City of Greater Geelong

Annual Report 2014-2015

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Performance Highlights Community Wellbeing

Bop Bop Karrong Barwon Heads, Grovedale Community Hub, Norlane Child and Family Centre and the Leopold Child and Family Centre opened their doors to hundreds of young children and their families. The new centres offer integrated services including childcare, kindergarten, allied health services, maternal and child health services, playgroups and parenting programs.

The Northern ARC (Arts, Recreation and Community) Master Plan was endorsed by Council in June 2015. Currently home to the Waterworld Leisure Centre, Centenary Hall and the Corio Library, it will guide development of an arts, recreation, community, leisure and health services hub in Norlane over the next 15 years.

Growing Our Economy A crowd of more than 15,000 people lined the waterfront on Friday 21

November 2014 to see the switching on of Geelong’s new Iconic Floating Christmas Tree. At 25 metres tall it is Australia’s largest outdoor Christmas tree.

Geelong Major Events supported 29 major events in 2014-2015 which generated approximately $84 million of economic benefit into the region. This is the equivalent of supporting 672 full time jobs.

Sustainable Built and Natural Environment Over 17,000 indigenous trees and shrubs were planted along the Ted Wilson

Trail as part of the Greenway Project. The aim is to plant over 100,000 indigenous trees and shrubs over five years, creating a 21 kilometre urban forest.

Bird Life Australia has recognised Council’s Hooded Plover program which has seen 27 hatched eggs from 13 breeding pairs in the last 12 months. The success of this program to save this protected species will see it replicated around Australia.

How We Do Business Record breaking results were achieved in planning permit applications with

78 per cent completed within the statutory timeframe. This included the highest result ever of 88 per cent in August 2014.

Council achieved its highest ‘Overall Performance’ rating in the Local Government Community Satisfaction Survey since 2012, to outperform both

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the Regional Centres average (by eight points) and state-wide average (by six points).

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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 VisionGreater Geelong: building our community through enterprise, opportunity and innovation in a quality environment.

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Welcome to the 2014-2015 Annual Report for the City of Greater Geelong

ContentsPerformance Highlights 1

Our Vision 2Contents 3About this report 4Live Love Geelong 5Facts and Figures 2014-2015 8

Overview 9A word from our Mayor 10A word from our Chief Executive Officer 11Overview of Financial Performance 12Major Initiatives Update 14Council Services Delivered 17Outstanding Achievements 19Calendar of Events 21

Planning Ahead 24Planning Framework 25Our Planning Process 27Council Priority Projects 28

Council Information 32Ward Map 33Our Council 34Our Councillors 36Council Appointments to Committees and Groups 43

Our People 46Our Values and Behaviours 47Organisation Structure 48Chief Executive Officer 50Divisional Information 51Staff Profile 54Occupational Health and Safety 56Employee Excellence Awards 58Recognition of Service Awards 59Our Volunteers61

Performance 63Delivering Community Priorities 64Community Wellbeing 65Growing Our Economy 80Sustainable Built and Natural Environment 93How We Do Business 1052014-2015 Performance Statement 120Local Government Performance Reporting 132

Governance ..141Governance and Management Checklist 142Internal Audit 145Statutory Information 147Best Value 153External Funding 155Development Contribution Plans 157Community Arts and Festivals Grants Program 161Councillor Community Grants Program 164Disability Action Plan Update 168Domestic Animal Management Plan Update 170Victorian Local Government Indicators 171

Annual Financial Report for the Year Ended 30 June 2015 173Annual Financial Report Table of Contents 174Summary of Financial Performance 175Understanding the Financial Report and Financial Statements 179

Index……………………………………………………………………………………………………………………222 Glossary……………………………………………………………………………………………………………….225Interpreter Services…………………………………………………………………………………………………226

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Contact Us…………………………………………………………………………………………………………….227

About this reportThe City of Greater Geelong Annual Report 2014-2015 provides a comprehensive account of Council’s performance from 1 July 2014 to 30 June 2015. 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 community’s 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 AudienceThe 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 ReportThe City of Greater Geelong Annual Report comprises seven main sections. These include:

OverviewContains messages from the Mayor and interim Chief Executive Officer, brief summary of financial performance, awards and the calendar of events.

Planning AheadIncludes the planning framework, brief City Plan update and an update on Council’s priority projects.

Council InformationProvides information on Council and councillors including councillor appointments to committees and groups.

Our PeopleIncludes the organisation structure, staff profile, Chief Executive Officer and Executive Leadership Team profiles, recognition awards and information on our volunteers.

PerformanceAchievements, future directions, challenges, key performance indicators and update on City Plan actions under each strategic direction. It also includes the Local Government Performance Reporting Framework service performance results and the Performance Statement.

GovernanceContains the Governance Checklist, 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.

Annual Financial ReportProvides a detailed account of our financial performance.

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Live Love GeelongWith a population of almost 225,000 people, the City of Greater Geelong is Victoria’s largest provincial municipality.

Where is GeelongLocated 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 Council and the Borough of Queenscliffe in the east, Surf Coast Shire and Golden Plains Shire in the west and Bass Strait to 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 historyThe 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 1850s, Geelong began its rise as an industrial town with the main trade in its early days being the processing and exporting 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 profileThe City of Greater Geelong’s population has grown from 201,495 in 2006 to 224,926 as at 30 June 2014, an increase of 11.6 per cent.

According to the Australian Bureau of Statistics’ 2011 Census of Population and Housing, 22.6 per cent of the City of Greater Geelong’s population was aged between zero and 17, with 22.9 per cent aged 60 and over, with this age group also having the largest change in age structure since 2006 (1.7 per cent increase).

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.

Almost 80 per cent of the community were Australian born, with the United Kingdom, New Zealand, Italy, Netherlands and Croatia the main birthplaces outside of Australia. 9.5 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.

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Couples with children made up 28.3 per cent of households, with a further 26 per cent being made up of couples without children. Single 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 municipality is experiencing a period of rapid growth with the population expected to exceed 320,000 by 2036. 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 investmentGeelong has a diverse economy with over 16,000 businesses and a labour force of over 101,000 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 (13.6 per cent of the workforce), retail trade (12.7 per cent), manufacturing (11.3 per cent) and education and training (9.1 per cent). Manufacturing remains the biggest value-added contributor to the regions Gross Regional Product at $1.8 billion annually (19 per cent of total value add). Trade through the Port of Geelong also continues to increase, now at 13.6 million tonnes, a 3.0 per cent increase on the previous year, with 661 vessels entering the Port in 2013-2014.

Investment in the region continues to grow with $1.3 billion in major construction and redevelopment underway in Geelong and a further $2.3 billion awaiting commencement or in planning stages. Projects completed in the last year reached a total of $645 million.

Where we learnGeelong 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 128 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 doThe Geelong region offers a diverse and exceptional lifestyle.

A leisurely stroll or bike 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 past times.

There are 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

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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 and 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 are many reasons to ‘Live Love Geelong’.

Historical information taken from: ‘Geelong – A Short History’ by Norman Houghton.

Statistics referred to in this section have been taken from: .id (informed decisions) - City of Greater Geelong Community Profile and Population Forecast websites, July 2015 Geelong: Facts at a Glance, Enterprise Geelong, February 2015 edition

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Facts and Figures 2014-2015

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Where we liveArea: 1,247km2

Average summer temperature is 26oC

Average winter temperature is 15oC

Who lives here?Population of 224,926+

Population growth rate was 1.6%*

Percentage of population born overseas is 20.5%*

Population age structure*:

0-17yrs: 22.6%

18-59 yrs: 54.5%

60+ yrs: 22.9%

Average household size is 2.4 persons*

Number of rateable properties 112,057

Our environment133km 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

26,990 grasses, shrubs and trees planted

Where we have fun900 areas of open space comprising 17,000 hectares

124 ovals

46 netball courts and 174 tennis courts

12 skate parks

2.2 million combined visits to Council’s four indoor leisure centres and two outdoor pools

24,119 Learn to Swim enrolments

282 public playgrounds

1.5 million visits to our libraries

328,705 visits to Council funded cultural institutions

Labour force and economic activity16,000 business enterprises**

Labour force of 101,000**

13.6M tonnes trade through Geelong Port**

$10.8B contribution to Gross Regional Product**

Median house price $375,000**Visitors

1.1M domestic overnight visitors to Geelong and the Bellarine region (combined stay of 3.9M nights)

41,000 international overnight visitors to Geelong and the Bellarine region (combined stay of 654,400 nights)

Helping and listening to our community187 groups assisted by annual Community Grants

81,049 letters received by Council and 795,593 posted

85 projects Council engaged the community on

182,514 calls answered by the Customer Contact

12,886 Contact Us emails received

94,429 visits to Customer Service Centres

Over 5,500 tweets and 4,000 Facebook posts

We maintain750 Council buildings maintained

145 public toilets maintained

13 libraries plus one mobile library

144 hectares of parks, sports grounds, golf courses and botanic gardens irrigated using 531 megalitres of water

2,180km of roads

143km of off-road paths (bike and walking trails)

1,532km of footpaths

Snapshot of Council service provision188,000 hours of personal and respite care and domestic assistance provided

85,000 meals distributed through Meals on Wheels

9,974 children provided with Maternal Child Health service

44,995 tonnes kerbside waste (garbage) collected

29,679 tonnes green waste collected

27,086 tonnes recycling collected

1,817 planning permit applications received

91,641 requests for service received

31,505 dogs and 9,492 cats registered

186 school crossings supervised

+ ABS Regional Population Growth, Australia, 2013-2014 (cat. No. 3218.0)*. id (informed decisions) City of Greater Geelong Population Forecast, June 2015** Geelong: Facts at a Glance, Enterprise Geelong, February 2015

Overview

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A word from our MayorWhat an amazing year it’s been! There has been an extraordinary number of achievements, but for me the stand out was Christmas. Every day when I’m out and about people tell me how much they loved the six weeks of joy and celebration the spectacular Iconic Floating Christmas Tree brought to Geelong. There’s no doubt it’s an incredible drawcard with almost 250,000 people visiting the Waterfront and CBD over this period to enjoy this and the Central Geelong Christmas activities, generating an economic benefit of $18 million. Civic pride is unquantifiable. What is quantifiable however is the fact that 20 per cent of traders reported their best ever season. In its first two weeks alone we averaged $200,000 in media coverage per day.

It wasn’t just the tree that put us on the map as the Christmas capital. The City Hall Christmas projections drew crowds night after night with their magical animations, video and music. Also the first ever Myer Christmas Windows in Geelong, and the 20 stop Christmas Trail were a big hit with young families. Roll on Christmas 2015 with an even more spectacular Christmas program!

There are many highlights of 2014-2015. Here are some of the top achievements:

We’ve invested $107 million to continue to provide current and future generations with great community facilities. This is no easy feat while we are recording the highest number of new residents in Victoria outside the metro area – about 3,500 new residents every year.

Last year we opened the doors of five new incredible community buildings: Grovedale Community Hub, Bop Bop Karrong early childhood centre in Barwon Heads, Leopold Community Hub, Norlane Child and Family Centre, and the Ocean Grove Community Hub. This is about opening up access to life’s opportunities through better health, early childhood education and lifelong learning.

The new $45.5 million state-of-the-art Geelong Library and Heritage Centre has been taking shape. It stops people in their tracks. For me this symbolises the new Geelong: bold, creative and modern 21st century smart city. I can’t wait for the doors to open!

Creating a more vibrant CBD is a real passion of mine and this is what drives my work as Mayor – each and every day. Central Geelong is a big story!

It started with free weekend parking to bring people back into the city and what a success that has been. It’s proved to be very popular with residents and visitors alike, with an economic boost to CBD traders. ‘Kiss and Go’ drop off zones were another smart initiative to make it easier for people coming in and out of the city centre. Flowers, alfresco eating areas and Food Truck Fridays helped create the buzz in our city heart.

I love the Light and Decorate installation of catenary lights at the intersection of Moorabool and Malop Streets - an ongoing after-dark attraction. Geelong now has its own lighting system to complement special events like Christmas, footy finals and provides spectacular street decoration. Completely transforming this busy space, the light installation supports local traders by encouraging more people to visit the heart of our city.

We hosted an awesome calendar of major events including the Australian International Airshow, Festival of Sails, the National Celtic Festival and the Cadel Evans Great Ocean Road Race that brings hundreds of elite cyclists and the eyes of the world to our beautiful region. Major events are a huge economic driver and last year alone contributed an estimated $84 million to the local economy. Not a bad return on investment!

I’m a great believer in the tourism potential of Geelong and the Bellarine and with domestic visitation up 23.3 per cent and four million visitors every year, I’m obviously not alone. Tourism contributes $683 million to Geelong and the Bellarine and provides 4,000 local jobs.

Geelong’s economic potential is also going from strength to strength with $36 billion worth of private and public investment projects underway or in the pipeline. The Geelong Ring Road Employment Precinct (GREP) is key, as Victoria’s primary location for large value adding manufacturing operations. Located to the north of Geelong, GREP is ideally placed to cater for the markets of Geelong, western Victoria and Melbourne with direct access to the Port of Geelong, Avalon Airport, major rail lines, the Princes Freeway and the Geelong Ring Road.

There’s so much going on from the planting of 27,000 trees, shrubs and grasses to the delivery of 85,000 meals on wheels. We collected 57,000 tonnes of rubbish, green waste and recycling and maintained 2,180 kilometres of roads. We are home to 225,000 people and throw open the door to more businesses, visitors and residents to join us in creating an even more prosperous and successful Geelong.

Giddy up!

Mayor Darryn Lyons

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City of Greater Geelong

A word from our Chief Executive OfficerSince my appointment as Interim Chief Executive on 23 June 2015 I’ve witnessed much great work at the City of Greater Geelong, not least the continuing high standard of delivery of our diverse range of 129 services. As one of the largest councils in the state with a growing population, our total budget spend for 2014-15 was $390 million. Capital expenditure of $107 million funded community buildings and infrastructure (43 per cent) as well as roads, footpaths, bike paths and drainage (29 per cent). Though faced with managing and maintaining $2 billion worth of assets, we are in a stable financial position with a $76.3 million surplus. There are however challenges ahead.

Based on my experience working for a number of councils in the local government sector, many of these as CEO of councils in Victoria and Queensland, I think it’s fair to say that the challenges faced by the sector are unprecedented. These include:

rate capping freezing of federal funding for local government the escalating infrastructure renewal gap: $225 million in 2013 will accumulate to $2.4 billion in

2026 unless there is more investment in capital works (VAGO 2014) the digital revolution growing community expectations of service delivery ageing population and local government workforce review of the Local Government Act 1989 39 per cent of councils are running operating deficits (the City of Greater Geelong is in surplus).

What does this mean for the City of Greater Geelong? Certainly decision making needs to be realistic and take into account future constraints and challenges.

It means a renewed focus on long term strategy and the resources that will be required to deliver the services and infrastructure our growing community needs.

I was only a week into my appointment as Interim CEO at the close of the 2014-2015 financial year, so this document is a record of the achievements of the previous Chief Executive Gillian Miles and Acting Chief Executive Dean Frost. There is much to be proud of as we report back on the 2014-2014 period.

We are here to serve the community and over the past year our dedicated employees provided 188,000 hours of home help and personal care to those who need it most. Our Maternal and Child Health Nurses cared for 9,974 babies and young children, and we looked after 144 hectares of open space. This is the smallest of snapshots of our services - which are as diverse as our community.

I’m very confident that the organisation has the skills and expertise required to continue to serve our community of 225,000 people.

Kelvin Spiller

Interim Chief Executive Officer

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Overview of Financial PerformanceThe following information presents an overview of financial results for 2014-2015. For more detail please refer to the Annual Financial Report starting on page 173.

Financial Highlights Surplus of $76.3 million, an increase of $35.5 million on the previous year’s result.

$369.1 million revenue with 49 per cent coming from rates and charges.

$292.8 million expenditure with employee costs making up 44 per cent and materials and services making up 31 per cent.

$2.0 billion in net assets, an $80.1 million increase on the previous year.

$106.7 million capital expenditure with 43 per cent relating to buildings and 29 per cent relating to roads, footpaths, cycle paths and drainage.

Net SurplusCouncil’s surplus of $76.3 million is $35.5 million more than the previous year’s result of $40.8 million. This positive result can be mainly attributed to an increase in Grants Commission funding of $19.9 million, $9.7 million of which can be attributed to the 2015-2016 financial year. $5.9 million was also received in Federal funding, and $6 million in State funding for the Geelong Library and Heritage Centre. Non-monetary contributions totalled $7.6 million more than the previous year, mainly attributable to infrastructure assets. Rates income was also $9.2 million greater than 2013-2014.

Partially offsetting this was the increase in employee costs of $8.4 million and a $2.5 million increase in depreciation.

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 $56 million surplus in 2015-2016.

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Surplus (Deficit) 37.8 19.7 59.2 40.8 76.3

Financial PositionThe Balance Sheet represents the overall financial worth of Council. In 2014-2015 the net assets of Council increased by $73.7 million to $1.99 billion. This movement is mainly due to an increase in property, infrastructure, plant and equipment of $80.1 million, investments of $1.7 million and cash in the bank of $12.7 million. This is partially offset by an increase of $26.4 million in non-recurrent borrowings.

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Net Assets 1,620.5 1,703.9 1,856.2 1,914.0 1,987.7

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Capital ProgramCouncil 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 2014-2015, capital works expenditure totalled $106.7 million. This included a total of $23.9 million on renewal works (22.4 per cent), $9.3 million on upgrade works (8.7 per cent) and $73.5 million on new assets (68.9 per cent).

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Capital Expenditure

62.7 65.3 60.0 72.9 106.7

InvestmentsInvestments have increased to $91.9 million. This covers Council’s long service leave obligation and provides funds to complete carry over capital works

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

66.3 74.2 71.4 75.3 91.9

Future PlanningThe 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.

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 pages173-221 for the full Annual Financial Report.

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Major Initiatives UpdateThe following is an update on major initiatives identified in the 2014-2015 Annual Budget.

Major Initiative Status Update

Community Wellbeing

Implement the Healthy Together Geelong Early Years and Workplaces programs to improve the health of Geelong residents and encourage healthy lifestyle choices.

Completed for 2014-2015.

Continuing in 2015-2016.

Early years:

79 out of 85 early childhood services registered.

50 out of 63 primary schools registered 15 out of 24 secondary schools registered

Workplaces:

81 workplaces registered

Redevelop Austin Park to deliver a high-level amenity urban park for central Lara, as part of the Lara town centre expansion project.

In progress - to be completed in 2015-2016.

Amphitheatre and garden beds nearing completion along with paths and plaza concreting works. Toilet block construction commenced.

Community hubs construction at the following locations:

Barwon Heads Early Learning Centre construction.

Highton Early Learning Centre concept development.

Grovedale Children's and Community Centre construction.

Jetty Road – Regional Community and Learning Hub construction.

Jetty Road – Children's and Community Hub planning and design.

Leopold Community Hub stage one construction and stage two concept design.

Norlane Child and Family Centre construction

Refer to comments in ‘Update’ column.

Barwon Heads Early Learning Centre – construction completed and centre opened.

Highton Early Learning Centre concept development completed and soil testing undertaken.

Grovedale Children’s and Community Centre – construction completed and centre opened.

Jetty Road Regional Community Hub and Children’s and Community Hub on hold due to ongoing consultation with Department of Education and potential integration opportunities with Clifton Springs Primary School and broader infrastructure planning with Drysdale.

Leopold Community Hub – stage one construction complete and Leopold Child and Family Centre operating. Stage two project being re-scoped.

Norlane Child and Family Centre – construction completed and centre opened.

Growing Our Economy

Develop the Enterprise Geelong Strategy to provide a clear pathway for addressing key economic issues for the municipality.

In progress Commenced in April 2015 however delayed due to change in Chief Executive Officer. To be continued in 2015-2016.

Implement key projects for the Geelong Ring Road Employment Precinct (GREP); development of 25 McManus Rd, Corio, Elcho infrastructure services construction of the industrial estate at 162 McManus Road and GREP design and implementation.

Completed 25 McManus Road completed. Elcho infrastructure services construction –

contracts complete for construction works and stage three underway.

Deliver the Skilled Migration program to assist Completed Funding for this program ceased in December

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Major Initiative Status Update

regional employers to source, attract and retain overseas skilled professionals to meet skill shortages that cannot be filled from the local labour market.

2015 resulting in the program no longer continuing.

Implement Central Geelong Action Plan (CGAP) initiatives for 2014-2015.

In progress A number of projects and tasks were commenced including: Central Geelong Task Force team

appointed. City Heart investigation brief for phase one

completed and out to community consultation.

Truck restriction trials completed and recommendations considered.

Heritage fund applications received and being assessed.

Public Realm and Lighting strategy drafted. Pedestrian connection between Deakin

University and The Gordon concept design completed.

Streetscape and plantings continuing.

Light and decorate Geelong - install multi-use lights and decorations throughout the city for the Christmas period and other key events and celebrations.

In progress Catenary lighting at Malop / Moorabool Street intersection completed with launch in July 2015.

Christmas and ANZAC Day lighting projections at City Hall.

A trial of Barwon Heads lighting to take place in August 2015.

Sustainable Built and Natural Environment

Implement the Geelong / Queenscliffe coastal adaptation planning program.

In progress Funding for this program has been secured with the project plan finalised and approved. Implementation to commence in 2015-2016.

Continue the implementation of the Future Proofing Geelong project including the Low Carbon Growth Plan and Sustainability Covenant.

In progress Programmed activities for 2014-2015 have been completed with the overall program continuing in 2015-2016 with a continued emphasis on business and industry, commercial buildings and community engagement.

Provide promotion and assistance with National Sustainable House Day.

Completed Assisted the Geelong Sustainability Group in coordinating another successful event that involved 13 open houses.

Complete construction of the Drysdale Landfill Cell 6.

In progress Stage one clay liner is being trimmed followed by placement of geosynthetic clay liner and high density polyethylene liner on the south wall. This project will continue in 2015-2016.

How We Do Business

Undertake an Electoral Representation Review as per Section 219D of the Local Government Act 1989.

In progress Meeting conducted with Victorian Electoral Commission. Review presentation and public information sessions scheduled for late 2015 and early 2016.

PABX / Telephony System replacement to In progress Telstra/ICOMM proposal successful for

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Major Initiative Status Update

address the City of Greater Geelong's current and future business needs.

installation of MS Lync system. Project manager appointed with detailed design meetings held. Installation scheduled for 2015-2016.

Implement the Financial Sustainability Review project actions.

In progress Service Planning project completed for 125 services.

Project Management Review project progressing with proof of concept complete.

Strategic Asset Management Review following the MAV National STEP program.

Service reviews for Face-to-Face Customer Service, Geelong Saleyards, Long Day Care and Construction Unit complete.

Undertake a review of General Local Law 2005. Completed Through the preliminary feedback and a formal submissions process, the City of Greater Geelong’s General Local Law 2005 has been redrafted, taking into consideration the feedback and submissions and implementing many best practice requirements in a new (draft) Neighbourhood Amenity Local Law 2014.In accordance with the Local Government Act 1989, a Council Local Law cannot be extended beyond 10 years. The City of Greater Geelong’s General Local Law 2005 expires in February 2015.

Develop best practice and innovative Human Resource functional delivery through Centres of Excellence.

Completed Relationships established and communicating brokering service to each division.

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Council Services DeliveredIn 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.

Building and Planning$3.29

Services include: Statutory Planning Building Services Strategic land planning and implementation

Family Services$7.32

Services include: Centre based long day care Family day care Maternal and child health services School holiday program Parenting services and programs

Aged and Disability Services$6.24

Services include: Personal and respite care services Domestic assistance Ancillary care Healthy Together Geelong Rural access Seniors activities and programs

Arts, Culture and Libraries$4.40

Services include: Arts and culture programs Geelong Heritage Centre Geelong Regional Library Corporation and

Geelong Gallery support National Wool Museum Potato Shed

Community Development and Emergency Management

$3.90Services 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

Customer Service, Marketing and Administration

$12.76Services 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

Capital Works$25.47

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

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Waste and Recycling Services$8.31

Services include: Waste collection and disposal Recycling collection and processing Green organics collection and processing Landfill management Resource recovery centre management

Roads, Footpaths and Drainage$7.99

Services include: Road maintenance Footpath maintenance Drainage maintenance Kerb and channel maintenance Traffic management

Local Laws, Health and Animals$3.15

Services include: Animal management Environmental health Parking enforcement Parking infrastructure management School crossing supervision

Parks, Gardens and Environment$6.26

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

Tourism, Events and Economic Development

$3.33Services 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

Sport, Recreation and Leisure Services$7.57

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

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Outstanding AchievementsIn 2014-2015 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 2013-2014 City of Greater Geelong Annual Report at the 2015

Australasian Reporting Awards.

Healthy Together Geelong won the Public Participation through Development and Implementation Award at the 2014 International Association for Public Participation Australasia Core Value Awards, for the development and coordination of the Geelong Healthy Children’s Network.

National The M~M Geelong/After Dark 2014 event was the National Winner of the Best Community Event,

and Finalist for the Best Event at the 2014 Australian Event Awards. The National Wool Museum’s Reminiscence Cottage Program won the Interpretation, Learning

and Audience Engagement Award at the Museums and Galleries National Awards.

Council’s Sport and Recreation team were awarded a Recreation Planning Award for Innovative Regional Planning for Sport, at the Parks and Leisure Australia Awards.

Leisurelink Aquatic and Recreation Centre was awarded the Gold Quality Award at the Australia Health and Fitness Industry Quality Awards.

Future Proofing Geelong won the Partnership of the Year Award at the CitySwitch National Awards.

Future Proofing Geelong also won the Environment and Sustainability Award at the Australian Regional Development Innovation Awards 2014.

The Central Geelong Smart Phone App won the Mainstreet Digital Connections category at the Mainstreet Australia Awards.

Tourism Greater Geelong and The Bellarine won the Regional Destination Marketing Organisation Award at the Meetings Events Australia National Awards.

Tony Kerr, Coordinator Procurement Services was awarded Procurement Australia’s Excellence in Procurement Award.

State and Regional The M~M Geelong/After Dark 2014 event was the State Winner of the Best Cultural, Arts or Music

Event at the 2014 Australian Event Awards. The M~M Geelong/After Dark 2014 event was also awarded the Building Health Through Arts

Award at the 2014 VicHealth Health Promotion Foundation Awards, as well as the Community Development Award at the 2014 Australian Regional Development Conference.

The National Wool Museum’s Reminiscence Cottage Program won the Excellence in Programs for Medium Museums at the 2014 Museums Australia (Victoria) Awards.

The restoration of Prince Albert Edward Statue received the Heritage Award from the National Trust of Australia (Victoria).

The Geelong Region stand at the Regional Victorian Living Expo received the Minister’s Award for Collaboration and Innovation.

Healthy Together Geelong, The Geelong Football Club and Quit Victoria were Award Finalists at the 2014 Victorian Health Promotion Foundation Awards for the ‘Cats Don’t Smoke’ project.

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Leisurelink Aquatic and Recreation Centre received the Swim and Survive Licensee of the Year at the Life Saving Victoria Awards.

Leisurelink Aquatic and Recreation Centre Group Exercise Instructor Verity Johnson won the Group Exercise Instructor Award at the Aquatics and Recreation Victoria Industry Awards.

Leisurelink Aquatic and Recreation Centre Lifeguard Ashlea Smith won the Lifeguard Award at the Aquatics and Recreation Victoria Industry Awards.

Waterworld’s Liz Buyel won the Membership Sales Award at the Aquatics and Recreation Victoria Industry Awards.

Council’s four indoor aquatic and recreation centres received Platinum Pool accreditation as part of the Life Saving Victoria Platinum Pools program.

Council’s Leisure Services Training Unit won the Commercial Training Licensee Award at the Life Saving Victoria Awards.

Six Leisure Services employees received Life Saving Victoria’s Everyday Lifesaver Awards for their skills and commitment in saving two patrons lives at the centre.

Future Proofing Geelong won Partnership of the Year at the CitySwitch State Awards.

Future Proofing Geelong were also awarded a Silver Honker in the Sustainable Living Foundation Greenies Awards for making the most noise about sustainability in 2014.

The historic Geelong West Town Hall forecourt refurbishment was recognised with a Heritage Award from the National Trust local branch in recognition of the contribution made to heritage conservation in the Geelong Region.

Parks and Garden’s apprentice Kim Seamer was recognised as Apprentice of the Year – Horticulture by The Gordon.

Tourism Greater Geelong and The Bellarine won the Regional Destination Marketing Organisation Award at the Meetings Events Australia State Awards.

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Calendar of EventsThe list below is a selection of events held over the last 12 months.

