CITY OF GREATER GEELONG

ADMINISTRATORS’ QUARTERLY REPORT TO THE MINISTER FOR LOCAL GOVERNMENTDECEMBER 2016

THIS REPORT ADDRESSES THE EIGHT RECOMMENDATIONS OF THE COMMISSION OF INQUIRY INTO GREATER GEELONG CITY COUNCIL THAT ARE WITHIN THE CONTROL OF THE CITY OF GREATER GEELONG.

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2 Staff values launch 29 July 2016

Contents

Recommendations 3Commission of Inquiry: Recommendation 2 4

People & Leadership 4Management 5Relationships 6Governance 6

Commission of Inquiry: Recommendation 3 7Commission of Inquiry: Recommendation 4 9Commission of Inquiry: Recommendation 5 9Commission of Inquiry: Recommendation 7 9Commission of Inquiry: Recommendation 910Commission of Inquiry: Recommendation 1110Commission of Inquiry: Recommendation 1210Highlights 11Administrators’ presence in the community13Staff Engagement 14Business as Usual 14Community Presentations 15Other Meetings 15

RecommendationsThe Commission recommended that:

1. Greater Geelong City Council be dismissed and Administrators appointed to perform the powers, functions and duties of the Council until a new Council is elected.

8. The positions of Mayor and Deputy Mayor both be directly elected to strengthen support tothe Mayor and enable a greater sharing of the workloads of office.

10.The accountability provisions of the Local Government Act be strengthened through the insertion of provisions to:

▪ make it a responsibility of the chief executive officer to liaise with the mayor on the organisation’s affairs and performance;and

▪ establish a reciprocal obligation by councillors to work constructively with the Mayor to establish good working relationships and good governance of the Council; and

▪ enable the removal of individual councillors, including the mayor, for reasons and in a manner similar to the existing provisions in the Act for the removal of all councillors.

6. The individual Councillor ward electoral system be replaced with multi-councillor wards to share representative responsibilities.

Note - only recommendations shaded are within the control of the City of Greater Geelong Administrators 3

9. Appropriate, experienced resources be provided, at a level commensurate with those available in comparable Councils, to support the Mayor and Deputy

7. Support for Councillors be strengthened through secondment of experienced administratorsas councillor liaison officers to coordinate dministration support to individual Councillors in the discharge of their responsibilities as elected officials. The liaison officers

2. A major transformational program be established by the Administrators, with the support of the incumbent CEO, to implement:

a) a thoroughgoing review of the organisation and its management; and

b) a comprehensive review of all Council policies, systems, processes and operations to

3. Urgent priority be given to the development of a 20 to 30-year outcome-focused vision and strategy for the Council and the City developed in consultation with key

4. The long-term vision and strategy guide Council’s approach to investment in and advocacy for the economic development, population growth, environmental sustainability and community services of Greater Geelong. Subsequent development of long-term capital investment, business and advocacy plans to guide the Council’s work for the City

5. The four-year City Plan be reviewed and recast consistent with the long-term vision and strategy for Geelong and to provide the context for feasibility studies to underpin decisions affecting all Council

11. An independent panel, chaired by an appropriately qualified external person, together with the Chief Executive Officer (as champion of cultural change) and a General Manager, be appointed for a period of two years to deal with staff complaints of bullying and

12. Action be initiated to consolidate Council departments in one central location to unify the organisation, deliver increased efficiency and productivity and release surplus

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Under the leadership of Kelvin Spiller, CEO, the foundations of a high performing organisation are now being built.

The top 100 leaders have participated in establishing a desired state and success milestones for December 2016 through to June 2017 and June 2018.

The transformation program provides a roadmap on how we will achieve:Æ a healthy culture, with a focus on clear

purpose, values and positive duty for all staff

Æ strong leadership and management capabilitiesÆ robust financial planning,

management and reportingÆ investment in ICT services and asset

management as enablers of the strategy, and

Æ the right environment for the successful return to an elected council.

