Annual Report 2012 - 2013
City Of Greater Geelong
Celebrating 20 Years Since Amalgamation
Saturday 18 May 2013 marked 20 years since the State Government amalgamated
six local Councils and part of a seventh to form the City of Greater Geelong.
The Councils to amalgamate were the Bellarine Rural City Council, Corio Shire
Council, Geelong City Council, Geelong West City Council, Newtown City Council,
South Barwon City Council and part of the Shire of Barrabool.
From 1993 to 1995 the City of Greater Geelong was governed by four
Commissioners. The first Council election was held in 1995, where 12 councillors
were elected to represent 12 wards.
In 1997 the State Government restructured the ward makeup, changing it to four
wards represented by four ward and five general councillors.
In 2001, Council reverted back to the current 12 ward system with 12 councillors. In
2012, for the first time residents directly elected their Mayor, bringing the total
councillors representing the City of Greater Geelong to 13.
City Statistics
Population 217,574 in 2013 (182,365 in 1993)
Budget ($M) $275M in 2013 ($93 in 1993)
Unemployment 4.4% in 2013 (12.1% in 1993)
Median House Price $395,000 in 2013 ($95,000 in 1993)
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There have been many highlights over the last 20 years. The following provides a
snapshot of what we as a community have achieved.
1993
City of Greater Geelong was officially formed.
Geelong Otway Tourism was formed.
The Grove Centre library and community services opened in Ocean Grove.
1994
Waterfront Geelong redevelopment commenced.
Eastern Beach restoration re-opened.
1995
Geelong City Hall reopened following renovation.
Domestic garbage and recycling schedules introduced.
Major recovery works following second highest recorded flood in November.
1996
Deakin University opens their Woolstore Campus at Waterfront Geelong.
The Steampacket Place Development Board purchased the 19th century ArmitageHerschell carousel to restore and install at Waterfront Geelong.
1997
Stage one of the major Waterfront Geelong redevelopment is completed.
Geelong - Smart Move launched.
1998
Cunningham Pier refurbishment completed.
Waurn Ponds skate park, designed by local skaters, opened.
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1999
The Baywalk Bollard project completed, with 111 bollards installed.
National Wool Museum hosted the Ancient Lives: Greeks, Romans and Etruscans
exhibition.
2000
Waterfront Geelong redevelopment completed.
Work commenced on Geelong Botanic Gardens redevelopment.
Geelong Boulevard, the northern entrance to the city was completed.
2001
The Sheraton Hotel and Waterfront Apartments at Waterfront Geelong completed.
The Potato Shed multi-purpose arts and cultural centre opened in Drysdale.
2002
The 21st Century Garden opened at the Geelong Botanic Gardens, commemorating
its 150th anniversary.
The Geelong Baseball Centre opened coinciding with the World Masters Games held
in Victoria.
The three bin waste collection system was introduced.
The Dalai Lama visited Geelong, and returned in 2007.
2003
G21 - Geelong Region Alliance was established.
U C I Women's World Cup Cycling staged in Geelong.
2004
Jetstar Airlines commenced operation at Avalon Airport.
Federal funding for the Geelong Ring Road announced.
Disability Action Plan developed.
2005
Stage one redevelopment of Kardinia Park, including the "Cats Claws" Reg Hickey
Stand.
Clifton Springs boat harbour completed.
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2006
Construction begins on the Geelong Ring Road.
Geelong hosted the 2006 Lifesaving World Championships - Rescue 2006.
Geelong is regional host City for 2006 Commonwealth Games.
City secures the iconic View of Geelong painting by famous colonial artist Eugene
Von Guerard.
Bellarine Strategic Plan 2006 - 2016 developed.
2007
Barwon Heads Streetscape project is completed.
The Moorabool Street streetscape works are finished, marking the completion of the
Central Geelong revitalisation project.
The redeveloped Westfield Geelong opens, with the new flyover across Yarra Street.
Geelong Cats win the AFL premiership breaking a 44 year drought (and again in
2009, 2011).
2008
First two sections of the Geelong Ring Road opened to traffic.
Council formally adopted the Armstrong Creek Urban Growth Plan.
Council introduces the Greenhouse Response Strategy.
Bellarine Aquatic and Sports Centre opened in Ocean Grove.
Youth Activities Area opened at Waterfront Geelong.
2009
Transport Accident Commission headquarters opened in Central Geelong.
Barwon Heads skate park opened.
Eastern Beach's historic seawall restoration completed.
Ford Australia Advanced Centre for Automotive Research and Testing opened in
Lara.
2009 Australian Masters Games held in Geelong.
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2010
The U C I Road World Cycling Championships held in Geelong.
The new Leisurelink Aquatic and Recreation Centre opened in Waurn Ponds.
The fOrT Youth Centre opened at Stead Park, Corio.
Stage two redevelopment of Simonds Stadium completed with opening of the
Premiership Stand.
2011
The new Waurn Ponds Library opened.
Historic Eastern Beach Pool restoration completed.
Redeveloped Vines Road Community centre opened.
The Geelong Ring Road Employment Precinct Prospectus launched.
Three cruise ships, the Silver Spirit, Silver Shadow and Spirit of Adventure anchor in
Corio Bay with the Regatta visiting 2012.
2012
The Old Courthouse opened following the completion of stage one of the cultural
precinct redevelopment.
Lara Library officially opened.
Healthy Together Geelong launched.
Residential development commences in Armstrong Creek.
First publicly elected Mayor for the City of Greater Geelong.
2013
Stage three redevelopment of Simonds Stadium completed with the opening of the
Players Stand and installation of light towers.
First AFL game under lights at Simonds Stadium.
Geelong selected as site for the National Disability Insurance Agency head office.
Geelong Ring Road sections 4A and 4B opened now linking to Anglesea Road and
the Princes Highway.
Works commence on the new Geelong Library and Heritage Centre.
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Our Vision
Greater Geelong: building our community through enterprise, opportunity and
innovation in a quality environment.
About This Report
The City of Greater Geelong Annual Report 2012 - 2013 provides a comprehensive
account of Council's performance from 1 July 2012 to 30 June 2013.
The City of Greater Geelong's City Plan 2009 - 2013 (2012 - 2013 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
2012 - 2013 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 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 2012 - 2013 meets with our commitment to be transparent in
performance reporting.
The City of Greater Geelong acknowledges the traditional owners and custodians of
the lands in our region - the Wathaurong people - and pays respect to their Elders
both past and present.
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Welcome to the 2012 - 2013 Annual Report for the
City of Greater Geelong
Contents
Our Vision 6
About this report 6
Fast Facts 8
Geelong: An Overview 8
Our Year in Review 11
A word from our Mayor 12
A word from our Chief Executive Officer 13
City Plan 2009 - 2013 Highlights 14
Outstanding Achievements 17
Calendar of Events 18
Summary of Financial Performance 20
The Next Four Years 27
Planning Framework 28
Our Planning Process 30
Council Funding Priorities 31
Council Information 41
Our Council 42
Our Councillors 44
Our People 47
Our Values and Behaviours 48
Organisation Structure 49
Chief Executive Officer 50
Divisional Information 50
Staff Profile 52
Employee Excellence Awards 54
Recognition of Service Awards 55
Our Volunteers 56
Performance 59
Delivering Community Outcomes 60
Community Wellbeing 61
Growing the Economy 74
Sustainable Built and Natural Environment 83
2012 - 2013 Performance Statement 94
Corporate Performance 101
Supporting the Delivery
of our Strategic Directions 102
Victorian Local Government Indicators 118
Governance 121
Internal Audit 122
Statutory Information 123
Council Appointments to
Committees and Groups 127
Best Value 129
External Funding 130
Community Arts and Festivals Grants
Program 132
Councillor Community Grants Program 135
Disability Action Plan Update 139
Domestic Animal Management
Plan Update 140
Annual Financial Report for the Year Ended 30 June 2013 146
Global Reporting Initiative 207
Index 208
Glossary 210
Contact Us 211
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Fast Facts
Estimated resident population 217,574
120km of streamside frontages
Trees maintained annually 120,000
14% population growth rate*
15.9% population born overseas*
133km of coastline
Wetland and reserves 11,639 ha made from 114 individual wetlands
Population Age Structure*
• 0 - 17 yrs 22.6%
• 18 - 59 yrs 54.6%
• 60+ yrs 22.8%
2.4 persons per average household*
16,227 number of businesses in municipality**
Rateable properties 113,158
15.7 million tonnes trade through Geelong port**
101,031 labour force, municipality**
* id Profile based on A B S 2011 Census data
** CoGG Economic Indicators Bulletin 2013
200km off road paths (bike and walking trails)
13 libraries
1 mobile library
2,057km roads
140 public toilets maintained
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 12 skate parks.
800 council buildings maintained
14 neighbourhood house programs
281 public playgrounds
Overnight and day-trip tourists including The Otways 6.4 million
Area: 11,247km squared
Geelong: An Overview
With a population of over 217,000 people, Geelong is Victoria's largest regional
centre. Located some 75 kilometres from the Melbourne CBD, the municipality
covers 1,247km squared, comprising country, coastal and suburban areas.
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Greater Geelong 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 precinct
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.
Geelong offers quality living and extensive job and business opportunities, as well as
a wide range of recreational and cultural events and activities to enjoy. With a proud
history, a passionate community, a vibrant economy and a great lifestyle, Geelong
truly is a great place to live, work and play.
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Our 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 summary of our organisation's
achievements over the past 12 months.
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A Word from our Mayor
On behalf of all the Councillors, I am proud to provide an overview of the City of
Greater Geelong's achievements during the past year.
Council elections were held in October 2012 electing 12 ward Councillors and, for the
first time, a directly elected Mayor, a contest won by Keith Fagg.
One of the major achievements of the new Council has been to develop the City Plan
for 2013 - 2017, with substantial input from the community. The City Plan has a new
Vision: Building our community through enterprise, opportunity and innovation
in a quality environment.
Council has nominated 12 funding priorities, many of which follow the previous
Council's lead, which aim to provide jobs, service population growth and deliver
important community services.
Our effective lobbying for State and Federal government funding has already secured
two of these projects: Geelong's selection as the national headquarters of the new
National Disability Insurance Agency, and the landmark $45 million Geelong Library
and Heritage Centre - Council's largest project ever. Library services have been
temporarily relocated to the state government building in Little Malop Street during
the construction period.
One of our highest priorities is reinvigorating the Geelong CBD, where arts, culture,
residential, entertainment, education and business combine to create a vibrant active
city.
To further focus our efforts on fostering job creation and investment in the Geelong
region, Council has established Enterprise Geelong, and we look forward to reporting
on its progress next year. Enterprise Geelong is already engaged in advanced
discussions regarding job opportunities for the region.
Part of our work has been to implement the final year's initiatives from the City Plan
2009 - 2013, the previous Council's guiding document. In the past year, there have
been many highlights, including:
Nearly $1 million was spent on upgrading three key City buildings to become more
energy efficient through the part funded Federal Government's Community Energy
Efficient Program, and the $2 million Eastern Park stormwater harvesting project was
completed. This included the creation of a wetlands style storage basin in the park
which resulted in savings of 30 million litres of water and improved stormwater
discharge quality.
On 1 June 2013 Geelong Cats played the first AFL home game under lights at
Simonds Stadium. The light towers and new stand development confirmed Simonds
Stadium's position as a national quality sports stadium.
The $1.5 million Geelong Laneways and Linkages project saw a series of projects
undertaken to improve pedestrian access and create inviting "people friendly" spaces
in key areas of central Geelong.
Works are nearing completion on the $9.5 million Ocean Grove Integrated Children's
Centre, which will provide a much needed increase in kinder spaces in this growth
area, and provide families with child care and maternal and child health services.
For more details on our achievements in 2012 - 2013 turn to pages 60 - 96.
Council has again balanced a large budget in difficult economic times. The
community has had significant input and opportunity to make submissions to the
budget. Council has again received strong commendation from the Auditor General
about the process and overall balancing of the 2013 - 2014 budget.
We hosted 20 major events in the past year, providing social benefits to our
community as well as an economic benefit of almost $66 million. Popular events,
such as the Festival of Sails, Victorian Open Golf Tournament and biennial Australian
International Airshow, attracted close to 550,000 participants and spectators.
We will host the Australian Masters Games later this year, and coming in January
2014 is the Melges 24 Sailing World Championship.
The Pako Festa continues to grow and is the largest multicultural event in Australia.
The Geelong Seniors Festival - the largest of its kind in Victoria - and Geelong
Children's Week also attracted huge participation.
The Community Arts and Festival Grants and the Councillor Community Grants
Program saw 180 community groups throughout the municipality share $459,870.
The City of Greater Geelong in 2013 is celebrating its 20th anniversary, and this
report includes an overview of achievements during that time.
Council collaborates with all community stakeholders, including various arms of the
State and Federal Government, Regional Cities Victoria, G21, the Committee for
Geelong, Deakin University, Gordon TAFE, Barwon Health, various industry groups,
residents and businesses. This ensures the whole Geelong community voice is heard
and forms part of the decision-making process.
We are proud of the progress Council has made during the past 12 months, and look
forward to another year of achievements in 2013 - 2014 which strengthen our
economy, enhance our community wellbeing and protect our environment.
Finally, I would like to thank my fellow Councillors for their dedication towards making
Geelong a great place to live, play and work. Thanks also to our CEO Stephen Griffin
and his staff for their tireless efforts to improve the quality of life in Greater Geelong.
Councillor Bruce Harwood
Acting Mayor, City of Greater Geelong
* Councillor Fagg resigned as Mayor in August 2013, and Councillor Harwood has
become Acting Mayor until a by-election is held on 23 November 2013.
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A Word from our Chief Executive Officer
2012 - 2013 has been a watershed year for the organisation as we brought to a close
the term of the previous Council and their 2009 - 2013 City Plan, welcomed a new
Council and directly elected Mayor and acknowledged the 20th anniversary of the
Greater Geelong City Council.
The outgoing Council had set an ambitious agenda and this Annual Report provides
a snapshot of what we have achieved, over the life of the 2009 - 2013 City Plan, and
in this past 2012 - 2013 year.
Financially, Council ended the year in a strong position with a recurrent surplus of
$5.8 million. The Capital Works Program of $60 million saw many new assets
developed and the renewal and upgrade of others. Council also completed $60.4
million of infrastructure maintenance and renewal in line with priorities identified in
Council's asset management planning. Given Council has a total of nearly $2 billion
of assets, such maintenance and renewal is critical.
All of us who work for the City of Greater Geelong are committed to a set of values
that are the foundation for how we do business - innovation, respect, integrity and
responsibility. In delivering the actions outlined in the 2009 - 2013 City Plan, we have
set our sights on having motivated and skilled staff in a customer focused
organisation that is efficient in service delivery, well versed in responsible financial
management and ensures a safe working environment.
Amongst the highlights in striving for a customer focused organisation in the past
financial year were the opening of the Brougham Street Customer Service Centre
and the consistently improving performance of our Customer Contact Centre - often
people's first line of communication with us.
Central to providing a safe working environment is our CitySafe safety management
system. Each department plays a role in our O H S Committees and has a health and
safety plan that identifies risks and seeks to minimise them. In 2012 - 2013, the
number of reported incidents increased, however the lost time due to injuries
decreased by 5.7 per cent on the previous year, a sign that the system is working
well.
Motivated and skilled people are pivotal to building the capacity of our organisation.
We are proud of our record in providing equal access to training and development.
Opportunities range from participating in ACCELER8 for practical leadership skills, to
Frontline Management or Project Management or Training and Assessment for
targeted learning, to Equal Employment Opportunity training for Contact Officers, to
workshops to help with dealing with conflict and gaining assertiveness skills. In 2012
- 2013 expenditure per E F T increased by 6 per cent to nearly $1.2 million.
Good health and a sense of wellbeing is another focus. In 2012 - 2013 our in-house
Well4Life program provided a range of activities and support to encourage a
physically and mentally healthy lifestyle.
Given we provide over 120 services, being efficient and effective is crucial. In 2012 2013 we responded to over 78,000 requests for service - that is an average of 214 a
day over the 365 days - for issues such as missed bins, animal complaints, problems
with trees, potholes or damage to public facilities.
We also sought to reduce the time it takes to process planning permits and over the
2012 - 2013 year increased the number of permits processed by 10 per cent. Another
improvement developed over the year was a mobile application to enable smart
phone users to access Council information or report an issue.
At the heart of good public service is keeping our community informed about what is
happening and will happen, when and how, and engaging with the community so that
we make better decisions. Following the election of the new Council in October 2012,
the Your City Your Say consultation process engaged with over 560 people in
considering what Council's focus in developing the 2013 - 2017 City Plan could be.
The current Council has worked together with the Executive and Management team
to develop the 2013 - 2017 City Plan, renewing a commitment to Community
Wellbeing, Growing Our Economy and a Sustainable Built and Natural Environment
and adding aspirations for How We Do Business. A 10 year affordability model is
being worked through, challenging our ability to service growth whilst maintaining and
renewing what we have.
It is always heartening when our efforts are acknowledged by others as being of a
high standard. Amongst the awards received in the 2012 - 2013 year are:
• Gold for the 2011- 2012 Annual Report at the 2013 Australasian Reporting Awards.
• A commendation for the GeeYoung Project at the National Awards for Local
Government 2013.
• The Aquatics and Recreation Victoria Industry Award for Facility Management for
Leisurelink.
• Commercial Training Licensee of the Year at the Life Saving Victoria's 2013
Excellence Awards.
A full list can be found on page 17 Congratulations once again to everyone involved.
We also have an internal program for rewarding employee excellence, whether as
individuals or teams. The list of staff who received awards in the 2012 - 2013 year
can be found on page 54. Again, congratulations to all for their excellent performance
in customer service, health and safety/risk management, innovation and business
improvement, or corporate behaviour.
A very proud moment for me was when the Federal Government announced that our
bid to have the headquarters of the National Disability Insurance Agency in Geelong
was successful. This was the culmination of more than two years of solid advocacy
work in conjunction with partner organisations across the city. Thank you to everyone
involved.
would like to thank our staff, and in particular my Executive Management Team, for
their professional service to the people of Greater Geelong. I would also like to
acknowledge those staff members who received recognition of service awards for 10,
20 and 30 years of service in 2012. Thanks too to past and present Councillors,
Deputy Mayors and Mayors. Working together we are making a difference and
Greater Geelong is a better place to live.
Stephen Griffin
Chief Executive Officer
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City Plan 2009 - 2013 Highlights
Following the 2008 Council election, the City of Greater Geelong Councillors and
management team adopted three strategic directions for City Plan 2009 - 2013.
These strategies address the changing economic, social and environmental
landscape of our region, and the opportunities and challenges presented.
An ambitious program of actions was embarked on annually, and in the last four
years there have been many achievements to be proud of. The following are the
highlights under each strategic direction.
Community Wellbeing
• The new $31 million Leisurelink Aquatic and Recreation Centre opened in Waurn
Ponds.
• The $6.5 million Old Courthouse redevelopment was completed as part of stage
one of the Geelong Cultural Precinct Master Plan.
• The new Waurn Ponds and Lara Libraries were opened and the Drysdale Library
was refurbished.
• Through the Community Arts and Festivals Grants program $804,007 was
distributed to 160 community groups and programs.
• Through the Councillor Community Grants program $959,870 was distributed to
555 community groups and programs.
• The popularity of the City's Swim Sport and Leisure program has risen sharply since
2009, with Learn to Swim program enrolments increasing by 39 per cent and
membership across the four leisure centres increasing by 26 per cent. Combined
visits to the four leisure centres and two outdoor pools in 2012 - 2013 was over 2.3
million.
• The Vines Road Community Centre redevelopment was completed, combining the
Western Heights College campus and community facilities.
• The City was selected as one of 14 Local Government Authorities for the National
Partnership Agreement on Preventive Health. "Healthy Together Geelong" has
received $5.25 million.
• Over $28 million in capital works has commenced or been completed in recreation
reserves, recreation facilities and playgrounds.
• The Geelong Seniors Festival and Geelong Children's Week festivities have grown
to be the largest festivals of their type in the state. Over 60 events are now provided
during Children's Week and over 100 for the Seniors Festival.
• One of the City's most important community facilities, the fOrT Youth Centre
received a major upgrade. Catering for the City's large youth community, the fOrT
offers a diverse range of activities such as cooking, music, sports and art.
• Co-locating community services has been a focus in the last four years with design
work and construction on a number of community hubs progressing well. These
include the Leopold Community Hub, Ocean Grove Integrated Children's Centre,
Grovedale Integrated Children's Centre, Windsor Park Family and Children's Centre
and the Barwon Heads Early Learning Centre.
• The inaugural Multicultural Action Plan was adopted by Council emphasising the
importance of recognising and embracing cultural diversity.
For more information on 2012 - 2013 Community Wellbeing achievements, please
see pages 61 - 73.
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Growing the Economy
• The successful staging of the 2010 U C I Road World Championships attracted
293,000 spectators, over 200 million television viewers worldwide and provided the
region an economic benefit estimated at $45.5 million.
• The State Government named Geelong as the new national agency headquarters
for the National Disability Insurance Agency. The Barwon region was also named as
one of the launch sites from July 2013.
• The City was successful in gaining funding from the Victorian and Federal
Governments for the new Geelong Library and Heritage Centre. The $45 million
project will be a community and civic anchor for the Geelong Cultural Precinct, with
works commencing mid-2013.
• Almost $2 billion in construction projects across a wide range of sectors over the
last four years has confirmed the positive attitude toward investment in our region.
Projects such as the Geelong Ring Road construction, Geelong Hospital expansion,
Armstrong Creek, and the Deakin University developments in Waurn Ponds and at
the Waterfront are just a few examples.
• The Armstrong Creek development has progressed from structure planning to
residential development. The largest growth area in Victoria is a hub of activity and
will eventually become home to 55,000 people and provide 22,000 jobs.
• The redevelopment of Simonds Stadium, the home of the Geelong Cats Football
Club, continues with the completion of the Premiership and Players Stands lifting the
capacity to 34,000. Four 75 metre light towers were also installed and the first ever
AFL home and away game played under lights on 1 June 2013.
• Stage one of the Geelong Ring Road Employment Precinct has been completed,
providing land that is fully serviced and ready for development. This three stage
project has the potential to deliver 10,000 jobs once fully developed.
• A number of cruise ships have visited Geelong anchoring in Corio Bay in recent
times. The City is seeking funding for the rebuild of the former Yarra Street Pier to
accommodate cruise ships as well as moorings for recreational boats.
• Major events continue to stimulate economic activity and provide many social
benefits for the community. Upwards of $40 million is generated in event expenditure
annually from events such as the Australian International Airshow, Festival of Sails,
Geelong Multi Sport Festival and the Pako Festa.
• Almost 3 million day trip visitors and 2.5 million domestic overnight visitors to
Geelong directly contributed $553 million in annual economic output and supported
5,151 jobs in the municipality.
• A Central Geelong Task Force has been established to oversee the development of
a master plan for the revitalisation of Central Geelong, building on the work of Vision
2 and the 2007 Central Geelong Structure Plan.
• The long awaited Lara Town Centre project has commenced. The project will
enable the expansion of the town centre including retail and commercial floor space
and a full line supermarket.
For more information on 2012 - 2013 Growing the Economy achievements, please
see pages 74 - 82.
Images: Leisurelink Aquatic and Recreation Centre; 2010 U C I Road World
Championships; Cruise Ship anchored in Corio Bay.
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Sustainable Built and Natural Environment
• The City has been recognised for its Climate Change Adaptation Strategy, adopted
by Council in 2011. The strategy has become a model for other Councils. It aims to
prepare Council and the broader Greater Geelong community for climate change
impacts and to build resilience in the short and long term.
• The City has completed a number of projects which have contributed to a reduction
in potable water usage. In 2012 - 2013, the City's potable water usage was 30 per
cent below target, this largely due to water harvesting projects at various locations
including Eastern Park, Kardinia Park, Grinter Reserve, Anakie Road depot,
Johnstone Park and our leisure centres.
• Significant greenhouse emissions reductions have been achieved through a range
of energy efficiency actions implemented at Council facilities including; heating and
cooling systems, renewable energy installations and lighting upgrades. Over 70 per
cent of the actions set out in the Greenhouse Response Action Plan have been
implemented, with the Greenhouse Strategy due to be reviewed in 2013 - 2014.
• The ReGreening site near the Barwon River in Newtown was established in June
2011. 1,800 trees and shrubs along with 2,600 grasses have been planted. The site
is expected to sequester 229 tonnes of carbon emissions over the next 40 years and
will inform planning for future potential carbon offset sites in Geelong.
• The City continues to be at the forefront of waste management initiatives with a
number of new programs implemented. A range of unwanted household goods
projects have been undertaken including mattress, tyre and television drop-off days
as well as awareness programs regarding recycling and reuse services. Since 2009,
the number of kilograms recycled per household has increased by 37 per cent. Green
waste collection has also increased by 61 per cent.
• The Sustainable Building Policy was adopted by Council in 2012. This will guide the
management of Council owned buildings (new, renovations and maintenance) and
improve sustainability from concept and design through to decommissioning.
• A number of active transport initiatives are now being implemented including the
Greater Geelong Cycle Strategy with new bike paths and road treatments installed
throughout the City. Programs
such as footpath network studies, traffic management, national Ride to School Day,
the signing of the International Charter for Walking and the Park and Ride service
encourage alternatives to using cars.
• Future Proofing Geelong (FPG) was established to promote and support new and
existing initiatives seeking to improve environmental outcomes for Geelong. The FPG
Sustainability Covenant is a partnership program between the City, EPA Victoria,
Barwon Water, Deakin University, Committee for Geelong, Geelong Manufacturing
Council and the Geelong Chamber of Commerce. A Low Carbon Growth Plan has
been developed identifying opportunities for Geelong to reduce emissions. It outlines
practical ways to transition smoothly to a low carbon future for Geelong without
compromising the region's economy.
• The historic Eastern Beach Pool underwent a $4.8 million renovation in 2011 after
reaching the end of its working life. One of Waterfront Geelong's major tourist
attractions, the renovation included a new pool, new seawall, new pumps and a new
filtration system.
For more information on 2012 - 2013 Sustainable Built and Natural Environment
achievements, please see pages 83 - 93.
Images: Regreening site, Balyang Sanctuary; Eastern Beach Pool; The Leisurelink
team at the Aquatics and Recreation Victoria Industry Awards.
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Outstanding Achievements
In 2012 - 2013 the City of Greater Geelong, individual staff and community
partnerships received a number of acknowledgements and awards for excellence in
the innovative delivery of a range of services and projects.
International
• Gold award winner for the City's 2011 - 2012 Annual Report, presented at the 2013
Australasian Reporting Awards.
• The City of Greater Geelong's Jane Thomas, Julie Nardi, Megan Holbrook, Peter
Williamson, Simon Loader and Stuart McLay received the Raymond West Award in
the 2013 Australasian Management Challenge.
National
• National Award for Best Regional
Destination Marketing Organisation 2012 for Business Events Geelong, presented by
Meeting Events Australia (M E A). They have now been listed in the M E A Hall of
Fame after winning the category for three consecutive years.
• Youth Engagement and Participation Award commendation for the GEEYOUNG
Project at the National Awards for Local Government 2013.
• Regional Award winner for Sustainable Initiatives from Parks and Leisure Australia
for the City's stormwater harvesting projects.
State
• Leisurelink recognised as the best facility in Victoria winning the Facility
Management Award at the Aquatics and Recreation Victoria Industry Awards.
• The Geelong Visitor Information Centres were a finalist in the Visitor Information
and Services category at the RACV Victorian Tourism Awards.
• Winner of the Outstanding Program or Project (Grant based) for the Geelong
Seniors Festival at the LG Pro Aged and Disability Service Awards 2012.
• Excellence Award for the L2P (Learner to Probationary) program at the Victorian
Community Road Safety Partnership Program Conference.
• L2P Mentor of the year runner up at the Victorian Conference Mentoring Alliance.
• Team achievement award for excellence for the Roadside Asset Capture Program,
at the Telstra Local Government Information and Communications Technology
awards.
• Bellarine Aquatic Sports Centre (B A S C), Leisurelink, Splashdown and Waterworld
achieved Platinum Pool accreditation through Life Saving Victoria's Platinum Pools
programs. B A S C recorded the highest ever score in the history of the program with
99.25%.
• The Swim, Sport and Leisure training unit received the Commercial Training
Licensee of the Year Award at Life Saving Victoria's 2013 Excellence Awards for the
high quality delivery of their Life Saving courses.
• Highly commended for the Hidden Treasures exhibition in the Collaborative
Community History category of the Victorian Community History Awards.
• The City's Conservation Reserves Program won the Protection of the Environment
category at the Keep Australia Beautiful Victoria Sustainable Cities Awards.
<pp> 18
Calendar of Events
2012
July
9 - 29 Tastes of Central Geelong, various locations
August
4 Geelong Mayoral Ball, Geelong Arena
9 - 28 Geelong Small Business Expo, various locations
25 World IBF Middleweight Eliminator Boxing, Geelong Arena
25 - 26 MS 24-hour Megaswim, Bellarine Aquatic and Sports Centre
25 - 26 Southern Cross International Open Judo Championship, Leisuretime Centre
September
9 Sustainable House Day, various locations
October
1 - 31 Geelong Seniors Festival, various locations
6 ALCOA Australian Corporate Head of the River, Barwon River
17 Ride to work day, Central Geelong
18 - 21 Royal Geelong Show, Geelong Showgrounds
21 Potato Shed Family Fun Day, Drysdale
22 - 28 Children's Week, various events and locations
24 Centrebet Geelong Cup, Geelong Racecourse
November
3 - 4 Toast to the Coast, various wineries throughout the region
4 Skaart Carnival, Stead Park
6 Central Geelong sidewalk sales, Central Geelong
8 - 11 Death of a Salesman, Geelong Performing Arts Centre
10 - 11 The Streets Are Alive, Central Geelong
17 Gforce Gala Day, Central Geelong
18 Cotton On Foundation Run Geelong, Central Geelong
24 - 25 Australian Water Ski Racing Championships, Corio Bay
December
1 - 2 Just Cars Geelong Revival Festival, Waterfront Geelong
8 Denis Walter Carols by the Bay, Eastern Beach
24 Geelong Carols by Candlelight, Johnstone Park
31 The Pier Festival, Waterfront Geelong
<pp> 19
2013
January
1 - 2 Mitchelton Bay Cycling Classic, Eastern Beach and Portarlington
11, 18, 25 Queen Victoria Geelong Night Markets, Johnstone Park
12 Portarlington Mussel Festival, Portarlington
12 - 20 Australian U16 and U18 Youth Baseball Championships, Geelong Baseball
Centre
23 - 28 Oceania Baseball Championships (U18), Geelong Baseball Centre
25 - 28 Festival of Sails, Waterfront Geelong
26 Australia Day Family Fun Day, Rippleside Park
26 - 27 W H Pincott Barwon Regatta, Barwon River
February
1, 8, 15 Queen Victoria Geelong Night Markets, Johnstone Park
2 Great Australian Beer Festival, Geelong Racecourse
3, 10, 17, 24 Music in the Gardens, Geelong Botanic Gardens
8 - 10 Geelong Multi Sport Festival, Waterfront Geelong
8 National Rugby League pre season - Melbourne Storm v. Canberra Raiders,
Simonds Stadium
9 Super Rugby pre season - Melbourne Rebels v. Wellington Hurricanes, Simonds
Stadium
21 - 24 2013 Victorian Open Golf Tournament, 13th Beach Golf Links Barwon Heads
23 Pako Festa, Pakington Street Geelong West
March
1 - 3 Australian International Airshow, Avalon Airport
2 Lara Pool and Swimming Club 50th anniversary celebrations, Lara Swimming Pool
3 Geelong Highland Gathering, Deakin University Waurn Ponds
6 Australian Government Jobs and Skills Expo, Leisuretime Centre
9 - 11 Canoe Polo National Championships, Kardinia Pool Geelong
12 - 17 Festival of the Sea, Barwon Heads
16 Spudfest, Potato Shed Drysdale
16 - 17 MS 24-hour Megaswim, Leisurelink Aquatic and Sports Centre
16 - 17 Sykes Racing Head of the Schoolgirls Rowing Regatta, Barwon River
17 Sanitarium Weet-Bix Kids TRYathlon, Eastern Beach
17 - 24 National Playgroup Week, various events and locations
20 Nitro Circus Live, Simonds Stadium
25 Lara Food and Wine Festival, Pirra Homestead
April
6 - 14 National Youth Week, various events and locations
7 Victorian Drill Dance Championships, Leisuretime Centre Corio
18 - 19 Museums Australia State Conference, National Wool Museum
25 ANZAC Day services, various locations
May
12 Mother's Day Classic, Eastern Beach
17 International Day against Homophobia and Transphobia flag raising ceremony,
Johnstone Park
19 RSPCA Million Paws Walk, Eastern Gardens
26 Geelong Classic Dancesport Festival, Club Italia
June
5 World Environment Day, various locations
7 - 10 National Celtic Festival, Portarlington
13 Geelong Better Block, Central Geelong
29 Rumour Has It exhibition launch and family day, National Wool Museum
<pp> 20
Summary of Financial Performance
The following information presents a summary of financial results for 2012 - 2013 in
an easy to understand format. For more detail please refer to the Annual Financial
Report starting on page 146.
Income Statement
The Income Statement shows how much Council has earned during the 2012 - 2013
financial year. It details where Council receives its income and how it is spent.
Recurrent Result
The 2012 - 2013 recurrent result (recurrent income less recurrent expenditure) of
$5.8 million excludes capital or one off items. It represents 2.2 per cent of Council's
annual turnover and was achieved through regular operational reviews and tight cost
controls maintained 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 $5.6 million favourable to budget, mainly due to favourable
Government Grants, salaries, interest expense and depreciation. This was partially
offset by increased rental expense and professional service fees.
Further explanation is provided in the Standard Statements on pages 195 - 203.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Recurrent Surplus/(Deficit) $M
2008 - 09: 14.2
2009 - 10: 5.2
2010 - 11: 9.3
2011 - 12: 12.0
2012 - 13: 5.8
Recurrent Income
The break up of where recurrent income is sourced is shown in the table.
In 2012 - 2013 Council received 60.2 per cent of its recurrent income from rates.
2008 - 2009 2009 - 2010 2010 - 2011 2011 - 2012 2012 - 2013
$M
$M
$M
$M
$M
Rates
Government
124.5
133.1
141.4
151.1
160.9
41.7
37.9
40.4
47. 0
44.1
Grants
Fees and
Charges
Interest
Total
51.3
49.5
64.5
59.7
59.6
1.5
2.5
3.4
3.5
2.5
219.0
223.0
249.7
261.3
267.1
<pp> 21
Recurrent Expenditure
The break up of recurrent expenditure is shown in the table. Employee costs account
for 41.6 per cent and general works costs 32.5 per cent.
2008 - 2009 2009 - 2010 2010 - 2011 2011 - 2012 2012 - 2013
$M
$M
$M
$M
$M
Employee
Benefits
78.7
86.9
94.6
101.8
108.6
General Works
70.2
71.7
85.9
83.5
84.9
Administration
11.7
13.6
13.2
14.6
14.3
5.8
6.1
6.6
7.2
8.3
38.4
39.5
40.1
42.2
45.3
204.8
217.8
240.4
249.3
261.4
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 2012 - 2013 the net
result was $59.2 million.
Over the past five years the net result has been impacted by high levels of building
and subdivision activity, providing Council with considerable assets transferred from
developers. In 2012 - 2013, the non-recurrent income items included:
• Income for capital projects of $15.7 million.
• Cash contributions from developers of $4.0 million.
• Assets received from developers of $37.6 million.
Non-recurrent expenditure includes $4.5 million for the disposal of infrastructure.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Net Result Surplus/(Deficit)
2008 - 09: 43.2
2009 - 10: 30.9
2010 - 11: 37.8
2011 - 12: 19.7
2012 - 13: 59.2
<pp> 22
Balance Sheet
The Balance Sheet shows what we own (assets), what we owe (liabilities) and our
net worth (equity).
Assets
The major components of our assets include:
• Cash and Investments of $71.4 million (due to early receipt of 2013 - 2014 Grants
Commission allocation and lower than expected capital expenditure).
• Property Plant and Equipment worth $1.9 billion (increase from 2011 - 2012 mainly
due to acquisitions in the property and infrastructure categories).
These components make up 98.7 per cent of our total assets.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Total Assets $M
2008 - 09: 1,468.1
2009 - 10: 1,648.8
2010 - 11: 1,710.3
2011 - 12: 1,814.7
2012 - 13: 1,955.7
Cash and Investments
The closing cash balance at the end of 2012 - 2013 has decreased to $71.4 million.
The cash balance covers Council's long service leave obligation of $15.8 million and
provides funds to complete carry over capital works.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Cash and Investments $M
2008 - 09: 53.1
2009 - 10: 58.6
2010 - 11: 66.3
2011 - 12: 74.2
2012 - 13: 71.4
Property, Infrastructure, Plant and Equipment
Property, Infrastructure, Plant and Equipment has grown by 33.3 per cent over the
last five years with the main categories to increase being property, footpaths and bike
paths and recreation assets.
Asset Category
Property
2008 2009 $M
2009 2010 $M
2010 2011 $M
2011 2012 $M
2012 2013 $M
554.8
695.5
713.1
773.3
781.4
22.9
24.1
23.5
24.5
26.0
336.4
337. 8
341.6
343.2
441. 5
Footpaths and Bike
Paths
63.3
66.7
89.4
90.7
92.9
Kerb and Channel
78.0
78.9
76.4
77.2
79.3
210 .1
215.4
218.8
251.3
269.5
Recreation
67.0
73.0
87.8
95.4
94.3
Infrastructure Other
22.9
21.1
22.9
22.7
23.7
Work in Progress
39.1
56.6
47.1
41.8
50.1
1,394.5
1,569.1
1,620.6
1,720.1
1,858.7
Plant and
Equipment
Roads
Drainage
Total
<pp> 23
Capital Program
Council has an extensive capital works program to renew, upgrade and provide new
assets. Council spent $60.0 million on capital works in 2012 - 2013. This included:
• Road replacement and construction $12.8 million
• Drainage replacement and construction $5.8 million
• Plant and vehicles $3.6 million
• Footpath replacement and construction $3.0 million
• Ocean Grove Integrated Children's Centre $2.8 million
• Shell Road Reserve Sporting infrastructure $2.1 million
• Geelong Library and Heritage Centre $2.0 million
• I T asset replacements $1.3 million
• Kerb and channel replacement and construction $1.2 million
• Civic accommodation $1.0 million
• Clean energy - buildings, plant and equipment upgrade $0.9 million
• Drysdale Landfill Cell 4a $0.9 million
• Hamlyn Park Reserve improvements $0.8 million
• Barwon Soccer Club upgrade $0.8 million
• Building renewal works $0.7 million
• Weddell Road stormwater harvesting and reuse $0.7 million
• Saint Leonards Recreation Reserve $0.5 million
• Playground development program $0.5 million
• Leopold Community Hub $0.5 million
• Thomson Reserve Master Plan $0.5 million
• Highton Tennis Club pavilion upgrade $0.5 million
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Capital Expenditure $M
2008 - 09: 71.8
2009 - 10: 67.9
2010 - 11: 62.7
2011 - 12: 65.3
2012 - 13: 60.0
Infrastructure Maintenance and Renewal
Council budgets for maintenance and renewal to maintain its assets in line with the
priorities identified in its asset management plans.
2008 - 2009 2009 - 2010 2010 - 2011 2011 - 2012 2012 - 2013
$M
$M
$M
$M
$M
Parks and Road
Maintenance
25.1
27.9
30.4
32.7
35.9
Road and
Footpath Works
12.7
13.1
12.8
15.1
16.8
Building
Maintenance
3.5
4.0
3.9
4.2
4.3
Recreation
1.9
2.4
2.0
2.0
3.2
Infrastructure
Community
Infrastructure
Total
0.3
0.3
0.3
0.3
0.2
43.5
47.7
49.4
54.3
60.4
Liabilities
Council's liabilities include future commitments to suppliers, to employees for leave
entitlements, loans and for landfill provision.