July5-12 Under 16 Australian Junior Basketball Championships Geelong Arena 7 - 28 Tastes of Central Geelong Central Geelong12 - 13 Extravaganza Geelong Deakin University, Waterfront Campus27 National Tree Planting Day Various locationsAugust1 - 31 Geelong Small Business Festival Various locations14 -16 Word for Word (Literacy Festival) Deakin University, Waterfront Campus17 Vietnam Veterans Day March and Memorial Swinburne Street/Osborne House28 - 30 The Importance of Being Earnest Geelong Performing Arts CentreSeptember6 Geelong Classic DanceSport Club Italia14 Sustainable House Day Various locations19 Sept - 30 Nov Supercroc Exhibition National Wool Museum17 Pop Up Recycle Play Geelong West Town Hall Forecourt25 Sept - 4 Oct Australian Inline Hockey Skating Champs The Arena October1 - 31 Geelong Seniors Festival Various locations4 Geelong Riverfest Barwon River15 Ride to Work Day Lt Malop Street Central, Geelong16-19 Royal Geelong Show Geelong Showgrounds19 Potato Shed Fun Day Potato Shed, Drysdale18 - 26 National Children's Week Various locations19 Family Fun Day at the Potato Shed Potato Shed22 2014 Geelong Cup Geelong Race Course23 -24 Poppykettle Children's Festival Geelong Performing Arts Centre25 - 31 Australian Legends Darts Championships The Arena31 Flamefest Whittington LinkNovember1-2 Toast to the Coast Geelong Wine Region4 Sidewalk Sales Central Geelong8-9 Bellarine's Relay for Life Collendina Recreation Reserve9 SKAART Carnival The fOrt11 Remembrance Day Johnstone Park14 Nov - 5 Jan Christmas in Geelong Various locations14 Myer Christmas Windows launch Myer Geelong 15 A Day on the Green Mt Duneed Winery 15 Gala Day Parade and Family Fun Day Geelong and Steampacket21 Launch of Iconic Christmas Tree Waterfront Geelong23 Run Geelong Steampacket Gardens29 - 30 Geelong Revival Motoring Festival Waterfront GeelongDecember5 Spartan Race Simonds Stadium6 Denis Walter Carols By The Bay Eastern Beach Reserve14 Harley Toy Run Deakin University Car Park/Roads14 Christmas Carols at Osborne House Osborne House18 Wathaurong Children's Christmas Party Steampacket Gardens20 Drysdale Christmas Carols Drysdale Village Park21 Highton Carols in the Park Highton Recreation Park21 Northern Community Carols Corio Community Park

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24 Carols by Candlelight Johnstone Park27 Rip to River Ocean Grove Surf Life Saving Club30 Asian Cup (Football Federation Australia) Simonds Stadium31 Dawn Busters Fun Run Waterfront GeelongJanuary '151 Jan - 15 Feb The Art of Don Bradman National Wool Museum2 Hyundai A-League (Melbourne Victory v Perth Glory) Simonds Stadium2 - 4 Mitchelton Bay Cycling Classic Various Locations3 - 17 International 14 World Championships Royal Geelong Yacht Club / Corio Bay

5 Jan - 28 Feb National Geographic International Wildlife Photographer of the Year Exhibition National Wool Museum

10 Portarlington Mussel Festival Portarlington Township24 - 25 Barwon Regatta Barwon River24 - 26 Victorian Country Swimming Championships Kardinia Aquatic Centre

24 - 26 Festival of Sails Waterfront Geelong/ Royal Geelong Yacht Club

26 Suicide Awareness Walk Johnstone Park 26 Australia Day @ Rippleside Park Rippleside Park31 Jan - 1 Feb Cadel Evans Great Ocean Road Race Geelong and Surf CoastFebruary 5 - 8 Oates Victorian Open Golf Championships 13th Beach Golf Course, Barwon Heads6 - 27 Nightjar markets in the City Johnstone Park 7 Day on the Green Mt Duneed Estate - Waurn Ponds 7 - 8 Ironman 70.3 Geelong Waterfront Geelong20 - 28 Sustainable Living Festival - Geelong Various Locations21 Great Australian Beer Festival Geelong Racecourse21 Geelong Active Streets Central Geelong21-22 Victorian Junior Water Polo Championship Kardinia Aquatic Centre23 Women of Empire Exhibition National Wool Museum24 Feb - 1 March Australian International Airshow Avalon Airport28 Geelong Athletics Gift Steampacket Gardens28 Pako Festa Pakington StreetMarch

1 Geelong Highland Gathering Deakin University, Waurn Ponds

1 Wallington Strawberry Fair Wallington Primary School6 - 8 Motor City Music Festival Geelong Showgrounds7 - 8 3x3 Basketball Nationals The Arena

8 Bellarine Agricultural Show Portarlington Recreation Reserve

13 Ride2School Day Various locations13 - 15 Head of the Schoolgirls Regatta Barwon River15 Sanitarium Weet-Bix Kids TRYathlon Eastern Beach Reserve15 Gatorade Triathlon Series Portarlington15 Barwon Heads Festival of the Sea Barwon River, Barwon Heads16 Good Friday Appeal Fund Raiser - Chalk the Walk Waterfront Geelong22 West Fest West Park, Geelong West22 Lara Food and Wine Festival Pirra Homestead Lara

28 - 29 Victorian Life Saving Championships Ocean Grove Surf Life Saving Club

14 - 22 Cultural Diversity Week Various locationsApril4 - 5 Drysdale Easter Egg Hunt Drysdale Green/Rail Trail6 Edge Easter Monday Family Day Customs Park10 - 19 National Youth Week Various locations

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25 ANZAC Day Centenary activities Various locationsMay 1-31 May Magic CBD8 Geelong After Dark Central Geelong8 Mother's Day Classic Waterfront Geelong8 - 9 Open 4 Rooftop Cinema Civic Centre Car Park

10 Mother's Day Classic Eastern Beach Reserve/Eastern Park

14 IDAHO day flag raising ceremony Johnstone Park17 RSPCA Million Paws Walk Eastern Park Circuit19- May -3 June Business Boot Camp Various locations23 Grovedale Community Hub Launch and Festival Grovedale Community Hub30 FIGMENT Lt Malop Street West 30 Cloverdale Autumn Festival Cloverdale Community Centre31 Reconciliation in the Park Johnstone ParkJune5 June - 2 Aug Scarf Festival: Coastlines National Wool Museum5 - 8 National Celtic Festival Portarlington19-20 Jobs4Geelong Jobs Fair Deakin University, Waterfront campus

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Planning Ahead

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Planning FrameworkAs 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.

Community engagement on the development of the new council plan, City Plan 2017-2021, will commence in 2016.

Our annual City Plan actions and Annual Budget are developed within this framework and will work towards achieving the following objectives and priorities:

Community WellbeingObjective: 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 EconomyObjective: 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 EnvironmentObjective: 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

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How We Do BusinessObjective: 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

2014-2015 City Plan Actions UpdateIn 2014-2015, a program of 232 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 snapshot of the progress on these actions as at 30 June 2015.

Community Wellbeing

Growing Our Economy

Sustainable Built and Natural

EnvironmentHow We Do Business

i Completed 26 13 7 7

Completed for 2014-2015 / repeated annually 44 12 11 19

In progress, continuing in 2015-2016 33 28 14 9

4 On hold or not proceeding 7 1 1 -

A full list of all City Plan actions and status as at 30 June 2015 can be found on pages 63-115.

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Our Planning ProcessThe 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 section 125(7) 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.

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Council Priority ProjectsThe 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.

These projects 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 has identified as their priority projects for the region.

On 12 August 2015, the Victorian State Government announced the creation of the Geelong Authority, which will push ahead with major planning decisions, creating jobs and driving growth in Geelong. It will be responsible for planning decisions in the CBD and Moolap waterfront precincts.

The following provides an overview of these projects.

Central Geelong RevitalisationOverviewCentral Geelong is the region’s primary centre of retail and commerce, arts, culture and entertainment, education, health and institutional activity.

The Central Geelong Action Plan is a 15 year strategy to revitalise the CBD through capital works, investment facilitation, planning and policy, and advocacy relating to:

Increasing activity and density to encourage more people to live, work and study in the city.

Improving amenity and enhancing the character and appearance of the city.

Improving the way people move around the city, including delivering a pedestrian and bike friendly CBD, improving car and freight movement.

Delivering world class precincts, including the Cultural Precinct, Convention Centre, Mineral Springs, Pier, Station and Health and Medical precinct.

Civic AccommodationOverviewThe City of Greater Geelong is one of the region’s largest employers with over 2,600 full time, part time and casual staff. For a number of years, the administrative and civic functions have been spread over some 12 locations in and around the CBD. Consolidating administrative staff in the one building is an objective of Council.

In 2006 Council purchased a property on the corner of Gheringhap and Mercer Streets for the express purpose of a Council civic accommodation building. In 2012, Council resolved to enter into a lease for 92-100 Brougham Street and 103-106 Corio Street (a single property) as an interim non-asset solution to support the consolidation objective.

Benefits that will be realised include improved customer service and business delivery, energy and resource efficiencies, long-term reductions in rental and utility expenditure and jobs creation during construction.

Council is about to refresh its accommodation strategy which may consider alternate sites within the CBD.

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East West Traffic MovementOverviewExtending the Geelong Ring Road to the Bellarine Peninsula is vital for suitable long-term residential and commercial development, bringing many existing townships within ready commuting distance of Melbourne. It will also improve the transportation of freight, making it a priority for our region. This project includes the Geelong Ring Road link to the Bellarine Peninsula, Barwon Heads Road duplication and the upgrade of East-West Arterial Roads with the benefits of these resulting in:

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.

Geelong GalleryOverviewThe Gallery is a pivotal component of Geelong’s Cultural Precinct and has been identified as having the greatest potential as an arts/cultural tourism attractor for Geelong and the region. It possesses one of the finest collections in regional Australia.

In April 2015, following extensive community engagement, Council endorsed Option 4, in which the Gallery expands eastwards and upwards into the driveway and conference centre/meeting room annex of City Hall as the preferred option for the redevelopment of the Geelong Gallery. Option 4 requires a one-off total capital investment in the order of $40 million.

Redevelopment would provide the Gallery with sufficient space to develop and secure major (‘blockbuster’) ticketed exhibitions; increase the percentage of collection items on display; increase capacity to deliver public and education programmes; enhance essential visitor amenities including the Gallery Shop; develop a café/restaurant; and, provide crucial exhibition preparation and storage areas.

This is anticipated to lead over time to a tripling of annual visits, from 60,000 to up to 200,000, having a significant impact on Geelong’s economy.

It is estimated the redevelopment would bring direct economic benefits and job creation.

Geelong Convention and Exhibition CentreOverviewGeelong is an award-winning convention destination but a lack of suitable convention space limits our ability to capitalise on the growing national conference market, generating $17 billion annually.

A Geelong Convention and Exhibition Centre would include a conference venue with capacity for up to 1,000 plenary delegates, 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 Centre and accommodate delegates.

A convention and exhibition centre in the region will boost the competitiveness of our existing industry, support our important tourism sector and aid the effectiveness of our substantial education, medical and research clusters. The centre will:

Inject $106.6 million annually into the regional economy post construction.

Create 650 direct and indirect jobs during construction, and 434 direct and ongoing EFT positions.

Provide large flexible spaces for community use.

Create an architectural landmark for Central Geelong and the waterfront.

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Geelong Ring Road Employment PrecinctOverviewThe Geelong Ring Road Employment Precinct (GREP) is the largest industrial precinct in the G21 region. The estate offers direct accessibility to the Geelong Ring Road, Princes Freeway, major rail lines, Avalon Airport and the Geelong Port.

This project aims to deliver primary road and drainage infrastructure at the GREP, which will facilitate intensive and sustainable development. Delivery of the required main road and drainage infrastructure is fundamental to realising the GREP’s development capability and maximising potential economic contribution. At full development the estate is forecast to accommodate more than 10,000 jobs.

The GREP provides some of the only large block industrial 2 land for major industries within Victoria and will also:

Provide significant employment opportunities with up to 10,000 jobs in a large industrial estate within easy reach of communities adversely affected by unemployment.

Provide development ready land with easy access to roads, air and sea ports.

Create a state of the art industrial estate that is fibre ready, caters for sustainable transport access and uses water sensitive design principles.

Land 400OverviewLand 400 is a $20 billion project to provide the Australian Defence Force (ADF) with world class armoured fighting capability. Identified in the ADF Defence Capability Plan, the project includes a design and manufacture program ($10 billion) and sustainment (maintenance) program ($10 billion). It is the largest program of its type in the world. The program delivers 225 armoured fighting vehicles.

Geelong is campaigning to attract Defence Primes bidding into this contract to utilise Geelong’s skills and capabilities. Geelong is a logical location to host this new national defence capability given our industry capability networks, workforce skills, research and development assets and appropriately zoned sites and land assets.

Geelong’s transition from its traditional manufacturing base creates opportunity for advanced manufacturing and the use of materials such as carbon fibre – a major focus for research and development at Deakin University.

The Land400 project is estimated to bring 3,740 direct and indirect jobs to the state with 2,450 in Geelong.

Moolap/Point Henry StudyOverviewThe Alcoa aluminium and rolling mills at Point Henry closed in 2014. This project will identify the future land use and development options of the Point Henry – Moolap Saltworks area, to inform of site remediation of the Alcoa land and to inform of future development on the Alcoa land, adjoining precincts and development and management responses for crown land.

The Victorian Government has indicated its commitment to undertaking a strategic land use assessment of the Moolap Saltworks and adjacent sites. The assessment will identify the strategic land use opportunities and provide for a key framework for any subsequent land uses, developments, planning, heritage and environmental assessment pathways. It will also provide a greater level of certainty to the local community, council, government and developers.

Effective planning, management and development of these sites has the capacity to generate employment opportunities and create important environmental habitat areas that will provide a community legacy and attract visitation.  

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Northern ARCOverviewThe Northern ARC (Arts, Recreation and Community) precinct will be a vibrant community health and wellbeing hub on the site that is currently home to Waterworld Leisure Centre, Corio Library and Centenary Hall.

The first stage of master planning is complete and has been endorsed by Council. The long term vision for renewal of onsite facilities will create a health and wellbeing hub promoting strong connectivity and integration: an iconic destination for leisure, recreation, cultural and community wellbeing activities.

The State Government recently announced Northern ARC as the location for a $33 million medical facility for Geelong’s northern suburbs with construction planned to start early 2016. Benefits include:

Providing access to leisure, recreation, cultural and community wellbeing activities and infrastructure to the Northern Suburbs.

Creating jobs, including additional construction jobs during the development of each stage.

Providing greater equity in the accessibility of services across the municipality.

Enabling economies of scale by grouping together services and working with other agencies.

Portarlington Safe HarbourOverviewThe Portarlington Safe Harbour project will provide a much needed enhancement of the existing marine infrastructure at Portarlington, which currently comprises the pier, breakwater and berths. It will create local employment and support the important aquaculture industry by adding value to the established and growing mussel industry in Portarlington, and sustaining a growing scallop harvesting sector.

A new $3 million, 175 metre long pier aligned alongside the existing pier was opened in July 2015. The State Government has committed a further $12 million towards transforming the harbour.

A redeveloped Portarlington Safe Harbour will:

Position Portarlington as the home of sustainable aquaculture and fine produce and a premier recreation and commercial boating hub.

Enable sustainable commercial fishing activity and local employment and investment opportunities.

Create a vibrant hub that is integrated with the town centre.

Increase recreational facilities and improve space and safety for public events such as the community market and Portarlington Mussel Festival.

Yarra Street Pier – a Cruise Ship DestinationOverviewThe 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.

The benefits include:

Greater economic returns for the Geelong region and the State.

New jobs during construction and operation.

A larger segment of the growing cruise ship market.

A more diverse and livelier waterfront experience that would lead to increased activity on the waterfront and in Central Geelong.

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A safer harbour within Corio Bay that would benefit all users.

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Council Information

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Ward MapThe municipality is made up of 12 wards, with one Councillor elected to represent each ward.

Our Council

The Role of CouncilCouncil 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 ElectionsVictorian 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.

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 Council 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 MeetingsIn 2014-2015, Council held meetings 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 2015, two off-site Council Meetings were held at the following locations: 26 August 2014 - Barrabool Hills Baptist Church, 4-46 Province Boulevard, Highton 24 March 2015 – Portarlington Cricket and Football Club, Sproat Street, Portarlington.

Council Meeting Attendance July 2014 – June 2015A total of 22 Ordinary Council Meetings were held during the period July 2014 to June 2015. The attendance record of Councillors is set out in the table below.

Name OrdinaryCr T Ansett 21Cr L Ellis 21Cr J Farrell 21Cr K Fisher 20Cr B Harwood 20Cr M Heagney 21Cr J Irvine 21Cr E Kontelj 21Cr S Kontelj 18Cr D Lyons 18Cr R Macdonald 19Cr R Nelson 17Cr A Richards 19

Councillor Code of ConductThe Local Government Act 1989 requires Council to adopt a Councillor Code of Conduct within 12 months after each general election. On 22 October 2013, council adopted a revised Councillor Code of Conduct. This is a public declaration that Councillors at the City of Greater Geelong are committed to:

The principles of good governance.

Discharging their responsibilities to the best of their skill and judgement.

Working together in the best interests of the people within the municipality.

The Councillor Code of Conduct is designed to:

Assist councillors to maintain the highest standards of conduct and behaviour as well as provide a means to deal with problems they may encounter.

Attract the highest level of confidence from council’s stakeholders.

Assist the mayor and councillors to discharge the responsibilities of their public office appropriately.

Outlines conduct definitions under the Act such as those relating to misuse of position, improper direction, breach of confidentiality and conflict of interest.

Roles and relationships.

Outline dispute resolution procedures.

Conflict of InterestCouncillors are elected by the residents and ratepayers to act in the best interests of the community. This is a position of trust that requires councillors to act in the public interest.

A conflict of interest occurs when a personal or private interest might compromise the ability to act in the public interest. A conflict of interest exists even if no improper act results from it. Council has a comprehensive procedure in place to accommodate the disclosure of a conflict of interest. Declaration of a conflict of interest is a standard agenda item for all Council meetings.

During 2014-2015, 29 conflicts of interest were declared at the 22 council meetings held.

Our CouncillorsMayorCr Darryn LyonsElected to Council: November 2013

Portfolios: G21 Geelong Region Alliance, Governance, Regional Cities, Finance

Telephone: 5272 4695

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 WardCr John IrvineElected 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 community-minded, having held numerous positions on committees over the years.

John loves his cricket and his club, the St Albans/Breakwater Cricket Club, 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 WardCr Jan FarrellElected to Council: November 2004

Portfolios: Community SafetyYouthWomen in Community LifeFinance

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 WardCr Michelle HeagneyDeputy Mayor

Elected to Council: October 2012

Portfolios: Central GeelongPlanning

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 WardCr Andy RichardsElected to Council: November 2008

Portfolios: Arts and CultureEnvironment and SustainabilityClimate ChangeTransport

Telephone: 0408 321 344

Email: arichards@geelongcity.vic.gov.au

Buckley ward includes Barwon Heads, Breamlea, Connewarre, Armstrong Creek, Charlemont, and parts of Marshall, Mt 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, Grovedale Cricket Club, Barwon Soccer Club, Barwon Heads Football Netball Club and Barwon Heads Cricket Club.

Andy enjoys the arts, particularly theatre, music and the Geelong Gallery. He enjoys working with council staff and the community to improve the City of Greater Geelong.

Cheetham WardCr Rod MacdonaldElected to Council: November 2004

Portfolios: Knowledge Economy and EducationMajor 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 WardCr Kylie FisherElected to Council: November 2008

Portfolio: Community DevelopmentTourism

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, a new multi-purpose building for the North Shore Recreation Club, the development of an accessible playground at Stead Park, artwork installations, shopping strip upgrades and improved disability access throughout the municipality.

Coryule WardCr Lindsay EllisElected to Council: October 2012

Portfolios: Coastal CommunitiesClimate ChangeInfrastructure, 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.

Lindsay operates 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 WardCr Eddy KonteljElected to Council: March 2010

Portfolios: Aboriginal AffairsMulticultural AffairsFinance

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 WardCr Ron NelsonElected to Council: March 2011

Portfolios: Major Events

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.

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.

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).

Kardinia WardCr Bruce HarwoodElected to Council: February 2003

Portfolio: Enterprise Geelong (Primary Industries)Telephone: 0409 512 544Email: bharwood@geelongcity.vic.gov.au

Kardinia ward includes the suburb of Belmont and parts of Grovedale and Marshall.

Bruce 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, Jerringot 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 WardCr Dr Srechko ‘Stretch’ Kontelj OAM KSJElected to Council: March 1998

Portfolio: Veteran Affairs

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 born and educated in Geelong and currently lives in Newtown with wife Paula and his two youngest children.

Elected to Council in March 1998, Cr Kontelj was Mayor of the City of Greater Geelong from March 2001 until April 2002.

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 WardCr Tony AnsettElected to Council: October 2012 (Previously 2001-2008)

Portfolios: HeritageRural 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 GroupsThe following is a list of current Councillor appointments to committees and groups, both internal and external to Council.

Committee Councillor Association of Bayside Municipalities Cr Ellis

Cr Richards (substitute)Audit Advisory Committee Cr Lyons (Mayor)

Cr E KonteljCr Farrell

Australian Smart Communities Association Cr Macdonald

Barwon and Moorabool River Reserves Advisory Committee Cr Richards

Barwon River Users Group Cr S Kontelj

Barwon South West Regional Advisory Committee (Multiculturalism)

Cr E Kontelj

Barwon South West Waste and Resource Recovery Local Government Waste Forum

Cr RichardsCr E Kontelj (substitute)

Bellarine Multi Arts Facility (Potato Shed) Cr Farrell

Bellarine Rail Trail Advisory Committee Cr MacdonaldCr Ellis (substitute)

Capital Cities Lord Mayors Cr Lyons (Mayor)

Central Geelong Task Force Special Committee Cr Lyons (Mayor)Cr HeagneyCr Richards

Central Geelong Marketing Committee Cr Heagney Cr Ansett (substitute)

Community Arts and Festivals Assessment Committee Cr Lyons (Mayor)Cr HeagneyCr FarrellCr E KonteljCr Richards

Corio Norlane Development Advisory Committee Cr FisherCr Ansett (substitute)

Courthouse Youth Arts Cr FarrellCr Richards (substitute)

Development Hearing Panel All Councillors rotating monthly

Disability Advisory Committee Cr Fisher Open (substitute)

Disability Street Access Advisory Committee Cr Ellis

Enterprise Geelong Advisory Board Cr Lyons (Mayor)Cr Harwood

fOrT Advisory Cr Fisher

Future Proofing Geelong Sustainability Covenant Advisory Board Cr Lyons (Mayor)Cr HarwoodCr MacdonaldCr Richards

Committee Councillor Geelong Gallery Cr Richards

Cr Lyons, Mayor (substitute)Geelong Convention and Exhibition Centre Proposal – Project Steering Group

Cr Lyons (Mayor)Cr MacdonaldCr HarwoodCr HeagneyCr Richards

Geelong Drug Action Plan Committee Cr FarrellCr Fisher (substitute)

Geelong – East Timor Friendship Committee Cr RichardCr E Kontelj (substitute)

Geelong Gambling Advisory Committee Cr Farrell

Geelong Heritage Centre Advisory Committee Cr AnsettGeelong Library and Heritage Project Control Group Cr Lyons (Mayor)

Cr HeagneyCr RichardsCr MacdonaldCr S Kontelj (substitute)

Geelong Major Events Cr Lyons (Mayor)Cr HarwoodCr FisherCr Irvine (substitute)

Geelong Queenscliffe Coastal Adaptation Strategic Partnership Group

Cr Ellis

Geelong Regional Library Corporation Cr MacdonaldCr RichardsCr EllisCr IrvineCr Heagney (substitute)

Geelong Safety Committee Cr FarrellCr FisherCr Lyons, Mayor (substitute)

Graffiti Reference Group Cr FisherCr Farrell

G21 Arts and Culture Pillar Cr Richards

G21 Economic Development Pillar Cr HarwoodCr Lyons, Mayor (substitute)

G21 Education and Training Pillar Cr Rod Macdonald

G21 Environment Pillar Cr Richards Cr Harwood (substitute)

G21 Geelong Regional Alliance Cr Lyons (Mayor)

G21 Health and Wellbeing Pillar Cr FisherCr Lyons, Mayor (substitute)

G21 Planning and Services Pillar Cr HeagneyCr E Kontelj (substitute)

G21 Transport Pillar Cr RichardsCr Ellis (substitute)

Committee Councillor Information Communication Technology Geelong Ltd Cr Macdonald

Kardinia Park Steering Committee Cr Irvine

Multicultural Action Plan Advisory Committee Cr E Kontelj

Municipal Association of Victoria Cr RichardsCr Lyons, Mayor (substitute)

Ocean Grove Park Operations Committee Cr Farrell

Performance Review Committee – Chief Executive Officer Cr Lyons (Mayor) plus two other Councillors

Planning Committee Cr Heagney (Chair) and all other Councillors

Regional Capitals Australia Cr Lyons (Mayor)

Regional Cities Victoria Cr Lyons (Mayor)

Submissions Review Panel Cr Heagney + 2 CouncillorsTerminals Geelong Community Engagement Committee Cr Fisher

Tourism Greater Geelong and The Bellarine Cr FisherCr Nelson (substitute)

Victorian Local Governance Association Cr NelsonCr Lyons, Mayor (substitute)

Viva Energy Community Advisory Panel Cr FisherCr Ansett (substitute)

Waste Strategy Project Control Group Cr Richards (Chair)Cr FisherCr EllisCr E Kontelj (substitute)

Water Taskforce Cr RichardsCr S KonteljCr FisherCr EllisCr Ansett (substitute)

Women In Community Life Advisory Committee Cr FarrellCr Fisher

Yarra Street Pier Reconstruction Project Cr Lyons (Mayor)Note: Where a Councillor is listed as a substitute, this Councillor attends in place of representative

Our People

Our Values and BehavioursOur 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:o act on our commitmentso be open, transparent, ethical and honest in our actionso share information.

Responsibility

We will:o be accountable for our decisions and everything we doo take pride in the job we are doingo be loyal and support our work colleagues and organisationo take responsibility for problem solving.

Innovation

We will:o look for and implement better ways of doing thingso be open to learningo be responsive to the changing needs of the community.

Respect

We will:o listen and seek to understand the views of otherso be considerate and courteouso recognise everyone’s contribution and value a job well doneo build positive relationships.

Organisation StructureThe organisation’s management structure comprises an executive leadership team and a senior leadership team. The Chief Executive Officer and five general managers form the Executive Leadership Team provide advice to Council on policy, strategic direction and manage the organisation. There are 26 departments, each overseen by a senior manager responsible for the organisation’s day to day operations and strategic management.

Dean Frost was appointed as acting Chief Executive Officer in May 2014. Dean held this role until September 2014.

Dr Gillian Miles commenced as the new Chief Executive Officer with the City of Greater Geelong on 4 September 2014. Gill resigned on 22 June 2015 to take up a position with the Victorian State Government.

Kelvin Spiller was appointed interim Chief Executive Officer on 23 June 2015.

The organisation structure as at 30 June 2015 was:

Chief Executive OfficerKelvin Spiller (Interim CEO)Interim Chief Executive Officer as at 23 June 2015.Kelvin Spiller is a skilled business leader and executive coach with over 35 years experience in building, leading, managing and developing professional teams in complex service organisations.

His previous appointments include working as a CEO in local government for (amongst others) Preston City Council, Darebin City Council, Maroochy Shire Council (Queensland), and the Rural City of Wangaratta.

Kelvin has been a member of over 30 boards/committees in government, industry and community in 12 different industry sectors in Victoria, Queensland and the Northern Territory.

Kelvin is currently the interim Chief Executive Officer of the City of Greater Geelong until the Council completes a formal recruitment process for the role.

Dr Gillian MilesCommenced 4 September 2014 and resigned as Chief Executive Officer on 22 June 2015.

Dean FrostActing Chief Executive Officer from May 2014 to September 2014.

Divisional Information Strategy and PerformanceDean FrostGeneral Manager

(Mike Kelly - Acting Feb 2014 – Jan 2015)

Dean Frost has over 20 years experience in local government.

Dean joined the City of Greater Geelong Executive Leadership Team in 2007 as General Manager Projects, Recreation and Central Geelong, and was appointed General Manager Strategy and Performance in March 2015.

Dean holds a Bachelor of Applied Science (Human Movement), Graduate Diploma of Business Administration and a Master of Business Administration.

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: 169.1Surplus/(Deficit): $175.9M

City ServicesGary Van DrielGeneral ManagerResigned January 2015

William TieppoGeneral Manager

William was appointed General Manager, City Services in April 2015.

Prior to this he was VicRoads’ Regional Director, South Western Region for 3 years where he was responsible for the management and operation of the state's Arterial road network in South Western Victoria.  William holds qualifications in engineering with over 20 years experience in the public and private sector, with the majority of this time spent planning and delivering major road infrastructure projects across Victoria.

Services provided by this division include: Asset management Emergency management Engineering services Environment and natural resources Fleet and support services  Infrastructure and Parks maintenance Waste services.

Quick facts:Division’s FTE Staff: 398.4 Surplus/(Deficit): ($64.2M)

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: 95.3Surplus/(Deficit): ($4.8M)

Community ServicesLinda QuinnActing General Manager

Linda was appointed Acting General Manager of Community Services in December 2014. Prior to this Linda was the Manager of the Family Services Department with responsibility for a wide range of children’s services, including Integrated Children’s Centres, Maternal and Child Health and Family Day Care.

Linda holds a Master of Philosophy in Child Studies and has over 25 years experience in the community services sector, working in both local and state government.

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: 587.2Surplus/(Deficit): ($24.8M)

Projects, Recreation and Central Geelong

Jenny McMahonActing General Manager

Jenny has been Interim General Manager Projects, Recreation and Central Geelong since April 2015.

