City of Greater Geelong
Annual Report 2013-2014
Performance Highlights
Community Wellbeing
• The opening of the new $9.5 million state-of-the-art Boorai Centre in Ocean Grove sets the
standard for integrated children's centres.
• Council demonstrated its commitment to maintaining strong relationships with the Aboriginal
community by adopting the Karreenga Aboriginal Action Plan, signing a Statement of Intent and
raising the Aboriginal flag to fly permanently alongside the Australian flag at City Hall.
Growing Our Economy
• Construction of the new $45.5 million Geelong Library and Heritage Centre commenced in
November and is on track to be completed by the end of 2015.
• The City launched Enterprise Geelong, the newly dedicated economic development resource
that will put the spotlight on Geelong as the ideal location for business, to attract investment,
support local business and drive economic growth.
Sustainable Built and Natural Environment
• Future Proofing Geelong continued to contribute to a more sustainable, liveable and productive
Geelong having assisted local industries and businesses secure more than $1 million in funding
for sustainability initiatives, and supported or staged over 50 community events.
• The Dell in Clifton Springs will remain a popular destination following erosion mitigation works
that have improved public safety and the stability of one of Geelong's hidden treasures.
How We Do Business
• Record breaking results were achieved in planning permit applications with 76 per cent
completed within the statutory timeframe. This included the highest result ever of 81 per cent in
April and May 2014.
• 86 per cent of resident's requests for service were completed within the designated timeframe,
the highest result for four years.
Council acknowledges Wadawurrung Traditional Owners of this land and all Aboriginal and
Torres Strait Islander People who are part of the Greater Geelong community today.
Our Vision
Greater Geelong: building our community through enterprise, opportunity and innovation in a
quality environment.
Welcome to the 2013-2014 Annual Report for the City of Greater Geelong
Contents
City of Greater Geelong
Annual Report 2013-2014
Performance Highlights
Community Wellbeing
Growing Our Economy
Sustainable Built and Natural Environment
How We Do Business
Our Vision
About this report
Live Love Geelong
Facts and Figures 2013 - 2014
Overview
A word from our Mayor
A word from our Chief Executive Officer
Overview of Financial Performance
Council Services Delivered
Outstanding Achievements
Calendar of Events
Planning Ahead
Planning Framework
Our Planning Process
Council Funding Priorities
Council Information
Ward Map
Our Council
Our Councillors
Council Appointments to Committees and Groups
Our People
Our Values and Behaviours
Organisation Structure
Chief Executive Officer
Divisional Information
Staff Profile
Employee Excellence Awards
Recognition of Service Awards
Our Volunteers
Performance
Delivering Community Priorities
Community Wellbeing
Growing Our Economy
Sustainable Built and Natural Environment
How We Do Business
Priority: Informed and engaged community
Governance
Internal Audit
Statutory Information
Best Value
External Funding
Development Contribution Plans
Community Arts and Festivals Grants Program
Councillor Community Grants Program
Disability Action Plan Update
Domestic Animal Management Plan Update
Victorian Local Government Indicators
Annual Financial Report for the Year Ended 30 June 2014
Annual Financial Report Table of Contents
Summary of Financial Performance
Understanding the Financial Report and Financial Statements
Global Reporting Initiative
Glossary
Interpreter Services
Contact Us
About this report
The City of Greater Geelong Annual Report 2013-2014 provides a comprehensive account of
Council's performance from 1 July 2013 to 30 June 2014.
City Plan 2013-2017 is the key document that will guide the City of Greater Geelong's activities
during the term of the current Council. It translates our communities' needs and expectations into
action. City Plan 2013-2017 is the guiding document for this Annual Report.
The Annual Report provides an update on the highlights and achievements as well as the
challenges and future directions under each strategic direction:
• Community Wellbeing
• Growing Our Economy
• A Sustainable Built and Natural Environment
• How We Do Business.
The City of Greater Geelong is committed to transparent reporting and accountability to the
community and the Annual Report is the primary means of advising our community of Council's
performance in the past 12 months.
The Local Government Act 1989 requires that the Council submit its Annual Report to the
Minister for Local Government within three months of the end of the financial year.
The Audience
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.
Navigating the Annual Report
The City of Greater Geelong Annual Report comprises seven main sections. These include:
Overview
Contains messages from the Mayor and Chief Executive Officer, brief summary of financial
performance, awards and calendar of events.
Planning Ahead
Includes planning framework, brief City Plan update and an update on Council's funding
priorities.
Council Information
Provides information on Council and councillors including Councillor appointments to committees
and groups.
Our People
Includes the organisation structure, staff profile, Chief Executive Officer and Executive
Management Team profiles, recognition awards and information on our volunteers.
Performance
Achievements, future directions, challenges, key performance indicators and update on City Plan
actions under each strategic direction and the Performance Statement.
Governance
Contains statutory information, internal audit, best value, external grants received, community
grants as well as updates on developer contribution grants, the Domestic Animal Management
Plan and the Disability Action Plan updates.
Annual Financial Report
Provides a detailed account of our financial performance.
Live Love Geelong
With a population of over 225,000 people, the City of Greater Geelong is Victoria's largest
provincial city.
Where is Geelong
Located some 75 kilometres from the Melbourne CBD, the municipality covers 1,247km2,
comprising country, coastal and suburban areas. 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 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.
Our history
The Wadawurrung people lived in the Geelong region for more than 25,000 years prior to white
settlers arriving, occupying a territory of 120 by 150 kilometres. When the explorers Hume and
Hovell arrived in the area in 1824, they approached the Wadawurrung people and asked for the
name of the area. They were informed that the bay was called Jillong (Geelong) and the land
Corayo (Corio), or at least this is how the conversation was construed. It has been long since
debated that the Europeans may have in fact made a mistake in ascribing Corio to the sea and
Geelong to the land, when it should have been the other way around!
Following the gold rush era of the 1860s, Geelong began its rise as an industrial town with the
main trade in its early days being the processing of wool. Huge wool stores surrounded the
waterfront with some still remaining today which now house Deakin University and Westfield
Shopping Centre.
Through the World Wars to the mid-70s Geelong's manufacturing boomed. Over time, the
change in markets and modern needs has seen a decline in some sectors of the manufacturing
industry. The region's economy has been diversifying over many years and now has a much
broader industry base.
Sport and recreational activities have played a major role in Geelong's history. The
establishment of the Geelong Football Club in 1859 initially provided an outlet for local cricketers
during the winter months, but today is often described as the heart and soul of the town.
Community profile
The City of Greater Geelong's population has grown from 201,495 in 2006 to 225,245 as at 30
June 2014, an increase of 11.8 per cent.
According to the Australian Bureau of Statistics' 2011 Census of Population and Housing, 18.5
per cent of the City of Greater Geelong's population was aged between zero and 15, with 16.8
per cent aged 65 and over, with this age group also having the largest change in age structure
since 2005.
The biggest change in age structure was in the empty nesters and retirees, and older workers
and pre-retirees, with babies and pre-schoolers, primary schoolers and secondary schoolers
amongst the lowest age structure growth areas.
79.5 per cent of the community were Australian born, with the United Kingdom, New Zealand
and Italy the main birthplaces outside of Australia. 10 per cent of people spoke a language other
than English at home, with Italian, Croatian, Macedonian and Greek the main non-English
languages spoken. Karen, Mandarin and Filipino/Tagalog were the non-English spoken
languages that saw the largest growth in the last five years within the community.
Couples with children made up 28.3 per cent of households, with a further 26 per cent being
made up of couples without children. Lone person households made up 26.4 per cent and one
parent families making up 11.5 per cent.
With more than 50 suburbs and townships, the region is experiencing a period of rapid growth
with the population expected to exceed 290,000 in the next 20 years. A high proportion of this
will come from new "greenfield" growth areas identified for development, most notably Armstrong
Creek, as well as other suburban expansions.
Work and investment
Geelong has a diverse economy with over 16,000 businesses and a labour force of over 120,000
people.
Geelong's economy has been diversifying over many years and now has a much broader
industry base. Traditional manufacturing industries have been in decline and have resulted in the
closure of Alcoa's Point Henry Aluminium Smelter (August 2014) and the impending closure of
Ford's manufacturing plant in 2016. Both these businesses have been a major part of the
economic landscape in Geelong with Ford being established in Geelong in 1925 and Alcoa in
1963.
Despite this, key economic indicators show that Geelong has a strong local economy with an
investment pipeline that will provide job opportunities into the future, particularly in emerging
growth sectors. Geelong's major industry strengths include: health; education and research;
advanced manufacturing; defence; information and communications technology; tourism; and
food and agriculture.
Major industry sectors include health care and social assistance (16 per cent of the workforce),
retail trade (14 per cent), manufacturing (13 per cent) and education and training (11 per cent).
Manufacturing remains the biggest value-added contributor to the regions Gross Regional
Product at $1.8 billion annually (18.6 per cent of total value add). Trade through the Geelong
Port also continues to increase, now at 15.7 million tonnes, a 1.7 per cent increase on the
previous year, with 894 vessels entering the Port.
Investment in the region continues to grow with $1.2 billion in major construction and
redevelopment underway in Geelong and a further $1.9 billion awaiting commencement or in
planning stages.
Where we learn
Geelong provides a broad range of pathways from primary to tertiary education. There is a wide
choice of public or private schooling, and multiple tertiary education options - all with strong links
to industry.
There are over 50 kindergartens, just over 60 primary schools and over 20 secondary schools all
offering high level teaching. Deakin University which was established in 1974 is a world-class
university with cutting-edge facilities and is internationally renowned for its research and
teaching. The Gordon opened in 1887 and has been offering technical and further education
(TAFE) courses for over 125 years, helping people gain real skills for real jobs. Marcus Oldham
College has been offering students a unique education experience in agriculture and equine
management since 1962. There are also over 35 community based or privately operated
Registered Training Organisations offering a diverse range of short and long courses something for everyone!
So much to do
The Geelong region offers a diverse and exceptional lifestyle.
A leisurely stroll or ride along the award-winning Waterfront or the more challenging Bellarine
Rail Trail is popular on weekends all year round. Sailing on Corio Bay, skiing on the Barwon
River or just enjoying our region's beautiful beaches are also favoured pastimes.
Sport and recreation activities for everyone, whether it is joining a crowd of thousands to watch
the Geelong Cats play at Simonds Stadium in the Australian Football League competition, or
taking part in the many local sporting opportunities offered to all ages. There are facilities for all
seasonal sports from top class golf courses and equestrian facilities, quality cycling facilities, an
international standard baseball centre, all-weather thoroughbred racing facilities at the Geelong
Racing Club, high standard infrastructure at the Landy Field athletics track and state-of-the-art
leisure and aquatic facilities.
Geelong is a city with great cultural energy. We are proud of our artistic traditions, local culture
and rich natural and built heritage. The National Wool Museum and the Geelong Gallery are
popular destinations for locals and visitors with a number of exciting contemporary exhibitions
staged throughout the year. Theatrical and musical productions are also regularly held at the
Geelong Performing Arts Centre and the Potato Shed on the Bellarine.
Multicultural diversity is celebrated throughout the year through events such as the Pako Festa
and the National Celtic Festival. Each weekend you can visit one of a number of markets held in
the region, and during the summer months night markets are proving a hit with locals and visitors
alike.
Major events play a key role in providing social connections and economic benefits to the region.
The Australian International Airshow, Festival of Sails, national and international cycling events,
and triathlons are just some of the high profile major events on our doorstep.
Add to this our wonderful wineries and fine dining options, there really is something for everyone!
Geelong's lifestyle is hard to beat. With quality living, wide-ranging recreational choices, a strong
and growing economy and a cosmopolitan, vibrant community, there is real reason to Live Love
Geelong.
Facts and Figures 2013 - 2014
Where we live
Area: 1,247km2
Average summer temperature is 26oC
Average winter temperature is 15oC
Who lives here?
Population of 225,245*
Population growth rate in 2013-2014*was 1.7%*
Percentage of population born overseas is 15.9%*
Population age structure*:
0-17yrs: 22.3%
18-59 yrs: 54.9%
60+ yrs: 22.8%
Average household size is 2.4 persons*
Our environment
45km of coastline
120km of streamside frontages
320 hectares of bushland reserves
347 hectares of coastal reserves
114 individual wetlands totalling 11,639 hectares
120,000 trees maintained annually
2,407 trees planted
2,095km of roads
200km of off-road paths (bike and walking trails)
Where we have fun
900 pieces of open space comprising 17,000 hectares
84 formal recreation reserves
46 netball courts and 174 tennis courts
12 skate parks
2.3 million combined visits to Council’s four indoor leisure centres and two outdoor pools
281 public playgrounds
1.5 million visits to our libraries
237,612 visits to Council funded cultural institutions
Labour force and economic activity
16,227 businesses in the municipality**
Labour force of 120,096 in the municipality**
15.7M tonnes trade through Geelong Port**
2,317 business events attended by 152,582 delegates
Median house price $360,000**
Visitors
960,000 domestic overnight visitors to Geelong and the Bellarine region
40,700 international overnight visitors to Geelong and the Bellarine region
Helping and listening to our community
172 groups assisted by annual Community Grants
92,500 letters received by Council
75 projects Council engaged the community on
We maintain
750 Council buildings maintained
140 public toilets maintained
13 libraries plus one mobile library
Snapshot of Council service provision
226,000 hours of personal and respite care and domestic assistance provided
100,000 meals distributed through Meals on Wheels
24,448 key age and stage maternal and child health consultations
38,591 tonnes kerbside waste (garbage) collected
31,973 tonnes green waste collected
27,300 tonnes recycling collected
181,086 calls answered by the Customer Contact Centre
18,438 Contact Us emails received
131,476 visits to Customer Service Centres
1,841 planning permit applications received
92,092 requests for service received
34,966 dogs and 9,725 cats registered
187 school crossings supervised
*. id (informed decisions) City of Greater Geelong Population Forecast, June 2014
** City of Greater Geelong Economic Indicators Bulletin 2013
Overview
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.
A word from our Mayor
Welcome to the 2013-2014 Annual Report - my first as the City of Greater Geelong's directly
elected Mayor - and it has been quite a year!
You only have to flick through these pages to see an amazing array of accomplishments,
demonstrating that we deliver a big bang for your bucks! Just take a look at the breadth of
services and projects this Council has tackled this year. It is no wonder my head has been in a
spin!
I need to acknowledge the contributions of the whole staff, and in particular the former CEO
Stephen Griffin and Dean Frost who acted as CEO, as well as other councillors, the former
Mayor, Keith Fagg, and Cr Bruce Harwood who acted as Mayor until my election in late
November 2013.
My campaign catch-cry was Vision, Passion, Change, and that is what I have brought to the
Council Chamber. There is a new show in town, with energy to burn and the will to achieve the
very best for the people of Geelong.
I started with my foot firmly on the accelerator, focusing initially on bringing life to the centre of
Geelong. Flowers were planted to bring colour to the streets and a trial of free parking on
weekends was so successful it is here to stay. We got working straight away on ensuring a
spectacular Christmas 2014, with the centerpiece to be a giant Christmas tree floating on Corio
Bay. Just wait until you see it! There will also be new decorations in Central Geelong and our
townships, and fantastic lighting installed that will be up all-year-round.
Council adopted the Central Geelong Action Plan in December 2013 and we will see many more
projects rolled out to bring more jobs, more students, more living and more loving to Central
Geelong!
2013-2014 is a story of growth. There has been a constant stream of announcements and
openings heralding major investment in the Geelong region such as:
• The National Disability Insurance Agency head office opening.
• Accensi announcing it is destined for the Geelong Ring Road Employment Precinct.
• Carbon Nexus officially opening.
• New aquaculture ventures on the Bellarine.
• More jobs announced at Carbon Revolution.
• The opening of the first stage of the Waurn Ponds Shopping Centre expansion.
• An Energy Australia call centre.
• Expanding the Lara Town Centre.
We sorted through Council's list of projects it wants to see funded and made it clear what our
priorities are. I have been in and out of doors in Canberra and Spring Street spreading the word
about what we need to bring more jobs to Geelong, and there is no guessing that my number
one priority is the Yarra Street Pier and Geelong Conference and Convention Centre, then
revitalising Central Geelong and Land 400.
I launched Enterprise Geelong Opportunity (EGO), supported by a board of experts, to get out
there and bring more investment and jobs to Geelong, while helping the city's entrepreneurs and
businesses, both large and small to grow.
I also launched Tourism Greater Geelong and the Bellarine to take this region to the world.
Our events program showcased the very best we have to offer in Greater Geelong. Our prize
venue, Simonds Stadium, has hosted not just the mighty Geelong Cats, but also Rugby Fever
and the Asian Champions League and there is more to come!
Carols by Candlelight, Festival of Sails, Pako Festa and a host of other events keep getting
better and better. A fantastic addition this year was Geelong After Dark, offering a chance to see
this city as you have never seen it before. The concurrent Mountain to Mouth was also an
amazing event, culminating in a spectacularly beautiful ceremonial burning at dusk of the canoe
sculpture that had been carried from the You Yangs to Barwon Heads. It does not get much
better than that!
No government is without its policy decisions that really make a difference. This year we adopted
the Kareenga Action Plan for Reconciliation, the Municipal Early Years Plan and the new and
revised Disability Action Plan, among others.
A healthy city is a productive city and the Healthy Together Geelong team has been rolling out
the Health Promotion Achievement Program with great success. To date they have had contact
with a quarter of Geelong's population, spreading the word about healthy eating, physical
activity, mental health and oral health. It is important that animals are active too. During the year
we opened a Pet Park at Stead Park and it is proving very popular with our furry-legged friends!
The Community Grants Programs are great for groups and organisations across Geelong
accessing the money they need to run community events, programs and services that really
make a difference. In 2013-2014 Council distributed a total of $460,000 to more than 170
groups.
I have not even scratched the surface of what was done around Greater Geelong in 2013-2014. I
urge you to take the time to have a look through this report to see where your money goes.
Geelong is a great city because of the great people who call it home. I have been privileged to
meet many of you at the many events, games and shows I have attended from Lara to Barwon
Heads and everywhere in between. And one thing I do know is you all LIVE LOVE GEELONG!
Thank you for electing me as Mayor. It is a great honour. I promise you I will be tireless in
bringing Vision, Passion, Change as there is plenty more in the tank!
It's Go-time GEELONG! Giddy Up!
Darryn Lyons
Mayor
A word from our Chief Executive Officer
At the time of pulling together this 2013-2014 Annual Report I had only recently joined the City of
Greater Geelong.
This document stands as a record of the achievements of Council under the guidance of the
previous CEO Stephen Griffin and the Acting CEO Dean Frost, our General Manager of Major
Projects and Recreation. I thank them both for their leadership and commitment to ensuring the
organisation delivered on the decisions of Council.
The 2013-2014 financial year ended with a net surplus of $40.8 million, $18.4 million less than
the previous year, largely due to less grant income from the Grants Commission, less
depreciation and a reduction in subdivision asset recognition income.
The value of Council's assets increased by $58.5 million to $1.9 billion and a keystone of
Council's financial strategy is using the net surplus to maintain these assets. In 2013-2014, the
capital program of renewals and upgrades, as well as providing new assets, totalled $72.9
million.
Whilst the 2013 Financial Sustainability Review conducted by CT Management found Council
was financially sustainable in the short-term, in the long term they noted there will be many
challenges, including the capacity to maintain Council's broad suite of assets.
Many of the recommendations presented in the review are, and will be considered and tested by
Council during its term. Actions taken in 2013-2014 include:
• All 125 services provided by Council went through a service planning process and developing
options for future service delivery will be the next step.
• The review of the annual budget process led to the inclusion of an opportunity for the
community to submit concepts to be considered by Council for funding. This process will be
further refined in the lead-up to setting the 2015-2016 Annual Budget.
• Strategic asset management practices were also reviewed and in 2014 Council has been
involved in the MAV National STEP Program to identify and act on opportunities to improve.
• The process for managing projects has also been under review.
• Council has also been reviewing its Strategic Resource Plan, the ten year financial plan and
the ten year Capital Program.
I have yet to meet everyone who works with Council but I am struck by the number of
international, national, state and regional awards for which staff have been nominated or have
won. Last year's Annual Report won gold at the 2014 Australasian Reporting Awards and our
Recreation group seems to have won a great swag of awards (see pages 18-19). It is inspiring to
see such innovation across the board.
There have also been continuous improvements in the building and planning application
process, how quickly we respond to requests from residents and several other elements of
customer service.
On pages 118-120 you will find a full list of issues and decisions where we have engaged with
the Greater Geelong community. Council has a strong commitment to involving ratepayers in the
decisions which will affect them and does this by using a range of methods. Council staff have
access to training and a one-stop shop for engagement called the Community Hub to assist with
planning and providing best practice examples.
The City offers staff many other opportunities to access training and development and to
participate in the Well4Life program, an internal health and well-being program. You can find
more detail on page 107. Occupational Health and Safety is an important focus, supported by
training and good management. The table on page108 demonstrates some improvements and
there is ample opportunity for more.
The results from the annual Local Government Community Satisfaction Survey 2014 highlight
many things Council does well and show some significant opportunities for improvement. There
is a summary of the results on page 110 and the final report can be found on the City of Greater
Geelong website.
The work of Council is ably supported by the efforts of a number of volunteers who give their
time freely and make a huge difference right across the City. Thank you to everyone for your
contribution.
I would like to thank all staff for their efforts in delivering projects and services in 2013-2014.
Special congratulations, also, to those staff who celebrated a service milestone during the year,
whether 10, 20, 30 or 40 years.
One of the aspects of Geelong that I find very heartening is the collaborative approach within the
region and everyone's commitment to achieving the very best in outcomes for the people of
Geelong and beyond. I look forward to working together with member organisations, businesses
and community groups to deliver these outcomes.
I also look forward to working with the Mayor and Councillors in 2014-2015 to deliver their vision.
Gillian Miles
Chief Executive Officer
Overview of Financial Performance
The following information presents an overview of financial results for 2013-2014. For more
detail please refer to the Annual Financial Report starting on page 154.
Financial Highlights
• Net surplus of $40.8 million, a reduction of $18.4 million on the previous year result.
• $323.2 million revenue with 52.9 per cent coming from rates and charges.
• $282.4 million expenditure with employee costs making up 40.7 per cent and materials and
services making up 32.2 per cent.
• $1.9 billion in net assets, a $58.5 million increase on the previous year.
• $72.9 million capital expenditure which included $6.2 million towards the construction of the
new Geelong Library and Heritage Centre and $4.5 million towards the Boorai Centre (Ocean
Grove Integrated Children's Centre).
Net Result
Council's net surplus of $40.8 million is $18.4 million less than the previous year's result of $59.2
million. The decrease can be mainly attributed to a change in timing of government grant income
($9.2 million) due to 50 per cent Grants Commission funding for the 2013-2014 financial year
being received in June 2013, a reduction in subdivision asset recognition income ($4.8 million)
and an increase in depreciation ($2.6 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.
The result is $5.9 million unfavourable to budget also mainly due to the reduction in government
grants.
Sustaining a net surplus is a critical financial strategy of this Council in that it provides capacity
to maintain the community assets under Council's control. Council's City Plan forecasts
surpluses over the next four years, including a $70 million surplus in 2014-2015.
Net Result
Surplus (Deficit)
$M
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
30.9
37.8
19.7
59.2
40.8
Financial Position
The Balance Sheet represents the overall financial worth of Council. In 2013-2014 the net assets
of Council increased by $58.5 million to $1.91 billion. This movement is mainly due to an
increase in property, infrastructure, plant and equipment of $66.6 million and investments of
$10.4 million. This is partially offset by a reduced cash balance of $6.5 million and an increase in
trade creditors of $6.0 million.
Net Assets
$M
2009-2010
1,561.5
2010-2011
1,620.5
2011-2012
1,703.9
2012-2013
1,856.2
2013-2014
1,914.7
Capital Program
Council aims to ensure that it is able to maintain its infrastructure assets at the expected levels,
while at the same time continuing to deliver the services needed by the community. In order to
maintain infrastructure, Council has an extensive capital works program to renew, upgrade and
provide new assets.
In 2013-2014, capital works expenditure totalled $72.9 million. This included a total of $20.9
million on renewal works (28.7 per cent), $7.6 million on upgrade works (10.4 per cent) and
$44.4 million on new assets (60.9 per cent).
Capital
Expenditure
$M
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
67.9
62.7
65.3
60.0
72.9
Cash Flow
Cash and cash equivalents increased by $3.9 million. Developer Cash Contributions of $3.0
million were received in 2013-2014 compared to nil contributions in the previous year.
The cash balance covers Council's long service leave obligation of $15.3 million and provides
funds to complete carry over capital works.
Cash and
Investments
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
$M
58.6
66.3
74.2
71.4
75.3
Future Planning
The City of Greater Geelong has many demands on funding. The recent Financial Sustainability
Review found that the City of Greater Geelong is a financially sustainable organisation.
However, like many other councils, it faces challenges with its capacity to deliver the capital
works programs and services in the long term future.
Council's Strategic Resource Plan is updated annually as part of the annual City Plan update. It
contains the principles that underpin the financial management of Council operations as well as
guiding the long term financial plan. The service planning program which is currently underway
will also inform the long term financial plan.
Importantly, Council's financial performance is sound and being managed responsibly, and the
community's assets are well managed.
Our financial accounts were audited and have been issued an unqualified audit opinion by the
Victorian Auditor-General.
Refer to pages154-237 for the full Annual Financial Report.
Council Services Delivered
In responding to the community needs, the City of Greater Geelong provides over 120 services
and programs. The following shows how the budget is divided for every $100 of expenditure in
order to deliver the large number of services provided.
Waste and Recycling Services $7.93
Services include:
• Waste collection and disposal
• Recycling collection and processing
• Green organics collection and processing
• Landfill management
• Resource recovery centre management
Family Services $5.44
Services include:
• Centre based long day care
• Family day care
• Maternal and child health services
• School holiday program
• Parenting services and programs
Roads, Footpaths and Drainage $7.91
Services include:
• Road maintenance
• Footpath maintenance
• Drainage maintenance
• Kerb and channel maintenance
• Traffic management
Building and Planning $3.42
Services include:
• Statutory Planning
• Building Services
• Strategic land planning and implementation
Parks, Gardens and Environment $9.07
Services include:
• Public open space management
• Roadside vegetation
• Botanic Gardens
• Sports surfaces and turf management
• Tree management
• Water management and irrigation
• Waterway and environmental planning
• Coastal infrastructure management
• Sustainability programs
Sports, Recreation and Leisure Services $7.61
Services include:
• Management of four indoor leisure facilities
• Management of two outdoor pools
• Stadium management including Simonds Stadium and the Arena
• Indoor activity centre management
• Sports development and planning
• Playground management
• Strategic sport, recreation and open space growth and planning
• Recreation tenant and facilities management
Community Development and Emergency Management $2.20
Services include:
• Community development programs and activities
• Management of councillor disbursements to the community
• Youth services and programs
• Community facility management
• Emergency management planning and implementation
Aged and Disability Services $6.96
Services include:
• Personal and respite care services
• Domestic assistance
• Ancillary care
• Healthy Together Geelong
• Rural access
• Seniors activities and programs
Local Laws, Health and Animals $3.19
Services include:
• Animal management
• Environmental health
• Parking enforcement
• Parking infrastructure management
• School crossing supervision
Customer Service, Marketing and Administration $11.81
Services include:
• Face-to-face customer service centres and customer call centre
• Financial management
• Strategic planning and performance monitoring
• Community engagement coordination
• Mayor and councillor support
• Marketing and communications services
• Governance and record management
• Risk management
• Facilities maintenance
• Property lease management
• Internal audit and ombudsman
• Human resource management
• Procurement services
• Information technology
Tourism, Events and Economic Development $2.85
Services include:
• Enterprise Geelong (economic development service)
• Tourism services for Geelong and the Bellarine
• Central Geelong Marketing
• Geelong Major Events
• Community events
• Central Geelong and Waterfront place management
Arts, Culture and Libraries $4.15
Services include:
• Arts and culture programs
• Geelong Heritage Centre
• Geelong Regional Library Corporation and Geelong Art Gallery support
• National Wool Museum
• Potato Shed
Capital Works $27.46
Projects include:
• Geelong Library and Heritage Centre
• Integrated children centre and community hub developments
• Building renewal and upgrades
• Road, footpath and drainage upgrades and construction including federally funded roads to
recovery program
• Recreation facility upgrades and renewal
• Central Geelong revitalisation projects
• Landfill rehabilitation
Outstanding Achievements
In 2013-2014 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 2012-2013 City of Greater Geelong Annual Report at the 2014
Australasian Reporting Awards.
• Natalie Valentine, Coordinator of Sports Venues and Simonds Stadium Manager, was
shortlisted as a finalist for the Rising Star Award in the 2014 International Stadium Business
Awards.
National
• Winner of the Geospatial Excellence in eGovernment Award at the 2014 Australian
Government ICT Awards for the G3M for Collaborative Design and Planning project.
• The City's 3D Spatial Systems Analyst Will McIntosh was a finalist for the ICT Professional of
the Year at the 2014 Australian Government ICT Awards.
• Leisurelink Aquatic and Recreation Centre won the top national award at Fitness Australia's
Health and Fitness Industry Quality Awards, taking home the Prize for Excellence for
providing high quality service and excellence across its entire business.
• Leisurelink Aquatic and Recreation Centre were also awarded the Gold Quality Award at the
Australia Health and Fitness Industry Quality Awards for achieving quality in customer
service, programs, people, safety and business management.
• The Armstrong Creek Sports Development Plan won a National Award of Excellence for
Planning at the 2013 Parks and Leisure Australia National Awards.
• The City's corporate induction fly-over video was a finalist at the 2013 Australian HR Awards
in the Best Use of Technology category.
• Tony Kerr, Coordinator Procurement Services was awarded Procurement Australia's
Individual Excellence in Procurement Award - The Jacinta Bartlett Scholarship Award.
State and Regional
• The GASP Project, run by the City's Youth Development team, was Highly Commended in the
Recognising Excellence Awards for Delivering Youth services.
• Supported Playgroups Officer Sue Ellis was shortlisted for Supported Playgroups Coordinator
of the Year at the Playgroup Victoria Awards.
• Leisurelink Aquatic and Recreation Centre Supervisor Aaron Moore won the Duty Manager
Award at the Aquatics and Recreation Victoria Industry Awards.
• Splashdown group exercise instructor Rebecca Sayle won the Group Exercise Instructor Award
at the Aquatics and Recreation Victoria Industry Awards.
• Bellarine Aquatic and Sports Centre AustSwim Teacher Kate McIntosh won the AustSwim
Teaching of Swimming and Water Safety Award - Access and Inclusion at the Aquatics and
Recreation Victoria Industry Awards.
• Bellarine Aquatic and Sports Centre, Leisurelink Aquatic and Recreation Centre, Splashdown
and Waterworld achieved Platinum Pool accreditation in the Life Saving Victoria Platinum
Pools program.
• Tourism Greater Geelong and The Bellarine Business Manager Brett Ince was awarded Young
Tourism Achiever at the 2013 Victorian Tourism Awards.
• The City's Geelong Visitor Information Centres were a finalist in the Visitor Information and
Services category at the 2013 Victorian Tourism Awards.
• Geelong Otway Tourism were a finalist in the 2013 Victorian Tourism Awards Destination
Marketing Category for their "Destination Marketing Goes Digital" campaign.
• The City's Graffiti Removal program received a Community Crime Prevention appreciation
award for partnership in graffiti removal at the Community Correctional Services Awards.
• The City was acknowledged at the 2014 Gforce Awards with the Host Recognition Award over
20 employees, for continuing to provide traineeship and apprenticeship opportunities for staff.
Calendar of Events
2013
July
11
13-14
28
August
1-31
18
21
Aboriginal Flag Raising Ceremony NAIDOC Week
Extravaganza 2013
National Tree Planting Day
Geelong Small Business Festival
Ski Racing Victoria Grand Prix
Victorian Schools Cycling
Championships
City Hall, Central Geelong
The Pier, Waterfront Geelong
Various locations
Various locations
Limeburners Boat Ramp
Belmont Criterium Track
September
7
8
October
1-31
4
5-12
6
12
16
17- 20
18-26
20
23
23-24
25
November
Geelong Classic DanceSport
Festival
Sustainable House Day
2013 Seniors Festival
Australian Veteran Cycling
Championships
Australian Masters Games
Pink Ribbon Ride
National Wool Museum 25th
Anniversary
Ride to Work Day
Royal Geelong Show
National Children's Week
The Potato Shed Family Fun Day
Sportingbet Geelong Cup
GPAC's Poppykettle Children's
Festival
Flamefest
2
Walking Home
2-3
7
Toast to the Coast
Playgroup in the Park
Gala Day Parade and Family Fun
Day
9
Club Italia
Various locations
Various locations
Belmont Criterium Track
Kardinia Park and various locations
Eastern Beach
National Wool Museum
Gore Place, Central Geelong
Geelong Showgrounds
Various locations
Potato Shed, Drysdale
Geelong Racecourse
Geelong Performing Arts Centre
Whittington Link
Queenscliffe, Bellarine Rail Trail to
Steampacket Gardens
Geelong Wine Region
Geelong Playspace Eastern Park
Steampacket Gardens
10
17
24
30-1 Dec
December
1
7
10-12
15
22
22
24
31
31
SKAART Festival
Run Geelong
Petstock Dog Walk
Geelong Revival Festival
The Fort
Waterfront Geelong
Eastern Park
Waterfront Geelong
RACV Great Vic Bike Ride
Denis Walter Carols by the Bay
Australian v. Malaysia Bowls
Tournament
Osborne Park Association
Christmas Carols
Highton Carols in the Park
Northern Carols by Candlelight
Carols by Candlelight
Dawnbuster Fun Run for Give
Where You Live
The Pier Festival Geelong
Geelong Showgrounds
Eastern Beach Reserve
Mitchelton Bay Cycling Classic
Portarlington Mussel Festival
Festival of Sails
Barwon Regatta
Suicide Awareness Walk
Australia Day Free Children's Fun
Day
Melges Sailing World
Championships
Waterfront Geelong and Portarlington
Portarlington
Waterfront Geelong
Barwon River
Johnstone Park
Great Australian Beer Festival
Herald Sun Tour
Geelong Racecourse
The Pier, Waterfront Geelong
Night Jar City Markets
Johnstone Park
Geelong Multi Sport Festival
Rugby Fever Melbourne Rebels
The Happiness Cycle
Geelong Sustainable Living Festival
Australian Open Water
Championships
Asian Champions League Melbourne Victory
Geelong Waterfront
Simonds Stadium
Barwon Valley Activity Centre
Various locations
Ocean Grove Bowls Club
Osborne House
Highton Recreation Park
Corio Community Park
Johnstone Park
Waterfront Geelong
Steampacket Gardens
2014
January
2-4
11
24-27
25-26
26
26
29 Jan-2
Feb
February
1
6
7, 14, 21,
28
7-9
8
8
8-23
14-16
15
Rippleside Park
Waterfront Geelong
Eastern Beach
Simonds Stadium
16
20-23
22
22
March
2
2
6-9
7-9
9
14
15
15
15-16
15-16
15-23
16
16
21-22
16-17
22
22-23
23
24-30
26
30
30
30
April
4-12
5-6
6
12
12
18
18- 22
20
May
Kiwanis All Ford Day
Victorian Open Golf Championships
15th Moorpanyal 1000 Corio Bay
Swim
Pako Festa
Deakin University
13th Beach Golf Links
Geelong Highland Gathering
Wallington Strawberry Fair
Victorian Wooden Boat Festival
Motor City Music Festival
Bellarine Agricultrual Show
Word's Longest Lunch
Freeza Music Event
Geelong North Better Block
HOSG Rowing Regatta
2014 Victorian Lifesaving
Championships
Cultural Diversity Week
Barwon Heads Festival of the Sea
Sanitarium Weetbix Kids TRYathlon
Figment Arts Festival
MS 24-hour Mega Swim Geelong
Spud Fest
Ski Racing Victoria Grand Prix
Lara Food and Wine Festival
National Playgroup Week
Playgroup in the Park
Blokes Day Out
GAWS Walkies for Life
West Fest
Deakin University Waurn Ponds campus
Wallington Primary School
Royal Geelong Yacht Club and Fairnie Park
Geelong Showgrounds
Portarlington Recreation Reserve
Eastern Beach Reserve
Johnstone Park
Labuan Square, Norlane
Barwon River
National Youth Week at the
Waterfront
Volunteer Fire Brigades Victoria
State Rural Championships
Autism Awareness Walk
Festivus Music Festival
March on Geelong
Good Friday Appeal and Fun run
Australian Junior Open Squash
Champs
Ford Mustang Nationals
Moorpanyal Park
Pakington Street
Ocean Grove SLSC
Various locations
Barwon Heads
Eastern Beach Reserve
Johnstone Park
Leisurelink Aquatic and Recreation Centre
Potato Shed, Drysdale
Limeburners Boat Ramp
Pirra Homestead Lara
Various locations
Geelong Playspace
Eastern Beach Reserve
Eastern Park
West Park Geelong West
Youth Activities Area, Waterfront Geelong
Geelong Showgrounds
Waterfront Geelong
Ocean Grove Park
Steampacket to Simonds Stadium
The Pier, Waterfront Geelong
Leisuretime Centre
Deakin University Waurn Ponds campus
4
9-10
9-10
11
14
18
20
June
1
6-9
20-21
Child First and Child Protection
Forum
Mouth to Mountain
Geelong After Dark
Mother's Day Classic
IDAHO day flag raising ceremony
RSPCA Million Paws Walk
Regional Parenting Expo
Reconciliation in the Park
National Celtic Festival
Jobs4Geelong Fair
Northern Bay Trade Training Centre
You Yangs to Barwon Heads Foreshore
Waterfront locations
Waterfront Geelong
City Hall, Central Geelong
Eastern Park BBQ Rotunda
Geelong West Town Hall
Johnstone Park
Portarlington
Deakin University, Waterfront Campus
Planning Ahead
The City of Greater Geelong community played a major role in developing the vision and
priorities for City Plan 2013-2017. The extensive "Your City Your Say" engagement process was
a significant opportunity for community members and stakeholders to actively contribute to
shaping our municipality for the future.