The transformation program, led by the Executive Leadership Team, is leveraging the capability and commitment of senior leaders across the organisation and achieving a high degree of engagement with all levels of management and staff.

An active engagement program is underway which includes Senior Leadership Team forums, Joint Coordinators’ Group forums, CEO quarterly face-to-face updates to staff, weekly workplace culture newsletters and CEO weekly bulletins.

People & LeadershipÆ The organisation has adopted the new

purpose and values (launched 29 July 2016), and these are being embedded to ensure thatall interactions with our community and all decisions to recruit, select, manage andevaluate staff are based on our purpose and values. This is supported by a values tool kit to guide team conversations.

Æ The Staff Code of Conduct has been updated by Susan Halliday in consultation with the Staff Relations Consultative Committee to reflect contemporary standards and practice. Thenew Code will be rolled out with an education program over coming months.

Æ The exit interview process has been remodelled to capture trend data and themes.

Æ Mental health awareness workshops are being offered for all people leaders and employees. This comprehensive education program is facilitated by Beyond Blue, and to date 160 people leaders have participated. There are 8 sessions scheduled for employees during December.

Æ Development of leadership capacity continues.

This includes:

▪ A new approach involving active learning principles applied to the transformation program. Monthly sessions bring together senior leaders (and quarterly with coordinators) to test and provide input to transformation projects.

▪ A program of 360 degree feedback will begin in February 2017 for the Executive and Senior Leadership Team.

▪ Identified capability gaps are being addressed through targeted training for the Executive Team and Senior Leaders. Training includes a 1 day culture intensive workshop and presentation requirements for local government.

▪ A new coordinator program has

Commission of Inquiry: Recommendation 2A major transformational program be established by the Administrators, with the support of the incumbent CEO to implement:

(a) a thoroughgoing review of the organisation and its

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been established to build and enhance leadership capability. By the end of 2017 more than 60 coordinators will have been throughthe intensive 10 month program. Modules include performance management, workplace resilience, strategic thinking, influencing skills, and systems thinking.

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Æ The concept of positive duty is embedded in induction programs, performance review and performance management systems, corporate training programs and internal communications. A positive duty plan is being developed in accordance with the Equal Opportunity Act.

Æ The Employee Opinion Survey results (completed in August) are being used by people leaders to develop improvement action plans for their areas of business and for facilitated discussion within teams. HR Business Partners are working collaboratively to consult on action plans as required.

Æ The employee contact officer system involves employees who are trained to identify and provide intervention and prevention suggestions on issues such as harassment and discrimination. The system has been fully reviewed, and 7 new officers have been recruited and are being trained by the Victorian Equal Opportunity and Human Rights Commission. To build capability, employee contact officers will also be trained in mental health first aid. This is being communicated to all staff.

Æ The Victorian Equal Opportunity Commission has been engaged to undertake a diversity and inclusion audit to enable the development of a targeted diversity strategy for the organisation.

Æ A Gender Pay Equity Report is complete. Stage 2 will involve the development of a Gender Pay Equity Strategy to address the findings of the report.

Æ 2,721 employees will take part in a new compliance suite of training. The online learning portal has been relaunched16 December with 8 modules:

▪ Bullying and harassment▪ Equal opportunity▪ National information privacy

awareness▪ Victorian Charter of Human

Rights and Responsibilities▪ Social/digital media and the

workplace

▪ Fraud and corruption awareness and prevention▪ Manual handling▪ Occupational health and safety fundamentals

Employees who do not have online access will participate in face-to-face training throughout 2017.

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Æ The representation of women in senior roles is increasing. The graph below shows the positive change from March to October 2016.

ManagementÆ A realignment of the

organisation’s structure is underway. The new structure provides a much stronger focus on governance, risk management and audit as well as strategic/ operational financial management and Continuous Improvement.

