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2020 ANNUAL REPORT

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If you would like to receive this publication in an accessible format, please contact: Glenelg Shire Council Customer Service on (03) 5522 2200 using the National Relay Service 13 36 77 if required or email [email protected]

Annual Report 2019 / 2020Annual Report 2019 / 2020

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Report of OperationsShire Profile Our Location Commitments Calendar of Events Highlights and achievements Your Investment in Glenelg ShireFast Facts

GovernanceManagementStatutory InformationLocal Government Performance Indicators

Our PerformanceCouncil PlanPerformance and Reporting FrameworkVAGO Auditor’s Report

Our PeopleOrganisational StructuresCouncil StaffAwards & Recognition

Our CouncilOur Councillors Council Committees Council Services Council Offices

A Year in ReviewMayor’s ReportChief Executive Officer’s ReportChief Financial Officer’s ReportCOVID-19 PandemicCommunity GrantsMajor Capital Works Sustainability in Glenelg Shire

4678

101213

424651

525398

333440

26283032

14161820212425

CONTENTS

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SHIRE PROFILEEncompassing an area of 6,212 square kilometres, the Glenelg Shire includes Portland, Heywood and Casterton and many other small townships and localities. Rolling hills and rich agricultural land to the north give way to a scenic and secluded river region to the west. Pine and blue gum plantations line the roads through the hinterland, while a huge expanse of coastal beaches and rugged cliffs form the southern perimeter, making the Glenelg Shire a thriving tourist destination.

Glenelg Shire is located in south-western Victoria, approximately 360 kilometres from the Melbourne CBD.

WELCOME Glenelg Shire Council is pleased to present the 2019/2020 Annual Report, and celebrate our achievements during the year, and our progress towards the completion of the measures and commitments within the Council Plan 2017–2021.

This report is presented to a wide audience of stakeholders, including ratepayers, local businesses, Government agencies and departments, and those who work, play or study within the Glenelg Shire.

REPORT OF OPERATIONS

INTRODUCTION

The Glenelg Shire Council respectfully acknowledges the traditional lands and waters of the Gunditjmara people, Bunganditj people, Jardwadjali people and their respective cultural heritages. Aboriginal and Torres Strait Islander People provide an important contribution to Australia’s cultural heritage and identify. We respectfully acknowledge the Aboriginal and Torres Strait community living throughout the Glenelg Shire and the contribution they make to the Glenelg Shire’s prosperity and wellbeing.

ORGANISATIONAL VALUES

RESPECT

TEAMWORK

INNOVATION

SERVICE EXCELLENCE

INTEGRITY

ECONOMIC PROFILEGlenelg Shire’s Gross Regional Product is estimated at $0.88 billion, which represents 0.19% of the state’s GSP (Gross State Product).The Glenelg Shire population forecast for 2020 is 19,811, and is forecast to grow to 20,989 by 2036, which is a change of 5.95%. At the end of June 2019, there were 8,618 jobs located in the Glenelg Shire. The largest industry was Agriculture, Forestry, and Fishing, generating 1,816 FTE in 2018/19, followed by Manufacturing and Health Care and Social Assistance.

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Annual Report 2019 / 2020

Image: Photo captured prior to COVID-19. 5

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Wando Vale

Casterton

Sandford

Condah

Milltown

Heywood

Allestree

NarrawongTyrendarra

Cape Bridgewater

Lake Condah

Bahgallah

Merino

Digby

Strathdownie

Dartmoor

Portland

Nelson

Victoria


OUR LOCATION


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OUR VISION Glenelg Shire Council is forward thinking and inclusive. We will continue to innovate and develop our diverse economy to deliver services that meet the needs of our community.

Growing GlenelgSustain and grow a diverse economy and social prosperity

Connecting GlenelgConnecting people, places and spaces

Liveable GlenelgEmbracing inclusive, healthy, sustainable and diverse cultures for living

Creative GlenelgCreative, inspired, forward-thinking and action-oriented

Leading GlenelgCreate shared visions within the community, ensuring agreed outcomes


COMMITMENTS

OUR FOCUS

Image: Photo captured prior to COVID-19.

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JULY 2019• The protection of one of

Australia’s most important indigenous cultural sites was secured for generations to come following Budj Bim Cultural Landscape’s historic UNESCO World Heritage listing. The site is the first listed exclusively in Australia for its Aboriginal cultural value.

• Recycling has been made easier for Casterton residents and visitors thanks to the installation of 18 new Public Place Recycling bin enclosures in the township’s CBD.

• Parking meters were switched off at Portland’s most popular boat ramps in an effort to improve the city’s visitor experience. In a landmark agreement, Glenelg Shire Council and the State Government scrapped all day parking tickets across the Lee Breakwater boat parking precinct to provide for growing demand of recreational fishers and their oversized vehicles.

AUGUST 2019• Internationally acclaimed art,

breathtaking views and servings of an old-fashioned vanilla slice have provided the winning-formula for Narrawong’s Bay of Whales Gallery to claim the 2019 Glenelg Shire Council Business of the Year Award.

• Recreational anglers can enjoy access to revamped facilities within the Local Port of Portland Bay thanks to a series of upgrades, including the installation of a new fish weigh station and upgrades to the fish cleaning tables at the North Boat Ramp.

SEPTEMBER 2019• Portland was profiled as one

of the country’s key regional

OCTOBER 2019 • A new swimming pontoon was

installed at the popular Portland Foreshore precinct. The project, which was a brainchild of the Future Leaders of Industry cohort and Glenelg FreeZa committee, was successfully funded as part of the State Government’s Pick my Project initiative in late 2018.

• Two new Portland whales, Patches of Portland and Storm, were officially named following online naming competitions run through council’s Visitor Information Centres.

NOVEMBER 2019• Glenelg Shire youth helped to

spread the message of positive mental health, with a bold headline featuring on one of the region’s biggest billboards. ‘Throw Colour, Not Shade’ and the fresh faces of Hannah Munro and Zac Nash greeted motorists on the Henty Highway as they drove into Portland thanks to the Live4Life youth initiative.

• Establishing Nelson as a gateway to the Great Ocean Road and strengthening its visitor economy were the key objectives behind the creation of a new tourism roadmap, the Nelson Destination Action Plan.

• The Great Victorian Bike Ride rolled into the Glenelg Shire, with 4000 entrants visiting the townships of Nelson and Portland as part of the iconic event.

• Councillor Anita Rank was re-elected for a historic fourth term as Mayor of Glenelg Shire as part of an all-female leadership team, with councillor Chrissy Hawker elected as the Shire’s first ever Deputy Mayor.

• The Casterton Saleyards maintained its title as one of the region’s premier selling centres after exceeding all categories of a national audit.

DECEMBER 2019 • Local stories of accessibility

and inclusion were spread throughout the Glenelg Shire following the launch of a new creative campaign, The Big Picture 2nd Edition. The project was unveiled as part of International Day of People with Disability (IDPwD) celebrations, featuring images and messages displayed on empty shopfronts throughout the Portland and Heywood CBD.

• The arrival of Cruise and Maritime Voyages’ Vasco Da Gama kick-started a bumper cruise ship season for Portland, welcoming more than 1200 international passengers to shore.

• Two local indigenous students received funding to assist with their future studies as part of the Glenelg Shire Council Aboriginal Education Scholarship program. Portland’s Jannah Firebrace, 21 and former Heywood resident Jerrika Pevitt, 18, were both successful in receiving $3000 scholarships which will be used to cover the financial costs of their tertiary level studies.

cruise destinations at Australia’s peak industry conference, the Australian Cruise Conference, alongside some of the globe’s leading cruise companies.

• Glenelg Shire 2040 was launched following an official opening event, with expert guest speakers discussing new-age concepts such as biotechnology and data science, as well as environmental and demographic trends set to impact the next 20 years.


CALENDAR OF EVENTS

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JANUARY 2020 • The Glenelg Shire 2040

engagement roadshow commenced across the shire, with residents invited to have their say on what the community’s vision should look like for the next 20 years.

• Keith Millard’s generous spirit was publically recognised as he was named Glenelg Shire Council’s Citizen of the Year as part of shire-wide Australia Day celebrations in Portland, Heywood and Casterton.

• Rock legend Jon Stevens headlined 2020 Hooked on Portland Festival on the Portland Foreshore, with more than 10,000 eventgoers flocking to the city to enjoy live music, local produce and fishing as part of the long weekend celebrations.

FEBRUARY 2020 • Heywood Wood, Wine &

Roses annual event held in February 2020.

• The first meeting of the Community Reference Group was held in Heywood, inducting members and sharing findings in the development of the Glenelg Shire 2040 Community Plan.

• In partnership with St Vincent de Paul and the Salvation Army more than 400 Christmas gifts were delivered to those most in need as part of the Glenelg Libraries Food for Fines campaign.

• The redevelopment of the Portland Library has earned the Glenelg Shire Council the award for best ‘Community Assets and Infrastructure Initiative’ at the 2020 LGPro Awards for Excellence. The award recognises council initiatives that provide benefit to the community and showcase partnerships in developing and managing community

assets that are a new, one-off activity of a capital nature.

• The Glenelg Shire has become the 17th council across Australia to commit to utilising natural, renewable products following the endorsement of a new Wood Encouragement Policy. The Policy will encourage the use of responsibly sourced wood to be considered, where feasible, as the primary construction material in all council building and fit out projects.

• A green waste collection service was endorsed following a historic vote at the February monthly council meeting supporting the sustainable recycling practice. This service will be introduced in the coming years.

MARCH 2020 • In an historic milestone for

the Glenelg Shire the dream of the first ever All Abillties Playspace has become a reality, with the gates now open for public use. From advocacy to construction, the $1.2 million community-driven project at the Portland Foreshore has been nearly three years in the making and provides an innovative state-of-the-art play facility, regardless of age or ability.

• In addition to playground equipment, the new All Abillties Playspace design includes a number of unique Indigenous artworks and nature play elements which pay homage to the region’s rich cultural heritage.

Together hotline directs community members to local support services in their township, covering food and hygiene support deliveries, medication deliveries and phone check in and support.

• More than $20 million worth of building permits were passed through the Council during April, setting a record for investment.

• Live4Life, the only youth mental health and suicide prevention program designed specifically for rural communities, received outstanding validation in an independent evaluation.

MAY 2020• A $4.7 million funding package

for the Portland Foreshore Master Plan and the Local Port of Portland Bay’s Marine Master Plan were secured as part of the Victorian Government’s Building Works program. The funding will include the replacement of the Town Jetty and installation of connecting pathways along the Portland Foreshore.

• Cape Bridgewater’s profile as one of Australia’s most beautiful beaches is set to grow even further, following a significant funding boost to implement stages of the Cape Bridgewater Master Plan. Council secured $1.5 million in funding towards the project as part of the Victorian Government’s Building Works program.

JUNE 2020 • For the fourth consecutive

year research confirmed that Council is a state leader in community engagement, customer service and advocacy. Identifying the Glenelg Shire as performing significantly higher than its state-wide counterparts across a number of key performance indicators.

APRIL 2020 • A free community hotline was

established for Glenelg Shire residents requiring support during the Coronavirus pandemic. The 1800 Glenelg

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GROWING GLENELG

• Council secured a $4.7 million funding package for the Portland Foreshore Master Plan and the Local Port of Portland Bay’s Marine master plan as part of the Victorian Government’s Building Works program.

• Nelson Destination Action Plan was completed.

• Business & Tourism Awards were hosted at the Portland Golf Club on 2 August 2019, with 225 stakeholders in attendance. Narrawong’s Bay of Whales Cafe was named the Winner of the 2019 Business & Tourism Awards.

• Budj Bim became inscribed as a UNESCO World Heritage site in July 2019.

• Glenelg Shire 2040 launch took place in September 2019, with over 250 registrations.

• Strong investment pipeline.

LIVEABLE GLENELG

• Councillors endorsed to continue the online Listening Post platform, in addition to hosting Listening Post events on a project basis, rather than the four per year designated township based sessions.

• Completion of an extensive community engagement for the Glenelg Shire 2040 project included township based sessions across the shire.

• The Events Strategy was endorsed by Council in November 2019.

• A Building Management System (heating and cooling system) was installed in the Portland Office, generating 40% energy saving.

• As part of the ‘Internet of Things’ initiatives, water sensors have been installed at Henty Park, to monitor and measure water usage to reduce consumption.

CONNECTING GLENELG

• The Glenelg Tracks and Trails Strategy was endorsed and the and Casterton to Branxholme Rail Trail Feasibility Study was noted by Council in June 2020.

• All Abilities Play Space construction was completed as a fully funded Council Project.

• The Modern Small Business Series was held in August and September 2019, involving 90 participants.

• Hanlon Park lighting upgrade was completed this financial year, with Council contributing $256,000.

• $2.2 million received in funding through the Federal Governments’ Local Roads Community Infrastructure program.

• The Glenelg Shire Waste Management Strategy has remained focused on our public place collection services and the use of smart technology by adding sensors in public place bins measuring the usage data to assist in collection processes.


HIGHLIGHTS AND ACHIEVEMENTS


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LEADING GLENELG

• The 2020 Community Satisfaction survey highlighted Glenelg Shire Council as performing significantly higher than its statewide counterparts across a number of key performance indicators.

• Council achieved a number of milestones in the rehabilitation of the Portland landfill during the 2019/20 financial year. Rehabilitation works during the year focused on the northern half of the site with key targets around mitigating site environmental impacts all being achieved.

• The Glenelg Emergency Management Team prioritised the response and recovery of extensive bush fires during the 2019/20 summer period.

• Green Triangle Freight Action have been the lead advocacy for major road repair, resulting in $180M in Federal Government Funding over 4 years.

CREATIVE GLENELG

• Indigenous art and sculptures were erected and included in the All Abilities Play Space on the Portland Foreshore.

• Arts Glenelg Season Launch held at Portland Arts Centre on 29 November 2019, which was a sold out event.

• The Australian Maritime Museum exhibition at the Portland Library offered activities to attend and participate in, including information on the local shipwreck of the Admella.

• Council supported the Living Laneways Portland project, showcasing a number of local artists. Launch of this project has been postponed due to COVID-19.

• Council contributing to the local StoryTowns projects.

• Jon Stephens headlined the Hooked On Portland Event Australia Day long weekend.

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Your property rates and charges play a vital role in Council’s ability to provide services to our community. For every $100 of rates in 2019/20, Council allocates;

$4TO COMMUNITY DEVELOPMENT & ENGAGEMENT

$13TO WASTE MANAGEMENT & RECYCLING

$10TO LOCAL LAWS, HEALTH & SAFETY

$6TO PARKS & GARDENS

$5TO TOURISM, ARTS & CULTURE

$4TO PLANNING & BUILDING SERVICES

$6TO COMMUNITY FACILITIES & LIBRARY SERVICES

$3TO CHILDREN, FAMILY & YOUTH SERVICES

$3TO HUMAN RESOURCES & PROPERTY RATING

$24TO CAPITAL WORKS PROGRAM

$2TO AGED & DISABILITY SERVICES

$20MAINTAINING ASSETS


YOUR INVESTMENT IN GLENELG SHIRE


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FAST FACTS

8,618LOCAL JOBS

1,927LOCAL BUSINESSES

9,220EMPLOYED RESIDENTS

13,850RATEABLE PROPERTIES (ALL STATISTICS ARE GATHERED FROM ABS.GOV.AU AS OF 2013–2018 DATA COLLECTION AND ECONOMY.ID.COM.AU 2018/2019)

GLENELG SHIRE LABOUR FORCE HAVE A SIMILAR PROPORTION OF PERSONS WITH HIGH INCOMES ($1,750 OR MORE PER WEEK) THAN VICTORIA.

2.3AVERAGE HOUSEHOLD

6,215km2LAND AREA (621,471 HECTARES)

2,634kmLOCAL ROADS

36,130ITEMS IN THE LIBRARY COLLECTION

46,811VISITS TO AQUATIC CENTERS

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A YEAR IN REVIEW

MAYOR’S REPORT

What a year it has been for Council and our community. Together we have faced adversity and success, embraced new opportunities and overcame substantial challenges and setbacks.

The past twelve months, particularly in the latter half of the year, have been some of the most turbulent times we have faced in our modern history. However, the exemplary community spirit and resilience of our Glenelg Shire community has never been more evident than before, with an overwhelming show of support to help one another during these difficult times. We are incredibly proud of our altruistic community, who have turned a challenging period of uncertainty into a positive opportunity for further connection and growth.There have also been plenty of other positive moments and achievements to note as we reflect on the past year. For many residents, the year 2040 and what our Shire will look like will have been a well-considered and debated notion. This is because we launched our extensive consultation roadshow for our Glenelg Shire 2040 Community Plan, visiting all corners of the Shire to discuss the dreams, aspirations and hopes for our region over the next 20 years. From October 2019 until the end of February 2020, we received feedback from more than 1,200 people at a number of face to face events and meetings, as well as online. We heard that the most important things to residents include the natural environment, industry and education, and lifestyle options, amongst other things.From here our Community Reference Groups, made up of volunteers from townships across the shire, will work together to develop the plan for our future. It is an incredibly exciting time as we look to embed the first of its kind community-driven document into council’s strategic decision-making practices.


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2020 will also be remembered as the year when Council successfully secured funding for two of its biggest projects — Portland Foreshore and Cape Bridgewater. The Portland Foreshore and Cape Bridgewater are some of the Shire’s most iconic and well frequented destinations, however further investment is needed to enhance accessibility, create further recreational opportunities and to protect these world class natural assets.The multi-million funding package from the State Government will see the replacement of the town jetty and installation of connecting pathways along the Foreshore precinct, and beach reclamation, dune reinstatement and improved pedestrian access to the beach at Cape Bridgewater.This is a landmark occasion for the Shire following years of ongoing advocacy and will ensure the Glenelg Shire’s profile as a major tourist attraction is further strengthened.We anticipate that works on these significant projects will commence in 2021. There was also some historic decision making in the chamber this year, as Councillors voted to waive all household rates and fee increases, and to abolish all parking meters and paid parking in the Portland CBD. These measures, coupled with our Business Support Program, aimed to put the needs of households first and support our community as much as possible during the pandemic period.Looking ahead, the achievements of the past 12 months will further enhance the liveability and prosperity of our Shire for years to come. I look forward to seeing what the future holds.

