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Annual Report 2012 - 2013City Of Greater Geelong

Celebrating 20 Years Since Amalgamation

Saturday 18 May 2013 marked 20 years since the State Government amalgamated six local Councils and part of a seventh to form the City of Greater Geelong.

The Councils to amalgamate were the Bellarine Rural City Council, Corio Shire Council, Geelong City Council, Geelong West City Council, Newtown City Council, South Barwon City Council and part of the Shire of Barrabool.

From 1993 to 1995 the City of Greater Geelong was governed by four Commissioners. The first Council election was held in 1995, where 12 councillors were elected to represent 12 wards.

In 1997 the State Government restructured the ward makeup, changing it to four wards represented by four ward and five general councillors.

In 2001, Council reverted back to the current 12 ward system with 12 councillors. In 2012, for the first time residents directly elected their Mayor, bringing the total councillors representing the City of Greater Geelong to 13.

City Statistics

Population 217,574 in 2013 (182,365 in 1993)Budget ($M) $275M in 2013 ($93 in 1993)Unemployment 4.4% in 2013 (12.1% in 1993)Median House Price $395,000 in 2013 ($95,000 in 1993)<pp> 2

There have been many highlights over the last 20 years. The following provides a snapshot of what we as a community have achieved.

1993

City of Greater Geelong was officially formed.

Geelong Otway Tourism was formed.

The Grove Centre library and community services opened in Ocean Grove.

1994

Waterfront Geelong redevelopment commenced.

Eastern Beach restoration re-opened.

1995

Geelong City Hall reopened following renovation.

Domestic garbage and recycling schedules introduced.

Major recovery works following second highest recorded flood in November.

1996

Deakin University opens their Woolstore Campus at Waterfront Geelong.

The Steampacket Place Development Board purchased the 19th century Armitage-Herschell carousel to restore and install at Waterfront Geelong.

1997

Stage one of the major Waterfront Geelong redevelopment is completed.

Geelong - Smart Move launched.

1998

Cunningham Pier refurbishment completed.

Waurn Ponds skate park, designed by local skaters, opened.<pp> 3

1999

The Baywalk Bollard project completed, with 111 bollards installed.

National Wool Museum hosted the Ancient Lives: Greeks, Romans and Etruscans exhibition.

2000

Waterfront Geelong redevelopment completed.

Work commenced on Geelong Botanic Gardens redevelopment.

Geelong Boulevard, the northern entrance to the city was completed.

2001

The Sheraton Hotel and Waterfront Apartments at Waterfront Geelong completed.

The Potato Shed multi-purpose arts and cultural centre opened in Drysdale.

2002The 21st Century Garden opened at the Geelong Botanic Gardens, commemorating its 150th anniversary.

The Geelong Baseball Centre opened coinciding with the World Masters Games held in Victoria.

The three bin waste collection system was introduced.

The Dalai Lama visited Geelong, and returned in 2007.

2003

G21 - Geelong Region Alliance was established.

U C I Women's World Cup Cycling staged in Geelong.

2004

Jetstar Airlines commenced operation at Avalon Airport.

Federal funding for the Geelong Ring Road announced.

Disability Action Plan developed.

2005

Stage one redevelopment of Kardinia Park, including the "Cats Claws" Reg Hickey Stand.

Clifton Springs boat harbour completed.<pp> 4

2006

Construction begins on the Geelong Ring Road.

Geelong hosted the 2006 Lifesaving World Championships - Rescue 2006.

Geelong is regional host City for 2006 Commonwealth Games.

City secures the iconic View of Geelong painting by famous colonial artist Eugene Von Guerard.

Bellarine Strategic Plan 2006 - 2016 developed.

2007

Barwon Heads Streetscape project is completed.

The Moorabool Street streetscape works are finished, marking the completion of the Central Geelong revitalisation project.

The redeveloped Westfield Geelong opens, with the new flyover across Yarra Street.

Geelong Cats win the AFL premiership breaking a 44 year drought (and again in 2009, 2011).

2008

First two sections of the Geelong Ring Road opened to traffic.

Council formally adopted the Armstrong Creek Urban Growth Plan.

Council introduces the Greenhouse Response Strategy.

Bellarine Aquatic and Sports Centre opened in Ocean Grove.

Youth Activities Area opened at Waterfront Geelong.

2009

Transport Accident Commission headquarters opened in Central Geelong.

Barwon Heads skate park opened.

Eastern Beach's historic seawall restoration completed.

Ford Australia Advanced Centre for Automotive Research and Testing opened in Lara.

2009 Australian Masters Games held in Geelong.<pp> 5

2010

The U C I Road World Cycling Championships held in Geelong.

The new Leisurelink Aquatic and Recreation Centre opened in Waurn Ponds.

The fOrT Youth Centre opened at Stead Park, Corio.

Stage two redevelopment of Simonds Stadium completed with opening of the Premiership Stand.

2011

The new Waurn Ponds Library opened.

Historic Eastern Beach Pool restoration completed.

Redeveloped Vines Road Community centre opened.

The Geelong Ring Road Employment Precinct Prospectus launched.

Three cruise ships, the Silver Spirit, Silver Shadow and Spirit of Adventure anchor in Corio Bay with the Regatta visiting 2012.

2012

The Old Courthouse opened following the completion of stage one of the cultural precinct redevelopment.

Lara Library officially opened.

Healthy Together Geelong launched.

