (new)
children’s services. A number of these ageing •
Lara Library (new)
facilities are becoming increasingly less fit for
•
Allanvale, Ocean Grove, Lara Lake and
purpose, with additional facilities also required Portarlington preschool redevelopments
to meet high levels of growth.
•
Reynolds Road (Belmont) Maternal & Child
Health Centre (new)
The city is currently undertaking a strategic
approach to planning for future community
Council is in detail design phase for the Ocean
infrastructure needs, with a focus on
Grove Integrated Children’s Centre and the
developing community hubs, planning for
Leopold Community Hub. Planning is also
population growth and renewal. Council will
underway for new Early Learning Centres at
take advantage of partnership and government Barwon Heads, North Shore and Grovedale.
funding opportunities throughout the long term Redevelopment of the fOrT Youth Centre in
implementation of the plans. Timeframes for
Norlane will be completed in 2012. Design and
delivery of each infrastructure plan will be
development of a proposed "early delivery"
prioritised according to community needs.
Community facility in the Armstrong Creek East
Precinct has also commenced.
Council Information
The City of Greater Geelong is among the largest of the 79 Councils in Victoria,
providing services and facilities for more than 215,000 residents. The municipality is
made up of 12 wards, with one Councillor elected to represent each ward.
Ward Map
1. Austin
2. Cheetham
3. Coryule
4. Beangala
5. Buckley
6. Deakin
7. Kardinia
8. Brownbill
9. Kildare
10. Cowie
11. Corio
12. Windermere
Our Council
The Role of Council
Council operates under the Local Government Act 1989 and is elected to
provide leadership and good governance for the municipality and the local
community.
Council has a number of roles including:
• taking into account the diverse needs of the local community in decision making
• providing leadership by establishing strategic objectives and monitoring
achievements
• ensuring that resources are managed in a responsible and accountable manner
• advocating the interests of the local community to other communities and
governments
• Fostering community cohesion and encouraging active participation in civic life.
Council Elections
Victorian Local Government Elections are held every four years.
The Victorian Local Government elections were last held in November 2008, with four
new Councillors and eight returning Councillors elected to represent the City over the
next four years.
Councillors are elected by the community and they represent the overall public
interest of the region and their respective ward. They take part in formulating,
adopting and reviewing the corporate plan, annual budget and other operational
plans and also make informed decisions on Council policies and funding
requirements.
In the past, the Mayor was elected by the 12 Councillors for a one or two-year term
and at the end of that term, the Mayor could either stand for re-election for a further
term or decide to stand down.
The next council election will be held in October 2012 and this will be the first time
that the residents in the municipality will directly elect their Mayor.
The Mayor has several roles including chairing Council meetings, ensuring that
Council decisions are carried out and representing the City at government, civic and
ceremonial functions.
The Local Government Act provides for the Council to elect their Deputy Mayor.
Council Meetings
Council meets on the second and fourth Tuesday of each month with a variation over
the Christmas – New Year period. Meetings are open to the public and at the start of
ordinary meetings public question time gives any member of the community the
opportunity to freely ask a question on any Council-related matter.
Most meetings are held in the Council Chamber at City Hall at 7.00pm, however on a
quarterly basis Council Meetings are held at venues around the municipality. This
encourages greater access to the Councillors and the operations of Council.
During the 12 months to June 2012 Council Meetings have been held at the following
locations:
• 23 August 2011 – Leopold Sportsmans Club, Leopold
• 22 November 2011 – Vines Road Community Building, Hamlyn Heights
• 28 February 2012 – The Potato Shed, Drysdale
• 22 May 2012 – Hendy Street Hall, Corio.
Council Meeting Attendance July 2011 – June 2012
A total of 22 Ordinary Council Meetings were held during the period July 2011 to June
2012. The attendance record of Councillors is set out in the table below.
Name
Cr B Abley
Cr J Doull
Cr J Farrell
Cr K Fisher
Cr C Granger
Cr B Harwood
Cr E Kontelj
Cr S Kontelj
Cr R Macdonald
Cr J Mitchell
Cr R Nelson
Cr A Richards
Ordinary
22
19
22
20
22
16
20
20
21
16
21
22
Our Councillors
Austin Ward
Cr John Mitchell (Mayor)
Elected To Council: November 2004
Portfolio: Central Geelong Looking Forward Communications Democracy and Governance
Sport and Recreation
Telephone: 0 4 0 0 6 1 6 1 4 7
Email: jmitchell@geelongcity.vic.gov.au
The Austin ward includes the suburbs of Breakwater, Moolap, Newcomb, St Albans
Park, Thomson, Whittington and parts of East Geelong.
Kardinia Ward
Cr Bruce Harwood
Elected To Council: February 2003
Portfolio: Finance Tourism Major Events Strategic Development
Telephone: 0 4 0 9 5 1 2 5 4 4
Email: bharwood@geelongcity.vic.gov.au
The Kardinia ward includes the suburb of Belmont and parts of Grovedale, Marshall,
and a small section of Highton.
Beangala Ward
Cr Jan Farrell
Elected To Council: November 2004
Portfolio: Education and Youth Community Safety
Telephone: 0 4 3 7 1 0 3 0 3 5
Email: jfarrell@geelongcity.vic.gov.au
The Beangala Ward includes the townships of Ocean Grove and Point Lonsdale, as
well as the rural area of Mannerim and parts of Marcus Hill. Also includes Swan Bay
and parts of Wallington and Drysdale.
Brownbill Ward
Cr Barbara Abley AM DSJ
Elected To Council: March 2001
Portfolio: Arts and Culture
Telephone: 0 4 1 9 3 5 8 2 23
Email: abley@geelongcity.vic.gov.au
The Brownbill ward includes the suburbs of Geelong West, Rippleside, Drumcondra, Geelong and
the Central Business District and parts of Hamlyn Heights, East Geelong, South Geelong and
North Geelong.
Buckley Ward
Cr Andy Richards
Elected To Council: November 2008
Portfolio: Infrastructure Parks and Gardens Transport
Telephone: 0 4 0 8 3 2 1 3 4 4
Email: arichards@geelongcity.vic.gov.au
The Buckley ward includes Barwon Heads, Breamlea, Connewarre, Armstrong
Creek, Charlemont, and parts of Marshall, Mount Duneed, Waurn Ponds and
Grovedale.
Cheetham Ward
Cr Rod Macdonald
Elected To Council: November 2004
Portfolio: Economic Development Planning
Telephone: 0 4 5 8 5 0 9 9 9 4
Email: rmadconald@geelongcity.vic.gov.au
The Cheetham ward includes the suburb of Leopold, the townships of Curlewis,
Wallington and parts of Clifton Springs, Drysdale, Connewarre, Mannerim and
Marcus Hill.
Corio Ward
Cr Kylie Fisher
Elected To Council: November 2008
Portfolio: Community Development
Telephone: 0 4 3 9 0 1 1 0 0 3
Email: kfisher@geelongcity.vic.gov.au
The Corio ward includes the suburbs of Norlane, North Shore and parts of Lovely
Banks and Corio.
Coryule Ward
Cr John Doull
Elected To Council: November 2008
Portfolio: Environment and Sustainability Climate Change
Telephone: 0 4 4 8 5 6 0 8 9 7
Email: jdoull@geelongcity.vic.gov.au
The Coryule ward includes the township of Indented Head, Portarlington, St
Leonards, Northern Rural Bellarine and Clifton Springs
Cowie Ward
Cr Eddy Kontelj
Elected To Council: March 2010
Portfolio: Aboriginal Affairs Multicultural Affairs
Telephone: 0 4 8 8 2 1 1 1 4 8
Email: ekontelj@geelongcity.vic.gov.au
The Cowie ward includes the suburbs of North Geelong, Bell Park, Bell Post Hill,
Batesford, and parts of Hamlyn Heights, Norlane and North Shore.
Deakin Ward
Cr Ron Nelson
Elected To Council: March 2011
Portfolio: Rural and Regional Affairs
Telephone: 0 4 2 9 5 3 1 8 7 5
Email: rnelson@geelongcity.vic.gov.au
The Deakin ward includes the suburbs of Highton, Waurn Ponds, Wandana Heights,
the township of Ceres and parts of Mount Duneed.
Kildare Ward
Cr Dr Srechko "Stretch" Kontelj OAM KSJ
Elected To Council: March 1998
Portfolio: Major Projects
Telephone: 0 4 1 9 3 2 7 3 0 3
Email: stretch@geelongcity.vic.gov.au
The Kildare ward includes the suburbs of Newtown, Manifold Heights and Herne Hill,
the township of Fyansford, and parts of Batesford, Hamlyn Heights, South Geelong
and Geelong.
Windermere Ward
Cr Cameron Granger (Deputy Mayor)
Elected To Council: November 2008
Portfolio: Heritage
Telephone: 0 4 4 8 7 1 8 3 4 7
Email: cgranger@geelongcity.vic.gov.au
The Windermere ward includes the townships of Avalon, Anakie, Lara, Little River,
Lovely Banks, Straughton Vale, Balliang, Moorabool, Point Wilson and parts of Corio.
Our People
The knowledge, skills, innovation and commitment of Council staff have been the
driving force behind many of our achievements in the past 12 months.
Our Mission
"We will focus on developing and maintaining effective working relationships to
deliver Council’s strategic directions and high quality services that meet the changing
needs of our community."
Our Values and Behaviours
Council prides itself on delivering outcomes that serve residents’ needs through
committed, motivated, enthusiastic, well trained and well resourced staff.
We aim to foster a culture that embraces a consistent set of behaviours that reflect
what we all truly value and believe in to deliver effective and efficient outcomes for
our community.
• Integrity
We will:
- act on our commitments
- be open, transparent, ethical and honest in our actions
- share information.
• Responsibility
We will:
- be accountable for our decisions and everything we do
- take pride in the job we are doing
- be loyal and support our work colleagues and organisation
- take responsibility for problem solving.
• Innovation
We will:
- look for and implement better ways of doing things
- be open to learning
- be responsive to the changing needs of the community.
• Respect
We will:
- listen and seek to understand the views of others
- be considerate and courteous
- recognise everyone’s contribution and value a job well done
- build positive relationships.
Organisation Structure
The City’s management structure is comprised of an executive management group
and a senior management group. Executive management consists of the Chief
Executive Officer and five general managers who oversee policy, strategic direction
and overall management of the organisation. There are 24 departments, each of
which is overseen by a senior manager, who are responsible for the organisation’s
day to day operations and strategic management.
Organisation Structure as at 30 June 2012
[begin flowchart]
Councillors, Community
Chief Executive Officer: Stephen Griffin
Research and Policy Advisor to the CEO: Fiona Dunbar
Internal Audit and Ombudsman office: David Lever
Corporate Services: Jeff Wall
 Administration and Governance: John Brown
 Corporate Strategy and Property Management: Lindsay Allan
 Customer Service and Councillor Support: Tim McDonald
 Financial Services: Mike Kelly
 Information Services: Andrew Downie
 Organisation Development: Howard Oorloff
 Communications and Marketing Unit: Darryn Chiller
Economic Development and Planning and Tourism: Peter Bettess
 City Development: Joanne Van Slageren
 Planning Strategy and Economic Development: Terry Demeo
 Tourism: Roger Grant
Community Services: Jenny McMahon
 Aged and Disability Services: Karen Pritchard
 Arts and Culture: Kaz Paton
 Community Development: Paul Jamieson
 Family Services: Linda Quinn
 Health and Local Laws: Steve Sodomaco
City Services: Gary Van Driel
 Engineering Services: David Hannah
 Environment and Natural Resources: Rodney Thomas
 Infrastructure Operations and Waste: Michael Dougall
 Parks and Support Services: Brendan Gaudion
 Co-ord Emergency Management and Municipal Resources: Kevin Garde
Projects, Recreation and Central Geelong: Dean Frost
 Capital Projects: Scott Cavanagh
 Events, Central Geelong and Waterfront: Steve Bentley
 Leisure Services: Malcolm Kuhn
 Sport and Recreation: Paul Jane
 Urban Design and Strategic Projects: Felix Hemingway
[end flowchart]
Chief Executive Officer
Stephen Griffin
Bachelor of Applied Science
Diploma of Education
Graduate Diploma Local Government Management
Master of Business Management
Stephen Griffin commenced as General Manager of Corporate Services at the City of
Greater Geelong in 2008, and was appointed to the position of Chief Executive Officer
in August 2009.
Stephen started his career as a teacher and taught at a number of schools in
Geelong. He then changed careers taking up employment at the City of Melbourne
where he worked in a number of areas within the Community Services area.
Following his stint with the City of Melbourne he joined the Wyndham City Council in
1994. He worked within the Community and Corporate Services divisions and was
the Director of Corporate Services before joining the City of Greater Geelong.
Stephen has been employed in local government for over 23 years and is a member
of a number of State Government committees focusing on various issues in the
Geelong region.
Working closely with Councillors to bring about the outcomes required for the
Geelong community is a major focus of Stephen’s role. He believes that developing
strong partnerships between State and Federal Government as well as the private
sector will be increasingly important in delivering large scale projects to Geelong.
Divisional Information
Corporate Services
Jeff Wall
General Manager Master of Business Administration Graduate Diploma of
Management Certificate of Business Studies (Accounting)
Commenced position in November 2009.
Services provided by this division include:
• Corporate Strategy
• Customer Service
• Financial Services
• Information Services
• Communications and Marketing
• Governance and Administration
• Procurement Services
• Risk Management
• Organisation Development
• Property transactions
• Council buildings maintenance and leasing management.
Quick facts:
Division’s EFT Staff: 167
Revenue ($000): $184,530
Expenditure ($000): $ 63,044
Assets ($000): $207,695
City Services
Gary Van Driel
General Manager
Master of Applied Science (Organisation
Development)
Bachelor of Engineering – Civil
Certified Municipal Engineer
Commenced position in April 2010.
Services provided by this division include:
• Engineering Services
• Asset and Traffic Management
• Environment and Natural Resources
• Infrastructure Operations (including road and footpath infrastructure construction
and maintenance)
• Parks and Support Services
• Waste Services.
Quick facts:
Division’s EFT Staff: 381
Revenue ($000): $40,521
Expenditure ($000): $108,063
Assets ($000): $1,145,980
Economic Development, Planning and Tourism
Peter Bettess
General Manager
Diploma of Engineering (Civil)
Diploma of Applied Science (Planning)
Bachelor of Arts
Bachelor of Laws
Master of Business Administration
Graduate Diploma of Legal Practice
Commenced position in April 2010.
Services provided by this division include:
• Statutory planning, building services and subdivisions
• Economic Development
• Tourism
• Land use planning
• Urban Growth Area Planning.
Quick facts:
Division’s EFT Staff: 99
Revenue ($000): $ 9,668
Expenditure ($000): $12,937
Assets ($000): $43,960
Community Services
Jenny McMahon
General Manager
Certificate of Applied Social Sciences (Child Care)
Bachelor of Business (Human Resources and Industrial Relations)
Graduate Australian Institute Company Directors (GAICD)
Commenced position in February 2011.
Services provided by this division include:
• Aged and Disability Services
• Arts and Cultural programs and facilities
• Geelong Heritage Centre
• Community Development
• Community Facilities
• Youth Services
• Family Services (including Family Day Care, Maternal Child Health, City Learning
and Care and Parenting Support Services)
• Health and Local Laws.
Quick facts:
Division’s EFT Staff: 520
Revenue ($000): $ 42,043
Expenditure ($000): $ 62,002
Assets ($000): $189,565
Projects, Recreation and Central Geelong
Dean Frost
General Manager
Bachelor of Applied Science (Human Movement) Graduate Diploma of Business
Administration Master of Business Administration
Commenced position in October 2007.
Services provided by this division include:
• Capital Projects Management
• Sport and Recreation Services and Facilities
• Leisure Services (including aquatic centres and leisure centres)
• Event Services (including Major Events)
• Central Geelong and Waterfront Management
• Urban Design
• Strategic Project Development.
Quick facts:
Division’s EFT Staff: 247
Revenue ($000): $ 26,224
Expenditure ($000): $ 37,258
Assets ($000): $227,885
Staff Profile
The City of Greater Geelong is one of the region’s largest employers. As of 30
June 2012 the City employed 2,443 people, equivalent to 1,418 full time staff.
In 2011-2012 staff turnover at the City of Greater Geelong was 5.9 per cent, the
lowest in recent years. This can be compared to 8.4 per cent in 2010-2011, 8.1 per
cent in 2009-2010 and 12.6 per cent in 2008-2009.
Total Head Count of Staff by Year
Staff numbers
2007-2008
2,095
2008-2009
2,267
2009-2010
2,331
2010-2011
2,433
2011-2012
2,443
Annual headcount includes short-term and casual employees such as pool
lifeguards, school holiday program staff and school crossing supervisors.
Annual Equivalent Full Time Staff* by Year
EFT
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
1,236
1,266
1,312
1,375
1,418
*EFT (Equivalent Full Time) 38 hours per week.
The increase to EFT staff numbers over the past 12 months has been across many
of the City’s key service areas to meet the increasing demand of the growing
population. This includes the areas of Town Planning, Leisure Services and the new
Healthy Communities section undertaking the National Partnership Agreement on
Preventive Health program (NPAPH). The Geelong arm of the NPAPH program will
be funded $5.25 million over a period of four years and involves a dedicated health
promotion workforce of 11 equivalent full-time positions.
Percentage of EFT by Employment Type
Employment Type
2010-2011
2011-2012
Full time (%)
63.0
65.7
Part time (%)
28.5
27.1
8.5
7.2
Casual (%)
In order to deliver the broad range of services provided by council throughout the
year, flexible employment arrangements are required. This provides benefits for both
the community and our staff. The distribution between these employment types is
shown.
Age Spread of Employees (by Head Count)
Age Range
15 - 24
25 - 34
35 - 44
45 - 54
55 - 64
65+
% of workforce
13.7
16.1
20.5
25.2
19.0
5.5
The age spread of Council’s staff is consistent with Australia’s ageing workforce
trend.
This presents challenges in retaining and recruiting sufficient staff, as increasing
numbers of our employees move towards the retirement phase of their lives.
Council is continuing to address this issue through initiatives such as work
experience placements, succession planning, flexible working arrangements,
family friendly policies and learning and development programs.
Gender Composition of Employees (by Head Count)
Male (%)
Female (%)
Executive Management
83.4
16.6
Department Management
81.8
18.2
Coordinators
65.0
35.0
Other
33.8
66.2
This indicates the split between males (total 857) and female (total 1,586) in the
various employment levels within the City. By implementing different training and
development programs, the City of Greater Geelong is taking a proactive approach to
decreasing the gender gaps within the management group.
Employee Excellence Awards
This program is designed to reward and recognise individuals and teams for their
exceptional performance in customer service, health and safety/risk management,
innovation and business improvement or corporate behaviour.
During 2011-2012, 20 employees were recognised for their exceptional performance.
Month
Name
Department
July 2011
Lisa Demajo
Simon Jackson
Family Services
Planning Strategy and Economic
Development
August 2011
Tim Osborne
Parks and Support Services
September 2011
Kim Hunter
Leisure Services
October 2011
Priscilla Leahy Team:
Ted Thirlwell
Matthew Szymczak
Kelly Ivens Michelle
Flight Christine
Silvestroni
Central Geelong and
Waterfront Administration
and Governance Information
Services Communications
and Marketing Economic
Development Economic
Development
November 2011
Helen Herbert and Jodie Bath
Family Services
December 2011
and January 2012
February 2012
Kylie Deppeler Vicki
Clark Cameron
Littlehales
Adrian Kenyon and Darby Munro
Information Services
Document Management Services
Infrastructure Operations and Waste
Infrastructure Operations and Waste
March 2012
Gray Bowden
Health and Local Laws
April 2012
Shannon Lambert
Swim, Sport & Leisure
May and June
2012
David Briggs
Engineering Services
Recognition of Service Awards
Recognition of Service Awards acknowledges the efforts and contributions of staff
over 10, 20, 30 and 40 year periods during 2011. These employees are a valuable
asset to the organisation, and all have made a significant contribution to the
community of Geelong during their service.
Staff who reached a service milestone during 2011:
40 years
John Rice
30 years
Garry Condon
Ian Hendry
John Campbell
Graham Taylor
Ian Rogers
Margaret Mawson
Maurie Chapman
20 years
Barry Gardiner
Jeff Hecker
Lisa Stillman
Conny Buller
Julie Treble
Ria Upton
Slobodanka
Mujkanovic
Steve Bentley
Eileen Curtis
June Agapiou
Penny Hogue
Susan Brew
Graeme Hardiman
Kevin Chatfield
Peta France
Susan Bonner
Heather Mitchell
Leanne Jose
Richard Neudert
James Welsh
Leonie Flanagan
Sheryl Browne
Alan Morris
Gillian Poole
John D Brown
Maria Scanlon
Andrew Downie
Grant Howieson
John Alberts
Mary Dagher
Anne Noonan
Hazel Spark
Judith Robertson
Pam Sinnott
Barbara Parker
Jacqui Wurf
Judy Jaruga
Pat Hancocks
Brenda Nankervis
Jamie Westhorpe
Rose De Vries
Carol Van Berkel
Jane Thomas
Julie-Anne Bishop
North
June Marsh
Cheryl Morrissey
Jeff Wall
Keith Smith
Scott Flavell
Christine Maddison
Jennifer Mullen
Kerrie Hulands
Sharon Cockerell
Christine Gallagher
Jenny Cottrell
Kristina Johnson
Stephen Wallbridge
Colin Rankin
Jenny Fitzgerald
Kylie Mackey
Susan Gregson
Dallas Stefanovic
Jo Vincent
Kylie Deppeler
Susanna Haywood
David Trevaskis
Joan Wells
Leah Wolfe
Tib Polgar
Deborah Blackney
Joan Kemp
Lesley Hansen
Tim Jones
Eric Polotzek
Joanne Hampson
Lynne Yakovlev
Tseres Despina
10 years
Scott Grenfell
Frank Orlando
Jodie Smith-Reyntjes
Maree Crellin
Valerie Bartram
Gavan Davies
John Macarol
Maria McCormack
Vickie Harris
Our Volunteers
Volunteering is integral to the operations of the City of Greater Geelong and makes
an invaluable contribution to our community. Council depends on hundreds of
volunteers who offer their time to deliver essential services to the community.
Volunteers offer their commitment, support and experience to assist community
members and visitors to Geelong – they form a vital part of the Greater Geelong
community. We fully support and recognise our wonderful volunteers, who generously
give up their time to provide care and support for those in need.
Our volunteers are present at the following locations:
The Geelong Heritage Centre
The Geelong Heritage centre holds Victoria's largest regional archive and historical
resources. Volunteers at the centre have a passion for the conservation of historical
records. Many work on indexes and catalogues which make it easier for the public to
identify collection material for research projects or family histories.
Some volunteers work on special projects such as the scanning of historical
photographs for the digital archive and online image library. If you have an interest in
Geelong’s history and want to contribute to making the region’s past more accessible
to the community, the Geelong Heritage Centre is always looking for new volunteers
to join their dedicated team.
Meals on Wheels
Meals on Wheels volunteers deliver meals to the City of Greater Geelong Aged and
Disability Services clients. The food service is designed to provide nutritionally
balanced meals to the aged and people with disabilities, to assist in maintaining their
independence in their own homes. The Meals on Wheels program has more than 400
committed volunteers. Many have been long serving volunteers for more than 20
years with a few involved for over 30 years! The volunteers deliver approximately
114,000 meals per year to people assessed as nutritionally at risk. As well as the
meals program, the volunteers provide important social contact and their visits help
the City to monitor the health and wellbeing of the clients.
There are seven Meals On Wheels Centres at various locations across Geelong and
the Bellarine Peninsula, and volunteers work in pairs to deliver meals on Monday,
Wednesday and Friday mornings. Volunteering can be on a weekly, fortnightly or
monthly basis.
National Wool Museum
The National Wool Museum was established to showcase our rich wool heritage from
early settlement to present day. It is Australia's only comprehensive museum of wool.
The National Wool Museum has more than 80 volunteers, many of whom have a
background on the land or in the woollen mills, or a special interest in wool. The
volunteers assist in a variety of ways in the museum by conducting guided tours,
welcoming patrons, assisting in the gift shop and providing weaving, spinning and
knitting demonstrations.
The museum is always looking for new volunteers and no special skills are required.
Walking School Bus
Several schools in the Geelong area offer a Walking School Bus to encourage
families to walk to school. This program has many health and safety benefits for the
families involved and for the wider community. Walking School Buses are only
successful because they are supported by volunteer "drivers’ and "conductor".
If you are interested in helping out, please ask your school if they have a Walking
School Bus program. If your school would like to see more of their students walking or
cycling to school, please contact the City's Road Safety Officer to find out more about
helping promote that idea. Walking or cycling saves money, helps the environment,
and it's fun!
L2P Program
L2P is a community based volunteer program designed to assist young learner
drivers who are facing significant barriers to obtain the required 120 hours of
supervised driving experience. Such barriers might include no access to a vehicle or a
supervising driver. L2P matches volunteer supervising drivers with these young
learner drivers. The program provides training for mentors and their learner drivers,
access to vehicles, driving bookings and ongoing support in maintaining the
relationship over the course of the program.
A four star ANCAP rated vehicle is provided for use in the program, all insurances
are covered and training is provided for volunteers.
Potato Shed
The Potato Shed is a vibrant arts centre situated on the Bellarine Peninsula in
Drysdale that is available for community and professional events or exhibitions. The
facility has a black box theatre seating 250 people as well as studios and practice
rooms. Volunteers at the Potato Shed are involved in the running of the venue whilst
shows and events are taking place. The tasks depend on the event and can include
canteen, kitchen and bar operations along with general customer service.
Geelong Otway Tourism
Geelong Otway Tourism has 130 enthusiastic volunteers who are the first point of
contact for the 170,000 annual visitors to the four Visitor Information Centres in
Geelong, and answer almost 10,000 telephone calls and 7,000 emails per year. All
the centres are staffed by a dedicated team of volunteers who work a minimum four
hours a week. Along with this, the volunteers promote our region by staffing stands at
major events and conferences and compiling information packs.
Major and Community Events
Our region hosts many major and community events throughout the year and
volunteers are a very important part of the success of all our events. Volunteers staff
information kiosks and promote our city at events such as Festival of Sails, the
National Triathlon Championships and the Royal Geelong Show. Volunteers also
provide invaluable assistance in running community events such as the Geelong
Seniors Festival, Pako Festa and numerous community and arts festivals.
In order to further improve the operation of our volunteer network, the City provides
tailored inductions and training for our volunteers, and information sharing forums for
our volunteer coordinators who ensure the smooth running of all of the City’s
volunteer programs. Formally recognising the work of our volunteers continues to be
important to the City. A range of acknowledgements and events for volunteers are
held throughout the year, particularly during National Volunteer Week each May.
The City has assessed our volunteer programs against the national standards for
involving volunteers in not for profit organisations, which promotes a model of best
practice in volunteer involvement. This included training for the City’s volunteer
coordinators in Leading With Standards, through Volunteering Geelong. This was
completed as part of our ongoing commitment to maintain a safe and professional
community volunteer program.
Performance
The following section reports on our performance in delivering the community
focused outcomes committed to in City Plan.
Delivering Community Outcomes
Following the 2008 Council election, the City of Greater Geelong Councillors and
management team adopted three strategic directions to focus on for the next four
years; Community Wellbeing, Growing the Economy, and a Sustainable Built and
Natural Environment. This allows us to address the changing economic, social and
environmental landscape of our region, maximising the opportunities for the City and
addressing the challenges we face.
Within each strategic direction there are a number of outcomes and measures used
to assess our progress towards achieving our strategic objectives. Each year an
annual program of actions, projects and resources is committed to, and published in
our annual City Plan.
The following section reports on our progress towards achieving our City Plan
actions.
Community Wellbeing
To improve the health and quality of life of all residents of Greater Geelong
Achievements
New Waurn Ponds Library opens
The new $5.3 million Waurn Ponds Library opened in December 2011.
Located next to Leisurelink on Pioneer Road, the two-storey library has dedicated
spaces for children, teenagers, study and community meetings. It also includes a City
of Greater Geelong customer service shopfront where residents can access council
services.
This is the first major public library to be built in the region in almost 20 years and
gives a small taste of what residents can expect when the new Geelong Library and
Heritage Centre is built.
The new library and City of Greater Geelong customer service shopfront will serve
the growing local community which has more than trebled in the past 20 years,
and locating the library in the heart of Waurn Ponds, next to Leisurelink and
across the road from the shopping centre, makes it easier for residents to access
the services they need.
The library is a state of the art facility that has all the modern technology for today’s
library user as well as an extensive book collection.
There is a “reading drum”, an outdoor reading courtyard, 16 public use computers with
internet access, plus free Wi-Fi. The library also has e-readers, iPads, Apple iMacs,
Xbox and Nintendo Wii gaming consoles, free Wi-Fi as well as a comprehensive
collection of books.
The surrounding community is one where disadvantage can be found, and it’s
possible to walk from the library and find families that are not well off. For a child
whose family is not well off the local library is where that child can access a world of
knowledge and new experiences for free.
The library is open 57 hours a week including all day Saturday and has replaced the
Grovedale Library which opened just 15 hours a week.
The project was funded by the Federal Government ($3 million), the Victorian
Government ($767,000) and the City of Greater Geelong ($1.52 million).
The library is already proving very popular with locals making the most of their new
library and the long opening hours.
Lara and Drysdale libraries deliver on community priorities
The new Lara Library opened in December 2011. The 450 square metre building
is relocatable, with Lara’s future permanent library to be constructed as part of
the planned town centre expansion.
The new library will give local students the chance to access a wide range of learning
resources using the latest technology
The Drysdale Library reopened in November 2011 following a refurbishment, the first
since it was built in 1994. Increased floor space, an after hours return chute and more
variety in the collection have been delivered as part of the project along with an
increase in the number of public computers with internet access from two to ten.
Libraries play an important role in the community as an information and education
resource as well as a place for social interaction.
In 2010-2011 library visits in the municipality grew by 14 per cent to 1,315,235. A
total of 13,312 new members joined the Geelong Regional Library Corporation
with 79 per cent of these coming from our municipality. Website visits also
increased by 69 per cent.
Visitation numbers in Greater Geelong are now the second highest in the state,
confirming our investment in providing state of the art library facilities.
Local kindergartens receive a boost
The City has invested heavily in children services in the past 12 months with the
redevelopment of four kindergartens in the municipality being one of the highlights.
Population growth, increasing birth rates and changes to government program policies
have put pressure on our local kindergartens. In 2012 the City opened new kinder
rooms at four preschools to ease this pressure.
Allanvale Preschool in Leopold received an $800,000 upgrade ($200,000 funded
by the Victorian Government) which included a new kinder room, kitchen, storage
space, play ground and increased parking.
The Ocean Grove Preschool has a brand new kinder room which provides space for
an extra 50 children. This $400,000 extension was jointly funded by the Victorian
Government who provided $200,000.
Lara Lake Preschool also had a new room added during the second half of 2011. The
added room doubles the space and allows for more activities and community use. The
upgrade also provides for extra car parking to ease the pressure on busy pick up and
drop off times. The $800,000 extension was jointly funded by the Victorian
Government ($200,000).
The Portarlington Preschool received a $580,000 extension with the Victorian
Government contributing $100,000 to the project. The new space will host expanded
kinder programs, toy library, playgroups, mothers’ groups as well as community
meetings.
Early childhood education is recognised as being vital to children’s development and
the City is continuing to work together with the Federal and Victorian Government to
ensure there are enough spaces to cater for every child in our region.
Swim Sport and Leisure program at record high
The City’s Swim Sport and Leisure network continued to experience rises in
patronage throughout its facilities during 2011-2012, with over 2.6 million combined
visitations to our indoor leisure centres and outdoor pools.
A major reason for this has been Leisurelink Aquatic and Recreation Centre which
has been a great success story. Since opening in 2010, Leisurelink has exceeded all
expectations and has certainly been embraced by local people. In 2011-2012,
Leisurelink attracted over one million visitations, maintained 9,600 memberships and
serviced 10,800 Learn to Swim enrolments.
The City’s Learn to Swim program grew by 11 per cent in the last 12 months to a
record 23,257 enrolments across the City’s four leisure centres. The nationally
recognised Learn to Swim program introduces children of all ages and adults to the
enjoyable world of aquatics and teaches them vital water safety and survival skills in a
fun atmosphere.
Membership to the City’s four leisure centres was maintained at 16,500 during the
last 12 months. With seven new private health clubs opening in the region in the last
18 months this is quite an achievement. This can be attributed to the quality
programs our facilities offer.
Active adult membership (over 55 years of age) has increased by 14 per cent to
over 2,300 with over 1,000 of these participating in the Live Well Health and
Fitness Program. This involves gym-based strength training sessions held up to
two to three times per week.
A further highlight for the year was Splashdown being awarded Life Saving Victoria’s
prized Platinum Pool award for outstanding provision of safety at an aquatic facility.
The centre received the coveted award following a rigorous series of assessments
and now joins Leisurelink and Bellarine Aquatic and Sports Centre who have both
achieved Platinum Pool accreditation.
Safety was further increased during the year with automated external defibrillators
installed at the Geelong Arena, Leisuretime Centre, Barwon Valley Activity Centre,
Waterworld, Splashdown, Leisurelink, Bellarine Aquatic and Sports Centre, Lara Pool
and Kardinia Pool, with staff fully trained in their use.
Other highlights included the upgrades to Waterworld including change room
refurbishment, indoor pools minor works and resurfacing of the pool concourse.
Kardinia Aquatic Centre had repainting carried out on its 50-metre, diving, learners
and toddlers’ pools. A cogeneration heating unit was installed at Splashdown Leisure
Centre which will minimise gas usage costs. Leisurelink stage two landscaping was
completed as was the Bellarine Aquatic and Sports Centre car park upgrade.
Old Courthouse new again
The first stage of the cultural precinct redevelopment was completed in October 2011
with the $6.5 million redevelopment of the Old Courthouse. The redevelopment has
been funded by the State Government and the City of Greater Geelong managed the
project.
The historic building may look relatively unchanged from the outside, but on the inside
almost everything is brand new, with care taken to respect the strong heritage values
of the building. All internal areas have been completely renovated including the
theatre, back of house facilities, art gallery and administration areas.
The Old Court House building is home to internationally renowned Back to Back
Theatre as well as Court House Arts and the Court House Café.
The works have completely transformed a tired old building into an open, light-filled
space that will host theatre, exhibitions and other community events. The iconic
building provides an important space for our community and the redevelopment will
benefit the cultural life of our community and provide a wonderful modern space in a
historically significant building.
This is the first stage of the cultural precinct redevelopment - the next will be the long
awaited major upgrade of the Geelong Library and Heritage Centre. These significant
projects will totally revitalise this precinct, providing a wonderful boost for Geelong’s
arts and culture scene.
Whittington regeneration is building a stronger community
Whittington Community Renewal began in 2007 and is a partnership project between
the City of Greater Geelong, Victorian Government, Federal Government, a range of
agencies and the Whittington community and has focused on social, economic,
educational and physical improvements to the Whittington area.
At the heart of the project is a stronger community through people becoming involved
in decision making, cultural and recreational activities, job training, neighbourhood
volunteering and efforts to upgrade community facilities and open spaces for
improved safety and wellbeing.
Since 2007, many strong community groups have been formed including Geelong
East Mens Shed, Grinter Reserve Community Garden, East CAOS Network,
Whittington Works and the Early Years Network. These are a great foundation for
an active, involved community.
Throughout 2011-2012 project activities have been guided by the Whittington Action
Plan. Achievements include:
• Increased involvement of families in early years programs.
• A mobility audit with input from local residents to improve amenity and
accessibility.
• Development of a strategic action plan for Whittington Works to link people to
training and employment opportunities.
• Improved school attendance and learning at Whittington Primary School.
• Introduction of a bike program that teaches children the basics of bike
maintenance and road safety.
• Staging of the fourth Flamefest incorporating a jobs expo.
• Formation of the Grinter Reserve Community Garden group and start of works.
• Successful collaboration between residents, local agencies and police to
address illegal motorcycle use.
• Further beautification of the Link through community tree planting and "totem"
project.
• Engagement of indigenous young people, their families, two local schools and
Greening Australia in a "bush foods" garden and in a surfing project.
• Participation of three residents in the Barwon Community Leadership program
conducted by the Committee for Geelong.
The Whittington Community Renewal project has begun to transform the
community into a place of opportunity and activity, and built confidence and
capacity in local residents.
Recreation facilities throughout the municipality receive upgrades
Improving physical activity and related infrastructure is one of the key outcomes in
Council’s City Plan. In the last 12 months just over $9 million in capital works has
been undertaken in relation to the renewal of our recreation assets including
playgrounds.
A snapshot of some of the projects completed in the last 12 months include:
• Corio Sporting Club social room upgrade
• Geelong Rangers Soccer Club change room upgrade
• Grovedale Sports Club social room redevelopment and netball seating
• Highton Reserve pavilion redevelopment
• Marshall Cricket Club kitchen upgrade
• Geelong Amateurs new netball facilities at Queens Park
• St Albans Reserve social room redevelopment
• Thomson Reserve ground renovations and new fencing
• West Oval Flowers Stand interior change room redevelopment
• Anakie Reserve power and lighting upgrade
• Barwon Valley Fun Park upgrade
• Bell Post Hill netball court upgrade
• Drysdale netball court and lighting upgrade
• Highton Cricket Club practice nets upgrade
• Kardinia Park netball redevelopment
• John Landy Field Athletics Track minor capital improvements
• Lake Lorne Reserve walking track fencing works
• North Geelong Cricket Club practice facilities upgrade
• Shell Road Reserve overflow car parking
• Leisuretime Centre indoor court refurbishment and new outdoor facilities.
The new Geelong Play Strategy was also endorsed in March 2012. The strategy sets
out a plan for the provision of well located, well designed, fun, challenging and
accessible play spaces across the municipality – both in public playgrounds and in
early childhood, centre-based play spaces.
With 276 play spaces and 62 supervised early childhood play spaces spread across
the municipality, the Play Strategy will enable Council to identify gaps in the current
playground provision and will ensure there is an equitable distribution of quality
playgrounds across the municipality.
Green Your Street trial for Norlane
The City is trialling an adopt-a-tree scheme in Brooks Street, Norlane. Green Your
Street is a free program that aims to improve local streets and neighbourhoods
through the planting of trees on nature strips – with resident involvement and care.
Green Your Street came about from residents’ suggestions during consultation late
in 2011 for the Corio Norlane Structure Plan.
The tree plantings will create attractive streets that will provide shade, beauty and
encourage walking within neighbourhoods. The trial aims to increase tree planting
with the help of residents watering and caring for the tree in its early growth stages.
The City then provides long term maintenance, including pruning, once the trees are
established. If the pilot is successful, the program will be extended to other local
streets and neighbourhoods in the Corio and Norlane area.
Hoarding efforts result in establishment of new network
The City in November 2011 received the MFB/CFA Fire Services Award through the
LGPro network for its work on hoarding.
Hoarding is the acquisition of a large number of possessions that appear to be
useless or of little value to outsiders; however these items are in fact possessions to
which the person has a high level of emotional and psychological attachment. Living
spaces are cluttered and unusable for their intended purpose. Compulsive hoarding
can result in significant distress and can cause serious impairment to sufferers of
what is increasingly being recognised as a psychological condition.
As a result of much interest at the hoarding forum hosted by Council in 2011, a
Hoarding Network was established. This network meets bi-monthly and is
coordinated and supported by Council.
Arts and culture in the spotlight
The Potato Shed celebrated its 10th Birthday during the year with a sold-out event that
beautifully showcased stories, images and music from its 10-year history. The Potato
Shed has been a great success story and in the last 12 months it received 105,201
visits. It is a fantastic multi-use facility that gets plenty of use from local students as
well as the general community.
The Potato Shed is widely regarded as a model partnership between local
government (City of Greater Geelong), community and secondary schools (St Ignatius
College and the Bellarine Secondary College).
The National Wool Museum continues to attract crowds with close to 40,000 visiting
the museum in the last 12 months. This was slightly down on the previous year’s
record numbers however that number was boosted by the 2010 UCI Road World
Championships. School groups have embraced the programs held at the museum
with school visitation increasing by 40 per cent, largely due to the popularity of the
Bird’s Eye View exhibition. Other successful exhibitions held were the Hidden
Treasures exhibition and the internally acclaimed Amazing Backyard Adventures and
Sports Alive exhibitions.
Another highlight for 2011-2012 was the Geelong Heritage Centre’s online image
gallery winning the Community Archives category of the Sir Rupert Hamer Records
Management awards. The Geelong Heritage Centre has a priceless collection of
historic images of the Geelong region but until recently most were original prints and
therefore not immediately accessible to the community. Through its online image
project the Geelong Heritage Centre is now making its image collection available to
people at the click of a button. The image gallery received over 80,000 page views in
the last 12 months. The award is a fitting tribute for a valuable and popular
community project.
City honours Cat’s AFL premiership victory with street parade
Geelong streets were a sea of blue and white on Wednesday 5 October 2011 as
thousands of fans turned out to honour their Geelong Cats heroes following their
AFL Premiership triumph over Collingwood.
A street parade gave locals the chance to congratulate the team and see the
premiership cup and was followed by a presentation at Steampacket Gardens where
Cats great Matthew Scarlett was made Mayor for the day.
The Cats’ success has done wonders for our city and winning the 2011 premiership
is a fantastic achievement in itself and when you combine this with the fact it’s the
third one in five years, it was worthy of a big celebration.
Festivals for the children and the seniors
The Geelong Children’s Week and Geelong Seniors Festival continued to grow,
attracting large numbers following successful events in October 2011.
The Geelong Children’s Week consisted of 68 separate events and involved
thousands of children and their families. Children’s Week in Geelong represents one
of the largest community celebrations focusing on children in the region and is an
excellent example of what can be achieved through Council working in partnership
with early childhood and community organisations.
The largest single seniors program held within Victoria, the Geelong Seniors Festival
attracted well over 7,000 participants to 95 events. The Seniors Festival encourages
older adults to explore new interests and extend their social connections by offering a
range of affordable social and recreational experiences.
191 community groups assisted through grants programs
191 community groups throughout the municipality were successful in receiving grants
through the City’s community grants programs, sharing just over $453,000.
The Community Arts Grants Program saw 25 projects share in $114,400 and 22
community festivals shared $99,360 through the Community Festivals Grants
Program. The Councillor Community Grants Program saw $240,000 provided to 144
community groups.
These grants support and strengthen communities and assist them in providing a
broad range of activities that benefit the wider community.
For a full list of recipients in each of these categories please refer to pages 139-144.
Future Directions
National Partnership Agreement on Preventive Health
The City of Greater Geelong has been selected as one of the 14 Local Government
Authorities for National Partnership Agreement on Preventive Health (NPAPH)
funding within Victoria. This selection is based on the Victorian Population Health
Survey data which confirms that the Geelong population has a significantly high
proportion of people with significant health issues.
Another main reason for the City being selected relates to its leadership roles in
preventive health programs. These include the development of strategies such as the
Drug Action Plan, Creating Communities for Children and the Greater Geelong Cycle
Strategy as well as the provision of walking paths, recreation opportunities and
healthy eating programs.
The NPAPH seeks to address the rising prevalence of lifestyle related chronic
disease by laying the foundations for healthy behaviours in the daily lives of
Australians through settings such as communities, early childhood education and care
environments, schools and workplaces, supported by national social marketing
campaigns. It involves the development of local programs to improve health through
physical activity, healthy eating, community connectivity and reducing alcohol
consumption and smoking.