Cr Mayor Anita Rank

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The 2019–2020 year was one of significant disruption. With bushfires raging in many parts of our shire in December 2019 and January 2020, and the COVID-19 virus making its way around the world and entering our local communities in February 2020, we have never experienced such uncertainty. The impact of COVID-19 will have an enduring effect on the way we go about our daily lives and the way we’ll deal with the economic and social consequences. As a community we should be forever grateful for the outstanding work done by our emergency services and front-line health staff. They continually put themselves at risk in order to keep our communities safe. Thank you. The impact of the many restrictions has been felt by everyone and our community has responded in a very resilient, practical and capable way. Council’s delivery of services, events and programs have been disrupted since March 2020. However, it is important that we follow the State Government’s health advice, and this was reflected in the way we delivered our services. As State Government directives have changed, Council was able to resume most services from May 2020. Council’s response to the pandemic was first and foremost to protect the health and safety of our community and provide as much support as possible. This support included a freeze on all rates, fees and charges in the 2020–2021 budget to assist with limiting financial stress for households across the Shire. Council is committed to continually reviewing its financial situation to minimise further impacts on our community.

These major challenges often overshadow some amazing achievements that have occurred throughout the shire during the past year. In July 2019 we witnessed the incredible event celebrating the Budj Bim ancient indigenous aquaculture site being added to the UNESCO World Heritage list as an area of outstanding universal value. After so many years of advocacy, the UNESCO World Heritage listing is the pinnacle of recognition. Congratulations and well done to those involved over so many years. A number of initiatives were introduced, and capital works projects completed during the year. The initiatives introduced were to support and grow our local economy, such as the Return to Business program, which offers financial support for local businesses to seek professional advice and the Retail Façade Upgrade Program, which provides grants or loans for businesses to refresh or upgrade their shopfronts.We also accelerated the delivery of our capital works to engage local contractors, businesses and trades across more than $15 million worth of key projects. Projects announced for works in 2020–2021 include:

• Cape Bridgewater Bay Foreshore masterplan stage one works;

• Portland Foreshore pathways and boardwalks;• Port of Portland Bay Town Jetty, Marina

extension and Trawler Wharf extension;• Footpath connectivity improvements

in Heywood and Casterton;• Portland Gateway Signage;• Portland Dog Park;• Dartmoor tracks and trails works;• Portland Airport runway resealing;• Safety improvements along Percy

Street, Portland; and• Community recreation infrastructure across the

shire such as pump tracks, exercise equipment and various playground improvements.

Some of our notable successes and achievements during the year included the completion of the Shire’s first-ever All Abilities Playspace, located on the iconic Portland Foreshore. From advocacy to construction, the community-driven project has been over three years in the making and

A YEAR IN REVIEW

CHIEF EXECUTIVE OFFICER’S REPORT


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provides an innovative state-of-the-art play facility accessible to everyone.The playspace was funded solely by Council and is the first of its kind for the region, offering a mixture of equipment, nature-play elements, Indigenous artwork and gathering spaces. This playspace also complements our existing community infrastructure, such as the Changing Places facility and the Youth Activity and Skate Space, which have been pivotal in increasing visitation to the area and revitalising the Foreshore precinct.As we opened the playspace facility to the community, another community facility was recognised at a state level. The redevelopment of the Portland Library was awarded the Community Assets and Infrastructure Initiative at the 2020 LGPro Awards for Excellence.The Portland Library Redevelopment was a significant project for Council with the facility expanded and refurbished with meeting rooms and dedicated study and youth spaces to meet the evolving needs of our community. It was fantastic to see this project, along with the achievements of all staff and project partners involved, recognised at a state level. The success of this particular project is evident with the growing increase in Portland Library visitation numbers.The Hooked on Portland festival on the January long weekend attracted thousands of residents and visitors to this Council facilitated event. The spectacular image of former Noiseworks and INXS frontman Jon Stevens performing classic Australian rock music a highlight and greatly enjoyed by the crowd.The festival has quickly established itself as a premier event, attracting visitors from across the country because of the high-quality entertainment accompanied by local food and wine offerings. We look forward to seeing the festival continuing to evolve and showcase the very best of what our region has to offer when the time is right to recommence.Despite the disruptions faced by us all in 2020, there are still many achievements from the year to reflect on and our organisation will continue to find new ways to adapt, plan and invest for our community’s future. Council staff are committed to helping everyone in our community achieve great things.

Greg Burgoyne Chief Executive Officer

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LiquidityCash balance at 30 June 2020 has increased significantly and is mainly attributed to a new loan required for major capital projects in 2020/21. The working capital ratio which assesses ability to meet current commitments is calculated by measuring current assets as a percentage of current liabilities. Council’s result of 133% is a positive indicator of financial position.

Operating positionGSC attained a deficit of $3.4 million in 2019/20 versus budgeted expectation of $3.3 million mainly attributable to the adjustment required for the landfill provision in June 2020. The adjusted underlying result, after removing non-recurrent capital grants, cash contributions and non-monetary capital contributions, was a deficit of $7.04 million.

Lauren Easson, Chief Financial Officer

A YEAR IN REVIEW

CHIEF FINANCIAL OFFICER’S REPORT

OPERATING POSITION

2019/202015/16 2016/17 2017/18 2018/19

Adj

uste

d un

derly

ing

surp

lus

/ -de

ficit

$M $2

$0

$4

-$2

-$4

-$6

-$8

-$9.

52

-$2.

91

-$7.

04

$2.8

3 $3.6

0

-$10

Cash

$’0

00

2019/202015/16 2016/17 2017/18 2018/19

$5

$0

$10

$15

$20

$25

$19,

064

$13,

851

$12,

954

$13,

287

$20,

129

CASH POSITION W

orki

ng C

apita

l Rat

io

2019/202015/16 2016/17 2017/18 2018/19

50%

0%

100%

150%

200%

LIQUIDITY POSITION

150% 154%167%

123%133%

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Glenelg Shire Council (GSC) financial position is outlined below. Detailed information relating to financial performance is included within the financial statements and performance statement sections of this report.

ObligationsGSC debt ratio which is measured by comparing interest bearing loans and borrowings to rate revenue was 38% at 30 June 2020, this increase was a result of new borrowings to fund major capital works. The asset renewal ratio which is measured by comparing asset renewal expenditure to depreciation was 55%. GSC spent $4.6 million on renewal works during the year.

Stability and efficiencyRate concentration which compares rate revenue to adjusted underlying revenue was 40% for the year which is within the expected target band of 30% – 80%. For the 2019/20 year, the average residential rate per residential assessment was $1,044 which was an increase of 3% per assessment from the previous period. This was a result of a small decrease in value of primary production land, which impacted residential rate income in line with rate capping.

Deb

t Out

stan

ding

at 3

0 Ju

ne in

mill

ions

% o

f Deb

t Out

stan

ding

to R

ate

Inco

me

2019/202015/16 2016/17 2017/18 2018/19

DEBT POSITION

$4.7

$3.8$3.4

$2.9

$9.5

21%

16%14%

12%

38%

2019/202015/16 2016/17 2017/18 2018/19

5%

0%

10%

20%

15%

25%

50%

35%

45%

30%

55%

40%

RATE REVENUE CONCENTRATION %

51%49% 49%

39%41%

2019/202015/16 2016/17 2017/18 2018/19

25%

0%

50%

75%

100%

ASSET RENEWAL RATIO

85% 84%

72%

92%

55%

2019/202015/16 2016/17 2017/18 2018/19

$400

$300

$600

$500

$700

$1000

$900

$200

$100

$0

$800

$1100

AVERAGE RESIDENTIAL RATES

$1,0

13

$1,0

44

$1,0

48

$989

$1,0

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A YEAR IN REVIEW

COVID-19 PANDEMIC

2020 saw a year of disruption and challenges for the Glenelg Shire as our organisation and community grappled with the significant changes incurred by the global COVID-19 pandemic.

The COVID-19 outbreak spurred an international health crisis on an imaginable scale, disrupting all aspects of everyday life. The ripple effects were felt within our municipality as local businesses were forced to close or quickly adapt their services, a once thriving events calendar came to an immediate halt and local health agencies braced for a looming insidious threat.

Council’s delivery of services, events and programs were also completely disrupted. The organisation faced an uncertain and ever-changing environment, with increased demands on some services and a complete reduction on certain activities. The impact was swift yet substantial — a complete change in Council’s operation and delivery of services, including closures of many popular community and recreational facilities.

Council’s response to the pandemic was first and foremost protecting the health and safety of the community, as well as providing support where possible. The 2020/2021 Council Budget saw a freeze on all rates and Council fees and charges, reducing financial stress for households and businesses. Furthermore a number of measures were introduced, such as a ‘Return to Business’ program and the accelerated delivery of capital works to engage local contractors, businesses and trades in more than $15 million worth of key projects.

The 1800 Glenelg Together hotline was also established by Council in collaboration with health agencies and community groups to connect local residents, particularly those most vulnerable or isolated, to the necessary support services.

Following the easing of restrictions Council worked diligently to ‘re-open’ the many impacted services and programs across the Shire, maintaining a proactive and consistent approach for a safe return to work program. This has resulted in a new business model for the organisation, focusing on public health, community support and financial sustainability for both the short and long term future.

The irrevocable effects of COVID-19 will be felt within our municipality for years to come, with health and hygiene measures such as social distancing and frequent hand washing an accepted social norm.

As our national economy faces a turbulent recovery process, our local economy will also experience challenges posed by the COVID-19 aftermath, such as a loss in international visitation, an overhaul of social and recreational events and a shift in consumer behaviour.

However the pandemic has highlighted the readiness of digital technologies and how quickly residents and businesses have embraced online solutions. Many businesses have used the pandemic as an opportunity to upskill and innovate and have found new ways to successfully deliver their services or products.

But perhaps the greatest outcome of COVID-19 has been the resilience of the Glenelg Shire community and the overwhelming show of support to help one another. Individuals and groups from all corners of the shire have highlighted the level of community spirit that thrives within our region, with some fantastic initiatives, programs and activities created throughout the pandemic.

We are incredibly proud of our altruistic community, who have turned a difficult period of uncertainty into a positive opportunity for further connection and growth.


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A YEAR IN REVIEW

COMMUNITY GRANTS

NO NAME OF PERSON RECEIVING GRANT/DONATION DETAILS AMOUNT $

1 Bahgallah Memorial Hall Committee Inc Community Grants Round 2 2019–2020 — Recreation 1,000.00

2 Bahgallah Memorial Hall Committee Inc. Community Grant Round 1 2019/2020 — Public Halls 1,000.00

3 Breakaway Creek/Knebsworth Social Committee Community Grants Round 2 2019–2020 — Recreation 3,500.00

4 Caribou Publications Tour of the Great South Coast 2019 Host Sponsorship 33,000.00

5 Caribou Publications Tour of the Great South Coast 2019 Support Sponsorship 11,000.00

6 Caribou Publications Tour of the Great South Coast 2019 Visit Victoria Sponsorship — Instalment 1 13,750.00

7 Caribou Publications Tour of the Great South Coast 2019 Visit Victoria Sponsorship — Instalment 2 13,750.00

8 Casterton and District Historical Society Community Grant Round 1 2019/2020 — Community Strengthening 998.00

9 Casterton Bowling Club Community Grants Round 2 2019–2020 — Recreation 900.00

10 Casterton Business & Development Association Community Grant Round 1 2019/2020 — Community Events 950.00

11 Casterton Business & Development Association Annual Funding for Christmas Festival 5,000.00

12 Casterton Business & Development Association. Community Grants Round 2 2019–2020 — Recreation 1,000.00

13 Casterton Croquet Club Community Grant Round 1 2019/2020 — Recreation 1,300.00

14 Casterton Croquet Club Community Grants Round 2 2019–2020 — Recreation 200.00

15 Casterton Croquet Club Community Grants Round 2 2019–2020 — Recreation 700.00

16 Casterton Golf Club Community Grant Round 1 2019/2020 — Community Events 5,000.00

17 Casterton Kelpie Festival Triennial Event Funding 13,500.00

18 Casterton Motor Enthusiasts Club Community Grant Round 1 2019/2020 — Community Events 1,500.00


21


19 Casterton Old Courthouse Community Centre Community Grant Round 1 2019/2020 — Public Halls 4,000.00

20 Casterton P&A Society Community Grant Round 1 2019/2020 — Community Events 2,000.00

21 Casterton Polocrosse Club Community Grant Round 1 2019/2020 — Recreation 4,000.00

22 Committee For Portland Community Grants Round 2 2019–2020 — Recreation 800.00

23 Dartmoor & District P & A Society Inc. Community Grant Round 1 2019/2020 — Community Events 1,000.00

24 Dartmoor & District Progress Association Inc. Community Grant Round 1 2019/2020 — Community Strengthening 1,000.00

25 Dartmoor Football Netball Club Community Grants Round 2 2019–2020 — Recreation 3,500.00

26 Dartmoor Public Hall & Recreation Reserve Community Grants Round 2 2019–2020 — Recreation 3,800.00

27 Dunrobin Public Hall Committee of Management Community Grant Round 1 2019/2020 — Public Halls 5,000.00

28 Fitzroy River Quilters Auspiced by Promoting Heywood Community Grant Round 1 2019/2020 — Recreation 1,245.00

29 Friday Sewing Group Community Grants Round 2 2019–2020 — Recreation 1,000.00

30 Friends of the Great South West Walk Community Grants Round 2 2019–2020 — Recreation 5,000.00

31 Girl Guides Community Grants Round 2 2019–2020 — Public Halls 700.00

32 Glenelg Pony Club Community Grant Round 1 2019/2020 — Recreation 1,000.00

33 Glenelg Pony Club Community Grants Round 2 2019–2020 — Recreation 926.00

34 Henty CWA Country Women's Association Community Grant Round 1 2019/2020 — Community Events 1,000.00

35 Heywood & District Garden Club Community Grant Round 1 2019/2020 — Community Strengthening 1,000.00

36 Heywood Golf Club Inc. Community Grant Round 1 2019/2020 — Recreation 800.00

37 Heywood Junior Football Club Community Grants Round 2 2019–2020 — Recreation 1,000.00

38 Heywood Men's Talk Group Inc/Heywood Men's Shed Community Grants Round 2 2019–2020 — Recreation 1,000.00

39 Heywood Pony Club Community Grant Round 1 2019/2020 — Recreation 800.00

40 Heywood Wagon Shed Community Grants Round 2 2019–2020 — Recreation 1,600.00

41 Hotspur Management Committee Community Grants Round 2 2019–2020 — Recreation 980.00

42 Hotspur Management Committee Inc. Community Grant Round 1 2019/2020 — Public Halls 979.00

43 Julia Street Creative Space Community Grants Round 2 2019–2020 — Recreation 5,000.00

44 Merino Digby Lions Club Community Grant Round 1 2019/2020 — Community Strengthening 5,000.00

45 Mt Richmond Hall Saleyard Committee Inc Community Grants Round 2 2019–2020 — Public Halls 5,000.00

46 Mumbannar Recreation Reserve Community Grant Round 1 2019/2020 — Public Halls 5,000.00

47 Narrawong Hall Committee Community Grant Round 1 2019/2020 — Public Halls 5,000.00

48 Nelson Mens Shed Inc. Out of Time Community Grant 500.00

49 Nelson Public Reserves Committee of Management Community Grants Round 2 2019–2020 — Recreation 3,155.00

50 Nelson Tourism Association Community Grant Round 1 2019/2020 — Community Events 4,500.00

51 Portland & District Kennel Club Inc. Community Grant Round 1 2019/2020 — Recreation 830.00

52 Portland BMX Club Minor Community Grant 500.00

53 Portland BMX Club Community Grants Round 2 2019–2020 — Public Halls 3,500.00

54 Portland Card Making Group Auspiced by South West Healthcare Community Grant Round 1 2019/2020 — Community Strengthening 840.00

55 Portland classic auto club Community Grants Round 2 2019–2020 — Public Halls 2,000.00

56 Portland Dahlia Society Community Grant Round 1 2019/2020 — Community Events 1,000.00

57 Portland District Therapy Dogs Community Grants Round 2 2019–2020 — Public Halls 1,000.00

58 Portland District U3A Inc. Community Grant Round 1 2019/2020 — Public Halls 2,470.00

59 Portland Dog Obedience Club Inc Community Grants Round 2 2019–2020 — Public Halls 2,000.00

60 Portland Golf Club Inc. Community Grant Round 1 2019/2020 — Recreation 4,000.00


22


61 Portland Golf Club Inc. Community Grant Round 1 2019/2020 — Recreation 900.00

62 Portland Golf Club Inc. Sponsorship of South West Golf Classic January 2020 500.00

63 Portland Gymnastics Club Community Grants Round 2 2019–2020 — Public Halls 500.00

64 Portland Heywood field and game Community Grants Round 2 2019–2020 — Public Halls 3,000.00

65 Portland Little Athletics Centre Community Grant Round 1 2019/2020 — Recreation 3,000.00

66 Portland Mens Shed Community Grants Round 2 2019–2020 — Community Support 5,000.00

67 Portland Netball Association Community Grants Round 2 2019–2020 — Public Halls 1,000.00

68 Portland Pony Club Minor Community Grant 500.00

69 Portland Soccer Club Community Grant Round 1 2019/2020 — Community Strengthening 307.00

70 Portland Soccer Club Community Grant Round 1 2019/2020 — Recreation 4,000.00

71 Portland Squash and Racquetball Club Community Grant Round 1 2019/2020 — Recreation 1,000.00

72 Portland Squash and Racquetball Club Community Grants Round 2 2019–2020 — Community Support 1,400.00

73 Portland Surf Life Saving Club Inc. Community Grants Round 2 2019–2020 — Community Support 1,800.00

74 Portland Women In Business Auspiced by Committee For Portland Community Grant Round 1 2019/2020 — Community Strengthening 1,000.00

75 Portland Yacht Club Community Grants Round 2 2019–2020 — Arts, Culture & Heritage 4,400.00

76 Promoting Heywood & District Committee Inc. Annual Donation towards Christmas celebrations 6,000.00

77 Rotary Club of Portland Bay Community Grant Round 1 2019/2020 — Community Strengthening 1,000.00

78 Southern 500 Speedway Community Grants Round 2 2019–2020 — Community Support 800.00

79 Stumpy Gully Bush Band Community Grant Round 1 2019/2020 — Community Events 4,500.00

80 Upwelling Festival Inc. Triennial Event Funding 13,500.00

81 Wallacedale Community Hall Community Grant Round 1 2019/2020 — Public Halls 1,000.00

82 Wando Vale Memorial Hall Committee Inc. Community Grants Round 2 2019–2020 — Community Support 1,000.00

83 Wando Vale Memorial Hall Inc. Community Grant Round 1 2019/2020 — Public Halls 860.00

84 Wood Wine & Roses Triennial Event Funding 15,000.00

85 Wood Wine & Roses Triennial Event Funding 10,000.00


23

A YEAR IN REVIEW

MAJOR CAPITAL WORKS

ALL ABILITIES PLAYSPACE• Total Cost — $1,050,986• Grant Funding — Fully Council Funded

This project was undertaken by Red Rock Landscapes in conjunction with Justin Staggard Architect. The All Abilities Playspace was opened to the public in February 2020 and is a pivotal component of the Portland Foreshore Masterplan. This was a large achievement with the project being completely Council funded.