Residential development commences in Armstrong Creek.

First publicly elected Mayor for the City of Greater Geelong.

2013

Stage three redevelopment of Simonds Stadium completed with the opening of the Players Stand and installation of light towers.

First AFL game under lights at Simonds Stadium.

Geelong selected as site for the National Disability Insurance Agency head office.

Geelong Ring Road sections 4A and 4B opened now linking to Anglesea Road and the Princes Highway.

Works commence on the new Geelong Library and Heritage Centre.<pp> 6

Our Vision

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

About This Report

The City of Greater Geelong Annual Report 2012 - 2013 provides a comprehensive account of Council's performance from 1 July 2012 to 30 June 2013.

The City of Greater Geelong's City Plan 2009 - 2013 (2012 - 2013 Update) is the guiding document for this Annual Report. City Plan describes our strategic objectives and key strategies. Council embarked on an ambitious program of actions during 2012 - 2013 aligned to our three strategic directions; community wellbeing, growing the economy and a sustainable built and natural environment.

The Annual Report provides an update on the highlights and achievements emanating from this program, and addresses the minor setbacks experienced throughout the year. It also identifies the future directions and challenges that lie ahead for our city. The aim of the report is to inform all Council stakeholders including ratepayers, residents, businesses, community and interest groups, news media, all levels of government, Council staff and the wider general community.

The Annual Report 2012 - 2013 meets with our commitment to be transparent in performance reporting.

The City of Greater Geelong acknowledges the traditional owners and custodians of the lands in our region - the Wathaurong people - and pays respect to their Elders both past and present.<pp> 7

Welcome to the 2012 - 2013 Annual Report for the City of Greater Geelong

Contents

Our Vision 6About this report 6Fast Facts 8Geelong: An Overview 8

Our Year in Review 11

A word from our Mayor 12A word from our Chief Executive Officer 13City Plan 2009 - 2013 Highlights 14Outstanding Achievements 17Calendar of Events 18Summary of Financial Performance 20

The Next Four Years 27

Planning Framework 28Our Planning Process 30Council Funding Priorities 31

Council Information 41

Our Council 42Our Councillors 44

Our People 47

Our Values and Behaviours 48Organisation Structure 49Chief Executive Officer 50Divisional Information 50Staff Profile 52Employee Excellence Awards 54Recognition of Service Awards 55Our Volunteers 56

Performance 59

Delivering Community Outcomes 60Community Wellbeing 61Growing the Economy 74Sustainable Built and Natural Environment 832012 - 2013 Performance Statement 94

Corporate Performance 101

Supporting the Deliveryof our Strategic Directions 102Victorian Local Government Indicators 118

Governance 121

Internal Audit 122Statutory Information 123Council Appointments toCommittees and Groups 127Best Value 129External Funding 130Community Arts and Festivals GrantsProgram 132Councillor Community Grants Program 135Disability Action Plan Update 139

Domestic Animal ManagementPlan Update 140

Annual Financial Report for the Year Ended 30 June 2013 146

Global Reporting Initiative 207Index 208Glossary 210Contact Us 211<pp> 8

Fast Facts

Estimated resident population 217,574120km of streamside frontagesTrees maintained annually 120,00014% population growth rate*15.9% population born overseas*133km of coastlineWetland and reserves 11,639 ha made from 114 individual wetlandsPopulation Age Structure*• 0 - 17 yrs 22.6%• 18 - 59 yrs 54.6%• 60+ yrs 22.8%2.4 persons per average household*16,227 number of businesses in municipality**Rateable properties 113,15815.7 million tonnes trade through Geelong port**101,031 labour force, municipality*** id Profile based on A B S 2011 Census data** CoGG Economic Indicators Bulletin 2013200km off road paths (bike and walking trails)13 libraries1 mobile library2,057km roads140 public toilets maintainedOpen space for sports and recreation: 900 pieces of open space comprising 17,000 hectares. This includes 84 formal recreation reserves, 46 netball courts, 163 tennis courts, 11 shared courts and 12 skate parks.800 council buildings maintained14 neighbourhood house programs281 public playgroundsOvernight and day-trip tourists including The Otways 6.4 millionArea: 11,247km squared

Geelong: An Overview

With a population of over 217,000 people, Geelong is Victoria's largest regional centre. Located some 75 kilometres from the Melbourne CBD, the municipality covers 1,247km squared, comprising country, coastal and suburban areas.<pp> 9

Greater Geelong is bounded by the Moorabool Shire in the north, Wyndham City and the Borough of Queenscliffe in the east, Surf Coast Shire and Golden Plains Shire in the west and Bass Strait in the south.

The region is characterised by the multi-award winning Waterfront precinct overlooking Corio Bay, the picturesque Bellarine Peninsula, the Barwon River, You Yangs Regional Park, wetlands, beautiful parklands and wildlife sanctuaries. Geelong is also the gateway to the world renowned coastline of south-west Victoria via the Great Ocean Road.

Geelong offers quality living and extensive job and business opportunities, as well as a wide range of recreational and cultural events and activities to enjoy. With a proud history, a passionate community, a vibrant economy and a great lifestyle, Geelong truly is a great place to live, work and play.<pp> 11

Our Year in Review

At the City of Greater Geelong we pride ourselves on delivering a broad range of services and projects that meet the needs of our community, and continually look for opportunities to improve. This section provides a summary of our organisation's achievements over the past 12 months.<pp>12

A Word from our Mayor

On behalf of all the Councillors, I am proud to provide an overview of the City of Greater Geelong's achievements during the past year.