Æ Recruitment is underway for the revised role of Director Finance & Strategy. This role willfocus on the strategic financial leadership of the organisation with responsibility for the areasof Financial Services, Digital Information & Technology, Strategy & Program Performance and Property & Procurement.

Æ Implementation has begun on the recommendations of the Ernst & Young strategic financial review. This work is aimed at achieving a fully integrated approach to financial and business planning using a 20-30 year time frame for analysing costs and investment outcomes.

There is action underway to improve reporting, management of debt, asset

planning, financial cultural discipline and to use VAGO indicators for monitoring overall financial performance.

Æ The 2017-18 Budget process has been reviewed and is underway with planned adoption of enduring budget objectives. There has been a decision to develop a single community grants program with transparent criteria and an expert assessment process. The grants program will be developed next year.

Æ The review by Deloitte of ICT found significant under-investment and the need for a more strategic approach, including the development of an ICT strategy. The 12 recommendations have been mapped and costed over a two year period.

COMMUNITYUPDATE

Amie Hall enjoying the beach at Barwon Heads with daughter Millie

STUHNE!HERE COMES

OUR GUIDE TO WHAT’S HOTTHIS SUMMER > Page 6

WHAT DOES GEELONG'S IN THIS

FUTURE LOOK LIKE?We all want Geelong to be a thriving, inclusive and sustainable city well into the future for our children and grandchildren.That’s why the City is developing a 30-year and will be attending numerous summer vision and strategy for the region, called events encouraging people to have a say. Our Future.

EDITION3 REVITALISING OUR LANEWAYS

7 THE FLOATING CHRISTMAS TREE

Research into cities and communities shows We are also partnering with Deakin University Jessie Watts talking tothe world’s best are connected; creative; to run a series of talks featuring high-profile community members

speakers who will share their views onprosperous; sustainable and resilient; and how Geelong can thrive and play a role on about Our Futuredesigned around what people need. a global scale. For information about theWe would like at least 25,000 people (or Deakin lecture series please visit our website. Please visit www.geelongaustralia. one in 10 of our population) to tell us how “Our Future will be the basis for planning, com.au/ourfuture to learn more they think Geelong performs against these funding and prioritising decisions affecting about the project, and complete indicators of successful cities, and the Greater Geelong, by all decision makers, an online or hardcopy version of improvements needed to develop a better not just the City,” Dr Alexander said. the Our Future survey.community.“This is not just another Council plan: this If you don’t want to go online, you can City of Greater Geelong Chair of vision will be owned and supported by our pick up information about Our Future, and Administrators Dr Kathy Alexander said community.”a survey, from the City’s customer contact Our Future will capture community views Toolkits are being distributed to business and leisure centres.

CITY HOSTING CRICKET CHAMPS

WATER SAFETY

11 CHRISTMAS TRAIL

to create a consensus for a long-term vision and community organisations to help them The City will share the results of Our Futureand strategy for the region.have conversations about Our Future in with the community early in 2017.

To listen to the community’s views the their workplaces and with their personal City conducted community workshops and networks. The toolkits are also available visited schools throughout November, online.12 UPCOMING EVENTS

geelongaustralia @GreaterGeelong CityofGreaterGeelong

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RelationshipsÆ The re-

introduction of the bi-monthly community newsletter, Community Update, has been well receivedwith the second edition (and 2017 calendar) delivered to 109,000households in early December.

Æ The Chair Administrator writes a monthly column in the Geelong Advertiser to raise awareness about issues facing Geelong, elements of successful cities and progress of the Our Future project.

Æ A process for the consideration of community views in matters for decisions which are the responsibility of the Planning Minister has been proposed to the Planning Minister.

Æ Partnership is key to the successful revitalisation of central Geelong and there are regular productive and positive meetings with the Geelong Authority and DELWP to progress the State Government’s Revitalising Central Geelong Action Plan. A current priority is planning for improvements for Johnstone Park which, as the most significant park in the CBD, has an important role in supporting a growing population of residents and workers.