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 Council 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.
As per section 125(7) of the Local Government Act 1989, Council reviews City Plan 2013-2017
once during each financial year within the four year period it covers.
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
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
2013-2014 City Plan Actions Update
In 2013-2014, a program of 258 actions was set in City Plan. These actions are reported on a
quarterly basis to Council in regard to their current status. The following is a snap shot of the
progress on these actions as at 30 June 2014.
Key to Status Symbols
A Completed
B Completed for 2013-2014/repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
A
B
C
D
Completed
Completed for 20132014 / repeated annually
In progress, continuing in
2014-2015
On hold or not
proceeding
Community
Wellbeing
Growing
Our
Economy
54
10
Sustainable
Built and
Natural
Environment
9
38
13
11
17
47
21
11
3
10
2
2
1
How We
Do
Business
9
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 on an annual basis over the council term and updated to ensure
we are achieving the objectives and priorities the Council has committed to. This meets with the
requirements of the Local Government Act 1989.
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
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.
The 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. These projects are consistent with what G21 Geelong Region
Alliance have identified as their priority projects for the region.
The following provides an overview of these projects.
Yarra Street Pier - a Cruise Ship Destination
The Ask: $30 million for the pier reconstruction
Overview
The Yarra Street Pier was a landmark on 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 on its
original alignment and develop infrastructure for yachting and motor cruisers.
The new Yarra Street Pier will have the capacity to cater for a large increase in cruise ships
visiting Geelong. It will improve access to the water, support major events and enhance other
recreation, economic and tourism opportunities.
Additional works include refining Fisherman's Basin and expanding the Royal Geelong Yacht
Club marina. These works would be delivered as part of the second stage, subject to securing
the full $36.9 million funding.
Benefits
• Greater economic returns for the Geelong region ($41 million) and the State ($52.4 million)
over the first ten years of operation.
• Approximately 403 full time equivalent jobs over the first ten years of operation, and 234 during
construction.
• A larger segment of the cruise ship market with up to four cruise ship visits per season from
2015, growing to 25 by 2025.
• A more diverse and vibrant waterfront experience that would lead to increased activity in
Central Geelong.
• Potential for up to four naval vessels docking in Geelong per year.
• More significant major events would be attracted to Geelong, building on Geelong's growing
reputation as a host city for events.
Status
In partnership with Regional Development Victoria, Tourism Victoria and Tourism Greater
Geelong and The Bellarine, the City commissioned a business case for the reconstruction of the
Yarra Street Pier. The business case examined infrastructure needs related to attracting cruise
ships to Geelong and establishing the region as Victoria's second cruise ship destination.
Ongoing interest in Geelong by cruise ship companies strengthens our case for funding support
with five cruise ships visiting in the 2013-2014 cruise season.
Council has negotiated with the Seabourn luxury cruise line for another five ships to visit
Geelong in the 2014-2015 season.
Geelong Convention and Exhibition Centre
The Ask: $2.5 million for a full feasibility study/business case
Overview
Geelong is an award-winning convention destination but a lack of suitable convention space
limits our ability to capitalise on the growing national conference market, currently generating
$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 3,000m2 of exhibition space,
banqueting facilities, meeting rooms, a business centre and retail outlets. A four to five star hotel
would complement the Convention and Exhibition 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
full time equivalent positions.
• Large flexible space for community use.
• Opportunity for an architectural landmark for Central Geelong and the waterfront.
Status
A project steering group and project reference group led by the City includes representatives
from the local business and education community. Support for the project continues to grow with
increasing understanding of the benefits generated from business events and the proposed
centre.
The next steps are to seek funding through appropriate agencies to undertake a comprehensive
feasibility study and business case, investigate capital funding and development partnership
opportunities, and test the level of public sector and private market support for the project
through initial off-market discussions.
Revitalising Central Geelong
The Ask: $10 million to kick start key short-term projects within the action plan
Overview
Central Geelong is the region's primary centre of retail and commerce, arts, culture and
entertainment, education, health and institutional activity.
Like many cities of its size, Central Geelong is experiencing challenges as it transitions from a
traditional CBD function to a more diverse economic, social, residential and cultural centre. The
revitalisation of Central Geelong as a multi-faceted, dynamic, innovative, adaptable and thriving
mixed-use centre is important for Geelong, the region and for the future growth of Victoria.
In 2013 the City of Greater Geelong appointed the Central Geelong Task Force Special
Committee to produce an action plan to oversee the development of business incentives and
programs, and to identify events and activities that will bring more vitality to Central Geelong.
Benefits
Implementing the Central Geelong Action Plan will:
• Encourage further investment in existing building refurbishment and new enterprises in Central
Geelong.
• Increase job numbers and employment opportunities.
• Provide a lifestyle that encourages people to visit and live in Central Geelong.
• Support further investment in events, arts and culture and provide a strong business case for
key projects such as the Yarra Street Pier, Geelong Convention and Exhibition Centre, and the
Geelong Cultural Precinct Master Plan which includes the expansion and refurbishment of the
Geelong Performing Arts Centre, subject to State Government funding.
• Enable more efficient use of existing infrastructure and support expanded services including
public transport.
Status
The Central Geelong Action Plan developed for the City of Greater Geelong by the Central
Geelong Task Force in January 2014 sets out a 15 year program of priority actions to revitalise
Central Geelong. The Action Plan builds on current investment activity and Central Geelong's
foundational strengths of learning, health and wellbeing, business and entertainment and the
bay, as well as Vision 2 and is centred on achieving three principles:
• More people living, working, learning and playing in Central Geelong.
• Great infrastructure.
• Smart investment.
The Action Plan identifies ten priority actions in the short term which are considered "game
changers" for creating a thriving Central Geelong.
A number of these actions are supported by other key Council priority actions including Yarra
Street Pier and Geelong Convention and Exhibition Centre and will leverage off investment by
the health and education sectors in Central Geelong.
Council is now working to deliver the short term actions identified in the plan with more than $6.5
million in funding allocated to Central Geelong projects in the 2014-2015 Budget.
Land 400 Land Combat Vehicle System
The Ask: $5 million for a Defence Procurement Business Office in Geelong
Overview
Working in collaboration with a number of organisations from the region and beyond, Enterprise
Geelong seeks to secure Geelong as a national Centre of Excellence for the Land 400 Capture
project.
Benefits
• A $10 billion plus procurement program by the Australian Defence Force staying in Australia.
• Estimated to bring 3,740 direct and indirect jobs to the state of Victoria with 2,450 in Geelong.
• State output estimated to increase by $1.9 billion in direct and flow-on effects, with a $1.5
billion increase in Geelong.
• Gross State Product estimated to increase by $490 million annually, with Gross Regional
Product in Geelong increasing by 3.8 per cent.
• Emerging opportunity to use advanced materials such as carbon fibre, a major focus for
research and development at Deakin University.
Status
It is a lengthy and involved process to win a defence procurement contract and Geelong has a
five point plan to work towards securing this goal.
To date we have a commitment from key stakeholders across Geelong to secure the Land 400
Program and we have secured a commitment of support from the Victorian Government for
Geelong to become the Land 400 hub.
We are seeking State Government support to establish a Defence Procurement Business Office
in Geelong to lead the activity. If successful, the Business Office will focus on securing a Federal
decision to maximise Australian industry participation in delivering Department of Defence
contracts and to nominate Geelong as a national Centre of Excellence for the Land 400 Capture
project.
Bellarine Link
The Ask: $5 million for a corridor planning study by VicRoads
Overview
Extending the Geelong Ring Road to the Bellarine Peninsula is vital for suitable long-term
residential and commercial development, and is a priority for our region. This link, including a
river crossing, is yet to receive commitment from the Federal and State Governments. It is a
component of the land use planning currently being undertaken for 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 for the Bellarine.
• Improved access to the Geelong Ring Road, particularly for the Armstrong Creek and Moolap
Industrial Precincts and residents of the Bellarine Peninsula.
Status
An alignment for Section 4C (Anglesea Road to the Surf Coast Highway), also known as Baanip
Boulevard, was selected by VicRoads and a Public Acquisition Overlay was approved by the
Minister for Planning in 2010. Section 4B (Anglesea Rd to the Princes Highway) was completed
in March 2013.
Construction of the 4.5 kilometre Baanip Boulevard (two-lane arterial) commenced in December
2013 and is expected to be completed by late 2015.
The Bellarine Link (Surf Coast Highway to the Bellarine Highway / Portarlington Road) has
included significant corridor planning through the Armstrong Creek growth area to confirm its
future alignment from the Surf Coast Highway through the Horseshoe Bend Precinct and North
East Industrial Precinct.
A commitment of funds is now required for the completion of a detailed corridor planning study to
determine an alignment north-east of the Barwon River, linking the Armstrong Creek growth area
to Portarlington Road (crossing the Barwon River).
Geelong Ring Road Employment Precinct
The Ask: $14 million to reconstruct Heales Road and to contribute to Elcho drainage
system
Overview
The Geelong Ring Road Employment Precinct (GREP) consists of 500 hectares of high value
industrial zoned land to the north of Geelong, with frontage to the Geelong Ring Road.
Approximately two thirds of this land is currently undeveloped.
This site is ideally situated to cater for the markets of Geelong, Western Victoria and
Metropolitan Melbourne, and has direct access to the Port of Geelong, Avalon Airport, major rail
lines, Princes Freeway and the Geelong Ring Road.
The project will be delivered in three stages. Stage one, which is now complete, included the
construction of O'Briens Road and associated drainage at the southern end of the precinct.
Stage two of the development will open up large size lots in the north of the precinct through the
provision of major drainage facilities and the reconstruction of Heales Road.
Stage three will consolidate an old residential estate ready for industrial development with major
drainage infrastructure provided. The three stages are expected to cost $32 million and will
require Federal and State Government funding.
Benefits
• Increased investment and employment opportunities with the precinct having the potential to
deliver new jobs.
• Deliver infrastructure that enables the release and development of significant public land
holdings.
• Enhance the entry into Geelong.
• Provides suitable land to attract industry to the area.
Status
With the $7.8 million stage one complete, work has commenced on the infrastructure required
for several businesses looking to expand and establish in Geelong.
Marketing and promotion of other Council land as well as GREP in general is proceeding.
Growing Geelong - An ongoing investment
The Ask: $40-60 million for the Northern ARC Health and Wellbeing Hub
(Waterworld/Corio Library/Centenary Hall Precinct) redevelopment
Overview
In both new and established suburbs within the municipality there is a need to meet future
community infrastructure needs and to upgrade and renew ageing community facilities.
Of late there has been an emphasis on developing community hubs for economies of scale and
further partnerships and government funding are anticipated for the planning and development of
significant facilities across the municipality.
One of the highest priorities is the redevelopment of the current Waterworld/Corio
Library/Centenary Hall Precinct in the city's north, in line with the Northern ARC (Arts, Recreation
and Community) Master Plan.
In under-resourced areas, the City has been involved in a number of "whole of government"
responses to improve social, business, educational and physical spaces. Investing in
regeneration programs builds on work already underway to address priority needs in areas such
as Geelong's northern suburbs, Whittington and coastal towns throughout the region.
Council is working in partnership with local people, businesses and government to stimulate
jobs, build community pride and increase housing affordability.
Geelong is growing with planned corridors at Armstrong Creek, Lara West, Ocean Grove, Jetty
Road (Clifton Springs), and other smaller developments.
Armstrong Creek is one of the largest growth areas in Victoria, consisting of 2,500 hectares of
developable land and provides for more than 23,000 dwellings, a potential population of between
60,000 to 65,000 people and 22,000 jobs.
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.
Other projects requiring short term State and/or Federal Government funding include:
• $100 million Barwon Heads Road duplication
• $50-$60 million State education facilities for Armstrong Creek - primary, secondary and special
needs schools
• $42 million Drysdale Sub-Regional Sporting Precinct
• $30 million Regional Indoor Sports Facility
• $30 million Waurn Ponds Railway Station - stage two
• $30 million Armstrong Creek Town Centre Emergency Services Hub
• $10 million Marshall Railway Station - upgrade of facilities and car park
• $9 million Leopold Community Hub stage two
• $3.6 million Hendy Street Early Learning Centre
• $1.5 million Geelong West Neighbourhood House
• $0.5 million Ocean Grove Community Hub
• $0.5 million Community transport initiatives
• $0.3 million Family violence initiatives (prevention and response).
Benefits
• Managing growth in a sustainable way and providing diversity in employment and social
infrastructure.
• Creating jobs, including additional construction jobs during the development stages of new
growth areas and in building new and upgraded facilities.
• Providing greater equity in the accessibility of services across the municipality.
• Enabling economies of scale by grouping together services and working with other agencies.
Status
A number of community facilities are under construction or scheduled to commence in the next
12 months, including:
• Facilities for families and children at Barwon Heads, Norlane, Leopold and Grovedale.
• Ocean Grove Community Hub which will house the Ocean Grove Neighbourhood House.
• Armstrong Creek community facility.
The Corio/Norlane Structure Plan has been finalised and identifies key land use priorities.
Council continues to work with the Victorian Government on the northern suburbs regeneration
project, including new and improved housing stock, and scoping studies for major urban renewal
are underway. The first step of the school regeneration program is complete, consolidating a
number of small schools into Northern Bay College. Other projects are well underway or have
been completed.
The fOrT Youth Centre has been redeveloped and an integrated plan for the Waterworld/Corio
Library/Centenary Hall Precinct is underway.
The Connecting Thomson Community Action Plan has been completed and community
engagement for the Grovedale Oberon Community Action Plan has taken place.
Whittington Works! involves 17 organisations collaborating to address local education, training
and employment issues and is funded as a key local initiative of Skilling the Bay.
In Armstrong Creek, Precinct Structure Plans for the Armstrong Creek Town Centre and
Horseshoe Bend residential precinct are currently pending approval. Planning approval has been
granted for more than 3,000 lots in the East Residential Precinct (Warralily Estate), more than
600 lots in the West Residential Precinct (Villawood Properties Armstrong estate) and 72 lots in
the North East Industrial Precinct (Keystone Business Park).
In the East Precinct, subdivision development has advanced quickly with more than 720 homes
completed or under construction and an approximate population of 1,000 people. Subdivision
construction has commenced in the West Residential Precinct and the first residents are
expected to move in during late 2014.
In September 2013 Council endorsed the Armstrong Creek Sports Development Plan, which
takes a strategic approach for the future provision of sport in the growth area.
The State Government has commenced construction of Baanip Boulevard (Anglesea Road to
Surf Coast Highway). Construction of the $90M project commenced in December 2013 and is
due for completion in late 2015.
In February this year, the Lara West Growth Area rezoning was approved, creating space for
4,000 homes and 11,000 people. Community facilities will include two community centres, two
primary schools, a secondary college, sporting fields and local parks.
A new Municipal Children's Services Infrastructure Plan has been completed that details
Council's investment requirements into children service infrastructure over the next 10-20 years.
Portarlington Safe Harbour
The Ask: $26 million to implement stage one
Overview
Portarlington Safe Harbour will enhance the existing marine infrastructure at Portarlington,
currently comprising the pier, breakwater and berths. It will be an economic driver for the
Bellarine Peninsula, creating employment for the growing mussel industry and generating further
opportunities for leisure and tourism.
Portarlington Pier is in poor condition, relying on unsustainable short-term measures to
strengthen and protect the structure. It is vitally important that long-term measures be taken to
ensure that the pier operations can continue, and impact on the mussel industry is minimised.
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.
Benefits
• Positioning Portarlington as the home of sustainable aquaculture and fine produce (Victoria's
home of mussel farming) and a premier recreation and commercial boating hub.
• Enabling sustainable commercial fishing activity and local employment and investment
opportunities.
• Creating a vibrant hub that is integrated within the town centre.
• Increasing recreational facilities and improving space and safety for public events such as the
Community Market and Mussel Festival.
• Responding to climate change impacts, including latest sea level rise predictions.
• Able to accommodate a ferry service and tall ships.
Status
Parks Victoria has developed a master plan to provide direction for the harbour and foreshore
and to promote integration with the nearby parkland and the town centre. It includes plans for a
wider pier that allows for the separation of pedestrians and vehicles, as well as new facilities for
boating related activities.
The redevelopment of the Portarlington Streetscape has included improvements to Newcombe
Street, the renovation of the historic rotunda and the creation of a plaza between the shopping
strip and the foreshore to improve linkages to the harbour.
The Bellarine Bayside Foreshore Committee of Management included the master plan directions
in its strategic plan for foreshore areas within its jurisdiction. All land managers have committed
to working together to implement the master plan.
We are facilitating options to implement and fund the master plan with the State Government
and the private sector.
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
225,000 residents.
Ward Map
The municipality is made up of 12 wards, with one Councillor elected to represent each ward.
Austin
Cheetham
Coryule
Beangala
Buckley
Deakin
Kardinia
Brownbill
Kildare
Cowie
Corio
Windermere
Our Council
In November 2013, Cr Darryn Lyons was elected as the City of Greater Geelong's second
directly elected Mayor following the resignation of the City's first directly elected Mayor, Cr Keith
Fagg.
The Role of Council
Council operates under the Local Government Act 1989 and is elected to provide leadership and
good governance for the municipality and the local community.
Council has a number of roles including:
• Taking into account the diverse needs of the local community in decision making.
• Providing leadership by establishing strategic objectives and monitoring achievements.
• Ensuring that resources are managed in a responsible and accountable manner.
• Advocating the interests of the local community to other communities and governments.
• Fostering community cohesion and encouraging active participation in civic life.
Council Elections
Victorian local government elections are held every four years.
The Victorian Local Government elections were last held in October 2012, with five new
Councillors and eight returning Councillors elected to represent the City of Greater Geelong until
the next election in October 2016.
The October 2012 election saw residents directly elect their Mayor for the City of Greater
Geelong for the first time. Geelong is only the second city in Victoria to be given this opportunity.
Cr Keith Fagg was successful in being elected into the position at this election. On 16 August
2013, Cr Fagg resigned from the position of Mayor of the City of Greater Geelong. A by-election
was held on 23 November 2013 with Cr Darryn Lyons successfully being elected and sworn in
on 26 November 2013.
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 Mayor has several roles including the efficient and fair chairing of Council meetings, acting
as the key spokesperson for Council, ensuring that Council decisions are carried out and
representing the City at government, civic and ceremonial functions.
The Local Government Act 1989 provides for the Council to elect their Deputy Mayor. The role of
the Deputy Mayor is to represent the Mayor in all capacities in the event of the Mayor's absence
and may perform any function or exercise any power conferred on the Mayor.
Council Meetings
Council meets on the second and fourth Tuesday of each month with a variation over the
Christmas - New Year period. Meetings are open to the public. 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 2014, three off-site Council Meetings were held at the following
locations:
• 12 November 2013 - Belmont Bowls Club, 16-36 Reynolds Road, Belmont
• 25 March 2014 - Bellarine Aquatic and Sports Centre, 70 Shell Road, Ocean Grove
• 27 May 2014 - Beckley Park, Princes Highway, Corio
Council Meeting Attendance July 2013 - June 2014
A total of 22 Ordinary Council Meetings were held during the period July 2013 to June 2014. The
attendance record of Councillors is set out in the table below.
Name
Cr T Ansett
Cr L Ellis
Cr K Fagg
Cr J Farrell
Cr K Fisher
Ordinary
22
20
2
22
19
Cr B Harwood
Cr M Heagney
Cr J Irvine
Cr E Kontelj
Cr S Kontelj
Cr D Lyons
Cr R Macdonald
Cr R Nelson
Cr A Richards
20
20
19
19
21
9
18
19
21
Our Councillors
Mayor
Cr Darryn Lyons
Elected to Council: November 2013
Portfolios: G21 Geelong Region Alliance, Governance, Regional Cities, Finance
Telephone: 5272 4891
Email: mayor@geelongcity.vic.gov.au
City of Greater Geelong Mayor, Cr Darryn Lyons has a huge international profile which he is
happy to use to the advantage of his beloved home city, Geelong.
Born and educated in Geelong, Darryn moved to London at the age of 22 to launch a career in
photo journalism. Darryn's amazing capacity for hard work saw his "Big Pictures" enterprise grow
rapidly, establishing offices in London, New York, Sydney and Los Angeles.
Darryn quickly became a notable figure in the area of international property development and
entertainment venues, maintaining a significant and continuing property portfolio across a
number of countries.
As the Lyons Empire continued to grow, so did Darryn's influence in the international media,
leading inevitably to a near-universal reference to the Geelong-boy-made-good as "Mr
Paparazzi". Darryn has continued to command world-wide attention.
Media has followed his every move since returning home, with Geelong itself gaining massive
exposure because of this.
Darryn now shares his residence on the Geelong Waterfront with his fiancée, Elissa Friday.
Elissa is an ex-model who has studied politics in the UK and is now focusing on studying for her
degree in Journalism.
After a fervent campaign in November 2013, Darryn was elected as Mayor on the message of
"vision, passion, change".
Austin Ward
Cr John Irvine
Elected to Council: October 2012
Portfolio: Sport and Recreation
Telephone: 0427 826 303
Email: jirvine@geelongcity.vic.gov.au
Austin ward includes the suburbs of Breakwater, Moolap, Newcomb, St Albans Park, Thomson,
Whittington and parts of East Geelong.
Cr Irvine moved with his parents, three brothers and two sisters from the Western District of
Victoria to Geelong in 1970, attending Newcomb State School and Geelong East Technical
School before moving into the workforce. He worked at the Pilkington glass factory in North
Geelong for 16 years.
John has always had a passion for standing up for the underdog. At the age of 23 he was
elected as a representative for the 750-plus workers at Pilkington where he would advocate on
their behalf to management any issues or concerns. He returned to school and obtained a
Diploma in Social and Community Services.
John is extremely proud of his strong working class background and is also very communityminded, having held numerous positions on committees over the years.
He is a former president of the St Albans/Breakwater Cricket Club, a role he held for a decade
and is still very much an active player in the club's lower grade sides over the summer months.
John is married with two children.
Beangala Ward
Cr Jan Farrell
Elected to Council: November 2004
Portfolios: Community Safety Youth
Women in Community Life
Telephone: 0437 103 035
Email: 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.
Cr Farrell lives in Ocean Grove, having made the "sea change" from Melbourne over 20 years
ago. She is keen to preserve the rural character of the Bellarine and is committed to protecting
the unique identity of our wonderful coastal towns.
She has a strong conviction that local government is about grass roots issues and that her most
important role as a Councillor is to provide a two-way link between Council and the wider
community. She is also a strong advocate for meaningful participatory consultation across all
Council's decision-making processes and practices.
Cr Farrell has a long-established commitment to working across the entire local government
sector to better engage Councils and their communities on issues that affect our young people.
She is also active in the Victorian Local Government Association's campaign to minimise the
harmful effects of gambling on Victorian Communities.
Brownbill Ward
Cr Michelle Heagney
Elected to Council: October 2012
Portfolios: Central Geelong Planning
Telephone: 0427 686 384
Email: 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.
Cr Heagney has spent most of her life living in Geelong. She completed her VCE at Sacred
Heart College and then studied a Bachelor of Science at Melbourne University before moving
into the workforce, where she has held senior sales and management roles with manufacturing
businesses. In 2004 she completed her Masters in Business Administration.
Committed to the Geelong community Michelle has been a volunteer on a number boards
including the Geelong Kindergarten Association, the Geelong Performing Arts Centre, Kardinia
Health and she has also served on the Human Research Ethics Committee at Barwon Health.
She has also been appointed to the Geelong Cemeteries Trust.
Michelle is particularly passionate about the future of Geelong and in being a councillor who
represents the next generation of families living and working in Geelong. She has a keen interest
in ensuring Geelong's economic sustainability, improving the Central Geelong business district
and in supporting the arts and culture opportunities of Geelong.
Michelle is married and has three children.
Buckley Ward
Cr Andy Richards
Elected to Council: November 2008
Portfolios: Arts and Culture Environment and Sustainability Transport
Telephone: 0408 321 344
Email: 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.
Cr Andy Richards is passionate about making sure the future development of southern Geelong
and the Bellarine meets high standards, and ensuring its integration with surrounding suburbs
like Grovedale, Waurn Ponds, Marshall, Armstrong Creek, Mt Duneed, Connewarre, Breamlea
and Barwon Heads.
Andy is a Director and Chairperson of the Barwon Regional Waste Management Group and the
Geelong Regional Library Corporation. He also represents the City of Greater Geelong as
Council's representative on a number of committees and groups including the Municipal
Association of Victoria, Association of Bayside Municipalities, Regional Rail Link Community
Reference Group, the G21 Transport Pillar and the G21 Environment Pillar (Chair).
Andy is a keen supporter of the Grovedale Football Netball Club and Grovedale Cricket Club,
Barwon Soccer Club, and Barwon Heads Football Netball Club and Barwon Heads Cricket Club.
Andy enjoys the arts, particularly theatre, music and the Geelong Art Gallery. He enjoys working
with council staff and the community to improve the City of Greater Geelong.
Cheetham Ward
Cr Rod Macdonald
Elected to Council: November 2004
Portfolios: Knowledge Economy and Education
Major Projects
Telephone: 0458 509 994
Email: 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.
Rod is active in the local community and understands the issues affecting his ward. He has
served on committees of sporting clubs, community organisations and assisted in fundraising
with various charities.
Cr Macdonald is a strong advocate for residents and is working to ensure their concerns and
aspirations are communicated to Council. In particular he is working to improve the services and
facilities available to residents. He is passionate about increasing employment and business
opportunities on the Bellarine and throughout the municipality.
Cr Macdonald was the Deputy Mayor in 2008-2009.
Corio Ward
Cr Kylie Fisher
Elected to Council: November 2008
Portfolio: Aboriginal Affairs
Community Development
Telephone: 0439 011 003
Email: kfisher@geelongcity.vic.gov.au
Corio ward includes the suburbs of Norlane, North Shore and parts of Lovely Banks and Corio.
Cr Fisher has lived in Norlane for the past 13 years and is the proud parent of three inspiring
young people.
Cr Fisher has a strong community focus and is passionate and determined about building on the
many strengths of her community, using a positive focus to identify and achieve beneficial
results.
As an active member and advocate of the Corio/Norlane area Cr Fisher understands her local
community, having served on many committees taking on various roles from president to general
membership and is still volunteering with local community groups today.
Cr Fisher's most recent employment has been a student support officer for the education
department, supporting children and young people with specific needs.
During Cr Fisher's time on council she has been instrumental in seeing children's services
infrastructure improved across Geelong, the development of the fOrT youth centre, the
development of an accessible playground at Stead Park and improved disability access
throughout the municipality.
Coryule Ward
Cr Lindsay Ellis
Elected to Council: October 2012
Portfolios: Coastal Communities
Infrastructure, Parks and Gardens
Telephone: 0427 842 693
Email: lellis@geelongcity.vic.gov.au
Coryule ward includes the townships of Drysdale, Indented Head, Portarlington, St Leonards,
Northern Rural Bellarine and Clifton Springs.
Lindsay's family has lived on the Bellarine Peninsula since 1857 after arriving at Point Henry in
1848. He has lived in the seaside village of Portarlington for 40 years. Lindsay is married to
Vickie and they have one daughter and four grandchildren.
He worked for more than two decades as distribution manager for The Geelong Advertiser and
spent five years commuting from Portarlington to Melbourne in a role with Telstra.
For the past 12 years Lindsay has operated a small printing business in Portarlington and he is
the treasurer of the town's community newspaper The Port Report.
Lindsay is a supporter of the Portarlington Football/Netball Club, Portarlington Bowls Club,
Portarlington Golf Club, St Leonards Bowls Club and is a member of the Portarlington
Community Association and Business Development Association.
Lindsay wants to encourage appropriate development of the northern Bellarine region while
maintaining the fragile coastline and greenbelts of the rural countryside.
Cowie Ward
Cr Eddy Kontelj
Elected to Council: March 2010
Portfolios: Aboriginal Affairs
Multicultural Affairs
Finance
Telephone: 0488 211 148
Email: 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.
Cr Kontelj was born and raised in Bell Post Hill and is married with three daughters. He
completed his education at Holy Family Primary School, the former Bell Park Technical School
and Central Queensland University.
Cr Kontelj has an extensive range of experience in heavy plant and equipment, commercial
negotiations, industry and community service.
After completing an apprenticeship in Diesel Mechanics, Eddy also successfully completed a
Graduate Certificate in Maintenance Management and spent over 14 years working in the Mining
industry in some of the harshest environments throughout Australia and South America. Cr
Kontelj is currently employed by a leading Caterpillar engine, transport, heavy plant and
equipment dealer as General Manager - Operations.
He is committed to support senior, youth, multicultural, sporting and community groups and is
determined to tackle speeding and hoon driving in our streets and to develop a parking and
streetscape beautification program for specific areas in the ward.
Deakin Ward
Cr Ron Nelson
Elected to Council: March 2011
Portfolios: Major Events
Tourism
Telephone: 0429 531 875
Email: 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.
Ron has previously worked in small business as an owner/chef for many years both locally and
overseas. Ron is currently employed with the Department of Defence in Procurement and
Contracts.
Ron holds a Bachelor and Masters Degree from Deakin University in International Relations with
specialisations in Conflict and Security (Terrorism in International Politics) and Asia-Pacific
Regional Politics.
Ron has a variety of interests including the Geelong Football Club, Geelong Amateur Football
Club, Alexander Thomson Cricket Club, Relay for Life, Beyond Blue, Geelong Sustainability
Group and the Royal United Services Institute of Victoria (Promoting National Security in
Defence).
With around 20 years experience in hospitality, Ron has taken on the portfolios of Geelong Major
Events and Tourism.
Ron believes Geelong is on the cusp of greatness and will work to ensure that Geelong is
promoted as the place to be and the place to hold national and international events.
At a local level, Ron will also work to ensure that Council consults closely with the community to
enhance services and make Geelong an even greater place to live.
Kardinia Ward
Deputy Mayor
Cr Bruce Harwood
Elected to Council: February 2003
Portfolio: Enterprise Geelong (Primary Industries)
Telephone: 0409 512 544
Email: bharwood@geelongcity.vic.gov.au
Kardinia ward includes the suburb of Belmont and parts of Grovedale and Marshall.
Bruce Harwood is a Belmont resident living near the Barwon River with his family. He was first
elected as a Councillor to Kardinia Ward in February 2003 and has been instrumental in the
renovation and upgrade of many community assets and organisations.
Bruce was Mayor in 2007-2008.
He has held council portfolios including Chairperson Geelong Major Events, board member
Geelong Otway Tourism, Director Barwon Region Waste Management Group, Finance
Committee, Strategic Development and Enterprise Geelong among others.
During his time on Council Bruce has overseen the redevelopment and relocation of Leisurelink,
and upgrades of the South Barwon Community Centre, Belmont Library, and Belmont Senior
Citizens Hall.
Bruce has also had a very strong focus on the environment with substantial funding allocated to
the Barwon River precinct, Jerringhot Wetlands and the Geelong Environmental Council.
During his current term, Bruce will retain the focus on Kardinia Ward with strong community
consultation regarding community assets and organisations, and will continue to support
balanced residential development that protects our neighbourhood character and heritage
values.
Bruce is currently employed as a Company Secretary/Director of Australian New Energy that is
engaged in renewable energy sources and also EcoLogical Water Solutions that engages in
organic process to treat waste water from industry.
Kildare Ward
Cr Dr Srechko "Stretch" Kontelj OAM KSJ
Elected to Council: March 1998
Portfolio: Finance
Telephone: 0419 327 303
Email: 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.
Cr Kontelj was Mayor of the City of Greater Geelong from March 2001 until April 2002.
Cr Kontelj was born and educated in Geelong and currently lives in Newtown with wife Paula
and his two youngest children.
He has a long history of community involvement, particularly in supporting ethnic communities
for which he was awarded an Order of Australia Medal in 2001 in the Queen's Birthday Honours
List. In 2003 Cr Kontelj was awarded the Centenary Medal for services to Local Government and
in 2010 he was awarded the Australian Defence Medal for service to the Australian Defence
Force as a Specialist Reserve Legal Officer. In 2011, Cr Kontelj was appointed a Notary Public
servicing the greater Geelong region. Stretch is also currently the Patron of the Geelong Rowing
Association.
Cr Kontelj has practised law for over 25 years and is Legal Director Asia/Pacific for international
optometry group Specsavers. Cr Kontelj also serves in the Australian Defence Force as a
Specialist Reserve Legal Officer with the RAAF.
He holds Degrees in Law, Economics, Accounting, Business Administration, Applied Corporate
Governance, Notarial Practice and Military Law from the Universities of Monash, Melbourne,
Victoria and Deakin and in 1999 was awarded Deakin University Law School's first Doctorate in
Juridical Science. In 2013, Cr Kontelj was appointed a Clinical Professor in the Deakin University
School of Medicine, Faculty of Health.
Windermere Ward
Cr Tony Ansett
Elected to Council: October 2012 (Previously 2001-2008)
Portfolios: Heritage
Rural Communities
Telephone: 0427 629 090
Email: 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.
Cr Ansett previously served two terms from 2001-2008 as Councillor for the Windermere Ward
and was proud of the contribution he gave to the community during that period.
Cr Ansett grew up in Windermere Ward and still lives locally, which he believes is critical. Tony
was educated at Corio Technical School and The Gordon TAFE, completing an Advanced
Diploma of Business Management.
Tony has three daughters and he will strive to work hard to provide the services that would be
expected to help make this a better community.