DRILL HALL CARPARK • Total Cost — $250,000• Grant Funding — Fully Council Funded

The upgrade of the Hall Carpark was a project fully funded by Council. This project involved the levelling of the existing carpark at the rear of the Council Office, tree removals, retaining wall works, resealing and line marking. The carpark has been subject to numerous near miss vehicle incidents and slip/trip incidents.

ALEXANDRA PARK NETBALL COURTS• Total Cost — $552,134• Grant Funding — $485,000

This project was stage one of the Alexandra Park Masterplan, which involved the full redevelopment of netball courts, including resealing, line marking and interchange bench replacements.

HANLON PARK LIGHTING • Total Cost — $544,000• Grant Funding — $288,000

The Hanlon Park Lighting Project involved the upgrade to the Football Oval lighting providing AFL standard lighting and towers and the Netball Court lighting to enhance the playing abilities. The project was completed with a grant contribution of $288,000 and Council contribution of $256,000.

CASTERTON DEPOT LUNCHROOM• Total Cost — $207,000• Grant Funding — Fully Council Funded

The Casterton Depot Lunchroom upgrade was a fully Council funded project. The project involved the demolition of the existing lunchroom and office space and the construction of a new lunchroom.

Image: Photo

captured prior

to COVID-19.


24

NORTHERN BOAT RAMP LIGHTING UPGRADE23 new LED street lights have been installed at the Northern Boat Ramp and carpark facilities at the Local Port, providing a safer and more environmentally friendly experience for users visiting the area at night. The lighting upgrades were partly funded by Sustainability Victoria’s Local Government Energy Saver Program.

INTEGRATED WATER MANAGEMENT (IWM)Council continues to support the Great South Coast Integrated Water Management program led by Wannon Water by participating in projects such as Building IWM capacity through an urban drainage community of practice and Urban Water Atlas. Both project aim to increase Council understanding and expertise in the retention and use of water minimising reliance on potable water supplies.

REDUCING WEED INFESTATION ON COUNCIL MANAGED LAND Council continued to receive State funding for the control of noxious weeds on local roads with the control of blackberry and gorse being a major target.

BUILDING ENERGY EFFICIENCYCouncil received funding from Sustainability Victoria’s Local Government Energy Saver Program to assist in the upgrade of the Heating, Ventilation and Cooling (HVAC) system at the Portland Administration office. A new computer controlled system now monitors and maintains air quality and temperature with the offices and public meeting rooms providing a stable environment while reducing running costs by more than 40%.

A YEAR IN REVIEW

SUSTAINABILITY IN GLENELG SHIRES

25

The Glenelg Shire is an unsubdivided municipality consisting of seven (7) councillors. A local election was held in 2016, in which 2 new Councillors and 5 incumbents were elected to office, to serve a four (4) year term.

On 6 November 2019 at a Statutory Meeting, Cr Anita Rank was elected as Mayor of Glenelg Shire Council for a fourth consecutive term during the 2019/20 Mayoral Year.

On 6 November 2019 at a Statutory Meeting, Cr Chrissy Hawker was elected as Deputy Mayor of Glenelg Shire Council for the 2019/20 Mayoral Year.

The current Council is;

Mayor Cr. Anita Rank Mobile: 0408 276 563 [email protected]

Committees:

Cr. Chrissy Hawker Mobile: 0428 618 760 [email protected]

Committees:

OUR COUNCIL

OUR COUNCILLORS


26

Cr. Karen StephensMobile: 0488 900 645 [email protected]

Committees:

12ORDINARY COUNCIL MEETINGS

138RESOLUTIONS MADE

3SPECIAL COUNCIL MEETING

Cr. Robert HallidayMobile: 0427 573 672 [email protected]

Committees:

Cr. Alistair McDonald Mobile: 0428 033 654 [email protected]

Committees:

Cr. Gilbert WilsonMobile: 0488 900 634 [email protected]

Committees:

Cr. Geoff WhiteMobile: 0419 320 954 [email protected]

Committees:

See next page for committee icon explanations. 27

Advisory Committees

Casterton Railway Precinct Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on the preservation, maintenance and development of the Casterton Railway Precinct.

Casterton Livestock Saleyards Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on the operation and maintenance of the Saleyards, the capital works required to meet industry standards, policy making and implementation to meet industry regulations and legislation and the recommendation of annual fees and charges.

Glenelg Mara Quorin Aboriginal Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council and the community on the progress towards the implementation of the Glenelg Aboriginal Partnership Plan, and development of a communication and engagement strategy.

Glenelg Municipal Emergency Management Planning Committee (aoC)

The function of the Advisory Committee is to prepare a draft municipal emergency management plan for consideration by Council, and advise Council on any other matter required by the provisions of the Emergency Management Act 1986 and 2013, and Emergency Management Manual of Victoria (EMMV).

Glenelg Municipal Fire Management Planning Committee (aoC)

The function of this Advisory Committee is to plan for fire management, including preparation, of fire events throughout the municipality. This committee also considers legal, land tenure and use, administrative and municipal borders.

Heritage Advisory Committee (aoC)

The function of the Advisory Committee is to provide advice to Council on the development of Council Policy relating to heritage matters, advise and recommendations of applications for heritage restoration loans and grants made available by Council, and act as an information resource to Council’s Heritage Advisor, Council or Council Officers to assist with local information on specific heritage places and objects.

Australia Day Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on matters relating to Australia Day, such as Australia Day Award, Australia Day Celebrations and the Australia Day Ambassador Program.

OUR COUNCIL

COUNCIL COMMITTEES


28

Local Port of Portland Bay Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on policies relating to legislation surrounding operation of the Harbour, communicate issues identified by Port users, and operational issues that may affect the Port of Portland Pty Ltd and Local Port of Portland Bay.

Strathdownie Drainage Advisory Committee (aoC)

The function of the Advisory Committee is to provide advice to Council on the development of Council Policy relating to Strathdownie Drainage area matters, and provide recommendations on the operation, maintenance, improvement, and administration of the Strathdownie Drainage Area.

Tourism Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on marketing and promotion, policy relating to the development of Tourism product; and the identification of new ideas.

Volunteering and Wellbeing Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on the issues facing volunteers and volunteer groups in the Glenelg Shire region, the issues facing people with a disability, their families and carers, and disability service groups in the Glenelg Shire region, and the implementation of actions identified in the Volunteer Strategy, Access and Inclusion (Disability) Action Plan, and Municipal Public Health and Wellbeing Plan (the Plans).

CEO Review Committee (aoC)

The function of the Advisory Committee is to review the performance of the CEO on an annual basis and provide a recommendation to Council in relation to the CEO’s annual performance review.

Community Grants Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on recommended applications to be funded and the amounts by grant category in each of the two annual grant rounds, and the total amount of funds to be dispersed in each of the two annual grant rounds by grant category.

Audit Committee

More information on the Audit Committee can be found on page 40.

29

Glenelg Shire Council provides more than 120 services to people of all ages and stages of life around the shire.

ADVOCACY• Seek federal and state grants for the Shire • Advocate on a diverse range of issues on behalf

of the community, Council and the region

ARTS AND CULTURE• Program of touring performances and exhibitions • Management, conservation and periodic

display of Council’s Cultural Collection • Community Arts Program

CHILDREN’S SERVICES • Kindergartens and Childcare • Management of contractors for Maternal and

Child Health (including immunisations)

COMMUNITY • Australia Day celebrations/Citizen Awards • Volunteer functions and Support • Senior Citizens Week celebration• Recognition of special birthdays and anniversaries • Community meetings • Citizenship ceremonies • Community directories • Community Grants Program — Arts and

Culture, Tourism, Recreation and Public Halls • Financially support SES and Portland Cable Trams• Health and Wellbeing Plan — implementation• Communication — Community News; • Council Website and Online Services • Aboriginal Partnership Plan and Reconciliation Week

CONTRACT MANAGEMENT • Tenderlink — E Tendering• Procurement Services

ECONOMIC DEVELOPMENT AND BUSINESS SUPPORT• Business support and advice• Marketing services • Business and community liaison

to local and new industries • Major project facilitation• Caravan Parks

EMERGENCY MANAGEMENT• Municipal emergency management services • Strategic planning/coordination for

fire and other emergencies, relief and recovery, community resilience

• Identification, implementation and review Neighbourhood Safer Places

ENVIRONMENTAL SUSTAINABILITY • Support, and assist residents to reduce

everyday environmental impacts. • Natural resource management • Resources efficiency — CO2 emissions, water• Climate resilient communities

GENERAL • Leases and Licences, Building and Land• Capital Works Maintenance

HOME AND COMMUNITY CARE (HACC) AND AGED AND DISABILITY SERVICES • Assessment care planning • Domestic Assistance (HACC) • Personal and Respite Care • Property maintenance • Planned Activity Group (PAG) • Meals on Wheels • Senior Citizen Centre’s

OUR COUNCIL

COUNCIL SERVICES


30

INFRASTRUCTURE SERVICES • Footways and bicycle paths • Aerodrome Management Portland and Casterton • Civil Works Design, Construction and

Maintenance Delivery (local roads and bridges) • Infrastructure asset management • Infrastructure investigation, design, project delivery • Public lighting • Urban and rural drainage• Casterton Saleyards

LIBRARIES • Books, CDs, videos, DVDs, magazines and

newspapers to borrow and browse• Online resources and photocopying• Preschool story time and school holiday activities• Spaces to read, relax, study and meet • IT training • Travelling library

LOCAL LAWS• Parking• Domestic Animal registration and control • School crossing • Fire restriction enforcement • Stock on roads• Enforcing Local Laws and State Legislation

PARKS, RESERVES AND PUBLIC PLACES • Urban/landscape design • Public toilets, litter control, street cleaning• Maintain and develop parks, playgrounds,

reserves, Botanic Gardens and open space • Civic and community buildings — maintenance,

restoration and new construction

PLANNING AND BUILDING SERVICES • Planning permits• Policy and zoning • Heritage Advisory Service• Building control • Safety and emergency services

LOCAL PORT OF PORTLAND BAY • Boating Facilities and Waterway Management

PUBLIC HEALTH • Compliance with Food Act 1984 • Registration of premises, food safety

programs, food complaints, temporary events, safety standards, labelling requirements

• Environmental health monitoring • Infectious disease prevention• Potential health impact advice ie: pests • Domestic septic systems in unsewered areas • Monitoring tobacco laws compliance

RECREATION SERVICES • Club development — advice advocacy and support• Management of sporting grounds, aquatic

facilities, reserves, skate parks and open space

RURAL ACCESS AND INCLUSION • Supports the community to increase community

participation for people with a disability.

TOURISM SERVICES• Tourism information, advice and promotion

of the Shire• Events advice

WASTE MANAGEMENT SERVICES • Collection and disposal of general

household garbage • Recycling service and waste minimisation

YOUTH SERVICES • Youth Advisory Groups — youth

leadership and youth engagement• Youth orientated events and festivals —

FreeZa, National Youth Week etc• School Holiday Program • L2P (learner driver) program • Linkages to local, regional and federal

networks and developments• Youth Wellbeing — Live 4 Life and Skittles

31

PORTLAND 71 Cliff Street Portland

Range of services including;• Waste Collection, lost or replacement bins, animal

registration, general property and debtor enquiries• Issue of disabled parking permits• Issue and collection of Sharps containers • Provide new resident kits • Key Collection point for hire of halls and

recreation facilities • E-Waste Drop off Point

HEYWOOD 77 Edgar Street, Heywood

Range of services including;• Vic Roads Agency: Trailer registrations,

learners permit testing, photo licences • Library and IT services • Bank of Melbourne• Maternal and Child Health services • Drop off Centre for Mobile Muster and print cartridges• Listening post site

CASTERTON 67 Henty Street, Casterton

Range of Services including;• Vic Roads Agency: trailer registrations,

learners permit testing, photo licences• Library and IT services • Casterton Saleyard Bookings• Casterton Airport Landings Register • Bank of Melbourne • Drop off centre for mobile muster and print cartridges • Listening post site

OUR COUNCIL

COUNCIL OFFICES


32

COUNCIL

CHIEF EXECUTIVE

OFFICER

• Organisational Development Manager

• OHS Manager• Media & Communications

Officer

• Executive Assistant to CEO• Council Support Coordinator• Tourism & Events Manager

Arts & Culture Manager

Children’s Services Manager

Aged & Disability Services Manager

Library Services Manager

Community Wellbeing Manager

DIRECTOR COMMUNITY

SERVICES

Operations Manager

Project Planning & Facilities Manager

Works Manager

Local Port of Portland Bay Manager

Airport Manager

DIRECTOR ASSETSDIRECTOR

CORPORATE SERVICES

Contract & Procurement Co ordinator

Leases & Licences Officer / Internal Audit

Emergency Management Coordinator

Chief Financial Officer

Regulatory Services Manager

IT Coordinator

Rate & Valuation Coordinator

Records Management Officer

OUR COUNCIL

ORGANISATIONAL STRUCTURE

33

The Chief Executive Officer (CEO) has responsibility for the day to day management of operations in accordance with the strategic directions of the Council Plan. The CEO and three Directors lead the organisation.

In 2019, Robert Alexander, former Director of Assets, tendered his resignation. The resignation of the Director of Assets initiated a restructure of the Executive Management Team. Edith Farrell, former director of Community Services, was appointed to the role of Director of Assets. Ann Kirkham, former Organisational Development Manager, was appointed to the role of Acting Director of Community Services.

Greg BurgoyneChief Executive Officer

The CEO provides high level strategic advice to the Mayor and Councillors and oversees the administrative function of Council ensuring good governance and financial practices.

Assisted by the Directors and Organisational Development Manager, the CEO is responsible for implementing the policies and decisions of Council and the day to day operations of the organisation.

With a focus on development and innovation, the CEO works with the Council and its staff to bring about positive change and growth for the benefit of the Glenelg Shire community.

Teams within the CEO’s department are:• Economy & Investment• Communications• Organisational Development• Digital Glenelg• Council Support

Edith FarrellDirector Assets

(Robert Alexander, Director Assets until December 2019, Edith Farrell, Director Assets commencing January 2020)

The Assets Department comprises of six key service areas including: • Asset Management• Engineering• Waste Management• Operations• Project Planning and Facilities• Airport• Local Port of Portland Bay

The Director Assets is responsible for managing and leading this department, whilst also supporting the Executive Team with financial management, community engagement, Council and organisational policy development. The Director Assets also aims to ensure that Council Plan objectives can be achieved and a high level of customer service can be exercised by the Assets Department.

OUR PEOPLE

COUNCIL STAFF: ORGANISATIONAL STRUCTURE


34

Ann KirkhamActing Director Community Services

(Edith Farrell, Director Community Services until December 2019, Ann Kirkham, Acting Director Community Services commencing January 2020)

The Director Community Services leads a multidisciplinary team across six key service unit portfolios;• Community Wellbeing• Children’s Services• Library and Information services• Aged & Disability• Tourism & Events• Arts & Culture

The Director is responsible for the efficient and effective delivery of a range of services for the community and provides support to projects which promote community capacity building and enhance community wellbeing. The Director also participates as a member of the Executive Leadership Team supporting the CEO who is responsible for guiding the overall strategic, financial and business direction of the organisation.

Joan LewisDirector Corporate Services

The Corporate Services Director is accountable for the leadership and management of a multi-disciplinary team providing efficient operation in accordance with the value, objectives and goals of the organisation.

This team consists of the following services:• Corporate Governance• Finance and Rates• Information Technology• Records Management• Emergency and OHS management• Town Planning, Building Services, Local Laws and

Environmental Health• Customer Service & Facilities Maintenance

35

RECOGNITION OF STAFF AND THANK YOU WEEK The annual staff recognition event was due to be held in Portland, Heywood and Casterton, between the 23 March 2020 and 27 March 2020 as part of Council’s Thank You Week.

Due to the COVID-19 Pandemic, these events were postponed, with presentations to staff to be held at a later date.

Council greatly values the contribution that staff make to the organisation. It improves our sense of belonging in the workplace and helps build a supportive work environment together. Staff are also acknowledged for their commitment to the Council values and for any awards and achievements throughout the year.

The following 49 employees are recognised for their service to Council, ranging from 5 years to 35 years:

5 Years of Service Lynette Avery, Megan Benbow, Melissa Buckland, Naomi Corcoran, Ashley Dodson, Edith Farrell, Suzanne Fielden, Natasha Galpin, Sharon Harris, Drew Hawker, Greg Healy, Rodger Hoe, Melanie Heinicke, Toni Jackson, Cherrie McIlroy, Linda Owen, Joanne Patton, Michael Risk, Hayley Rowe, Stephanie Rowney, Shauna Schultz, Madeline Sutton, Adam Taylor, Alana Wilson, Duncan Wishart.