Council elections were held in October 2012 electing 12 ward Councillors and, for the first time, a directly elected Mayor, a contest won by Keith Fagg.

One of the major achievements of the new Council has been to develop the City Plan for 2013 - 2017, with substantial input from the community. The City Plan has a new Vision: Building our community through enterprise, opportunity and innovation in a quality environment.

Council has nominated 12 funding priorities, many of which follow the previous Council's lead, which aim to provide jobs, service population growth and deliver important community services.

Our effective lobbying for State and Federal government funding has already secured two of these projects: Geelong's selection as the national headquarters of the new National Disability Insurance Agency, and the landmark $45 million Geelong Library and Heritage Centre - Council's largest project ever. Library services have been temporarily relocated to the state government building in Little Malop Street during the construction period.

One of our highest priorities is reinvigorating the Geelong CBD, where arts, culture, residential, entertainment, education and business combine to create a vibrant active city.

To further focus our efforts on fostering job creation and investment in the Geelong region, Council has established Enterprise Geelong, and we look forward to reporting on its progress next year. Enterprise Geelong is already engaged in advanced discussions regarding job opportunities for the region.

Part of our work has been to implement the final year's initiatives from the City Plan 2009 - 2013, the previous Council's guiding document. In the past year, there have been many highlights, including:

Nearly $1 million was spent on upgrading three key City buildings to become more energy efficient through the part funded Federal Government's Community Energy Efficient Program, and the $2 million Eastern Park stormwater harvesting project was completed. This included the creation of a wetlands style storage basin in the park which resulted in savings of 30 million litres of water and improved stormwater discharge quality.

On 1 June 2013 Geelong Cats played the first AFL home game under lights at Simonds Stadium. The light towers and new stand development confirmed Simonds Stadium's position as a national quality sports stadium.

The $1.5 million Geelong Laneways and Linkages project saw a series of projects undertaken to improve pedestrian access and create inviting "people friendly" spaces in key areas of central Geelong.

Works are nearing completion on the $9.5 million Ocean Grove Integrated Children's Centre, which will provide a much needed increase in kinder spaces in this growth area, and provide families with child care and maternal and child health services.

For more details on our achievements in 2012 - 2013 turn to pages 60 - 96.

Council has again balanced a large budget in difficult economic times. The community has had significant input and opportunity to make submissions to the budget. Council has again received strong commendation from the Auditor General about the process and overall balancing of the 2013 - 2014 budget.

We hosted 20 major events in the past year, providing social benefits to our community as well as an economic benefit of almost $66 million. Popular events, such as the Festival of Sails, Victorian Open Golf Tournament and biennial Australian International Airshow, attracted close to 550,000 participants and spectators.

We will host the Australian Masters Games later this year, and coming in January 2014 is the Melges 24 Sailing World Championship.

The Pako Festa continues to grow and is the largest multicultural event in Australia. The Geelong Seniors Festival - the largest of its kind in Victoria - and Geelong Children's Week also attracted huge participation.

The Community Arts and Festival Grants and the Councillor Community Grants Program saw 180 community groups throughout the municipality share $459,870.

The City of Greater Geelong in 2013 is celebrating its 20th anniversary, and this report includes an overview of achievements during that time.

Council collaborates with all community stakeholders, including various arms of the State and Federal Government, Regional Cities Victoria, G21, the Committee for Geelong, Deakin University, Gordon TAFE, Barwon Health, various industry groups, residents and businesses. This ensures the whole Geelong community voice is heard and forms part of the decision-making process.

We are proud of the progress Council has made during the past 12 months, and look forward to another year of achievements in 2013 - 2014 which strengthen our economy, enhance our community wellbeing and protect our environment.

Finally, I would like to thank my fellow Councillors for their dedication towards making Geelong a great place to live, play and work. Thanks also to our CEO Stephen Griffin and his staff for their tireless efforts to improve the quality of life in Greater Geelong.

Councillor Bruce HarwoodActing Mayor, City of Greater Geelong

* Councillor Fagg resigned as Mayor in August 2013, and Councillor Harwood has become Acting Mayor until a by-election is held on 23 November 2013.<pp> 13

A Word from our Chief Executive Officer

2012 - 2013 has been a watershed year for the organisation as we brought to a close the term of the previous Council and their 2009 - 2013 City Plan, welcomed a new Council and directly elected Mayor and acknowledged the 20th anniversary of the Greater Geelong City Council.

The outgoing Council had set an ambitious agenda and this Annual Report provides a snapshot of what we have achieved, over the life of the 2009 - 2013 City Plan, and in this past 2012 - 2013 year.

Financially, Council ended the year in a strong position with a recurrent surplus of $5.8 million. The Capital Works Program of $60 million saw many new assets developed and the renewal and upgrade of others. Council also completed $60.4 million of infrastructure maintenance and renewal in line with priorities identified in Council's asset management planning. Given Council has a total of nearly $2 billion of assets, such maintenance and renewal is critical.

All of us who work for the City of Greater Geelong are committed to a set of values that are the foundation for how we do business - innovation, respect, integrity and responsibility. In delivering the actions outlined in the 2009 - 2013 City Plan, we have set our sights on having motivated and skilled staff in a customer focused organisation that is efficient in service delivery, well versed in responsible financial management and ensures a safe working environment.