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
Association of Bayside Municipalities
Audit Advisory Committee
Barwon and Moorabool River Reserves Advisory Committee
Barwon Regional Waste Management Group
Barwon River Users Group
Barwon South West Regional Advisory Committee
(Multiculturalism)
Barwon South West Waste and Resource Recovery Local
Government Waste Forum
Bellarine Multi Arts Facility (Potato Shed)
Bellarine Rail Trail Advisory Committee
Capital Cities Lord Mayors
Central Geelong Task Force Special Committee
Central Geelong Marketing Committee
Community Arts and Festivals Assessment Committee
Councillor (2014)
Cr Ellis
Cr Richards (substitute)
Cr Lyons (Mayor)
Cr S Kontelj
Cr Farrell
Cr Richards
Cr Richards
Cr Ellis
Cr E Kontelj
Cr S Kontelj
Cr E Kontelj
Cr Richards
Cr E Kontelj (substitute)
Cr Farrell
Cr Macdonald
Cr Ellis (substitute)
Cr Lyons (Mayor)
Cr Lyons (Mayor)
Cr Heagney
Cr Richards
Cr Heagney
Cr Lyons (Mayor)
Cr Heagney
Cr Farrell
Cr E Kontelj
Cr Richards
Committee
Corio Norlane Development Advisory Committee
Courthouse Youth Arts
Development Hearing Panel
Disability Advisory Committee
Disability Street Access Advisory Committee
Enterprise Geelong Advisory Board
fOrT Advisory
Future Proofing Geelong Sustainability Covenant Advisory Board
G21 Geelong Regional Alliance
Geelong Art Gallery
Geelong Convention and Exhibition Centre Proposal - Project
Steering Group
Geelong Drug Action Plan Committee
Geelong - East Timor Friendship Committee
Geelong Gambling Advisory Committee
Geelong Heritage Centre Advisory Committee
Geelong Library and Heritage Project Control Group
Geelong Major Events
G21 Arts and Culture Pillar
G21 Economic Pillar
G21 Environment Pillar
G21 Health and Wellbeing Pillar
Councillor (2014)
Cr Fisher
Cr Ansett (substitute)
Cr Farrell
Cr Richards (substitute)
Cr Heagney plus all
Councillors rotating monthly
Cr Fisher
Open (substitute)
Cr Ellis
Cr Lyons (Mayor)
Cr Harwood
Cr Fisher
Cr Lyons (Mayor)
Cr Harwood
Cr Macdonald
Cr Richards
Cr Lyons (Mayor)
Cr Richards
Cr Lyons, Mayor (substitute)
Cr Lyons (Mayor)
Cr Macdonald
Cr Harwood
Cr Heagney
Cr Richards
Cr Farrell
Cr Fisher (substitute)
Cr Richard
Cr E Kontelj (substitute)
Cr Farrell
Cr Ansett
Cr Lyons (Mayor)
Cr Heagney
Cr Richards
Cr Macdonald
Cr Harwood (substitute)
Cr Nelson (Chair)
Cr Lyons (Mayor)
Cr Harwood
Cr Fisher
Cr Irvine (substitute)
Cr Richards
Cr Harwood
Cr Lyons, Mayor (substitute)
Cr Richards
Cr Fisher
Committee
G21 Planning Pillar
G21 Transport Pillar
G21 Water Taskforce
Geelong Regional Library Corporation
Geelong Safety Committee
Graffiti Reference Group
Information Communication Technology Geelong Ltd
Kardinia Park Steering Committee
Multicultural Action Plan Advisory Committee
Municipal Association of Victoria
Municipal Association of Victoria - Arts and Cultural Advisory
Municipal Emergency Management Planning Committee
Municipal Fire Management Committee
Old Geelong Gaol Reference Group
Performance Review Committee - Chief Executive Officer
Planning Committee
Property Strategy Advisory Committee
Regional Capitals Australia
Regional Cities Victoria
Regional Rail Link Community Reference Group
Shell Community Advisory Panel
Submissions Review Panel
Terminals Geelong Community Engagement Committee
Tourism Greater Geelong and The Bellarine
Victorian Local Governance Association
Councillor (2014)
Cr Lyons, Mayor (substitute)
Cr Heagney
Cr E Kontelj (substitute)
Cr Richards
Cr Fisher (substitute)
Cr Richards
Cr Macdonald
Cr Richards
Cr Ellis
Cr Irvine
Cr Heagney (substitute)
Cr Farrell
Cr Fisher
Cr Lyons, Mayor (substitute)
Cr Fisher
Cr Farrell
Cr Macdonald
Cr Irvine
Cr E Kontelj
Cr Richards
Cr Lyons, Mayor (substitute)
Cr Richards
Cr Irvine
Cr Nelson
Cr Irvine or Cr Nelson
Cr S Kontelj
Cr Ansett
Cr Heagney
Cr Lyons (Mayor) plus two
other Councillors
Cr Heagney (Chair) and all
other Councillors
All Councillors
Cr Lyons (Mayor)
Cr Lyons (Mayor)
Cr Richards
Cr Fisher
Cr Ansett (substitute)
Cr Heagney + 2 Councillors
Cr Ansett
Cr Nelson
Cr Harwood (substitute)
Cr Nelson
Cr Lyons, Mayor (substitute)
Committee
Waste Strategy Project Control Group
Water Taskforce
Women In Community Life Advisory Committee
Yarra Street Pier reconstruction project
Councillor (2014)
Cr Richards (Chair)
Cr E Kontelj
Cr Ellis
Cr Richards
Cr Farrell
Cr Lyons (Mayor)
Note: Where a Councillor is listed as a substitute, this Councillor attends in place of
representative
Our People
The knowledge, skills, innovation and commitment of Council staff have been the driving force
behind many of our achievements in the past 12 months.
Our 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.
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.
In May 2014 Stephen Griffin resigned as Chief Executive Officer of the City of Greater Geelong
to take up the position of Chief Executive Officer at Victoria's State Emergency Service. Stephen
commenced at Council in July 2008 as General Manager of Corporate Services and in August
2009 became Chief Executive Officer. Dean Frost was appointed as acting Chief Executive
Officer after Stephen's departure in May 2014. Dean held this role until September 2014.
Our new Chief Executive Officer, Dr Gillian Miles, commenced with the City of Greater Geelong
on 4 September 2014 (post 30 June 2014 appointment).
In February 2014, the General Manager of Corporate Services division Jeff Wall retired. Jeff
commenced at Council in May 2001 as Manager of Marketing and Administration and became
General Manager of Corporate Services in November 2009.
We would like to thank both Stephen and Jeff for their tireless work and many achievements in
their time at the City of Greater Geelong.
The organisation structure as at 30 June 2014 was:
Community - Mayor and Councillors
Chief Executive Officer - Dean Frost (Acting)
Research and Policy Advisor to the CEO - Fiona Dunbar
Internal Auditor and Ombudsman - David Lever
Corporate Services - Mike Kelly (Acting)
• Administration and Governance - John Brown
• Corporate strategy and Property Management - Lindsay Allan
• Customer Service and Councillor Support - Tim McDonald
• Financial Services - Kathy Fulton (Acting)
• Information Service - Andrew Downie
• Organisation Development - Andrew Keen
• Communications and Marketing Unit - Darryn Chiller
Planning and Tourism - Peter Bettress
• City Development - Joanne Slageren
• Planning Strategy and Urban Growth - Tim Hellsten
• Tourism Greater Geelong and the Bellarine - 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 Water Services - Rodney Thomas
• Infrastructure Operations - David Goldie
• Park and Support Services - Brendan Gaudion
• Coordinator Emergency Management and Municipal Resources - Kevin Garde
Projects Recreation and Central Geelong - Paul Jane (Acting)
• Capital Projects - Scott Cavanagh
• Events Central Geelong and Waterfront - Steve Bentley
• Leisure Services - Malcolm Kuhn
• Sport and Recreation - Stephen Parker (Acting)
• Strategic Projects/Urban Design - Felix Hemingway
Enterprise Geelong - Executive Director Russell Walker
Chief Executive Officer
Stephen Griffin
Resigned as Chief Executive Officer in May 2014.
Dean Frost (Acting)
Acting Chief Executive Officer as at 30 June 2014.
Dean Frost has over 20 years experience in local government.
Dean joined the City of Greater Geelong Executive Management Team in 2007, following a
number of years as Manager Leisure Services. As General Manager Projects, Recreation and
Central Geelong, he is responsible for a broad range of services that contribute to the health and
wellbeing of the community and the continued growth and development of the region through the
management of key strategic projects and events.
Dean holds a Bachelor of Applied Science (Human Movement), Graduate Diploma of Business
Administration and a Master of Business Administration.
Dean is currently interim Chief Executive Officer of the City of Greater Geelong whilst the
Council undertakes a formal recruitment process for the role.
Dr Gillian Miles
Post 30 June 2014 appointment (commenced 4 September 2014).
Dr Gillian Miles comes to the City of Greater Geelon from the Transport Accident Commission
where she was Head of Strategy and Performance. She has worked in a number of positions in
State Government, including Deputy Secretary of Transport, Deputy Secretary of Community
Development, Executive Director of Regional Services at VicRoads and has previously worked
at Manningham City Council.
Divisional Information
Corporate Services
Jeff Wall
General Manager
Retired February 2014
Mike Kelly
Acting General Manager
Mike took on the role as Acting General Manager Corporate Services in February 2014 following
the retirement of Jeff Wall.
Mike is the organisation's Principal Accounting Officer and Financial Services Manager since
April 2000. Overseeing a budget of $292 million a key achievement has been the implementation
of a ten year strategic resource plan.
Qualifications include Bachelor of Commerce, Diploma in Project Management and a Certified
Practicing Accountant for 33 years. Prior to working for the City of Greater Geelong his
experience spanned manufacturing and service industries.
Services provided by this division include:
• Communications and marketing
• Corporate strategy
• Council buildings maintenance and leasing management.
• Customer service and councillor support
• Financial services
• Governance and administration
• Information services
• Organisation development
• Procurement services
• Property transactions
• Risk management.
Quick facts:
Division's FTE Staff: 169
Revenue ($000): $189,665
Expenditure ($000): $42,480
Assets ($000): $216,478
City Services
Gary Van Driel
General Manager
Gary commenced with the City of Greater Geelong in 2010 as General Manager City Services.
Gary has over 15 years experience in senior management roles in Local Government across
rural and regional Victoria. A qualified Civil Engineer he has recently completed a Master in
Applied Science with RMIT University and is a Graduate Member of the Australian Institute of
Company Directors.
Services provided by this division include:
• Asset management
• Emergency management
• Engineering services
• Environment and natural resources
• Infrastructure maintenance
• Parks and support services
• Waste services.
Quick facts:
Division's FTE Staff: 398
Revenue ($000): $57,723
Expenditure ($000): $134,719
Assets ($000): $1,297,247
Planning and Tourism
Peter Bettess
General Manager
Peter was appointed General Manager, Planning and Tourism in April 2010. Prior to this he was
Director, Commercial Roads at VicRoads, overseeing the state's commercial and legal interests
in toll roads. Peter has over 30 years experience in state and local government and in the private
sector in Victoria and Queensland, and holds qualifications in business administration, law,
planning and engineering.
Services provided by this division include:
• Building services and subdivisions
• Land use planning
• Statutory planning
• Tourism
• Urban growth area planning.
Quick facts:
Division's FTE Staff: 96
Revenue ($000): $9,094
Expenditure ($000): $11,651
Assets ($000): $36,753
Community Services
Jenny McMahon
General Manager
Jenny was appointed General Manager Community Services in February 2011 and has a long
history in local government having worked at both Maribyrnong and Moreland City Councils.
Jenny holds a Bachelor of Business -Industrial Relations and Human Resources, as well as
qualifications in Applied Social Sciences (Child Care) and is also a Graduate of the Australian
Institute of Company Directors.
She has performed in a number of roles including managing infrastructure services, corporate
services, advocacy and governance, and community services.
Services provided by this division include:
• Aged and disability services
• Arts and cultural programs and facilities
• Community development
• Community facilities
• Family services (including family day care, maternal and child health, City Learning and Care
and parenting support services)
• Geelong Heritage Centre
• Health and local laws
• Youth services.
Quick facts:
Division's FTE Staff: 552
Revenue ($000): $48,205
Expenditure ($000): $71,860
Assets ($000): $221,265
Projects, Recreation and Central Geelong
Paul Jane
Acting General Manager
Paul was appointed the Acting General Manager of Projects Recreation and Central Geelong in
April 2014.
Prior to this Paul was the Manager of the Sport and Recreation department with responsibilities
ranging from the management of Simonds Stadium to council parks and open space.
Paul has over 15 years experience in local and state government and has completed a Master of
Business Administration at Deakin University.
Services provided by this division include:
• Capital projects management
• Central Geelong and Waterfront management
• Event services (including Major Events)
• Leisure services (including aquatic centres and leisure centres)
• Sport and recreation services and facilities
• Strategic project development.
• Urban design
Quick facts:
Division's FTE Staff: 253
Revenue ($000): $42,025
Expenditure ($000): $43,204
Assets ($000): $245,485
Enterprise Geelong
Dr Russell Walker
Executive Director
Russell was appointed in August 2013 as Executive Director of Enterprise Geelong, the City's
flagship program to drive economic growth and prosperity across the region.
Prior to this role Russell spent nearly 20 years in a range of research and strategic advisory
positions across Asia Pacific, Europe and the United States. He has also spent four years as a
Senior Advisor to the Victorian Government's Office of Science and Technology and has held
positions on a number of Boards and advisory committees.
Russell is a Member of the Australian Institute of Company Directors and his formal
qualifications include a PhD in Physics from the University of Melbourne.
Services provided by this division include:
• Economic development
• Geelong Ring Road Employment Precinct.
Quick facts:
Division's FTE Staff: 10
Revenue ($000): $380
Expenditure ($000): $2,407
Assets ($000): $7,125
Staff Profile
The City of Greater Geelong is one of the region's largest employers. As at 30 June 2014 the
City employed 2,670 people, equivalent to 1,483 full time staff.
In 2013-2014 staff turnover at the City of Greater Geelong was 7.2 per cent. The main reasons
for employees leaving the organisation were for personal reasons, seeking alternative
employment or moving away from the area.
Total Head Count of Staff by Year
Staff numbers
2009-2010
2,331
2010-2011
2,433
2011-2012
2,443
2012-13
2,592
2013-14
2,670
Annual headcount includes short-term and casual employees such as pool lifeguards, school
holiday program staff and school crossing supervisors.
Annual Equivalent Full Time Staff* by Year
FTE
2009-2010
1,312
2010-2011
1,375
2011-2012
1,418
2012-13
1,469
2013-14
1,483
*FTE (Full Time Equivalent) 38 hours per week.
Percentage of FTE by Employment Type
Employment Type
Full time (%)
Part time (%)
Casual (%)
2012-13
65.9
27.5
6.6
2013-14
65.9
28.3
5.8
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.
Age Spread of Employees (by Head Count)
Age Range
% of workforce
15-24
14.4
25-34
14.9
35-44
19.2
45-54
23.5
55-64
20.7
65+
7.3
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.
Gender Composition of Employees (by Head Count)
Executive Management
Department Management
Coordinators
Other
Male (%)
83%
77%
64%
34%
Female (%)
17%
23%
36%
66%
This indicates the split between males (total 968) and female (total 1,702) in the various
employment levels within the City.
Occupational Health and Safety
The City of Greater Geelong's City Plan outlines our commitment and objectives towards
Occupational Health and Safety (OHS). We ensure our objectives are achieved via having an
appropriate safety management system known as CitySafe. This includes resources,
information, training, supervision and support to provide a safe and healthy workplace, and
ensures work is undertaken in a manner that supports the continued health and safety of all
employees, contractors and the public.
Our Safety Culture
The organisation acknowledges that the management of health and safety is best done within a
supportive and positive safety culture.
The organisation objective is to maintain visible leadership in safety and to ensure that the
organisation strives for an increasingly informed safety culture which is flexible to change, just
and fair, reliable, learning, mindful and that empowers all employees to improve systems of work
and contribute to the continuous improvement of health and safety in their workplace.
Health and Safety Plans
Each department within the City of Greater Geelong is required to have a department-specific
Health and Safety Plan. These plans are developed via the completion of a "Risk Profile" and
are an integral part of the organisation's OHS planning process. The risks and associated
treatments derived from the risk profiling process 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 organisation is able to
demonstrate its due diligence toward the health and safety of its employees.
Committees and Consultation
The organisation's OHS Committees continue to meet regularly at an organisational, divisional
and departmental level. The committees, in conjunction with trained Health and Safety
Representatives, ensure effective OHS communication across the organisation.
Employee Excellence Awards
This program rewards and recognises individuals and teams for their exceptional performance in
customer service and community engagement, health safety and risk management, innovation
and business improvement and corporate behaviour.
During 2013-2014, 54 employees were recognised for their exceptional performance.
Month
July 2013
August 2013
September 2013
October/November 2013
Name
Natalie Valentine
Burke Renouf
Leisurelink Aquatic and
Recreation Centre team
Tony Wright
Health Services Team
Department
Sport and Recreation
Environment and Waste Services
Leisure Services
Parks and Support Services
Health and Local Laws
December 2013/
January 2014
February/March 2014
April 2014
May 2014
Customer Service face-to-face
team
Ralph Roob
Sarah Price
Benjamin McCawley and Dean
Mortimer
Customer Service and Councillor
Support
Environment and Waste Services
Aged and Disability Services
Leisure Services
Recognition of Service Awards
The Recognition of Service Award acknowledges the efforts and contributions made by staff
over 10, 20, 30 and 40 year periods. These employees have made a valuable contribution in
serving the community of Geelong during their service.
Staff who reached a service milestone during 2013:
40 years
Kevin Battye
30 years
Jeanette Cobb
George Erben
Coralie Fowler
20 years
Margaret Barclay
Darren Blight
Marjorie Davies
Patrick Eldridge
Connie Engelsman
Hinga Fletcher
Robert Harding
Peter Jeffreys
David McArthur
Craig Johnston
Carole Kirby
Joe McGinnes
Patricia O'Shea
John Jenkins
Michael Jerinic
Heather Kane
Tanya Kane
Rodney Kiddle
Shona McLean
Anthony Nicholls
Tim Osborne
Pia Pedersen
Lyndon Ray
Rodney Reed
Debbie Seller
Tamsin Selway
Christine Silvestroni
10 years
Sarah Ashley
Tracey Drysdale
Joyleen Mallon
Rod Bacon
Maureen Balmer
Nina Baumgart
Jan Bell
Kara Brooks-Koochew
Phyllis Buxton
Julie Duffield
Melissa Evans
Lawrence Fitton
Frank Giggins
Leanne Goodger
Jennifer Gray
Sharon McDowell
Samuel McKee
Julie Mitchell
Julie Nardi
David Neil
Howard Oorloff
Colleen Trickey
Allan Warren
Mandy Smyth
Stephen Tippett
Tony Tito
Neil Whistance
Glenn Whitehill
Susan Williamson
Daniel Robins
Greg
Schoonderbeek
Colleen Smith
Lyn Sobko
Glen Sweetten
Sandra Taylor
Tanya Taylor
Suzie Carter
Kris Chappell
Fred Chinese
Nevena Cosic
Lyndl Cranham
Shannon Cunningham
Ian Darlison
Bernie Dempsey
Vickie Dolder
Jacinta Dowd
Jeanette Guinane
Mark Harrison
Jan Hinds
Peter Hook
Rose Horzitski
Craig Issell
Marg Keen
Timothy Kootstra
Malcolm Kuhn
Yvonne Ludeman
Julie Owen
Philip Pavey
Ray Pigott
Frank Pluim
Vera Razmoski
Helen Reddan
Terry Reidy
Burke Renouf
Timothy Ridgwell
Mat Robb
Louise Turner
Hilda Van Baar
Ronald Villarosa
Cathy Walker
Heidi Waterson
Denise Webster
David Welsh
Rosina Wilson
Glenn Woollard
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 is Victoria's largest regional archive with 1.8km of public and
private records. Volunteers at the centre assist staff to preserve the collective memories of the
Barwon Region's people and places in the form of paper documents, books, photographs, film,
and other artifacts.
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 nearly 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, with volunteers working in pairs to deliver meals from Monday to Friday mornings.
Volunteering can be on a weekly, fortnightly or monthly basis, with the average run taking one
and a half - 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 80 "Honorary" staff, many of whom have a
background on the land or in woollen mills, or have a special interest in wool. They assist in a
variety of ways including sharing their diverse personal stories and specialities on guided tours,
welcoming patrons, assisting in the gift shop and provide weaving, spinning and knitting
demonstrations.
L2P Mentor Program
L2P is a community based volunteer program designed to provide young learner drivers with
equal access to driving experience and instruction to help them obtain their Probationary
Licence. The program assists 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 and ongoing support in maintaining the relationship over the course of the program.
Potato Shed
The Potato Shed is a multi-arts facility on the Bellarine Peninsula, available for community hire
and features facilities for performances, rehearsals, classes, events and conferences. 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.
Tourism Greater Geelong and The Bellarine
Tourism Greater Geelong and The Bellarine has two accredited Visitor Information Centres and
three Visitor Information Booths. All these centres are staffed by volunteers who live in the
community, are passionate about where they live and are happy to showcase Geelong and the
region to our visitors.
The centres are staffed by 110 enthusiastic volunteers. In 2013-2014 they were the first point of
contact for 160,000 visitors, responded to 1,500 telephone calls and 700 emails seeking
information. Along with this, the volunteers promote our region by staffing stands at major events
and conferences and compiling information packs.
Major and Community Events
Our region hosts many major and community events throughout the year and volunteers are a
very important part of the success of all our events. Volunteers staff information kiosks and
promote our city at events such as Festival of Sails, the National Triathlon Championships and
the Royal Geelong Show. Volunteers also provide invaluable assistance in running community
events such as the Geelong Seniors Festival, Pako Festa and numerous community and arts
festivals.
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 of Greater Geelong
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 the volunteer programs.
Formally recognising the work of our volunteers continues to be important. A range of
acknowledgements and events for volunteers are held throughout the year, particularly during
National Volunteer Week each May.
To increase participation in volunteering for people with disabilities and from Culturally and
Linguistically Diverse (CALD) backgrounds the City of Greater Geelong is partnering with
Volunteering Geelong to develop the Volunteer Inclusion Project. The program will support
participants to take on volunteer roles with short term mentor support. Volunteering is a great
way for people from multicultural and newly arrived communities to become involved in local life.
The City of Greater Geelong has assessed 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.
Performance
The following section reports on our performance in delivering the community focused priorities
committed to in City Plan 2013-2017.
Delivering Community Priorities
Following the 2012 Council election 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 which presented a significant
opportunity for community members and stakeholders to actively contribute to shaping our
municipality for the future. This led to the adoption of a planning framework with the four
strategic directions for Council's City Plan 2013-2017; Community Wellbeing, Growing Our
Economy, Sustainable Built and Natural Environment, and How We Do Business.
Each has an objective with a number of priorities 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 measures under each priority are categorised as follows:
Key
D
I
M
Type of measure
Direct - Council has a direct influence on the measure result.
Influence - Council has an influence on the measure result but other external factors
outside our control also impact it.
Monitor - Council has no influence on the measure result but monitors it to assist in
future planning.
The following section reports on the progress towards achieving the first year of City Plan 20132017.
Community Wellbeing
Healthy Together Geelong: to enhance health, wellbeing and quality of life of Greater Geelong
communities.
Achievements
State-of-the-art Boorai Centre sets the standard for integrated children's centres
The Boorai Centre in Ocean Grove opened its doors in January 2014. The $9.5 million
integrated children's centre includes a new kindergarten for three and four year old programs,
playgroups, maternal and child health, long day care, occasional care service, toy library, school
holiday program as well as family support and early intervention services. Since its opening to
the end of June 2014, 329 children had accessed services located at the new Boorai Centre.
Significant progress was also made on four other integrated children centres throughout the
municipality.
The Leopold Integrated Children's Centre is scheduled to open its doors in the first half of
2015 and will act as a one-stop-shop for childcare, bringing together a range of services and
practitioners to support children and their families. It will provide maternal and child health
services, a kindergarten and long day care. Construction is well underway with the frame
completed, roof installed and external cladding about to commence.
Construction on the Barwon Heads Early Learning Centre is progressing well with the steel
erection process completed and the timber frame, roofing and external cladding works well
underway. The centre will include a double room kindergarten, spaces for maternal and child
health services and a multi-purpose community space. The centre is expected to open in
January 2015.
The Norlane Child and Family Centre is also currently under construction at Windsor Park and
is scheduled to open in time for the start of the 2015 school year. The laying of the concrete slab
and steel installation is complete and electrical work, wall frames and roof plumbing are well
underway. The new centre will replace the old Plume Street Maternal and Child Health Centre
and the Gerbera Avenue Kindergarten and will include two kindergarten rooms, maternal and
child health services, spaces for playgroup, occasional care and family support for those with
additional needs. The centre will be directly managed by the City of Greater Geelong.
The Grovedale Children's Centre is also in the early stages of construction. The new centre
which is expected to be open in January 2015 will include two kindergarten rooms, two maternal
and child health consulting rooms, a toy library, multi-purpose room, an aged and disability
services office and general office space. The new kindergarten space will create an extra 66
spaces for local children, addressing the shortage of local kindergarten spaces.
Karreenga Aboriginal Action Plan adopted
Council adopted the Karreenga Aboriginal Action Plan 2014-2017 and signed a Statement of
Intent in May 2014. The Statement of Intent commits Council and the Aboriginal and Torres
Strait Islander people in the Geelong region to work together in partnership.
The action plan is a framework to help guide and direct Council's work over the next four years
to shape an attitude and approach to improve services, opportunities and understanding.
Extensive engagement was undertaken resulting in the action plan containing 50 actions across
the following focus areas:
• Cultural recognition and respect
• Employment and economic development
• Family and community support
• Aboriginal cultural heritage
• Arts and social enterprise.
Another significant achievement was the raising of the Aboriginal flag to fly permanently
alongside the Australian flag at City Hall in December 2013. A Welcome to Country, Smoking
Ceremony and a Signing of Occasion were performed to celebrate and record this historic event.
The permanent flying of the Aboriginal flag, the adoption of the Karreenga Aboriginal Action Plan
and the signing of the Statement of Intent along with programs undertaken to address gaps and
improve opportunities for Aboriginal people demonstrates Council's deep commitment to
maintaining strong relationships with all the Aboriginal community.
Health, early years and disability action plans adopted
Three very important plans were adopted in the last 12 months relating to health and wellbeing,
early years and people with disabilities.
The Municipal Public Health and Wellbeing Plan 2013-2017 was adopted by Council in
October 2013. The new plan is based on the Victorian Public Health and Wellbeing Plan and
aligns with Council's City Plan 2013-2017 and with State Government policies and funding
streams. The plan describes the principles Council will use to guide decision making and also
includes actions designed to improve our capacity as an organisation to have a positive impact
on community health and wellbeing. The plan contains the following six action guides:
• Improving how we do business in health and wellbeing
• Accessible and nutritious food
• Physical activity and active communities
• Social inclusion and community connectedness
• Reducing harm from alcohol, drugs and problem gambling
• Reducing tobacco use.
The new Municipal Early Years Plan 2013-2017 was adopted by Council in April 2014 following
extensive local engagement with children, parents and service providers and builds on the
previous plan. The plan closely aligns with the emergence of a wide range of Victorian and
Australian Government policy and program changes. It will set the direction in the areas of early
development, health and wellbeing for young children throughout the municipality. The plan
focuses on children aged up to eight years of age and has been formulated around the following
six key themes:
• Safeguarding the best interests of all young children
• Building community
• Services working together
• Celebrating diversity
• Promoting a healthy community
• Planning for now and in the future.
A new Municipal Children's Services Infrastructure Plan 2013-2030 has been completed that
details Council's investment requirements into children" service infrastructure over the next 1020 years. The comprehensive plan remains subject to final endorsement by Council, and
focuses on the renewal and replacement requirements of existing service infrastructure as well
as the development of new facilities in growth areas.
The 2014-2017 Disability Action Plan was also adopted in June 2014. This plan outlines the
actions Council will take to increase access and inclusion for people with disabilities in the areas
of goods, services and facilities, employment, community participation and attitudes and
practices. In Greater Geelong there are approximately 12,000 people requiring assistance with
their daily lives due to disability. It is important that Council makes a positive statement and
demonstrates its commitment to inclusion as a model for the wider community. Council have
also committed to continue supporting the work of the Disability Advisory Committee and the
Streets Access Committee, and are working in partnership in planning for the critical Geelong
Train Station disability access upgrades.
For a full update on the Disability Action Plan please refer to pages 149-150.
Healthy Together Geelong strengthening Geelong's health prevention system
Healthy Together Geelong (HTG) engages workplaces, schools and early learning centres as
well as the community to strengthen Geelong's health prevention system by addressing the
underlying causes of poor health. The initiative puts the emphasis of healthy living back into local
hands. Using local partnerships and a skilled health promotion workforce the program aims to
meet best practice benchmarks to encourage healthy eating and physical activity, reduce
smoking and harmful alcohol use and improve mental health.
The Health Promotion Achievement Program continues to be rolled out and as at the end of
June 2014 it had reached 53,151 individuals; 24 per cent of the City of Greater Geelong's
estimated resident population (2014). The program recognises achievements in promoting
health and wellbeing including healthy eating, oral health, mental health and wellbeing and
physical activity.
The following table gives a snapshot of the achievements to date in this program.
Healthy Together Geelong
Achievement Program registered: Early Childhood
Education and Care Service
Achievement Program registered: schools
Achievement Program registered: workplaces
Jamie's Ministry of Food fixed kitchen participants
Estimated resident population (2014)
Number
(percentage)
78 / 89 = 88%
No. of individuals
reached*
7,171
45 / 90 = 50%
58 / 251 = 23%
17,957
25,568
2,455 people
53,151 (24%)
225,245
* Not all organisations provided employee/student numbers.
Further successes have included:
• Healthy Together Geelong hosted the Geelong Cats match at Simonds Stadium on 23 May
2014 which involved a campaign to encourage healthy eating, physical activity and smoking
cessation including a partnership with Quit Victoria to launch the Cats Don't Smoke App.
• Be Active/Healthy Together Geelong developed active travel maps for the municipality to
highlight active and sustainable transport options that encourage and support active travel
choices. There are three maps in the series:
- North/Central Geelong and Lara
- Central/South Geelong and Leopold
- Bellarine region.
• Portarlington Primary School reduced traffic congestion around the school by implementing
walk to school marker drop off points.
• Herne Hill Primary School and Geelong Baptist Primary School becoming "water only" schools,
meaning no sugary drinks available at the school or to be brought to school.
• Nine schools participated in "Walk to School Month" in November 2013, an increase from three
in 2012.
• City Learning and Care were awarded recognition for the Healthy Together Health Promotion
Achievement Program, with these services being the first to be recognised in Victoria.
Social media has also been a powerful promotional tool with Healthy Together Geelong now
having 648 Facebook followers and 485 Twitter followers.
Safe and vibrant recreation facilities
Encouraging and promoting healthy and physical activity and the provision of safe and vibrant
physical environments and infrastructure to support this are one of the key outcomes in Council's
City Plan. In the last 12 months there have been upgrades to playgrounds and renewals to a
number of our recreational assets.
Playgrounds upgraded include:
• Barwon Valley Fun Park, Belmont
• Callender Reserve, Breakwater
• Eastern Gardens, Geelong
• Edgecomb Street, Hamlyn Heights
• Konrads Reserve, Belmont
• Landy Field, South Geelong
• Longuehay Reserve, Point Lonsdale
• Nicholson Reserve, Bell Park
• Railway Reserve, Leopold
• Waurn Ponds Creek, Waurn Ponds.
Sport and recreation facility projects included:
• Barwon Soccer Club clubroom upgrade
• Belmont Lions Football and Netball Club netball courts construction
• Frier Reserve pavilion upgrade
• Grovedale Football and Netball Club kitchen upgrade
• Lake Lorne Reserve Drysdale Pony Club improvements
• Lara Bowling Club relocation and new facility
• Portarlington Football and Netball Club netball courts construction
• Rippleside Park fitness station renewal
• St Albans Breakwater Cricket Club practice wickets
• St Albans Sporting Club kitchen upgrade
• St Josephs Football and Netball Club netball courts
• St Peters Cricket Club practice cricket nets
• Stead Park second synthetic hockey field
• Wandana Heights tennis court construction.
The City of Greater Geelong Physical Activity Strategy was also endorsed by Council in June
2014. This strategy aims to make physical activity an easy choice through a range of actions
including better design and use of public spaces and the built environment, public education and
the development of active transport initiatives.
Geelong's first pet park opened
Geelong's first pet park opened in March 2014 and offers a space for dogs to run free and
socialise with other dogs. Not only is this a great place for dogs, more importantly it is an
opportunity for people to meet other pet owners while their dogs are playing.
Located at Stead Park, it is a secure space that has everything dogs need including dog water
taps, dog drinking bowls, seating and waste bins and bags. Pet owners have requested this for
some time and following extensive consultation the park was developed, allowing many pet
owners the opportunity to let their dogs off the leash safely.
The park also promotes responsible pet ownership and community safety.
Strong numbers attending our leisure centres and programs
Council's four leisure centres and two outdoor pools combined visitation increased by 4.5 per
cent in 2013-2014 with 2.3 million visitations achieved. This can be attributed to the quality
programs and facilities offered.
Membership numbers at the four leisure centres was over 15,000 and more than 200 group
exercise classes continue to be offered on a weekly basis.
The popular and nationally recognised Learn to Swim program had 23,440 enrolments across
the four indoor leisure centres over the last 12 months. The program introduces adults and
children of all ages to the enjoyable world of aquatics and teaches them vital water safety and
survival skills in a fun atmosphere. Now in its fifth year, the Bellarine Aquatic and Sports Centre
(BASC) achieved their highest enrolment numbers.
Active adult membership (over 55 years of age) also increased by four per cent, with over 2,600
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 also use the pool
facilities for exercise as well.
Further highlights for the year included Leisurelink Aquatic and Recreation Centre being
awarded the Prize for Excellence and Gold Award at the Australian Health and Fitness Industry
Quality Awards. The Prize for Excellence is the highest accolade within the industry, and is
national recognition that the centre provides quality programs and customer service.
Splashdown, Bellarine Aquatic and Sports Centre (BASC), Waterworld and Leisurelink Aquatic
and Recreation Centre also received Life Saving Victoria's prized Platinum Pool accreditation
award.
Family support services on the rise
Family support services at Council continue to grow, and the next 12 months will see further
growth with the completion of four new integrated children's centres. Snapshots of some key
achievements in 2013-2014 are provided below.
• 16,350 adults and children participated in 73 Children's Week events, an increase of 36 per
cent from 2012.
• 610 breakfast servings were provided by "Best Start of the Day" breakfast program supported
by the Corio-Norlane Best Start program. 300 oral health kits were also distributed to playgroups
through this program.
• The "Library in my Pocket" Best Start early literacy project made 56 presentations reaching
approximately 1,000 children and 250 adults.
• City Learning and Care services provided education and care programs to 749 families and
954 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.
• 2,897 birth notifications, an increase of 2.6 per cent.
• 24,448 Key Ages and Stages consultations conducted at the City's Maternal Child Health
Centres, an increase of 2.2 per cent.
• 2,869 children enrolled in four year old kindergarten, of these children 2,688 reside in the City
of Greater Geelong, reflecting an overall kindergarten participation rate in 2013 of 102.3 per
cent.
A busy year for arts and culture
A number of arts, cultural and community activities were held during the last 12 months which
provided many opportunities for locals and visitors to participate.
Diversity Week was celebrated in March 2014 with a Mayoral Welcome for our large multicultural
community and they enjoyed many performances throughout the week. "Africa's Got Talent" was
also held with a young girl from Geelong's Congolese community selected to perform in the
grand final in Melbourne.
M~M2014 - Geelong's 24hr Extreme Arts Walk and the inaugural Geelong After Dark took place
in May 2014. Colourful public art interventions, story-telling, sculpture, celebrations and music
were integrated into a unique arts and sports experience with a footprint that spanned many
locations throughout the municipality. 564 people registered for stages of the walk, with 30
completing the full 80 kilometres. In addition, over 100 members of 11 community and volunteer
organisations and 200 individuals participated in the walk as part of a community ambassador
procession. Over 5,700 spectators turned out for the M~M activities and events with an
estimated 6,000 attending Geelong After Dark.
Celebrating its 25th anniversary in 2014, the National Wool Museum attracted a record level of
visitation with over 53,200 visitors and program participants visiting the museum in the last 12
months. The museum became the permanent home for Geelong's Chinese Dragon and Geelong
Classic Cinema. A number of programs and exhibitions were held including the Reminiscence
Cottage Project, Rumour Has It Exhibition, The 25th Object - Gathering Geelong's Stories, Seven
Wonders Silent Film Festival and the Scarf Festival.
Young people making a positive difference
The seventh Impetus Youth Awards were held in April 2014 during National Youth Week
celebrations. There were 125 nominations in 12 categories which recognise young people
making a positive difference to the community. National Youth Week is the largest celebration of
young people across Australia, and was just one of a many youth events and programs held
within the Geelong region in the last 12 months.
Youth Mentoring Week was held in October 2013 with programs run by the City of Greater
Geelong, Barwon Health, White Lion and Diversitat. The L2P learner driver program is one such
mentoring program and to date has helped 64 young drivers throughout Geelong gain their
probationary licence. Currently there are 85 active learners, 58 active mentors and 22 newly
trained mentors making Geelong's L2P program the largest in Victoria. Geelong car dealer
Winter and Taylor also donated two new cars to assist with the growing numbers in the popular
program.
Approximately 16,000 young people were involved in activities, programs and events during the
year such as:
• The annual music event Spud Fest 2014
• Free Hug Days in Central Geelong and Ocean Grove
• Girls Go Extreme and BLOKES programs
• Odyssey Film Festival
• IDAHO Day flag raising
• SKAART (skating and art) youth festival
• Silent Disco.
Health and Local Laws update
A total of 22,750 compliance assessments, inspections and service requests were conducted by
Health and Local Law Services in 2013-2014. These consisted of 16,954 customer service
requests and response activities and 5,796 audits and inspections. 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.