Total liabilities were $99.5 million, a decrease of 10.5 per cent on the 2011 - 2012
balance. This was mainly due to the unfunded superannuation liability of $23.5 million
being paid during the year.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Total Liabilities $M
2008 - 09: 70.9
2009 - 10: 83.3
2010 - 11: 89.8
2011 - 12: 111.2
2012 - 13: 99.5
<pp> 24
Loans
Our loan balance equates to 32.7 per cent of our total liabilities. There was a new
loan to the value of $10.85 million drawn down by Council in May 2013 to fund a
number of community infrastructure projects.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Total Loans $M
2008 - 09: 26.2
2009 - 10: 36.0
2010 - 11: 31.5
2011 - 12: 26.7
2012 - 13: 32.5
Debt Commitment
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.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Debt Commitment Ratio $M
2008 - 09: 1.73
2009 - 10: 3.56
2010 - 11: 4.86
2011 - 12: 4.51
2012 - 13: 4.23
Working Capital Ratio
The working capital ratio has decreased slightly in 2012 - 2013. Council continues to
have a strong working capital ratio and capacity to borrow for future capital works.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
$ of current assets per $ of current liability
2008 - 09: 1.82
2009 - 10: 1.79
2010 - 11: 1.74
2011 - 12: 1.64
2012 - 13: 1.62
Ratepayer Equity
Ratepayer equity is represented by Council's net worth, that is, what we own (total
assets of $1,956 million) minus what we owe (total liabilities of $99.5 million).
Ratepayer equity as at 30 June 2013 was $1,856 million, a nine 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).
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Ratepayer Equity $M
2008 - 09: 1,397.2
2009 - 10: 1,561.5
2010 - 11: 1,620.5
2011 - 12: 1,703.9
2012 - 13: 1,856.2
<pp> 27
The Next Four Years
The City of Greater Geelong community played a major role in developing the vision
and priorities for City Plan 2013 - 2017. "Your City Your Say" was an extensive
engagement process undertaken from October 2012 to February 2013, and was a
significant opportunity for community members and stakeholders to actively
contribute to shaping our municipality for the future.
<pp> 28
Planning Framework
As the closest level of government to the community, local government is well placed
to respond to community needs, concerns and aspirations.
Following the election of the new Council in October 2012, the extensive "Your City
Your Say" engagement process was undertaken with community members,
councillors and the management team. City Plan 2013 - 2017 was developed using a
planning framework of four strategic directions, to enable the City to address the
major concerns and issues raised in the engagement.
The four strategic directions are: Community Wellbeing, Growing Our Economy,
Sustainable Built and Natural Environment and How We Do Business.
The strategic directions are aligned with a Quadruple Bottom Line framework. They
ensure our planning and priorities take a balanced approach and address our
communities' wellbeing, our economy and our environment, as well as ensuring
Council operations meet customer expectations.
Our annual City Plan actions and Annual Budget are developed within this framework
and will work towards achieving the following objectives and priorities:
Community Wellbeing
Objective:
Healthy Together Geelong: to enhance health, wellbeing and quality of life of Greater
Geelong communities.
Priorities:
• Healthy lifestyles
• Healthy environments
• Connected, creative and strong communities
<pp> 29
Growing Our Economy
Objective:
Securing Geelong's economic future.
Priorities
• Support existing businesses and encourage new and emerging growth sectors
• Facilitate major infrastructure and investment to enable economic growth
• A prosperous and innovative Geelong
• A successful and vibrant city centre
• Greater Geelong is a leading city for tourism, arts, culture and events
Sustainable Built and Natural Environment
Objective:
Partnering with our community to protect and enhance our natural ecosystems and to
encourage sustainable design and reduced resource consumption.
Priorities:
• Enhance and protect natural areas and ecosystem health
• Support our community to live sustainably
• Advocate for and promote sustainable design and development
• Minimise our environmental footprint
How We Do Business
Objective:
We will focus on developing and maintaining effective working relationships to deliver
Council's strategic directions and cost effective services that meet the changing
needs of the community.
Priorities:
• Lead by advocating and collaborating on issues important to the Greater Geelong
community
• Efficient and customer focused organisation
• Responsible and sustainable financial management
• Informed and engaged community
• Motivated and skilled staff in a safe work environment
<pp> 30
Our Planning Process
The City of Greater Geelong engages the community every four years coinciding with
the election of a new Council to develop a new City Plan.
City Plan is reviewed internally over the council term and updated to ensure we are
achieving the objectives and priorities the Council has committed to.
The Annual Budget and Annual Action Plan are based on the priorities adopted in
City Plan and the accompanying Strategic Resource Plan.
Annual Department Business Plans are formed from the Annual Action Plan and
Annual Budget by each manager based on further planning and consultation with
staff.
The Annual Report closes the loop in the process, reporting back in a transparent
manner to the organisation and the community on each year's achievements and
financial results.
Community Engagement
City Plan
Annual Action Plan - Annual Budget
Annual Department Business Plans
Annual Report
<pp> 31
Council Funding Priorities
The City of Greater Geelong is one of the largest and most diverse municipalities in
Victoria. It is important we plan and prepare for a Geelong of the future that caters to
more residents, more visitors and more diverse commercial activity.
To this end the newly elected Council has identified a series of priority projects for the
municipality. These projects provide essential public infrastructure as well as serving
as catalysts for further investment.
The Council Funding Priorities have been identified because of their strategic value
to the wider community - they will provide jobs, they will service population growth,
and they will deliver important community services. In many cases the Council is
lobbying to secure funding from state and federal governments to see these projects
come to fruition.
The following section provides an overview of these 12 projects.
<pp> 32
Armstrong Creek
Overview
Armstrong Creek is one of the largest growth areas in the country, consisting of 2,500
hectares of developable land.
The vision for Armstrong Creek is to create 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 to 65,000 people.
An Integrated Infrastructure Delivery Plan guides the planning for infrastructure such
as roads and sewer assets, as well as community and social infrastructure to foster
social interaction, health and wellbeing and an environmentally sustainable way of
living.
Benefits
• Growth is managed in a sustainable way and will provide for diversity in
employment and social infrastructure.
• Creation of a potential 22,000 jobs.
• Additional construction jobs during the development stages.
• Delivery of two "new age" industrial/ business parks to support a changing Geelong
economy.
Status
Development is progressing on multiple fronts in the East Residential Precinct, and
initial earth works are now underway in the North East Industrial Precinct (Keystone
Park).
The Precinct Structure Plan and Development Contribution Plan has been approved
for the West Precinct, whilst these plans are currently on exhibition for the Horseshoe
Bend Precinct and the Major Activity Centre (Town Centre) Precinct.
Central Geelong Revitalisation
Overview
Central Geelong is the economic and social heart of the City of Greater Geelong and
its region.
In recent years there has been much interest and discussion as to the best ways to
revitalise this centre. It is acknowledged that work is required to ensure Central
Geelong becomes an active thriving centre.
Efforts are focussed on three main targets:
• Strong commercial activity - Central Geelong should be a desired location for
companies, consulting professionals and a range of commercial activities.
• Strong retail and hospitality centre - retail and hospitality are seen by many in the
community as the most important element of Central Geelong. It is important to
promote and assist these sectors to ensure their success.
• Substantial city centre living - one of the keys to improving the vitality of Central
Geelong is to increase the number of people living within Geelong's heart.
Image: Armstrong Creek housing development; Gore Place Central Geelong; Waurn
Ponds Library.
<pp> 33
Benefits
• A vibrant city centre with greater mixed use.
• A shared vision for Central Geelong guiding the next 20 years of growth.
• Increased employment opportunities.
• Decreased environmental footprint by placing more people in existing infrastructure
and reducing transport required.
• A place our residents take pride in and prefer to be for business and pleasure.
Status
Council formally endorsed the creation of a Central Geelong Taskforce in June 2013
to oversee the revitalisation of the precinct. The Task Force will be established as a
cross-divisional working group supplemented by specialist expertise where
appropriate.
The Task Force will initially produce a master plan for the central precinct by updating
the 2007 Central Geelong Structure Plan and including ideas from the recently
completed Vision 2 program.
Community Infrastructure
Overview
The City provides and maintains more than 150 community facilities including
community halls, neighbourhood houses, kindergartens, senior citizens centres,
community centres, libraries and centres for family and children's services.
Over recent years a planned approach has been taken to upgrade ageing facilities,
with strategic planning a key to meeting future community infrastructure needs. This
focuses on developing community hubs to cater for population growth and renewal.
Partnerships and government funding will be necessary while timeframes for delivery
of each infrastructure plan will be prioritised according to community needs.
Benefits
• Upgraded community infrastructure which meets service provision and
environmental standards.
• Greater equity of accessibility of services across the municipality.
• Creating a "sense of place" which builds community identity and spirit.
• Easier access by grouping together services and working in partnership with other
agencies.
• Modern fit-for-purpose community facilities that contribute to community health,
education and wellbeing.
Status
A number of new and redeveloped community services infrastructure have been
completed including the Waurn Ponds Library, Lara Library, preschool
redevelopments at Allanvale, Ocean Grove, Lara Lake and Portarlington, Reynolds
Road Maternal and Child Health Centre and the fOrT Youth Centre.
Significant progress has also been made on several community hubs throughout the
municipality. The Ocean Grove Integrated Children's Centre is on schedule to open
in January 2014, and stage one construction of the Leopold Community Hub is due to
commence in 2013 - 2014. Concept designs have been completed on the Barwon
Heads Early Learning Centre, architects have been appointed for the Windsor Park
Children and Family Centre and community engagement was recently completed on
the design of the Grovedale Family and Children's Centre.
<pp> 34
Community Renewal and Regeneration
Overview
The City is currently involved in a number of "whole of government" responses to
address under-resourced areas within 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.
Benefits
• Increased community involvement in decision making and activities enhancing
community pride.
• Improved built environment and community employment initiatives.
• Increased mix of public/private housing providing for population increase.
Status
A range of significant community renewal and building initiatives are underway in
suburbs across the municipality, including the Grovedale Oberon Community Action
Plan and the Connecting Thomson Community Action Plan. The Corio/Norlane
Structure Plan identifies key land use and priorities, and the Whittington Works!
program continues to develop flexible solutions to address local education, training
and employment issues.
Cruise Ship Destination Project - Yarra Street Pier
Overview
The former Yarra Street Pier was a landmark 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 infrastructure
for yachting and motor cruisers.
The new Yarra Street Pier will provide a public facility that improves access to the
water, supports major events and enhances recreation, economic and tourism
opportunities. It will also enable more cruise ships to visit Geelong. A publicly owned
pier that provides unrestricted access is essential to Geelong's future as a cruise ship
destination.
The preferred option would see the Yarra Street Pier rebuilt on its original alignment,
additional works in Fisherman's Basin and an expansion of the Royal Geelong Yacht
Club marina. Works would be delivered over two stages, subject to securing the full
$33.2 million funding.
<pp> 35
Benefits
• Greater economic returns for the Geelong region ($41 million) and the State ($52.4
million).
• Approximately 403 FTE new 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.
• Regular port for visiting naval vessels with up to four visits per year.
Status
A business case for the reconstruction of the Yarra Street Pier has been completed
and confirms $25.7 million will be required from the State Government, to add to the
$5 million committed by the City and $2.5 million committed by the Royal Geelong
Yacht Club. Ongoing interest in Geelong by cruise ship companies continues to
strengthen the case for funding support.
Geelong Centre for Emerging Infectious Disease
Overview
The Geelong Centre for Emerging Infectious Disease is Australia's first "one health"
facility, with all of government collaborating with the private sector to protect
population health, food safety and food security.
Barwon Health, Deakin University, CSIRO (Australian Animal Health Laboratory) and
the City of Greater Geelong have established the Centre. The partnership brings
together a unique combination of strengths to identify, monitor and develop
treatments for new infectious diseases as they move between wildlife, livestock and
human populations.
There is concern regarding Australia's ability to respond nationally to unexpected
disasters such as the outbreak of infectious disease.
More than 70 per cent of emerging infectious diseases are zoonotic agents - those
which start in animals and then manifest in humans. Hendra virus, SARS and avian
(bird) flu are a few examples of zoonotic diseases that pose increasing threats to
Australia's environment, industries and trade.
Over the past several years staff from partner organisations have collaborated on
joint programs - including Swine and Avian flu, HIV and Hendra virus - without
dedicated infrastructure.
Benefits
• Attract investment into new and emerging fields of research and development.
• Enhance and strengthen educational links across multi-discipline sectors.
• Provide opportunities for high-end employment.
• Create potential for "supply chain" industry and business development localised to
Geelong.
• Elevate the profile of the region - the centre will be a nationally cooperative entity
that works with agencies and groups with related expertise throughout Australia and
internationally.
Status
The Federal Government announced funding for the Geelong Centre for Emerging
Infectious Disease under the Commonwealth Regional Development Australia Fund.
The funding will leverage the creation of a $12 million collaborative research hub to
enable cross-disciplinary teams to co-locate and drive rapid response capabilities,
therapeutics, vaccines and economic development through investment in biotech
industries.
The funding will contribute towards fitting out a floor of Barwon Health's Teaching,
Training and Research building in Ryrie Street.
Images: The fOrT Youth Centre, Corio; Cruise Ship anchored in Corio Bay; The
research sector is a key emerging industry in the region.
<pp> 36
Geelong Convention and Exhibition Centre
Overview
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 for up to 1,000 plenary delegates. It would provide 3,000m
squared of exhibition space, banqueting facilities, meeting rooms, business centre
and retail outlets. A five-star hotel would complement the Convention Centre and
accommodate delegates.
Benefits
• An injection of $106.6 million annually into the regional economy after construction.
• Creation of 650 direct and indirect jobs during construction and 434 direct and
indirect ongoing E F T positions.
• Large flexible space for community use.
• Opportunity for an architectural landmark for Central Geelong and the waterfront.
Status
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 relevant State Government departments to undertake the necessary
approval processes.
The Geelong Future Cities - Geelong Cultural Precinct
Master Plan
Overview
The Geelong Cultural Precinct Master Plan was developed in 2007 in partnership
with the State Government. Its vision is to create a precinct that enlivens the cultural
life of Geelong.
A key priority is the replacement of the outdated and inefficient central library and
separate heritage centre with an integrated facility, bringing access to information
and cultural heritage into the 21st century and serving as a community and civic
anchor for the precinct.
Other critical projects identified by the master plan are major development for the
Geelong Performing Arts Centre (GPAC), the expansion of the Geelong Gallery and
significant work in the surrounding public realm including public art.
Images: Proposed site of the Geelong Convention and Exhibition Centre;
The unique dome design of the new Geelong Library and Heritage Centre;
The National Disability Insurance Scheme will be launched in Geelong in July 2013.
<pp> 37
Benefits
• State of the art facilities catering for a growing community and more visitors.
• Significant increase in attendance numbers.
• Boost in lifelong learning for the region.
• Generation of significant social and economic benefits and activity for the region.
• Collaborative programming opportunities, highlighting the cultural richness of the
Geelong region.
• A major contribution to the revitalisation of Central Geelong.
Status
The old Courthouse building received a major upgrade following a grant from the
State Government.
Council committed $15 million to the capital cost of the new Geelong Library and
Heritage Centre with an additional $5 million for the collection and car parking. The
State Government is committing $15 million and the Federal Government $10 million.
The Geelong Library and Heritage Centre development is progressing well with the
design development phase now complete and demolition works underway.
Temporary relocation of the library and the heritage centre has also been completed.
Construction is due to commence shortly and be completed in late 2015.
National Disability Insurance Agency Headquarters
Overview
This project proposes that Geelong should be the home of the new national
headquarters for the National Disability Insurance Agency.
The Federal Government nominated the Barwon region as one of five launch sites for
the National Disability Insurance Scheme, from July 2013. This is a great coup for
Geelong and local people with a disability, their families and carers. The new scheme
promises more flexibility and funding for the support people need in their daily lives.
Geelong boasts a strong network of disability services with the professional expertise
required, and 30 business and community leaders committed to working together to
bring the headquarters of the National Disability Insurance Agency to Geelong.
Our region's professional expertise, its great track record in presenting a united
business front, its right mix of infrastructure, its wonderful lifestyle and its supportive
community makes Geelong the ideal location. Geelong successfully welcomed the
Transport Accident Commission in 2009, and with its solid record of delivering
lifetime care and support schemes in Victoria, the potential for collaboration with the
National Disability Insurance Scheme is obvious.
The State Government supported our proposal and offered $25 million towards
establishing the agency headquarters in Geelong.
• Sharing the expertise means a more efficient and effective scheme which would be
of national benefit.
• Adds to the economic diversity of the region.
• Provides 60 - 80 jobs and opportunities for undergraduate internships and graduate
positions.
• Highlights the Geelong community leading Australia in transformational social
change by encouraging full inclusion.
• Presents a strong example for both the Federal and State Government in
demonstrating the value of supporting the growth of regional cities.
Status
The Federal Government announced in early June 2013 that the head office of the
National Disability Insurance Agency would be located in Geelong. This followed a
concerted lobbying campaign by Geelong civic leaders and the community.
The National Disability Insurance Scheme will be launched at five sites on 1 July
2013 including the Little Malop Street office in Geelong.
<pp> 38
Northern Gateway Precinct
Overview
The Northern Gateway precinct is strategically positioned between Geelong and
Melbourne, Victoria’s Western districts and wider domestic and international markets.
This project aims to develop a freight and logistics precinct based around the key
infrastructure assets of the Geelong Port, Avalon Airport, standard and broad gauge
rail lines and major roads such as the Geelong Ring Road and the Princes Freeway.
The development of an intermodal facility in the precinct is also supported.
A key component of this project is the development of the Geelong Ring Road
Employment Precinct (G R E P), Geelong’s largest designated precinct for industrial
development. Strategically located to the City’s north, it encompasses 500 hectares
of land zoned for heavy industrial purposes with significant opportunities for
greenfield development. The servicing of the precinct with roads and reticulated
services will provide sites for a wide range of industries, and enable the estate to be
developed as a state-of-the-art industrial precinct.
Benefits
• Significant growth potential for new and existing business operations such as
Geelong Port and Avalon Airport.
• Unlimited export potential and room to expand supply chain.
• Increased employment opportunities with G R E P’s potential to deliver 10,000 new
jobs once fully developed.
• Delivery of infrastructure to enable the release and development of significant public
land holdings.
Status
Stage 1 of the Geelong Ring Road Employment Precinct (G R E P) is completed with
fully serviced land ready for development. Stage 2 will open up large sized lots in the
north of the G R E P and Stage 3 will consolidate an old residential estate for
industrial development.
A strategic assessment for the Geelong Port and Land Freight Infrastructure Plan is
also underway. This plan will identify the capacity of existing infrastructure, identify
required infrastructure upgrades, and will be used as a basis for a future business
case to inform investment decisions. A report will go to Council in July 2013 to
consider recommendations.
Portarlington Safe Harbour
Overview
Portarlington Safe Harbour will provide a much needed enhancement of the existing
marine infrastructure at Portarlington, which currently comprises the pier, breakwater
and berths.
The development will be an economic driver for the Bellarine Peninsula, creating
employment for the growing mussel industry and generating immense opportunities
for leisure and tourism.
Portarlington Pier is currently in poor condition, with unsustainable short term
measures in place to strengthen and protect the structure. It is important to execute
long-term protection and repair to ensure that pier operations can continue and to
minimise any impact on the local mussel industry.
Portarlington Safe Harbour will be a high quality precinct incorporating commercial
aquaculture and recreational fishing, boating, passive and active recreation and
tourism activities for the local community, Bellarine Peninsula region and beyond.
This project will stimulate additional jobs in tourism, aquaculture, construction and
service industries.
<pp> 39
Benefits
• Positioning of Portarlington as the home of sustainable aquaculture and fine
produce (Victoria's home of mussel farming) as well as a premier recreation and
commercial boating hub.
• Provision for sustainable commercial fishing activity and local employment and
investment opportunities.
• Creation of a vibrant hub integrated with the town centre.
• Increased recreational facilities and improve space and safety for public events
such as the community market and mussel festival.
• Preservation, maintenance and enhancement of the valued characteristics of the
precinct.
• Response to climate change impacts, including latest sea level rise predictions.
Status
Parks Victoria has developed a master plan to provide direction for the harbour and
foreshore and promote integration of these with the nearby parkland and town centre.
Options to implement and fund the master plan are being developed, including
working with the State Government and the private sector.
Redevelopment of the Portarlington Streetscape have been completed including
improvements to Newcombe Street, renovation of the historic rotunda and the
development of a plaza between the shopping strip and the foreshore to improve
linkages to the harbour.
Ring Road Extension to the Bellarine
Overview
An extension of the Geelong Ring Road to the Bellarine Peninsula is vital for suitable
long-term 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.
Benefits
• Reduced east-west traffic congestion through Central Geelong.
• Reduced traffic through residential suburbs and townships.
• Increased tourism opportunities as a result of easier accessibility.
• Increased accessibility to the Geelong Ring Road, particularly for the Moolap
industrial area and the residents of the Bellarine Peninsula.
Status
The Bellarine Link (Surf Coast Highway to the Barwon River) project has included
significant corridor planning through the Armstrong Creek growth area to confirm a
future alignment for this critical project.
A commitment of funds is now required to allow for the completion of a detailed
corridor planning study to determine an adopted alignment north-east of the Barwon
River, linking the Armstrong Creek growth area to Portarlington Road.
Images: Geelong Ring Road; Portarlington Pier; Barwon Heads.
<pp> 41
Council Information
Council operates under the Local Government Act 1989 and is elected to provide
leadership and good governance for the municipality and the local community. The
City of Greater Geelong is among the largest of the 79 Councils in Victoria, providing
services and facilities for more than 217,000 residents.
<pp> 42
Our Council
In October 2012, City of Greater Geelong residents directly elected their Mayor for
the first time. The Mayor joins the 12 councillors elected to represent their ward for
the next four years.
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 Election
Victorian local government elections are held every four years.
The Victorian Local Government elections were last held in October 2012, with five
new Councillors and eight returning Councillors elected to represent the City over the
next four years.
The five new councillors are Councillor Keith Fagg (resigned 16 August 2013),
Councillor Michelle Heagney, Councillor Lindsay Ellis, Councillor John Irvine and
Councillor Tony Ansett. The councillors that were not returned were Councillor John
Doull and Councillor Cameron Granger. Councillor John Mitchell and Councillor
Barbara Abley retired at the end of their term.
This was the first time that residents of the City of Greater Geelong were able to
directly elect their Mayor, with Keith Fagg successfully being elected into the position.
Geelong is only the second city in Victoria to be given this opportunity.
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.
Councillors are elected by the community to represent the overall public interest of
the region and their respective wards. They take part in formulating, adopting and
reviewing City Plan, the Annual Budget, operational plans and make informed
decisions on policies and funding requirements.
The Local Government Act 1989 provides for the Council to elect their Deputy
Mayor.
Ward Map
The municipality is made up of 12 wards, with one Councillor elected to represent
each ward.
1. Austin
2. Beangala
3. Brownbill
4. Buckley
5. Cheetham
6. Corio
7. Cory Ule
8. Cowie
9. Deakin
10. Kardinia
11. Kildare
12. Windermere
<pp> 43
Non-Returning Councillors
Councillor John Mitchell was a councillor for eight years in the Austin Ward, Deputy
Mayor for two years and the Mayor for four years; the longest serving Mayor in the
history of the City of Greater Geelong. Councillor Mitchell approached this role with
great heart, enthusiasm and a desire to see Geelong progress.
Councillor Barbara Abley's career in local government was a highly distinguished
one, serving her own ward and the wider Geelong community with vigour and
compassion. Councillor Abley represented the Brownbill Ward for just over 11 years
and was the City of Greater Geelong's first and only female Mayor. She was
appointed as a Member of the Order of Australia in the 2007 Queens Birthday
Honours' List for services to local government and regional development.
The City of Greater Geelong also acknowledges Councillor John Doull and Councillor
Cameron Granger for their four years served and the enormous contribution they
each made to the City, the community, and their constituents.
The non-returning councillors and their years of service with the City of Greater
Geelong are as follows:
Councillor John Mitchell, Austin Ward, November 2004 - October 2012
Councillor Barbara Abley, Brownbill Ward, March 2001 - October 2012
Councillor John Doull, Coryule Ward, November 2008 - October 2012
Councillor Cameron Granger, Windermere Ward, November 2008 - October 2012
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. Question time is
held at the start of ordinary meetings to provide the opportunity for residents to ask
questions of the Council.
Meetings are mainly held in the Council Chamber at City Hall at 7.00pm, with some
also held at venues around the municipality. This encourages greater access to the
Councillors and the operations of Council.
During the 12 months to June 2013 one off-site Council Meeting was held at the
following location:
• 11 June 2013 - The fOrT, Cnr Saint Georges and Melbourne Roads, Corio
Council Meeting Attendance July 2012 - June 2013
A total of 23 Ordinary Council Meetings were held during the period July 2012 to
June 2013. The attendance record of Councillors is set out in the table below.
Name
Ordinary
Councillor B Abley (non-returning)
7
Councillor J Doull (non-returning)
8
Councillor J Farrell
22
Councillor K Fisher
23
Councillor C Granger (non-returning)
7
Councillor B Harwood
21
Councillor E Kontelj
19
Councillor S Kontelj
20
Councillor R Macdonald
23
Councillor J Mitchell (non-returning)
7
Councillor R Nelson
21
Councillor A Richards
22
Councillor K Fagg
15
Councillor T Ansett
15
Councillor L Ellis
15
Councillor M Heagney
14
Councillor J Irvine
12
<pp> 44
Our Councillors
Mayor*
Councillor Keith Fagg
Elected to Council: October 2012
Portfolios:
G21 Geelong Region Alliance, Governance, Regional Cities, Women in Community
Life.
Telephone: 52724891 mayor@geelongcity.vic.gov.au
*Please note that post 30 June 2013, Councillor Keith Fagg resigned as Mayor
(16 August 2013)
Austin Ward
Councillor John Irvine
Elected to Council: October 2012
Portfolios:
Sport and Recreation
Telephone: 0427826303 jirvine@geelongcity.vic.gov.au
Austin ward includes the suburbs of Breakwater, Moolap, Newcomb, Saint
Albans Park, Thomson, Whittington and parts of East Geelong.
Beangala Ward
Councillor Jan Farrell
Elected to Council: November 2004
Portfolios:
Education and Youth Community Safety
Telephone: 0437103035 jfarrell@geelongcity.vic.gov.au
Beangala Ward includes the townships of Ocean Grove and parts of Point
Lonsdale, as well as the rural area of Mannerim and parts of Marcus Hill.
Brownbill Ward
Councillor Michelle Heagney
Elected to Council: October 2012
Portfolios:
Arts and Culture Central Geelong
Telephone: 0427686384 mheagney@geelongcity.vic.gov.au
Brownbill ward includes the Central Geelong Business District, the suburbs of
Geelong West and South Geelong and parts of East Geelong, Drumcondra,
Rippleside and North Geelong.
Buckley Ward
Councillor Andy Richards
Elected to Council: November 2008
Portfolios:
Environment and Sustainability Primary Industries Transport
Telephone: 0408321344 arichards@geelongcity.vic.gov.au
Buckley ward includes Barwon Heads, Breamlea, Connewarre, Armstrong
Creek, Charlemont, and parts of Marshall, Mount Duneed, Waurn Ponds and
Grovedale.
Cheetham Ward
Councillor Rod Macdonald
Elected to Council: November 2004
Portfolios:
Knowledge Economy Major Projects Planning
Telephone: 0458509994 rmacdonald@geelongcity.vic.gov.au
Cheetham ward includes the suburb of Leopold, the townships of Curlewis,
Wallington, Drysdale and parts of Clifton Springs, Mannerim and Marcus Hill.
Corio Ward
Councillor Kylie Fisher
Elected to Council: November 2008
Portfolios:
Community Development
Telephone: 0439011003 kfisher@geelongcity.vic.gov.au
Corio ward includes the suburbs of Norlane, North Shore and parts of Lovely
Banks and Corio.
<pp> 45
Coryule Ward
Councillor Lindsay Ellis
Elected to Council: October 2012
Portfolios:
Coastal Communities Infrastructure, Parks and Gardens
Telephone: 0427842693 lellis@geelongcity.vic.gov.au
Coryule ward includes the townships of Drysdale, Indented Head,
Portarlington, Saint Leonards, Northern Rural Bellarine and Clifton Springs.
Cowie Ward
Councillor Eddy Kontelj
Elected to Council: March 2010
Portfolios:
Aboriginal Affairs Multicultural Affairs
Telephone: 0488211148 ekontelj@geelongcity.vic.gov.au
Cowie ward includes the suburbs of North Geelong, Bell Park, Bell Post Hill,
Hamlyn Heights, and parts of Rippleside and Batesford.
Deakin Ward
Councillor Ron Nelson
Elected to Council: March 2011
Portfolios:
Major Events Tourism
Telephone: 0429531875 rnelson@geelongcity.vic.gov.au
Deakin ward includes the suburbs of Highton, Wandana Heights, the township
of Ceres and parts of Waurn Ponds and Mount Duneed.
Kardinia Ward / Deputy Mayor (May 2013 - June 2013)
Councillor Bruce Harwood
Elected to Council: February 2003
Portfolios:
Enterprise Geelong
Telephone: 0409512544 bharwood@geelongcity.vic.gov.au
Kardinia ward includes the suburb of Belmont and parts of Grovedale and
Marshall.
Due to Councillor Keith Fagg resigning as Mayor post 30 June 2013, Councillor
Bruce Harwood is now Acting Mayor.
Kildare Ward / Deputy Mayor (November 2012 - May 2013)
Councillor Doctor Srechko "Stretch" Kontelj O A M KSJ
Elected to Council: March 1998
Portfolios:
Finance
Telephone: 0419327303 stretch@geelongcity.vic.gov.au
Kildare ward includes the suburbs of Newtown, Manifold Heights and Herne
Hill, the township of Fyansford, and parts of Batesford.
Windermere Ward
Councillor Tony Ansett
Elected to Council: October 2012 (Previously 2001 - 2008)
Portfolios:
Heritage
Rural Communities
Telephone: 0427629090 tansett@geelongcity.vic.gov.au
Windermere ward includes the townships of Anakie, Avalon, Lara, Little River,
Lovely Banks, Staughton Vale, Balliang, Moorabool, Point Wilson and parts of
Corio.
<pp> 47
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.
<pp> 48
Our Values and Behaviours
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."
Council prides itself on delivering outcomes that serve residents' needs through
committed, motivated, enthusiastic, well trained and well resourced staff.
Our culture embraces behaviours that reflect what we truly value in delivering
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.
Caption: The City provides eight Customer Service Centres throughout the
municipality.
<pp> 49
Organisation Structure
The City’s management structure comprises an executive management group and a
senior management group.
The Chief Executive Officer and five general managers form the Executive
Management Team who provide advice to Council on policy, strategic direction and
manage the organisation. There are 24 departments, each overseen by a senior
manager responsible for the organisation’s day to day operations and strategic
management.
The Organisation Structure as at 30 June 2013:
Community
Mayor and Councillors
Chief Executive Officer Stephen Griffin
Research and Policy Advisor to the CEO Fiona Dunbar - Internal Auditor and
Ombudsman 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 Strategy 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 Vicki Shelton
Environment and Waste Services Rodney Thomas
Infrastructure Operations David Goldie
Parks and Support Services Brendan Gaudion
Coordinator 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
Strategic Projects/Urban Design Felix Hemingway
<pp> 50
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 Community Services. He joined
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 24 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 with the State and Federal Government as well as the private
sector is increasingly important in delivering large scale projects to Geelong.
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.
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 Management
• Environment and Natural Resources
• Infrastructure Maintenance
• Parks and Support Services
• Waste Services.
Quick Facts
Division's E F T Staff: 170
Revenue ($000): $188,549
Expenditure ($000): $40,703
Assets ($000): $213,933
Quick Facts
Division's E F T Staff: 397
Revenue ($000): $68,944
Expenditure ($000): $127, 8 9 8
Assets ($000): $1,263,727
<pp> 51
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.
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.
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 E F T Staff: 106
Revenue ($000): $10,156
Expenditure ($000): $13,527
Assets ($000): $40,280
Quick Facts
Division's E F T Staff: 540
Revenue ($000): $46,970
Expenditure ($000): $66,565
Assets ($000): $206,219
Quick Facts
Division's E F T Staff: 253
Revenue ($000): $34,857
Expenditure ($000): $41,598
Assets ($000): $231,528
<pp> 52
Staff Profile
The City of Greater Geelong is one of the region's largest employers. As of 30 June
2013 the City employed 2,592 people, equivalent to 1,469 full time staff.
In 2012 - 2013 staff turnover at the City of Greater Geelong was 5.9 per cent, the
lowest in recent years. This can be compared to 5.9 per cent in 2011 - 2012, 8.4 per
cent in 2010 - 2011 and 8.1 per cent in 2009 - 2010.
Total Head Count of Staff by Year
Annual headcount includes short-term and casual employees such as pool
lifeguards, school holiday program staff and school crossing supervisors.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Staff numbers
2008 - 09: 2,267
2009 - 10: 2,331
2010 - 11: 2,433
2011 - 12: 2,433
2012 - 13: 2,592
Annual Equivalent Full Time Staff* by Year
The increase to E F T 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 delivering the Healthy Together Geelong program.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
EFT
2008 - 09: 1,266
2009 - 10: 1,312
2010 - 11: 1,375
2011 - 12: 1,418
2012 - 13: 1,469
*E F T (Equivalent Full Time) 38 hours per week.
<pp> 53
Percentage of E F T by Employment Type
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.
2011 - 12
65.7% full time
27.1% part time
7.2% casual
2012 - 13
65.9% full time
27.5% part time
6.6% casual
Age Spread of Employees (by Head Count)
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 retirement.
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.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
% of workforce
15 - 24: 13.7
25 - 34: 14.5
35 - 44: 19.9
45 - 54: 24.5
55 - 65: 20.2
65+: 7.2
Gender Composition of Employees (by Head Count)
This indicates the split between males (total 857) and female (total 1,586) in the
various employment levels within the City.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Gender Composition of Empoyees %
Executive Management
• Male: 83.3
• Female: 16.7
Development Management
• Male: 79.2
• Female: 20.8
Coordinators
• Male: 66.1
• Female: 33.9
Other
• Male: 37.0
• Female: 63.0
Images: City Learning and Care Centre; Home and Community Care worker;
Aerobics Instructor, Waterworld.
<pp> 54
Employee Excellence Awards
This program rewards and recognises individuals and teams for their exceptional
performance in customer service, health and safety/risk management, innovation and
business improvement or corporate behaviour.
During 2012 - 2013, 49 employees were recognised for their exceptional
performance.
Month
Name
July/August 2012
Individuals
Department
Shaun Broadbent
Capital Projects
Tim Sheringham
Corporate Strategy and Property
Management
Team
Feliks Randone
Parks and Support Services
Ron Villarosa
Lance Nettleton
Scott Mahon
Owen Dickins
Mark Lowe
September/October 2012
Individual
April Livesley
Community Development
Team
Customer Contact
Centre
November 2012
Individual
Rima Taylor
December 2012/January
2013
February 2013
March/April 2013
Customer Service and Councillor
Support
Communications and Marketing
Individuals
Sally Aitken
Leisure Services
Ryan Jones
Leisure Services
Individuals
Tim Kootstra
Parks and Support Services
Martin Jackson
Parks and Support Services
Individual
Wendy Dias
Individual
May 2013
Individual
Glenn Woollard
June 2013
City Development
Parks and Support Services
Team
Geelong Botanic
Gardens
Parks and Support Services
<pp> 55
Recognition of Service Awards
Recognition of Service Awards acknowledge the efforts and contributions of staff
over 10, 20 and 30 year periods during 2012. These employees have made a
valuable contribution in serving the community of Geelong during their service.
Staff who reached a service milestone during 2012:
30 Years
Mary Ford
Denise Franklin-Shinn
Thelma Hancocks
Anne Smith
Colin Vagg
20 Years
Julia Bowman
Nola Bull
Margaret Coulson
Edwina Davis
Di Eerden
Diane Hamilton
Tim Hardy
Wilma Hili
Jan Iskra
Paul Jamieson
Nada Klasevski
Heather Lont
Vanessa Mackay
Barbara Martin
Tim McDonald
Michael McFadyen
Jill Moss
Marion Murgatroyd
Terri Osburn
Anna Portelli
Pat Powell
Marietta Prins
Graeme Rodgers
Teres a Seg
Leanne Shelton
Elaine Stow
Vincenza Trentino
Carmel Verhoef
Philip Verry
Christopher Wolfe
10 Years
Dianne Armstrong
Lisa Armstrong-Rowe
Tr ish Ball
Tim Bentley
Mary Bliss
Max Bottrell
Karen Brooke
Jillian Chick
Darryn Chiller
Kathy Colbert
Helen D’Altera
Sean D’Souza
Garry Dahlstrom
Ali Davys
Lorraine Denholm
Menka Dimovski
Peter Driver
Anthony Dunoon
Gerrard Finnigan
June Foley
Ann Francis
Di Freeman
Janet Goodwin
John Grace
Terry Hearne
Gayle Hope
Alan Houston
Ray Howell
Carla Hunt
Kelly Ivens
April Jacobi
Tracy Jamieson
Hazel Johnstone
Jeanette Kania
Merrin Kelly
Pam Kennedy
Sara Kersten-Murphy
Andrew Kinghan
Maudy Konings
Foddy Kyprian
Robert MacLeod
Carolyn McAlinden
Helen McCaskill
John Merlo
Margaret Millar
Jeanette Mills
Laura O’Donnell
Linda Packham
Richard Porter
Trish Richert
Mark Riddle
Anthony Roberts
Brad Roberts
Michelle Robertson
Joel Ryan
Rebecca Sayle
Anna Sciberras
Maria Smek
Peter Tremain
Frank Vella
Maryanne Villanti
Frank Visnjovski
Lynne Webb
Shane Whistance
<pp> 56
Our Volunteers
Volunteering is integral to the operations of the City of Greater Geelong and
invaluable to our community. Council depends on hundreds of volunteers who offer
their commitment, support and experience to assist community members and visitors
to the City.
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. They work on projects to increase the accessibility of Geelong’s archival
records and enable the public to find historic information about Geelong people,
places and events.
Meals on Wheels
Meals on Wheels volunteers deliver meals to 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 them in maintaining
their independence in their own homes. The Meals on Wheels program has more
than 350 committed volunteers, many of whom have been involved for over 20 years.
Our volunteers deliver more than 100,000 meals per year and provide important
social contact for clients.
There are six Meals on Wheels Centres at various locations across Geelong and the
Bellarine Peninsula, and volunteers work in pairs to deliver meals from Monday Friday mornings. Volunteering can be on a weekly, fortnightly or monthly basis, with
the average run taking one and a half to two hours.
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 70 volunteers, many of whom have a
background on the land or in woollen mills, or have a special interest in wool. The
volunteers conduct guided tours, welcome patrons, assist in the gift shop and provide
weaving, spinning and knitting demonstrations.
L2P Mentor Program
The L2P Mentor Program is designed to assist young learner drivers who are facing
significant barriers in obtaining the required 120 hours of supervised driving
experience, such as no access to a vehicle or a supervising driver. L2P matches
volunteer supervising drivers with these young learner drivers and provides access to
a vehicle. 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.
Potato Shed
The Potato Shed is a vibrant arts centre situated 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 performed by volunteers depend on the event and can include
canteen, kitchen and bar operations along with general customer service.
Images: Friends of the Geelong Botanic Gardens; Visitor Information Centre
volunteers; National Wool Museum volunteers.
<pp> 57
Geelong Otway Tourism
Geelong Otway Tourism has more than 100 enthusiastic volunteers. In 2012 - 2013
they were the first point of contact for the 150,000 annual visitors who went through
the two Visitor Information Centres and three Visitor Information Booths located
within the municipality.
Geelong Otway Tourism volunteers also answer almost 7,000 telephone calls and
5,000 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.
These volunteers are people who live in the community, are passionate about where
they live and are happy to showcase Geelong and the region to our visitors.
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.
Friends of the Geelong Botanic Gardens
The Friends are a voluntary support group working in partnership with the City of
Greater Geelong to help the Geelong Botanic Gardens achieve its role.
The Friends are a very active group who are passionate about the Botanic Gardens.
The Friends group enhances visitor experiences with guided walks and social
connection at the Teahouse, supports the educational role of the garden through a
schools program, a variety of talks, botanical illustration classes, the library and
publications. They engage the community through its membership events, newsletter
and plant sales.
In order to further improve the operation of our volunteer network, the City provides
tailored inductions and training for our volunteers as well as 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 resulted in the development of a DVD on
Volunteer Safety and an Induction booklet for all new volunteers. This was completed
as part of our ongoing commitment to maintain a safe and professional community
volunteer program.