A major coup for the program has been the announcement that Jamie Oliver’s
Ministry of Food is also coming to Geelong and will be one component of the NPAPH
program. It will open in Moorabool Street in the city centre and will be running healthy
cooking classes seven days a week.
The Geelong arm of the NPAPH program will be funded $5.25 million over a
period of four years and involve a dedicated health promotion workforce of 11
effective full-time positions.
The City of Greater Geelong will coordinate the NPAPH program with partners
Barwon Health, Bellarine Community Health, Deakin University, Department of
Education Early Childhood and Development and local industry.
Geelong will be one of the launch sites of the National Disability
Insurance Scheme
Geelong will be one of the launch sites for a National Disability Insurance Scheme
(NDIS), following the Federal Government’s recent announcement that agreement
had been reached on funding for the scheme. This followed the agreement by the
Victorian Government to provide funding for the scheme.
The City was the first local government organisation to support this campaign and is
ready to work with the Victorian and Federal Governments to make the NDIS Pilot
Program happen as soon as possible.
The Geelong region has a strong history of collaboration and is a city with a skilled
and ready workforce both in the insurance and community services sectors. With
major service providers such as the TAC, Karingal and the network of disability
agencies spread across the region, Geelong is ideally placed to launch the NDIS
scheme.
Public Place Art Strategy out for comment
The draft Public Place Art Strategy 2012-2022 is out for public comment. With more
than 320 individual items worth more than $13.5 million it is appropriate that we
have a strategy that provides guidelines for the care, commissioning and planning
of public art in all its forms.
The draft strategy comprises two parts. Part A deals with the vision, including
establishing the goals and actions for the creative realisation of the vision and
establishing the practical goals and actions to deliver the it. Part B includes the
implementation processes.
Public art contributes to civic pride, records defining moments in our social history
and plays a key role in animating public spaces.
The Public Place Art Strategy is one of the final major pieces of work to be
undertaken as part of the City’s overarching cultural strategy Creativity+.
When adopted and implemented it will provide an opportunity for us as a community
to fund and develop new cultural infrastructure including a dynamic and innovative
public art program.
Work continues on community hubs
The Leopold Community Hub is now at detailed design stage. The hub is planned to
serve as a one-stop-shop for families making it easier for them to access the
services they need.
The Leopold Community Hub will include a library, youth area, multi-purpose
community rooms as well as an integrated children’s centre comprising a kinder, child
care centre and maternal and child health services. Works are expected to
commence on the Leopold Community Hub in 2013.
Design works are also continuing on the Ocean Grove Integrated Children’s Centre
following public information sessions. The centre will include a new kindergarten,
playgroups, maternal and child health, long day care, occasional day care, toy library
as well as family support and early intervention services. Construction is expected to
commence later in 2012 to be completed by the end of 2013.
Designs for the Grovedale Integrated Children’s Centre will also soon be underway.
The Integrated Children’s Centre will be a major redevelopment of the current
Grovedale Community Centre and will include two kindergarten rooms, three
consulting rooms, a toy library, multi-purpose room, ancillary areas as well as a
refurbishment of the existing facility. This is an important project for the local
community and will provide much needed kinder spaces for the increasing number of
families in Grovedale.
The Windsor Park Family and Children’s Centre and Barwon Heads Early Learning
Centre are only in initial stages with the preferred sites selected.
Master plans endorsed for future directions
Council adopted a number of master plans during 2011-2012. These included:
• Windsor Park Master Plan
• Portarlington Recreation Reserve Master Plan
• St Leonards Lake Reserve and Charles McCarthy Reserve Master Plan
• Belmont Common North Master Plan
• Leopold Memorial Recreation Reserve Master Plan
The master plans will give guidance to the preservation and development of
each reserve whilst enhancing the sporting, social, environmental and
heritage values of each precinct.
Implementation of these master plans will commence in 2012-2013.
Corio Norlane Structure Plan adopted
Council adopted the Corio Norlane Structure Plan and requested the Minister for
Planning prepare a planning scheme amendment. The structure plan identifies
initiatives that have strong potential to transform the image and identity of Corio and
Norlane and in turn, stimulate investment and create local employment.
The plan was developed in close consultation with the local community, including
land-use planning workshops as part of a process known as Enquiry by Design. The
Enquiry by Design process was funded through a $100,000 grant from the Victorian
State Government.
Key initiatives include:
• Develop large vacant sites to meet a variety of household types.
• Provide a greater mix of public and private housing.
• Expand the Corio Sub-regional Activity Centre.
• Develop a new business precinct on Bacchus Marsh Road in northern Corio.
• Renew local shopping centres.
• Develop a formal landscape boulevard along Bacchus Marsh Road
between the Corio Sub-Regional Centre and Waterworld.
• Create a landmark multi-purpose centre at the Waterworld precinct.
• Create green streets.
Corio and Norlane have huge untapped potential and with a structure plan in
place we are better equipped to harness this potential and shape these
suburbs into safe, strong and thriving communities. The Corio Norlane
Structure Plan will challenge and inspire the local community.
The Corio and Norlane Urban Renewal Project Management Group will review the
progress of the plan every quarter and will help to monitor the achievement of
milestones and goals as outlined in the plan.
City to develop new Youth Strategy
The 2007-2011 Youth Strategy will provide a great base for the development the new
2012-2016 strategy.
The previous strategy identified six key areas of Council’s youth services – places and
spaces, advocacy, youth participation, programs and events, communication and
capacity building.
Approximately 47,000 young people aged 12-25 live in the City of Greater Geelong,
making up around 21per cent of the total municipal population. Our Youth
Development Unit officers regularly engage with young people and provide activities
and support for them in all sorts of situations and they will again be major contributors
to the new strategy. The City will also work closely with health, welfare, education,
justice, housing, employment and training services in developing the strategy and to
ensure young people receive the best support available.
One of the new implementation areas of the 2012-2016 strategy will be connecting
young people to local employment.
The City is committed to engaging with young people and providing relevant services
and programs for the region’s future leaders.
Challenges
Resource implications of new early childhood education policy
Home and Community Care (HACC) services will face long term challenges following
the recent announcement by the Victorian Government of a two per cent statewide
funding cut to these services.
The funding base for the City of Greater Geelong is already below the benchmarked
standard for other local government areas and this will now put greater pressure on
the City’s budget to provide these vital services to the people in our community who
are most in need of help.
While the short term effect is manageable, in the long term this decision will have
greater financial impact especially with a growing and ageing population as demand
is always increasing.
Home and Community Care supports older people, those with dementia, people with
disabilities and their families with a range of services. The aim is to help people
maintain a safe, secure and healthy home in which they can live independently.
Support can include helping clients with:
• Personal care needs (showering, dressing etc).
• Basic cleaning tasks such as vacuuming, cleaning bathrooms and sweeping
and mopping floors
• Social support.
• Learning new skills necessary to maintain quality of life.
16.8 per cent of the City of Greater Geelong population is aged 65 years and over. In
the 2011-2012 financial year the City provided 134,221 hours of domestic assistance,
56,948 hours of personal care, 34,798 hours of respite care, 114,075 delivered meals
and 12,618 centre-based meals.
The City will carefully consider all the options to minimise any reduction in services
that might be necessary as a result of the funding cut and do everything possible to
minimise the impact on residents.
Closing the gap on aboriginal health issues
The City of Greater Geelong threw its support behind the Closing the Gap Forum
held in Geelong in March 2012. The forum focused on aboriginal health issues, in
particular equality in health and life expectancy between Aboriginal and nonAboriginal Australians.
The City has a long-standing commitment to aboriginal health and wellbeing in
Geelong, supporting initiatives including Wathaurong Aboriginal Cooperative’s
development of an Aboriginal Health and Children’s Centre.
Aboriginal and Torres Strait Island peoples have a life expectancy of 10-17 years less
than other Australians. The City has the opportunity to investigate ways of "closing
the gap" locally, including reviewing employment opportunities and support for the
health of indigenous children – particularly those under the age of five years.
Increased use of community facilities and food safety impact
Over the past two years assessments have been undertaken with regards to Senior
Citizens Centres and kindergartens in the way in which food safety legislation now
impacts. This has resulted in many premises becoming registered for the first time
and it highlights an ongoing need to assess all Council facilities to ensure the food
activities are appropriate for the desired use.
In recent years there has been a substantial use in increasing the number of clubs
and groups in the same building in a shared arrangement rather than the previous
specific building for one club. This has greater implications in food safety and how the
risks can be minimized especially with responsibilities in cleaning and food storage.
The challenge in the future will be to ascertain the extent to which food activity is
being undertaken in all Council buildings and liaise with various business units in
regard to a program of structural improvements as required within specified
timeframes.
Outcome: Improved healthy eating and physical activity
Physical health is critical to the wellbeing of the individual and community - enabling
full participation in life and minimising avoidable treatment costs. A balanced diet and
regular physical activity are essential for good health.
Measuring our progress
Measure
Target
Result Comment
Growth in visitor numbers to
Council owned leisure centres
Seeking to
increase
tick
Significant increase largely due to
popularity of the new Leisurelink
Aquatic and Recreation Centre. 12%
increase on previous year
Percentage of residents who
participate in organised sport
Seeking to
increase
N/A
DPCD Indicators of Community
Strength not collected in 2011-2012
Hospital admissions – diabetes
Seeking to
decrease
Cross Total Admissions: 1,485 (33%
increase on previous year)
Unique Patients: 1,103 (31%
increase on previous year)
Percentage of children who
attend 3.5 year old Maternal Child
Health consultation and who fall
within healthy weight range
parameters
Seeking to
increase
Tick
2011-2012 result was 79%, an
increase of 13% on previous year
Percentage of infants breast fed
at six months of age
Seeking to
increase
Tick
Result increased by 2% to 46%
Regular participation in any
physical activity
Seeking to
increase
N/A
Data no longer available since 2010
(2010 - 54.3%, 2009 - 43.9%, 2008 64.3%)
Regular participation in walking
activity (bush and general)
Seeking to
increase
N/A
Data no longer available since 2010
(2010 - 23.2%, 2009 - 17.4%, 2008 21.8%)
Percentage of healthy
eating choices in Council
facilities and operations
Seeking to
increase
Tick
A further two Council facilities have
moved to the new healthy eating
choices (now six in total)
Tick – Target achieved
Cross – Target not achieved
N/A – Data not available
2011-2012 Business Plan Actions
Key to Status Symbols
[Symbol described]
circular arrows: Completed for 2011-2012/repeated annually
hand: On hold, future direction to be determined
right arrow: In progress, continuing in 2012-2013
tick: Completed
Action
Status
Best Start Program - improving the health,
development and wellbeing of children from birth
to school age
circular
arrows
Ocean Grove Sporting Infrastructure Plan -Shell
Road Pavilion Construction
right arrow
Playground Development Program
Brownbill parks and playground
improvements
hand
Playground Development Program
implementation
right arrow
Rix Street Kinder playground upgrade
tick
Steampacket playground replacement
right arrow
Recreation Facility upgrades
Barwon (Grovedale) Soccer Club detailed plans
for club facility
right arrow
Barwon Grove Golf Club contribution to
expansion of club facilities
tick
Barwon Heads Football and Netball Club
contribution to upgrade facilities
right arrow
Barwon Rowing Club contribution to upper level
fitout
tick
Bell Park Sports Club hot water and
security upgrade
tick
Corio Sporting Club upgrade
tick
East Geelong Bowls Club contribution for
disabled toilet and access
right arrow
Geelong Football Umpires Clubrooms
completion
tick
Geelong Rangers Soccer Club
changeroom upgrade
tick
Geelong Regional Indoor Sports
Infrastructure Strategy
right arrow
Geelong Rowing Association - contribution to
riverside redevelopment
hand
Grovedale Sports Club social rooms
redevelopment
tick
Grovedale Tennis Club disbursement for court
lighting
tick
Guild Cricket Club clubrooms upgrade
right arrow
Hamlyn Park Reserve pavillion
improvements
right arrow
Highton Reserve pavillion completion
tick
Highton Tennis Club pavilion upgrade
right arrow
Manifold Heights Cricket pavilion upgrade
right arrow
Marshall Cricket Club kitchen upgrade
tick
McDonald Reserve clubroom upgrade
right arrow
Memorial Park (Leopold) Master Plan
implementation
right arrow
North Shore multi purpose rooms detail design
tick
Queens Park Master Plan implementation construction of new netball pavilion
tick
St Albans Reserve improvements
tick
Thomson Reserve Master Plan
implementation
tick
West Oval Flowers Stand upgrade - interior
changeroom redevelopment
tick
West Oval Storage
tick
Recreation Reserve upgrades
Anakie Reserve power and lighting
upgrade
tick
Barwon Valley Fun Park upgrade
tick
Barwon Valley Golf Club contribution
tick
Beacon Point Master Plan development
right arrow
Bell Post Hill Netball Club court upgrade
tick
Bellarine Lookout detail design
right arrow
Belmont Criterium track club feasibility study
right arrow
Belmont Croquet Club contribution to pitch
upgrade
tick
Drysdale Netball Court upgrade and lighting
tick
Ervin Reserve Master Plan implementation irrigation and turf conversion
hand
Evans Reserve Master Plan
right arrow
Geelong Cement Bowls Club contribution to
green redevelopment
tick
Goldsworthy Reserve improvements
right arrow
Grinter Reserve Community Garden
tick
Grovedale Netball Club seating
tick
Highton Cricket Club nets upgrade
tick
John Landy Field Athletics Track minor capital
improvements
tick
Kardinia Park Netball redevelopment
tick
Kevin Kirby Reserve upgrade
tick
Lake Lorne walking track fencing works
tick
Minor capital renewal - Cheetham Ward
tick
North Geelong Cricket Club practice
facilities upgrade
tick
Pioneer Road Footbridge replacement
right arrow
Portarlington Sports Reserve wetlands and
environment works
right arrow
Shell Road Reserve Master Plan
implementation - overflow car parking (including
Bellarine Aquatic Sports Centre Car Park)
tick
Shell Road Reserve Master Plan
implementation -installation of lights for soccer
club
right arrow
St Leonards Recreation Reserve Master Plan
implementation
right arrow
Stead Park Master Plan implementation
tick
Swim Sport and Leisure upgrades
Arena Cyclical Maintenance
tick
Concrete replacement program at Kardinia Pool,
Lara Pool and Waterworld.
tick
Gymnasium Equipment Replacement
Program
tick
Leisurelink landscaping
right arrow
Leisuretime Court Refurbishment
tick
Splashdown concourse maintenance and
change room upgrade
hand
Waterworld pool repaint
tick
Waterworld Change room upgrades
right arrow
Outcome: Increased lifelong learning and literacy
Supporting learning at all stages of life by offering a wide variety of experiences and
resources enabling:
• school readiness through early years
• interaction and knowledge building
• improved participation in the workforce and community.
Measuring our progress
Measure
Target
Result
Comments
Playgroup and kindergarten
enrolments
Seeking to
increase
tick
Maintained at 94% in 2011-2012
Total number of library visits
Seeking to
increase
tick
1.5 million visits in 2011-2012, 5%
higher than previous year
Participation in Adult,
Community and Further
Education
Seeking to
increase
tick
Student contact hours:
2011 = 1,334,651 (increase due to
uncapped
funding introduced in 2011)
2010 = 417,308
University of the 3rd
Age (U3A)
Membership
Seeking to
increase
cross
1,003 memberships in 2011-2012,
a 10% decrease from previous
year
tick – Target achieved
cross – Target not achieved
2011-2012 Business Plan Actions
Action
Status
Children's Week Activity Program
circular arrows
Geelong Kindergarten Association
contribution
circular arrows
Ocean Grove Integrated Children's Centre
construction
right arrow
Playgroup support program for
disadvantaged groups and families
circular arrows
Potato Shed Family Fun Day - Children's
Week
circular arrows
Rosewall Precinct Planning
School Holiday Program
right arrow
circular arrows
Community Facility upgrades - Children's Services
Virginia Todd Centre future directions
investigation
right arrow
Allanvale Kindergarten Extension
tick
Children Services Facilities upgrades to
meet changing needs and regulations
ick
Contributions to St Pauls Lutheran
Kindergarten and Grovedale East
Kindergarten
tick
Lara Lake Preschool second stage
construction
tick
Ocean Grove Kindergarten extension
tick
Reynolds Road Maternal and Child Health
Centre development
tick
Libraries
Geelong Regional Library contribution
circular arrows
Mobile Library Sites upgrade
right arrow
Vines Road Library community access to
facility
tick
Waurn Ponds Library Construction, fit out
and first year operating costs
tick
Neighbourhood Houses
Cloverdale Community Centre contribution
tick
Geelong West Neighbourhood House
contribution
tick
Support to Neighbourhood Houses
circular arrows
Outcome: Liveable neighbourhoods
Creating places with easy access to local amenities such as shops, parks and
reserves and community facilities, which encourage destination walking, a community
focus and provide opportunities to reduce isolation.
Measuring our progress:
Measure
Target
Result
Comments
Percentage of residents who are a
member of an organised group
Seeking to
increase
N/A
DPCD Indicators of Community
Strength not collected in 20112012
Percentage of residents involved in
volunteering
Seeking to
increase
N/A
DPCD Indicators of Community
Strength not collected in 20112012
Community satisfaction rating
for overall performance in
appearance of public areas
Seeking to
increase
tick
Increased from previous result
(Results for this year not directly
comparable to previous year due
to new survey methodology)
Community satisfaction
rating for overall
performance in recreation
facilities
Seeking to
increase
tick
Maintained from previous result
(Results for this year not directly
comparable to previous year due
to new survey methodology)
Percentage of residents who feel
the area has good facilities and
services like shops, childcare,
schools, libraries
Seeking to
increase
N/A
DPCD Indicators of Community
Strength not collected in 20112012
Perceptions of safety (at home, in
the street, on public transport;
day and night)
Seeking to
increase
N/A
DPCD Indicators of Community
Strength not collected in 20112012
Percentage of residents who feel
multiculturalism makes life better
Seeking to
increase
N/A
DPCD Indicators of Community
Strength not collected in 20112012
Number of street and park trees
planted
Seeking to
increase
tick
Participation at CoGG Events
Seeking to
increase
N/A
2,574 trees planted (26%
increase on previous year)
Data not available
Tick – Target achieved
N/A – Previous year's data not available
2011-2012 Business Plan Actions
Action
Arts Directory Edition 7
Status
tick
Central Geelong Night Bus Service
circular arrows
Councillor Community Grants Program
circular arrows
Development of 2012-2016 Domestic
Animal Management Plan
Domestic Animal Management Plan
implementation
tick
right arrow
Grants to support Community Arts
circular arrows
Grants to support Community Festivals
circular arrows
Installation of Animal Control Signs
tick
Leopold Community Hub detail design
right arrow
Mouth to Mountain Event recording
right arrow
Rosewall Neighbourhood Centre "Going
Potty" Festival
circular arrows
Senior Citizens Festival
circular arrows
Community Facility upgrades
Cloverdale Community Centre detail design
right arrow
Community Halls Upgrade - Geelong West
Town Hall new ovens and painting, Virginia
Todd Hall painting, Cobradah House toilet
upgrade, Civic Centre Belmont upgrade
circular arrows
Disability Access program - Yooringa Senior
Citizens accessible toilet upgrade, Whittington
Senior Citizens access and parking,
addressing of accessibility issues in community
buses and mobile libraries.
circular arrows
Diversitat contribution for relocation of the
Northern Mens Shed
tick
Holy Family Church contribution to
redevelopment
right arrow
Pettit Park Bell Post Hill public toilet
right arrow
Potato Shed Master Plan implementation
right arrow
The Parade Ocean Grove toilet
replacement and car park
tick
Whittington Community Building and Renewal
Whittington Flame Fest
circular arrows
Whittington Community Building and
Engagement
right arrow
Whittington Community Renewal
right arrow
Youth Events
Youth Events, including SKAART Festival,
Spudfest, Courthouse redevelopment launch,
Youth Week, Skate Program
circular arrows
Youth Facility upgrades
Upgrade of the fOrt - Northern Suburbs Youth
Centre
right arrow
Youth Programs
Better Youth Services Pilot- Youth Strategy
right arrow
Youth Programs, including Youth Participation
program, L2P Project, SSAGQY project, Bettery
Youth Services Pilot, Youth Centres and
activities, Piercing Truth Quarterly Magazine
circular arrows
Growing the Economy
Securing Geelong’s Economic Future
Achievements
Historic Eastern Beach Children’s Pool reopens following renovation
The historic Eastern Beach Children’s Pool was reopened in December 2011
following a $4.8 million renovation. The Federal Government contributed $3.1 million
to the project and the City $1.7 million.
The historic children’s pool has been one of the most important and recognisable
features of the Geelong Waterfront for many, many years. Having reached the end of
its working life, it required a full renovation if it was to keep its place as a central
feature in what is possibly our main attraction both to tourists and to our residents –
the Waterfront.
The renovation was a large and complex project made more difficult by the fact that
the work had to be carried out in a challenging beach-side environment, and included
periods when severe weather events had caused some unavoidable delays. The
renovation included a new pool, new seawall, new pumps and a new filtration system.
Great care was taken during the renovation to stick closely to the original design, and
maintain the pool’s historic and distinctive appearance, a time consuming but very
worthwhile consideration.
There were times during the renovation when a Christmas opening seemed almost
out of reach, but the contractors and City staff stuck at their task, and they succeeded
admirably with the pool opening in time for the busy summer holidays.
Geelong Ring Road Employment Precinct update
Strategically located to the City’s north, the Geelong Ring Road Employment Precinct
(GREP) encompasses 500 hectares of land zoned for heavy industrial purposes with
significant opportunities for greenfield development. It is one of only a few areas
available within Victoria with industrial two zoned land and is the largest designated
precinct for industrial development in our region.
The precinct presents a unique investment location with its close proximity to
Melbourne, and direct accessibility to the Geelong Ring Road, Princes Freeway,
major rail lines, Avalon Airport and the Geelong Port. This makes it an ideal location
for industries ranging from logistics to advanced manufacturing seeking to establish,
expand or relocate their operations.
To date the following works have been completed:
• Construction of O’Briens Road.
• Provision of street drainage.
• Provision of a main drain located in O’Briens Road to service the properties on
the north side.
• Provision of a detention basin.
• Upgrade of the intersection of Bacchus Marsh Road and O’Briens Road.
• Intersection works at O’Briens Road and McManus Road.
• Provision of telecommunications conduits, a two-metre wide footpath,
street lighting and ancillary works.
The construction of the road and associated drainage has opened up the southern
end of the Geelong Ring Road Employment Precinct and therefore helped existing
and prospective industries to capitalise on the enormous potential of this substantial
parcel of high quality industrial land. The road now provides improved access for
existing businesses, which will enable them to proceed with their expansion plans – it
will also improve the investment potential of development land in the area.
Economic modelling of the site indicates the Geelong Ring Road Employment
Precinct has the potential to provide 10,000 direct jobs and a further 10,000 indirect
jobs over the course of its development. One of the strategic benefits for the Geelong
community is the provision of new jobs in the north of Geelong.
Geelong: Open for Business
In the last 12 months there has been over $565 million worth of construction projects
completed across a wide range of sectors throughout the region. A further $2.1 billion
worth of new construction and redevelopments are currently underway, and projects
worth more than $1.7 billion are confirmed and awaiting commencement. With so
many major growth and development opportunities in the region and a positive
attitude to investment, Geelong is a City – Open for Business.
Some of the projects completed during the last 12 months include; the $125 million
Section 4A of the Geelong Ring Road; the $80 million Melbourne to Geelong Pipeline
with commissioning now underway; the $65 million realignment of the Breakwater
Bridge removing height restrictions and flood impacts; the $31.3 million Barwon
Heads Bridge reconstruction; Geelong Hospital’s $30 million upgrade; a new $30
million five storey office building housing Centerlink and the Australian Tax Office;
Stage 1 of the $26 million housing development on the corner of Moorabool and
Kilgour Streets; the $20 million redevelopment of the Western Heights College and
Vines Road Community Centre; the Faggs Mitre 10 $11 million redevelopment; the
$7.8 million Geelong Ring Road Employment Precinct Stage 1 works; the $6.5 million
redevelopment of the Old Courthouse; and the new $5.2 million Waurn Ponds Library.
A number of key projects are underway and continue to energise our economy and
stimulate our workforce. Projects include: the $750 million Keystone Business Park
located within Armstrong Creek’s North East Industrial Precinct; the $220 million
duplication of the Princes Highway from Geelong Ring Road in Waurn Ponds to
Colac; the $150 million water, sewerage and recycled water infrastructure
implementation; $110 million Section 4B of the Geelong Ring Road connecting
Anglesea Road to the Princes Highway; the $104 million Australian Future Fibres
Research and Innovation Centre development; the $94 million Northern Water Plant
located in Corio adjacent the Shell Geelong Refinery; the $93 million Intensive Care
Unit at the Geelong Hospital; the $80 million new Norlane housing project initiative;
the $65 million St John of God Geelong Hospital redevelopment; the $49 million
Stage 3 redevelopment of Simonds Stadium; the $33 million new Bunnings’
megastore in North Geelong; the Gordon’s $30 million Centre for Biotech,
Sustainability and Living Well; and the Little Creatures Brewing development has
commenced.
Geelong is ideally placed as one of Australia’s most promising growth corridors and
stands ready as a potential working partner to facilitate investment in key
infrastructure priority projects. Together with the Federal and Victorian Government,
the City will continue to steer Geelong through changing economic circumstances
and continue to grow and diversify our workforce.
Armstrong Creek development progressing well
Armstrong Creek is the largest contiguous growth area in Victoria, comprising 2,500
hectares, which will become home to up to 55,000 people. The growth area will
provide 22,000 homes and 22,000 jobs.
The Armstrong Creek development has continued to progress throughout 2011-2012.
The following provides a brief update on each of the seven precincts.
East Precinct (Warralily)
Residential development has commenced following the issuing of three planning
permits for development in this precinct with a further three planning permits
pending for further stages of development.
The Development Contribution Plan for this precinct was run as a separate planning
scheme amendment to the precinct structure plan. This development contributions
plan was the subject of an independent panel review in mid 2011, with Council
resolving to accept the majority of the panel recommendations. Developer
contributions have been collected on the basis of a section 173 agreement with the
developers currently delivering significant works in lieu of the payment of
development contributions.
North East Industrial Precinct (Keystone Business Park)
This precinct was approved at the same time as the East Precinct and a planning
permit for the initial 72 lots has been approved. Works undertaken on the site are at a
very early stage. Unlike the residential precincts there are significant commercial
processes required in attracting key commercial tenants as part of this initial stage of
development. Discussions are progressing with key anchor tenants/purchasers in this
initial stage of development.
West Precinct
The West Precinct on the west side of the Surf Coast Highway has been progressed
by the Villawood consortium in consultation with Council and the Department of
Planning and Community Development (DPCD). The Precinct Structure Plan and the
Development Contribution Plan have been the subject of an advisory committee
hearing and are currently awaiting approval.
West Industrial Precinct
Work on this Precinct Structure Plan is expected to commence in the latter half of
2012.
Horseshoe Bend Precinct
The Horseshoe Bend Precinct consortium commenced a formal process with Council
and DPCD to progress the Precinct Structure Plan in late 2011 and have now got to a
point of a preliminary Precinct Structure Plan, with the plan being on informal
exhibition to all landowners across the precinct, and immediately adjacent, during
June 2012. Feedback from this informal consultation process will inform the
progression of the final Precinct Structure Plan which will be developed in the latter
half of 2012.
Major Activity Centre (Armstrong Creek Town Centre)
The Precinct Structure Plan for the Town Centre has progressed to a master plan
which is the subject of detailed consultation processes with individual landholders to
resolve explicit land use and structural direction of the Precinct Structure Plan. It is
anticipated that a report to Council (to initiate a process for the statutory exhibition of
this Precinct Structure Plan) will be brought to Council in the latter half of 2012.
Marshall Precinct
The Marshall Precinct is in preliminary investigation stage. At this point while there is
individual interest in development in the precinct there is no consortium which has
formed to progress the Precinct Structure Planning as a whole.
Boundary Realignment
During the year Council also endorsed the creation of two new suburbs; Armstrong
Creek and Charlemont, along with a proposed boundary realignment, in response to
the Armstrong Creek Urban Growth Plan. The naming of the new suburbs and the
boundary realignment of existing suburbs; Mount Duneed, Grovedale, Connewarre
and Marshall, were subject to extensive investigation and consultation before being
adopted. The changes are necessary to accommodate the anticipated population
growth in the area and will occur alongside a review of postcode allocations by
Australia Post.
Major events inject millions of dollars into local economy
A total of 25 supported events of international and national significance were held
during the year, including new events such as the Southern University Games, the
Australian Deaf Games, Davis Cup Tennis and a Super Rugby showcase game at
Simonds Stadium.
Those events stimulated economic activity and provided social benefits to our
community with $40.6 million of event expenditure generated in our region from locals
and visitors (equivalent of 325 full time jobs in the region).
Four national championship events were supported in 2012 including the Australian
Chess Championships, Australian Deaf Games, Australian Youth Baseball
Championships and the Australian Country Cricket Championships.
Other popular events held throughout the last 12 months included the Jayco Herald
Sun Tour, Toast to the Coast, Denis Walter Carols by the Bay, Festival of Sails,
Geelong Multi Sport Festival, Pako Festa, Sanitarium Weet-Bix Kids TRYathlon, the
Geelong Highland Gathering and the Head of the Schoolgirls Rowing Regatta.
Geelong Major Events (GME) also welcomed the announcement that Geelong will be
the host of the 2013 Australian Masters Games. The event to be staged in October
2013 is estimated to bring around $13 million of economic expenditure into the
Geelong region through the anticipated 10,000+ participants. GME also announced
its support for the inaugural Geelong Revival Motorsport Festival, an event similar to
the former Geelong Speed Trials, which will return to the Waterfront in December
2012.
The 2013 Victorian Open Golf Tournament will also be held at the 13th Beach Golf
Links and the Australian International Airshow will also return in 2013.
Tourism on the up in the Geelong region
Geelong is significantly outperforming regional Victoria in all domestic and
international Tourism Research Australia Benchmarks with the exception of
domestic day trips. As at 31 March 2012:
• The Geelong Otway Region received 1.9 million domestic overnight visitors, an
increase of 6.2 per cent on 2011.
• Visitors spent nearly 5.6 million nights in the Geelong Otway Region, an
increase of 5.4 per cent on 2011.
• The Geelong Otway Region received 108,700 international overnight visitors,
an increase of 2.8 per cent on 2011.
• International visitors spent 915,000 nights in the Geelong Otway Region, an
increase of 10.7 per cent on 2011.
Also during the 2011-2012 period the Geelong Visitor Information Centres (located at
Little River Service Centre, National Wool Museum, Market Square, Geelong
Waterfront and Barwon Heads) welcomed just over 170,000 walk in visitors. Further
to this the centres responded to 9,669 telephone calls and 6,700 emails seeking
information. In total the Geelong centres responded to 186,400 visitor enquiries over
that 12 month period. The total enquiries have increased by 5 per cent per annum
over the past five years with 40 per cent of enquiries being made by international
visitors.
In the last 12 months visitors to the region who called into Geelong Visitor Information
Centres were surveyed post trip to determine the impact of information received on
their original travel plans. The results showed that 80 per cent of visitors stated that
they spent more time in the region than originally planned, with 46 per cent spending
an extra day or more due to the information received.
From this data it can be estimated that an additional $14.5 million of visitor
expenditure was induced as a direct result of information support services delivered
by the network of Geelong Visitor Information Centres. The centres are staffed by two
permanent staff and over 100 dedicated volunteers.
Central Geelong Laneway and Linkages project commences
Physical works commenced on the first stage of the Central Geelong Laneways and
Linkages project in May 2012.
The City received a total of $1.5 million from the Victorian Government to carry out
works in Central Geelong laneways with the aim of improving pedestrian movement
and encouraging commercial activity, vibrancy and city living.
One of the key aims is to improve pedestrian access especially on north-south
routes through central Geelong, as well as providing intimate spaces for smaller
cafes, bars, public art and culture.
Five projects in three different locations have been earmarked for implementation in
the first stage of the Central Geelong Laneways and Linkages project, namely:
• Creating a link from Corio Street to Brougham Street via Gore Place.
• Creating a link from Brougham Street to Eastern Beach at Steampacket Place.
• Creating a link from Ryrie Street to Myers Street at Star Street.
Consultation with business operators and landowners in the vicinity of each project
has taken place and will continue throughout the works program.
Activation of laneways is a key task identified in the Central Geelong Looking
Forward Action Plan.
Geelong Night Markets a huge success
The Geelong Night Markets again proved a huge success with thousands of
locals and visitors enjoying world class music, multicultural food and a variety of
artisan stalls.
For the fourth year running, the night markets were held every Friday night for six
weeks in January-February, celebrating Geelong’s rich and diverse culture.
The markets had activities, stalls and entertainment for people of all ages, live
bands, visual arts, roving performers, children’s activities and for the first time an
outdoor pool with Aqua Orbs (giant inflatable balls that you climb inside and walk
on water).
Held in the beautiful Johnstone Park, the night markets made for a great and relaxing
night out for the whole family.
2011 Conference of Sustainable Economic Growth for Regional Australia
The 2011 National Conference of Sustainable Economic Growth for Regional
Australia (SEGRA) was held in Geelong in October 2011, 15 years after staging the
inaugural SEGRA Conference. The conference attracted nearly 250 delegates and
brought direct economic benefits estimated at $600,000 to the city.
Established in 1997, the SEGRA conference provides a unique opportunity for all
sections of the Australian community, rural and urban, to explore the key issues
affecting regional, rural and remote Australia and to be part of providing positive
sustainable outcomes to ensure future economic growth and development.
The conference dealt in detail with topics of particular interest to regional areas
including:
• attracting investment
• securing infrastructure
• achieving regional and inter-regional cooperation at government, community and
business levels
• developing community capacity
• building regional identity.
The conference featured a number of high profile keynote speakers and also included
two study tours and four practitioner workshops.
A high-profile event such as the SEGRA Conference has helped to position Geelong
as a significant city in national terms.
Future Directions
Geelong Library and Heritage Centre
Planning is well underway for the Geelong Library and Heritage Centre
redevelopment with ARM Architecture appointed to undertake the design and
Davis Langdon appointed to manage the $45 million project.
ARM will develop designs for a new building of up to six storeys which will be built on
the existing site in Johnstone Park. As well as housing a modern, state of the art
library and heritage centre, the building could also potentially include a café, retail
space and a flexible exhibition area.
The new Geelong Library and Heritage Centre will be a community and civic anchor
for the Geelong Cultural Precinct – a hub which preserves and shares the identity of
the community, a regional centre of learning, knowledge and culture.
The redevelopment is being funded by the City of Greater Geelong ($20 million),
the Victorian Government ($15 million) and the Federal Government ($10
million).
This is the biggest project ever undertaken by the City with works expected to
commence mid-2013.
Yarra Street Pier
The reconstruction of the Yarra Street Pier has been a long term funding priority
project for Council. In partnership with Regional Development Victoria, Tourism
Victoria and Geelong Otway Tourism, the City of Greater Geelong commissioned a
business case for the reconstruction of Yarra Street Pier.
The anticipated cost of the proposed development is $33 million, with the City having
committed $5 million and the Royal Geelong Yacht Club pledging $2.5 million towards
the build. It is proposed to approach other levels of government for the remaining
funds.
It is proposed to establish a Project Governance Structure and a Steering Committee
to oversee and drive the project, with the primary focus to secure the funding
required to facilitate the construction.
Two cruise ships were welcomed to our region during the last season with the Spirit
of Adventure visiting Geelong on 20 December 2011 and the Regatta visiting on 17
February 2012. Both cruise ships anchored in the bay with the Regatta staying
overnight. The Regatta has also confirmed it will visit again on 10 January 2014.
A summary of passengers surveyed from the Regatta visit also confirms support for a
new pier with 83 per cent saying they would have preferred to disembark at a pier
rather than come ashore by tender. 62 per cent of respondents also said they would
visit Geelong again and 100 per cent said they would recommend Geelong to others.
The rebuild of the Yarra Street Pier would replace the original pier that was destroyed
by fire in 1988, with the new structure being able to accommodate passenger cruise
ships as well as providing moorings for smaller recreational and charter boats.
Investment projects in the pipeline
Over $1.7 billion worth of investment projects are awaiting commencement in the
region, confirming the positive attitude to investment in our region. These projects will
continue to add stimulus to our local economy and will provide jobs in both the short
and long term.
Some of the projects awaiting commencement include: the $255 million, 394 bed
teaching hospital to be built at Deakin University’s Waurn Ponds campus (an Epworth
Hospital/Deakin University partnership project); the $50 million expansion of the
Waurn Ponds Shopping Centre; Deakin University’s $55 million Centre for Advanced
Design in Engineering Training (CADET); Deakin University’s $51.5 million student
accommodation expansion at its Waurn Ponds campus; and the Barwon Water $8
million water storage basin at Pettavel.
Free Wi-Fi to be available in Central Geelong
A free Wi-Fi service in will be launched in Central Geelong in the latter half of 2012.
The free Wi-Fi service will be available in Moorabool Street in the vicinity of the bus
interchange and Little Malop Street Central.
The service provides free Wi-Fi Internet access with a reasonable 10Mb daily limit on
data downloads and unlimited free access to Council, community, tourism, health and
public information websites.
The service will evolve from the free Wi-Fi service established in Johnstone Park to
coincide with the U C I Road World Championships in September 2010, this
experience giving the City the impetus to expand the service into Central Geelong.
Existing CCTV infrastructure will be used, including the fibre optic cables, to operate
the service which means we have the means to expand the service further subject to
funding.
The City will also seek further State Government funding to extend the coverage to all
27 CCTV sites across Central Geelong and the Waterfront.
The free Wi-Fi service originated as a project of the I C T Geelong cluster and has
developed through a working group featuring representatives from the City of Greater
Geelong, I C T Geelong, Deakin University, Gordon TAFE, Tourism Geelong and
commercial internet firms.
This initiative is a great example of how collaboration can work to support community
services.
New service offers free advice and support for small business
The City is offering a new service to provide advice and support to the local small
business sector. As well as offering advice and sources of support, the business visit
service will be a valuable exchange of information – an opportunity for business to
speak directly and candidly with the City about local issues and experiences.
Time is a precious commodity for small business operators so the aim is to bring
solutions, practical advice and referrals straight to the workplace. Depending on their
needs, we may be able to refer businesses to funding sources for growth, provide
advice about future proofing their business, advise on the involvement of volunteers,
or recommend free mentoring or affordable training and development to help build
capacity.
To date approximately 50 small businesses have participated in the business visits
program across sectors including retail, health, construction, manufacturing and
professional services. The City is aiming to meet with as many small businesses as
possible in the coming year.
Simonds Stadium Stage 3 development
Construction is progressing well on the $38 million Southern Stand development at
Geelong's Simonds Stadium. The redevelopment is the third stage in a series of
ongoing redevelopments at the Stadium and is being managed by the Geelong Cats
Football Club.
The Stage 3 redevelopment will see the Stadium's capacity increase to
approximately 33,500 and include improved facilities for spectators at the venue, plus
a community wellness and education centre which shall become the focal point of the
Club's community programs. The new grandstand will seat 9,500 spectators.
The Stage 3 redevelopment project is being jointly funded by the Victorian
Government ($26.5 million), Geelong Football Club ($4.125 million), the Australian
Football League ($3.25 million) and the City of Greater Geelong ($3 million).
In addition, the Federal Government ($10 million) is providing funding towards the
installation of Sports Lighting at Simonds Stadium.
The project is due for completion by the end of May 2013. Once completed the
new stand will be handed over to the City of Greater Geelong to maintain.
Challenges
Central Geelong - Looking Forward
Some areas of Central Geelong are experiencing a transition, which is a common
cycle in retail precincts. The changing nature of the CBD presents challenges but
it also offers us great opportunities.
Central Geelong has undergone a transformation in the last 15 years following the
redevelopment of the waterfront – a project which has served as a catalyst for more
than $700 million of public and private development in the residential, commercial,
education and retail sectors.
It has been a period of growth for Central Geelong and one that continues to
deliver, but we do recognise that the evolution of Central Geelong is a complex
issue and that many different organisations and business sectors have parts to
play.
Council adopted the Central Geelong Looking Forward Project which will operate in
parallel with the Vision 2 project, a vision that will provide the momentum for the next
20 years of growth in the CBD, which is being developed by the City in partnership
with the Victorian Government, Deakin University and the Committee for Geelong.
Vision 2 aims to achieve a shared vision for central Geelong and identify areas,
strategies and opportunities that will provide a vision, momentum and investment for
the next 20 years of growth of central Geelong.
The ideas and concepts workshopped to date include:
• City Arrival
• City of Three Waters
• Green Spine
• Waterfront Integration
•
•
•
•
•
•
•
•
•
•
•
Balancing Private Mobility
Univer-City
East-West Links
Public Square
Sense of the City
Public Connectivity
North-South Links
Urban Consolidation
Fine Grain Culture
Urban Permeability
Walkable City.
These concepts are currently on display at Deakin University’s Waterfront campus
and open to public comment.
Transitioning local economy
The impact of the slowing manufacturing industry has been felt in Geelong.
There will be pressure to transition to the local economy from a manufacturing base
to a much more diverse and competitive one. Innovation will be crucial to affect this
change.
Our region must continue to be actively engaged in continuing to develop new
industries and remain committed to up-skilling, training and development.
Support for local manufacturing industries will also be a challenge but Council will
continue to advocate on behalf of industries such as Ford and Alcoa and support our
Geelong based workforce.
Convention and Exhibition Centre
Business events currently generate approximately $1 billion per annum or nine per
cent of Victoria’s total tourism revenues. Geelong businesses already generate over
2,000 events per annum that are accommodated in inadequate venues. Hosting an
event attracts an influential audience to view a showcase of regional talent and
innovation and to create the opportunities for investment and knowledge sharing.
The proposed Geelong Convention and Exhibition Centre would include a conference
venue with the capacity to cater for up to 1,000 delegates. It would provide 3,000
square metres of exhibition space, along with banqueting facilities, meeting rooms, a
business centre and retail outlets.
A Project Steering Group and Project Reference Group led by the City has been
appointed and a preferred location along Hearne Parade has also been selected.
This is a key priority project for the City with the project estimated to cost $180 million
with the construction phase generating up to 232 direct jobs and up to 434 ongoing
jobs provided by the completed facility.
Outcome: Plan and Develop the National Transport and Logistics Precinct
We will facilitate the National Transport and Logistics Precinct which is focused on
strengthening our key existing assets such as Avalon Airport, the Port of Geelong, the
Ring Road and the Geelong Ring Road Employment Precinct. We will encourage new
assets that complement the existing assets such as the proposed Intermodal at Lara.
Measuring our progress
Measure
Target
Result
Geelong Ring Road
Employment Precinct
number of serviced lots
available for sale
3 lots for sale by
mid-2011
Avalon International Terminal
approved
Master Plan
approved by Council
right arrow
Council has
considered the master
plan for Avalon Airport
to facilitate the
transition of the airport
to an international
terminal and will
continue to work with
Avalon to deliver this
outcome.
Business Plan for
National Transport
Freight and Logistics
Hub agreed
Completion 2012
right arrow
The City is working
with Geelong Port and
other stakeholders in
developing this plan
with an anticipated
end date of mid-2013.
tick
Comments
On schedule with 3
lots currently
available
Intermodal planning process
completed
June 2012
tick
Planning process is
complete. Following
the delay in the
approval of the
amendment for an
inter-modal facility at
Little River, a working
group of senior
bureaucrats across
relevant departments
in State Government
has been established.