Prior to this 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: 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: 265.0Surplus/(Deficit): ($5.8M)

Staff ProfileThe City of Greater Geelong is one of the region’s largest employers. As at 30 June 2015, 2,675 people were employed, equivalent to 1,515 full time staff. In 2014-2015 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

2010-2011 2011-2012 2012-13 2013-2014 2014-2015Staff numbers 2,433 2,443 2,592 2,670 2,675

Annual head count includes short-term and casual employees such as pool lifeguards, school holiday program staff and school crossing supervisors.

Annual Full Time Equivalent Staff* by Year

2010-2011 2011-2012 2012-13 2013-2014 2014-2015FTE 1,375 1,418 1,469 1,483 1,515

*FTE (Full Time Equivalent) 38 hours per week.

Percentage of FTE by Employment Type By Gender

Employment Type Male Female

Full time 576 414

Part time 59 379

Casual 30 57

Total 665 850

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 15-24 25-34 35-44 45-54 55-64 65+

% of workforce 12.8% 15.3% 19.3% 23.9% 21.0% 7.7%

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.

Number of FTE by employment classification and gender

Male Female

Band 1 6.0 12.2

Band 2 38.9 128.3

Band 3 226.9 157.1

Band 4 60.8 206.4

Band 5 92.4 127.2

Band 6 77.2 84.5

Band 7 75.1 59.1

Band 8 55.5 21.9

Manager 22.0 6.0

Executive Manager 5.0 1.0

Other/Non classified 5.2 46.3

TOTAL FTE 665.0 850.0

Equal Employment OpportunityThe City of Greater Geelong is an equal opportunity employer and values the contributions a diverse workforce can bring to the community.

All employees are appointed on merit and in a fair and equitable manner regardless of age, employment activity, gender identity, disability, industrial activity, lawful sexual activity, marital status, parental status or status as a carer, physical features, political belief or activity, pregnancy or breastfeeding, race, religious belief or activity, sex, sexual orientation, or personal association (whether as a relative or otherwise) with a person who is identified by reference to any of the stated attributes.

Occupational Health and SafetyThe City of Greater Geelong’s City Plan outlines our commitment and objectives towards Occupational Health and Safety (OHS). We ensure our objectives are achieved by having an appropriate safety management system know 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 PolicyIn 2014-2015 our safety policy was revised, below is a snapshot of our commitment:

We give safety equal priority with all other business objectives.

We have visible leadership in safety and continually develop our safety culture.

We maintain a supportive environment for all employees with regard to mental health, use of drugs and alcohol and tobacco, bullying and harassment and physical health.

We continuously improve our safety systems.

We ensure that everyone understands their safety obligations.

We only use competent and safe suppliers.

We control risk, report and learn from all incidents, injuries and hazards.

We have injury management systems for people who have sustained workplace injuries and illness.

We undertake effective OHS consultation with relevant employees and stakeholders on all matters that affect their health and safety.

We monitor, report and communicate openly about our activities and progress on health and safety performance.

Health and Safety PlansEach 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 ConsultationThe 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 AwardsThis program rewards and recognises individuals and teams for their exceptional performance in customer service and community engagement, health and safety/risk management, innovation and business improvement or corporate behaviour.During 2014-2015, 10 employees were recognised for their exceptional performance.

Month Name DepartmentJune/July 2014 Chris Beynon

Team: Cheryl Swayn, Chan Karu, Ashleigh Pinch, Jolanda Beavis

Parks and Support Services

Aged and Disability Services

August/September 2014

Nik Pavic Engineering Services

October/November 2014

Kelly Ivens Communication and Marketing

December 2014/ January 2015

Joel Ryan Leisure Services

February/March/ April 2015

Matthew Szymczak Information Services

May 2015 Sara Gillies Arts and Culture

Recognition of Service AwardsRecognition of Service Awards acknowledge the efforts and contributions of staff achieving anniversary milestones of 10, 20, 30 and 40 year periods during 2014. These employees have made a valuable contribution in serving the community of Geelong during their service.Staff who reached a service milestone during 2014:

40 yearsAdrian Holbrook

30 yearsBrett Allen Dianne Deller Jonathon Halsall Michael StottPauline Charles Terry Ditcham Vivienne Marles Raymond Stratton

20 yearsLindsay Allan Janet Coles Roger Grant Judith RossPeter Arundell Liz Coles Brian Happ Andrew RossAnn Baker Ben Collett Vicki Harbison Clifford SandersAllison Bandman Kathryn Cotter Colin Hazell Robert SawyerGayatri Baskaran Lyn Cramer Stephen Hughes Mary SchroederAngela Baum Robert Dean Jeannie Hunter Beatrice SmartJay Baynes Alfonso Della Monica Cristina Kenyon Jane Wager

Rhonda Beacom Geoff Deppeler Paul MiocicJennifer Wasylewski

Sharyn Bennett Paul Di Domenico Joan Montgomery Suzi WilliamsMichelle Blick Leanne Donnelly Anna Pendleton Linda WillmanMonica Bloomfield Lesia Dunn Julie Penn Karen WyldRosa Chamizo Hilary Edwick Adrian Rainbow Jennifer ZeinstraSharon Coffield Adelle Giles Margaret Ramsay

10 yearsRobert Abel Jenny Goldsmith Lynda Magowan Stephen RyanMario Arcoraci Thomas Gorey Leah Maiolo Michael SchreiberLucinda Armstrong Patricia Grant Patricia Marshall Maxine SinclairSharon Bent Mark Hall Deanna Martin John SlaterLucy Berndt Donna Hey Tammy Matchett Peter SmithTanya Bishop Isaac Hickey Leah Matheson Merron SouthallSarah Bowen Sharon Holt Shelley McKiernan Glen StephensonJason Boyle Laureen Houghton Kristy Meikle Jennifer StirkWendy Brough Frank Howard Lynette Mellor Matthew SzymczakJohn Brown Sadat-Jon Hussain Anne Miller Wendy TalbotTracey Canham Hayley Ince Dianne Morris Janet TaylorGeorge Carey Glenn Jeppesen Orhan Mustafa Clare ThompsonJani Chalmers Julie Johnson Janice Norton Robert TrickettAngelina Cito Sandra Jones Jim Nosken Therese WalkerNatalie Cooke Colin Kay Belinda O’Keeffe Wendy WardDavid Davies Allan Keane Stephen Parker Maxwell WeddingAndrea Dingley Carmel Kelly Kaz Paton Lynette WekwerthCarol Egberts Vidas Kymantas Corinna Petros Daryl WhistanceKelly Eishold Thomas Leggatt Suzanne Pfeiffer Christine Wilkinson

Duncan Esler Joel Linguey Maree PoyntonJayantha Withanaarachchi

Julie Fangmeier Heather Locock Karen Pritchard Danielle YoungTania Farrar Maria Lombardi Helen Rickards Tricia ZiemnickiSarah Fisher Elizabeth Loulie Craig Ricketts Fiona ZinnNatasha Frame Helen Lugg Shea Rigg Lee ZulicDarren Gillies Glenn Lyons David Rowe

Our VolunteersVolunteering 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 and events:

The Geelong Heritage CentreThe 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 WheelsMeals 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 300 committed volunteers, many of whom have been involved for over 20 years.  Our volunteers deliver over 80,000 meals per year and provide important social contact for clients. Council also supports over 10,000 social meals provided at seniors clubs in our region.       

There are six Meals on Wheels Centres at various locations across Geelong and the Bellarine Peninsula, with volunteers working in pairs to deliver meals on Monday, Wednesday and 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 65 active ‘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 ShedThe 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 three accredited Visitor Information Centres and four 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 130 enthusiastic volunteers. In 2014-2015 they were the first point of contact for 200,000 visitors seeking information (inclusive of walk ins, phone calls and emails). 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, Sustainable Living 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. Recruitment of Volunteers by the City of Greater Geelong upholds the principle of equal employment opportunity. 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 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.

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 is part of our ongoing commitment to maintain a safe and professional community volunteer program.

Performance

Delivering Community PrioritiesThe following section reports on our performance in delivering the community focused priorities committed to in City Plan 2013-2017. The City Plan 2013-2017 framework consists of four strategic directions; 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 Type of measureD Direct – Council has a direct influence on the measure result.

I Influence – Council has an influence on the measure result but other external factors outside our control also impact it.

M Monitor – Council has no influence on the measure result but monitors it to assist in future planning.

The following section reports on the progress of year two of City Plan 2013-2017.

Community Wellbeing Healthy Together Geelong: to enhance health, wellbeing and quality of life of Greater Geelong communities.

AchievementsNew family and community centres opened in 2015Four new child and family centres opened their doors in 2015, providing huge benefits to their local communities. Bop Bop Karrong Barwon Heads, Grovedale Community Hub, Norlane Child and Family Centre and the Leopold Community Hub Child and Family Centre all welcomed hundreds of young children and their families. The centres are designed to be ‘one-stop-shops’ for families, enabling them to access all services they need in one central location.

The new centres offer integrated services including childcare, kindergarten, allied health services, maternal and child health services, playgroups and parenting programs.

The Barwon Heads, Grovedale and Norlane centres are funded by the City of Greater Geelong and the Victorian State Government with the Leopold centre also partly funded by the Federal Government.

The new Ocean Grove Community Hub was officially opened in May. The hub incorporates the relocated Ocean Grove Neighbourhood Centre as well as providing meeting spaces, a multipurpose program room, a dedicated computer room and a community kitchen. The City of Greater Geelong was the key funder of this project with Regional Development Victoria and the Ocean Grove Neighbourhood Centre also contributing.

The state-of-the-art centres are expected to become much-used and loved parts of these local communities.

Northern ARC Master PlanThe Northern ARC (Arts, Recreation and Community) Master Plan was endorsed by Council in June 2015. Currently home to the Waterworld Leisure Centre, Centenary Hall and the Corio Library, the master plan will guide development of an arts, recreation, community, leisure and health services hub in Norlane over the next 15 years.

Identified as a high priority for the northern suburbs, extensive community engagement was undertaken. The major upgrade proposals include:

Development of a new integrated aquatic and leisure centre to replace the old Waterworld facility

A multipurpose community hall A new Corio Library The Barwon Health-North medical facility integrating healthcare and wellness facilities Café Outdoor spaces Improved pedestrian paths linking the facilities to surrounding streets and neighbourhood and

Stead Park.

Following an announcement by the Victorian Government, construction will commence on the Barwon Health-North in the second half of 2016 as part of Stage One.

Healthy Together Geelong initiative updateHealthy 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 2015 it had reached 62,678 individuals; 28 per cent of the City of Greater Geelong’s estimated resident population (2014).

The following table gives a snapshot of the achievements to date for this program.

Achievement Program No. Registered

% Registered

No. of individuals reached*

Early Childhood Services 79 93 7,681

Primary Schools 50 79 13,092

Secondary Schools 15 63 13,525

Workplaces 81 28,380

Population reached 62,678

* Not all organisations provided employee/student numbers.

Other statistics:

Jamie’s Ministry of Food – fixed kitchen 4,317 participants enrolled60 volunteers

Workplace eNewsletter 163 subscribers

Early Learning Centres, Primary and Secondary Schools eNewsletter

351 subscribers

Healthy Geelong Facebook 1,773 followers

Healthy Geelong Twitter 878 followers

Further successes have included:

Winner of the 2014 International Association for Public Participation Australasia Core Value Award the ‘Early Years Network Growing and Gaining Experience’ engagement project.

14 schools have benefited from the ‘Active Travel to School’ program where HTG, Council and the schools have worked together to promote safe active travel routes to school.

Be Active, Healthy Together Geelong and the Council launched active travel maps for the municipality to highlight active and sustainable transport options that encourage and support active travel choices.

Launch of the Geelong Healthy Catering Guide. Healthy Together Geelong, Geelong Cats Football Club and Quit Victoria partnership aimed at

healthy eating, physical activity and reducing tobacco use continues. The Healthy Cats recipe book was also launched.

Geelong Active City program launched aimed at residents and employees in Central Geelong to support lasting changes in behavior towards more active lifestyles.

Geelong Active Streets was held which included a cycling and walking events and a silent disco. A priority bike route and valet parking was trialed at this event.

Strategies and plansCouncil endorsed a number of strategies and plans in the last 12 months.

The Municipal Children’s Services Infrastructure Plan will guide planning decisions regarding future infrastructure development and asset management of existing Council buildings that provide children’s services. This is the first comprehensive infrastructure plan to address future development, renewal and replacement of Council’s current 62 buildings accommodating children’s services.

The Emergency Management Plan 2015-2017 was also adopted in March 2015. The plan outlines the agreed arrangements for preparing for and recovering from emergencies affecting the municipality. Council’s role in emergency management – both during and after an emergency event – is critical to the ongoing wellbeing of the affected communities.

The Integrated Comprehensive Transport Plan and the G21 Region Public Transport Strategy were also adopted. Both of these define a set of strategic actions for the planning, development and management of an integrated transport system. They ensure access for all potential users, a well connected region, a simplified public transport network and improved information, planning and partnerships.

Council endorsed the G21 and AFL Barwon Regional Strategy, which provide a framework to support the future development, governance and growth of football and club based netball throughout the G21 region for the next 10 years. Council also endorsed the G21 Tennis Strategy which provides a framework for the development of tennis participation, governance and facilities.

Karreenga Aboriginal Action Plan updateThe Karreenga Aboriginal Action Plan 2014-2017 was adopted in May 2014. The Action Plan contains 50 actions of which 26 have been commenced in the last 12 months with at least 40 projects and programs occurring across various Council departments.

The range of actions commenced or completed includes:

Recognition of the strengthening and positive working relationship with Aboriginal communities. The installation of additional flag poles on City Hall to fly the Aboriginal Flag on a permanent

basis. Increased promotion of Aboriginal culture through arts and storytelling.

Priority actions for the next 12 months include:

Aboriginal employment opportunities, strategies, outcomes, both within Council and the broader region.

Review of the Indigenous Statement of Recognition and Commitment 2009, contained in the Action Plan.

Recreation facilities upgradesEncouraging and promoting healthy and physical activity and the provision of safe and vibrant physical environments and infrastructure to support this are two of the key outcomes in Council’s City Plan.

A highlight for this year was the opening of the new Queens Park playground. The playground in the trees was custom built and specially designed to attach play equipment and ropes to the existing trees, providing children with a truly unique experience similar to climbing through a tree canopy.

The last 12 months has seen a number of upgrades to playgrounds and renewals to a number of our recreational assets.

Playgrounds upgraded include:

Almerta Reserve neighbourhood playground, Clifton Springs Bullimah Reserve neighbourhood playground, Clifton Springs Coolabah Park playground, Grovedale Drysdale Railway Station Reserve playground, Drysdale Kenworthy Reserve neighbourhood playground, Geelong West Morris Reserve neighbourhood playground, Belmont Norseman Court Reserve neighbourhood playground, Lara Queens Park playground, Newtown Queens Road Reserve neighbourhood playground, Newtown Richmond Oval playground, East Geelong Waurn Ponds Creek East Reserve neighbourhood playground, Belmont.

Sport and recreation facility projects included:

Barwon Heads Village Park soccer pitch upgrade Barwon River Rowing Mile removal of 1,500 tonnes of silt Bell Post Hill netball changerooms development Clifton Springs tennis court construction and lighting installation Elcho Park Golf Course fairway replacement – Year one Grinter Reserve (Newcomb) BMX track upgraded to national standard Kardinia Park fitness station upgrade Lake Lorne Reserve pathway and High Street (Drysdale) Bellarine Rail Trail crossing Ocean Grove community performance space development Shell Road Reserve pavilion construction commenced Stead Park BMX track development Stead Park Hockey Centre new synthetic pitch Thomson Reserve tennis court lighting West Oval stadium lighting upgrade.

Leisure service programsCouncil’s four leisure centres and two outdoor pools continue to be highly utilised with 2.2 million visitations recorded in the last 12 months. Memberships to the four leisure centres as at 30 June was 12,560, an excellent result despite continued growth in private competitors across the region. This can be attributed to the quality programs and facilities offered.

The popular and nationally recognised Learn to Swim program has reached 24,119 enrolments, the highest level since the program commenced. 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. The Bellarine Aquatic and Sports Centre (BASC) enrolments peaked at its highest level once again and Splashdown returned to growth in each term, recognising the high quality program being provided.

The Winter Members Rewards Program attracted 5,575 members, a 10 per cent increase on the previous year. The LiveWell Health and Fitness program continues to grow with 2,644 active adult (over 55 years of age) members, representing 21 per cent of the total membership base.

The Kardinia Aquatic Centre hosted several major events during the summer including the Victorian Country Swimming Championships, the Victorian Water Polo Championships and the Banana Boat Family Fun Day. It also hosted 30 school swimming carnivals. The Lara pool also hosted a Banana Boat Family Fun Day.

A number of awards were also received by Leisure Services, endorsing the high quality programs and staff involved. These awards can be found on pages 19-20 of this report.

Arts programs and eventsThe Geelong After Dark event saw over 10,000 people venture into the CBD on a chilly night in May. The streets were abuzz as ordinary spaces by day transformed into something exciting, unexpected and very much alive by night. There were musical acts, dance pop-ups, an Afghan teahouse, opera, travelling suitcases of art, a tuba quartet, soundscapes, giant puppets, a silent disco, shadow puppets, Little Pot of Horris interactive art, light projections, pop-up choirs, rooftop cinema, drumming, virtual Antarctica and an alpaca procession. In total 247 artists entertained visitors. The attendance was double that of the 2014 event and the feedback from the people attending and traders was extremely positive.

The National Wool Museum visitations were up 16 per cent on the previous year and Museum Shop transactions were up by 24 per cent. A number of exhibitions and programs were held at the museum with the highlights being the Women of Empire 1914-1918 international exhibition, the Wildlife Photographer of the Year 2014 international exhibition and the Scarf Festival.

The Potato Shed continues to attract great events with the highlight being the ‘12by12’ plays. These one act plays are 12 minutes long and were seen by sell out audiences.

Three new online resources were also launched in the last 12 months. The Arts Atlas is a free digital platform for all types of artists to promote their work. The Geelong Arts and Culture Trails app reveals our growing collection of public and street art, creative spaces, art studios and galleries. Finally, Connecting Memory, a digital story telling app contains over 180 short films, music and stories that celebrate local places and people in their own words.

Youth programsYoung people make up 17 per cent of Geelong’s population, with over 10,000 involved in programs, activities and events during the year such as:

GASP (Geelong Adolescent Sexuality Project) activities. fOrT youth centre programs such as Drop In sessions, music programs, art programs and food

for fOrT. Multicultural Youth Network Geelong meetings and multicultural youth celebrations. Youth Week in April 2015. Girls Go Extreme activity based personal development program. Skate activities including the SKAART youth festival. L2P learner driver mentor program with 138 learner drivers receiving supervised driving

practice from 71 trained mentors. Impetus Youth Awards held during Youth Week. IDAHO Day flag raising. Odyssey Film Festival. Silent Laneway Disco. Street Face.

Health and Local Laws updateIn the last 12 months, the Health and Local Laws team dealt with a total of 17,923 customer service requests, a six per cent increase on the previous year. Parking and animal management made up the majority (75 per cent) of these.

There were also 5,541 inspections and audits completed, 2,532 food and health premises registered, 4,072 street activity permits assessed and 22,959 parking permits assessed (74 per cent of these relating to disabled parking permits). 31,505 dogs and 9,492 cats were also registered in the last 12 months.

Council also upgraded all 274 pay and display ticket machines as well as introducing pay wave payment option and a parking app for customers. The popular ‘kiss ‘n’ go’ zones were also introduced. These are two minute drop off zones that have increased customer convenience and reduced the level of fines.

For further information on the Domestic Animal Management Plan achievements please refer to page 170.

Family support servicesFamily support services at Council continue to grow with new integrated children centres and more and more programs and activities for children and families to participate in. Snapshots of some key achievements in 2014-2015 are provided below.

Over 22,600 adults and children participated in 60 Children’s Week events, an increase of 37 per cent from 2013.

459 children enrolled in Integrated Child and Family Centres, with 332 enrolled in three and four year-old kinder at those centres.

Long Day Care programs provided to 766 children from 615 families. School holiday program provided care for 470 families and 750 children. 646 playgroup sessions were conducted totalling 970 hours of playgroup activities held for 178

families and 300 children each week. 2,959 birth notifications, an increase of 2.1 per cent on the previous year.

9,974 children were provided a service through the Council’s Maternal Child Health Centres. 65 parenting education workshops conducted involving 262 sessions and over 700 parents.

Aged care servicesWith seniors making up just over 20 per cent of our population it is important that aged care services remain current. This last 12 months has seen continued improvements to processes and systems.

A new operating system Carelink+ has been implemented and provides a client and care worker database, rostering capacity and enhanced functionality for mobile devices, serving workers in the field.

400 participants from the home and community care program were transitioned to the National Disability Insurance Agency as part of the Barwon trial site.

30 new Aged Care packages were approved, bringing the total to 198 packages managed on behalf of clients in the G21 region.

The Victorian Seniors Festival was once again a great success with in excess of 100 events held and attended by over 10,000 people. The festival seeks to ensure that older adults remain active and connected in their communities.

Community groups receive grants151 community groups throughout the municipality were successful in receiving grants through Council’s Community Grants Programs.

The Community Arts Grants Program saw 22 projects share in $126,700 and 14 community festivals sharing $82,600 through the Community Festivals Grants Program. The Councillor Community Grants Program saw $240,000 provided to 115 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 161-167.

As well as grants being distributed, a number of community facilities and spaces have been upgraded including Highton Preschool, Flinders Kindergarten, Apollo Early Learning Centre, Lara Lake Preschool, Lara Hall, Greenville, Wandana Heights Hall and St Leonards Reserve Hall.

A great cause - Chalk the WalkOn Sunday 29 March 2015 Ritchie Boulevard on Geelong’s Waterfront was transformed into a giant colourful artwork all in the name of raising money to help sick children. The joint initiative between the City of Greater Geelong, the Geelong Advertiser and Channel 7 raised $6,200 for the Royal Children’s Hospital Good Friday Appeal.

Hundreds of people participated, paying $10 for a square metre of road and a box of chalk to create their own piece of artwork and messages of support.

This was a first for Geelong with the aim of growing the event and raising more funds for the Royal Children’s Hospital in years to come.

Future DirectionsThe 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 2015-2016 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

Northern ARC detailed feasibility and business case.

Community hubs at varied stages of design and construction: Highton Early Learning Centre, Hendy Street Family and Children’s Centre, Armstrong Creek Neighbourhood Health and Community Centre and the Leopold Community Hub stage two.

Transitioning to the new Commonwealth Government aged care model. The continued implementation of the Karreenga Aboriginal Action Plan 2014-2017 and review and

update of the Multicultural Action Plan. Ongoing development of the Women in Community Life Advisory Committee. Implement the Youth Strategy and development of the CALD Youth Needs Assessment Action

Plan. Recreation reserves and facilities and playground upgrades to the value of $11.5 million to be

undertaken. Swim, sport and leisure upgrades to the value of $1.9 million. Identify strategies to improve parking opportunities and promote the new ‘Parking app’. Implementation of the Emergency Management Strategic Plan and the Municipal Fire Prevention

Plan. The continued 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 workplaces, early years and

healthy living programs. Implementation of new staff to child ratio changes across all early childhood education and care

services. The implementation of year three 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

and the Public Art Priority Plan. The adoption of the Social Infrastructure Plan and commence implementation.

ChallengesSome 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. The increase in asset growth and its effect on current maintenance 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. This is not helped by the possible cessation of the Healthy Together Geelong program due to it no longer being funded.

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, technological 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.

Meeting the challenge of increased competition in the 24/7 gym market. Uncertain environment in regard to the Kardinia Park Precinct in the wake of the recent

Kardinia Park Trust announcement.

Priority: Healthy lifestylesWe 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:Type of indicator

Indicator Target Result Comments

D

Growth in visitor numbers to Council owned leisure centres (casual and membership visits)

3% per annum

X

Decline in visits from previous year due to reduced members caused by growth in private gym competitors. We also experienced a poor summer which reduced aquatic visitations across all sites. There has also been an improvement in our data integrity which may have inflated last years figures.

D

Number of long day care centres enrolled in the Victorian Prevention and Health Promotion Achievement Program

40% of long day care centres within the municipality

93% (79 of the 85) of long day care centres were enrolled in the program as at June 30, 2015.

D

Number of kindergartens enrolled in the Victorian Prevention and Health Promotion Achievement Program

40% of kindergartens within the municipality

93% (39 of the 42) of kindergartens were enrolled in the program as at June 30, 2015. This had a reach of 4,502 children.

D

Number of primary schools enrolled in the Victorian Prevention and Health Promotion Achievement Program

30% of primary schools within the municipality

76% (48 of the 63) of Primary Schools were enrolled in the program as at June 30, 2015.This had a reach of 13,092 children.

D

Number of large (200 or more staff) businesses enrolled in the Victorian Prevention and Health Promotion Achievement Program

30% of large business in the municipality

67% (27 of the 40) of large workplaces were enrolled in the program as at June 30, 2015, reaching 27,629 employees.

D

Number of participants in the Geelong Seniors Festival

Equal to or greater than the previous year

More than 10,000 people attended more than 100 events held throughout the month.

I

Percentage of children who attend 3.5 year old Maternal Child Health consultation

Meet or exceed Victorian average

Result was an Increase of 1.6% on previous year, however Victorian figures not available until early 2016.

IVisit to green space more than once a week (Vic Health Survey)

Meet or exceed Victorian average

The results from VicHealth Indicators Survey have not yet been released.

I Sedentary behaviour (sitting for seven or more hours a day) (Vic

Meet or exceed Victorian

The results from VicHealth Indicators Survey have not yet

Type of indicator

Indicator Target Result Comments

Health Survey) average been released.

M

Percentage of infants breast fed at six months of age

Meet or exceed Victorian average

Result was an increase of 1% on previous year, however Victorian averages not available for comparison.

M

Percentage of infants breast fed at 12 months of age

Meet or exceed Victorian average

Indicator has been removed from the 2015-2016 Update of City Plan as reliable data not available.

– Target achieved X – Target not achieved – Progressing/awaiting data

2014-2015 Business Plan ActionsAction Status

Coordination of the City of Greater Geelong Municipal Public Health and Wellbeing Plan implementation Corio-Norlane Best Start project Development of a Food Policy to secure long term food production options Healthy Together Geelong - Early Years Healthy Together Geelong - Workplaces Implementation of the Physical Activity Strategy Learn to Swim program including School 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

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Healthy environmentsWe 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:Type of indicator

Indicator Target Result Comments

DCommunity satisfaction rating for overall performance in the enforcement of local laws

Meet or exceed Victorian Council average

Result was 64 which was on par with the State average.

DCommunity satisfaction rating for overall performance with local footpaths

Meet or exceed Victorian Council average

Result was 58 which was on par with the State average..

DCommunity satisfaction rating for overall performance with recreational facilities

Meet or exceed Victorian Council average

Result was 70 which was on par with the State average.

DCommunity satisfaction rating with the appearance of public areas

Meet or exceed Victorian Council average

Result was 70 which was on par with the State average.

DKilometres of off-road paths (bicycle and walking) established by City of Greater Geelong

Increase

46.3kms of footpath and 4.6 km of shared bike/pedestrian paths were added in the last 12 months.

DFood safety compliance; assessment compliance rates

100%X

91% of assessments were compliant in 2014-2015.

INumber of bicycle riders counted on ‘Super Sunday’ (held annually in November)

Increase

Increased by 42% on previous year result..

IPerceptions of safety – walking alone during the day (Vic Health survey)

Meet or exceed Victorian average

The results from VicHealth Indicators Survey have not yet been released.

IPerceptions of safety – walking alone during the night (Vic Health survey)

Meet or exceed Victorian average

The results from VicHealth Indicators Survey have not yet been released.

IResolution rates for notified nuisances

100% 99% of requests were resolved, an increase of 7% on previous year result.

I

Dog attack rates per 100,000 population

DecreaseX

There was an increase in the incidence of dog attacks this financial year. This is being addressed through the implementation of the Domestic Animal Management Plan.