Amongst the highlights in striving for a customer focused organisation in the past financial year were the opening of the Brougham Street Customer Service Centre and the consistently improving performance of our Customer Contact Centre - often people's first line of communication with us.

Central to providing a safe working environment is our CitySafe safety management system. Each department plays a role in our O H S Committees and has a health and safety plan that identifies risks and seeks to minimise them. In 2012 - 2013, the number of reported incidents increased, however the lost time due to injuries decreased by 5.7 per cent on the previous year, a sign that the system is working well.

Motivated and skilled people are pivotal to building the capacity of our organisation. We are proud of our record in providing equal access to training and development. Opportunities range from participating in ACCELER8 for practical leadership skills, to Frontline Management or Project Management or Training and Assessment for targeted learning, to Equal Employment Opportunity training for Contact Officers, to workshops to help with dealing with conflict and gaining assertiveness skills. In 2012 - 2013 expenditure per E F T increased by 6 per cent to nearly $1.2 million.

Good health and a sense of wellbeing is another focus. In 2012 - 2013 our in-house Well4Life program provided a range of activities and support to encourage a physically and mentally healthy lifestyle.

Given we provide over 120 services, being efficient and effective is crucial. In 2012 - 2013 we responded to over 78,000 requests for service - that is an average of 214 a day over the 365 days - for issues such as missed bins, animal complaints, problems with trees, potholes or damage to public facilities.

We also sought to reduce the time it takes to process planning permits and over the 2012 - 2013 year increased the number of permits processed by 10 per cent. Another improvement developed over the year was a mobile application to enable smart phone users to access Council information or report an issue.

At the heart of good public service is keeping our community informed about what is happening and will happen, when and how, and engaging with the community so that we make better decisions. Following the election of the new Council in October 2012, the Your City Your Say consultation process engaged with over 560 people in considering what Council's focus in developing the 2013 - 2017 City Plan could be.

The current Council has worked together with the Executive and Management team to develop the 2013 - 2017 City Plan, renewing a commitment to Community Wellbeing, Growing Our Economy and a Sustainable Built and Natural Environment and adding aspirations for How We Do Business. A 10 year affordability model is being worked through, challenging our ability to service growth whilst maintaining and renewing what we have.

It is always heartening when our efforts are acknowledged by others as being of a high standard. Amongst the awards received in the 2012 - 2013 year are:• Gold for the 2011- 2012 Annual Report at the 2013 Australasian Reporting Awards.• A commendation for the GeeYoung Project at the National Awards for Local Government 2013.• The Aquatics and Recreation Victoria Industry Award for Facility Management for Leisurelink.• Commercial Training Licensee of the Year at the Life Saving Victoria's 2013 Excellence Awards.A full list can be found on page 17 Congratulations once again to everyone involved.

We also have an internal program for rewarding employee excellence, whether as individuals or teams. The list of staff who received awards in the 2012 - 2013 year can be found on page 54. Again, congratulations to all for their excellent performance in customer service, health and safety/risk management, innovation and business improvement, or corporate behaviour.

A very proud moment for me was when the Federal Government announced that our bid to have the headquarters of the National Disability Insurance Agency in Geelong was successful. This was the culmination of more than two years of solid advocacy work in conjunction with partner organisations across the city. Thank you to everyone involved.

would like to thank our staff, and in particular my Executive Management Team, for their professional service to the people of Greater Geelong. I would also like to acknowledge those staff members who received recognition of service awards for 10, 20 and 30 years of service in 2012. Thanks too to past and present Councillors, Deputy Mayors and Mayors. Working together we are making a difference and Greater Geelong is a better place to live.

Stephen GriffinChief Executive Officer<pp> 14

City Plan 2009 - 2013 Highlights

Following the 2008 Council election, the City of Greater Geelong Councillors and management team adopted three strategic directions for City Plan 2009 - 2013. These strategies address the changing economic, social and environmental landscape of our region, and the opportunities and challenges presented.

An ambitious program of actions was embarked on annually, and in the last four years there have been many achievements to be proud of. The following are the highlights under each strategic direction.

Community Wellbeing

• The new $31 million Leisurelink Aquatic and Recreation Centre opened in Waurn Ponds.• The $6.5 million Old Courthouse redevelopment was completed as part of stage one of the Geelong Cultural Precinct Master Plan.• The new Waurn Ponds and Lara Libraries were opened and the Drysdale Library was refurbished.• Through the Community Arts and Festivals Grants program $804,007 was distributed to 160 community groups and programs.• Through the Councillor Community Grants program $959,870 was distributed to 555 community groups and programs.• The popularity of the City's Swim Sport and Leisure program has risen sharply since 2009, with Learn to Swim program enrolments increasing by 39 per cent and membership across the four leisure centres increasing by 26 per cent. Combined visits to the four leisure centres and two outdoor pools in 2012 - 2013 was over 2.3 million.• The Vines Road Community Centre redevelopment was completed, combining the Western Heights College campus and community facilities.• The City was selected as one of 14 Local Government Authorities for the National Partnership Agreement on Preventive Health. "Healthy Together Geelong" has received $5.25 million.• Over $28 million in capital works has commenced or been completed in recreation reserves, recreation facilities and playgrounds.• The Geelong Seniors Festival and Geelong Children's Week festivities have grown to be the largest festivals of their type in the state. Over 60 events are now provided during Children's Week and over 100 for the Seniors Festival.• One of the City's most important community facilities, the fOrT Youth Centre received a major upgrade. Catering for the City's large youth community, the fOrT offers a diverse range of activities such as cooking, music, sports and art.• Co-locating community services has been a focus in the last four years with design work and construction on a number of community hubs progressing well. These include the Leopold Community Hub, Ocean Grove Integrated Children's Centre, Grovedale Integrated Children's Centre, Windsor Park Family and Children's Centre and the Barwon Heads Early Learning Centre.• The inaugural Multicultural Action Plan was adopted by Council emphasising the importance of recognising and embracing cultural diversity.