The Council continues
to work with these
parties to explore
every opportunity for
inter-modal facilities in
Geelong's north.
tick – Target achieved
right arrow – Progressing on schedule to achieve target
2011-2012 Business Plan Actions
Action
Status
Geelong Ring Road Employment Precinct
Acquisition of Drainage Reserves for Elcho
Drain
hand
Construction of Elcho Drainage system to
allow for development of precinct
hand
Geelong Ring Road Employment Precinct
design and implementation
right arrow
Outcome: Development of the Cosmopolitan Heart
The development of Geelong’s cosmopolitan heart will be driven through key projects
that embrace our natural and built assets.
Measuring our progress:
Measure
Target
Result
Comments
Courthouse Arts construction completed
June 2011
tick
Yarra Street Pier – Secure
State Government funding
June 2012
right arrow
State Government
grant received to
progress Cruise Ship
Feasibility Study
Cruise ship visits to Geelong –
feasibility study
June 2012
tick
Feasibility completed
and report to Council
completed
Future Cities – Library/Heritage Centre
– Secure funding from the State and
Federal Governments
June 2011
tick
Federal ($10M) and
State ($15M)
Government funding
secured
Convention Centre – Secure State
and Federal Government support
June 2012
right arrow
Lobbying continuing
Overall satisfaction with Central Geelong Seeking to
increase
tick
Increased to 93% in
2011-2012
Cultural Precinct visitation (Geelong
Gallery, Library, Heritage Centre,
Courthouse Arts, GPAC)
Seeking to
increase
tick
10% increase on
previous year. 20112012 = 411,267 20102011 = 374,993
Central Geelong presentation –
cleanliness Index
Seeking to
increase
N/A
Survey not conducted
since 2008
tick – Target achieved
N/A – Data not available
right arrow – Progressing on schedule to achieve target
2011-2012 Business Plan Actions
Action
Status
Baywalk Bollards maintenance and
replacement
Central Geelong Marketing
hand
Cruise Ship Visits
circular arrows
Develop and implement Cruise Ship Strategy
right arrow
Economic Development – Industrial Investment
Support
tick
circular arrows
Construction completed
in October 2012
Little Malop Street Retail Booths
right arrow
National Wool Museum Conference Facilities
and Equipment
NWM Exhibition Programme Increase Capacity
right arrow
WiFi Hotspot expansion
right arrow
tick
Eastern Beach Master Plan
Eastern Beach Children's Pool construction
tick
Eastern Beach Master Plan implementation – rebuild
of heritage assets
tick
Outcome: Managed Growth
Geelong will continue to position itself as the best place to live fostering job creation,
sustainable development practices and improved community wellbeing.
Measuring our progress:
Measure
Target
Result
Comment
Regional unemployment rate Maintain the
average difference
between the
Geelong and
Victorian
unemployment
rate
tick
Barwon West District
= 5.1 Victoria = 5.4
Geelong Urban Growth
Strategy completed
cross
This project is on hold
pending the completion of
the G21 Regional Growth
Plan
June 2012
Investment (number and
value of building permits) –
domestic and non-domestic
Seeking to
increase
tick
Domestic = 2.5%
increase Non-domestic
= 8.1% increase
Years supply of zoned
residential land available in
the Geelong region
10+ years
available of
residential lots by
2013
tick
The Armstrong Creek Urban
Growth area will increase
supply to 20+ years
Scope and business case
for Managing Growth
Resource Plan completed
June 2012
cross
Project has been deferred
Armstrong Creek
June 2012
Structure plans completed for
Western Residential Precinct
right
arrow
On schedule for approval in
late 2012
Armstrong Creek
Structure plan
completed for
Horseshoe Bend
Precinct
June 2012
right
arrow
Structure plan is underway
Armstrong Creek
Structure plan completed for
Major
Activity Area
June 2012
right
arrow
Structure plan is underway
Lara Town Centre –
Rezoning of Land
June 2011
right
arrow
Project is in progress
Lara Town Centre –
Selection of preferred
developer
June 2011
right
arrow
Announcement due
September 2012
Ring Road connection from
Armstrong Creek to the
Bellarine Peninsula –
commitment to planning
process to a 4C connection
September 2012
right
arrow
Project progressing. The 4C
connection from Ring Road to
Surf Coast Highway is in final
design phase under VicRoads
management and it is
anticipated to go to tender in
the final quarter of 2012.
Further preliminary planning
has been undertaken to define
a route from the west side of
the Barwon River to the
Ballarat Highway to ensure
land is identified to provide for
this ultimate Ring Road link to
the Bellarine Peninsula.
Geelong Major Events
economic benefit to the
municipality
Return on
investment = 50:1
cross
Return on investment 41.9
Aquaculture – An integrated
wet processing facility
June 2011
right
arrow
This is a long term project
that will be ongoing
Develop Geelong’s Centre of June 2011
Excellence for emerging
infectious diseases
right
arrow
Project is progressing and is
currently at lobbying stage
tick – Target achieved
cross – Target not achieved
right arrow – Progressing on schedule to achieve target
2011-2012 Business Plan Actions
Action
Status
Animal Pound Facility Northern Area
implementation
tick
Bio Geelong Education Bus funding
hand
Civic Accommodation potential site purchase
right arrow
Committee for Geelong Contribution
circular arrows
G21 Contribution
circular arrows
Geelong Manufacturing Council
contributions
circular arrows
Geelong Region Digital Strategy
right arrow
Hosting of the National SEGRA Conference
tick
Lara Town Centre expansion project
right arrow
Simonds Stadium Wade Stand upgrade
right arrow
Armstrong Creek
Armstrong Creek planning and
infrastructure implementation
right arrow
Armstrong Creek Sport Development Plan
right arrow
ICT Cluster
Employment Growth through Cluster Facilitation
right arrow
ICT Cluster facilitation
right arrow
ICT Cluster invention test
tick
Other actions undertaken in 2011-2012 that support Growing the Economy
Action
Channel 31 Media contribution
Conference Marketing and Delegate Boosting
programs
Extension of the Melbourne Road
Promotional Signage
Geelong Major Events funding
International Sports Procurement Strategy
Status
tick
circular arrows
right arrow
circular arrows
right arrow
Provide for tourist information and administrative
support centres within the Geelong region
VicCLUE 2011
circular arrows
tick
Sustainable Built and Natural Environment
The City of Greater Geelong leads the community in sustainable planning and
environmental action.
Achievements
Climate Change Adaptation Strategy used as a model for other Councils
The City of Greater Geelong has been recognised as a leader for its Climate
Change Adaptation Strategy which has become a model for other Councils to
follow.
The Climate Change Adaptation Strategy was developed in 2011 and aims to prepare
Council and the broader Greater Geelong community for climate change impacts. It is
designed to foster an understanding of how climate change is likely to affect the
region and to assist Council in prioritising short and long term adaptation actions.
It is also designed to identify steps towards building Council resilience to climate
change in the longer term. It provides the first steps towards integrating climate
change adaptation throughout Council activities and decision-making processes and
building Council’s own adaptive capacity and capability.
The strategy includes priority work areas in response to potential impacts:
• Coastal Planning
• Asset Management
• Emergency Management
• Vulnerable People
• Open Space
• Biodiversity
• Building Community Engagement.
There are a range of actions to be carried out over the next couple of years, with
two significant projects having commenced in 2011-2012:
Climate Change Adaptation Toolkit
This is a toolkit designed to assist Council staff assess climate change impacts and
develop responses to those risks in the context of their functions. The development of
the toolkit is cutting edge climate change adaptation for Local Government and is a
collaborative project between RMIT, City of Greater Geelong and Net Balance. The
Draft Adaptation Toolkit has been developed and tested with Council staff and
opportunities to integrate the toolkit with existing Council management decision
making processes has commenced.
Coastal Climate Change
The Geelong/Queenscliff Coastal Mapping project will assess sea level rise and storm
surge impacts on Geelong’s coastline. The project is a joint initiative between the
Victorian Government, the City of Greater Geelong, the Borough of Queenscliffe and
the Corangamite Catchment Management Authority.
Reducing Energy and Greenhouse emissions
The implementation of the Greenhouse Reduction Local Action Plan continued
throughout the last financial year. The program commenced in 2008-2009 and as a
result of actions undertaken has seen significant reductions in emissions.
In 2011-2012 the program focused on the following areas:
• Building lighting retrofits
• Building heating and cooling upgrades
• Emissions/utility reporting
• Carbon capture and storage.
Lighting retrofits were carried out at Anakie Road Depot, Busport Complex, National
Wool Museum and the Potato Shed. A total of 225 lights were upgraded to efficient
alternatives. Technologies used in these projects included LED and motion sensor
technology.
Taking this simple step at the Anakie Road Depot has meant the energy consumption
of our workshop lighting has reduced from 70,261 kilowatt hours per annum to 30,023
kilowatt hours while greenhouse gas emissions we have reduced from 93 tonnes to
40 tonnes.
Significant heating and cooling upgrades were also undertaken on systems at the
National Wool Museum and Anakie Road Depot. Also a building management
system (BMS) was installed at the Anakie Road Depot that will significantly increase
energy efficiency through more effective controlling of the heating/cooling and lighting
systems.
The ReGreening site in Newtown, the first Council urban forest in Geelong to act
primarily as a carbon sink had additional planting and on-going maintenance carried
out to ensure it thrives. The site will sequester 229 tones of carbon emissions over
the next 40 years and will inform planning for future potential carbon offset sites in
Geelong.
In 2011-2012 the City was also required to submit a National Greenhouse and Energy
Report (NGER) as an organisation for first time. The reporting took in to account
emissions derived from energy (gas and electricity), fleet and landfill. This reporting
will now occur monthly.
The City continues to pursue a wide range of energy efficiency initiatives as part of its
EcoChallenge program and these are just a few examples of many projects that have
the potential to have significant long term impacts on Council’s environmental
footprint.
Sustainable Building Policy
A Draft Sustainable Building Policy has been developed by Council to guide a
coordinated approach to management of Council buildings and provide clear
commitments to achieve sustainability standards in Council buildings. The aim of the
policy is to improve sustainability throughout the full life cycle of Council buildings,
from concept and design, through to decommissioning.
The Policy relates to buildings owned, leased or managed by Council. The
Sustainable Building Policy sets minimum sustainability standards for Council’s:
• New buildings
• Renovations and retrofits of existing buildings
• Building maintenance and minor upgrades
• Specific sustainability projects.
Once adopted by Council the Sustainable Building Policy will apply to all types of
Council buildings including: administrative offices; leisure and aquatic facilities;
libraries; community buildings; sports ground pavilions; town halls; child care and
health centres; works depots; and other Council buildings.
Waste management initiatives
The City of Greater Geelong has been at the forefront of domestic recycling and
waste management since the introduction of the three-bin recycling and waste
collection system in late 2002.
The challenge is to find innovative new ways to reduce, reuse and recycle, while
sending material to landfill should be a last resort. In the past 12 months, the City has
undertaken a range of unwanted household goods projects and provided information
to increase the awareness of existing recycling and reuse programs.
The City has successfully conducted mattress and tyre programs where these items
were able to be dropped off at our resource recovery centres at discounted costs. A
car boot program has also been conducted and the City has also commenced a
"Free Stuff" column in the Geelong Advertiser where residents can advertise free of
charge their bulky household items. These items are advertised as free items and
must be in good working order. The success of these programs will see them continue
into the future.
The recycling message also continues to be embraced by the community with the
number of kilograms recycled per household annually increasing by 12 per cent to
296 kilograms. Green waste has also increased by 11 per cent to 330 kilograms per
household annually.
Black Rock bike path opens
Local cyclists are now enjoying a ride on the new bike link in Breamlea after the path
was officially opened in May 2012.
The new path, connecting 13th Beach Road and Blackgate Road, will greatly
improve safety for cyclists and motorists. Works also included the widening of
several hundred metres of Blackgate Road, between Breamlea and the
Thompson Creek Bridge.
The $500,000 works were jointly funded by the City of Greater Geelong, Barwon
Water and Regional Development Victoria.
The track is approximately four metres wide, with clear line markings to allow
plenty of space for cyclists travelling in both directions and it follows the
alignment of a previously disused road.
This path is in the middle of a very popular cycling route between Barwon Heads and
Torquay and provides a much-needed boost to cyclists’ safety. It will allow cyclists to
take a more direct route instead of detouring around roads with no shoulders.
The City is committed to improving bicycle infrastructure throughout the whole region
and this link is an important improvement for many cyclists who ride along this route
regularly.
Promoting active transport
Hundreds of local families left the car at home and cycled or walked to school on
National Ride to School Day held in March 2012.
The City of Greater Geelong offered small funding grants to help local primary schools
provide healthy breakfasts for those children who walked, cycled, skated or
"scootered" to school. Fourteen local primary schools took up this offer: Bellarine,
Bell Park North, Belmont, Drysdale, Geelong East, Leopold, Mandama, Oberon
South, Our Lady Star of the Sea (Ocean Grove), Roslyn, St Thomas Aquinas
(Norlane), St Leonards, Surfside and Whittington.
It was great to see local schools getting on board and encouraging students to cycle,
walk, "scoot" or skate to school. In the 1970s more than 80 per cent of kids walked or
rode to school. That number has fallen to only 20 per cent today – even though most
students live within two kilometres of their school.
We all know cycling, walking, scooting and skating is good for your health, wallet and
the environment, but it also means there are more families out and about in their
neighbourhood, which makes people feel safer.
In August 2011 the City also became a signatory of the International Charter for
Walking.
By signing the International Charter for Walking, we recognise that there is a need to
encourage more active transport for social, economic and environmental reasons.
Councils have an important role to play in promoting active transport, including
neighbourhood design, providing footpath networks and pedestrian crossings, traffic
management and other promotion and safety campaigns.
Council becomes a member of statewide sustainability program
The City of Greater Geelong is taking part in a program designed to help
communities manage forecast sustainability challenges such as climate change
and energy costs after signing up to the Municipal Association of Victoria’s (MAV)
Councils and Communities in Transition program.
The City’s Future Proofing Geelong program in many ways already anticipates the
aims of the Councils and Communities in Transition program and is the ideal vehicle
for the Geelong region to become involved.
The City became the first regional city in Australia to commission its own low carbon
growth plan and has signed a sustainability covenant with the EPA to identify and
implement sustainability opportunities in the region.
There are some significant global challenges facing all communities which will require
those communities to be more resilient and adaptive – the Councils and Communities
in Transition program seeks to support communities to achieve this.
The MAV will complement the work the City is already undertaking through our
Future Proofing Geelong program and our role as a signatory to the sustainability
covenant.
Raising community awareness and preparedness is a key part of the Future Proofing
Geelong program – many of the sustainability initiatives in a given community are
likely to be driven by those community members – so it’s important we motivate
people and equip them with the knowledge and skills to adapt to the future.
Drainage improvements
Barwon Heads residents in the Bridge Road-Grove Road precinct are a step closer to
an end to their long-standing flooding problems after the completion of Stage One of
a three stage, $2.6 million project expected to resolve the area’s previous drainage
related problems.
Stage 1 works, costing $1 million, had involved the construction of a 600 mm
diameter stormwater rising main running from the existing stormwater pump station at
Clifford Parade to a connection point with the existing drainage system at Flinders
Parade. Stage Two of the project will begin in the new financial year, and will involve
the replacement of the existing Clifford Parade pump station. The new pump station
will utilise three pumps (current pump station only utilises one), with a combined
capacity capable of handling the high-level flows from major storm events. Stage 3 of
the project will entail the construction of a new stormwater rising main and outfall,
necessary to transfer the flows from the new pump station to the outfall.
During the year the Newcomb-Whittington Flood Study was also adopted which
identifies flood mitigation options for drainage-related or "stormwater" flooding within
the Newcomb-Whittington catchments and also examines their effectiveness and
recommends a preferred course of action. The age of the current catchment, and the
existing, ageing drainage infrastructure in the area are contributing factors as they
are in other areas.
In 2011-2012, $4.8 million was spent on drainage construction, design and
investigation.
Restoration of City Hall steps wins heritage award
The City received a Heritage Trust Award for the restoration of City Hall’s front steps
and ramp. The Heritage Victoria-approved works were undertaken to rectify
movement in the foundations below the entrance on Gheringhap Street.
City Hall was built in 1855 as a cost of £17,200. It was designed by Joseph Reed, a
renowned architect from Melbourne, who won a competition (and £100) held to
design the most outstanding building for the then Geelong Town Hall. The National
Trust of Victoria considers the south-east section of City Hall as the oldest municipal
office block still active in Australia, having served as council offices for 157 years
running.
The original bluestone steps were retained as part of the works completed and the
patterned tiles on the ramp are a replica of the original portico tiles first laid more
than a century ago. The original slate roof above City Hall’s main entrance was also
replaced with Welsh slate.
City Hall is a vital part of Geelong’s history and its cityscape and it is crucial that it
is preserved and maintained for generations to come.
The Heritage Trust Award attests the quality of the restoration works and the care
taken to ensure it was in keeping with the strong heritage value of the building while
at the same time creating a safer surface for people entering City Hall.
Future Directions
Eastern Park water recycling project progressing on schedule
Works are continuing on an exciting water recycling project in Eastern Park. The new
seven-million litre Eastern Park water storage will be a tremendous new asset, both in
terms of water savings and an additional feature of this very important city park.
Stormwater will be diverted from a residential area of East Geelong that was
previously flowing untreated out into the bay, with the project saving
approximately 30 million litres of mains drinking water a year by recycling
stormwater and using it to maintain the Geelong Botanic Gardens.
The system is designed as a stormwater harvesting and reuse system that will
resemble a natural body of water within Eastern Park.
The Geelong Botanic Gardens is in the top five water users for Council, and this
project will be able to supply around 90 per cent of the gardens’ water demands.
A walking path will be built around the lake which will connect to the Eastern Park
walking/running circuit.
30-thousand "tube stock plants" (indigenous plants of various kinds, all native to the
area and propagated from local stock) will be put in around the water storage site from
July 2012 through to the spring months. Plantings will include some river red gums, to
complement the existing stands of gum trees in the area.
With a walking track and plants, it will become an appealing feature of the popular
park.
The lake will fill in time for spring, when it can be used for irrigation of the Geelong
Botanic Gardens right through the warmer months. This project will mean millions of
litres of stormwater that would otherwise have gone down the drain will be put to
good use.
This project is funded jointly through the City’s 2011-2012 budget ($515,000) and
the Australian Government’s Water for the Future initiative ($415,000).
Community Sustainability Program
Council has developed a program to improve the uptake of competitively priced
sustainability products within the Geelong region aimed at increasing energy, water
and waste efficiency within the Geelong region. The program will also assist
households better manage the impact of ongoing utility price rises.
Once approved a selected provider will offer a suite of sustainability household
products, technologies and provide an accessible service for advice and services for
the Geelong community. The services will include:
• Home energy, water and waste assessments
• Solar photovoltaic systems
• Solar hot water systems
• Water tanks
• Light globe and showerhead exchange
• Ceiling insulation
• Weather sealing products.
The program will be launched early in the 2012-2013 financial year.
Update of Environment Management Strategy
The City will commence work on a new Environment Management Strategy to
provide strategic direction on environmental management in the Greater Geelong
region. The new strategy will be guided by the existing Environment Management
Strategy 2006-2011.
The existing strategy identified 223 actions – the majority of which are complete, with
those incomplete to carry over into the new plan. New and emerging environmental
issues such as climate change need to be considered.
The Environment Management Strategy is one of the City’s most important strategic
environmental documents and will inform much of the planning in the area of
environment and sustainability in the next five years. The updated strategy will assist
the City to manage many important aspects of the local environment including the
preservation of biodiversity, a reduction in carbon emissions, improved marine and
freshwater habitats, improved urban and rural water quality, better air quality and
enhanced sustainability features in urban development.
The new Environment Management Strategy will operate alongside other strategies
such as the Sustainable Water Use Strategy, Education and Partnerships,
Biodiversity Strategy, Geelong Wetland Strategy, and the Climate Change Adaptation
Strategy.
Federal funding to protect coastal reserves
The City has received a $415,000 boost from the Federal Government to protect
biodiversity at three coastal reserves. The City was one of 18 successful tender
applicants to the Corangamite Catchment Management Authority’s Coastal Tender
program funded by the Australian Government’s Caring for Our Country program, an
incentive and engagement program for coastal public and private land managers that
select projects that deliver strong environmental results and encourage community
involvement.
The City will use its five-year funding for projects sites at Buckley Park in Ocean
Grove ($340,000), Limeburners Bay in Geelong ($55,000) and Thompson Creek in
Breamlea ($20,000) totalling 132.1 hectares of coastal vegetation.
The projects will focus on managing and protecting high conservation value
vegetation communities and will concentrate on controlling high-threat weed species
including Polygala, Coastal Tea-tree, Boxthorn, Italian Buckthorn, Boneseed and
Cape Ivy to allow natural regeneration and enhancement at the three sites.
Weed control is a priority in our coastal reserves. Areas that have been cleared of
weeds have shown exceptionally good regrowth and provide a diverse habitat and
this funding will help protect biodiversity in these ecologically sensitive areas.
Challenges
Carbon tax implications on Geelong industry
Geelong has a large percentage of trade-exposed and emissions-intensive
industries. While we accept the need for Australia to contribute to a global
reduction of carbon emissions it is vital the Geelong region is not unfairly
disadvantaged.
Manufacturing remains one of the primary industry sectors in Geelong – accounting
for close to half of all revenue generated by businesses in the Barwon region – a total
of $13.8 billion.
The City would expect to see that revenue raised through the carbon tax is invested in
clean energy and other infrastructure that would support Australian industry and
households reduce their carbon emissions. In particular, local industries must be
supported so they can remain competitive and that local jobs are not put in jeopardy.
Statewide plan required to assist Councils achieve Towards Zero Waste targets
The City of Greater Geelong has provided feedback to the Department of
Sustainability and Environment highlighting the urgent need for a state wide strategic
framework that provides direction to councils trying to achieve the Towards Zero
Waste targets.
Guidance from the State Government is essential to help councils reduce the amount
of waste going to landfill. The City’s current waste recovery rate is 58 per cent in
response to the State Government’s statewide target of 65 per cent by 2014, making
us one of the leading councils in Victoria.
We’ve made tremendous progress in reducing our waste to landfill but we need
guidance and support in order to meet this target within the next two years and
potentially exceed it in the longer term.
The City of Greater Geelong believes that a statewide waste management strategic
framework should include:
• A review of alternative waste treatments to identify preferred means of
processing organic waste materials.
• A review of the continuing role of landfills.
• Guidance on the transition process from landfills to alternative waste
treatments.
• Guidance on transport and other logistics required to best utilise and
integrate alternative waste treatments across the state.
• Guidance to councils to advance the organics processing aspect.
The City of Greater Geelong issued a similar request to earlier reviews of
Sustainability Victoria and regional waste management groups. We will also be
requesting that funds generated from the increased landfill levy are invested in
priority projects identified in the strategic framework.
The City will be seeking a greater share of landfill levy funds for development of waste
infrastructure and services.
Council adopts new Fire Management Plan
Council adopted a new three-year Municipal Fire Management Plan in November
2011 which sets out the strategic direction for fire management in the region.
It’s fair to say that fire management is in a state of transition since Black Saturday
and the Victorian Bushfire Royal Commission. We’re working hard with other
agencies to keep on top of all the changes and have developed the new plan with
CFA, DSE, Parks Victoria, Powercor and Victoria Police.
The plan articulates the responsibilities of local agencies depending on the types
and locations of fires. Every year the multi-agency Municipal Fire Management
Planning Committee reviews and updates the plan, but it is adopted by Council
only once every three years.
This is a starting point, and the plan will evolve to include the risks from fire in
housing, industry, storage and vehicles. We know from our own data that people in
the City of Greater Geelong face year-round risk from house and vehicle fire and we
can do more to prevent these happening.
Outcome: Increased use of public and active transport
Options for accessible transport are key to sustainability and wellbeing, and are a top
priority for our community. We will encourage a variety of transport modes, urban
designs and active transport support programs that reduce our car dependence. We
will give priority to these options in planning and development.
Measuring our progress:
Measures
Target
Result
Comments
Modes of transport used in getting
to work/school
Seeking to
increase
N/A
Data not available from
Department of Transport
Geelong Train Station usage 5,000 persons per day by 2025
Seeking to
increase
Tick
Approximately 1,930
persons per day (4%
increase on previous year)
Regular participation in walking
activity (general)
Seeking to
increase
N/A
ERASS data no longer
available
2010 = 23.2%
2009 = 17.4%
Regular participation in cycling
activity (excludes
triathlon/competition)
Seeking to
increase
N/A
ERASS data no longer
available
2010 = 7.8%
2009 = 5.6%
tick – Target achieved
N/A – Data not available
2011-2012 Business Plan Actions
Action
Status
Bicycle infrastructure program
circular arrows
Central Geelong Bus Super Stop - supervision
and maintenance
hand
Central Geelong Park and Ride shuttle service
right arrow
Footpath renewal program
circular arrows
Greater Geelong Cycle Strategy implementation
right arrow
Portarlington bus shelters construction
tick
Summer Circuit Bus service
tick
Outcome: Agreed standards for sustainable development are in operation
Reflecting our leadership role in the community, particularly in implementing the
Planning Scheme and Building Code, we will ensure we meet Environmentally
Sustainable Development Standards ourselves and encourage good design and
development in the community.
Measuring our progress:
Measure
Target
Result
Comments
Implementation of STEP Program (STEP
program — encouraging positive sustainable built
environment outcomes through the planning
process)
June 2012
tick
Completed in 2012
Develop a Council policy on Environmentally
Sustainable Development Standards for new
constructed Council owned and/or managed
buildings
December
2011
tick
Policy developed
tick – Target achieved
2011-2012 Business Plan Actions
Action
Status
Establish a cross divisional work team to progress
development of the Environmental Sustainable
Development Policy
Right arrow
Support the use of Infrastructure Development
Guidelines by development industry
tick
Outcome: A reduction in the organisation's environmental footprint
We want to ensure that all decisions made by staff and Council reflect our philosophy
of environmental sustainability. Whether we are planning for the future, designing
projects, delivering capital works and services or buying goods and services, we will
reduce the impact we have on our natural environment.
Measuring our progress:
Measure
Target
30 per cent emissions reduction target as Seeking to
a minimum from 2006 levels by 2011 - 60 decrease
per cent reduction by 2025
Result
Comments
right arrow
Progressing towards the
target (includes new
assets since 2006)
Council's potable water consumption
(25% reduction by 2015, based on
average consumption 2001-2005)
Seeking to
decrease
tick
554ML used in 20112012 well below target
of 726ML
Percentage of green energy purchase
Seeking to
increase
tick
3,751 tonnes
purchased in 20112012
Number of vehicles using low
emission or alternative fuels in
Councils vehicle fleet
Seeking to
increase
tick
The number of more
fuel efficient vehicles
purchased continues to
increase
Council's purchase and use of
products made from recycled and
renewable materials
Seeking to
increase
N/A
Data not available
Amount of carbon absorbed by trees
planted in the carbon offset program
Seeking to
increase
right arrow
Carbon offset planting
program commenced in
June 2011. No expected
offset until trees reach
maturity after 10 years.
tick – Target achieved
N/A – Data not available
right arrow – Progressing on schedule to achieve target
2011-2012 Business Plan Actions
Action
Status
Greenhouse Reduction Local Action Plan
tick
Tree Planting, establishment and aftercare
circular arrows
Waste projects
Corio Landfill rehabilitation
right arrow
Drysdale Landfill - Cell 4A construction
right arrow
Landfill gas monitoring bores construction
right arrow
Unwanted household goods - projects and
information
circular arrows
Water saving initiatives
Eastern Park stormwater harvesting
right arrow
Elcho Park irrigation system upgrades
right arrow
Hume Reserve stormwater harvesting -aquifer
recharge and reuse
right arrow
Rippleside stormwater harvesting
right arrow
Water Pressure Management system
implementation
tick
Water Restriction Program
right arrow
Outcome: The Climate Change Adaptation Strategy is established
Climate change poses a risk in sustaining communities into the future. We need to
ensure we have considered the likely changes that will take place in our region and
have developed a plan to adapt to those changes. We will need to work closely with
both the Federal and State Governments to achieve this and to implement the plan.
Measuring our progress:
Measure
Target
Result
Comments
The existence of an adopted
Climate Change Adaptation
Strategy
(1) Adoption
(2) Implementation
tick
Strategy adopted
in April 2011 and
implementation
underway
tick – Target achieved
2011-2012 Business Plan Actions
Action
Status
Climate Change Adaptation Strategy
implementation
right arrow
Future Proofing Geelong project
right arrow
Drought recovery
Significant tree watering project
tick
Sports grounds renovation program
circular arrows
Trial of warm season grass conversion for second
sports grounds
tick
Outcome: Enhancement and protection of natural areas
Biological diversity is the natural wealth of our municipality and provides the basis for
our life and prosperity. Our natural systems are under stress including waterways,
natural habitat areas, coastline land and soil. The use of the region’s natural
resources needs to be balanced against the impact on natural systems including the
potential loss of habitat and biodiversity, introduced pests, declining soil health,
deteriorating water quality and climate change impacts.
Measuring our progress:
Measure
Target
Result
Comments
Control of noxious weed reinfestation and re-growth on
Council's conservation reserves
95% success rate in
control program where
works are undertaken
tick
95% success rate
achieved
Reduction in pest animal
and vermin numbers in
Council reserves
90% success rate in
reduction program
where works are
undertaken
tick
Success rates varied
between sites from 80%
- 90%
Survival rate of native
revegetation program
90% survival rate
tick
Greater than 90%
survival rate achieved
with approximately
15,000 plants planted
Number of Council managed
water bodies rehabilitated
One completed
annually
tick
Five water bodies
rehabilitated in 20112012
tick – Target achieved
2011-2012 Business Plan Actions
Action
Status
Assessment of biodiversity assets
right arrow
Bellarine Catchment Network contribution
tick
Coastal infrastructure maintenance
circular arrows
Council environmental reserves maintenance and
improvement works
circular arrows
Eastern Park tree planting
tick
Fire Management of Roadside Biodiversity
Conservation areas
tick
Friends of Buckley Falls Park contribution for
maintenance works
circular arrows
Geelong Botanic Gardens irrigation system renovation right arrow
Geelong Field and Naturalists Club -contribution to
Jeringhot Wetland upgrade
right arrow
Geelong Saleyards Conservation
Management Plan works
tick
Parks and Reserves Maintenance
Circular arrows
Tree inventory project
Tree Inventory System - data collection
Right arrow
Tree Inventory System - development of software
Tick
Water programs
Geelong Healthy Waterways program
Circular arrows
Stormwater Quality Management Plan
implementation
Circular arrows
Water quality programs
Circular arrows
Other actions undertaken in 2011-2012 that supports a Sustainable Built and
Natural Environment
Action
Status
Bridge upgrades – major renewal Works
circular arrows
Drainage design and construction program
circular arrows
Kerb and channel renewal program
circular arrows
Prestige Park – Hedgeley to Thompson Rd main drainage
and basin
right arrow
Rehabilitation of Sandy Creek Road, Anakie
tick
Road network condition rating
tick
Roads – construction and design including local roads,
Federal Roads Program and Vic Funded works
circular arrows
Special rates and charges to carry out roads, footpaths,
kerb and channel, and drainage works
circular arrows
Traffic management – investigation, design and construction circular arrows
Streetscapes
Alkira Avenue streetscape improvements
tick
Streetscape improvements in Cowie Ward
tick
Streetscape works - shopping strip parking upgrade In
Thorburn Street, Bell Park
tick
2011-2012 Performance Statement
Community Wellbeing: To improve the health and quality of life of all residents of Greater Geelong
Outcome
Target
Status
Comments
Improved
healthy eating
and physical
activities
Commence the
upgrade/replacement
of the Steampacket
playground.
The Steampacket
playground
upgrade has been
postponed to 20122013 due to a
funding shortfall.
The Steampacket playground
replacement was postponed to 20122013 due to a funding shortfall.
Extra funding has been secured in the
2012-2013 Annual Budget.
The works have been tendered and
construction is expected to commence
in August 2012 and completed by
October 2012.
Precinct planning
progressing
pending
determination of
Early Years
service relocation
and service
planning for
Neighbourhood
House.
Early in 2011, the Rosewall community
suffered the loss due to arson of the
early years facility co-located with the
neighbourhood house in Sharland Rd.
Following the finalisation of the
insurance claim, a Project Working
Group was convened to oversee and
undertake a situational analysis,
demographic analysis, service
requirements, assessment of impact of
strategic and statutory development in
relation to the precinct, assessment of
community requirements, options for
the re-instatement of the early years
facilities for the precinct, strategic
planning for the Rosewall
Neighbourhood House, schools
regeneration impacts and urban design
options.
Discussions have been held with the
Rosewall Neighbourhood House
Committee to assess options for the
development of the Neighbourhood
House service and their preferred
location within the catchment. An
options analysis for the Neighbourhood
House Service location has also been
undertaken to inform broader precinct
planning objectives.
The Project Control Group is scheduled
to reconvene to finalise the project
methodology and confirm the scope for
a brief for a consultant to finalise the
Precinct Plan.
Increased
Develop the Rosewall
lifelong learning Precinct Plan.
and literacy
Liveable
neighbourho
ods
Leopold Community
Hub detailed design
progressing to
completion.
Three concept
proposals were
completed in June
by the designer for
consideration by
Council.
The Leopold Community Hub design
project commenced early in 20112012 with the tender for the full design
services package. The successful
consultant commenced in March
2012 with three design proposals for
the $16.2 million project completed in
June 2012.
Council will consider these in July
2012.
Growing the Economy: Securing Geelong’s economic future.
Outcome
Target
Status
Comments
Plan and
develop the
National
Transport and
Logistics
Precinct
Continue the
design and
implementation of
the Geelong Ring
Road Employment
Precinct (GREP) in
2011-2012.
Design and
implementation of
the Geelong Ring
Road Employment
Precinct is
continuing.
A number of
amendments were
considered by
Council during the
year.
Further funding is
required for the
Cultural Heritage
Management Plan.
The construction of O’Brien’s Road
and related infrastructure forms stage
one of the Geelong Ring Road
Employment Precinct (GREP) valued
at $7.4 million. This and the adjacent
drainage retarding basin is complete.
In January 2012, Council adopted a
number of recommendations including:
• GREP Urban Design Guidelines
• Reduced minimum lot sizes of
Industrial 1 zoned land from 4,000
metres2 to 2,000
metres2
• Re-brand the Heales Road Industrial
Estate to GREP
• Apply Restructure Overlay to the New
Station Estate.
A report to Council in April 2012 also
recommends Amendment C243 which
looks to incorporate a Native
Vegetation Precinct Plan into the
planning scheme. The report, which
was carried by the Council
recommended that the Minister for
Planning appoint an Independent
Panel and that the submissions be
referred to the Panel.
Development of
the
Cosmopolitan
Heart
Commence
development of the
Cruise Ship Strategy
(Yarra Street Pier) in
2011-2012.
A business case for
Yarra Street Pier
was completed by
Geelong based
company GHD, with
a range of options
considered for the
rebuild of the pier.
Council secured funding from Tourism
Victoria, Regional Development Victoria
and Geelong Otway Tourism to match
Council’s funds to commission a further
business case for Yarra Street Pier.
The new business case focused on the
development of a bespoke pier able to
cater for cruise ships, naval vessels
and the major events elements, as well
as the opportunities of the earlier
project. Geelong-based GHD was
appointed to undertake and complete
the business case work. A range of
options for the reconstruction of Yarra
Street Pier have been considered as
part of the business case. However, in
order to maximise the economic
benefit, a 260 metre long jetty along the
old alignment of the Yarra Street Pier
capable of berthing large cruise ships
and naval vessels etc. has been
recommended.
A number of benefits have been
identified including greater economic
returns to the region and the state with
up to four cruise ship visits per season
from 2015 and approximately 403 FTE
positions over the first 10 years of
operation and 234 during construction.
Managed
Growth
Armstrong Creek
planning and
infrastructure continuation in 20112012.
Armstrong Creek
planning and
infrastructure
implementation is
continuing on
schedule.
East Precinct (Warralily) – residential
development
has commenced.
North East Industrial Precinct
(Keystone Business
Park) – initial works have commenced
on the site as
well as commercial processes to attract
key tenants.
West Precinct – the Precinct Structure
Plan (PSP)
and Development Contribution Plan
(DCP) are
progressing through the advisory
committee.
West industrial Precinct – PSP process
to
commence in latter half of 2012.
Horseshoe Bend Precinct – a
preliminary PSP is on
exhibition and will inform the
progression of the final
PSP to be developed in the latter half of
2012.
Major Activity Centre (Armstrong Creek
Town
Centre) – has reached master plan
development
stage.
Marshall Precinct – at preliminary
investigation
stage.
Other related projects include planning
on bus
networks, railway station and arterial
road links.
Sustainable Built and Natural Environment:
The City of Greater Geelong leads the community in sustainable planning and environmental action.
Outcome
Target
Status
Comments
Increased use
of public and
active transport
Implement actions
associated with the
Greater Geelong
Cycle Strategy
during 2011-2012.
Program completed
for 2011-2012 with
funding pending for
further works at
Leopold and Vic
Roads locations.
Program completed for 2011-2012 and
waiting on funding for new works via
Vic Roads for 2012-2013. Progress on
actions as follows:
• Swanston Street and Carr Street
bike path stages 1 and 2 complete.
• Funding worth $100,000 received
for Barwon River pathways
(Belmont) with works underway.
•
Breamlea Bike path opened in
May 2012.
• Barwon Heads Walks Survey
complete and report pending.
• Bike path bids for 2012-2013 in with
Vic Roads – Colac Road, Melaluka
Road (Leopold), High Street
(Belmont).
A reduction in
the
organisation’s
environmental
footprint
Distribute
information and
commence projects
related to
unwanted
household goods
during 2011-2012.
In the past 12
months the City has
undertaken a range
of unwanted
household goods
projects and
provided information
to increase the
awareness of
existing recycling
and reuse
programs.
The City has successfully conducted
mattress and tyre programs where
these items were able to be dropped
off at our resource recovery centres at
discounted costs.
A car boot program was also conducted
and the City has also commenced a
“Free Stuff” column in the Geelong
Advertiser where residents can
advertise free of charge their bulky
household items.
The success of these programs will
see them continue into the future.
The climate
change
adaptation
strategy is
established
Commence
implementation of
actions from the
Climate Change
Adaptation Strategy
during 2011-2012.
Enhancement Implement the Tree
and protection Inventory software
of natural areas and commence data
collection on tree
inventory during 20112012.
A number of actions
have been
undertaken or have
commenced
including:
•
The completion
the Climate Change
Adaptation Toolkit.
•
The
commencement of
the coastal climate
change
assessment.
•
Assessment of
biodiversity and
risks to climate
change.
The Climate Change Adaptation Toolkit
is designed to assist the City’s staff
assess climate change impacts and
develop responses to those risks in the
context of their functions. The
development of the Toolkit is cutting
edge climate change adaptation for
Local Government and is a
collaborative project between RMIT, the
City of Greater Geelong and Net
Balance.
The Local Coastal Hazard Assessment
(LCHA) will assess sea level rise and
storm surge and impact on Geelong’s
coastline. The LCHA is a project
between State Government, the City,
Borough of Queenscliffe and the
Corangamite Catchment Management
Authority and will produce hazard maps
that will inform future coastal
development.
Tree inventory
software has been
installed and
mobile devices
issued to
supervisors. Data
collection has
commenced.
The City of Greater Geelong has a
large inventory of trees in the
municipality which has never been
recorded. These are valuable assets
and through the implementation of the
tree inventory software this is now
possible.
Supervisors now have hand held
devices with data collection on the
City’s 120,000 plus trees now able to
be recorded and analysed.
Council Approval of the Performance Statement
In our opinion, the accompanying Performance Statement of the City of Greater
Geelong in respect of the 2011/2012 financial year is presented fairly and in
accordance with the Local Government Act 1989.
The Statement outlines the performance targets and measures set out in relation to
the achievement of the Key Strategic Activities of the Budget for that year and
describes the extent to which the Key Strategic Activities were met in that year
having regard to those targets and measures.
As at the date of signing we are not aware of any circumstances that would
render any particulars in the Statement to be misleading or inaccurate.
We have been authorised by the Council on 28 August 2012 to certify the
Performance Statement in its final form.
Councillor
John Mitchell (Mayor)
Dated: 28/08/2012
Councillor Bruce Harwood
Dated: 28/08/2012
Chief Executive Officer Stephen
Griffin
Dated: 28/08/2012
VAGO
Victorian Auditor-General's Office
Level 24,35 Collins Street
Melbourne VIC 3000
Telephone 6 1 3 8 6 0 1 7 0 0 0
Facsimile 6 1 3 8 6 0 1 7 0 1 0
Email comments@audit.vic.gov.au
Website www.audit.vic.gov.au
To the Councillors, Greater Geelong City Council
The Performance Statement
The accompanying performance statement for the year ended 30 June 2012 of the
Greater Geelong City Council which comprises the statement, the related notes and
the council approval of the performance statement has been audited.
The Councillors' Responsibility for the Performance Statement
The Councillors of the Greater Geelong City Council are responsible for the
preparation and fair presentation of the performance statement in accordance with the
Local Government Act 1989. This responsibility includes establishing and maintaining
internal controls relevant to the preparation and fair presentation of the performance
statement that is free of material misstatement, whether due to fraud or error.
Auditor's Responsibility
As required by the Local Government Act 1989, my responsibility is to express an
opinion on the performance statement based on the audit, which has been conducted in
accordance with Australian Auditing Standards. These Standards require compliance
with relevant ethical requirements relating to audit engagements and that the audit be
planned and performed to obtain reasonable assurance whether the performance
statement is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the performance statement. The audit procedures selected depend on
judgement, including the assessment of the risks of material misstatement of the
performance statement, whether due to fraud or error. In making those risk
assessments, consideration is given to the internal control relevant to the entity's
preparation and fair presentation of the performance statement in order to design
audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity's internal control. An audit also
includes evaluating the overall presentation of the performance statement.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a
basis for my audit opinion.
Independence
The Auditor-General's independence is established by the Constitution Act 1975. The
Auditor-General is not subject to direction by any person about the way in which his
powers and responsibilities are to be exercised. In conducting the audit the AuditorGeneral, his staff and delegates complied with all applicable independence
requirements of the Australian accounting profession.
Auditor's Opinion
In my opinion, the performance statement of the Greater Geelong City Council in
respect of the 30 June 2012 financial year presents fairly, in all material respects, in
accordance with the Local Government Act 1989.
Matters Relating to the Electronic Publication of the Audited Performance Statement
This auditor's report relates to the performance statement of the Greater Geelong
City Council for the year ended 30 June 2012 included both in the Greater Geelong
City Council's annual report and on the website. The Councillors of the Greater
Geelong City Council are responsible for the integrity of the Greater Geelong City
Council's website. I have not been engaged to report on the integrity of the Greater
Geelong City Council's website. The auditor's report refers only to the subject matter
described above. It does not provide an opinion on any other information which may
have been hyperlinked to/from this statement. If users of the performance statement
are concerned with the inherent risks arising from publication on a website, they are
advised to refer to the hard copy of the performance statement to confirm the
information contained in the website version of the performance statement.
MELBOURNE
31 August 2012
DDR Pearson
Auditor-General
Corporate Performance
This section reports on how we have performed against our outcomes which support
the delivery of our strategic directions for the community.
Supporting the Delivery of our Strategic Directions
Like many organisations we face challenges which we must meet daily. Continuing to
provide services to meet the requirements of a growing population with diverse needs
is one of many.