The Health and Local Laws team had a busy year with the free Saturday parking and revised
time limits within Central Geelong trialed and adopted. A new cattery was installed at the
Geelong Animal Welfare centre and hours were extended for the daily return of dogs to their
owners without being impounded. All environmental health nuisances received were investigated
within adopted timeframes and remedied as far as reasonably possible, and the Domestic
Animal Management Plan was reviewed and adopted.
For further information on the Domestic Animal Management Plan achievements please refer to
page 151.
Community groups receive grants
172 community groups throughout the municipality were successful in receiving grants through
Council's Community Grants Programs.
The Community Arts Grants Program saw 24 projects share in $116,734 and 16 community
festivals sharing $97,000 through the Community Festivals Grants Program. The Councillor
Community Grants Program saw $240,000 provided to 132 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 144-148.
Future Directions
The next 12 months will see the City of Greater Geelong continue to work towards achieving the
objectives and priorities that have been set within City Plan 2013-2017. An extensive list of
actions can be found in the 2014-2015 update of City Plan. Below are just some of the key
projects and programs we will be focusing on:
• In partnership with Regional Development Victoria, Council will develop a master plan and long
term vision for the Northern ARC (Arts, Recreation and Community) Health and Wellbeing Hub
which is currently home to the Waterworld Leisure Centre, Corio Library and Centenary Hall
precinct. This will build on the Corio-Norlane Structure Plan.
• Completion of construction and opening of the Leopold Integrated Children's Centre, Barwon
Heads Early Learning Centre, Norlane Child and Family Centre and the Grovedale Children's
Centre.
• Plans for new children's service facilities at Hendy Street and Purnell Road (Corio), Drysdale
and Armstrong Creek will be progressed and expansions of Fyans Park Kindergarten (Newtown)
and existing facilities in Belmont and Highton will take place.
• The implementation of the Karreenga Aboriginal Action Plan 2014-2017.
• Producing community development plans and strategies such as the Youth Strategy, Family
Violence Prevention Strategy, Social Infrastructure Plan, Food Policy and reviewing the
Multicultural Action plan.
• Recreation reserves and facilities and playground upgrades to the value of $8.1 million to be
undertaken.
• Bike paths and facility development including the Geelong Criterium Circuit pavilion
construction.
• Implementation of the Emergency Management Strategic Plan 2014-2016.
• The implementation of the 2013-2017 Municipal Public Health and Wellbeing Plan, 2013-2017
Municipal Early Years Plan and the 2014-2017 Disability Action Plan.
• Continuing the implementation of the Healthy Together Geelong and Be Active preventative
health programs.
• The establishment of the State Government funded three-year program Victorian Linking
Learning 0-12 years pilot to improve linkages between early childhood and school professionals
and support agencies and families.
• Continuing to take a lead in State Government working group with regard to extensive
legislative changes relating to the Food Act and implementing changes within Council's service
provision.
• The implementation of year two of the Domestic Animal Management Plan 2013-2017.
• The development of a Cultural Strategy which will guide Council in arts and culture over ten
years.
Challenges
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.
• Increased 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).
• The growing need for education and program provision to combat chronic health issues facing
the community.
• The increase in cost of living and its affect on healthy lifestyle choices.
• The emergence of food security issues.
• The increased 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 under resourced 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.
• The reductions in government grant income.
• Continuing to meet the implementation requirements associated with the Federal Government's
early childhood reform, including the National Quality Framework, requiring increased qualified
staff and additional kindergarten programs in Council's long day care centres.
Priority: Healthy lifestyles
We will encourage healthy lifestyle choices by:
• Facilitating and promoting physical activity.
• Facilitating and promoting healthy eating.
• Investing in prevention and improved health across all communities in Greater Geelong.
• Working collaboratively with agencies to promote and bring about system level changes aimed
at improving wellbeing and lifestyle choices.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
Type of
indicator
D
D
D
D
D
D
Indicator
Target
Growth in visitor numbers
to Council owned leisure
centres (casual and
membership visits)
Number of long day care
centres enrolled in the
Victorian Prevention and
Health Promotion
Achievement Program
Number of kindergartens
enrolled in the Victorian
Prevention and Health
Promotion Achievement
Program
Number of primary
schools enrolled in the
Victorian Prevention and
Health Promotion
Achievement Program
Number of large (200 or
more staff) businesses
enrolled in the Victorian
Prevention and Health
Promotion Achievement
Program
Number of participants in
the Geelong Seniors
3% per annum
Result
Y
40% of long
day care
centres within
the municipality
40% of
kindergartens
within the
municipality
40% of primary
schools within
the municipality
40% of large
business in the
municipality
Equal to or
greater than
Y
Y
Y
Y
N
Comments
Total visitor numbers
exceeded 2.3 million, a
4.5% increase on
previous year.
89.7% of long day care
centres were enrolled in
the program as at June
30, 2014.
87.8% of kindergartens
were enrolled in the
program as at June 30,
2014.
59.7% of primary
schools were enrolled in
the program as at June
30, 2014.
49% of large businesses
were enrolled in the
program as at June 30,
2014.
Numbers were down on
previous year however
I
I
I
Festival
the previous
year
Percentage of children
who attend 3.5 year old
Maternal Child Health
consultation
Meet or exceed
Victorian
average
Visit to green space more
than once a week (Vic
Health Survey)
Meet or exceed
Victorian
average
Sedentary behaviour
(sitting for seven or more
hours a day) (Vic Health
Survey)
Percentage of infants
breast fed at six months
of age
Meet or exceed
Victorian
average
P
P
Meet or exceed
Victorian
average
M
M
P
P
Percentage of infants
breast fed at 12 months of
age
Meet or exceed
Victorian
average
P
the Australian Masters
Games were hosted in
Geelong at the same
time which had an
impact.
City of Greater Geelong
result was 57.8%
however the Victorian
results will not be
available until early
2015.
The results from
VicHealth Indicators
Survey have not yet
been released.
The results from
VicHealth Indicators
Survey have not yet
been released.
Result was 48% which
was significantly higher
than previous result,
however Victorian
averages are not
available for
comparison.
Result was 1.8%
however Victorian
averages are not
available for
comparison.
2013-2014 Business Plan Actions
Key to Status Symbols
A Completed
B Completed for 2013-2014/repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Be Active program
Corio-Norlane Best Start project
Development of the City of Greater Geelong Municipal Public Health
and Wellbeing Plan
Healthy Together Geelong
Implementation of the Municipal Early Years Plan
Status
B
B
A
B
B
Learn to Swim program
Promote breastfeeding through additional consultations and referrals to
other agencies
Promote kindergarten enrolments through public media releases
Provide Maternal Child Health nurses with professional development
opportunities on lactation
Stronger Families/Family Coaching program
Target low immunisation coverage program
Tiny Bubbles program
B
B
B
B
B
C
C
Priority: Healthy environments
We will provide safe and vibrant physical environments and infrastructure to support healthy
living and connected communities. This includes:
• Well maintained public spaces and related infrastructure.
• Cycling and walking paths.
• Safe, hazard and nuisance free environments.
• Maintaining preparedness and responsiveness to emergencies.
• Facilities to meet a range of community programs and activities.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
Type of
indicator
D
D
D
D
Indicator
Target
Community satisfaction
rating for overall
performance in the
enforcement of local laws
Meet or
exceed
Victorian
Council
average
Meet or
exceed
Victorian
Council
average
Meet or
exceed
Victorian
Council
average
Meet or
exceed
Victorian
Council
Community satisfaction
rating for overall
performance with local
footpaths
Community satisfaction
rating for overall
performance with
recreational facilities
Community satisfaction
rating with the appearance
of public areas
Result
Comments
Result was 64 on par
with state wide average.
Y
Y
Result was 59 which was
on par with state wide
average.
Y
Result was 73 which was
on par with state wide
average.
N
Result was 68 which was
below the state wide
average of 72.
average
D
D
I
I
I
Kilometres of off-road
paths (bicycle and
walking) established by
City of Greater Geelong
Food safety compliance;
assessment compliance
rates
Number of bicycle riders
counted on "Super
Sunday" (held annually in
November)
Increase
Perceptions of safety walking alone during the
day (Vic Health survey)
Meet or
exceed
Victorian
average
Meet or
exceed
Victorian
average
100%
Perceptions of safety walking alone during the
night (Vic Health survey)
Resolution rates for
notified nuisances
Y
100%
Y
Increase
Y
I
I
P
P
N
Dog attack rates per
100,000 population
Decrease
2013-2014 Business Plan Actions
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Y
1,750 metres of off road
paths were established in
2013-2014, bringing the
total to 188.2km.
Compliance was 100%
for 2013-2014.
827 riders counted
across 13 sites in 2013.
This is the first year this
count has been done so
will be the base year for
future reports.
The results from
VicHealth Indicators
Survey have not yet
been released.
The results from
VicHealth Indicators
Survey have not yet
been released.
92% of notified
nuisances were resolved.
Where matters are
unable to be resolved by
Council through
mediation or prosecution,
affected parties are
offered the best advice/
guidance on seeking
private representation
and/or mediation through
dispute settlement
processes.
Result decreased by
20% in 2013-2014
compared to previous
year.
Action
Implement Municipal Emergency Management Plan
Conduct community dog/cat micro-chipping and registration roadshows
Continue to conduct assessments of restricted breed dogs and dogs
declared as dangerous dogs
Ensure all school crossing are adequately supervised and patrolled to
protect children's safety
Implement Municipal Fire Prevention Plan
Implement Year One actions of the Domestic Animal Management Plan
Monitor, assess and register all food premises based on compliance
Parks and reserves maintenance
Preparation of a Flood Management Plan for the municipality
Renewal work on Council owned buildings
Bikepaths
Bellarine Rail Trail works
Bicycle infrastructure program
Greater Geelong Cycle Strategy implementation
Footpaths
Footpath renewal program
Footpath works Hitchcock Avenue Barwon Heads
Footpath works Melville Avenue Newtown
Playgrounds
Anakie Community Centre playground
Asher Road Playgroup playground, Slovenian Club
Collendina Reserve playground relocation
Coryule ward parks and playgrounds improvements
Hume Reserve community activity precinct
Myers Reserve playground development
Pettitt Park playground, park and amenities upgrade
Dane Avenue Bell Post Hill playground development
Playground development program
Brownbill ward playground developments
Queens Park playground upgrade
Public Toilets
New public toilet Beauford Avenue shopping strip, Bell Post Hill
Ocean Grove community garden toilet
Portarlington Reserve Disability Discrimination Act compliant toilet
Toilet block renewal and replacement program
Recreation facility upgrades
Barrabool Cricket Club clubrooms renovation
Barwon Valley Golf Club office upgrade
Bell Park Sports Club (Ballarat Rd, Batesford) change rooms planning
Status
B
B
B
B
B
A
B
B
A
B
A
B
B
B
A
C
A
A
D
A
A
A
A
A
B
D
C
C
C
A
B
C
C
A
Bell Post Hill Football Netball and Bowls Club change room facilities
Collendia Reserve Master Plan implementation
Corio Moorabool Pony Club new floor covering
Elcho Park Golf Course driving range
Evans Reserve soccer facility upgrade
Friers Reserve pavilion completion
Geelong Rowing Association landing extension
Grovedale Sports Club kitchen upgrade
Grovedale Sports Club building and light improvements design
Lake Lorne Reserve Drysdale Pony Club improvements
McDonald Reserve commercial kitchen installation
Memorial Park Leopold Master Plan implementation
Memorial Reserve Ocean Grove toilet upgrade
Newcomb and District Cricket Club purchase of roller
Newcomb and District Sports Club social room refurbishment
North Shore Netball Club netball rooms upgrade
North Shore Sports Club kitchen and community space upgrade
Portarlington Football and Cricket Club pavilion upgrade
Queens Park Golf Club building redesign
St Albans Sporting Club kitchen upgrade
St Albans Sporting Club installation of decking to clubrooms
St Albans Sporting Club netball upgrade
St Josephs Netball Club court redevelopment and change room
development
St Peters Cricket Club social rooms refurbishment design
Stead Park hockey precinct development
Thomson Reserve change room extension
Wandana Heights Tennis Club completion of works
Winters Reserve clubroom upgrade
Recreation reserve upgrades
Barwon Heads Village Park sports lights
Burdoo Reserve road and carpark upgrade
Capital renewal of civil assets in parks across the municipality
Clifton Springs Tennis Club courts and lighting
Corio Bay Archery Club new shed
Corio Cricket Club new nets
Eastern Gardens heritage seat
Eastern Park fencing removal and replacement on Upper Hearne Parade
Eastern Park Master Plan implementation
Ervin Reserve Master Plan implementation
Greater Geelong Open Space Strategy review
Grinter Reserve BMX track improvements
Hendy Street tennis courts upgrade
C
A
C
A
C
A
C
A
C
A
A
C
A
A
C
C
A
A
D
A
A
C
A
C
C
C
A
A
C
A
A
C
D
D
C
A
C
A
C
C
D
Kevin Hoffman Walk maintenance and upgrades
Landy Field flood prevention drainage
Marshall and South Barwon Cricket Clubs practice wickets
Minor capital renewal projects in the Cheetham ward
Murghebuloc Cricket Club practice wicket improvements
Newtown and Chilwell Football Netball Club lighting
Ocean Grove Park performance space
Portarlington Netball Club courts upgrade
Sports grounds renovation program
St Albans Breakwater Cricket Club practice wicket area
Stead Park installation of a "Pet Park"
Stead Park BMX Track redevelopment
Thomson Reserve bitumen works
Waurn Ponds tennis courts resurfacing
West Oval flood lighting
Swim Sport and Leisure Centre upgrades
Aquatic play activities for Splashdown
Concrete core replacement program
Geelong Arena cyclical and programmed maintenance
Gymnasium equipment replacement program
Increased aquatic play activities for Bellarine Aquatic Centre
Kardinia Pool infrastructure and pool maintenance
Leisurelink gymnasium program room extension
Leisuretime Centre toilet upgrade
Waterworld Master Plan stage two
A
A
C
A
A
A
D
A
B
A
A
C
A
A
C
D
C
B
C
C
B
C
C
C
Explanation of actions on hold or not progressing:
Action
Collendina Reserve
playground relocation
Brownbill ward playground
developments
Queens Park Golf Club
building redesign
Corio Bay Archery Club new
shed
Corio Cricket Club new nets
Hendy Street tennis courts
upgrade
Ocean Grove Park
performance space
Explanation
Funding reallocated to other projects within the reserve .
Funding reallocated to other priorities in the ward.
Project is on hold pending further information from building
users.
Project not proceeding.
Project not proceeding.
Project not proceeding.
Land transfer of the park to the City of Greater Geelong is not
being pursued without adequate legal protection for the park
and the support of the community.
Aquatic play activities for
Splashdown
Funds reallocated to the broader Splashdown Master Plan
project.
Priority: Connected, creative and strong communities
We will facilitate programs and events that encourage increased participation in community life
by:
• Encouraging and promoting diversity and equity of access for all sectors of the community.
• Supporting an inclusive local community culture, where people interact and provide mutual
support.
• Investing in community regeneration and rebuilding in under resourced communities.
• Promoting and providing opportunities for education and lifelong learning.
• Building upon existing capacities in local communities.
• Bringing the community together through sports, recreation, arts, culture and heritage.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
Type of
indicator
D
D
Indicator
Percentage of residents who
participated in citizen
engagement in the last year
(Vic Health survey)
Community satisfaction
rating with overall
performance of family
support services
Percentage of children
enrolled in kindergarten
I
Number of annual library
visits (physical) per capita
I
Target
Meet or exceed
Victorian
average
Meet or exceed
Victorian Council
average
Greater than
95% of children
enrolled in an
Early Childhood
Education
program in the
year before full
time schooling
Meet or exceed
Victorian
average
Result
P
Y
Y
Y
Comments
The results from
VicHealth Indicators
Survey have not yet
been released.
Result was 67 on
par with state wide
average.
The total number of
children enrolled in
4 year old
kindergarten was
2,869, of these
children 2,688
reside in the City of
Greater Geelong,
reflecting an overall
kindergarten
participation rate in
2013 of 102.3%.
Over 1.5 million
visits were made to
libraries in the City
of Greater Geelong
- a 3.9% increase
Proportion of resident library
memberships
3% increase per
annum
I
Y
Greater access to library ecollections
5% increase per
annum
I
I
I
I
Y
Community acceptance of
diverse cultures (Vic Health
survey)
Meet or exceed
Victorian
average
Percentage of residents
involved in volunteering (Vic
Health survey)
Meet or exceed
Victorian
average
Community satisfaction
rating with overall
performance of elderly
support services
Meet or exceed
Victorian Council
average
P
P
Y
on previous year
and exceeding the
Victorian average.
85,655 residents
are library members
- a 3.1% increase
on previous year.
260,708 e-book
downloads and
online database
retrievals were
made representing
a 66% increase in
access/use of on
line collections on
previous year.
The results from
VicHealth Indicators
Survey have not yet
been released.
The results from
VicHealth Indicators
Survey have not yet
been released.
Result was 69 on
par with state wide
average.
2013-2014 Business Plan Actions
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Children's Week activity program
Corio Norlane Transport Project Stage Two
Councillor Community Grants Program
Development and implementation of Aboriginal Action Plan
Geelong Regional Library contribution
Geelong Seniors Festival
Indigenous kindergarten assistance
Status
B
C
B
A
B
B
C
Landscaping Clifton Springs fountain
Neighbourhood houses support - annual financial contribution to activities
provided by neighbourhood houses in the municipality
School Holiday Program
Supported playgroups and parent groups initiative
Youth activities, programs and events including SKAART , Lara Youth Festival,
skate program, National Youth Week, Courthouse Youth Arts, SSAGQYSP
initiative, L2P program, Engage it up, Youth action teams, Switch magazine,
multicultural youth development
Arts, Culture and Heritage
Community arts and festivals grants program
Development of Cultural Strategy
Lara Food and Wine Festival
Lara Heritage Festival
Mouth ~ Mountain 2014
Children's Services upgrades
Acquisition and replacement of resources and equipment at City Learning and
Care Centres
Alexander Thomson Kindergarten play area upgrade
Children's services facility upgrades
Community facility upgrades
Community halls upgrade program
Disability access program
East Geelong Mens Shed extension
Geelong West Neighbourhood House accommodation options
Seniors Citizens centre's kitchen upgrades
Children's Centres
Barwon Heads Early Learning Centre construction
Grovedale Integrated Children's Centre construction
Leopold Community Hub stage one construction
Boorai Centre Ocean Grove Integrated Children's Centre construction
Multicultural action plan
Multicultural Action Plan implementation
Multicultural Action Plan implementation - Diversitat grant
Public Art
Beacon Point Road art sculpture
Central Geelong public art initiative
Geelong West forecourt public art piece
Public Art Program in High Street Belmont
Street art project
Whittington Place Based Activities
Whittington Flamefest
Whittington place based activities
A
B
B
C
B
B
C
B
D
A
A
A
B
B
B
A
A
A
C
C
C
A
C
A
D
C
C
C
A
B
C
Explanation of actions on hold or not progressing:
Action
Lara Heritage Festival
Beacon Point Road art sculpture
Explanation
Project did not proceed so disbursement was not made.
Project is not proceeding.
Growing Our Economy
Objective: Securing Geelong's economic future.
Achievements
New Geelong Library and Heritage Centre construction begins
The new Geelong Library and Heritage Centre is starting to take shape with works progressing
and on track to be completed by the end of 2015.
Demolition of the old library and heritage centre was completed in November 2013 with
construction having commenced soon after.
A 3D model of the state-of-the-art unique multi-storey dome design was also completed and is
on display at City Hall.
The new Geelong Library and Heritage Centre will be over 6,000m 2 and includes: 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; a café; exhibition space; major event space; and community space
for meetings and lifelong learning programs.
A summary of construction works completed to date include:
• Basement slab poured
• 50 tilt slab panels erected
• Lift shaft installed
• Underground services in place including power, sewer and drainage
• 42 piles installed.
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. The
redevelopment is being funded by the City of Greater Geelong ($20.5 million), the Victorian
Government ($15 million) and the Federal Government ($10 million).
During construction, the library will continue to operate from the ground floor of the State
Government offices in Little Malop Street and the Heritage Centre Reading Room in the National
Wool Museum theatrette.
Enterprise Geelong launched
Enterprise Geelong, the City of Greater Geelong's dedicated resource for economic
development initiatives was launched on Friday 2 May 2014.
The Enterprise Geelong team has been together since August 2013 and the Enterprise Geelong
Advisory Board has also been established with 10 members appointed to this board.
The role of Enterprise Geelong is to put the spotlight on Geelong as the ideal location for
business in south eastern Australia: to attract investment, support local business, and drive
economic growth. Enterprise Geelong will:
Attract investment by:
• Stimulating and procuring investment
• Facilitating introductions and collaborations
• Case managing enquiries that contribute to employment opportunities or offer significant
benefit to the local economy
• Coordinating industry specific investment and trade visits
• Ensuring Geelong's capabilities are promoted in local and global contexts
• Assisting with national regulatory frameworks.
Support local businesses by:
• Providing intelligence to assist with decision making
• Identifying government grants or funding opportunities
• Delivering initiatives, programs and business events that support growth
• Delivering initiatives to diversify and skill our labour force.
Drive economic growth by:
• Identifying and fostering initiatives that will strengthen Geelong's major capability sectors and
provide a positive environment for growth
• Advocating for projects that support strategic business and industry development
• Coordinating information and industry experts to explore and elevate possibilities for Geelong
to prosper.
Central Geelong Action Plan adopted
The Central Geelong Action Plan was adopted in January 2014. It contains a detailed list of
actions with defined timeframes, performance targets and accountability that will result in a
thriving city centre. The top ten priority actions are:
1. Investment attraction - a proactive approach to identifying strategic sites, attracting
developers and matching sites with potential tenants.
2. Public transport and city loop bus - advocating for public transport improvements and
investigation of a city loop bus to link key areas and encourage commuter parking on the city
fringe.
3. City heart - creating a central public space to become a natural meeting place for people,
designed to suit a range of events.
4. Town and gown - stronger connections between Deakin University, The Gordon and city
businesses to build Geelong's University City capability.
5. Postcode 3220 - aims to increase the population of city residents and the number of workers.
6. Making our land assets work harder - a more flexible and creative approach to the sale or
swap of land to leverage development.
7. Integrated health and wellbeing precinct - capitalising on the busy health precinct with
improved links to the city, more supporting businesses and a stronger identity.
8. Connecting people and places - a more attractive integrated walking and cycling network.
9. Greening Central Geelong - more trees and greenery for a more attractive, welcoming
environment.
10. Arts and events city - continuing to attract a diverse calendar of events, integrating public
art and lobbying for funding/investment for a convention centre.
Changes to the terms of reference and strengthening of the Central Geelong Taskforce were
also endorsed.
The transformation of Central Geelong however commenced prior to this with mass flower
plantings in December 2013 bringing an explosion of colour throughout the city centre. Parking
changes also took place following trials with the adoption of free parking on Saturdays, adoption
and the promotion of the 15-minute grace period and changes to two hour parking zones to
shorter time periods to encourage turnover.
A six month trial of heavy vehicle restrictions in Mercer Street and Malop Street commenced in
March 2014. The aim of the trial was to reduce the number of trucks using Malop Street as an
east-west thoroughfare. Less trucks travelling through Central Geelong will make it a more
pleasant place to shop, dine and work.
The popular Nightjar Markets were also a huge success. The markets took place in Johnstone
Park every Friday night in February 2014. Other Central Geelong Marketing activities included
the Central Geelong Sidewalk Sales, Tastes of Central Geelong, Christmas in Central Geelong,
Central Geelong Farmers Market and the Central Geelong Magic Metre Elves. The economic
benefit generated from these and other activities are estimated at approximately $5 million.
The Central Geelong Smart Phone app including business directory, real time parking
availability, real time park and ride bus locator and what's on/near me features using geolocation was also launched during the last 12 months.
Major investment in Geelong creating jobs
The City of Greater Geelong welcomed a number of announcements in the last 12 months
confirming the region as the home to new investment, new industries and new jobs and
Geelong's future as a 21st century smart city.
In June 2014, the Geelong Manufacturing Council and Future Proofing Geelong were successful
in obtaining a $300,000 State Government grant over three years to deliver market development
program Cleantech Innovations Geelong. The Geelong Manufacturing Council and Future
Proofing Geelong have also committed to a co-contribution of $300,000, bringing total funding to
$600,000 over three years. The aim is to establish Geelong as a centre of excellence for
Cleantech in Australia by attracting investment, creating jobs and building skills.
The National Disability Insurance Agency (NDIA) head office was officially opened in Geelong in
April 2014. This created a further 120 jobs on top of the 119 current jobs at the launch agency.
The hosting of the NDIA headquarters places Geelong at the forefront of transformational
change at a national level and provides disability support for our local residents.
In May 2014 chemical giant Accensi announced that it will start building on a site in the Geelong
Ring Road Employment Precinct immediately and expects to be open for business by November
2014. At full operating capacity the company will directly employ 45 full-time staff with another 33
full-time jobs created in flow-on sectors and many more again through the building process. The
development is set to deliver an immediate $20.2 million capital investment to Geelong and
inject about $100 million into the local economy. Accensi is a wholly-owned subsidiary of Hong
Kong listed company CK Life Sciences International, an international research-driven
organisation. Geelong will become the third Australian manufacturing base for Accensi, a world
player in chemical crop protection. Having a billion dollar, foreign-owned company set up in
Geelong will raise the region's profile on the world business stage.
The Federal Government committed $3 million funding to set up the Geelong Centre for
Emerging Infectious Diseases (GCEID). This followed a concerted lobbying campaign involving
Deakin University, City of Greater Geelong, Barwon Health and the CSIRO. The GCEID will give
Geelong a role at national level in the protection of human health and economic security. Council
also made a $100,000 contribution to GCEID and is providing in-kind support as well as acting
as the auspicing body for grant funds via Enterprise Geelong. This will create 30 scientific jobs
and 63 jobs through flow-on effects.
Other Funding announcements and new business openings included:
• Deakin University's Carbon Nexus research facility opened in May 2014 and will provide world
class ground breaking research, design and manufacturing of carbon fibre.
• $5 million funding towards Carbon Revolution was made available through the Geelong Region
Innovation and Investment Fund and provided jointly by the Federal and State Governments,
along with Ford Australia. This will create up to 150 new jobs in the high tech carbon fibre
industry in Geelong.
• The emerging aquaculture industry on the Bellarine received $377,388 funding from the
Federal and State Governments and Ford Australia's Geelong Region Innovation and
Investment Fund. This will provide potential job opportunities for former manufacturing and
industrial workers affected by recent cutbacks by major manufacturing industries such as Ford
and Alcoa.
• The first stage of the Waurn Ponds Shopping Centre expansion opened in May 2014. The $90
million expansion has resulted in 200 jobs being created during the construction phase and
when fully complete 500 retail jobs will also be created.
• Energy Australia, one of the largest energy retailers on the eastern seaboard of Australia will
open a call centre in Geelong creating up to 300 jobs.
• TG Australasia's plans for a smart fuels (cleaner and less expensive) bio-refinery to be situated
in the Geelong Ring Road Employment Precinct were unveiled. Expected to be in operation by
late 2016, it will create approximately 1,000 construction jobs and provide 200 ongoing full-time
jobs for technical and operational personnel.
Major infrastructure developments in Geelong
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 activity in the City of Greater Geelong increased by 15.6 per cent to
$343.8 million in 2012-2013, the highest figure since 2009-2010.
In the last 12 months $745 million worth of construction projects were completed. Some of the
projects completed were: 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 $42 million student accommodation at Deakin University's Waurn Ponds campus;
the $49 million stage three redevelopment of Simonds Stadium; the $103 million Australian
Future Fibres Research and Innovation Centre (AFFRIC); Bunnings' new $33 million megastore
in North Geelong; and the $60 million Little Creatures Geelong Brewery.
There is currently $1.2 billion worth of major construction and redevelopment underway in
Geelong which continues to energise our economy and stimulate our workforce. Projects
include: 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 $93 million Intensive Care Unit at the Geelong Hospital;
the $80 million new Norlane housing project initiative; the $67 million St 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); $90.4 million Baanip Boulevard (Section 4C of the Geelong Ring Road)
connecting from Anglesea Road to the Surf Coast Highway at Grovedale; and the $45 million
Geelong Library and Heritage Centre.
The $750 million Keystone Business Park located within Armstrong Creek's North East Industrial
Precinct is also well underway. This project is to be staged over the next 10-15 years.
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.
Seabourn Cruise Line commits to Geelong as a cruise ship destination
Geelong's cruise ship industry is set to grow as the Seabourn luxury cruise line confirmed it will
book another five visits over summer in 2015. This follows two visits by the Seabourn Odyssey
and one by the Seabourn Sojourn in January-February 2014 and shows a commitment to
Geelong as a cruise ship destination, building on Council's bid for a new Yarra Street Pier. Each
Seabourn cruise ship carries more than 450 passengers with the majority of passengers coming
from America.
In total, five ships anchored in Corio Bay last summer with the Celdonian Sky visiting in
November 2013 and the biggest cruise ship of the summer the Amadea docking in March 2014.
Each cruise ship visit has the potential to bring $1 million into the economy. A dedicated berth
would enable Geelong businesses to share in the provisioning of ships with food, beverages and
fuel sourced locally and worth $300,000 per visit alone.
The recently updated independent business case into the Yarra Street Pier has found that up to
25 cruise ships could be attracted by 2025.
Lara town centre expansion project progressing well
The Lara town centre expansion project will provide for a new full line supermarket, specialty
retail shops and the redevelopment of Austin Park to create a new vibrant town centre for Lara.
There are six phases to this project with progress on these provided below:
1. Construction of the new Lara Bowling Club
Progress - completed.
2. Demolition of the existing Lara Bowling Club
Progress - completed.
3. Construction of the new Station Lake Road alignment
Progress - construction commenced.
4. Demolition of the existing Station Lake Road alignment
Progress - planning permit issued.
5. Construction of the new supermarket and specialty stores
Progress - planning permit issued and construction commenced.
6. Reconfiguration of Austin Park
Progress - design stage commenced.
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.
Major events generate $56.9 million in event expenditure throughout the region
A total of 27 major events of international and national significance were supported during the
year, stimulating economic activity and providing social benefits to our community. These events
resulted in $56.9 million of event expenditure being generated in our region from locals and
visitors, which is the equivalent of 455 full time jobs in the region.
19 of the 27 major events offered free public access and entertainment for all ages. An
estimated 420,000 participants and spectators attended the 27 events staged throughout
Geelong during the 12 month period.
The 2013 Australian Masters Games attracted over 8,000 participants and officials and
generated an estimated economic benefit of $11.0 million, the Festival of Sails $14.6 million,
Geelong Revival (Motorsport) $3.2 million and the popular Pako Festa $5.4 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 Weet-Bix Kids TRYathlon,
National Celtic Festival, Great Australian Beer Festival, Motor City Music Festival, the Victorian
Open Golf Championships, Melges 24 Sailing World Championships and the Head of the
Schoolgirls Rowing Regatta.
In February 2015 the Australian International Airshow returns and a new international cycling
event The Cadel Evans Great Ocean Road Race will be staged on 31 January and 1 February
2015 adding to the events schedule.
Tourism Greater Geelong and The Bellarine
The City of Greater Geelong, Borough of Queenscliffe and Golden Plains Shire committed to
establishing a Regional Tourism Board for Greater Geelong and the Bellarine in September
2013. This was to ensure tourism receives a greater profile but also recognises important
partnerships with the Great Ocean Road for interstate marketing and international marketing
(Great Southern Touring Route). These municipalities established an Interim Board to develop
accepted models with the tourism industry for establishment and transition to a new structure in
2014-2015. The Interim Board was established in February 2014 and during this time they
developed an acceptable model endorsed by industry and each municipality, a three-year
strategy from 2014-2017 and a one year action plan for 2014-2015. The official change of
business name from Geelong Otway Tourism to Tourism Greater Geelong and The Bellarine will
take effect from 1 July 2014.
In 2013-2014, the Greater Geelong and Bellarine region received 10.1 per cent of all domestic
visitors to Regional Victoria. There were 966,000 domestic overnight visitors that spent over 2.8
million nights in the region and 40,700 international overnight visitors who spent 543,600 nights
in the region.
Geelong Visitor Information Centres welcomed just over 160,000 walk in visitors and responded
to over 1,500 telephone enquiries and over 700 email enquiries.
Social media is also on the increase with 225,492 visits to the tourism website (up from 181,934
in 2012-2013) and the Geelong Bellarine Facebook page now has over 14,900 page likes.
New Business Events Geelong and Tourism Industry website
Both the Business Events Geelong and Tourism Industry websites were updated with the initial
Business Events Geelong site live in February 2013 and the Tourism Industry website live in
August 2013. The Business Events Geelong website includes a "Request for Proposal" online
tool providing conference organisers with a step by step guide to building proposals directly
linking through to enquiries with the Business Events team.
Some of the key activities untaken by Business Events Geelong throughout 2013-2014 were:
• Production of the Business Events Geelong Planners Guide, a biannual key marketing
publication that lists the venues and services in the region.
• Facilitated a stand at four key trade shows with a number of industry co-exhibitors.
• Exhibited at two key interstate shows alongside Business Events Victoria.
• Hosted three media trade familiarisations within the region.
• Hosted two corporate buyer familiarisations within the region.
• Held the annual Business Events Geelong Road Show showcasing the best of our region to the
Melbourne market attracting over 100 buyers to the event.
• Ran a 12 month tactical marketing campaign across print and digital channels.
Council supporting small businesses
The 2013 Geelong Small Business Festival was deemed a success by the Geelong business
community. There were 18,000 participants and 40 business events with feedback being
extremely positive. This was an increase on the 1,500 participants that attended in the previous
year.
Enterprise Geelong also supported Geelong's 93.9 BayFM, 95.5 KROCK FM and the Geelong
Advertiser in a two-day Jobs Fair. The Jobs Fair brought together employers looking for staff and
job seekers and provided a forum for local employers currently experiencing strong growth to
showcase career opportunities within their organisation. This formed part of the Jobs4Geelong
initiative.
Future Directions
The next 12 months will see the City of Greater Geelong continue to work towards achieving the
objectives and priorities that have been set within City Plan 2013-2017. An extensive list of
actions can be found in the 2014-2015 update of City Plan. Below are just some of the key
projects and programs we will be focusing on:
• The Land 400 bid to secure the contract to build the Australian Army's new military combat
vehicle which will bring an estimated 2,450 direct and indirect jobs to Geelong.
• Advocating for funding for the Yarra Street Pier and Geelong Convention and Exhibition
Centre.
• Delivering the 2014-2015 actions committed to in the Central Geelong Action plan.
• Lighting up and decorating Geelong at Christmas including the unveiling of the iconic
Christmas tree which will float on Corio Bay.
• Continuing the construction of the new Geelong Library and Heritage Centre.
• Formerly commencing the new Tourism Greater Geelong and The Bellarine entity (replacing
Geelong Otway Tourism) and implementing the three year strategy and the new marketing
action plan.
• Completing the delivery of the infrastructure components of the Lara Town Centre expansion
project.
• Enterprise Geelong continuing to identify and attract business and investment opportunities
from around Australia and overseas.
• Central Geelong marketing increasing their digital and social media focuses.
• The implementation of the Ocean Grove Town Centre Urban Design Framework.
• Continuing the delivery of the Armstrong Creek Urban Growth Plan.
• Continuing the development of infrastructure at the Geelong Ring Road Employment Precinct.
• The review of the following:
- Enterprise Geelong (Economic Development) Strategy
- International Investment and Trade Strategy
- Retail Strategy
- Municipal Strategic Statement
- Rural Policy.
• Delivering the Geelong Major Events program including the 2015 Australian International
Airshow.
• Advancing the implementation of the Portarlington Safe Harbour project.
Challenges
Some of the challenges facing us in the pursuit of growing our economy include:
• The closure of Alcoa and the impending closure of Ford and the direct and indirect job losses
resulting from this. Collaborating with these industries and training organisations to assist with
training and new employment opportunities. The recent Jobs Fair is an example of this.
• Gaining government funding for key infrastructure projects.
• Addressing skills shortages.
• Taking advantage of the opportunities that the biotechnology industry will provide to our region
into the future.
• Diversification of our economy recognising the significant contribution made by our changing
manufacturing sector.
• Taking advantage of the opportunities that will arise out of the marginal nature of the major
State and Federal seats in the region.
• Seeking investment opportunities that will be provided by the Armstrong Creek and Geelong
Ring Road Employment Precinct developments.