Æ There is good progress on the Moolap Coastal Strategic Framework Plan which plans for the long term use of land that includes the site of the former Alcoa Point Henry operations and Cheetham salt works. CoGG is working with DELWP and key stakeholders including Alcoa,Winchester, Dow, Port of Geelong and the Geelong Environment Council.

Æ The community and business leaders weekly lunch meetings are continuing. They provide an opportunity for city leaders to join the Administrators

and CEO for a round table discussion about issues facing the city and the role of the City of Greater Geelong. Themed round table discussions over the past three months have included leaders from the health, developer, community, sport, industrial, IT, business, research, education and tourism sectors as well as key general stakeholders.

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Æ Monthly community engagement meetings in local areas will continue in 2017, allowing the Administrators and executive leadership team to hear concerns and views of residents. Meetings over the last three months were well attended and held at:▪ Grovedale 21 September▪ Norlane 18 October▪ Barwon Heads 16 November

Æ The Chair Administrator and CEO participated in an advocacy visit to Parliament House, Canberra (29 November) as part of the Fed Cats delegation organised by the Committee for Geelong and Chamber of Commerce. The aim of the trip was to raise awareness of the needs of Geelong including the need to focus on small business and invest in critical infrastructure.

GovernanceÆ A new position of Senior

Manager Legal Services & Governance has been created to lead and strengthen our compliance, legal, governance and audit functions, including Council business and Councillor support.Recruitment is underway.

Æ A review of the Audit Advisory Committee terms of reference has followed an earlier review of the composition of the Committee and two new external appointments (including the Chair) to strengthen expertise and governance.

Æ An internal audit service provider has been selected from a competitive field of 10 tenders to develop and significantly increase the internal audit program. This arrangement comes into effect in December 2016.

Æ We have written to all employees about the key parts of the Protected Disclosure Act 2012 with a guide to what is improper or corrupt conduct and how to lodge an allegation with our Protected Disclosure Coordinator. Training is incorporated in the new compliance

modules launched 16 December.

Æ A plan is being developed for the Return of Council to ensure the organisation is ready for an elected Council in October 2017. It articulates roles and responsibilities and a decision making framework.

Æ Proposals for civic leadership programs to develop community skills and knowledge of council governance and leadershipresponsibilities will be reviewed in the new year.

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Stage one engagement for the Our Future 30 year vision and strategy is well under way with 6,205 people so far engaged providing input through online surveys as well as community, stakeholder and staff workshops.

The 30 year vision and strategic directions is on track to be complete by July 2017.

A Partnership Group has been established to ensure broad city leadership engagement in the Our Future strategy and to facilitate the participation of all sectors (see attached terms of reference). Partner Group members are:

Æ Chief Administrator, City of Greater Geelong (Chair)Æ Barwon Regional Partnership – Regional

Development Victoria

Æ Committee for GeelongCommission of Inquiry: Recommendation 3Urgent priority be given to the development of a 20-30 year

Activation of the Our Future Partner

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Æ Deakin UniversityÆ Department of Health and

Human Services (Barwon Region)

Æ Geelong AuthorityÆ Geelong Chamber of Commerce Æ Geelong Environment Council Æ Geelong Football ClubÆ Geelong Sustainability GroupÆ Give Where You LiveÆ Gordon Institute of TAFEÆ G21 Agribusiness ForumÆ G21 Geelong Regional AllianceÆ National Trust of Australia

Geelong and Region BranchÆ Tourism Greater Geelong and the BellarineÆ Urban Development Institute

of Australia (Geelong Committee)

Since the Partner Group inception meeting in October, members have shown their commitment and support through promotion of Our Future to their networks, staff workshops, editorials in the Geelong Advertiser and a public lecture series to be hosted by Deakin University.