In meeting this we must ensure the governance and financial management of the
City’s operations are responsible, accountable and transparent. We must also
provide a working environment that is not only safe and healthy but encourages
learning and development opportunities for our staff.
Engaging our community on a regular basis is important in meeting our challenges
and outcomes. It not only serves as a way for us to inform, but for the community to
provide valuable feedback, ultimately creating strong relationships and making
Geelong the best place to live.
We have achieved many successes in supporting the strategic directions set by
Council in the following areas:
• Customer focused organisation
• Responsible financial management
• Safe work environment
• Motivated and skilled staff
• Efficient service delivery
• Informed and engaged community.
Our progress towards achieving these corporate outcomes is highlighted throughout
this section.
Challenges
Just like each strategic direction faces its challenges going forward, so to do our
corporate outcomes. Some of the key challenges we are addressing include:
• Ageing workforce and skills shortages in various services delivered by the
City.
• Staff retention and succession planning.
• Prioritising new initiatives within budget constraints.
• Funding the latest defined benefit superannuation shortfall.
• Maintaining a growing list of ageing infrastructure.
• Keeping up to date with changing occupational health and safety legislation
and procedures.
• Rapid developments in Information Technology and Management.
• Communicating to an increasingly diverse community.
Outcome: Customer Focused Organisation
The City has worked hard to build a culture of listening, understanding and proactively
responding to internal and external customer needs. Our goal is to continue to be a
customer-focused organisation that considers the customer’s perspective and to
maximise customer satisfaction.
This is underpinned by our 21 Customer Service Commitments, which detail how we
will deliver excellence in customer service consistently across the organisation.
Responsiveness
• We will respond to telephone messages within one working day.
• We will respond to telephone calls within five rings.
• Correspondence received by mail and email will be responded to within 10
working days. Planning and other statutory correspondence will be responded
to in accordance with legislative requirements.
• We will meet corporate standards with all correspondence.
• We will identify ourselves by name when responding to phone or face-to-face
enquiries.
• We will make all reasonable efforts to supply all our services in a timely manner
with priority assistance to customers affected by a public safety issue.
• Customer Requests for Service will be actioned within defined service
timelines.
• We will provide a method of follow-up for customer requests.
Access
• Our Customer Service Line will be available for public safety issues 24 hours a
day, seven days a week.
• We will provide information that is current and in plain language.
• We will offer a variety of payment methods.
• We will be available for contact by phone, on-line, in writing and in person.
• We will assist visiting customers within five minutes.
Knowledge and Attitude
• We will ensure information provided is up to date.
• We will proactively explain processes and take personal responsibility.
• We will act in a manner which is respectful to the public.
Fair Treatment
• We will balance individual needs with the direction of Council and resources
available to achieve best community outcomes.
• If we are unable to meet customer expectations we will explain why.
• We will communicate and make available our privacy policy.
Feedback
• We will encourage customer feedback and view it as an opportunity to
improve.
• We will measure our performance on a regular basis to constantly improve our
service.
Measuring our progress:
Percentage of correspondence responded to
within 10 working days
100%
cross
71% responded to
within timeframe
Customer Service Index - Getting Through (60 Greater than 85%
per cent time to live operator, 40 per cent
Greeting Skills)
tick
Index score was
92% for 2011-2012
Customer Service Index - Service Delivery (50 Greater than 85%
per cent manner, 50 per cent enquiry
resolution)
tick
Index score was
87% for 2011-2012
Average total call connect time (seconds)
Less than 20
seconds
tick
Average connect
time was 12
seconds
Community satisfaction with customer contact
Seeking to
increase
tick
Indexed mean 74
(Results for this
year not directly
comparable to
previous year due
to new survey
methodology)
tick – Target achieved
cross – Target not achieved
Achievements
Customer Service Strategy 2011-2014
In August 2011, the City of Greater Geelong launched the 2011-2014 Customer
Service Strategy. This strategy is driven by the desire of the City to be a customer
focused organisation that provides efficient service delivery. In its first year our
Customer Service Strategy is delivering the following key benefits:
• Every department is developing service plans measured against the priorities
of the customer service strategy.
• To ensure customers have more powers to drive improvements in council
services we are working with customer groups in the Building and Planning,
Traffic Engineering, Drainage and Parks areas to explore how we can improve
customer experiences and how these services are delivered.
• A complaints management system has been developed to provide customers
with simple and effective forms of redress where they are unhappy with the
quality of our services. The complaint management system has been
formulated to ensure all complaints are dealt with in a timely manner and
assists the council to identify trends and eliminate causes of customer
dissatisfaction.
• To improve the quality of our communication the City (Communications and
Marketing Unit) has developed a plain English guide for staff to assist with
internal and external communication and report writing.
• To support growing communities and improve access and choice to over the
counter services, the City has recently opened a new customer service facility
jointly located in the Waurn Ponds Library and upgraded customer service
facilities in Drysdale.
Customer Contact Centre Performance
The City of Greater Geelong engages Customer Service Benchmarking Australia to
conduct independent mystery shopping research on all customer contact centres to
measure performance against the Customer Service Commitments and identify
opportunities for continuous improvement.
The customer service benchmarking research is carried out bi-monthly on the
telephone contact centre, and quarterly at face-to-face contact points. Each call/visit is
marked on 40 assessment areas including connection time, greeting, accuracy of
information and enquiry resolution. Comparisons of results are made between
departments, between previous period's results, as well as against equivalent
surveys undertaken on more than 150 councils across Australia. The independent
organisation also identifies areas for improvement each period.
The following represents a summary of the Customer Contact Centre performance
over the past 12 months, compared to the previous financial year, and the industry
average.
In 2011-2012 the City of Greater Geelong’s Customer Contact Centre received
192,309 phone calls, and continued to achieve results above the industry benchmark
in all performance areas.
It should also be noted that these results were achieved in conjunction with another
significant decrease in customer wait time. The average wait time for telephone
customers was 12 seconds, which was seven seconds less than the previous year,
and 15 seconds less than in 2009-2010. This marked improvement has largely been
achieved by a continued commitment from the Customer Contact Centre team to
improving wait time. A change of department structure has also provided
opportunities for greater attention and monitoring of this service standard and review
of approaches.
Customer Contact Centre Telephone Performance
Greeting
Getting
Through
Best
Practice
Enquiry Communication
Resolution
Service
Delivery
2011-2012
City of
Greater
Geelong (%)
96
90
93
89
94
92
2010-2011
City of
Greater
Geelong (%)
94
86
83
91
91
82
2011-2012
Industry
Average
(%)
87
77
73
76
88
77
Customer Service Centres
The landscape across the City of Greater Geelong for face-to-face services is wide
ranging and highly varied. It includes eight customer service centres across the
municipality providing a wide range of services that traditionally require the physical
presence of a customer service officer.
In 2011-2012 Customer Service Benchmarking Australia’s Mystery Shopping research
showed mixed results. While all key results remain well within prescribed industry
standards, key findings of this research reveal:
• The average wait time increased from 26 seconds in 2010-2011 to 57 seconds
in 2011-2012.This result provides an opportunity for review and improvement
but remains well within our target of five minutes.
• Face-to-face performance for greeting skills remains strong and stable at 92
and remains the highest performing area for Customer Service Centre
performance.
• Resolving enquires decreased slightly and our objective is to continue to
improve the quality and accuracy of information provided to enable more
effective customer interactions.
Customer Service Centre Performance
Wait time
(Seconds)
Greeting
Quality (%)
Enquiry
Resolution
(%)
Acceptable
Manner(%)
City of Greater
Geelong (2011-2012)
57
92
86
88
City of Greater
Geelong (2010-2011)
26
92
88
96
Response to correspondence within timeframe
As part of the Customer Service Commitments, the City aspires to respond to
correspondence received by mail and email within 10 working days. The result has
remained relatively steady over the past five years. To improve this result, the City
has reviewed the business classification scheme of Dataworks (document
management system) and implemented a new structure in 2012. Ongoing group and
one-on-one training continues each year to ensure staff are familiar with the
Dataworks software and corporate document management processes.
Response to correspondence within 10 working days
Future Directions
% responded to within
timeframe
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
77
70
76
70
71
Future Directions
While there is good practice and measured examples of good customer service
across the City the 2011-2014 Customer Service Strategy identifies a number of
areas where improvement is required and will continue.
We will increasingly develop and use online tools, payment methods and social
networking sites such as Facebook and Twitter to supplement other forms of
customer engagement and to engage with people who prefer to communicate or
make payments online.
The need for essential face-to-face service provision will continue and will benefit
from a review/examination to ensure our operations provide value for money and
consistency of service.
A further defining feature of face-to-face service provision will be the opening of
councils “One Stop Shop” customer service centre in the Central Business District
(100 Brougham Street).
We will also continue to consult with customers regarding our processes in our
effort to deliver improved experiences.
Outcome: Responsible Financial Management
We will provide a sound financial basis that supports our strategic priorities and
enables us to deliver services and infrastructure that will ensure the sustainability of
our region into the future.
Measuring our progress:
Measure
Target
Result
Comments
Liquidity
Working Capital Ratio
Current Assets to
Current Liabilities ratio
greater than 1.5
tick
Working
Capital Ratio
was 1.64
Indebtedness
Borrowing limit is no
Non-current Liabilities (borrowings) more than 60% of rate
v. own
revenue
sourced revenue (rate income)
tick
Borrowing
limit currently
40%
Underlying Result
Operating surplus as percentage of
total
operating revenue
Operating surplus
greater than 1% of
total operating
revenue
tick
2011-2012
result was
4.6%
Investment Gap
Capital expenditure relative to
depreciation
Capital expenditure
ratio is 1.5 to
depreciation
cross
Capital
expenditure ratio
was 1.6
tick – Target achieved
cross – Target not achieved
Achievements
Details of the City’s Financial Performance for 2011-2012 and five year trends are
outlined in the Summary of Financial Performance on pages 21-25, and in the Annual
Financial Report and Standard Statements on pages 152-231.
Future Directions
The City will continue to update its long term financial plan to ensure it remains in a
sound financial position. There are a number of large infrastructure projects such as
the Geelong Library and Heritage Centre and integrated children’s centres which
need to be taken into account as well as the existing defined benefit superannuation
shortfall which will also need to be funded.
Outcome: Safe Work Environment
We will provide a safe work environment by maintaining occupational health and
safety (OHS) processes which meet and exceed current legislative standards and by
continually providing OHS training to all our staff.
The City is committed to ensuring that work is undertaken in a way that ensures the
continued health and safety of all employees, contractors and the public. This is
achieved through the use of procedures, guidelines and OHS management tools
contained in a safety management system known as CitySafe.
Health and Safety Plans
Each department within the City of Greater Geelong is required to have a
department-specific Health and Safety Plan. These plans are developed via the
completion of a "Risk Profile" and are an integral part of the organisation’s OHS
planning process.
The risk profiling process identifies all activities that the department undertakes; any
risk associated with these activities, the ranking of any risk and the treatment actions
for that risk. These treatment actions form the departments Health and Safety plan,
and are directly linked to their functions within Council.
By measuring the completion of actions within these safety plans, the City is able to
demonstrate its due diligence toward the health and safety of its employees.
Committees and Consultation
The City’s OHS Committees continue to meet regularly. The committees, in
conjunction with trained Health and Safety Representatives, ensure effective OHS
communication across the organisation. The City conducts regular information
sessions and discussion forums during the year for its elected Health and Safety
Representatives.
Elected Health and Safety Representatives meet at quarterly forums where topics of
interest are presented and discussed. Council continues to undertake consultation in
regard to health and safety outside of formal committee structures, by involving
employees in risk assessments, hazard assessments and incident investigations.
Measuring our progress:
Measure
Result
Comments
Lost time injury frequency rate
Seeking to decrease
(number of lost time injuries per million
hours worked)
cross
Increase of 4% on
previous year
Number of reported workplace injuries
tick
Decreased from 77
to 65
Percentage of Safety Plan actions
completed
Total Days Lost (LTI)
Target
Seeking to decrease
100%
Seeking to decrease
Total OHS training hours provided
Seeking to increase
(number of persons receiving training x
duration of training provided)
N/A
No data available
cross
Total days lost were
653 for 2011-2012,
a 47% increase on
previous year
tick
335 people attended
1,995 hours of
training, a 111%
increase on previous
year
tick – Target achieved
cross – Target not achieved
N/A – Data not available
Achievements
Occupational Health and Safety Initiatives
In 2011-2012 the number of reported workplace injuries increased slightly from 259
to 288, and the number of lost time injuries per million hours worked (Lost Time Injury
Frequency Rate) increased from 18 on the previous year, to 19. Medical treatment
incidents have reduced significantly from 33 in 2010-2011 to 12 in 2011-2012.
Overall, the City has experienced a large increase in the reporting of incidents – for
example the reporting of "near miss" incidents which result in no injury have increased
from 56 in 2010-2011 to 77 in 2011-2012.
This highlights the proactive efforts of the City to ensure that all incidents, no matter
how big or small, are reported and investigated – helping to result in a safer
workplace.
Workplace Injuries and Reported Incidents
2009-2010
2010-2011
2011-2012
Minor Incident
211
182
224
Medical Incident
13
33
16
Lost Time Incident
45
44
49
Near Miss
32
56
76
This sustained performance can be attributed to a number of initiatives
undertaken in the past 12 months including:
• Development and implementation of a long term strategy to identify and
control the root causes of injuries to City Services workers.
• Continuation of the CitySafe compliance audit program.
• Development of a "due diligence" checklist to be completed by all levels of
management on an annual basis – this tests our adherence to both the
Victorian OHS Act 2004 as well as "best practice" elements.
• Audits of contractor activities to ensure continued adherence to the City’s
OHS standards and requirements.
• Corporate OHS training sessions, with 180 participants attending (equating
to 769 hours). These statistics do not include the many job specific health
and safety training activities that are carried out by individual departments.
Future Directions
The City of Greater Geelong is committed to the continuous improvement of its health
and safety outcomes, providing a safe and healthy workplace for our employees,
contractors, volunteers, visitors and others is given the highest priority.
In 2012-2013 the City will be investing considerable resources into the ongoing
training and development of its staff, including the implementation of a six-day
WorkSafe approved training program for 128 of our Supervisory staff.
The long term injury reduction strategy for our City Services department will also
continue, with a main focus on the reduction of muscular skeletal injuries.
Overall, a predominant focus of all of our Occupational Health and Safety initiatives in
2012-2013 will be on cultural change – with the intent of further empowering and
engaging our workforce in the topic of their safety at work. Specific projects around
procedural/system review, behavioral safety programs and task analysis
development will all heavily involve our workforce in a collaborative and proactive
way – all enriching our culture and "the way we do things" in relation to safety.
Outcome: Motivated and Skilled Staff
We will encourage our staff to be motivated, well-trained and well-resourced to enable
them to make informed decisions and to deliver efficient and effective services that
benefit our community.
For more information on the City of Greater Geelong organisation structure and staff
profile, please refer to pages 48 and 53-54.
Measuring our progress:
Measure
Target
Result
Comments
Expenditure per EFT on
training and development
Seeking to
increase
tick
$783 per EFT was
spent in 2011-2012,
a 10% increase on
previous year
Staff absenteeism (percentage of
hours paid)
Seeking to
decrease
cross
Increased to 2.9%
from 2.4% previous
year
Turnover of permanent staff
Seeking to
decrease
tick
Decreased to 5.9%
from 8.4% previous
year
Overall staff satisfaction rating
Seeking to
increase
N/A
Survey to be
conducted in 2013
tick – Target achieved
cross – Target not achieved
N/A – Data not available
Achievements
Enterprise Agreement Negotiations
Negotiations for the City of Greater Geelong's current Enterprise Agreement
concluded in June 2011 with voting being undertaken in August 2011. The current
agreement introduced a number of new initiatives to assist staff in adopting an
effective work / life balance. One new initiative introduced was the support and
recognition of Family Violence occurrences and establishing a framework to assist
staff who could be impacted by this type of situation. This Agreement expires on 30
June 2014.
Human Resources Management Strategy 2010-2013
The City acknowledges that the qualities of our staff and their ability to adapt to a
changing workplace are imperative to achieving the strategic directions identified in
City Plan 2009-2013. To assist with this, in 2010 the City developed a Human
Resources Management Strategy. This strategy considers the human resource
implications of City Plan, and addresses the internal and external challenges faced in
the human resources environment.
Key focus areas of the strategy are:
•
•
•
•
•
•
•
•
•
Employee relations and communication
Employee performance management
Management leadership
Employee rewards and recognition
Employee equity and welfare
Workforce planning
Employee attraction and retention
Employee training and development
Performance measurement and review.
A number of initiatives have been implemented from the Human Resources Strategy
including an emerging leadership program, a review of our performance management
systems and our induction program for new starters. Additionally, a number of priority
actions have been identified within each of the above areas, and will be implemented
over the coming years.
Training and Development
The City of Greater Geelong is committed to providing all employees with equal
access to occupational and personal development and learning opportunities. This not
only assists them in achieving their career potential, but also promotes the
development of a workforce which has the knowledge and skills necessary for the
effective and efficient functioning of the organisation.
Almost $450,000 was spent on training and development across the organisation in
2011-2012, however this figure does not capture the extent of training at the City, as
in many cases it is provided internally at no external cost to the organisation.
Training conducted included:
• Following the success of the inaugural ACCELER8 Emerging Leaders Program a
third intake of employees commenced in 2011 and another group commencing in
2012. This program provides an opportunity for eight permanent employees to
attain practical leadership skills over 18 months. This is an initiative created to
enhance the organisation’s career succession planning and attraction and
retention strategies.
• The Presentation skills program also commenced in 2011-2012. During the two
day workshop employees are introduced to practical and proven techniques to
improve and maximise presentation skills.
• The Supervisors’ Tool Kit training also took place. This is a customised program
designed to provide further information and training to all staff that are employed at
the supervisor or team leader level and covers the topics and issues associated
with the City of Greater Geelong’s organisation structure, managing staff and
employee relations.
• Difficult Conversations training was introduced to the Executive and Management
team to ensure consistency throughout the organisation when dealing with difficult
situations. This training will also be rolled out to staff at the Coordinator level.
• The development of the leadership team continued by the commencement of
comprehensive training for Coordinators. This training involved Myers Briggs
personality testing, Emotional Intelligence and a 360-degree feedback program.
These are just some of the training and development opportunities that were added
to the City’s annual training calendar. Other sessions offered to up skill staff ranged
from Dealing with Conflict and Difficult Customers, Providing Effective Feedback,
Skilled Minute Taking and Recruitment Skills
Well4Life Program
The aim of the Well4Life program is to make healthy living a priority for all staff with a
range of activities and support offered to employees. This contributes to a healthier
and happier workforce, resulting in improved productivity, service levels to the
community, and staff retention.
A wide range of activities were undertaken during 2011-2012, designed to meet the
diverse range of staff needs. This included WorkHealth checks, flu vaccinations,
participation in the Australian Red Cross Blood Service program "The 2012 Victorian
Club Red Challenge" and promotion of fundraising and awareness events such as
RUOK day, Relay for Life, Hot Chocolate Day, Australia’s Biggest Morning Tea and
FebFast.
Future Directions
• Implementation of the new Enterprise Bargaining Agreement.
• Implementation of key actions within the 2010-2013 Human Resource
Management Strategy, including conducting an organisation-wide Employee
Opinion Survey, and undertaking best practice reviews of our Rewards and
Recognition program.
• Improvements to the City’s online Employee Self Service system to increase its
functionality.
Outcome: Efficient Service Delivery
We will deliver efficient and effective services that meet the growing needs of our
community.
The City of Greater Geelong delivers over 120 diverse services. Ensuring our services
and projects continue to meet the demands of our community is of paramount
importance to Council. Fostering a culture of continuous improvement is a key driver
to improving Council’s performance and service delivery.
Measuring our progress:
Measure
Target
Result
Comment
Percentage of requests for
service fulfilled within
standard time
Greater than 85%
cross
81% of requests fulfilled in
timeframe
Percentage of Building
Applications processed within
timeframe
Greater than 70%
tick
2011-2012 result was
71%
Percentage of Planning
Applications (DA)
processed within time frame
cross
2011-2012 result was
49%
Recycling - increase
tick
Increased 32kg
Green Waste - increase
tick
Increased 32kg
Garbage - decrease
cross
Increased 43kg
Community satisfaction
rating for overall
performance in Waste
Management
Seeking to increase
tick
Indexed mean 74,
increased from 67 (Results
for this year not directly
comparable to previous
year due to new survey
methodology)
Community satisfaction
rating for overall
performance in Traffic
Management and Parking
facilities
Seeking to increase
tick
Parking 49 and Traffic
Management 59
(Results for this year not
directly comparable to
previous year due to new
survey methodology)
Community satisfaction with
local roads and footpaths
Seeking to increase
tick
Indexed mean 58,
increased from 49 (Results
for this year not directly
comparable to previous
year due to new survey
methodology)
Community satisfaction
rating for overall performance
in the enforcement of by-laws
Seeking to increase
tick
Indexed mean 68,
increased from 62 (Results
for this year not directly
comparable to previous
year due to new survey
methodology)
Community satisfaction
rating for overall
performance in Town
Planning Policy and
approvals
Seeking to increase
tick
Indexed mean maintained
from previous result
(Results for this year not
directly comparable to
previous year due to new
survey methodology)
Overall community satisfaction
Seeking to increase
tick
Indexed mean increased
from 60 to 63
Waste minimisation
kg/household
Greater than 80%
Internal Corporate Services
survey overall satisfaction
rating
Maintain
tick
2010 result maintained on
2008 result (biennial
survey)
tick – Target achieved
cross – Target not achieved
Achievements
Requests for Service
In 2011-2012 the City of Greater Geelong responded to 80,475 requests for service,
and 81.1 per cent of these were completed within the designated timeframe. Requests
for service are generally made by residents and businesses for a range of services
from missed bin collections, animal complaints, or tree maintenance to potholes or
damage to amenities.
Each request for service type has a designated completion timeframe. The City
closely monitors requests for service completion rates across all service areas to
ensure the community’s expectations for service levels are being met.
The City’s performance in this area over the past five years is represented below.
Since 2009-2010 there has been a 19 per cent increase in the number of requests,
with the City maintaining a completion rate within the designated timeframe of just
over 80 per cent.
No. of requests for
service
% completed within
timeframe
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
67,613
58,485
67,781
74,640
80,475
81.8
83.6
81.7
82.5
81.1
Local Government Community Satisfaction Survey results 2012
Each year the City of Greater Geelong participates in the Local Government
Community Satisfaction Survey, which is jointly sponsored by the Department of
Planning and Community Development and local governments. The annual survey is
an important way to receive feedback from the community on our performance in the
areas of governance and key service delivery, and subsequently identify where there
is room for improvement.
Due to significant changes made to both content and methodology of the survey in
2012, results are unable to be directly compared to those of previous years. A
summary of the City’s results is below.
• Compared with the state and other regional centres, Geelong rated
higher for the core performance measures of overall performance,
customer service, and advocacy while community engagement and
consultation rated lower.
• The majority of respondents think the direction of Council has stayed the same
•
•
•
over the past 12 months.
Geelong rates comparably to the state and other regional centres when it
comes to Informing the community.
The highest rated services in terms of performance were arts centres and
libraries (rated highest), waste management, recreational and sporting facilities
and the appearance of public areas.
Areas rating lower for performance included parking facilities, Council’s
general town planning policy, community consultation and engagement,
planning and building permits, condition of local streets and footpaths and
traffic management. All of these areas were identified as priority improvement
areas (where performance rated below importance by 10 points or more) and
most were also cited as improvement opportunities by survey respondents.
The City will continue to look for improvements in these areas to meet the
community’s expectations.
The full report on the City of Greater Geelong’s 2012 results can
be viewed at www.geelongaustralia.com.au.
Future Directions
New customer service centre to open at Brougham Street
The City of Greater Geelong will open its new customer service centre at 100
Brougham Street (former Australian Tax Office) in August 2012. The centre will
consolidate much of the City’s main customer contact activities at a spacious and
conveniently located reception centre.
The City has entered into a long term lease with the owners of the 100 Brougham
Street premises enabling it to close down administrative operations at Myers Street.
Approximately 240 City officers will be relocated to 100 Brougham Street, which when
combined with the existing 150 staff members operating from the adjoining Corio
Street premises, will make almost 400 staff located within the one precinct.
City departments to be located at 100 Brougham Street include:
• Strategic Projects / Urban Design
• Events, Central Geelong and Waterfront
• City Development (incorporating the Building and Planning Department)
• Engineering Services
• Planning Strategy and Economic Development.
Planning and building permit applications will now be processed at the new Brougham
Street premises as well as making payments and all other Council related over the
counter transactions. The centre also incorporates free one hour customer car
parking.
The Brougham Street Customer Service Centre will be open 8.00am to 5.00pm
Monday to Friday.
New mobile website to be launched
The City will launch a new mobile website that lets smart phone users easily report a
problem and access popular Council information. The website will be compatible with
all popular smart phones and has been designed for maximum ease of use.
The mobile version of the Council website will have a menu specially designed to
minimise the amount of typing required by the user with a large list of typical requests
for service available from drop down menus meaning those wishing to request a
service will most likely be able to navigate to a suitable category without having to
type a long message.
In addition to the request for service function the mobile website features a list of
Council road closures; a direct link to Council news and a calendar of events in
the area.
The City’s mobile website will integrate with the Council’s internal communications
system with data you enter via the mobile website going directly to the relevant City
department which allows for improved response times and increased efficiencies.
Unwanted household goods programs to continue
In the last 12 months the City has successfully conducted mattress and tyre
programs where these items were able to be dropped off at our resource recovery
centres at discounted costs. A car boot program has also been conducted and the
City has also commenced a "Free Stuff" column in the Geelong Advertiser where
residents can advertise free of charge their bulky household items. These items are
advertised as free items and must be in good working order. The success of these
programs will see them continue into the future.
Outcome: Informed and Engaged Community
We will ensure that the community is informed about matters that impact on their
lives and has opportunities to participate in decision making processes by consulting
widely and openly.
Engagement is about involving the community in a decision making process.
The views and needs expressed by the community will be balanced with other factors
including budgetary, economic, environmental and social impacts as part of Council’s
decision making process.
Effective engagement in the planning, development and delivery of Council services,
activities and infrastructure not only promotes strong working relationships between
Council and the community, it maximises the knowledge and experience upon which
decisions are based, and leads to better outcomes for all.
Measuring our progress:
Measure
Target
Number of consultations conducted by Maintain
the City
Result
Comments
tick
77 recorded consultations
Community satisfaction with
community engagement
Seeking to
increase
tick
Indexed mean maintained
from previous result (Results
for this year not directly
comparable to previous year
due to new survey
methodology)
Community satisfaction with
Council's advocacy and community
representation on key local issues
Seeking to
increase
tick
Indexed mean maintained
from previous result (Results
for this year not directly
comparable to previous year
due to new survey
methodology)
% consultations where
feedback is required is
provided to participants
Seeking to
increase
tick
Maintained
2011-2012 result 73.8%
Achievements
Community engagement training
Council is a corporate member of the International Association of Public Participation
(IAP2), a not for profit organisation that advances the practice of community
engagement and promotes the values and best practices associated with involving
the public in decisions that affect their lives.
Council’s approach to community engagement is underpinned by the IAP2 Public
Participation Spectrum which acknowledges different levels of engagement from
simply providing information to the community through to placing the final decisionmaking in its hands.
Fundamental principles of effective community engagement are that we listen to the
views within the community, we use that information to make informed decisions. We
also provide feedback to participants and demonstrate how the community
engagement influenced the outcome.
In recent years, Council has done much to strengthen its capacity to engage with the
community, including developing a Community Engagement Action Plan. Providing
IAP2 training to Council officers and Managers in the last 12 months has resulted in
113 staff becoming better informed about how to better engage with the community.
Other ongoing activities include:
• Knowledge sharing through the use of an organisation wide engagement
database.
• Providing feedback to the community where appropriate.
• Providing survey design and analysis capabilities within Council.
• Implementing the Plain English Guide – a guide to writing clearly and simply.
Community engagement events in 2011-2012
In 2011-2012, the City conducted 77 engagement events and activities, allowing
community members the opportunity to provide input into a broad range of projects,
services, priorities and issues.
Methods of engagement included focus groups, telephone and face to face
interviews, paper-based and online surveys, public meetings/forums, workshops and
ongoing working groups.
It is important for Council to know the views of its community. The following is a list of
all projects consulted on during 2011-2012:
Activity
Description
Aged and Disability Services
Client feedback
To gather client feedback on service delivery and
identify opportunities for improvements.
Amendment C186 – Former
Leisurelink Belmont
Amendment which proposes to re-zone the land from
Public Park and Recreation Zone and Public Use Zone 6 to
Mixed Use Zone and apply a schedule to the Design and
Development Overlay to the land.
Amendment C204 and Planning Permit
– 673/2009 Pakington and Mervyn
Streets Newtown
Amendment proposes to rezone the land from Residential
1 to Business 1 and delete DDO14 and the Planning
Permit Application is for a retail and commercial
development.
Amendment C220 – Alkara Avenue
Lara Rezoning
Amendment which proposes to rezone the Council land
from Rural Living Zone to Public Park and Recreation Zone
to support the adopted Lara Recreation Reserve Master
Plan.
Amendment C239 – Review of DDO14
for Anakie, Batesford and Ceres
townships
Amendment to delete DDO14 from Anakie and Batesford,
whilst retaining it permanently on Ceres.
Amendment C243 – GREP
Native Vegetation Precinct Plan
Amendment to incorporate a Native Vegetation Precinct
Plan (NVPP) into the planning scheme and amend the
extent of the application of Schedule 4 to the
Environmental Significance Overlay (ESO4) in a manner
consistent with the NVPP.
Amendment C245 – Review of
Design and Development 14
Overlay
Amendment which proposes to rezone the land from
Residential 1 to Business 1 and delete DDO14 and is
combined with a Planning Permit Application for a retail and
commercial development.
Amendment C249 and Planning Permit
– 243/2011 Rollins Rd Bell Post Hill
Amendment to rezone part of the affected land from the
Farming Zone and Public Park and Recreation Zone to the
Residential 1 Zone.
Amendment C250 – St Leonards
Amendment which proposes to rezone the land from Public
Park and Recreation Zone to Residential 1 zone and also
from Public Park and Recreation Zone to Residential 3 with
Design and Development Overlay 14.
Amendment C253 – Bunnings
Store Norlane Rezoning
Amendment to rezone the land from Industrial 2 Zone
to Business 4 Zone, and delete the Design and
Development Overlay Schedule 20 covering the site.
Amendment C254 – Leopold
Structure Plan
Amendment to implement the findings from the adopted
Leopold Structure Plan and Urban Design Framework.
Amendment C265 – Overland flows
Amendment which proposes to apply the Special Building
Overlay, to land subject to overland flows resulting from
storm events in Corio, Newcomb, Whittington and
Portarlington East.
Amendment C67 and Planning Permit
1313/2009 and EES – Proposed
Lonsdale Golf Course Development
Amendment proposes a major redevelopment of the
Lonsdale golf course, and associated facilities at 69
Fellows Rd, Point Lonsdale.
Armstrong Creek Boundary
Realignment
To seek resident feedback on boundary re-alignments
and suburb naming with the Armstrong Creek Urban
Growth Plan.
Australian Deaf Games 2012
To gather feedback from participants of the Australian
Deaf Games 2012.
Barwon Heads Early Learning
Centre Public
To display plans and assist community members with any
questions regarding the proposal of a new Early Learning
Centre in Village Park, Barwon Heads.
Barwon Heads Village Park Draft
Master Plan
To seek public comment and assist community members
with any questions regarding the draft plan.
Barwon Heads Walks Survey
To better understand the issues around walking and
footpaths in Barwon Heads and help prioritise future
improvement opportunities.
Beacon Point Reserve Master Plan
To seek public input into the development of the Beacon
Point Reserve Master Plan.
Boundary Re-alignments – Grovedale,
Mount Duneed, Connewarre and
Marshall
To gather feedback on boundary realignments within
Grovedale, Mount Duneed, Connewarre and Marshall.
CAOS Network Newsletter
To gather feedback on the frequency and distribution of
the CAOS network newsletter.
Central Geelong Bus Users
To assist with planning and continuous improvement of
the public transport service in the region.
Ceres Temperance Hall
To inform the future management of the Ceres Temperance
Hall
City of Greater Geelong Childcare
– Public Interest
Under competitive neutrality guidelines, to gauge the
level of public support for local government subsidising
child care services.
City of Greater Geelong Draft
Municipal Fire Management Plan
To seek feedback on updates to fire plans reflecting
both structural and chemical fires.
City of Greater Geelong Draft
Municipal Fire Management Plan
To seek feedback on a draft Municipal Fire Management
Plan.
City Plan 2009-2013 (2012-13
Update) Adopted Draft
To seek feedback on City Plan 2009-2013.
Community attitudes to poker machines To gauge community attitudes to poker machines at
at Fyansford Hotel
Fyansford Hotel.
Community Update
To gather feedback to assist in the delivery of future
editions of Community Update.
Connecting Our Community
To identify resident's vision for their community's future to
assist in the development of a Community Action Plan.
Connecting Thomson
To gather ideas to shape the Thomson Community Action
Plan.
Corio Norlane Structure Plan
To gather public feedback on the draft Corio Norlane
Structure Plan.
Cruise Ship Visit 2011
To gain feedback from ship passengers and visitors to
the Waterfront.
Cruise Ship Visit 2012
To gain feedback from ship passengers and visitors to
the Waterfront.
Domestic Animal Management
Plan Review 2013-2016
To seek feedback in the preparation of the new Domestic
Animal Management Plan.
Draft Geelong Play Strategy
To seek public comment on the draft Play Strategy.
Draft Windsor Park Master Plan Review To seek public comment on the reviewed Windsor Park
Master Plan.
Drysdale Urban Design Framework
To seek community input into the draft Urban Design
Framework (UDF) for the Drysdale Town Centre.
Evans Reserve Master Plan
To seek public input into the development of the Evans
Reserve Master Plan.
Ferris Wheel Precinct Visitors
To gain feedback from visitors to the Ferris Wheel Precinct.
Festival of Sails
To collect feedback that would assist in improving the
quality of the event.
G21 Regional Football (Soccer)
Strategy
To gather feedback on the draft G21 Regional Football
(Soccer) Strategy.
Geelong Arena Annex Master Plan
To seek public comment on the draft Geelong Arena
Annex Master Plan.
Geelong Highland Gathering
To collect feedback that would assist in improving the
quality of the event.
Geelong Mayoral Ball 2011
To collect feedback that would assist in improving the
quality of the event.
Geelong Multi Sport 2012
To collect feedback that would assist in improving the
quality of the event.
Geelong Offshore Superboat Classic
2011
To collect feedback that would assist in improving the
quality of the event.
Geelong Region Skill Shortage
To better understand the range and extent of skill
shortages of local businesses that exists throughout the
Region.
Geelong Seniors Festival 2011
To gather feedback to help the City of Greater Geelong
and event organisers think about how to encourage
involvement.
Geelong Small Business 2012
To determine the business needs of small
businesses in Geelong.
Geelong Visitor Access Centre
To gauge support for the development of a Visitor
Access Centre in Central Geelong.
Grinter Community Garden
To gauge interest and select a steering committee to guide
the project.
Horseshoe Bend Precinct Draft
Master Plan
To seek preliminary feedback with regard to the land
use directions being proposed by the draft master
plan.
Jayco Herald Sun Tour 2011
To collect feedback that would assist in improving the
quality of the event.
Kingston Park Reserve
Seeking input into developing a master plan and
management plan for Kingston Park Reserve in Ocean
Grove to guide the future management of the nature
reserve and recreation space.
Melbourne Cup Sidewalk Sales
Shoppers 2011
To collect feedback that would assist in improving the
quality of the event.
National Celtic Festival 2012
To collect feedback that would assist in improving the
quality of the event.
New Ocean Grove Integrated
Children’s Centre
To assist community members with any questions regarding
the proposal of a new Integrated Children’s Centre in
Ocean Grove.
Newcomb – Whittington
Drainage/Flood Study
Seeking public comment on the Draft Report of the
Newcomb – Whittington Drainage / Flood Study which
identifies properties that are affected by flood.
Pier Festival 2011
To collect feedback that would assist in improving the
quality of the event.
Portarlington NE Group –
Street Construction
To discuss the previously surveyed option for road
construction works in the Portarlington NE Group.
Potential Street Upgrade –
Newcombe Street, Drysdale
To review and address issues residents have with
current condition and operation of the street.
Proposed Budget 2012-2013
To gather feedback on any proposal contained in the
Proposed Budget 2012-2013 including Differential Rates.
Public Art
To gauge the community support for public art in Geelong.
Public Toilet Strategy
To gather feedback to inform the development of the
Public Toilet Strategy.
Rethink Your Rubbish
To determine awareness of recycling programs available in
the City of Greater Geelong.
Road Renaming – Section Swan
Parade, St Leonards
Gather feedback on renaming of a section of Swan
Parade, St Leonards.
South Barwon Football and
Netball Pavilion Upgrade
To display plans, gather feedback and assist
community members with any questions regarding the
facility upgrade.
Southern University Games 2011
To collect feedback that would assist in improving the
quality of the event.
St Albans Football and Netball
Pavilion Redevelopment
To display plans, gather feedback and assist
community members with any questions regarding
the facility redevelopment.
St Leonards Structure Plan Review
– Public comment
To seek community input on issues and changes to the
township to inform the review of the St Leonards Structure
Plan 2006.
Streets Are Alive 2011
To collect feedback that would assist in improving the
quality of the event.
Tour of Geelong 2011
To gain feedback of residents in the area on the event.
Visitor Perception 2011
To gather information on visitors’ perception of Central
Geelong, the services, facilities and environment.
What do you love about Geelong?
To gather information that will help promote Geelong to
visitors, investors, new residents and locals.
Whittington Land Use Concept Strategy To seek public comment on the draft Whittington Land
Use Concept Strategy.
Victorian Local Government Indicators
The listed financial indicators are requested by the Department of Planning and
Community Development from each Council in Victoria to provide a comparison of
financial performance across Councils.
Overall Council’s financial indicators show a sound financial position and a continuing
requirement to ensure asset renewal and maintenance is completed in line with the
priorities identified in the Asset Management plans.
Indicator
2010-2011
2011-2012
1. Average Rates and Charges per Assessment
Total rates and
charges net billed
Number of
assessments budget
$140,869,000
$1,346.62 per
assessment
104,609
$150,468,000
$1,422.99 per
assessment
105,741
Increased in line with the population and housing growth and the budgeted rates increases.
2. Average Rates and Charges per Residential Assessment
Rates and charges
$102,854,504
$1,129.18 per
$109,531,304
$1,181.72 per
declared for
residential
residential
residential and
assessment
assessment
garbage and
municipal charge
excluding vacant
land
Number of
residential
assessments
budget
91,088
92,688
Increased in line with the population and housing growth and the budgeted rates increases.
3. Average Liability per Assessment
Total liabilities
$89,834,000
$858.76 per
$111,193,000
$1,051.56 per
assessment
assessment
Number of
104,609
105,741
assessments budget
Increased due to the unfunded defined benefit superannuation liability.
4. Operating Result per Assessment
Net Surplus
Number of
assessments budget
$37,841,000
$361.74 per
assessment
104,609
$19,682,000
$186.13 per
assessment
105,741
Decreased due to unfunded defined benefit superannuation ($23 million), this was despite a
significant increase in rates and charges and subdivision asset recognition.
5. Average Operating Expenditure per Assessment
Operating Expenditure
$255,629,000
$2,443.66 per
assessment
Number of
assessments budget
104,609
$283,305,00
0
105,741
Increased due to rise in payments to employees and for external services.
6. Community Satisfaction Rating for Overall Performance of Council
$2,679.24 per
assessment
Result from the
Annual Community
Satisfaction Survey
for Local
Governments
(Indexed mean)
60
63
In 2012, the DPCD Community Satisfaction Survey methodology and format was revised and
conducted by a new research group on behalf of the DPCD. Due to these changes, 2012 results
cannot be directly compared to previous years. The 2012 indexed mean score of 63 was above the
Victorian State Index Score of 60.54 per cent of respondents rated overall performance as good or
very good with a further 37 per cent rating it average.
7. Average Capital Expenditure per Assessment
Capital Expenditure $62,740,103
$599.76 per
assessment
Number of assessments 104,609
budget
$65,268,960
$617.25 per
assessment
105,741
Increased due to capital projects expenditure on carry over items that were completed this financial
year that were commenced in the previous year. These projects include Old Courthouse
redevelopment, Eastern Beach Children’s Pool, Corio Landfill Rehabilitation and Waurn Ponds
Library.
8. Renewal Gap on all assets
Capital Renewal $17,366,000
For each $1.00 of
assets
consumption
Council spends
$0.45 on renewal.
Average Annual Asset 39,014,000
Consumption
$20,535,000
For each $1.00 of
assets consumption
Council spends $0.50
on renewal.
$41,386,000
Renewal expenditure increased from $17.4 million in 2010-2011 to $20.5 million in 2011-2012. As a
percentage of total capital expenditure, renewal expenditure increased from 27.7 per cent to 31.5 per
cent in 2011-2012 due to the mix of projects and the level of expenditure on upgrade and new projects.
9. Renewal and Maintenance Gap
Capital Renewal
and
Maintenance
$66,555,343
For each $1.00 of
asset
consumption and
planned
maintenance
Council spends
$0.68 on renewal
and maintenance
$72,670,362
For each $1.00 of
asset consumption
and planned
maintenance Council
spends $0.72 on
renewal and
maintenance
Average Annual Asset
Consumption
plus Planned
Maintenance
$97,289,300
$101,365,036
The Capital Renewal and Maintenance Gap indicates that expenditure has increased slightly in
2011-2012. Council will continue to address the level of maintenance and renewal in line with its
Asset Management Plans.
10. Advocacy and Community Representation on Key Local Issues
Result from the
Annual Community
Satisfaction Survey
for Local
Governments
(Indexed mean)
59
57
In 2012, the DPCD Community Satisfaction Survey methodology and format was revised and
conducted by a new research group on behalf of the DPCD. Due to these changes, 2012 results
cannot be directly compared to previous years.
The 2012 indexed mean score of 57 was above the Victorian State Index Score of 55.34 per cent of
respondents rated overall performance as good or very good with a further 37 per cent rating it
average.
The City will continue to deliver Community Update to every household every two months, keeping
them informed of what’s happening in their municipality and will also continue to lobby State and
Federal government and peak bodies to deliver key projects for the community. The City is also
launched a "Plain English Guide" internally to further improve external communication.
11. Engagement in Decision Making on Key Local Issues
Result from the
Annual Community
Satisfaction Survey
for Local
Governments
(Indexed mean)
54
54
In 2012, the DPCD Community Satisfaction Survey methodology and format was revised and
conducted by a new research group on behalf of the DPCD. Due to these changes, 2012 results
cannot be directly compared to previous years.
The 2012 indexed mean score of 54 was below the Victorian State Index Score of 57.63 per cent of
respondents rated overall performance as good or very good with a further 29 per cent rating it
average.
Organisation-wide training in community engagement based on IAP2 principles took place in 20112012 in order to provide an improved standard of engagement throughout the organisation. The City
will continue to look for improvement in this area by keeping the community informed through the
City’s "Have Your Say" section on its website and in local newspapers and Community Update, and
also by continuing to provide feedback and future action plans on previously held engagement
activity.
Governance
To enhance community confidence in the democratic process of Local Government,
the City of Greater Geelong maintains an open and accountable governance
framework.