<pp> 59
Performance
The following section reports on our performance in delivering the community
focused outcomes committed to in City Plan 2009 - 2013.
<pp> 60
Delivering Community Outcomes
Following the 2008 Council election, the City of Greater Geelong Councillors and
management team adopted three strategic directions for Council’s City Plan 2009 2013; Community Wellbeing, Growing the Economy, and a Sustainable Built and
Natural Environment.
Each has a number of objectives with outcomes and measures used to assess the
progress towards achieving these strategic objectives. Each year an annual program
of actions, projects and resources is committed to and published in our annual City
Plan update.
The following section reports on the progress towards achieving the final year of City
Plan 2009 - 2013.
<pp> 61
Community Wellbeing
Objective: To improve the health and quality of life of all residents of Greater Geelong
Achievements
Healthy Together Geelong
Healthy Together Geelong was launched on 31 July 2012 as part of a state-wide
program to tackle obesity, smoking and alcohol-related health issues throughout
Victoria. The program is a jointly funded initiative of the State Government of Victoria
and the Australian Government, and is being delivered by the City of Greater
Geelong in partnership with Barwon Health and Bellarine Community Health.
The Healthy Together Geelong program is aimed at improving the health of Geelong
residents and encourages healthy lifestyle choices in three settings - the workplace,
schools and early learning centres, and the community.
The City of Greater Geelong was selected as one of 14 Local Government
Authorities to deliver the program. The State Government provided funding to the
City of $5.25 million to deliver the program over three years to the end of 2015. A
further $0.5 million was received from VicHealth and Sport and Recreation Victoria
for the complimentary Be Active program.
Over the past year the Healthy Together team has reached over 14,000 employees
through over 30 workplaces, offering health advice and assisting workplaces to
deliver health and wellbeing programs for staff. The Geelong Kindergarten
Association has also been working with Healthy Together Geelong and recently
signed up all 34 of their kinders to the Victorian Health Promotion Achievement
Program. The program recognises achievements in promoting health and wellbeing
including healthy eating, oral health, mental health and wellbeing and physical
activity.
The Healthy Schools and Early Learning Settings Network has been established to
provide schools and early learning settings with health related information, resources,
opportunities and community connections. The network is made up of 70 early
learning settings (including preschool), 31 primary schools, 20 secondary schools
and 36 professionals. This network aims to support Geelong schools and early
learning settings to improve their environments to support positive health outcomes.
Another component of the Healthy Together Geelong program, Jamie Oliver's
Ministry of Food, opened in Geelong in November 2012 offering healthy cooking
courses. The City is also in the process of developing a Food Policy.
By the end of 2015, the program aims to achieve:
• 95 per cent of schools and early childhood centres in the municipality engaged in
improving health.
• 75 per cent of medium-large workplaces (20+ employees) in the municipality
engaged in improving the health and wellbeing of their workers.
• Decreasing the rate of overweight and obese residents from 54.1 to 48.6 per cent.
• Increasing the rate of physical activity from 63.6 to 69.3 per cent.
• Increasing daily serves of fruit from 1.72 to 2.32 serves, and vegetables from 2.49
to 3.96 serves.
• Decreasing smoking prevalence from 18 to 15.6 per cent.
<pp> 62
Progress on integrated community hubs
Significant progress has been made in the past 12 months on a number of
community hubs throughout the municipality.
Construction of the Ocean Grove Integrated Children's Centre is nearing completion
and is on schedule to open in January 2014. The $9.5 million centre is located at the
south west corner of the existing Bellarine Aquatic and Sports Centre and 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.
Enrolments for three and four year-old kinder as well as long day care are also being
taken.
Design work on stage one of the Leopold Community Hub has been completed and
is ready to go to tender for construction. The hub will provide an integrated early
years' service that includes maternal and child health, kindergarten and long day
care. The State Government has committed $1.5 million along with $0.5 million from
the Federal Government's Regional Development Australia Fund, and the City has
allocated $3 million. Stage one construction will commence in 2013 - 2014.
The concept design for the Barwon Heads Early Learning Centre has been
completed with the assistance of the Project Reference Group community members.
The centre will include a double room kinder, spaces for maternal and child health
services and a multi-purpose community space. The project is expected to cost $3.7
million, with $2.7 million provided by the City and $1 million by the State Government.
The project will move into the schematic design stage in 2013 - 2014.
Architects have been appointed for the Windsor Park Children and Family Centre. To
be built in Norlane, the centre will offer high quality services for the growing number
of young families in the northern suburbs. It will include a two room preschool with 66
places, two maternal and child health consulting rooms, three consulting spaces for
visiting support services, a multi-purpose playgroup room and shared playground
areas with future scope for long or casual day care. Construction is expected to
commence in 2014 following stakeholder and community input.
Community engagement was recently completed on the design of the Grovedale
Family and Children's Centre. The total cost of the project is $6.7 million with the City
contributing $4.7 million and the State Government $2 million. The new centre will
include two kindergarten rooms, three consulting rooms, a toy library, multi-purpose
room, ancillary areas and refurbishment of the existing facility.
Recreation facilities throughout the municipality receive upgrades
Increasing physical activity and the provision of related infrastructure is one of the
key outcomes in Council's City Plan. In the last 12 months over $6 million in capital
works has been undertaken or is underway on the renewal of our recreation assets,
including playgrounds.
A snapshot of some of the projects completed in the last 12 months includes:
• Barwon (Grovedale) Soccer Club clubroom replacement
• Bell Post Hill Bowls Club amenity improvements
• Corio Sporting Club clubroom upgrade
• Elcho Park Golf Course track and wash bay improvements
• Hamlyn Park pavilion upgrade
• Highton Reserve pavilion upgrade
• Marshall Cricket Club practice facility improvements
• McDonald Reserve clubrooms upgrade
• Osborne Park spectator viewing and oval drainage improvements
• Thomson Reserve pavilion upgrade
• Goldsworthy Reserve storage facility construction
• Murghebuloc Cricket Club practice wicket upgrade.
<pp> 63
The implementation of the new Geelong Play Strategy has seen new playgrounds
constructed at McDonald Reserve, Belmont and Russell Sharp Reserve, Whittington
and playground upgrades at Waterfront Geelong (near Cunningham Pier), Pettit
Park, Rippleside Park, Banksia Reserve, Cohuna Reserve, Donax Reserve,
Hinchcliff Reserve, Edison Reserve, Vega Reserve and Barwon Valley Fun Park.
During the year, over $1 million dollars in external funds was attracted for sport and
recreation projects across the City, including, but not limited to:
• Geelong Hockey synthetic pitch ($625,000)
• Barwon Valley Fun Park ($80,000)
• Grinter Reserve BMX track improvements ($80,000)
• Queens Park playground ($70,000)
• Evans Reserve soccer facility upgrade ($100,000)
• Open Space Strategy ($30,000)
• Queens Park trail re-alignment ($25,000)
• Breakwater Reserve landscaping ($5,000)
• Bell Post Hill netball pavilion ($85,000).
Public Art Strategy endorsed by Council
The new public art strategy, "Connecting people, place and environment" was
endorsed by Council in September 2012. Developed in close consultation with the
community, the strategy provides guidelines for proper preservation of existing
artwork as well as the development of new artwork.
The City currently has a public art collection of approximately 320 individual items
valued at $13.5 million. Items include the famous bollards, the giant fins at Waterfront
Geelong, the Queen Victoria Statue and the Poppy Kettle Fountain.
The strategy establishes a vision for the City to develop public art that will enhance
and activate public spaces across the municipality, express local histories and
cultures and foster creativity and innovation.
Implementation of the strategy has commenced with budget allocated for the first
time to provide for assessment, cleaning and maintenance of the existing art
collection.
The fOrT Youth Centre receives a major upgrade
A $420,000 upgrade of the fOrT Youth Centre in Corio has been completed. The
upgrade included a new teaching kitchen, music room, office and storage space as
well as new furniture and equipment. The fOrT offers a diverse range of activities for
the growing number of young people using the facility, catering for interests such as
cooking, music, sports and art.
There is also a regular "drop-in" time, from 4 - 6pm every Thursday and Friday during
the school term, giving young people a place to just hang out, get to know other
teenagers and participate in a range of activities in a safe and supervised
environment.
The fOrT is one of Council's most important community facilities and this upgrade will
go a long way in helping this fantastic centre to reach more young people. All
activities at the fOrT are free and fully supervised by Council youth workers.
Images: Over 9,000 children attended the Maternal Child Health service in 2012 2013; The fOrT Youth Centre, Corio; Union Street mural, Central Geelong.
<pp> 64
Swim Sport and Leisure program continues to grow
Despite growing private health club competitors across the region, membership
across the City's four leisure centres was maintained at over 16,000, an increase of
33 per cent since 2009. Combined visitation to the indoor leisure centres and outdoor
pools reached over 2.3 million in 2012 - 2013. This can be attributed to the quality
programs the facilities offer. Over 200 group exercise classes are now offered on a
weekly basis.
The City's Learn to Swim program continues to grow, reaching a record 24,000
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.
Active adult membership (over 55 years of age) also increased by five per cent to
over 2,500 members participating in the Live Well Health and Fitness Program. This
involves gym-based strength training sessions held two to three times per week.
Hundreds more use the pool facilities for exercise as well.
Further highlights for the year included Leisurelink Aquatic and Recreation Centre
being awarded the "Facility of the Year" by Aquatics and Recreation Victoria.
Splashdown, Bellarine Aquatic and Sports Centre (B A S C) and Waterworld received
Life Saving Victoria's prized Platinum Pool accreditation award, with B A S C
achieving the highest ever score in the program of 99.25 per cent. The City's Swim
Sport and Leisure training unit also received Life Saving Victoria's Excellence Award
for high quality delivery of Life Saving Victoria courses.
The $600,000 upgrade to the Waterworld change rooms was completed during the
last 12 months, increasing the number of accessible and family change rooms to five,
better catering to client needs.
Geeyoung project places young people at the centre of planning for
the future of Greater Geelong
The Geeyoung Project invited young people to share what they would like to see
changed in Geelong and what they think is currently working well. The 12 month
project engaged with young people and community organisations through social
media, workshops, public forums and one-on-one meetings.
The Geeyoung Project process was a first for Geelong. A core team of local young
people were trained and employed as youth facilitators. It was their responsibility to
attract and sustain youth participation in the consultation process.
Key recommendations from the project include:
• Development of a creative space (incubator) for young people.
• Continued facilitation of the Geeyoung Youth participation model by the City of
Greater Geelong.
• Resourcing the Geeyoung website and social networking tools.
• Investigating the establishment of a youth network.
• Seeking funding partners to further develop the Geeyoung Project.
Further to this it was found that young people wanted more career and employment
opportunities in Geelong, diversity and a positive youth culture. They also found that
the connection between the local business community and young people was
extremely important.
As a result of the project, many education providers and businesses have expressed
interest in involving young people in their future planning processes.
The project will also inform a community youth strategy and a youth brand for
Geelong.
<pp> 65
Whittington education program a success story
The Whittington Works Education to Employment (E2E) model was established in
2011 in a targeted approach to skill Whittington residents. The City of Greater
Geelong in partnership with 16 local organisations from the employment, training and
education sectors joined forces to provide education and training opportunities in
Whittington.
Over the past 12 months 24 people have been successful in completing Whittington
Works education programs in Aged and Community Care, Children's Services and
Transport and Logistics.
The Whittington Works E2E model is particularly good at assisting students in
developing industry specific skills and has helped many individuals to go into the
workplace.
The Whittington Works E2E model is a great outlet for community members who may
not otherwise take part in further studies. It helps to break down the barriers that
impact an individual's ability to complete study. Extra support is given to students and
includes easily accessible classes held in Whittington, a free bus service to any
classes outside the suburb, flexible learning class hours and numeracy and literacy
support.
Family and children services providing programs to record
numbers
The City's Family Services department provides a number of services including
community child health, early childhood education and care, family services
development and playgroup support and parenting inclusion support services. In
2012 - 2013 the service continued to grow with more families seeking care and
attending programs. A snap shot of the last 12 months is provided below:
• Over 60 parenting education workshops were conducted, involving approximately
190 sessions and attended by over 700 parents.
• Provided home based child care to 724 children from 506 families.
• Provided education and care programs to 779 families and 934 children.
• School holiday program provided care for 450 families and 700 children.
• 530 playgroup sessions were conducted with a total of 795 hours of playgroup
activities held for 139 families and 200 children attending each week.
• 727 children and 289 adults took part in the Library in My Pocket Program within the
first year operated by Geelong Regional Library and funded by Corio-Norlane Best
Start.
• The number of birth notifications for 2012 - 2013 was 2,824. The total number of
children attended to by the City's maternal and child health service was 9,74 6 .
• Key Ages and Stages consultations at the City's maternal and child health centres
equalled 23,912 plus additional consults of 11,141.
Images: The City's Active Adults program; The City provides a range of Family
Service programs; Development of creative spaces for the region's youth was a key
recommendation from the GeeYoung project.
<pp> 66
National Wool Museum and Potato Shed attract record visits
The National Wool Museum attracted a record level of visitation with 45,125 people
visiting the museum in the last 12 months. This was a 15 per cent increase on the
previous year and 87 per cent increase since July 2008. School group visitation
continues to increase, school holiday programs such as the Lego Green City Build
were very popular and the Scarf Festival also received record entries. The National
Wool Museum hosted the Museums and Galleries Victorian State Conference in April
2013, which was attended by delegates from throughout Victoria and overseas.
The Potato Shed had over 118,000 visits in the last 12 months, an increase of 12.4
per cent on the previous year. It has been a great success story and is a fantastic
multi-use facility that gets plenty of use from local students as well as the general
community.
Health and Local Laws update
A total of 26,994 compliance assessments, inspections and service requests were
conducted by Health and Local Law Services in 2012 - 2013. A total of 10,681
inspections were conducted by Health Services and 16,313 service requests
processed by Parking, Amenity and Local Laws based on multiple complaints. Some
of the categories include dogs at large, nuisance cats, unregistered animals, parking,
faulty parking machines, food premises and safety compliance inspections,
environmental health complaints and tobacco compliance assessments.
A number of Domestic Animal Management Plan actions were completed including
microchipping and registration road shows, pet registration door knocks, newsletters
and e-news updates. Community engagement on the 2013 - 2017 plan has been
conducted and will be adopted in August 2013. A comprehensive update on the
status of the plan can be found on pages 140 - 145.
Festivals for the children and the seniors
Geelong Children's Week and Geelong Seniors Festival were held in October 2012,
attracting large numbers to a popular program of events.
Geelong Children's Week consisted of 66 separate events hosted by 50 local
organisations, attracting an estimated 12,000 adults and children. Children's Week in
Geelong represents one of the largest community celebrations focusing on children in
the region. It 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 11,000 participants to just over 100 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.
These programs provide opportunities for interaction and contribute to the health and
wellbeing of the community.
Council distributes grants to 180 community groups
180 community groups throughout the municipality were successful in receiving
grants through the City's community grants programs, sharing just under $460,000.
The Community Arts Grants Program saw 19 projects share in $93,700 and 22
community festivals sharing $116,100 through the Community Festivals Grants
Program. The Councillor Community Grants Program saw $239,870 provided to 139
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 132 - 138.
Images: Health and Local Laws officers; The Geelong Seniors Festival is held every
October; There are 12 dedicated skate parks in the municipality.
<pp> 67
Future Directions
The next 12 months will see the City focus on the following key projects and
programs:
• Development and implementation of the Municipal Public Health and Wellbeing
Plan 2013 - 2017.
• Development and implementation of the Municipal Early Years Plan.
• Implementation of the Disability Action Plan 2013 - 2017 focusing on improved
access to services, facilities and employment and promoting an inclusive community.
• Continue the implementation of the Healthy Together Geelong and Be Active
preventative health programs.
• Recreation reserves and facilities and playground upgrades to the value of $7.8
million to be undertaken.
• Design and construction to continue on the Ocean Grove Integrated Children's
Centre, Grovedale Integrated Children's Centre, Barwon Heads Early Learning
Centre, Leopold Community Hub and the Windsor Park Children and Family Centre.
• Adoption and implementation of year one of the Domestic Animal Management
Plan 2013 - 2017.
• Implementation of the Public Art Strategy, development of the Cultural Strategy and
staging of the National Wool Museum's 25th anniversary community celebration.
• Continue implementation of the Multicultural Action Plan.
• Develop the Youth Strategy and conduct numerous youth events and activities
throughout the municipality.
Challenges
Every day we are faced with challenges, both global and regional. These challenges
impact on our decision making in the immediate and long term. It is important we
remain flexible so we can respond to the changing needs of our community as well
as making the most of the opportunities that arise.
Some of the challenges facing us in the pursuit of a healthy, connected and strong
community include:
• The impact of population growth on existing infrastructure and service levels.
• An increase in the demand for council services due to the shift in demographics;
namely the ageing population and increasing birth rate.
• Increased demand on existing health care systems (facilities, equipment and health
care professionals).
• Growing need for education and program provision to combat chronic health issues
facing the community.
• The emergence of food security issues.
• Increasing risk of social isolation as social bonds are weakened and people become
more disconnected from others.
• Making programs accessible to the community - affordable, relevant, timely and
reachable.
• Meeting the needs of increased cultural diversity within the community.
• Seeking funding for infrastructure and environmental improvements in underresourced areas within the community so as to maintain equality throughout the
municipality.
• Responding to Australian Early Development Index (AEDI) data to address
indicators of vulnerability amongst local children.
<pp> 68
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
<transcriber's note>
Result column:
T A = target achieved
TN = Target not achieved
N/C = Data not comparable to previous years
P = Progressing
</transcriber's note>
Measure
Target
Result
Comment
Growth in visitor
numbers to Council
owned leisure centres
Increase
TA
Visitor numbers to the four indoor
leisure centres were consistent with
previous year at over 2.1 million. This
follows the significant increase the
previous year due to the popularity of
the new Leisurelink Aquatic and
Recreation Centre.
Hospital admissions diabetes
Decrease
N/C
Total Admissions: 2,328 (57% increase
on previous year). These results are
NOT comparable to previous years
data as the way diabetes admissions
have been coded by hospitals has
changed, resulting in a significant
increase in the number of documented
cases.
Percentage of children Increase
who attend 3.5 year
old Maternal Child
Health consultation
and who fall within
healthy weight range
parameters
TN
Result was a 6% decrease on previous
year.
Percentage of infants
breast fed at six
months of age
Increase
TA
Result increased by 2% to 48%.
Percentage of healthy
eating choices in
Council facilities and
operations
Increase
TA
Significant progress has been made
towards this measure with the
implementation of the Healthy
Together Geelong program. Council
leisure centres, City Learning and Care
centres and Council offices are all a
part of this program.
Measures adopted in City Plan 2009 - 2013 with data no longer
available:
• Percentage of residents who participate in organised sport (Department of Planning
and Community Development‘s Indicators of Community Strength - Survey no longer
run)
• Regular participation in any physical activity
• Regular participation in walking activity (Australian Sports Commission’s Exercise,
Recreation and Sport Survey, not undertaken since 2011)
As part of the development of City Plan 2013 - 2017 these measures have been
reviewed and removed.
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Best Start Program - improving the health, development and wellbeing of
children from birth to school age
B
National Partnership Agreement on Preventative Health program
B
Regional Football (Soccer) Strategy implementation
C
Playground Development Program
Barwon Valley Fun Park - Stage 2 - playground upgrade
C
Early childhood centre-based playground renewal project
A
Pettit Park playground, park and amenities upgrade
A
Playground Development Program implementation
B
Steampacket playground replacement project
A
<pp> 69
Action
Status
Recreation Facility Upgrades
Bareena Bowling Club clubroom renovation
A
Barwon (Grovedale) Soccer Club clubroom replacement
A
Barwon Grove Golf Club redevelopment
C
Barwon River trail realignment at Queens Park
C
Barwon Rowing Club clubroom fit out
C
Bell Post Hill Bowls Club amenity improvements
A
Bell Post Hill Football, Cricket and Netball Club improvements
A
Belmont Bowls Club clubroom improvements
A
Corio Sporting Club clubroom upgrade
A
East Belmont Saints Baseball Club infrastructure works
A
Elcho Park Golf Course track improvements
A
Elcho Park Golf Course wash bay
A
Geelong Bowls Club synthetic rink upgrade
A
Geelong Cement Lawn Bowls Club kitchen refurbishment
A
Geelong Rowing Association riverside project
C
Guild Cricket Club clubroom redevelopment
C
Hamlyn Park Reserve pavilion improvements
C
Highton Reserve pavilion upgrade
A
Kingston Park infrastructure upgrades
C
Lara Sporting Club development
C
Leopold Memorial Park Master Plan implementation
C
Manifold Heights Cricket Club clubroom redevelopment
C
Marshall Cricket Club practice facility improvements
A
McDonald Reserve clubrooms upgrade
A
Memorial Reserve toilet upgrade
C
Newcomb Football and Netball Club shower facility upgrade
C
Osborne Park spectator viewing improvements and oval drainage
improvements
A
Portarlington Recreation Reserve sports change facilities
A
Shell Road Reserve Master Plan implementation
A
Shell Road Reserve soccer storage facility
C
Simonds Stadium turf replacement
B
Stead Park softball pavilion concept design
A
Surfside Tennis Club clubrooms upgrade
A
Thomson Reserve Master Plan implementation - pavilion upgrade
A
Action
Status
Recreation Reserve Upgrades
Belmont Lions netball court resurface
C
Collendina Reserve cricket practice nets improvements
C
Collendina Reserve sports lighting
D
Drysdale Recreation Reserve - Cultural Heritage Management Plan
development
C
East Geelong Football Club floodlights
C
Ervin Reserve Master Plan implementation
D
Evans Reserve improvement works
A
Geelong Soccer Club floodlights
A
Goldsworthy Reserve storage facility construction
A
Highton Reserve infrastructure upgrade
A
Lake Lorne Reserve Master Plan implementation
C
Minor Capital Renewal in the Cheetham Ward
C
Murghebuloc Cricket Club practice wicket upgrade
A
Ocean Grove Park electric barbecue installation
A
Portarlington Recreation Reserve internal road improvements
D
Queens Park Caretakers Cottage removal and reinstatement of car park
A
Queens Park netball court resurface
C
South Barwon Cricket Club reserve infrastructure works
C
Saint Albans/Breakwater Cricket Club practice net upgrade
C
Stead Park Master Plan implementation
A
Wandana Heights Tennis Club tennis court construction
C
Waurn Ponds Tennis Club court resurfacing
A
Windsor Park Master Plan implementation
C
Swim, Sport and Leisure Upgrades
Bellarine Aquatic and Sports Centre service road redevelopment
C
Bellarine Aquatic and Sports Centre upgrade and repair to aquatic adventure A
play equipment
Concrete replacement program at Kardinia Pool, Lara Pool and Waterworld
B
Geelong Arena Cyclical and Programmed maintenance - 4th year
B
Gymnasium equipment replacement program
B
Kardinia Pool infrastructure and pool maintenance
A
Leisurelink gymnasium extension
A
Waterworld Precinct Concept Plan
A
<pp> 70
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
<transcriber's note>
Result column:
T A = Target Achieved
</transcriber's note>
Measure
Target
Result Comment
Playgroup and kindergarten
enrolments - Percentage of children
Increase T A
Increased to 99.2% in
2012 - 2013.
enrolled in kindergarten in final year
before school
Total number of library visits
Increase T A
1.65 million visits in 2012
- 2013, a 9% increase on
previous year.
Measures adopted in City Plan 2009 - 2013 with data no longer
available:
• Participation in Adult, Community and Further Education
(Source was Department of Planning and Community Development which no longer
exists and data not available at time of printing)
• University of the 3rd Age Membership (U3A) (Source of data not available)
As part of the development of City Plan 2013 - 2017 these measures have been
reviewed and removed.
<pp> 71
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Children's Week activity program
B
Engage: Up and At It - youth civic participation project
C
Geelong Kindergarten Association contribution
A
Municipal Children's Infrastructure Planning - Stage two
C
Playgroup support program for disadvantaged groups and families
B
School Holiday Program
B
Three-year-old Kindergarten Development Project -Year two
A
Community Facility Upgrades - Children Services
Children Services facilities upgrades to meet changing needs and regulations A
National Quality Standards infrastructure and furniture upgrades
A
Whittington Primary School kitchen upgrade
C
Family and Children's Hubs
Barwon Heads Children's Hub development
C
Grovedale Integrated Children's Centre - design and construction
C
Leopold Community Hub - detail design and construction commencement
C
Ocean Grove Integrated Children's Centre construction
C
Windsor Park Children and Family Hub development
C
Libraries
Geelong Regional Library contribution
B
Waurn Ponds Library furniture, fittings and equipment
A
<pp> 72
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
</transcriber's note>
Measure
Target
Result
Comment
Community satisfaction
Increase
rating for overall
performance in
appearance of public areas
TA
Indexed mean 69, maintained from
previous year.
Community satisfaction
rating for overall
performance in recreation
facilities
Increase
TA
Indexed mean 73, maintained from
previous year.
Number of street and park
trees planted
Increase
TN
A slight decrease in plantings on
previous year (9%) due to
increased planting costs and
reduced number of estate
plantings.
Measures adopted in City Plan 2009 - 2013 with data no longer
available:
• Percentage of residents who are a member of an organised group
• Percentage of residents involved in volunteering
• Percentage of residents who feel the area has good facilities and services like
shops, childcare, schools, libraries
• Perceptions of safety (at home, in the street, on public transport; day and night)
• Percentage of residents who feel multiculturalism makes life better
(All from the Department of Planning and Community Development‘s Indicators of
Community Strength survey which is no longer undertaken).
As part of the development of City Plan 2013 - 2017 these measures have been
reviewed and removed.
<pp> 73
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
CC TV installation in Belmont
A
Councillor Community Grants Program
B
Grants to support Community Arts
B
Grants to support Community Festivals
B
Lara RSL upgrade
A
Ocean Grove Community Garden support
A
Senior Citizens Week
B
Arts and Cultural Projects
Arts and Culture Strategy (Creativity) renewal
A
Arts and Culture website development
A
Connecting Identities Mouth to Mountain II
A
Courthouse Youth Arts support
B
Community Events
Cloverdale Community Centre
C
Community Carols (Corio)
A
Lara Food and Wine Festival
A
Lara Secondary College Youth Festival
C
Ocean Grove Music Festival
C
Ocean Grove New Year's Eve
A
Ocean Grove Park Carols by Candlelight
A
Rosewall Neighbourhood Centre - "Going Potty" Festival
A
Community Facility Upgrades
Belmont Senior Citizens - kitchen upgrade
A
Community hall upgrades - Centenary Hall entrance design and construction B
and signage upgrades across a number of halls
Disability access program - Yooringa Senior Citizens accessible toilet
upgrade, Whittington Senior Citizens disabled toilets and improving
accessibility
B
Indented Head Hall renovation
C
Senior Citizen Centre kitchen upgrades to meet regulation standards
A
West Town Hall forecourt upgrade
C
Action
Status
Domestic Animal Management Plan
Animal pound upgrade to meet new code of practice
C
Domestic Animal Management Plan 2012 - 2016 implementation
C
Multicultural Action plan
Diversitat funding
C
Multicultural Action Plan implementation
C
Multicultural Policy development
A
Neighbourhood Houses
Grovedale Neighbourhood House support
B
Support to Neighbourhood Houses
B
Public Toilet Block Upgrades
Little Ryrie Street car park public toilet upgrade
C
Toilet Block Renewal and Replacement Program
B
Streetscapes Improvement Works
Amenity upgrade at Old Post Office corner
A
Corio ward roundabout upgrades
A
Detroit Crescent shopping strip upgrade
A
Donnybrook Avenue shopping strip upgrade
A
Pakington Street public seating
C
Vines Road, Hamlyn Heights streetscape and amenity improvements
A
Whittington Community Building and Renewal
Whittington community building and engagement
B
Whittington community renewal
A
Whittington Link landscape maintenance
C
Youth Events and Programs
Youth events including SKAART Festival,
Spud Fest 2013, Geelong Impetus Youth Awards
B
Youth programs including Youth Action Teams, L2P Project, SSAGQY
B
Project, Youth Centres and Activities, Regional Youth Strategy development,
Piercing Truth Quarterly Magazine and Multicultural Youth Development
<pp> 74
Growing the Economy
Objective: Securing Geelong's Economic Future
Achievements
Geelong chosen as the site for the National Disability Insurance
Agency head office
Geelong was announced as the location for the National Disability Insurance Agency
head office in June 2013. This followed the announcement that the Barwon region
would be one of the five launch sites across Australia for the National Disability
Insurance Scheme. The announcement means Geelong will be the site of the first
Commonwealth agency to be located outside Canberra.
This is a huge achievement for the region with a lot of hard work having been done
by civic and community leaders to advocate on Geelong's behalf.
Geelong has led a successful campaign largely due to the work of the disability
sector and local people who were passionate and dedicated about the need for this
lifetime care and support scheme. This decision goes to the heart of our community.
The thousands of people in our region with disabilities, their families and carers, now
see a positive future.
It also means more jobs for the region. Geelong has demonstrated experience and
expertise in disability services, the right mix of infrastructure, a positive environment
for growth, a strong and diverse economy, is a proven corporate base for business
and has a great lifestyle.
The National Disability Insurance Agency will open its doors in Geelong on 1 July
2013.
Geelong Library and Heritage Centre redevelopment
Construction of the new Geelong Library and Heritage Centre is expected to
commence in early 2014 with demolition due to commence in September 2013.
The design development stage has been completed and the state-of-the-art unique
multi-storey dome design deliberately erodes sections to blur the boundary between
Johnstone Park and the building.
The new Geelong Library and Heritage Centre will be over 6,000m square and
include 120,000 print and multimedia collection items, a children's exploration and
discovery zone, heritage centre repository and reading room, dedicated youth space,
individual and group study spaces, the latest in digital technologies, café, exhibition
space, major event space and community space for meetings and lifelong learning
programs.
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 is expected to double library visitor
numbers in the first year, with a flow on effect to the other cultural institutions in the
precinct.
Combining the heritage centre with the library opens up opportunities for exhibitions
and displays of the heritage centre's valuable archive. The Geelong Library and
Heritage Centre will be a community and civic anchor for the Geelong Cultural
Precinct, a hub which will preserve and share the identity of the community as 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).
<pp> 75
Geelong economy remains buoyant with many developments
completed or underway
The Geelong region's economy remains buoyant with many major developments
completed in the last 12 months or currently under construction across a wide range
of sectors.
Non-domestic building permits increased by 11.9 per cent in 2012 - 2013 with the
value of these increasing by 15.8 per cent to $344 million.
Some of the projects completed during the last 12 months include; the $110 million
Section 4B of the Geelong Ring Road; the $94 million Northern Water Plant in Corio;
Deakin University's $52 million Regional Community Health Hub (REACH); the $49
million stage 3 redevelopment of Simonds Stadium, including the new Players Stand
and four light towers; the $40 million redevelopment of Deakin University's Waterfront
Campus; Stage 1 of the $42 million Black Rock Class A recycled water plant; the new
$33 million Bunnings megastore in North Geelong; the $27 million "8 Gheringhap"
apartments; the $14 million Vue Apartments in Geelong opposite Austin Park; and
the $13 million extension of Deakin University's Institute of Koorie Education
academic building.
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 new $447 million
teaching hospital at Waurn Ponds, Epworth Geelong (developed by Epworth
HealthCare in partnership with Deakin university); the $220 million duplication of the
Princes Highway from Geelong Ring Road in Waurn Ponds to Winchelsea; the $150
million water, sewerage and recycled water infrastructure implementation at
Armstrong Creek; the $103 million Australian Future Fibres Research and Innovation
Centre development; the $93 million Intensive Care Unit at the Geelong Hospital; the
$80 million new Norlane housing project initiative; the $65 million Saint John of God
Geelong Hospital redevelopment; Australian Unity's $65 million expansion of the
Waurn Ponds Shopping Centre; Deakin University's $55 million engineering facility
(Centre for Advanced Design in Engineering Training); and the $42 million student
accommodation at Deakin University's Waurn Ponds campus.
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.
<pp> 76
Armstrong Creek development progressing
Armstrong Creek is one of the largest growth areas in Victoria, comprising 2,500
hectares, which will become home to up to 55,000 to 65,000 people. The growth area
will provide 22,000 homes and 22,000 jobs.
The Armstrong Creek development has continued to progress throughout 2012 2013. The following provides a brief update on each of the seven precincts.
East Precinct (Warralily)
Precinct Structure Plan and Development Contribution Plan has been approved, with
development progressing on multiple fronts from Barwon Heads Road and Surf
Coast Highway.
North East Industrial Precinct (Keystone Business Park)
Precinct Structure Plan and Development Contribution Plan has been approved,
along with a planning permit for the initial 72 lots. Initial earth works are now
underway for this precinct.
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
Transport, Planning and Local Infrastructure. The Precinct Structure Plan and the
Development Contribution Plan have been approved.
West Industrial Precinct
Preliminary work has been undertaken in relation to native vegetation, however no
formal steps have been taken to progress the Precinct Structure Plan or
Development Contribution Plan at this stage.
Horseshoe Bend Precinct
The Precinct Structure Plan and Development Contribution Plan were on exhibition
as of May 2013.
Major Activity Centre (Armstrong Creek Town Centre)
The Precinct Structure Plan and Development Contribution Plan were on exhibition
as of April 2013.
Marshall Precinct
Preliminary work has been undertaken in relation with the drainage and native
vegetation; however no formal steps have progressed in relation to the Precinct
Structure Plan or Development Contribution Plan. The City is likely to take a role in
2013 - 2014 to progress this given the multiple land ownership across the precinct.
Developing an active and vibrant Central Geelong
Council formally endorsed the creation of a Central Geelong Taskforce to oversee
the precincts revitalisation. The Task Force will be established as a cross-divisional
working group supplemented by specialist expertise where appropriate.
The Task Force will initially produce a master plan for the central precinct by updating
the 2007 Central Geelong Structure Plan and including ideas from the recently
completed Vision 2 program. The focus will be on:
• Urban design and the Structure Plan for Central Geelong
• Activities and events
• Investment activities.
Vision 2 was a partnership project between the City, Deakin University, Department
of Planning and Community Development and the Committee for Geelong.
The project will look at recreating the vibrancy and bustle, with more people
shopping, working and living in Central Geelong and the Waterfront. It will promote
Central Geelong as the regional retail centre and services hub as well as our cultural,
civic and dining centre for people of all ages.
Images: Armstrong Creek housing development; Central Geelong café precinct; First
AFL night game held at Simonds Stadium.
<pp> 77
A number of activities and projects have been undertaken in the last 12 months to
begin the revitalisation. The Central Geelong Laneway and Linkages project has
seen Gore Place and Star Street laneways upgraded. The Geelong Night Markets in
Johnstone Park continued for the fifth year running. Central Geelong Food Carts
have also begun to appear around the precinct promoting diversity and healthy
options. Congolese chicken, Asian fusion dishes, Mediterranean classics and fresh
fruit and vegetables are just some of the tasty choices available from the food carts in
Little Malop Street Central.
Lara town centre project commences
The Lara town centre expansion has begun with work commencing on the
development of the new Lara Bowling Club within Lara Recreation Reserve. This
development will allow the Lara town centre to expand adding additional retail and
commercial floor space.
The expansion, based on recommendations from the Lara Town Centre Urban
Design Framework and successive Lara Structure Plans, is crucial for the future
growth and development in Lara, with the current population outgrowing the current
services.
Following the completion of the bowling club, the new Station Lake Road alignment
will commence, enabling the development of the Lara town centre expansion site. A
full line supermarket is expected to be open in late 2015.
Major events generate $65.9 million in event expenditure
throughout the region
A total of 20 supported events of international and national significance were held
during the year, stimulating economic activity and providing social benefits to our
community. These events resulted in $65.9 million of event expenditure being
generated in our region from locals and visitors, which is the equivalent of 527 full
time jobs in the region.
14 of the 20 major events offered free public access and entertainment for all ages.
An estimated 548,000 participants and spectators attended the 20 events staged
throughout Geelong during the 12 month period.
The 2013 Australian International Airshow generated an estimated economic benefit
of $21.4 million, the Festival of Sails $13.8 million and the popular Pako Festa $4.8
million.
Other popular events held throughout the last 12 months included the Mitchelton Bay
Cycling Classic, Toast to the Coast, Geelong Multi Sport Festival, Sanitarium WeetBix Kids TRYathlon, the Geelong Highland Gathering, Australian Youth Baseball
Championships, the Victorian Open Golf Championships and the Head of the
Schoolgirls Rowing Regatta.
October 2013 will also see the staging of the 2013 Australian Masters Games in
Geelong. The event is estimated to bring around $15 million of economic expenditure
into the Geelong region through the anticipated 10,000 plus participants.
Simonds Stadium redevelopment provides for first ever AFL night
game
Geelong's premier sports stadium entered a new era with the first ever AFL game
played under lights at Simonds Stadium on Saturday 1 June 2013 against the Gold
Coast Suns.
This followed the completion of the stage 3 redevelopment which included the new
$38 million Players Stand and four new 75 metre high light towers. This has been
made possible through contributions from the City ($3 million), the AFL, State and
Federal Governments.
The turning on of the lights was a symbolic moment for Geelong, confirming our
place as one of Australia's leading regional cities. The night games also mean
greater television coverage translating to more people recognising Geelong thus
improving our tourism potential, our appeal as a great place to live, and investment.
<pp> 78
Tourism numbers remain steady
Tourism numbers remained steady in the region with 3 million domestic day trip
visitors and 2.6 million overnight visitors. International arrivals dropped 8 per cent to
38,700, consistent with the drop across regional Victoria. Tourism numbers show that
short breaks rather than longer stays are a current trend, thus our focus has shifted
towards providing experiences to cater for both domestic and international visitors.
Geelong as a cruise ship destination is one such way to provide for this type of
experience. In February 2013, the Seabourn Odyssey anchored in Corio Bay,
confirming the appeal of Geelong as a cruise ship destination. This followed a
stopover in Melbourne, demonstrating that Geelong and Melbourne can operate as
complementary cruise ship destinations with each offering a different visitor
experience. Most of the 450 passengers came ashore to take part in local tours
contributing to the local economy with an estimated economic benefit of $500,000.
The Regatta cruise ship has confirmed it will visit Geelong in 2014.
A redeveloped Yarra Street Pier would add considerably to Geelong’s appeal as a
regular port on international itineraries. This remains one of Council’s key funding
priorities.
Council supporting small businesses
180 local businesses have benefited from a new service offered by the City. The
Business Visits Program offers advice, support and mentoring to a range of sectors
including retail, health, construction, manufacturing and professional services.
An outstanding advantage of the Business Visits Program is connecting businesses
with local suppliers, engaging businesses in networking and training opportunities
and providing information about grants and services from the other tiers of
government.
Geelong hosted the Australian Government Jobs and Skills Expo in March 2013, an
initiative of the Federal Government. The Geelong Small Business Festival was also
held in August 2012 with 40 events attended by 1,500 people.
Future Directions
The next 12 months will see the City focus on the following key projects and
programs:
• Commence the development of the Geelong Centre for Emerging Infectious
Disease after the City secured $3 million in funding from the Commonwealth
Government’s Regional Development Australia Fund on behalf of partners Deakin
University, Barwon Health and CSIRO A A H L.
• Advocate for delivery of Geelong Port and Land Freight Infrastructure Plan, which
identifies existing and future infrastructure needs for freight and logistics companies
and is based on the integration of the Geelong Ring Road Employment Precinct,
Avalon Airport and the Port of Geelong.
• Develop an urban design framework for the Ocean Grove town centre in
consultation with the local community.
• Host the 2013 Masters Games which is expected to reap an estimated economic
benefit of $15 million.
• Establish Enterprise Geelong to identify and attract business and investment
opportunities from Australian and overseas, that Geelong is a welcoming and
lucrative place to do business. Sustainable employment growth and business
investment are high priorities for this Council.
• Commence construction of the Geelong Library and Heritage Centre.
• Conduct a review of the current Retail Strategy.
• Deliver the infrastructure components of the Lara town centre expansion project.
• Advance the implementation of the Portarlington Safe Harbour project.
• Deliver the Central Geelong Master Plan.