10 Years of Service Mary Baker, Corinna Bell, Lauren Easson, Lisa Fish, Tanya Flockhart, Lisa Hein, Kerry Holmes, Greg Kerr, Barry Moore, Kathryn Tait.

15 Years of Service Tanya Beavis, Graydn Bell, Patrick Jones, Shelly Monaghan, Loren Park, Michelle Rundell.

20 Years of Service Wendy Arriagada, Andrew Garnier, David Hol, Rhian Maddox, Lyn Meyrick.

25 Years of Service Simone Scott.

30 Years of Service Janine Johnstone.

35 Years of Service Kevin Hill.

LEARNING AND DEVELOPMENTWe are committed to investing in our employees through development and training opportunities and recognise that building our internal capacity contributes to improving the performance of the organisation.

We delivered a variety of different programs through online, virtual and face to face across the topics of leadership, mental health, report writing, fraud awareness, resilience and occupational violence and aggression. In addition, many individuals participated in informal role specific training and development opportunities.

BUILDING OUR LEADERSHIP CAPABILITY In 2019–20, we focused on building capability, attracting and nurturing talent and further developing our leaders and teams. Our leaders are critical to driving performance and drive our Council organisational values and behaviours.

Initiatives included:

• Developing our leaders at all levels, turning our focus towards building the capabilities of our new leaders.

• Leaders across the organisation participated in several development opportunities covering the following topics including difficult conversations, unconscious bias, emotional intelligence and time management.

• Delivered a ‘Leadership at Work’ program including topics such as adaptive leadership styles, creating high-performing teams, maintaining relationships, systematic problem-solving, continuous improvement and culture and strategic thinking.

• Senior management have continued their development ongoing coaching to provide insight and enhance their leadership styles.

• Continuation of ‘The Accord’ program, a women’s leadership program for women. It aims to provide a supportive and equitable environment to encourage the development of talent and leadership across different levels of the organisation.

• Continued to provide opportunities for staff to act in higher roles, secondments and transfers.

OUR PEOPLE

COUNCIL STAFF


36

LEARNING AND DEVELOPMENT E-LEARNING We continue to expand e-Learning resources to meet the changing needs of Council’s workforce and deliver cost efficiencies by providing online training to support Aged Care Standards, mental health awareness, equal opportunity and workplace behaviours, leadership and development, business compliance and program training.

EQUAL OPPORUTNITY AND HUMAN RIGHTS We are committed to ensuring compliance with equal opportunity and the Charter of Human Rights to eliminate all forms of discrimination. We have continued to deliver on our commitment in 2019/20 by:

• Ongoing equal opportunity training so staff know their obligations and rights

• Delivering Charter of Human Rights Training for all staff

• Participate in the Victorian Equal Opportunity and Human Commission led Human Rights Week.

• Family and domestic violence awareness training for Managers

• Providing a range of flexible work arrangements

• Providing family violence leave and support

• Commitment to workplace diversity through local partnerships to promote access and inclusion.

CHILD SAFE ORGANISATION Council is committed to its compliance with the Child Safe Standards and Reportable Conduct Scheme that have been introduced as part of the Victorian Government’s response to the Betrayal of Trust Inquiry. The Child Safe Standards are compulsory minimum standards under the Child Wellbeing and Safety Act 2005 that apply to organisations that provide services to children, such as ours.

GENDER EQUITYGender equity remains a focus of our commitment with programs facilitated to support and encourage Council’s female employees to develop their careers and leadership skills. These programs included:

• The Women’s Leadership Australia — Accord program

• Provided opportunity for three women to attend the Australian Women’s Symposium.

• Continue to report on the Council endorsed Gender Equity Action Plan

• Participated in Gender Equity Bill Implementation pilot.

TRAINEESHIPS AND NEW INITIATIVESGlenelg Shire are proud of their Traineeship and Apprenticeship Program. It has been another successful 12 months for Council’s high-quality Traineeship Program. In February 2020 our outgoing Trainees, each successfully completed 12 months with Council and completed their Certificate IV in Business Administration.

2019 Trainees—Left to Right: Michael Peters (Administration Support Trainee Community Services), Bonita Matthews (OHS Trainee), Charli Mirtschin (Apprentice Diesel Mechanic) & Courtney Hogan (Administration Support Trainee Corporate Services).


37

The newest Glenelg Shire Trainees commenced in February 2020. As well as two Business Administration Trainees, the Program was expanded this year to include an IT Trainee and two Early Childhood Educator Trainees in our Casterton Children’s Services Team. They are completing their Diploma in Children’s Services.

BUILDING SURVEYOR CADETS The Building surveyor Cadets program is also a new initiative highlight. In order to keep up with the growing demand of the Building Services needs of the community, we recruited two Building Surveyor Cadets who are local and passionate about this field of work. They will be completing their qualification over the next two years and learning from our existing Building staff.

MENTORS AND MENTEES 2020Each Trainee and Apprentice at Council is assigned a Mentor who is an existing and experienced employee. The Mentor and Mentee relationship plays an important role in each Trainee or Apprentices development.

Left to Right: Daniel Brown (Information Technology Trainee) Maddalyn Barras (Administration Support Trainee Community Services) and Alan McLean (Administration Support Trainee OHS).

OUR PEOPLE

COUNCIL STAFF (CONTINUED)

TRAINEE EARLY CHILDHOOD EDUCATORS — KATHLEEN MILLIKAN CENTRE, CASTERTON

Megan Fennell and Rebecca Cornish.





38

FM

70

60

50

40

30

20

10

0Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8 Band not

applicable

14.5

3

61.5

7

11.8

9

57.2

4

33.3

26.4

4

17.7

7

6.74

18.3

2

Gender and Banding LevelThe number of staff at each banding level can be broken down further by gender, into male and female staff. The banding range is set out in the salary structure in accordance with the Glenelg Shire Council Enterprise Agreement No.7 -2017. The ‘band not applicable’ category relates to staff that are employed by other Awards such as the Early Education Employees Agreement.

GENDER AND BANDING LEVEL

39

OUR PEOPLE

AWARDS & RECOGNITION

BEST RECRUITMENT AND ON-BOARDING STRATEGY In November 2019 the Organisational Development Team was presented with the award for Best Recruitment and On-boarding Strategy for 2019. This award was presented by our Human Resource Management System provider, PeopleStreme. The Organisational Development Team at Council dedicated substantial time and effort to developing a suite of internal recruitment processes and procedures, which allowed the team to think creatively and drive efficiencies for the organisation. Glenelg Shire aims to continue to be the Employer of Choice in our Region.

Ann Kirkham, Melanie Bennett, Shelley Bourke and Kim Overall.


PORTLAND LIBRARY REDEVELOPMENTThe redevelopment of the Portland Library earned the Glenelg Shire Council the ‘Community Assets and Infrastructure Initiative’ ($2 million & under) category of the 2020 LGPro Awards for Excellence.

The award recognised council initiatives that provide benefit to the community and showcase partnerships in developing and managing community assets that are a new, one-off activity of a capital nature.

The Portland Library Redevelopment began two years ago when Council received a $300,000 grant through the Victorian State Government’s Living Libraries Infrastructure Fund for the refurbishment of the existing library building. Council also committed financial and in-kind support to co-fund the project.


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YOUNG ACHIEVER AWARDMelanie Bennett was nominated by Council for the Young Achiever of the Year Award. Melanie was a finalist and received a ‘High Commendation’ at the awards ceremony.

Melanie’s positive attitude, her passion and commitment for change and her simple desire to see the best in people shines through in her leadership qualities. Melanie seeks to improve the organisation for the future and drive change to build a committed, engaged and high performing workforce.

Melanie Bennett with graduation certificate from Leadership Great South Coast Program 2018.


LIVE4LIFE PROGRAMThe Life4Life program was recognised at the LGPRO Awards for Excellence receiving a Highly Commended in the Community Partnerships Initiative. The Life4Life initiative aims to ensure young people, teachers, parents and the wider community are better informed and are proactive in identifying the signs and symptoms of an emerging mental health issue before a crisis occurs. One of the components of the program is the local partnership group which includes Council, VicPolice, Primary Care Partnership, Portland District Health, local schools, Local Learning & Employment Network and many other partners drive the implementation of the program locally.


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Audit CommitteeGlenelg Shire’s Audit Committee, established under the Local Government Act 1989, continues to play a vital role in the oversight of Council business. The Audit Committee reports directly to Council, with its role to oversee and monitor the effectiveness of Council in carrying out its responsibilities for accountable financial management, good corporate governance, maintaining an effective system of internal control and risk management and fostering an ethical environment. In 2019/20 the Audit Committee consisted of four independent members, Mr Philip Saunders (Chairperson), Mr Peter Green, Ms Bonnie Holmes and Ms Teresa Paris, and three councillors including the Mayor of the day. Independent members are appointed by

Council for varying terms up to a maximum of four (4) years. The Chairperson is appointed by the Committee annually. Audit Committee Members receive an allowance per meeting. The Committee met on four occasions during 2019/20, providing advice to the Council on a wide range of issues including:

• Internal audit program;

• Risk management;

• Business continuity;

• Internal control processes;

• Monitoring of statutory compliance;

• Review of annual financial statements; and

• Review of Council’s financial position.

ATTENDANCE AT AUDIT COMMITTEE MEETINGS01/07/2019–30/06/2020

Audit Committee Members Meetings Held Meetings attended

Member Philip Saunders (Chairperson) 4 4

Member Peter Green 4 3

Member Bonnie Holmes 4 4

Member Teresa Paris 4 3

Cr Anita Rank (Mayor) 4 4

Cr Alistair McDonald 4 3

Cr Karen Stephens 4 4

Membership

GOVERNANCE

MANAGEMENT


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Internal AuditCouncil’s Internal Audit function provides independent and objective assurance that the appropriate processes and controls are in place across Council.Council adopted a risk based Strategic Internal Audit Plan for the period July 2018–June 2021, which is reviewed annually to ensure the audit resources remain focused on the appropriate areas. The following Audits were undertaken in accordance with the adopted Strategic Internal Audit Plan July 2018–June 2021. • Review of Council’s Contract Management

Processes and Practices;• Review of Accounts Payable

Processes and Practices;• Review of Payroll Processes and Practices;• Review of Fuel Cards Processes and Practices;• Review of Council’s Fraud Management

and Prevention Processes; and• Review of Councillor Expenditure.Throughout the year Council continued to maintain a panel contract for the provision of internal audit services to undertake specific audits as required.

External AuditCouncil is externally audited by the Victorian Auditor-General. For the 2019–20 year the annual external audit of Council’s Financial Statements and Performance Statement was conducted by the Victorian Auditor-General’s representative. The external auditors attend the June Audit Committee meeting to present the annual strategy and Interim Management Letter for the financial year ended 30 June 2020.

Fraud & CorruptionCouncil maintains an adopted Fraud and Corruption Policy that clearly outlines specific guidelines and responsibilities regarding appropriate actions that must be followed to prevent, detect, report and manage fraud and corruption across the organisation.Council will not tolerate fraud and corruption in any form and is committed to:• Preventing fraud and corruption in the workplace;• Ensuring immediate and appropriate investigation

procedures are implemented in the case that fraud and corruption is suspected;

• Referring cases of suspected fraud and corruption to the authorities following due investigation;

• Applying appropriate disciplinary penalties should fraud and corruption occur; and

• The recovery of any loss suffered through fraudulent and corrupt activity.

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COUNCILLOR EXPENSES

Councillor CM CT IC TR CC Grand Total

Halliday $0.00 $0.00 $853.82 $0.00 $0.00 $853.82

Hawker $0.00 $0.00 $854.65 $0.00 $0.00 $854.65

McDonald $0.00 $1,045.45 $857.06 $278.18 $0.00 $2,180.69

Rank $0.00 $2,317.50 $929.82 $4,251.25 $0.00 $7,498.57

Stephens $10,504.86 $1,980.55 $1,050.84 $7,735.45 $0.00 $21,271.70

White $0.00 $0.00 $853.89 $780.68 $0.00 $1,634.57

Wilson $0.00 $0.00 $869.90 $672.07 $0.00 $1,541.97

Grand Total $10,504.86 $5,343.50 $6,269.98 $13,717.63 $0.00 $35,835.97

KeyCM — Car Mileage CT — Conference, Training & Other Expenses IC — Information & Communication Expenses TR — Travel Expenses CC — Child Care

Councillor ExpensesIn accordance with Section 75 of the Local Government Act 1989, Council is required to reimburse a Councillor for expenses incurred whilst performing their duties as an elected Councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for Councillors. For Councillors to fulfil their civic, statutory and policy making functions, the provision of a range of necessary and appropriate facilities and the reimbursement of expenses are made to the Mayor and Councillors in line with Council’s strategic objective ‘Leading Glenelg’. The details of Councillor expenses including reimbursement for each Councillor paid by the Council for the 2019/2020 year are set out in the table below:


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Councillor AllowancesIn accordance with Section 74 of the Local Government Act 1989, Councillors are entitled to receive an allowance whilst performing their duty as a Councillor. The Mayor is also entitled to receive a higher allowance and is provided full use of a vehicle.The Victorian Government sets the upper and lower limits for all allowances paid to Councillors and Mayors. Councils are divided into three categories based on the income and population of each Council. In this instance the Glenelg Shire is recognised as a category two Council.Councils are required to review allowance levels by 30 June in the year following a general election and the allowance level determined remains in effect for the full term of the Council, subject to any variations or adjustments by the Minister for Local Government. Allowance levels are subject to annual automatic adjustments that are announced in the Victorian Government Gazette by the Minister for Local Government.In March 2017, Council fixed the Councillor Allowance at $24,730 per annum and the Mayoral allowance at $76,521 per annum including an amount equivalent to the superannuation guarantee of 9.5 per cent of the relevant allowance.The details of the Councillor and Mayoral Allowances are set out in the table below:

COUNCILLOR ALLOWANCES

Councillor Sum of Amount

Robert Halliday $28,550

Chrissy Hawker $28,550

Alistair McDonald $23,760

Anita Rank $88,339

Karen Stephens $28,550

Geoff White $28,550

Gilbert Wilson $28,550

Grand Total $274,019

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CARERS RECOGNITION ACT 2012Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships who receive council services; to people in care relationships, and to the wider community by:

• Offering respite services and provide advice on Carer support groups and the Carer Gateway Portal;

• Offering monthly Carer support group, partnering with MPower to support carers of Dementia clients;

• Distributing printed material through relevant council services;

• Providing links to state government resource materials on council’s website; and

• 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:

• Council induction and training programs for staff working in Home and Community Care and disability services;

• Assessment team take brochures and info to carers when they meet with them. We have a strong relationship with Barwon Carers and will regularly refer clients for additional support;

• Council induction and training programs for staff working in front-line positions with the general community; and

• 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.

DISABILITY ACTION PLANThe following outcomes have been achieved to provide Councils obligations in the Glenelg Shire Council Access and Inclusion (Disability) Plan 2019–21 which was endorsed at Council on 26 March 2019:

• Staff training o Wayfinding workshop held in September 2019 for

officers to be able to consult with the Community to understand their ability to access Council buildings;

o Good Access = Good Customer Service training for PAC front of house staff presented 12 December 2019; and

o Easy English training provided to Library Staff with new Easy English communication signs implemented.

• Council coordinated widespread promotion of disability celebration events and recognition days throughout the year, ensuring greater community awareness, understanding and respect for people with a disability.

The following days, events and causes were recognised and promoted by council over the past twelve months:

o Glenelg Shire International Day of People with Disability Celebration Event;

o ArtsGlenelg ran an Art is for Every Body campaign during IDPWD celebrations;

o The Big Picture 2nd Edition; o Autism Awareness Month; and o Quiet Hour.

• Clear communication channels between Council and disability support agencies. Work Experience placement held in 2019 for AccessAblity day at one of our Childcare facilities for one client from a local support agency. Organisational Development Unit facilitated the work experience placement of a student from our local school which supports persons with disabilities which was for 1 hour each Monday over term 3 and term 4.

GOVERNANCE

STATUTORY INFORMATION


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PRIVACY AND DATA PROTECTION ACT 2014Council is committed to protecting an individual’s right to privacy. The necessary steps are taken to ensure the personal information that customers and residents share with us remains confidential.

Personal information is handled in accordance with the Privacy and Data Protection Act 2014 and Health records Act 2001. Council has policies in place which set out the requirements of the management and handling of personal information. These public documents are available on request or from our website www.glenelg.vic.gov.au/Privacy_Notice.

There were no privacy complaints received in 2019/20.

DOMESTIC ANIMALS ACT 1994In accordance with the Domestic Animals Act 1994, Council developed and adopted a four year Domestic Animal Management Plan which commenced in 2017 and will conclude in 2021.

The Domestic Animal Management Plan (DAMP) identifies Council’s direction with regard to domestic animal management, services and policies. Many of the items identified in the plan have been undertaken including two high volume cat de-sexing clinics and installation of numerous dog bag dispensers throughout the Shire.

It is highly recognised that animals form an integral part of many families and it is Council’s aim to encourage responsible pet ownership at all times.

A review of the DAMP is required annually with updates submitted to the Secretary of the Department of Economic Development, Jobs, Transport and Resources.

• Enhancing access to Council Buildings by; o PAC box office counter redesigned for greater

accessibility. o A hoist was purchased and installed at the YMCA to

provide access into the indoor 25 m pool for anyone with mobility issues.

o A new disable change table was also purchased and installed in the YMCA Disability/Family change room to support access to the facility.

o The Civic Hall Carpark is currently being redeveloped to incude DDA compliant access to the Portland Municipal office and carpark as well as access to the Drill Hall. The All Abilities Play Space on the Portland Foreshore has been built to improve access and usability for all abilities. The Changing Places faclity has also been built with access from disabled carparking with lighting included in pathway design in conjunction with the All Abilities Play Space.