Internal Audit
The internal audit function is an independent, objective assurance and consulting
activity designed to add value and improve the City’s operations.
It assists the Council to achieve its objectives by bringing a systematic, structured
approach in recommending improvement to the control environment, risk
management and governance processes.
Audit Achievements
In 2011-2012 the Internal Audit department completed in excess of 90 per cent of a
comprehensive risk based internal audit plan. The role also provides policy and
procedure advice to the Executive Management Team, and actively manages
Council’s fraud policy and awareness together with staff induction programs.
There is also an ongoing participation in information technology system
development with maintenance reviews and their security requirements.
Audit Advisory Committee
The City of Greater Geelong formed the Audit Advisory Committee according to
Section 86 of the Local Government Act 1989. The Audit Advisory Committee plays a
key role in assisting the City to fulfill governance responsibilities, ethical practices and
accountability requirements.
The Committee’s corporate governance responsibilities include:
• financial management
• occupational health and safety
• public liability, property and other insurance matters
• risk and project management
• overseeing of the internal and external audit functions of the City.
The Committee comprises six members, which is made up of three Councillors
and three external professionals.
The present Audit Advisory Committee is:
Chairperson:
• Ms Linda MacRae (Principal of Local Solutions Pty Ltd specialising in
financial and local
government management)
Members:
• Cr John Mitchell (Mayor)
• Cr Jan Farrell (Education and Youth, Community Safety portfolios)
• Cr Barbara Abley AM DSJ (Arts and Culture portfolio)
• Mr Peter Bollen (Former CEO Surf Coast Shire)
• Mr Ross Fraser (Director Daneljo Pty Ltd - Financial Accounting, Risk
Management, Auditing)
The Audit Advisory Committee meets quarterly and reports to Council.
Statutory Information
Information Privacy
The City of Greater Geelong is committed to protecting people's right to privacy and
the responsible and fair handling of personal information, consistent with the
Information Privacy Act, 2000 and Health Records Act 2001.
Council has in place a policy that sets out the requirements for the management and
handling of personal information. The policy is a public document available on
request or on Council’s website. During the year ending 30 June 2012, one formal
complaint was received regarding the use of full names on Dog Registration Notices.
Following receipt of the complaint, the process was changed and names now appear
in accordance with the format of Council Rates Notices – title, initial of first name and
then surname.
Freedom of Information (FOI)
The Freedom of Information (FOI) Act gives the community the right to access
information in the possession of Council.
Importantly, it provides access to information about the operation of Council,
particularly the rules and practices which affect members of the public in their
dealings with Council.
This general right of access to information is limited only by exceptions and
exemptions, which have been prescribed to protect essential public interests and the
private or business affairs of people about whom information is held by Council.
In keeping with the spirit of the legislation, Councils are expected to, as far as
possible, facilitate and promote the disclosure of information promptly and at the
lowest reasonable cost.
In the period from 1 July 2011 to 30 June 2012, the City of Greater Geelong received
a total of 26 Freedom of Information requests. Of those, 19 were granted full or part
access, one was denied, four were either withdrawn or no documents existed and
two had not been finalised as at 30 June.
Whistleblower Legislation
The Whistleblowers Protection Act 2001 (the Act) commenced on 1 January
2002. The main purposes of the Act are to:
• encourage and facilitate disclosures of improper conduct by public officers and
public bodies
•
•
protect persons making those disclosures
provide for matters disclosed to be properly investigated and dealt with.
In accordance with the requirements of Section 68 of the Act, Council has established
procedures to facilitate the making of disclosures; for investigations of disclosed
matters and protection of persons from reprisals by the public body or any member,
officer or employee of the public body because of disclosures.
There were no complaints against or allegations of improper conduct by Council staff
pursuant to the provisions of the Act during the year to 30 June 2012.
Documents available for public inspection
Under the Local Government Act Councils are required to keep statutory registers
and documents, which can be viewed on request, or in certain cases, on application.
Available documents include:
• Details of current allowances fixed for the Mayor and Councillors under Section
74 of the Act.
• Details of the total annual remuneration for all senior officers in respect of the
current financial year and the previous financial year, set out in a list that states:
i. Ranges of remuneration of senior officers, where the difference between the
lower amount and the higher amount in each range does not exceed $10,000.
i i. The number of senior officers whose total annual remuneration falls within the
ranges referred to in subparagraph (i).
• Details of overseas or interstate travel (with the exception of interstate travel by
land for less than three days) undertaken in an official capacity by Councillors or
any member of Council staff in the previous 12 months, including the names of
the Councillors or members of Council staff and the date, destination, purpose
and total cost to the Council of the overseas or interstate travel, including
accommodation costs.
• Names of Council officers who were required to submit a return of interest during
the financial year and the dates the returns were submitted.
• Names of Councillors who submitted returns of interest during the financial year
and the dates the returns were submitted.
• Agendas for and minutes of ordinary and special meetings held in the previous 12
months kept under Section 93 of the Act except if the minutes relate to parts of
meetings which have been closed to members of the public under Section 89 of
the Act.
• A list of all special committees established by Council and the purpose for which
each committee was established.
• A list of all special committees established by the Council which were abolished or
ceased to function during the financial year.
• Minutes of meetings of special committees established under Section 86 of the Act
and held in the previous 12 months except if the minutes relate to parts of
meetings which have been closed to members of the public under Section 89 of
the Act.
• A register of delegations kept under Sections 87 and 98 of the Act, including the
dates on which the last reviews under Sections 86(6) and 98(6) of the Act took
place.
• Submissions received under Section 223 of the Act during the previous 12
months.
• Agreements to establish regional libraries under Section 196 of the Act.
•
Details of all property, finance and operating leases involving land, buildings,
plant, computer equipment or vehicles entered into by the Council as lessor or
lessee, including the name of the other party to the lease and the terms and the
value of the lease.
• A register of authorised officers appointed under Section 224 of the Act.
• A list of donations and grants made by the Council during the financial year,
including the names of persons or bodies which have received a donation or grant
and the amount of each donation or grant.
• A list of the names of the organisations of which the Council was a member
during the financial year and details of all membership fees and other amounts
and services provided during that year to each organisation by the Council.
• A list of contracts valued at $150,000 or more which the Council entered into
during the financial year without first engaging in a competitive process and which
are not contracts referred to in Section 186(5) of the Act.
• Campaign donation returns lodged under Section 62 of the Act by candidates for
election.
National Competition Policy Compliance
In 2011-2012 the City of Greater Geelong complied with the requirements of the
National Competition Policy, Competitive Neutrality and Trade Practices Act
Legislation. Council is required to demonstrate ongoing compliance and provide
certification by 30 September annually.
Charter of Human Rights and Responsibilities
In June 2006 the Victorian Parliament passed the Charter of Human Rights and
Responsibilities Act 2006 (Vic). This Charter came into effect on 1 January 2008.
The Charter enshrines civil and political rights and some cultural rights into
Victorian Law while promoting and protecting principles of freedom, respect,
equality and dignity.
The City of Greater Geelong has conducted a number of awareness sessions for staff
to ensure that human rights principles are considered in decision making processes.
Local Laws
At 30 June 2012 the following Local Laws remain current:
General Local Law 2005 (including amendments in 2006)
This law regulates activities of people and provides standards and conditions for
specified activities to protect people in, or the environment of, the municipal district.
Council Meeting Procedures Local Law 2009
This law relates to meetings of the City of Greater Geelong Council and special
committees. The objectives include:
• To provide for peace, order and good government, and ensure that Council’s
decisions are made in the best interests of the people of the City of Greater
Geelong.
• To provide for the administration of Council’s powers and functions.
• To regulate and control the election of Mayor and Acting Mayor.
• To promote and encourage community participation.
Citizenship
Acquiring Australian Citizenship enables people to participate fully in our inclusive
society regardless of their race, background, gender, religion, language or place of
birth.
In the 12 months to 30 June 2012, the City hosted seven major ceremonies, with
special ceremonies conducted on the Geelong Waterfront as part of celebrations to
mark Australia Day (26 January) and another at Simonds Stadium. Certificates of
Australian Citizenship were presented by the Mayor of the City to 364 residents of
Geelong, many of whom shared the occasion with the support of relatives and
friends.
Risk Management
Councils Corporate Risk Management Policy and Strategy is linked to relevant City
Plan aspects and provides ongoing direction for the City of Greater Geelong to
manage risks at both strategic and operational levels.
The City’s objective is to fundamentally ingrain risk management in organisational
culture through the philosophy that each and every activity will be managed in a
manner that will reasonably treat risk.
The City’s risk register continues to be reviewed quarterly to ensure it is reflective of
the activities and associated risks of all Council business. The status of this is
reported regularly to Council.
The City’s Public Liability insurer conducts assessment audits on a bi-annual basis.
This year, in place of the audit, insurers provided a targeted risk appraisal on
Councils Waste Transfer Stations that allowed Council to review and develop
improvements to these sites.
The City’s insurer undertook the annual Property Insurance Assessment, with the
City of Greater Geelong scoring 99.3 per cent. The continued improvement in
insurance audit results demonstrates that the City has in place a sound risk
management framework.
Contractor Management
The City of Greater Geelong continues to employ a large number of contractors to
assist with the delivery of a range of major projects and services. Over the past three
years the systems and processes that govern how we manage contractors have
been reviewed. A major outcome of this review was a online induction system, for
which 384 inductions have been completed between 1 Jan 2011 and 30 June 2012.
The City of Greater Geelong continues to undertake regular audits and inspections of
contractor activities, and plans to increase the level of contractor oversight in 20122013. This allows for improvement opportunities to be identified and implemented in
conjunction with relevant contractors. The net effect of this is improved safety for the
contractors, employees and the public, as well as increased project efficiency due to
less downtime.
Asset Management
The City’s infrastructure consists of networks of local roads, footpaths, bridges,
drains, parks and gardens and civic and community buildings. The City builds, holds,
maintains and renews these assets on behalf of the community. Infrastructure
contributes to the City’s transportation and recreational goals as well as providing
civic amenity.
The City’s asset management effort is considerable, using a large proportion of
Council’s financial and other resources. It integrates with corporate, financial
business, budgetary, operational, human resources and information technology
plans.
Strategic asset management recognises the enduring nature of infrastructure and
ensures that the community’s long-term investment can be realised over the asset’s
lifecycle. Asset management decisions are formed by evaluation of alternative
means of service provision, full lifecycle costing, performance measurement and
condition monitoring. Such work enables the City to determine appropriate
infrastructure to be provided and the level at which assets need to be presented.
The phases of an asset’s lifecycle are:
• Acquisition: involving the specification of asset type and the timing, financing
and means of procurement.
• Operation and maintenance: requiring performance levels, operating and
maintenance schedules to be specified.
• Renewal: rehabilitation and replacement schedules to be specified.
Activities for 2011-2012 included:
• Condition assessment of the road network and monitoring levels of service for the
road network.
• Data Capture of the City’s Road Signs.
• Revaluation of the drainage asset groups.
• Administration of the City’s Municipal Road Management Plan as required
by the Road management Act 2004, including routine and reactive
inspections.
• Addition of $16 million worth of subdivisional infrastructure to the asset register.
• Critical assessment of the City of Greater Geelong Asset Management Plans.
•
Implementation of the Asset Management Improvement Strategy in accordance
with the National Asset Management Framework.
• Update of the Footpath Asset Management Plan
• Introduction of an inspection regime for road signage, rail infrastructure and offroad paths
Asset management will continue to evolve and mature. The City will strive to be at
the forefront of asset management through participation in the Municipal Association
of Victoria’s "Step Program" which provides guidance to Victorian councils on their
asset management effort.
Priorities for 2012-2013 include:
• Compliance with the National Asset Management Framework
• Administration of the City’s infrastructure data including input of subdivisional asset
into the Hansen Asset Register.
• Adoption of the Asset Management Policy
• Review of the Corporate Asset Management Strategy
• Update of the three-year renewal program for the road pavement and surfaces
• Update of the Road Management Plan
• Update of the Drainage Asset Management Plan
• Review of Levels of Service for roads and footpaths
Council Appointments to Committees and Groups
The following is a list of current Councillor appointments to committees and groups,
both internal and external to Council.
Committee
Councillor (2012)
Association of Bayside
Municipalities
Cr Doull
Audit Advisory Committee
Mayor
Cr Abley
Cr Farrell
Barwon and Moorabool River Reserves
Advisory Committee
Cr Doull
Barwon Regional Waste
Management Group
Cr Richards
Cr Doull
Cr Harwood
Barwon South West Regional Advisory
Committee (Multiculturalism)
Cr E Kontelj
Bellarine Multi Arts Facility (Potato
Shed)
Cr Farrell
Bellarine Rail Trail Advisory
Committee
Cr Macdonald
Cr Doull (substitute)
Central Geelong Marketing
Committee
Cr Abley
Committee for Geelong
Mayor
Community Arts and Festivals
Assessment Committee
Mayor
Cr Abley
Cr Farrell
Cr Granger
Cr E Kontelj
Community Renewal Committee –
Whittington
Cr Mitchell
Concerned Councils for the
Moorabool River (CCMR)
Cr Doull
Corio Norlane Development Advisory
Committee
Cr Fisher
Cr Granger (substitute)
Courthouse Arts
Cr Farrell
Development Hearing Panel
Any Councillor rotating monthly
Disability Advisory Committee
Cr Fisher
(Chair)
Cr Abley (substitute)
Disability Street Access Advisory
Committee
Cr Abley
Cr Richards (substitute)
fOrT Advisory Committee
Cr Fisher
G21 Geelong Region Alliance
Mayor
Geelong Gallery
Cr Abley
Cr Granger (substitute)
Geelong Convention and Exhibition
Centre Proposal – Project Steering
Group
Mayor
Cr Macdonald
Cr Harwood
Cr S Kontelj
Cr Abley
Geelong Drug Action Plan
Committee
Cr Farrell
Geelong – East Timor Friendship
Committee
Cr Granger
Cr Abley (substitute)
Geelong Future Cities Steering
Committee (formally Cultural Precinct
Steering Committee)
Cr Abley
Geelong Gambling Advisory
Committee
Cr Farrell
Geelong Heritage Centre
Cr Granger
Geelong Library and Heritage Project
Control Group
Mayor
Cr Abley
Cr S kontelj
Cr Harwood
Geelong Major Events
Mayor
Cr Abley
Cr Harwood
Cr Fisher
Cr Nelson (substitute)
Geelong Otway Tourism
Cr Harwood
Cr Mitchell (substitute)
G21 Arts and Culture Pillar
Cr Granger (Chair)
Cr Abley
G21 Economic Pillar
Cr Macdonald
Geelong Regional Alliance G21
Environment Pillar
Cr Richards (Chair) Cr
Doull
G21 Health and Wellbeing Pillar
Cr Fisher
G21 Planning Pillar
Cr Macdonald
Geelong Regional Alliance G21 Transport
Pillar
Cr Richards
Cr Doull (substitute)
G21 Water Taskforce
Cr Doull
Cr Richards (substitute)
Geelong Regional Library
Corporation
Cr Macdonald
Cr Richards
Cr Granger
Cr Abley
Geelong Safety Committee
Cr Farrell
Cr Fisher
Graffiti Reference Group
Cr Fisher
Cr Farrell
Information Communication
Technology Geelong Ltd
Cr Macdonald
Kardinia Park Steering
Committee
Cr Kontelj
Cr Abley (substitute)
Local Learning and Employment Network
Cr Fisher
Cr Abley (substitute)
Multicultural Action Plan Advisory
Committee
Cr E Kontelj
Municipal Association of Victoria
Cr Richards
Cr Granger (substitute)
Municipal Association of Victoria – Arts
and Cultural Advisory
Cr Abley
Municipal Emergency
Management Planning
Committee
Cr Abley Cr
Nelson
Performance Review Committee – Chief
Executive
Mayor plus two other Councillors
Planning Committee
All
Property Strategy Advisory
Committee
All
Reference Group Central Geelong
Mayor and other Cr as required
Shell Community Advisory Panel
Cr Granger
Cr Fisher (substitute)
Submissions Review Panel
Cr Mitchell plus any 2 Councillors
Terminals Reference Committee
Cr Granger
Victorian Local Governance
Association
Cr Doull
Cr Mitchell (substitute)
Waste Strategy Project Control Group
Cr Nelson
Cr Richards (Chair)
Cr Doull
Water Taskforce
Cr Doull
Cr Mitchell Cr
Richards
Windsor Park Steering
Committee
Cr Fisher
Cr Mitchell (substitute)
Note: Where a Councillor is listed as a substitute, this Councillor attends in place of
representative
Best Value
Council’s Best Value Policy
To cement a continuous improvement culture across the organisation beyond purely
complying with the Best Value legislation. The specific outcomes of Best Value will
guide Council decisions regarding the future direction of Council services.
Addressing the Best Value Principles
The Best Value Principles are part of the Local Government Act 1989. They are:
(a) All services must meet quality and cost standards.
(b) All services must be responsive to the needs of the community.
(c) A service must be accessible to those members of the community for whom the
service intended.
(d) A Council must achieve continuous improvement in the provision of services for
its community.
(e) A Council must develop a program of regular consultation with its community in
relation to the services it provides.
(f) A Council must report regularly to its community on its achievements in relation to
the principles above.
Council is proactive in addressing the Best Value Principles in that it:
• Voluntarily participates in the statewide Local Government Annual Community
Satisfaction Survey. Continuous improvement opportunities are identified from
the survey results.
• Consults regularly with the community on projects, services, events and issues
that affect them, and maintains a database of all consultations conducted by the
City, including the results.
• Reports quarterly to the community on the progress of City Plan actions.
• Reviewed the Victorian Auditor General’s 2011 report into Business Planning for
Major Capital Works and Recurrent Services in Local Government and has begun
to implement recommended changes from the review to Council Plan and Annual
Budget planning and development processes.
• Sets annual business plans at a department level to address actions and seek
improvement opportunities with the community’s best interest in mind. These
business plans also include audit and risk actions.
• Implemented a project proposal and reporting system, to capture potential
projects, assess their viability for funding, and then monitor the delivery of those
that proceed.
• Has redeveloped the executive scorecard to best monitor council services and
operations. Executive scorecard measures are monitored monthly and
reviewed annually. The redevelopment of department scorecards is also
continuing.
• Undertakes an annual review of performance measures and targets.
• Participated actively in the Essential Services Commission’s (ESC) Local
Government Reporting Framework review process and pilot report program.
Despite the cessation of the ESC’s initiative, some of the measures were taken up
in the City’s Executive Scorecard.
• Produces an annual report to inform all stakeholders including ratepayers,
residents, businesses, community and interest groups, news media, all levels of
government, Council staff and the wider general community, and reflects our
commitment to performance reporting.
• Conducts a rigorous financial reporting process, including monthly reporting to
Executive Management and quarterly reporting to Council.
• Provides internal and external training and development opportunities to bring staff
up to date with systems and processes and also to up skill our workforce. In 20112012 comprehensive training program in community engagement was
implemented. This training is based on the International Association for Public
Participation (IAP2) core values and spectrum.
• Has eight customer service centres spread across the municipality providing easy
access for all residents, and delivers services from numerous locations around the
region.
• Engage Customer Service Benchmarking Australia to conduct independent
mystery shopping research in order to measure performance against the
Customer Service Commitments and identify opportunities for continued
•
improvement.
Conducts annual performance reviews with all staff to set work plans and identify
training and development opportunities.
External Funding
In 2011-2012 the City of Greater Geelong received $56.9 million in Federal and State
funding.
This is a decrease of $3.9 million on that received in 2010-2011. The decrease in
funding can be attributed to projects such as the Old Courthouse, Waurn Ponds
Library, Central Geelong Bus Super Stop and the Ocean Grove Integrated Children’s
Centre attracting $10.2 million in the previous year.
Funding received during the year included:
Federal
• Grants Commission funding of $24.2 million.
• $2.6 million received for early childhood development to go towards the running
the City’s Learning and Care Centres and associated programs.
• $1.7 million for the Federal Roads Program.
• The Geelong Library and Heritage Centre redevelopment received $1.5 million.
• $1.4 million for Community Aged Care Packages.
• $1.2 million for Family Day Care operations and family assistance programs.
• Eastern Park stormwater recycling project received $0.4 million.
• Kardinia Park Netball Pavilion redevelopment received $0.3 million.
• School holiday program received $0.2 million.
• Splashdown Leisure Centre co-generation plant project received $0.2 million.
• Shell Road Reserve sporting infrastructure project received $0.2 million.
• $0.1 million towards indigenous kindergarten assistance programs.
State
• Aged and disability service programs received just over $9.9 million dollars in
funding from the Department of Human Services. Programs funded included
personal, respite and general care management, home maintenance, meals on
wheels, mobile device purchases and senior citizen activities and programs.
• $2.9 million was received from the Department of Education and Early Childhood
Development for Community Child Health services and other programs such as
Best Start, Playgroup Support and Early Start Kindergarten partnerships.
• The Corio-Norlane regeneration project received $1.1 million and the
Whittington Community Renewal project received a further $0.2 million to
support the project and various associated activities.
• $1.0 million was received for the Central Geelong laneways project.
• A number of sport and recreation projects received almost $1.3 million in funding
including Breamlea bike track development, Hamlyn Park Reserve improvements,
Barwon Soccer Club upgrade, Barwon Valley Fun Park redevelopment, Shell
Road Reserve soccer lights, McDonald Reserve clubrooms, Highton Tennis Club
pavilion, Drysdale netball court, Thomson Reserve tennis redevelopment and
Breakwater Reserve improvements.
• Environment projects including the Barwon River Parkland project, coastal
tender program and Clifton Springs beach protection works received $0.7
million.
• The National Partnership Agreement on Preventative Health program received
$0.7 million.
• Road maintenance programs received $0.6 million.
• The City received $0.5 million contribution towards the G21 Regional Land Use
Plan development.
• School crossings supervisor subsidy grant of $0.5 million was received,
contributing to this $1.6 million program. The City of Greater Geelong has 171
school crossings, the largest in the state.
• The Vines Road development received $0.5 million.
• The Elcho drainage system construction received $0.5 million.
• The development of Armstrong Creek received $0.3 million for the Health and
Community Care Centre, Neighbourhood Activity Centre Community Pavilion,
sport development planning and the community infrastructure project.
• $0.3 million was received for economic development programs including the
Skilled Migration Program, Employment Growth through Cluster Facilitation
program, I C T Cluster facilitation, SEGRA Conference and the Regional Living
Expo.
• The Central Geelong Bus Super Stop, Night Bus service and Building Bellarine
Connections public transport program received $0.3 million.
• The youth suicide prevention program for same sex and gender query youth
received $0.2 million.
• Belmont car park construction received $0.2 million.
• The completion of the Waurn Ponds Library and the Drysdale Library
refurbishment received $0.1 million.
• $0.1 million was received for landscape works at the North Shore train station.
• The Grovedale Neighbourhood House received funding of $44,495 from the
Department of human Services’ Neighbourhood House Coordination Program.
For further information on the full amount received by category please refer to Note 4
in the 2011-2012 Annual Financial Report on page 173.
Community Arts and Festivals Grants Program
The Community Arts and Community Festivals Grants Program is part of the
implementation of Creativity +, Council’s Culture Strategy which aims to build the
cultural strengths and raise the profile of the Geelong municipality as a creative
region.
Community festivals and arts projects add to the vibrancy of Geelong and provide
more recreation opportunities for residents. Through this program Council is able to
help local community groups to get a wide range of projects up and running.
In 2011-2012, the City of Greater Geelong contributed $213,760 to 47 community
groups through its Community Arts and Community Festivals Grants Programs. From
44 applications received, $114,400 was provided to 25 community arts projects for
concerts, theatre programs and a range of art projects. 33 applications were received
for community festival grants with 22 community festivals successful in receiving
$99,360, including the Barwon Heads Festival of the Sea, 2012 Blokes Day Out,
Poppykettle Festival and the St Leonards Community Festival.
Below is a full list of successful applicants for 2011-2012.
2011-2012 Community Festival Grants Program
EVENT
ORGANISATION/AUSPICE
GRANT ($)
Barwon Heads Festival of the Sea
(Triennial)
Barwon Heads Festival of the Sea Ltd.
Portarlington Mussel Festival (Triennial)
Portarlington Mussel Festival Inc.
8,000
Splash! Dance Festival (Triennial)
Geelong Dance Network Inc.
8,000
Poppykettle Festival (Triennial)
The Geelong Performing Arts Centre
8,000
Festival of Glass
Drysdale Clifton Springs Community
Association Inc.
6,000
Geelong Heritage Festival 2012
"Innovation and Invention"
Geelong and Region branch National
trust of Australia (Victoria)
6,000
Off the Page – Festival of Reading
and Writing for Young People
Geelong Regional Libraries / Geelong
Regional Library Corporation
4,000
Plant Meet and Eat
Cloverdale Community Centre
6,000
Alliance Francaise de Geelong, French
Film Festival
Alliance Francaise de Geelong
5,000
St Leonards Community Festival
St Leonards Progress Association
4,000
Food of the World Festival
Diversitat
4,000
Reconciliation in the Park
Geelong One Fire Reconciliation Group
(GOFRG)
6,000
New Years Revolution
Courthouse ARTS
6,000
2011 Blokes Day Out
Barwon Health
4,000
Festival of Music in Geelong’s Churches
Music at the Basilica Inc.
5,000
Bellarine Agricultural Show
Bellarine Agricultural Society Inc.
3,860
Karingal Karnivale
Karingal Inc.
3,000
Summer Rock Festival
Geelong Jukebox Rockers Incorporated
2,000
10,500
99,360
2011-2012 Community Arts Grants Program
EVENT
ORGANISATION/AUSPICE
GRANT ($)
Three magpies Perched in a Tree
(Biennial)
Geelong Regional Local Learning
Employment Networks
6,000
Samsara – a song cycle for Corio and
Norlane (Biennial)
Bluebird Foundation Inc.
6,000
New Spaces, New Ideas (Biennial)
Back to Back Theatre
6,000
Green mapping the Northern Suburbs
Corio-Norlane Green Network
(Auspice: Northern Geelong Rental
Housing Co-operative LTD)
6,000
I Met Geelong the Other Day
Courthouse ARTS
6,000
Music at the Basilica Inc “Seasons” Concert Music at the Basilica Inc.
Series
4,000
Corio in Shorts
Cloverdale Community Centre
6,000
Blues Boot Camp
Wayne Jury (Auspice: Sleepy Hollow
Blues Club)
6,000
Kids with the Cameras
Sarah Hayes (Auspice: Courthouse
ARTS)
6,000
Nautical “not necessarily nice” Exhibition
Geelong Patchwork and Quilters’ Guild
Inc.
1,500
Bread and Butterflies
Sally Pearson (Auspice: Theatre 3222
Inc.)
6,000
Hand Made in Geelong: Craft with a Critical Geelong Arts Alliance
Edge
6,000
Growing Art
Diversitat
5,000
Geelong VCE Students Exhibition and Arts
Awards
Geelong Art Society Inc.
2,200
5x5 Everyday Urbanism Workshop
Reform Design Lab (Auspice:
Courthouse ARTS)
3,500
Portarlington Street Sculpture
Port Arts Network
6,000
Riches and Stitches Embroidery Exhibition
The Embroiderers Guild of Victoria
4,000
Antarctica Exhibition
Osborne Park Association Inc.
3,000
Geelong Advertiser Music Scholarship
Geelong Advertiser Music
ScholarshipTrust (Auspice: Geelong
Performing Arts Centre)
6,000
A Business Plan for Arts and Osborne
House
The Osborne Park Association Inc.
4,000
Concert Series 2012
Geelong Chamber Music Society Inc.
6,000
Headcase – An Original Contemporary
Dance Theatre Production
Xavier McGettigan (Auspice:
Courthouse ARTS)
5,000
From Street Scape to Art Scape
SpringDale Neighbourhood Centre
2,000
Dance and Music / Taar-Setaar-DafTonbak Workshop
Geelong Iranian Society
1,200
Masters in the Making
Bron Lawson (Auspice: Bluebird
Foundation Inc.)
1,000
114,400
Councillor Community Grants Program
The Councillor Community Grants Program is offered to facilitate community projects
and activities undertaken by incorporated not-for-profit organisations and groups
within the City of Greater Geelong. Each year funding is provided to a wide variety of
community groups and organisations including preschools, sporting clubs, service
clubs and community associations.
In 2011-2012, the program saw $240,000 distributed amongst 144 community
groups. Through the Councillor Community Grants program Council has been able to
assist in delivering a diverse range of projects and events that benefit the Geelong
community.
Below is the full list of successful applicants for 2011-2012.
COMMUNITY GROUP
PROJECT TITLE
GRANT ($)
1st Eastern Park (Try Boys) Scout
Group under the auspices of Scout
Association of Australia
Getting Started in Scouts
2,000
Anakie Football Netball Club
Deep Fryer
3,850
Asbestos Information Support
Services
Asbestos Support Groups
1,450
AUCA Association Union of
Cultures Australia under the
auspices of Congolese Association
Inc.
Life in Australia Film project
430
Australian Slovenian Cultural and
Sports Association "Ivan Cankar"
Geelong Inc.
Sound, media and technology
systems upgrade
1,750
Autism Awareness Walk Geelong
under the auspices of Gateway
Support Services
Autism Awareness Walk Geelong
2012
2,250
Barwon Centre Against Sexual
Assault (CASA)
Sexual Assault – We say NO!
2,050
Barwon Grove Girl Guides
under the auspices of Girl
Guides Victoria
Purchase of trailer
3,250
Barwon Heads Senior Citizens Centre Purchase of quilting machine
1,570
BATForce
A Place for Young People
2,400
Batman Park Carpet Bowls Club
under the auspices of Indented
Head Community Association Inc.
Replacement of carpet for indoor
bowls
1,565
Bay City Buccaneers Inc.
Uniform purchase
Bell Park Sports and Recreation
Club (Football - Juniors)
Junior football jumpers
2,000
Bell Park Sports Club
Junior training ground development
2,050
Bellaire Primary School
Reggio Emilia inspired prep program
1,900
Bellarine and District Netball
Association Inc
Goal post covers
1,300
Bellarine Anglican Parish
Hot Stuff - installation of commercial
kitchen
2,200
Bellarine Landcare Community
Nursery
Nursery water harvesting
1,220
Bellarine Secondary College
Youth Fest - Goes Global
2,000
Bellarine Woodworkers Inc.
Dust Extraction
2,500
Belmont Bowls Club Inc.
Update kitchen bench top
2,500
Belmont Primary School
Playground development
3,000
Belmont Senior Citizens Inc.
Computer and printer
1,000
Blokes Day Out Launch Committee
Barwon Health
Bluebird Foundation Inc
Website
450
725
1,350
Bravehearts Inc.
DITTOS Keep Safe Adventure
Personal Safety School Based
Program
1,300
Breast Cancer Comfort Cushions
Breast Cancer cushions
1,800
Chany Community Association of
Australia
NUER Non-Formal Language School
Children's Book Council of
Australia - Vic Geelong Region
850
600
Chilwell Primary School
Bell tower restoration project
2,850
Clifton Springs Tennis Club Inc.
Clubroom heating/cooling
1,800
Club Italia Geelong
Purchase of television and recorder
1,800
Continence Foundation of Aust, Vic
Branch Inc.
Fun Fitness and the Pelvic Floor
Corio Bay Stingrays Basketball Club
Under the auspices of Corio Bay
Basketball Association
Uniforms and branding
2,500
Corio Squash Club Inc.
Geelong Open Squash Event
1,000
Diversitat
Futsal
Diversity and Disability under the
auspices of Migrant Resource
Centre North West Region
Self Advocacy and Independence
Support Group
2,400
DoCare Geelong Co–operative
Life Stories – Activities for Older
People
1,250
Dragons Abreast Geelong Inc.
Purchase of equipment
1,000
Drumcondra Bowling Club
Installation of air–conditioning units
2,500
Drysdale Bowling and Croquet Club
Inc. – Croquet Section
Club shirts
1,000
Drysdale Senior Citizens
Lighter tables
ERMHA – Eastern Regions Mental
Health Association
Intensive Support Program
Fight Cancer Foundation
Purchase of equipment
Filipino Australian Friendship
Association of Geelong Inc.
30th Anniversary celebrations
1,600
Food Skil
Start Up Costs "2 and 5" Fresh
Food Markets
2,500
Friends of the Bluff
Barwon Heads Community Show
Bags
2,000
350
550
600
1,450
500
Funtasia under the auspices of
Leisure Networks
Funtasia (Sporting and Social
Activities for people with high
support needs)
1,400
Fyans Park Primary School
iLearn with iPads
1,000
Geelong Archers Inc.
Equipment replacement
Geelong Cement Bowls Club
Painting club house project
1,000
Geelong Cross Country Club
Dawnbuster Fun Run traffic
management
1,030
Geelong Cycling Club
100 Year Celebration Event
1,200
Geelong Ethnic Communities
Council (Diversitat)
Surf for Life program
1,550
Geelong Food Relief Centre
Upgrade to power phasing
650
Geelong Grove Retirement
Village Woodwork Group
Wood Toys for South East Asian
countries
800
Geelong Handweavers and
Spinners Guild Inc.
Advanced techniques workshops
1,250
Geelong Lutheran College
Purchase of marquees
2,940
Geelong One Fire Reconciliation
Group
Development phase of a website
Geelong Ostomy Inc.
Computers
1,300
Geelong Rowing Association
Defibrillator
2,750
500
900
Geelong Technical Education Centre Breamlea project film night
3,000
Geelong West Brass Band
3,000
Centenary celebrations
Geelong West Neighbourhood House Workshops
Inc.
1,405
Geelong West Tennis Club Inc.
100 Year Centenary
1,500
Geelong YMCA
Little ED GYM
2,100
Geelong Youth Choir Inc.
Promotional banner
Grovedale Primary School
Vegetable garden and chicken coop
area
3,000
Highton Bowls Club
Bar fridge
3,000
Highton Bowls Club
Bar fridge
1,000
Highton Primary School
Grade 5/6 exhibition
2,500
Hope Bereavement Services Inc.
Memorial balloon release
640
Indented Head Community
Association Inc.
Purchase of new printer
500
Islamic Society of Geelong
Upgrade of windows and doors
705
1,110
Kardinia Youth Under the
auspices of Kardinia
Community Services
Youth Leadership program
1,150
Karenni Communal Welfare
Committee Geelong (KnCWCG)
under the auspices of Diversitat
Kay Thoe Bo Festival – Sacred
Pole Festival
Lara Bowling Club Inc.
Purchase of defibrillator
1,500
Lara Sub Branch R.S.L
Hot water system
1,200
Leopold Hall Incorporated
Solar panels
1,550
Leopold Little Athletics Club
under the auspices of Leopold
Primary School
Triple/long jump pit
2,500
Leopold Senior Citizens
Double sink and hand basin
900
Leopold Sportsman Club Inc.
(Bowling Club Section)
Camera for coaching
280
Leopold Toy Library Inc.
Space and Safety project
420
Lions Branch Club of Corio/Norlane
under the auspices of Lions Club of
Lara
Northern Bay College breakfast
2,500
MG Car Club Geelong Inc.
Classic Car Display 2012
2,350
500
MIS Playgroup under the auspices of Running of playgroup
Polish Community Council Vic
1,000
Mission to Seafarers Geelong Inc.
1,000
Montpellier Primary School
Development of outdoor area
seating/BBQ
3,000
Mothers Day Classic under the
auspices of Women in Super
Geelong Mother's Day Classic
1,550
National Servicemen's Assoc of
Australia – Geelong and District
Sub–branch
Memorial Service for Kokoda
veterans
2,800
Nelson Park Auskick under the
auspices of Aust Football League
(Vic)
Football jumpers
Newtown City Hockey Club
Replacement of oven
1,000
Newtown Pipe Band
Purchase of new chanters
1,000
Newtown Primary School
Irrigation for new oval
2,000
Norlane Bowling Club Inc.
Improved security
1,500
Norlane Senior Citizens Club
Purchase of outdoor furniture
1,000
North Geelong Soccer Club
New training equipment
2,550
900
North Geelong Soccer Club (for
Bell Park Sports Club)
Go For Your Life 2012
7,000
North Shore Recreation Club
Equipment
1,600
North Shore Residents Group Inc.
Moorpanyl 1000 Swim
1,100
Northern Bay College – Hands on
Learning
Football oval bench replacement
1,750
Oberon South Primary School
School improvements
3,000
Ocean Grove Arts Network
Outdoor cinema
2,000
Ocean Grove and District Men's Shed Cordless drill and electric sander
1,000
Ocean Grove Angling Club Inc.
Battle of the Bridge
395
Ocean Grove Business Association
Christmas decorations
2,000
Ocean Grove Collendina Cobras
Junior Football Club
Football jumpers
2,000
Ocean Grove Community Garden
under the auspices of Ocean Grove
Neighbourhood Centre
Ocean Grove Community Garden
2,000
Ocean Grove Neighbourhood Centre Drop In Uniforms
2,000
Ocean Grove Park Inc.
Play park equipment addition
1,000
Ocean Grove Senior Citizens
Update existing score boards
890
Ocean Grove Toy Library Inc.
Storage and play items
1,000
Portarlington Cricket Club
Restoration of bar facilities
2,000
Portarlington Drysdale Lions Club
Australia Day
1,500
Portarlington Neighbourhood House
Replacement chairs
2,160
Rice Village
Quality of Life Project
1,540
Rosewall Over 50's under the
auspices of Rosewall Community
Centre
Over 50's 10th birthday event and
activities
1,500
Rotaract Club of Belmont
Drama camp
1,650
Rotary Club of Drysdale
36th Easter Art Show and 2nd VCE
Student Exhibition
1,300
S2T – Strive 2 Thrive under the
auspices of St John of God
Healthcare
Strive 2 Thrive program
1,400
South Barwon Cricket Club
Concreting project
3,000
Springdale Neighbourhood Centre
iPads project
4,000
St Albans Football and Netball
Club – Senior Section
Senior football jumpers and netball
uniforms
4,000
St Albans Football Club – Auskick
Section
Auskick jumpers
1,500
St John's Anglican Church Highton
Highton Community Christmas Carols
2011
2,200
St John's Lutheran School
Mothers Day fete
1,000
St Josephs Cricket Club
Defibrillator
1,500
St Leonards Progress Association
Memorial Hall restoration
5,000
St Leonards Tennis Group
Replace net posts and net winders
1,000
St Luke's Highton Uniting Church
Installation of DVD recording in the
church
1,500
St Thomas Aquinas Norlane and St
Francis Xavier
Learning Better Together planning
day
200
St Thomas Aquinas Norlane and St
Francis Xavier
Learning Better Together planning
day
135
The Bosnian Lily Geelong Association Bosnian new year event
Inc.
550
The Compassionate Friends Victoria
Inc.
Establishment of TCF's Grief Centre
Library
600
The Lions Breakfast Club
Walk the Walk (Bob McGovan Path)
500
Thomson Football and Netball Club – Senior football jumpers and netball
Senior Sections
uniforms
4,000
UN Women Australia Geelong
Committee
International Women’s Day hosted
by UN Women Geelong
1,550
VALID – Victorian League
Individuals with Disability
Having a Say Conference 2012
2,500
Vietnam Veterans Association of
Aust – Geelong and District Sub–
branch
National Congress – Bus
Transport for Delegates
Vietnam Veterans Assoc of Aust –
Geelong and District Sub–branch
Replacement of blinds
1,990
Vines Road Senior Citizens Club
Seeing the Difference
1,050
900
Wathaurong Aboriginal Co–operative Community Health Day
450
Western Heights Uniting Church
– The Listening Post
800
Whittington Senior Citizens
Purchase flat screen television
1,900
Whittington Senior Citizens
Purchase of communication
equipment
William Park Memorial Kindergarten
Bathroom renovation, new
cupboards and bench tops
Total Grants
100
1,450
240,000
Domestic Animal (Dogs and Cats) Management Plan 2011-2012
Update
The City of Greater Geelong prepared and adopted the Domestic Animal
Management Plan (DAM Plan) 2008-2011 (extended to 2012) in relation to the
keeping and management of domestic dogs and cats within the municipality.
The City consulted with community, stakeholders and special interest groups to
develop a plan designed to address community expectations in a balanced manner
and to reduce the negative impact pets can have on the natural environment and
members of the community.
This DAM Plan focused on meeting community expectations, ensuring the City met
its statutory requirements under the Domestic Animals Act 1994, and reduced
negative impact pets can have on the natural environment.
The DAM Plan has identified three key objectives:

Responsible Pet Ownership

Dogs in Public Places

Leadership.
The City of Greater Geelong has one of the largest dog and cat populations of any
Victorian municipality with 46,695 registered pets as of February 2012.
As 2011-2012 was the final year of the plan, considerable efforts, were spent
consolidating and delivering on initiatives that were established throughout the
plan.
This report is a summary of the actions that have taken place during the last twelve
months or were ongoing throughout the life of the plan.
This report also includes information resulting in the mandatory actions undertaken in
relation to Restricted Breeds - Pit Bull Terriers.
Responsible Pet Ownership
RPO 1 Explore partnerships to increase animal pound capacity within the municipality
A review of the pound facilities at the existing pound site at Moolap was
conducted during 2011-2012. The review focused on:
• Examining the existing facilities in accordance with the Code of Practice.
• Determining whether it would be feasible to build an additional Pound facility in
the northern suburbs.
• Take into consideration the future growth of the community, and subsequent
increase in animal population until 2031.
The challenge was to determine whether the existing site at Moolap was
adequate to absorb community growth impacts and could sustain the required
service delivery of a regional pound. The feasibility study determined the Moolap
site is adequate until 2031. This was based on:
• The introduction of multi animal vans which have capacity to hold animals in air
conditioned comfort for longer periods of time, allowing animal officers to reunite
animals direct to owners, causing less impact on pound facilities.
• To replicate infrastructure, staffing, services and overheads together with a
suitable site in the northern suburbs becomes financially prohibitive and could
be in the vicinity of several million dollars.
• The existing site has the capacity to handle growth without impacting on
neighbouring properties, is in a central location within the municipality and
growth areas, providing easy access which is an important customer service
aspect.
• The study did determine considerable facilities needed to be consolidated and
upgraded to conform to the current Code of Practice. These works will become
Phase 2 of the project and will take place in 2012-2013.
Provision has been made in the 2012-2013 budget for these upgrades to be
undertaken.
Phase 1
Completed
Phase 2 20122013
RPO 2 Review all processes, policies and procedures associated with responsible pet
ownership to ensure they are relevant and current.
Processes, and policies have been continually reviewed throughout 20112012 to ensure procedures and practices conform to current legislation
requirements.
Completed
RPO 3 Develop and make available information on pet selection
Throughout the four years of the plan, the City promoted the importance of pet
selection at various workshops, in promotional material, such as Tag Time
News and on the Geelong Australia website.
Through consultation with stakeholders, industry (including Vet Behaviourists)
and the City’s Animal Officers, the right pet selection is one of the key factors
for the future direction of animal management. Particularly with Geelong facing
an expanding population which often results in increased pet ownership. Of
major concern is lifestyle change, people being time poor etc, residents are
now opting for smaller residential blocks. For this reason pet selection will be a
high profile action in the new Domestic Animal Management Plan for 2013–
2017.
Ongoing
2012-2013
RPO 4 Develop and deliver, in conjunction with external partners, an education program
that encourages pet identification and promotes desexing of pets, responsible pet
ownership and the benefits of keeping pets healthy and well-socialised.
A series of education workshops were held in 2009 and 2010 with Craig and
Tracey Murray Animal Behaviour Specialists.
These events focused on:
• The psychology of animal behaviour
• Using motivators other than food
• Practical demonstrations
• Selecting the right pet for your family/lifestyle
• Specific cat training sessions on how to manage the cat curfew.