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Our Future engagementThe Our Future Project Team and support network of council staff and external stakeholders has delivered, facilitated and been present at over 60 engagement activities to date. For the December quarter this includes:

Æ Our Future survey delivered to 109,000 Geelong households

Æ 7 facilitated community workshops across the municipality

Æ exhibits and surveys at key community events including Light Up Geelong, Gala Day, Royal Geelong Show, Narana Festival and Skaart Festival

Æ Partner Group activation

Æ Our Future displays, surveys and drop boxes at customer service centres, leisure centres and municipal libraries.

Stage one: analysis of dataWe are now analysing data received to date. As stage one engagement comes to a close in mid-late January, the analysed data will be used to form a list of community desires and how to make those real. This list will go back to the

community for review and ranking.

Stage two: engagement and

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The foundation for stage two engagement is under development and will focus on achieving the following goals and objectives:

Æ Engage (and re-engage) with the community about what we heard in stage one

Æ Reach the target of 25,000 voices

Æ Validation of the elements of a successful community framework

Æ Provide opportunity for the community to develop, test and vote on preferred future scenarios

Æ Shape the final vision document through community input

Æ Continue to educate the community on the importance of a long-term vision for Greater Geelong.

Over the past three months, the Administrators have engaged with people through council and community meetings, leaders’ forums, guest speaking invitations including PWC Real Estate Conference in Sydney, Channel 7 Sunrise and other events.

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Development of the 30 year vision and unifying plan for Geelong is expected to be finalised by July 2017.

Æ The 30 year vision and plan will clarify long term objectives and aspirations, and the Ernst & Young strategic financial review recommends:

▪ close alignment of the budgeting process with the long term plan

▪ reinvigoration of service planning based on a unified decision making framework

▪ all-of-life modelling for current and proposed developments to understand the net community financial benefit/detriment

A priority is to develop a consistent universal resource allocation framework to guide decision making.

To follow development of the 30 year vision and unifying plan to be completed in July 2017 and election of a new Council in October 2017.

Development of Return of Council plan is progressing and this includes consideration of councillor liaison officers to coordinate administration support to councillors.

Commission of Inquiry: Recommendation 5The four-year City Plan be reviewed and recast consistent with the long term vision and

Commission of Inquiry: Recommendation 7Support for Councillors be strengthened through secondment of experienced administrators as councillor liaison officers to coordinate administration support to

Commission of Inquiry: Recommendation 4The long term vision and strategy guide Council’s approach to investment in and advocacy for the economic development, population growth, environmental

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Research and consultation on staffing models and resources continues as we progress the Returnof Council plan and work to create the right environment for the return of elected councillors.

Consultants Currie Brown have shortlisted two sites and are undertaking financial modelling. The efficiency and productivity benefits of one central location will be significant.

Initial consultation has taken place with the Geelong Authority on the two shortlisted sites to ensure that the decision about relocation andconsolidation supports the goals of the revitalisation of Central Geelong.

The Complaint Review Panel was established 1 February 2016 and meets regularly. There are 7 investigations underway. 38 other matters have been resolved and there are 19 mapped strategies and interventions in train.

The Panel continues to invite staff to raise issues of concern. The majority of issues are resolved through team interventions, file reviews and process audits. Where appropriate, complaints are referred for further investigation.

Complaint Review Panel members are:

Susan Halliday – independent chairperson (former Commissioner –

Commission of Inquiry: Recommendation 11An independent panel, chaired by an appropriately qualified external person, together with the Chief Executive Officer (as champion of cultural change)

Commission of Inquiry: Recommendation 9Appropriate, experienced resources be provided, at a

Commission of Inquiry: Recommendation 12Action be initiated to consolidate Council

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Australian Human Rights Commission)Kelvin Spiller – CEOAndrew Keen – Executive Manager People & Organisation Development

The Complaint Review Panel will continue to June 2018.