• Identifying ideas and opportunities that will provide the momentum for the next 15 years of
growth in Central Geelong.
• New economic opportunities through transition to low carbon economy through development of
new clean technologies, research and development, manufacturing and new product and service
offerings.
• Decline in workforce participation as the workforce ages.
• The increasing impact and cost of meeting regulation and compliance may be inhibiting to
innovation.
• The increasing number of major event applications seeking financial support outweighing
available funding.
• Growth and expansion of suburban shopping centres pose a challenge for retail shops in
Central Geelong.
• Regional tourism structure review and the impact on Tourism Greater Geelong and The
Bellarine.
Priority: Support existing businesses and encourage new and emerging growth
sectors
We recognise that traditional industries will continue to be key economic and employment drivers
in our city. At the same time, it is critical to focus on new and emerging growth sectors that will
underpin our city's prosperity. We will:
• Support existing businesses and explore strategic opportunities.
• Facilitate strategies and activities to attract new business investment and generate employment
growth.
• Support and encourage new and emerging low carbon industries and sectors.
• Promote Geelong as a great place for business and investment, nationally and internationally.
• Promote the advantages of Geelong's business and lifestyle environment that will encourage
the retention and attraction of highly-skilled people and businesses.
• Link local businesses with growth opportunities and government funding.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
Type of
indicator
Target
Indicators
Number of business visits
D
D
Business and investment
enquiries (including
industrial land enquiries,
relocation and business
Minimum
150
enquires
Minimum
80
enquires
Result
N
Y
Comments
The business visits program
was terminated under
Enterprise Geelong due to
other priorities. This indicator
has been removed from City
Plan 2014-2015 Update.
395 enquiries were received
throughout the financial year.
D
D
M
development and
expansion assistance)
Business
events/workshops/seminars
facilitated and supported
Attendees at City of
Greater Geelong facilitated
business events
Regional unemployment
rate - 12 month average
(Based on the ABS SA4
area which includes the
City of Greater Geelong,
Borough of Queenscliffe,
Surf Coast Shire and the
majority of the Golden
Plains Shire)
Minimum
100
enquires
Minimum
1,500
across all
events
Below
the
Victorian
average
Y
Y
106 business events,
workshops and seminars
were facilitated or supported.
6,984 attendees were
recorded at Council facilitated
business events.
The 12 month average
unemployment rate was
6.3%, which was the same as
the Victorian average.
Y
2013-2014 Business Plan Actions
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Agribusiness study
Belmont Business Association engage with Mainstreet
Economic Development industrial investment support
Enterprise Geelong implementation
Geelong Manufacturing Council contribution
Marketing skill capability and lifestyle attributes of the Geelong Region
Regeneration of shopping strips at Rose Avenue, Robin Avenue and Nevada
Avenue, in Norlane and Corio.
Retail Strategy review
Six ways shopping centre Lara upgrade
Status
C
D
B
A
A
B
A
C
C
Explanation of actions on hold or not progressing:
Action
Belmont Business Association engage
with Mainstreet
Explanation
Funding application was made but was unsuccessful.
Priority: Facilitate major infrastructure and investment to enable economic growth
We will facilitate the provision of appropriate infrastructure to enable economic growth and
capitalise on competitive advantages by:
• Advocating on local, state and federal government infrastructure priorities and funding
submissions.
• Facilitating the strategic planning and activation of key precincts to maximise their potential for
economic success.
• Promoting the economic potential and development opportunity of the region's significant
transport infrastructure; Avalon Airport, Port of Geelong, Geelong Ring Road, rail for freight and
land for development.
• Working together to remove barriers to investment and project delivery.
Streamlining regulatory processes wherever possible.
• Proactively targeting and attracting new investment to Geelong and promoting our regions
benefits.
Progress indicators:
Y = Target achieved
Type of
indicator
D
M
Indicators
Years supply of zoned
residential land available in
the Geelong region
Value of non domestic
building activity
Target
10+ years
available
Result
Y
Increase
Y
Comments
15+ years currently
available.
Non domestic building
activity increased 15.6%
to $343.8 million.
2013-2014 Business Plan Actions
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Freight and Logistics Gateway project
Geelong Ring Road Employment Precinct design and implementation
Armstrong Creek Urban Growth Plan implementation
Leopold Strategic planning project
Ocean Grove Town Centre Master Plan
Portarlington Safe Harbour Strategic Plan
Residential zone reform implementation
Rural planning policy review
Status
C
C
B
C
C
C
A
C
Lara town centre expansion:
Lara Recreation Reserve - infrastructure works to service the reserve and
progress Lara Town Centre expansion project
Lara Town Centre expansion project
C
C
Priority: A prosperous and innovative Geelong
Geelong will be recognised as a prosperous and innovative city with an economy that is strong,
diverse and resilient. Our competitive advantages will deliver technological initiatives, high
employment and prosperity. We will be a leader in technology and use resources effectively to
generate a competitive position in key export markets.
We will:
• Encourage the regions labour force to continually upskill ensuring that we have the necessary
capabilities to support our economic growth.
• Grow and promote business sectors that offer high-skilled employment.
• Advocate for and support innovative and new technological initiatives.
• Foster investment in diversification of skills and industries.
• Advocate for Geelong to be the centre of excellence for research projects, new technologies
and emerging industry sectors.
Progress indicators:
Y = Target achieved
- = No target
Type of
indicator
D
M
M
Indicators
Employers assisted with Skilled
Migration Support Services
Number of student enrolments at
Deakin University (Waurn Ponds
and Waterfront campuses)
Number of student enrolments at
The Gordon (TAFE)
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Target
Minimum
25
Monitor
Result
Y
Comments
307 employers assisted.
Increased 6.3% in 2013.
Monitor
-
Decreased 12.3% due
to significant State
Government funding
cuts.
Action
Geelong Bioscience Centre Belmont High
Knowledge Economy facilitation project
Lara WiFi project
Skilled Migration Program
Status
A
C
C
B
Priority: A successful and vibrant city centre
The vision for Central Geelong is for greater mixed use where traditional retail is supplemented
by arts, culture, residential, entertainment, education, medical and business to create an active
and vibrant city centre.
We will:
• Develop an overall master plan for Central Geelong which will include the ideas from Vision 2.
• Promote inner-city living and encourage developers to invest in Central Geelong and generate
innovative solutions for sustainable city living.
• Develop and foster a vibrant 24-hour cultural city that is welcoming, friendly and safe, and that
attracts and generates a robust cultural life for all ages.
• Support existing Central Geelong businesses and attract new businesses to the precinct.
• Support Deakin University in promoting Geelong as a "university city".
• Support the continued implementation of the Geelong Cultural Precinct Master Plan.
Investigate transport network improvements enabling a cleaner, more user-friendly environment
where active transport options are encouraged.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
NA = Data not available
Type of
indicator
Indicators
Target
Central Geelong
presentation - cleanliness
index
Equal or
greater than
previous result
D
D
I
Result
P
Number of organised
programs, activities and
events in public spaces in
Central Geelong
Overall visitor satisfaction
with Central Geelong
700 or greater
by 2017
Equal or
greater than
previous year
Y
NA
Comments
70.4% believe
cleanliness in Central
Geelong is good,
very good or
excellent. This will
form the baseline for
future years.
893 events were held
in 2013-2014.
Data not available as
survey was not held
in 2013-2014.
I
Perceptions of safety in
Central Geelong (Day and
night)
Number of residents living in
Central Geelong
75% Good or
very good - day
70% Good or
very good night
Day - Y
Night - N
2,200 or
greater by 2017
I
P
Number of visitors to Central
Geelong
I
M
Number of people employed
in Central Geelong
businesses
Number of businesses in
Central Geelong
M
23 million per
annum or
greater by 2017
P
23,000 or
greater by 2017
P
1,600 or
greater by 2017
P
85.4% of
respondents rated
Central Geelong as
safe during the day
whereas only 39%
rated it safe at night.
Implementation of the
Central Geelong
Action Plan will assist
in achieving this
indicator by 2017
Implementation of the
Central Geelong
Action Plan will assist
in achieving this
indicator by 2017.
Implementation of the
Central Geelong
Action Plan will assist
in achieving this
indicator by 2017.
Implementation of the
Central Geelong
Action Plan will assist
in achieving this
indicator by 2017.
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Central Geelong Night Bus Service
Central Geelong Park and Ride shuttle service
Central Geelong partnership projects
Central Geelong revitalisation fund
Central Geelong streetscape activation
Central Geelong Marketing programs and activities
King Edward statue restoration
Little Malop Street and Little Ryrie Street carparking improvements
Ryrie Street pedestrian crossing
Queen Victoria statue relocation - Waterfront Geelong
Status
A
B
C
C
C
B
C
C
A
D
Geelong Library and Heritage Centre:
Construction of the Geelong Library and Heritage Centre
Construction of the Geelong Library and Heritage Centre car park
Geelong Library and Heritage Centre Arts Strategy design
C
C
C
Explanation of actions on hold or not progressing:
Action
Queen Victoria statue relocation Waterfront Geelong
Explanation
Quotes exceeded budget so project will no proceed
Priority: Greater Geelong is a leading city for tourism, arts, culture and events
We will build on our past success and continue the tradition of attracting major events and
supporting local festivals with diverse art and cultural activities. Whether for business or leisure,
our region is a preferred destination for local, national and international visitors.
We will:
• Promote the unique strengths our region has to offer such as our natural assets, world class
sporting facilities and a great lifestyle.
• Build on the opportunities that being Victoria's second largest city offers and our proximity to
Victoria's capital.
• Support creative endeavour and investigate the potential for unique arts and cultural
opportunities.
• Support local festivals and events and provide opportunities for participation in the arts for all
ages.
• Advocate on behalf of the community for major event, tourism and cultural opportunities.
Progress indicators:
Y = Target achieved
N = Target not achieved
- = No target
Type of
indicator
D
D
D
Indicators
Target
Geelong Major Events economic benefit to the
municipality
Community satisfaction
rating with overall
performance of arts
centres and libraries
Community satisfaction
rating with overall
performance of
Return on
investment =
30:1
Meet or exceed
Victorian Council
average
Meet or exceed
Victorian Council
average
Result
Y
Y
Y
Comments
Return on investment =
56:1.
Result was 75 on par
with state wide average.
Result was 68 on par
with state wide average.
community and cultural
activities
Community satisfaction
rating with overall
performance of
business, community
development and
tourism
Cultural facility visitation
(National Wool
Museum, Potato Shed,
Geelong Gallery,
Courthouse Arts,
Central Library and
Heritage Centre)
D
Meet or exceed
Victorian Council
average
National Wool
Museum 3% per
annum
Potato Shed maintain (at
capacity)
Result was 63 on par
with state wide average.
Y
Increased 17.9%.
Y
N
Geelong Gallery
3% per annum
N
D
I
Courthouse Arts
15% per annum
increase in
attraction and
retention of
young people as
participants and
audience
Geelong Library
and Heritage
Centre - annual
targets due to
construction of
new facility
I
Number of domestic
overnight visitors
(National Visitor
Survey)
Exceed the
average annual
growth for
overnight visitors
to Regional
Victoria
N
-
Y
Reduced by 13.3%.
Increased demand was
not able to be met,
alternative sites have
been utilised by
students.
Decreased by 12.5% as
major construction
works of new Geelong
Library and Heritage
Centre have impacted
negatively due to
Gallery closures and
some exhibitions being
postponed or cancelled.
Decreased by 25% due
to the focus on strategic
plan and program
revitalisation with
concentration on activity
delivery to occur in
2014-2015.
No targets due to
demolition of centre and
relocation to much
smaller premises. The
Geelong Heritage
Centre did however
experience a 32%
increase in visitation on
previous year.
14.5% increase on
previous year.
Number of international
overnight visitors
(International Visitor
Survey)
I
Exceed the
average annual
growth for
overnight visitors
to Regional
Victoria
N
There were 40,700
international overnight
visitors in 2013-2014, a
2.5% decrease on
previous results. This
relates directly to the
increase in Eastern
Hemisphere markets
travelling to the region
for day visits only.
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Completion of the new Players Stand, and associated lighting at Simonds
Stadium
Conference Marketing and Delegate Boosting programs
Geelong Art Gallery contribution
Geelong Major Events - Australian Masters Games
Geelong Major Events funding
Potato Shed interior and exterior works (seating bank, Pathways upgrade and
facility renewal)
Provide for tourist information and administrative support centres within the
Geelong region
Christmas Carols
Christmas Carols by Candlelight, Johnstone Park Central Geelong
Christmas Carols grant to Norlane Combined Churches
Denis Walter Carols by the Bay disbursement
Status
A
B
B
A
B
A
B
B
B
B
Sustainable Built and Natural Environment
Partnering with our community to protect and enhance our natural ecosystems and to encourage
sustainable design and reduced resource consumption.
Achievements
Future Proofing contributing to a more sustainable, liveable and productive Geelong
Future Proofing Geelong is a collaboration of businesses, government, and community groups
working to support new and existing initiatives that contribute to a more sustainable, liveable and
productive Geelong.
Since it was launched in May 2011, it has helped local industries and businesses secure more
than $1 million in funding for sustainability initiatives and supported or staged 56 community
events resulting in 6,000 participants. In addition, more than 150 building owners or tenants have
become involved in Future Proofing Geelong programs resulting in positive benefits to 53 local
businesses.
In the last 12 months, Future Proofing Geelong:
• Assisted a local firm, Pickering Joinery, in achieving $230,000 in funding from the Geelong
Region Innovation and Investment Fund to expand its manufacturing operations and improve the
sustainability of the business resulting in eight new full-time jobs.
• Together with Healthy Together Geelong developed and launched the Greater Geelong Active
Travel Maps. The maps encourage more people to regularly choose active travel for local trips
(between 0 and 5km), reducing traffic and parking congestion and improving the health and
wellbeing of the local community.
• Worked with the residents in Geelong's northern suburbs to create an event in support of the
local community in Labuan Square, Norlane. The square and local shopping area was filled with
activities and groups supporting local residents to live healthily and create new business ideas
through a start-up business hub, a local food swap of backyard produce, backyard gardening
and chook workshops, art activities, cycling and walking maps. Held in Labuan Square in March
2014, the project engaged residents, community groups and businesses across Geelong to
discuss change within the community and local urban areas over a seven week period in
sustainable businesses and living.
• Worked with a number of Council departments and external businesses across the commercial
building portfolio to encourage them to sign up to CitySwitch to reduce their energy use and
costs. This resulted in Council being runner up in the new signatory award at the 2013
CitySwitch National Awards.
Clifton Springs erosion mitigation
Due to the effects of wind driven waves at the base of cliffs, steep slopes and a wet winter in
2013, coastal protection structures have been put in place to further prevent erosion at The Dell
in Clifton Springs.
As a result of the wettest winter on record on the Bellarine Peninsula in 2013, there have been
very high levels of groundwater cumulating in significant ground movement. This presented a
significant risk of landslide particularly along steeper sections of The Dell. In some areas there
has been substantial land instability where significant horizontal movement has been detected
over the past year. A number of measures to lessen the risk to the public and reduce the
likelihood of a landslide have been put in place, including groundwater pumping, establishing
barrier fencing and rock revetments.
Two groundwater pumps were commissioned in existing bore holes. The pumps draw water from
an aquifer at the base of the bore at a depth of over 20 metres. The pumping has significantly
reduced the level of groundwater, drawing the level down between two and three metres. The
benefits of lowering groundwater have been realised through the slow down of horizontal
movement in one particular landslide in the immediate vicinity.
Barrier fencing and gates have been placed at positions along the main access track in order to
preclude people from an area that could be impacted by a landslide. The material used for
barriers is recycled pier timbers. At times of heightened risk of landslide the gates can be closed
until the risk has subsided.
Another treatment that has been employed to prevent a landslide below the lookout is the
construction of a stability buttress. Rock is placed at the toe of the slope with the base layer of
rock keyed in to the sub soil to form a foundation. The stability buttress acts as ballast placing
weight on the lower slope reducing the risk of a landslide.
From the ongoing monitoring undertaken through an array of in-ground instruments and through
onsite visual inspections it is apparent that these measures are working. This has enabled
Council to manage risk and keep The Dell open to the public.
Victorian Adaptation and Sustainability Partnership grants success
The City of Greater Geelong has been successful in receiving State grant funding worth
$525,000 for climate change adaptation projects. Guided by Council's Climate Change
Adaptation Strategy and Action Roadmap, the City of Greater Geelong was the most successful
council out of all Victorian council's in receiving grants under the Victorian Adaptation and
Sustainability Partnership grants program.
Adaptation work is about considering the risks presented by climate change and making sure
these are well considered and planned for when decisions about the future are made. This may
be in planning decisions, building and capital projects and other services to the community.
The following two programs have been funded:
Heatwaves and Social Vulnerability
This is a two-year program between the City of Greater Geelong and Surf Coast Shire Council to
provide support to sectors of the community that are vulnerable to increasing frequency of
heatwaves.
Heatwaves not only have health implications for vulnerable populations, they can also compound
social issues associated with increased living costs and social isolation. By mapping those most
socially vulnerable and building their resilience, individuals and households will have greater
capacity to respond and adapt to impacts associated with heatwaves.
The project will involve training for council staff, community education and information sessions,
phone based support, in-home heatwave/sustainability visits, possible retrofit household items,
heatwave and household information packs which include a list of additional services.
Embedding Adaptation into Council's operations
The City of Greater Geelong has been leading the way for councils nationally with the
development of the Climate Change Adaptation Strategy. This work has been recognised with
awards and has been used as a case study in the State of Australian Cities Report 2013.
Grant funding for this project will further embed adaptation considerations into Council's
operations through training and skill development programs across the organisation. It will
enhance Council decisions about the design of community infrastructure such as roads,
community centres and coastal reserves and will also assist in better understanding the potential
impacts of climate change such as sea level rise and an increase in heatwaves.
This is a partnership project with the City of Yarra, RMIT and Net Balance.
Sustainable living events
A number of sustainable living events were held in the municipality over the last 12 months.
Sustainable House Day was held in August 2013. It was coordinated by the City of Greater
Geelong and the Geelong Sustainability Group for the region and is the only national event of its
kind, offering a unique opportunity for the general public to view and access practical information
on sustainable living, sustainable technologies and edible gardens from homeowners with direct
living greener experiences. Independent research found that 90 per cent of visitors were
influenced by what they saw at the open house and 70 per cent had come to gather information
for their own project. Sustainable House Day has been held three times since 2011 and
continues to grow in popularity each year:
• In 2011 - 7 open homes had 1,450 visits
• In 2012 - 9 open homes had 2,500 visits
• In 2013 - 13 open homes had 3,100 visits.
The Sustainable Living Festival was held in February 2014 with the City of Greater Geelong
supporting 57 local events as part of the statewide festival. Events ranged from living more
sustainably at home to being more sustainable in the workplace.
Highlights included pop-up edible gardens, sustainability expo, smarter living seminar series,
Armstrong Creek sustainable house tours, cycling seminars, green market tours, sustainability
for business programs and a tour of 14 properties in the Bellarine who shared their gardening
knowledge.
Jerringot Wetlands Master Plan adopted
Council adopted a master plan to protect Jerringot Wetland Reserve in August 2013.
The reserve is made up of two main wetland areas linked to the Barwon River floodplain and is a
well known habitat for the Growling Grass Frog and other frog species, as well as native fish
such as Common and Spotted Galaxias and the Australian Mudfish. More than 100 resident and
migratory bird species call the Jerringot Wetland Reserve home, including the Latham's Snipe,
which arrives each year in spring on a migratory route from Japan.
Council developed a master plan for the reserve in response to a request from the Geelong Field
Naturalists Club (GFNC) who has been caretaker of the reserve since 1972. A Project Working
Group was formed to inform and guide the development of the master plan.
The aim of the master plan is to guide Council, the GFNC and other key stakeholders how best
to protect, enhance and rehabilitate the reserve now and into the future. Some of the key
features of the final master plan include:
• Installation of a gross pollutant and hydrocarbon trap with the adjacent Belmont Council depot.
• Investigate establishment of small sediment traps at each of the stormwater outlets entering the
wetland from Settlement Road and Barwon Heads Road.
• Installation of gross pollutant traps to collect litter from the commercial areas west of Settlement
Road.
• Investigate establishing a new bund and weir next to shared pathway to formalise water level
control at the southern part of the wetland.
• Extending the off-road shared pathway along the golf course access road.
• Investigating construction of a new bird hide overlooking the central wetland.
• Undertaking ongoing weed control and revegetation activities.
The wetland and reserve provide a unique natural asset in urban Geelong and the master plan
will result in long-term protection and enhancement of the biodiversity values within the Jerringot
Wetland Reserve, in particular the protection of rare and threatened animals.
Drysdale Landfill Cell 4A: a big project with little fanfare
Down on one of the more remote parts of the Bellarine Peninsula, a $3 million City of Greater
Geelong project has been taking shape, with little or no fanfare! To some it might seem like just
a hole in the ground - albeit a very big hole in the ground - but it represents the latest
developments in safe and environmentally responsible waste disposal to landfill.
The big hole in the ground - "Drysdale Cell 4A" - incorporates the latest advances in committing
waste to landfill. The technology used now in the construction of modern landfills ensures that
landfill gas collection is optimised, which in the case of Drysdale will ultimately produce sufficient
electricity to power more than 1,000 households.
Cell 4A, two years in the making, is the fifth cell in stage two of the Drysdale Landfill. It is the
new kid on the block, 20 metres deep, 60 metres wide and 200 metres long, and started
accepting landfill in September 2013.
The new technology and more sophisticated methods of applying the technology ensures that
waste now going to landfill causes minimal or no impact on the environment. All the cells at
Drysdale have been built with one-metre thick, compacted clay liners, along with sophisticated
clay leachate systems. These systems are designed to capture any rainfall that falls on the cells,
ensuring that this moisture does not mix with natural run-off as the natural run-off finds its way
down to the water table.
Cell 4A differs from those before it in that it has an additional lining mechanism that
complements the safeguards of the compacted clay liner. All aspects of Cell 4A's construction
have been in strict accordance with Environment Protection Authority guidelines that apply to cell
construction of this type. The level of construction detail, quality assurance and auditing
conforms to the highest standards of any area in the construction industry.
Waste management initiatives continue
The City of Greater Geelong continues to be one of the leading council's in Victoria in waste
recovery. In the 2014 Local Government Community Satisfaction Survey, waste management
was the highest rating service with an index score of 75, three above the regional centre average
and two above the statewide average.
In 2013-2014, 27,300 tonnes of kerbside recycling material and 31,973 tonnes of kerbside green
waste was collected. This equates to approximately 279 kilograms per household in recycling
and 327 kilograms per household in green waste. 38,591 tonnes of kerbside garbage was
collected equating to approximately 395 kilograms per household.
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
included:
• Lounge suite drop off days at a 50 per cent saving
• Free battery drop off points
• Mattress drop off days
• Hard waste collection for the aged
• Free pick up for unwanted metal products
• White goods disposal information provided
• Quarterly "Rethink Your Rubbish" newsletter produced with handy tips and information on
disposal of all kinds of waste.
Council has made tremendous progress in reducing waste to landfill, and the Waste
Management Strategy aims to continue this trend over the next four years.
Mt Brandon landscape works
The first stages of the Mt Brandon Landscape works were completed in May 2014. The works
involved the construction of a new sealed shared trail on the Barwon River in Highton, stretching
from the Highett Road wetland around the eastern side of the gully through to Old Flour Mill
Road, linking the old and new part of the reserve. The new track adds to an extensive network of
paths that extend along the Barwon and Moorabool Rivers.
The area, already used extensively by local residents and visitors, will improve buffer zones
between the residential development and the informal recreational areas. The new unsealed
path will link to Bunyip Pool and the existing Buckley Falls stairs.
The Mt Brandon Landscape works include the associated earthworks, drainage, fencing and
retaining wall construction and has been funded partly by the Barwon River Parklands Project.
Ramblers Road foreshore erosion mitigation sees immediate results
Severe erosion to a section of beach immediately south west of Point Richards, at the north
eastern end of Ramblers Road Foreshore, occurred in June 2013. Immediate action was
required that could be established in a short timeframe, with a decision made to place additional
sand in order to create a small primary dune and use sand fencing, with the primary aim of
preserving the reintroduced sand.
Dune or sand fencing has been used over many centuries to control wind erosion and
encourage dune stability. Sand fencing is typically used above the intertidal zone or at the run-up
limit during storm events which usually coincides with the toe of the primary dune. The question
was asked, if sand fencing is effective in slowing the movement of the wind, thereby causing
airborne sediment particles to drop out of the air column, could similar structures be used to
cause sediment particles in the water column to react in a similar manner?
At Point Richards positive results were realised almost instantly. The fence is protecting the reinstated dune and is also effective in promoting the accumulation of a substantial quantity of
sand on both sides of the fence.
The accumulation reached the maximum capacity with any additional sediment over topping the
concrete panel wall. It was decided to establish an additional fence, parallel to the exiting fence,
five metres down the beach with the aim of "growing" the beach into the intertidal zone. This
fence has also proved effective in promoting the accumulation of a substantial quantity of sand
and subsequently broadening the beach. It is estimated the high water mark is now ten metres
seaward of the point it reached as a result of the storm events of June 2013. The area with the
sand fence remained largely undamaged from the storm events in late June 2014.
Future Directions
The next 12 months will see the City of Greater Geelong continue to work towards achieving the
objectives and priorities that have been set within City Plan 2013-2017. An extensive list of
actions can be found in the 2014-2015 update of City Plan. Below are just some of the key
projects and programs we will be focusing on:
• Finalise development and commence implementation of the new Environment Management
Strategy.
• Review and develop the new Greenhouse Strategy.
• Continue the implementation of the Waste Management Strategy which will guide waste
initiatives and continue increased waste recovery.
• Organising the Sustainable Living Expo and Sustainable House Day 2014.
• Fast tracking the Sustainable Farms Project which will create 1,000 jobs through sustainable,
cost efficient, large scale food production.
• Beacon Point cliffs land slippage mitigation works.
• Continuing the work of Future Proofing Geelong.
• Construction of Drysdale landfill's cell six and continue the rehabilitation of the Corio landfill
site.
• Ongoing management of Council's environmental reserves, coastal and conservation reserves
for weed control, pest animals, revegetation, ecoburns and conservation management.
• Completing the Resource Recovery Feasibility Study which will inform the further development
of the long-term waste strategy and the location and function of future resource recovery
centres.
• Continue water saving programs and energy efficiency projects at Council facilities.
• Implement the use of geographic information system capabilities and mobile information
technology to record and monitor biodiversity assets.
• Developing a Council position on onshore gas extraction including coal seam gas, tight gas and
fracking.
Challenges
Some of the challenges facing us in the pursuit of a sustainable built and natural environment
include:
• Challenges in legislation resulting in more responsibilities being transferred from State to local
government.
• The need to implement plans to protect biodiversity, arrest erosion and halt the intrusion of
animal and plant pests, coastal erosion, 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.
• 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 Environment Protection Authority (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 the rise in the EPA levy.
• Providing for future waste planning for disposal and recycling with the limited life of the
Drysdale landfill site.
• Extreme weather conditions and the impact on council facilities and the community.
• Implementing affordable and sustainable building practices resulting in reduced demand on
natural resources and a decrease in greenhouse gas emissions.
• Competing needs for land within Geelong due to population change.
• 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.
Priority: Enhance and protect natural areas and ecosystem health
We have a natural environment rich in diversity. Protecting our native plants and animal habitats,
limiting pollution, greening the city and using our natural resources wisely is important and
demonstrates our commitment to sound environmental management.
We will continue to enhance our natural areas by:
• Protecting and restoring our biodiversity.
• Engaging the community in protecting our natural areas.
• Limiting the loss of native species and natural areas and continuing indigenous plantings.
• Protecting our coast, waterways and wetlands.
• Continuing the development and implementation of reserve master plans in order to improve
the quality of public open spaces.
• Building community and agency partnerships.
Progress Indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
Type of
indicator
D
Indicators
Number of state and
Target
3 Strategic
Result
N
Comments
Two draft plans were
D
D
D
D
M
nationally significant
reserves actively managed
through a strategic
management plan
Percentage of council
owned conservation
reserves permanently
protected by fencing,
planning controls and/or
conservation agreement
Kilometres and area of
noxious weeds controlled
on Council reserves and
roadsides
Management
Plans
developed per
annum
Increase
Net gain in vegetation grasses, shrubs and trees
planted by Council
Minimum
20,000
plantings per
annum
Increase of 400
per annum
20 wetlands per
annum
Net increase in street trees
Number of wetlands
assessed for ecosystem
health including blue green
algae
prepared.
P
300 kilometres
of roadside and
500 hectares of
reserves per
annum
Y
Y
Y
Y
The City is currently
collecting base line
data for this indicator.
Targeted weed control
on 300km of roadsides
and within reserves
totalling approximately
500 hectares, along
with 50 hectares of
aquatic reserves and
8km of creek reserves.
Approx 30,000
plantings undertaken in
2013-2014.
Increase of 623 trees.
Target achieved for
2013-2014.
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Access to The Dell eastern access pathway
Biodiversity assessment stage three
Buckley Park staircase construction
Clifton Springs coastal erosion mitigation works - completion of revetment wall
Coastal and conservation reserves and infrastructure maintenance
Council environmental reserves maintenance and improvement works
Curlewis landslide control works
Friends of Buckley Falls contribution
Status
C
A
C
A
B
B
C
A
Roadsides for Conservation and Fire Management program
Tree Planting projects
Corio North tree planting
Eastern Park Tree Planting
Greenway Project - tree planting of Ted Wilson Trail
Open space tree planting in Cloverdale
Tree planting, establishment and aftercare
Water programs
Geelong Healthy Waterways program
Stormwater Quality Management Plan implementation
Water Quality programs
A
A
A
A
A
B
B
B
B
Priority: Support our community to live sustainably
We will provide leadership and guidance to maximise environmental sustainability outcomes,
reduce greenhouse gas emissions and support progress towards a carbon-neutral city.
We will:
• Continue to implement the Climate Change Adaptation Strategy.
• Investigate and facilitate renewable energy opportunities.
• Lead the way in waste management practices and continue to reduce the amount of waste to
landfill.
• Encourage increased use of alternatives to car transport and seek efficient traffic movement
throughout the municipality.
• Work in partnership with residents and communities to educate them on lifestyle choices and
practices.
• Encourage buy local and sustainable purchasing behaviours.
Progress indicators:
Y = Target achieved
N = Target not achieved
Type of
indicator
D
D
D
Indicators
Target
Community satisfaction
rating for overall
performance in waste
management
Community satisfaction
rating for overall
performance in
environmental
sustainability
Participation rates in
Council sponsored
Meet or exceed
Victorian Council
average
Meet or exceed
Victorian Council
average
Participation rates
are 75% of
Result
Y
Comments
Result was 75, higher
than the State average.
Result was 62, on par
with State average.
Y
Y
Participation in
sustainable living
sustainable living
programs and activities
Waste minimisation
kg/household
I
I
Number of bicycle riders
counted on "Super
Tuesday" (held annually
in March)
capacity
Recycling - 350kg
Green Waste 340kg
Garbage - 400kg
N
N
programs and activities
continues to increase.
279kg/household.
327kg/household.
Y
395kg/household.
Y
Overall the number of
riders increased by 6.4%
compared with previous
count .
Increase
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Future Proofing Geelong
Inclusion of Climate Change impacts in the Infrastructure Development
Guidelines.
Ocean Grove/Barwon Heads Summer Shuttle Bus
Hard Waste programs
Hard waste disposal Initiatives
Hard waste pick up service for eligible Home and Community Care (HACC)
clients
Status
B
A
B
B
C
Priority: Advocate for and promote sustainable design and development
We will ensure we meet environmentally sustainable development standards in an effort to
reduce the region's carbon footprint and encourage the same throughout the community by:
• Ensuring strategies, planning processes and urban design reflects community desires to be
living in sustainable places.
• Promoting sustainable design and retrofitting.
• Acknowledge the community's desire to have their say and be involved in planning for the
future of Greater Geelong.
• Maximising investment and opportunities for green corridors, green belts and parks.
Progress indicators:
Y = Target achieved
NA = Data not available
Type of
indicator
D
M
Indicators
The existence of
programs and
activities that
promote
residential and
commercial
buildings
achieving above
mandatory
standards
Percentage of
new residential
and commercial
buildings
achieving above
mandatory
standards
Target
Maintain two
programs and
minimum two
activities
Result
Y
Increase
NA
Comments
The Future proofing and
EcoChallenge@home
programs were continued in
2013-2014, and Sustainable
house Day and Barwon
Heads Festival by the Sea
events were successfully
held
The source for this data is
difficult to obtain - indicator
will be reviewed in 20152016 City Plan Update
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Implement and promote actions within Councils Sustainable Buildings Policy
Promotion and assistance with National Sustainable House Day
Status
B
B
Priority: Minimise our environmental footprint
We want to make sure that all decisions made by staff and Council have a positive impact on our
natural environment.
We will:
• Continue to seek methods of reducing energy, water and waste consumption.
• Consider environmental impacts when designing and delivering capital projects and providing
services.
• Demonstrate leadership and share and embed our skills and knowledge within the community
and surrounding local organisations.
Progress indicators:
Y = Target achieved
P = Progressing/awaiting data
Type of
indicator
D
Indicators
Target
Council greenhouse
gas emissions by
sector (waste, fleet,
buildings)
Decrease
Average fuel use
per vehicle in
Council's fleet
Decrease
Y
D
P
Council's potable
water consumption
D
D
D
D
D
D
Results
25% reduction in
potable water
consumption by
2015 and a 30%
reduction by 2020
Council waste (solid
and green) diverted
from landfill (kg and
percentage)
Usage rate for
transfer
stations/resource
recovery centres
(transactions per
annum)
Landfill pollutant
levels for odour,
dust, complaints,
groundwater and
gas leaks
Average electricity
usage of top 10
emitting buildings
63%
60,000 tonnes
Percentage of new
90%
Drysdale - 31,000
North Geelong 62,000
Y
Y
Y
Meets compliance
requirements
Comments
Council greenhouse gas
emissions show a 4%
decrease from the 20122013 financial year (42,703
tCO2) to 2013-2014 financial
year (40,907 tCO2).
This is the first year that this
indicator has been tracked
with the following results:
ULP - 10.22 lt/100kms
LPG -14.45 lt/100kms
Diesel - 9.32 lt/100kms
These will form the base
year figure for future
reporting.
Council has achieved the
25% reduction in potable
water consumption and it
continues to decline each
year. In 2013-2014
470,347kl were used, 35%
below the target.
Targets achieved for 20132014.
Overall usage rates were
achieved with 93,566
transactions (Drysdale 28,406 and North Geelong 65,160).
Annual Compliance
Reporting targeting met.
Y
10% reduction on
2012-2013 usage
P
P
8.5% reduction in electricity
usage in first year–
Splashdown cogeneration
plant appears to be
significantly contributing to
this decrease.
Only 2 of the 14
council buildings
that meet our
Sustainable Building
Policy
D
I
Number of
environmental
incidents as defined
by council policies
and standards
Contamination rates
with kerbside
collection
Nil
Y
7% or lower
Y
buildings/renovations
completed in 2013-2014
complied with the policy
however this was because
the majority went through
the design phase prior to the
policy being developed.
There have been no
environmental incidents
associated with City
Services works in the last 12
months.
Started at 13% and dropped
to 7.7% following the plastic
bag campaign.
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Clean energy buildings, plant and equipment upgrades
Clean energy hot water service replacement
Development of an integrated water cycle management plan
Geelong Botanic Gardens irrigation system upgrade
Green mulch trial at Geelong Botanic Gardens
Implementation of Greenhouse Strategy and Local Action Plan
Landfill works
Corio landfill rehabilitation
Drysdale landfill - construction of cell six
Drysdale landfill evapotranspiration cap study
Status
D
D
C
C
C
C
C
C
C
Explanation of actions on hold or not progressing:
Action
Clean energy - buildings, plant and
equipment upgrades
Clean energy - hot water service
replacement
Explanation
Funding application for government funding was
unsuccessful so project could not proceed.
Funding application for government funding was
unsuccessful so project could not proceed.
How We Do Business
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.
Achievements
Record breaking results achieved in planning permit applications
Council has been focusing on improving the building and planning application process over the
past two years, and this has resulted in a dramatic improvement in the number of applications
being completed within the designated timeframes. This means more Geelong residents have
been issued with a permit from the time of lodging their document to receiving their permit.
In 2013-2014, 76 per cent of planning permit applications were completed within the timeframe
prescribed under the Planning and Environment Act, a 27 per cent increase on 2011-2012
results, and nine per cent higher than the State wide average. This included a record result of 81
per cent in April and May 2014.