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FREEDOM OF INFORMATION ACT 1982The Freedom of Information (FOI) Act 1994 gives the community the right to access information in the possession of Council.

The 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.

The Act has four main functions:

• to provide a general right of access to documents

• to enable individuals to amend incorrect information about them held by agencies

• to provide rights of appeal in relation to the previous two functions

• to require agencies to publish certain details about themselves and their functions.

GOVERNANCE

STATUTORY INFORMATION (CONTINUED)

For more information regarding freedom of information, please refer to the Council’s website glenelg.vic.gov.au or visit the Office of the Victorian Information Commissioner (OVIC) website ovic.vic.gov.au.

The Glenelg Shire Council Internal Audit Corporate Officer is authorised under Section 26(1) of the Freedom of Information Act 1982 (‘FOI Act’) to make decisions in respect of Freedom of Information requests made to Glenelg Shire Council. The Principal Officer of Council is Mr Greg Burgoyne, Chief Executive Officer.

Requests to access documents under the Freedom of Information Act 1982 must be in writing, accompanied with an application fee ($29.60 2019/20) and addressed to:

Freedom of Information OfficerGlenelg Shire Council, PO Box 152, Portland Victoria 3305


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FOI REQUESTS RECEIVED 2017–18 2018–19 2019–2020

New requests 7 5 2

Access granted in full 1 2 0

Access granted in part 2 2 2 both redacted

Access denied in full 1 0 0

Requests not finalised at the end of the reporting period 0 1 0

Withdrawn 1 0 0

Requests outside the Act 0 0 0

Requests, no documents existed 1 0 0

Others: not processed, not proceeded with 1 0 0

Act did not apply 0 0

Application fees collected $170.40 $144.50 $59.20

Charges collected $273.91 $282.00 $81.40

SUMMARY OF FOI DECISIONS

FOI REQUESTS APPEALS 2017–18 2018–19 2019–2020

Applications for review to the Freedom of Information Commissioner 0 0 0

Application to the Victorian Civil and Administrative Tribunal (VCAT) 0 0 0

Notices served on the agency under Section 12(1) 0 0 0

SUMMARY OF FOI APPEALS

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DELEGATIONSCouncil appoints Chief Executive Officer for the purpose of managing the organisation, and executing powers and functions delegated by the Council. Some of these powers are further delegated to senior officers and staff. Council regularly review the powers delegated to update legislative, organisations and staff changes.

DOCUMENTS FOR PUBLIC INSPECTIONIn accordance with Regulation 12 of the Local Government (General) Regulations 2015, the following are prescribed documents if they are not published on the Internet website of the Council—

(a) a document containing details of overseas or interstate travel (other than interstate travel by land for less than 3 days) undertaken in an official capacity by any Councillor or member of Council staff in the previous 12 months, including—

(i) the name of the Councillor or member of Council staff; and

(ii) the dates on which the travel began and ended; and (iii) the destination of the travel; and (iv) the purpose of the travel; and (v) the total cost to the Council of the travel, including

accommodation costs;

(b) the agendas for, and minutes of, ordinary and special meetings held in the previous 12 months which are kept under section 93 of the Act, other than those agendas and minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act;

(c) the minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months, other than those minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act;

(d) a register of delegations kept under sections 87(1) and 98(4) of the Act, including the date on which the last review took place under sections 86(6) and 98(6), respectively, of the Act;

(e) a document containing details of all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and the value of the lease;

(f) a register maintained under section 224(1A) of the Act of authorised officers appointed under that section;

(g) a list of donations and grants made by the Council in the previous 12 months, including the names of persons who, or bodies which, have received a donation or grant and the amount of each donation or grant

GOVERNANCE

STATUTORY INFORMATION (CONTINUED)

PROTECTED DISCLOSURE ACT 2012The Protected Disclosure Act 2012 (Vic) provides protection to persons who disclose information about improper conduct by public bodies and public officer. It also provides protection from detrimental action in reprisal, together with providing confidentiality of the content of disclosures and the identity of the persons whom make disclosures. Council has adopted a Protected Disclosure Act 2012 (Vic) policy and procedures document. A copy can be downloaded from the Glenelg Shire website www.glenelg.vic.gov.au or obtained from Council’s protected disclosure coordinator, Director Corporate Services. During the 2019/20 year no disclosures were notified to council officers appointed to receive disclosures, or to the Independent Broad-based Anti- corruption Commission (IBAC).

FOOD ACT 1984In accordance with Section 7E of the Food Act 1984, Council is required to publish a summary of any Ministerial Directions received during 2019/20. No such Ministerial Directions were received by Council during the financial year.

ROAD MANAGEMENT ACT 2004In accordance with Section 22 of the Road Management Act 2004, a Council must publish a summary of any Ministerial Direction in its Annual Report. No such Ministerial Directions were received by Council during the financial year.


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ITEM DESCRIPTION RESULT 2016–17

RESULT 2017–18

RESULT 2018–19

RESULT 2019–20

1 Community satisfaction rating for overall performance generally of council 56 59 59 60

2 Community satisfaction rating for Council’s advocacy and community representation on key local issues 58 59 56 59

3 Community satisfaction rating for Council’s engagement in decision making on key local issues 56 60 57 58

4 Average rates and charges per assessment $1,857 $1,920 $1,915 $2,024

5 Average residential rates and charges per assessment $1,216 $1,225 $1,262 $1,299

6 Average operating expenditure per assessment $3,801 $3,302 $3,257 $4,005

7 Average capital expenditure per assessment $839 $845 $697 $765

8 Average liabilities per assessment $2,498 $2,284 $2,041 $2,769

9 Operating result per assessment -$11 $263 $386 -$247

All Councils in Victoria were advised that the method of conducting the annual community satisfaction surveys would change. Subsequently results of the two previous community satisfaction surveys are arguably not directly compatible to those from 2012 onwards. The recent scores have a weighting applied post survey. Prior to this, scores were not weighted.

$46.65 millionOPERATING REVENUE

$52.05 millionTOTAL REVENUE

$55.47 millionOPERATING EXPENDITURE

GOVERNANCE

LOCAL GOVERNMENT PERFORMANCE INDICATORS

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HOW DOES COUNCIL MEASURE PROGRESS? The icons in the below table are used throughout this report as a key to represent the progression stages of each task, project or objective identified by the Glenelg Shire Council.

GUIDE TO ICONS USED IN THIS REPORT

AchievedThe Achieved icon will be used when a project/plan has been successfully completed.

On TrackThe On Track icon will be used when a project/plan is progressing, and is likely to achieve what is required within the time identified in the scheduling plan.

DelayedThe Delayed icon will be present in this report when a project/plan has been identified as postponed, not on track or redefined.

Ahead of ScheduleThe Ahead of Schedule icon will be used when a project/plan is likely to be completed earlier than planned.

In PreparationThe In Preparation icon will be used in this report when a project/plan is in its planning stage and the details are being prepared.

Growing GlenelgSustain and grow a diverse economy and social prosperity

Connecting GlenelgConnecting people, places and spaces

Liveable GlenelgEmbracing inclusive, healthy, sustainable and diverse cultures for living

Creative GlenelgCreative, inspired, forward-thinking and action-oriented

Leading GlenelgCreate shared visions within the community, ensuring agreed outcomes

OUR PERFORMANCE

COUNCIL PLAN


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PERFORMANCE AND REPORTING FRAMEWORK

The planning and accountability framework is found in part 6 of the Local Government Act 1989 and in the Local Government (Planning and Reporting) Regulations 2014 (the regulations). The legislation requires councils to prepare the following documents:

• a council plan within the period of six months after each general election or by 30 June, whichever is later,

• a strategic resource plan for a period of at least four years and include this in the council plan,

• a budget for each financial year,

• an annual report in respect of each financial year.

The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle.

REPORTINGPLANNING TIMING

Jan–Jun

Feb–Jun

Mar–Jun

Jul–Sep

TIME HORIZON

Short Term

Medium Term

ANNUAL REPORT• Report of

operations• Financial

Statements• Performance

Statement

COUNCIL PLAN• Strategic objectives• Strategies• Strategic indicators

STRATEGIC RESOURCE PLAN• Financial Statements• Statements of non-

financial resources

BUDGET• Services and initiatives• Service outcome

indicators• Major initiatives• Financial statements

STAKEHOLDER AND

COMMUNITY ENGAGEMENT

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SERVICE AREA DESCRIPTION OF SERVICES PROVIDED

NET COST ACTUAL BUDGET

VARIANCE $’000

Economy and Investment

Manage development enquiries and opportunities. Outcomes include advocating, networking to attract investments and sourcing/facilitating external grant funding opportunities to assist in the delivery of council projects.

290 355

(65)

Casterton Caravan Park

Manage and maintain the council owned caravan park at Casterton. This facility consists of 22 sites.

(10)(9)

(1)

Portland Bay Holiday Park

Since March 1930, the council have been the committee of Management for this facility which is located close to the CBD.

(99)(96)

(3)

Tourism and Events Management

Manage three Visitor Information Centres. Administer grant funding for more than 20 events each year and responsible for tourism marketing.

13051288

17

Casterton Saleyards

Operation of the saleyards with input from an advisory committee made up of industry representatives and councillors. The yards host up to 6 store cattle sales plus a summer sheep sale per year.

397

32

Quarries Management of 6 operating limestone quarries for provision of road construction and maintenance materials.

(81)(30)

(51)

Local Port of Portland

Management of multiple maritime facilities within the Portland Harbour including commercial and recreational fishing and boating.

32(3)

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MAJOR INITIATIVESThe following statement reviews the progress of Council in relation to major initiatives identified in the 2019/2020 budget for the year.

MAJOR INITIATIVE WITHIN THE BUDGET PROGRESS & ACTUAL

Portland Industrial Henty Employment Precinct ($0.7 million net cost)

Actual: $1.354 million.Project is nearing completion and final works will take place in 2020/21.

SERVICES The following statement provides information in relation to the services funded in the 2019/20 Budget and the persons or sections of the community who are provided the service.

THEME 1 — GROWING GLENELGSustain and grow a diverse economy and social prosperity

OUR PERFORMANCE

PERFORMANCE


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STRATEGY/ACTION MEASURE OUTCOME STATUS

FOCUS 1 — GROWING OUR ECONOMY/ECONOMIC DEVELOPMENT DIVERSIFICATION

Support a diverse range of employment opportunities

Develop an investment prospectus for areas to address industry and agriculture to diversify our economy

Scoping is underway for the development of an Agricultural Investment Prospectus.

Mayor & CEO attended the EvokeAg international conference in Melbourne on 18 & 19 February where the theme was Food Farm Future.

Budj Bim Development Program shared initiative with Moyne Shire Council with funding sought from Regional Development Victoria.

Further work on this initiative was put on hold due to COVID-19.

Glenelg Shire is a centre for innovation and creativity to help build economic sustainability

Meet with government and industry representatives to promote investment and government funding in the shire

Council staff are continuing to meeting with industry representatives to promote investment and government funding. Development of detailed advocacy documents has commenced for key projects and initiatives.

Regional Development Victoria visits included CEO in November 2019, and Barwon South West Regional Director, on 29 January 2020. Both visits undertook a tour of key Shire priority projects and private investments within the Shire.

Regional Development Victoria meetings were attended by Council representatives monthly and Regional Roads Victoria meetings attended quarterly.

Council secured a $4.7 million funding package for the Portland Foreshore Master Plan and the Local Port of Portland Bay’s Marine master plan as part of the Victorian Government’s Building Works program.

Create strategies to encourage new business development

Identify a space for start-ups to use within the shire and work with emerging businesses

Council continues to support the Portland Business Hub, and seek funding opportunities to promote start-ups across the shire.

Sustainable Economic Growth for Regional Australia (SEGRA) conference took place in Mt Gambier SA in September 2019, as an opportunity for collaboration with Glenelg Shire Council.

Support the growth of existing businesses

Provide support to business groups in Portland, Heywood and Casterton

Digital training sessions held for small business owners to improve the digital uptake, and implementation of digital initiatives within their businesses.

Business & Tourism Awards were hosted at the Portland Golf Club on 2 August 2019, with 225 stakeholders in attendance. Narrawong’s Bay of Whales Cafe was named the Winner of the 2019 Business & Tourism Awards.

Digital Innovation Festival — Modern Small Business Event series held during August and September 2019 involving 90 participants.

Business Networking event scheduled for the fourth quarter was cancelled due to COVID-19 pandemic. Planning underway for rescheduled event, taking place online.

Council endorsed on 23 June to offer vouchers to local businesses to support their operations during the COVID-19 pandemic.

COUNCIL PLAN PROGRESS The following table reviews the performance of Council against the Council Plan 2017–2021.

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FOCUS 2 — GROWING THE POPULATION/POPULATION ATTRACTION

Promote the shire to attract new residents/immigration and refugee relocation

Develop a value proposition for population attraction and retention

Council has continued to develop and promote the Designated Area Migration Agreement within the Shire.

Ongoing management of the Jobs of Portland program, and Economic Migration project.

Council officers met with new Designated Area Migration Agreement (DAMA) representative Stephen Hoy from Warrnambool City Council November 2019.

The next round of Designated Area Migration Agreements (DAMA) workshops on hospitality have been postponed in the Shire due to the COVID-19 pandemic, and planned to be rescheduled later in 2020.

Glenelg participating in the Key Worker Housing Project with Great South Coast municipalities.

Market the shire as an attractive and appealing place to live

Number of national advertising campaigns and relevant forums

Council continue to work with Great Ocean Road Regional Tourism on national advertising campaigns.

FOCUS 3 — GROWING TOURISM

Promote Budj Bim values within and outside of Glenelg Shire

Update visitor information material for Budj Bim

Budj Bim became inscribed as a UNESCO World Heritage site in July 2019, and Council continued to liaise with Gunditj Mirring to ensure relevant material is available at the Visitor Information Centres.

Advertising material for Budj Bim is an ongoing item on Tourism Advisory Committee agenda and working with Great Ocean Road Regional Tourism.

Actively participate in the Aboriginal Advisory Committee to implement Stage 1 of the Budj Bim Development Plan

Regular attendance at Project Control Group meetings and also sharing of minutes to other managers.

Continue to partner with Great Ocean Road Regional Tourism (GORRT)

Continue Council’s attendance at all Great Ocean Road Regional Tourism (GORRT) board meetings

Council representatives continue participation in all Great Ocean Road Regional Tourism (GORRT) board meetings, and important information is reported back to the Tourism Advisory Committee.

Develop other townships within the shire under the destination brand as developed by GORRT

Casterton images through Great Ocean Road Regional Tourism (GORRT) conducted in December 2019.

Nelson Destination Action Plan was completed, however launch was postponed due to COVID-19 restrictions. Continuing to plan for launch later in 2020/21.

Further draft of Casterton Destination Action Plan was distributed for feedback. Council officers are working through collating this feedback to finalise document.

OUR PERFORMANCE

PERFORMANCE (CONTINUED)



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Promote natural and recreational assets Promote iconic events and develop new and emerging opportunities throughout the shire

Develop three marketing initiatives per year to promote Growing Glenelg

The Growing Glenelg publication has moved to one printed summer edition, and weekly e-newsletters. This was introduced to allow for a more timely, engaging and cost-effective delivery option for the Growing Glenelg Publication.

Various marketing initiatives were delivered throughout the year to support local businesses and promote the importance of shopping locally.

The Growing Glenelg digital newsletter was rebranded during the coronavirus pandemic to ensure up to date and accurate information was distributed to residents across a variety of mediums.

Council also introduced a number of new and innovative measures to support local businesses and promote the premise of ‘shopping local’ during the difficult economic climate.

Continue to promote Portland as a destination for cruise ships

Meet with cruise ship operators annually to promote Portland as a cruise ship destination

Council representatives continued to meet with Cruise Ship operators to promote Portland as a Cruise Ship Destination.

Brochure was updated and circulated at cruise ship conference held in Geelong in 2019.

Cruise Ship strategy was completed.

Economy & Investment team communicating with cruise ship operators in regards to 2020/21 cruise season direction.

FOCUS 4 — SKILLS DEVELOPMENT

Support opportunities for life-long learning

Continue to support Beyond the Bell program initiatives

Stepping stones initiatives received funding to be rolled out across the south west.

Council representatives continued to attend and participate in Local Action Group Meetings during the year.

Development is underway for an Evaluation Framework, and Team Leader Early Years & Child Health attended the Measuring Impact workshop 15 October 2019.

A funding application has been completed seeking funds for an action learning research project looking at primary school disengagement.

Support linkages to training and development opportunities in innovation, entrepreneurship and technology to local businesses and education providers

Digital training series delivered on in August and September 2019 to small business groups to support and provide opportunities for innovation, entrepreneurship and technology.

Three meetings held with AusIndustry representative.

AusIndustry event held in Portland on 5 February 2020 — How to Build a Resilient Company with Shire representatives attending.

The Australian Institute of Company Directors held a regional conference on 18 March 2020 in Portland hosted by Glenelg Shire and the Port of Portland.

Create partnerships with education providers and establish a direction to support and encourage higher education and upskilling in our community

Stepping stones began roll out in Casterton in 2019.

Thriving children in Casterton imitative to look at ways to support young people to succeed in Casterton and district.

Attended SW TAFE ‘First Early Years’ Program Advisory Group Meeting held on 21 November 2019, to further develop SW TAFE’s Certificate III, Diploma of Early Childhood Education, and Care programs.

Beyond the Bell Local Action Group is seeking funding to support the investigation of early disengagement of upper primary school aged children.

Glenelg Shire Council Community Wellbeing Manager has recently been appointed to the Regional Beyond the Bell Collaborative Table and will provide advice on priorities for Beyond the Bell and provide a link to our Glenelg Local Action Group.

Community Wellbeing Manager and Children’s Service Manager continue to support the strategic priorities of Beyond the Bell at the local action group level and also regional level.