– Target achieved X – Target not achieved – Progressing/awaiting data

2014-2015 Business Plan Actions Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Action Status

Clifton Springs fishing pier construction Conduct community dog/cat micro-chipping and registration/pet ownership road shows and forums Continue to conduct investigations of barking dogs and nuisance animals Dog control signage upgrades Implement Municipal Emergency Management Plan Implement Year 2 actions of the Domestic Animal Management Plan Jetty Road community precinct concept plan development Monitor, assess and register all food premises based on compliance Municipal Fire Prevention Plan implementation Parks and reserves maintenance Renewal work on Council owned buildings Respond, resolve or refer for resolution all neighbourhood amenity and local law requests Safer Greener Geelong – planting up of three roundabouts iSchool Crossing Supervisor - LED light battens

Toilet block renewal and replacement program Bike paths and facilities

Bellarine Rail Trail chicane/vehicle access point remedial works iBellarine Rail Trail pedestrian lights (Jetty Road) iBicycle infrastructure program Geelong Criterium Circuit - Regional cycling pavilion construction Greater Geelong Cycle Strategy implementation Footpaths  Construction of footpath in Montpellier Drive(East side) between Culzean Crescent and Lambhill Crescent, Highton Construction of footpath in Roslyn Road (south side) between Thornhill Road and Remony Ave, Highton Footpath renewal program Playgrounds Barwon Heads Village Park playground upgrade Playground development program Recreation facility upgrades

Belmont Bowls Club solar panel contribution iCorio Cricket Club disbursement iElcho Golf Course fairway replacement program - Year 1 iGeelong Amateurs Football Netball Club and Newtown Chilwell Cricket Club change room renovation Geelong Soccer Club facilities upgrade - concept planning iAction Status

Landy Field storage facility Leopold Football and Netball Club clubroom upgrade

Mt Duneed Pony Club - enclosed riding arena construction Regional Paddle Sports pavilion redevelopment Stead Park beginner level BMX track development iThomson Reserve tennis court sports lighting iWaurn Ponds Skate Park ramp replacement Recreation reserve upgrades

Austin Park, Lara redevelopment Barwon Heads Village Park soccer pitch upgrade iCapital renewal of civil assets in parks across the municipality iEvans Reserve asbestos remediation iShell Road Reserve Master Plan implementation St Albans Football and Netball Club scoreboard relocation West Oval stadium lighting iSwim Sport and Leisure Centre upgrades

Bellarine Aquatic and Sports Centre filter upgrade iConcrete core replacement program Geelong Arena cyclical and programmed maintenance Kardinia Pool underground infrastructure upgrade and leak prevention Leisurelink Aquatic and Recreation Centre - aquatic area air handling Leisurelink Aquatic and Recreation Centre gymnasium extension construction Leisurelink Aquatic and Recreation Centre main pool headwall replacement Splashdown aquatic play park plan and construction Splashdown main pool tiling Waterworld gymnasium roof replacement iWaterworld outdoor pools boiler replacement iExplanation of actions on hold or not progressing: Action Explanation

School Crossing Supervisor - LED light battens

Project not proceeding due to inability to find an illuminated batten that meets Australian Standards and VicRoads approval. In lieu of this the school crossing supervisor training program has incorporated additional content around taking extra precautions during poor weather conditions.

Leopold Football and Netball Club clubroom upgrade

Timing and requirements around State Government election promise of $1.5 million to be confirmed. If grant can be used on stage one, preference of Club is to tender and commence work in 2015.

Waurn Ponds Skate Park ramp replacement

Prices have exceeded budget estimates, additional funding is required to proceed. Project on hold pending a Council decision, report is being prepared.

Leisurelink Aquatic and Recreation Centre gymnasium extension construction

Documentation complete. Construction unlikely to commence until 2017. No additional funding in current draft budget.

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:Type of

indicator Indicator Target Result Comments

DPercentage of residents who participated in citizen engagement in the last year (Vic Health survey)

Meet or exceed Victorian average

The results from VicHealth Indicators Survey have not yet been released.

D

Community satisfaction rating with overall performance of family support services

Meet or exceed Victorian Council average X

Result was 63 which was lower than the State average.

I

Percentage of children enrolled in kindergarten

Greater than 95% of children enrolled in an Early Childhood Education program in the year before full time schooling

Results for 2014 have been requested from the Department of Education and Training but are not yet available.

INumber of annual library visits (physical) per capita

Meet or exceed Victorian average

There were 6.5 visits per head of population, which exceeds Victorian average.

I

Proportion of resident library memberships

3% increase per annum

X

Geelong Library and Heritage Centre (GLHC) Annual targets were not established due to construction of GLHC.

IGreater access to library e-collections

5% increase per annum

There was a 5.1% increase in library e-collections.

ICommunity acceptance of diverse cultures (Vic Health survey)

Meet or exceed Victorian average

The results from VicHealth Indicators Survey have not yet been released.

IPercentage of residents involved in volunteering (Vic Health survey)

Meet or exceed Victorian average

The results from VicHealth Indicators Survey have not yet been released.

ICommunity satisfaction rating with overall performance of elderly support services

Meet or exceed Victorian Council average

XResult was 63 which was lower than the State average.

– Target achieved X – Target not achieved – Progressing/awaiting data

2014-2015 Business Plan Actions

Action Status

Aboriginal Action Plan implementation Barwon Heads Community Arts Hub feasibility study Children's Week activity program Councillor Community Grants Program Geelong After Dark - city centre night festival iGeelong Library and Heritage Centre collection stock purchase iGeelong Regional Library contribution Geelong Seniors Festival Indigenous kindergarten assistance Lara Performing Arts Centre stage 2 development iLinking Learning Program - Eastern Suburbs Multicultural Action Plan 2014-2015 implementation M~M 24 Hour Extreme Arts Walk Rosewall/Connections Park land acquisition School Holiday Program Supported playgroups and parent groups initiative Women in Community Life project implementation Youth activities, programs and events including Skaart, National Youth Week, Courthouse Youth Arts, SSAGQYSP initiative, GASP implementation, Engage it up , Youth action teams, Lara Youth Centre, Switch magazine, multicultural youth development, Armstrong Creek Armstrong Creek East - Neighbourhood Activity Centre pavilion construction Armstrong Creek Health and Wellbeing Centre construction Armstrong Creek West - Neighbourhood Activity Centre Arts, Culture and Heritage

Community arts and festivals grant programs Children Services Acquisition and replacement of resources and equipment at City Learning and Care Centres Children services facilities upgrades Fyans Park Kindergarten extension Community Facilities

Ceres Temperance Hall remedial and renewal works Community halls upgrade program Disability access program Portarlington Senior Citizens Centre upgrade Action Status

Community Hubs

Barwon Heads Early Learning Centre construction iBellevue Highton Family Hub concept development Grovedale Children's and Community Centre construction iJetty Road –Regional Community and Learning Hub construction

Jetty Road– Children's and Community Hub planning and design

Leopold Community Hub stage 1 construction iLeopold Community Hub stage 2 concept design Norlane Child and Family Centre construction iNeighbourhood Houses

Explanation of actions on hold or not progressing: Action Explanation

Armstrong Creek West - Neighbourhood Activity Centre

Project not delivered due to pending consultation with the Department of Education and their proposed new school project (proposed for delivery during the next two to three years). The project includes the potential integrated design and delivery of the school and community complex. Inhouse governance planning was completed during 2014-2015 to inform the future design of this community complex.A detailed master planning and design project budget has been approved for 2015-2016 to formally commence the project.

Jetty Road –Regional Community and Learning Hub construction

Project not delivered due to ongoing consultation with the Department of Education and potential integration opportunities with the Clifton Springs Primary School, as well as broader social infrastructure planning within Drysdale. Inhouse governance planning developed during 2014-2015 to inform the future design of this community complex and will continue discussion with the Department of Education as part of their future planning work.

Jetty Road– Children's and Community Hub planning and design

Project not delivered due to ongoing consultation with the Department of Education and potential integration opportunities with the Clifton Springs Primary School, as well as broader social infrastructure planning within Drysdale. Inhouse governance planning developed during 2014-2015 to inform the future design of this community complex and will continue discussion with the Department of Education as part of their future planning work.

Growing Our EconomyObjective: Securing Geelong’s economic future.

AchievementsIconic Floating Christmas tree a huge successA crowd of more than 15,000 people lined the waterfront on Friday 21 November 2014 to see the switching on of Geelong’s new Iconic Floating Christmas Tree. At 25 metres tall, it is Australia’s largest outdoor Christmas tree. By day the tree shimmered and sparkled in the sunlight and by night it lit up the Waterfront, with light shows every half hour. During the seven week period that the tree was on display an estimated 163,000 people visited to view it, generating an estimated economic benefit to the region of $18 million. It also attracted widespread media and social media coverage, with #GeelongChristmas attracting 79 million impressions on Twitter on the opening weekend alone.

The Christmas tree wasn’t the only festive attraction as Myer Geelong also unveiled its first ever Myer Christmas Windows display with the support of Central Geelong Marketing and Westfield. Central Geelong Marketing also launched its Christmas Trail, with over 20 stops including window displays, activities, Santa photos and a giant snow dome.

Topping off the Christmas displays was the City Hall Christmas projections. The stunning light and projection display combined animation and video along with Christmas images accompanied by Christmas carols.

The Christmas activities and attractions were the biggest the city has seen, and not only provided an economic injection into the city but saw thousands of people enjoy the magic of the festive season.

New Geelong Library and Heritage Centre construction progressThe $45.5 million Geelong Library and Heritage Centre under construction is making a spectacular architectural statement in Lt Malop Street with the dome design well and truly taking shape.

The surface of the dome is comprised of 332 fibreglass reinforced concrete panels rendered in four different colours. The inside of the building makes a statement of its own, taking in the beauty of Johnstone Park; you will feel like you are amongst the trees.

The new Geelong Library and Heritage Centre will be over 6,000m2 and will include120,000 print and multimedia collection items. The ground floor will feature the foyer, a café, and a mezzanine and book wall. The first floor is a colourful, tactile children’s space and dedicated youth space. The second floor is the quieter adult fiction and non-fiction area, and the third floor will house the state’s largest regional archive of historical resources. The fourth floor will house administration staff and the fifth floor features function/training rooms.

The Geelong Library and Heritage Centre construction is on track to open in November 2015 and will be the next building delivered in the cultural precinct.

Central Geelong revitalisation and activitiesThe Central Geelong Action Plan is the City of Greater Geelong’s revitalisation plan for the city. It provides a 15 year blueprint for focused action in 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. It also builds on the Vision 2: the partnership program between the Committee for Geelong, City of Greater Geelong, Deakin University and the then named Department of Planning and Community Development. Vision 2 aims to achieve a shared vision for central Geelong and identify areas, strategies and opportunities that will provide a vision, momentum and investment for the next 20 years of growth of central Geelong.

Over the 15 year life of the Central Geelong Action Plan, the aim is to achieve: 10,000 people living in Central Geelong; 9,000 additional jobs, with 30 per cent more workers in Central Geelong; 40 per cent more visitations to Central Geelong; and 10,000 students studying in Central Geelong.

Progress on the plan to date includes:

The release of draft plans for the Lt Malop Street pedestrian and cycling bridge and pocket park which will provide better connections between Central Geelong and Geelong West, and will strengthen the links between the cultural precinct and The Gordon.

The release of City in a Park project details. The project builds upon the Malop Street green spine concept, which will link Johnstone Park to Eastern Park, expanding the network of green spaces across the central city area and implements the ‘Greening Geelong’ initiative of the Central Geelong Action Plan.

40km/h speed zone introduced in Malop Street to improve road safety for all road users. Central Geelong truck restriction trials. The launch of the Central Geelong Major Heritage Fund which aims to support the restoration

of heritage building facades, which will improve the quality and attractiveness of streets within Central Geelong.

The introduction of quick and easy two minute parking pick up and drop off zones known as ‘kiss ‘n’ go’ zones.

Catenary lighting installation at the intersection of Moorabool and Malop Streets.

Popular activities within Central Geelong included:

The return of Food Truck Friday. Tastes of Central Geelong 2014 which consisted of over 180 activities from 65 businesses

over 22 days with 13,394 participants. The Nightjar Markets. Central Geelong Sidewalk Sales. Christmas in Central Geelong. The ANZAC centenary and the Reconciliation Week lighting projections on City Hall.

These activities attracted over 102,000 people into Central Geelong with an estimated total economic output of $15.9 million.

Major infrastructure developments in GeelongThe 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 increased by 17.3 per cent to a record $431.3 million in 2014-2015. Domestic building activity also increased by 4.9 per cent to $724.7 million and a total of 2,332 new dwellings were approved.

There is currently $1.3 billion worth of major construction and redevelopment underway in the Geelong region which continues to energise our economy and stimulate our workforce. Projects include:

The $227 million Stage One Epworth Geelong Hospital construction. The $170 million Princes Highway duplication (Waurn Ponds to Winchelsea). The $93 million University Hospital Geelong expansion. The $65 million St Mary’s Terrace apartment development The $55 million Centre for Advanced Design in Engineering Training (CADET). The $45 million Geelong Library and Heritage Centre construction.

A further $2.3 billion dollars worth is in the pipeline.

Recently completed projects include:

The $90.4 million Baanip Boulevard (Section 4C of the Geelong Ring Road) connecting from Anglesea Road to the Surf Coast Highway at Grovedale.

The $67 million St John of God Geelong Hospital redevelopment. The $65 million Waurn Ponds Shopping Centre expansion. The $39 million Deakin University Waurn Ponds student accommodation. The $36 million University Hospital Geelong ICU development. The $34 million Carbon Nexus facility.

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.

Geelong Ring Road Employment Precinct (GREP)Strategically located to the city’s north, the Geelong Ring Road Employment Precinct (GREP) encompasses 500 hectares of land zoned for heavy industrial purposes with significant opportunities for greenfield development. The GREP is one of only a few areas available within Victoria with large lot Industrial 2 zoned land. The GREP is an ideal location for any business seeking to establish, expand or relocate their operations.

In May 2015 the Accensi Lara Manufacturing Facility opened in the GREP following 18 months of planning and construction. With the addition of the Lara facility, Accensi now offers its clients a manufacturing footprint that services all major Australian cropping regions.

In the past 12 months:

A total of 19.5 hectares of land has been sold worth $8 million. The Elcho sewer pump station servicing 250 hectares of the estate was completed. Broderick Road drain was constructed as well as sewers and drainage along O’Brien’s Road

near Success Way. Success Way was constructed as a fully serviced industrial road and developed five fully

service lots in the same road.

Major events generate an estimated $84 million in economic benefit for the regionA total of 29 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 an estimated $84 million of event expenditure being generated in our region from locals and visitors, which is the equivalent to an estimated 672 full time jobs in the region.

Of the 29 major events, 15 offered free public access and entertainment for all ages. An estimated 650,000 participants and spectators attended the 29 events staged throughout Geelong during the 12 month period.

The 2015 Australian International Airshow attracted a total six-day attendance of 169,251, with over 20 per cent of visitors being from outside Victoria. The event is estimated to have a gross benefit on the Geelong economy of $22.1 million.

The Festival of Sails generated an estimated $14.7 million and the Cadel Evans Great Ocean Road Race in its first year generated an estimated $13.3 million. The popular Pako Festa generated $5.0 million and the Geelong Revival Motoring Festival generated $4.2 million.

Other popular events held throughout the last 12 months included the Mitchelton Bay Cycling Classic, Toast to the Coast, Sanitarium Weet-Bix Kids TRYathlon, National Celtic Festival, Great Australian Beer Festival, Motor City Music Festival, the Victorian Open Golf Championships, Victorian Lifesaving Championship and the Head of the Schoolgirls Rowing Regatta.

Tourism Greater Geelong and The BellarineThe Bellarine Visitor Information Centre opened in December 2014 in partnership with the Flying Brick Cider Co. located in the Flying Brick Cider House in Wallington on the Bellarine Highway. This has proven to be a great success to date with a large number of visits recorded.

During the year, visitor information services were expanded at Barwon Heads, Lara and the Geelong Ring Road service centres. The new Tourism Development Strategy was released and the Geelong/Bellarine visiting friends and relatives campaign was also initiated.

Work was also completed in securing daily return services to the Gold Coast out of Avalon Airport. This was done in partnership with Avalon Airport, Tourism Victoria and Jetstar.

In 2014-2015, the Greater Geelong and Bellarine region received 10.25 per cent of all domestic visitors to Regional Victoria. There were 1.1 million domestic overnight visitors (14 per cent increase on previous year) that spent nearly 3.9 million nights in the region and 41,000 international overnight visitors who spent 654,400 nights in the region.

Geelong Visitor Information Centres welcomed just over 150,000 walk in visitors and responded to over 3,500 telephone enquiries and over 4,000 email enquiries.

Social media was also on the increase with 119,245 visits to the tourism website; a 66 per cent increase on the previous year and the Geelong Bellarine Facebook page now has over 16,400 page likes.

Digital Geelong StrategyThe Digital Geelong Strategy was endorsed by Council in May 2014. The key aim is to maximise the efficiencies and benefits available from digital technologies, at a time of pressure on public finances, to deliver even more value for money and impact to Geelong by placing the city as a nationally recognised leader within the digital economy.

The strategy is built around four principles:

1. Helping everyone join in

Designing accessible services and working for digital inclusion, to ensure that as many people as possible can take advantage of those services.

2. Putting the customer in control

Ensuring the way information and services are made available puts the customer in control of information pertinent to them.

3. Digital by default

Embracing digital channels as the default in service design where possible will help to stimulate both opportunity for and benefits to service users and enable overall public service innovation.

4. Geelong public services together – sharing information on a common platform

Ensuring public services collaborate to share insights, technology and services, providing more efficiency for the taxpayer.

The strategy contains 29 recommendations split into three areas: internal focus; community focus; and business focus. Implementation of the strategy will begin in 2015-2016.

Urban growth updateThe Lara town centre expansion project is nearing completion. In December 2014 phase five was completed with the opening of the new Coles supermarket, employing over 100 staff. Austin Park is also nearing completion with the toilet block being constructed, paths, amphitheatre and landscaping also being completed.

Precinct Structure Plans and Development Contribution Plans were approved during the year for Armstrong Creek Horseshoe Bend and Town Centre precincts. 1,200 residential lots in the Armstrong Creek East Precinct and 280 lots in the Armstrong Creek West Precinct were also approved.

The Municipal Strategic Statement and the Bellarine Localised Planning Statement were also completed and adopted by Council.

Development Contribution Plans delivered in 2014-2015 included:

Construction of Jetty Road pedestrian lights at the Bellarine Rail Trail crossing. Completion of Centennial Boulevard through the Jetty Road Urban Growth Area. Construction of the Surf Coast Highway/Armstrong Boulevard traffic lights. Construction of the Baanip Boulevard/Sovereign Drive traffic lights (an integrated project with

Vic Roads.

Future DirectionsThe 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 2015-2016 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

The opening of the new Geelong Library and Heritage Centre in the latter half of 2015. Commencing the implementation of the Digital Geelong Strategy. Promoting the new daily return services by Jetstar from Avalon Airport to the Gold Coast,

estimated to carry an additional 65,000 passengers a year. The full relocation of the WorkSafe head office to Geelong will bring jobs and growth to the

region. The establishment of the $500 million Regional Jobs and Infrastructure Fund by the State

Government will provide an opportunity for Council to apply for funding of projects that will create jobs and drive economic growth in Geelong.

Advocating for funding for Council’s priority projects. Delivering the 2015-2016 actions committed to in the Central Geelong Action plan including

the commencement of the City in a Park project. Deliver the 2015 Christmas program in Central Geelong and throughout the municipality. Expanding and building on the success of Central Geelong street activities and events that

bring millions of locals and visitors into the city. Tourism Greater Geelong and The Bellarine expanding their digital footprint by increasing their

profile on social media and increasing engagement and user generated content. Enterprise Geelong continuing to identify and attract business and investment opportunities

from around Australia and overseas. The review of the Enterprise Geelong (Economic Development) Strategy. The implementation of the Ocean Grove Urban Design Framework and the completion of the

Barwon Heads, Ocean Grove, Portarlington and Indented Heads structure plan reviews. Completing the Marshall and Armstrong Creek South Precinct Structure Plans and

Development Contribution Plans. Continuing the development of infrastructure at the Geelong Ring Road Employment Precinct. Delivering the Geelong Major Events program as well as the Cadel Evans Great Ocean Road

Race sponsorship, Wildlife Photographer of the Year exhibition, Geelong After Dark and the many local events enjoyed by thousands of residents and visitors.

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 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

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:Type of indicator Indicators Target Result Comments

DBusiness and investment enquiries (including industrial land enquiries, relocation and business development and expansion assistance)

Minimum 80 enquires

264 business and investment enquiries received.

DBusiness events/workshops/seminars facilitated and supported

Minimum 100 enquires

102 Business events/workshops/seminars facilitated and supported.

DAttendees at City of Greater Geelong facilitated business events

Minimum 1,500 across all events

There were 5,637 attendees at Council-facilitated business events throughout the year.

M

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)

Below the Victorian average

X

12 month average was 7.5%, compared to Victorian average of 6.4%. Regional area includes City of Greater Geelong, Borough of Queenscliffe, Surf Coast Shire and the majority of the Golden Plains Shire.

– Target achieved X – Target not achieved

2014-2015 Business Plan Actions

Action Status

Avalon Airshow - Enterprise Geelong business connections opportunity iEconomic Development Industrial Investment Support

Enterprise Geelong Strategy development

Marketing skill capability and lifestyle attributes of the Geelong region

Online communications platform development - Enterprise Geelong

Six Ways roundabout redevelopment - Lara i

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Facilitate major infrastructure and investment to enable economic growthWe 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:Type of indicator Indicators Target Result Comments

D

Years supply of zoned residential land available in the Geelong region

10+ years available

There is 24 - 25 years of zoned residential land supply available in the municipality. An additional 13 years supply of planned but unzoned residential land is identified for future release.

MValue of non domestic building activity

Increase Activity increased to $431.8M, 17% higher than previous year.

– Target achieved X – Target not achieved

2014-2015 Business Plan Actions Action StatusBellarine Structure Plans review - St Leonards Structure Plan review finalisation, Portarlington and Ocean Grove Structure Plan reviews to commence

Lara Town Centre expansion project iManaging future growth - Lovely Banks and Batesford South growth investigation

Municipal Strategic Statement review 2014

Portarlington Safe Harbour Strategic Plan

Western Beach boat yard environment reclamation

Armstrong Creek

Armstrong Creek Urban Growth Plan continued implementation Armstrong Creek West - Baanip Boulevard / North South connector intersection iGeelong Ring Road Employment Precinct

Development of 25 McManus Road, Corio i

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Elcho infrastructure services construction - industrial estate at 162 McManus Road, Corio iGeelong Ring Road Employment Precinct (GREP) design and implementation

Priority: A prosperous and innovative GeelongGeelong 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:Type of indicator Indicators Target Result Comments

D

Employers assisted with Skilled Migration Support Services

Minimum 25 - This service is no longer funded and has been removed from the 2015-2016 City Plan Update.

MNumber of student enrolments at Deakin University (Waurn Ponds and Waterfront campuses)

Monitor - 2014 enrolments were 9% higher than previous year.

MNumber of student enrolments at The Gordon (TAFE)

Monitor-

2014 enrolments were 10% lower than previous year.

– Target achieved X – Target not achieved – No target

2014-2015 Business Plan Action

Action Status

BioGeelong cluster development iGeelong Centre for Emerging Infectious Disease –City of Greater Geelong Contribution

Knowledge economy facilitation project

Skilled migration program iWhittington Place Based Activities

Implementation of the Whittington Works project

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: A successful and vibrant city centreThe 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:Type of indicator Indicators Target Result Comments

DCentral Geelong presentation – cleanliness index

Equal or greater than previous result

NA Survey not run in 2014-2015.

D

Number of organised programs, activities and events in public spaces in Central Geelong

700 or greater by 2017

Progressing on target with more than 600 events held in Central Geelong in the past twelve months.

I Overall visitor satisfaction with Central Geelong

Equal or greater than previous year

NA Survey not run in 2014-2015.

IPerceptions of safety in Central Geelong (Day and night)

75% Good or very good - day70% Good or very good -night 

NASurvey not run in 2014-2015.

INumber of residents living in Central Geelong

2,200 or greater by 2017

Target achieved with 2,900 residents now living in the City.

INumber of visitors to Central Geelong 23 million per annum

or greater by 2017NA Not assessed in 2014-2015.

M

Number of people employed in Central Geelong businesses

23,000 or greater by 2017

Progressing on target with 21,000 people now employed in Central Geelong.

MNumber of businesses in Central Geelong 1,600 or greater by

2017 Has remained steady over past two years.

– Target achieved X – Target not achieved – Progressing/awaiting data NA – Data not available

2014-2015 Business Plan Actions

Action Status

Central Geelong Marketing programs and activities Central Geelong Park and Ride shuttle service Geelong Library and Heritage Centre Car Park construction Geelong Library and Heritage Centre construction Central Geelong Action Plan Central Geelong Action Plan - Investment, facilitation and attraction Central Geelong Action Plan Monitoring Data iCentral Geelong Advancement Fund - matching fund

Central Geelong Building Advisory Service

Central Geelong Design Assessment Panel Central Geelong Lighting Strategy implementation iCentral Geelong Major Heritage Fund Central Geelong Task Force Team City Heart Investigation City loop bus feasibility and expansion of park and ride services Detailed plantings in Central Geelong iImprove pedestrian connections to Deakin University and The Gordon Myer and Bellerine Street parking, cycling and safety improvements Myers Street unifying streetscape works Postcode 3220 Strategy Public Realm Strategy Transport Network Operation Plan Visible Voices installation

Weight restriction for heavy vehicles in Central Geelong

Explanation of actions on hold or not progressing: Action Explanation

Central Geelong Building Advisory ServiceProject deferred by Central Geelong Task Force to future financial year and funds reallocated.

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Greater Geelong is a leading city for tourism, arts, culture and eventsWe 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:Type of indicator Indicators Target Result Comments

D

Geelong Major Events – economic benefit to the municipality

Return on investment = 30:1

Return on investment 74:1, which was higher than previous due to the biennial Australian International Airshow.

D

Community satisfaction rating with overall performance of arts centres and libraries

Meet or exceed Victorian Council average

Result was 77 which was higher than the State average.

DCommunity satisfaction rating with overall performance of community and cultural activities

Meet or exceed Victorian Council average

Result was 70 which was on par with the State average.

DCommunity satisfaction rating with overall performance of business, community development and tourism

Meet or exceed Victorian Council average

Result was 70 which was higher than the State average.

D I

Cultural facility visitation (National Wool Museum, Potato Shed, Geelong Gallery, Courthouse Arts, Central Library and Heritage Centre)

National Wool Museum 3% per annum

14% increase p/a visitation to Museum and shop and 54% increase in total activity and programme engagement.

Potato Shed - maintain (at capacity)

Potato Shed - Maintained (at capacity).

Geelong Gallery 3% per annum

XSlight decrease of 3% per annum due to construction of GLHC.

Courthouse Arts 15% per annum increase in attraction and retention of young people as participants and audience

15% per annum increase in attraction and retention of young people as participants and audience.

Type of indicator Indicators Target Result Comments

Geelong Library and Heritage Centre - annual targets due to construction of new facility

-

Geelong Library and Heritage Centre (annual target was not established due to construction of GLHC).

I

Number of domestic overnight visitors (National Visitor Survey)

Exceed the average annual growth for overnight visitors to Regional Victoria

The region received 3.1 million overnight visitors, an increase of 10.6% on the previous year, on par with the regional Victoria annual growth.

I

Number of international overnight visitors (International Visitor Survey)

Exceed the average annual growth for overnight visitors to Regional Victoria

The Region received 41,000 International overnight visitors which was an increase of 39% on the previous year, well above the Regional Victoria annual growth rate of 14.6%.

– Target achieved X – Target not achieved – Progressing/awaiting data – No target

2014-2015 Business Plan Actions

Action Status

Australian International Airshow 2015 iCommunity and Visitor Information Centre - Portarlington Rotunda

Conference Marketing and Delegate Boosting programs

Geelong Gallery contribution Geelong Botanic Gardens interpretive signage and plant labelling

Geelong Major Events funding

Light and decorate Geelong iProvide for tourist information and administrative support centres within the Geelong region

Walter Conservatory repairs - Geelong Botanic Gardens

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

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.

AchievementsThe Greenway ProjectThe Ted Wilson Trail, a 21 kilometre cycle and walkway was built along the Geelong Ring Road in 2012. Despite 9,000 indigenous trees being planted by VicRoads and Council, the site remains relatively treeless and bereft of character and amenity. As a result, Council has committed to the Greenway Project, a long term vision to revegetate the entire length of the pathway.

The aim is to plant over 80,000 indigenous trees and 20,000 indigenous shrubs over a five year period, creating a 21 kilometre natural urban forest that provides natural shade for pedestrians and cyclists, a habitat to wildlife, particularly birds, whilst screening out the Ring Road from surrounding neighbourhoods.

Local partnerships have been developed with community groups, businesses and schools and have seen over 17,000 indigenous trees and shrubs planted to date. A community planting day held during the year saw many volunteers attend, planting over 2,000 trees.

Through the Greenway Project, the Ted Wilson Trail will become a truly Geelong owned and built public asset.

Future Proofing contributing to a more sustainable, liveable and productive GeelongFuture 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 $2 million in funding for sustainability initiatives and supported or staged 137 community events resulting in 26,000 participants as part of the Sustainable Living Festival, Better Blocks, Smarter Homes Smarter Living Program and Armstrong Creek Sustainable House.

Future Proofing Geelong has also engaged with commercial building owners/tenants in nearly $500,000 worth of energy efficiency upgrades implemented (or in progress) reducing carbon emissions by almost 800 tonnes (equivalent to nearly 3,000 one way flights between Melbourne and Perth).

Cleantech Innovations Geelong has also been established. An alliance of business and industry, Cleantech Innovations Geelong, received funding from Council (through Future Proofing Geelong), Geelong Manufacturing Council and the State Government (Manufacturing Productivity Network Program) to run a three year program of support for business and industry to develop markets for Cleantech products and services. Nine projects, estimated to create or maintain 64 jobs and see over $1.2 million in increased sales revenue from clean technologies, are being supported as at the end of 2014. Support has also been provided to business and industry to help secure funding for projects. More than 50 businesses have been supported and over $2 million secured for projects.

Also in October 2014 a new Memorandum of Understanding (MOU) was signed to further cement a three-year partnership to deliver the objectives of Future Proofing Geelong, including the implementation of the Low Carbon Growth Plan for Geelong.

The partners (signatories) to this MOU include: the City of Greater Geelong, the Geelong Manufacturing Council, Deakin University, the Geelong Chamber of Commerce, Barwon Water, the Committee for Geelong, Barwon Health, Geelong and Region Trades and Labour Council, The Gordon and the Barwon South West Waste and Resource Recovery Group.