Each workshop was well attended by the community.
Completed
Year 2/3
RPO 5 Introduce cat confinement between sunset and sunrise across the municipality.
Council introduced a cat confinement program into the Geelong municipality in
Completed
early 2010. This campaign promotes that cats are to be confined between
Year 2/3
sunset and sunrise. The City continues to promote the benefit of this initiative to
the community via by the following means:
• Letter drops in problematic areas in response to customer complaints.
• Tag Time Council’s annual newsletter features articles on cats causing
problems in the suburbs.
• Specific cat training sessions through education workshops.
• Ongoing cat confinement articles posted on the Geelong Australia website.
• Periodic promotion of the cat confinement program on Community Billboards.
Council continues to offer a “Cat Trap Program” which is the loan of
complimentary cat cages to community members, who are experiencing
difficulty with roaming cats. Once the animal has been captured, Animal officers
will collect the cage. If the cat is wearing its registration tag it is returned to its
owner. Alternatively any unidentified cats are taken to
Geelong Animal Welfare for processing.
Roaming and undesexed cats continue to remain a problem for the community.
This problem will be a high priority for the Domestic Animal Management Plan
2013-2017.
RPO 6 Introduce compulsory microchipping for all pets.
The introduction of compulsory microchipping for all pets has been managed by Completed
a series of Microchipping and Registration Roadshows. These roadshows are
taken out to various community locations, particularly areas where people do not
have access to regular transport.
During 2010-2012 a total of 26 roadshows were held, resulting in an additional
1,570 registrations and 1,558 microchipped pets. These roadshows were
exceptionally well received by the community.
The project provides:
• Raised awareness to pet owners of their obligation to register and microchip
pets by three months of age.
• Pet owners with a discounted microchipping and registration service.
• An opportunity to target areas where low registration numbers were highlighted
together with high incidents of errant animal behaviour.
• An easy, friendly, accessible service, for all community.
Due to the success of this initiative, the program will continue to operate in 20122013.
RPO 7 Introduce compulsory desexing for all pets except where exemptions have been
granted e.g. registered breeders.
Initial research has found that many pet owners understand the benefit of
desexing their pet and are supportive of the idea; however, the cost factor is a
considerable deterrent to many.
Due to other unplanned activities and new legislation, this study was deferred.
Given the sensitivity and cost of desexing a cat or dog for pet owners, and the
need to conduct more research, the City has included this issue in the review of
the Domestic Animal Management Plan for 2012-2013 as a high priority.
Ongoing
2012-2013
Dogs in Public Places
DPP 1 Develop Shared Pathway Use Charter
The Shared Pathway Charter was developed, adopted by Council, and
Completed
implemented during 2011/2012. The Shared Pathways Charter promotes safe
and cooperative behaviour by dog owners, cyclists and pedestrians as shared
users of public pathways, tracks and trails within the City of Greater Geelong, to
be achieved through the promotion of the use of Lead the Way – Care, Share
and Respect.
•
Be a caring dog walker
•
Share the space
•
Be a respectful cyclist
•
Be respectful to residents.
The Shared Pathways Charter is designed to be an educative tool and is a
complementary overlay to the regulatory signage on Council’s pathways.
Installation has been completed at Adrian Mannix Reserve – Clifton Springs,
Ramblers Walk-Point Richards, and Barwon River – (Queens Park to Buckley
Falls).
Installation on the Ted Wilson Track and Waurn Ponds Creek will commence
2012-2013.
DPP 2 Develop community awareness brochure/information on popular off leash areas
The City developed and implemented a “Walk Time” a pocket-sized dog walking
map in 2010. Due to the popularity of the user friendly guide, a revised edition
was produced for 2011-2012.
“Walk Time” was produced as a means to identify on and off lead areas in the
municipality and provided a comprehensive overview on the current dog
regulations. “Walk Time” also reinforced the requirement for dogs to be under
“Effective Control” at all times particularly in off lead areas.
“Walk Time” will be reviewed in 2012-2013 inline with outcomes of the Domestic
Animal Management Plan consultation.
Completed
Year 2/3
DPP 3 Develop and deliver an education program to communicate information on dogs in
public places
Refer to RPO 4.
DPP 4 Explore partnerships to establish pet activity areas
Completed
Year 2/3
A pet activity area is a purpose-built dog agility space that is fully fenced and
Ongoing 2012allows for dogs to interact and socialise with other dogs and humans. By having 2013
an enclosed space, dogs are able to be off leash in a safe environment and pet
owners can practice training techniques including effective control and recall.
Pet activity parks also aid in animal and community socialisation, as well as
reducing dog behavioural issues.
Contact has been made with a number of municipalities to discuss the
advantages and disadvantages of pet activity areas. Information has been
sourced regarding land space requirements, approximate costs, and equipment
needs.
A potential site has been identified and funding options need to be explored.
DPP 5 Review all processes, policies and procedures relating to dogs in public places and
dog control and ensure they are relevant and current
Processes, policies and procedures are reviewed constantly as part of
Completed
delivering continued business improvement. Additionally reviews will continue to
ensure that current legislative requirements are addressed and adhered to.
In 2011 following the death of a young child in Melbourne, legislation changed in
relation to the keeping of restricted breed dogs – in this instance the American
Pit Bull Terrier dog.
The cancellation of a previous amnesty in relation to pitbull terrier registrations,
the introduction of the new restricted breed legislation, the establishment of a
“hot line” for community, all took staff off line and away from their core duties.
Due to numerous calls and suspected sighting notifications of pitbull type dogs
resulted in an increase to Animal Officers workload.
Staff managed this situation to support legislation, by being adherent to the
policies and procedures as introduced by State Government.
The ongoing impact will be the need to conduct 1400 suspected restricted breed
audits (pitbull type dogs) for 2012-2013.
DPP 6 Review provision of the dog excrement bag/dispenser program
Dog owners are encouraged to pick dog waste and dispose of it thoughtfully.
Completed
Council provides litter bins and plastic bags at many of the parks in the
municipality, and along the tracks and trails for this purpose. It is a requirement
of Council’s General Local Law 2005 that those walking/exercising a dog must
carry a receptacle to clean up after their dog.
With the removal of a number of “dog poo” bins along the Barwon River – dog
excrement piles appear to be increasing much to the dissatisfaction of the
community. There is a difference between “dog poo bins” which need to be
emptied manually and litter bins which can be emptied in the current garbage
trucks. This has highlighted the opportunity to implement an education program
that dog owners can dispose of waste in litter bins.
All dog control signage promotes the picking up and disposing of dog poo.
Council provides “Pooch Paks” free of charge from any customer service centre.
The “Pooch Paks” which clip on to your dogs collar, or lead, allows the dog
owner to carry a supply of plastic bags with them for cleaning up after their dog.
This remains a major ongoing problem and has been identified as a high priority
for the 2012-2013 year.
Leadership Actions
L1 Implement a data collection process and measure performance
To improve service delivery to the community, five animal officers have each
Completed
been allocated a defined area in the municipality which they are responsible for.
This includes:
•
Undertaking patrols along pathways (on foot and cycle)
•
Issuing of infringements for non-compliance
•
Providing education to pet owners
•
Improved case management of animal amenity complaints.
Additionally an animal collections officer is responsible for the day to day
collection of dogs and cats across the 1248 km2 municipality.
By implementing this system it allows for:
•
Efficient and effective service levels
•
Continuity of service between 7.00am-7.00pm
•
Opportunity to develop relationships with stakeholders
•
Accountability and streamlined processes.
With limited resources these measures provide the most efficient and effective
service that the unit can deliver.
All officers individually meet with Team Leaders on a weekly basis and fortnightly
as a team where work performance and work loads are discussed and
monitored. Annually in September performance appraisals are conducted where
training schedules and KPI’s are set for the following 12 months. A review of the
previous 12 months is conducted with a benchmark being established towards
improving better work practices.
L2 Attend seminars and briefings related to current issues/emerging trends in animal
management
Members of the Animal Team attended the following training in the past twelve
months:
•
Livestock handling and management
•
Domestic animal handling and management
•
Bicycle safe riding techniques
•
First Aid Level 1
•
Occupation Health and Safety
•
Identify and respond to animal behaviour
•
Dealing with investigations.
Additionally staff attended seminars and training sessions including those
operated by the Bureau of Animal Welfare, City of Greater Geelong, service
providers and in-house training as required.
Completed
L3 Conduct web based and literary searches of current issues/trends in animal
management and incorporate findings into practice
The City’s website provides information to residents on current issues and
trends regarding domestic animal management. The City continues to use the
website as a means of promoting and obtaining relevant material on animal
management.
Likewise the City continues to conduct research into best practice
methodologies and incorporates findings into service delivery as required.
Completed
L4 Conduct an Annual Review of this Plan
This is the final year of a four year plan to be completed. During this year of the Completed
current program, a consultation and review of the Domestic Animal Management
Plan has been undertaken in preparation for 2013-2017 Domestic Animal
Management Plan. It is envisaged a new plan will be finalised by December
2012.
L5 Develop a communication strategy for education programs on various aspects of
responsible pet ownership
A new marketing and communication strategy was developed and implemented
in June 2011.
Completed
L6 Evaluate methods of distributing information to the community to ensure the target
audience is well informed and that access is user friendly and readily available
Department of Primary Industries and the City annually produce a variety of
Completed
material on Responsible Pet Ownership and other brochures of educational
Year 3
benefit. This material is distributed on request to Council customer service
centres, animal welfare, pet stores, dog clubs, schools, veterinarians, community
user groups and pet owners.
A system has been developed to record where the brochures are being
distributed to, and why they are required. This system tracks brochure supplies
and when reordering is required.
The City’s website is always available for community to source information on
domestic animal management.
During 2011-2012 the City worked with the pound contractors to improve web
content with ways to promote the adoption or rehousing of animals from the
pound.
The City has identified the opportunity to introduce "Tag Time E News", a
quarterly email newsletter to interested community members and pet owners.
This newsletter will have the ability to report on current pet issues as well as
being a key method for educating the community on specific issues that are
impacting on residents e.g. dog waste. The first edition will be released in August
2012.
Annual Financial Report for the Year Ended 30 June 2012
Annual Financial Report Table of Contents
Understanding the Financial Report and Financial Statements
Financial Statements
Comprehensive Income Statement
Balance Sheet
Statement of Changes in Equity
Cash Flow Statement
Notes to Financial Statements
Introduction
Significant Accounting Policies Note 1
Rates and Charges Note 2
Fees and Charges Note 3
Grants Note 4
Capital Income Note 5
Employee Benefits Note 6
Materials and Services Note 7
Provisions Expense Note 8
Bad and Doubtful Debts Note 9
Depreciation and other Write Downs Note 10
Gain / (Loss) on Disposal of Assets Note 11
Previously Unrecognised Assets Note 12
Investments in Associates Note 13
Contributions - Non Monetary Assets Note 14
Cash and Cash Equivalents Note 15
Trade and Other Receivables Note 16
Financial Assets Note 17
Other Assets Note 18
Inventories Note 19
Property, Infrastructure, Plant and Equipment Note 20
Trade and Other Payables Note 21
Refundable Deposits Note 22
Employee Benefits Note 23
Interest Bearing Loans and Borrowings Note 24
Landfill Provision Note 25
Other Liabilities Note 26
Reserves Note 27
Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit) Note 28
Reconciliation of Cash and Cash Equivalents Note 29
Financing Arrangements Note 30
Superannuation Note 31
Commitments Note 32
Operating Leases Note 33
Contingent Liabilities and Contingent Assets Note 34
Financial Instruments Note 35
Events Occurring after Balance Date Note 36
Related Party Transactions Note 37
Revenue, expenses and assets by functions/activities Note 38
Financial Ratios (Performance indicators) Note 39
Capital Expenditure Note 40
Pending Accounting Standards Note 41
Auditors Remuneration Note 42
Certification of the Financial Report
Standard Statements
Basis of Preparation of Standard Statements
Standard Income Statement
Standard Balance Sheet
Standard Cash Flow Statement
Standard Statement of Capital Works
Council Certification of the Standard Statements and Independent Auditor’s Report
Understanding the Financial Report and Financial Statements
Council’s Financial Report, Standard Statements and Performance Statement are
prepared in accordance with the Australian Accounting Standards, the Local
Government Act 1989 and the Auditor General’s model accounts.
The Financial Report, Standard Statements and Performance Statement are audited
by the Auditor General Victoria’s agent and are approved in principle by both the
Council’s Audit Advisory Committee and by Council. The reports are then forwarded
to the Auditor General’s Office for finalisation and provision of independent opinions
for the Financial Report and Standard Statements combined and also for the
Performance Statement.
Standard Statements
The Standard Statements compare the actual result for the financial year to the
Annual Budget as originally adopted and provide explanations for any major
variances.
There are four Standard Statements which are prepared using the same accounting
basis as the Financial Statements.
Standard Income Statement
This statement highlights the recurrent surplus which excludes distortions of capital
income and asset recognition and provides a result that reflects how Council uses
rates and regular income to meet recurrent expenditure.
Standard Balance Sheet
This statement also mirrors the statement made according to Accounting Standards in
the Annual Financial Report.
Standard Cash Flow Statement
This statement mirrors the statement made according to Accounting Standards in the
Annual Financial Report.
Standard Statement of Capital Works
This statement provides detail of capital expenditure by asset type and distinguishes
renewal, upgrade and new capital expenditure.
Financial Statements
The financial statements consist of four financial reports, explanatory notes supporting
the reports and endorsement from the Council and the Victorian Auditor General.
The four financial reports are:
• Comprehensive Income Statement
• Balance Sheet
• Statement of Changes in Equity
• Cash Flow Statement
The explanatory notes detail Council’s accounting policies and the make up of the
values contained in the statements.
Comprehensive Income Statement
The Comprehensive Income Statement measures Council’s performance over the
year.
It lists the sources of the Council’s revenue under various income headings and the
expenses incurred in running the Council during the year. The expenses relate only
to the "Operations" and do not include the cost associated with the purchase or the
building of assets. Expenses do include an item for depreciation which is the value of
the assets used up during the year.
Balance Sheet
The Balance Sheet shows the assets Council owns and what it owes (liabilities) as at
30 June 2012.
The bottom line of the Balance Sheet is Net Assets which is the net worth of the
Council which has been built up over many years.
The assets and liabilities are separated into Current and Non Current. Current refers
to assets or liabilities that will fall due within the next 12 months (except Long Service
Leave refer note 1(j) within the Notes to the accounts).
Statement of Changes in Equity
The Statement of Changes in Equity summarises the change in value of Total
Ratepayers Equity. The value of equity can only change as a result of:
• the profit or loss from operations described as surplus or deficit in the income
statement
• the use of monies from Council’s Reserves
• a change in the value of non-current assets resulting from a revaluation of these
assets.
Cash Flow Statement
The Cash Flow Statement summarises Council’s cash payments and receipts for the
year and the level of cash at the end of the financial year.
Cash in this statement refers to Bank Deposits and investments capable of being
quickly converted to cash.
Council’s cash arises from, and is used in, three main areas:
• Cash Flows from Operating Activities – summarises all income and expenses
relating to Council operations, including service delivery and maintenance
• Cash Flows from Investing Activities – relates to capital works payments recorded
as assets in the Balance Sheet as well as receipts for the sale of assets
• Cash Flows from Financing Activities – represents repayments of and receipts
from loans.
Notes to the Accounts
The Notes to the Accounts are an informative section of the report and enable the
reader to understand the basis on which the values shown in the accounts are
established. The notes also advise if there has been any change to the Accounting
Standards, Policy or Legislation that has impacted on the preparation of the
standards.
Within the four Financial Statements, there is a “Note” column to indicate which Note
the reader can refer to for additional information. This is particularly useful where
there has been a significant change from the previous year’s comparative figure.
Statements by the Principal Accounting Officer, CEO and Councillors
The Financial Statements, Standard Statements and the Performance Statement
require certification under the Local Government Act 1989. The certifications are
made by a combination of the Principal Accounting Officer, the Chief Executive
Officer and two Councillors, on behalf of the Council, as a written undertaking to the
Statements being correct and not misleading.
Auditor General’s Report
This document provides a written undertaking of the accuracy, fairness and
completeness of the accounts.
The audit report from the Auditor General provides an independent view of the
statements and advises the reader if there are any issues of concern.
Standard Statements
Basis of preparation of Standard Statements
Council is required to prepare and include audited Standard Statements within its
Annual Report. A Standard Income Statement, a Standard Balance Sheet, a
Standard Cash Flow Statement, and a Standard Statement of Capital Works is
required, together with explanatory notes.
These statements and supporting notes form a special purpose financial report
prepared to meet the requirements of the Local Government Act 1989 and Local
Government (Finance and Reporting) Regulations 2004.
The statements were prepared on accounting bases that are consistent with those
used for the General Purpose Financial Statements, but are also prepared to the
same level of detail and format as the regular quarterly reporting to Council. The
statements are consistent with the reporting format in the 2011-2012 Strategic
Resource Plan and the 2011-2012 Budget.
The Standard Statements are not a substitute for the General Purpose Financial
Statements, which are included in the Annual Report. They have not been prepared
in accordance with all Australian Accounting Standards or other authoritative
professional pronouncements.
The Standard Statements compare Council’s financial plan, expressed through its
budget, with actual performance. Council has provided an explanation of material
variances. These explanations including contributory factors are provided with respect
to each of the main categories reported in the Standard Statements.
The budget figures included in the Statements are those adopted by Council on 28
June 2011.
The Standard Income Statement highlights the recurrent result which is the result of
the day to day transactions within Council's control. Council actively manages the
incomes and expenditures that make up this result to ensure that the municipality
receives the best value service possible within the incomes available. The non
recurrent incomes and expenditures are one off activities or items outside Council's
operating activities that have contributed both in cash and non cash terms.
The Standard Cashflow Statement and the Standard Balance Sheet are consistent
with both the format in the annual accounts and the quarterly management report.
The Standard Statement of Capital Works is consistent with the format reported in
the 2011-2012 Budget.
Comprehensive Income Statement For the Year Ended 30 June 2012
Note
Revenue
Rates and Charges
Fees and Charges
Grants - Operating
Capital Income
Interest Income
Net gain(loss) on Disposal of Property, Infrastructure,
Plant and Equipment
Investments in Associates
Contributions - Non Monetary Assets
Previously Unrecognised Assets
2012
$'000
2011
$'000
2
151,129
141,457
3
4
5
59,683
47,052
18,006
3,458
64,501
40,391
25,602
3,393
11
13
14
12
812
518
20,480
1,849
(162)
(128)
16,027
2,389
302,987
293,470
Total Revenue
Expenses
Employee Benefits
6
125,314
99,139
Materials and Services
Administration
Professional Services
Utilities
Provision for Landfill
Bad and Doubtful Debts
Depreciation and other Write Downs
7
87,800
6,393
5,511
7,223
1,140
644
47,240
90,302
6,436
3,770
6,611
1,595
657
44,766
8
9
10
Financing Costs
2,040
2,353
Total Expenses
283,305
255,629
19,682
37,841
63,719
21,142
83,401
58,983
Profit / (loss)
Other Comprehensive Income
Net Asset revaluation increment (decrement)
reversals
27(a)
Comprehensive Result
The above comprehensive income statements should be read in conjunction with the
accompanying notes.
Balance Sheet As at 30 June 2012
Note
2012
2011
$'000
$'000
Assets
Current Assets
Cash and Cash Equivalents
15
2,824
7,981
Trade and Other Receivables
16
8,880
12,729
Financial Assets
17
71,374
58,322
Other Assets
18
177
204
Inventories
19
851
783
84,106
80,019
Total Current Assets
Non-Current Assets
Trade and Other Receivables
16
1,815
1,156
Investments in Associates
13
9,084
8,566
Property, Infrastructure, Plant and Equipment
20
1,720,080
1,620,583
Total Non-Current Assets
1,730,979
1,630,305
Total Assets
1,815,085
1,710,324
Liabilities
Current Liabilities
Trade and Other Payables
21
16,267
15,583
Refundable Deposits
22
2,296
2,016
Employee Benefits
23
21,082
22,549
Interest Bearing Loans and Borrowings
24
6,298
5,871
Unfunded Superannuation
31
5,300
-
Total Current Liabilities
51,243
46,019
Non-Current Liabilities
Employee Benefits
23
3,421
2,015
Interest Bearing Loans and Borrowings
24
20,439
25,638
Landfill Provision
25
17,125
15,985
Other Liabilities
Unfunded Superannuation
26
31
794
18,171
177
-
59,950
43,815
111,193
89,834
1,703,891
1,620,490
926,873
928,795
777,018
691,695
1,703,891
1,620,490
Total Non-Current Liabilities
Total Liabilities
Net Assets
Equity
Accumulated Surplus
Reserves
27
Total Equity
The above balance sheet should be read in conjunction with the accompanying notes
Statement of Changes in Equity For the Year Ended 30 June 2012
Asset 2012
Accumulated Revaluation
Total
Surplus 2012
Reserve
2012
$'000
2012 $'000
$'000
Balance at beginning of the financial year
Profit (loss) for the year
Asset Revaluation Note 27 (a)
Transfers to other reserves Note 27(b)
Transfers from other reserves Note27(b)
Balance at end of the financial year
1,620,490
19,682
63,719
1,703,891
928,795
19,682
( 63,418)
41,814
926,873
650,921
63,719
714,640
Other
Reserves
2012 $'000
40,774
63,418
( 41,814)
62,378
Asset 2011
Accumulated Revaluation
Total
Surplus 2011
Reserve
2011
$'000
2011 $'000
$'000
Other
Reserves
2011 $'000
Balance at beginning of the
financial year
1,561,507
898,904
629,779
32,824
Profit (loss) for the year
Asset Revaluation Note 27 (a)
Transfers to other reserves Note 27 (b)
Transfers from other reserves Note 27 (b)
Balance at end of the financial year
37,841
21,142
1,620,490
37,841
(41,811)
33,861
928,795
21,142
650,921
41,811
( 33,861)
40,774
The above statement of changes in equity should be read with the accompanying
notes
Cashflow Statement For the Year Ended 30 June 2012
Cash flows from operating activities
2012
Inflows/
(Outflows)
2011
Inflows/
(Outflows)
$'000
$'000
Cash flows from operating activities
Rates
151,911
144,494
66,663
48,023
3,457
9,051
(118,305)
(101,918)
58,882
65,055
41,640
3,393
7,704
(117,714)
(92,495)
52,077
(65,269)
2,494
(62,740)
1,791
18,621
(44,154)
23,436
(37,513)
Finance costs
Proceeds from interest bearing loans
Repayment of interest bearing loans
Net cash provided by (used in) financing activities
(2,061)
(4,772)
(6,833)
(2,376)
(4,525)
(6,901)
Net increase (decrease) in cash and cash equivalents
7,895
7,663
66,303
58,640
74,198
66,303
User charges and fines (inclusive of GST)
Grants (inclusive of GST)
Interest
Net GST refund/payment
Payments to suppliers (inclusive of GST)
Payments to employees (including redundancies)
Net cash provided by (used in) operating activities Note
28
Cash flows from investing activities
Payments for property, infrastructure, plant and equipment
Proceeds from sale of property, infrastructure,
plant and equipment
Capital Income
Net cash provided by (used in) investing activities
Cash flows from financing activities
Cash and cash equivalents at the beginning of the financial
year
Cash and cash equivalents at the end of the financial
year Note 29
Financing Arrangements Note 30
Restrictions on Cash Assets Note 17
The above cash flow statement should be read with the accompanying notes
Notes to the Financial Report For the Year Ended 30 June
2012
Introduction
(a) The City of Greater Geelong was established under the City of Greater Geelong Act
1993 on 18 May 1993, and is a body corporate. The Council's main office is located at 30
Gheringhap Street Geelong.
(b) The purpose of the Council is to:
- provide for the peace, order and good government of its municipal district;
- to promote the social, economic and environmental viability and sustainability of
the municipal district;
- to ensure that resources are used efficiently and effectively and services are
provided in accordance with the Best Value Principles to best meet the needs of the
local community;
- to improve the overall quality of life of people in the local community;
- to promote appropriate business and employment opportunities;
- to ensure that services and facilities provided by the Council are
accessible and equitable;
- to ensure the equitable imposition of rates and charges; and
- to ensure transparency and accountability in Council decision making.
This financial report is a general purpose financial report that consists of a
Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity,
Cash Flow Statement, and notes accompanying these financial statements. The
general purpose financial report complies with Australian Accounting Standards, other
authoritative pronouncements of the Australian Accounting Standards Board, the Local
Government Act 1989, and the Local Government (Finance and Reporting) Regulations
2004.
Note 1 Significant Accounting Policies
(a)
Basis of accounting
This financial report has been prepared on the accrual and going concern basis.
This financial report has been prepared under the historical cost convention,
except land, buildings and infrastructure which are revalued to fair value in
accordance with Council policy. Details of asset valuations are set out in the
relevant notes. Investments in Associates is accounted for using the equity
method.
In the application of the Australian Accounting Standards ("AAS's") management
is required to make judgements, estimates and assumptions about carrying values
of assets and liabilities that are not readily apparent from other sources. These
estimates and associated assumptions are based on historical experience and
various other factors that are believed to be reasonable under the circumstance,
the results of which form the basis for making the judgements. Actual results may
differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis.
Revisions to accounting estimates are recognised in the period in which the
estimate is revised if the revision affects only that period or in the period of the
revision, and future periods if the revision affects both the current and future
periods.
Judgements made by management in the application of AAS's that have
significant effects on the financial statements and estimates with a risk of material
adjustments in the next year are disclosed throughout the notes in the financial
statements.
Accounting policies are selected and applied in a manner which ensures that the
resulting financial information satisfies the concepts of relevance and reliability,
thereby ensuring that the substance of the underlying transactions or other
events is reported.
The financial statements are presented in Australian Dollars which is the
Council's functional currency.
Unless otherwise stated, all accounting policies are consistent with those applied
in the prior year. Where appropriate, comparative figures have been amended to
accord with current presentation, and disclosure has been made of any material
changes to comparatives.
All entities controlled by Council that have material assets or liabilities, such as
Special Committees of Management, have been included in this financial report.
All transactions between these entities and the Council have been eliminated in
full.
(b)
Revenue Recognition
Rates and grants
Rates and grants are recognised as revenues when the Council obtains control
over the assets comprising these receipts.
Control over assets acquired from rates is obtained at the commencement of the
rating year as it is an enforceable debt linked to the rateable property or, where
earlier, upon receipt of the rates.
Uncollected rates are recognised as receivables after provision for amounts
considered to be at risk.
Control over granted assets is normally obtained upon their receipt (or acquittal)
or upon earlier notification that a grant has been secured, and are valued at their
fair value at the date of transfer.
Income is recognised when the Council obtains control of the contribution or the
right to receive the contribution, it is probable that the economic benefits
comprising the contribution will flow to the Council and the amount of the
contribution can be measured reliably.
Where grants recognised as revenues during the financial year were obtained on
condition that they be expended in a particular manner or used over a particular
period and those conditions were undischarged at balance date, the unused grant
or contribution is disclosed in note 4. The note also discloses the amount of
unused grant from prior years that was expended on Council’s operations during
the current year.
A liability is recognised in respect of revenue that is reciprocal in nature to the
extent that the requisite service has not been provided at balance date.
Fees and Charges
User fees and fines (including parking fees and fines) are recognised as revenue
when the service has been provided, the payment is received, or when the penalty
has been applied, whichever first occurs.
A provision for doubtful debts is recognised when collection in full is no longer
probable.
Sale of Property, Plant and Equipment
The profit or loss on sale of an asset is determined when control of the asset has
irrevocably passed to the buyer.
Rental
Rents are recognised as revenue when the payment is due or the payment is
received, whichever first occurs. Rental payments received in advance are
recognised as a prepayment until they are due.
Interest Income
Interest is recognised progressively as it is earned.
(c)
Depreciation and amortisation of non-current assets
All non current assets having limited useful lives are systematically depreciated
over their useful lives to the Council in a manner which reflects consumption of the
service potential in those assets. Estimates of remaining useful lives and residual
values are made on a regular basis with major asset classes reassessed annually.
Depreciation rates and methods are reviewed annually.
Where infrastructure assets have separate identifiable components that are
subject to regular replacement, these components are assigned distinct useful lives
and residual values and a separate depreciation rate is determined for each
component.
Road earthworks are not depreciated because they have an indefinite useful life.
Depreciation is provided on a straight line basis using a range of rates which
are reviewed annually.
Major depreciation periods used are listed below and are consistent with the
prior year :
Buildings
Period
20-100 years
Plant and Equipment
Heavy Plant and Equipment, Commercial Vehicles
10 years
Furniture and Fittings
Personal Computers
10 years
3 years
Computer Equipment
4-5 years
Software
4 years
Light Motor Vehicles
Infrastructure
Spray Seal
Asphalt Seal
Pavement
Drainage
12 years
25 years
80 years
100 years
Kerbs and Channel
60 years
Footpaths and Bike paths
50 years
Recreation
(d)
6.67 years
7-80 years
Repairs and maintenance
Routine maintenance, repair costs, and minor renewal costs are expensed as
incurred. Where the repair relates to the replacement of a component of an asset
and the cost exceeds the capitalisation threshold the cost is capitalised and
depreciated. The carrying value of the replaced asset is expensed.
(e)
Borrowing costs
Borrowing costs are recognised as an expense in the period in which they are
incurred.
Borrowing costs include interest on bank overdrafts, interest on borrowings, and
finance lease charges.
(f)
Recognition and measurement of assets
Acquisition
The purchase method of accounting is used for all acquisitions of assets, being
the fair value of assets provided as consideration at the date of acquisition plus
any incidental costs attributable to the acquisition.
Non-monetary assets received in the form of grants or donations or gifted assets
are recognised as assets and revenues at their fair value at the date of receipt.
Where assets are constructed by Council, cost includes all materials used in
construction, direct labour, borrowing costs incurred during construction, and an
appropriate share of directly attributable variable and fixed overheads.
Fair value is the amount for which the asset could be exchanged between
knowledgeable willing parties in an arm's length transaction. Where there is no
market, depreciated replacement value approximates fair value.
In accordance with Council's Asset Accounting Policy, the threshold applied
when recognising assets within an applicable asset class is $1,000 which is
consistent with the prior year.
Revaluation
Subsequent to the initial recognition of assets, non-current physical assets, other
than Plant and Equipment, Recreation and Infrastructure Other, are measured at
their fair value, being the amount for which the assets could be exchanged
between knowledgeable willing parties in an arms length transaction. At balance
date, the Council reviewed the carrying value of the individual classes of assets
measured at fair value to ensure that each asset materially approximated its fair
value. Where the carrying value materially differed from the fair value at balance
date the class of asset was revalued.
Council has a revaluation timetable for all assets held at fair value. The valuation
is performed either by experienced Council officers or independent experts.
Where the assets are revalued, the revaluation increments are credited directly to
the asset revaluation reserve except to the extent that an increment reverses a
prior year decrement for that class of asset that had been recognised as an
expense in which case the increment is recognised as revenue up to the amount of
the expense. Revaluation decrements are recognised as an expense except
where prior increments are included in the asset revaluation reserve for that class
of asset in which case the decrement is taken to the reserve to the extent of the
remaining increments. Within the same class of assets, revaluation increments
and decrements within the year are offset.
Land and Buildings were revalued as at 1/1/2012. Asset values for land increased
by $33.7M, buildings by $2.5M and land under roads by $0.21M. Drainage assets
were revalued as at 1/4/2012. Total increase to asset revaluation reserve was
$27.3M.
Kerb and Channel, Footpaths and Bike paths were revalued as at 1/4/2011.
Assessments showed no material difference between actual value and carrying
value as at 30 June 2012.
Road Pavement and Road Seals were revalued as at 1/4/2009 and Roads Other
were revalued as at 1/10/2006.
(f)
Asset Revaluation Cycles
Roads Seal
Road Pavementand measurement
Recognition
Kerb and Channel
Footpaths and Bike paths
Roads Other
Land and Buildings
Drainage
of assets
5 years
5 years
(continued)
5 years
5 years
5 years
2 years
6 years
Leasehold
improvements
Leasehold
improvements are
recognised at cost and are amortised over the unexpired period of the lease or
the estimated useful life of the improvement, whichever is the shorter.
Land under roads
Council does not recognise the value of land under roads it controlled prior to 1
July 2008. Land under roads acquired after 30 June 2008 is brought to account
using the fair value basis.
(g)
Cash and cash equivalents
For the purposes of the statement of cash flow, cash and cash equivalents include
cash on hand, deposits at call, and other highly liquid investments with original
maturities of three months or less, net of outstanding bank overdrafts.
For purposes of the balance sheet, term deposits and bills are classified as financial
assets and bank overdrafts are classified as interest bearing loans and borrowings.
(h)
Financial Assets
For purposes of the balance sheet, term deposits and bills are classified as
financial assets.
Bank Deposits and Term Deposits are measured at fair value. Interest revenues
are recognised as they accrue. Any unrealised gains and losses on holdings at
balance date are recognised as either a revenue or expense.
i)
Accounting for investments in associates
Council's investment in associates is accounted for by the equity method as the
Council has the ability to influence rather than control the operations of the entities.
The investment is initially recorded at the cost of acquisition and adjusted
thereafter for post-acquisition changes in the Council's share of the net assets of
the entities. The Council's share of the financial result of the entities is recognised
in the income statement.
The Council has an interest in the Geelong Regional Library Corporation, the
Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef). They
are recorded as non current investments with Council's share of net assets being
recognised.
(j)
Employee benefits
Wages and salaries
Liabilities for wages and salaries and rostered days off are recognised and
measured as the amount unpaid at balance date and include appropriate oncosts
such as workers compensation and payroll costs.
Annual leave
Annual leave entitlements are accrued on a pro rata basis in respect of services
provided by employees up to balance date. Annual Leave expected to be paid
within 12 months is measured at nominal value based on the amount, including
appropriate oncosts, expected to be paid when settled. Annual leave expected to
be paid later than one year has been measured at the present value of the
estimated future cash outflows to be made for these accrued entitlements.
Commonwealth bond rates are used for discounting future cash flows.
Long service leave
Long service leave entitlements payable are assessed at balance date having
regard to expected employee remuneration rates on settlement, employment
related oncosts and other factors including accumulated years of employment, on
settlement, and experience of employee departure per year of service. Long
service leave expected to be paid within 12 months is measured at nominal value
based on the amount expected to be paid when settled. Long service leave
expected to be paid later than one year has been measured at the present value
of the estimated future cash outflows to be made for these accrued entitlements.
Commonwealth bond rates are used for discounting future cash flows.
Classification of employee benefits
An employee benefit liability is classified as a current liability if the Council does
not have an unconditional right to defer settlement of the liability for at least 12
months after the end of the period. This would include all annual leave and
unconditional long service leave entitlements.
Superannuation
The superannuation expense for the reporting year is the amount of the statutory
contribution the Council makes to the superannuation plan which provides benefits
to its employees together with any movements (favourable/unfavourable) in the
position of any defined benefits schemes. Details of these arrangements are
recorded in note 31.
(k)
Leases
Operating leases
Lease payments for operating leases are required by the accounting standard to
be recognised on a straight line basis, rather than expected in the years in which
they are incurred.
(l)
Refundable Deposits
Amounts received as tender deposits, sundry deposits, street crossing deposits,
hall bonds, and other amounts controlled by Council which have to be paid back,
are included in the amount disclosed as Refundable Deposits within current
liabilities until they are returned or forfeited.
(m) Allocation between current and non-current
In the determination of whether an asset or liability is current or non-current,
consideration is given to the time when each asset or liability is expected to be
settled. The asset or liability is classified as current if it is expected to be settled
within the next twelve months, being the Council's operational cycle, or if the
Council does not have an unconditional right to defer settlement of a liability for at
least 12 months after the reporting date.
(n)
Web site costs
Costs in relation to websites are charged as an expense in the period in which
they are incurred.
(o)
Goods and Services Tax (GST)
Revenues, expenses and assets are recognised net of the amount of GST, except
where the amount of GST incurred is not recoverable from the Australian Tax
Office. In these circumstances the GST is recognised as part of the cost of
acquisition of the asset or as part of an item of the expense. Receivables and
payables in the balance sheet are shown inclusive of GST.
Cash flows are presented in the cash flow statement on a gross basis, except for
the GST component of investing and financing activities, which are disclosed as
operating cash flows.
(p)
Impairment of assets
At each reporting date, the Council reviews the carrying value of its assets to
determine whether there is any indication that these assets have been impaired.
If such an indication exists, the recoverable amount of the asset, being the higher
of the asset's fair value less costs to sell and value in use, is compared to the
asset's carrying value. Any excess of the asset's carrying value over its
recoverable amount is expensed to the income statement, unless the asset is
carried at the revalued amount in which case, the impairment loss is recognised
directly against the revaluation surplus in respect of the same class of asset to
the extent that the impairment does not exceed the amount in the revaluation
surplus for that same class of asset.
(q)
Rounding
Unless otherwise stated, amounts in the financial report have been rounded to
the nearest thousand dollars.
(r)
Non-current assets held for sale
A non-current asset held for sale is measured at the lower of its carrying
amount and fair value less costs to sell.
(s)
Financial Guarantees
Financial guarantee contracts are recognised as a liability at the time the
guarantee is issued. The liability is initially measured at fair value, and if there is
a material increase in the likelihood that the guarantee may have to be
exercised, at the higher of the amount determined in accordance with AASB
137 Provisions, Contingent Liabilities and Contingent Assets and the amount
initially recognized less cumulative amortisation, where appropriate. In the
determination of fair value, consideration is given to factors including the
probability of default by the guaranteed party and the likely loss to Council in the
event of default.
(t)
Provisions
Provisions are recognised when the Council has a legal or constructive obligation,
as a result of past events, for which it is probable that an outflow of economic
benefits will result and that outflow can be reliably measured.
(u)
Trade and other receivables and inventories
Trade and other receivables
Receivables are carried at amortised cost using the effective interest rate
method. A provision for doubtful debts is recognised when there is objective
evidence that an impairment has occurred.
Inventories
Inventories held for distribution are measured at cost adjusted when applicable
for any loss of service potential. Other inventories are measured at the lower of
cost and net realisable value.
Note 2 Rates and Charges
Council uses Capital Improved Values as the basis of valuation of all properties within
the municipal district. The Capital Improved Value of a property is the total market
value of the land plus buildings and other improvements.
The valuation base used to calculate general rates for 2011-2012 was $39.02M (20102011 $35.33M).
Residential
Commercial
Industrial
Petroleum Production Land
Aluminium Production Land
Automobile Manufacture Land
Vacant Land
Farm/Rural
Cultural and Recreation
Mixed Use
Late Licence Premises
Garbage Charge
Municipal Charge
2012
$'000
82,142
16,883
7,773
2,835
850
510
5,564
4,015
192
433
695
20,423
8,814
151,129
2011
$'000
75,938
15,951
7,260
2,836
847
508
5,380
4,116
162
366
712
18,763
8,618
141,457
A new general revaluation has been conducted as at 1 January 2012, and the valuation
was applied in the rating year commencing 1 July 2012.
The date of the previous general revaluation of land for rating purposes within the
municipal district was 1 January 2010, and valuation first applied to the rating period
commencing 1 July 2010.
Note 3 Fees and Charges
Recreation
Commercial Waste Collection and Waste Disposal
Local Laws and Traffic
Emergency Management
Subdivisions and Development
Car Parking
Family and Children's Services
Rental and Leasing
Aged Services
Road Works
National Wool Museum
Risk Management
Parks
Revenue and Valuations
Central Geelong City Management
Environment
Other
Waterfront
Marketing / Major Events
Historical Records
Arts and Culture
Planning
2012
$'000
15,032
9,544
5,313
102
4,428
7,479
3,700
3,502
2,834
1,547
648
163
452
739
630
1,217
2012
$'000
13,006
18,495
5,003
695
3,624
7,277
3,690
3,434
2,493
1,134
661
47
638
391
572
1,046
350
299
208
82
192
1,222
59,683
201
300
518
64
174
1,038
64,501
Note 4 Grants
2012
$'000
2011
$'000
Grants were received in respect of the following : Commonwealth Government
Grants Commission
Family and Children
Roads to Recovery
Aged Services
24,202
4,049
1,750
1,438
18,736
3,479
1,550
1,400
Government Funded Traineeships
Youth
Recreation and Open Space
Infrastructure Management
Fleet
Library Heritage Centre
Leisure Services
State Government
Aged Services
109
966
105
162
1,500
227
34,508
151
15
4,118
40
190
227
29,906
9,897
9,562
Family and Children
Community Development
Economic Development
Infrastructure Management
School Crossing
Open Space Planning and Development
Youth
Environment and Planning
Urban Design
Roads
Armstrong Creek
Emergency Response - Flood / Fire
Recreation Sport and Leisure
Healthy Communities
Arts and Culture
Health Services
Central Geelong/Waterfront
Parking and Traffic Management
Other
Total
2,877
858
540
1,698
509
1,175
345
1,749
347
70
159
105
686
_
74
1,194
49
50
22,382
3,075
705
395
602
498
9,945
713
1,796
1,462
743
200
56
640
141
65
200
65
30,863
Total Grants
56,890
60,769
Recurrent
47,052
40,391
Non recurrent / Capital (Note 5)
Total
9,838
56,890
20,378
60,769
Note 4 Grants (continued)
2012
$'000
2011
$'000
Conditions on Grants
Grants received during the year that were obtained on condition that they be expended in a specified
manner but had not occurred at balance date:
Recreation Sport and Leisure
100
_
Economic Development
120
290
220
290
Grants which were received in prior years and were expended during the current year in the manner specified
by the grantor were:
-
2,606
290
290
20
35
2,661
(70)
(2,371)
Grants (Note 4)
9,838
20,378
Developer Cash Contributions
Contributions to Council Assets
Special Rates
2,417
3,720
2,031
1,811
2,998
415
18,006
25,602
Recreation Sport and Leisure
Family and Child
Community Development
Economic Development
Net increase (decrease) in restricted assets resulting from grant
revenues for the year.
Note 5 Capital Income
* In accordance with legislation, developers contributions must be expended for particular
purposes so Council has transferred them to a Reserve until expended.
2012
$'000
2011
$'000
Note 6 Employee Benefits
Wages and Salaries
81,992
76,970
Long Service Leave
2,631
2,253
7,174
31,260
1,958
299
125,314
6,425
11,787
1,704
99,139
Contractors
31,189
28,379
Levies
Materials
Plant/Equipment/Vehicle Costs
13,670
6,924
6,161
21,209
6,630
5,909
Supplementary Labour
Maintenance - Buildings and Emergency
Contributions - Recurrent
Other
5,432
3,707
5,053
15,664
87,800
4,446
3,908
4,916
14,905
90,302
Annual Leave
Superannuation
Workcover
Redundancy
Note 7 Materials and Services
Note 8 Provisions Expense
An estimate of the costs to rehabilitate the Corio Landfill site, which was closed December 2011,
has been included in the accounts.
Landfill Provision - Finance Charge
Increase/Decrease) in the discounted amount arising because of the
time and effect of any change in the discount rate, or the revision of
future cost estimates.