Challenges
Every day we are faced with challenges, both global and regional. These challenges
impact on our decision making in the immediate and long term. It is important we
remain flexible so we can respond to the changing needs of our community as well
as making the most of the opportunities that arise.
Some of the challenges facing us in the pursuit of growing our economy include:
• The recent announcements that Shell will sell its Geelong Refinery by the end of
2014 and that Ford will close its manufacturing plants in October 2016.
• Gaining government funding for key infrastructure projects.
• Addressing skills shortages.
• Taking advantage of the opportunities that the biotechnology industry will provide
our region into the future.
• Diversification of our economy
recognising the significant contribution made by our changing manufacturing sector.
• Seeking investment opportunities that will be provided by the Armstrong Creek and
Geelong Ring Road Employment Precinct developments.
• Identifying ideas and opportunities to provide the momentum for the next 15 years
of growth in Central Geelong.
• The loss of business tourism events with 400 plus delegates to other regions
because of the limited scope and scale of venues available in Geelong to meet the
needs of the high yielding Business Events sector.
• New economic opportunities to transition to a low carbon economy through
developing new clean technologies, research and development, manufacturing and
new product and service offerings.
• Decline in workforce participation as the workforce ages.
<pp> 79
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
</transcriber's note>
Measure
Target
Result
Comment
Geelong Ring Road
Employment Precinct
number of serviced lots
available for sale
3 lots for sale
by mid-2011
TA
One lot sold, one currently
under offer and one for sale.
Avalon International
Terminal approved
Master Plan
approved by
Council
TA
Final Master Plan was
approved by Council in mid
2013.
Business Plan for
Completion
National Transport Freight 2012
and Logistics Hub agreed
TA
Council has adopted the
Geelong Port City 2050
Strategy for development of
Geelong Port landside
infrastructure.
Intermodal planning
process completed
TA
Planning process completed in
2011 - 2012.
June 2012
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Freight and Logistics Gateway project
C
Geelong Ring Road Employment Precinct design and implementation C
<pp> 80
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Yarra Street Pier - Secure State
Government funding
June
2012
P
This project continues to
be a key funding priority for
2013 - 2017.
Cruise ship visits to Geelong feasibility study
June
2012
TA
Feasibility completed and
report to Council.
Future Cities - Library/Heritage Centre June
- Secure funding from the State and
2011
Federal Governments
TA
Federal ($10M) and State
($15M) Government
funding secured.
Convention Centre - Secure State and June
Federal Government support
2012
P
This project continues to
be a key funding priority for
2013 - 2017.
Cultural Precinct visitation (Geelong
Gallery, Library, Heritage Centre,
Courthouse Arts, GPAC)
Increase T A
10% increase on previous
year visitation.
Measures adopted in City Plan 2009 - 2013 with data no longer
available:
• Overall satisfaction with Central Geelong
• Central Geelong presentation - cleanliness Index
This survey was not conducted by Central Geelong Marketing in 2012 - 2013.
As part of the development of City Plan 2013 - 2017 these measures have been
reviewed and amended.
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Cruise ship visits 2012 - 2013
A
Eastern Beach Master Plan implementation - heritage asset rebuild
(bluestone kerb and channel)
A
Economic Development - industrial development support
B
Geelong Central City Management programs and activities
B
Geelong Library and Heritage Centre - detail design and quantity surveying
C
Arts and Culture
Belmont area public art project
C
Clifton Springs public art project
C
Courthouse Arts - Police Lane Street Art Project
C
Cowie ward public art project
C
Geelong Art Gallery contribution
B
Geelong Art Gallery program development and PA system
C
Old Courthouse - entrance artwork
C
<pp> 81
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Regional
unemployment rate
Maintain the
average difference
between the
Geelong and
Victorian
unemployment rate
TN
12 month average
unemployment in Barwon
Western District was 6.1%
compared to 5.6% in Victoria.
Geelong Urban Growth June 2012
Strategy completed
P
This project is on hold pending
the G21 Regional Growth Plan
project being completed; the
draft implementation plan for
this will be out for public
comment in July 2013.
Investment (number
and value of building
permits) - domestic
and non-domestic
Increase
TA
Domestic = 7.1% increase in
numbers and 10.3% increase
in value.
Non-domestic = 11.9%
increase in numbers and
15.8% increase in value.
Years supply of zoned
residential land
available in the
Geelong region
10+ years available T A
of residential lots by
2013
Currently 15+ years land
available.
Scope and business
June 2012
case for Managing
Growth Resource Plan
completed
TN
Project has been deferred.
Armstrong Creek
June 2012
Structure plans
completed for Western
Residential Precinct
TA
Approved in early 2013.
Armstrong Creek
Structure plan
completed for
Horseshoe Bend
Precinct
June 2012
P
Structure Plan scheduled for
public exhibition in mid-2013.
Armstrong Creek
Structure plan
completed for Major
Activity Area
June 2012
P
Structure Plan is out for public
exhibition and scheduled to go
to the panel November 2013.
Lara Town Centre Rezoning of Land
June 2012
TA
Completed in January 2012.
New bowling club currently
under construction as prework for infrastructure to
deliver new supermarket.
Lara Town Centre Selection of preferred
developer
June 2012
TA
Preferred developer
announced September 2012.
Ring Road connection
from Armstrong Creek
to the Bellarine
Peninsula commitment to
planning process to a
4C connection
September 2012
P
Project continuing. The
Armstrong Creek Horseshoe
Bend Precinct will define the
next leg of the Ring Road
connection. Bellarine
connection subject to ongoing
lobbying activity with State and
Federal Government.
Geelong Major Events Return on
economic benefit to the investment = 50:1
municipality
TA
Return on investment 50.1
Aquaculture - a plan for June 2012
integrated wet seafood
processing facility
P
This is a long term project that
will be ongoing.
Develop Geelong’s
June 2012
Centre of Excellence
for emerging infectious
diseases
TA
Federal funding has been
secured.
<pp> 82
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Business events support
B
G21 Agribusiness Forum
B
G21 contribution
B
Geelong Manufacturing Council contribution
B
Lara Chamber of Commerce contribution
A
Lara Town Centre expansion project
C
Skilled migration program
B
Wi-Fi Hotspot Expansion project
C
Armstrong Creek
Armstrong Creek development contribution plans administration
B
Armstrong Creek East Neighbourhood Activity Centre pavilion construction C
Armstrong Creek planning and infrastructure implementation
B
Information and Communications Technology (ICT) Cluster
Employment growth through cluster facilitation
A
ICT Cluster support
B
Other Actions Undertaken in 2012 - 2013 that Support
Growing the Economy
Action
Status
2013 Australian International Airshow
A
2013 Australian Masters Games
C
Conference Marketing and Delegate Boosting programs
B
Geelong Major Events funding
B
Provide for tourist information and administrative support centres within the
Geelong region
B
View of Geelong historical marker
C
<pp> 83
Sustainable Built and Natural Environment
Objective: The City of Greater Geelong leads the community in sustainable planning
and environmental action.
Achievements
Leaders in waste management
The City of Greater Geelong is one of the leading council's in Victoria in waste
recovery. The State Government has set councils a target of reducing the amount of
waste going to landfill of 65 per cent by 2014. The City's current waste recovery rate
of 58 per cent is on target to meet the 2014 target.
In 2012 - 2013, 29,650 tonnes of kerbside recycling material and 27,569 tonnes of
kerbside green waste was collected. This equates to approximately 305 kilograms
per household in recycling and 283 kilograms per household in green waste.
A number of waste initiatives were conducted during the year to encourage
environmentally friendly ways for Geelong households to dispose of their unwanted
goods. These initiatives encouraged the disposal of televisions, mattresses, old tyres
and household chemicals.
The chemical drop-off day received a huge response from the community with a total
of 599 vehicles bringing over 80 cubic metres of material to the event. The TV drop
off weekend resulted in over 2,000 residents disposing of 8,000 televisions, plus
computers and other electronic equipment.
In August 2012, all residents received a free tip voucher with their rate notice. The
Second Hand Saturdays program also continued.
Council has made tremendous progress in reducing waste to landfill, and the new
Waste Management Strategy aims to continue this trend over the next five years.
Corporate carbon emissions reduced
Council's Greenhouse Response has resulted in drastically reduced greenhouse
emissions from key facilities and buildings. Actions taken to reduce carbon emissions
include over 28KW of renewable energy installations, extensive energy efficient
lighting upgrades, heating and cooling system upgrades, greenpower purchases and
the establishment of a revegetation bio sequestration site.
To date the Greenhouse Program has implemented over 70 per cent of the actions
set out in the Greenhouse Response Action Plan resulting in the reduction of
approximately 1,500 tonnes of CO2-e per year from Council operations. This is the
equivalent of taking 312 cars off the road each year.
In addition to the above, sustainability assessments and retrofit actions have also
been completed at 15 community facilities. Some of the actions undertaken include:
• Motion sensor L E D light fittings installed at Busport Car Park and the National
Wool Museum.
• Additional ducting installed at National Wool Museum reducing demand on boilers.
• Insulation installed during Courthouse renovations.
• Splashdown Leisure Centre
cogeneration plant commissioned.
• New boilers at Splashdown
Leisure Centre, Waterworld Leisure Centre and National Wool Museum.
• Air conditioning and lighting upgrades at Splashdown and Waterworld Leisure
Centres.
The changes made at the National Wool Museum and City Hall alone over the last
two years have resulted in energy use reductions of 29 per cent and 21 per cent per
annum respectively, equivalent to $35,630 in savings annually.
The City will continue to focus on energy conservation, substitute non renewable
energy sources with renewable energy sources and carbon offsets at our major
facilities. The Greenhouse Strategy will undergo a review following the completion of
the 2013 - 2017 Environment Management Strategy.
<pp> 84
Future Proofing Geelong
Future Proofing Geelong has worked on several fronts in the last 12 months to
promote sustainability in the broader Geelong region. Since the adoption of the Low
Carbon Growth Plan in May 2011, Future Proofing Geelong has sought to implement
the plan in three key areas; assisting commercial building owners and tenants to
reduce carbon emissions; helping community groups to implement their own
sustainability projects; and helping companies with funding bids.
Since October 2012 Future Proofing Geelong has provided funding to seven local
businesses for energy assessments, further helping two of these businesses to apply
for funding through the State Government's Smarter Resources, Smarter
Businesses Program. If successful along with five other funding bids, a total of $2.1
million will be available for energy efficiency upgrades in Greater Geelong.
Future Proofing Geelong also worked with the Geelong Manufacturing Council and
Enterprise Connect to secure $50,000 funding from the State Government's
Manufacturing Productivity Networks Grants program to develop a clean technology
network.
The program also supported the 2013 Sustainable Living Festival which this year
featured more than 40 events in the Greater Geelong area.
Six community groups were also supported to run sustainability projects via a Council
small grants scheme:
• Food Skill - Local food systems mapping for the Northern Suburbs.
• Geelong Sustainability Group -Greener Living Program.
• Barwon Heads Sustainability Group - Community Solar Program.
• Geelong Sustainability Group -Sustainability Directory; mapping initiatives/contact
details across Geelong.
• Transition South Barwon - "Let's Connect"; connecting sustainability
initiatives/awareness raising program to be linked with the Sustainability Directory.
• Geelong Branch National Trust - Retrofitting information brochure to be provided to
heritage listed building owners in Geelong.
Future Proofing Geelong is working on a sustainable house display at the Warralily
display Village at Armstrong Creek, which will showcase the cost savings and
environmental benefits of building an energy efficient home.
Geelong recognised as a leader in climate change
The City's environmental work has been recognised with the Climate Change
Adaptation Toolkit launched in Melbourne and Sydney. The Toolkit has attracted
national attention and has been developed as a free resource for councils to factor in
the impacts of climate change to their business and services. It guides Council staff
through the process of assessing climate impacts, risks and how to plan for it. The
Toolkit was a collaborative project between the City of Greater Geelong, RMIT and
Net Balance.
The Climate Change Adaptation Strategy has become a model for other councils
around the country to follow. The City presented at the Victorian Centre for Climate
Change Research annual forum on the development of the strategy and its first year
of implementation.
Work has also commenced on having climate change adaptation integrated in
emergency management plans, the Open Space Strategy, the Environment
Management Strategy, Sustainable Communities Infrastructure Design Guidelines
and the Engineering Infrastructure Design Manual.
EcoChallenge@home launched
The City of Greater Geelong's new ecoCHALLENGE@home program was launched
in November 2012. The program aims to help residents save on water and energy
bills while reducing greenhouse emissions within the community.
The City has worked hard over the last few years to make our own operations more
efficient with a range of large scale water and energy saving projects. This now
extends the program to assist residents in their own homes.
The program is being delivered by EnviroShop which included nine community
information sessions held in 2012 - 2013 and over 70,000 watts of solar power
installed as part of this program.
ecoCHALLENGE@home will assist residents to better manage the impact of ongoing
utility prices by offering energy and water saving products for the home and giving
residents the opportunity to retrofit their home with sustainability products via a bulk
buy program.
Images: Sustainable House Day, Barwon Heads; Serendip Sanctuary, Lara; Eastern
Park stormwater harvesting project.
<pp> 85
People can register to have a qualified consultant visit their home and make a free
assessment of which sustainability products are most suitable for their particular
situation. Solar electricity, solar hot water, L E D lighting, insulation and rain water
tanks are some of the sustainability products available through the City of Greater
Geelong's new ecoCHALLENGE@home program.
The ecoCHALLENGE@home program is also a major sponsor and contributor to
Sustainable House Day, and the development of a Community Plan for a Sustainable
Barwon Heads.
Sustainable Building Policy
Council adopted a new Sustainable Building Policy in September 2012. The policy
sets out minimum sustainability standards for Council's new buildings, renovations
and retrofits of existing buildings, building maintenance and minor upgrades.
The policy outlines various design, construction and operational techniques that will
result in improved energy efficiency, reduced greenhouse gas emissions, water
conservation, reduced natural resource consumption, increased reuse and recycling,
waste avoidance, pollution prevention and enhanced biodiversity. It helps to clarify
the requirements and preferences for any future construction or maintenance work on
council buildings.
All Council buildings are included in the policy including administrative offices; leisure
and aquatic facilities; libraries; community buildings; sports ground pavilions; town
halls; child care and health centres and work depots. The changes will not only
reduce the City's impact on the environment, they will provide economic benefits by
reducing the overall building and operating costs.
The City will be using the Green Star rating standard or equivalent for building design
and construction and the National Australian Built Environment Rating Standard
(NABERS) to measure ongoing operational performance of old and new buildings.
Constructing and maintaining our buildings accounts for a large part of Council's
environmental footprint. The implementation of this policy over the coming years will
make a significant impact. It demonstrates Council's corporate responsibility and
leadership in the community on sustainability and environmental issues.
Greater Geelong Cycle Strategy implementation
The Greater Geelong Cycle Strategy sets out a range of works projects as well as
education and recreation activities aimed at increasing cycling participation in the
region and environmental, social and economic benefits to the community.
A number of projects have been completed in 2012 - 2013 including:
• Bellarine Rail Trail improvement works including trail path sealing, revegetation and
picnic table and seat installations.
• A new pedestrian bridge, encouraging people to walk and cycle was installed over
Waurn Ponds Creek near Pioneer Road linking residents to key facilities such as
Leisurelink Aquatic and Recreation Centre, Waurn Ponds Library and the Waurn
Ponds Shopping Centre.
• A new trail along the Barwon River
connecting the existing path at Barrabool Road to the Belmont cycling criterium and
boat ramp thus avoiding the necessity of bike riders sharing the road with vehicles.
• The commencement of works on the 19 kilometre Corio/Norlane bike loop, which
will improve cycling connections and safety for bike riders and pedestrians in the
area.
Eastern Park stormwater harvesting system paying dividends
The stormwater harvesting system installed in Eastern Park last year has already
paid dividends, with over 500,000 litres of water from the dam used over the summer
months.
A variety of trees were planted around Eastern Park late in 2012 as part of the
project. These required extra watering to help them establish, particularly during the
extremely hot days over summer. The stormwater harvesting system provided the
extra water necessary to keep the trees alive. It has also been used to maintain
street trees around Geelong.
The Geelong Botanic Gardens is in the top five water users for Council, and once this
system is at full capacity (seven million litres) it will be able to supply around 90 per
cent of the gardens' water demands. This is a significant saving financially and
environmentally.
Although we are not dealing with the same major drought problems as in previous
years, stormwater harvesting is an environmentally and financially sustainable way to
keep our trees and parks thriving.
<pp> 86
The Geelong Botanic Gardens are one of the City's top tourist attractions, and
require continual water supply to maintain the large collection of native and exotic
plants. The stormwater harvesting system ensures we can maintain the gardens and
the park to a high standard using sustainably-sourced water. The dam where all the
water is collected is also a fantastic addition to the park serving as a popular place for
locals and visitors to take a stroll around.
Improving energy efficiency of our buildings
Three of the City's buildings are now more energy efficient due to upgrades partfunded through the Federal Government's Community Energy Efficiency Program.
$986,000 was spent on Splashdown Leisure Centre, Waterworld and the National
Wool Museum.
Splashdown received upgrades to air conditioning systems, boilers for heating pool
water and lighting. These upgrades alone have reduced energy consumption by 22
per cent. This was not the only benefit. Members and visitors have also commented
that the air is no longer muggy but now clear and fresh.
Waterworld had a new boiler and hot water system installed, and an air conditioning
and lighting upgrade. The National Wool Museum had the chiller replaced and a new
boiler installed.
Greening our municipality
The City plants approximately 1,800 trees and maintains a further 120,000 annually
as part of its annual program. Further to this, a number of tree planting initiatives took
place in the last 12 months to continue the greening of our municipality.
Programs that have been undertaken include:
• World Environment Day tree planting which saw students from Wallington Primary
School join City staff to plant over 1,500 indigenous trees and shrubs at Limeburners
Point.
• The implementation of the Green Your Street program in Corio and Norlane which
will see residents planting trees in their neighbourhoods and caring for them.
• The commencement of Council's Greenway Project which will see around 50,000
mixed indigenous trees, shrubs and bushes planted over the next five years over a
13 kilometre distance from Corio to Hamlyn Heights. This will become one of the
longest greenways in the region and is one of the largest greening projects ever
undertaken in Geelong.
These projects not only add to the municipality's urban forest, but meet a number of
the Council's objectives including active transport options, regenerating biodiversity,
climate change adaptation strategies, and sustainable and natural environments.
Future Directions
The next 12 months will see the City focus on the following key projects and
programs:
• Finalise development and commence implementation of the 2013 - 2017
Environment Management Strategy.
• Develop the new Greenhouse Strategy and Local Action Plan.
• Develop the Waste Management Strategy which will guide waste initiatives and
continue increased waste recovery.
• Continue the work of Future Proofing Geelong including the audit of the Low
Carbon Growth Plan and the Sustainable Covenant with Future Proofing Geelong
partners.
• Construction of Drysdale landfill's cell six and continue the rehabilitation of the Corio
landfill site.
• Maintain council environmental, coastal and conservation reserves.
• Implement hard waste pick up service for eligible Home and Community Care
clients.
• Continue water saving programs and energy efficiency projects at council facilities.
<pp> 87
Challenges
Every day we are faced with challenges, both global and regional. These challenges
impact on our decision making in the immediate and long term. It is important we
remain flexible so we can respond to the changing needs of our community as well
as making the most of the opportunities that arise.
Some of the challenges facing us in the pursuit of a sustainable built and natural
environment include:
• The need to implement plans to protect biodiversity, arrest erosion and halt the
intrusion of animal and plant pests, inundation and intrusion of saltwater into
estuarine areas.
• The perception that addressing
environmental issues is less important than growing the economy - which may result
in a push for cheaper developments and decreasing building and environmental
standards.
• Being prepared to respond to government funding programs that benefit our
environment, or in some cases decreased funding.
• Major industries lobbying to get the most out of existing infrastructure rather than
seeking to become greener.
• Climate change impacts on services and infrastructure projects.
• With the increase in the EPA levy, the City will need to promote alternative means
of disposing of unwanted items, such as recycling and other waste initiatives.
Increased dumping of waste in areas such as parklands and waterways could also
result from a rise in the EPA levy.
• Reducing our carbon footprint.
• Implementing affordable and sustainable building practices resulting in reduced
demand on natural resources and a decrease in greenhouse gas emissions.
• Competition for water resources
between the environment and domestic, agricultural and industrial users.
• Competing demands for land use (infrastructure vs. productive agricultural land).
• Absence of adequate public transport networks and services resulting in higher car
dependency, and associated traffic and parking implications.
Images: Geelong Botanic Gardens; World Environment Day tree planting; Reducing
energy consumption through the Energy Efficiency Program.
<pp> 88
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Modes of transport used
in getting to work/school
Increase
TA
A 1% increase in journey to work data
from 2006 - 2011 based on Census
data
Geelong Train Station
usage
Increase
TA
Overall an increase in usage across all
Geelong Stations
Measures adopted in City Plan 2009 - 2013 with data no longer
available:
• Regular participation in walking activity
• Regular participation in cycling activity (Australian Sports Commission's Exercise,
Recreation and Sport Survey, not undertaken since 2011)
As part of the development of City Plan 2013 - 2017 these measures have been
reviewed and removed.
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Bicycle infrastructure program
B
Building Bellarine Connections
A
Central Geelong Night Bus Service
B
Central Geelong Park and Ride shuttle service
B
Greater Geelong Cycle Strategy implementation
B
Ocean Grove/Barwon Heads shuttle bus
A
Footpaths
Ceres footpath project
A
Footpath renewal program
A
Ritchie Blvd footpath replacement
C
<pp> 89
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Implementation of STEP Program
(encouraging positive sustainable built
environment
outcomes through the planning process)
June 2012
TA
Completed
in 2012.
Develop a Council policy on Environmentally
Sustainable Development Standards for newly
constructed Council owned and/or managed
buildings
December
2011
TA
Policy
developed.
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Progress development of the Environmental Sustainable Development Policy A
Support the use of Infrastructure Development Guidelines by the
development industry
B
<pp> 90
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
30 per cent emissions
reduction target as a
minimum from 2006
levels by 2011 - 60 per
cent reduction by 2025
Decrease T A
Reduction in emissions of
approximately 500 tonnes on previous
year, mainly attributed to a reduction in
electricity consumption, in particular
savings gained from the cogeneration
system installed at Splashdown.
Council's potable water Decrease T A
consumption (25%
reduction by 2015, based
on average consumption
2001 - 2005)
517ML used in 2012 - 2013, a 7%
decrease on previous year and well
below target of 726ML.
Percentage of green
energy purchase
Maintained with 3,750 tonnes
purchased.
Increase T A
Number of vehicles using Increase T A
low emission or
alternative fuels in
Councils vehicle fleet
Council continues to pursue low
emission options for our fleet vehicles.
Amount of carbon
absorbed by trees
planted in the carbon
offset program
Carbon offset planting program
commenced in June 2011. No expected
offset until trees reach maturity after 10
years.
Increase P
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Clean Energy - buildings plant and equipment upgrades
A
Green Our Streets - Corio ward tree planting
A
Greenhouse Reduction Local Action Plan
B
Tree planting, establishment and aftercare
B
Waste Projects
Corio Landfill rehabilitation
C
Drysdale landfill - design of cell 5 and review cell sequencing
C
Drysdale Landfill - replacement of amenities building
A
Drysdale Quarry - investigation as future Landfill
C
Greenwaste site setup costs - Barro Group Quarry
C
Investigation of possible expansion of Point Henry (Moolap) Transfer Station C
Resource Recovery Centre feasibility study
C
Waste education program and initiatives
C
Water Saving Initiatives
Geelong Botanic Gardens irrigation project
C
Hume Reserve aquifer recharge and reuse project
D
Rippleside (Weddel) stormwater harvesting project
C
Water restriction program
B
<pp> 91
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
The existence of an
adopted Climate Change
Adaptation Strategy
(1) Adoption
(2) Implementation
TA
Strategy adopted in April
2011 and implementation
underway.
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Climate Change Adaptation Strategy implementation
B
Drought Recovery
Significant tree watering project
B
Sports ground renovation program
B
Future Proofing
Future Proofing Geelong project implementation
B
<pp> 92
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Control of noxious weed reinfestation and re-growth on
Council's conservation
reserves
95% success rate in
control program where
works are undertaken
TA
95% success rate
achieved.
Reduction in pest animal and
vermin numbers in Council
reserves
90% success rate in
reduction program
where works are
undertaken
TA
90% success rate
achieved.
Survival rate of native
revegetation program
90% survival rate
TA
Greater than 90%
survival rate
achieved.
Number of Council managed
water bodies rehabilitated
One completed annually T A
Four water bodies
rehabilitated in
2012 - 2013.
<pp> 93
2012 - 2013 Business Plan Actions
<transcriber's note>
Status column:
A = Completed
B = Completed for 2012 - 2013/repeated annually
C = In progress, continuing in 2013 - 2014
D = On hold, future direction to be determined
</transcriber's note>
Action
Status
Assessment of Council's biodiversity assets
C
Buckley Park staircase planning and design
C
Clifton Springs coastal erosion mitigation works
C
Coastal and conservation reserves and infrastructure maintenance
C
Contribution to the Geelong Environment Council for Barwon River upgrade
B
Council environmental reserves maintenance and improvement works
B
Eastern Park tree planting
C
Friends of Buckley Falls contribution
B
Geelong Saleyards Conservation Management Plan works
C
Mount Brandon Master Plan implementation
C
Parks and reserves maintenance
B
Protection of Nationally Significant Roadsides program - endangered plants
C
Stewarts Reserve (Armstrong Creek) Management Plan - biodiversity and
fire protection
C
Tree Inventory System - data collection
A
Heritage Projects
Indented Head heritage study
C
Investigation of heritage operation for Geelong to Ballarat railway line
D
Saint Leonards heritage signage
C
Water Programs
Geelong Healthy Waterways program
B
Stormwater Quality Management Plan implementation
B
Water Quality Programs
B
Other Actions Undertaken in 2012 - 2013 That Support A
Sustainable Built and Natural Environment
Action
Status
Bridge upgrades - major renewal works
B
Brougham Street drainage works
D
Drainage design and construction program
B
Drysdale Drainage Mitigation Works (Stages 1 - 5)
B
Kerb and channel renewal program
B
Roads - construction and design including local roads, Federal Roads
Program and Vic Funded works
B
Special rates and charges to carry out roads, footpaths, kerb and channel,
and drainage works
B
Traffic management - investigation, design and construction
B
<pp> 94
2012 - 2013 Performance Statement
Community Wellbeing: To improve the health and quality of
life of all residents of Greater Geelong
<transcriber's note>
The table is been converted to the following list.
</transcriber's note>
Outcome
Improved healthy eating and physical activities
Action/Target
Undertake the upgrade to playground and amenities at Pettit Park during 2012 - 2013
Status
Works scheduled for 2012 - 2013 for Pettit park have been completed.
Comments
Works scheduled for Pettit Park in 2012 - 2013 have been completed. Works on
amenities and playground equipment as well as landscaping were completed during
this stage.
A further $40,000 has been allocated in the 2013 - 2014 Budget to complete further
works on the playground and amenities.
Outcome
Increased lifelong learning and literacy
Action/Target
Construction on the Ocean Grove Integrated Children's Centre to commence in 2012
- 2013.
Status
Construction is progressing on schedule and is due for practical completion in
November 2013 with the centre opening in January 2014.
Comments
The $9.5 million Ocean Grove Integrated Children's Centre is due for completion in
November 2013 with a planned opening in January 2014. Located at the south west
corner of the existing Bellarine Aquatic and Sports Centre, it will support families with
their children's education, health, development and care needs.
Enrolments for three and four year-old kinder sessions for 2014 and 2015 are open
as are long day care places.
When complete the centre will include a new kindergarten, playgroups, maternal and
child health, long day care, occasional care, toy library as well as family support and
early intervention services.
Outcome
Liveable neighbourhoods
Action/Target
Continue the implementation of the Multicultural Action Plan and policy development
during 2012 - 2013.
Status
The Multicultural Action Plan (M A P) is being successfully implemented with the
support and guidance of the Multicultural Action Plan Advisory Committee (MAPAC).
The Diversity Policy is due to be reviewed in November 2013.
Comments
The Multicultural Action Plan (M A P) is being successfully implemented with the
support and guidance of the Multicultural Action Plan Advisory Committee (MAPAC).
The implementation has identified priority areas that have long term ongoing
implications in the sense that they will be carried on every year. Some examples
include the support, promote, celebrate cultural diversity in the forms of Refugee
Week, Diversity Week as well the Geelong Interfaith Network and its activities.
Other actions being implemented include establishing a shared database of City of
Greater Geelong bilingual staff.
There are 35 actions in the M A P that address the following key areas: respect and
recognition; access and equity; responsive services; and support to community. Work
on these actions will continue in 2013 - 2014.
Caption: The Multicultural Action Plan continues to be implemented.
<pp> 95
Growing the Economy: Securing Geelong's Economic
Future
<transcriber's note>
The table is been converted to the following list.
</transcriber's note>
Outcome
Plan and develop the National Transport and Logistics Precinct
Action/Target
Commence freight and logistics gateway project.
Status
The final draft of the Geelong Port and Land Freight Infrastructure Plan has been
completed. Council will consider a report in July 2013 recommending its
endorsement and associated actions.
Comments
A key component of this project is the development of the Geelong Ring Road
Employment Precinct (G R E P). Stage one of the G R E P is completed with fully
serviced land ready for development. Stage two will open up large sized lots in the
north of the G R E P and Stage three will consolidate an old residential estate for
industrial development.
A strategic assessment for the Geelong Port and Land Freight Infrastructure Plan is
also underway. This plan will identify the capacity of existing infrastructure, identify
required infrastructure upgrades, and will be used as a basis for a future business
case to inform investment decisions. A report will go to Council in July 2013 to
consider recommendations.
Outcome
Development of the Cosmopolitan Heart.
Action/Target
Geelong Library and Heritage Centre detail design and quantity surveying completed
during 2012 - 2013.
Status
The design development phase is now complete and planning and heritage permit
applications are being progressed. The demolition tender was awarded in May and
the library and heritage centre relocation was completed in June. Expression of
interest process has closed for construction; contractors and shortlist to be finalised.
Comments
The Geelong Library and Heritage Centre development is progressing well with the
design development phase now complete. Planning and heritage permit applications
are progressing and the demolition tender has been awarded. The temporary
relocation of the library and the heritage centre has also been completed.
The $45 million project (funded by the City $20 million, Victorian Government $15
million and the Federal Government $10 million) will see the new multi-storey stateof-the-art dome designed facility feature all the mod cons for today's library user.
The new building will replace the old Geelong Library and Heritage Centre and will be
built on the existing building's footprint in Johnstone Park.
Construction is due to commence early 2014 and completed in late 2015.
Outcome
Managed Growth
Action/Target
Armstrong Creek planning and infrastructure implementation - continuation in 2012 2013.
Status
Armstrong Creek planning and infrastructure implementation is continuing on
schedule.
The final West Precinct Development Contribution Plan and Precinct Structure Plan
have been approved by the Minister.
Comments
Status of individual projects:
Armstrong Creek East Precinct - approved Precinct Structure Plan and Development
Contribution Plan, with development progressing on multiple fronts from Barwon
Heads Road and Surf Coast Highway.
North-East Industrial Precinct (Keystone) - approved Precinct Structure Plan and
Development Contribution Plan, initial earth works now under way for this precinct.
Armstrong Creek West Precinct - Precinct Structure Plan and Development
Contribution Plan approved.
Major Activity Centre Precinct (Town Centre Precinct) - Precinct Structure Plan and
Development Contribution Plan on exhibition as of April 2013.
Horseshoe Bend Precinct - Precinct Structure Plan and Development Contribution
Plan on exhibition as of May 2013.
Western Industrial Precinct - preliminary work undertaken in relation to native
vegetation; however no formal steps taken to progress Precinct Structure Plan or
Development Contribution Plan at this stage.
Marshall Precinct - preliminary work undertaken in relation to the drainage and native
vegetation, however no formal steps progressed in relation to the Precinct Structure
Plan or Development Contribution Plan. Council likely to take a role in 2013 - 2014 to
progress this precinct given the multiple land ownership across the precinct.
<pp> 96
Sustainable Built and Natural Environment:
The City of Greater Geelong leads the community in
sustainable planning and environmental action
<transcriber's note>
The table is been converted to the following list.
</transcriber's note>
Outcome
Increased use of public and active transport.
Action/Target
Implement actions associated with the Greater Geelong Cycle Strategy during 2012 2013.
Status
Actions set for 2012 - 2013 completed or near complete.
$100,000 has been allocated in the 2013 - 2014 Budget for further actions to assist
cyclists and the sport of cycling in the municipality.
Comments
The following is a summary of projects undertaken in 2012 - 2013:
• Projects on Corio Quay Road bridge and Surf Coast Highway/Waurn Ponds Creek
trail crossing complete.
• Wayfinding signage project ongoing (70 per cent complete).
• Development of Cycle Infrastructure Advisory Group initiated to provide guidance
on cycle issues in engineering works and strategic direction for cycle projects.
Outcome
A reduction in the organisation's environmental footprint.
Action/Target
Continue the implementation of the Greenhouse Reduction Local Action Plan in 2012
- 2013.
Status
To date the Greenhouse Program has implemented over 70 per cent of the actions
set out in the Greenhouse Response Action Plan.
The actions undertaken have had a significant impact on reducing the City's
greenhouse emissions by abating approximately 1,500 tonnes of CO2-e per year
from Council operations.
Comments
To date the Greenhouse Program has implemented over 70 per cent of the actions
set out in the Greenhouse Response Action Plan resulting in the reduction of
approximately 1,500 tonnes of CO2-e per year from Council operations.
Some of the actions undertaken in the last 12 months include:
• Motion sensor L E D light fittings installed at Busport Car Park and the National
Wool Museum.
• Additional ducting installed at National Wool Museum reducing demand on boilers.
• Insulation installed during Courthouse renovations.
• Splashdown Aquatic Centre cogeneration plant commissioned.
• Sustainability assessments and retrofit actions completed at small facilities, bringing
the total number to 15 sites.
Outcome
The climate change adaptation strategy is established.
Action/Target
Implement actions from the Climate Change Adaptation Strategy during 2012 - 2013.
Status
A number of actions have been undertaken or have commenced including:
• Completion of the Climate Change Adaptation Toolkit.
• Coastal planning.
• Integrating climate risk into risk management assessment.
• Mainstreaming climate change into Council Plan development.
Comments
The Climate Change Adaptation Toolkit is designed to assist the City's staff to assess
climate change impacts and develop responses to those risks in the context of their
functions. Staff training on the toolkit will take place during the first half of 2013 2014.
The toolkit is cutting edge in local government and this has been recognised through
an invitation to partner with other leading organisations across Australia by the
Australian Centre of Excellence for Local Government. A practical guidance manual
will be developed called "Embedding Climate Change Adaptation into Local
Government's core business".
Work has also commenced on having climate change adaptation integrated in
emergency management plans, the Open Space Strategy, the Environment
Management Strategy, Sustainable Communities Infrastructure Design Guidelines
and the Engineering Infrastructure Design Manual.
Outcome
Enhancement and protection of natural areas.
Action/Target
Commence Clifton Springs coastal erosion mitigation works in 2012 - 2013.
Status
Coastal erosion mitigation works have commenced with the access track completed.
The sea wall construction has commenced and is expected to be completed by
October 2013.
Comments
The project involves constructing coastal protection structures including a sea wall,
rock revetment and stability buttress across 250 metres of Clifton Springs coastline
that has serious land stability issues.
Following delays due to the requirement for extra structural design work required,
construction of the access track has been completed. Stage one of the sea wall
project has commenced with the partial construction of the sea wall and completion
of this stage scheduled for the end of July.
The coastal erosion mitigation works at Clifton Springs is scheduled for completion by
October 2013.
<pp> 97
Performance Statement for the Year Ended 30 June
2013
City of Greater Geelong Performance Statement
Year ended 30 June, 2013
Council Approval of the Performance Statement
In our opinion, the accompanying Performance Statement of the City of Greater
Geelong in respect of the 2012/2013 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 27 August 2013 to certify the
Performance Statement in its final form.
Acting Mayor
Councillor Bruce Harwood
27/08/2013
Councillor Srechko Kontelj
27/08/2013
Chief Executive Officer
Stephen Griffin
27/08/2013
<pp> 98
Performance Statement for the Year Ended 30 June 2013
Level 24, 35 Collins Street
Melbourne VIC 3000
Telephone 61386017000
Facsimile 61386017010
Email comments@audit.vic.gov.au
Website www.audit.vic.gov.au
VAGO
Victorian Auditor-General's Office
Independent Auditor's Report
To the Councillors, Greater Geelong City Council
The Performance Statement
The accompanying performance statement for the year ended 30 June 2013 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 and for such internal control as the Councillors
determine is necessary to enable the preparation and fair presentation of the
performance statement that is free from 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. Those standards require
compliance with relevant ethical requirements relating to audit engagements and that
the audit be planned and performed to obtain reasonable assurance about 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.
<pp> 99
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.
Auditor's Opinion
In my opinion, the performance statement of the Greater Geelong City Council in
respect of the 30 June 2013 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 2013 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 audited performance statement to confirm the
information contained in the website version of the performance statement.
John Doyle
Auditor-General
Melbourne
30 August 2013
<pp> 101
Corporate Performance
This section reports on how we have performed against our outcomes which support
the delivery of our strategic directions for the community.
<pp> 102
Supporting the Delivery of Our Strategic Directions
Like many organisations we face daily challenges. Continuing to provide services to
meet the requirements of a growing population with increasingly diverse needs is one
of many.
In meeting the challenges 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 safe and healthy and
encourages learning and development opportunities for our staff.
Engaging with our community on a regular basis is important in meeting our
challenges and outcomes. It serves as a way for us to inform, and provides valuable
feedback to the community, ultimately creating stronger 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
The key challenges we are addressing in these areas include:
• An ageing workforce and skills shortages in various services delivered by the City.
• Staff retention and succession planning.
• Prioritising new initiatives with budget constraints.
• Maintaining a growing list of ageing infrastructure.
• Keeping abreast of changing occupational health and safety legislation and
procedures.
• Rapid developments in Information Technology and Management.
• Communicating with an increasingly diverse community.
• The current political environment and marginal seats in our region.
• Balancing community views and desires with factors such as budget constraints
and economic environment, social and environmental impacts.
• Funding the financial shortfall resulting from a defined benefits industry
superannuation fund that closed in 1993.
Caption: The new Brougham Street Customer Service Centre.
<pp> 103
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 maximises customer satisfaction.
This is underpinned by our organisation Values and Behaviours, and 21 Customer
Service Commitments which detail how we will deliver excellence in customer service
consistently across the organisation.
Measuring Our Progress
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Percentage of correspondence responded 80%
to within 10 working days
TN
72% responded to
within timeframe.
Customer Service Index - Getting Through > 85%
(60 per cent time to live operator, 40 per
cent Greeting Skills)
TA
Index score was 85%
for 2012 - 2013.
Customer Service Index - Service Delivery > 85%
(50 per cent manner, 50 per cent enquiry
resolution)
TA
Index score was 95%
for 2012 - 2013.
Average total call connect time (seconds)
< 20
seconds
TA
Average connect time
was 15 seconds.
Community satisfaction with customer
contact
Increase
TA
Indexed mean 77
compared to 74 in
2011 - 2012.
<pp> 104
Achievements
Customer Contact Centre Performance
The City received 185,337 telephone calls to the designated customer contact centre
in 2012 - 2013. Despite an increasing municipal population this figure has fallen by
eight per cent over the last four years. This can be attributed to an increase in
information, services and payments being made available through the Geelong
Australia website.
Service levels during this time have also increased significantly, with the percentage
of calls answered within 30 seconds going from 65 per cent in 2009 - 2010, to 82 per
cent in 2012 - 2013. These marked improvements have largely been achieved by a
commitment from the customer contact centre team to improving customer service,
greater attention in monitoring service standards and a review of contact centre
processes.
As well as tracking internal service level indicators, the City of Greater Geelong
engages Customer Service Benchmarking Australia to conduct independent
mystery shopping research with the customer contact centre to assist in measuring
performance and identifying opportunities for continuous improvement.
The customer service benchmarking research is carried out bi-monthly. Each call is
marked on 40 assessment areas including connection time, greeting, accuracy of
information and enquiry resolution. Comparisons are made with previous results and
equivalent surveys undertaken on more than 150 councils across Australia.
Customer Service Benchmarking Australia also identifies areas for improvement
each period.