In addition, the percentage of domestic building permits processed within four weeks has
improved 18 per cent since 2011-2012.
The Planning Department worked very hard to achieve these results by implementing a number
of process improvements, as well as an upgrade to its monitoring software allowing officers to
monitor exactly what stage each application has reached.
This trend is expected to continue with the new VicSmart system which will be launched in early
2014-2015, which will streamline the planning process meaning 10 day turnaround times for 12
of the most common types of planning applications.
Percentage of building applications
processed within timeframe
Percentage of planning applications (DA)
completed within 60 statutory days
2011-2012 %
71
2012-2013 %
83
2013-2014 %
89
49
59
76
Responding to residents requests
Despite an 18 per cent increase in the number of requests responded to in 2013-2014, the
organisation continued to improve the percentage completed within timeframe by two percent on
the previous year.
In 2013-2014 the City of Greater Geelong responded to 92,092 requests for service, with 86 per
cent of these completed within the designated timeframe. Requests for service are generally
made by residents and businesses for a range of services from missed bin collections, animal
complaints or tree maintenance to potholes or damage to amenities.
Each request for service type has a designated completion timeframe. The City of Greater
Geelong closely monitors requests for service completion rates across all service areas to
ensure community expectations for service levels are being met.
Performance in this area over the past three years is represented below. Since 2011-2012 there
has been a steady increase in our performance of responding to requests within timeframe
despite a marked increase in the number of requests.
No. of requests for service received
% completed within timeframe
2011-2012
80,475
81
2012-2013
78,223
84
2013-2014
92,092
86
Customer Service continues to deliver outstanding results
In 2013-2014 the City of Greater Geelong received 181,086 telephone calls to the designated
customer contact centre and 131,476 customer visits to the eight service centres across the
municipality. On average, 78 per cent of face-to-face enquires and 68 per cent of telephone
enquires were resolved at the first point of contact. Whilst this figure is still below our target of 80
per cent, this has steadily increased over the past two years despite the increasingly complex
nature and breadth of Council's services.
To assist in measuring performance and identifying opportunities for continuous improvement
Customer Service Benchmarking Australia are engaged to conduct independent mystery
shopping research with the customer contact centre. 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 industry averages. Customer Service
Benchmarking Australia also identifies areas for improvement.
The following represents a summary of performance over the past 12 months, compared to the
previous financial year and the industry average.
The City continued to improve on the already outstanding results. Results were higher than both
the previous year and the industry average across all categories other than "Getting through".
This directly correlates to average call connect time which also increased three seconds in 20132014. This was the result of the introduction of Interactive Voice Recording to the Customer
Contact Centre in late 2013. This technology routes customers wishing to make routine
payments to a pre-recorded function, rather than dealing with an officer, which causes a slight
delay at the front end of the call. Whilst this score has declined, officers are able to dedicate their
talk time to more meaningful customised tasks other than taking routine payments.
Customer Contact Centre Telephone Performance
2013-2014 City
of Greater
Geelong (%)
2012-2013 City
of Greater
Geelong (%)
Greeting
Getting
Through
Best
Practice
Manner
Acceptable
Manner
Communication
Service
Delivery
99
64
96
100
98
97
98
74
94
100
97
95
2013-2014
Industry
Average (%)
89
65
85
98
94
83
Building a culture of community engagement
The City of Greater Geelong committed to conducting effective community engagement as one
of the key priorities of City Plan 2013-2017. This ensures we best meet the needs of the
community by ensuring planning and decision making is based on an understanding of the
needs and aspirations of the community. In the past twelve months this has been strengthened
by the development of a new Community Engagement Policy, which was adopted by Council in
June 2014. The policy recognises the International Association for Public Participation (IAP2)
core values and refers to the IAP2 Public Participation Spectrum.
To ensure community engagement activities are managed and conducted consistently across
the organisation, an internal Community Engagement Hub was developed and launched in May
2014. The hub provides staff with all the online resources needed to understand, plan,
implement and record community engagement activities within Council. To complement this, an
internal training program was developed to educate staff around Council's approach to
community engagement as well as specific community engagement techniques and strategies.
This program will be rolled out in 2014-2015.
One of the commonly used forms of community engagement the City of Greater Geelong uses is
face-to-face surveying, which is used to gain public opinion and feedback at events and various
other locations throughout the municipality. In 2013 a number of mobile tablets were purchased
to conduct these surveys. This has seen huge efficiencies and a considerable cost saving as the
process is now online, with reduced administrative time taken to produce and analyse results. It
also allows the surveyors to operate paper free.
Building our social media presence
Social media has developed into a key communication, marketing and feedback tool for the
organisation in the past twelve months. The Geelong Australia facebook page now has over
5,000 likes and the Mayor has over 47,000, whilst the Geelong Mayor Twitter account has
112,000 followers. Posts and monitoring occurs seven days a week from 6.30am to 9.30pm.
On average, each post from the Mayor on facebook reached over 30,000 followers, gets 164
comments, 1,372 likes and 66 shares.
Lobbying for Geelong
Council recognises that collaborating with all levels of government and building business
partnerships with the private sector are crucial to the long term success of the municipality. In
early 2014 the Mayor and Councillors confirmed the top eight "big ticket" priorities that require
state, federal and/or private sector funding to come to fruition. Full details on these can be found
in the Funding Priorities 2014 document, available on our website.
In 2013-2014 Council lobbied for funding on numerous projects to ensure Geelong's future
prosperity and success. Just some of these included:
• Yarra Street Pier.
• Revitalising Central Geelong through the Central Geelong Action Plan projects.
• The Land400 Capture Project - advocating for Geelong to become the home of manufacturing
operations to produce the Land400 combat vehicles for the Australian Defence force.
• Securing Jetstar's services at Avalon.
• Enterprise Geelong continued to work with the private sector to attract new investment and
drive economic growth in existing and emerging industries within the region.
• Increasing the Federal Government's Industry Growth Fund.
• Lobbying for the WorkCover Authority headquarters to move to Geelong.
• Portarlington Safe Harbour redevelopment.
• New and upgraded community infrastructure to meet growing community needs including the
Northern ARC Health and Wellbeing hub redevelopment (Waterworld/Corio Library/Centenary
Hall precinct).
Establishment of the Women in Community Life Advisory Committee
In July 2013 Council approved the establishment of the Women in Community Life Advisory
Committee. The committee provides advice to Council on matters relating to increasing women's
participation, representation and leadership in community and civic life. This includes highlighting
barriers to women's participation as well as increasing access for women to participate in high
level decision making processes.
The committee is made up of twelve members with diverse community networks and a
demonstrated passion for furthering equality and participation. It is guided by the Victorian Local
Government Women's Charter which is supported by around 60 councils.
The Committee was fortunate to welcome the Governor-General, Her Excellency the Honorable
Quentin Bryce to their meeting in November 2013.
Developing our employees
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.
Over $1.15 million was spent on training and development across the organisation in 2013-2014,
however this figure does not capture the full extent of training, as in many cases it is provided
internally at no external cost to the organisation.
Highlights of the training calendar included:
• Implementation of new and exciting programs on the Corporate Calendar including Difficult
Conversations, Understanding self and others and GROW program.
• Over 90 employees from various divisions and departments received formal qualifications in all
forms of Frontline Management, Project Management and Training and Assessment. This
provides employees with a national accreditation at higher levels as well as the ability to conduct
accredited training within their respective areas. This will ensure a consistent approach to
training across the organisation.
• New qualifications were introduced to assist our employees and the community better. Cert IV Disability, Diploma in Business and also Cert IV - Local Government. Over 45 employees will be
graduating shortly.
• Contact Officers were provided with 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.
• Industry specific training was also conducted within each department to ensure our employees
have the most up to date knowledge on each respective field of employment.
• New leadership programs are being created and will be commencing in early 2015 which will
strongly feature the Leadership Capability Frameworks within our organisation. All areas of
management will be highly involved in this process to achieve maximum results.
These are just some of the training and development opportunities that were added to the
annual training calendar. Other sessions ranged from dealing with Zero inbox, computer
programming, assertiveness skills and recruitment skills.
Well4Life - making healthy living a priority for our staff
The Well4Life program aims to make healthy living a priority for all staff and contributes to a
healthier and happier workforce.
A wide range of activities were undertaken during 2013-2014, designed to meet the diverse
range of staff needs, including being actively involved in the Achievement program through
Healthy Together Geelong. The City also participated in the 2013 Victorian Club Red Challenge
resulting in first place and contributing 283 blood donations to transform the lives of 849
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. There were also financial and superannuation sessions
provided to ease our employees into the dream of retiring comfortably, provided by external
specialists.
To achieve a greater understanding on the importance of our employees health and wellbeing,
the team within Well4Life and Training and Development conducted "road shows" at a number of
the organisation's office and depot locations to inform all employees of events that were
happening and more information on the program.
Our 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.
Workplace injuries and reported incidents
In 2013-2014 the total number of reported workplace injuries decreased from 338 to 318,
however the number of lost time injuries per million hours worked (Lost Time Injury Frequency
Rate) increased from 14.6 in the previous year, to 16.2. Medical treatment incidents have
decreased from 26 in 2012-2013 to 17 in 2013-2014.
Overall, the organisation has continued to experience continued reporting of incidents - for
example the reporting of "near miss" incidents which result in no injury have increased from 79 in
2012-2013 to 95 in 2013-2014.
This highlights the proactive efforts of the organisation to ensure that all incidents, no matter how
big or small, are reported and investigated - helping to result in a safer workplace.
Minor Incident
Medical Incident
Lost Time Incident
Near Miss
2009-2010
211
13
45
32
2010-2011
182
33
44
56
2011-2012
224
16
49
76
2012-2013
280
22
36
79
2013-2014
260
17
41
95
This improved performance can be attributed to a number of initiatives undertaken in the past 12
months including:
• The delivery of over 30 joint Occupational Health and Safety (OHS) information presentations
by council staff and the Australian Services Union to over 1,000 Council employees covering
topics such as hazard reporting, health and safety representatives, issue resolution and safety
consultation.
• Continued implementation of the City Services OHS Strategy to identify and action proactive
safety initiatives to address injuries.
• New Standard Operating Procedures for the City Services division.
• A Safety Innovation program within the City Services division aimed at collecting innovative
ideas from employees about how safety could be improved, and implementing these ideas
through a steering committee.
• Continuation of the CitySafe self assessment audit program.
• Audits of contractor activities to ensure continued adherence to the organisation's OHS
standards and requirements.
• Corporate OHS training sessions, with 206 participants attending (equating to 1,419 hours).
These statistics do not include the many job specific health and safety training activities that are
carried out by individual departments.
• Continual review and improvement of Council's Safety Management System (OHS policies and
procedures).
Financial Sustainability Review update
A high level Financial Sustainability Review of Council was undertaken to provide
recommendations on the overall efficiency and economy of its operations.
The Four Priority findings from this review are the need for:
• Greater emphasis on Strategic Asset Management;
• A review of the Strategic Resource Plan, ten year long term financial plan and ten year Capital
Works Program;
• Introduction of Service Planning to enable comparative choices to be made about the range of
services and level of services provided and operating costs; and
• Revision of the Budget process incorporating the outcomes of Service Planning and improved
capital evaluation processes.
The following is an update as at 30 June 2014 of each of the priority actions currently being
undertaken as part of the Financial Sustainability Review implementation.
• Service Planning
The objective of service planning is to ensure that our services are financially sustainable in the
long term, that they are efficient and effective and that they are provided to the community at an
acceptable standard and provide good value for money. 125 services have undertaken a high
level review as part of the Service Planning Process which is now nearing completion. Service
planning will assist in developing options in how we offer services in the future and form the
basis for those services selected for further review.
• Budget process review
The budget process was reviewed resulting in the introduction of the "Community Concepts"
program. The program resulted in over 200 concepts being submitted by the community for
consideration in the development of the 2014-2015 Budget. Further changes to improve the
process will be looked at in the next 12 months.
• Strategic Asset Management Review
Council participated in the 2014 MAV National Step Program for the continued improvement of
Asset Management at Geelong. The program is mainly addressing and actioning the advanced
asset management functionality checklists. Long term financial planning implications for renewal
funding are also a key focus with the possible introduction of new models to assist Asset
Managers.
Significant improvement actions are currently underway and will continue in 2014-2015.
• Project Management Review
The Project Management Review working group is working through the project management
process. The current focus is on the initiation stage of projects and business justification
components.
Work will continue on these projects throughout 2014-2015.
New Information Services Strategy delivered
The Information Services Strategy 2013-2016 was finalised and the first year of the plan is
underway. The strategy provides the City of Greater Geelong with a direction for its information
technology and services undertakings for the next three years. The strategy is aligned with City
Plan and along with the IS Strategic Action Plan will deliver the aspirations of the executive
management and guide the direction of projects and initiatives.
An extensive business review and consultation process was completed with the Executive
Management Team and all departments of Council in developing the strategy. This highlighted
33 top level plans emanating from six strategic objectives:
• Mobility - in the delivery of services to both the customer and internal staff.
• Information Access - that delivers all appropriate data to wherever and whenever it is required.
• Information Quality - that ensures high quality and efficient capture of data.
• Online Transactions - that moves all appropriate interactions with Council online and available
outside of normal business hours.
• Technology Change - that positions Council to use the most appropriate and efficient platform
for the delivery of its IT related services.
• Communication - that ensures a simple, clear and concise message that builds Councils
relationships with its customers and partners.
Local Government Community Satisfaction Survey results 2014
Each year the City of Greater Geelong participates in the Local Government Community
Satisfaction Survey, a project co-ordinated by the Department of Transport, Planning and Local
Infrastructure (DTPLI) on behalf of 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 of Greater Geelong's results:
• Geelong performed well in 2014 on all five core measures (Overall Performance, Customer
Service, Advocacy, Community Consultation and Engagement, Overall Council Direction)
comparable with or higher than the State-wide averages.
• Residents perceived Council to be heading in the right direction with scores for Overall Council
Direction increasing significantly for the second consecutive year. This exceeded both Regional
Centres and State-wide averages. Positive views of Geelong's Mayor and Councillors (both cited
as one of the best things about Council) most likely contributed to the positive outlook.
• Waste management improved significantly from the previous year's result.
• The highest performing services were Waste Management and Customer Service with 93 per
cent of respondents rating waste management and 91 percent rating customer service as
average, good or very good. Arts Centres and Libraries and Recreational facilities were also in
the highest rated services.
• Areas identified for improvement included parking and facilities, planning building permits,
Council's general town planning policy, community consultation and engagement and condition of
sealed roads. These areas of improvement are being addressed in the implementation of City
Plan 2013-2017.
The final report on the City of Greater Geelong's 2014 survey results can be viewed at
www.geelongaustralia.com.au.
Future Directions
The next 12 months will see the City of Greater Geelong continue to work towards achieving the
objectives and priorities that have been set within City Plan 2013-2017. An extensive list of
actions can be found in the 2014-2015 update of City Plan. Below are just some of the key
projects and programs we will be focusing on:
• Replacement of the City of Greater Geelong telephony system.
• Roll out of the MyGeelong web program.
• Continue projects emanating from the Financial Sustainability Review.
• Implement year two of the Information Services Strategy which sets Council's corporate
information technology strategic direction to ensure synergy with business objectives.
• Review the provision of Council's Customer Service Centres.
• Implement the Local Government Performance Reporting Framework indicator reporting.
• Implement the new VicSmart system which will streamline the planning application process.
• Undertake the Electoral Representation Review.
• Continue advocacy to State and Federal Government and private enterprise to progress
Council's funding priorities.
• Completion of the Buildings Asset Management Plan inclusive of community service levels.
• Completion of the General Local Law Review.
• Implement community engagement training program.
• Continue to develop social media channels and content.
• Further developing the Women in Community Life Advisory Committee which provides advice
to Council on matters relating to women's participation, representation and leadership in
community life.
• Finalise Enterprise Agreement.
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 defined benefit superannuation shortfall.
Priority: Lead by advocating and collaborating on issues important to the Greater
Geelong community
The City of Greater Geelong recognises that collaboration with all levels of government is
required in order to meet all of our communities needs. By working in partnerships with other
levels of government, we are able to access greater resources and coordinate strategic
responses to issues as they arise. We will:
• Advocate on the community's interests to State and Federal governments.
• Develop and foster partnerships that offer wellbeing, economic and environmental opportunities
for our municipality.
• Work with other governments and organisations for the benefit of the local community, city and
region.
Progress indicators:
Y = Target achieved
Type of
indicator
D
Indicators
Target
Community
satisfaction with
Council's advocacy
and community
representation on key
local issues
Meet or exceed
Victorian Council
average
2013-2014 Business Plan Action
Results
Comments
Result was 58, on par with
Council State wide average.
Y
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Establish the Women in Community Life Advisory Committee
G21 Contribution
Status
A
B
Priority: Efficient and customer focused organisation
Our goal is to be a customer-focused organisation that considers the customer's perspective and
delivers efficient and effective services to meet the growing needs of our community. This is
underpinned by our Customer Service Commitments and Customer Service Strategy. We are
committed to:
• A "can do" culture.
• Delivering our services with integrity and simplicity in a convenient way.
• Being responsible and timely in responding to the community.
• Using technology effectively to improve business functions and deliver benefits to the
community.
• Providing efficient and value for money services and programs.
• Ensuring programs and services meet the current and future needs of the community.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
Type of
indicator
D
Indicators
Target
Percentage of
correspondence
responded to within ten
working days
Average total connect
time (seconds)
80%
D
D
D
Percentage enquiry
resolution (resolved at
point of contact)
Customer Service
Index - getting through
(60 per cent time to live
Results
N
Equal to or
less than
previous
year
N
80%
N
Equal to or
greater than
the previous
P
Comments
Result was 76.3%, slightly
below target however 4%
increase on previous years
result.
Average connect time was 18
seconds, a slight increase on
previous year but still below
the Council benchmark of 20
seconds.
68% of calls where resolved at
the point of contact.
The Index result for 2013-2014
was 64, however this is not
comparable to previous years
D
operator, 40 per cent
greeting skills)
year
Customer Service
Index - service delivery
(50 per cent manner,
50 per cent enquiry
resolution)
Community satisfaction
with customer contact
Equal to or
greater than
the previous
year
D
D
D
D
D
D
D
Percentage of
Requests for Service
(RFS) completed on
time
Overall community
satisfaction with
Council performance
Percentage of building
applications processed
within timeframe
Meet or
exceed
Victorian
Council
average
Greater than
85%
Meet or
exceed
Victorian
Council
average
Greater than
80%
Percentage of planning
applications (DA)
completed within 60
statutory days
Greater than
80%
Community satisfaction
rating for overall
performance in town
planning policy and
approvals
Community satisfaction
rating for overall
performance with
planning and building
permits
Meet or
exceed
Victorian
Council
average
Meet or
exceed
Victorian
Council
average
2013-2014 Business Plan Action
results due to the inclusion of
"timed out" calls in this year's
figures. This result will form the
baseline for future years .
Index score was 97 compared
to 95 in previous year.
Y
Result was 73 which is on par
with State wide average.
Y
Y
More than 92,000 RFS were
received with 86.4% completed
on time.
Result was 62, higher than the
State wide average.
Y
Y
N
89.6% of building applications
were processed within
timeframe, a 6% increase on
previous year.
76% of planning applications
were completed within 60 days
and whilst this was slightly
below target, it was a
significant improvement on the
previous two years results
(49% and 59%).
Result was 53 which was on
par with State wide average.
Y
Result was 51 which was on
par with State wide average.
Y
Key to Status Symbols
A Completed
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Bridge upgrades - major renewal works
Develop new Information Services Strategy
Drainage design and construction program
Implement new Aged Care Management System
Kerb and channel renewal program
Maintenance management system implementation
North East Lara main drainage / flood mitigation works
Roads - construction and design including local roads, Federal Roads
Program and Vic Funded works
Special Rates and Charges to carry out roads, footpaths, kerb and channel
and drainage works
Traffic management - investigation, design and construction
Streetscapes
Bell Post Hill roundabout beautification projects
Roundabout upgrades in the Corio ward
Separation Street Bell Park - parking management improvements
Thorburn St, Bell Park - indented car park
Status
B
A
B
A
B
C
C
B
B
B
A
A
A
D
Explanation of actions on hold or not progressing:
Action
Thorburn St, Bell Park - indented car park
Explanation
Project did not proceed.
Priority: Responsible and sustainable financial management
We will provide a sound financial basis that supports our strategic priorities and enables us to
deliver and maintain infrastructure and services to ensure the sustainability of our region into the
future. We will:
• Responsibly manage ratepayers' funds in the delivery of services and programs.
• Maintain a strong financial position and a sustainable debt level.
• Be consistent with our asset management strategies and policies.
• Strive to maintain the condition of our community assets.
Progress Indicators:
Y = Target achieved
N = Target not achieved
Type of
indicator
D
D
D
Indicator
Target
Liquidity - working
capital ratio
Current assets to
current liabilities
ratio between 1 and
1.5
Loan borrowing is
less than 60% of self
funded revenue
Operating surplus is
1% of total operating
revenue
Loan Borrowing
relative to self
funded revenue
Underlying resultOperating surplus as
a percentage of total
operating revenue
Investment gappercentage of
Capital expenditure
funded by
depreciation
D
Result
Y
Y
N
80% or higher
N
Comments
Working Capital Ratio was
1.42.
Loan borrowings were 29%
of self funded revenue.
2013-2014 result was 3.04%. Recurrent deficit
due to less than budgeted
government grants income
.
Percentage of capital
expenditure funded by
deprecation was 64% due
to the large Capital Works
budget. Capital
Expenditure included
Geelong Library and
Heritage Centre and the
Boorai Centre which were
funded by government
grants and loans.
2013-2014 Business Plan Action
Action
Complete the 2014 Municipal Revaluation
Completion of the Buildings Asset Management Plan inclusive of community
service levels
Introduction of the Fire services Property levy on council Rates notice and
provide customer support for this change
Status
A
C
A
Priority: Motivated and skilled staff in a safe work environment
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. A safe work environment will be provided by maintaining occupational health and
safety (OHS) processes which meet and exceed current legislative standards and by regularly
providing OHS and broad based training to all our staff. We will:
• Have a highly skilled, effective and adaptable workforce.
• Provide consistent communication to staff and engage them in decision making processes.
• Provide training and development opportunities for continuous improvement and OHS
processes.
• Strive to be an employer of choice with staff who possess a can-do attitude.
• Provide effective risk management procedures and maintain a safe work place.
• Promote health and wellbeing programs
• Promote work-life balance opportunities.
Progress indicators:
Y = Target achieved
N = Target not achieved
P = Progressing/awaiting data
NA = Data not available
Type of
indicator
D
D
Indicator
Target
Percentage of
operating budget
allocated to training
and development
Staff absenteeism
(percentage of hours
paid - excludes Family
Leave)
Turnover of permanent
staff
Equal to or
greater than the
previous year
D
D
D
D
D
Overall staff
satisfaction rating
Lost time injury
frequency rate (number
of lost time injuries per
million hours worked)
Lost time incident
duration
Employer Claim Cost
Rating
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
Results
Y
2% or lower
N
Equal to or less
than the industry
average (annual
result)
Greater than 3.8
(result out of 5)
17.42 or lower
P
NA
Y
Equal to or less
than the industry
average (annual
result)
Equal to or less
than the industry
average (annual
result)
Y
Y
Comments
Budgeted amount was
on par with previous
year.
Staff absenteeism was
slightly above target at
2.84%.
Result was 7.2%
however industry
averages are not yet
available. The result
was on par with the
previous two years
results.
Survey not conducted in
2013-2014.
Result was14.6,
significantly below
target.
Result was less than
industry average by
26%.
Result was less than the
industry average by
17.9%.
B Completed for 2013-2014/ repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Actively seek feedback to continuously improve training and development
opportunities for staff within Council
Implement the CitySafe Long-Term Safety Strategy for the City Services
division
Ongoing review and communication of CitySafe procedures
Provide training and development opportunities to enhance and support
potential leaders throughout the organisation
Status
B
B
B
B
Priority: Informed and engaged community
Engagement activities will be offered widely and openly to ensure the community has the
opportunity to participate in decision making processes and is informed about matters that
impact on their lives.
We will do this by:
• Communicating through a variety of mediums to reach our community.
• Engaging with our customers and the broader community to better understand their needs and
concerns and provide them with feedback about their input and decisions made.
• Being open and transparent.
Progress Indicators:
Y = Target achieved
N = Target not achieved
Type of
indicator
D
D
D
Indicator
Target
Community satisfaction
with overall
performance in
community
engagement
Community satisfaction
rating for overall
performance in
informing the
community
Percentage of
consultations where
feedback is required
provided to participants
Meet or exceed
Victorian
Council average
Meet or exceed
Victorian
Council average
Results
Comments
N
Result was 54, below
the State wide average
of 57.
Y
Result was 61, on par
with the State wide
average.
90%
N
66% of consultations
had feedback provided
to participants.
2013-2014 Business Plan Action
Key to Status Symbols
A Completed
B Completed for 2013-2014/repeated annually
C In progress, continuing in 2014-2015
D On hold or not proceeding
Action
Community engagement training to staff who conduct these activities, based
on the International Association for Public Participation (IAP2) principles.
Corporate banner and billboard program
Publication and distribution of Annual Calendar
Publication and distribution of Community Update six times per year
Publication of City News advertising weekly
Social media stage two
Undertaken internal plain english campaign
Status
B
B
B
B
B
A
B
Community engagement events in 2013-2014
In 2013-2014, the City engaged on over 70 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, paperbased and online surveys, public meetings/forums, workshops and ongoing working groups.
The following is a list of all projects engaged on during 2013-2014:
Title
Amendment C247 and Planning
Permit 366/2011 Public Exhibition
Amendment C259 - Armstrong Creek
Horseshoe Bend Precinct
Amendment C266 - Canterbury Road
West Lara
Amendment C267 - Armstrong Creek
Town Centre Precinct Structure Plan
Amendment C274 - Batman Park
Indented Head Heritage Review
Amendment C277 - Leopold Sub
Regional Activity Centre
Amendment C282 - Geelong Gate
Description
Amendment proposing to rezone land in Fairbairn Ave,
Corio and an application for a permit to construct the
neighbourhood shopping centre.
Amendment proposing to rezone rural land to facilitate
its development for urban purposes.
Amendment proposing to re-zone Canterbury Road
West and apply the Special Building Overlay.
Amendment to facilitate the use and development of
the Armstrong Creek Town Centre Precinct.
Amendment proposing to delete four individual heritage
places and replace these with a new heritage overlay
over the whole of Batman Park, Indented Head.
Amendment seeking to rezone land and planning
permits to allow a major expansion of the shopping
centre and a new drainage reserve.
Amendment proposing to rezone the Geelong Gate
Homemaker Precinct
Homemaker Precinct.
Amendment C283 - Drysdale Urban
Design Framework
Amendment proposing to make changes to the
Municipal Strategic Statement and apply new zones
and overlays in accordance with recommendations of
the Drysdale Urban Design Framework.
Amendment proposing to rezone land in Manzeene
Avenue Lara.
Amendment proposing to rezone land for the
Wallington Adventure Park extension.
Amendment proposing to rezone land to allow for a two
lot subdivision, and buildings and works associated
with the existing aged care facility.
Amendment proposing to rezone land and delete the
Heritage Overlay.
Amendment C285 Manzeene Avenue
Lara
Amendment C288 - Wallington
Adventure Park Rezoning
Amendment C289 - 100 Weddell
Road North Geelong
Amendment C291 and Planning
Permit 112/2013 for land at 137-139
Melbourne Road Rippleside
Amendment C295 - Portarlington Golf
Club
Amendment C296 - Simonds Stadium
Geelong
Amendment C297 and Planning
Permit 765/2013
Amendment C298 - 400 Melbourne
Road North Geelong
Amendment C299 - Asbury Street
Ocean Grove
Amendment C300 - Implementation of
the New Residential Zones
Amendment C302 - 302-306
Aberdeen Street, Manifold Heights
Amendment C303 - Forest Road
South, Lara
Amendment C309 - Low Density
Residential Zone Review
Amendment which proposes to rezone the land at 162180 Hood Road, Portarlington from Farming Zone to
Special Use Zone 3.
Amendment proposing to amend the schedule to the
Public Park and Recreation Zone to allow for the
display of promotion and/or major promotion
advertising signage at Simonds Stadium Kardinia Park,
including the light towers.
Amendment facilitating the development of a Coles
Supermarket by rezoning the land at 32 Murradoc
Road.
Amendment proposing to rezone the land from Public
Park and Recreation Zone to Commercial 2 Zone and
apply the Environmental Audit Overlay to the land to be
rezoned.
Amendment proposing to rezone the land from Public
Park and Recreation zone to General Residential zone
and apply Design and Development Overlay 14 to the
land to be rezoned.
Amendment to implement the new residential zones in
the Greater Geelong Planning Scheme.
Amendment proposing to rezone part of the land,
delete the Design and Development Overlay and
include the whole of the land at 302-306 Aberdeen
Street in the strip shopping centre where a gaming
machine is prohibited.
Amendment proposing to rezone the whole site from
Residential 1 Zone to Commercial 1 Zone.
Amendment proposing to implement into the Planning
Scheme the findings of Councils Low Density
Residential Zone Review 2013.
Austin Park redevelopment
Bellarine Peninsula Localised
Planning Statement
Belmont Sunday Market
Central Geelong Presentation
Central Geelong traffic management
Ceres Temperance Hall management
Commercial and Industrial Rental
Property Valuations
Community Concepts for 2014-2015
Budget
Dennis Walter Carols By the Bay
Disability Action Plan 2014-2017
Disability Advisory Committee
Environment Management Strategy
2013-2017
Festival of Sails 2014
G21 Public Transport Strategy
G21 Regional Growth Plan
Implementation Plan
Geelong Celebrates National
Playgroup Week 2014
Geelong Indoor Recreation Facilities
Strategy
Geelong Integrated Comprehensive
Transport Plan
Geelong Park and Ride Shuttle Bus
2014
Geelong Region Skill Shortages 2013
To gather input into the design process for the Austin
Park redevelopment.
To seek public feedback on the draft Bellarine
Peninsula Localised Planning Statement.
To collect feedback to assist in improving the Belmont
Sunday Market.
To determine customer and business satisfaction levels
with various aspects of Council service within Central
Geelong.
To seek feedback from residents, traders, truck
operators and the general public on the truck
restrictions trial and parking in Central Geelong.
To provide information regarding the expressions of
interest process for management of the Ceres
Temperance Hall.
To gather information from owners, managing agents
and occupiers of residential investment flats,
commercial and industrial properties to assist in
producing accurate property valuations.
To provide information to assist those interested in
making a submission to the 2014-2015 Community
Concepts program.
To collect feedback to assist in improving the quality of
the event.
To gather feedback on the draft Disability Action Plan
2014-2017.
To seek expressions of interest from community
members to join the Disability Advisory Committee.
To gather feedback on the draft Environment
Management Strategy 2013-2017.
To collect feedback to assist in improving the quality of
the event.
To gather input into and feedback on the draft G21
Public Transport Strategy.
To gather input into the development of the
implementation plan for the G21 Regional Growth Plan.
To gather participant perceptions of the event.
To gather feedback on the draft Indoor Recreation
Facilities Strategy.
To gather feedback on the draft Geelong Integrated
Comprehensive Transport Plan.
To collect feedback to help evaluate the current
service.
To better understand the range and extent of skill
shortages that employers in the region are currently
experiencing and those they anticipate in the coming
12 months.
Geelong Revival
Geelong Seniors Festival
Geelong West public toilet
construction
General Local Law Review
Hooded Plovers awareness
Lara Heritage Review 2013
Living Words Expo 2014
Local Government Community
Satisfaction Survey 2014
Motor City Music Festival
Municipal Early Years Plan 2013-2017
Municipal Public Health and Wellbeing
Plan 2013-2017
Naming of Reserve - Marnock Rd,
Newtown
National Celtic Festival 2014
Northern Arts Recreation and
Community Hub
Ocean Grove Town Centre Urban
Design Framework
Our Central Geelong
Physical Activity Strategy
Playgroup in the Park 2014
Potato Shed Committee of
Management
Proposed Budget 2014-2015
To collect feedback to assist in improving the quality of
the event.
To gather feedback to help the City of Greater Geelong
and event organisers to encourage even more people
to get involved next year.
To seek feedback on the construction of a new public
toilet facility behind Geelong West Town Hall and
Library.
To seek public input and feedback on General Local
Law 2005.
To assist in developing strategies and provide
information about what residents can do to help protect
the Hooded Plover.
To seek input into the development of the draft Lara
Heritage Review 2013.
To gather participant perceptions of the event.
To gather resident feedback on the service delivery
performance of Council.
To collect feedback to assist in improving the quality of
the event.
To gather input and feedback on the draft Municipal
Early Years Plan 2013-2017.
To gather feedback on the draft Municipal Public
Health and Wellbeing Plan 2013-2017.
To gather feedback on the proposed name for the
reserve.
To collect feedback to assist in improving the quality of
the event.
To inform the design of the Northern ARC Community
Hub.
To gather input into and feedback on the draft Ocean
Grove Town Centre Urban Design Framework.
To gather ideas and suggestions to inform the
development of the Central Geelong Action Plan.
To seek feedback on the draft City of Greater Geelong
Physical Activity Strategy.
To gather participant perceptions of the event.
To gather expressions of interest for community
representative positions on the Potato Shed Committee
of Management.
To seek public submissions on any proposal contained
in the Budget, including Differential Rates.
Proposed Lease for
Telecommunications Facility - Hamlyn
Reserve, Hamlyn Heights
Rethink Your Rubbish Program
To seek feedback on the proposed lease of land for the
purposes of developing a telecommunications facility
and associated equipment.
To provide tips, updates and offers about recycling and
disposal of waste to residents.
To gather feedback on the proposed name for the road.
Road Renaming - Warren Court,
Thomson.
Road Renaming - Western Section
Boundary Road, Mount Duneed
Road Renaming - Western Section
Mandalay Circuit, Armstrong Creek
RoadSafe Barwon "Know Your Limit"
program
Shell Road Reserve pavilion
To seek feedback on the proposed renaming of the
road.
To seek feedback on the proposed renaming of the
road.
To raise public awareness and provide information on
alcohol consumption.
To seek input into the development of the Shell Road
Reserve Pavilion.
To gather feedback on a proposal to build a new public
toilet facility in place of the existing facility adjacent to
the new Ocean Grove Integrated Children's Centre.
To collect feedback to assist in improving the quality of
the event.
To gather input into the development of the Greater
Geelong Open Space Strategy.
To gather feedback on future aspirations for the Potato
Shed.
To collect feedback to assist in improving the quality of
the event.
To collect feedback to assist in improving the quality of
the event.
Shell Road Reserve toilets renewal
Sidewalk Sales 2013
The Greater Geelong Open Space
Strategy
The Potato Shed Strategic Plan 20132015
Victorian Open 2014
Whittington Flamefest 2013
2013-2014 Performance Statement
Community Wellbeing:
Healthy Together Geelong: to enhance health, wellbeing and quality of life of Greater Geelong
communities.
Priority
Healthy Lifestyles
Facilitate and
promote physical
activity, healthy
eating and
improved lifestyle
choices.
Action / Target
Implement the
Healthy Together
Geelong actions
as per the 20132014 program
plan.
Status
Achieved
Comments
The Healthy Together Geelong program is
well underway with a number of programs
being implemented.
The achievement program for Early
Childhood Education and Care centres
has reached 78 of 89 centres (88 per
cent), with 7,171 individuals reached.
The achievement program for schools has
reached 45 of 90 schools (50 per cent),
Priority
Action / Target
Status
Healthy
Environments
Providing safe
and vibrant
physical
environments
and infrastructure
to support
healthy living and
connected
communities.
Connected,
creative and
strong
communities
Facilitate
programs and
events that
encourage
increased
participation in
community life.
Commence
construction on
the additional
hockey field
including lighting,
fencing and
associated works
at the Stead Park
Hockey Precinct.
Achieved
Ocean Grove
Integrated
Children's Centre
construction is
complete and the
centre is
operational.
Achieved
Comments
with 17,957 individuals reached.
The achievement program for workplaces
has reached 58 of 251 (23 per cent), with
25,568 individuals reached.
Jamie's Ministry of Food fixed kitchen
participants has reached 2,455 people.
In total, the program has reached 23 per
cent of the municipality's population.
The Healthy Together Geelong website
has received over 1,000 unique visitors,
the Facebook page has 648 people
following and the Twitter page has 485
people following.
Construction commenced on 13 March
2014 with the pitch, fencing, lighting and
services all completed 27 June 2014.