1,140
-
1,007
588
1,140
1,595
Note 9 Bad and Doubtful Debts
Infringement Debtors
502
732
Sundry Debtors
142
(75)
644
657
2012
$'000
2011
$'000
Note 10 Depreciation and other Write Downs
Buildings
7,063
6,548
5,538
28,785
5,458
27,008
41,386
39,014
5,854
5,752
5,854
5,752
47,240
44,766
1,038
424
540
579
498
(155)
Proceeds from Sale of Plant
1,456
1,407
Less : Book Value of Assets Sold
1,142
1,414
314
(7)
812
(162)
Plant and Equipment
Infrastructure
Book Value of Assets Replaced - Infrastructure
Total
Note 11 Gain / (Loss) on Disposal of Assets
Proceeds from Sale of Land and Buildings
Less: Book Value of Assets Sold or transferred for nil
consideration
Net gain (Loss) on Disposal
2012
$'000
2011
$'000
Note 12 Previously Unrecognised Assets
In 2011/2012 Council recognised $1.8M of drainage assets. (2010/11;
$2.2M)
In 2010/2011 Council recognised $0.2M of building assets
1,849
2,154
-
235
1,849
2,389
Note 13 Investments in Associates
Investments in associates accounted for using the equity method are:
- Geelong Regional Library Corporation
7,768
7,204
-
-
1,316
1,362
9,084
8,566
- RFK Pty Ltd
- Regional Kitchen Pty Ltd
i) Equity in Geelong Regional Library Corporation
Principle activity is to provide Library Services to member municipalities. Council holds 83.40% (2011
85.76%) of equity in the corporation. Council has four directors on the Board of seven. Council has
the ability to influence the Library rather than control its operations. Incorporated in Australia.
Council's Share of Accumulated Surplus
Council's share of accumulated surplus as at beginning of financial
year
3,869
3,735
Share of operating surplus (loss)
Council's share of accumulated surplus at end of financial year
564
4,433
134
3,869
7,204
564
7,768
7,070
134
7,204
Movement of Carrying Value of Investment
Carrying value of investment at start of year
Share of operating surplus for year
Carrying value of investment at end of year
i i) Equity in RFK Pty Ltd
Trading as Community Chef, City of Greater Geelong shareholding is 9.21% (2011 9.21%) of
ordinary shares. Incorporated in Australia.
Council's Share of Accumulated Surplus
Council's share of accumulated surplus as at beginning of financial year
Share of operating surplus (loss)
Council's share of accumulated surplus at end of financial year
_
_
-
-
Movement of Carrying Value of Investment
Carrying value of investment at start of year
Share of operating surplus for year
Carrying value of investment at end of year
Loss to be recognised is $0.756M in 2012 (2011 $0.584M). Total loss is $1.366M
(2011 :$0.6M) which is required to be recognised prior to any share in future profits
being recognised by the Council.
Note 13 Investments in Associates (continued)
2012
$'000
2011
$'000
i i i) Equity in Regional Kitchen Pty Ltd
City of Greater Geelong Shareholding is 7.55% (2011 7.55%) of ordinary shares. Incorporated in
Australia.
Council's Share of Equity Contribution
Council's share of equity contribution at beginning of financial
year
Council's share of equity contribution made during the year
200
200
_
_
Council's share of equity contribution at end of financial year
200
200
1,162
1,424
(46)
(262)
1,116
1,162
1,362
(46)
1,316
1,624
(262)
1,362
Council's Share of Accumulated Surplus
Council's share of accumulated surplus as at beginning of
financial year
Share of operating surplus (loss)
Council's share of accumulated surplus at end of financial
year
Movement of Carrying Value of Investment
Carrying value of investment at start of year
Share of operating surplus for year
Share of equity contribution for year
Carrying value of investment at end of year
Note 14 Contributions - Non Monetary Assets
Infrastructure assets such as roads, drainage and footpaths created by developers
become part of the Council's assets when titles are issued to the Developer for
individual lots. These assets have been received in kind and do not reflect a cash
outlay by Council. Council also received land from developers as part of their
required 5% contribution of Public Open Space.
2012
$'000
2011
$'000
Infrastructure
17,018
12,190
Land
3,462
20,480
3,837
16,027
102
80
Cash at bank
2,722
7,595
Cash at Call
2,824
Note 15 Cash and Cash Equivalents
Cash on hand
306 7,981
Users of the financial report should refer to Note 32 for details of existing Council commitments
Note 16 Trade and Other Receivables Current
Rates Receivables
Less Provision for Doubtful Debts
Other Debtors
Less Provision for Doubtful Debts
2,041
(372)
11,477
(4,266)
1,841
(369)
14,930
(3,673)
8,880
12,729
Non-current
Deferred Debtors
Community Chef Refundable Deposit
1,717
98
1,058
98
Total
1,815
1,156
10,695
13,885
2012
$'000
2011
$'000
Note 17 Financial Assets
Current
Investments at amortised cost (Note 1h)
71,374
58,322
-
907
71,374
57,415
71,374
58,322
Represented by
- Bank Bills
- Term Deposits
Council's investments are held at various financial institutions, and represented by:
Unrestricted
Subject to external and internal restrictions
54,384
16,990
71,374
42,169
16,153
58,322
Council has financial assets that are subject to restrictions. Restrictions have been imposed by
external and internal requirements on the following:
Long Service Leave
Refundable Deposits
14,474
2,296
13,847
2,016
220
290
16,990
16,153
Unexpended Grants
Council has maintained a cash balance sufficient to cover its calculated cash LSL
balance.
Council has Statutory Reserves in 2012 of $0.2M (2011 $0.2M) which are
commitments that Council will include in its future budgets and are included in the
unrestricted cash amount.
2012
$'000
Note 18 Other Assets
Prepaid Expenses
Note 19 Inventories
Stores and Materials at Cost
2011
$'000
177
204
177
204
851
783
851
783
2012
$'000
2011
$'000
20 Property, Infrastructure, Plant and Equipment
Summary
at cost
Less accumulated depreciation
358,936
104,435
254,501
369,443
94,642
274,801
at fair value as at 1 April 2012
353,726
-
Less accumulated depreciation
103,829
249,897
771,339
-
at fair value as at 1 April 2011
4,046
767,293
360,351
359,410
Less accumulated depreciation
204,774
199,906
155,577
159,504
at fair value as at 1 January 2010
_
696,540
Less accumulated depreciation
-
9,721
686,819
at fair value as at 1 April 2009
495,101
495,727
Less accumulated depreciation
237,261
257,840
231,247
264,480
at fair value as at 1 October 2006
81,811
81,763
Less accumulated depreciation
46,839
34,972
45,165
36,598
at fair value as at 1 January 2012
Less accumulated depreciation
at fair value as at 1 July 2005
282,322
-
Less accumulated depreciation
83,941
198,381
Total
1,720,080
1,620,583
-
(a) Property
Land
at cost
at fair value as at 1 January 2012
569,594
2,437
-
at fair value as at 1 January 2010
-
530,462
569,594
532,899
Note 20 Property, Infrastructure, Plant and Equipment (continued)
2012
$'000
2011
$'000
Land Under Roads
at fair value as at 01 January 2012
3,566
-
at fair value as at 01 January 2010
-
2,513
3,566
2513
5,996
30
5,966
24,162
334
23,828
at fair value as at 1 January 2012
198,179
-
Less accumulated depreciation
4,046
194,133
-
163,565
-
9,721
153,844
200,099
177,672
773,259
713,084
Buildings
at cost
Less accumulated depreciation
at fair value as at 1 January 2010
Less accumulated depreciation
Total Buildings
Total Property
Land and Buildings and Land Under Roads were revalued as at 1/1/2012 by Brian
Robinson of WestLink Consulting A.A.P.I C.P.V. Member No.970 using fair value.
The valuation of buildings is at fair value, being market value for non specialised
buildings, and current replacement cost less accumulated depreciation at the date of
valuation for specialised buildings.
2012
$'000
(b) Plant and Equipment
Plant and Equipment
at cost
Less accumulated depreciation
Leasehold Improvements
at cost
Less accumulated depreciation
Light Vehicles
at cost
Less accumulated depreciation
2011
$'000
57,937
39,388
18,549
54,179
36,362
17,817
1,503
874
629
1,293
778
515
7,749
2,395
5,354
7,440
2,255
5,185
Total Plant and Equipment
24,532
23,517
Note 20 Property, Infrastructure, Plant and Equipment (continued)
2012
$'000
2011
$'000
(c) Infrastructure
Road Pavement
at cost
12,746
9,648
Less accumulated depreciation
261
12,485
131
9,517
at fair value as at 1 April 2009
393,096
391,299
Less accumulated depreciation
175,116
217,980
170,897
220,402
Total Road Pavement
230,465
229,919
at cost
Less accumulated depreciation
17,912
1,224
16,688
13,292
646
12,646
at fair value as at 1 April 2009
102,005
104,428
Less accumulated depreciation
62,145
39,860
60,350
44,078
Total Road Seal
56,548
56,724
21,987
783
18,849
538
21,204
18,311
at fair value as at 1 October 2006
81,811
81,763
Less accumulated depreciation
46,839
34,972
45,165
36,598
Total Roads Other
56,176
54,909
8,301
125
8,176
4,138
21
4,117
at fair value as at 1 April 2011
187,993
188,434
Less accumulated depreciation
105,485
82,508
103,143
85,291
90,684
89,408
Road Seal
Roads Other
at cost
Less accumulated depreciation
Footpaths and Bike paths
at cost
Less accumulated depreciation
Total Footpaths and Bike paths
Note 20 Property, Infrastructure, Plant and Equipment (continued)
2012
$'000
2011
$'000
(c ) Infrastructure (continued)
Kerb and Channel
at cost
Less accumulated depreciation
4,162
53
4,109
2,165
9
2,156
at fair value as at 1 April 2011
172,358
170,976
Less accumulated depreciation
99,289
73,069
96,763
74,213
Total Kerb and Channel
77,178
76,369
1,417
4
1,413
21,069
637
20,432
at fair value as at 1 April 2012
353,726
-
Less accumulated depreciation
103,829
249,897
-
at fair value as at 1 July 2005
-
282,322
Less accumulated depreciation
-
83,941
198,381
251,310
218,813
118,967
23,577
95,390
95,390
106,604
18,776
87,828
87,828
58,429
35,721
22,708
22,708
57,079
34,155
22,924
22,924
880,459
836,894
Drainage
at cost
Less accumulated depreciation
Total Drainage
Recreation
at cost
Less accumulated depreciation
Total Recreation
Infrastructure Other
at cost
Less accumulated depreciation
Total Infrastructure Other
Total Infrastructure
Note 20 Property, Infrastructure, Plant and Equipment (continued)
(c) Infrastructure (continued)
Drainage assets have been revalued as at 1/4/2012 by Council officers at fair
value using depreciated replacement cost.
Road Seals and Road Pavements were revalued as at 1/4/2009 by Council officers,
at fair value based on depreciated replacement cost.
Roads Other were valued at fair value as at 1/10/2006 by Council officers
using depreciated replacement cost.
Footpaths, Bike paths and Kerb and Channel are valued at fair value as at 1/04/2011
by Council officers using depreciated replacement cost.
2012
$'000
2011
$'000
(d) Works in progress
Buildings
at cost
Plant & Equipment
at cost
Infrastructure
at cost
Total Works in progress
Total Property, Plant and Equipment and Infrastructure
6,960
15,422
681
559
34,189
41,830
1,720,080
31,107
47,088
1,620,583
Note 20 – Property, Infrastructure, Plant and Equipment (continued)
2012
Property
Land
Land Under Roads
Buildings
Total Property
Plant and Equipment
Plant and Equipment
Leasehold Improvements
Light Vehicles
Total Plant and Equipment
Infrastructure
Road Pavement
Road Seal
Road Other
Footpaths and Bike paths
Kerb and Channel
Drainage
Infrastructure Other
Recreation
Total Infrastructure
Works in progress
Buildings
Plant and Equipment
Balance at
beginning of
financial year
$'000
Acquisition
of assets
$'000
WDV of
disposals
(note 11)
$'000
Depreciation
(note 10)
$'000
Revaluation
Balance at
increments
Transfers end of
(decrements)
financial year
$'000
(note 27) $'000 $'000
532,899
2,513
177,672
713,084
3,462
843
13,953
18,258
(7,063)
(7,063)
(429)
(111)
(540)
33,655
210
2,492
36,357
7
13,156
13,163
569,594
3,566
200,099
773,259
17,817
515
5,185
23,517
4,812
210
2,095
7,117
(4,324)
(96)
(1,118)
(5,538)
(333)
(809)
(1,142)
-
577
577
18,549
629
5,353
24,531
229,919
56,724
54,909
89,408
76,369
218,813
22,924
87,828
836,894
7,957
5,973
2,052
4,884
3,731
9,167
563
6,454
40,781
(5,175)
(4,763)
(2,075)
(4,070)
(2,917)
(3,192)
(1,566)
(5,027)
(28,785)
(2,238)
(1,488)
(141)
(451)
(186)
(1,255)
(95)
(5,854)
27,362
27,362
2
102
1,431
913
181
415
787
6,231
10,062
230,465
56,548
56,176
90,684
77,178
251,310
22,708
95,391
880,460
15,422
559
6,195
575
-
-
-
(14,657)
(453)
6,960
681
Infrastructure
Total Works in progress
Total Property, Infrastructure,
Plant and Equipment
31,107
47,088
1,620,583
14,622
21,392
87,548
(41,386)
(7,536)
63,719
(11,540)
(26,650)
(2,848)
34,189
41,830
1,720,080
Note 20 – Property, Infrastructure, Plant and Equipment (continued)
2011
Property
Land
Land Under Roads
Buildings
Total Property
Plant and Equipment
Plant and Equipment
Leasehold Improvements
Light Vehicles
Total Plant and Equipment
Infrastructure
Road Pavement
Road Seal
Road Other
Footpaths and Bike paths
Kerb and Channel
Drainage
Infrastructure Other
Balance at
beginning of
financial year
$'000
Acquisition
of assets
$'000
Depreciation
(note 10)
$'000
WDV of
Disposals
(note 11)
$'000
Revaluation
Balance at
increments
Transfers end of
(decrements)
financial year
(note 27) $'000 $'000
$'000
529,383
1,810
164,313
695,506
3,542
703
3,381
7,626
(6,548)
(6,548)
(230)
(349)
(579)
-
204
16,875
17,079
532,899
2,513
177,672
713,084
18,567
690
4,831
24,088
3,827
28
2,427
6,282
(4,160)
(203)
(1,095)
(5,458)
(436)
(978)
(1,414)
-
19
19
17,817
515
5,185
23,517
227,480
56,992
53,308
66,690
78,963
215,398
21,105
7,912
3,865
3,591
3,975
2,843
7,472
2,933
(5,065)
(4,639)
(1,977)
(2,806)
(2,855)
(2,995)
(2,102)
21,142
(3,227)
-
799
1,833
174
1,302
872
105
988
229,919
56,724
54,909
89,408
76,369
218,813
22,924
(1,207)
(1,327)
(187)
(895)
(227)
(1,167)
-
Recreation
Total Infrastructure
Works in progress
Buildings
Plant and Equipment
Infrastructure
Total Works in progress
Total Property, Infrastructure,
Plant and Equipment
72,977
792,913
5,225
37,816
(4,569)
(27,008)
34,953
58
21,560
56,571
1,569,078
10,110
547
18,871
29,528
81,252
(39,014)
(742)
(5,752)
(7,745)
17,915
14,937
21,010
87,828
836,894
17,915
(29,641)
(46)
(9,324)
(39,011)
(903)
15,422
559
31,107
47,088
1,620,583
2012
$'000
2011
$'000
Note 21 - Trade and Other Payables
Unsecured
Trade Creditors
Loan Interest Accrued
Prepaid Memberships for Leisure Facilities
13,775
99
1,407
13,160
120
1,398
854
132
905
-
16,267
15,583
2,296
2,016
2,296
2,016
Unearned Income
Prepaid Rates
Note 22 - Refundable Deposits
Refundable Deposits
These deposits are maintenance bonds, landscaping bonds, relocation deposits, open space
works levies, and contract deposits.
Note 23 – Employee Benefits
Other
$'000
2012
Balance at beginning of the financial year
Additional provisions
Amounts used
Balance at the end of the financial year
Long Service
Leave$'000
Annual
Leave
$'000
2,383
7,471
14,710
616
(2,383)
616
8,185
(7,487)
8,169
2,949
(1,941)
15,718
1,911
6,909
13,684
2,383
(1,911)
2,383
5,548
(4,986)
7,471
2,948
(1,922)
14,710
2011
Balance at beginning of the financial year
Additional provisions
Amounts used
Balance at the end of the financial year
2012
$'000
(i) Current
Annual leave
Long service leave
Other
2011
$'000
8,169
12,297
616
21,082
7,471
12,695
2,383
22,549
Current Long Service Leave has been determined as the amount employees are
entitled to at balance date. Based on past history, it is estimated that approximately
$1M will be paid out in Long Service Leave in 2012/2013 (2011/2012: $1M)
2012
$'000
(i i) Non-current
Long service leave
2011
$'000
3,421
3,421
2,015
2,015
Aggregate carrying amount of employee benefits:
Current
Non-current
21,082
22,549
3,421
2,015
24,503
24,564
The following assumptions were adopted in measuring the present value of long service leave
and retiring gratuity:
Weighted average increase in employee costs
Weighted average discount rates
Weighted average settlement period
4.31%
2.94%
10
4.60%
5.28%
10
Note 23 – Employee Benefits (continued)
2012
$'000
2011
$'000
(i) Current
All annual leave and the long service leave
entitlements representing 7 or more years of
continuous service
- Short-term employee benefits that fall due within
12 months after the end of the period measured at
nominal value
9,785
10,854
- Other long-term employee benefits that do not fall
due within 12 months after the end of the period
measured at present value
11,297
11,695
21,082
22,549
3,421
2,015
(ii) Non-current
Long service leave representing less than 7 years of
continuous service measured at present value
Note 24 - Interest Bearing Loans and Borrowings
2012
2011
$'000
$'000
Current
Borrowings - secured
5,268
4,841
Other Loans - Unsecured (These are non interest
bearing loans)
1,030
1,030
6,298
5,871
Borrowings - secured
20,439
25,638
Total
26,737
31,509
6,298
5,871
17,498
2,941
19,659
5,979
26,737
The security on the borrowings is the City of Greater Geelong Municipal Rates.
31,509
Non-current
The maturity profile for Council's borrowings is:
Not later than one year
Later than one year and not later than five years
Later than five years
Finance leases
Council has no finance leases at balance date
Note 25 – Landfill Provision
2012
$'000
2011
$'000
Corio Landfill Rehabilitation Provision
Non-current
Balance at beginning of the financial year
Amounts used
Finance Charge
lncrease/(decrease) in the discounted amount arising
because of time and/or the revision of future cost
estimates.
Balance at the end of the financial year
17,125
15,985
15,985
14,390
-
0
1,140
1,007
-
588
17,125
15,985
Key estimates, assumptions and judgements
The Corio Landfill site ceased operation in December 2011. The provision for landfill
restoration has been calculated based on the present value of the expected works to
be undertaken. The expected cost of works has been estimated based on current
understanding of work required to reinstate the site to a suitable standard.
Accordingly, the estimation of the provision required is dependent on the accuracy of
the forecast timing of the rehabilitation and related costs. The discount rate applied
on these calculations for the past two years has been 7%.
Note 26 - Other Liabilities
2012
$'000
2011
$'000
Developer Contributions - Sec 173 Agreements
Asset Revaluation Reserve
Statutory Reserves
Discretionary Reserves
794
2012
$'000
714,640
200
62,178
2011
$'000
650,921
200
40,574
777,018
691,695
Balance at
beginning of
reporting
period
Increment
(decrement)
$'000
$'000
Asset Revaluation Reserve
2012
Land and Buildings
Balance at
end of
reporting
period
$'000
482,461
36,357
518,818
60,655
15,390
25,537
66,878
168,460
-
27,362
27,362
60,655
15,390
25,537
94,240
195,822
Total Asset Revaluation
Reserve
2011
650,921
63,719
714,640
Land and Buildings
482,461
Infrastructure
Sealed and Unsealed Roads
Roads Other
Footpath and Bike paths
Drainage
482,461
Infrastructure
Sealed and Unsealed Roads
Roads Other
Footpath and Bike paths
Drainage
Total Asset Revaluation
Reserve
-
60,655
15,390
4,395
66,878
147,318
21,142
21,142
60,655
15,390
25,537
66,878
168,460
629,779
21,142
650,921
-
The Asset Revaluation Reserve records the increase and any subsequent decrease
in the value of assets held at fair value.
Note 27 – Reserves (continued)
177
(b)
Other Reserves
Statutory Reserves
Council maintains three Statutory reserves to record funds collected from
developers under the Planning and Environment Act, Subdivisions Act and
Local Government Act. Council identifies, as part of the budget process, capital
works relevant to these reserves and records the capital
Balance at
30/6/2011
$'000
Car Parking Reserve
Public Open Space Reserve
Main Drainage Reserve
Total Statutory Reserves
200
200
Transfers to
Reserves
$'000
Transfers
from
Reserves
$'000
174
1,334
1,508
Balance at
30/6/2012
$'000
174
1,334
1,508
200
200
Discretionary Reserves
Council maintains a Deferred Works Reserve to record the estimated amount of
Capital Expenditure that is expected to complete the capital projects that were
approved in the previous year's budget, but had not been completed at year end.
Council maintains an Asset Development Reserve to record funds provided to
Council for development of coastal infrastructure.
Council has an Asset Redevelopment Reserve to record funds provided to Council to
reinstate decking around the Carousel as required.
The outstanding balances of the reserves are listed below. The movements to and
from reserves are shown in the Statement of Changes in Equity.
Balance at
30/6/2011
$'000
Deferred Works Reserve
Asset Development Reserve
Asset Redevelopment Reserve
DCP Reserve - Jetty Road Stage 1
DCP Reserve - Armstrong Creek East Precinct
Water Quality Levy
Total Discretionary Reserves
40,000
268
306
40,574
Transfers
to
Reserves
$'000
61,000
721
115
74
61,910
Transfers Balance at
from
30/6/2012
Reserves
$'000
$'000
40,000
306
40,306
61,000
268
721
115
74
62,178
Note 28 - Reconciliation of Cash Flows from Operating Activities to Surplus
(Deficit)
Profit / (loss)
2012
$'000
2011
$'000
19,682
37,841
Depreciation and Infrastructure write-off
47,240
44,766
(812)
162
(18,621)
(518)
(20,480)
(1,849)
2,040
(23,436)
128
(16,027)
(2,389)
2,380
3,191
(2,978)
(lncrease)/Decrease in Prepayments
(lncrease)/Decrease in Inventories
lncrease/(Decrease) in Trade and Other Payables
lncrease/(Decrease) in Refundable Deposits
(Decrease)/Increase in Employee Benefits
lncrease/(Decrease) in Landfill Provisions
lncrease/(Decrease) in Unfunded Superannuation
(Decrease)/Increase in Work in Progress
27
(68)
1,301
280
(61)
1,140
23,471
2,919
243
8
3,277
376
2,060
1,595
4,071
Net cash provided by/(used in) operating activities
58,882
52,077
2,824
7,981
71,374
74,198
58,322
66,303
5,000
5,000
1,030
26,737
(27,767)
1,030
31,509
(32,539)
5,000
5,000
(Profit) / Loss on disposal of property, infrastructure, plant and
equipment
Capital Income
Equity Share in Investment in Associates Surplus
Assets received in Kind
Assets previously Unrecognised
Finance Costs
Change in assets and liabilities:
(lncrease)/Decrease in Trade and Other Receivables
Note 29 - Reconciliation of Cash and Cash Equivalents
Cash and cash equivalents (note 15)
Financial Assets (note 17)
Note 30 - Financing Arrangements
Bank overdraft
Used Facilities - Overdraft (Note 24)
Loans - Unsecured
Loans - Secured
Used facilities - Loans (Note 24)
Unused facilities
Loan Facility Details (Note 35a)
Note 31 - Superannuation
Post-employment Benefit
Council makes employer superannuation contributions in respect of its employees to
the Local Authorities Superannuation Fund (the Fund). Obligations for making
contributions are recognised as an expense in profit or loss when they are due. The
Fund has two categories of membership, each of which is funded differently.
The Fund's accumulation category, Vision Super Saver, receives both employer and
employee contributions on a progressive basis. Employer contributions are normally
based on a fixed percentage of employee earnings (9% required under
Superannuation Guarantee Legislation). No further liability accrues to the employer
as the superannuation benefits accruing to employees are represented by their share
of the net assets of the Fund.
The Fund's Defined Benefit Plan is a multi-employer sponsored plan. As the Fund's
assets and liabilities are pooled and are not allocated by employer, the Actuary is
unable to allocate benefit liabilities, assets and costs between employers. As
provided under Paragraph 32 (b) of AASB 119, Council does not use defined benefit
accounting for these contributions.
Council makes employer contributions to the defined benefit category of the Fund at
rates determined by the Trustee on the advice of the Fund's Actuary. On the basis of
the results of the most recent full actuarial investigation conducted by the Fund's
actuary as at 31 December 2008, Council makes the following contributions:
- 9.25% of members' salaries (same as previous year);
- the difference between resignation and retrenchment benefits paid to any
retrenched employees (same as previous year);
Fund surplus or deficit (ie the difference between fund assets and liabilities) are
calculated differently for funding purposes (ie calculating required contributions) and
for the calculation of accrued benefits as required in AAS 25 to provide the values
needed for the AASB 119 disclosure in Council's financial statements. AAS25
requires that the present value of the benefit liability which is calculated in respect of
membership completed at the calculation date makes no allowance for future benefits
that may accrue.
The Local Authorities Superannuation Fund latest 31 December 2011 actuarial
investigation identified an unfunded liability of $406M excluding the contributions tax
in the defined benefit fund of which we are a member. Council was made aware of
the expected shortfall through the year and was informed formally of their share of
the short fall on 1 August 2012 which amounted to $23.47M. Council has elected to
pay this short fall with a payment of $5.3M in the 2012/13 financial year and the
balance to be paid on the 1 July 2013. Council has accounted for this short fall in the
Comprehensive Income Statement in Employee Benefits and in the Balance Sheet in
Unfunded Superannuation.
Defined Benefit Plans
2012
$'000
2011
$'000
Employer contributions to Local Authorities
Superannuation Fund (Vision Super)
1,481
5,920
Employer contributions to other institutions
-
-
1,481
5,920
23,471
-
-
-
23,471
-
Employer contributions payable to Local Authorities
Superannuation Fund (Vision Super) at reporting date
Employer contributions payable to other institutions
Accumulation Funds
Employer contributions to Local Authorities
Superannuation Fund (Vision Super)
5,051
4,876
Employer contributions to other institutions
1,257
991
6,308
5,867
-
129
-
31
-
160
Employer contributions payable to Local Authorities
Superannuation Fund (Vision Super) at reporting date
Employer contributions payable to other institutions
Note 32 - Commitments
The Council has entered into the following commitments due:
2012
Operating
Turf Maintenance
Building maintenance
Management of Geelong
Resource Recovery Centre
Drysdale Transfer Station Hook, Trucks and Bins
Gymnasium Equipment
Provision of Security Services
Cleaning contracts for Council
buildings
Other
Home maintenance services
Provision of Immunisation
Services
Total
Capital
Building and Other Structures
Total
2012
Operating
Turf Maintenance
Building maintenance
Not later Later than
than 1 year 1 year and
$'000
not later
than 2
years
$'000
Later than 2 Later than
years and
5 years
not later
$'000
than 5 years
$'000
Total
$'000
464
215
42
42
-
464
299
752
752
752
-
2,256
186
139
145
186
139
145
186
139
145
-
558
417
435
1,102
550
56
901
430
901
430
-
69
-
2,904
1,479
56
335
3,944
335
2,930
335
2,930
69
1,005
9,873
14,280
14,280
-
-
-
14,280
14,280
Not later Later than
than 1 year 1 year
$'000
and not
later than
2 years
$'000
457
270
464
215
Later than Later than
2 years and 5 years
not later
$'000
than 5
years $'000
464
215
-
Total
$'000
1,385
700
Management of Geelong
Resource Recovery Centre
Drysdale Transfer Station Hook, Trucks and Bins
Gymnasium Equipment
Provision of Security Services
Cleaning contracts for Council
buildings
Other
Home maintenance services
Total
Capital
Building and Other Structures
Total
752
752
752
-
2,256
557
139
145
186
139
145
186
139
145
-
929
417
435
697
252
56
3,325
630
180
56
2,767
307
180
2,388
69
69
1,634
681
112
8,549
25,913
25,913
-
-
-
25,913
25,913
In addition to the above commitments Council has entered into a number of contracts
for operating expenditure based on schedule of rates. The value of the contractual
commitments cannot be accurately determined as they depend on the level of
services provided to Council.
Note 33 - Operating Leases
2012
$'000
2011
$'000
Not later than one year
2,544
1,176
Later than one year and not later than five years
Later than five years
7,121
7,241
2,254
8
16,906
3,438
(a) Operating Lease Commitments
At the reporting date, the Council had the following
obligations under non-cancellable operating leases for the
lease of equipment and land and buildings for use within
Council's activities (these obligations are not recognised as
liabilities):
(b) Operating Lease Receivables
The Council has entered into commercial property leases on its property, consisting of
surplus freehold complexes. These properties held under operating leases have
remaining non-cancellable leases terms of between 1 and 40 years.
Future Minimum rentals received under non-cancellable operating leases are as follows:
Not later than one year
Later than one year and not later than five years
Later than five years
34
Contingent Liabilities and Contingent Assets
2,977
2,922
7,279
25,792
7,321
25,511
36,048
35,754
Contingent liabilities
(a)
Council acknowledges a future obligation for rehabilitation, after care and future
contamination liability for its two landfill sites in accordance with the
requirements set out by the Environment Protection Authority. Apart from the
rehabilitation of Corio landfill that has been provided for, the liability for Drysdale
cannot be readily quantified. The Capital Works and Operating budgets include
ongoing works at the sites in future years.
(b) The City of Greater Geelong is the guarantor for a number of community
organisation loans.
Community Groups
Original
Guarantee
$'000
Outstanding
Guarantee
30/6/2012
$'000
Outstanding
Guarantee
30/6/2011
$'000
Barwon Heads Bowling Club Inc.
Geelong and East Belmont Baseball Club
70
70
3
-
18
6
Bell Post Hill Sports and Recreation Club
Geelong Hockey Association
130
150
23
105
46
118
Geelong Football Umpires League
250
125
250
Total
670
256
438
(c) All matters from previous years not listed here have been settled.
(d) There are no other material contingent liabilities at the date of this report.
Contingent Assets
In the course of creating new subdivisions, developers construct infrastructure assets
which are vested with Council when Council issues a Statement of Compliance.
These assets are brought to account as revenue (Contributions - Non Monetary
Assets) and capitalised.
At reporting date, developers had commenced construction of assets that will
eventually be transferred to the Council subject to Council issuing a Statement of
Compliance.
Council cannot reliably measure the value of the assets involved prior to completion.
Note 35 - Financial Instruments
(a) Accounting Policy, terms and conditions
Recognised
financial
instruments
Financial
Assets
Note Accounting Policy
Terms and Conditions
Cash and
cash
equivalents
15
Cash on hand is valued at face Cash on Hand is managed according to
normal expenditure approval procedures.
value.
Interest is recognised as it
accrues.
Funds returned fixed interest rate of
between 3.50% and 4.75% (2011 4.29%
and 4.55%).
Bank Bills
Bills are redeemed for purchase price
plus interest at maturity. Bills are held for
periods between 30 to 180 days. Interest
ranged between 4.70% to 6.25% (2011
5.90% to 6.25%).
Term Deposits
Term deposits return fixed interest rates
of between 5.50% and 6.50% (2011
5.68% and 7.05%). Term Deposits are
held for a variety of periods but not
longer than 12 months.
Withdrawals are at call 24 to 48 hours
notice. These investments attract floating
interest rates of between 4.40% and
4.70% ( 2011 4.70% and 6.2%) net of
fees payable.
Other
Financial
Assets
17
Units in Trust
Trade and
other
receivables
16
Receivables are carried at
General and deferred debtors are
nominal amounts due less any unsecured and interest free. Credit terms
provision for doubtful debts. A are usually 30 days.
provision for doubtful debts is
recognised when collection in
full is no longer probable.
Collectability of overdue
accounts is assessed on an
ongoing basis.
Bank
overdraft
24
The Council's bank account is
closely monitored to ensure
that cash invested is
maximised. The overdraft
reflects unpresented cheques
at balance day.
Trade and
other
payables
21
Liabilities are recognised for Creditors are unsecured, not subject to
expenses incurred to balance interest charges and are normally settled
date and payable in the next within 30 days of invoice receipt.
financial year, whether
invoices have been received
or not.
Council has a $5M overdraft facility. It is
secured by a mortgage over Council's
general rates and is repayable on
demand. The interest rate, when the
overdraft is used, is less than 7%pa.
24
Interestbearing loans
and
borrowings Secured
Loans
Secured loans are carried at
the principle amount
outstanding. Loans are
subject to borrowing limits
imposed by the State
Government under the Loan
Council approval
arrangements. Interest is
charged as an expense as it
accrues.
Loans are secured over the general
rates of the Council. The interest rate for
each loan is fixed for the period of the
loan. Council took out a loan of $7M in
May 2006, repayable over 10 years at
6.4%. Council took out a loan of $5M in
June 2007, repayable over 10 years at
6.97%. Council took out a loan of
$3.125M in June 2008, repayable over
10 years at 8.573%. Council took out a
loan of $12.675M in June 2009,
repayable over 10 years at 7.42%.
Council took out a loan of $12.5M in Feb
2010, repayable over 5 years at 6.83%.
24
Unsecured loans are carried
at the principle amount
outstanding.
Unsecured loans comprise of two
interest free loans from the Department
of Planning and Development to fund
the purchase of the former Geelong Post
Office and former Geelong Gaol.
- Unsecured
Loans
All contractual financial assets are categorised as loans and receivables and all
contractual financial liabilities are categorised as financial liabilities at amortised cost.
Note 35 - Financial Instruments (continued)
(b) Interest Rate Risk
The exposure to interest rate risk and the effective interest rates of financial assets
and financial liabilities, both recognised and unrecognised, at balance date are as
follows:
This table also represents the contractual maturities for financial assets and liabilities.
Fixed interest maturing in:
2012
Floating
interest
rate
$'000
1 year
or less
$'000
Over 1 to More than Non-interest Total $'000
5 years
5 years
bearing
$'000
$'000
$'000
2,722
-
-
-
102
2,824
71,374
-
-
-
-
71,374
-
-
-
-
10,515
10,515
74,096
-
-
-
10,617
84,713
4.32%
6.27%
Financial assets
Cash and cash
equivalents
Other financial assets
Trade and other
receivables
Total financial assets
Weighted average
interest rate
Financial liabilities
Trade and other
payables
-
-
-
-
13,775
13,775
Secured loans
-
5,268
17,498
2,941
-
25,707
Unsecured loans
-
-
-
-
1,030
1,030
Total financial
liabilities
Weighted average
interest rate
-
5,268
17,498
2,941
14,805
40,512
7.53%
7.03%
7.13%
7.56%
(5,268) (17,498)
(2,941)
(4,188)
44,201
Net financial assets
(liabilities)
74,096
Note 35 - Financial Instruments (continued)
(b) Interest Rate Risk (continued)
Fixed interest maturing in:
2011
Floating
interest
rate $'000
1 year or Over 1 to
less
5 years
$'000
$'000
More
than 5
years
$'000
Noninterest
bearing
$'000
Total
$'000
Financial assets
7,901
-
-
-
80
7,981
58,322
-
-
-
-
13,116
58,322
13,116
66,223
-
-
-
13,196
79,419
4.46%
5.97%
Bank overdraft
-
-
-
-
-
-
Trade and other
payables
Secured loans
-
-
-
-
13,160
13,160
-
4,841
19,659
5,979
-
30,479
Unsecured loans
Total financial Liabilities
-
4,841
19,659
5,979
1,030
14,190
1,030
44,669
Weighted average
interest rate
9.43%
7.00%
7.04%
7.53%
Net financial assets
(liabilities)
66,223
(4,841)
(19,659)
(5,979)
(994)
34,751
Cash and cash
equivalents
Other financial assets
Trade and other
receivables
Total financial assets
Weighted average
interest rate
Financial liabilities
Note 35 - Financial Instruments (continued)
(c) Net Fair Values
The aggregate net fair values of financial assets and financial liabilities, both
recognised and unrecognised, at balance date are as follows:
Financial Instruments
Total carrying
amount as per
Balance Sheet
Aggregate net fair
value
2012
$'000
2012
$'000
2011
$'000
2011
$'000
Financial assets
Cash at Bank
Cash on Hand
Other Financial Assets
Other Debtors
Total Financial Assets
Financial liabilities
2,722
102
71,374
10,515
84,713
7,901
80
58,322
13,116
79,419
2,722
102
71,374
10,515
84,713
7,901
80
58,322
13,116
79,419
Trade and Other Creditors
Secured Loans
Unsecured Loans
Total Financial Liabilities
13,775
25,707
1,030
40,512
13,160
30,479
1,030
44,669
13,775
27,898
1,030
42,703
13,160
32,083
1,030
46,273
The carrying value for cash at bank and on hand, other debtors, units in trust,
deposits at call, bank bills, cash and overdraft, creditors and unsecured loans
approximates the fair value because of their short term to maturity. Long term Other
Debtors also approximates net fair value. The net fair value of secured loans at fixed
interest rates has been measured by discounting contracted future cash flows by
prevailing market interest rates.
(d)
Credit Risk
The maximum exposure to credit risk at balance date in relation to each class of
asset is represented by the carrying amount of these assets as indicated in the
Balance Sheet.
(e)
Risks and Mitigation
The risks associated with our main financial instruments and our policies for
minimising these risks are detailed below.
Market Risk
Market risk is the risk that the fair value or future cash flows of our financial
instruments will fluctuate because of changes in market prices. The Council's
exposures to market risk are primarily through interest rate risk with only insignificant
exposure to other price risks and no exposure to foreign currency risk. Components
of market risk exposure are discussed below.
Note 35 - Financial Instruments (continued)
(e) Risks and Mitigation (continued)
Interest Rate Risk
Interest rate risk refers to the risk that the fair value of a financial instrument or cash
flows associated with the instrument will fluctuate due to changes in market interest
rates. Interest rate risk arises from interest bearing financial assets and liabilities that
we use. Non derivative interest bearing assets are predominantly short term liquid
assets. Council's interest rate liability risk arises primarily from long term loans and
borrowings at fixed rates which exposes us to fair value interest rate risk.
Council's loan borrowings are sourced from major Australian banks by a tender or
quoting process. Overdrafts are arranged with major Australian banks. Council
manages interest rate risk on our net debt portfolio by:
- ensuring access to diverse sources of funding;
- reducing risks of refinancing by managing in accordance with target maturity
profiles; and
- setting prudential limits on interest repayments as a percentage of rate revenue.
Council manages the interest rate exposure on its net debt portfolio by appropriate
budgeting strategies and obtaining approval for borrowings from the Australian Loan
Council each year.
Investment of surplus funds is made with appropriate financial institutions under the
Local Government Act 1989. Council manages interest rate risk by adopting an
investment policy that ensures:
- conformity with State and Federal regulations and standards,
- adequate safety,
- appropriate liquidity,
- diversification by credit rating, financial institution and investment product,
- monitoring of return on investment,
- benchmarking of returns and comparison with budget.
Maturity will be staggered to provide for interest rate variations and to minimise risk.
Credit Risk
Credit risk is the risk that a contracting entity will not complete its obligations under a
financial instrument and cause us to make a financial loss. Council is exposed to
credit risk on all financial assets included in our balance sheet. To help manage this
risk:
- Council has a policy for establishing our credit limits for the entities that the Council
deal with;
- Council may require collateral where appropriate; and
- Council only invests surplus funds with financial institutions which have a
recognised credit rating specified in our investment policy.
Trade and other receivables consist of a large number of customers, spread across
the consumer, business and government sectors. Council does not have any
significant credit risk exposure to a single customer or groups of customers. Ongoing
credit evaluation is performed on the financial condition of our customers and, where
appropriate, an allowance for doubtful debts is raised.
Council may also be subject to credit risk for transactions which are not included in
the balance sheet, such as when Council provides a guarantee for another party.
Details of our contingent liabilities are disclosed in note 34.
Note 35 - Financial Instruments (continued)
(e) Risks and Mitigation (continued)
2012
$'000
Movement in Provision for Doubtful Debts
Balance at the beginning of the year
4,042
New Provisions recognised during the year
Amounts already provided for and written off as uncollectible
Balance at end of year
644
(46)
4,640
Ageing of Trade and Other Receivables
At balance date other debtors representing financial assets were past due but not
impaired. These amounts relate to a number of independent customers for whom
there is no recent history of default. The ageing of the Council's Trade and Other
Receivables was:
Current (not yet due)
Past due by up to 90 days
Past due between 91 and 180
Past due between 181 and 365 days
Past due by more than 1 year
Total Trade and Other Receivables
2012
$'000
2,606
860
64
3,530
2011
$'000
5,026
2,826
76
7,928
Ageing of individually impaired Trade and Other Receivables
At balance date, other debtors representing financial assets with a nominal value of
$0.3M (2011 $0.2M) were impaired. The amount of the provision raised against these
debtors was $0.3M (2011 $0.2M). The individually impaired debtors relate to general
and sundry debtors and have been impaired as a result of their doubtful collection.
Some of the long outstanding past due amounts are on payment arrangements.
The ageing of Trade and Other Receivables that have been individually determined
as impaired at reporting date was:
2012
$'000
Current (not yet due)
Past due by up to 90 days
Past due between 91 and 180
Past due between 181 and 365 days
82
96
2011
$'000
48
8
Past due by more than 1 year
Total Trade and Other Receivables
91
269
120
176
Note 35 - Financial Instruments (continued)
(e) Risks and Mitigation (continued)
Liquidity Risk
Liquidity risk includes the risk that, as a result of our operational liquidity
requirements:
- Council will not have sufficient funds to settle a transaction on the date;
- Council will be forced to sell financial assets at a value which is less than what they
are worth; or
- Council may be unable to settle or recover financial assets at all.
To help reduce these risks we:
- have a liquidity policy which targets a minimum and average level of cash and cash
equivalents to be maintained;
- have readily accessible standby facilities and other funding arrangements in place;
- have a liquidity portfolio structure that requires surplus funds to be invested within
the various bands of liquid instruments;
- monitor budget to actual performance on a regular basis; and
- set limits on borrowings relating to the percentage of loans to rate revenue and
percentage of loan principal repayments to rate revenue.
Council's exposure to liquidity risk is deemed insignificant based on prior periods'
data and current assessment of risk.
(f) Sensitivity disclosure analysis
Taking into account past performance, future expectations, economic forecasts, and
management's knowledge and experience of the financial markets, the Council
believes the following movements are "reasonably possible" over the next 12 months
(Base rates are sourced from the Reserve Bank of Australia):
- A parallel shift of +1% and −1% in market interest rates (AUD) from year-end rates
of approximately 3%.
The table below discloses the impact on net operating result and equity for each
category of financial instruments held by Council at year-end, if the above
movements were to occur.
30 June 2012
Interest Rate Risk
−1%
Financial Assets
Cash and Cash Equivalents
Other Financial Assets
Trade and Other Receivables
Financial Liabilities
Carrying
Amount
$'000
2,722
71,374
179
Result
$'000
(27
(714))
(2
)
+1%
Equity
$'000
(27)
(714)
(2)
Result
$'000
27
714
2
Equity
$'000
27
714
2
Interest Bearing Loans and
Liabilities
Payables
26,737
(267)
(267)
267
267
16,267
(163)
(163)
163
163
Note 35 - Financial Instruments (continued)
(f) Sensitivity disclosures analysis (continued)
30 June 2011
Interest Rate Risk
−1%
Financial Assets
Cash and Cash Equivalents
Other Financial Assets
Trade and Other Receivables
Financial Liabilities
Interest Bearing Loans and
Liabilities
Payables
Carrying
Amount
$'000
Result
$'000
+1%
Equity
$'000
Result
$'000
7,981
58,322
769
(80)
(583)
(8)
(80)
(583)
(8)
80
583
8
80
583
8
31,509
(315)
(315)
315
315
15,583
(156)
(156)
156
156
Note 36 - Events Occurring after Balance Date
The amount of the Defined Benefit Unfunded Superannuation Call was confirmed on
1 August 2012 and the amount has been included in the results for the current
financial year.