In 2012 - 2013 the City of Greater Geelong's Customer Contact Centre continued to
improve on the previous year's performance and achieved results above the industry
benchmark in all areas, except for "Getting Through". This measures the length of
time taken for the caller to reach a person, and the greeting quality from the person.
The marked decrease was a result of the introduction of an Interactive Voice
Response system to the call centre, to provide callers with the opportunity to pay
their rates notice and other payments by credit card over the phone. This increases
the time taken to connect to a person by 25 seconds.
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.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Greeting
2012 - 13 City of Greater Geelong 98%
2011 - 12 City of Greater Geelong 96%
2012 - 13 Industry Average 89%
Getting Through
2012 - 13 City of Greater Geelong 74%
2011 - 12 City of Greater Geelong 90%
2012 - 13 Industry Average 75%
Best Practice Manner
2012 - 13 City of Greater Geelong 94%
2011 - 12 City of Greater Geelong 93%
2012 - 13 Industry Average 81%
Enquiry Resolution
2012 - 13 City of Greater Geelong 94%
2011 - 12 City of Greater Geelong 89%
2012 - 13 Industry Average 85%
Communication
2012 - 13 City of Greater Geelong 97%
2011 - 12 City of Greater Geelong 94%
2012 - 13 Industry Average 85%
Service Delivery
2012 - 13 City of Greater Geelong 95%
2011 - 12 City of Greater Geelong 92%
2012 - 13 Industry Average 92%
Customer Service Centre Performance
The City also engages Customer Service Benchmarking Australia to conduct
independent mystery shopping research with the eight customer service centres. In
2012 - 2013 the service centres achieved outstanding results, improving on the
previous year's performance across the four key areas.
The improved performance in wait time, enquiry resolution and acceptable manner
was due to a greater focus on the core duties of the face to face officer, more
interaction between team leaders and officers, more regular and open discussions
around performance results and feedback, including ideas to improve standards and
processes. There has also been an improvement in the quality and accuracy of
information provided to staff to enable more effective customer interactions.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Wait time (seconds)
2012 - 13 City of Greater Geelong 29%
2011 - 12 City of Greater Geelong 57%
Greeting Quality
2012 - 13 City of Greater Geelong 95%
2011 - 12 City of Greater Geelong 92%
Enquiry Resolution
2012 - 13 City of Greater Geelong 94%
2011 - 12 City of Greater Geelong 86%
Acceptable Manner
2012 - 13 City of Greater Geelong 97%
2011 - 12 City of Greater Geelong 88%
<pp> 105
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 four years, and in 2012 - 2013 the City
responded to 72 per cent of correspondence within the timeframe. The vast majority
of correspondence not responded to within ten days was for strategic or investigative
type issues that often cannot be resolved within this timeframe.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Responded to within timeframe
2009 - 10 76%
2010 - 11 70%
2011 - 12 71%
2012 - 13 72%
Opening of the new Brougham Street Customer Service Centre
The City opened its new customer service centre at 100 Brougham Street in August
2012. The centre consolidated the main customer contact activities into one
convenient location with free one-hour customer car parking. All Council payments
and enquiries can be made over-the-counter including personalised building,
planning and engineering advice, payments and rates enquiries, pet registrations,
appeals including infringements and rates objections, and tourism information. The
centre has proved very popular with the community, receiving 23,969 customer visits
to 30 June 2013.
Future Directions
• The City of Greater Geelong provides a wide range of services and is continuing to
experience population growth. As more people live and work in the municipality,
demand for service is expected to grow. The way in which people seek services may
also alter. The City will continue to monitor and respond to the changing population
mix of the community and consider how we might better organise and design
services so that they are accessible to residents.
• The development of the internet and broader acceptance of e-business as a way of
transacting or seeking information is likely to continue to be a major focus of the
provision of services. As the community becomes more accepting of e-business and
in particular email and website transactions, these forms of service and information
will be encouraged.
• As part of the Service Quality Improvement Program the City will continue to seek
feedback from community members to identify and evaluate weaknesses in the way
customer contact is managed, and opportunities to increase the efficiency and
satisfaction with customer contact.
Images: Drysdale Customer Service Centre; The City's Customer Service Centres
can assist with a range of customer enquiries.
<pp> 106
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Liquidity
Working Capital Ratio
Current Assets to
TA
Current Liabilities ratio
> 1.5
Working Capital
Ratio was 1.74.
Indebtedness
Non-current Liabilities
(borrowings) v. own sourced
revenue (rate income)
Borrowing limit is no
TA
more than 60% of rate
revenue
Borrowing limit
currently 29%.
Underlying Result
Operating surplus as
percentage of total operating
revenue
Operating surplus >
1% of total operating
revenue
Investment Gap
Capital expenditure
Capital expenditure relative to ratio is 1.5 to
depreciation
depreciation
TA
2012 - 2013 result
was 2.15%.
TA
2012 - 2013 Capital
expenditure ratio was
1.36.
Achievements
Details of the City's Financial Performance for 2012 - 2013 and five year trends are
outlined in the Summary of Financial Performance on pages 20 - 24, and in the
Annual Financial Report and Standard Statements on pages 146 - 203.
Future Directions
• Implement actions from the recently completed Financial Sustainability Review
including service planning and asset planning.
• Continued review and update of the City's long term financial plan to ensure it
remains in a sound financial position.
<pp> 107
Outcome: Safe Work Environment
We will provide a safe work environment by maintaining occupational health and
safety (O H S) processes that meet or exceed current legislative standards and by
continually providing O H S 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 O H S 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 O H S
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 O H S Committees continue to meet regularly at an Organisational,
Divisional and Departmental level. The committees, in conjunction with trained Health
and Safety Representatives, ensure effective O H S communication across the
organisation. The City conducts regular information sessions and discussion forums
during the year for its elected Health and Safety Representatives.
Measuring Our Progress
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Lost time injury frequency
rate (number of lost time
injuries per million hours
worked)
Decrease T A
Decreased by 5.7% on previous
year.
Number of reported
workplace injuries
Decrease TN
Includes minor incidents and injuries
requiring medical treatment.
Increased from 289 in 2011 - 2012
to 388 in 2012 - 2013.
Percentage of critical
internal CitySafe audits
completed
> 85%
77% completed in 2012 - 2013.
Total Days Lost (LTI)
Decrease T A
Decreased by 14.7% on previous
year.
Total O H S training hours
provided
Increase T A
238 people attended 2,506 hours of
training, a 26% increase on previous
year.
<pp> 108
Result Comment
TN
Achievements
Occupational Health and Safety Initiatives
In 2012 - 2013 the total number of reported workplace injuries increased from 289 to
338, however the number of lost time injuries per million hours worked (Lost Time
Injury Frequency Rate) decreased significantly from 20.3 in the previous year, to
14.6. Medical treatment incidents have increased slightly from 16 in 2011 - 2012 to
22 in 2012 - 2013.
Overall, the City has continued to experience an increase in the reporting of incidents
- for example the reporting of "near miss" incidents which result in no injury have
increased from 76 in 2011 - 2012 to 79 in 2012 - 2013.
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.
This improved performance can be attributed to a number of initiatives undertaken in
the past 12 months including:
• Continued implementation of the City Services O H S Strategy to identify and action
proactive safety initiatives to address injuries - in particular knee, shoulder and back
injuries caused by manual handling tasks.
• Continuation of the CitySafe self assessment audit program.
• Audits of contractor activities to ensure continued adherence to the City's O H S
standards and requirements.
• Corporate O H S training sessions, with 238 participants attending (equating to
2506 hours). These statistics do not include the many job specific health and safety
training activities that are carried out by individual departments.
• Completion of WorkSafe approved six-day O H S training course for 38
Supervisors.
• Continual review and improvement of Council's Safety Management System (O H S
policies and procedures).
Future Directions
• In 2013 - 2014 the City will be investing considerable resources into the City
Services O H S Strategy with a main focus on the reduction of muscular skeletal
injuries, improved and standardised work procedures and engagement of our
workforce around O H S through the implementation of a "safety innovation"
program.
• There will also be a focus on ensuring the City has effective, compliant, simple and
measurable O H S systems. Specific projects including the procedural/system review,
Departmental risk profiling and improvements to online CityWeb intranet system including the implementation of an online incident and hazard reporting system, will
help to achieve this goal.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
Workplace Injuries and Reported Incidents 2009 - 2010
Minor Incident 211
Medical Incident 13
Lost Time Incident 45
Near Miss 32
Workplace Injuries and Reported Incidents 2010 - 2011
Minor Incident 182
Medical Incident 33
Lost Time Incident 44
Near Miss 56
Workplace Injuries and Reported Incidents 2011 - 2012
Minor Incident 224
Medical Incident 16
Lost Time Incident 49
Near Miss 76
Workplace Injuries and Reported Incidents 2012 - 2013
Minor Incident 280
Medical Incident 22
Lost Time Incident 36
Near Miss 79
Caption: Occupational Health and Safety is paramount in the delivery of all Council
services.
<pp> 109
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 49 and 52 - 53.
Measuring Our Progress
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Expenditure per E F T on Increase T A
training and development
$832 per E F T was spent on training
and development, a 6% increase on
previous year.
Staff absenteeism
(percentage of hours
paid)
Decrease T A
Decreased 0.5% on previous year.
Turnover of permanent
staff
Decrease T A
Maintained at 6%.
Overall staff satisfaction
rating
Increase P
Survey will be conducted in 2013 2014.
Achievements
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
assists in achieving their career potential, and promotes the development of a
workforce with the knowledge and skills necessary for the effective and efficient
functioning of the organisation.
Almost $1.2 million was spent on training and development across the organisation in
2012 - 2013, however this figure does not capture the full extent of training at the
City, as in many cases it is provided internally at no external cost to the organisation.
Highlights of the City's training calendar included:
• Following the continued success of the ACCELER8 Emerging Leaders Program
another intake of employees commenced 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 as well as attraction and retention strategies.
• Over 50 employees from various divisions and departments received formal
qualifications in Frontline Management, Project Management and Training and
Assessment in 2012. This not only provides employees with a national accreditation,
but the ability to conduct accredited training within their respective areas.
• The Executive and Management team undertook further professional development
using the Management Impact 360 tool to understand their strengths and identify
areas for improvement.
• All Contact Officers were provided further Equal Employment Opportunity training to
enable them to assist employees when required. Contact Officers are an integral part
of the organisation allowing employees the ability to speak with a trained officer if the
need arises.
• A new leadership program commenced involving Myers Briggs personality testing
and Emotional Intelligence. This program was introduced for teams to gain an
understanding of themselves and others. The program was recently introduced to the
corporate training calendar, receiving positive responses and allowing employees
from different areas to network and learn from each other.
These are just some of the training and development opportunities that were added
to the City's annual training calendar. Other sessions ranged from dealing with
conflict, assertiveness skills and recruitment skills.
<pp> 110
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 2012 - 2013, designed to meet the
diverse range of staff needs, including WorkHealth checks, flu vaccinations and
raising awareness of events such as RUOK day, Relay for Life, Hot Chocolate Day,
Australia's Biggest Morning Tea and FebFast. The City also participated in the 2012
Victorian Club Red Challenge resulting in third place and contributing 251 blood
donations to transform the lives of 753 Australians.
Well4Life also provided employees further wellbeing initiatives by using our own
experts and introducing a "How to grow your own veggies" session and "Fitness
sessions" from basic walking groups to more advanced boot camps.
The new Employee Assistance Program provider ran regular sessions such as
"Stress Management" and "Enhancing Work Place relationships" to encourage staff
to be in a healthier space both mentally and physically.
Future Directions
• Commence negotiations for the new Enterprise Bargaining Agreement.
• Implement the TimeFiler rostering system including a fully integrated online
rostering system.
• Implement key actions within the 2010 - 2013 Human Resource Management
Strategy, including conducting an organisation-wide Employee Opinion Survey.
• Develop online training programs to allow for more efficient and timely delivery of
sessions, such as Preventing Bullying and Harassment and Fraud Awareness.
• Review the City's recruitment process and the staff performance management
system.
• Succession planning will be a key priority for the 2014 corporate training calendar,
with a focus on the leadership capabilities framework within the organisation.
Images: The City's O H S training program; Customer Service Officer.
<pp> 111
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Percentage of requests for
> 85%
service fulfilled within standard
time
TN
84% of requests fulfilled in
timeframe, a 3% increase on
previous year.
Percentage Domestic building
permits processed within four
weeks
> 80%
TA
2012 - 2013 result was 83%,
a 12% increase on previous
year.
Percentage of Planning
Applications (D A) processed
within time frame
> 70%
TN
Whilst target was not met, the
result of 59% was a 10%
increase on previous year.
Waste minimisation
kg/household
Recycling increase
TA
Increased 9kg/household.
Green
TN
Decreased 47kg /household.
Waste increase
Garbage decrease
TA
Decreased 4kg /household.
Community satisfaction rating
for overall performance in
Waste Management
Increase
TN
Indexed mean 69, decreased
from 74.
Community satisfaction rating
for overall performance in
Parking Facilities
Increase
TN
Indexed mean 47, decreased
from 49.
Community satisfaction rating
for overall performance in
Traffic Management
Increase
TA
Indexed mean maintained at
59.
Community satisfaction with
Local Roads and Footpaths
Increase
TA
Indexed mean 59, increased
from 58.
Community satisfaction rating
for overall performance in the
Enforcement of By-laws
Increase
TA
Indexed mean 70, increased
from 68.
Community satisfaction rating
for overall performance in
Town Planning Policy and
Approvals
Increase
TA
Indexed mean 55, increased
from 52.
Overall Community Satisfaction Increase
TA
Indexed mean 65, increased
from 63.
Internal Corporate Services
survey overall satisfaction
rating
P
Survey scheduled to be
conducted October 2013.
Maintain
<pp> 112
Achievements
New mobile website launched
The City launched a new mobile website in August 2012 that allows iPhone and
smart phone users to easily access popular Council information or report an issue
from the convenience of their phone.
The mobile website menu provides users access to Council news, the Calendar of
Events, current and upcoming road closures, contact details and a large list of typical
requests for service, including animal nuisances, missed bin collections, reporting
graffiti, road and footpath defects. There is also an option to upload photos of the
problem, and pinpoint the location of the problem on a map.
The mobile app is integrated with Council's internal communications system.
Requests entered go directly to the relevant City department, allowing for improved
response times and increased efficiencies.
Since being launched in August 2012, there have been 3,593 downloads of the App.
Improvements in the Planning Application process
The City worked hard over the last 12 months to improve the processing time of
planning permit applications, achieving a 10 per cent increase in the number
completed within the designated timeframe, compared to 2011 - 2012 results.
Workshops were held with various internal units and regular external clients to
determine areas for improvement including:
• Re-establishing timeframes for internal referral.
• A focus on applications being proactively managed, with planners following up
applicants when further information is required or the application has been incorrectly
completed.
• Refining the Pathway system workflows to ensure timeframes are accurately
recorded.
• General process improvements including updating checklists, preparing example
applications, and keeping abreast of legislative changes.
During the last 12 months staff turnover within the team also reduced, which has
greatly assisted in achieving an improvement in completion times.
This will continue to be an area of focus in the coming 12 months.
Local Government Community Satisfaction Survey results 2013
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 to identify where we can improve.
The following is a summary of the City's results;
• Geelong performed well in 2013 on all five core measures (Overall Performance,
Customer Service, Advocacy, Community Consultation and Engagement, Overall
Council Direction) comparable with or higher than 2012 results. All core measures
were also comparable with or higher than the State and Regional Centres averages.
• Overall Council Direction and Community Consultation and Engagement both
improved significantly from 2012.
• The relative ranking of importance and performance for services were largely
unchanged from 2012.
In terms of importance, Waste Management and Elderly Support Services rated
highest and Arts and Libraries and Community and Cultural Activities lowest.
Arts Centres and Libraries and Recreational Facilities were the highest performing
services provided by Council. These results were reflected in top responses about
the best thing about the Council; Recreational Facilities/Sporting Facilities,
Community Activities/Public Events, Community Facilities and Customer Services.
Traffic Management, Local streets and footpaths, Community consultation and
engagement, Planning and building permits, Advocacy, General town planning policy
and Parking facilities were ranked lower in performance.
Waste management was the only service to experience a significant decline in
performance. Despite the decline, performance was on par with state-wide and
regional results.
• A summary report on the City of Greater Geelong's 2013 results can be viewed at
www.geelongaustralia.com.au.
Increases in Requests for Service completed on time
In 2012 - 2013 the City of Greater Geelong responded to 78,223 requests for service,
with 84 per cent of these completed within the designated timeframe, a 3 per cent
increase on the previous year. 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 community expectations for service levels are being met.
The City's performance in this area over the past four years is represented in the
graph. Since 2009 - 2010 there has been a 15 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.
<transcriber's note> The bar graph has been converted to the following list.
</transcriber's note>
2009 - 10
Number of requests for service received 67,781
% completed within timeframe 82
2010 - 11
Number of requests for service received 74,640
% completed within timeframe 83
2011 - 12
Number of requests for service received 80,475
% completed within timeframe 81
2012-13
Number of requests for service received 78,223
% completed within timeframe 84
Future Directions
• Organisation wide service planning to identify efficiencies and process
improvements.
• Develop a new Information Services Strategy to set Council's corporate information
technology strategic direction to ensure synergy with business objectives, and the
planning and management functions to deliver those strategic outcomes.
• Implement the new Aged Care Management System, and the Maintenance
Management system.
• Participate in the Local Government Performance Reporting Framework review.
<pp> 113
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
<transcriber's note>
Result column:
T A = Target Achieved
TN = Target Not Achieved
P = Progressing
</transcriber's note>
Measure
Target
Result Comment
Number of consultations
conducted by the City
Maintain TN
There were a total of 60 projects
consulted on in 2012 - 2013, a
slight decrease from the
previous year.
Community satisfaction with
community engagement
Increase T A
Significant increase from 2012.
Community satisfaction with
Council's advocacy and
community representation on
key local issues
Increase T A
Maintained levels from 2012
result.
% consultations where feedback Increase TN
is required is provided to
participants
68% of consultations had
feedback provided, a slight
decrease from previous year.
<pp> 114
Achievements
The City conducted engagements on more than 60 projects in 2012 - 2013. Two key
projects were the Your City Your Say engagement, and the Geeyoung Project.
Your City Your Say - developing City Plan 2013 - 2017
From October 2012 to February 2013 the City embarked on an extensive community
engagement process - "Your City Your Say" which presented a significant opportunity
for community members and stakeholders to actively contribute to shaping our
municipality for the future. The engagement process enabled input into the
development of a new City Plan.
Residents were invited to provide their thoughts about the social, environmental and
economic issues and opportunities they considered important for their community.
The contributions made by hundreds of people arrived in many forms: survey,
community workshops, forums and email.
By the end of the engagement process, a total of 9,888 individual comments had
been received from more than 560 people.
All these inputs were recorded, collated, analysed and then considered alongside
other evidence and factors to help identify the priority areas for City Plan 2013 2017. This plan will guide the activities of the City in the coming four years.
Geeyoung Project - a first in youth engagement for the City
The Geeyoung project was a unique and extensive 12 month consultation project that
engaged with young people and community organisations through social media,
workshops, public forums and one-on-one meetings. It invited young people to share
what they would like to see changed in Geelong, and what they think is currently
working well. The project was a first for the City, with a core team of local young
people trained and employed as facilitators. It was their responsibility to attract and
sustain youth participation in the consultation process.
A key highlight of the engagement was a major Youth Forum held at Simonds
Stadium in 2012. 161 people attended the event. The key issues raised were the
desire for more career and employment opportunities in Geelong, greater diversity
and a positive youth culture. An important outcome of this forum, and the overall
process, was the connection between the local business community and young
people.
The Geeyoung Project placed young people at the centre of planning for the future of
Greater Geelong.
Future Directions
• Continue to provide I A P 2 based community engagement training to officers
across the organisation to ensure consistency in engagement approaches across
Council.
• Investigate the use of tablet technology for intercept surveying.
• Investigate a greater use of social media to seek feedback during engagement
activities.
• Continuously improve of the City's internal engagement online database and
communication tool CONSULT.
• Undertake an internal Plain English campaign - a guide to writing clearly and
simply.
Caption: Hitchcock Avenue, Barwon Heads.
<pp> 115
Community Engagement Events In 2012 - 2013
In 2012 - 2013, the City engaged on over 60 individual projects, 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.
The following is a list of all projects engaged on during 2012 - 2013:
Project
Description
Amendment C155 - Plantation
Road Corio
Amendment to rezone land in Plantation Road,
Corio.
Amendment C242 - Combined Amendment to rezone land and planning permit
Rezoning and Planning Permit application for the Barrabool Hills Shopping Centre,
Application for the Barrabool
Highton.
Hills Shopping Centre, Highton
Amendment C246 - Lara West Amendment that proposes a number of changes to
Growth Area
the Greater Geelong Planning Scheme to facilitate
the future urban development of the Lara West
Precinct.
Amendment C264 and
Planning Permit 240/2012 Apco Service Station
Newcomb
Amendment that proposes to rezone land on
Portarlington Road, Newcomb.
Amendment C265 - Special
Building Overlay Portarlington
East, Corio, Newcomb and
Whittington
Amendment that refines the extent of land affected
by the Special Building Overlay in catchments
generally located in Portarlington East, Corio,
Newcomb and Whittington.
Amendment C267 - Armstrong Amendment that proposes to facilitate the use and
Creek Town Centre
development of the Armstrong Creek Town Centre
Precinct.
Amendment C268 and Permit
337/2012 Bacchus Marsh
Road, Corio
Amendment that proposes to rezone land on
Bacchus Marsh Road, Corio.
Amendment C270 Public
Exhibition Portarlington Rd
Curlewis/Drysdale
Amendment that proposes to acquire land for the
future construction of infrastructure necessary to
support the respective development stages of the
Jetty Road Urban Growth Area.
Amendment C286 and
Amendment proposes to Insert and apply a new
Planning Permit 1304/2012
schedule to land in Creamery Rd, Bell Post Hill.
Covenant College Bell Post Hill
Amendment C290 Patullos
Road Lara Public Exhibition
Amendment proposes to apply the Public
Acquisition Overlay - PAO4 to land in Lara to
facilitate the upgrade of the Patullos
/Elcho/O'Hallorans Road intersection in Lara.
Amendment C291 and
Amendment that proposes to rezone land on
Planning Permit 112/2013 for
land at 137 - 139 Melbourne
Road Rippleside
Melbourne Road, Rippleside.
<pp> 116
Project
Description
Armstrong Creek East Precinct Development of a Master Plan to provide clear
District Sports Reserve Master direction for the construction of sporting
Plan
infrastructure at the first sporting reserve in
Armstrong Creek and to ensure that planning meets
the needs of the first Armstrong Creek community.
Armstrong Creek Sports
Development Plan
Development of a strategic plan that will facilitate
the establishment and sustainable delivery of sport
for the emerging community.
Barwon Heads Early Learning
Centre
Development of the new early learning centre being
built at Village Park, Barwon Heads.
Bay access and non-urban land Investigation into opportunities for public access to
use review - North of
Port Phillip Bay between Clifton Avenue and Grand
Portarlington Road, Leopold
Scenic Drive Leopold.
Beacon Point Reserve Master
Plan
Development of a master plan for Beacon Point
Reserve which will guide development of the park
for the next 10 to 15 years.
Boundary Re-alignment Drysdale/Clifton
Springs/Curlewis
Council amendment of the Drysdale-Clifton Springs
boundary alignment to reduce potential confusion
for emergency services.
Boundary Re-alignment - North Proposed realignment of the locality boundaries of
Geelong / Rippleside
North Geelong between Victoria Street and
Swinburne Street (bordered by Melbourne Road) to
become part of Rippleside.
City of Greater Geelong Events Development of strategy to inform the planning,
Strategy
attraction, support, promotion and delivery of events
in Geelong over the next ten years.
Connecting People, Place and
Environment - A Public Place
Art Strategy for the City of
Greater Geelong
Development of a strategy provides guidelines for
the care, commissioning and planning of public art
in all its forms.
Corio North Community
Infrastructure Plan
Development of a strategic infrastructure plan to
address community infrastructure provision for the
Corio North community.
Domestic Animal Management Review and update of the existing plan which
Plan 2013 - 2017
outlines how domestic animals are managed across
the municipality over the next four years.
Drysdale Urban Design
Framework
Preparation of a draft Urban Design Framework for
the Drysdale Town Centre.
Drysdale/Clifton
Proposed boundary realignments for Drysdale,
Springs/Curlewis Boundary Re- Clifton Springs and Curlewis.
alignment
Evans Reserve Master Plan
Development of a master plan to guide the future
development of Evans Reserve.
Festival of Sails 2013
Festival of Sails event held annually over the
Australia Day Long Weekend.
FIGMENT Geelong
FIGMENT Geelong Participatory Arts Festival held
23 - 24 March 2013
Geelong 2017 Your City Your
Say
Development of the new City Plan 2013 - 2017, the
key document that identifies the priority areas for
action by Council over its four-year term.
Geelong Environment
Management Strategy
Development of the new strategy which provides
direction and policy for Council on natural resource
management and sustainability issues.
Geelong Library and Heritage
Centre
Design of the new Geelong Library and Heritage
Centre.
Geelong Multi Sport Festival
2013
The third annual Geelong Multi Sport Festival, 8 - 10
February 2013.
Geelong Region Skill
Shortages
Ongoing research to better understand the range
and extent of skill shortages that exist in the
Geelong Region.
Geelong West Toilet Block
Design and construction of a new toilet block in
Albert St, Geelong West.
Geelong West Town Hall Plaza Design and construction of the new Geelong West
upgrade
Town Hall and Library plaza.
Greater Geelong Community
Safety Strategy
Development of the new municipal Community
Safety Strategy to guide an integrated approach to
community safety.
Grovedale Community and
Children's Hub
Development of the new proposed Community and
Children's Hub located in Heyers Rd, Grovedale.
Horseshoe Bend Precinct
Master Plan
Preparation of a Precinct Structure Plan for the
Armstrong Creek Horseshoe Bend Precinct.
Jerringot Wetland Reserve
Master Plan
Development of a master plan to guide on-going
management and advise what infrastructure and
works are required to protect and enhance the
Wetland Reserve.
Kingston Park, Ocean Grove
Master Plan and Management
Plan
Development of a master plan and management
plan which will guide future management of both the
conservation reserve area and the recreation
facilities within Kingston Park.
Lara Heritage Review 2013
A detailed assessment of properties within Lara,
Anakie and parts of Lovely Banks previously
identified as having heritage significance through
the Geelong Outer Areas Heritage Study.
Leopold Community Hub
Design of a Community Hub for use by the Leopold
community.
<pp> 117
Project
Description
Mount Brandon Landscape
Plan
Preparation of the Draft Mount Brandon Landscape
Plan for the public open space area along the south
side of the Barwon River between Buckley Falls
Park and the Geelong Ring Road.
Municipal Early Years Plan
2013 - 2017
Developing a new Municipal Early Years Plan to
provide a future vision and action plan for the
municipality in response the development and
delivery of early childhood services, including
support for young children and families.
Ocean Grove Integrated
Children's Centre
Construction of the Ocean Grove Integrated
Children's Centre which will provide children's
education, health, development and care services.
Ocean Grove Neighbourhood
House
Redevelopment of the Surfside Children's Centre to
accommodate the Ocean Grove Neighbourhood
House Program.
Ocean Grove Town Centre
Urban Design Framework
Preparation of an Urban Design Framework for the
Ocean Grove Town Centre.
Proposed Budget 2013 - 2014
Proposed Budget which outlines Council's plans to
deliver services, programs and infrastructure.
Road Management Plan 2013
Review of the Road Management Plan 2013.
Road Renaming - Charlemont
Road, Armstrong Creek
Proposal to rename two sections of Charlemont
Road, Armstrong Creek.
Road Re-naming - Eastern
Section Coryule Road,
Drysdale.
Proposal to rename the eastern section of Coryule
Road, Drysdale.
Road Renaming - Northern
section Charlemont Road
Proposal to rename Charlemont Road, north of the
Barwon Heads Road.
Road Renaming - Princes
Highway, Waurn Ponds
Proposal to rename the section of Princes Highway
from the Anglesea Road intersection to the
truncation point at Drayton Road.
Road Renaming - southern
section Beauford Avenue, Bell
Post Hill
Proposal to rename the southern section of
Beauford Avenue, Bell Post Hill between the
Kardinia International College property boundary
and the intersection with Ruhamah Avenue.
Road Renaming - truncated
section of Breakwater Road,
Breakwater
Proposal to rename the truncated section of
Breakwater Road.
Road Renaming - Western
Section Coryule Road,
Drysdale
Proposal to rename the western section of Coryule
Road, Drysdale due to the proposed truncation at
the Jetty Road end as part of the Curlewis Parks
Estate.
Road Safety Strategy 2012 2017
Development of a new Road Safety Strategy 20122017 which aims to reduce road crashes and road
trauma in Geelong.
Road Sealing - Huntingdon
Street, Drysdale
Construction of a sealed road in Huntingdon Street,
Drysdale, between Princess Street and Clarendon
Road.
Road sealing - Newcombe
Street, Drysdale
Construction of a sealed road in Newcombe Street,
Drysdale, between Princess Street and The Glen.
Transvaal Square Landscape
Plan
Development of new landscape design plans for
Transvaal Square, Geelong.
Victorian Golf Open 2013
2013 Victorian Open Pro-Am played at the
Thirteenth Beach Golf Links in February 2013
Vines Road Car Park Public
Toilet
Design and construction of a new public toilet facility
in the car park of the Vines Road shopping strip.
Internal Engagements
Communications and
Marketing Internal Survey
Measures the satisfaction of internal customers with
communications and marketing services.
Staff evaluation of the 2009 2013 Geelong Health and
Wellbeing Plan
A staff evaluation of the 2009 - 2013 Geelong
Health and Wellbeing Plan.
Draft City of Greater Geelong
Vision Statement
Internal review of the draft vision for City Plan 2013 2017.
Environment Management
Strategy Staff Survey
Consultation with internal stakeholder departments
for the renewal of the Environment Management
Strategy.
I S Strategy 2013 - 2016
Consultation with internal stakeholder departments
for the renewal of the I S Strategy.
<pp> 118
Victorian Local Government Indicators
The listed financial indicators are requested by the Department of Transport,
Planning and Local Infrastructure 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
2011 - 2012
2012 - 2013
1. Average Rates and Charges per Assessment
Total rates and
$150,468,000 $1,422.99 per
$160,158,000 $1,481.07 per
charges net billed
assessment
Number of
assessments
budget
105,741
assessment
108,137
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
declared for residential
and garbage and
$109,531,304 $1,181.72 per $117,798,695 $1,242.48 per
municipal charge
residential
residential
excluding vacant land
assessment
assessment
Number of residential 92,688
94,809
assessments budget
Increased in line with the population and housing growth and the budgeted rates
increases.
3. Average Liability per Assessment
Total liabilities
Number of
assessments budget
$111,193,000 $1,051.56
per
105,741
assessment
$99,512,000
108,137
$920.24 per
assessment
Decreased due to the unfunded defined benefit superannuation liability being paid in
full.
4. Operating Result per Assessment
Net Surplus
$19,682,000
Number of
105,741
assessments budget
$186.13 per
assessmen
$59,185,000
108,137
$547.31 per
assessment
Increased due to unfunded defined benefit superannuation ($23 million) included in
2011 - 2012, and an increase in rates and charges and subdivision asset recognition.
Caption: Geelong Ring Road.
<pp> 119
Indicator
2011 - 2012
2012 - 2013
5. Average Operating Expenditure per Assessment
Operating
Expenditure
$283,305,000
Number of
assessments
105,741
$266,773,000
$2,679.24 per
assessment
108,137
$2,466.99 per
assessment
budget
Decreased due to a decrease in payments to employees and for external services.
6. Community Satisfaction Rating for Overall Performance of Council
Result from the Annual Community Satisfaction
Survey for Local Governments (Indexed mean)
63
65
The 2013 indexed mean score of 65 improved on the previous year by 2 index points
and was above the Victorian State Index Score of 60.60 per cent of respondents
rated overall performance as good or very good with a further 31 per cent rating it
average.
7. Average Capital Expenditure per Assessment
Capital Expenditure
$65,268,960
Number of
105,741
assessments budget
$617.25 per
assessment
$60,016,164
108,137
$555.55 per
assessment
Decreased due to reduced capital projects expenditure and the increase in number of
budget assessments.
8. Renewal Gap on all assets
Capital
Renewal
Average
Annual Asset
Consumption
$20,535,000 For each $1.00 of $23,719,000 For each $1.00 of
assets
asset consumption
consumption
and planned
$41,386,000 Council spends
$44,155,000 maintenance Council
$0.50 on renewal.
spends $0.72 on
renewal and
maintenance
Renewal expenditure increased from $20.54million in 2011 - 2012 to $23.72 million in
2012 - 2013. As a percentage of total capital expenditure, renewal expenditure
increased from 31.5 per cent to 34.3 per cent in 2012 - 2013 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
$72,670,362
For each $1.00 of $78,896,881
asset
consumption and
planned
Average Annual $101,365,036 maintenance
$109,071,620
Asset
Council spends
Consumption
$0.72 on renewal
plus Planned
and maintenance
Maintenance
For each $1.00 of
asset
consumption and
planned
maintenance
Council spends
$0.72 on renewal
and maintenance
The Capital Renewal and Maintenance Gap indicates that expenditure has remained
stable in 2012 - 2013. 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 57
for Local Governments (Indexed mean)
57
The 2013 indexed mean score of 57 remained the same as the previous year and
was above the Victorian State Index Score of 55. 33 per cent of respondents rated
overall performance as good or very good with a further 35 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 2012 Council Election was also the first time that
residents have directly elected their Mayor.
11. Engagement in Decision Making on Key Local Issues
Result from the Annual Community Satisfaction Survey 54
for Local Governments (Indexed mean)
58
The 2013 indexed mean score of 58 was an increase of four index points on the
previous year and was higher than the Victorian State Index Score of 57.
39 per cent of respondents rated overall performance as good or very good with a
further 37 per cent rating it average.
In late 2012 the City conducted the "Your City Your Say" community engagement to
inform the new Council Plan "City Plan 2013 - 2017". Almost 600 people took part in
workshops, surveys and online forums with almost 10,000 comments received.
Organisation-wide training in community engagement based on I A P 2 principles
continued. The City will also continue to keep 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.
<pp> 121
Governance
To enhance community confidence in the democratic process of Local Government,
the City of Greater Geelong maintains an open and accountable governance
framework.
<pp> 122
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 2012 - 2013 Internal Audit 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 fulfil 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, made up of three Councillors and three
external professionals.
As at 30 June 2013 the Audit Advisory Committee comprised:
Chairperson:
• Ms Linda MacRae (Principal of Local Solutions Pty Ltd specialising in financial and
local government management)
Members:
• Councillor Keith Fagg (Mayor)
• Councillor Doctor Srechko "Stretch" Kontelj O A M, KSJ (Finance portfolio)
• Councillor Jan Farrell (Education and Youth, Community Safety portfolios)
• Mr Peter Bollen (Former CEO Surf Coast Shire)
• Mr Ross Fraser (Director Daneljo Pty Ltd - Financial Accounting, Risk Management,
and Auditing)
The Audit Advisory Committee meets quarterly and reports to Council.
<pp> 123
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. There were no privacy complaints received during
the year ending 30 June 2013.
Freedom of Information
The Freedom of Information (F O I) 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 2012 to 30 June 2013, the City of Greater Geelong received
a total of 43 Freedom of Information requests. Of those, 30 were granted full or part
access, two were denied, eight were either withdrawn or no documents existed and
three had not been finalised as at 30 June.
Protected Disclosure Act 2012
The Protected Disclosure Act 2012 replaces the Whistleblowers Protection Act
2001 and came into operation on 10 February 2013. The main purposes of the Act
are to:
• Encourage and facilitate disclosures of improper conduct or detrimental action by
public officers and public bodies.
• Protect persons making those disclosures.
• Provide for confidentiality for the content of the disclosures and the identity of the
complainant.
• Provide for matters disclosed to be properly investigated and dealt with.
For Council to consider allegations, there must be reasonable evidentiary grounds for
the belief that improper or corrupt conduct has occurred in an official capacity, which
involves substantial:
• Mismanagement of public resources; or
• Risk to public health and safety or the environment; or
• Corruption.
This conduct must be criminal in nature or a matter for which an officer could be
dismissed.
In accordance with the requirements of Section 58 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 2013.
<pp> 124
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.
Caption: Home and Community Care worker.
<pp> 125
National Competition Policy Compliance
In 2012 - 2013 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, and has introduced a mandatory requirement to consider the impact of
the Charter of Human Rights and Responsibilities when drafting Council Reports.
Carers Recognition Act 2012
Council has taken all practicable measures to comply with its responsibilities outlined
in the Carers Recognition Act 2012. Council has promoted the principles of the Act to
people in care relationships who receive council services; to people in care
relationships, and to the wider community by:
• Distributing printed material through relevant council services.
• Displaying posters at council community venues.
• Providing links to state government resource materials on council’s website.
• Providing information to organisations represented in council/community networks.
Council has taken all practicable measures to ensure staff, council agents and
volunteers working for council are informed about the principles and obligations of the
Act by including information on the care relationship in:
• Discussing the requirements of the Act at staff meetings.
• Council induction and information
distribution to staff working in Home and Community Care and Disability Services.
• Council induction and information distribution to staff working in front-line positions
with the general community.
• Induction and training programs for volunteers working directly with the community.
Council has taken all practicable measures to review and modify policies, procedures
and supports to include recognition of the carer relationship.
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 2013, the City hosted ten major ceremonies, with a
special ceremony conducted at Waterfront Geelong as part of celebrations to mark
Australia Day (26 January). Certificates of Australian Citizenship were presented by
the Mayor of the City to 573 residents of Geelong, many of whom shared the
occasion with relatives and friends.
Local Laws
At 30 June 2013 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.
Risk Management
Councils Corporate Risk Management Policy and Strategy is linked to City Plan 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 insurer undertook the bi-annual Public Liability Insurance Assessment,
with the City of Greater Geelong scoring 99 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. Since 2011 the City
has used an online O H S induction system, to ensure that our contractors are aware
of their O H S obligations, the Councils expectations relevant to O H S and our
processes around the management and oversight of our contractors. Since the
implementation of the online induction system, 759 inductions have been completed.
The City of Greater Geelong continues to undertake regular audits and inspections of
contractor activities. 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.
<pp> 126
Asset Management
The City's infrastructure consists of local road networks, 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 (A M) 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 made by evaluating 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 2012 - 2013 included:
• Data capture and condition assessment of the City's car parks.
• Adoption of the Corporate AM Policy
• Revaluation of the "road surfaces", "pavement" and roads other asset groups.
• Administration of the City's Municipal Road Management Plan as required by the
Road Management Act 2004, including routine and reactive inspections.
• Review of the City's Municipal Road Management Plan for adoption by Council.
• Addition of $27 million worth of subdivisional infrastructure to the asset register.
• Assisted with the major upgrade of the Hansen Asset Management System.
• Implementation of the AM Improvement Strategy in accordance with the National
Asset Management Framework.
• Specialist deterioration modelling of heavy vehicle routes.
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.
Priorities for 2013 - 2014 include:
• Compliance with the National AM Framework and Financial Sustainability Review
actions.
• Administration of the City's infrastructure data including input of subdivisional asset
into the Hansen Asset Register.
• Review of the Road Network AM Plan.
• Adoption of the Corporate Asset Management Strategy
• Update of the three-year renewal program for the road pavement and surfaces.
• Update of the Drainage Asset Management Plan.
• Development of a Bridge Asset Management Strategy.
• Development of new functionality of Hansen for users.
• Support for City Services Maintenance Management System.