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OUR PERFORMANCE



Support partnerships between employers and education

Meet with service providers at least annually

Council staff working with Deakin University to review services and opportunities relevant to the region.

SW TAFE provided opportunities for staff to enhance their professional skills.

Glenelg Shire Council hosted a student from Portland Bay School to complete a six month school based placement within the Tourism and Events Unit, assisting with the delivery of events, networking with local businesses, organising resources and providing administrative assistance.

SW TAFE and Work Skills Student placements are supported through Aged & Disability frequently.

Develop informal learning programs and activities across the shire

Dying to Know Day-End of Life Education Session, Suicide Prevention training-Mind Your Mates-depot staff, Heywood and Casterton in partnership with Lifeline.

‘Be Connected’ digital literacy program completed with Heywood Planned Activity Groups in partnership with Aged and Disability Services.

I.T. help sessions provided twice weekly in Portland branch and as required in Casterton and Heywood branches.

Libraries across the Shire were closed during the fourth quarter of 2019/20 at the direction of state government, and therefore learning programs and activities were not able to take place.

Continue to offer traineeships, work placements and scholarships

Work experience and student placements continue to be offered across the Shire.

Three traineeships and four apprentices offered in 2019.

Seven Traineeship opportunities offered for 2020, with five existing apprentices on three or four year apprenticeships.

Organisational Development offered work placement with a WDEA client in November 2019 and hosted five work experience students in various service areas for 2019.

Aboriginal Educational Scholarships were awarded during this 2019/20.

COVID-19 pandemic prevented further work placements and opportunities to place during the fourth quarter of 2019/20.

Support community engagement through volunteering/work placement opportunities for youth through various volunteering organisations and Council events

The Future Leaders of Industry students were the facilitators for the Glenelg Shire 2040 Project Launch, and were able to step outside their comfort zone and practice their public speaking.

FReeZA crew members supported both a Breakfest music event and youth activities at the Hooked On Portland, Heywood Wood Wine and Roses events.

Live4Life crew members planned and supported the Live4Life celebration event and provided activities for local secondary school students.

The Live4Life program has commenced with an Induction day on Friday 28 February 2020.

Council continues to provide support to the Future Leaders of Industry through both representation on the Committee of Management and also through financial support.

Modified service delivery has been implemented to continue engaging with young people through the COVID-19 pandemic. Youth activity packs were delivered to all Live4Life Crew members to keep them active and connect while learning remotely.

On line social media campaign was developed to ensure young people were getting correct messaging around stay safe and active while remaining isolated.



58



VARIANCE $’000

Library Services

Provision of services at 3 libraries, Portland, Heywood and Casterton and outreach in smaller townships. Customer focused on catering for cultural, educational, recreational needs of communities.

439527

(88)

Aerodromes Council owned and operated airport at Portland with commercial services. Other uses are Royal Flying Doctor, charter, private and emergency services, Casterton Airfield is used strategically for aerial fire operations and air ambulance.

211 325

(114)

Road Infrastructure Maintenance

Regulatory compliance and management of road infrastructure including sealed and unsealed roads, footpaths, drainage, kerb and channels, signage, roadside vegetation, culverts, footbridges and fireplugs.

3,4822,045

(1,437)


Continuation of the road and bridge renewal and upgrade programs ($1.1 million net cost)

All road and bridge programs were completed for 2019/2020. Actual expenditure was in excess of $4.1 million.

INITIATIVE WITHIN THE BUDGET PROGRESS & ACTUAL

Continuation of the Tracks and Trails Strategy ($30k net cost)

Actual:$6,576Project initiative deferred to 2020/2021. $6,576 of initial project costs was expensed in 2019/20.

THEME 2 — CONNECTING GLENELGConnecting people, places and spaces

OUR PERFORMANCE



MAJOR INITIATIVES The following statement reviews the progress of Council in relation to major initiatives identified in the 2019/2020 budget for the year.

OTHER INITIATIVES

59


OUR PERFORMANCE


SERVICE PERFORMANCE INDICATORSService / indicator / measure

RESULTS 2017

RESULTS 2018

RESULTS 2019

RESULTS 2020 COMMENTS

Libraries Utilisation

LB1 Physical library collection usage

[Number of physical library collection item loans / Number of physical library collection items]

2.63 2.74 3.11 2.53 Due to library closure relating to COVID-19, loans of the physical library collection have reduced.

Note: From 2019–20, this indicator measures the performance of physical library items as a subset of the wider library collection.

Resource standard

LB2 Recently purchased library collection

[Number of library collection items purchased in the last 5 years / Number of library collection items] x100

55.20% 46.23% 45.45% 48.56%

Participation

LB4 Active library borrowers in municipality

[Number of active library borrowers in the last three years / The sum of the population for the last three years] x100

18.77% 17.76% 18.48% 14.57% Due to two-month closure of services during stage 3 restrictions, the number of active borrowers has been impacted.

Service cost

LB5 Cost of library service per population

[Direct cost of the library service / Population]

$45.49 $43.45 $44.40 $37.05 Cost of library service has decreased by 16.55% as the calculation has been adjusted to reflect the cost of library service per population, rather than per number of visits.

Note: Indicator is replacing previous ‘Cost of library service’ indicator which measured based on number of visits.

SERVICE PERFORMANCE INDICATORS (LGPRF)


60


RESULTS 2017

RESULTS 2018

RESULTS 2019


RoadsSatisfaction of use

R1 Sealed local road requests

[Number of sealed local road requests / Kilometres of sealed local roads] x100

10.31 7.23 5.53 4.76 Road request have reduced which is believed to be due to less traffic on the roads as a result of COVID-19.

Condition

R2 Sealed local roads maintained to condition standards

[Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100

93.71% 92.11% 90.32% 95.24%

Service cost

R3 Cost of sealed local road reconstruction

[Direct cost of sealed local road reconstruction / Square metres of sealed local roads reconstructed]

$26.96 $140.72 $85.93 $39.60 Reduction in cost of local road reconstruction can be explained by fewer road reconstructions carried out during the year.

Service cost

R4 Cost of sealed local road resealing

[Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]

$5.37 $4.58 $5.46 $32.07 Council predominately used asphalt in road resealing this financial year instead of cheaper alternatives.

Satisfaction

R5 Satisfaction with sealed local roads

[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

29.00 35.26 41.00 41.00

61


FOCUS 1 — CONNECTING PLACES AND SPACES

Advocate for improved roads and public transport across the shire

Continue to pursue funding opportunities for road repair and upgrade

Council continues to seek funding opportunities for road repair and upgrade.

Several state and federal meetings attended by Council representatives to continue to advocate to prioritise our regional roads.

Council continue to attend biannual meetings with VicRoads.

Lead the Green Triangle Freight Action Plan Implementation Monitoring Group — meet at least four times per year for continued advocacy

Ongoing advocacy and coordination of media campaigns.

Glenelg Shire met with the Green Triangle Freight Action Plan Implementation Monitoring Group meeting on:

• 16 August 2019 • 12 December 2019 • 26 March 2020 • 18 June 2020

Green Triangle Freight Action have been the lead advocacy for major road repair, resulting in $180M in Federal Government Funding over 4 years.

The Green Triangle Region Freight Action Plan (GTRFAP) continues to lead advocacy for funding towards our key freight routes, bridges and structures. During the past 12 months, the GTRFAP have been successful in receiving funding for a range of different upgrades to some of our key freight routes. The GTRFAP continues to be the model for evidence based advocacy for road funding and has been recognised by Federal, Victorian and South Australian Government’s as such.

Create places that enhance active engagement of people within community

Finalise the Glenelg Shire Tracks and Trails Strategy

The Glenelg Tracks and Trails Strategy was endorsed and the Casterton to Branxholme Rail Trail Feasibility Study was noted by Council in June 2020.

A funding application to the Community Infrastructure Stimulus program was submitted to support the implementation of the strategy.

Finalise the Open Space Strategy

Complete. The open Space Strategy was endorsed by Council at the May 2019 Ordinary Council Meeting.

Redevelop Council’s public libraries through funding opportunities

Report to Council seeking support for design and scoping Heywood library was deferred while a consultant investigates usage and compliance issues relating to Council-operated buildings and facilities in Heywood.

Provide opportunities for all people to connect to Council services and community information

Continue to seek funding for all abilities access to recreational and commercial services

All Abilities Play Space construction was completed as a fully funding Council Project.

Secured State Government funding for construction of All Abilities Accessible interconnecting pathways as part of the Foreshore Masterplan.

Applied for funding for the All Abilities inclusive Alexandra Park Masterplan, and all abilities tracks and trails connecting Portland to Bridgewater.



OUR PERFORMANCE



62


Transform public spaces to create ‘smart’ and digitally connected spaces within the community

Add to or create new free public Wi-Fi infrastructure

Council continues to seek funding and opportunities to expand the Shire’s digital connectivity.

Increase the utilisation of our Smart Cities membership

Smart Cities initiatives have been absorbed by the Digital Glenelg Project.

Council continues to seek funding and opportunities to expand the Shire’s digital connectivity.

Pursue Smart Cities funding opportunities

Funding opportunities continued to be monitored. Smart Initiatives considered in other priority projects and capital works.

FOCUS 2 — CONNECTING PEOPLE

Advocate for digital and e-commerce uptake

Meet with NBN company representatives to discuss services gaps within the Shire

Service gaps identified as limited digital infrastructure to accommodate the NBN service. Continuation of work through the Digital Glenelg project to improve and increase the infrastructure to begin a further NBN roll out.

Council representatives continue to meet with service providers.

Improve digital/e-commerce uptake

A number of digital workshops held to support the digital uptake and ecommerce of businesses within the Shire.

Modern Small Business Event was held in August and September 2019, involving 90 participants.

Enhance inclusive and equitable communities where people feel safe, supported and connected to others

Maintain an above average perception of safety within the community

Hanlon Park lighting upgrade was completed this financial year, with Council committed funding.

Grant funding obtained from Sustainability Victoria along with Council funds which replaced inefficient HPS (High Pressure Sodium) lighting in the Local Port of Portland boat parking area to LED lighting.

Public lighting upgrades have been completed at Portland Foreshore as part of the All Abilities Play Space project, and Portland Foreshore Masterplan.

Support opportunities for social connections through partnership networks

Seek grant/funding opportunities to enhance public safety

CCTV working group set up to develop policies and procedures with potential to regularly seek funding relating to public safety.

Funding Application being drafted for improved public safety at public amenities.

Continue Connect Glenelg website

Connect Glenelg webpage is continued to be monitored and maintained.

Continue to promote the community events calendar

The Tourism & Events team continue to distribute the Tourism and Events calendar each season, and also continue to promote the Tourism and Events e-newsletter subscription.

63



VARIANCE $’000

Aged & Disability Services

Range of services for the aged and disabled including home delivered meals, personal care, respite, home maintenance and planned activity groups.

288349

(61)

Community Development, Engagement and Wellbeing

Key facilitator of community strengthening planning activities. Support volunteering and work with community agencies to develop projects addressing disadvantage issues via the Rural Access and other programs. This service also allocates council grants to assist with implementing community plans or urban design frameworks.

452514

(62)

Youth Services Initiate and implement projects/events to connect young people to their local community by encouraging participation in all facets of community life.

60129

(69)

Sport and Recreation

Provide access and opportunities to a range of activities in quality sporting facilities, playgrounds and open space recreation areas.

488517

(29)

Aquatic Facilities

Swimming Pools are located at Portland, Heywood, Merino and Casterton allowing a range of leisure activities.

1,1481,295

(147)

Community Grants

Council grants and contributions for various areas including recreation, public halls, tourism, events funding, arts and culture and community support.

214200

14

Children Services

Family orientated support services including pre-kindergarten, kindergarten, long day care, before and after school care, occasional care, maternal and child health, immunisation and playgroup support.

8591,062

(203)

Maternal Child Health

Family orientated support services including maternal and child health, immunisation and playgroup support provided under contracted service delivery model.

124127

(3)

Waste Management

Kerbside waste collection including recyclables from most urban and some rural households. Public waste collection including 6 waste transfer stations.

5,199972

4,227

THEME 3 — LIVEABLE GLENELGEmbracing inclusive, healthy, sustainable and diverse cultures for living

OUR PERFORMANCE




64



VARIANCE $’000

Parks and Gardens

Management of public lands including playgrounds, recreation reserves, toilet blocks, wetlands, landscaped areas, pathways, seating BBQs, garden beds, traffic management devices, waterways, bridges and streamside reserves. Street and Park trees, bushland conservation and areas along waterways and other environmental significant locations are also managed.

2,0842,262

(178)

Infrastructure, Management and Planning

Design, tender and project management of a broad range of council capital works. 8271,211

(384)

Heritage Planning

Support of implementation of Heritage related legislation affecting the community. 4555

(10)

Environmental and Sustainability Services

Strategic direction, advice and implementation on environmental and sustainability issues and actions of council’s operations. Includes climate change, flora and fauna protection, coastal management, utility management and carbon foot print reduction in areas such as waste minimisation, renewable energy and water reuse.

19273

(254)

65


OUR PERFORMANCE



All Abilities Play Space — Portland Foreshore ($0.8 million net cost)

Actual: $1.104 million.The All Abilities Play Space was completed in 2019/2020 and opened to the community in March 2020.

Hanlon Park Lighting ($240k net cost)

Actual: $544,610Hanlon Park Lighting project was completed in 2019/2020.

Alexandra Park Upgrade (Victorian Government funded)

Actual:$522,037Alexandra Park Upgrade project was completed in 2019/2020.


Continuation of Hooked on Portland Festival ($40k net cost) Actual: $59,545

Provision of 4 year old Kindergarten services for Dartmoor A 4 year old kindergarten program was introduced in Dartmoor in 2019/2020.

Tour of Great South Coast ($40K net cost) Actual: $28,864

MAJOR INITIATIVES The following statement reviews the progress of Council in relation to major initiatives identified in the 2018/19 budget for the year.

OTHER INITIATIVES


66


RESULTS 2017

RESULTS 2018

RESULTS 2019


Aquatic Facilities Service standard

AF2 Health inspections of aquatic facilities

[Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

0.75 1.00 0.75 0.25 Of the four aquatic facilities across the Shire, three health inspections did not take place this year due to facility closures relating to COVID-19.

Health and Safety

AF3 Reportable safety incidents at aquatic facilities

[Number of WorkSafe reportable aquatic facility safety incidents]

0.00 1.00 0.00 Retired in 2020

Service cost

AF4 Cost of indoor aquatic facilities

[Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]

$10.38 $11.39 $10.75 Retired in 2020

Service Cost

AF5 Cost of outdoor aquatic facilities

[Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

$19.64 $23.83 $20.65 Retired in 2020

Utilisation

AF6 Utilisation of aquatic facilities

[Number of visits to aquatic facilities / Municipal population]

5.07 4.90 4.59 2.38 Attendance has dropped by 48.09% due to closures of aquatic facilities relating to COVID-19.

Service cost

AF7 Cost of aquatic facilities

[Direct cost of aquatic facilities less income received / Number of visits to aquatic facilities]

New in 2020

New in 2020

New in 2020

$18.53 The cost of operating the aquatic facilities across the shire is $18.53 per capita.

Note: From 2020, this indicator replaced two previous indicators: ‘Cost of indoor aquatic facilities’ and ‘Cost of outdoor aquatic facilities’.


67


OUR PERFORMANCE



RESULTS 2017

RESULTS 2018

RESULTS 2019


Maternal and Child Health (MCH) Satisfaction

MC2 Participation in first MCH home visit

[Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

116.42% 96.99% 111.36% Retired in 2020

Service standard

MC2 Infant enrolments in the MCH service

[Number of first MCH home visits / Number of birth notifications received] x100

99.25% 103.01% 100.00% 100.51%

Service cost

MC3 Cost of the MCH service

[Cost of the MCH service / Hours worked by MCH nurses]

$96.39 $91.23 $138.28 $106.46 Cost of Maternal and Child Health services has reduced due to the service moving to a contracted service delivery model which has been more cost effective.

Participation

MC4 Participation in the MCH service

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

78.77% 76.99% 85.05% 81.68%

Participation

MC5 Participation in the MCH service by Aboriginal children

[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

73.44% 75.00% 75.86% 75.20%

Satisfaction

MC6 Participation in 4-week Key Age and Stage visit

[Number of 4-week key age and stage visits / Number of birth notifications received] x100

New in 2020

New in 2020

New in 2020

92.39%


68


RESULTS 2017

RESULTS 2018

RESULTS 2019


Waste Collection Satisfaction

WC1 Kerbside bin collection requests

[Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000

23.13 24.87 24.16 16.84 Kerbside bin collection requests have reduced potentially due to COVID-19 and tightening of restrictions. The transfer station usage has also significantly increased which indicates residents may be using alternative methods of waste disposal.

Service standard

WC2 Kerbside collection bins missed

[Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

0.73 0.88 1.45 0.59 Change in staffing arrangements by our contractor has meant less missed bins.

Service cost

WC3 Cost of kerbside garbage bin collection service

[Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

$114.35 $106.13 $125.85 $127.86

Service cost

WC4 Cost of kerbside recyclables collection service

[Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

$43.02 $42.87 $69.04 $70.32

Waste diversion

WC5 Kerbside collection waste diverted from landfill

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

35.58% 33.63% 33.75% 32.27%

69


OUR PERFORMANCE



FOCUS 1 — LIVEABILITY AND QUALITY OF LIFE

Improve the attractiveness and accessibility of local facilities

Community satisfaction survey results indicate above-average satisfaction with the quality of parks and open space

Parks and Gardens team continue to monitor the quality of parks and open space, and conduct visual playground inspections.

Seek funding for aspects of the Civic Precinct Masterplan

There are no funding sources currently available.

Improve the appearance of public spaces and streetscapes within townships

Seek funding to improve and rejuvenate streetscapes

Council continue to monitor funding opportunities.

Ongoing proposed changes to Percy Street to rejuvenate the median of the street.

Create a range of opportunities for the community to participate in Council decision making

Create an ongoing online forum for community feedback

Listening Post platform was developed and continues to be maintained.