Note 37 - Related Party Transactions
(i)
Equity
$'000
Responsible Persons
Names of persons holding the position of a Responsible Person at the
Council at any time during 2011/2012 are:
Councillors Elected 29 November 2008
Cr Barbara Abley
Cr Srechko Kontelj
Cr Bruce Harwood
Cr Jan Farrell
Cr Rod Macdonald
Cr John Mitchell (Mayor)
Cr Cameron Granger
Cr Kylie Fisher
Cr Andy Richards
Cr John Doull
Councillor Elected 6 March 2010
Cr Eddy Kontelj (Appointed 6 March 2010)
Councillor Elected 5 March 2011
Cr Ron Nelson (Appointed 5 March 2011)
Chief Executive Officer
Stephen Griffin (Appointed 11 August 2009)
(i i) Remuneration of Responsible Persons
The number of Responsible Officers, whose total
remuneration from Council and any related entities fall within the following
bands:
2012
No.
$1 - $10,000
-
2011
No.
1
$10,001 - $20,000
-
1
$20,001 - $30,000
9
8
$30,001 - $40,000
2
2
$70,001 - $80,000
-
-
$80,001 - $90,000
-
1
$90,001 - $100,000
1
-
$300,001 - $310,000
1
1
13
$'000
734
14
$'000
706
Total Remuneration for the reporting year for
Responsible Persons included above amounted to:
(i v) No Retirement Benefits were paid to Responsible Persons in 2011/2012
(Nil 2010/2011).
(v)
No loans have been made, guaranteed or secured by the Council to a
Responsible Person of the Council during the reporting period.
(v i) Other Transactions
The Council has entered into transactions with Responsible Persons, Senior Officers
and Related parties within normal customer or employee relationships on terms and
conditions no more favourable than those available in similar arm's length
transactions. There were no significant transactions with Responsible Persons or
Senior Officers.
Note 37 - Related Party Transactions (continued)
(v i i i) Senior Officers Remuneration
A Senior Officer other than a Responsible Person, is an officer of Council who has
management responsibilities and reports directly to the Chief Executive Officer or
whose total annual remuneration exceeds $127,000.
The Senior Officers of the City of Greater Geelong who reported directly to the Chief
Executive Officer during the year were:
Dean Frost - General Manager Projects, Recreation and Central Geelong
Jeff Wall - General Manager Corporate Services.
Gary Van Driel - General Manager City Services.
Peter Bettess - General Manager Economic Development, Planning and Tourism.
Jenny McMahon - General Manager Community Services.
The number of Senior Officers of Council whose total remuneration exceeds
$127,000 including any superannuation benefits from the Council and any related
entity falls within the following bands:
Income Range:
$120,001 - $130,000
$130,001 - $140,000
$140,001 - $150,000
$150,001 - $160,000
$160,001 - $170,000
$180,001 - $190,000
$190,001 - $200,000
$200,001 - $210,000
$210,001 - $220,000
$310,001 - $320,000
Total Remuneration for the reporting year for Senior Officers
included above, amounted to
2012
No.
2
8
8
5
3
4
1
1
32
2011
No.
7
6
11
2
1
1
4
1
33
$'000
$'000
4,848
4,992
(v i i i) Retirement Benefits of nil were paid to Senior Officers in 2011/2012 (Nil
2010/2011).
(i x) No loans have been made, guaranteed or secured by the Council to a Senior
Officer of the Council during the reporting period.
(x)
Other Transactions
The Council has entered into transactions with Responsible Persons, Senior
Officers and Related parties within normal customer or employee relationships
on terms and conditions no more favourable than those available in similar
arm's length transactions. There were no significant transactions with
Responsible Persons or Senior Officers.
Note 38 - Revenue, expenses and assets by functions/activities
2012
$'000
Revenue
Rates
Grants Commission
Corporate Services
City Services
Community Services
Projects, Recreation and Central Geelong
151,129
24,202
9,199
40,521
42,043
26,224
2011
$'000
141,457
18,739
7,472
42,960
39,952
35,604
Economic Development, Planning and Tourism
Total Revenue
9,668
7,286
302,986
293,470
63,044
108,063
62,002
41,740
110,002
57,871
37,258
34,831
12,937
283,304
19,682
11,185
255,629
37,841
Expenditure
Corporate Services
City Services
Community Services
Projects, Recreation and
Central Geelong
Economic Development,
Planning and Tourism
Total Expenditure
Net Result
Note 38 - Revenue, expenses and assets by functions/activities (continued)
Assets Attributed to Functional Activities
Corporate Services - Current Assets
- Other Assets
City Services - Other Assets
Projects, Recreation and Central Geelong - Other
Assets
Community Services - Other Assets
Economic Development, Planning and Tourism - Other
Assets
Total Assets Attributed to Functional Activities
2012
$'000
84,105
123,590
1,145,980
227,885
2011
$'000
80,019
120,681
1,089,615
213,613
189,565
43,960
171,846
34,550
1,815,085
1,710,324
Total assets shown above reconciles with the amounts shown for assets in the Balance
Sheet as follows:
Current Assets
84,106
80,019
Non-Current Assets
1,730,979
1,815,085
1,630,305
1,710,324
Functions
The components of functions and activities relating to Council programs are as
follows:
Rates
General rates, interest on rates, supplementary rates, garbage charges and
municipal charges.
Grants Commission
General purpose grant untied for any specific purpose.
Corporate Services
General administrative operations and Governance including the Chief Executive
Division.
City Services
Design, Construction, Parks, Works, Botanic Gardens, Plant and Engineering,
Environment and Natural Resources.
Economic Development, Planning and Tourism
Economic Development, Public Safety, Planning and Building Control, Tourism
Community Services
Aged Services, Library Services, Family Services, Community Development Law and
Order
Projects, Recreation and Central Geelong
Recreation Sport and Leisure Services, Urban Design, Waterfront Management,
Central Activities Area and Capital Projects
Note that further description of functions is contained within the review of annual
activities for each division in the Annual Report.
Note 39 - Financial ratios - Performance indicators
(a)
Debt servicing ratio (to identify the capacity of Council to service its
outstanding debt)
2012 $'000 (%)
Debt servicing costs/Total revenue
2,040/302,986 = 0.67%
2011 $'000 (%)
2,353/293,470 = 0.80%
2010 $'000 (%)
2,051/259,538 = 0.79%
Debt servicing costs refer to the payment of interest on loan borrowings and bank
overdraft.
The ratio expresses the amount of interest paid as a percentage of Council's total
revenue.
(b)
Debt commitment ratio (to identify Council's debt redemption strategy)
2012 $'000 (%)
Debt servicing and redemption costs/Rate revenue
6,812/151,129 = 4.51%
2011 $'000 (%)
6,878/141,457 = 4.86%
2010 $'000 (%)
4,741/133,056 = 3.56%
The strategy involves the payment of loan principal and interest.
The ratio expresses the percentage of rate revenue utilised to pay interest and
redeem debt principal.
(c)
Revenue ratio (to identify Council's dependence on non-rate income)
2012 $'000 (%)
Rate revenue/Total revenue
151,129/302,986 = 49.88%
2011 $'000 (%)
141,457/293,470 = 48.20%
2010 $'000 (%)
133,056/259,538 = 51.27%
The level of Council's reliance on rate revenue is determined by assessing rate
revenue as a proportion of the total revenue of Council.
(d)
Debt Exposure Ratio (to identify Council's exposure to debt)
2012 $'000 (%)
Total indebtedness/Total realisable assets
94,203/908,552 = 10.37%
2011 $'000 (%)
73,681/848,712 = 8.68%
2010 $'000 (%)
70,190/830,090 = 8.46%
For the purposes of the calculation of financial ratios, realisable assets are those
assets which can be sold and which are not subject to any restriction on realisation or
use.
Infrastructure assets, restricted assets and investments in associates are excluded
from total assets when calculating Council's realisable assets.
This ratio enables assessment of Council's solvency and exposure to debt. Total
liabilities are compared to total realisable assets which are all Council's assets and
are not subject to any restriction and are able to be realised. The ratio expresses
indebtedness as a percentage of realisable assets.
(e)
Working Capital Ratio (to assess Council's ability to meet current
commitments)
2012 $'000 (%)
Current assets/Current liabilities
84,106/51,243 = 164.13%
2011 $'000 (%)
80,019/46,019 = 173.88%
2010 $'000 (%)
70,035/39,229 = 178.53%
The ratio expresses the level of current assets the Council has available to meet its
current liabilities. Previous years ratios have been amended to reflect Long Service
Leave relating to service over 7 years as current rather than the expected annual
payments as current.
(f)
Adjusted Working Capital Ratio (to assess Council's ability to meet current
commitments)
2012 $'000 (%)
Current assets/Current liabilities
84,106/39,946 = 210.55%
2011 $'000 (%)
80,019/34,324 = 233.12%
2010 $'000 (%)
70,035/29,432 = 237.96%
The ratio expresses the level of current assets the Council has available to meet its
current liabilities.
Current liabilities have been reduced to reflect the long service leave that is shown as
a current liability because Council does not have an unconditional right to defer
settlement of the liability for at least twelve months after the reporting date, but is not
likely to fall due within 12 months after the end of the period.
Note 40 - Capital Expenditure
2012
$'000
2011
$'000
Capital expenditure areas
Infrastructure Leisure
13,619
17,350
Roads
Fleet
Buildings
Drains
Computer Equipment
Streetscapes
Footpaths
Other
Kerb and Channel
Land
12,953
4,721
13,808
4,752
2,107
505
2,535
6,799
1,011
46
10,833
4,600
10,144
3,055
1,503
2,519
1,801
7,220
1,000
55
Waste Collection
Plant and Equipment
Special Rates and Charges Program
Total capital works
1,469
272
672
65,269
1,585
211
864
62,740
20,535
20,088
24,646
65,269
17,366
16,352
29,022
62,740
Represented by:
Renewal - Note (a)
Upgrade - Note (b)
New assets
Total capital works
Property, infrastructure, plant and equipment movement
The movement between the previous year and the current year in property,
infrastructure, plant and equipment as shown in the Balance Sheet links to
the net of the following items:
Total capital works
Expensed from Work in Progress - Note 20
Landfill expensed to provision - Note 25
Asset revaluation movement - Note 27
Depreciation and Other Write Downs - Note 10
Written down value of assets sold - Note 11
Recognition of Infrastructure
Capitalised Salaries Expensed
Net movement in property, plant and equipment – Note 20
2012
$'000
65,269
(2,848)
63,719
(47,240)
(1,682)
22,329
(50)
99,497
2011
$'000
62,740
(4,130)
21,142
(44,766)
(1,953)
18,416
56
51,505
(a) Renewal
Expenditure on an existing asset which returns the service potential or the life of the
asset up to that which it had originally. It is periodically required expenditure,
relatively large (material) in value compared with the value of the components or subcomponents of the asset being renewed. As it reinstates existing service potential, it
has no impact on revenue, but may reduce future operating and maintenance
expenditure if completed at the optimum time.
(b) Upgrade
Expenditure which enhances an existing asset to provide a higher level of service or
expenditure that will increase the life of the asset beyond that which it had originally.
Upgrade expenditure is discretionary and often does not result in additional revenue
unless direct user charges apply. It will increase operating and maintenance
expenditure in the future because of the increase in the Council’s asset base.
Note 41 - Pending Accounting Standards
The following Australian Accounting Standards have been issued or amended and
are applicable to the Council but are not yet effective. They have not been adopted in
preparation of the financial statements at reporting date.
Standard / Interpretation
Summary
Applicable for
annual reporting
periods beginning
or ending on
Impact on Local
Government
financial
statements
AASB 9: Financial
Instruments and AASB
2010-11: Amendments to
Australian Accounting
Standards arising from
AASB 9 [AASB 1, 3, 4, 5, 7,
101, 102, 108, 112, 118,
121, 127, 128, 131, 132,
136, 139, 1023 and 1038
and interpretations 10 and
12]
These standards are
applicable retrospectively
and amend the classification
and measurement of financial
assets. Council has not yet
determined the potential
impact on the financial
statements. Specific changes
include:
Applicable for annual
reporting periods
commencing on or
after 1 January
2013.
These changes are
expected to provide
some simplification
in the accounting for
and disclosure of
financial
instruments.
- simplifying the
classifications of financial
assets into those carried at
amortised cost and those
carried at fair value; removing the tainting of rules
associated with held-tomaturity assets - simplifying
the requirements for
embedded derivatives; removing the requirements to
separate and fair value
embedded derivatives for
financial assets carried at
amortised cost; - allowing an
irrevocable election on initial
recognition to present gains
and losses on investments in
equity instruments that are
not held for trading in other
comprehensive income.
Dividends in respect of these
investments that are a return
on investment can be
recognised in profit or loss
and there is not impairment
or recycling on disposal of
the instrument and reclassifying financial assets
where there is a change in an
entity's business model as
they are initially classified
based on: a. the objective of
the entity's business model
for managing the financial
assets; and b. the
characteristics of the
contractual cash flows.
Note 41 - Pending Accounting Standards (continued)
Standard / Interpretation
Summary
Applicable for
annual reporting
periods beginning
or ending on
Impact on Local
Government
financial
statements
AASB 2011-3 Amendments
to Australian Accounting
Standards - Orderly
Adoption of Changes to the
ABS GFS Manual and
Related Amendments.
These Standards are aimed
at limiting certain recognition
and measurement options to
align with GFS, and
supplemented by additional
disclosures.
Applicable for
reporting periods
commencing on or
after 1 July 2011.
These amendments
are not expected to
impact Council.
Key Characteristics of the
Public Sector with Potential
implications for Financial
Reporting
These standards detail with
numerous non-urgent but
necessary changes to
accounting standards arising
from the IASB's annual
improvements project.
Amendments to Australian These standards detail the
Accounting Standards proposed changes to be
Financial Instruments;
made to the recognition,
Disclosures, Recognition
disclosure and measurement
and Measurement (AASB 7, of impairment of financial
139)
instruments.
Applicable for annual These amendments
reporting periods
are not expected to
commencing on or
impact Council.
after 1 January 2011.
These amendments specify
requirements for entities
using the full cost method in
place of the retrospective
application of Australian
Accounting Standards for oil
and gas assets, and exempt
entities with existing leasing
contracts from reassessing
the classification of those
contracts in accordance with
Interpretation 4 when the
application of their previous
accounting policies would
have given the same
outcome.
These amendments clarify
that rights, options or
warrants to acquire a fixed
number of an entity's own
equity instrument for a fixed
amount in any currency are
equity instruments if the
entity offers the rights,
options or warrants pro-rata
to all existing owners of the
same class of its own non
derivative equity instruments.
Applicable for annual These amendments
reporting periods
are not expected to
commencing on or
impact Council.
after 1 January 2011.
AASB 2010-9:Amendments
to Australian Accounting
Standards - Additional
Exemptions for First-time
Adopters (AASB 1)
AASB 2010-10:
Amendments to Australian
Accounting Standards Classification of Rights
Issues (AASB 132)
Applicable for annual These amendments
reporting periods
are not expected to
commencing on or
impact Council.
after 1 July 2011 but
before 1 July 2012.
Applicable for annual These amendments
reporting periods
are not expected to
commencing on or
impact Council.
after 1 February
2011.
Note 42 - Auditors Remuneration
2012
$'000
Fee to Conduct External Audit - Auditor General
City of Greater Geelong
2011
$'000
72
72
72
72
2011/2012 Financial Report
For the Year Ended 30 June 2012
Certificate of the Financial Report
In my opinion the accompanying financial statements have been prepared in
accordance with the Local Government Act 1989, the Local Government (Finance
and Reporting) Regulations 2004, Australian Accounting Standards and other
mandatory professional reporting requirements.
Principal Accounting Officer
Michael Kelly CPA
Dated: 28/08/2012
Geelong
In our opinion the accompanying financial statements present fairly the financial
transactions of the City of Greater Geelong for the year ended 30 June 2012 and the
financial position of the Council as at that date.
As at the date of signing, we are not aware of any circumstances that would render
any particulars in the financial statements to be misleading or inaccurate.
We have been authorised by the Council on 28 August 2012 to certify the financial
statements in their final form.
Councillor
John Mitchell (Mayor)
Dated: 28/08/2012
Geelong
Councillor
Bruce Harwood
Dated: 28/08/2012
Geelong
Chief Executive Officer
Stephen Griffin
Dated: 28/08/2012
Geelong
Standard Statements For the Year Ended 30 June 2012
Basis of preparation of Standard Statements
Council is required to prepare and include audited Standard Statements within its
Annual Report. A Standard Income Statement, a Standard Balance Sheet, a
Standard Cash Flow Statement, and a Standard Statement of Capital Works is
required, together with explanatory notes.
These statements and supporting notes form a special purpose financial report
prepared to meet the requirements of the Local Government Act 1989 and Local
Government (Finance and Reporting) Regulations 2004.
The statements were prepared on accounting basis that are consistent with those
used for the General Purpose Financial Statements, but are also prepared to the
same level of detail and format as the regular quarterly reporting to Council. The
statements are consistent with the reporting format in the 2011-2012 Strategic
Resource Plan and the 2011-2012 Budget.
The Standard Statements are not a substitute for the General Purpose Financial
Statements, which are included in the Annual Report. They have not been prepared
in accordance with all Australian Accounting Standards or other authoritative
professional pronouncements.
The Standard Statements compare Council’s financial plan, expressed through its
budget, with actual performance. Council has provided an explanation of material
variances. These explanations including contributory factors are provided with
respect to each of the main categories reported in the Standard Statements.
The budget figures included in the Statements are those adopted by Council on 28
June 2011.
The Standard Income Statement highlights the recurrent result which is the result of
the day to day transactions within Council's control. Council actively manages the
incomes and expenditures that make up this result to ensure that the municipality
receives the best value service possible within the incomes available. The non
recurrent incomes and expenditures are one off activities or items outside Council's
operating activities that have contributed both in cash and non cash terms.
The Standard Cashflow Statement and the Standard Balance Sheet are consistent
with both the format in the annual accounts and the quarterly management report.
The Standard Statement of Capital Works is consistent with the format reported in
the 2011-2012 Budget.
Standard Income Statement As at 30 June 2012
2011-2012
Actual
$'000
2011-2012
Budget
$'000
Variance
$'000
RECURRENT INCOME
Rates and Charges
Government Grants
User Charges
Other Fees and Charges
Sundry Income
Interest Investments
TOTAL RECURRENT INCOME
151,129
150,371
758
47,052
45,270
9,251
5,162
3,458
39,050
41,184
9,934
5,023
2,101
8,002
4,086
(683)
139
1,357
261,322
247,663
13,659
RECURRENT EXPENDITURE
Employee Related
Salaries
99,885
1,958
102,660
2,132
2,775
174
101,843
104,792
2,949
6,924
6,161
70,407
9,077
5,511
7,223
41,386
1,140
(314)
6,784
5,566
64,568
9,247
3,472
7,403
43,091
1,140
(400)
(140)
(595)
(5,839)
170
(2,039)
180
1,705
(86)
249,358
245,663
(3,695)
11,964
2,000
9,964
518
-
518
Subdivision - Asset Recognition
Capital Grants and Income
Developer Contributions
Gain/(Loss) on Sale of Property
22,329
15,589
2,417
498
24,000
7,118
1,450
675
(1,671)
8,471
967
(177)
TOTAL NON-RECURRENT INCOME
41,351
33,243
8,108
23,471
-
(23,471)
4,308
5,854
2,110
(4,308)
(3,744)
33,633
2,110
(31,523)
7,718
31,133
(23,415)
19,682
33,133
(13,451)
Workcover/Superannuation
Goods and Services
General Works - Materials
General Works - Plant/Equipment/Vehicle Costs
General Works - External Services
Administration
Professional Services
Utilities
Depreciation
Landfill Provision
(Gain)/Loss on Sale of Plant & Equipment
TOTAL RECURRENT EXPENDITURE
RECURRENT SURPLUS/(DEFICIT)
NON-RECURRENT INCOME
Investments in Associates
NON-RECURRENT EXPENDITURE
Unfunded Superannuation
Costs expensed from work in progress
Disposal of Infrastructure
TOTAL NON-RECURRENT EXPENDITURE
NON-RECURRENT SURPLUS/(DEFICIT)
NET SURPLUS/(DEFICIT)
Notes to Standard Income Statement
The Recurrent Surplus for 2011-2012 of $12.0M was $10.0M favourable to
budget. Recurrent Income of $261.3M was $13.7M favourable to budget
mainly due to:
- High landfill volumes $3.5M favourable offset by EPA costs (see below),
- Various unbudgeted State and Federal grants $8.0M favourable,
- Car Parking Fees ($0.4M) unfavourable,
- Rates generation $0.8M favourable,
- Interest on Investments $1.4M favourable,
- Design & Supervision Fees $0.8M favourable
- Reimbursements & Recovery Income $0.3M favourable
- Parking & Animal Fines ($0.6M) unfavourable and
- Other income ($0.1M) unfavourable to budget.
Recurrent Expenditure of $249.4M was ($3.7M) unfavourable to budget mainly due
to:
- EPA costs associated with landfill activity ($1.9M) unfavourable,
- Plant hire etc ($0.5M) unfavourable
- Building maintenance($0.6M) unfavourable
- Consultants ($0.2M) unfavourable and legal expenses ($0.2M) unfavourable,
- Supplementary labour ($2.5M) unfavourable,
- Employee Related Costs $3.6M favourable,
- Other expenses ($1.4M) unfavourable to budget.
The Non Recurrent Result was ($23.4M) unfavourable to budget. There was higher
than budgeted disposals of infrastructure assets ($3.7M), Unfunded Superannuation
($23.5M), unfavourable Gain on Sale of Property ($0.2M) and unfavourable costs
expensed from Capital Work in Progress of ($4.3M). These movements were partially
offset by favourable Capital Income $8.5M and Developer Contributions $1.0M.
Standard Balance Sheet As at 30 June 2012
2011-2012
Actual
$'000
CURRENT ASSETS
Cash and Investments
Receivables
Prepayments
Inventories
TOTAL CURRENT ASSETS
20112012Bud
get $'000
Variance
$'000
74,198
8,879
(160)
851
83,768
42,165
10,013
86
494
52,758
32,033
(1,134)
(246)
357
31,010
Payables
Loans
Refundable Deposits
Employee Benefits
TOTAL CURRENT LIABILITIES
15,930
6,298
2,296
26,382
50,906
13,268
9,309
1,182
22,707
46,466
(2,662)
3,011
(1,114)
(3,675)
(4,440)
NET CURRENT ASSETS
32,862
6,292
26,570
1,720,080
9,084
1,815
1,730,979
1,703,595
8,694
916
1,713,205
16,485
390
899
17,774
794
20,439
21,592
17,125
59,950
44,404
5,063
12,423
61,890
(794)
23,965
(16,529)
(4,702)
1,940
1,703,891
1,657,607
46,284
CURRENT LIABILITIES
NON-CURRENT ASSETS
Property Plant and Equipment
Investments
Receivables
TOTAL NON-CURRENT ASSETS
NON-CURRENT LIABILITIES
Developer Contributions
Loans
Employee Benefits
Landfill Provision
TOTAL NON-CURRENT LIABILITIES
NET ASSETS
Represented by:
RATEPAYER EQUITY
Accumulated Surplus
Asset Revaluation Reserve
Reserves
TOTAL RATEPAYER EQUITY
926,873
714,640
62,378
1,703,891
989,359
650,918
17,330
1,657,607
(62,486)
63,722
45,048
46,284
Notes to Standard Balance Sheet
The Balance Sheet highlights that Council has a very strong asset position with
approximately $1.7 billion worth of assets which are used to provide services to the
community.
Variances to Budget
The major variance to budget is the increase in non current assets of $17.8M. The
main factors
were:
- Difference in Budgeted Property Plant and Equipment as at 1/7/11 compared to
Actual Property Plant and Equipment as at1/7/11 (ie. difference is the delay in
capital spend in the 2010/2011 year).
- the effect of the revaluation Land and Buildings - $36.41M and Drainage Assets $27.3M.
Current assets were $31.0M favourable to budget with an increase in cash due to
lower than budgeted capital expenditure, higher than budgeted 1 July 2011 cash
position and early receipt of the first instalment of the 2012/2013 Grants Commission
Payment.
Current liabilities were ($4.4M) unfavourable to budget due to inclusion of current
portion of the unfunded superannuation call.
Non current liabilities were ($1.9M) unfavourable to budget with a higher than
budgeted Landfill Provision ($4.7M unfavourable) as a consequence of rehabilitation
work being delayed for Corio Landfill rehabilitation. Loan balance was $24.0M lower
than budget due to delaying the drawdown of budgeted loans and Employee benefits
were $16.5M higher than budget due to the inclusion of the non current component of
the unfunded superannuation call in employee benefits.
Standard Cash Flow Statement For Year ended 30 June 2012
2011-2012
Actual
$'000
Inflows /
(Outflows)
Cash Flows from Operating Activities
Receipts
General Rates
Fees and Charges
Investment Income
151,911
66,663
3,457
2011-2012
Variance
Budget
$'000
$'000
Inflows /
Inflows / (Outflows)
(Outflows)
150,132
59,432
2,101
1,779
7,231
1,356
GST Recoveries on Operating Transactions
Government Grants
9,051
48,023
279,105
5,627
40,804
258,096
3,424
7,219
21,009
(101,918)
(104,671)
(13,634)
(2,061)
(222,284)
(101,302)
(95,309)
(11,215)
(2,446)
(210,272)
(616)
(9,362)
(2,419)
385
(12,012)
56,821
47,824
8,997
Payments for Land and Buildings, Plant and
Equipment and Infrastructure Assets
Landfill Rehabilitation
Capital Income
Proceeds from Sale of Land and Buildings
Proceeds from Sale of Plant and Equipment
Developer Cash Contribution
(65,269)
(80,779)
15,510
15,587
1,038
1,456
3,034
(5,008)
7,118
1,700
1,735
1,450
5,008
8,469
(662)
(279)
1,584
Net Cash Outflow from Investing Activities
(44,154)
(73,784)
29,630
Repayment of Borrowings
Proceeds from New Loans
(4,772)
-
(4,996)
27,200-
224
(27,200)
Net Cash Outflow from Financial Activities
(4,772)
22,204
(26,976)
7,895
(3,756)
11,651
Cash at the Beginning of the Financial Year
66,303
45,921
20,382
Cash at the End of the Financial Period
74,198
42,165
32,033
Payments
Employee Costs
General Works / Utilities / Disbursements
Administration / Professional Services
Interest Expense
Net Cash Inflow from Operating
Activities before Capital Income
Cash Flows from Investing Activities
Cash Flows from Financing Activities
Net Increase (Decrease) in Cash Held
Notes to Standard Cash Flow Statement
Council's cash position at the end of the year is $74.20M. This will provide funds to
complete projects carried over from 2011-2012 and working capital to ensure service
provision continues in 2012-2013.
Variances to Budget
The net cash flow from operating activities of $56.8M was $9.0M favourable to
budget. Operating receipts were $21.0M favourable to budget with additional Landfill
income, interest, grants and rates received. Operating Expenditure was ($12.0M)
unfavourable due to increased payments for materials & services, EPA levy on
Landfill volumes, increased supplementary labour costs and additional expenditure
on consultants and legal expenses. This was partially offset by lower employee
costs and utilities costs.
Cash flows from investing activities were $29.6M favourable to budget.
Landfill Rehabilitation expenditure was $5.08M favourable to budget. Rehabilitation
was delayed and will be included in the carried over works to be completed next year.
Capital income was $8.5M favourable to budget mainly due to government grants for
capital projects not yet completed.
Sale of Property proceeds were ($0.9M) unfavourable to Budget.
Standard Statement Of Capital Works As at 30 June 2012
Project Category
Asset Renewals
$'000
Budget
Asset Upgrades
$'000
Actual
Budget
New
Assets
$'000
Actual
Budget
Actual
Infrastructure Leisure
1,332
654
5,883
9,955
3,175
3,011
Roads
Fleet
Buildings
Drainage
Computer Equipment
Streetscapes
Footpaths
Miscellaneous
Kerb and Channel
Land
Waste Collection
Plant and Equipment
Special Rates and
Charges Program
Geelong Ring
Road
Employment
Precinct
Water Saving Initiatives
9,425
4,376
785
937
1,091
40
2,155
1,030
62
-
9,345
4,721
355
877
1,451
1,947
1,011
174
-
400
3,611
60
68
117
-
684
9,198
113
111
27
-
1,618
95
25,463
3,425
471
61
100
2,334
73
2,723
130
3,708
2,924
4,256
3,875
543
394
588
3,198
46
1,469
99
672
-
-
-
-
3,024
2,651
-
-
-
-
942
920
21,233
20,535
10,139
20,088
47,342
24,646
TOTAL
[Standard Statement Of Capital Works - table continued]
Project Category
Infrastructure Leisure
Roads
Fleet
Buildings
Drainage
Computer Equipment
Streetscapes
Footpaths
Miscellaneous
Kerb and Channel
Land
Waste Collection
Plant and Equipment
Gross Expenditure
$'000
Budget
Actual
10,390
13,620
11,443
12,953
4,471
4,721
29,859
13,809
4,362
4,752
1,622
2,107
169
505
2,255
2,535
2,451
3,225
1,030
1,011
73
46
2,723
1,469
192
273
Income
$'000
Budget
Actual
560
2,017
2,300
4,123
1,735
584
3,408
470
171
53
1,015
277
30
500
1,270
10
Net Cost
$'000
Budget
Actual
9,830
11,603
9,143
8,830
2,736
4,721
29,275
10,402
3,892
4,581
1,622
2,054
169
(510)
2,255
2,258
2,451
3,195
1,030
1,011
73
46
2,223
199
192
263
Special Rates and
Charges Program
Geelong Ring
Road
Employment
Precinct
Water Saving Initiatives
TOTAL
Reconciliation
Construction
Design
Plant Replacement
Landfill
ProgramProvision
Carry over from 2009/10
Carry over to 2011/12
TOTAL
CAPITAL WORKS
TOTAL
3,708
672
2,111
84
1,597
588
3,024
2,651
-
2,588
3,024
63
942
78,714
920
65,269
520
8,780
456
15,502
422
69,934
464
49,768
66
7
-
80
5
(1,820)
24,000
(17,000)
5,253
83,967
65,269
66
7
(1,735)
(1,662)
7,118
85
15,587
1,735
(1,820)
24,000
(17,000)
6,915
76,849
Notes to Standard Statement of Capital Works
Council has an extensive capital works program to renew, upgrade and provide new
assets to ensure the continuation and improvement of services provided to the
community. Council spent $65.3M on capital works in 2011-2012. This included :
$M
- Road replacement and construction: 9.1
- Drainage replacement and construction: 4.8
- Plant and vehicles: 4.7
- Eastern Beach Children's Pool: 3.5
- Old Courthouse Redevelopment: 3.4
- Footpath replacement and construction: 2.5
- Waurn Ponds Library: 2.3
- Construction O'Briens Rd: 1.9
- IT Asset Replacements: 1.0
- Kerb and Channel replacement and construction: 1.0
- Drysdale Landfill Cell 4A: 0.9
- Lara Lake preschool: 0.9
- Eastern Park Stormwater Project: 0.9
- Allanvale Kindergarten Extension: 0.8
- Corio Sporting Club Upgrade: 0.7
- Grovedale Cricket Clubroom Upgrade: 0.7
- Lara Recreation Reserve: 0.6
- O'Briens Rd Retarding Basin: 0.5
- Kardinia Park Netball Court Development: 0.5
- Lara Library: 0.5
- Ocean Grove Kindergarten Extension: 0.5
Variances to Budget
Capital expenditure was $18.7M favourable to budget. The major projects still to be
completed are Civic Accommodation $22.0M, Corio Landfill Rehabilitation $10.0M,
Ocean Grove Integrated Children's Centre $3.8M, Shell Rd Reserve Sporting
Infrastructure $1.8M, Geelong Library and Heritage Centre $1.4M, Rosewall
(80)
(5)
(85)
49,683
Kindergarten Rebuild $1.1M, Drysdale Landfill Cell $0.9M, Corio-Norlane
regeneration Project $0.91M, Leopold Community Hub $0.9M, Griggs Creek
Rehabilitation $0.8M, Geelong Motocross Club Relocation $0.7M and St Leonards
Recreation Reserve $0.6M.
Capital income was $8.5M favourable to budget. Main favourable variances included
Geelong Library and Heritage Centre $1.5M, Corio-Norlane Regeneration Project
$1.1M, Rosewall Kindergarten Rebuild $1.1M and Central Geelong Laneways $1.0M.
Capital Projects funding of $58.8M has not been expended in 2011-2012 and will be
carried forward to be completed in future years.
Certification of the Standard Statements
Statement by Principal Accounting Officer
In my opinion the accompanying Standard Statements have been prepared on
accounting bases consistent with the financial statements and in accordance with the
Local Government Act 1989 and the Local Government (Finance and Reporting)
Regulations 2004.
Principal Accounting Officer
Michael Kelly CPA
Dated: 28/08/2012
Geelong
In our opinion the accompanying Standard Statements have been prepared on
accounting bases consistent with the financial statements and in accordance with the
Local Government Act 1989 and the Local Government (Finance and Reporting)
Regulations 2004.
As at the date of signing, we are not aware of any circumstances which would render
any particulars in the Standard Statements to be misleading or inaccurate.
We have been authorised by the Council on 28 August 2012 to certify the Standard
Statements in their final form.
Councillor
John Mitchell (Mayor)
Dated :28/08/2012
Geelong
Councillor
Bruce Harwood
Dated: 28/08/2012
Geelong
Chief Executive Officer
Stephen Griffin
Dated : 28/08/2012
Geelong
VAGO
Victorian Auditor-General's Office
Level 24.35 Collins Street
Melbourne VIC 3000
Telephone 6 1 3 8 6 0 1 7 0 0 0
Facsimile 6 1 3 6 6 0 1 7 0 1 0
Email comments@audit.vic.gov.au
Website www.audit.vic.gov.au
INDEPENDENT AUDITOR'S REPORT
To the Councillors, Greater Geelong City Council
The Financial Report and Standard Statements
The accompanying financial report for the year ended 30 June 2012 of Greater
Geelong City Council which comprises comprehensive income statement, balance
sheet, statement of changes in equity, cashflow statement, notes comprising a
summary of the significant accounting policies and other explanatory information,
and the certification of the financial report has been audited. The accompanying
standard statements for the year ended 30 June 2012 of the Council which
comprises standard income statement, standard balance sheet, standard cash flow
statement, standard statement of capital works, the related notes and the
certification of the standard statements have been audited
The Councillors' Responsibility for the Financial Report and Standard Statements
The Councillors of the Greater Geelong City Council are responsible for the
preparation and the fair presentation of:
• the financial report in accordance with Australian Accounting Standards, and the
financial reporting requirements of the Local Government Act 1989
• the standard statements in accordance with the basis of preparation as described
in note 1 to the statements and the requirements of the Local Government Act
1989
The Councillors are responsible for such Internal control as the Councillors
determine is necessary to enable the preparation and fair presentation of the
financial report and standard statements that are free from material misstatement,
whether due to fraud or error.
Auditor's Responsibility
As required by the Audit Act 1994 and the Local Government Act 1989, my
responsibility is to express an opinion on the financial report and standard
statements based on the audit, which has been conducted In accordance with
Australian Auditing Standards. Those standards require compliance with relevant
ethical requirements relating to audit engagements and that the audit be planned
and performed to obtain reasonable assurance whether the financial report and
standard statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts
and disclosures in the financial report and standard statements The audit
procedures selected depend on judgement, including the assessment of the risks of
material misstatement of the financial report and standard statements, whether due
to fraud or error In making those risk assessments, consideration is given to the
Internal control relevant to the entity's preparation and fair presentation of the
financial report and standard statements in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion
on the effectiveness of the entity's internal control An audit also includes evaluating
• the appropriateness of the accounting policies used In the financial report
• the reasonableness of accounting estimates made by the Councillors
• the overall presentation of the financial report and standard statements.
I believe that the audit evidence I have obtained is sufficient and appropriate to
provide a basis for my audit opinion.
Independence
The Auditor-General's independence is established by the Constitution Act 1975.
The Auditor-General is not subject to direction by any person about the way in which
his powers and responsibilities are to be exercised. In conducting the audit, the
Auditor-General, his staff and delegates complied with all applicable independence
requirements of the Australian accounting profession.
Opinion
In my opinion:
(a) the financial report presents fairly, in all material respects, the financial position of
Greater Geelong City Council as at 30 June 2012 and of its financial performance
and its cash flows for the year then ended in accordance with applicable
Australian Accounting Standards, and the financial reporting requirements of the
Local Government Act 1989.
(b) The standard statements present fairly, in all material respects, in accordance
with the basis of preparation as described in note 1 to the statements and comply
with the requirements of the Local Government Act 1989
Basis of Accounting for Standard Statements
Without modifying my opinion, I draw attention to Note 1 to the standard statements,
which describes the basis of accounting The standard statements are prepared to
meet the requirements of the Local Government Act 1989. As a result, the standard
statements may not be suitable for another purpose.
Matters Relating to the Electronic Publication of the Audited Financial Report and
Standard Statements
This auditor's report relates to the financial report and standard statements of the
Greater Geelong City Council for the year ended 30 June 2012 included both in the
Greater Geelong City Council's annual report and on the website. The Councillors of
the Greater Geelong City Council are responsible for the integrity of the Greater
Geelong City Council's website. The auditor's report refers only to the subject matter
described above It does not provide an opinion on any other information which may
have been hyperlinked to/from these statements. If users of the financial report and
standard statements are concerned with the inherent risks arising from publication on
a website, they are advised to refer to the hard copy of the audited financial report
and standard statements to confirm the information contained in the website version
of the financial report and standard statements.
DDR Pearson
Auditor-General
MELBOURNE
31 August 2012
Global Reporting Initiative Index
The Global Reporting Initiative (GRI) is a network-based organisation that has
developed the world’s most widely used sustainability reporting framework. This
framework sets out the principles and indicators that organisations can use to
measure and report their economic, environmental, and social performance. The
cornerstone of the framework is the Sustainability Reporting Guidelines.
The City of Greater Geelong addresses the following Sustainability Reporting
Guidelines within the 2011-2012 Annual Report:
Glossary
2011-2012 Annual Business Plan
LGA
The business plan the City will pursue over a Local Government Act 1989.
12 month period to achieve the objectives
and strategies in the City Plan.
Asset
Property owned by the City.
Best Value
The review of all services provided by
Council to ensure they meet the quality and
cost standards and the needs of the
community. LGA s208A – s208G.
Capital Projects
Projects that result in the creation or
improvement of an asset.
City Plan
The Council Plan that sets out the
objectives and strategies the City will strive
to achieve over a four-year period.
CoGG
Local Laws
Those laws under the jurisdiction of the
Council and enforced by City Staff and/or
Victoria Police.
Non-capital projects
A discretionary project that does not
result in the creation of an asset.
Ordinary Council Meeting
Regular scheduled Council Meetings held
twice a month.
Outcome
A result of actions focused on objectives
Performance Indicators
City of Greater Geelong
Measures used to monitor the performance of
the city in achieving its objectives in the 20082012 City Plan.
Councillors
Elected representatives of Council who
serve a four year term.
Portfolio
A specific area of responsibility allocated
to each Councillor.
EFT
Equivalent Full-time Employment – 1 EFT is
equivalent to one person working 38 hours
per week.
Special Council Meeting
Those Council Meetings held for special
purposes and in addition to the twice monthly
ordinary Council Meetings.
Financial Year
This document reports on the financial
year from 1 July 2010 to 30 June 2011.
Strategic Directions
The three key areas that council will focus on
in the next four years, as outlined in City Plan
2009-2013.
G21 – Geelong Region Alliance
Strategy
A regional alliance of municipalities,
business and organisations to plan for the
future development in the Geelong
Region.
A plan to implement the long-term
objectives of the organisation. See City
Plan.
Governance
Targets and Measures
Administration of the City’s compliance with
the LGA.
Target – level of performance to be
achieved. Measure – method of determining
if the outcome has been achieved.
Infrastructure
Victorian Local Government Indicators
Long term assets / structures that provide
services to the community.
Results from the community Satisfaction
survey conducted by the Department for
Victorian Communities and Local Governments
Internal Audit
An independent appraisal function which
examines and evaluates the City of Greater
Geelong’s financial, management and
internal control systems.
Ward
Defined electoral area to which a
representative is elected as Councillor.
Contact Us
You can view a hard copy of the Annual Report at any of the eight Customer Service
Centres, or at any of the Municipal Libraries.
If you would like a copy to keep, please contact our Customer Service call centre on
the number below to arrange for one to be sent to you.
Electronic copies are available on our website www.geelongaustralia.vic.gov.au
This document contains important information about the City of Greater Geelong. If
you do not understand the content or would like further information please contact
us via one of the following easy ways:
Telephone
Pick up the phone between 8.00am and 5.00pm weekdays to call us on
(+ 6 1 3) 5 2 7 2 5 2 7 2
National Relay Service (NRS)
If you are deaf or have speech impairment you can call through the National Relay
Service (NRS).
TTY users can phone 1 3 3 6 7 7 then ask for 0 3 5 2 7 2 5 2 7 2.
Speak and Listen (speech-to-speech) users can phone 1 3 0 0 5 5 5 7 2 7 then ask
for 0 3 5 2 7 2 5 2 7 2. Internet relay users can connect to NRS on
www.relayservice.com.au then ask for 0 3 5 2 7 2 5 2 7 2.
Note: Area code must be included for each call.
Post
Write to us at:
City of Greater Geelong
PO Box 104
Geelong 3220 Australia
Fax
Send us a fax on (03) 5 2 7 2 4 2 7 7
Web
www.geelongaustralia.com.au
Email
Get online and drop us an email at: contactus@geelongcity.vic.gov.au
Mayor and Councillors
Email them at
mayor@geelongcity.vic.gov.au and councillor@geelongcity.vic.gov.au
OR phone them on: (03) 5 2 7 2 4 8 9 3
In Person
You can always visit us at any one of our eight conveniently located Customer
Service Centres:
Geelong – City Hall
30 Gheringhap Street
Geelong – Brougham Street
100 Brougham Street
Geelong West
Library, 153A Pakington Street
Belmont
Library, 163 High Street
Corio
Corio Shopping Centre, Shop 4K
83A Purnell Road
Drysdale
18- 20 Hancock Street
Ocean Grove
The Grove Centre
78 Presidents Avenue
Waurn Ponds
Waurn Ponds Library 230 Pioneer Road
ARA
Australasian Reporting Awards
2003-2004 Bronze
2004-2005 Silver
2005-2006 Silver
2006-2007 Silver
2007-2008 Gold
2008-2009 Silver
2009-2010 Gold (Finalist: Report of the Year)
2010-2011 Gold
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with 25% Post Consumer Waste.
The financial pages are FSC certified 100% recycled using Post Consumer Waste. It
is Process Chlorine Free and I S O 1 4 0 0 1 Environmental Certified.
Published by City of Greater Geelong
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