Final sections of concreting and
landscaping held up due to wet conditions
but will be completed early July 2014
when new power supply will also be
connected.
Construction of the Boorai Centre (Ocean
Grove Integrated Children's Centre) was
completed at the end of November 2014.
The centre opened for operation in
January 2014 and was officially opened
on by the Minister for Children and Early
Childhood Development on 1 March 2014.
The Boorai Centre combines a range of
programs including preschool, long day
care, child immunisation and maternal and
child health services. There are also
dedicated spaces for toy library and
playgroups as well as consulting rooms for
visiting professionals such as speech
therapists and counsellors.
Growing Our Economy:
Securing Geelong's economic future.
Priority
Support existing
businesses and
Action / Target
Establish the
City of Greater
Status
Achieved
Comments
Enterprise Geelong, the City of Greater
Geelong's dedicated resource for economic
Priority
encourage new
and emerging
growth sectors
Maintain and
generate new
sustainable
employment
opportunities.
Action / Target
Geelong's new
economic
development
unit; Enterprise
Geelong.
Status
Facilitate major
infrastructure
and investment
to enable
economic
growth
Strengthen key
existing
infrastructure
assets and
encourage new
assets that
compliment
these and
maximise their
economic
potential.
Lara Town
Centre
expansion
project
construction
works are
underway.
Achieved
A prosperous
and innovative
Geelong
Encourage a
strong, resilient
and diverse
economy.
Continue the
Skilled Migration
Program by
assisting
employers
through the
program.
Achieved
Comments
development initiatives was launched on
Friday 2 May 2014.
The role of Enterprise Geelong is to put the
spotlight on Geelong as the ideal location for
business in south eastern Australia: to
attract investment; support local business;
and drive economic growth.
The Enterprise Geelong team has been
together since August 2013 and the
Enterprise Geelong Advisory Board has also
been established with 10 members
appointed to this board.
There have been a number of
accomplishments since the establishment of
Enterprise Geelong including the negotiation
of 46 hectares of land to be under contract
at the Geelong Ring Road Employment
Precinct worth more than $1.3 billion and a
potential for 1,000 jobs. In the future they
hope to establish the Land 400 Geelong
Defence Business Office and will play a
major role in the 2014 Geelong Small
Business Festival.
The Lara Town Centre Expansion has five
phases. Progress is as follows:
• Construction of the new Lara Bowling Club
Progress - completed.
• Demolition of the existing Lara Bowling
Club
Progress - completed.
• Construction of the new Station Lake Road
alignment
Progress - construction commenced.
• Demolition of the existing Station Lake
Road alignment
Progress - planning permit issued.
• Construction of the new supermarket and
specialty stores
Progress - planning permit issued.
• Reconfiguration of Austin Park
Progress - design stage commenced.
The Skilled Migration Program assists
regional employers to source, attract and
retain the critical skills unable to be sourced
locally.
In the 2013-2014, Enterprise Geelong
assisted 168 employers and processed 144
Regional Certifications as the Regional
Priority
Action / Target
Status
A successful
and vibrant city
centre
Creating an
active and
vibrant city
centre with
greater mixed
use that is the
economic and
social heart of
the region.
Demolish the
Central Geelong
Library and
Heritage Centre
and commence
construction of
the new library
and heritage
centre.
Achieved
Greater Geelong
is a leading city
for tourism, arts,
culture and
events
The region will
be a preferred
destination for
local, national
and international
visitors.
The 2013
Australian
Masters Games
are successfully
held in Geelong
in October 2013.
Achieved
Comments
Certifying body, assisting 120 employers to
fill skills shortages.
The Victorian Government ceased funding
this program in June 2012 and has since
been funded by the City of Greater Geelong.
The demolition of the old library building in
central Geelong was competed on 11
November 2013.
Work on the Little Malop Street site is
progressing well and the new library and
heritage centre remains on track to be
completed by the end of 2015.
Summary of works completed to the end of
June 2014 include:
• Old site demolition completed.
• Basement slab has been poured.
• 50 tilt slab panels have been erected.
• Lift shaft has been installed.
• Underground services are in place
including power, sewer and drainage.
• 42 piles have been installed.
The 14th Australian Masters Games was
held in Geelong from 5 October to 12
October 2013.
Over 8,000 participants, officials and
accompanying persons registered and
attended the event. The event provided the
city with an economic boost in the vicinity of
$9 million.
Sustainable Built and Natural Environment:
Partnering with our community to protect and enhance our natural ecosystems and to encourage
sustainable design and reduce resource consumption.
Priority
Enhance and
protect natural
areas and
ecosystem
health
Enhance and
protect our
natural habitat
Action / Target
Undertake
Clifton Springs
stage two
coastal erosion
mitigation works
including
completion of
revetment wall.
Status
Achieved
Comments
The Clifton Springs Coastal Erosion
Mitigation project aims to address the
instability of slopes and prevent further
coastal erosion of cliffs along part of the
Clifton Springs foreshore.
The project will be completed in three stages
with stage one being the construction of a
150 metre retaining wall, stage two the
Priority
areas,
coastlines,
waterways and
biodiversity
within the
region.
Action / Target
Status
Support our
community to
live sustainability
Provide
leadership and
guidance to the
community to
maximise
environmental
sustainability
outcomes for our
City.
Advocate for
and promote
sustainable
design and
development
Meet and
encourage
environmentally
sustainable
development
standards.
Develop and
deliver a range
of initiatives and
programs that
provide
alternative
options to a full
hard waste
collection.
Achieved
Implement and
promote actions
within Council's
Sustainable
Buildings Policy
(for works on
new buildings,
renovations and
retrofits of
existing
buildings,
building
maintenance
and minor
upgrades and
specific
sustainability
projects).
Achieved
Minimise our
environmental
Plant and
equipment is
Not
achieved
Comments
construction of a coastal erosion revetment
36 metres long and stage three being the
construction of a stability buttress 65 metres
long.
Progress to date:
• Stage One - 100 per cent complete.
• Stage Two - 90 per cent complete.
• Stage Three - 20 per cent complete.
Council have introduced a number of hard
waste alternatives including the following:
• Lounge suite drop off days at a 50 per cent
saving
• Free battery drop off points
• Mattress drop off days
• Hard waste collection for the aged
• Free pick up for unwanted metal products
• White good disposal information provided
• Quarterly "Rethink Your Rubbish"
newsletter produced with handy tips and
information on disposal of all kinds of waste.
The policy relates to buildings owned,
leased or managed by Council and sets
minimum sustainability standards for
Council's new buildings, renovations and
retrofits of existing buildings, building
maintenance and minor upgrades and
specific sustainability projects.
A number of Council buildings have
undergone or undergoing retrofits to reduce
energy consumption, including City Hall, the
National Wool Museum, Anakie Road Depot
as well as a number of community centres,
halls, child care and maternal child health
centres.
The new Geelong Library and Heritage
Centre, currently under construction, will
also be a leader in sustainable design as will
buildings in Armstrong Creek.
Council is also a partner in Sustainable
House Day through Future Proofing
Geelong. In 2013, 13 homes were on display
with over 3,100 visits recorded.
The revised Council's updated Procurement
Policy now contains a section on sustainable
procurement in regard to materials and
methods used.
Council was unsuccessful in receiving grants
for this program and as a result the program
Priority
footprint
Reduce the
impact the City
of Greater
Geelong and our
staff have on our
natural
environment.
Action / Target
upgraded to
deliver energy
efficiencies at
John Drysdale
Library, The
Arena, and
Anakie Road
Operations
Centre.
Status
Comments
did not proceed.
How We Do Business:
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.
Priority
Lead by
advocating and
collaborating on
issues important
to the Greater
Geelong
Community
Partnerships
with State and
Federal
Governments
and other key
organisations
are developed to
increase access
to resources.
Action / Target
Community
satisfaction with
Council's
advocacy and
community
representation
on key local
issues is equal
to or greater
than the
Victorian council
average.
(Source:
Department of
Transport,
Planning and
Local
Infrastructure)
Efficient and
customer
focused
organisation
Deliver efficient
and effective
services that
meet the
growing needs
Requests for
Service from the
community are
completed within
designated
timeframes
(greater than 80
per cent).
Status
The City
of
Greater
Geelong's
index
score of
58 was
two
points
higher
than the
Regional
Councils
average
and two
points
higher
than the
Statewide
Council
average.
Achieved
Comments
The City of Greater Geelong's index score of
58 was two points higher than the Regional
Councils average and two points higher than
the State-wide Council average.
Further analysis shows that 67 per cent of
respondents rated Council's performance on
lobbying on behalf of the community as
average to very good, one per cent lower
than the previous year.
Over the last 12 months Council has lobbied
the State and Federal Governments on a
number of priorities including the Yarra
Street Pier, Central Geelong Revitalisation,
Land 400 and a number of other community
projects.
86.5 per cent of all requests for service were
completed within designated timeframes.
This is a 2.5 per cent increase on the
previous year.
The target was achieved every month with
the lowest month result being 84.2 per cent
and the highest being 88.8 per cent.
Priority
of our
community.
Responsible and
sustainable
financial
management
Enable the
delivery of our
strategic
priorities,
services and
infrastructure to
ensure the
sustainability of
the region.
Informed and
engaged
community
Provide
opportunities for
the community
to participate in
the decision
making process.
Motivated and
skilled staff in a
safe work
environment
Ensures we
have the
capacity to
deliver efficient
and effective
services,
programs and
infrastructure.
Action / Target
Status
Comments
Council
maintains the
ability to repay
loan debt from
own source
revenue (loan
borrowing is less
than 60 per cent
of rate revenue).
Achieved
Loan balance = $36,628,856
Rates = $171,087,580 (60 per cent used for
calculation = $102,652,548)
Calculation:
$36,628,856 / $102,652,548 = 35.68 per
cent.
Council maintains the ability to repay loan
debt from own source revenue with loan
borrowings making up 35.68 per cent of rate
revenue.
Participants
involved in
Council
Community
Engagements
are kept
informed of the
outcome (90 per
cent of
engagements
where feedback
is required are
provided to
participants).
Appropriate
systems,
training,
supervision and
support are in
place to provide
a safe and
healthy
workplace for all
staff.
Lost time injury
frequency rate is
17.42 or less
(number of lost
time injuries per
million hours
worked).
Not
achieved
Of 44 engagements where feedback was
required when the engagement was closed,
participants from 29 of those engagements
received feedback. This is 66 per cent, 24
per cent below target.
There were reasons for a number of
engagements where feedback was not
provided and others provided feedback well
after the engagement had closed however
this does not adjust the result as the
measure requires feedback to be provided
prior to closing an engagement in the
database.
Achieved
The lost time injury rate was 14.88, 2.54 less
than target.
This has come about through high
importance placed on providing ongoing
training, systems and policies to provide a
safe and healthy workplace for all staff.
Council Approval of the Performance Statement
CITY OF GREATER GEELONG
PERFORMANCE STATEMENT
Year ended 30 June, 2014
Council Approval of the Performance Statement
In our opinion, the accompanying Performance Statement of the City of Greater Geelong in
respect of the 2013/2014 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 26 August 2014 to certify the Performance
Statement in its final form.
Mayor
Cr Darryn Lyons
26/8/2014
Councillor
Cr Srechko Kontelj
26/8/2014
Acting Chief Executive Officer
Dean Frost
26/8/2014
Independent Auditors Report of the Performance Statement
VAGO
Victorian Auditor-General's Office
Level 24, 35 Collins Street
Melbourne VIC 3000
Telephone 61 3 8601 7000
Facsimile 61 3 8601 7010
Email comments@audit.vlc.gov.au
Website www.audit.vlc.gov.au
Independent Auditor's Report
To the Councillors, Greater Geelong City Council
The Performance Statement
The accompanying performance statement for the year ended 30 June 2014 of the Greater
Geelong City Council which comprises the statement and the certification 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.
Independence
The Auditor-General's independence is established by the Constitution Act 1975. The AuditorGeneral 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 2014 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 2014 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
27 August 2014
Auditing in the Public Interest
Governance
To enhance community confidence in the democratic process of Local Government, the City of
Greater Geelong maintains an open and accountable governance framework.
Internal Audit
Role of the Internal Audit
The internal audit function is an independent, objective assurance and consulting activity
designed to add value and improve the City's operations.
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.
Audit Advisory Committee
The primary role for the Audit Committee is to provide an independent review of Council's
financial, management and reporting responsibilities, and to ensure compliance with statutory
rules and regulations in which to oversee an effective and efficient audit process both internally
and externally. The committee also provides an effective means of communication between the
external auditor, internal audit, management and the Council.
Membership
The Audit Committee consists of six members: three independent members and three
councillors. Independent members are appointed on a three year term and are eligible to be
reappointed after the expiry of their term.
The Chairperson of the committee is appointed from the independent membership of the
committee.
The General Manager Corporate Services, Manager Finance and Manager Governance and
Administration attend all meetings by invitation to assist the committee. The Chief Executive
Officer and the internal auditor attend all Audit Advisory Committee meetings to present
completed reports and the annual audit plan. The opportunity is provided for the Audit Advisory
Committee to meet with the internal auditor without management at each meeting.
During the 2013-2014 financial year the Audit Advisory Committee membership consisted of:
Attendance of Audit Advisory Committee members at meetings
Audit Advisory Committee members
Ms Linda MacRae (independent member - Chairperson)
Mr Peter Bollen (independent member)
Mr Ross Fraser (independent member)
Cr Bruce Harwood - Acting Mayor
Cr Darryn Lyons - Mayor (appointed November 2013)
Cr Dr Strechko "Stretch" Kontelj OAM
Cr Jan Farrell
Number of meetings attended
4
3
4
0
1
3
4
Minutes of the Audit Advisory Committee are presented to Council at the next Ordinary Meeting
of Council following the Audit Advisory Committee. These are presented for consideration and
adoption as a confidential attachment to a précis of activities of the Audit Advisory Committee
meeting when it is considered in the public forum of the Ordinary Meeting of Council.
During 2013-2014 the Audit Advisory Committee met on four occasions to consider business on
the agenda:
• 26 August 2013
• 18 November 2013
• 24 February 2014
• 19 May 2014.
Audit Achievements
In 2013-2014 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 training
together with staff inductions programs.
Key Activities of the Audit Advisory Committee for 2013-2014:
• Review and approval of the annual Internal Audit Plan 2013-2014.
• Review of sixteen internal audit reports.
• Review the implementation of recommendations made from audit reviews.
• Review of Financial, Standard and Performance Statements for year ended 30 June 2014.
• Review of the organisation's risk management policy, strategy, procedures and risk register
ranging from very high to low in ratings.
• Review of key policies relating to fraud prevention, control and framework.
• Consideration of quarterly management financial reports throughout the year.
• Review of Council's Long Term Financial Strategy, Draft Budget and Draft Council Plan.
• Review of briefings from the organisation on major potential risk and litigation issues.
• Review of the Victorian Auditor Generals' Management Letter.
• Closing Report and Audit Strategy.
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 2014.
Freedom of Information
The Freedom of Information (FOI) Act gives the community the right to access information in the
possession of Council.
Importantly, it provides access to information about the operation of Council, particularly the
rules and practices which affect members of the public in their dealings with Council.
This general right of access to information is limited only by exceptions and exemptions which
have been prescribed to protect essential public interests and the private or business affairs of
people about whom information is held by Council.
In keeping with the spirit of the legislation, Councils are expected to, as far as possible, facilitate
and promote the disclosure of information promptly and at the lowest reasonable cost. For more
information regarding Freedom of Information, please refer to Council's website
(www.geelongaustralia.com.au).
In the period from 1 July 2013 to 30 June 2014, the City of Greater Geelong received a total of
27 Freedom of Information requests. Of those, 19 were granted full or partial access, three were
denied and five were either withdrawn or not processed. There were no outstanding requests as
at 30 June 2014.
Protected Disclosure Act 2012
The Protected Disclosure Act 2012 (Whistle blowing) 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.
During the financial year to 30 June 2014 there were no complaints or allegations received that
were made against Council staff for improper or corrupt conduct pursuant to the provisions of the
Act.
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.
ii. 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.
Categories of Documents
The City of Greater Geelong holds a range of documents relating to the management and
delivery of a wide range of services to the community. The category of documents includes:
• Agendas and minutes of meetings
• Council Resolutions
• Permits and applications
• Investigations, correspondence, complaints and consultations with communities or groups,
businesses and other government agencies
• Strategic planning and monitoring of performance targets
• Internal policy and procedural documents, including details of development and implementation
• Internal administrative and operational documents, including personnel records, financial and
resource management records, audit records and internal operating procedures
• Tender evaluations
• Legal documents
• Reports prepared by external consultants and documents submitted by third parties
• Training materials
• Media releases and general advertising
• Risk Management assessments.
National Competition Policy Compliance
In 2013-2014 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 2014, 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 625
residents of Geelong, many of whom shared the occasion with relatives and friends.
Local Laws
At 30 June 2014, 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 2013
This law relates to meetings of the City of Greater Geelong Council and special committees. The
objectives include:
• To facilitate the orderly conduct of meetings of Council.
• To regulate and control the use of the Common Seal of the Council.
• To facilitate the good government of the City of Greater Geelong and ensure that the Council's
decisions are made in the best interests of the people.
• To regulate proceedings for the election of the Deputy Mayor.
• To regulate proceedings at meetings of City of Greater Geelong Council.
• To promote and encourage community participation in the government of the City.
Risk Management
The City of Greater Geelong's Corporate Risk Management Policy and Strategy is linked to City
Plan and provides ongoing direction to manage risks at both strategic and operational levels.
The City's objective is to fundamentally ingrain risk management into 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 Property Risk Management Audit, with the City of
Greater Geelong scoring 95 per cent. The continued high score for the insurance audit
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 Occupational Health and Safety (OHS) induction system,
to ensure that our contractors are aware of their OHS obligations, the City's expectations
relevant to OHS and our processes around the management and oversight of our contractors.
Since the implementation of the online induction system, 1,228 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 outcome of this is improved safety for the contractors, employees and the public, as well as
increased project efficiency due to less downtime.
Business Continuity Management
In 2013-2014 the Council reviewed our Business Continuity Plans and developed a new
framework, revised our recovery strategies and undertook a test of the plan with key
stakeholders.
These plans cover the required elements as per the recently released international standard:
ISO22301:2012 (ISO22301) Business Continuity Management Systems (BCSMS) Requirements and ensures that the Council has accurate plans in place to effectively and
efficiently manage and recover from a business interruption.
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 (AM) 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 2013-2014 included:
• 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 Asset Management Plan.
• Update of the three-year renewal program for the road pavement and surfaces.
• Development of new functionality of Hansen for users.
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 2014-2015 include:
• Administration of the City's infrastructure data including input of subdivisional asset into the
Hansen Asset Register.
• Review of the Footpath Asset Management Plan.
• Development of alternate road surface treatment program
• Update of the Drainage Asset Management Plan.
• Support for City Services Maintenance Management System.
• Review of the City's Road Management Plan
• Development of Asset Renewal Strategy
• Development of Service Plans for Infrastructure Assets
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 (section 208). 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 is
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:
• Undertook a high level Financial Sustainability Review of Council to provide recommendations
on the overall efficiency and economy of its operations. The four priority findings from this review
were the need for:
- Greater emphasis on Strategic Asset Management.
- A review of the Strategic Resource Plan, 10 year long term financial plan and 10 year Capital
Works Program.
- Introduction of Service Planning to enable comparative choices to be made about the range of
services and level of services provided and operating costs.
- Revision of the Budget process incorporating the outcomes of Service Planning and improved
capital evaluation processes.
The budget process was reviewed leading up to the 2014-2015 Budget development with a
"Community Concepts" program introduced which will be further refined for the development of
the 2015-2016 Budget. Service Planning is progressing and will determine the requirements for
further service reviews in the future. The Strategic Asset Management Review and the Project
Management Review are also progressing with options being identified going forward.
Six service reviews which were identified in the Financial Sustainability Review also commenced
during 2013-2014 - Customer Service Centres, Geelong Saleyards, Elcho Park Golf Course,
Breamlea Caravan Park, the Construction Unit and Long Day Care provision.
• Conducted a municipality wide engagement - "Your City Your Say", to inform the development
the current Council Plan, City Plan 2013-2017.
• Was one of the initial Councils to actively participate in the Local Government Performance
Reporting Framework project including the pilot programs and website development. The
resulting 71 performance indicators measuring service performance, financial performance and
sustainable capacity are now a mandatory reporting requirement following the new Local
Government Act Amendment (Performance Reporting and Accountability) was legislated on 18
April 2014.
• Voluntarily participates in the state-wide Local Government Annual Community Satisfaction
Survey. Continuous improvement opportunities are identified from the survey results.
• Reviewed its Community Engagement Policy during 2013-2014 and also developed an online
community engagement hub to be used by council staff when engaging the community. The new
hub is being rolled out to all departments within the organisation and will further improve the way
the organisation engages with the community and visitors.
• Engages regularly with the community on projects, services, events and issues that affect
them, and maintains a database of all community engagement activity conducted by Council,
including the results.
• Reports quarterly to the community on the progress of City Plan actions.
• Implemented recommended changes to the Council Plan (City Plan) and Annual Budget
planning and development processes following the review of the Victorian Auditor General's
2011 report into Business Planning for Major Capital Works and Recurrent Services in Local
Government.
• 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. Actions from Council's City Plan and Emergency Management Plan are also
included, with actions from the Environment Management Strategy and Municipal Public Health
and Wellbeing Plan to be included in 2014-2015 and beyond.
• Reviews annually and seeks improvement to its project implementation and reporting system.
This system captures potential projects, assess their viability for funding, and then monitor the
delivery of those that proceed.
• Continues to review and update the executive scorecard to best monitor various operations and
key performance measures. These are monitored monthly and reviewed annually.
• 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.
• Has eight customer service centres spread across the municipality providing easy access for all
residents, and delivers services from numerous locations around the region. Council is also on
the internet and active on social media with both the Council and Mayor on Facebook and
Twitter, giving the community 24 hour access to the organisation.
• 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.
• 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.
External Funding
In 2013-2014 the City of Greater Geelong received $44.7 million in Federal and State funding, a
decrease of $12.9 million on that received in 2012-2013.
The decrease can be mainly attributed to a change in the timing of Grants Commission funding
of $9.3 million. One-off State grants totalling $7.0 million for the O'Brien's Road construction,
Barwon Heads Kindergarten, Grovedale Integrated Children's Centre, Windsor Park Children
and Family Hub and the Leopold Community Hub were also received in 2012-2013 contributing
to the decrease.
Partly offsetting this was the receipt of $4.6 million towards the construction of the Geelong
Library and Heritage Centre ($2.6 million in Federal grants and $2.0 million in State grants).
Funding received during the year included:
Federal
• Grants Commission funding of $9.2 million.
• $3.0 million for early childhood development to go towards the running the City's Learning and
Care Centres and associated programs.
• $2.6 million for the Geelong Library and Heritage Centre ($10 million committed to by the
Federal Government in total).
• $1.5 million for Community Aged Care packages.
• $1.3 million for the Federal Roads program.
• $1.0 million for Family Day Care operations and family assistance programs.
• $0.8 million for the Shell Road Reserve sporting infrastructure project.
• $0.3 million for the Ocean Grove Integrated Children's Centre.
• $0.2 million for the School holiday program.
• $0.2 million for the Leopold Community Hub.
• $0.1 million towards indigenous kindergarten assistance programs.
• $0.1 million for the Belmont Lions netball courts.
• The Jobs Fair and Future Proofing Geelong each received $50,000.
State
• Aged and disability service programs received $11.3 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.
• $3.6 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.
• $2.0 million for the Geelong Library and Heritage Centre ($15 million committed by the State
Government).
• $1.5 million for the Healthy Together Geelong program and $0.2 million towards the associated
Be Active program.
• $1.4 million towards road maintenance programs including the Vic Roads Blackspot program
($1.1 million).
• A number of sport and recreation projects received just over $1.1 million in funding including
Stead Park Hockey Precinct, Hamlyn Park Reserve improvements, Barwon Soccer Club
upgrade, Barwon Valley Fun Park stage two redevelopment, Bellarine Rail Trail pathway
improvements, Evans Reserve soccer facility upgrade, Bell Post Hill football and netball facility
upgrade, Grinter Reserve BMX track improvements, Queens Park playground upgrade and the
Open Space Strategy development.
• School crossings supervisor subsidy grant of $0.6 million was received, contributing to this $1.8
million program. The City of Greater Geelong has 187 school crossings, the largest in the state.
• $0.4 million towards youth programs 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.
• $0.3 million towards the Barwon River dredging project.
• $0.2 million towards master plan development projects for the Ocean Grove Town Centre and
the Northern ARC (Waterworld Precinct).
• $0.2 million towards Central Geelong programs including the CCTV system, Strategic Sites
Opportunity project and the Bus Super Stop.
• The Whittington Community Renewal project received a further $0.2 million to support the
project and various associated activities.
• $0.2 million towards community development programs such as the development of the Social
Infrastructure Plan, Building Transport Connections and the Digital Inclusion program.
• $0.2 million towards environment projects including the Victorian Volcanic Plains Grassland
Protection project, Environment Reserves improvement program, weeds initiative programs,
beach cleaning, mosquito control and the Corio Bay foreshore redemption works.
• $0.2 million towards the Emergency Management program.
• $0.2 million for economic development programs including the Land 400 Business Office,
Cluster Facilitation, Geelong Small Business Festival, Regional Living Expo and the study into
disruptive technological advances in wearable sensors.
• $0.2 million for the footpath construction sub-program.
• The Grovedale Neighbourhood House received funding of $51,879 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
2013-2014 Annual Financial Report on page 180.
Development Contribution Plans
A Development Contribution Plan (DCP) is a mechanism used to levy new development for
contributions as allowed for under the Planning and Environment Act (1987).
Development contributions represent a dollar value that is applied across developable land to
ensure all developer parties are equally paying for the required development infrastructure.
A DCP specifies the type of infrastructure to be provided, it shows cost and apportionment and
allows Council to collect development contribution levies.
Development contributions can be payments towards or works-in-kind for the provision of
infrastructure. Works-in-kind include the building of infrastructure in lieu of cash contributions
(eg. traffic signals or drainage works).
The City of Greater Geelong currently has five active Development Contribution Plans. They
total $328 million in contributions to the City over their expected 20 year life span. There are two
DCP's currently awaiting adoption into the Greater Geelong Planning Scheme.
Jetty Road Urban Growth Area Stage 1
The Jetty Road development is well underway with the 260 lot Curlewis Parks estate nearing
completion and three other developments well underway. Projects completed as part of the Jetty
Road DCP are the main East West Collector Road (land and construction) and the Jetty Road
Wyndham Street signalised intersection. Works have commenced on the Griggs Creek
landscaping and improvement works and Jetty Road Foreshore improvement works.
Armstrong Creek East Precinct
The Armstrong Creek East Precinct main developer Warralily is progressing development on
multiple fronts from Barwon Heads Road and Surf Coast Highway. They are constructing DCP
projects as works in kind to offset their DCP liabilities including intersections, major drainage and
creek works and recreation facilities. An additional two new developments have also
commenced construction during 2013-2014.
Armstrong Creek North East Industrial Precinct
The Armstrong Creek North East Industrial Precinct DCP was approved in 2010. Development is
yet to commence in this precinct.
Armstrong Creek West Precinct
The Armstrong Creek West Precinct main development, Armstrong Estate has commenced
development west of Surf Coast Highway and will be completing projects as works in-kind to
offset their DCP liabilities. These works include intersections, major drainage, creek works and
recreation facilities.
Lara West Urban Growth Area
The Lara West Urban Growth Area DCP (Amendment C285) will be approved by the Minister for
Planning on 17 July 2014. Development is expected to commence during the 2014-2015
financial year.
Armstrong Creek Town Centre Precinct (pending approval)
Council adopted Amendment C267 Armstrong Creek Town Centre Precinct Structure Plan and
Development Contributions Plan at its meeting on 13 May 2014. The amendment is currently
with the Minister for Planning awaiting approval. The Town Centre DCP projects will include
intersections, shared paths, drainage works and contribution towards the construction of a
library.
Horseshoe Bend Precinct (pending approval)
Council is expected to adopt Amendment C259 Armstrong Creek Horseshoe Bend Precinct
Structure Plan and Development Contribution Plan in mid to late 2014. The Amendment will then
be sent to the Minister for Planning for formal approval in late 2014/early 2015. The Horseshoe
Bend DCP projects will include active open space, intersections, drainage, and community
centres.
Developer Contributions Plan Summary as at 30 June 2014
Income
$
Armstrong Creek East Precinct
Development infrastructure levy collected
Community infrastructure levy collected
Projects delivered by Developer
Item
Local parks - playground
DI_05_08 equipment (5 in total)
Projects delivered by Council
Armstrong Creek West Precinct
Development infrastructure levy collected
Community infrastructure levy collected
Projects delivered by Developer
Item
Intersection - Surf Coast
DI_R0_6
Highway and Burvilles Road
Total
Project
Value
$
Value
Completed
2013-2014
$
Percentage
Completed
2013-2014
%
556,875
111,375
20
-
-
-
2,923,707
1,461,854
50
404,100
63,900
Projects delivered by Council
Jetty Road Urban Growth Area
Development infrastructure levy collected
Community infrastructure levy collected
Projects delivered by Developer
Item
East West Collector Road Part
R005
C - Additional construction to
Collector Road standard
Item
Internal North South / East
R004
West Collector Road
Intersection
Item
Griggs Creek - landscaping
OS002
and improvements
-
-
1,651,984
1,230,722
74
711,547
277,503
39
1,293,026
56,117
4
3,656,557
1,564,342
942,171
36,748
4
1,629,555
20,460
1
2,571,726
9,708,865
57,208
3,194,779
113,400
Projects delivered by Council
Item
Griggs Creek - rehabilitation
OS001
and revegetation
Item
Intersection - North South
R003
Collector Road Part A and
Geelong Portarlington Road
Total
-
581,400
Development Contributions Plan whole of life liability
Armstrong Creek East Precinct
Armstrong Creek West Precinct
Jetty Road Urban Growth Area
Armstrong Creek North East
Industrial Precinct
Lara West Urban Growth Area
Total
Total
Liability
$
121,508,262
103,596,744
25,984,559
13,254,590
Expected
Income
$
118,026,845
98,447,607
19,345,720
13,254,590
Funding
Gap *
$
3,481,417
5,149,137
6,638,839
-
42,222,797
306,566,952
38,588,087
3,634,710
18,904,103
Total DCP
Projects
Completed
%
9
1
13
-
* Gap funding includes CIL shortfall, City of Greater Geelong contribution and Department of
Education and Early Childhood Development contribution.
Community Arts and Festivals Grants Program
-
The Community Arts and Festivals Grants Program is part of the implementation of Creativity +,
Council's Culture Strategy which aims to build the cultural strengths and raise the profile of the
Geelong municipality as a creative region.
Community festivals and arts projects add to the vibrancy of Geelong and provide more
recreation opportunities for residents. Through this program Council is able to help local
community groups to get a wide range of projects up and running.
The program has two categories. The Community Arts category comprises four streams - Arts
Project and Biennial Arts, and the Quick Response and Professional Development streams. The
Community Festivals category comprises three streams - One-Off, Development and Triennial.
In 2013-2014, the City of Greater Geelong contributed $220,000 to 40 community groups
through the Community Arts and Community Festivals Grants Programs. 30 applications were
received under the Community Arts Grants Program and 24 of these were successful to a total
value of $116,734.
23 applications were received under the Community Festivals Grants Program and 16 of these
groups were successful to a total value of $97,000. In addition $6,266 was held in reserve for
Quick Response and Professional Development grant streams throughout the financial year.
A full list of successful applicants for 2013-2014 can be found below.
2013-2014 Community Arts Grants (Project)
Project
Growing Stages
Seasons' Series of Concerts
Open4 - Rooftop Cinema
Wonderluxe
Kaleidoscope
Geelong Summer Opera
Cloverdale Community Record
Project
2014 Australian Youth Classical
Music Competition
Concert Series 2014
"Alice In Threadland" Embroidery
Exhibition
Blues Boot Camp
South Sudanese Traditional Arts
Project
Landscape to Manufacturing: The
Wool Industry in Geelong
Streetscape to Artscape Stage two
Organisation / Auspice
Bluebird Foundation Inc
Music at the Basilica Inc
Open 4/Auspice Diversitat
Failbrother Productions
Geelong Regional Library Corporation
Geelong Summer Opera
Cloverdale Community Centre
Trustee of the Geelong Advertiser Music
Scholarship Trust
Geelong Chamber Music Society Inc
The Embroiderers Guild, Victoria Geelong Branch
Blues Boot Camp/Auspice Sleepy Hollow
Blues Club
South Sudanese Nuer Languages School
of Australia Inc
Centre for Memory, Imagination and
Invention (CMII), Deakin University
Springdale Neighbourhood Centre
Amount
$6,000
$6,000
$6,000
$5,250
$5,000
$6,000
$6,000
$5,000
$4,000
$3,600
$6,000
$5,500
$5,000
$6,000
- develop concept plans for
installed public art projects
VCE Students Arts Award
Exhibition
Wall of Hope: Honouring Women's
Wisdom
KarnivART
Climb Above in Tolerance
LifeTime Totems
Gilbert and Sullivan come to
Portarlington
Marvellous Music in May
Total allocation
Geelong Art Society Inc
$1,900
YWCA Victoria Geelong
$5,384
Karingal
Aussie Action Abroad Ltd/Auspice
Woomelang and District Bush Nursing
Centre Inc
Diversitat
The Portarlington Neighbourhood House
Inc
Barwon Heads Fine Music Society Inc
$4,300
$3,000
$3,000
$3,800
$2,000
$98, 734
2013-2014 Community Arts Grants (Biennial)
Project
Perpetual Echoes
Dare to be Faceless
Contemporary Theatre Practice for
People with Disabilities 2014 - 2015
Total allocation
Organisation / Auspice
Community Music Victoria Inc
Doorstep Arts Pty Ltd
Amount
$6,000 x 1 yr
$6,000 x 2 yrs
Back to Back Theatre Inc
$6,000 x 2 yrs
$18,000
2013-2014 Community Festivals Grants (One-off and Development)
Festival (One-Off)
The Feast of Gypsy Argentina Bellarine
Total allocation
Organisation / Auspice
Festival (Development)
Organisation / Auspice
Drysdale and Clifton Springs
Community Association Inc
Diversitat
Festival of Glass
Wholefoods Food of the World Festival
Canticle festival of music in Geelong's
churches
St Leonards Community Festival
2014 Blokes Day Out Festival
Cloverdale Autumn Festival 2014
FIGMENT Geelong 2014
Theatre 3222 Inc
Amount
$6,000
$6,000
Amount
$4,800
$5,000
Music at the Basilica Inc
$6,000
St Leonards Progress Association
Barwon Health
Cloverdale Community Centre
FIGMENT Geelong
$4,000
$6,000
$6,000
$4,800
Reconciliation in the Park
South Sudanese Youth Groups
Open House Geelong 2014
WestFEST
Geelong One Fire Reconciliation
Group (GOFRG)
South Sudanese Nuer Language
School of Australia Inc
Open House Geelong Inc
Geelong West Neighbourhood House
Inc
Total allocation
$6,000
$4,900
$6,000
$3,000
$56,500
2013-2014 Community Festivals Grants (Triennial)
Festival (Triennial)
Barwon Heads Festival of the Sea
(Second year instalment)
Portarlington Mussel Festival
(Second year instalment)
Splash!Dance Festival
(Second year instalment)
Poppykettle Festival
(Second year instalment)
Total allocation
Organisation / Auspice
Amount
Barwon Heads Festival of the Sea Ltd
$10,500
Portarlington Mussel Festival Inc
$8,000
Geelong Dance Network Inc
$8,000
The Geelong Performing Arts Centre
$8,000
$34,500
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 2013-2014, the program saw $240,000 distributed amongst 132 community groups. Through
the Councillor Community Grants program Council has been able to assist in delivering a diverse
range of projects and events that benefit the Geelong community.
Below is the full list of successful applicants for 2013-2014.