The Low Carbon Growth Plan was also updated and launched in June 2015. It takes into account changes to industry in Geelong, with emissions now estimated to be 41 per cent lower by 2020 than forecast in the 2011 Plan due to closures in manufacturing sites in Geelong.

During the year, the Geelong Cement Bowls Club was successfully granted an energy assessment grant from Future Proofing Geelong. The Geelong Cement Bowls Club in consultation with Green Bear Engineering realised that in order to reduce its energy bills it needed to upgrade existing lighting. Based on the energy assessment grant provided by Future Proofing Geelong, the club has taken immediate action on most recommendations including new LED lighting, fitting light sensors in the toilets, new security lighting (which can be adjusted seasonally) and cool rooms were also adjusted and a timer fitted onto the kitchen hot water unit. These actions now indicate that the club’s electricity bills will be reduced by around 18 per cent.

Geelong Queenscliffe Coastal Adaptation ProgramThe City of Greater Geelong and the Borough of Queenscliffe have successfully applied for State Government funding of $500,000 to begin adaptation planning for coastal communities around Corio Bay and the Bellarine Peninsula. The project extends along the coastline from Point Wilson near the entrance to Corio Bay, around the Bellarine Peninsula, including the Borough of Queenscliffe, to the open coast as far west as Breamlea.

The funding will assist in researching how we can adapt to the challenges posed by the impacts of climate change along the coast, and build on the work recently completed as part of the Geelong Queenscliffe Coastal Mapping Project and current risk assessment work.

Greater Geelong is almost surrounded by coastline, with 11 distinct coastal communities. It's important that the best available information is gathered to assist with developing appropriate responses to issues we are faced with.

The funding is recognition of this partnership project being an important regional priority. It will enable councils, land managers and communities in Geelong and Queenscliffe to proactively plan responses to impacts from the sea that may change our coastline.

The project is being delivered in partnership with the State Government, the Corangamite Catchment Management Authority and the Barwon Coast and Bellarine Bayside Committees of Management.

Environment Management StrategyThe Environment Management Strategy (EMS) 2014–2017 was adopted by Council in October 2014. It guides the direction and policy of Council on natural resource management and sustainability issues.

This strategy was developed with a great deal of participation by the community with numerous workshops, surveys and follow-up focus groups held.

It documents the condition of our environment, key challenges and opportunities and identifies actions to relieve threatening processes, protect and conserve our unique environment and promote ecologically sustainable development.

As part of the new EMS, Council has adopted the principles of One Planet Living (www.oneplanetliving.org) to guide our thinking and approach to sustainability. These are an internationally recognised set of principles increasingly being adopted by local governments across the world.

The 10 One Planet Living principles provide a practical and measurable framework, based on the ecological footprint. The principles outlined below provide a basis for determining where we need to be at all levels of society if we are to live sustainably into the future. The 10 principles are:

Health and Happiness Equity and Local Economy Culture and Community Land Use and Wildlife Sustainable Water Local and Sustainable Food

Sustainable Materials Sustainable Transport Zero Waste Zero Carbon.

Council’s stance on onshore gas extraction and hydraulic frackingCouncil has supported a permanent ban on onshore gas extracting and hydraulic fracking after a total of 449 submissions were received, 447 of which were opposed to these processes. It has also endorsed support for the development of renewable energy sources to replace fossil fuels for heating, cooling and power.

Feedback mainly expressed concerns related to contamination of land, air and water, health concerns, noise pollution, decrease in property values and the need to use renewable energy.

Given the large response, Council has written to the State Government to extend its moratorium on hydraulic fracking indefinitely, until more research and community consultation is undertaken.

Waste management initiativesThe City of Greater Geelong continues to be one of the leading council’s in Victoria in waste recovery. In the 2015 Local Government Community Satisfaction Survey, waste management was one of the highest rating services with an index score of 74, three above the regional centre average and two above the statewide average.

In the last 12 months, 27,134 tonnes of kerbside recycling material and 29,666 tonnes of kerbside green waste was collected. This equates to approximately 268 kilograms per household in recycling and 293 kilograms per household in green waste. With the popularity of social media and the internet as a news source, paper recycling has reduced significantly, causing a reduction in total recycling figures.

There was also 44,954 tonnes of kerbside garbage collected equating to approximately 444 kilograms per household.

The ‘Think Recycle Campaign’ was launched in March 2015. The campaign was developed as a result of research that revealed that approximately 20 per cent of recyclable items were being placed in the garbage bin, including items such as pet food, soup and tuna cans, aerosol cans and glass bottles. This is a joint recycling initiative between all G21 member councils.

The mattress drop off promotion was successful with 1,152 collected, 47 per cent of the annual collection. Other initiatives held throughout the year included:

Lounge suite drop off days at a 50 per cent saving Free battery drop off points White goods disposal information provided Chemical drop off day Quarterly ‘Rethink Your Rubbish’ newsletter produced with handy tips and information on

disposal of all kinds of waste.

Hooded Plover programThe Hooded Plover is a threatened beach nesting bird protected under the federal Environment Protection and Biodiversity Conservation Act, the Victorian Flora and Fauna Guarantee Act and the National Wildlife Act.

Hooded Plovers are a rarity further along the coast, with the Bellarine Peninsula being one of the last major populations until Warrnambool, making their protection a high priority at a national level. Some of the best habitats for these birds in the whole of Victoria is on the surf beaches between Point Lonsdale and Collendina beach, Barwon Heads and at Breamlea.

The greatest threat to Hooded Plovers is disturbance from people who get too close to their nest sites and let their dogs run off leash in nesting areas while visiting the beach. Foxes and Ravens are also a threat to the species, preying on chicks and eating eggs.

For this reason council and Birdlife Australia have put protection measures in place to help the birds, such as signage and temporary fencing to warn beach users they are near a nest site and extensive education campaigns to spread the word about the Hooded Plover.

On City of Greater Geelong surf beaches between 1 September 2014 to 12 April 2015: 13 breeding pairs were monitored 29 nests established 77 eggs laid 15 chicks sighted (but more likely 27 hatched) and 3 chicks fledged at Breamlea 6 per cent of the eggs survived to fledge and of those, 19 per cent of the chicks survived.

The success of the City of Greater Geelong instigated Hooded Plover Working Group established in 2013 has recently been recognised by Bird Life Australia who intend to replicate the same model throughout Australia.

Ramblers Road foreshore erosion mitigation sees immediate resultsA number of beachfront residents at the scenic western end of Ramblers Road in Portarlington are singing the praises of the erosion mitigation works done by Council’s Environment Department, after a fierce storm and exceptionally high tide threatened their homes in June 2014.

The extreme storm event had been caused by the coincidence of a high astronomical tide, very strong westerly winds and low atmospheric pressure resulting in a ‘storm tide’ of a severity probably experienced only once in every 10 years. The combination of storm and tide had caused further recession of the foreshore to the extent that the barrier sand dune was breached, allowing high water levels of the storm tide to flood the foreshore and threaten a number of dwellings along Ramblers Road. The nearby shared pathway was also damaged.

Sand fencing erected along the shoreline in the aftermath of the June storm was now working well and minimising sand loss from the beach and would assist with rebuilding of the vulnerable primary dune in Ramblers Road by accumulating sand that otherwise would be washed further along the coast to the east.

A sand fence installed on the shoreline at Point Richards after similar storms in the Winter of 2013 had proved very successful in minimising the beach erosion there and is hoped to do similar here along with other ‘soft engineering’ measures being implemented.

Environment works and programsDuring the last 12 months a number of environmental works have been undertaken throughout the municipality including:

Dredging of over 1,000 cubic metres of sediment from the entrance to the Clifton Springs Boat Harbour.

Delivering the Mt Brandon (Barwon River) and Lake Lorne Reserve (Drysdale) shared pathways.

Maintaining significant coastal reserves at St Leonards, Portarlington, Clifton Springs and Geelong.

Rabbit control programs at 14 locations within selected conservation reserves resulting in an average reduction rate of 85 per cent.

Completing stage three (of four) of the Geelong Botanic Gardens Irrigation Upgrade Project. Upgrading of the fountain in Clifton Springs which was closed due to water restrictions, but

has now been landscaped. Geelong Botanic Gardens Learn@GBG programs delivering formal education and school

holiday programs to 1,770 children. Sustainable Living Festival attracting 3,700 participants to 63 events.

Future DirectionsThe 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 2015-2016 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

Develop and implement the Urban Forest Strategy. Continue the implementation of the new Environment Management Strategy and the

Greenhouse Strategy. Work towards achieving National Certification under the One Planet Living program. Development of the new Waste Management Strategy which will guide waste initiatives and

continue increased waste recovery. Developing a new green organics processing facility. Organisation of the Sustainable Living Expo and Sustainable House Day 2015. Continuing the work of Future Proofing Geelong. Continue works at Drysdale landfill site. Ongoing management of Council’s environmental reserves, coastal and conservation reserves

for weed control, pest animals, revegetation, ecoburns and conservation management. Clifton Springs Dell and foreshore management. Buckley Park beach access upgrade and vegetation protection works. Continued implementation of the Mt Brandon (Barwon River) Landscape Plan. Build on the success of the Hooded Plover program. Continue water saving programs and energy efficiency projects at council facilities.

ChallengesSome of the challenges facing us in the pursuit of a sustainable built and natural environment include:

Changes in legislation resulting in more responsibilities being transferred from State to local government.

Seeking support from the State Government in regards to the banning of onshore gas extraction and hydraulic fracking.

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, there is a 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 and increased demands 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 versus productive agricultural land). Absence of adequate public transport networks and services resulting in higher car

dependency, and associated traffic and parking implications. Maintaining low contamination rates in kerbside recycling service.

Priority: Enhance and protect natural areas and ecosystem healthWe 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:Type of indicator Indicators Target Result Comments

DNumber of state and nationally significant reserves actively managed through a strategic management plan

3 Strategic Management Plans developed per annum

3 draft plans prepared.

D

Percentage of council owned conservation reserves permanently protected by fencing, planning controls and/or conservation agreement

Increase

Data unavailable.

D

Kilometres and area of noxious weeds controlled on Council reserves and roadsides

300 kilometres of roadside and 500 hectares of reserves per annum

Target weed control on 300 kilometres of roadsides and within reserves totalling approximately 500hectares.

D

Net gain in vegetation - grasses, shrubs and trees planted by Council

Minimum 20,000 plantings per annum

A total of over 24,000 plantings were undertaken by the organisation in 2014-2015. This does not account for community group plantings, such as the 2,000 planted by the Friends of Waurn Ponds Creek.

D

Net increase in street trees Increase of 400 per annum X

There was a net increase in street trees of 196. This does not take into account the Central Geelong flower plantings program undertaken in 2014-2015.

M

Number of wetlands assessed for ecosystem health including blue green algae

20 wetlands per annum

17 wetlands assessed for blue-green algae and 6 six wetlands assessed as part of specialist aquatic maintenance program.

– Target achieved X – Target not achieved – Progressing/awaiting data

2014-2015 Business Plan Actions

Action StatusBarwon River infrastructure project implementation (Mt Brandon Landscape Plan) iBarwon River trail realignment at Queens Park iClifton Springs coastal erosion mitigation works Clifton Springs Dell maintenance iCoastal reserves infrastructure maintenance Council environmental reserves maintenance and improvement works Friends of Buckley Falls contribution Geelong / Queenscliffe coastal adaptation planning program Ramblers Road Foreshore Management Plan review The Dell Access Path, Stage 2 Tree planting, establishment and aftercare Water programs

Geelong Healthy Waterways program Stormwater Quality Management Plan implementation Water quality programs

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Support our community to live sustainablyWe 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:Type of indicator Indicators Target Result Comments

DCommunity satisfaction rating for overall performance in waste management

Meet or exceed Victorian Council average

Result was 74 which was on par with the State average.

DCommunity satisfaction rating for overall performance in environmental sustainability

Meet or exceed Victorian Council average

Result was 63 which was on par with the State average.

D

Number of Council sponsored sustainable living programs

Participation rates are 75% of capacity

Participation in sustainable living programs and activities continues to increase. Events in 2014-2015 included Sustainable House Day,EcoChallenge @home information sessions,One Plant Living Community Champions Workshop, and the Embedding Climate Change Adaption Knowledge Sharing Workshop.

I

Waste minimisation kg/household

Recycling > 350kg

X

268kg per householdThe kg/household for recycling continues to reduce each year. This is not a reflection in lower recycling levels but rather a decrease in the weight and amount of recycled materials being used. For example less newspaper purchases, lighter and less packaging of consumables, transition to lightweight plastics.

Green Waste > 340kg X 293kg per household.

Garbage < 400kg X 444kg per household.

I

Number of bicycle riders counted on ‘Super Tuesday’ (held annually in March)

Increase

Overall the number of riders in Greater Geelong has increased by16% compared with previous count.

– Target achieved X – Target not achieved

2014-2015 Business Plan Actions

Action StatusFuture Proofing Geelong Peninsula Park and Ride service iVictorian Adaptation Sustainability grants iWaste Hard waste pick up service for eligible Home and Community Care (HACC) clients Hard waste Initiatives Waste Hardship Support

Priority: Advocate for and promote sustainable design and developmentWe 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:Type of indicator Indicators Target Result Comments

D

The existence of programs and activities that promote residential and commercial buildings achieving above mandatory standards

Maintain two programs and minimum two activities

Future Proofing Geelong and EcoChallenge at Home Programs continue to be successfully run with multiple activities held as part of these programs.

M

Percentage of new residential and commercial buildings achieving above mandatory standards

Increase NA Data not available.

– Target achieved X – Target not achieved

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

2014-2015 Business Plan Actions

Action StatusImplement and promote actions within Councils Sustainable Buildings Policy Promotion and assistance with National Sustainable House Day

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Minimise our environmental footprintWe 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:Type of indicator Indicators Target Results Comments

D

Council greenhouse gas emissions by sector (waste, fleet, buildings)

Decrease

41,656 tCO2-e which is on par with previous two financial years, despite that additional buildings continue to be added to Council's asset portfolio.

DAverage fuel use per vehicle in Council's fleet

Decrease There was a decrease in fuel consumption this financial year in comparison to previous years.

DCouncil’s potable water consumption

25% reduction in potable water consumption by 2015 and a 30% reduction by 2020

XThere was a significant increase in water consumption this financial year compared to previous years.

DCouncil waste (solid and green) diverted from landfill (kg and percentage)

63%60,000 tonnes

X 56% of Council waste was diverted from landfill (56,764 tonnes).

DUsage rate for transfer stations/resource recovery centres (transactions per annum)

Drysdale - 31,000North Geelong - 62,000

Total transactions for the year were 116,303. (Drysdale - 48,341 and Geelong - 67,962).

DLandfill pollutant levels for odour, dust, complaints, groundwater and gas leaks

Meets compliance requirements

Annual Compliance Reporting Targeting met.

DAverage electricity usage of top 10 emitting buildings

10% reduction on 2012-2013 usage

A further 7.5% reduction was realised this financial year. Target already met.

DPercentage of new council buildings that meet our Sustainable Building Policy

90%

Three new buildings came on line with 100% meeting Sustainable Building compliance.

DNumber of environmental incidents as defined by council policies and standards

Nil

No environmental incidents were reported in 2014-2015..

IContamination rates with kerbside collection

7% or lower

XContinues to decrease towards target with 8.4% contamination rate during 2014-2015.

– Target achieved X – Target not achieved – Progressing

2014-2015 Business Plan Action

Action StatusCivic Car Park green roof and vertical garden installation Development of an integrated water cycle management plan

Geelong Botanic Gardens irrigation upgrade Leopold Reserve Oval 1 - irrigation system upgrade iLandfill works Closed landfills monitoring project - 2014-2015 Corio landfill rehabilitation Drysdale landfill - construction of cell 6 Drysdale Landfill - Desilting and improvements to eastern dam iDrysdale Landfill - Leachate management Drysdale Landfill Cell 4A - separation bund construction Drysdale Quarry - quarry to landfill feasibility

Explanation of actions on hold or not progressing: Action ExplanationDevelopment of an integrated water cycle management plan

This action is now listed in the Environment Management Strategy and will be developed in conjunction with the Environment and Engineering units as an action aligned with the Water Sensitive Urban Design Strategy.

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

How We Do BusinessWe 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.

AchievementsPlanning permit applications Council has been focusing on improving the planning application process over the past three 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.

Council deals with the third highest number of planning applications in Victoria, and in 2014-2015 received 1,814.

In the last 12 months, 81 per cent of planning permit applications was completed within the timeframe prescribed under the Planning and Environment Act. This is a 32 per cent increase on 2011-2012 results when improvements were implemented, and is above the state, rural and regional cities average. This has also included a record result of 88 per cent in August 2014.

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. An E-Planning tracking system was also implemented for customers during the last 12 months, keeping them informed of the progress.

The new VicSmart system that was launched in 2014-2015, has streamlined the planning process meaning shorter turnaround times (10 days) for 12 of the most common types of planning applications.

2011-2012%

2012-2013%

2013-2014%

2014-2015%

Percentage of planning applications (DA) completed within 60 statutory days

49 59 76 81

Responding to residents’ requestsThe number of requests for service responded to in 2014-2015 was 91,641. This was marginally down on the previous year (451 lower), however 17 per cent higher than those recorded in 2012-2013.

Despite this increase, the organisation continues to maintain the percentage completed within timeframe, with this year’s result of 85 per cent being five per cent above the target.

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. 2011-2012 2012-2013 2013-2014 2014-2015

No. of requests for service received 80,475 78,223 92,092 91,641

% completed within timeframe 81 84 86 85

Customer Service updateIn 2014-2015 the City of Greater Geelong received 182,514 telephone calls to the designated customer contact centre and 94,429 customer visits to the eight service centres across the municipality. On average, 80 per cent of face-to-face enquiries (two per cent increase on previous year) and 78 per cent of telephone enquiries (10 per cent increase on previous year) were resolved at the first point of contact. These results have steadily increased over the past three years despite the increasingly complex nature and breadth of Council’s services, and are now on or just below the target of 80 per cent.

In addition to the face-to-face and telephone enquiries, there were also 12,886 contact us emails.

Total cashiering transactions reached 99,164 in 2014-2015, a break-up of these transactions can be seen below.

Centre / Type Total

Brougham Street Customer Service 17,286

Animal renewal – BPAY 15,213

Corio Customer Service 14,730

Belmont Customer Service 11,024

City Hall Customer Service 10,386

Drysdale Customer Service 8,450

Mail payments – Customer Contact Centre 7,882

Ocean Grove Customer Service 6,840

Geelong West Customer Service 4,079

Waurn Ponds Customer Service 2,825

Mail payments 449

Total 99,164

Community engagement In 2014-2015, the Council engaged on over 85 individual projects, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues.

Methods of engagement included focus groups, telephone and face to face interviews, paper-based and online surveys, public meetings/forums, workshops and ongoing working groups.

Community engagement activities varied from: planning amendments for rezoning of land; Central Geelong Action Plan projects; Christmas in Central Geelong campaign review; feedback on major and local community events; strategies such as the Greenhouse Reduction Strategy and the Retail Strategy; onshore gas extraction/fracking; Swim Sport and Leisure online communications and membership review; recreation projects such as the Clifton Springs Boat Harbour Future Directions Plan; and the review of the General Local Law 2005.

To ensure community engagement activities are managed and conducted consistently across the organisation, an internal training program is delivered annually to educate staff around Council’s approach to community engagement as well as specific community engagement techniques and strategies. An internal Community Engagement Hub providing staff with all the online resources needed to understand, plan, implement and record community engagement activities within Council complements this.

City of Greater Geelong calendar competitionThe first ever City of Greater Geelong calendar photo competition was held during the year with the winning photos appearing in the 2015 calendar which was distributed to all households in the municipality.

The competition was open to amateur photographers with more than 1,000 scenic photographs of the region submitted. From these, 13 photos were selected by the Mayor, a former international photographer, for inclusion in the calendar.

The competition is running again for the 2016 calendar, but in an exciting twist, it is opening up voting for the final photo selection to the community. The final two photos for each calendar month and the cover will be selected by the Mayor to be put to an online vote.

Workplace injuries and reported incidentsIn 2014-2015 the total number of reported workplace injuries decreased from 317 to 315, and the number of lost time injuries per million hours worked decreased from 16.9 in the previous year, to 14.0. Medical treatment incidents recorded for the reporting period were 18.

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 95 in 2013-2014 to 134 in 2014-2015.

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.

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015

Minor Incident 211 182 224 280 249 262

Medical Incident 13 33 16 22 27 18

Lost Time Incident 45 44 49 36 41 35

Near Miss 32 56 76 79 95 134

This improved performance can be attributed to a number of initiatives undertaken in the past 12 months including:

Continual review and improvement of Council’s Safety Management System (OHS policies and procedures).

Continued implementation of the Aged and Disability OHS Strategy and the development of a risk based rostering methodology

The completion of Task Analysis for the City Services division.

The development of a Safety Improvement Framework for the City Services division aimed at measuring the Division’s maturity in relation to OHS, and planning a pathway to improvement.

Continuation of the CitySafe self assessment program.

Audits of contractor activities to ensure continued adherence to the organisation’s OHS standards and requirements.

Corporate OHS training sessions, with 719 participants attending (equating to 1771 hours). These statistics do not include the many job specific health and safety training activities that are carried out by individual departments.

Local Government Performance Reporting Framework introducedThe Victorian Government has developed a new performance reporting framework to ensure that all councils are measuring and reporting on their performance in a consistent way. The framework became mandatory from 1 July 2014 and all councils will need to report results as part of their 2014-2015 Annual Report at the end of September 2015. The results will also be uploaded to the newly developed ‘Know Your Council’ website.

The framework is made up of 66 measures (representing service performance, financial and sustainability categories) and a governance and management checklist of 24 items which together build a comprehensive picture of council performance. 30 of the 66 measures are audited and form the Performance Statement (refer to page 120). The governance and management checklist can be found on pages 142-144 and the remainder of the service performance indicators on page 132-140.

The City of Greater Geelong was represented on the technical service working group in developing the indicators, took part in the pilot programs and is also a member in the working group developing the new ‘Know Your Council’ website.

Local Government Community Satisfaction Survey results 2015Each year the City of Greater Geelong participates in the Local Government Community Satisfaction Survey, a project co-ordinated by the Department of Environment, Land, Water and Planning (DELWP) 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:

The Overall Performance rating has improved significantly over the last 12 months (by four points) to outperform both the Regional Centres average (by eight points) state-wide average (by six points). The index score is now at the highest point since 2012.

Residents are perceiving council to be heading in the right direction with the Overall Council Direction score continuing to improve (up by one point to 69 in 2015). Geelong’s score significantly exceeds both the Regional Centres and state-wide averages (by 16 points).

The highest performing services were arts centres and libraries with 90 per cent of respondents rating the service as average, good or very good, waste management (91 per cent), appearance of public areas (92 per cent) and recreational facilities (91 per cent).

Priority service areas for improvement, where performance rated below importance by 10 points or more) remain relatively unchanged from previous years. These include parking facilities, informing the community, the condition of local streets and footpaths, traffic management, disadvantaged support services, planning and building permits, councils town planning policy and elderly support services. 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 2015 survey results can be viewed at www.geelongaustralia.com.au.

Business as usualA number of services and projects have been delivering great results and often go unnoticed. Here is a snapshot of a few of these achievements in 2014-2015:

Online training and recruitment capability introduced and the expansion of employee self service access to mobile devices.

There were 238 recruitment assignments, 105,273 pays processed and 923 training participants took part in 34 different programs. The new Enterprise Agreement was also signed off.

13 Citizenship Ceremonies held with Certificates of Australian Citizenship presented to 766 Geelong residents.

There were 818 media releases and responses to media enquiries written, 224 speeches written and an average of 16 tweets and 12 Facebook posts per day via the Geelong Mayor and City of Greater Geelong accounts.

Parking meter upgrades providing motorists with the ability to pay for their parking via a free App (EziCom ePAY).

Resurfaced 63.5 kilometres of road and replaced 26,400 square metres of footpath. A further 28.8 kilometres of road and 4.6 kilometres of shared bike/pedestrian paths were established.

113,032 rate notices were issued. 719 staff completed 1,771 hours in corporate occupational health and safety training. The MyGeelong program now has 12,005 registered users, a 100 per cent increase on the

previous year. 107 hectares of sports grounds, 25 hectares of golf courses, 2.5 hectares of botanic gardens

and nine hectares of parks were irrigated and over 120,000 trees in parks and streets were maintained.

Future DirectionsThe 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 2015-2016 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

2016 general revaluation and supplementary valuations. Roll out the new Pathway Smart Client and provide training. Replacement of the City of Greater Geelong telephony system. Continued roll out of the MyGeelong web program. Undertaking a logo and brand review with the view of providing recommendations for updating

in the future. Reviewing current social media accounts used throughout the organisation with a view of

creating a more coordinated approach. Introducing the HR Assist service including the expansion of the Employee Self Service

system. Implementation of the Information Services Strategy which sets Council's corporate

information technology strategic direction to ensure synergy with business objectives. Assist the Victorian Electoral Commission with the Electoral Boundary Representation

Review. Continue advocacy to State and Federal Government and private enterprise to progress

Council’s priority projects. Implement improvements to Council’s online community engagement capability. Continued development of 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.

Implement the roads, kerb and channel, drainage and traffic management programs.

ChallengesThe key challenges we are addressing in these areas include:

The introduction of rate capping and the application of the variation process. An ageing workforce and skills shortages in various services delivered by Council. Staff retention and succession planning. Keeping abreast of and implementing ongoing changes in legislation, planning controls and

policies. Prioritising new initiatives with budget constraints.

Maintaining a growing list of ageing infrastructure as well as new assets with limited funding. 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 communityThe 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:Type of indicator Indicators Target Results Comments

D Community satisfaction with Council’s advocacy and community representation on key local issues

Meet or exceed Victorian Council average

Result was 60 which was higher than the State average

– Target achieved X – Target not achieved – Progressing

2014-2015 Business Plan Actions

Action Status

Electoral Representation Review G21 Contribution

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Efficient and customer focused organisationOur 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:Type of indicator Indicators Target Results Comments

DPercentage of correspondence responded to within ten working days

80%X

72.8% of correspondence was responded to within timeframe.

D

Average total connect time (seconds)

Equal to or less than previous year

Average connect time was 18 seconds which was on par with previous year. This includes the pre- recorded interactive voice response prompt which is played at the start of every connection.

DPercentage enquiry resolution (resolved at point of contact)

80%X

70% of calls were resolved at the point of contact.

D

Customer Service Index – getting through (60 per cent time to live operator, 40 per cent greeting skills)

Equal to or greater than the previous year

NAThe Customer Service Benchmarking Mystery Shopping research is no longer undertaken so results are not available for 2014-2015.

D

Customer Service Index – service delivery (50 per cent manner, 50 per cent enquiry resolution)

Equal to or greater than the previous year NA

The Customer Service Benchmarking Mystery Shopping research is no longer undertaken so results are not available for 2014-2015.

DCommunity satisfaction with customer contact

Meet or exceed Victorian Council average

Result was 68 which was on par with the State average.

DPercentage of Requests for Service (RFS) completed on time

Greater than 85%

More than 91,641 RFS were received with 85.1% completed on time.

DOverall community satisfaction with Council performance

Meet or exceed Victorian Council average

Result was 66 which was higher than the State average.

DPercentage of building applications processed within timeframe

Greater than 80% X 78.4% of Domestic Building applications were processed within timeframe.

DPercentage of planning applications (DA) completed within 60 statutory days

Greater than 80%

81% of Planning Applications were completed within 60 Statutory days.

DCommunity satisfaction rating for overall performance in town planning policy and approvals

Meet or exceed Victorian Council average

Result was 55 which was on par with the State average.

DCommunity satisfaction rating for overall performance with planning and building permits

Meet or exceed Victorian Council average

Result was 56 which was on par with the State average.

– Target achieved X – Target not achieved – Progressing/awaiting data

2014-2015 Business Plan Actions

Action Status

Project Server upgrade DataWorks (data management system) upgrade 4.03 Drainage design and construction program Implement change control and business transformations around new integration communications system iImplement the new Information Services Strategy iKerb and channel renewal program Maternal Child Health IT system update Mayor and Councillor accommodation improvements New parking machine installations iPABX / Telephone System replacement Parking machine upgrades to comply with EFTPOS/credit card security requirements iRoads - construction and design including local roads, Federal Roads Program and Vic Roads Funded works Special rates and charges to carry out roads, footpaths, kerb and channel and drainage works Traffic management - investigation, design and construction Bridge upgrades

Bridge upgrades - major renewal works Lee's Road bridge replacement

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

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:Type of indicator Indicator Target Result Comments

DLiquidity - working capital ratio

Current assets to current liabilities ratio between 1 and 1.5

Working capital ration was 1.6 due to a high cash balance at year-end.

DLoan Borrowing relative to self funded revenue

Loan borrowing is less than 60% of self funded revenue

Loan borrowings were 35 per cent of self funded revenue.

DUnderlying result- Operating surplus as a percentage of total operating revenue

Operating surplus is 1% of total operating revenue

2014-2015 surplus was 20.7 per cent of total income.