A firmer

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Highlights City chiefs tick off achievements

on financesSHANE FOWLES

TACKLING the council’s fin- ances and a long-term central- isation strategy for the city’s employees are among the early highlights for Geelong’s ad- ministrators.

The trio, who were appoint- ed to run the City of Greater Geelong in late May, have del- ivered a report card that details their first four months in the top job.

In an update for Local Gov- ernment Minister Natalie Hutchins, the administrators have highlighted the progress on their centrepiece 30-year vision for the city.

Groundwork for the pro- ject, dubbed Our Future, has focused on liaising with the public and stakeholder groups, with school-aged children, youth and seniors to be polled this month.

Chief administrator Kathy Alexander said more than 4000 people had taken part in the process since June, as the council aims to complete the 30-year plan by May or June next year.

“A major priority for us has been developing and strength- ening an ongoing two-way conversation with the com- munity to identify common

concerns, experiences,

thoughts and ideas,” Dr Alex- ander said. The report pro- vided updates on a range of initiatives, detailing that:A STRATEGIC financial rev- iew has been conducted using independent consultants Ernst & Young. The review has looked at immediate and longer-term requirements, and assesses the property portfolio to identify underperforming assets. It will also help develop a model for the council’s finan- cial decision making, which will align with its 30-year vis- ion and strategy. A preliminary report by Ernst & Young has been completed and is under

consideration, but has not been released publicly.CONSULTANTS have been appointed to develop a short- term and longer-term strategy to consolidate the council’s central Geelong-based em- ployees in the one location. The council has staff spread across nine buildings in the CBD, which CEO Kelvin Spill- er has labelled as “terribly inef- ficient”, costing ratepayers money. A draft strategy is due to be presented to the adminis- trators by November.THE city’s public newsletter, Community Update, will be re- instated. The first edition is due this month

City of Greater Geelong administrators Laurinda Gardner, Peter Dorling and Kathy Alexander. Picture: MIKE DUGDALE

Authority seizes Geelong’s heartA State Government committee that was branded as an “abject failure” at delivering major projects for Geelong is now responsible for helping revit- alise the city’s heart.

Geelong’s council administrators this week “agreed to work in partnership” with the Govern- ment’s Geelong Authority on projects to spruce up the city.

The authority will take over from the Central Geelong Task Force, which included former may- or Darryn Lyons and deputy Michelle Heagney who were both sacked by the Andrews govern- ment along with the rest of Geelong’s council in April.

The task force was “now no longer needed”, said administrators chair Kathy Alexander.

She and fellow administrators Laurinda Gard- ner and Peter Dorling, formerly the authority’s chair until his council appointment, supported disbanding the task force at a meeting this week.

Some former task force volunteers were now members of the authority, Dr Alexander said.

She “looked forward” to working with them on a new Revitalising Central Geelong partnership with the authority.

“Since its first meeting in July 2014 the task force has overseen a number of important im- provements and enterprises in central Geelong,” Dr Alexander said.

“These included the Malop Street Green Spine concept development and initial designs, the Lit- tle Malop streetscape, pedestrian bridge design and laneways concept development, the delivery of the Malop Street lab and community engage- ment for the CBD 40km/h speed zone.

“The new Revitalising Central Geelong action plan builds on these key initiatives and will guide the future work to be undertaken through the State Government and council partnership.

“It’s now time to implement all of these great initiatives.”

Premier Daniel Andrews unveiled the Gee- long Authority in August 2015 as an advisory committee to “break the deadlock” on major projects in Geelong.

The authority would advise Planning Minister Richard Wynne to deliver “real action” for Gee- long, Mr Andrews said.

But 10 months later local Liberal MPs began

criticising the authority for failing to deliver any projects despite $3.5 million in funding.

South Barwon MP Andrew Katos called the committee a “token board” established to “deceive Geelong residents into thinking the government’s taking action”.

Corangamite MP Sarah Henderson said the “powerless” authority should be disbanded if it was incapable of “doing the job”.