Community Group
Project Title
Africa Day Australia Inc
Anglican Parish of Lara
Associazione dei Pensionate Laziali di
Geelong
Athletics Chilwell
Africa's got talent
Equipment
Kitchen equipment
Grant
($)
1,050
2,500
1,100
Refugee athletics program
1,500
Community Group
Project Title
Aussie Action Abroad Ltd
Australian Breastfeeding Association
Australian Croatian Fundraising Group
Badminton Geelong Inc
Bareena Bowling Club
Barrabool Cricket Club Inc
Barrabool Hills Baptist Church
Barwon Heads Community Arts Garden
Barwon Heads Tennis Club
Bell Park North Primary School
Climb Above Intolerance
50 year celebration
Cookbook production
Extractor fan
Lighting upgrade
Wicket upgrade
Kids holiday program
Community engagement
Equipment upgrade
Refugee teacher packs/healthy
eating
Terrace netting
Booklet production
Uniforms
Uniforms
Workshop extensions
Television purchase
Reaching Out program
Bell Park Sports Club
Bellarine Catchment Network
Bellarine Dog Activities Group
Bellarine Peninsula Basketball Association
Bellarine Woodworkers Inc
Belmont Senior Citizens Club
Blind Citizens Australia (Geelong and
Districts Branch)
Bluebird Foundation Inc
Calisthenics Victoria Inc
Carers Victoria Inc
Cobradah Senior Citizens Centre
Committee for Geelong Inc
Corio Bay Basketball Association
Corio Model Railway Club
Corio Norlane Development Advisory Board
auspiced by Norlane Community Centre
Crash Course Productions Inc
Croatian Cultural Association
Daniel Morcombe Foundation
Diversitat
Dragons Abreast Geelong Inc
Drysdale Cricket Club
Drysdale Soccer Club Inc
Encompass Community Services Inc
Food Skill Inc
Friends of Corio Bay Action Group
Gateways Support Services
Geelong Archers Inc
Geelong Bowls Region
Giant toy box
Calisthenics competition
Geelong Carers Event 2014
Bowling mat
Proud of My Place program
Uniforms
Portable model railway
Corio Norlane Development Advisory
Board critical priorities document
Music equipment
10 year anniversary
Visit to Geelong
Food garden expansion
Lifejackets
Upgrade female toilets
Uniforms and equipment
Sporting equipment
Geelong North Better Block
Promote recreational fishing
Sensory play space
Come "n" Try program
Computer and printer
Grant
($)
2,500
1,370
3,000
1,500
3,350
2,515
2,200
3,000
2,874
2,460
1,550
1,640
2,500
1,250
1,800
2,027
2,250
1,500
1,200
1,250
1,550
730
1,964
3,040
1,020
4,000
2,500
1,000
2,010
1,300
3,112
1,990
1,530
1,750
3,000
931
2,750
350
Community Group
Project Title
Geelong Camera Club
Geelong Cycling Club
Geelong Eight Ball Association Inc
Geelong Maitri Inc
Geelong Mood Support Group
Geelong RSL Pipes and Drums
Geelong Soccer and Sports Club
Geelong Trades Hall Council
Geelong Trailable Yacht Club
Geelong Welsh Ladies Choir
Geelong West Brass Band Inc
Geelong West Neighbourhood House Inc
Geelong West Toy Library
Geelong West/St Peters Football/Netball
Club
Geelong Youth Choir
Girl Guides Association of Victoria
Greenville Kindergarten
Grovedale College
Grovedale Fire Brigade
Grovedale Tigers Football/Netball
GSODA Inc
Highton Cricket Club
Hockey Bellarine Inc
Indented Head Yacht Club Inc
Independence Australia
Islamic Society of Geelong
Lara and District Men's Shed
Lara Chamber of Commerce
Lara Community Centre Inc
Lara Secondary College
Leisure Networks Association Inc
Leopold Primary School
Leopold Tennis Club
Lions Club - Norlane/Corio
Lions Club Clifton Springs
Lions Club of Leopold
Manifold Heights Primary School
MG Car Club Geelong Inc
Mt Duneed Pony Club
125th anniversary event
Purchase safety equipment
Victorian Country Cup
Festival
Dinner dance catering
Uniforms
Equipment and uniforms
Geelong Tamil Social Group
Gazebo
Website development
Instruments
Computer equipment
Additional toys
Heritage jumpers
25th anniversary concert
New fridge and vacuum
Hand dryers installation
Uniform - Victorian bike ride
Defibrillator
Volunteer hub
Beauty and the Beast show
Turf roller
Junior hockey program
Safety equipment
2013 Polio Day event
Playground equipment
Establishment costs
Lara Christmas Market
Australia Day Breakfast 2014
eBook purchase
Giving Kids a Chance program
iPad purchases
Windbreaks for tennis club
Harmony day
Australia Day Breakfast 2014
Purchase of barbecue
Minis playgroup
Gazebo and sound system
Construction materials - project cross
country
Grant
($)
600
1,067
200
1,500
500
1,250
2,150
600
350
1,350
1,500
3,000
2,000
2,750
780
1,600
1,800
1,500
3,200
2,666
2,050
5,000
1,000
3,000
750
1,850
1,500
3,000
3,300
2,500
1,000
2,000
3,300
1,500
1,500
498
1,500
600
2,000
Community Group
Project Title
Newcomb and District Cricket Club
Newcomb Cricket Club Inc
Newcomb Whittington Moolap Riding Club
Newington Uniting Church
Newtown Chilwell Football Club
North Geelong Football and Netball Club
North Geelong Soccer Club
Oberon High School
Ocean Grove and District Men's Shed
Ocean Grove Angling Club
Ocean Grove Business Association
Ocean Grove Coastcare Inc
Ocean Grove Neighbourhood Centre
Ocean Grove Playgroup Association
Old Hanger Men's Shed
Osborne Park Association Inc
Parkrun Inc
Port Mussels Masters Swimming Club
Portarlington Demons Football and Netball
Club Inc
Portarlington Neighbourhood House
Portarlington Primary School
Read The Play Inc
Reclaim The Night Collective auspiced by
Zena Women's Services Inc
Rosewall Neighbourhood Centre
Royal Geelong Yacht Club
Scouts Victoria
Sirovilla Elderly Peoples Homes
South Western District Ladies Golf
Association
St Albans Breakwater Cricket Club
St Albans Netball Club
St Francis Xavier Primary School
Junior equipment
Equipment
Toilet upgrade
150th anniversary celebrations
Football jumpers
Senior women's team uniforms
Soccer Cup
Community garden project
Container purchase
Leaflet "Learn How to Catch a Fish"
New website
Purchase of jute bags
Ski trip vests
Jumping castle
Equipment purchase
Journeys to Jillong
Advertising and cameras
Uniforms and banners
Kitchen equipment and notice board
Grant
($)
1,500
1,500
1,200
955
1,000
1,800
8,000
3,000
2,500
1,100
2,000
2,000
2,000
299
950
1,496
2,300
2,500
1,500
Portable partition/divider
Shade sails
Help services card
Women's place of peace
2,515
2,500
2,500
1,400
Promotion for pottery classes
Discovering sailing week
Purchase of gazebo
Art classes
Junior girls golf clinic
1,550
550
1,050
1,448
1,000
Junior section development
Uniforms and equipment
Working better together community
celebration
Highton Carols in the Park 2013
Netball shelters
Signage/honour boards
Hall draw curtains
Junior jumpers
Count Me In program
Computer
3,000
1,750
1,500
St Johns Anglican Church
St Joseph's Football and Netball Club
St Leonards Golf Club
St Lukes Uniting Church-Highton
St Mary's Sporting Club
St Patricks Primary School
St Pauls Lutheran Church
2,996
983
2,000
1,700
1,000
1,000
1,900
Community Group
Project Title
St Peters Cricket Club
South Sudanese Nuer Language School
The Geelong Try Boys Brigade Inc
The Scout Association of Victoria
Thomson Sports Club
Transition South Barwon Inc
Victorian Netball Association
Wallington Cricket Club
Wathaurong Aboriginal Co-Op
Whittington Senior Citizens Club
Women's Cancer Foundation
YMCA Geelong
Zena Women's Services Inc
Total funds allocated
Coloured uniforms
Language school cultural day
Purchase of pie warmer
Training of scout leaders
Replacement of chairs
Grovedale community orchard
Netsetgo
Sight screens
Aboriginal cultural project
Refrigerator
Catering for golf day
Autism support group
Blossom project
Grant
($)
1,000
1,800
700
1,000
1,700
3,123
1,980
1,500
1,685
1,200
800
735
2,211
240,000
Disability Action Plan Update
In accordance with the Victorian Disability Act 2006, Council has developed a series of Disability
Action Plans since 2002.
On June 10 2014 Council adopted the new 2014–2017 Disability Action Plan (DAP). Following
an implementation phase, the monitoring of this plan over the next four years will take place by a
range of strategies, such as a community satisfaction survey about access and inclusion,
internal survey on communication methods, and focus groups.
The current Disability Action Plan has 28 objectives and 58 actions, and continues some
objectives and actions of former plans in ongoing areas such as building audits, priority lists,
supporting the Street Access Committee and the Disability Advisory Committee (DAC). The DAP
has embedded in its actions community engagement processes over its four year life, with the
first community survey on access and inclusion timed for March 2015.
Links to the DAP occur via the Disability Advisory Committee, Street Access Committee for the
Aged and People with Disability and the Disability Access Budget Working Group who are
actively engaged in improving access and inclusion in the municipality. Some examples are:
Disability Advisory Committee (DAC)
The current DAC composition is 90 per cent of members who have a personal experience of
disability: 60 per cent with lived experience, 30 per cent with a strong support role for family, and
10 per cent who have a professional role in disability services. The City of Greater Geelong
Disability Action Plan supports the selection of a majority of community members who have a
lived experience of disability.
Among a range of advisory roles carried out by the DAC, the committee now have the
opportunity to comment on plans and policies in the planning stages of projects. Recent
examples are:
• Geelong Library Heritage Building plans
• Geelong Railway Station drawings
• Shell Reserve pavilion plans.
The DAC also supports a community working group, the Geelong Visitor Access Centre (GVAC)
in planning for a centre in Geelong similar to the Travellers Aid Australia centre in Melbourne. A
full range of DAC activities is reported on in an annual report to Council.
Disability Accessibility Budget Working Group
The working group administers a small capital budget for improvements to council owned
properties. This occurs by a regular system of identifying properties and then prioritising works
following an accessibility audit. In high use properties feedback about accessibility is received
and investigated by the working group, and then actioned promptly.
Works completed in the 2013-2014 financial year included:
• Centenary Hall - reconfiguration of the parking area to accommodate two disability accessible
parking bays with a walkway in the shared zone and a kerb ramp to footpath. This now offers a
continuous accessible path of travel to the ramp and hall entry at the rear of the building.
• Highton Library - replacement of the ramp leading to the main entry.
• Drysdale Senior Citizens - upgrade to the premises by constructing designated accessible
toilets and ramps.
• Installation of hearing loops in three halls.
• Geelong West Seniors Centre - construction of a ramp and upgrade of a kitchen at this high
use facility.
• Virginia Todd hall - modifying three ramps to be compliant with standards.
Street Access Committee for the Aged and People with Disability (SAC)
The SAC has broad membership of internal representatives for example from engineering and
local laws. Four community representatives attend meetings in an advisory capacity, persons
with lived experience of disability and a mobility instructor from Vision Australia. The committee
continuously works to progress improvements for accessibility of roads and footpaths. A
prioritised system of works includes kerb ramps, tactile ground surface indicators, construction of
disability accessible parking bays and working in partnership with VicRoads regarding bus stops.
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.
The Domestic Animal Management Plan 2013-2017 was adopted by Council on 22 October
2013 following an extensive engagement period.
A new Dogs in Public Places Policy (DPPP) was also approved, which detailed an extensive
new range of off-leash and on-leash areas across the municipality. The DPPP was gazetted as
an order under section 26(2) of the Domestic Animals Act 1994 on 21 November 2013, which
enshrined the policy into law.
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. A review of
outcomes from the 2008-2012 plan was also undertaken and used to inform the 2013-2017 plan.
The City's Domestic Animal Management Plan for 2013-2017 provides 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 44,691 registered pets as of June 2014. This is a four per cent increase on this
time last year and consists of 34,966 registered dogs and 9,725 registered cats.
The following is a summary of the actions from the DAM Plan and the DPPP that have taken
place during the last twelve months:
• The recruitment of a dedicated Animal Management Officer to identify unregistered animals in
the municipality.
• The scoping, design and manufacture of updated dog control signage to reflect the new dog
control orders from the DPPP.
• The online publication of the locations of off-leash areas and the promotion of the remainder of
the municipality as being on-leash.
• Implementation of the requirement for all newly registered cats to be desexed and microchipped, and all registered cats will be required to be desexed during the life of the DAMP.
• Micro-chipping and Registration Roadshows to assist the community in meeting their
obligations under the Act.
• Assistance to Birdlife Australia in the Hooded Plover program regarding on-leash and off-leash
coastal areas.
• Regular communications to the community via print and web media involving responsible pet
ownership, cat curfew and the "Who's for cats" campaign, dog litter, off-leash and on-leash
areas, preventing dog attacks, and the benefits and requirements of desexing.
• Promotion of the National Desexing Month campaign in conjunction with the Australian
Veterinary Association and local veterinarians.
• Initial planning for emergency management arrangements for companion animals.
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.
Indicator
2012-2013
2013-2014
Indicator
2012-2013
2013-2014
1. Average Rates and Charges per Assessment
Total rates and
charges net billed
$160,158,000
$170,766,000
$1,481.07
$1,547.80 per
per
Number of
assessment
assessment
assessments
108,137
110,328
budget
Council's rates per assessment and rates per residential assessment have 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
$1,242.48
municipal charge
$1,297.36 per
per
excluding vacant
residential
residential
land
$117,798,695
$125,409,461
assessment
assessment
Number of
94,809
96,665
residential
assessments
budget
Council's rates per assessment and rates per residential assessment have increased in line with
the population and housing growth and the budgeted rates increases.
3. Average Liability per Assessment
Total liabilities
$99,512,000
$110,345,000
$920.24 per
$1,000.15 per
Number of
assessment
assessment
assessments
108,137
110,328
budget
Liabilities per assessment has increased as a result of the drawing down of the $11.8 million
loan and the increased value of accruals for milestone claims for major capital projects.
4. Operating Result per Assessment
Net Surplus
$59,185,000
$547.31 per
$40,771,000
$369.54 per
assessment
assessment
Number of
108,137
110,328
assessments
budget
The operating result per assessment has decreased due to a significant decrease in the surplus
as a result of Grants Commission funding being received in June 2013 for the 2013-2014
financial year. This is partially offset by increased rate revenue. Salaries were higher due to the
filling of vacant positions during the year.
5. Average Operating Expenditure per Assessment
Operating
$2,466.99
$2,559.48 per
Expenditure
$266,773,000
per
$282,382,000
assessment
assessment
Number of
assessments
108,137
110,328
budget
The average operating expenditure per assessment has increased due to an increase in salaries
and wages, materials and services and depreciation charges.
Indicator
2012-2013
2013-2014
6. Community Satisfaction Rating for Overall Performance of Council
Result from the
Annual Community
Satisfaction Survey
65
62
for Local
Governments
(Indexed mean)
The 2014 indexed mean score of 62 was a decrease on the previous year by three index points
but was above the Victorian State Index Score of 61. 50 per cent of respondents rated overall
performance as good or very good (a drop of 10 per cent on previous year) with a further 36 per
cent rating it average (increase of five per cent on previous year).
7. Average Capital Expenditure per Assessment
Capital
$555.55 per
$660.44 per
Expenditure
$60,016,164
assessment
$72,864,708
assessment
Number of
108,137
110,328
assessments
budget
Capital Expenditure per assessment has increased in 2013-2014 compared to the previous year
due to increased spend on capital projects. A number of major projects such as the Geelong
Library and Heritage Centre, Ocean Grove Integrated Children's Centre (Boorai Centre) and
Grovedale Integrated Children's Centre have been under construction during the year.
8. Renewal Gap on all assets
Capital Renewal
$23,719,000
For each $1.00
$20,849,000
For each
of
assets
$1.00 of
Average Annual
$44,155,000
$46,786,000
consumption
assets
Asset
Council
spends
consumption
Consumption
$0.54 on
Council
renewal.
spends $0.45
on renewal.
Renewal expenditure decreased from $23.72 million in 2012-2013 to $20.85 million in 20132014. As a percentage of total capital expenditure, renewal expenditure decreased from 34. 31
per cent to 28. 61 per cent in 2013-2014 due to the mix of projects and the level of expenditure
on new projects.
9. Renewal and Maintenance Gap
Capital Renewal
For each $1.00
For each $1.00
and Maintenance
$78,896,881
of asset
$77,663,435
of asset
consumption
consumption
Average Annual
$109,071,620
$113,980,516
and
planned
and planned
Asset Consumption
maintenance
maintenance
plus Planned
Council
spends
Council spends
Maintenance
$0.72 on
$0.68 on
renewal and
renewal and
maintenance
maintenance
The Capital Renewal and Maintenance Gap indicates that expenditure has remained stable in
2013-2014. Council will continue to address the level of maintenance and renewal in line with its
Asset Management Plans.
Indicator
2012-2013
2013-2014
10. Advocacy and Community Representation on Key Local Issues
Result from the
Annual Community
Satisfaction Survey
57
58
for Local
Governments
(Indexed mean)
The 2014 indexed mean score of 58 increased by one index point on the previous year and was
two points above the Victorian State Index Score of 56. 39 per cent of respondents rated overall
performance as good or very good (six per cent increase on previous year) with a further 28 per
cent rating it average (seven per cent decrease on previous year).
Council continues to lobby on behalf of the community on major projects such as the Yarra
Street Pier, Land 400, Central Geelong revitalisation projects and for a convention and exhibition
centre. Securing jobs and growing our economy is at the forefront of Council's lobbying efforts.
11. Engagement in Decision Making on Key Local Issues
Result from the
Annual Community
Satisfaction Survey
58
54
for Local
Governments
(Indexed mean)
The 2014 indexed mean score of 54 was a decrease of four index points on the previous year
and is three index points lower than the Victorian State Index Score of 57. 34 per cent of
respondents rated overall performance as good or very good (five per cent lower than the
previous year) with a further 37 per cent rating it average (same as previous year).
Council engages the community on a regular basis and on a vast amount of topics and projects.
In 2013-2014, community engagement processes have been reviewed and updated and now
being deployed throughout the organisation. Training on engagement techniques will be carried
out in 2014-2015. Council will also continue to keep the community informed through the City's
"Have Your Say" section on its website and in local newspapers and will also continue to provide
feedback on previously held engagement activity.
Annual Financial Report for the Year Ended 30 June 2014
Annual Financial Report Table of Contents
Summary of Financial Performance
Understanding the Financial Report and Financial Statements
Financial Statements
Comprehensive Income Statement
Balance Sheet
Statement of Changes in Equity
Cash Flow Statement
Introduction
Significant Accounting Policies Note 1
Rates and Charges Note 2
Fees and Charges Note 3
Grants Note 4
Capital Income Note 5
Employee Benefits Note 6
Materials and Services Note 7
Provisions Expense Note 8
Bad and Doubtful Debts Note 9
Depreciation and other Write Downs Note 10
Gain/(Loss) on Disposal of Assets Note 11
Previously Unrecognised Assets Note 12
Investments in Associates Note 13
Contributions - Non Monetary Assets Note 14
Cash and Cash Equivalents Note 15
Trade and Other Receivables Note 16
Financial Assets Note 17
Other Assets Note 18
Inventories Note 19
Property, Infrastructure, Plant and Equipment Note 20
Trade and Other Payables Note 21
Refundable Deposits Note 22
Employee Benefits Note 23
Interest Bearing Loans and Borrowings Note 24
Landfill Provision Note 25
Other Liabilities Note 26
Reserves Note 27
Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit) Note 28
Reconciliation of Cash and Cash Equivalents Note 29
Financing Arrangements Note 30
Superannuation Note 31
Commitments Note 32
Operating Leases Note 33
Contingent Liabilities and Contingent Assets Note 34
Financial Instruments Note 35
Events Occurring after Balance Date Note 36
Related Party Transactions Note 37
Revenue, expenses and assets by functions/activities Note 38
Financial Ratios (Performance indicators) Note 39
Capital Expenditure Note 40
Pending Accounting Standards Note 41
Auditors Remuneration Note 42
Certification of the Financial Report
Basis of Preparation of Standard Statements
Standard Income Statement
Standard Balance Sheet
Standard Cash Flow Statement
Standard Statement of Capital Works
Council Certification of the Standard Statements and Independent Auditor's Report
Summary of Financial Performance
The following information presents a summary of financial results for 2013-2014 in an easy to
understand format. For more detail please refer to the full Annual Financial Report
Income Statement
The Income Statement shows how much Council has earned during the 2013-2014 financial
year. It details where Council receives its income and how it is spent.
Recurrent Result
Recurrent
Surplus/ (Deficit)
$M
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
5.2
9.3
12.0
5.8
(8.1)
The 2013-2014 recurrent result (recurrent income less recurrent expenditure) is a $8.1 million
deficit.
The recurrent result was $9.2 million unfavourable to budget, mainly due to unfavourable
Government Grants (50 per cent of Grants Commission received in June 2013), unfavourable
User Charges (lower than expected program fees), unfavourable General Works (increased
waste disposal fees for using Wyndham Landfill) and increased landfill provision costs.
Further explanation is provided in the Standard Statements on pages 227-234.
Recurrent Income
The break up of where recurrent income is sourced is shown below.
In 2013-2014 Council received 63.9 per cent of its recurrent income from rates.
Recurrent
Income
Rates
Government
Grants
Fees and Charges
Interest
Total
2009-2010
$M
133.1
37.9
2010-2011
$M
141.4
40.4
2011-2012
$M
151.1
47.0
2012-2013
$M
160.9
44.1
2013-2014
$M
171.1
34.9
49.5
2.5
223.0
64.5
3.4
249.7
59.7
3.5
261.3
59.6
2.5
267.1
59.0
2.7
267.7
Recurrent Expenditure
The break up of recurrent expenditure is shown below. Employee costs account for 41.7 per cent
and general works costs 31.9 per cent.
Recurrent
Expenses
Employee Benefits
General Works
Administration
Utilities
Depreciation
Landfill Provision
Total
2009-2010
$M
86.9
71.7
13.6
6.1
39.5
2010-2011
$M
94.6
85.9
13.2
6.6
40.1
2011-2012
$M
101.8
83.5
14.6
7.2
42.2
2012-2013
$M
108.6
84.9
14.3
8.3
45.3
217.8
240.4
249.3
261.4
2013-2014
$M
115.0
88.0
15.7
9.1
46.8
1.3
275.9
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 2013-2014 the net result was $40.8 million.
Net Result
Surplus (Deficit)
$M
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
30.9
37.8
19.7
59.2
40.8
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
2013-2014, the non-recurrent income items included:
• Income for capital projects of $17.9 million
• Cash contributions from developers of $3.3 million
• Assets received from developers of $32.8 million.
Non-recurrent expenditure includes $3.6 million for the disposal of infrastructure.
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 $75.3 million (due to lower than expected capital expenditure and
higher cash position at 1 July 2013).
• Property Plant and Equipment worth $1.9 billion (remained steady with 2012-2013 level).
These components make up 98.8 per cent of our total assets.
Total Assets
2009-2010
1,648.8
2010-2011
1,710.3
2011-2012
1,815.1
2012-2013
1,955.7
2013-2014
2,024.4
Cash and Investments
2009-2010
$M
58.6
2010-2011
66.3
2011-2012
74.2
2012-2013
71.4
2013-2014
75.3
$M
The closing cash balance at the end of 2013-2014 has increased to $75.3 million. The cash
balance covers Council's long service leave obligation of $15.3 million and provides funds to
complete carry over capital works.
Property, Infrastructure, Plant and Equipment
Property, Infrastructure, Plant and Equipment has grown by 22.7 per cent over the last five years
with the main categories to increase being property, footpaths and bike paths, roads, drainage
and recreation assets.
Asset Category
Property
Plant and
Equipment
Roads
Footpaths and
Bike Paths
Kerb and Channel
Drainage
Recreation
Infrastructure
Other
Work in Progress
Total
2009-2010
$M
695.5
24.1
2010-2011
$M
713.1
23.5
2011-2012
$M
773.3
24.5
2012-2013
$M
781.4
26.0
2013-2014
$M
822.9
24.7
337.8
66.7
341.6
89.4
343.2
90.7
441.5
92.9
443.3
95.7
78.9
215.4
73.0
21.1
76.4
218.8
87.8
22.9
77.2
251.3
95.4
22.7
79.3
269.5
94.3
23.7
81.5
275.7
95.8
26.4
56.6
1,569.1
47.1
1,620.6
41.8
1,720.1
50.1
1,858.7
59.2
1,925.2
2009-2010
67.9
2010-2011
62.7
2011-2012
65.3
2012-2013
60.0
2013-2014
72.9
Capital Program
Capital
Expenditure $M
Council has an extensive capital works program to renew, upgrade and provide new assets.
Council spent $72.9 million on capital works in 2013-2014. This included:
• Road replacement and construction $14.9 million
• Geelong Library and Heritage Centre $6.2million
• Ocean Grove Integrated Children's Centre $4.5 million
• Drysdale Landfill Cell 6 $3.7 million
• Footpath replacement and construction $3.2 million
• Simonds Stadium Players Stand $3.0 million
• Drainage replacement and construction $2.7 million
• Plant and vehicles $2.7 million
• Leopold Community Hub $2.7 million
• Grovedale Integrated Children's Centre $1.7 million
• Stead Park Hockey Precinct $1.6 million
• Kerb and channel replacement and construction $1.3 million
• Norlane Child and Family Centre $1.1 million
• Barwon Heads Kindergarten $1.1 million
• IT asset replacements $0.9 million
• Open Space Strategy $0.8 million
• Drysdale Landfill Cell 4a $0.7 million
• Corio Landfill rehabilitation $0.7 million
• Building renewal works $0.7 million
• Elcho Basin $0.6 million
• Playground development program $0.5 million.
Liabilities
Council's liabilities include future commitments to suppliers, to employees for leave entitlements,
loans and for landfill provision.
Total liabilities were $110.3 million, an increase of 10.9 per cent on the 2012-2013 balance. This
was mainly due to an increase in loan borrowings and trade creditors.
Total Liabilities
$M
2009-2010
87.3
2010-2011
89.8
2011-2012
111.2
2012-2013
99.5
2013-2014
110.3
2009-2010
36.0
2010-2011
31.5
2011-2012
26.7
2012-2013
32.5
2013-2014
36.6
Loans
$M
Our loan balance equates to 33 per cent of our total liabilities. There was a new loan to the value
of $11.8 million drawn down by Council in October 2013 to fund the unfunded superannuation
payment and the Lara town centre expansion project.
Debt Commitment
Ratio
2009-2010
3.56
2010-2011
4.86
2011-2012
4.51
2012-2013
4.23
2013-2014
5.78
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 2013-2014 was due to a loan of $11.8 million being taken to fund the
unfunded superannuation payment and the Lara town centre expansion project.
Working Capital Ratio
$ of current
assets per $ of
current liability
2009-2010
1.79
2010-2011
1.74
2011-2012
1.64
2012-2013
1.62
2013-2014
1.41
The working capital ratio has decreased in 2013-2014 and falls within Council's City Plan target
(1>1.5). Council continues to have a strong working capital ratio and capacity to borrow for future
capital works.
Ratepayer Equity
Ratepayer equity is represented by Council's net worth, that is, what we own (total assets of
$2,024 million) minus what we owe (total liabilities of $110 million). Ratepayer equity as at 30
June 2014 was $1,914 million, a three per cent increase on the previous year. This is mainly
attributed to the growth in our fixed asset base (property, plant and equipment) and partly offset
by a reduction in our cash balance.
$M
2009-2010
1,561.5
2010-2011
1,620.5
2011-2012
1,703.9
2012-2013
1,856.2
2013-2014
1,914.0
Understanding the Financial Report and Financial Statements
Council's Financial Report, Standard Statements and Performance Statement are prepared in
accordance with the Australian Accounting Standards, the Local Government Act 1989 and the
Auditor General's model accounts.
The Financial Report, Standard Statements and Performance Statement are audited by the
Auditor General Victoria's agent and are approved in principle by both the Council's Audit
Advisory Committee and by Council. The reports are then forwarded to the Auditor General's
Office for finalisation and provision of independent opinions for the Financial Report and
Standard Statements combined and also for the Performance Statement.
Standard Statements
The Standard Statements compare the actual result for the financial year to the Annual Budget
as originally adopted and provide explanations for any major variances.
There are four Standard Statements which are prepared using the same accounting basis as the
Financial Statements.
Standard Income Statement
This statement highlights the recurrent surplus which excludes distortions of capital income and
asset recognition and provides a result that reflects how Council uses rates and regular income
to meet recurrent expenditure.
Standard Balance Sheet
This statement also mirrors the statement made according to Accounting Standards in the
Annual Financial Report.
Standard Cash Flow Statement
This statement mirrors the statement made according to Accounting Standards in the Annual
Financial Report.
Standard Statement of Capital Works
This statement provides detail of capital expenditure by asset type and distinguishes renewal,
upgrade and new capital expenditure.
Financial Statements
The financial statements consist of four financial reports, explanatory notes supporting the
reports and endorsement from the Council and the Victorian Auditor General.
The four financial reports are:
• Comprehensive Income Statement
• Balance Sheet
• Statement of Changes in Equity
• Cash Flow Statement
The explanatory notes detail Council's accounting policies and the make up of the values
contained in the statements.
Comprehensive Income Statement
The Comprehensive Income Statement measures Council's performance over the year.
It lists the sources of the Council's revenue under various income headings and the expenses
incurred in running the Council during the year. The expenses relate only to the "Operations"
and do not include the cost associated with the purchase or the building of assets. Expenses do
include an item for depreciation which is the value of the assets used up during the year.
Balance Sheet
The Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June
2014.
The bottom line of the Balance Sheet is Net Assets which is the net worth of the Council which
has been built up over many years.
The assets and liabilities are separated into Current and Non Current. Current refers to assets or
liabilities that will fall due within the next 12 months (except Long Service Leave refer note 1(j)
within the Notes to the accounts).
Statement of Changes in Equity
The Statement of Changes in Equity summarises the change in value of Total Ratepayers
Equity. The value of equity can only change as a result of:
• The profit or loss from operations described as surplus or deficit in the income statement.
• The use of monies from Council's Reserves.
• A change in the value of non-current assets resulting from a revaluation of these assets.
Cash Flow Statement
The Cash Flow Statement summarises Council's cash payments and receipts for the year and
the level of cash at the end of the financial year.
Cash in this statement refers to Bank Deposits and investments capable of being quickly
converted to cash.
Council's cash arises from, and is used in, three main areas:
• Cash Flows from Operating Activities - summarises all income and expenses relating to
Council operations, including service delivery and maintenance.
• Cash Flows from Investing Activities - relates to capital works payments recorded as assets in
the Balance Sheet as well as receipts for the sale of assets.
• Cash Flows from Financing Activities - represents repayments of and receipts from loans.
Notes to the Accounts
The Notes to the Accounts are an informative section of the report and enable the reader to
understand the basis on which the values shown in the accounts are established. The notes also
advise if there has been any change to the Accounting Standards, Policy or Legislation that has
impacted on the preparation of the standards.
Within the four Financial Statements, there is a "Note" column to indicate which Note the reader
can refer to for additional information. This is particularly useful where there has been a
significant change from the previous year's comparative figure.
Statements by the Principal Accounting Officer, CEO and Councillors
The Financial Statements, Standard Statements and the Performance Statement require
certification under the Local Government Act 1989. The certifications are made by a combination
of the Principal Accounting Officer, the Chief Executive Officer and two Councillors, on behalf of
the Council, as a written undertaking to the Statements being correct and not misleading.
Auditor General's Report
This document provides a written undertaking of the accuracy, fairness and completeness of the
accounts.
The audit report from the Auditor General provides an independent view of the statements and
advises the reader if there are any issues of concern.
Global Reporting Initiative
The Global Reporting Initiative (GRI) is a network-based organisation that has developed the
world’s most widely used sustainability reporting framework. This framework sets out the
principles and indicators that organisations can use to measure and report their economic,
environmental and social performance. The cornerstone of the framework is the Sustainability
Reporting Guidelines.
The City of Greater Geelong addresses the following G3-1 Sustainability Reporting Guidelines
within the 2013-2014 Annual Report:
GRI Indicator and Description
Strategy and Analysis
1.1
Statement from the CEO
2.1
2.2
Name of organisation
Primary brands, products and/or services
2.3
2.4
Operational structure of the organisation
Location of organisation
2.6
2.7
2.8
Nature of ownership and legal form
Markets served (Wards)
Scale of the organisation and its operations
2.10
Awards received in the reporting period
Report Parameters
3.1
Reporting period
3.3
Reporting cycle
3.4
Contact point for questions
3.5
Process for defining report content
3.6
Boundary of the Report
Governance, Commitments and Engagement
4.1
Governance structure of the organisation
4.4
Mechanisms for the community and employees to provide
Page No.
12-13
Front cover
16-17
51-54
61-120
49-50
243,
Back cover
35
34-43
14-15,
156-160
18
4, Front cover
25
243
4, 62
34
129-136
35-46
4.8
4.12
4.13
4.14
recommendations or direction to Councillors.
Council mission and values
Externally developed charters, principles or initiatives to which
the organisation belongs
Memberships in Associations
Stakeholder groups engaged by the organisation
4.16
Approaches to stakeholder engagement
4.17
Key topics raised through stakeholder engagement
Economic Indicators
EC1
Economic value generated
EC3
Coverage of the organisations defined benefit plan obligations
EC4
Financial assistance received from Government
Environmental Indicators
EN5
Energy saved due to conservation and efficiency
improvements
EN6
Initiatives to provide energy efficient or renewable energy
EN8
EN14
EN18
EN22
Total water use
Strategies, current actions and future plans for managing
impacts of biodiversity
Initiatives to reduce greenhouse gas emissions and reductions
achieved
Total weight of waste by type and disposal method
Labour Practices
LA1
Total workforce by employment type, employment contract
and region
LA2
Total number and rate of employee turnover
LA7
Rates of injury, lost days and absenteeism
LA8
Education, training, Counselling, prevention and risk control
programs in place to assist workforce members and their
families
LA11
Programs for skills management and lifelong learning that
support the continued employability of employees and assist
them in managing career endings
Product Responsibility
PR5
Practices related to customer satisfaction including results of
surveys measuring customer satisfaction.
PR8
Total number of substantial complaints regarding breaches of
customer privacy and losses of customer data
117-120
48
44-46
44-46
118-120
144-148
118-120
118-120
14-15,
156-160,
163-166
202
139-140
102
92-95
102
98-103
93
8, 100
55-56
55
116
107
107
105
113-114
131
Glossary
2013-2014 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.
FTE: Full-time Equivalent Employment - 1 FTE is equivalent to one person working 38 hours per
week.
Financial Year: This document reports on the financial year from 1 July 2013 to 30 June 2014.
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 Indicator: Indicators used to monitor the performance of the city in achieving its
objectives in the 2013-2017 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 four key areas that council will focus on over a four year period, as
outlined in City Plan 2013-2017.
Strategy: A plan to implement the long-term objectives of the organisation. See City Plan.
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.
Interpreter Services
Interpreter Service
Please call the Translating and Interpreting Service (TIS National) on 131 450 and ask them to
telephone the City of Greater Geelong on 03 5272 5272. Our business hours are 8.30am 5.00pm.
Arabic
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Croatian
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Dinka
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Greek
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Italian
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City of Greater Geelong 03 5272 5272
Macedonian
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Mandarin
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Russian
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Serbian
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Spanish
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Sudanese - Arabic
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Thai
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Vietnamese
Translating and Interpreting Service (TIS) National 131 450
City of Greater Geelong 03 5272 5272
Contact Us
You can view a hard copy of the 2014-2015 update of City Plan 2013-2017 at any of our
Customer Service Centres or libraries.
If you would like a copy to keep, please contact Customer Service on the number below to
arrange for one to be sent to you.
Electronic copies are available on our website.
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 8.30am and 5.00pm weekdays to call us on
(+ 61 3) 5272 5272
Post
Write to us at:
City of Greater Geelong
PO Box 104
Geelong 3220 Australia
Fax
Send us a fax on (03) 5272 4277
Web
www.geelongaustralia.com.au
Social Media
Facebook geelongaustralia
Twitter @GreaterGeelong
Facebook geelongmayor
Twitter @geelong_mayor
Email
Get online and drop us an email at:
contactus@geelongcity.vic.gov.au
Mayor and Councillors
Email
mayor@geelongcity.vic.gov.au and
councillor@geelongcity.vic.gov.au
In Person
You can always visit us at any one of our conveniently located Customer Service Centres:
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
66-70 The Avenue
Waurn Ponds
Library, 230 Pioneer Road
Published by The City of Greater Geelong
This e-text version was produced by Vision Australia.
Ph: 1300 84 74 66
Email: printaccess@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.