For more information on 2012 - 2013 Community Wellbeing achievements, please see pages 61 - 73.<pp> 15

Growing the Economy

• The successful staging of the 2010 U C I Road World Championships attracted 293,000 spectators, over 200 million television viewers worldwide and provided the region an economic benefit estimated at $45.5 million.• The State Government named Geelong as the new national agency headquarters for the National Disability Insurance Agency. The Barwon region was also named as one of the launch sites from July 2013.• The City was successful in gaining funding from the Victorian and Federal Governments for the new Geelong Library and Heritage Centre. The $45 million

project will be a community and civic anchor for the Geelong Cultural Precinct, with works commencing mid-2013.• Almost $2 billion in construction projects across a wide range of sectors over the last four years has confirmed the positive attitude toward investment in our region. Projects such as the Geelong Ring Road construction, Geelong Hospital expansion, Armstrong Creek, and the Deakin University developments in Waurn Ponds and at the Waterfront are just a few examples.• The Armstrong Creek development has progressed from structure planning to residential development. The largest growth area in Victoria is a hub of activity and will eventually become home to 55,000 people and provide 22,000 jobs.• The redevelopment of Simonds Stadium, the home of the Geelong Cats Football Club, continues with the completion of the Premiership and Players Stands lifting the capacity to 34,000. Four 75 metre light towers were also installed and the first ever AFL home and away game played under lights on 1 June 2013.• Stage one of the Geelong Ring Road Employment Precinct has been completed, providing land that is fully serviced and ready for development. This three stage project has the potential to deliver 10,000 jobs once fully developed.• A number of cruise ships have visited Geelong anchoring in Corio Bay in recent times. The City is seeking funding for the rebuild of the former Yarra Street Pier to accommodate cruise ships as well as moorings for recreational boats.• Major events continue to stimulate economic activity and provide many social benefits for the community. Upwards of $40 million is generated in event expenditure annually from events such as the Australian International Airshow, Festival of Sails, Geelong Multi Sport Festival and the Pako Festa.• Almost 3 million day trip visitors and 2.5 million domestic overnight visitors to Geelong directly contributed $553 million in annual economic output and supported 5,151 jobs in the municipality.• A Central Geelong Task Force has been established to oversee the development of a master plan for the revitalisation of Central Geelong, building on the work of Vision 2 and the 2007 Central Geelong Structure Plan.• The long awaited Lara Town Centre project has commenced. The project will enable the expansion of the town centre including retail and commercial floor space and a full line supermarket.

For more information on 2012 - 2013 Growing the Economy achievements, please see pages 74 - 82.

Images: Leisurelink Aquatic and Recreation Centre; 2010 U C I Road World Championships; Cruise Ship anchored in Corio Bay.

<pp> 16

Sustainable Built and Natural Environment

• The City has been recognised for its Climate Change Adaptation Strategy, adopted by Council in 2011. The strategy has become a model for other Councils. It aims to prepare Council and the broader Greater Geelong community for climate change impacts and to build resilience in the short and long term.• The City has completed a number of projects which have contributed to a reduction in potable water usage. In 2012 - 2013, the City's potable water usage was 30 per cent below target, this largely due to water harvesting projects at various locations

including Eastern Park, Kardinia Park, Grinter Reserve, Anakie Road depot, Johnstone Park and our leisure centres.• Significant greenhouse emissions reductions have been achieved through a range of energy efficiency actions implemented at Council facilities including; heating and cooling systems, renewable energy installations and lighting upgrades. Over 70 per cent of the actions set out in the Greenhouse Response Action Plan have been implemented, with the Greenhouse Strategy due to be reviewed in 2013 - 2014.• The ReGreening site near the Barwon River in Newtown was established in June 2011. 1,800 trees and shrubs along with 2,600 grasses have been planted. The site is expected to sequester 229 tonnes of carbon emissions over the next 40 years and will inform planning for future potential carbon offset sites in Geelong.• The City continues to be at the forefront of waste management initiatives with a number of new programs implemented. A range of unwanted household goods projects have been undertaken including mattress, tyre and television drop-off days as well as awareness programs regarding recycling and reuse services. Since 2009, the number of kilograms recycled per household has increased by 37 per cent. Green waste collection has also increased by 61 per cent.• The Sustainable Building Policy was adopted by Council in 2012. This will guide the management of Council owned buildings (new, renovations and maintenance) and improve sustainability from concept and design through to decommissioning.• A number of active transport initiatives are now being implemented including the Greater Geelong Cycle Strategy with new bike paths and road treatments installed throughout the City. Programssuch as footpath network studies, traffic management, national Ride to School Day, the signing of the International Charter for Walking and the Park and Ride service encourage alternatives to using cars.• Future Proofing Geelong (FPG) was established to promote and support new and existing initiatives seeking to improve environmental outcomes for Geelong. The FPG Sustainability Covenant is a partnership program between the City, EPA Victoria, Barwon Water, Deakin University, Committee for Geelong, Geelong Manufacturing Council and the Geelong Chamber of Commerce. A Low Carbon Growth Plan has been developed identifying opportunities for Geelong to reduce emissions. It outlines practical ways to transition smoothly to a low carbon future for Geelong without compromising the region's economy.• The historic Eastern Beach Pool underwent a $4.8 million renovation in 2011 after reaching the end of its working life. One of Waterfront Geelong's major tourist attractions, the renovation included a new pool, new seawall, new pumps and a new filtration system.For more information on 2012 - 2013 Sustainable Built and Natural Environment achievements, please see pages 83 - 93.