Soon after the State Government gave the au- thority part credit for approving an $80 million Brougham Street building, naming the committee among several governmental bodies that “sup- ported” the project.

AGREED: Geelong council administrators Laurinda Gardner, Kathy Alexander and Peter Dorling.

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Dr KathyALEXANDER

8.6%

42.6%

48.6%

AT last week’s council meeting we noted a report showing a $25 million urban growth funding gap between our cost to provide necessary community infrastructure over the next 15-20 years, and the funds we receive through developer contribution plans and the State Government’s capped Community Infrastructure Levy.

To put it simply, the city is capped on how much it receives from developers for community infrastructure and capped on how much it can charge residents in rates. Yet the future livability of Geelong depends on ensuring we build almost$500 million in infrastructure that residents deserve and expect

We need to be as efficient and

productive as possible in the way we provide services, and the way we design our municipality. We have initiated a project called Our Future to develop a 30-year vision for the Greater Geelong municipality.

Now is the time to discuss how we can be smarter with urban planning to accommodate financially and environmentally sustainable growth.

How do we balance the need to maintain our beautiful farmland, peninsula and coast while allowing for a growing population?

What opportunities are there to increase housing density within already built up areas, with their

damaging the integrity of our villages?

Research shows that successful cities are built on five pillars. They all ARE designed around people, making it easy for residents to access the services and amenities they need; ARE connected locally, regionally, internationally and through technology;ARE financially and environmentally sustainable;

and challenge their communities with creativity and innovation; and.MOST importantly prosperous, while also being socially and economically equitable.

As we build Our Future and develop a vision that supports these pillars of success, the role of innovative medium density urban design and construction should factor into our plans.

It’s well known that medium density housing offers a range of benefits for a growing, modern city. In 2009, Melbourne’s Professor Rob Adams authored the Transforming Australian Cities report. He highlighted a possible saving of $440 billion over 50 years if available land adjacent to existing public transport infrastructure was used for medium density housing constructed just 5-8 storeys high.

It would take only 7.5 per cent of the land, and house up to four million more people in Melbourne.

The vision was simple — innovatively-designed housing for an extra four million Melbourne residents without breaking the budget or

Geelong has its own needs and challenges, but we can learn from this study and adopt planning principles

finances and predicted growth.Medium density housing could

be developed along existing bus routes, with buses varying in size and flexibility to also meet the needs of lower density populations in the city’s fringe suburbs.

Planting more trees, increasing solar energy use and encouraging rainwater collection reduces the environmental impact of medium density design.

As we work towards an Our Future vision and debate the medium density balance, please visit www.geelongaustralia.com.au/ ourfuture to read more about the components of a successful city, and the future challenges we face.

We’re seeking your informed feedback and ideas on what you want Geelong to be in 30 years time.

Dr Kathy Alexander is the City of Greater Geelong’s chair of administrators.

Media coverage September - November 2016

6,78Barwon Heads community engagement meeting 16 November

Norlane community meeting 18 October

Speaking engagements have included the Geelong Business Network Breakfast

Our Future engagement at the Geelong Show October 2016

Our Future engagement has been with all ages - at the Big Play Day

Peter Dorling at the 100 years of Gala civic reception October 2016Saleyards inspection with stakeholders 7 December 2016

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PEOPLE THE ADMINISTRATORS HAVE ENGAGED OR MET WITH SEPTEMBER - DECEMBER

Administrators’ presence in the community

VEEMA MOONIAPAH Community Development Officer

DAVIS JOHNSON Team Leader Parks Maintenance

ALEX BOYLE Communications & Media Officer

WHAT’S IMPORTANT TO YOU?

LAURA SHAW Recreation Liaison Officer

WE CREATE A HEALTHY AND SAFE ENVIRONMENT FOR ALLIS WHYTHIS

A small cross-organisational team led the project to create a video to remind people why workplace safety is so important. The highly engaging clip also talks about living the values and features employees to put faces to safety in the workplace.