Conduct at least one listening post event per quarter

At the Councillors Workshop session on 10 September 2019, Councillors agreed to continue the online Listening Post platform, in addition to hosting Listening Post events on a project basis, rather than the four per year designated township based sessions.

The extensive community engagement plan for the Glenelg Shire 2040 project included township based sessions across the shire.

Community engagement did not take place during quarter four due to COVID-19 restrictions.

Glenelg Shire 2040 project team have adopted a refreshed approach to adapt to COVID-19 restrictions, with Community Reference Groups meeting online to ensure the project is continued. The Glenelg Shire 2040 project has a new time horizon, expecting completion around the end of 2020.

FOCUS 2 — HEALTH & WELLBEING

Support programs to improve health awareness and active communities

Residents report an above-average wellbeing score

Community Wellbeing staff continue to attend Great South Coast Regional Justice Reference Group meetings.

Glenelg Shire continues to work in partnership in health promotion and intervention initiatives such as SEA Change, Live4Life and Beyond the Bell and support activities of these collaborations.

Through the COVID-19 pandemic the work within health and wellbeing continued through partnership work focussing on building community resilience, positive health and safety messaging and providing support to families during distance learning.



70


Assist the community to promote events

The Events Strategy was endorsed by Council in November 2019.

Free promotion of community events continues to be offered across the Shire.

Support the creation and maintenance of good-quality sport, recreational and leisure facilities

Finalise Open Space Strategy

Complete. The open Space Strategy was endorsed by Council at the May 2019 Ordinary Council Meeting.

Advocate for improved health and allied services

Redevelop the user group agreement with health service providers

Year 3 actions for the Health and Wellbeing Plan have been developed including more lead by our partners.

Develop a Municipal Health & Wellbeing Plan

Glenelg Shire Health and Wellbeing Plan 2017–21 developed and adopted by Council at its meeting held on 24 October 2017.

FOCUS 3 — ENVIRONMENTAL SUSTAINABILITY

Reduce Council’s carbon footprint

Reduce the impacts of climate change

Continue to implement measures to reduce Council’s energy usage (carbon emission)

Building Management System installation is finalised in Portland Office, which is now operating with 40% energy saving.

Reduced energy usage to be incorporated in reviewed Environmental Management Strategy, including the exploration of options at the Civic Hall and Fawthrop Centre.

Reduce Council’s water usage

Council’s policies, procedures, documents and operations account for the possible impacts of climate change

Scoping underway for the review of the Environmental Management Plan.

Continue to implement measures to reduce Council’s water usage

As part of the ‘Internet of Things’ initiatives, water sensors have been purchased and installed at Henty Park, to monitor and measure water usage helping to identify where leaks may be occurring and where there can be a reduction of water usage.

Participating in regional Integrated Water Management projects looking at key and high water use areas and options to offset use through other sources (stormwater capture and reuse, greywater reuse, etc.)

A feasibility study is planned at Portland Leisure and Aquatic Centre and Henty Park, in the reuse of roof stormwater through capture and storage in the existing cement water tank, and the use of backwash water for irrigation.

Council to implement environmentally friendly energy solutions

Building Management System installation is finalised in Portland Office, which is now operating with 40% energy saving.

Protect environmental assets

Actively reduce weed species

Council received $69K in State Government funding to implement annual weed reduction program.

Investigations underway to bring the weed management process in house to provide value for money and more control of weed spraying.

Council officers continue to engage with DELWP, as well as other relevant stakeholders, to discuss the management of Sweet Pittosporum in Glenelg Shire.

Application submitted for next financial years State Government weed reduction funding program.

71



VARIANCE $’000

Arts and Culture

Under the ARTSGLENELG banner, a range of arts and cultural related function, programs and information is provided to the Shire.

321431

(110)

Collection Conservation

Coordination, administration and support of conservation, storage and display of cultural and heritage artefacts. Approximately 10,000 collection items are catalogued. The service also supports tourism in the area with management and displays in History House, Maritime Discovery Centre museum, Portland Rocket Shed and Portland and Casterton Customer Service Centres.

58146

(88)


THEME 4 — CREATIVE GLENELGCreative, inspired, forward-thinking and action-oriented

OUR PERFORMANCE



72



FOCUS 1 — LIVEABILITY AND QUALITY OF LIFE

Promote diversity; celebrate creative and cultural heritage; foster creative capacity and practice

Maintain Council’s involvement in exciting community, cultural and creative events across the Shire

A successful program was supported in quarter one with four live performances at Portland Arts Centre, one live performance at Casterton Town Hall, two schools engagement events, one drama workshop for young people and one exhibition opening.

Through seniors week in October 2019, had combined senior’s lunch for indigenous and non-indigenous centred on Budj Bim.

Arts Glenelg Season Launch held at Portland Arts Centre which was a sold out event.

The Portland Arts Centre was closed for a matter of months due to the COVID-19 Pandemic, therefore all scheduled events had cancelled or postponed.

Work towards the development of a space to display Council’s Cultural Collection

Council continue to monitor funding opportunities.

Ongoing proposed changes to Percy Street to rejuvenate the median of the street.

Build partnerships that promote creative expression and engagement; stimulate creative practice and creative places

Commit resources to enhance the Partnership Agreements

Supported a number of initiatives from the Julia Street Creative Space committee.

Great South Coast Creative Industry Strategy draft released for public feedback.

Supported application to Regional Arts Fund and Community Grants for significant community arts project.

Draft health check and Aboriginal Partnership review scoping document was sent to partners for their review and comment. However, since the review of the Aboriginal Partnership has been put on hold during the COVID-19 pandemic.

The Glenelg Mara Quorin Aboriginal Advisory Committee Meetings have been temporary put on hold.

Promote the community events calendar and support diverse arts and cultural programming

Promotion of diverse arts and cultural events is continued through the distribution of the ArtsGlenelg program and social media updates.

Launched 2020 season program on 29 November 2019.

The Portland Arts Centre was closed for a matter of months due to the COVID-19 Pandemic, therefore events have been cancelled or postponed.

Promote opportunities or community events within all townships of the shire

Offer opportunities for people to participate and attend cultural, arts and literary activities

The Australian Maritime Museum exhibition at the Portland Library offered activities to attend and participate in, including information on the local shipwreck of the Admella.

Continued collaboration between Library and Portland Arts Centre staff on potential projects and activities.

Due to closures of libraries across the shire and the Portland Arts Centre due to COVID-19, events have been cancelled or postponed.

Seek funding for creative public art and place-making initiatives

Indigenous art and sculptures were erected and included in the All Abilities Play Space on the Portland Foreshore.

Supported and advised community application for Regional Arts Fund and Community Grants Funding of public art project in Portland, including partnership with Planning Unit and Heritage Advisor

Living Laneways Portland project completed, showcasing a number of local artists. Launch of this project has been postponed due to COVID-19.

73

THEME 4 — CREATIVE GLENELGCreative, inspired, forward-thinking and action-oriented

OUR PERFORMANCE



FOCUS 2 — INNOVATION

Promote innovative solutions by allowing for creative input into decision making

Work with the community to develop an events calendar

The Tourism & Events team completed the development of an Events Calendar, with the input and assistance from the community.

Simplified and streamlined customer experience

Your Say page continues to be updated to ensure the projects are current and provide relevant information to the community.

Our — Your Say Glenelg site is an up-to-date and is easily accessible for staff and community to engage on relevant stages of projects across the organisation. The site has recently received an enhancement/upgrade and has a modern look and feel.

Promote Council’s One Stop

Ongoing.

Create opportunities for innovation within the community

Promote an “ideas” forum in townships

Stakeholder forums were held in aim to provide an opportunity to generate ideas for economic growth.

Glenelg Shire 2040 Community Planning project launch captured people’s ideas for the community by the year 2040.

Stakeholder forums tie in with the Glenelg Shire 2040 consultations currently underway.

StoryTowns project implemented.Partner with other organisations to facilitate innovative solutions

Deliver opportunities for people to experience new technologies and innovative solutions

Several training and support sessions held online to deliver opportunities for people and businesses to experience new technology and innovative solutions.

Small Business Event held in August and September 2019, involving 90 participants.

Digital Opportunity Roadshow on behalf of Small Business Victoria.

Small Business event scheduled in May 2020 was postponed due to COVID-19 social distancing requirements.

Promote our Smart Cities membership

To be completed as part of the Digital Glenelg project.


74


OUR PERFORMANCE


THEME 5 — LEADING GLENELGCreate shared visions within the community ensuring agreed outcomes



VARIANCE $’000

Mayor and Council

Mayor and Councillors provide strategic direction to the community through council and committee processes and are responsible for the governance of the shire.

528605(77)

Chief Executive Office and Executive Team

Oversee administrative function of council ensuring good governance practices providing advice to both the Mayor and Councillors. The Executive Team provide strategic direction and high level advice to enable policies and decisions of council to be implemented into the day to day operations.

2,0482,438(390)

Corporate Governance

Statutory and corporate support to council. This includes coordinating business papers, minutes of council meetings, maintenance of statutory registers, internal audit and the conduct of municipal elections.

351787

(436)

Information Services

Support and maintain reliable and cost effective communications and computing systems, facilities and infrastructure. This enables council staff to deliver services in an efficient manner.

1,3861,755(369)

Public Health Ensure health and safety of the community in accordance with statutory requirements of the Food, Health, Environment, Protection and Residential Tenancies Acts. Inspection and liaison of premises registered under the acts are undertaken to ensure appropriate food safety and public health standards are maintained. Approval and inspections services for installation of domestic wastewater systems, infectious disease investigations, pool safety compliance for public swimming pools and investigation of public and/or environmental health complaints.

196203(7)

Customer Service

First line response for customer enquiries at the 3 customer service centres at Portland, Heywood and Casterton. Request for works taken directly from customers, recorded and sent to the relevant service units. Casterton and Heywood centres also provide library services.

520567(47)

Emergency Response

Emergency Management Act 1986 require councils to play a key role in emergency management, providing support to lead agencies and to manage emergency recovery on behalf of communities.

1038815

Local Laws and Animal Control

Education, regulation and enforcement of General Local Law and relevant State legislation. Conducts reactive and proactive inspections including footpath trading, litter control, fire prevention, issue and management of permits and offence prosecutions. Provides resources for supervision of school crossings, animal management.

890798

92

Parking & Traffic Control

Provides parking control and enforcement throughout the shire including parking restriction, parking meter operation and follow up legal action where required.

(8)(72)

64

75

OUR PERFORMANCE





VARIANCE $’000

Planning Services

Strategic and statutory planning including assessment of planning permits, development of local policies and amendments to the Glenelg Planning Scheme. Representation at VCAT and other tribunals is also undertaken.

657842

(185)

Building Services Ensuring obligations under the Building Act 1993 are adhered to. Responsible for issuing consent and reports and undertake swimming pool and commercial/building audits to ensure safety and appropriate maintenance levels are adequate.

181301

(120)

Asset Management and Maintenance

Sustainably maintain assets and ensure service requirements of council assets are met. Manage rolling replacement of heavy plant and light plant including vehicles.

2,3784,376

(1,998)

Public Buildings Council provides a large range of services many utilising a council building or facility. 1,5441,030

514

Records Management

Document, archival and information management including compliance with relevant legislation. Provides advice and support in development and promotion of records and information management systems, standards and procedures.

166290

(124)

Grants External Source external grant funding opportunities to assist in delivery of council projects. 350

35

Organisational Development

Manages the recruiting process. Provides strategic advice to the Leadership Team, managers and coordinators on range of staffing matters including employee relations, industrial relations, training and development.

1,1301,375(245)

Finance Development of the annual council budget, annual financial report and the strategic financial plan. Coordination of external auditors and input into the audit committee requirements. Administer the accounts payable, accounts receivables and Payroll services for the council. Supports all units in financial analysis of variances to budget.

80477529

Rating / Property Services

Rating and valuation services including raising and collection of rates and charges and valuation of properties through the shire. Assist Victorian Electoral Commission in preparation for the Voters Roll for council elections.

442452(10)

Risk Management

Risk management and insurance advise, management of principles and best practice in order to minimise council’s exposure to liability. Management of insurance portfolio, claims and work cover obligations.

1,6651295370

Communications Provide accurate information and promotion on council activities and programs both internally and externally.

129165(36)


76


Business Transformation Project Management ($0.6 million net cost)

Actual: $375,662The Business Transformation project commenced in 2019/2020 and will be continued in 2020/2021.

OTHER INITIATIVES

77

OUR PERFORMANCE




RESULTS 2017

RESULTS 2018

RESULTS 2019


Animal Management Timeliness

AM1 Time taken to action animal management requests

[Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

1.11 1.22 1.18 1.22 The time taken to respond to animal management requests is consistent with previous years, within 2 days.

Service standard

AM2 Animals reclaimed

[Number of animals reclaimed / Number of animals collected] x100

62.72% 62.72% 58.45% 29.18% Numerous animals were adopted and some animals were transferred to other facilities, also quite a large number of the animals were surrendered, and therefore would not be reclaimed. The number of reclaimed animals also dropped during the COVID-19 pandemic.

Service cost

AM3 Cost of animal management service

[Direct cost of the animal management service / Number of registered animals]

$72.40 $82.17 $81.50 Retired in 2020

Health and safety

AM4 Animal management prosecutions

[Number of successful animal management prosecutions]

21.00 3.00 26.00 Retired in 2020

AM5 Animals rehomed

[Number of animals rehomed / Number of animals collected] x100

New in 2020

New in 2020

New in 2020

64.43% Note: New indicator for 2019–20 financial year.



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RESULTS 2017

RESULTS 2018

RESULTS 2019


Service cost

AM6 Cost of animal management service per population

[Direct cost of the animal management service / Population]

$21.92 $24.27 $23.32 $28.19 Cost of animal management service has increased by 20.89% as the calculation has been adjusted to reflect the cost of animal management service per population, rather than per number of registered animals.

Note: Indicator is replacing previous ‘Cost of animal management service’ which was based on cost per number of registered animals.

Health and safety


[Number of successful animal management prosecutions / Number of animal management prosecutions] x 100

New in 2020

New in 2020

New in 2020

12.50% This measure has been adjusted to reflect a proportion rather than an absolute.

Note: Indicator is replacing previous ‘Animal management prosecutions’ which was a measure of number, not proportion.

Food Safety Timeliness

FS1 Time taken to action food complaints

[Number of days between receipt and first response action for all food complaints / Number of food complaints]

1.00 1.23 1.31 1.09 Time taken to action food complaints has reduced due to fewer food complaints received during 2019/20.

Service standard

FS2 Food safety assessments

[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

98.73% 100.00% 94.55% 93.17%

Service cost

FS3 Cost of food safety service

[Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

$576.13 $462.66 $449.47 $479.51

79

OUR PERFORMANCE




RESULTS 2017

RESULTS 2018

RESULTS 2019


Health and safety

FS4 Critical and major non-compliance outcome notifications

[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

100.00% 100.00% 100.00% 75.00% There were two non-compliance outcome notifications that were not followed up by the end of the year. These notifications were followed up in 2020 which is outside of this reporting period.

Governance Transparency

G1 Council decisions made at meetings 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, 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

0.97% 4.17% 4.76% 6.47% Decisions made at meetings closed to the public has increased, which is the result of one additional resolution made in closed council during 2019/20.

Consultation and engagement

G2 Satisfaction with community consultation and engagement

Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

58.00 61.00 59.00 59.00

Attendance

G3 Councillor attendance at council meetings

[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

97.14% 100.00% 100.00% 100.00%

Service cost

G4 Cost of elected representation

[Direct cost of the governance service / Number of Councillors elected at the last Council general election]

$51,359.71 $52,986.43 $55,804.10 $50,993.08


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RESULTS 2017

RESULTS 2018

RESULTS 2019


Satisfaction

G5 Satisfaction with council decisions

[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

56.00 60.00 57.00 58.00

Statutory Planning Timeliness

SP1 Time taken to decide planning applications

[The median number of days between receipt of a planning application and a decision on the application]

47.00 21.00 28.00 31.00 Time taken to decide planning permit applications has increased due to additional planning permits being received. Also the planning department has experienced challenges during COVID-19 impacting response time.

Service standard

SP2 Planning applications decided within required time frames

[(Number of regular planning application decisions made within 60 days) + (Number of VicSmart planning application decisions made within 10 days) / Number of planning application decisions made] x100

80.46% 92.86% 93.92% 79.88% Time taken to decide planning permit applications has increased due to additional planning permits being received. Also the planning department has experienced challenges during COVID-19 impacting response time.

Service cost

SP3 Cost of statutory planning service

[Direct cost of the statutory planning service / Number of planning applications received]

$2,678.79 $2,260.83 $2,050.38 $1,951.16

Decision making

SP4 Council planning decisions upheld at VCAT

[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

0.00% 66.67% 100.00% 0.00% There were no planning decisions referred to VCAT during the 2019/20 financial year.

81

OUR PERFORMANCE




FOCUS 1 — ADVOCACY

Lead and participate in regional partnerships

Community satisfaction with Council decisions continues to be above-average

The 2020 Community Satisfaction survey results revealed that Glenelg Shire received 58 points for the satisfaction of the decisions council make in their interest of the community. The state wide average for this measure is 53 points. The 2020 results continue to track positively above state average.

Lobby and advocate on agreed local priorities to place Glenelg Shire at the forefront of policy and funding considerations

Community satisfaction with lobbying on their behalf continues to be above average

The 2020 Community Satisfaction survey results revealed that Glenelg Shire received 59 points for the satisfaction for lobbying on behalf of the community, which and sits positively above the state-wide average of 53.

FOCUS 2 — ACCOUNTABILITY

Apply good governance principles to guide strategic decision making

Statutory planning permits assessment time frames continues to be less than the state average

According to the 2018/19 LGPRF results, Glenelg Shire Council takes, on average, 28 days to assess a planning application, which is 41.6 days less than the state-wide average of 69.6.

The 2019/20 results have not yet been released.

Undertake a Planning Scheme review

The Planning Scheme review was adopted by Council at the Ordinary Council Meeting held 22 May 2018.