Images: Regreening site, Balyang Sanctuary; Eastern Beach Pool; The Leisurelink team at the Aquatics and Recreation Victoria Industry Awards.

<pp> 17

Outstanding Achievements

In 2012 - 2013 the City of Greater Geelong, individual staff and community partnerships received a number of acknowledgements and awards for excellence in the innovative delivery of a range of services and projects.

International

• Gold award winner for the City's 2011 - 2012 Annual Report, presented at the 2013 Australasian Reporting Awards.• The City of Greater Geelong's Jane Thomas, Julie Nardi, Megan Holbrook, Peter Williamson, Simon Loader and Stuart McLay received the Raymond West Award in the 2013 Australasian Management Challenge.

National

• National Award for Best RegionalDestination Marketing Organisation 2012 for Business Events Geelong, presented by Meeting Events Australia (M E A). They have now been listed in the M E A Hall of Fame after winning the category for three consecutive years.• Youth Engagement and Participation Award commendation for the GEEYOUNG Project at the National Awards for Local Government 2013.• Regional Award winner for Sustainable Initiatives from Parks and Leisure Australia for the City's stormwater harvesting projects.

State

• Leisurelink recognised as the best facility in Victoria winning the Facility Management Award at the Aquatics and Recreation Victoria Industry Awards.• The Geelong Visitor Information Centres were a finalist in the Visitor Information and Services category at the RACV Victorian Tourism Awards.• Winner of the Outstanding Program or Project (Grant based) for the Geelong Seniors Festival at the LG Pro Aged and Disability Service Awards 2012.• Excellence Award for the L2P (Learner to Probationary) program at the Victorian Community Road Safety Partnership Program Conference.• L2P Mentor of the year runner up at the Victorian Conference Mentoring Alliance.• Team achievement award for excellence for the Roadside Asset Capture Program, at the Telstra Local Government Information and Communications Technology awards.• Bellarine Aquatic Sports Centre (B A S C), Leisurelink, Splashdown and Waterworld achieved Platinum Pool accreditation through Life Saving Victoria's Platinum Pools programs. B A S C recorded the highest ever score in the history of the program with 99.25%.• The Swim, Sport and Leisure training unit received the Commercial Training Licensee of the Year Award at Life Saving Victoria's 2013 Excellence Awards for the high quality delivery of their Life Saving courses.• Highly commended for the Hidden Treasures exhibition in the Collaborative Community History category of the Victorian Community History Awards.• The City's Conservation Reserves Program won the Protection of the Environment category at the Keep Australia Beautiful Victoria Sustainable Cities Awards.

<pp> 18

Calendar of Events

2012

July

9 - 29 Tastes of Central Geelong, various locations

August

4 Geelong Mayoral Ball, Geelong Arena9 - 28 Geelong Small Business Expo, various locations25 World IBF Middleweight Eliminator Boxing, Geelong Arena25 - 26 MS 24-hour Megaswim, Bellarine Aquatic and Sports Centre25 - 26 Southern Cross International Open Judo Championship, Leisuretime Centre

September

9 Sustainable House Day, various locations

October

1 - 31 Geelong Seniors Festival, various locations6 ALCOA Australian Corporate Head of the River, Barwon River17 Ride to work day, Central Geelong18 - 21 Royal Geelong Show, Geelong Showgrounds21 Potato Shed Family Fun Day, Drysdale22 - 28 Children's Week, various events and locations24 Centrebet Geelong Cup, Geelong Racecourse

November

3 - 4 Toast to the Coast, various wineries throughout the region

4 Skaart Carnival, Stead Park6 Central Geelong sidewalk sales, Central Geelong8 - 11 Death of a Salesman, Geelong Performing Arts Centre10 - 11 The Streets Are Alive, Central Geelong17 Gforce Gala Day, Central Geelong18 Cotton On Foundation Run Geelong, Central Geelong24 - 25 Australian Water Ski Racing Championships, Corio Bay

December

1 - 2 Just Cars Geelong Revival Festival, Waterfront Geelong8 Denis Walter Carols by the Bay, Eastern Beach24 Geelong Carols by Candlelight, Johnstone Park31 The Pier Festival, Waterfront Geelong<pp> 19

2013

January

1 - 2 Mitchelton Bay Cycling Classic, Eastern Beach and Portarlington11, 18, 25 Queen Victoria Geelong Night Markets, Johnstone Park12 Portarlington Mussel Festival, Portarlington12 - 20 Australian U16 and U18 Youth Baseball Championships, Geelong Baseball Centre23 - 28 Oceania Baseball Championships (U18), Geelong Baseball Centre25 - 28 Festival of Sails, Waterfront Geelong26 Australia Day Family Fun Day, Rippleside Park26 - 27 W H Pincott Barwon Regatta, Barwon River