Transformation session with top 100 leaders – 23 November 2016

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Staff Engagement

Business As Usual 40

Over the past four months, as well as progressing transformational change, theAdministrators have dealt with:

E2

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We want to create a culture where the City’s values inform decisions and actions at every level of the organisation. To do this, it must start with leaders understanding theimportance of values and how they bring the values to life through their decisions, actions and conversations.

A cross-organisational focus

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Council agenda items

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Community Presentations Æ Australian Citizenship Ceremony –

September, NovemberÆ Barwon Heads community

engagement meetingÆ Barwon Regional PartnershipÆ Citizens’ Jury – Democracy in GeelongÆ Committee for Geelong Strategy &

Policy CommitteeÆ FedCats Dinner Parliament House

Canberra - Chair Administrator speaking

Æ FinPro Conference – keynote address ‘sharing solutions’ Chair Administrator

Æ Futures Thinking WorkshopÆ Gala Day 100th Anniversary civic receptionÆ Geelong Business Network Breakfast

Æ Geelong Children’s Week launchÆ Geelong Gallery Contemporary Art PrizeÆ Grovedale community engagement meetingÆ Light Up GeelongÆ Multicultural Issues Network 2016 ForumÆ National Wool Museum launch of War at

Sea exhibitionÆ Norlane community engagement meetingÆ Probus Club Geelong & Geelong WestÆ Probus Club Hamlyn HeightsÆ PWC Asia Pacific 2016 Real Estate

Conference Chair Administrator panel discussion

Æ Remembrance Day commemorative and wreath laying service, morning tea

Æ Royal Geelong Show opening functionÆ Word for Word Non-Fiction Festival

launch 2016

Other meetings

Æ Airshow 2017 Æ Alcoa Foundation Æ Avalon AirportÆ Barwon HealthÆ Barwon WaterÆ Basketball Geelong Æ Bay FM / KRock Æ Bellarine Bayside Æ BPWÆ City WideÆ Committee for Geelong Æ Court Services Victoria Æ Deakin UniversityÆ DeloittesÆ Department of

Environment, Land, Water & Planning

Æ DiversitatÆ Education Foundation Australia

Æ Epworth Geelong Æ Ernst & Young Æ Fr Kevin DillonÆ Friends of Geelong

Botanic GardensÆ G21

Æ Geelong Advertiser Æ Geelong Authority Æ Geelong Chamber of

CommerceÆ Geelong Community Drug Action

Plan GroupÆ Geelong Cup Committee Æ Geelong Football Club Æ Geelong Manufacturing

CouncilÆ Geelong Sustainability GroupÆ GMHBAÆ Golf VictoriaÆ Kardinia Park TrustÆ Lara Community BankÆ Lara RSLÆ Member for Bellarine Lisa Neville MPÆ Member for Corangamite Sarah

Henderson MPÆ Member for Corio Richard Marles MPÆ Member for Geelong Christine

Couzens MPÆ Minister for Local GovernmentÆ Minister for PlanningÆ Minister for Regional

Development

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Æ National Trust GeelongÆ One Fire Reconciliation GroupÆ Parks VictoriaÆ Property Council of Australia Æ Regional Development Victoria Æ UDIA GeelongÆ Victorian

Farmers Federation Bellarine Branch

Æ Victorian OmbudsmanÆ VLine boardÆ Women in Local DemocracyÆ Shadow Minister

for Infrastructure, Transport, Cities & Regional Development

Æ Office of Minister for Communications & Arts

Æ Office of Minister for Veterans’ Affairs & Defence Personnel

Æ Shadow Assistant Minister for Small Business

Æ Shadow Minister for Small Business and Financial Services

Æ Office of Minister for Education & Training

Æ Advisor to Minister for

Education & Training

Æ Shadow TreasurerÆ Minister for Small Business

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