Council demonstrates leadership in its decisions to meet future needs and challenges

Maintain existing (Planning) service standards

The 2018/19 Local Government Performance Reporting Framework results show an average increase of 2.05% over the last three years, indicating a consistent improvement to Council’s planning service standard.


Lobby for additional funding to support asset renewal

Ongoing.

Council representatives attended the Evoke Agricultural Conference in Melbourne in February 2020.

Long-term planning and prudent financial management

Reduce expenditure level per property assessment from 2016 levels

The expenditure level per property assessment result from the 2018/19 LGPRF was $3,268.17, which is $509.23 less than the 2016 results.




82


Continuous improvement methods used to ensure excellence in service delivery

Continue to maximise grant opportunities for the shire

Glenelg Priority Projects document printed. A number of power point presentations have been produced.

Ongoing representations by the Council representatives at both Federal and State level.

Council continues to improve communications and engagement practices to support open and inclusive decision making processes

Improve Council’s website to be more intuitive and useable for customers

The website redevelopment is in the planning stage as part of the Digital Glenelg Roadmap and due to be delivered in the 2020–2021 financial year.

Use technologies to assist communication and service delivery

Embed the Community Engagement Framework into Council procedures

Due to lack of resources this quarter as a result of the COVID-19 pandemic, this measure has been put on hold.

Local Government Act 2020 will require a review of the current Community Engagement Policy.

Offer people a say in Council decisions

Endeavour to maintain the number of Council decisions made at meetings open to the public (2016 benchmark)

The Local Government Performance Reporting Framework revealed that council decision made in closed meetings is up to 4.76%, which is an 0.59% increase on 2017/18 results. This is an increase of one resolution made in closed Council.

Ensure the organisation has the right mix of people to deliver the best outcomes for the community

Update Organisational Development policies to be in line with best practice

Complete.

83

GOVERNANCE AND MANAGEMENT ITEMS ASSESSMENT

1 Community engagement policy (policy outlining Council’s commitment to engaging with the community on matters of public interest)

Policy Date of operation of current policy: 13 September 2016

R

2. Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

Guidelines Date of operation of current guidelines: 28 May 2019

R

3. 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)

Adopted in accordance with Section 126 of the Act Date of adoption: 23 June 2020 R

4. 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)

Adopted in accordance with section 130 of the Act Date of adoption: 23 June 2020 R

5. 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)

Plans Date of operation of current plans: Aerodrome 28 January 2014, Buildings 28 June 2016, Drainage 23 June 2015, Open Space 23 June 2015, Transport 23 June 2015

R

6. Rating strategy (strategy setting out the rating structure of Council to levy rates and charges)

Strategy Date of operation of current strategy: 23 June 2020 R

7. Risk policy ( policy outlining Council’s commitment and approach to minimising the risks to Council’s operations)

Policy Date of operation of current policy: 13 March 2018 R

8. Fraud policy (policy outlining Council’s commitment and approach to minimising the risk of fraud)

Policy Date of operation of current policy: 25 June 2019 R

9. 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 Date of preparation: 25 June 2019

R

10. 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 1989 Date of approval: 23 June 2020 R

11. 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)

Plan Date of operation of current plan: 21 August 2018

R

12. Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Plan Date of operation of current plan: 27 February 2020

R

13. Risk management framework (framework outlining Council’s approach to managing risks to the Council’s operations)

Framework Date of operation of current framework: 27 January 2016 R

OUR PERFORMANCE

GOVERNANCE AND MANAGEMENT CHECKLIST 2019/20

The following are the results in the prescribed form of council’s assessment against the prescribed governance and management checklist.


84

14. 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)

Established in accordance with section 139 of the Act Date of establishment: 22 November 2016

R

15. Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council’s governance, risk and management controls)

Engaged Date of engagement of current provider: 1 June 2017

R

16. 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)

Framework Date of operation of current framework: 7 April 2015

R

17. 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)

Report Date of report: 28 January 2020

R

18. Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Statements presented to Council in accordance with section 138(1) of the Act Dates statements presented: Year ended 2017/18 Financial Report: 24 September 2019 Quarterly Dashboards: 22 October 2019, 28 January 2020, 28 April 2020.

R

19. Risk reporting (six-monthly reports of strategic risks to Council’s operations, their likelihood and consequences of occurring and risk minimisation strategies)

Reports Date of quarterly reports: 10 September 2019, 5 December 2019, 5 March 2020, 4 June 2020. R

20. 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 Date of reports: Full Year Performance Report: 24 September 2019 6 Month Performance Report: 5 March 2019 R

21. Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements)

Considered at meeting of the Council in accordance with section 134 of the Act Date of consideration: 24 September 2019 R

22. 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)

Reviewed in accordance with section 76C of the Act Date reviewed: 14 February 2017 R

23. 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)

Reviewed in accordance with section 98(6) of the Act Date of review: 28 May 2020 R

24. 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 Date local law made: 17 December 2013 R

___________________

Cr Anita RankMayorDate: 22 September 2020

I certify that this information presents fairly the status of Council’s governance and management arrangements.

___________________

Greg BurgoyneChief Executive OfficerDate: 22 September 2020

85

SUSTAINABLE CAPACITY INDICATORSindicator/measure

RESULTS 2017

RESULTS 2018

RESULTS 2019

RESULTS 2020

MATERIAL VARIATIONS AND

COMMENTS

Population Income sources were in line with budget, and expenditure for 19/20 was inflated by end of year adjustments to recognise future landfill costs.

C1 Expenses per head of municipal population

[Total expenses / Municipal population]

$2,739.76 $2,323.32 $2,293.62 $2,820.65

C2 Infrastructure per head of municipal population

[Value of infrastructure / Municipal population]

$21,499.83 $22,168.24 $21,166.74 $23,048.36

C3 Population density per length of road

[Municipal population / Kilometres of local roads]

7.29 7.45 7.48 7.47

Own-source revenue

C4 Own-source revenue per head of municipal population

[Own-source revenue / Municipal population]

$1,635.17 $1,568.72 $1,575.74 $1,614.59

Recurrent grants Amount can fluctuate based on capital recurrent grants received, primarily related to Roads to Recovery.

C5 Recurrent grants per head of municipal population

[Recurrent grants / Municipal population]

$789.57 $755.09 $709.79 $670.12

C6 Disadvantage

Relative Socio-Economic Disadvantage

[Index of Relative Socio-Economic Disadvantage by decile]

3.00 2.00 2.00 2.00

OUR PERFORMANCE

PERFORMANCE STATEMENT

Encompassing an area of 6,212 square kilometres, the Glenelg Shire includes Portland, Heywood and Casterton and many other small townships and localities. Rolling hills and rich agricultural land to the north give way to a scenic and secluded river region to the west. Pine and blue gum plantations line the roads through the hinterland, while a huge expanse of coastal beaches and rugged cliffs form the southern perimeter, making the Glenelg Shire a thriving tourist destination.During the year, Council had experienced impacts to a range of services due to the COVID-19 pandemic. These changes resulted in service closures, such as the libraries, aquatic facilities and recreation, restricted access to some services, and decreased usage of some services. The COVID-19 pandemic has had a significant impact on revenue and expenses. Council has adopted the 2020/21 budget which includes a 0% rate increase.


86

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 above

“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

“population” means the resident population estimated by council

“own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government 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

“unrestricted cash” means all cash and cash equivalents other than restricted cash.

SUSTAINABLE CAPACITY INDICATORSindicator/measure

RESULTS 2017

RESULTS 2018

RESULTS 2019

RESULTS 2020


COMMENTS

Workforce turnover Turnover rates fluctuate slightly each year. An average percentage of the workforce that leave the organisation is approximately 10%. In 2019/2020 Council received more resignations than the previous year which can be attributed to retirements, relocation and other career opportunities.

C7 Percentage of staff turnover

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100

9.7% 24.3% 10.8% 15.9%

87

OUR PERFORMANCE

PERFORMANCE STATEMENT (CONTINUED)

SERVICE PERFORMANCE INDICATORSService/indicator/measure

RESULTS 2017

RESULTS 2018

RESULTS 2019

RESULTS 2020


COMMENTS

Aquatic Facilities Utilisation

AF6 Utilisation of aquatic facilities

[Number of visits to aquatic facilities / Municipal population]

5.07 4.90 4.59 2.38 Attendance has dropped by 48.09% due to closures of all four aquatic facilities across the Shire (both indoor & outdoor), during the stage 3 restrictions relating to COVID-19.

Animal Management Health and safety


[Number of successful animal management prosecutions]

21.00 3.00 26.00 Retired in 2020


[Number of successful animal management prosecutions/number of animal prosecutions] x100

New in 2020

New in 2020

New in 2020

13% This measure has been adjusted to reflect a proportion rather than an absolute. There were two successful animal management prosecutions throughout the year.

Food Safety Health and safety

FS4 Critical and major non-compliance outcome notifications

[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

100.00% 100.00% 100.00% 75.00% There were two non-compliance outcome notifications that were not followed up by the end of the year. These notifications were followed up in 2020 which is outside of this reporting period.


88


RESULTS 2017

RESULTS 2018

RESULTS 2019

RESULTS 2020


COMMENTS

Governance Satisfaction

G5 Satisfaction with council decisions

[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

56.00 60.00 57.00 58.00

Libraries Participation

LB4 Active library borrowers in municipality

[Number of active library borrowers in the last three years / The sum of the population for the last three years] x100

18.77% 17.76% 18.48% 14.57% Due to closure of all library services during stage 3 restrictions relating to COVID-19, the number of active borrowers has been impacted.

Maternal and Child Health (MCH) Participation

MC4 Participation in the MCH service

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

78.77% 76.99% 85.05% 81.68%

Participation

MC5 Participation in the MCH service by Aboriginal children

[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

73.44% 75.00% 100.00% 75.20%

Roads Satisfaction

R5 Satisfaction with sealed local roads

[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

29.00 35.26 41.00 41.00

89

OUR PERFORMANCE



RESULTS 2017

RESULTS 2018

RESULTS 2019

RESULTS 2020


COMMENTS

Statutory Planning Decision making

SP4 Council planning decisions upheld at VCAT

[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

0.00% 66.67% 100.00% 0.00% There were no planning decisions referred to VCAT during the 2019/20 financial year.

Waste Collection Waste diversion

WC5 Kerbside collection waste diverted from landfill

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

35.58% 33.63% 33.75% 32.27%

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 from the library

“annual report” means an annual report prepared by a council under sections 131, 132 and 133 of the Act

“CALD” means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language is not English

“class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act

“class 2 food premises” means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food premises under section 19C of that Act

“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

“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 authorized 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

“population” means the resident population estimated by council

“WorkSafe reportable aquatic facility safety incident” means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.


90

FINANCIAL PERFORMANCE

INDICATORSDimension/

indicator/measure

FORECASTSMATERIAL

VARIATIONS AND

COMMENTS2017 2018 2019 2020 2021 2022 2023 2024

Efficiency Revenue level

E1 Average residential rate per residential property assessment

[Residential rate revenue / Number of residential property assessments]

$1,022.66 $1,047.97 $1,010.79 Retired in 2020

- - - -

Expenditure level

Total expenditure on the Landfill Rehabilitation project for 19/20 was $2.6 million. The provision calculated for 30 June 2020, which was based on estimated future spends, required an expenditure adjustment in the Income Statement of $4.2 million.

E2 Expenses per property assessment

[Total expenses / Number of property assessments]

$3,801.16 $3,302.17 $3,268.17 $3,962.00 $3,765.50 $3,484.79 $3,484.79 $3,417.86

Revenue level

E4 Average rate per property assessment

[General rates and Municipal charges / Number of property assessments]

New in 2020

New in 2020

New in 2020

$1,398.57 $1,404.50 $1,432.79 $1,461.14 $1,490.57

91

OUR PERFORMANCE




indicator/measure

FORECASTSMATERIAL

VARIATIONS AND

COMMENTS2017 2018 2019 2020 2021 2022 2023 2024

Liquidity Working capital

Result has slightly improved in 2020 from 2019 as a result of an increased cash position due to new borrowings in June 2019 and the early payment of Financial Assistance Grants. Future projections will see a reducing cash balance and increased current loan commitments until 2023/24 when it will start to reduce again

L1 Current assets compared to current liabilities

[Current assets / Current liabilities] x100

154.34% 272.05% 123.00% 136.65% 85.11% 59.31% 58.71% 54.95%

Unrestricted cash

A significant amount of cash is allocated to major capital works in 2020/21.

This indicator changed. The ratio is now more in line with previous years.

L2 Unrestricted cash compared to current liabilities

[Unrestricted cash / Current liabilities] x100

32.91% 117.59% 76.31% 107.74% 44.84% 22.18% 18.44% 14.68%

Obligations Asset renewal

O1 Asset renewal compared to depreciation

[Asset renewal expense / Asset depreciation] x100

83.63% 71.56% 91.61% Retired in 2020

- - - -


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indicator/measure

FORECASTSMATERIAL

VARIATIONS AND

COMMENTS2017 2018 2019 2020 2021 2022 2023 2024

Loans and borrowings

A new loan was drawn down in June 2020 which accounts for increase in loans and borrowings compared to rates.

O2 Loans and borrowings compared to rates

[Interest bearing loans and borrowings / Rate revenue] x100

16.28% 14.16% 15.22% 42.66% 60.59% 52.74% 52.12% 46.57%

O3 Loans and borrowings repayments compared to rates

[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100

4.89% 2.56% 2.75% 2.36% 4.55% 5.45% 5.74% 4.99%

Indebtedness A new loan was drawn down in June 2020 for $7 million, of which $6.5 million is reflected as a non-current liability. This has resulted in a negative movement in this indicator. OSR has not changed materially from previous years.

O4 Non-current liabilities compared to own source revenue

[Non-current liabilities / Own source revenue] x100

73.59% 70.32% 45.66% 63.73% 65.87% 62.41% 60.48% 54.82%

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indicator/measure

FORECASTSMATERIAL

VARIATIONS AND

COMMENTS2017 2018 2019 2020 2021 2022 2023 2024

Asset renewal and upgrade

A significant amount of major works for the landfill rehabilitation in 2020/21 relates to renewal. This amount will be expensed to the provision in the Balance Sheet at year end. Future projections for capital works after 2020/21 are much lower than previous years.

O5 Asset renewal and upgrade compared to depreciation

[Asset renewal and asset upgrade expense / Asset depreciation] x100

New in 2020

New in 2020

New in 2020

55.31% 138.77% 61.86% 70.78% 61.86%

Operating position Adjusted underlying result

Income sources were in line with budget, and expenditure for 19/20 was inflated by end of year adjustments to recognise future landfill costs.

OP1 Adjusted underlying surplus (or deficit)

[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

-11.25% 5.83% 7.12% -14.04 -16.63% -13.57% -10.56% -7.57%

Stability Rates concentration

Total revenue budgeted in future years is expecting to decrease which will ultimately impact this indicator. In 2018/19 the Rates amount for this indicator did not include the waste fees component and therefore skewed this comparison to 2019/20.

S1 Rates compared to adjusted underlying revenue

[Rate revenue / Adjusted underlying revenue] x100

49.47% 48.86% 39.16% 45.18% 48.77% 52.24% 52.24% 52.27%

OUR PERFORMANCE



94



indicator/measure

FORECASTSMATERIAL

VARIATIONS AND

COMMENTS2017 2018 2019 2020 2021 2022 2023 2024

Rates effort Rate income is expected to increase consistently with rate capping from 2021/22. Council adopted a zero increase for 2020/21. The budgeted change in CIV of properties from 2019/20 were expected to increase overall by 5.6%.

S2 Rates compared to property values

[Rate revenue / Capital improved value of rateable properties in the municipality] x100

0.50% 0.50% 0.42% 0.41% 0.40% 0.40% 0.41% 0.42%

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 above

“adjusted underlying surplus (or deficit)” means adjusted underlying revenue less total expenditure

“asset renewal expenditure” means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability

“current assets” has the same meaning as in the AAS

“current liabilities” has the same meaning as in the AAS

“non-current assets” means all assets other than current assets

“non-current liabilities” means all liabilities other than current liabilities

“non-recurrent grant” means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a council’s Strategic Resource Plan

“own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants

“population “means the resident population estimated by council

“rate revenue” means revenue from general rates, municipal charges, service rates and service charges

“recurrent grant “means a grant other than a non-recurrent grant

“residential rates” means revenue from general rates, municipal charges, service rates and service charges levied on residential properties

“restricted cash” means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year

“unrestricted cash” means all cash and cash equivalents other than restricted cash.

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The performance statement presents the actual results for the current year 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 27 June 2017 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. results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting council.

OUR PERFORMANCE


Other InformationFor year ended 30 June 2020

1. Basis of preparation Council 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 2020 and Local Government (Planning and Reporting) Regulations 2014. 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).


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In our opinion, the accompanying performance statement of the (council name) for the year ended 30 June 2020 presents fairly the results of council’s performance in accordance with the Local Government Act 2020 and the Local Government (Planning and Reporting) Regulations 2014. The performance statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity. At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate. We have been authorised by the council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this performance statement in its final form.

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Cr Anita RankMayor/Councillor Date: 22 September 2020

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Cr Karen StephenCouncillorDate: 22 September 2020

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Greg Burgoyne Chief Executive OfficerDate: 22 September 2020

Certification of the Performance StatementIn my opinion, the accompanying performance statement has been prepared in accordance with the Local Government Act 2020 and the Local Government (Planning and Reporting) Regulations 2014.

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Mrs Lauren Easson CPAPrincipal Accounting Officer Date: 22 September 2020

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OUR PERFORMANCE

VAGO AUDITOR’S REPORT

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Glenelg Shire Council Financial Report 2019/20

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Glenelg Shire Council71 Cliff St, Portland VICPO Box 152Portland, VIC 3305

P: 1300 GLENELG(1300 453 635)F: +61 3 5522 2290E: [email protected]

www.glenelg.vic.gov.au

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2020 - glenelg.vic.gov.au · Nelson Destination Action Plan. • The Great Victorian Bike Ride...

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