<pp> 127
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 (2013)
Association of Bayside Municipalities
Councillor Richards
Councillor Ellis (substitute)
Audit Advisory Committee
Councillor Fagg (Mayor) Councillor S
Kontelj Councillor Farrell
Barwon and Moorabool River Reserves
Advisory Committee
Councillor Richards
Barwon Regional Waste Management
Group
Councillor Richards Councillor Ellis
Councillor E Kontelj
Barwon South West Regional Advisory
Committee (Multiculturalism)
Councillor E Kontelj
Bellarine Multi Arts Facility (Potato Shed)
Councillor Farrell
Bellarine Rail Trail Advisory Committee
Councillor Macdonald Councillor Ellis
(substitute)
Capital Cities Lord Mayors
Councillor Fagg (Mayor)
Central Geelong Task Force Special
Committee
Councillor Heagney
Central Geelong Looking Forward
Reference Group
Councillor Fagg (Mayor) Councillor
Heagney
Central Geelong Marketing Committee
Councillor Heagney
Committee for Geelong
Councillor Fagg (Mayor)
Community Arts and Festivals Assessment Councillor Fagg (Mayor) Councillor
Committee
Heagney Councillor Farrell Councillor E
Kontelj
Corio Norlane Development Advisory
Committee
Councillor Fisher
Councillor Ansett (substitute)
Courthouse Youth Arts Centre Inc
Councillor Farrell
Councillor Heagney (substitute)
Development Hearing Panel
Councillor Macdonald plus all
Councillors rotating monthly
Development Partnership between Places Councillor Fagg (Mayor) Councillor
Vic and Council - Project Steering Group
Heagney Councillor Macdonald
Disability Advisory Committee
Councillor Fisher
Open (substitute)
Disability Street Access Advisory
Committee
Councillor Ellis
Enterprise Geelong
Councillor Harwood
fOrT Advisory Committee
Councillor Fisher
G21 Geelong Region Alliance
Councillor Fagg (Mayor)
Geelong Art Gallery
Councillor Heagney
Councillor Fagg, Mayor (substitute)
Geelong Convention and Exhibition Centre Councillor Fagg (Mayor) Councillor
Proposal - Project Steering Group
Macdonald Councillor Harwood
Councillor Heagney
Geelong Drug Action Plan Committee
Councillor Farrell
Councillor Fisher (substitute)
Geelong - East Timor Friendship
Committee
Councillor Richard
Councillor E Kontelj (substitute)
<pp> 128
Geelong Gambling Advisory Committee
Councillor Farrell
Geelong Heritage Centre Advisory
Committee
Councillor Ansett
Geelong Library and Heritage Project
Control Group
Councillor Fagg (Mayor)
Councillor Heagney
Councillor Richards
Councillor Macdonald
Councillor Harwood (substitute)
Geelong Major Events
Councillor Nelson Councillor Fagg
(Mayor) Councillor Harwood Councillor
Fisher
Geelong Otway Tourism
Councillor Nelson
Councillor Harwood (substitute)
G21 Arts and Culture Pillar
Councillor Heagney
G21 Economic Pillar
Councillor Harwood
Councillor Fagg, Mayor (substitute)
G21 Environment Pillar
Councillor Richards
G21 Health and Wellbeing Pillar
Councillor Fisher
Councillor Fagg, Mayor (substitute)
G21 Planning Pillar
Councillor Macdonald
Councillor E Kontelj (substitute)
G21 Transport Pillar
Councillor Richards
G21 Water Taskforce
Councillor Richards
Geelong Regional Library Corporation
Councillor Macdonald Councillor
Richards Councillor Ansett Councillor
Fisher
Geelong Safety Committee
Councillor Farrell Councillor Fisher
Councillor Fagg, Mayor (substitute)
Graffiti Reference Group
Councillor Fisher Councillor Farrell
Councillor Ansett
Information Communication Technology
Geelong Ltd
Councillor Macdonald
Kardinia Park Steering Committee
Councillor Irvine
Local Learning and Employment Network
Councillor Fisher
Multicultural Action Plan Advisory
Committee
Councillor E Kontelj
Municipal Association of Victoria
Councillor Richards
Councillor Fagg, Mayor (substitute)
Municipal Association of Victoria - Arts and Councillor Heagney
Cultural Advisory
Municipal Emergency Management
Planning Committee
Councillor Irvine Councillor Nelson
Municipal Fire Management Committee
Councillor Irvine or Councillor Nelson
Performance Review Committee - Chief
Executive
Councillor Fagg, Mayor plus two other
Councillors
Planning Committee
Councillor Macdonald (Chair) and all
other Councillors
Property Strategy Advisory Committee
All Councillors
Regional Capitals Australia
Councillor Fagg (Mayor)
Regional Cities Victoria
Councillor Fagg (Mayor)
Regional Rail Link Community Reference
Group
Councillor Richards
Shell Community Advisory Panel
Councillor Ansett
Councillor Fisher (substitute)
Submissions Review Panel
All Councillors
Terminals Geelong Community
Engagement Committee
Councillor Ansett
Victorian Local Governance Association
Councillor Fisher
Councillor Fagg, Mayor (substitute)
Vision II Steering Committee
Councillor Fagg (Mayor)
Councillor Heagney (substitute)
Waste Strategy Project Control Group
Councillor Richards Councillor Nelson
Councillor Ellis
Water Taskforce
Councillor Richards
Yarra Street Pier Reconstruction Project
Councillor Fagg (Mayor)
Note: Where a Councillor is listed as a substitute, this Councillor attends in place of
representative
<pp> 129
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.
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:
• Conducted a municipality wide engagement - "Your City Your Say", in developing
the priorities for City Plan 2013 - 2017.
• Undertook a Financial Sustainability Review to ensure all services meet quality and
cost standards. A number of actions will follow including service
planning, asset planning and review and long term financial planning update.
• Voluntarily participates in the state-wide 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 have
implemented recommended changes from the review to the 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 re-development of department scorecards is also continuing.
• Undertakes an annual review of performance measures and targets.
• Is actively participating in the Local Government Performance Reporting Framework
project including the pilot program, to develop a consistent set of performance
indicators for all Victorian Councils to measure.
• 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.
• Has eight customer service centres spread across the municipality providing easy
access for all residents, and delivers services from numerous locations around the
region.
• Engages 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.
Caption: The City's Leisure Centres provide a range of aquatic classes.
<pp> 130
External Funding
In 2012 - 2013 the City of Greater Geelong received $57.6 million in Federal and
State funding, an increase of $0.7 million on that received in 2011 - 2012.
Funding received during the year included:
Federal
• Grants Commission funding of $18.5 million.
• $2.8 million for early childhood
development to go towards the running the City's Learning and Care Centres and
associated programs.
• $1.5 million for the Federal Roads Program.
• $1.5 million for Community Aged Care Packages.
• $1.1 million for Family Day Care operations and family assistance programs.
• Shell Road Reserve sporting infrastructure project received $1.0 million.
• The Weddell Road stormwater harvesting and reuse project received $0.6 million.
• Clean energy program for building and equipment upgrades received $0.4 million.
• The Greater Geelong Employment Project received $0.4 million.
• Eastern Park stormwater recycling project received $0.2 million.
• School holiday program received $0.2 million.
• $0.1 million towards indigenous kindergarten assistance programs.
State
• Aged and disability service programs received $10.5 million dollars in funding from
the Department of Human Services. Programs funded included personal, respite and
general care management, home maintenance, meals on wheels, rural access and
senior citizen activities and programs.
• Over $4.0 million in funding was received for children's hubs and kindergartens
including Barwon Heads Kindergarten ($0.8 million), Grovedale Integrated Children's
Centre ($1.7 million), Windsor Park Children and Family Hub ($1.5 million) and
Apollo Place Preschool ($0.3 million).
• $3.2 million was received from the Department of Education and Early Childhood
Development for Community Child Health services, early learning services and other
programs such as Best Start, Playgroup Support and Early Start Kindergarten
partnerships.
• The National Partnership Agreement on Preventative Health program (Healthy
Together Geelong) received $1.5 million and $0.3 million towards the associated Be
Active program.
• The Leopold Community Hub received $1.5 million and the Leopold Footpath
Linkages project received $0.2 million.
• The O'Brien's Road construction in the Geelong Ring Road Employment Precinct
received $1.5 million.
• A number of sport and recreation projects received just over $1.1 million in funding
including Hamlyn Park Reserve improvements, Barwon Soccer Club upgrade,
Barwon Valley Fun Park redevelopment, McDonald Reserve clubrooms, Highton
Tennis Club pavilion, Bellarine Rail Trail sealing and Saint Leonard's Recreation
Reserve.
• Environment projects including the Clifton Springs beach protection works, Victorian
Volcanic Plains Grassland Protection project, Barwon River Parkland project and the
coastal tender program received just under $1.0 million.
• Road maintenance programs received $0.7 million.
<pp> 131
• $0.5 million was received for the Central Geelong laneways project.
• School crossings supervisor subsidy grant of $0.5 million was received, contributing
to this $1.8 million program. The City of Greater Geelong has 171 school crossings,
the largest in the state.
• Youth programs received $0.4 million including the youth suicide prevention
program for same sex and gender query youth, Learner to Probationary (L2P) project
and the Engage - Up and At It program.
• The Whittington Community Renewal project received a further $0.2 million to
support the project and various associated activities.
• The City received $0.2 million contribution towards the G21 Regional Growth Plan
development and implementation and $0.1 million towards the G21 Public Transport
Strategy.
• The Emergency Management program received $0.2 million.
• $0.2 million was received for economic development programs including the Skilled
Migration Program, ICT Commercialisation Strategy, Geelong Small Business
Festival and the Regional Living Expo.
• The Central Geelong Bus Super Stop and Building Bellarine Connections public
transport program received $0.2 million.
• The development of Armstrong Creek received $0.1 million for the community
infrastructure project.
• The Grovedale Neighbourhood House received funding of $46,380 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 2012 - 2013 Annual Financial Report on page 159.
<pp> 132
Community Arts and Festivals Grants Program
The Community Arts and Community Festivals Grants Program is part of the
implementation of Council's Cultural Strategy Creativity+ 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 2012 - 2013, the City of Greater Geelong contributed $220,000 to 41 community
groups through its Community Arts and Community Festivals Grants Programs. From
33 applications received, $93,700 was provided to 19 community arts projects for
concerts, theatre programs and a range of art projects. This also included final
instalments for three biennial grants awarded during the 2011 - 2012 round, and the
first instalment for a new biennial grant.
30 applications were received for community festival grants with 22 successful in
receiving $116,100. This also included the second instalments for four triennial grants
awarded during the 2011 - 2012 round.
In addition $10,200 was held in reserve for applications to the Quick Response and
Professional Development streams throughout the financial year.
Caption: A range of festivals were funded as part of the Community Festival Grants
program.
The following is a full list of successful applicants for 2012 - 2013:
<pp> 133
2012 - 2013 Community Arts Grants Program
Project
Organisation/Auspice
Grant ($)
Neighbourhood Press for Little Free
Libraries
Cloverdale Community
Centre Inc
6,000
Karenni Puppetry project
Geelong Ethnic
Communities Council
(Diversitat)
6,000
Music at the Basilica "Seasons" Series
Music at the Basilica Inc
6,000
Ganesh Versus the Third Reich at GPAC
Geelong Performing Arts
Centre
6,000
Australian Youth Classical Music
Competition (formerly Geelong Advertiser
Music Competition)
Geelong Advertiser Music
Scholarship Trust
6,000
Blues Boot Camp
Wayne Jury T/A Ella
Music/The Sleepy Hollow
Blues Club
6,000
Concert Series 2013
Geelong Chamber Music
Society Inc
6,000
The Red Tree
BLINK Dance
Company/Auspicious Arts
Inc
5,500
Playing Up
Bluebird Foundation Inc
5,500
Beautiful
Courthouse Arts
5,000
The Afghan Dombura Project
Geelong Afghan
Community/Geelong Ethnic
communities Council Diversitat
4,000
Geelong Patchworkers and Quilters Guild
Inc Biennial Exhibition
Geelong Patchwork and
Quilters Guild Inc
3,000
Geelong VCE Students Art Project
Geelong Art Society Inc
1,900
Narana Exhibition and Cultural Arts Project
Narana Creations Inc
1,800
Ladarsko Selo
HKUD LADO
Geelong/Croatian
Community Centre
1,000
Total allocation
69,700
Community Arts Grants (Biennial)
Project
Organisation/Auspice
Grant ($)
Three Magpies Perched in a Tree (final year Geelong Regional Local
instalment)
Learning Employment
Networks
6,000
Samsara - a song cycle for Corio and
Norlane (final year instalment)
Bluebird Foundation Inc
6,000
New Spaces, New Ideas (final year
instalment)
Back to Back Theatre
6,000
Perpetual Echoes
Community Music Victoria
Inc
Total allocation
6,000 (x 2
yrs)
24,000
Community Arts Grants (Quick Response and Professional
Development)
Project
Organisation/Auspice
Quick Response Reserve
As required
Grant ($)
Professional Development Reserve
As required
Total allocation
10,200
<pp> 134
2012 - 2013 Community Festival Grants Program
Festival
Organisation/Auspice
Grant ($)
Centenary of the Foundation of the Royal
Australian Naval Training College at
Osborne House
The Osborne Park
Association Inc
6,000
Aboriginal Traditional dance Festival
Wathaurong Aboriginal Coop
6,000
A Centenary of Activities at SpringDale Hall
SpringDale Neighbourhood
Centre Inc
6,000
Heritage Festival 2013 Geelong Region
Geelong and Region Branch
National Trust of Australia
(Victoria) Inc
6,000
Cloverdale Autumn Festival 2013
Cloverdale Community
Centre Inc
6,000
Geelong National Reconciliation Week
Festival
Geelong One Fire
Reconciliation Group
(GOFRG) Inc
6,000
FIGMENT Geelong
Anartchy/Artists
Anonymous/DIVERSITAT
5,200
WoWFest - Women's Stories of Strength
Reclaim the Night
Collective/Zena Women's
Services
5,000
Guerrilla Gigs (New Year's Revolution)
Courthouse ARTS Inc
5,000
Drysdale Festival of Glass
Drysdale Clifton Springs
Community Association Inc
4,000
Flamefest
Flamefest Steering
Committee/Bellarine Living
and Learning Centre Inc
4,000
Autumn Community Celebration
Geelong West
Neighbourhood House Inc
4,000
Food of The World Festival
Diversitat Inc
3,400
Bellarine Show
Bellarine Agricultural society
Inc
3,000
CELEBRATIONS
Music at the Basilica Inc
3,000
Carnival of Music
Barwon Heads Fine Music
Society Inc
3,000
Karingal Food and Wine Karnivale
Karingal Inc
3,000
2013 Blokes Day Out
Barwon Health Inc
3,000
Total allocation
81,600
Community Festivals Grants (Triennial)
Festival
Organisation/Auspice
Barwon Heads Festival of the Sea Ltd
(Second year instalment)
Barwon Heads Festival of
the Sea Ltd
Portarlington Mussel Festival (Second year
instalment)
Portarlington Mussel
Festival Inc
8,000
Splash! Dance Festival (Second year
instalment)
Geelong Dance Network Inc
8,000
Poppykettle Festival (Second year
instalment)
The Geelong Performing
Arts Centre
8,000
Total allocation
Grant ($)
10,500
34,500
<pp> 135
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 2012 - 2013, the program saw $239,870 distributed amongst 139 community
groups. Through the Councillor Community Grants program Council has been able to
assist in delivering a diverse range of projects and events that benefit the Geelong
community.
Below is the full list of successful applicants for 2012 - 2013.
Community Group
Project Title
Allanvale Preschool Centre Inc
Health And Wellbeing
Library
Grant ($)
1,000
Ambulance Victoria
Advanced medical supplies
Associazione dei Pensionate Laziali di
Geelong
Equipment
2,050
590
Australian Air Forces Cadets 427 Squadron Tents and toilets
2,400
Badminton Geelong Inc
Badminton tournaments
2,000
Barwon Adolescent Taskforce
A place for young people
2,350
Barwon Community Legal Services Inc
G21 month of action
500
Barwon Heads Arts Council
Establishment costs
4,000
Barwon Heads Bowling Club Inc
Club shirts
2,000
Barwon Heads Community Hall Inc
Solar panels
3,650
Barwon Heads Netball Club
Portable shelving
1,500
Barwon Heads Senior Citizens
Quilting machine
430
Barwon Health Grovedale Community
Kitchen
Community kitchen
1,000
Barwon Health Norlane Community Kitchen Kitchen equipment
650
Barwon Health-McKellar Centre
Portable balance master
1,500
Barwon Valley Special Development School Thermal pool cover
5,000
Bell Park North Primary School
Free fruit and breakfast
program
1,500
Bell Park Sports Club
Rabbit proofing fence
2,100
<pp> 136
Bell Post Hill Playgroup
Open day supplies
600
Bellarine Anglican Parish
New chairs
850
Bellarine Anglican Parish Saint James
Keen-Agers Group
Saint James Keen Agers
1,500
Bellarine Jongleurs
Workshops
2,000
Bellarine Secondary College - Ocean Grove Teen mentor program
Campus
1,100
Bellarine Woodworkers
Electrical tagging course
1,300
Belmont Fire Brigade
Navigation station turnout
3,000
Better Hearing Australia Geelong Inc
New computer
800
Blind Citizens Australia
Vic State Convention
750
Bravehearts Inc
First aid - walkathon
800
Buy Bellarine Inc
Advertising materials
500
Christian College
Mali elephant conservation
950
Church by the Bay
Debutante ball
700
Clifton Springs Bowling Club
Training bowls
1,500
Clifton Springs Lions Club
Purchase of trailer
3,000
Clifton Springs Tennis Club
Clubroom extension
1,850
Cloveredale Care Inc
New trailer
1,500
Club Italia
Upgrade to toilet block
1,750
Combined Probus Club of Highton Inc
Hearing loop
1,500
Committee for Geelong
Barwon community
leadership program
870
Corio Bay Basketball Association - Leopold Club establishment costs
Lakers Basketball Club
1,500
Corio Northern Suburbs UTD (Corio Soccer Playing equipment
Club)
2,000
Country Fire Authority (Corio)
Rock and water program
1,130
Croatian Community Centre HKUD Lado
Geelong
Lado - 40 year concert
1,250
Deakin University, School of Architecture
and Building
Architectural design project
Drysdale Leopold Pony Club
Show jump equipment
trailer
850
3,000
East Geelong Football and Netball Club Inc Netball court equipment
1,000
East Geelong Senior Citizens Club
Replacement of chairs
3,200
Eastern Park Croquet Club
Lawn mower
2,500
Fyans Park Primary School
Cubby house replacement
2,000
Gateway Support Services Autism
Awareness Walk
Autism Awareness Walk
2013
950
Geelong and District Anglers Club and Fish Air conditioner
Protection Society Inc
1,900
Geelong Amateur Football and Netball Club Chip fryer
3,750
Geelong Amateur Volleyball Association
Country championships
2013
3,000
Geelong Arts Society Inc A1799v
Strategic business plan
2,000
Geelong Baptist College
10th anniversary festival
1,350
Geelong Cement Bowls Club
Interior blinds
1,500
Geelong Community Men's Shed
Defibrillator
2,500
Geelong Eastern Park Lawn Bowls Club
Kitchen works
3,500
Geelong Food Relief Centre
Walk in freezer
5,000
Geelong Gem and Mineral Club Inc
Upgrade and equipment
purchase
910
Geelong Hockey Association
Tap replacement
650
Geelong Mood Support Group
Garden shed
1,000
Geelong Obedience Dog Club Inc
Hire equipment for softball
championship
1,100
Geelong One Fire Reconciliation Group Inc Banner to promote website
500
<pp> 137
Geelong Over 60 Cricket Club Inc
Defibrillator
2,100
Geelong Rangers Soccer Club
Pre-season soccer cup
7,450
Geelong Soccer Club
Uniforms and equipment
2,800
Geelong Softball Association
Equipment hire for under 15
championship
1,200
Geelong Touch Football Association
Lighting design
Geelong Trades Hall Council Women’s
Network
Empowering women
program
1,450
Geelong West Cricket Club
Club room refurbishment
1,900
Geelong West Fire Brigade
Auto defibrillator unit
2,800
Golden Memories Karaoke Inc
Making a difference
program
1,500
Grovedale Tigers Football Netball Club Netball Section
Netball equipment upgrade
2,100
Guild Saints Cricket Club Inc
Bowling machine
1,000
Highton CFA Urban Fire Brigade
Defibrillator
2,990
Highton Primary School
Playground refurbishment
3,000
Holy Spirit School
Stair lift
1,000
Hope Bereavement Services Inc
Walk to remember
250
Karingal ARCsupport and Barwon ABI
Network
Brain injury awareness
week 2012
750
Lara Primary School
Shade sail structure
3,000
Lara Woodworkers
Workshop tools
2,000
Leisure Networks Association Inc
Sports access program
1,000
Leopold Hall Inc
Kitchen floor refurbishment
1,000
Leopold Men’s Shed
Equipment
500
Leopold Sportsman Club - Bowls Section
New bowls
1,500
Lions Club of Geelong Breakfast Inc
BBQ trailer/shelter
1,000
Lions Club of Lara
Club active equipment
2,000
Macedonian Orthodox Community
Macedonian Dance Group (Biser)
Costume storage
990
800
Macedonian Orthodox Community
(PARISH)
Refurbishment of storage
shed
1,000
Macedonian Orthodox Community
Macedonian Pensioner Group
Establishment of community
database
200
MG Car Club (Geelong) Inc
Safety equipment
950
MND VIC
Barwon Region MND Support Group
Walk to d feet MND
1,100
Montpellier Primary School
iPads
5,000
Murrenda - Aboriginal Community Care
Community Elders Group
Falls prevention program
1,850
Newtown Little League (Football)
Football and first aid
equipment
2,250
North Geelong Soccer Club
Contribution-portable goals
2,650
Oberon High School
Contribution for community
bike program
2,500
Oberon Primary School
Establishment of vegetable
garden
500
Ocean Grove Neighbourhood Centre Inc
Youth art show
2,000
Ocean Grove Sporting Club
Training and rehabilitation
equipment
3,630
Our Lady Star of the Sea Primary School
Bike shelter
2,570
Portarlington and Saint Leonards RSL Sub
Branch
P A system
1,500
Portarlington Bowls Club Inc
Public address system
2,500
Portarlington Business Development
Association
Portarlington
business/community
directory
2,000
Portarlington Community Association
Table cloths for community
events
540
<pp> 138
Portarlington Drysdale Lions Club
Australia Day brunch Drysdale
1,500
Portarlington Neighbourhood House Inc
Health, exercise and
wellbeing dvds
1,200
Probus Club of Belmont South Combines
Inc
Purchase defibrillator
2,000
Rainbow Riders
Horse harnesses
1,950
Read the Play Inc
Purchase of windcheaters
2,400
Regal Precision Drill and Dance Club Inc
New club uniforms
550
Roslyn Playgroup Inc - Geelong
Establishment of on-line
500
Playgroups Network
system
Roslyn Primary School
Shade sails
Rotary Club of Belmont
Drama camp
350
Rotary Club of Drysdale
Art boards
600
Rotary Club of Ocean Grove Inc
Conference
1,500
Samaritan House
Ride on mower and whipper
snipper
1,800
3,900
Scout Association of Australia, 1st Eastern Canvas tourer tents
Park Scout Group
1,200
Scout Association of Australia, Victoria
Branch
Scout sailing regatta
1,200
Serbian Youth Club Branko Radicevic
Security
Saint Albans Football and Netball Club
Purchase of footballs
1,000
Saint Johns Anglican Church Highton
Highton carols in the park
2,560
Saint Joseph's Football and Netball Club
Vinyl floor replacement
1,000
Saint Laurence Community Services
Having a say project
1,400
Saint Leonards Progress Association
Saint Leonards community
festival
3,000
Saint Luke's Uniting Church - Highton
For electricity reduction
3,000
Saint Mary's Sporting Club
Cultural exchange program
1,450
St. Mary's Sporting Club Geelong Inc
Junior football jumpers and
super bags
4,340
Saint Nicholas Orthodox Church (Serbian
Orthodox Church of Geelong)
Electrical switchboard
2,000
Stroke Association of Victoria
Establish peer support
groups
1,500
Surfside Waves Soccer Club
Ladies soccer uniforms
1,000
The Grinter Garden
Plot construction
The Hellenic Orthodox Community of
Geelong Inc
Teaching equipment
Township of Lara Care Group Inc
Development of website
UN Women Australia - Geelong Chapter
international Women's Day
2013
Whittington Primary School - East Geelong Shipping container
Little Athletics Club
Whittington Senior Citizens
Purchase of chairs
YMCA Geelong
Equipment for launch pad
program
650
800
1,100
850
2,000
700
2,100
770
Zena Women's Services Inc - Reclaim the
Night Collective Geelong
Let women's rights bloom
Total Funds Allocated
100
239,870
<pp> 139
Disability Action Plan Update
In accordance with the Victorian Disability Act 2006, Council has developed a series
of Disability Action Plans since 2002.
The Disability Action Plan 2009 - 2013 consists of 64 actions to reduce discrimination
of people with disabilities in the areas of goods, services and facilities, employment,
community participation and attitudes and practices.
Of the 64 actions, 80 per cent have commenced and are ongoing. 20 per cent are
new and are being progressed.
The Disability Advisory Committee and Street Access Advisory Group have provided
valuable advice and feedback. With their input the City has:
• Upgraded 390 bus stops.
• Completed 11 engineering projects including compliant kerb ramps, barrier railing
and tactile ground surface indicators.
• Reviewed accessible parking spaces.
• Developed an Accessible Geelong Waterfront map.
• Developed a proposal for a Visitors' Access Centre.
The City has also undertaken a series of accessibility modifications to community
facilities including Cobbin Farm Chapel, Newcomb Library, Clifton Springs Bowls
Club, Corio Kinder, Belmont Park Pavilion, Cobradah House, Centenary Hall,
Yooringa Senior Citizens and Bellarine Living and Learning Centre.
The 2013 - 2017 Disability Action Plan is currently under development following
consultations with internal City of Greater Geelong units, Disability Service
organisations and the Disability Advisory Committee community members.
Caption: The Disability Action Plan has undertaken a range of projects and initiatives.
<pp> 140
Domestic Animal Management Plan Update
Council has a legal obligation under the Domestic Animals Act 1994 to produce a
four year Domestic Animal Management (DAM) Plan.
After considerable consultation with the community, stakeholders and interested
groups in 2008, Council adopted its first DAM Plan 2008 - 2011. The purpose of the
Domestic Animals Act 1994 is to promote animal welfare, responsible pet ownership
and to protect the community and environment.
During the period of the first DAM Plan, the Department of Primary Industries further
extended the expiry date from June 2011 to December 2012 so as to align the Plan
with Councillor's four year term. Following feedback from the majority of Victorian
Councils that this timeline was going to be difficult to achieve due to the Council
elections and the "caretaker" period, the Department of Primary Industries further
extended the completion date for the 2013 - 2017 DAM Plan to 30 June 2013.
The first DAM Plan (2008 - 2011) identified three strategic objectives:
• Responsible Pet Ownership
• Dogs in Public Places
• Leadership.
Council adopted and implemented a range of dog control orders throughout the
municipality including coastal, open space areas, public places and areas under the
control of other Land Managers, under the provision of Section 26 of the Domestic
Animals Act. Dog control orders provide residents with the necessary information
about where and when they can walk their dog/s on and off leash in order to protect
community safety and the environment.
In developing the 2013 - 2017 plan, Council consulted with the community to gain an
understanding of community expectations in relation to animal management.
Consultation involved a wide audience including community members, special
interest groups, stakeholders and internal departments of the City of Greater
Geelong.
The basis of this plan has been formed from a range of data gathered from animal
behaviourists, staff experience, and observations and responses from community
consultations which determined the need for Council to be specific when setting
objectives and actions.
Residents were informed that three actions remained outstanding from the 2008 2011 plan including pet selection, compulsory de-sexing and dog activity parks.
The City's Domestic Animal Management Plan for 2013 - 2017 will provide the
framework to work with the community to ensure our services are sufficient for the
growing population of pets.
The City of Greater Geelong has one of the largest dog and cat populations of any
Victorian municipality with 42,959 registered pets as of June 2013.
As 2012 - 2013 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.
<pp> 141
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 continued during 2012 - 2013. The review focused on:
• Examining the existing facilities in accordance with the Code
of Practice.
• Take into consideration the future growth of the community,
and subsequent increase in animal population until 2031.
A 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.
• Upgrading of the facilities were undertaken to consolidate
and refurbish to conform to the current Code of Practice.
These works were largely completed with some further
upgrades to take place in Phase three of the project in 2013 2014.
Phase 2 Completed
Phase 3 to be
undertaken in 2013 2014
Provision has been made in the 2013 - 2014 budget for these
upgrades to be undertaken.
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 2012 - 2013 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. This is particularly the case with
Geelong facing an expanding population which often results in
increased pet ownership. Of major concern are lifestyle
changes with people being so time poor, and residents opting
for smaller residential blocks. For this reason pet selection
Ongoing 2013 - 2014
has been identified and included as a high profile action in the
new Domestic Animal Management Plan for 2013 - 2017.
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 Completed Year 2/3
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.
<pp> 142
RPO 5 - Introduce cat confinement between sunset and sunrise across the
municipality
Council introduced a cat confinement program into the
Completed Year 2/3
Geelong municipality in early 2010. This campaign promotes
that cats are to be confined between 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 was again highlighted
during the consultation period and will be a high priority for
the Domestic Animal Management Plan 2013 - 2017. It is
proposed to require mandatory desexing for all new cat
registrations, and desexing of all current (registered) cats
within the four year period of the plan. Options to provide
low-cost desexing will be explored and reported to Council.
RPO 6 - Introduce compulsory microchipping for all pets
The introduction of compulsory microchipping for all pets has Completed
continued to be managed by 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 2012 - 2013 a number of roadshows were held,
resulting in additional registrations and microchipped pets.
These roadshows were exceptionally well received by the
community and due to their success will continue to be held
in 2013 - 2014.
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.
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.
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.
Community feedback identified that many people were
supportive of the proposed action proposed in the 2013 2017 plan in relation to the mandatory desexing of cats.
During the life of the 2013 - 2014 plan, all cats in the City of
Greater Geelong will be required to be desexed, and all new
registrations will require the cat to be desexed. Desexed
animals with microchips qualify for an ongoing reduction in
registration fees, which is expected to provide a strong
incentive to the community.
<pp> 143
Ongoing 2013 - 2014
Dogs in Public Places
DPP 1 - Develop Shared Pathway Use Charter
The Shared Pathway Charter was developed, adopted by
Council, and 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.
Completed
• 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
commenced in 2012 - 2013.
DPP 2 - Develop community awareness brochure/information on popular off
leash areas
The City developed and implemented "Walk Time" a pocket- Completed Year 2/3
sized dog walking map in 2010. Due to the popularity of the
Ongoing 2013 - 2014
user friendly guide, a revised edition was produced for 20112012.
"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. It also reinforced the
requirement for dogs to be under "Effective Control" at all
times particularly in off lead areas.
In developing the 2013 - 2017 plan a revised Dogs in Public
Places Policy (DPPP) was developed, which provides
detailed information regarding the dog orders within the
municipality. This is particularly relevant to the extensive "offleash - supervised" areas where owners are expected to
maintain effective voice control over their dog.
To assist the community in meeting the requirements of the
Dogs in Public Places Policy, public signage will need to be
reviewed and updated, and a mobile App will be considered
to ensure that the dog control orders in any given area are
easily identifiable and understood.
DPP 3 - Develop and deliver an education program to communicate information
on dogs in public places
Refer to RPO 4.
Completed Year 2/3
DPP 4 - Explore partnerships to establish pet activity areas
A pet activity area is a purpose-built dog agility space that is
fully fenced and allows for dogs to interact and socialise with
other dogs and humans. By having 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.
Ongoing 2013 - 2014
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.
Research conducted shows that Dog parks have become
increasingly common throughout Victoria, and can range from
a simple enclosed open space to quite elaborate dog
playgrounds with extensive equipment and infrastructure. An
action of the 2013 - 2017 plan is to investigate the viability and
capital and recurrent costs of such developments to assist
future decision making in this area.
<pp> 144
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 Completed
part of delivering continued business improvement. Additionally
reviews will continue to ensure that current legislative
requirements are addressed and adhered to.
In developing the 2013 - 2017 plan a revised Dogs in Public
Places Policy (DPPP) was developed, which provides detailed
information regarding the dog orders in the municipality.
In 2011, legislation changed in relation to the keeping of
restricted breed dogs. The cancellation of a previous amnesty
in relation to pitbull terrier registrations, the introduction of the
new restricted breed legislation, and the establishment of a hot
line for the community all took staff off line and away from their
core duties. The numerous calls and suspected sighting
notifications of pitbull type dogs resulted in an increase to
animal officers workload.
Staff continued to manage 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 in excess of
1400 suspected restricted breed audits (pitbull type dogs) in
2013 - 2014.
DPP 6 - Review provision of the dog excrement bag/dispenser program
Dog owners are encouraged to pick up their dog waste and
Completed
dispose of it thoughtfully. 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 dog's 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 in the 2013 - 2017 plan. With recent changes
to Council's waste collection vehicles, all general waste bins
will now be available to be used to deposit dog litter rather than
just the purpose-built bins. The message of "all bins" using
"any bag" will be promoted and will provide the community with
substantially increased options for dog waste disposal.
Leadership Actions
L1 - Implement a data collection process and measure performance
To improve service delivery to the community, five animal
officers have each 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.
Completed
Additionally an animal collections officer is responsible for the
day to day collection of dogs and cats across the 1247km
squared municipality.
By implementing this system it allows for:
• Efficient and effective service levels
• Continuity of service between 7.00am to 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 K P I'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.
<pp> 145
L2 - Attend seminars and briefings related to current issues/emerging trends in
animal management
All Animal Management Officers are required to have
Completed
qualifications in Certificate IV Animal Control and Compliance,
Certificate IV in Government (Statutory Compliance) or
possess higher-level qualifications to be employed with the City
of Greater Geelong. Each Officer completes training in animal
handling, and prosecutions including the collection of evidence
for possible court proceedings.
Members of the Animal Team attended the following training in
the past twelve months:
• Livestock handling and management
• Domestic animal handling and management
• Occupation Health and Safety
• Workplace training and assessment
• Identify and respond to animal behaviour
• Dealing with investigations.
• Witness investigations around taking statements.
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.
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
Completed
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.
The website is reviewed and updated regularly throughout the
year.
Likewise the City continues to conduct research into best
practice methodologies and incorporates findings into service
delivery as required.
L4 - Conduct an Annual Review of this Plan
During the period of the first DAM Plan, the Department of
Completed
Primary Industries further extended the expiry date from June
2011 to December 2012 so as to align the Plan with
Councillors four year terms. Following feedback from the
majority of Victorian Councils that this timeline was going to be
difficult to achieve due to the Council elections and the
"caretaker" period, the Department of Primary Industries further
extended the completion date for the 2013 - 2017 DAM Plan to
30 June 2013.
During the final year of the 2008 - 2012 program, a consultation
and review of the Domestic Animal Management Plan has
been undertaken and the development of the Domestic Animal
Management Plan 2013 - 2017 has been completed.
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. Further communication and
education will be undertaken throughout the life of the 2013 2017 plan.
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
The Department of Primary Industries and the City annually
produce a variety of material on Responsible Pet Ownership
and other brochures of educational 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
Completed
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 was
released in August 2012.
As a part of the 2013 - 2017 plan a mobile "App" will be
considered to ensure that the dog control orders in any given
area are easily identifiable and understood.
<pp> 146
Annual Financial Report
For the year ended 30 June 2013
<pp> 147
Table of Contents
Note
Page
FINANCIAL REPORT
Understanding the Financial Report and Financial Statements
148
FINANCIAL STATEMENTS
Comprehensive Income Statement
150
Balance Sheet
151
Statement of Changes in Equity
152
Cash Flow Statement
153
NOTES TO FINANCIAL STATEMENTS
Introduction
154
Significant Accounting Policies
1
154
Rates and Charges
2
158
Fees and Charges
3
158
Grants
4
159
Capital Income
5
160
Employee Benefits
6
160
Materials and Services
7
160
Provisions Expense
8
160
Bad and Doubtful Debts
9
161
Depreciation and other Write Downs
10
161
Gain/(Loss) on Disposal of Assets
11
161
Previously Unrecognised Assets
12
161
Investments in Associates
13
162
Contributions - Non Monetary Assets
14
163
Cash and Cash Equivalents
15
163
Trade and Other Receivables
16
164
Financial Assets
17
164
Other Assets
18
165
Inventories
19
165
Property, Infrastructure, Plant and Equipment
20
165
Trade and Other Payables
21
172
Refundable Deposits
22
172
Employee Benefits
23
172
Interest Bearing Loans and Borrowings
24
173
Landfill Provision
25
174
Other Liabilities
26
174
Reserves
27
175
from Operating Activities to Surplus (Deficit)
28
177
Reconciliation of Cash and Cash Equivalents
29
177
Financing Arrangements
30
177
Superannuation
31
178
Commitments
32
180
Operating Leases
33
181
Contingent Liabilities and Contingent Assets
34
181
Financial Instruments
35
182
Events Occurring after Balance Date
36
187
Reconciliation of Cash Flows
Related Party Transactions
37
187
Revenue, Expenses and Assets by Functions/Activities
38
189
Financial Ratios (Performance Indicators)
39
190
Capital Expenditure
40
191
Pending Accounting Standards
41
192
Auditors Remuneration
42
193
Council Certification of the Financial Report
194
STANDARD STATEMENTS
Basis of Preparation of Standard Statements
195
Standard Income Statement
196
Standard Balance Sheet
198
Standard Cash Flow Statement
200
Standard Statement of Capital Works
202
Council Certification of the Standard Statements
204
Independent Auditor's Report
205
<pp> 148
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 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 Council's revenue under various income headings and the
expenses incurred in running 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 2013.
The bottom line of the Balance Sheet is Net Assets which is the net worth of 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 Financial Report).
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.
<pp> 149
Cash Flow Statement
The Cash Flow Statement summarises Council's cash payments and receipts for the
financial 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
statements.
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.
<pp> 150
Comprehensive Income Statement
For the Year Ended 30 June 2013
Note 2013
$'000
2012
$'000
REVENUE
Rates and Charges
2 160,871 151,129
Fees and Charges
3
59,736
59,683
Grants - Operating
4
44,070
47,052
Capital Income
5
19,725
18,006
2,470
3,458
Interest Income
Net gain(loss) on Disposal of Property, Infrastructure, Plant
and Equipment
11
1,292
812
Investments in Associates
13
198
518
Contributions - Non Monetary Assets
14
36,292
20,480
Previously Unrecognised Assets
12
1,304
1,849
TOTAL REVENUE
325,958 302,987
EXPENSES
Employee Benefits
6 107,414 125,314
Materials and Services
7
86,969
87,800
Administration
6,719
6,393
Professional Services
5,415
5,511
Utilities
8,303
7,223
Provision for Landfill
8
1,171
1,140
Bad and Doubtful Debts
9
417
644
10
48,623
47,240
1,742
2,040
Depreciation and other Write Downs
Financing Costs
TOTAL EXPENSES
266,773 283,305
SURPLUS/(DEFICIT)
59,185
19,682
OTHER COMPREHENSIVE INCOME
Net Asset revaluation increment (decrement) reversals
COMPREHENSIVE RESULT
27(a)
93,099 63,719
152,284 83,401
The above comprehensive income statement should be read in conjunction with the
accompanying notes.
<pp> 151
Balance Sheet
As at 30 June 2013
Note
2013
$'000
2012
$'000
ASSETS
Current Assets
Cash and Cash Equivalents
15
6,900
2,824
Trade and Other Receivables
16
13,443
8,880
Financial Assets
17
64,497
71,374
Other Assets
18
76
177
Inventories
19
839
851
85,755
84,106
TOTAL CURRENT ASSETS
Non-Current Assets
Trade and Other Receivables
16
1,995
1,815
Investments in Associates
13
9,282
9,084
Property, Infrastructure, Plant and Equipment
20 1,858,655 1,720,080
TOTAL NON-CURRENT ASSETS
1,869,932 1,730,979
TOTAL ASSETS
1,955,687 1,815,085
LIABILITIES
Current Liabilities
Trade and Other Payables
21
17,660
16,267
Refundable Deposits
22
4,011
2,296
Employee Benefits
23
23,599
21,082
Interest Bearing Loans and Borrowings
24
7,663
6,298
Unfunded Superannuation
31
-
5,300
52,933
51,243
TOTAL CURRENT LIABILITIES
Non-Current Liabilities
Employee Benefits
23
2,773
3,421
Interest Bearing Loans and Borrowings
24
24,859
20,439
Landfill Provision
25
18,296
17,125
Other Liabilities
26
651
794
Unfunded Superannuation
31
-
18,171
TOTAL NON-CURRENT LIABILITIES
46,579
59,950
TOTAL LIABILITIES
99,512
111,193
NET ASSETS
1,856,175 1,703,891
Equity
Accumulated Surplus
Reserves
27
TOTAL EQUITY
996,529
926,873
859,646
777,018
1,856,175 1,703,891
The above balance sheet should be read in conjunction with the accompanying
notes.