D

Investment gap- percentage of Capital expenditure funded by depreciation

80% or higher

XResult was 46 per cent due to a large capital expenditure budget which included the Geelong Library and Heritage Centre, Drysdale landfill rehabilitation and four integrated children’s centres in Ocean Grove, Leopold, North Shore and Barwon Heads.

– Target achieved X – Target not achieved

2014-2015 Business Plan Actions

Action Status

Completion of the Buildings Asset Management Plan inclusive of community service levels Financial Sustainability Review project actions implementation

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Priority: Motivated and skilled staff in a safe work environmentWe 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:Type of indicator Indicator Target Results Comments

DPercentage of operating budget allocated to training and development

Equal to or greater than the previous year

On par with previous year's budget.

DStaff absenteeism (percentage of hours paid - excludes Family Leave)

2% or lower

XResult was 3.6%.

DTurnover of permanent staff Equal to or less than

the industry average (annual result)

Turnover was 7.67%, on par with previous financial year. Industry averages not yet available.

D Overall staff satisfaction rating

Greater than 3.8 (result out of 5)

NA Survey not conducted since 2006.

DLost time injury frequency rate (number of lost time injuries per million hours worked)

17.42 or lowerX

Result was 14, significantly below the target.

D

Lost time incident duration Equal to or less than the industry average (annual result)

Result was 56% lower than the industry average of large metropolitan councils.

DEmployer Claim Cost Rating Equal to or less than

the industry average (annual result)

Result was 17% lower than the industry standard.

– Target achieved X – Target not achieved – Progressing/awaiting data NA – Data not available

2014-2015 Business Plan Action

Action Status

Actively seek feedback to continuously improve training and development opportunities for staff within Council

Develop best practice and innovative HR functional delivery through Centres of Excellence iImprove HR access and service to all employees through HR Service Desk Improve strategic HR support to the organisation through HR Business Partners iOngoing review and communication of CitySafe procedures Provide training and development opportunities to enhance and support potential leaders throughout the organisation

Priority: Informed and engaged communityEngagement 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:Type of indicator Indicator Target Results Comments

DCommunity satisfaction with overall performance in community engagement

Meet or exceed Victorian Council average

Result was 54 which was on par with the State average.

DCommunity satisfaction rating for overall performance in informing the community

Meet or exceed Victorian Council average

Result was 60 which was on par with the State average.

D

Percentage of consultations where feedback is required provided to participants

90%

X82% of consultations had feedback provided to participants.

– Target achieved X – Target not achieved

2014-2015 Business Plan Actions

Action StatusCommunity engagement training to staff who conduct these activities, based on the International Association for Public Participation (IAP2) principles Corporate banner and billboard program Distribution of Community Update via electronic media six times per year

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Expand the use and increase the promotion of the MyGeelong personal web space to residents and ratepayers

General Local Law Review iPublication and distribution of annual calendar Publication of City News advertising weekly Social media development of channels and content Undertake internal Plain English campaign

Community engagement events in 2014-2015In 2014-2015, the organisation engaged on over 85 individual projects, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues.

Methods of engagement included focus groups, telephone and face to face interviews, paper-based and online surveys, public meetings/forums, workshops and ongoing working groups.

The following is a list of all projects engaged on during 2014-2015:

Project Project description

Aged and Disability Services To gather client feedback on the delivery of Aged and Disability services.

Amendment C203 - Trethowan Avenue, Ocean Grove

Amendment proposing to rezone the land and apply a Development Plan Overlay to the land being rezoned.

Amendment C259 - Armstrong Creek Horseshoe Bend Precinct

Amendment proposing a number of changes to the Greater Geelong Planning Scheme to facilitate future urban development.

Amendment C261 - 130 - 150 Forest Road South, Lara

Amendment proposing to rezone land from Farming Zone to part General Residential Zone Schedule 1, part Public Use Zone 6 and part Public Park and Recreation Zone.

Amendment C276 - Hams Road and Anglesea Road, Waurn Ponds

Amendment proposing to rezone land accompanied by a Development Plan Overlay Schedule.

Amendment C280 - Ash Road west, Leopold Amendment proposing to rezone the land from Farming Zone (FZ) to General Residential Zone (Schedule 1) and apply a Development Plan Overlay to the land being rezoned.

Amendment C297 and Planning Permit 765/2013 - Drysdale Coles

Amendment and Planning Permit application to facilitate the development of a Coles supermarket.

Amendment C305 - Connections Park, Corio Amendment proposing to rezone land in accordance with the directions of the Corio Norlane Structure Plan July 2012.

Amendment C306 - Curletts Road Area, Lara Amendment proposing to rezone the affected land from Rural Living Zone to Low Density Residential Zone and apply a Design and Development Overlay to the land being rezoned.

Amendment C309 - Low Density Residential Zone Review

Amendment proposing to implement into the Planning Scheme the findings of Councils Low Density Residential Zone Review 2013.

Amendment C312 - St Leonards Structure Plan Review

Amendment proposing to replace Clause 21.14 The Bellarine Peninsula with an updated clause that includes the land use directions and policies identified in the adopted St Leonards Structure Plan February 2014.

Austin Park Skate Park To seek feedback in regards to the design of the Austin Park Skate Park.

Barwon Heads Early Learning Centre To provide information and gather community input on services to be provided at the new Barwon Heads Early Learning Centre.

Barwon Heads Village Park playground redevelopment

To gather community input to help shape the design and development of the new play space.

Key to Status Symbolsi Completed

Completed for 2014-2015/ repeated annually

In progress, continuing in 2015-2016

On hold or not proceeding

Project Project description

Bellarine Peninsula Localised Planning Statement

To gather feedback on the draft Bellarine Peninsula Localised Planning Statement.

Belmont Shopping Precinct Survey To gather feedback from traders and members of the general public to develop a snapshot of the Belmont Shopping Precinct.

Bicycle Parking Bays To gather community feedback on new bicycle parking bays installed at two locations in Central Geelong.

Boundary Re-alignment - Drysdale/Clifton Springs

To seek submissions on the proposal to realign the current Drysdale/Clifton Springs boundary.

Cadel Evans Great Ocean Road Race 2015 To measure perceptions of the inaugural Cadel Evans Great Ocean Road Race.

Central Geelong Presentation Survey 2014 To investigate the perception of safety, cleanliness and maintenance of Central Geelong.

Central Geelong Sidewalk Sales 2014 To measure public perceptions of the 2014 Sidewalk Sales.

Central Geelong Traffic Management To measure public opinion about traffic and parking changes in Central Geelong.

Christmas Activities in Central Geelong To measure public perceptions of the Christmas activities in Central Geelong.

Christmas in Central Geelong Campaign 2014 To measure Central Geelong traders perceptions of the Christmas in Central Geelong Activities and promotional elements.

City of Greater Geelong Food Policy To gather feedback to inform the development of the City of Greater Geelong's Food Policy.

Clifton Springs Boat Harbour Future Directions Plan

To seek feedback on the proposed upgrade of the Clifton Springs Harbour.

Communities Accessing Technology - Pop Up events

An evaluation of the Communities Accessing Technology Pop Up events by participating partners.

Community Engagement Network A network established for community engagement professionals in the region to connect and learn about the practice of community engagement.

Face-to-Face Customer Service Delivery To seek community input in the planning for future delivery of face-to-face customer service.

Family Day Care - Commencement of care To collect feedback from families who have commenced care about their experience with Family Day Care.

Family Day Care - Conclusion of care To better understand reasons for concluding Family day care services.

Festival of Sails 2015 To measure public perceptions of the Festival of Sails event.

G21 and AFL Barwon Regional Strategy To seek community input into the development of the G21 and AFL Barwon Regional Strategy.

G21 Regional Tennis Strategy To seek community input into the development of the G21 Regional Tennis Strategy.

Geelong After Dark 2015 To measure perceptions of the Geelong After Dark event.

Geelong Arena Cafe To investigate attitudes and behaviours surrounding healthy eating and sports participation at the Geelong Arena.

Geelong Children's Week 2014 Activity Grant Recipient Evaluation

An evaluation of the Children’s Week Geelong Funding Agreement for organisations that received a Geelong Children’s Week Grant.

Geelong Children's Week 2014 Activity Non Grant Recipient Evaluation

An evaluation of Geelong Children’s Week by organisations that did not receive a Geelong Children’s Week Grant.

Geelong Gallery Redevelopment To gather community feedback on the future development of the Geelong Gallery.

Geelong Region Skill Shortages 2014 To better understand the range and extent of skills shortages that employers in the region are currently experiencing and those they anticipate in the next 12 months.

Geelong Revival 2014 To measure public perceptions of the Geelong Revival.

Geelong Seniors Festival 2014 To measure public perceptions of the Geelong Seniors Festival.

Geelong Train Station Local Infrastructure To gather improvement opportunities for train station infrastructure in Geelong.

General Local Law 2005 To seek community feedback to inform the review of the General Law Local 2005.

GovHack 2015 To gather community ideas about the type of apps or information they would like to see developed at the Geelong GovHack event.

Greenhouse Strategy Review To seek feedback to inform the review of the Greenhouse Strategy.

Grovedale Neighbourhood House To gather feedback about the Grovedale Neighbourhood House

Project Project description

located in the new Grovedale Community Hub.Grovedale Railway Station Infrastructure Survey

To gather feedback from local residents to help identify any anticipated infrastructure issues around the future railway Station at Grovedale (Waurn Ponds).

Highton Drainage / Flood Study Report To gather feedback on the draft Highton Drainage/Flood Study.

International 14 World Championships 2015 To measure perceptions of the International 14 World Championships.

Ironman 70.3 2015 To measure perceptions of the Ironman 70.3 event.

Local Government Community Satisfaction Survey 2015

To gather resident feedback on the service delivery performance of Council.

Melbourne Victory vs. Perth Glory - Simonds Stadium January 2015

To measure perceptions of the Melbourne Victory vs. Perth Glory match at Simonds Stadium.

Mitchelton Bay Cycling Classic 2015 To measure public perceptions of the Mitchelton Bay Cycling Classic.

Motor City Music Festival 2015 To measure public perceptions of the Motor City Music Festival.

National Celtic Festival 2015 To measure public perceptions of the National Celtic Festival event.

New bus network for Geelong and Bellarine Peninsula

To provide information to residents on using the new bus network.

North Early Childhood Expo Organisation Evaluation 2014

An evaluation of the North Early Childhood Expo by participating organisations.

Oates Victorian Open 2015 To measure perceptions of the Oates Victorian Open.

Ocean Grove Structure Plan Review To seek community input to inform the review of the 2007 Ocean Grove Structure Plan.

Onshore Gas Extraction Public Submissions To seek public submissions on the issue of onshore gas extraction including coal seam gas, tight gas, and shale gas hydraulic fracturing (fracking) within the municipality.

Pako Festa 2015 To measure public perceptions of the Pako Festa.

Playgroup in the Park October 2015 To measure public perceptions of the Playgroup in the Park event.

Portarlington Mussel Festival 2015 To measure public perceptions of the Portarlington Mussel Festival

Portarlington Rotunda To gather community input into potential future uses of the Portarlington Rotunda.

Potato Shed Family Fun Day 2014 To measure perceptions of the Potato Shed Family Fun Day.

Proposed Budget 2015-2016 To seek public submissions on the proposed 2015-2016 Budget.

Retail Strategy To gather feedback from business owners to inform the direction of a new retail strategy and in the development of planning policy.

Rethink Your Rubbish To better understand the community's knowledge of recycling services.

Road Naming - Graham Walk, Portarlington To seek feedback on the proposed naming of the walkway in Portarlington.

Road Naming - Newtown To seek feedback on the proposed naming of previously unnamed laneway in Newtown.

Road Naming - Stony Pier Lane, Geelong To seek feedback on the proposed naming of previously unnamed roadway in Geelong.

Road Naming - Unnamed laneways in Newtown.

To seek feedback on the proposed naming of two currently unnamed laneways in Newtown.

Road Renaming - Kristy Place, Wandana Heights

To seek feedback on the proposed renaming of Kristy Place, Wandana Heights.

Road Renaming - Lake Road, Armstrong Creek

To seek feedback on the proposed renaming of two sections of Lake Road, Armstrong Creek.

Road Renaming - Unnamed Laneway, Highton To seek feedback on the proposed naming of a laneway in Highton (rear of properties at 94-114 Barwon Boulevard, Highton).

Swim Sport and Leisure Online Communications

To investigate how Members and Learn to Swim families prefer to be connected with Swim Sport and Leisure online.

Swim Sport and Leisure Membership To better understand members reasons for cancelling membership.

The Greater Geelong Open Space Strategy To gather feedback to inform the development of the Open Space Strategy.

The Potato Shed expansion/redevelopment To seek support for the expansion/redevelopment of the Potato Shed, Drysdale.

Project Project description

Toast to the Coast 2014 To measure public perceptions of the Toast to the Coast.

Whittington FlameFest 2014 To measure public perceptions of the Whittington FlameFest event.

Word for Word Festival 2014 To measure public perceptions of the inaugural national Word for Word festival.

Working with the Guidelines and 52.16/17 To investigate how Council can best deliver requirements of the Planning Scheme - Clause 52.17/52.16 and The Guidelines (DEPI 2013).

Youth Action Crew 3216 To gather expressions of interest to start a Youth Action Crew in 3216.

Internal Engagements  Administration and Governance - Our Role To seek staff perceptions of the role of Administration and

Governance in the organisation.Central Geelong Benchmarking Survey of Employment and Activity 2015

To gather benchmark employment and activity data within Central Geelong.

CitySafe Drug and Alcohol Policy To gather staff feedback on the draft Drug and Alcohol Policy for inclusion into the CitySafe Safety Management System.

Community Services Divisional Governance Workshop Evaluation

To seek staff perceptions of the Community Services Divisional Governance Workshop.

Department Business Plans - CORVU To seek feedback on how Department Business Plans and Coordinator Workplans are being used and to identify areas of improvement and/or additional training requirements.

Emergency Management Desktop Exercise To seek feedback regarding the Community Services quarterly staff meeting held September 2014.

Family Day Care Events 2015 To seek feedback on anticipated attendance at Family Day Care events in 2015.

Family Services Professional Development Day 2015 To seek feedback from staff on the Family Services Professional Development Day 2015.

Internal Reporting Process Review To collect information to help develop a consistent reporting system for property damage.

Preferred Supplier Process and System Review 2014 To seek feedback to inform a review of Council’s supplier system and associated methodology.

Social Infrastructure Plan To seek internal feedback to inform the development of the Social Infrastructure Plan.

Sports Venues Customer Service Project 2014 To review processes, skills and performance in relation to customer service and management.

Well4Life - Kick Start 2015 Survey to gather participant feedback on the Kick Start 2015 program.

2014-2015 Performance StatementPerformance Statement for the year ended 30 June 2015

Description of MunicipalityThe City of Greater Geelong municipality is 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 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.

The municipality has a population of 224,926, and is expected to increase to 320,000 by 2036. It has a diverse economy with over 16,000 businesses and a labour force of over 101,000 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.

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 (13.6 per cent of the workforce), retail trade (12.7 per cent), manufacturing (11.3 per cent) and education and training (9.1 per cent).

Sustainable Capacity IndicatorsFor the Year Ended 30 June 2015

Results Ref Indicator / measure 2015 Material Variations

15(3) Own-source revenue

C4 Sch3 Own-source revenue per head of municipal population $1,103

16(1) [Own-source revenue / Municipal population] 17(2) Recurrent grants C5 Recurrent grants per head of municipal population $261 [Recurrent grants / Municipal population] Population C1 Expenses per head of municipal population $1,302 [Total expenses / Municipal population] C2 Infrastructure per head of municipal population $6,190 [Value of infrastructure / Municipal population] C3 Population density per length of road 103 [Municipal population / Kilometres of local roads] Disadvantage C6 Relative Socio-Economic Disadvantage 5

[Index of Relative Socio-Economic Disadvantage by decile]

Definitions“infrastructure” means non-current property, plant and equipment excluding land

"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004

"municipal population" means the resident population estimated by ABS Catalogue 3218.0 as at June 2014

"non-recurrent grants" is operating or capital grants obtained on the condition that they be expended in a specified manner and not expected to be received again during the period covered by the Strategic Resource Plan

"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants)

"recurrent grants" is operating or capital grants other than non-recurrent grants

"relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA

"SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website

Service Performance IndicatorsFor the Year Ended 30 June 2015

Ref Results

Reg Service / indicator / measure 2015 Material Variations

15(1) Governance

Sch3 Satisfaction

G5 16(1) Satisfaction with council decisions 57

17(2) [Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

Statutory Planning

Decision making

SP4 Council planning decisions upheld at VCAT 54%

[Number of VCAT decisions that did not set aside council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Roads

Satisfaction

R5 Satisfaction with sealed local roads 56

[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

Libraries

Participation

LB4 Active library members 17%

[Number of active library members / Municipal population] x100

Waste Collection

Waste diversion

WC5 Kerbside collection waste diverted from landfill 56%

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

Aquatic Facilities

Utilisation

AF6 Utilisation of aquatic facilities 10

[Number of visits to aquatic facilities / Municipal population]

Animal Management

Health and safety

AM4 Animal management prosecutions 10

[Number of successful animal management prosecutions]

Service Performance IndicatorsFor the Year Ended 30 June 2015

Food Safety

Health and safety

FS4 Critical and major non-compliance outcome notifications 98%

[Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

Home and Community Care (HACC)

Participation

HC6 Participation in HACC service 20%

[Number of people that received a HACC service / Municipal target population for HACC services] x100

Participation

HC7 Participation in HACC service by CALD people 17%

[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

Maternal and Child Health (MCH) Participation rates for key ages and stages visits in the first year of birth, at 12 months and 2.5 years were all above 80%. The overall result is reduced by a lower participation rate at the 3.5 year visit.

Participation

MC4 Participation in the MCH service 78%

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation Participation rates for key ages and stages visits in the first year of birth, at 12 months and 2.5 years were all above 80%. The overall result is reduced by a lower participation rate at the 3.5 year visit.

MC5 Participation in the MCH service by Aboriginal children

72%

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

Definitions"Aboriginal child" means a child who is an Aboriginal person

"Aboriginal person" has the same meaning as in the Aboriginal Heritage Act 2006

"active library member" means a member of a library who has borrowed a book (excluding e-books) from the library within the reporting period. It does not capture participation in other library activity for example children and youth programs, digital literacy programs and literary events, the use of public internet PCs, using facilities such as meeting rooms or study areas, or using services such as wifi, or in library use of collections

"animal" is a cat or dog and excludes livestock

"animal prosecutions proven" is any charge or group of charges (excluding unpaid fines) brought by Council under the Domestic Animals Act 1994 against a defendant and found in favour of Council in a court of law, or where appealed, in the appeal court

"annual report" means an annual report prepared by a council under sections 131, 132 and 133 of the Local Government Act 1989

"aquatic facility visit" is a visit to an indoor aquatic facility in person. It also includes attendees at carnivals

"CALD" means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language in not English

"critical non-compliance outcome notification" means a notification received by council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health

"food premises" has the same meaning as in the Food Act 1984

"HACC service" means home help, personal care or community respite provided under the HACC program

"Kerbside collection waste" is garbage, recyclables and green organics subject to a formal Council kerbside bin collection system

"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004

"major non-compliance outcome notification" means a notification received by a council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorised officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken

"MCH" means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age

"municipal population" means the resident population estimated by ABS Catalogue 3218.0 as at June 2014

"target population" has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth

"VCAT decisions" is all decision on applications for review by VCAT as per Part 4, Division 2 of the Planning and Environment Act 1987. It does not include consent orders approved by VCAT

Financial Performance IndicatorsFor the Year Ended 30 June 2015

Ref Results Forecasts   Reg Dimension/indicator/measure 2015 2016 2017 2018 2019 Material Variations 15(2 Operating position  

Sch3 Adjusted underlying result  

OP1 16(1) Adjusted underlying surplus (or deficit)

6% 2% 1% 1% 1%  

16(2)[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

 

17(2)   17(3)  

Liquidity  

Working capital  

L1 Current assets compared to current liabilities

160% 122% 121% 118% 119% High cash balance at the end of 2014-2015

[Current assets / Current liabilities] x100

 

Unrestricted cash

 

L2 Unrestricted cash compared to current liabilities

136% 104% 103% 100% 100% High cash balance at the end of 2014-2015

[Unrestricted cash / Current liabilities] x100

 

Obligations  

Loans and borrowings  

O2 Loans and borrowings compared to rates 36% 42% 46% 49% 47%  

[Interest bearing loans and borrowings / Rate revenue] x100

 

O3 Loans and borrowings repayments compared to rates 7% 7% 9% 9% 9%

[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100

 

Indebtedness  

O4 Non-current liabilities compared to own source revenue

28% 28% 31% 33% 32%

[Non-current liabilities / Own source revenue] x100

Asset renewal

O1 Asset renewal compared to depreciation 48% 55% 54% 51% 50%

[Asset renewal expense / Asset depreciation] x100

 

Financial Performance IndicatorsFor the Year Ended 30 June 2015

Stability  

Rates concentration  

S1 Rates compared to adjusted underlying revenue

58% 61% 62% 63% 64%  

[Rate revenue / Adjusted underlying revenue] x100

 

Rates effort  

S2 Rates compared to property values

0.38% 0.41% 0.41% 0.41% 0.42%

[Rate revenue / Capital improved value of rateable properties in the municipality] x100

 

Efficiency  

Expenditure level  

E2 Expenses per property assessment $2,539 $2,692 $2,761 $2,831 $2,902  

[Total expenses / Number of property assessments]

 

Revenue level  

E1 Average residential rate per residential property assessment

$1,326 $1,422 $1,472 $1,524 $1,577  

[Residential rate revenue / Number of residential property assessments]

 

Workforce turnover

Forecast turnover projections are lower than actual result due to the inclusion of casuals in the calculations when 2015-2016 Strategic Resource Plan was developed. This will be rectified in 2016-2017 Budget to come in line with Indicator definition, which only includes Permanent Staff. If casuals were included in the calculation, 2014-2015 result would be 7.2% which is in line with projected results.

E3 Resignations and terminations compared to average staff

8% 7% 7% 7% 7%

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100

Definitions"adjusted underlying revenue" means total income other than—

(a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to in paragraphs

(a) and (b)

"adjusted underlying surplus (deficit)" means adjusted underlying revenue less total expenditure

"asset renewal expenditure" is expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability

"capital improved value" is the market value of a property and is measured at the end of the year and includes all valuation adjustments (e.g. supplementary valuations)

"non-recurrent grants" are operating or capital grants obtained on the condition that they be expended in a specified manner and not expected to be received again during the period covered by the Strategic Resource Plan

"own-source revenue" is adjusted underlying revenue excluding revenue which is not under the control of council (including government grants)

"rate revenue" is revenue from general rates, municipal charges service rates and service charges

"recurrent grants" are operating or capital grants other than non-recurrent grants

"residential property assessments" means the number of residential property assessments at the end of the year and includes all property adjustments (e.g. new or deleted assessments)

"residential rate revenue" is revenue from general rates, municipal charges, service rates and service charges levied on residential properties

"resignations and terminations" means all permanent employees (including senior officers on contract) that leave the council and includes resignations, terminations, retirements and redundancies

"restricted cash" is cash and cash equivalents and financial assets within the meaning of the AAS that are not available for use other than for the purpose for which it is restricted and includes cash that will be used to fund carry forward capital works from the previous financial year

"unrestricted cash" means all cash and cash equivalents other than restricted cash

1. Basis of preparationCouncil is required to prepare and include a performance statement within its annual report. The performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.

The Victorian Government developed the new performance reporting framework to ensure that all councils are measuring and reporting on their performance in a consistent way. The framework became mandatory from 1 July 2014 and all councils will need to report results as part of their 2014-2015 annual report at the end of September 2015. This is the first year reporting in this manner and as such there is no trend data to compare to. It is intended that in future years, the previous years results will be used to compare and also highlight any material variations. By 2017-20118 we will be comparing our results to the previous three years.

Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from council information systems or from third parties (e.g. Australian Bureau of Statistics).

The performance statement presents the actual results for the current and three preceding years and for the prescribed financial performance indicators and measures, the results forecast by the council’s strategic resource plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.

The forecast figures included in the performance statement are those adopted by Council in its strategic resource plan on 23 June 2015 and which forms part of the council plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting Council.

Council Approval of the Performance Statement

Independent Auditors Report of the Performance Statement

Local Government Performance ReportingService Performance Indicator ResultsThe table below lists the results of the service performance indicator set as prescribed by the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014 and form part of the report of operations.

A number of optional indicators were developed for economic development, immunisation, street sweeping and sports grounds, however these were not required to be reported on this year. The City of Greater Geelong has only reported on mandatory indicators in 2014-2015.

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Aquatic Facilities

Satisfaction

AF1 28 User satisfaction with aquatic facilities (optional) 0.00 Council is investigating options for reporting on this in future years.

[User satisfaction with how council has performed on provision of aquatic facilities]

Service standard

AF2 29 Health inspections of aquatic facilities 0.00

Each of the City’s of Greater Geelong’s aquatic centres have a regular health inspection and reporting regime, undertaken by an internal coordinator. These inspections ensure water quality is closely monitored and maintained at a safe standard. Council also engages an external contractor to undertake independent microbiological water testing each quarter, which are reviewed to ensure all facilities operate within Health Department guidelines.As neither of these people are not classified as an authorised officer under the Health Act, these inspections do not count towards this indicator. The City of Greater Geelong’s Environmental Health Officers do not inspect the aquatic facilities unless a complaint or health outbreak occurs

[Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

Health and Safety

AF3 30 Reportable safety incidents at aquatic facilities 19.00

[Number of WorkSafe reportable aquatic facility safety incidents]

Service cost

AF4 31 Cost of indoor aquatic facilities $0.56

[Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Service Cost

AF5 32 Cost of outdoor aquatic facilities $5.83

[Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

Utilisation

AF6 33 Utilisation of aquatic facilities 9.65

[Number of visits to aquatic facilities / Municipal population]

Animal Management

Timeliness

AM1 34 Time taken to action animal management requests 0.00 This indicator will be reported on in future years following further investigation.

[Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

Service standard

AM2 35 Animals reclaimed 46.26%

[Number of animals reclaimed / Number of animals collected] x100

Service cost

AM3 36 Cost of animal management service $47.24 This includes $415,756 cost of running the Council owned pound facility

[Direct cost of the animal management service / Number of registered animals]

Health and safety

AM4 37 Animal management prosecutions 10.00

[Number of successful animal management prosecutions]

Food Safety

Timeliness

FS1 38 Time taken to action food complaints 0.00 This indicator will be reported on in future years following further investigation.

[Number of days between receipt and first response action for all food complaints / Number of food complaints]

Service standard

FS2 39 Food safety assessments 92.88%

[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Service cost

FS3 40 Cost of food safety service $344.88

[Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

Health and safety

FS4 41 Critical and major non-compliance outcome notifications 97.79%

[Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

Governance

Transparency

G1 1 Council decisions made at meetings closed to the public 6.32%

[Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

Consultation and engagement

G2 2 Satisfaction with community consultation and engagement 54.00

Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

Attendance

G3 3 Councillor attendance at council meetings 94.76%

[The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

Service cost

G4 4 Cost of governance $52,814.25

[Direct cost of the governance service / Number of Councillors elected at the last Council general election]

Satisfaction

G5 5 Satisfaction with council decisions 57.00

[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Home and Community Care (HACC)

Timeliness

HC1 42 Time taken to commence the HACC service 0.00 This indicator will be reported on in future years following further investigation.

[Number of days between the referral of a new client and the commencement of HACC service / Number of new clients who have received a HACC service]

Service standard

HC2 43 Compliance with Community Care Common Standards 100.00%

[Number of Community Care Common Standards expected outcomes met / Number of expected outcomes under the Community Care Common Standards] x100

Service cost

HC3 44 Cost of domestic care service $0.00 This indicator will be reported on in future years following further investigation.

[Cost of the domestic care service / Hours of domestic care service provided]

Service cost

HC4 45 Cost of personal care service $0.00 This indicator will be reported on in future years following further investigation.

[Cost of the personal care service / Hours of personal care service provided]

Service cost

HC5 46 Cost of respite care service $0.00 This indicator will be reported on in future years following further investigation.

[Cost of the respite care service / Hours of respite care service provided]

Participation

HC6 47 Participation in HACC service 20.17%

[Number of people that received a HACC service / Municipal target population for HACC services] x100

Participation

HC7 48 Participation in HACC service by CALD people 16.96%

[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

Libraries

Utilisation

LB1 19 Library collection usage 6.46 Items data calculated as at 30.6.2015

[Number of library collection item loans / Number of library collection items]

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Resource standard

LB2 20 Standard of library collection 80.21% Items data calculated as at 30.6.2015

[Number of library collection items purchased in the last 5 years / Number of library collection items] x100

Service cost

LB3 21 Cost of library service $5.02

As City of Greater Geelong is part of a Regional Library Corporation, this report includes management/corporate overheads. Information regarding the calculation of this indicator is contradictory - specifically excluding management/corporate overheads in the key terms but including them in the "Calculation of direct cost for regional library corporations" notes.This will make it difficult to benchmark against other library services.Indicator represents in person visits only. Indicator does not capture online visits by library users eg use of online resources.