February

1, 8, 15 Queen Victoria Geelong Night Markets, Johnstone Park2 Great Australian Beer Festival, Geelong Racecourse3, 10, 17, 24 Music in the Gardens, Geelong Botanic Gardens8 - 10 Geelong Multi Sport Festival, Waterfront Geelong8 National Rugby League pre season - Melbourne Storm v. Canberra Raiders, Simonds Stadium9 Super Rugby pre season - Melbourne Rebels v. Wellington Hurricanes, Simonds Stadium21 - 24 2013 Victorian Open Golf Tournament, 13th Beach Golf Links Barwon Heads23 Pako Festa, Pakington Street Geelong West

March

1 - 3 Australian International Airshow, Avalon Airport2 Lara Pool and Swimming Club 50th anniversary celebrations, Lara Swimming Pool3 Geelong Highland Gathering, Deakin University Waurn Ponds6 Australian Government Jobs and Skills Expo, Leisuretime Centre9 - 11 Canoe Polo National Championships, Kardinia Pool Geelong12 - 17 Festival of the Sea, Barwon Heads16 Spudfest, Potato Shed Drysdale16 - 17 MS 24-hour Megaswim, Leisurelink Aquatic and Sports Centre16 - 17 Sykes Racing Head of the Schoolgirls Rowing Regatta, Barwon River17 Sanitarium Weet-Bix Kids TRYathlon, Eastern Beach17 - 24 National Playgroup Week, various events and locations20 Nitro Circus Live, Simonds Stadium25 Lara Food and Wine Festival, Pirra Homestead

April

6 - 14 National Youth Week, various events and locations7 Victorian Drill Dance Championships, Leisuretime Centre Corio18 - 19 Museums Australia State Conference, National Wool Museum25 ANZAC Day services, various locations

May

12 Mother's Day Classic, Eastern Beach17 International Day against Homophobia and Transphobia flag raising ceremony, Johnstone Park19 RSPCA Million Paws Walk, Eastern Gardens26 Geelong Classic Dancesport Festival, Club Italia

June

5 World Environment Day, various locations7 - 10 National Celtic Festival, Portarlington13 Geelong Better Block, Central Geelong29 Rumour Has It exhibition launch and family day, National Wool Museum<pp> 20

Summary of Financial Performance

The following information presents a summary of financial results for 2012 - 2013 in an easy to understand format. For more detail please refer to the Annual Financial Report starting on page 146.

Income Statement

The Income Statement shows how much Council has earned during the 2012 - 2013 financial year. It details where Council receives its income and how it is spent.

Recurrent Result

The 2012 - 2013 recurrent result (recurrent income less recurrent expenditure) of $5.8 million excludes capital or one off items. It represents 2.2 per cent of Council's annual turnover and was achieved through regular operational reviews and tight cost controls maintained across the organisation.

Council budgets for a low or breakeven recurrent result to ensure efficient use of rates, grant and fee income in providing services to the community.

The recurrent result was $5.6 million favourable to budget, mainly due to favourable Government Grants, salaries, interest expense and depreciation. This was partially offset by increased rental expense and professional service fees.

Further explanation is provided in the Standard Statements on pages 195 - 203.

<transcriber's note> The bar graph has been converted to the following list. </transcriber's note>

Recurrent Surplus/(Deficit) $M

2008 - 09: 14.22009 - 10: 5.22010 - 11: 9.32011 - 12: 12.02012 - 13: 5.8

Recurrent Income

The break up of where recurrent income is sourced is shown in the table.In 2012 - 2013 Council received 60.2 per cent of its recurrent income from rates.

2008 - 2009 2009 - 2010 2010 - 2011 2011 - 2012 2012 - 2013

$M $M $M $M $M

Rates 124.5 133.1 141.4 151.1 160.9

Government Grants

41.7 37.9 40.4 47. 0 44.1

Fees and Charges

51.3 49.5 64.5 59.7 59.6

Interest 1.5 2.5 3.4 3.5 2.5

Total 219.0 223.0 249.7 261.3 267.1

<pp> 21

Recurrent Expenditure

The break up of recurrent expenditure is shown in the table. Employee costs account for 41.6 per cent and general works costs 32.5 per cent.

2008 - 2009 $M

2009 - 2010 $M

2010 - 2011 $M

2011 - 2012 $M

2012 - 2013 $M

Employee Benefits

78.7 86.9 94.6 101.8 108.6

General Works 70.2 71.7 85.9 83.5 84.9

Administration 11.7 13.6 13.2 14.6 14.3

Utilities 5.8 6.1 6.6 7.2 8.3

Depreciation 38.4 39.5 40.1 42.2 45.3

Total 204.8 217.8 240.4 249.3 261.4

Net Result

The net result is made up of the recurrent result and one-off non-recurrent items such as income related to capital project expenditure, contributions made by developers, property sales and assets recognised from subdivision activity. In 2012 - 2013 the net result was $59.2 million.

Over the past five years the net result has been impacted by high levels of building and subdivision activity, providing Council with considerable assets transferred from developers. In 2012 - 2013, the non-recurrent income items included:• Income for capital projects of $15.7 million.• Cash contributions from developers of $4.0 million.• Assets received from developers of $37.6 million.

Non-recurrent expenditure includes $4.5 million for the disposal of infrastructure.