<pp> 152
Statement of Chances in Equity
For the Year Ended 30 June 2013
2013
Note
Balance at beginning of the
financial year
Asset
Revaluation
Other
Reserve 2013 Reserves
$'000
2013 $'000
Accumulated
Total 2013 Surplus 2013
$'000
$'000
1,703,891
926,873
714,640
62,378
Surplus (Deficit) for the year
59,185
59,185
-
-
Asset Revaluation
27(a)
93,099
-
93,099
-
Transfers to other
reserves
27(b)
-
(52,494)
-
52,494
Transfers from
other reserves
27(b)
-
62,965
-
(62,965)
1,856,175
996,529
807,739
51,907
BALANCE AT END OF
THE FINANCIAL YEAR
2012
Balance at
beginning of the
financial year
Surplus (Deficit) for
the year
Note
Accumulated
Total 2012 Surplus 2012
'000
$'000
Asset
Revaluation
Other
Reserve 2012 Reserves
$'000
2012 $'000
1,620,490
928,795
650,921
40,774
19,682
19,682
-
-
Asset Revaluation
27(a)
63,719
-
63,719
-
Transfers to other
reserves
27(b)
-
(63,418)
-
63,418
Transfers from
other reserves
27(b)
-
41,814
-
(41,814)
1,703,891
926,873
714,640
62,378
BALANCE AT END OF
THE FINANCIAL YEAR
The above statement of changes in equity should be read with the accompanying
notes.
<pp> 153
Statement of Cash Flows
For the Year Ended 30 June 2013
Note
2013 Inflows/
(Outflows) $'000
2012 Inflows/
(Outflows) $'000
CASH FLOWS FROM OPERATING ACTIVITIES
Rates
161,930
151,911
User charges and fines (inclusive of GST)
58,693
66,663
Grants (inclusive of GST)
44,062
48,023
Interest
2,470
3,457
Net GST refund/payment
9,575
9,051
Payments to suppliers (inclusive of GST)
(115,643)
(118,305)
Payments to employees (including
redundancies)
(130,219)
(101,918)
30,868
58,882
(60,016)
(65,269)
3,076
2,494
19,187
18,621
(37,753)
(44,154)
NET CASH PROVIDED BY (USED IN)
OPERATING ACTIVITIES
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
Finance costs
(1,701)
(2,061)
Proceeds from interest bearing loans
10,848
-
Repayment of interest bearing loans
(5,063)
(4,772)
4,084
(6,833)
Net increase (decrease) in cash and cash
equivalents
(2,801)
7,895
Cash and cash equivalents at the beginning of
the financial year
74,198
66,303
71,397
74,198
NET CASH PROVIDED BY (USED IN)
FINANCING ACTIVITIES
CASH AND CASH EQUIVALENTS AT
THE END OF THE FINANCIAL YEAR
29
Financing Arrangements 30
Restrictions on Cash Assets 17
The above statement of cash flows should be read with the accompanying notes.
<pp> 154
Notes To The Financial Report
For the Year Ended 30 June 2013
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 ("A A 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 A A 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.
<pp> 155
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:
Period
Buildings
20 - 100 years
Plant and Equipment
Heavy Plant and Equipment, Commercial Vehicles
10 years
Furniture and Fittings
10 years
Personal Computers
3 years
Computer Equipment
4 - 5 years
Software
4 years
Light Motor Vehicles
6.67 years
Infrastructure
Spray Seal
12 years
Asphalt Seal
25 years
Pavement
80 years
Drainage
100 years
Kerbs and Channel
60 years
Footpaths and Bike paths
50 years
Recreation
7 - 80 years
(d) 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 arm's 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.
<pp> 156
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 January 2012 and Kerb and Channel,
Footpaths and Bike paths were revalued as at 1 April 2011. Drainage assets were
revalued as at 1 April 2012. Assessments showed no material difference between
actual value and carrying value as at 30 June 2013.
Road Pavement and Road Seals and Roads Other were revalued as at 1 April 2013.
This resulted in an increase of $93.1M to the revaluation reserve. Road Pavement
increased $52.3M, Road Seal by $26.7M and Roads Other by $14.1M.
Asset Revaluation Cycles
Roads Seal 5 years
Road Pavement 5 years
Kerb and Channel 5 years
Footpaths and Bike paths 5 years
Roads Other 5 years
Land and Buildings 2 years
Drainage 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 as they have a maturity > 3 months.
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.
<pp> 157
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 recognised 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.
<pp> 158
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 2012 - 2013 was $43,130M
(2011 - 2012 $39,020M).
2013 $'000
2012 $'000
Residential
88,187
82,14 2
Commercial
18,151
16,883
Industrial
8,19 9
7,773
Petroleum Production Land
2,846
2,835
Aluminium Production Land
849
850
Automobile Manufacture Land
534
510
Vacant Land
5,886
5,564
Farm/Rural
3,624
4,015
Cultural and Recreation
191
192
Mixed Use
464
433
Late Licence Premises
763
695
Garbage Charge
21,842
20,423
Municipal Charge
9,335
8,814
160,871
151,129
A new general revaluation was conducted as at 1 January 2012, and the valuation
was applied in the rating year commencing 1 July 2012.
Note 3. Fees and Charges
2013 $'000
2012 $'000
15,365
15,032
Commercial Waste Collection and Waste Disposal
6,700
9,544
Local Laws and Traffic
6,546
5,313
126
102
4,532
4,428
7,8 3 4
7,479
Family and Children's Services
4,010
3,700
Rental and Leasing
3,564
3,502
Aged Services
2,709
2,834
Road Works
1,711
1,547
694
648
94
163
Recreation
Emergency Management
Subdivisions and Development
Car Parking
National Wool Museum
Risk Management
Parks
588
452
Revenue and Valuations
535
739
Central Geelong City Management
694
630
1,337
1,217
Other
456
350
Waterfront
321
299
Marketing/Major Events
151
208
85
82
215
192
1,469
1,222
59,736
59,683
2013 $'000
2012 $'000
Grants Commission
18,532
24,202
Family and Children
4,246
4,049
Roads to Recovery
1,550
1,750
Aged Services
1,491
1,438
Government Funded Traineeships
111
109
Planning Strategy
425
-
1,820
966
-
105
193
162
Library Heritage Centre
-
1,500
Leisure Services
-
227
427
-
28,795
34,508
10,880
9,897
Environment
Historical Records
Arts and Culture
Planning
<pp> 159
Note 4. Grants
Grants were received in respect of the following :
COMMONWEALTH GOVERNMENT
Recreation and Open Space
Infrastructure Management
Fleet
Corporate Strategy
STATE GOVERNMENT
Aged Services
Family and Children
3,16 2
2,877
Community Development
585
858
Economic Development
180
540
Infrastructure Management
500
1,698
School Crossing
530
509
7,363
1,175
361
345
2,752
1,74 9
10
-
407
347
-
70
196
159
73
105
1,504
686
Arts and Culture
26
-
Health Services
70
74
Central Geelong/Waterfront
47
1,19 4
Parking and Traffic Management
41
49
156
50
TOTAL
28,843
22,382
TOTAL GRANTS
57,638
56,890
Recurrent
44,070
47,052
Non recurrent/Capital (Note 5)
13,568
9,838
TOTAL
57,638
56,890
2013 $'000
2012 $'000
167
100
-
120
Open Space Planning and Development
Youth
Environment and Planning
Urban Design
Roads
Armstrong Creek
Emergency Response - Flood/Fire
Recreation Sport and Leisure
Healthy Communities
Other
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
Economic Development
167
220
Recreation Sport and Leisure
100
-
Economic Development
120
290
220
290
(53)
(70)
2013 $'000
2012 $'000
13,568
9,838
Developer Cash Contributions
3,994
2 ,417
Contributions to Council Assets
2,12 6
3,720
37
2,031
19,725
18,006
Grants which were received in prior years and were
expended during the current year in the manner specified
by the grantor were:
Net increase (decrease) in restricted assets resulting from
grant revenues for the year.
<pp> 160
Note 5. Capital Income
Grants (Note 4)
Special Rates
* In accordance with legislation, developers contributions must be expended for
particular purposes so Council has transferred them to a Reserve until expended.
Note 6. Employee Benefits
2013 $'000
2012 $'000
Wages and Salaries
87,999
81,992
Long Service Leave
2,765
2,631
Annual Leave
7,567
7,174
Superannuation
7,060
31,260
Workcover
1,959
1,958
64
299
107,414
125,314
Redundancy
Note 7. Materials and Services
2013 $'000
2012 $'000
Contractors
31,805
31,189
Levies
11,245
13,670
Materials
7,073
6,924
Plant/Equipment/Vehicle Costs
6,038
6,161
Supplementary Labour
4,733
5,432
Maintenance - Buildings and Emergency
3,605
3,707
Contributions - Recurrent
5,020
5,054
17,450
15,663
86,969
87,800
Other
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.
2013 $'000
2012 $'000
1,171
1,140
1,171
1,140
2013 $'000
2012 $'000
Infringement Debtors
288
502
Sundry Debtors
129
142
417
644
2013 $'000
2012 $'000
Landfill Provision - Finance Charge
<pp> 161
Note 9. Bad and Doubtful Debts
Note 10. Depreciation and Other Write Downs
Buildings
7,529
7,063
Plant and Equipment
5,905
5,538
30,721
28,785
44,155
41,38 6
4,468
5,854
4,468
5,854
48,623
47,240
2013 $'000
2012 $'000
Proceeds from Sale of Land and Buildings
2,437
1,038
Less : Book Value of Assets Sold or transferred for nil
consideration
1,221
541
1,216
498
Proceeds from Sale of Plant
639
1,456
Less : Book Value of Assets Sold
563
1,14 2
76
314
1,292
812
Infrastructure
Book Value of Assets Replaced - Infrastructure
Total
Note 11. Gain/(loss) on Disposal of Assets
NET GAIN (LOSS) ON DISPOSAL
Note 12. Previously Unrecognised Assets
2013 $'000 2012 $'000
In 2012 - 2013 Council recognised $1.3M of drainage
assets.
1,304
-
In 2011 - 2012 Council recognised $1.8M of drainage
assets.
-
1,849
1,304
1,849
<pp> 162
Note 13. Investments in Associates
Investments in associates accounted for using the equity method are:
2013 $'000
2012 $'000
8,025
7,768
-
-
1,257
1,316
9,282
9,084
- Geelong Regional Library Corporation
- 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 82.34% (2012 83.40%) 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
Share of operating surplus (loss)
Council's share of accumulated surplus at end of financial
year
4,433
3,869
257
564
4,690
4,433
7,768
7,204
257
564
8,025
7,76 8
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 10.83% (2012
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 $0.993M in 2013 (2012 $0.756M). Total loss is $2.359M
(2012 $1.366M) which is required to be recognised prior to any share in future profits
being recognised by the Council.
<pp> 163
i i i) Equity in Regional Kitchen Pty Ltd
City of Greater Geelong Shareholding is 7.30% (2012 7.55%) of ordinary shares.
Incorporated in Australia.
2013 $'000
2012 $'000
200
200
-
-
200
200
1,116
1,162
(59)
(46)
1,057
1,116
1,316
1,362
(59)
(46)
-
-
1,257
1,316
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
Council's share of equity contribution at end of financial
year
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% or 10% contribution of Public Open Space.
Infrastructure
Land
2013 $'000
2012 $'000
30,812
17,018
5,480
3,462
36,292
20,480
2013 $'000
2012 $'000
116
102
6,784
2,722
6,900
2,824
Note 15. Cash and Cash Equivalents
Cash on hand
Cash at bank
Users of the financial report should refer to Note 32 for details of existing Council
commitments.
<pp> 164
Note 16. Trade and Other Receivables
2013 $'000
2012 $'000
Rates Receivables
1,537
2,041
Less Provision for Doubtful Debts
(392)
(372)
Other Debtors
16,69 6
11,477
Less Provision for Doubtful Debts
(4,398)
(4,266)
13,443
8,880
1,897
1,717
CURRENT
NON-CURRENT
Deferred Debtors
Community Chef Refundable Deposit
98
98
1,995
1,815
15,438
10,695
2013 $'000
2012 $'000
64,497
71,374
64,497
71,374
64,497
71,374
Unrestricted
44,510
54,384
Subject to external and internal restrictions
19,987
16,990
64,497
71,374
Long Service Leave
15,809
14,474
Refundable Deposits
4,011
2,296
167
220
19,987
16,990
TOTAL
Note 17. Financial Assets
CURRENT
Investments at amortised cost (Note 1h)
Represented by
• Term Deposits
Council's investments are held at various financial
institutions, and represented by:
Council has financial assets that are subject to
restrictions. Restrictions
have been imposed by external and internal
requirements on the following:
Unexpended Grants
Council has maintained a cash balance sufficient to cover its calculated cash LSL
balance. Council has Statutory Reserves in 2013 of $0.2M (2012 $0.2M) which are
commitments that Council will include in its future budgets and are included in the
unrestricted cash amount.
<pp> 165
Note 18. Other Assets
Prepaid Expenses
2013 $'000
2012 $'000
76
177
76
177
2013 $'000
2012 $'000
839
851
839
851
Note 19. Inventories
Stores and Materials at Cost
Note 20. Property, Infrastructure, Plant and Equipment
2013 $'000
2012 $'000
at cost
353,768
358,935
Less accumulated depreciation
106,971
104,434
246,797
254,501
at fair value as at 1 April 2013
750,806
-
Less accumulated depreciation
316,6 03
-
434,203
-
at fair value as at 1 April 2012
364,782
353,726
Less accumulated depreciation
107,695
103,829
257,087
249,897
776,965
771,339
10,954
4,046
766,011
767,2 93
at fair value as at 1 April 2011
364,100
360,351
Less accumulated depreciation
209,543
204,774
154,557
155,577
at fair value as at 1 April 2009
-
495,101
Less accumulated depreciation
-
237,261
-
257,840
at fair value as at 1 October 2006
-
81,811
Less accumulated depreciation
-
46,839
SUMMARY
at fair value as at 1 January 2012
Less accumulated depreciation
TOTAL
-
34,972
1,858,655
1,720,080
2013 $'000
2012 $'000
<pp> 166
(a) Property
Land
at cost
at fair value as at 1 January 2012
275 574, 252
569,594
574 , 52 7
569,594
5,320
3,566
5,320
3,566
15,300
5,996
197
30
15,103
5,966
197, 3 93
19 8 ,179
10,954
4,046
186,439
194,133
TOTAL BUILDINGS
201,542
200,099
TOTAL PROPERTY
781,389
773,259
Land Under Roads
at fair value as at 1 January 2012
Buildings
at cost
Less accumulated depreciation
at fair value as at 1 January 2012
Less accumulated depreciation
Land and Buildings and Land Under Roads were revalued as at 1 January 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.
(b) Plant and Equipment
Plant and Equipment
at cost
55,110
57,937
Less accumulated depreciation
36,729
39,388
18,381
18,549
2,083
1,503
462
874
1,621
629
Leasehold Improvements
at cost
Less accumulated depreciation
Light Vehicles
at cost
8,964
7,749
Less accumulated depreciation
2,960
2,395
6,004
5,354
26,006
24,532
TOTAL PLANT AND EQUIPMENT
<pp> 167
2013 $'000
2012 $'000
(c) Infrastructure
Road Pavement
at cost
1,418
12,7 6
4
261
1,414
12,485
at fair value as at 1 April 2013
477,741
-
Less accumulated depreciation
194,690
-
283,051
-
at fair value as at 1 April 2009
-
393,096
Less accumulated depreciation
-
175 ,116
-
217,980
284,465
230,465
4,972
17,912
50
1,224
4,922
16,688
146,6 44
-
67,345
-
79,299
-
at fair value as at 1 April 2009
-
102,005
Less accumulated depreciation
-
62,145
-
39,860
84,221
56,548
958
21,987
Less accumulated depreciation
TOTAL ROAD PAVEMENT
Road Seal
at cost
Less accumulated depreciation
at fair value as at 1 April 2013
Less accumulated depreciation
TOTAL ROAD SEAL
Roads Other
at cost
Less accumulated depreciation
3
783
955
21,204
at fair value as at 1 April 2013
126,421
-
Less accumulated depreciation
54,568
-
71,853
-
at fair value as at 1 October 2006
-
81,811
Less accumulated depreciation
-
46,839
-
34,972
72,808
56,176
2013 $'000
2012 $'000
11,808
8,301
308
125
11,500
8,176
at fair value as at 1 April 2011
189,193
187,993
Less accumulated depreciation
107,794
105,485
81,399
82,508
92,899
90,684
6,235
4,162
131
53
6,104
4,109
at fair value as at 1 April 2011
174,907
172,358
Less accumulated depreciation
101,749
99,289
73,158
73,069
79,262
77,178
12,451
1,417
45
4
12,406
1,413
TOTAL ROADS OTHER
<pp> 168
(c) Infrastructure (continued)
Footpaths and Bike paths
at cost
Less accumulated depreciation
TOTAL FOOTPATHS AND BIKEPATHS
Kerb and Channel
at cost
Less accumulated depreciation
TOTAL KERB AND CHANNEL
Drainage
at cost
Less accumulated depreciation
at fair value as at 1 April 2012
364,782
353,726
Less accumulated depreciation
107,695
103,829
257,087
249,897
269,493
251,310
123,148
118,967
28,871
23,577
94,277
95,390
94,277
95,390
TOTAL DRAINAGE
Recreation
at cost
Less accumulated depreciation
TOTAL RECREATION
<pp> 169
2013 $'000
2012 $'000
Infrastructure Other
at cost
60,930
58,429
Less accumulated depreciation
37,211
35,721
23,719
22,708
23,719
22,708
1,001,144
880,459
12,251
6,960
845
681
at cost
37,020
34,189
TOTAL WORKS IN PROGRESS
50,116
41,830
TOTAL INFRASTRUCTURE OTHER
TOTAL INFRASTRUCTURE
Road Seals, Road Pavements and Roads Other assets
were revalued as at 1 April 2013 by Council officers, at
fair value based on depreciated replacement cost.
Drainage assets have been revalued as at 1 April 2012
by Council officers at fair value using depreciated
replacement cost.
Footpaths, Bike paths and Kerb and Channel are
valued at fair value as at 1 April 2011 by Council
officers using depreciated replacement cost.
(d) Works in progress
Buildings
at cost
Plant and Equipment
at cost
Infrastructure
TOTAL PROPERTY, PLANT AND EQUIPMENT AND
INFRASTRUCTURE
1,858,655
1,720,080
<pp> 170
Balance at
beginning of Acquisition of
financial year assets
2013
Revaluation
WDV of
increments
disposals (Note (decrements)
11)
(Note 27)
Depreciation
(Note 10)
Balance at
end of
financial
year
Transfers
$'000
$'000
$'000
$'000
$'000
$'000
$'000
569,594
5,480
-
(822)
-
275
574,527
3,566
1,754
-
-
-
-
5,320
Buildings
200,099
5,709
( 7,529)
(334)
-
3,597
201,542
TOTAL PROPERTY
773,259
12,943
(7,529)
(1,156)
-
3,872
781,389
18,549
3,296
(4,528)
(113 )
-
1,177
18,381
629
1,009
(206)
(45)
-
234
1,621
5,353
2,227
(1,171)
(405)
--
-
6,004
24,531
6,532
(5,905)
(563)
-
1,411
26,006
230,465
9,043
(5,389)
(5 01)
52,338
(1,491)
284,465
56,548
7,878
(5,025)
(1,818)
26,655
(17)
84,221
PROPERTY
Land
Land Under Roads
PLANT AND EQUIPMENT
Plant and Equipment
Leasehold Improvements
Light Vehicles
TOTAL PLANT AND EQUIPMENT
INFRASTRUCTURE
Road Pavement
Road Seal
Road Other
56,176
2,684
(2,351)
( 816 )
14,106
3,009
72,808
Footpaths and Bike paths
90,684
6,245
(4,153)
(512)
-
635
92,899
Kerb and Channel
77,178
4,934
(2,975)
(191)
-
316
79,262
251,310
16,169
(3,741)
(557)
-
6,312
269,493
Infrastructure Other
22,708
983
(1,490)
-
-
1,518
23,719
Recreation
95,391
2,474
(5,597)
(73)
-
2,082
94,277
880,460
50,410
(30,721)
(4,468)
93,099
12,364
1,001,144
6,960
10,296
-
(65)
-
(4,940)
12,251
681
676
-
-
-
(512)
845
Infrastructure
34,189
16,875
-
-
-
(14,044)
37,020
TOTAL WORKS IN PROGRESS
41,830
27,847
-
(65)
-
(19,496)
50,116
1,720,080
97,732
(44,155)
(6,252)
93,099
(1,849)
1,858,655
Drainage
TOTAL INFRASTRUCTURE
WORKS IN PROGRESS
Buildings
Plant and Equipment
TOTAL PROPERTY,
INFRASTRUCTURE, PLANT AND
EQUIPMENT
<pp> 171
Balance at
beginning of
financial
Acquisition of
year
assets
Depreciation
(Note 10)
Revaluation
WDV of
increments
disposals (Note (decrements)
11)
(Note 27)
Transfers
Balance at
end of
financial
year
2012
$'000
$'000
$'000
$'000
$'000
$'000
$'000
532,899
3,462
-
(429)
33,655
7
569,594
2,513
843
-
-
210
-
3,566
Buildings
177, 672
13,953
( 7,063)
(111)
2,492
13,156
200,099
TOTAL PROPERTY
713,084
18,258
( 7,063)
(540)
36,357
13,163
773,259
17, 817
4,812
(4,324)
(333)
-
577
18,549
515
210
(96)
-
-
-
629
5,185
2,095
(1,118)
(809)
-
-
5,353
23,517
7,117
(5,538)
(1,142)
-
577
24,531
229,919
7,957
(5,175)
(2,238)
-
2
230,465
Road Seal
56,724
5,973
(4,763)
(1,488)
-
102
56,548
Road Other
54,909
2,052
(2,075)
(141)
-
1,431
56,176
Footpaths and Bike paths
89,408
4,884
(4,070)
(451)
-
913
90,684
Kerb and Channel
76,369
3,731
(2,917)
(186)
-
181
77,178
218,813
9,167
(3,192)
(1,255)
27,362
415
251,310
22,924
563
(1,566)
-
-
787
22,708
PROPERTY
Land
Land Under Roads
PLANT AND EQUIPMENT
Plant and Equipment
Leasehold Improvements
Light Vehicles
TOTAL PLANT AND EQUIPMENT
INFRASTRUCTURE
Road Pavement
Drainage
Infrastructure Other
Recreation
87,828
6,454
(5,027)
(95)
-
6,231
95,391
836,894
40,781
(28,785)
(5,854)
27,362
10,062
880,460
15,422
6,195
-
-
-
(14,657)
6,960
559
575
-
-
-
(453)
681
Infrastructure
31,107
14,622
-
-
-
(11,540)
34,189
TOTAL WORKS IN PROGRESS
47,088
21,392
-
-
-
(26,650)
41,830
1,620,583
87,548
(41,386)
( 7,536)
63,719
(2,848)
1,720,080
TOTAL INFRASTRUCTURE
WORKS IN PROGRESS
Buildings
Plant and Equipment
TOTAL PROPERTY,
INFRASTRUCTURE, PLANT AND
EQUIPMENT
<pp> 172
Note 21. Trade and Other Payables
2013 $'000
2012 $'000
15,194
13,775
140
99
1,354
1,407
Unearned Income
813
854
Prepaid Rates
159
132
17,6 6 0
16,267
2013 $'000
2012 $'000
4,011
2,296
4,011
2,296
UNSECURED
Trade Creditors
Loan Interest Accrued
Prepaid Memberships for Leisure Facilities
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
2013
Other $'000 Annual
Leave
$'000
Long Service
Leave $'000
Balance at beginning of the financial year
616
8,169
15,718
Additional provisions
569
8,759
3,983
(616)
(8,175 )
(2,651)
569
8,753
17,050
2,383
7,471
14,710
Amounts used
BALANCE AT THE END OF THE
FINANCIAL YEAR
2012
Balance at beginning of the financial year
Additional provisions
Amounts used
BALANCE AT THE END OF THE
FINANCIAL YEAR
616
8,185
2,949
(2,383)
( 7,487)
(1,941)
616
8,169
15,718
2013 $'000
2012 $'000
(i) Current
Annual leave
Long service leave
Other
8,752
8,169
14,278
12,297
569
616
23,599
21,082
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 (2012 - 2013 $1M).
<pp> 173
2013 $'000
2012 $'000
2,773
3,421
2,773
3,421
23,599
21,082
2,773
3,421
26,372
24,503
(ii) Non-current
Long service leave
Aggregate carrying amount of employee benefits:
Current
Non-current
The following assumptions were adopted in measuring the present value of long
service leave and retiring gratuity:
Weighted average increase in employee costs
4.50%
4.31%
Weighted average discount rates
3.79%
2.94%
10
10
Weighted average settlement period
(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
• Other long-term employee benefits that do not fall due
9,785 10,321
13,278
11,297
within 12 months after the end of the period measured at
present value
23,599
21,082
2,773
3,421
(i i) Non-current
Long service leave representing less than 7 years of
continuous service measured at present value
Note 24. Interest Bearing Loans and Borrowings
2013 $'000
2012 $'000
CURRENT
Borrowings - Secured
6,633
5,268
Other Loans - Unsecured (These are non interest bearing
loans)
1,030
1,030
7,663
6,298
Borrowings - Secured
24,859
20,439
TOTAL
32,522
26,737
7,663
6,298
17,042
17,498
7,817
2,941
32,522
26,737
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
The security on the borrowings is the City of Greater Geelong Municipal Rates.
Finance leases
Council has no finance leases at balance date.
<pp> 174
Note 25. Landfill Provision
2013 $'000
2012 $'000
Corio Landfill Rehabilitation Provision
NON-CURRENT
18,296
17,125
Balance at beginning of the financial year
17,125
15,985
1,171
1,140
18,296
17,125
Finance Charge
BALANCE AT THE END OF THE FINANCIAL YEAR
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
2013 $'000 2012 $'000
Developer Contributions - Sec 173 Agreements
256
794
Carbon Tax Provision
395
-
651
794
<pp> 175
Note 27. Reserves
2013 $'000 2012 $'000
Asset Revaluation Reserve
Statutory Reserves
Discretionary Reserves
Balance at
beginning of
reporting
807,739
714,640
200
200
51,707
62,178
859,646
777,018
Increment Balance at
(decrement) end of
$'000
reporting
period $'000
period $'000
(a) Asset Revaluation Reserve
2013
Land and Buildings
518,818
-
518,818
Sealed and Unsealed Roads
60,655
78,993
139,648
Roads Other
15,390
14,106
29,496
Footpath and Bike paths
25,537
-
25,537
Drainage
94,240
-
94,24 0
195,822
93,099
288,921
714,641
93,099
807,739
482,461
36,357
518,818
Sealed and Unsealed Roads
60,655
-
60,655
Roads Other
15,390
-
15,390
Footpath and Bike paths
25,537
-
25,537
Drainage
66,878
27,362
94,240
168,460
27,362
195,822
650,921
63,719
714,640
Infrastructure
TOTAL ASSET REVALUATION
RESERVE
2012
Land and Buildings
Infrastructure
TOTAL ASSET REVALUATION
RESERVE
The Asset Revaluation Reserve records the increase and any subsequent decrease
in the value of assets held at fair value.
<pp> 176
(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 expenditure as settlement of the obligations created
in collecting the levies. The outstanding balance at year end is listed below. The
movement to and from reserves are shown in the Statement of Changes in Equity.
Balance at
30 June
2012 $'000
Car Parking Reserve
Transfers
to
Reserves
$'000
Transfers from Balance at 30
Reserves $'000 June 2013
$'000
200
-
-
200
Public Open Space
Reserve
-
1,729
1,729
-
Main Drainage Reserve
-
236
236
-
200
1,965
1,965
200
TOTAL STATUTORY
RESERVES
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.
Transfers
Transfers to from
Reserves
Reserves
$'000
$'000
Balance at 30
June 2012
$'000
Deferred Works Reserve
Balance at 30
June 2013
$'000
61,000
48,500
61,000
48,500
Asset Development Reserve
268
-
-
268
DCP Reserve - Jetty Road
Stage 1
721
1,202
-
1,923
DCP Reserve - Armstrong
Creek East Precinct
115
293
-
408
-
220
-
220
74
314
-
388
62,178
50,529
61,000
51,707
DCP Reserve - Ocean
Grove Growth Area
Water Quality Levy
TOTAL DISCRETIONARY
RESERVES
<pp> 177
Note 28. Reconciliation of Cash Flows from Operating
Activities to Surplus (Deficit)
2013 $'000 2012 $'000
SURPLUS/(DEFICIT)
59,185
19,682
Depreciation and Infrastructure writeoff
48,623
47,24 0
(Profit)/Loss on disposal of Property, Infrastructure, Plant
and Equipment
(1,292)
(812)
(19,187)
(18,621)
(198)
(518)
(36,292)
(20,480)
(1,304)
(1,849)
1,742
2,040
(4,743)
3,191
101
27
12
(68)
Increase/(Decrease) in Trade and Other Payables
1,250
1,301
Increase/(Decrease) in Refundable Deposits
1,715
280
(Decrease)/Increase in Employee Benefits
1,870
(61)
Increase/(Decrease) in Landfill Provisions
1,171
1,140
(23,471)
23,471
1,686
2,919
30,868
58,882
Capital Income
Equity Share in Investment in Associates Surplus
Assets received in Kind
Assets previously Unrecognised
Finance Costs
Change in assets and liabilities:
(Increase)/Decrease in Trade and Other Receivables
(Increase)/Decrease in Prepayments
(Increase)/Decrease in Inventories
Increase/(Decrease) in Unfunded Superannuation
(Decrease)/Increase in Work in Progress
NET CASH PROVIDED BY/(USED IN) OPERATING
ACTIVITIES
Note 29. Reconciliation of Cash and Cash Equivalents
2013 $'000
Cash and cash equivalents (Note 15)
Financial Assets (Note 17)
2012 $'000
6,900
2,824
64,497
71,374
71,397
74,19 8
Note 30. Financing Arrangements
2013 $'000
Bank overdraft
Used Facilities - Overdraft (Note 24)
Loans - Unsecured
Loans - Secured
Used facilities - Loans (Note 24)
UNUSED FACILITIES
2012 $'000
5,000
5,000
-
-
1,030
1,030
31,492
25,707
(32,522)
(26,737)
5,000
5,000
Loan Facility Details (Note 35a)
<pp> 178
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.
Effective from 1 July 2013, the Superannuation Guarantee contribution rate will
increase to 9.25%, and will progressively increase to 12% by 2019.
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 2011, Council makes employer contributions to the Funds
Defined Benefit category at rates determined by the Fund's Trustee. This rate is
currently 9.25% of member's salaries (9.25% in 2011 - 2012).
In addition, Council reimburses the Fund to cover the excess of the benefits paid as a
consequence of retrenchment above the funded resignation or retirement benefit (the
funded resignation or retirement benefit is calculated as the VBI multiplied by the
benefit).
Council is also required to make additional contributions to cover the contribution tax
payable on the contributions referred above.
Employees are also required to make member contributions to the Fund. As such,
assets accumulate in the Fund to meet member benefits, as defined in the Trust
Deed.
The Local Authorities Superannuation Fund's 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. Council has not been advised of any further
adjustments.
The projected value of the Council's contribution to the shortfall at 30 June 2012
(excluding contributions tax) amounts to $23.47M which was accounted for in the
2011 - 2012 Comprehensive Operating Statements with Employee Benefits (see
Note 6) and in the Balance Sheet in Current Liabilities Provisions (see below). No
further amount has been accounted for in the 2012 - 2013 Comprehensive Operating
Statement within Employee Benefits (see Note 6) and the Balance Sheet in Current
Liabilities Provisions (see below).
The fund surplus or deficit (i.e. the difference between the fund assets and liabilities)
is calculated differently for funding purposes (i.e. calculating required contributions)
and for the calculations of accrued benefits as required in A A S 25 to provide values
needed for the AASB 119 disclosure in the Council's financial statements. A A S 25
requires that the present value of the defined benefit liability be calculated based on
the benefits that have accrued in respect of membership of the plan up to the
measurement date, with no allowance for future benefits that may accrue.
Council paid the shortfall in full in 2012 - 2013.
Accrued Benefits
The Fund's liability for accrued benefits was determined in the 31 December 2011
actuarial investigation pursuant to the requirements of Australian Accounting
Standard Board A A S 25 follows.
31 December 2011
$'000
Net Market Value of Assets
4,315,324
Accrued Benefits (per accounting standards)
4,642,133
Difference between Assets and Accrued Benefits
(326,809)
Vested Benefits (minimum sum which must be paid to members
when they leave the fund)
4,838,503
The financial assumptions used to calculate the Accrued Benefits for the defined
benefit category of the Fund were:
Net Investment Return: 7.50% p.a.
Salary Inflation: 4.25% p.a.
Price Inflation: 75% p.a.
<pp> 179
Contributions by Council to the above superannuation plans for the financial year
ended 30 June 2013 are detailed below:
2013 $'000 2012 $'000
DEFINED BENEFIT PLANS
Employer contributions to Local Authorities
Superannuation Fund (Vision Super)
226
1,481
Employer contributions to other institutions
-
-
226
1,481
Employer contributions payable to Local Authorities
Superannuation Fund (Vision Super) at reporting date
-
23,471
Employer contributions payable to other institutions
-
-
-
23,471
Employer contributions to Local Authorities
Superannuation Fund (Vision Super)
5,250
5,051
Employer contributions to other institutions
1,58 3
1,257
6,833
6,308
(Vision Super) at reporting date
-
-
Employer contributions payable to other institutions
-
-
-
-
ACCUMULATION FUNDS
Employer contributions payable to Local Authorities
Superannuation Fund
<pp> 180
Note 32. Commitments
The Council has entered into the following commitments due:
2013
Later than 1 year
and not later
Not later than 1 than 2 years
year $'000
$'000
Later than 2
years and not
later than 5
years $'000
Later than 5
years $'000
Total $'000
OPERATING
Turf Maintenance
464
-
-
-
464
Building maintenance
153
153
444
-
750
Management of Geelong Resource Recovery Centre
752
752
752
-
2,256
Drysdale Transfer Station - Hook, Trucks and Bins
186
186
-
-
372
Provision of Security Services
145
145
-
-
290
Cleaning contracts for Council buildings
1,336
1,336
2,672
-
5,344
Supply of Bituminous Spray Seal Works
1,347
-
-
-
1,347
361
361
909
-
1,631
Home maintenance services
45
45
-
-
90
Provision of Records Storage and Imaging Services
69
69
207
207
552
335
335
670
-
1,340
Other
Provision of Immunisation Services
TOTAL
5,193
3,382
5,654
207
14,436
Building and Other Structures
19,040
-
-
-
19,040
TOTAL
19,040
-
-
-
19,040
Turf Maintenance
464
-
-
-
464
Building maintenance
215
42
42
-
299
Management of Geelong Resource Recovery Centre
752
752
752
-
2,256
Drysdale Transfer Station - Hook, Trucks and Bins
186
186
186
-
558
Gymnasium Equipment
139
139
139
-
417
Provision of Security Services
145
145
145
-
435
1,102
901
901
-
2,904
550
430
430
69
1,479
56
-
-
-
56
335
335
335
3,944
2,930
2,930
69
9,873
Building and Other Structures
14,280
-
-
-
14 280
TOTAL
14,280
-
-
-
14,280
CAPITAL
2012
OPERATING
Cleaning contracts for Council buildings
Other
Home maintenance services
Provision of Immunisation Services
TOTAL
1,005
CAPITAL
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.
<pp> 181
Note 33. Operating Leases
(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):
2013 $'000 2012 $'000
Not later than one year
2,181
2,544
Later than one year and not later than five years
7,074
7,121
Later than five years
5,901
7,241
15,156
16,906
(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
2,909
2,977
Later than one year and not later than five years
7,122
7,279
24,747
25,792
34,778
36,048
Later than five years
Note 34. Contingent Liabilities and Contingent Assets
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
Barwon Heads Bowling Club Inc.
Outstanding
Outstanding
Guarantee 30 Guarantee 30
June 2013
June 2012 $'000
$'000
Original
Guarantee
$'000
70
-
3
Bell Post Hill Sports and Recreation
Club
130
3
23
Geelong Hockey Association
150
91
105
Geelong Football Umpires League
250
-
125
TOTAL
600
94
256
(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.
<pp> 182
Note 35. Financial Instruments
(a) Accounting Policy, terms and conditions
Recognised financial instruments
Note
Accounting Policy
Terms and Conditions
FINANCIAL ASSETS
Cash and cash equivalents
Trade and other receivables
15 Cash on hand is valued at face value.
Cash on Hand is managed according to normal
expenditure approval procedures.
Interest is recognised as it accrues.
Funds returned fixed interest rate of between
2.75% and 3.50% (2012 3.50% and 4.75%).
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
5.00% to 5.15% (2012 4.70% to 6.25%).
Term Deposits
Term deposits return fixed interest rates of
between 3.95% and 6.00% (2012 5.50% and
6.50%). Term Deposits are held for a variety of
periods but not longer than 12 months.
16 Receivables are carried at nominal
amounts due less any provision for
doubtful debts. A provision for doubtful
General and deferred debtors are unsecured and
interest free. Credit terms are usually 30 days.
debts is recognised when collection in full
is no longer probable.
Collectability of overdue accounts is
assessed on an ongoing basis.
FINANCIAL LIABILITIES
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.
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 < 7% p.a.
Trade and other payables
21 Liabilities are recognised for expenses
incurred to balance date and payable in
the next financial year, whether invoices
have been received or not.
Creditors are unsecured, not subject to interest
charges and are normally settled within 30 days
of invoice receipt.
Interest-bearing loans and borrowings
• Secured Loans
24 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%. Council took out a loan of $10.848M in
May 2013, repayable over 10 years at 4.95%.
• Unsecured Loans
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.
All contractual financial assets are categorised as loans and receivables and all contractual financial liabilities are categorised as financial
liabilities at amortised cost.
<pp> 183
(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:
2013
Floating interest
rate $'000
1 year or less
$'000
Over 1 to 5 years
$'000
More than 5
years $'000
Non-interest
bearing $'000
Total $'000
FINANCIAL ASSETS
Cash and cash equivalents
6,784
-
-
-
116
6,900
Other financial assets
-
64,497
-
-
-
64,497
Trade and other receivables
-
-
-
-
16,356
16,356
6,784
64,497
-
-
16,472
87,753
3.17%
4.70%
TOTAL FINANCIAL ASSETS
Weighted average interest rate
FINANCIAL LIABILITIES
Trade and other payables
-
-
-
-
15,194
15,194
Secured loans
-
6,633
17,042
7,817
-
31,492
Unsecured loans
-
-
-
-
1,030
1,030
TOTAL FINANCIAL LIABILITIES
-
6,633
17,042
7,817
16,224
47,716
5.75%
6.73%
6.52%
4.95%
6,784
57,864
(17,042)
(7,817)
248
40,037
2,722
-
-
-
102
2,824
Other financial assets
-
71,374
-
-
-
71,374
Trade and other receivables
-
-
-
-
10,515
10,515
2,722
71,374
-
-
10,617
84,713
4.32%
6.27%
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
-
5,268
17,498
2,941
14,805
40,512
Weighted average interest rate
NET FINANCIAL ASSETS (LIABILITIES)
2012
FINANCIAL ASSETS
Cash and cash equivalents
TOTAL FINANCIAL ASSETS
Weighted average interest rate
FINANCIAL LIABILITIES
Weighted average interest rate
NET FINANCIAL ASSETS (LIABILITIES)
7.53%
7.03%
7.13%
7.56%
2,722
66,106
(17,498
(2,941)
(4,188)
44,201
<pp> 184
(c) Net Fair Values
Statutory Reserves
The aggregate net fair values of financial assets and financial liabilities, both
recognised and unrecognised, at balance date are as follows:
Total carrying amount as Aggregate net fair
per Balance Sheet
value
2013 $'000 2012 $'000 2013 $'000 2012 $'000
FINANCIAL ASSETS
Cash at Bank
6,784
2,722
6,784
2,722
116
102
116
102
-
-
-
-
Trade and Other Receivables
16,356
10,515
16,356
10,515
TOTAL FINANCIAL ASSETS
23,256
13,339
23,256
13,339
Trade and Other Creditors
15,194
13,775
15,194
13,775
Secured Loans
31,492
25,707
33,966
27,898
1,030
1,030
1,030
1,030
47,716
40,512
50,190
42,703
Cash on Hand
Other Financial Assets
FINANCIAL LIABILITIES
Unsecured Loans
TOTAL FINANCIAL LIABILITIES
The carrying value for cash at bank and on hand, other debtors, 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.