[Direct cost of the library service / Number of visits]

Participation

LB4 22 Active library members 17.37%

Indicator does not capture other library activity for example children and youth programs, digital literacy programs and literary events, the use of public internet pcs, using facilities such as meeting rooms or study areas, or using services such as wifi, or in library use of collections

[Number of active library members / Municipal population] x100

Maternal and Child Health (MCH)

Satisfaction

MC1 49 Participation in first MCH home visit 98.57%

[Number of first MCH home visits / Number of birth notifications received] x100

Service standard

MC2 50 Infant enrolments in the MCH service 114.51%

[Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

Service cost

MC3 51 Cost of the MCH service $0.00 This indicator will be reported on in future years following further investigation.

[Cost of the MCH service / Hours worked by MCH nurses]

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Participation

MC4 52 Participation in the MCH service 77.72%

Participation rates for key ages and stages visits in the first year of birth, at 12 months and 2.5 years were all above 80%. The overall result is reduced by a lower participation rate at the 3.5 year visit

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation

MC5 53 Participation in the MCH service by Aboriginal children 72.37%

Participation rates for key ages and stages visits in the first year of birth, at 12 months and 2.5 years were all above 80%. The overall result is reduced by a lower participation rate at the 3.5 year visit

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

Roads

Satisfaction of use

R1 14 Sealed local road requests 57.99

[Number of sealed local road requests / Kilometres of sealed local roads ] x100

Condition

R2 15 Sealed local roads below the intervention level 98.28%

[Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100

Service cost

R3 16 Cost of sealed local road reconstruction $281.29

[Direct cost of sealed local road reconstruction / Square metres of sealed local roads reconstructed]

Service Cost

R4 17 Cost of sealed local road resealing $11.13

[Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]

Satisfaction

R5 18 Satisfaction with sealed local roads 56.00

[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

Statutory Planning

Timeliness

SP1 6 Time taken to decide planning applications 58.00

[The median number of days between receipt of a planning application and a decision on the application]

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Service standard

SP2 7 Planning applications decided within 60 days 81.02%

[Number of planning application decisions made within 60 days / Number of planning application decisions made] x100

Service cost

SP3 8 Cost of statutory planning service $1,598.39

[Direct cost of the statutory planning service / Number of planning applications received]

Decision making

SP4 9 Council planning decisions upheld at VCAT 54.17%

[Number of VCAT decisions that did not set aside council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Waste Collection

Satisfaction

WC1 23 Kerbside bin collection requests 176.73

[Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000

Service standard

WC2 24 Kerbside collection bins missed 5.32

[Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

Service cost

WC3 25 Cost of kerbside garbage bin collection service $97.97

[Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

Service cost

WC4 26 Cost of kerbside recyclables collection service $19.92

[Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

Waste diversion

WC5 27 Kerbside collection waste diverted from landfill 55.78%

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Economic Development (optional)

Participation

ED1 10 Participation in business development activities 0.00%

[Number of businesses with an ABN in the municipality that participate in a business development activity / Number of businesses with an ABN in the municipality] x100

Service standard

ED2 11 Delivery of planned business development activities 0.00%

[Number of business development activities delivered / Number of planned business development activities] x100

Service cost

ED3 12 Cost of economic development service $0.00

[Direct cost of delivering the economic development service / Number of businesses with an ABN in the municipality]

Economic activity

ED4 13 Percent change in number of businesses 0.00%

[Number of businesses with an ABN in the municipality at the end of the financial year less the number of businesses at the start of the financial year / Number of businesses with an ABN in the municipality at the start of the financial year] x100

Immunisation (optional)

Satisfaction

I1 User satisfaction with immunisation service 0.00%

[User satisfaction with how council has performed on provision of children immunisation service]

Service standard

I2 Vaccination of children by council 0.00%

[Percentage of children fully vaccinated by council]

I3 Return of consent cards by secondary school children 0.00%

[Number of secondary school consent cards returned / Total number of secondary school children] x100

Service cost

I4 Cost of immunisation service $0.00

[Direct cost of immunisation service / Total number of vaccinations]

Service Performance Indicators Results

Service / Indicator / Measure 2015 Material Variations Participation

I5 Vaccination of children 0.00%

[Percentage of children who are fully vaccinated in each age group]

I6 Vaccination of secondary school children 0.00%

[Number of secondary school children fully vaccinated by council / Total number of secondary school children] x100

Sports Grounds (optional)

Utilisation

SG1 Structured activities on sports fields 0.00

[Number of structured activities / Total number of sports fields]

Condition

SG2 Condition of sports fields 0.00

[Number of days sports fields are unavailable for structured activities due to condition excluding maintenance and reconstruction/redevelopment / Total number of sports fields]

Service cost

SG3 Cost of sports grounds $0.00

[Direct cost of sports grounds / Total number of sports fields]

Availability

SG4 Population per sports field 0.00

[Municipal population / Total number of sports fields]

Street Sweeping (optional)

Satisfaction

SS1 Street sweeping requests 0.00

[Number of street sweeping requests / Total number of sealed local road households subject to a street sweeping service]

Service standard

SS2 Frequency of sealed local road sweeping 0.00

[Number of kilometres of sealed local roads swept / Total kilometres of local sealed local roads required to be swept]

Service cost

SS3 Cost of street sweeping service $0.00

[Direct cost of street sweeping service / Total kilometres of sealed local roads required to be swept]

Environmental and flooding risk

SS4 Routine cleaning of sealed local road pits 0.00%

[Number of sealed local road pits requiring cleaning following routine inspection / Total number of sealed local road pits inspected] x100

Governance

Governance and Management Checklist Governance and Management

Item RequiredItem in

operation Yes/No

Date if YES Reason(s) if answer is NO

GC1

Community engagement policy (policy outlining Council's commitment to engaging with the community on matters of public interest)

Current policy in operation YES 8/07/2014

GC2

Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

Current guidelines in operation YES 2/06/2014

GC3

Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

Plan adopted in accordance with section 126 of the Act

YES 23/06/2015

GC4

Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

Budget adopted in accordance with section 130 of the Act

YES 23/06/2015

GC5

Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

Current plans in operation YES

Council Asset Policy (1/9/2012)Fleet (1/1/2006)

IT (1/9/2012)Buildings (1/1/2012)

Road Network (1/9/2013)Footpath (1/3/2012)

Road Bridges, Footpaths and Major Culverts (1/8/2013)

Drainage (14/8/2007)

GC6

Rating strategy (strategy setting out the rating structure of Council to levy rates and charges)

Current strategy in operation YES 23/06/2015

GC7

Risk policy ( policy outlining Council's commitment and approach to minimising the risks to Council's operations)

Current policy in operation YES 1/05/2015

GC8

Fraud policy (policy outlining Council's commitment and approach to minimising the risk of fraud)

Current policy in operation YES 17/07/2013

GC9

Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986

YES 10/03/2015

GC10

Procurement policy (policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

Prepared and approved in accordance with section 186A of the Local Government Act

YES 22/04/2014

Governance and Management Item Required

Item in operation

Yes/NoDate if YES Reason(s) if answer is NO

GC11

Business continuity plan (plan setting out the actions that will be taken to ensure that key services continue to operate in the event of a disaster)

Current plan in operation YES 16/05/2011

GC12

Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Current plan in operation YES 25/06/2014

GC13

Risk management framework (framework outlining Council's approach to managing risks to the Council's operations)

Current framework in operation YES 1/06/2015

GC14

Audit Committee (advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of a Council's financial reporting, processes to manage risks to the Council's operations and for compliance with applicable legal, ethical, and regulatory requirements)

Committee established in accordance with section 139 of the Act

YES 24/09/2013

GC15

Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council's governance, risk and management controls)

Internal auditor engaged

YES 1/11/2010

GC16 Performance reporting framework (a set of indicators measuring financial and non-financial performance, including the performance indicators referred to in section 131 of the Act)

Current framework in operation

YES 26/06/2013

GC17

Council Plan reporting (report reviewing the performance of the Council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)

Current report No

Report quarterly on Council Plan actions and report monthly on indicators (operational) via Executive Scorecard. With the introduction of LGPRF, we are looking at a new KPI reporting process for Executive Leadership Team and Council.

GC18

Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Quarterly statements presented to Council in accordance with section 138(1) of the Act

YES

Quarterly Statement No 1 - 26/8/14 _ June Qtr

Quarterly Statement No 2 - 9/12/14 - Sept Qtr

Quarterly Statement No.3 - 10/4/15 - Dec Qtr

Quarterly Statement No 4 - 9/6/15 - March Qtr

GC19Risk reporting (six-monthly reports of strategic risks to Council's operations, their

Reports prepared and presented YES Half Yearly 1 - 25/8/14

Half Yearly - 23/2/15

Governance and Management Item Required

Item in operation

Yes/NoDate if YES Reason(s) if answer is NO

likelihood and consequences of occurring and risk minimisation strategies)

GC20

Performance reporting (six-monthly reports of indicators measuring the results against financial and non-financial performance, including performance indicators referred to in section 131 of the Act)

Reports prepared and presented YES 21/04/2015

Progress and report on the Pilot and first six months of LGV were reported to Executive and Council in April, 2015. A review of KPI reporting will be undertaken in 2015-2016 with a view to report KPI's quarterly or six monthly.

GC21

Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial performance statements)

Annual report considered at a meeting of Council in accordance with section 134 of the Act

YES 14/10/2014

GC22

Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by Councillors)

Code of conduct reviewed in accordance with section 76C of the Act

YES 22/10/2013

GC23

Delegations (a document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff)

Delegations reviewed in accordance with section 98(6) of the Act

YES 10/03/2015

GC24

Meeting procedures (a local law governing the conduct of meetings of Council and special committees)

Meeting procedures local law made in accordance with section 91(1) of the Act

YES 26/09/2013

Internal Audit Role of the Internal AuditThe 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 Council 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 organisation.

Audit Advisory CommitteeThe 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 Strategy and Performance, 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 2014-2015 financial year the Audit Advisory Committee membership consisted of:

Attendance of Audit Advisory Committee members at meetings

Audit Advisory Committee members Number of meetings attendedMs Linda MacRae (independent member - Chairperson) 4Mr Peter Bollen (independent member) 3Mr Ross Fraser (independent member) 4Cr Darryn Lyons – Mayor 1Cr Dr Strechko ‘Stretch’ Kontelj OAM KSJ (ceased February 2015) 1Cr Jan Farrell 4Cr Eddy Kontelj (February 2015) 1

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 2014-2015 the Audit Advisory Committee met on four occasions to consider business on the agenda:

25 August 2014 17 November 2014 23 February 2015 25 May 2015

Audit AchievementsIn 2014-2015 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 Leadership Team, and actively manages Council’s fraud policy and awareness training together with staff induction programs.

Key Activities of the Audit Advisory Committee for 2014-2015:

Review and approval of the annual Internal Audit Plan 2014-2015. 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 2015. 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 Privacy and Data Protection Act 2014 and Health Records Act 2001.

Council has policies in place which set out the requirements for the management and handling of personal information. The policies are public documents which are available on request or via Council’s website. There were two privacy complaints received during the year ending 30 June 2015.

Freedom of InformationThe 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, as far as possible, to 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.

In the period from 1 July 2014 to 30 June 2015, the City of Greater Geelong received a total of 39 Freedom of Information requests. Of those, 27 were granted full or partial access, 2 were denied and 8 were either not pursued or not processed. There were 2 outstanding requests as at 30 June 2015.

Protected Disclosure Act 2012The 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 2015 there were two complaints or allegations received that were made against Council staff for improper or corrupt conduct pursuant to the provisions of the Act. These matters have been referred to the Independent Broad based Anti corruption Commission (IBAC) for further review and investigation.  

Documents available for public inspectionUnder the Local Government Act 1989 (the 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 DocumentsThe 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 ComplianceIn 2014-2015 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 2012Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012 (the Act). 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.

CitizenshipAcquiring 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 2015, Council hosted thirteen 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 and Deputy Mayor to 766 residents of Geelong, many of whom shared the occasion with relatives and friends.

Local LawsAt 30 June 2015, 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 of Greater Geelong.

Risk Management Risk is inherent in all activities and services delivered by Council. In a constantly changing and uncertain environment, the application of risk management principles at both a strategic and organisational level ensures that potential impacts on Council’s activities are effectively managed.

In 2015 the City of Greater Geelong’s Risk Management Policy was reviewed. Fundamental changes include a description of Council’s ‘Risk Appetite’ and clear articulation of how the principles of the ISIO 31000 standard are addressed. A new Risk Management Framework was also developed which provides ongoing direction to manage risks at both strategic and operational levels.

The 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.

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 an online Occupational Health and Safety (OHS) induction system has been used to ensure that our contractors are aware of their OHS obligations, the organisation’s expectations relevant to OHS and our processes around the management and oversight of our contractors. This induction is now fully embedded into our supplier management system and during 2014-2015 a total of 708 individual people from 401 suppliers undertook the online induction.

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 2014-2015 the Council continued to improve the Business Continuity Plans. This involved identifying critical business functions across Council and designing recovery strategies for these. Overall the plans help ensure the Council is able to deliver core services at an acceptable level to the Geelong community in the event of a business interruption such as a building loss, IT failure or natural disaster.

Asset ManagementThe municipality infrastructure consists of local road networks, footpaths, bridges, drains, parks and gardens and civic and community buildings. Council 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.

Council’s asset management effort is considerable, using a large proportion of Council’s financial and other resources. It integrates with corporate, financial business, budgetary, operational, human resources and information technology plans.

Strategic asset management recognises the enduring nature of infrastructure and ensures that the community’s long-term investment can be realised over the asset’s lifecycle. Asset management decisions are made by evaluating alternative means of service provision, full lifecycle costing, performance measurement and condition monitoring. Such work enables Council 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 2014-2015 included: Revaluation of Footpath and Kerb and Channel assets. Conversion of Snowy Mountains Engineering Corporation (SMEC) pavement condition data to

Moloney condition rating for more accurate renewal budget calculations. Review of Footpath Asset Management Plan. Asset Management Unit now loading road data into SMEC Pavement Management System – no

longer relying on SMEC consultation. Upgrade to version 8.3 of Hansen Asset Management System. Development of SMEC Pavement Management System reports.

Asset management will continue to evolve and mature. Council 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 2015-2016 include: Road condition data capture. Footpath condition data capture. Integration of Maintenance Management System and Hansen Asset Management System. Review of Road Management Plan. Review of Road Asset Management Plan. Multiple data capture projects i.e. Open Drains, Street Lights, and Sharp Safes.

Best ValueCouncil’s Best Value PolicyTo 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 by:

Progressing actions that came out of the Financial Sustainability Review including:o Service Planning program was completed for 125 individual services. Information

gathered will assist with the implementation of continuous improvement and efficiencies as well as providing a base for future service reviews.

o The budget process continues to be reviewed and improved. A ‘Community Concepts’ program has been introduced and will continue to evolve providing members of the community with the opportunity to be part of the budget process. Internally the budget process is also being reviewed in line with the Project Management Review.

o The Project Management Review has progressed with scoping and workflows completed which provide for a more rigorous process and improved automation.

o The Strategic Asset Management Review is also progressing with options being identified going forward.

o Six service reviews which were identified in the Financial Sustainability Review have been completed or are nearing completion. These are: Customer Service Centres; Geelong Saleyards; Golf Courses; Breamlea Caravan Park; Construction Unit; and Long Day Care provision.

Conducted a municipality wide engagement – ‘Your City Your Say’, to inform the development of the current council plan, City Plan 2013-2017.

Continues to be one of the participating Councils in the Local Government Performance Reporting Framework project including the pilot programs and website development. The resulting 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. In 2015 the City of Greater Geelong achieved its ‘Best Overall’ result in all the time it has participated in this survey.

Has reviewed its Community Engagement Policy and also developed an online community engagement hub to be used by council staff when engaging the community. The new hub was rolled out to all departments in 2014-2015 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. 85 projects, programs and events were engaged on in 2014-2015.

Reports quarterly to the community on the progress of City Plan actions. Annually reviews Best Practice Guide improvements for the council plan (City Plan), Annual

Budget and the Annual Report as well as implementing any legislated changes. 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 City Plan, audit and risk actions. Actions from the Emergency Management Plan and the Municipal Public Health and Wellbeing Plan have also been recently added.

Reviews annually and seeks improvement to its project implementation and reporting system. This system captures potential projects, assesses their viability for funding, and then monitors 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 broad 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.

Conducts annual performance reviews with all staff to set work plans and identify training and development opportunities.

External FundingIn 2014-2015 the City of Greater Geelong received $77.3 million in Federal and State funding, an increase of $32.6 million on that received in 2013-2014. This positive result can be mainly attributed to an increase in Grants Commission funding of $19.9 million, $9.7 million of which can be attributed to the 2015-2016 financial year. $5.9 million was also received in Federal funding for the Geelong Library and Heritage Centre.

State funding was also higher than the previous reporting period by $7.8 million. The Geelong Library and Heritage Centre, early childhood development programs, environmental projects and recreation projects all received increased funding compared to the previous year.

Funding received during the year included:

Federal Grants Commission funding of $29.1 million. $5.9 million for the Geelong Library and Heritage Centre ($10 million committed to by the Federal

Government in total). $4.4 million for early childhood development to go towards the running the City’s Learning and Care

Centres, integrated children’s centres and long day care professional development programs. $1.7 million for Community Aged Care packages. $1.5 million for the Federal Roads program. $1.0 million for Family Day Care operations and family assistance programs. $875,000 for the Shell Road Reserve sporting infrastructure project. $275,000 for the Leopold Community Hub. $140,000 for the Grovedale Sporting Club lighting upgrade. $138,000 for the School holiday program. $95,000 for the Jobs Fair event. $73,000 towards indigenous kindergarten assistance programs. $72,000 for the Victorian Volcanic Plains Grasslands Protection program.

State Aged and disability service programs received $11.7 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.

$6 million for the Geelong Library and Heritage Centre ($15 million committed by the State Government in total).

$4.5 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, Early Start Kindergarten partnerships and professional development programs.

$1.5 million for the Healthy Together Geelong program. $1.4 million for the Vic Roads Blackspot program. A number of sport and recreation projects received a total of $2 million in funding including Austin

Park redevelopment, Clifton Springs boat harbour upgrade, bicycle path program, Bellarine Rail Trail pathway improvements, cycling regional pavilion, Barwon Heads Village Park soccer pitch and playground upgrade, permanent shade structures, Melaluka Road clubroom upgrade, Ocean Grove Football and Netball Club scoreboard upgrade, Regional Paddle Sports pavilion redevelopment and the Stead Park Hockey Precinct. Smaller grants were also received for a number of smaller recreation projects.

School crossings supervisor subsidy grant of $0.6 million was received, contributing to this $2.0 million program. The City of Greater Geelong has 187 school crossings, the largest in the state.

$0.2 million towards youth programs including the Learner to Probationary (L2P) program, Cyber Republic program and the Engage – Up and At It program.

$1.1 million for environmental projects such as the Geelong Queenscliffe Coastal Adaptation Program, Victorian Adaptation and Sustainability Partnership grants, mosquito control program, Griffins Gull Pier restoration, Biolink Greenway project, weeds initiative programs, beach cleaning, Civic Centre Car Park green roof project and stormwater management planning.

$450,000 for the Leopold Community Hub project. $371,000 for the Corio-Norlane regeneration project. $156,000 towards the Whittington Works – Skilling the Bay program. $120,000 towards the Elcho Basin project. $100,000 for the Geelong Gallery redevelopment business case. $75,000 for the Portarlington Safe Harbour Strategic Plan. $620,000 for the Myers Street streetscape works. $175,000 towards the Emergency Management program. $502,000 for neighbourhood houses (Ocean Grove Neighbourhood House upgrade $450,000 and

Grovedale Neighbourhood House $52,000).

For further information on the full amount received by category please refer to Note 6 in the 2014-2015 Annual Financial Report on page 196.

Development Contribution PlansA Development Contributions 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 developers are equally paying for the required infrastructure servicing these large development areas.

A DCP specifies the type of infrastructure to be provided, shows cost and apportionment and allows Council to collect development contribution levies.

There are two types of levies, Development Infrastructure (Intersections, drainage etc) calculated on a per hectare basis or Community Infrastructure (Community pavilions) paid on a per dwelling rate capped at $900.

Development Infrastructure contributions can be cash payments 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, drainage works).

The City of Greater Geelong currently has seven active Development Contribution Plans. These seven DCPs total $482 million in contributions over their expected 20 year life span.

Jetty Road Urban Growth Area Stage 1The Jetty Road development is significantly advanced with the Curlewis Parks estate nearing completion. Another four developments are also well underway. Council has received Community Infrastructure Levies for 97 lots during 2014-2015.

Council has constructed the Bellarine rail trail pedestrian lights at Jetty Road and partial works for the Griggs Creek Rehabilitation and Revegetation.

Armstrong Creek East PrecinctThe Armstrong Creek East Precinct’s main estate, Warralily is progressing development on multiple fronts on Barwon Heads Road and Surf Coast Highway.

Warralily are continuing to provide the Armstrong Creek Drainage and Waterway Improvement works between Barwon Heads Road and Surf Coast Highway to offset their DCP liabilities. An additional two estates, Horizon Cover and Armstrong Waters, are also progressing development to the west of Barwon Heads Road.

Council has received Community Infrastructure Levies for 406 lots during 2014-2015.

Armstrong Creek North East Industrial Precinct The Armstrong Creek North East Industrial Precinct Development Contribution Plan was approved in 2010. Development is yet to commence in this precinct.

Armstrong Creek West PrecinctThe Armstrong Creek West Precinct’s main development Armstrong Mt Duneed estate has continued development west of Surf Coast Highway. As part of offsetting their DCP liabilities they have constructed the intersection at Surf Coast Highway and Burvilles Road and a shared path along Sovereign Drive. They are also continuing to provide the Armstrong Creek waterway improvement and drainage works between Surf Coast Highway and Sovereign Drive.

As part of the Armstrong Creek West DCP, Council has completed construction of the intersection at Baanip Boulevard and Sovereign Drive.

Council has received Community Infrastructure Levies for 224 lots during 2014-2015.

Lara West Urban Growth AreaAmendment C285 Lara West Urban Growth Area DCP was approved by the Minister for Planning on 17 July 2014. The first developer, Manzeene Village, will commence development during 2015-2016.

Armstrong Creek Town Centre Precinct Amendment C267 Armstrong Creek Town Centre Development Contributions Plan was approved by the Minister for Planning on 23 October 2014.  The DCP includes eight intersections, shared paths, drainage works and contribution towards the construction of a Regional Library. Development is expected to commence in 2016-17 financial year.

Horseshoe Bend Precinct Amendment C259 Armstrong Creek Horseshoe Bend Development Contribution Plan was approved by the Minister for Planning on 27 November 2014. The Horseshoe Bend DCP includes active open space, intersections, drainage works and community centres. Development is expected to commence in 2015-2016 financial year.

Developer Contributions Plan Summary as at 30 June 2015

   

Income2014-2015

$

Total Project

Value$

Value Completed2014-2015

$

Percentage of

Project Completed

2014-2015%

Total Percentage

of Project Completed

% JETTY ROAD URBAN GROWTH AREA  Development Infrastructure Levy collected -        

Community Infrastructure Levy collected 87,3

00        

             Projects Delivered by Developers          Items                         Projects Delivered by Council          Items            OS001 Griggs Creek- Rehabilitation and Revegetation   963,41

7 173,647 45.5% 60.0%

R002 North South Collector Rd Part A Land Acquisition   317,425

2,387 0.8% 0.8%

P003 Pedestrian lights at Bellarine Rail Trail ( NS Connector Rd & Jetty Rd)  

530,885

175,000 50.0% 50.0%

ARMSTRONG CREEK EAST PRECINCT  

Development Infrastructure Levy collected 344,824      

Community Infrastructure Levy collected 365,400      

         Projects Delivered by Developers          Items        DI_DR_2 Armstrong Creek Drainage and Waterway

Improvement Works Section 2 (Barwon Heads Road to Horseshoe Bend Road)

 

24,736,354 13,357,631 54.0% 68.0%

DI_DR_3 Armstrong Creek Drainage and Waterway Improvement Works - Section 3 (Horseshoe Bend Rd to Surf Coast Hwy)

8,413,920 652,079 7.8% 8.0%

Projects Delivered by Council   -

- - -              ARMSTRONG CREEK WEST PRECINCT  

Development Infrastructure Levy collected 1,046,8

95        Community Infrastructure Levy collected 201,600        Projects Delivered by Developers        Items        DI_RO_6 Intersection - Surf Coast Hwy & Burvilles Rd   2,993,787 1,970,798 67.0% 67.0%DI_TR_2 Shared Path Network - Off Road   2,022,405 173,320 9.0% 9.0%DI_DR_1 Armstrong Creek Waterway Improvement Works -

Surf Coast Hwy - North South Connector Road  

4,749,296 451,183 10.0% 17.0%

DI_LA_5 Drainage Works - Wetland/retarding basins (property 5) - Land  

342,200

342,200 100.0% 100.0%

DI_LA_6 Drainage Works - Wetland/retarding basins (property 5A) - Land  

18,915

18,915 100.0% 100.0%

DI_DR_9 Drainage Works - Wetland retarding Basins (WLRB3) - construction  

2,238,760 1,692,950 75.6% 76.0%

Projects Delivered by Council   - -    

Items        DI_RO_2 Intersection - GRR- 4C & North South Connector

Road ( Baanip Blvd & Sovereign Dr)  

1,786,120 785,761 80.0% 80.0%

             TOTAL   2,046,0 49,113,48 19,795,87    

19 4 1

Development Contributions Plan whole of life liability as at 30 June 2015

   

Current Remaining

Liability$

Remaining Income

$

Funding Gap *

$

% of Liability the Gap

Represent

Jetty Road Urban Growth Area 22,037,2

22 15,742,8

72 6,294,3

50 28.6%

Armstrong Creek North East Industrial Precinct 13,612,9

61 13,612,9

61 - 0.0%

Armstrong Creek East Precinct 100,888,8

39 97,448,0

84 3,440,7

55 3.4%

Armstrong Creek West Precinct 95,351,8

17 91,024,7

70 4,327,0

47 4.5%

Lara West Urban Growth Area 42,286,2

14 38,745,3

31 3,540,8

83 8.4%

Armstrong Creek Town Centre Precinct 23,374,3

80 21,771,1

89 1,603,1

91 6.9%

Armstrong Creek Horseshoe Bend Precinct 139,592,9

78 136,203,5

32 3,389,4

46 2.4%

TOTAL   437,144,410

414,548,738

22,595,672 5%

* Gap funding includes CIL shortfall, City of Greater Geelong contribution and Department of Education and Early Childhood Development contribution.

Development Contributions Plan whole of life liability – income and works as at 30 June 2015

   

CurrentIncome

$

Current Completed

Projects$

% Total DCP

Projects Completed

Jetty Road Urban Growth Area 2,124,29

8 4,555,31

3 20.7%

Armstrong Creek North East Industrial Precinct

-   0.0%

Armstrong Creek East Precinct 1,522,02

4 19,850,32

9 19.7%

Armstrong Creek West Precinct 1,312,39

5 10,209,99

9 10.7%

Lara West Urban Growth Area

-

- 0.0%

Armstrong Creek Town Centre Precinct

-

- 0.0%

Armstrong Creek Horseshoe Bend Precinct

-

- 0.0%

TOTAL   4,958,71

7 34,615,64

1  These values reflect income and works at time of collection and provision.

Community Arts and Festivals Grants ProgramThe Community Arts and Festivals Grants Program is part of the implementation of the Culture Strategy, which aims to build the cultural strength 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. They also help build community pride and celebrate diversity. 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 comprising 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 2014-2015, the City of Greater Geelong contributed $221,622 to 36 community groups through the Community Arts and Community Festivals Grants Programs, to support innovative arts events and displays across the region. 22 arts groups were successful in receiving $126,700 and 14 festivals received $82,600.

In addition $12,322 was held in reserve for Quick Response and Professional Development grant streams throughout the financial year.

A full list of successful applicants for 2014-2015 can be found below.

2014-2015 Community Arts Grants (Arts Projects)PROJECT ORGANISATION / AUSPICE $We are Geelong Western Edge Youth Arts Inc. 6,000

Grave Listening – a song cycle and online archive Unusual Music Project Geelong / Auspicious Arts Projects 6,000

Beau Tin - River Dragon Geelong Canoe Club 6,000Arrival of the Rajah Diversitat 6,000

VCE Students Art Exhibition 2014 Geelong Art Society Inc 5,000

PlayNation - ALL PLAY Bluebird Foundation Inc 6,000

Seasons Series of Concerts Music at the Basilica Inc 6,000

Bellarine Arts Trail Weekend Barwon Heads Arts Council Inc 5,750

Blues Boot Camp Bellarine Blues Boot Camp 6,000

Surveillance of Memory Encompass Community Services Inc 5,950

VIGEX International Photographic Salon 2015 VIGEX Inc 5,000Inspiring A New Way Forward: Identity and the Joint Image Diversitat 6,000

Geelong Artisans at Large Artisans of Geelong Inc (known as Geelong Artisans Group) 6,000

Concert Series 2015 plus Master Class Geelong Chamber Music Society Inc 6,000

Projektor Courthouse ARTS 6,000

South Sudanese Women Art Project South Sudanese Nuer Languages School of Australia Inc 6,000

KarnivART Karingal 6,000Australian Youth Classical Music Competition - 25th Anniversary

Trustee of the Geelong Advertiser Music Scholarship Trust 6,000

Conflict and Compassion Osborne Park Association Inc 3,000

Open4 - Rooftop Cinema Open4 Inc 6,000

Total Allocation 114,700

Community Arts Grants (Biennial)PROJECT ORGANISATION / AUSPICE $

Dare to be Faceless Doorstep Arts Pty Ltd 6,000

Contemporary Theatre Practice for People with Disabilities 2014 - 2015 Back to Back Theatre Inc 6,000

Total Allocation 12,000

Community Arts Grants (Quick Response)PROJECT ORGANISATION / AUSPICE $

PlayNation – Let’s Play Up @ Nature Play Week Bluebird Foundation Inc 1,500

Create five laneway activations forming an arts trail 4-6pm Saturday 14th March 2015. Barwon Heads Arts Council Inc 1,500

Festival of the Sea Performance Spaces Barwon Heads Festival of the Sea Inc 1,000The Long Shadow - two original multidiscipline dramatic works in April 2015 that respond to the ANZAC commemorative

Skin Of Our Teeth Productions 1,000

Total Allocation 5,000

Community Arts Grants (Professional Development)PROJECT APPLICANT $Travel to Sydney to remount the Doorstep Arts production ‘Next to Normal’ from 2nd Jan to 1st Feb 2015.