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,
• Maturity will be staggered to provide for interest rate variations and to minimise risk.
<pp> 185
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.
Movement in Provision for Doubtful Debts
2013 $'000
Balance at the beginning of the year
4,640
New Provisions recognised during the year
516
Amounts already provided for and written off as uncollectible
(366)
BALANCE AT END OF YEAR
4,790
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:
2013 $'000
2012 $'000
Current (not yet due)
4,128
2,606
Past due by up to 90 days
2,936
860
348
64
7,412
3,530
Past due between 91 and 180 days
TOTAL TRADE AND OTHER RECEIVABLES
Ageing of individually impaired Trade and Other Receivables
At balance date, other debtors representing financial assets with a nominal value of
$0.3M (2012 $0.3M) were impaired. The amount of the provision raised against these
debtors was $0.3M (2012 $0.3M). 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:
2013 $'000
2012 $'000
Current (not yet due)
25
-
Past due by up to 90 days
72
-
Past due between 91 and 180 days
92
82
Past due between 181 and 365 days
26
96
Past due by more than 1 year
119
91
TOTAL TRADE AND OTHER RECEIVABLES
334
269
<pp> 186
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 2013 Interest Rate Risk
-1%
FINANCIAL ASSETS
Cash and Cash
Equivalents
Carrying
Amount $'000
Result
$'000
+1%
Equity
$'000
Result
$'000
Equity
$'000
6,784
(68)
(68)
68
68
64,497
(645)
(645)
645
645
(918)
9
9
(9)
(9)
Interest Bearing Loans
and Liabilities
32,522
(325)
(325)
325
325
Payables
17,660
(177)
(177)
177
177
Other Financial Assets
Trade and Other
Receivables
FINANCIAL LIABILITIES
30 June 2012 Interest Rate Risk
-1%
FINANCIAL ASSETS
Cash and Cash
Equivalents
Carrying
Amount $'000
Result
$'000
+1%
Equity
$'000
Result
$'000
Equity
$'000
2,722
(27)
(27)
27
27
71,374
( 714)
(714)
7 14
714
179
(2)
(2)
2
2
Interest Bearing Loans
and Liabilities
26,737
(267)
(267)
267
267
Payables
16,267
(163)
(16 3)
163
163
Other Financial Assets
Trade and Other
Receivables
FINANCIAL LIABILITIES
<pp> 187
Note 36. Events Occurring After Balance Date
No events have occurred after balance day.
Note 37. Related Party Transactions
(i) Responsible Persons
Names of persons holding the position of a Responsible Person at the Council at any
time during 2012 - 2013 are:
Councillors Elected 27 October 2012
Councillor Barbara Abley (concluded October 2012)
Councillor Srechko Kontelj
Councillor Bruce Harwood
Councillor Jan Farrell
Councillor Rod Macdonald
Councillor John Mitchell (concluded October 2012)
Councillor Cameron Granger (concluded October 2012)
Councillor Kylie Fisher
Councillor Andy Richards
Councillor John Doull (concluded October 2012)
Councillor Eddy Kontelj
Councillor Ron Nelson
Councillor Tony Ansett (elected October 2012)
Councillor Michelle Heagney (elected October 2012)
Councillor John Irvine (elected October 2012)
Councillor Lindsay Ellis (elected October 2012)
Mayor Keith Fagg (elected October 2012 - resigned August 2013)
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:
2013 No.
2012 No.
$1 - $10,000
4
-
$10,001 - $20,000
1
-
$20,001 - $30,000
10
9
$30,001 - $40,000
1
2
$90,001 - $100,000
-
1
$110,001 - $120,000
1
-
$300,001 - $310,000
-
1
$320,001 - $330,000
1
-
18
13
2013 $'000
2012 $'000
738
734
Total Remuneration for the reporting year for
Responsible Persons included above amounted to:
<pp> 188
(i i i)
No Retirement Benefits were paid to Responsible Persons in 2012 - 2013 (Nil 2011 2012).
(i v)
No loans have been made, guaranteed or secured by the Council to a Responsible
Person of the Council during the reporting period.
(v) 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.
(v 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 $130,000.
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
$130,000 including any superannuation benefits from the Council and any related
entity falls within the following bands:
Income Range:
2013 No.
2012 No.
greater than $127,000
-
2
$130,001 to $140,000
4
8
$140,001 to $150,000
9
8
$150,001 to $160,000
10
5
$160,001 to $170,000
3
3
$170,001 to $180,000
2
-
$200,001 to $210,000
-
4
$210,001 to $220,000
-
1
$220,001 to $230,000
5
-
$310,001 to $320,000
-
1
33
32
2013 $'000
2012 $'000
5,375
4,848
Total Remuneration for the reporting year for Senior
Officers included above, amounted to:
(v i i)
Retirement Benefits of nil were paid to Senior Officers in 2012 - 2013 (Nil 2011 2012).
(v i i i)
No loans have been made, guaranteed or secured by the Council to a Senior Officer
of the Council during the reporting period.
(i 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.
<pp> 189
Note 38. Revenue, Expenses and Assets By
Functions/Activities
2013
$'000
2012
$'000
REVENUE
Rates
Grants Commission
160,871
151,129
18,569
24,202
Corporate Services
9,109
9,199
City Services
68,944
40,521
Community Services
46,970
42,043
Projects, Recreation and Central Geelong
34,857
26,224
Economic Development, Planning and Tourism
10,156
9,668
349,476
302,986
40,703
63,044
127,898
108,063
Community Services
66,565
62,002
Projects, Recreation and Central Geelong
41,598
37,258
Economic Development, Planning and Tourism
13,527
12,937
290,291
283,304
59,185
19,682
85,755
8 4,105
128 178
123,590
TOTAL REVENUE
EXPENDITURE
Corporate Services
City Services
TOTAL EXPENDITURE
NET RESULT
ASSETS ATTRIBUTED TO FUNCTIONAL ACTIVITIES
Corporate Services
• Current Assets
• Other Assets
City Services
• Other Assets
Projects, Recreation and Central Geelong
• Other Assets
231,528
227,885
Community Services
• Other Assets
206,219
189,565
Economic Development, Planning and
Tourism
• Other Assets
40,280
43,960
TOTAL ASSETS ATTRIBUTED TO FUNCTIONAL
ACTIVITIES
Total assets shown above reconciles with the amounts shown
for assets in the Balance Sheet as follows:
1,263,727 1,145,980
1,955,687 1,815,085
85,755
84,106
Current Assets
1,869,932 1,730,979
Non-Current Assets
1,955,687 1,815,085
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 and 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.
<pp> 190
Note 39. Financial Ratios - Performance Indicators
(a) Debt servicing ratio (to identify the capacity of Council to service
its outstanding debt)
Debt servicing costs divided by Total revenue:
• 2013: $1,742,000 divided by $349,476,000 = 0.50%
•2012: $2,040,000 divided by $302,986,000 = 0.67%
• 2011: $2,353,000 divided by $293,470,000 = 0.80%
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)
Debt servicing and redemption costs divided by Rate revenue:
• 2013: 6,805,000 divided by $160,871,000 = 4.23%
• 2012: $6,812,000 divided by $151,129,000 = 4.51%
• 2011: $6,878,000 divided by $141,457,000 = 4.86%
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)
Rate revenue divided by Total revenue:
• 2013: $160,871,000 divided by $349,476,000 = 46.03%
• 2012: $151,129,000 divided by $302,986,000 = 49.88%
• 2011: $141,457,000 divided by $293,470,000 = 48.20%
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)
Total indebtedness divided by total realisable assets:
• 2013: $79,526,000 divided by $925,275,000 = 8.59%
• 2012: $94,203,000 divided by $908,552,000 = 10.37%
• 2011: $73,681,000 divided by $848,712,000 = 8.68%
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)
Current assets divided by Current liabilities:
• 2013: $85,755,000 divided by $52,933,000 = 162.01%
• 2012: $84,106,000 divided by $51,243,000 = 164.13%
• 2011: $80,019,000 divided by $46,019,000 = 173.88%
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)
Current assets divided by Current liabilities:
• 2013: $85,755,000 divided by $39,656,000 = 216.25%
• 2012: $84,106,000 divided by $39,946,000 = 210.55%
• 2011: $80,019,000 divided by $34,324,000 = 233.13%
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.
<pp> 191
Note 40. Capital Expenditure
Note
2013 $'000 2012 $'000
CAPITAL EXPENDITURE AREAS
Infrastructure Leisure
13,168
13,619
Roads
12,799
12,953
3,616
4,721
11,496
13,808
Drains
5,752
4,752
Computer Equipment
2,037
2,107
479
505
Footpaths
2,956
2,535
Other
3,591
6,799
Kerb and Channel
1,179
1,011
58
46
1,518
1,469
188
272
1,179
672
60,016
65,269
Fleet
Buildings
Streetscapes
Land
Waste Collection
Plant and Equipment
Special Rates and Charges Program
TOTAL CAPITAL WORKS
Represented by:
Renewal
(a)
23,719
20,535
Upgrade
(b)
10,999
20,088
New assets
25,298
24,646
TOTAL CAPITAL WORKS
60,016
65,269
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
60,016
65,269
Expensed from Work in Progress
20
(1,849)
(2,848)
Asset revaluation movement
27
93,099
63,719
Depreciation and Other Write Downs
10
(4,623)
(47,240)
Written down value of assets sold
11
(1,784)
(1,682)
37,596
22,329
Recognition of Infrastructure
Capitalised Salaries Expensed
NET MOVEMENT IN PROPERTY, PLANT
AND EQUIPMENT
20
118
(50)
138,573
99,497
(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.
<pp> 192
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.
Pronouncement
AASB 9 Financial Instruments
What's new
AASB 9 standard is one of a series of amendments that are expected to eventually
completely replace AASB 139. During 2010 - 2011, the standard will be expanded to
include new rules on measurements of financial liabilities and hedge accounting.
Currently the existing provisions of AASB 139 will continue to apply in these areas.
AASB 9 simplifies the classifications of financial assets into those to be carried at
amortised cost and those to be carried at fair value - the "available for sale" and
"held-to-maturity" categories no longer exists. AASB 9 also simplifies requirements
for embedded derivatives and removes the tainting rules associated with held-tomaturity assets.
The new categories of assets are:
• Amortised cost - those assets with "basic" loan features".
• Fair value through other comprehensive income - this treatment is optional for
equity instruments not held for trading (this choice is made at initial recognition and is
irrevocable).
• Fair value through profit and loss-everything that does not fall into the above two
categories.
The following changes also apply:
• Investments in unquoted equity instruments must be measured at fair value.
However, cost may be the appropriate measure of fair value where there is
insufficient more recent information available to determine a fair value.
• There is no longer any requirement to consider whether "significant or prolonged"
decline in the value of financial assets has occurred. The only impairment testing will
be on those assets held at amortised cost, and all impairments will be eligible for
reversal.
• Similarly, all movements in the fair value of a financial asset now go to the income
statement, or, for equity instruments not held for trading, other comprehensive
income. There is no longer any requirement to book decrements through the income
statement, and increments through equity.
Impact/Action
The impact is not likely to be extensive in the local government sector. Although it will
vary considerably between entities. While the rules are less complex than those of
AASB139, the option to show equity instruments at cost has been largely removed,
which is likely to lead to greater volatility within the income statement. However it
may also lead to an improved financial position for some entities. This will also create
a requirement to measure some instruments annually that has not previously existed.
Transition
Transitional arrangements are extensive - in general retrospective restatement is
required, but there are exceptions. Early-adoption of the standard before 1 January
2014 removes the requirement for restatements of comparatives.
Effective Date
Periods beginning on or after 1 January 2015. The standard was amended in 2012 to
delay the effective date by two years (previously 1 January 2013).
<pp> 193
Pronouncement
AASB 12 Disclosure of Involvement with Other Entities
What's new
AASB 12 requires the disclosure of information to enable users to evaluate the nature
of, and risks associated with, its interests in other entities and the effect of those
interests on its financial position, financial performance, and cash flows. AASB 12
applies to all entities that have subsidiaries, joint arrangements, associates or
unconsolidated structures entities and requires disclosures grouped into four
categories:
• Significant judgements and assumptions, including how control, joint control, or
significant influence has been determined.
• interests in subsidiaries, including details of the composition of the group, the
interests held by any non-controlling interest, any changes in control, and the nature
of any associated risks.
• Interests in joint arrangements and associates, including their nature and extent, the
effects on the group, and any associated risks.
• Interests in unconsolidated structured entities, including their nature and extent, any
changes during the year, and the associated risks.
Impact/Action
The disclosure required will be both qualitative and quantitative. In particular,
management should document and be able to justify its key judgements concerning
control and significant influence. In the local government context this is likely to
require increased disclosures around operations of Library Corporations as well as
other activities that Council have an interest in.
Transition
Early adoption is permitted but AASB10, AASB 11, AASB 12, AASB 127 (revised)
and AASB 128 (revised) must all be adopted simultaneously.
Effective Date
Periods beginning on or after 1 January 2013.
Pronouncement
AASB 13 Fair Value Measurement
What's new
AASB 13 replaces the existing IFRS guidance on fair value measurement and
disclosure. It applies whenever another standard permits or requires the use of fair
value measurement. It sets out a fair value hierarchy for such measurements:
• Level 1 - quoted process in active markets for identical assets and liabilities, which
can be accessed at the measurement date.
• Level 2 - inputs other than quoted market process included within Level 1, which
are observable for the asset or liability, either directly or indirectly.
• Level 3 - unobservable inputs for the asset or liability.
There are also extensive disclosure requirement relating to each of the three levels
within the hierarchy.
Impact/Action
The standard determines "how to" rather than "when" in respect of fair value
measurements, and summarises the existing IFRS guidance in one place. The
standards may assist those councils that have equity investments that are no longer
able to be held at cost.
Transition
Early adoption is permitted.
Effective Date
Periods beginning on or after 1 January 2013.
Note 42. Auditors Remuneration
2013 $'000 2012 $'000
Fee to Conduct External Audit - Auditor General
78
72
78
72
<pp> 194
Certification of the Financial Report
For the Year Ended 30 June 2013
City of Greater Geelong
2012/2013 Financial Report
For the Year Ended 30 June 2013
Certification 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: 27/08/2013
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 2013 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 27 August 2013 to certify the financial
statements in their final form.
Acting Mayor
Councillor Bruce Harwood
Dated: 27/08/2013
Geelong
Councillor Srechko Kontelj
Dated: 27/08/2013
Geelong
Chief Executive Officer
Stephen Griffin
Dated: 27/08/2013
Geelong
<pp> 195
Standard Statements
For the Year Ended 30 June 2013
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 2012 - 2013 Strategic
Resource Plan and the 2012 - 2013 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 26
June 2012.
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 2012 - 2013 Budget.
<pp> 196
Standard Income Statement As At 30 June 2013
2012 - 2013
Actual $'000
2012 - 2013
Budget $'000
Variance
$'000
Ref
RECURRENT INCOME
Rates and Charges
160,871
160,456
415
1
Government Grants
44,070
41,384
2,686
2
User Charges
43,754
43,682
72
3
Other Fees and Charges
10,34 0
10,156
184
Sundry Income
5,642
4,392
1,250
Interest Investments
2,470
2,101
369
267,147
262,171
4,976
106,660
109,8 4 4
3,184
1,959
2,336
377
108,619
112,180
3,561
5
General Works - Materials
7,073
6,902
(171)
6
General Works Plant/Equipment/Vehicle Costs
6,038
5,773
(265)
6
71,817
68,925
(2,892)
6
Administration
8,878
10,178
1,300
7
Professional Services
5,415
3,662
(1,753)
8
Utilities
8,303
8,382
79
44,154
45,698
1,544
1,171
1,197
26
(76)
(905)
(829)
TOTAL RECURRENT
EXPENDITURE
261,392
261,992
600
RECURRENT
SURPLUS/(DEFICIT)
5,755
179
5,576
198
-
198
TOTAL RECURRENT INCOME
4
RECURRENT EXPENDITURE
Employee Related
Salaries
Workcover/Superannuation
Goods and Services
General Works - External Services
Depreciation
Landfill Provision
(Gain)/Loss on Sale of Plant and
Equipment
NON-RECURRENT INCOME
Investments in Associates
9
12
Subdivision - Asset Recognition
37,596
30,000
7,59 6
10
Capital Grants and Income
15,730
17, 284
(1,554)
11
Developer Contributions
3,994
1,350
2,644
Gain/(Loss) on Sale of Property
1,216
1,503
(287)
58,734
50,137
8,597
(1,205)
3,300
4,505
13
Costs expensed from work in
progress
2,041
-
(2,041)
14
Disposal of Infrastructure
4,468
3,660
(808)
14
TOTAL NON-RECURRENT
EXPENDITURE
5,304
6,960
1,656
NON-RECURRENT
SURPLUS/(DEFICIT)
53,430
43,177
10,253
NET SURPLUS/(DEFICIT)
59,185
43,356
15,829
TOTAL NON-RECURRENT
INCOME
12
NON-RECURRENT EXPENDITURE
Unfunded Superannuation
<pp> 197
Notes to Standard Income Statement
Variance Explanation Report
Ref. Item
Commentary
1
Rates and Charges
Favourable rates generation and Supplementary
valuations.
2
Government Grants Various unbudgeted State and Federal Grants.
3
User Charges
Waste Disposal ($1.16M fav), Private Works ($0.4M fav)
and Car Parking Fees ($0.3M Fav) offset by Commercial
Rental ($0.4M unfav) and various activity and Program
Fees ($1.9M unfav).
4
Interest
Higher levels of cash invested during the year.
5
Employee Costs
Favourable mainly due to unfilled vacancies partially
offset due to unfav overtime and allowances. Workcover
premium less than budgeted.
6
General Works
Unfavourable variance in Supplementary Labour ($1.8M)
and Rental Expense ($0.9M).
7
Administration
Interest savings due to cancellation and deferral of loans.
8
Professional
Services
Unfavourable expenditure for Consultants ($1.3M), Legal
Fees ($0.4M) and Valuation Services ($0.1M).
9
Depreciation
Favourable to budget due to deferral of capital projects.
10
Subdivision - Asset
Recognition
Favourable to budget recognition of Open Space
contributions.
11
Capital Grants and
Income
Unfavourable due to deferral of capital projects.
12
Gain/(Loss) on Sale Proceeds received for trade-in lower than budgeted.
of Property
13
Unfunded
Superannuation
Unfunded Superannuation liability paid in full and early
payment discount recognised.
14
Costs expensed
from work in
progress
Handover documentation identified nature of costs to be
expense rather than capital.
15
Disposal of
Infrastructure
WDV of infrastructure assets disposed of higher than
budgeted.
<pp> 198
Standard Balance Sheet As At 30 June 2013
2012 2012 - 2013 2013
Actual
Budget
$'000
$'000
Variance
$'000
Ref.
CURRENT ASSETS
Cash and Investments
71,397
50,591
20,806
Receivables
13,443
11,707
1,736
(429)
200
(629)
839
678
161
85,250
63,176
22,074
17,155
14,103
(3,052)
Loans
7,663
8,120
457
Refundable Deposits
4,011
2,000
( 2,011)
Employee Benefits
23,599
24,006
407
TOTAL CURRENT LIABILITIES
52,428
48,229
(4,199)
NET CURRENT ASSETS
32,822
14,947
17,875
Prepayments
Inventories
TOTAL CURRENT ASSETS
1
CURRENT LIABILITIES
Payables
2
NON-CURRENT ASSETS
Property Plant and Equipment
1,858,655
1,780,697
77,958
Investments
9,282
8,694
588
Receivables
1,995
925
1,070
1,869,932
1,790,316
79,616
256
-
(256)
24,859
45,616
20,757
2,773
5,722
2,949
18,296
7,151
(11,145)
395
-
(395)
46,579
58,489
11,910
1,856,175
1,746,774
109,401
Accumulated Surplus
996,529
1,035,125
(38,596)
Asset Revaluation Reserve
807,739
691,319
116,420
51,907
20,330
31,577
1,856,175
1,746,774
109,401
TOTAL NON-CURRENT ASSETS
3
NON-CURRENT LIABILITIES
Developer Contributions
Loans
Employee Benefits
Landfill Provision
Carbon Tax Future Liability
TOTAL NON-CURRENT LIABILITIES
NET ASSETS
Represented by:
RATEPAYER EQUITY
Reserves
TOTAL RATEPAYER EQUITY
<pp> 199
Notes To Standard Balance Sheet
Variance Explanation Report
Ref. Item
Commentary
1
Cash and Investments
Favourable due to lower than expected capital
expenditure, higher cash position at
1 July 2012 and early receipt of 50% of 2013 - 2014
Grants Commission Payment.
2
Refundable Deposits
Unfavourable to budget due to the volume of
subdivisions and building activity.
4
5
3
Property, Plant and
Equipment
Effect of revaluation of Road Pavement ($52.3M),
Road Seal ($26.7M) and Roads Other ($14.1M).
4
Loans
Cancellation of loan due to unsuccessful bid for
Brougham Street Building.
5
Landfill Provision
Deferral of Rehabilitation project at Corio Landfill site
and recalculation of rehabilitation costs.
<pp> 200
Standard Cash Flow Statement
For Year Ended 30 June 2013
2012 2013
Actual
$'000
Inflows
/(Outflows)
2012 2013
Budget
$'000
Inflows
/(Outflows)
Variance
$'000
Inflows
/(Outflows) Ref.
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts
General Rates
161,930
160,239
1,691
1
Fees and Charges
58,693
61,170
(2,477)
2
Investment Income
2,470
2,101
369
3
GST Recoveries on Operating
Transactions
9,575
5,627
3,948
44,062
43,139
923
276,730
272,276
4,454
(107,954)
(112,988)
5,034
5
(22,265)
-
(22,265)
5
(101,981)
(100,317 )
(1,664)
6
(13,662)
(11,706)
(1,956)
7
(1,701)
(3,076)
1,375
8
(247,563)
(228,087)
(19,476)
29,167
44,189
(15,022)
(81,054)
21,038
Government Grants
4
Payments
Employee Costs
Unfunded Superannuation Payments
General Works/Utilities/Disbursements
Administration/Professional Services
Interest Expense
NET CASH INFLOW FROM
OPERATING ACTIVITIES BEFORE
CAPITAL INCOME
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for Land and Buildings, Plant
(60,016)
9
and Equipment
and Infrastructure Assets
Landfill Rehabilitation
-
( 11,150)
11,150
10
15,731
17,284
(1,553)
11
Proceeds from Sale of Land and
Buildings
2,437
4,255
(1,818)
12
Proceeds from Sale of Plant and
Equipment
639
2,263
(1,624)
12
3,456
1,350
2,106
13
(37,753)
(67,052)
29,299
Capital Income
Developer Cash Contribution
NET CASH OUTFLOW FROM
INVESTING ACTIVITIES
CASH FLOWS FROM FINANCING ACTIVITIES
Repayment of Borrowings
(5,063)
(5,772)
709
Proceeds from New Loans
10,848
32,848
(22,000)
5,785
27,076
(21,291)
NET INCREASE (DECREASE) IN
CASH HELD
(2,801)
4,213
( 7,014)
Cash at the Beginning of the Financial
Year
74,198
46,378
27,820
CASH AT THE END OF THE
FINANCIAL PERIOD
71,397
50,591
20,806
NET CASH OUTFLOW FROM
FINANCIAL ACTIVITIES
14
<pp> 201
Notes To Standard Cash Flow Statement
Variance Explanation Report
Ref.
Item
Commentary
1
General Rates
Favourable rates generation and Supplementary
valuations.
2
Fees and Charges
3
Investment Income
Higher levels of cash invested during the year due to
lower than budget capital spend.
4
Government Grants
Receipt of unbudgeted grants.
5
Employee Costs
Mainly due to unfilled vacancies and payment of
unfunded superannuation shortfall.
6
General
Unfavourable spend on supplementary labour.
Works/Utilities/Disburs
ements
7
Admin/Professional
Services
Additional expenditure on consultants and legal fees
during the year.
8
Interest Expense
Reduction in interest expense due to cancellation of
loan to purchase Brougham Street.
9
Payments for
property,
infrastructure, plant
and equipment
Capital spend lower than budget due to timing of
projects.
10
Landfill Rehabilitation
Deferral of rehabilitation project at Corio Landfill Site.
11
Capital Income
Unfavourable due to deferral of capital projects.
12
Proceeds from sale of Delay in sale of equipment.
property,
infrastructure, plant
and equipment
13
Developer Cash
Contribution
Increased subdidvision activity.
14
Financial Activities
Cancellation of loan to purchase civic accommodation.
<pp> 202
Standard Statement of Capital Works
As at 30 June 2013
Infrastructure Leisure
Asset Renewals
$'000
Asset Upgrades
$'000
New Assets
$'000
Gross
Expenditure $'000 Income $'000
Budget
Budget
Budget Actual
Budget
Actual
Actual
Actual
Net Cost $'000
Budget Actual Budget Actual
2,304
1,935
3,536
6,690
2,350
4,543
8,190 13,168
710
2,389
7,480 10,779
10,26 8
9,999
445
1,178
1,628
1,622
12,341 12,799
2,050
2,150
10,291 10,649
Fleet
4,784
3,586
-
-
101
30
3,616
2,263
30
2,622
3,586
Buildings
1,200
1,749
3,729
3,031 19,022
6,716
23,951 11,49 6
11,150
6,998
12,801
4,498
Drainage
972
1,139
-
-
5,430
4,613
6,402
5,752
-
39
6,402
5,713
1,131
1,306
-
21
664
710
1,795
2,037
50
50
1,745
1,987
-
-
42
55
52
424
94
479
-
495
94
(16)
2,675
2,762
-
-
180
194
2,855
2,956
-
165
2,855
2,791
25
-
10
24
2,457
2,635
2,492
2,659
-
-
2,492
2,659
1,068
1,179
-
-
-
-
1,068
1,179
-
-
1,068
1,179
Land
-
-
-
-
186
58
186
58
-
-
186
58
Waste Collection
-
-
-
-
1,331
1,518
1,331
1,518
1,000
1,000
331
518
Roads
Computer Equipment
Streetscapes
Footpaths
Miscellaneous
Kerb and Channel
4,885
Plant and Equipment
64
64
-
-
100
124
164
188
30
-
134
188
Special Rates and Charges
Program
-
-
-
-
2,425
1,179
2,425
1,179
1,269
52
1,156
1,127
Geelong Ring Road
Employment Precinct
-
-
-
-
-
10 3
-
103
-
1,505
Water Saving Initiatives
-
-
-
-
960
829
960
829
960
800
24,491
23,719
7,762
TOTAL
10,999 36,886 25,298
69,139 60,016
19,482 15,673
- (1,402)
-
29
49,657 44,343
Reconciliation
Construction
61
-
61
49
-
(49)
Design
4
-
4
8
-
(8)
Plant Replacement Program
-
- (2,263)
-
2,263
-
Landfill Provision
(1,000)
-
-
-
(1,000)
-
Carry over from 2011 - 2012
42,000
-
-
-
42,000
-
(19,000)
-
-
- (19,000)
-
Carry over to 2013 - 2014
TOTAL
22,065
- (2,198)
57
CAPITAL WORKS TOTAL
91,204 6 0,016 17,284 15,730
24,263
(57)
73,920 44,286
<pp> 203
Notes to Standard Statement of Capital Works
Variance Explanation Report
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 $60.0M on capital works in 2012 - 2013. This included:
$M
Road replacement and construction
12.8
Drainage replacement and construction
5.8
Plant and vehicles
3.6
Footpath replacement and construction
3.0
Ocean Grove Integrated Children's Centre
2.8
Shell Road Reserve Sporting Infrastructure
2.1
Geelong Library and Heritage Centre
2.0
IT Asset Replacements
1.3
Kerb and Channel replacement and construction
1.2
Civic Accommodation
1.0
Clean Energy - Buildings, Plant and Equipment Upgrade
0.9
Drysdale Landfill Cell 4a
0.9
Hamlyn Park Reserve Improvements
0.8
Barwon Soccer Club Upgrade
0.8
Building Renewal Works
0.7
Weddell Road Stormwater Harvesting and Reuse
0.7
Saint Leonards Recreation Reserve
0.5
Playground Development Program
0.5
Leopold Community Hub
0.5
Thomson Reserve Master Plan
0.5
Highton Tennis Club Pavilion Upgrade
0.5
Variances to Budget
Capital expenditure was $31.2M favourable to budget. The major projects still to be
completed are Corio Landfill Rehabilitation $10.8M, Ocean Grove Integrated
Children's Centre $5.1M, Leopold Community Hub $3.6M, Windsor Park Family and
Children's Hub $2.2M, Barwon Heads Early Learning Centre $2.1M, Grovedale
Integrated Children's Centre $1.7M, Rosewall Kindergarten Rebuild $1.1M, Heavy
and Dedicated Fleet $0.9M, Griggs Creek Rehabilitation $0.8M, Geelong Motocross
Club Relocation $0.7M and Open Space Acquisition Plan $0.6M.
Capital income was ($1.8M) unfavourable to budget. Main unfavourable variances
included Health and Community Centre - Armstrong Creek ($6.8M), Street
Construction Special Rates and Charges ($0.6M), offset by favourable variances in
Construction O'Briens Rd $1.5M, Leopold Community Hub $1.3M, Windsor Park
Family and Children's Hub $1.0M, Shell Road Reserve Sporting Infrastructure $1.0M
and Central Geelong Laneways $0.5M.
Capital Projects funding of $41.2M has not been expended in 2012 - 2013 and will be
carried forward to be completed in future years.
<pp> 204
Certification of the Standard Statements
For the Year Ended 30 June 2013
City of Greater Geelong
2012/2013 Standard Statements
For the Year Ended 30 June 2013
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: 27/08/2013
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 27 August 2013 to certify the Standard
Statements in their final form.
Acting Mayor
Councillor Bruce Harwood
Dated: 27/08/2013
Geelong
Councillor Srechko Kontelj
Dated: 27/08/2013
Geelong
Chief Executive Officer
Stephen Griffin
Dated: 27/0672013
Geelong
<pp> 205
Independent Auditor's Report
For the Year Ended 30 June 2013
Level 24, 35 Collins Street
Melbourne VIC 3000
Telephone 61 3 8601 7000
Facsimile 61 3 8601 7010
Emai comments@audit.vic.gov.au
Website www.audit.vic.gov.au
VAGO
Victorian Auditor-General's Office
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 2013 of the Greater
Geelong City Council which comprises comprehensive income statement, balance
sheet, statement of changes in equity, statement of cash flows, 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 2013 of the
Council which comprises standard income statement, standard balance sheet,
standard cash flow statement, standard statement of capitol 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 about 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
and the reasonableness of accounting estimates made by the Councillors, as well as
evaluating the overall presentation of the financial report and standard statements.
<pp> 206
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
the Greater Geelong City Council as at 30 June 2013 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 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 2013 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 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.
John Doyle
Auditor-General
Melbourne
30 August 2013
<pp> 207
Global Reporting Initiative Index
The Global Reporting Initiative (G R I) 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 G3 - 1 Sustainability Reporting
Guidelines within the 2012 - 2013 Annual Report:
G R I Indicator and Description
Page No.
Strategy and Analysis
1.1
Statement from the CEO
13
Organisational Profile
2.1
Name of organisation
Front Cover
2.2
Primary brands, products and/or services
14 - 16 , 50 - 51,
60 - 117
2.3
Operational structure of the organisation
49
2.4
Location of organisation
211, Back Cover
2.6
Nature of ownership and legal form
42
2.7
Markets served (Wards)
42, 44 - 45
2.8
Scale of the organisation and its operations
20 - 24
2.10
Awards received in the reporting period
17
Report Parameters
3.1
Reporting period
Front Cover, 6
3.3
Reporting cycle
30
3.4
Contact point for questions
211
3.5
Process for defining report content
6, 60
3.6
Boundary of the Report
8, 42
Governance, Commitments and Engagement
4.1
Governance structure of the organisation
122 - 129
4.4
Mechanisms for the community and employees to
provide recommendations or direction to Councillors.
42 - 45
4.8
Council mission and values
48
4.12
Externally developed charters, principles or initiatives to 127 - 128
which the organisation belongs
4.13
Memberships in Associations
127 - 128
4.14
Stakeholder groups engaged by the organisation
115 - 117, 135 138
4.16
Approaches to stakeholder engagement
115 - 117
4.17
Key topics raised through stakeholder engagement
115 - 117
G R I Indicator and Description
Page No.
Economic Indicators
EC1
Economic value generated
20 - 24, 150 - 153
EC3
Coverage of the organisations defined benefit plan
obligations
178 - 179
EC4
Financial assistance received from Government
130 - 131
E N5
Energy saved due to conservation and efficiency
improvements
83 - 86, 90
E N6
Initiatives to provide energy efficient or renewable
energy
83 - 86
E N8
Total water use
90
E N14
Strategies, current actions and future plans for
managing impacts of biodiversity
88 - 93
E N18
Initiatives to reduce greenhouse gas emissions and
reductions achieved
83, 86
E N22
Total weight of waste by type and disposal method
111
Labour Practices
L A1
Total workforce by employment type, employment
contract and region
52 - 53
L A2
Total number and rate of employee turnover
52
L A7
Rates of injury, lost days and absenteeism
107 - 109
L A8
Education, training, Counselling, prevention and risk
control programs in place to assist workforce members
and their families
107 - 110
L A11
Programs for skills management and lifelong learning
that support the continued employability of employees
and assist them in managing career endings
109 - 110
Product Responsibility
PR5
Practices related to customer satisfaction including
results of surveys measuring customer satisfaction.
103 - 105, 111 112
PR8
Total number of substantial complaints regarding
breaches of customer privacy and losses of customer
123
data
<pp> 208
Index
A
Annual Financial Report 146 - 206
Armstrong Creek 32, 76, 95
Asset Management 126
Audit Advisory Committee 122
Auditor General’s Reports - Financial Report and Standard Statements 205 - 206
Auditor General’s Reports - Performance Statement 98 - 99
Awards - Outstanding Achievements 17
B
Best Value 129
C
Calendar of Events 18 - 19
Carers Recognition Act 125
Carbon emissions 83, 90
Central Geelong 32, 76 - 77, 80
Challenges 67, 78, 87, 102
Charter of Human Rights and Responsibilities 125
Chief Executive Officer 50
Chief Executive Officer’s Message 13
Citizenship 125
City Plan 2009 - 2013 highlights 14 - 16
City Services (Division) 50
Climate Change 84, 91, 96
Community Services (Division) 51
Community Engagement Events 115 - 117
Community Hubs 62, 94
Community Infrastructure 33
Community Renewal and Regeneration 34
Community Wellbeing Strategic Direction 28, 61 - 73
Convention and Exhibition Centre 36
Contact Us 211
Contractor Management 125
Corporate Services (Division) 50
Council appointments to Committees and Groups 127 - 128
Council Elections 42
Council Funding Priorities 31 - 39
Council Meetings 43
Councillors 44 - 45
Cruise Ship Destination Project (Yarra Saint Pier) 34
Customer Service Achievements 103 - 105
D
Disability Action Plan 139
Documents Available for Public Inspection 124
Domestic Animal (Dogs and Cats) Management Plan 140 - 145
E
Eastern Park Stormwater Harvesting Project 85 - 86
EcoChallenge@Home Project 84
Economic Development, Planning and Tourism (Division) 51
Employee Excellence Awards 54
F
Fast Facts 8
Financial Results - Summary 20 - 24
fOrT Youth Centre 63
Freedom of Information Act 123
Future Proofing Geelong 84
G
Geelong Centre for Emerging Infectious Disease 35
Geelong Future Cities Project - Arts Precinct 36, 74
Geelong Library and Heritage Centre 74, 95
Geeyoung Project 64, 114
Glossary 210
Grants - Community Arts and Community Festival 132 - 134
Grants - Councillor Community 135 - 138
Grants - External 130 - 131
Greater Geelong Cycle Strategy 85, 96
Growing the Economy Strategic Direction 29, 74 - 82
H
Healthy Together Geelong 61
I
Information Privacy 123
Internal Audit 122
Interpreter Services 212
L
Lara Town Centre Expansion Project 77
Learn to Swim Program 64
Local Government Community Satisfaction Survey 112 - 113
Local Laws 125
<pp> 209
M
Major Events 18 - 19, 77
Mayor 44
Mayor's Message 12
Mission Statement 48
N
National Competition Policy Compliance 125
National Disability Insurance Agency 37, 74
Non-returning Councillors 43
Northern Gateway Precinct 38, 95
O
Occupational Health and Safety 107 - 108
Organisation Structure 49
P
Performance Statement 2012 - 2013 94 - 99
Population 8
Planning Framework 28 - 29
Portarlington Safe Harbour 38
Projects, Recreation and Central Geelong (Division) 51
Protected Disclosure Act 123
Public Art Strategy 63
R
Recreation facility upgrades 62 - 63
Ring Road extension to the Bellarine Peninsula 39
Risk Management Program 125
S
Service Awards 55
Simonds Stadium 77
Staff Profile 52 - 53
Standard Statements 195 - 203
Statutory Information 123 - 126
Sustainable Building Policy 85
Sustainable Built and Natural Environment Strategic Direction 29, 83 - 93
Swim Sport and Leisure program 64
T
Training and Development 109
V
Victorian Local Government Indicators 118 - 119
Vision 6
Values and Behaviours 48
Volunteers 56 - 57
W
Ward Map 42
Waste Management 83
Well4Life Program 110
Whittington Works 65
Y
Your City Your Say 28 , 114
<pp> 210
Glossary
2012 - 2013 Annual Business Plan: The business plan the City will pursue over a 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: City of Greater Geelong
Council Funding Priorities: Council's key long term projects for the municipality, many
of which require funding to be secured from State and Federal Government and/or
the Private Sector.
Councillors: Elected representatives of Council who serve a four year term.
E F T: Equivalent Full-time Employment - 1 E F T is equivalent to one person working
38 hours per week.
Financial Year: This document reports on the financial year from 1 July 2012 to 30
June 2013.
G21 - Geelong Region Alliance: A regional alliance of municipalities, business and
organisations to plan for the future development in the Geelong Region.
Governance: Administration of the City's compliance with the LGA.
Infrastructure: Long term assets / structures that provide services to the community.
Internal Audit: An independent appraisal function which examines and evaluates the
City of Greater Geelong's financial, management and internal control systems.
LGA: Local Government Act 1989.
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 Measures: Measures used to monitor the performance of the city in
achieving its objectives in the 2009 - 2013 City Plan.
Portfolio: A specific area of responsibility allocated to each Councillor.
Special: Council Meeting: Those Council Meetings held for special purposes and in
addition to the twice monthly ordinary Council Meetings.
Strategic Directions: The three key areas that council will focus on over a four year
period, as outlined in City Plan 2009 - 2013.
Strategy: A plan to implement the long-term objectives of the organisation. See City
Plan.
Targets and Measures:
Target - level of performance to be achieved.
Measure - method of determining if the outcome has been achieved.
Victorian Local Government Indicators: Results from the community Satisfaction
survey conducted by the State Government
Ward: Defined electoral area to which a representative is elected as Councillor.
<pp> 211
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)
52725272
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 133677 then ask for 0352725272.
Speak and Listen (speech-to-speech) users can phone 1300 555 727 then ask for
0352725272.
Internet relay users can connect to NRS on www.relayservice.com.au then ask for
0352725272.
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) 52724277
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) 52724893
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
<pp> 212
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
2011 - 2012 Gold
Published by the City of Greater Geelong.
This e-text version was produced by Vision Australia.
Ph: 1300367055
Email: ais@visionaustralia.org
Although every effort was made during the transcription process to ensure an
accurate representation of the original document, Vision Australia does not accept
responsibility for any errors or omissions, nor for the results of specific action taken
on the basis of this transcription. The original document should always remain the
point of reference for content accuracy.