Ms Darylin Ramondo 1,000

Attend and present at the Australian Romance Readers Convention in Canberra in March 2015. Ms Allison Sinclair 307

Williamson Community Leadership Program (WCLP) from February to November 2015 Mrs Alison Harvey 1,000

To attend the Bristol Artistsbook Event (BABE) and networking from 11 to 14 April 2015 Mr David Dellafiora 967

Present work at Hatched: The National Graduate Arts Prize at Perth Institute of Contemporary Art, from 30th May – 1st April 2015.

Miss Soraya Mobayad 498

Attend artistbook and book binding workshops at Melbourne School of Bookbinding, St Kilda, from 1-7 July 2015.

Mrs Catherine Anne Gibb 360

Attend three specialist workshops in hot glass work at the renowned Abate Zanetti School of Glass on Murano Island, Italy in 26-30th May 2015.

Ms Glenda MacNaughton 990

Participate in workshops at the Edinburgh Fringe Festival, Scotland during August 2015. Miss Elena Baum 500

Attend the ‘Sacred Circularities’ hoop, dance and movement retreat at Ananda Cottages, Ubud, Bali Indonesia, from 6-13 July 2015.

Tarnya Gillies 700

Attend the 2015/16 course of the Artist Transformation School at Auspicious Arts Incubator, South Melbourne. Ms Anna Loughrey 1,000

Total Allocation 7,322

Community Festivals Grants (One-off) FESTIVAL (One-Off) ORGANISATION / AUSPICE $

Fly Away Peter - A Commemoration Of Anzac Centenary 2015 Music at the Basilica Inc 6000

Total Allocation 6,000

Community Festivals Grants (Development) FESTIVAL (Development) ORGANISATION / AUSPICE $

WestFEST 2015 Geelong West Neighbourhood House 6,000

Reconciliation in the Park 2015 Geelong One Fire Reconciliation Group 6,000

Cloverdale Autumn Festival 2015 Cloverdale Community Centre 6,000

Going Potty Rosewall Neighbourhood Centre 6,000

Geelong Summer Rock Festival Geelong Jukebox Rockers Incorporated 4,000

FIGMENT Geelong 2015 FIGMENT Geelong 6,000Wholefoods Food of the World Festival 2014 Diversitat 6,000Geelong Classic Dancesport Festival DanceSport Victoria 5,000

South Sudanese Youth Cultural Day South Sudanese Nuer Language School of Australia Inc 6,000

HopeFest 2014 Urban Seed Norlane 3,600

Picnic @ The Park Ocean Grove Neighbourhood Centre 6,000

Total Allocation 60,600

Community Festivals Grants (Triennial) FESTIVAL (Triennial) ORGANISATION / AUSPICE $

Drysdale Festival of Glass Drysdale and Clifton Springs Community Association Inc 8,000

GPAC Poppykettle Children's Festival Geelong Performing Arts Centre 8,000

Total Allocation 16,000

Councillor Community Grants ProgramThe 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 2014-2015, the program saw $240,000 distributed amongst 115 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 2014-2015.

Community Group Project TitleGrant

($)2nd Lara Scout Group Scouting equipment (tents/radios) 1,550AFL Barwon Geelong Diverse Academy Program 3,080Ardoch Youth Foundation Learning Through Lunch Program 1,811Association of Geelong and District Anglican Club

Ron Nelson Memorial Junior Fishing Clinic 2,000

Australia Day Committee auspiced by The Port Report Association

Australia Day Event 2015 2,500

Australian Multicultural Community Services Multicultural Lunch: Volunteering for Ethnic Communities in Geelong

1,000

Austrian Club Geelong Inc Carpet for community hall project 5,000Badminton Geelong Inc 2014 Li-Ning Ede Clendinnen Shield and

Australian Closed Badminton Championships4,000

Barrabool CFA Purchase of a portable AED (Automated External Defibrillator)

900

Barrabool Cricket Club Pedestrian gate to reserve (re Ceres WW1 Memorial Gates Project)

1,000

Barrabool Hills Baptist Church Carols in the Hills - 2014 1,500Barwon Community Legal Service Inc Elephant in Your Room (Family Violence

Awareness Project)3,000

Barwon Heads Tennis Club Bike rack installation 500Barwon Health Health and Healing Program 4,000Barwon Health Foundation Health Volunteer Managers Forum 500Bell Post Hill Bowls Club Replacement of outdated scoreboards 1,000Bell Post Hill Playgroup Library corner and new toys 1,584Bellarine Bears Baseball Club Establishment of club - purchase of

equipment for juniors1,000

Bellarine Unit VICSES Protecting the rescuers – purchase of additional equipment for SES new emergency vehicles

3,046

Bellarine Woodworkers Inc Concrete works 3,000Belmont Croquet Club Club heating/cooling 2,500Belmont Park Pavilion Committee of Management

Purchase of defibrillator for community hall 1,000

Belmont Senior Citizens Upgrade stage lighting at centre 2,815Bluebird Foundation Volunteer recognition ceremony 3,000Ceres Community Association Marquee hire for Anzac Centenary Ceremony

2015 - official opening of Ceres Memorial Gates

2,000

Community Group Project TitleGrant

($)CHIP Family Support Group Geelong Inc CHIP Community Forum - Developing

Resilience in Children400

Church by the Bay Portarlington Inc Portarlington Community Carols - 2014 1,000Circolo Italiano Di Geelong Kitchen equipment for Italian seniors club

functions1,100

Cloverdale Community Centre Linking men into the community 4,000Combined Probus Club of Belmont Inc Purchase of a defibrillator - first aid project 2,350Combined Probus Club of Belmont Inc Purchase of an indoor bowling mat to replace

damaged mat1,500

Corio Bay Camera Club Purchase of digital projector 1,950Corio Model Railway Club Defibrillator and first aid training 800Croatian Catholic Centre - St Anthony Geelong Photocopier and computer equipment for

community use3,500

Deakin University Cast Mountain - Osteoporotic Fractures Preventative Project and display

2,000

Diabetes Australia Geelong - Living Well With Diabetes event 3,000Down Syndrome Association of Victoria StepUP for Down Syndrome - awareness

campaign 2,500

Drysdale Bowling and Croquet Club Inc Fencing replacement security project 3,000Drysdale Leopold Pony Club Drawings for proposed club rooms upgrade to

assist with future planning of facility3,000

Drysdale Netball Football Club Uniform upgrade - juniors and seniors 2,500East Geelong Tennis Club Inc (formerly Eastern Lawn Tennis Club Inc)

Replacement fencing and gate mesh 2,500

East Geelong Uniting Church Whittington Strings Project 2,500Encompass Community Services Inc Encompass 30th birthday 750Geelong Amateur Water Polo Assoc Victorian Junior Club Championships 2,500Geelong Amateurs Netball Club Shelters for netball court benches 1,500Geelong Animal Rescue Purchase of trailer 1,000Geelong Cricket Club Incorporated St Mary's oval scoreboard (West Kardinia),

purchase and Installation – joint project with Geelong Cricket Club, St Mary's Football and Netball Club

2,500

Geelong Cycling Club Junior cycling program safety equipment 1,500Geelong Disc Golf Club Inc Tee pad installation upgrade at Barwon Valley

Disc Golf Course3,850

Geelong Dutch Clubs Incorporated Bay City clog dancers music and costume project

2,730

Geelong Netball Club Inc Junior/youth community clinic program 2,500Geelong Rangers Soccer Club Flood lighting at Myers Reserve 1,000Geelong Seventh Day Adventist Church Purchase of freezer for meals program 2,500Geelong Softball Association First aid and player amenity project 3,200Geelong West Senior Citizens Purchase new tables for centre 1,500Greek Orthodox Bellarine Peninsula Club "Agapi"

Purchase of kitchen equipment 1,100

Grovedale Senior Citizens Purchase of tables 3,000Grovedale Tennis Club Inc Installation of heating and cooling 3,500GSODA 50th anniversary celebrations 2,500Hazara Community Geelong Inc Hazara International Day celebration 3,000Heartkids Vic/Tas Heartkids Family Support Outreach Program 2,300Lara and District Mens Shed Power connectivity to new shed 2,125Lara Heritage and Historical Inc Installation of cafe blinds at Lara Museum – to

enclose patio area to facilitate establishment of coffee shop area

3,000

Community Group Project TitleGrant

($)Lara Jean Association Inc Movie Mayhem - program to support families

with children who have rare genetic disorders300

Leopold Community and Learning Centre Computer/printer/marketing to assist with establishment of community centre

2,500

Leopold Cricket Club Leopold Cricket Club turf wicket upgrade project

2,000

Leopold Hall Incorporated New drainage system for community hall 3,000Leopold Hall Incorporated Restump floor and replace window frames at

community hall3,903

Leopold Men’s Shed Re-roofing of machinery shed to address leaks and rust issues

1,150

Macedonian Community Welfare Association Baba and I (playgroup for children and grandparents from CALD community members)

1,000

Maryville Aged Care Inc Fridge for food safety 1,248Melting Moments Meals Relief Inc Purchase of office equipment - required to

assist in establishing an office area to facilitate a low cost meals project with the aim to provide 400 meals per week

2,500

MG Car Club Photocopier for club 600Moolap Baptist Church Moolap Community Carols 1,500Moolap Tennis Club Net post replacements 1,000Murgheboluc Cricket Club Sightscreens for player safety 1,500Newcomb Power Football Club Uniform purchase 2,000North Geelong Cricket Club Inc Pergola/shelter for junior and senior

competition and training as well as for general public use

4,000

Ocean Grove Barwon Heads RSL Sub-branch Anzac Day 2015 - purchase of sound equipment

2,000

Ocean Grove Calisthenics Club Accounting software and laptop 1,000

Ocean Grove Collendina Cobras Junior Football Club

Coaches box replacement 3,000

Ocean Grove Toy Library Special needs toys to cater for increased membership from about 40 to 70 families since moving to new Boorai Centre

1,100

Osborne Park Association Inc Purchase of a projector 550Paddington Toy Library 30th anniversary celebrations 1,498Peace of Mind Foundation Ltd Brain Cancer Support Group 2,195Portarlington Neighbourhood House Inc Purchase of new tables for neighbourhood

house3,449

Portarlington and St Leonards RSL Sub Branch Anzac Day 2015 - hire of marquee 1,961Portarlington Business Development Association Local Community Directory 2015 2,050Portarlington Golf Club Inc Fun on the greens - community golf for juniors 2,500Portarlington Maltese Pensioner Association Audio equipment for events 600Portarlington Neighbourhood House - auspicing Bellarine Quilters

Bellarine Quilters Biennial Quilt Show 2014 500

Probus Club of Portarlington Bayview Inc Community awareness and membership promotional publication

550

Read the Play Read the Play APP project 3,000Rock off MND Promotional project 1,000

Community Group Project TitleGrant

($)Royal Geelong Yacht Club, auspicing International Cadet world Championship Junior Sailing Team

RGYC Cadet World Team Indigenous Art Flag project and community event

2,200

RSL Victoria - auspicing Geelong Surfcoast Veterans Centre

Reaching younger veterans project 1,500

Scout Assoc of Aust - 1st Eastern Park Group Purchase of tents 600Sirovilla Nursing Home Seniors in Character Calendar 1,000South Sudanese Nuer Language school of Australia Inc

Nuer Language School Youth Dancing Group 3,500

South Western District Ladies Golf Association Junior Girls Golf Super Clinic 1,000Springdale Neighbourhood Centre Planter boxes for garden project 1,000St Albans Breakwater Cricket Club Junior section safety and training aid 3,000St Andrews Anglican Church Refugee Material Aid Program 1,000St Johns Ambulance (Vic) Barwon Division Resuscitation equipment 2,676St John's Anglican Church Highton Carols in the Park 3,025St Leonards Bowling Club Lawn bowls scoreboards 2,200St Mary's Sporting Club Inc Kitchen works for club rooms 3,000St Thomas Aquinas Primary School Passive play area 2,500St Albans Football and Cricket Club Inc Installation of handrails to ramp to address

safety hazard2,400

Star Struck Stables Equestrian Vaulting Team Inc

Roller replacement 2,950

Steam Hub Creative Education auspiced by Barwon Heads Arts Council

Puppet making workshop 2,400

The Mark West Foundation Uniforms for participants in scholarship program

4,000

The Salvation Army Northside Just Brass Music books/equipment for junior Just Brass Program

1,500

Victorian Kyokushin Karate Assoc Victorian Kyokushin Karate Championship tournament

2,000

Wallington Cricket Club Cricket nets 1,355Whittington Senior Citizens Purchase of fridge for kitchen at centre 600Youth Engagement Support Ltd Bright Futures Program - equipment purchase 1,000

Total funds allocated   240,000

Disability Action Plan UpdateIn accordance with the Victorian Disability Act 2006, Council has developed a series of Disability Action Plans since 2002.On 10 June 2014 Council adopted the new 2014–2017 Disability Action Plan (DAP). The plan specifies the actions Council is taking to reduce discrimination of people with disabilities in the areas of goods, services and facilities, employment, community participation, and attitudes and practices.

The Disability Action Plan has 28 objectives and 69 actions. Some of the headline actions include: undertaking access audits; prioritising and then undertaking works to improve access to Council community buildings and services; supporting the Street Access and Disability Advisory Committees to advocate on behalf of people with disabilities; identifying training needs of staff to enhance disability awareness; and reviewing Council information in all formats to ensure that it remains accessible.

A sub group of Council’s Disability Advisory Committee (DAC) meets quarterly to review progress of the DAP and identify any gaps for consideration in the annual plan review. As at June 2015, 47 (68 per cent) of the actions had been commenced or were completed.

Activities and developmentsActivities and actions undertaken that demonstrate inclusion of people with disabilities in the community by Council include:

• Pako Festa – provide support to Karingal in the provision of personal care and a rest area during this major community event.

• Loan items – provide ramps for loan to agencies and organisations staging events.

• Vary parking arrangements for the major ‘Having a Say’ conference held in Geelong in February each year.

• RECHARGE scheme – provides free recharge points around Geelong and the Bellarine Peninsula for wheelchairs and scooters.

• In 2014 the International Day of People with Disability (IDPWD) was celebrated in Geelong in conjunction with another major event (the two day Geelong Revival motorsport festival held at the Waterfront Geelong). The event attracted large numbers from within Geelong and further afield, and provided a great opportunity for participants and attendees to be aware of and to celebrate IPDWD as part of the motorsport festival. A mobile accessible art installation known as the ‘Nebula’ was a special attraction.

• In partnership with the Barwon Disability Resource Council (BDRC) and Access4All, Council continues to support the Central Geelong/Waterfront Map. The map provides access information for users of the city centre. It is widely distributed and is available on the Geelong Australia website. BDRC staff are able to make real time changes to the electronic map (Council provided the IT training to BDRC staff).

• Council’s Customer Service (CS) staff have undertaken training and accreditation in access communication skills, which now entitles CS centres to display the recognised and accredited Communication Accessible Symbol. The symbol is used to indicate environments that are communication-friendly.

• Geelong Regional Library Corporation undertook a similar process with support and training from Rural Access and now displays the Communication Access Symbol in the Bellarine libraries.

• The access checklist ‘Accessible Event Guide for Meeting and Event Organisers’ has been updated and distributed across Council. The checklist is a useful guide for staff involved in booking meeting spaces.

• A range of supports are available for people with disability attending meetings for Council business, example Auslan interpreters, hearing augmentation, personal care for specific events and appropriate catering and cutlery/crockery are made available. Council community buildings have a range of facilities available on request.

• The Disability Action Plan Working Group continues to meet quarterly to prioritise and track disability access upgrade works on community facilities within the allocated annual budget. In the past twelve months this has included:

o Marcus Hill Toilet upgrade

o Stage One and Two works at Lara Hall

o Detail design finalised for Ocean Grove Seniors Centre

A full progress report on the Disability Action Plan 2014-2017, including an update on each of the 69 actions will be presented to Council in July 2015, and can be viewed on our website www.geelongaustralia.com.au.

.

Domestic Animal Management Plan UpdateCouncil has a legal obligation under the Domestic Animals Act 1994 to produce a four year Domestic Animal Management (DAM) Plan. The Domestic Animal Management (DAM) 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:

Participation in a Parliamentary Inquiry and Review into the legislative framework involving restricted breed dogs.

The appointment of a dedicated Patrol Officer to assist in the interception of dogs at large and enforcement of the dog control orders which has increased our presence and visibility in public places.

Ongoing review of compliance strategy, including a process to return registered dogs found at large back to their owners on the same day, bypassing the impounding process.

Progressing the installation of dog control signage in off-leash areas.

Conducted a variety of registration and micro chipping road shows.

Budget approved for purchase of utility vehicle for improving the ability to patrol beaches, shared pathways and tracks.

Undertaken scoping for the development of a dog-walking app that outlines the council dog control orders through GPS technology.

Made orders under the Domestic Animal Management Act requiring all newly registered cats to be de-sexed, and all registered cats to be de-sexed by 2017.

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 2013-2014 2014-20151. Average Rates and Charges per Assessment Total rates and charges net billed $170,766,000

$1,547.80 per assessment

$179,895,331$1,605.39 per assessmentNumber of assessments

budget110,328 112,057

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 AssessmentRates and charges declared for residential and garbage and municipal charge excluding vacant land $125,409,461

$1,297.36 per residential

assessment $133,527,844

$1,356.16 per residential

assessmentNumber of residential assessments budget

96,665 98,460

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

$110,345,000 $1,000.15 per assessment

$135,675,000 $1,210.77 per assessmentNumber of assessments

budget110,328 112,057

Liabilities per assessment has increased as a result of the drawing down of two loans to the value of $37.6M.4. Operating Result per AssessmentNet Surplus

$40,771,000 $369.54 per assessment

$76,306,000 $680.96 per assessmentNumber of assessments

budget110,328 112,057

The operating result per assessment has increased due to a significant increase in the surplus as a result of Grants Commission funding being received in June 2015 for the 2015-2016 financial year. There was also additional capital grants income received and subdivision assets recognised. This was partially offset by an increase in salaries and wages.5. Average Operating Expenditure per AssessmentOperating Expenditure

$282,382,000 $2,559.48 per assessment

$292,757,000 $2,612.57 per assessmentNumber of assessments

budget110,328 112,057

The average operating expenditure per assessment has increased due to an increase in salaries and wages, materials and services and depreciation charges.6. Community Satisfaction Rating for Overall Performance of CouncilResult from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

62 66

The 2015 indexed mean score of 66 is an increase on the previous year by four index points. It is six points above the Victorian State index average score and eight points above the Regional Centres average score. 58 per cent of respondents rated overall performance as good or very good (an increase of 8 per cent on previous year) with a further 34 per cent rating it average.

Indicators 2013-2014 2014-20157. Average Capital Expenditure per AssessmentCapital Expenditure

$72,864,708 $660.44 per assessment

$106,731,000 $952.47 per assessmentNumber of assessments

budget110,328 112,057

Capital Expenditure per assessment has increased in 2014-2015 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 and Integrated Children's Centre’s at Barwon Heads, Grovedale, Norlane and Leopold have been under construction during the year.8. Renewal Gap on all assetsCapital Renewal

$20,849,000 For each $1.00 of assets consumption

Council spends $0.45 on renewal.

$23,918,000 For each $1.00 of assets consumption Council spends $0.48 on renewal

Average Annual Asset Consumption

$46,786,000 $49,321,000

Renewal expenditure increased from $20.85 million in 2013-2014 to $23.92 million in 2014-2015. As a percentage of total capital expenditure, renewal expenditure decreased from 28.61 per cent to 22.41 per cent in 2014-2015 due to the mix of projects and the level of expenditure on new projects.9. Renewal and Maintenance GapCapital Renewal and Maintenance $77,663,435

For each $1.00 of asset consumption and planned maintenance Council spends $0.68 on renewal and maintenance

$83,285,484For each $1.00 of asset consumption and planned maintenance Council spends $0.70 on renewal and maintenance

Average Annual Asset Consumptionplus Planned Maintenance

$113,980,516 $119,665,156

The Capital Renewal and Maintenance Gap indicates that expenditure has remained stable in 2014-2015. Council will continue to address the level of maintenance and renewal in line with its Asset Management Plans.10. Advocacy and Community Representation on Key Local IssuesResult from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

58 60

The 2015 indexed mean score of 60 increased by two index points on the previous year and is five points above both the Regional Centres and Victorian State average index scores of 55. 37 per cent of respondents rated overall performance as good or very good (two per cent decrease on previous year) with a further 36 per cent rating it average (eight per cent increase on previous year).

Securing jobs and growing our economy is at the forefront of Council’s lobbying efforts.11. Engagement in Decision Making on Key Local IssuesResult from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

54 54

The 2015 indexed mean score of 54 was the same as the previous year and is one index point higher than the Regional Centres average and two index points lower than the Victorian State average. 32 per cent of respondents rated overall performance as good or very good (two per cent lower than the previous year) with a further 33 per cent rating it average.

Council engaged the community on a regular basis and on a vast amount of topics and projects. In 2014-2015. Council continues to keep the community informed through the “Have Your Say” section on its website and in local newspapers and will also continue to provide feedback on previously held engagement activity. Online engagement opportunities such as forums, ranking, voting and polling will be introduced in 2015-2016.

Annual Financial Report for the Year Ended 30 June 2015

Annual Financial Report Table of ContentsNote Page

Summary of Financial Performance 175Understanding the Financial Report and Financial Statements 179Financial StatementsComprehensive Income Statement 181Balance Sheet 182Statement of Changes in Equity 183Cash Flow StatementStatement of Capital Works

184 185

Introduction 186Significant Accounting Policies 1 186Budget comparison 2 193Rates and Charges 3 195Statutory fees and fines 4 195User fees 5 195Grants 6 196Contributions 7 197Net gain / (loss) on disposal of property, infrastructure, plant and equipment 8 197Other income 9 197Employee costs 10 197Materials and services 11 198Bad and doubtful debts 12 198Depreciation 13 198Borrowing costs 14 198Other expenses 15 198Investments in associates 16 199Cash and cash equivalents 17 200Trade and other receivables 18 200Other financial assets 19 201Inventories 20 201Other assets 21 201Property, infrastructure, plant and equipment 22 202Trade and other payables 23 207Trust funds and deposits 24 207Provisions 25 207Interest bearing loans and borrowings 26 208Reserves 27 209Reconciliation of cash flows from operating activities to surplus (deficit) 28 211Reconciliation of cash and cash equivalents 29 211Financing arrangements 30 211Commitments 31 212Operating leases 32 213Contingent liabilities and contingent assets 33 213Financial instruments 34 215Related party transactions 35 217Events occurring after balance date 36 218Certification of the Financial Report 219

Summary of Financial PerformanceThe following information presents a summary of financial results for 2014-2015 in an easy to understand format. For more detail please refer to the full Annual Financial Report starting on page 181.

Comprehensive Income StatementThe Comprehensive Income Statement shows how much Council has earned during the 2014-2015 financial year. It details where Council receives its income and how it is spent.

Net Result

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Surplus/(Deficit) 37.8 19.7 59.2 40.8 76.3

Total Comprehensive Result *

59.0 83.4 152.3 57.8 73.7

* Includes items that will not be classified to surplus or deficit in future periods (i.e. Net asset revaluation)

Council’s surplus (income less expenditure) of $76.3 million is $35.3 million more than the previous year’s result of $40.8 million. This positive result can be mainly attributed to an increase in Grants Commission funding of $19.9 million, $9.7 million of which can be attributed to the 2015-2016 financial year. $5.9 million was also received in Federal funding, and $6 million in State funding for the Geelong Library and Heritage Centre. Non-monetary contributions totalled $7.6 million more than the previous year, mainly attributable to infrastructure assets. Rates income was also $9.2 million greater than 2013-2014.

Partially offsetting this was the increase in employee costs of $8.4 million and a $2.5 million increase in depreciation.

The total comprehensive result takes into account items that will not be classified to surplus or deficit in future periods. In this case it is the net asset revaluation which in 2014-2015 was a decrement of $2.6 million.

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 $56 million surplus in 2015-2016.

Balance SheetThe Balance Sheet shows what we own (assets), what we owe (liabilities) and our net worth (equity).

Assets The major components of our assets include:

Investments of $78.8 million.

Property Plant and Equipment worth $2.0 billion (an increase of $80.1 million on the previous year).

These components make up 98.2 per cent of our total assets.

Total Assets

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Total Assets 1,710.3 1,815.1 1,955.7 2,024.4 2,123.4

Investments

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Investments 66.3 74.2 71.4 75.3 91.9

Investments have increased to $91.9 million. This covers Council’s long service leave obligation and provides funds to complete carry over capital works.

Property, Infrastructure, Plant and EquipmentProperty, Infrastructure, Plant and Equipment has grown by 23.7 per cent over the last five years with the main categories to increase being property, roads, drainage and recreation assets.

Asset Category 2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

Property 713.1 773.3 781.4 842.8 884.3

Plant and Equipment

23.5 24.5 26.0 24.0 23.4

Roads 341.6 343.2 441.5 443.3 456.7

Footpaths and Bike Paths

89.4 90.7 92.9 95.7 97.3

Kerb and Channel 76.4 77.2 79.3 81.5 82.7

Drainage 218.8 251.3 269.5 275.7 288.9

Recreation 87.8 95.4 94.3 95.8 99.0

Infrastructure Other 22.9 22.7 23.7 26.4 27.9

Work in Progress 47.1 41.8 50.1 40.0 45.1

Total 1,620.6 1,720.1 1,858.7 1,925.2 2,005.3

Capital Program

2010-2011 2011-2012 2012-2013 2013-2014 2014-2015

Capital Expenditure $M

62.7 65.3 60.0 72.9 106.7

Council has an extensive capital works program to renew, upgrade and provide new assets. Council spent $106.7 million on capital works in 2014-2015. This included:

$46.2 million on buildings $23.5 million on roads $9.0 million on recreational, leisure and community facilities $8.1 million on waste management $6.4 million on plant and equipment $6.0 million on other assets $3.8 million on footpaths and cycleways $3.7 million on drainage.

This is represented by:

New asset expenditure $73.5 million Asset renewal expenditure $23.9 million Asset upgrade expenditure $9.3 million.

LiabilitiesCouncil’s liabilities include future commitments to suppliers, to employees for leave entitlements, loans and for landfill provision.

Total liabilities were $135.7 million, an increase of 23.0 per cent on the 2013-2014 balance. This was mainly due to an increase in loan borrowings.

Total Liabilities

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

89.8 111.2 99.5 110.3 135.7

Loans

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

31.5 26.7 32.5 36.6 64.5

Our loan balance equates to 47.5 per cent of our total liabilities. $37.6 was drawn down during the year to fund the Geelong Library and Heritage Centre, Drysdale Landfill and integrated children centre developments in Ocean Grove, Leopold, North Shore and Barwon Heads.

Debt Commitment

2010-2011%

2011-2012%

2012-2013%

2013-2014%

2014-2015%

4.86 4.51 4.23 5.78 6.88

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 2014-2015 was due to a loans worth $37.6 million being taken to fund the Geelong Library and Heritage Centre, Drysdale Landfill and integrated children centre developments in Ocean Grove, Leopold, North Shore and Barwon Heads.

Ratepayer EquityRatepayer equity is represented by Council’s net worth, that is, what we own (total assets of $2,123 million) minus what we owe (total liabilities of $135.7 million). Ratepayer equity as at 30 June 2015 was $1,988 million, a four 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.

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

2014-2015$M

1,620.5 1,703.9 1,856.2 1,914.0 1,987.7

Understanding the Financial Report and Financial StatementsCouncil’s Financial Report 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 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 the Performance Statement.

Financial StatementsThe financial statements consist of five financial reports, explanatory notes supporting the reports and endorsement from the Council and the Victorian Auditor General.

The five financial reports are:

Comprehensive Income Statement

Balance Sheet

Statement of Changes in Equity

Cash Flow Statement

Statement of Capital Works

The explanatory notes detail Council’s accounting policies and the make up of the values contained in the statements.

Comprehensive Income StatementThe 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 SheetThe Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June 2015.

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(s) within the Notes to the accounts).

Statement of Changes in EquityThe 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.

Statement of Capital WorksThis statement provides detail of capital expenditure by asset type and distinguishes renewal, upgrade and new capital expenditure.

Notes to the AccountsThe 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 five 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, Chief Executive Officer and CouncillorsThe Financial 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 ReportThis 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.