Net Result Surplus/(Deficit)

2008 - 09: 43.22009 - 10: 30.92010 - 11: 37.82011 - 12: 19.72012 - 13: 59.2

<pp> 22

Balance Sheet

The Balance Sheet shows what we own (assets), what we owe (liabilities) and our net worth (equity).

Assets

The major components of our assets include:• Cash and Investments of $71.4 million (due to early receipt of 2013 - 2014 Grants Commission allocation and lower than expected capital expenditure).• Property Plant and Equipment worth $1.9 billion (increase from 2011 - 2012 mainly due to acquisitions in the property and infrastructure categories).These components make up 98.7 per cent of our total assets.


Total Assets $M

2008 - 09: 1,468.12009 - 10: 1,648.82010 - 11: 1,710.32011 - 12: 1,814.72012 - 13: 1,955.7

Cash and Investments

The closing cash balance at the end of 2012 - 2013 has decreased to $71.4 million. The cash balance covers Council's long service leave obligation of $15.8 million and provides funds to complete carry over capital works.


Cash and Investments $M

2008 - 09: 53.12009 - 10: 58.62010 - 11: 66.32011 - 12: 74.22012 - 13: 71.4

Property, Infrastructure, Plant and Equipment

Property, Infrastructure, Plant and Equipment has grown by 33.3 per cent over the last five years with the main categories to increase being property, footpaths and bike paths and recreation assets.

Asset Category 2008 - 2009 $M

2009 - 2010 $M

2010 - 2011 $M

2011 - 2012 $M

2012 - 2013 $M

Property 554.8 695.5 713.1 773.3 781.4

Plant and Equipment

22.9 24.1 23.5 24.5 26.0

Roads 336.4 337. 8 341.6 343.2 441. 5

Footpaths and Bike Paths

63.3 66.7 89.4 90.7 92.9

Kerb and Channel 78.0 78.9 76.4 77.2 79.3

Drainage 210 .1 215.4 218.8 251.3 269.5

Recreation 67.0 73.0 87.8 95.4 94.3

Infrastructure Other 22.9 21.1 22.9 22.7 23.7

Work in Progress 39.1 56.6 47.1 41.8 50.1

Total 1,394.5 1,569.1 1,620.6 1,720.1 1,858.7

<pp> 23

Capital Program

Council has an extensive capital works program to renew, upgrade and provide new assets. Council spent $60.0 million on capital works in 2012 - 2013. This included:• Road replacement and construction $12.8 million• Drainage replacement and construction $5.8 million• Plant and vehicles $3.6 million• Footpath replacement and construction $3.0 million• Ocean Grove Integrated Children's Centre $2.8 million• Shell Road Reserve Sporting infrastructure $2.1 million• Geelong Library and Heritage Centre $2.0 million• I T asset replacements $1.3 million• Kerb and channel replacement and construction $1.2 million• Civic accommodation $1.0 million• Clean energy - buildings, plant and equipment upgrade $0.9 million• Drysdale Landfill Cell 4a $0.9 million• Hamlyn Park Reserve improvements $0.8 million• Barwon Soccer Club upgrade $0.8 million• Building renewal works $0.7 million• Weddell Road stormwater harvesting and reuse $0.7 million• Saint Leonards Recreation Reserve $0.5 million• Playground development program $0.5 million• Leopold Community Hub $0.5 million• Thomson Reserve Master Plan $0.5 million• Highton Tennis Club pavilion upgrade $0.5 million


Capital Expenditure $M

2008 - 09: 71.82009 - 10: 67.92010 - 11: 62.72011 - 12: 65.32012 - 13: 60.0

Infrastructure Maintenance and Renewal

Council budgets for maintenance and renewal to maintain its assets in line with the priorities identified in its asset management plans.

2008 - 2009 $M

2009 - 2010 $M

2010 - 2011 $M

2011 - 2012 $M

2012 - 2013 $M

Parks and Road Maintenance

25.1 27.9 30.4 32.7 35.9

Road and Footpath Works

12.7 13.1 12.8 15.1 16.8

Building Maintenance

3.5 4.0 3.9 4.2 4.3

Recreation Infrastructure

1.9 2.4 2.0 2.0 3.2

Community Infrastructure

0.3 0.3 0.3 0.3 0.2

Total 43.5 47.7 49.4 54.3 60.4

Liabilities

Council's liabilities include future commitments to suppliers, to employees for leave entitlements, loans and for landfill provision.

Total liabilities were $99.5 million, a decrease of 10.5 per cent on the 2011 - 2012 balance. This was mainly due to the unfunded superannuation liability of $23.5 million being paid during the year.


Total Liabilities $M

2008 - 09: 70.92009 - 10: 83.32010 - 11: 89.82011 - 12: 111.22012 - 13: 99.5

<pp> 24

Loans

Our loan balance equates to 32.7 per cent of our total liabilities. There was a new loan to the value of $10.85 million drawn down by Council in May 2013 to fund a number of community infrastructure projects.


Total Loans $M

2008 - 09: 26.2

2009 - 10: 36.02010 - 11: 31.52011 - 12: 26.72012 - 13: 32.5

Debt Commitment

The debt commitment ratio shows the percentage of rates required to pay back principal and interest on Council loans. Council's ratio shows that a low percentage of rates are used in loan servicing and that Council continues to have the capacity to meet its debt repayments. The increase in the ratio in 2009 - 2010 was due to the drawdown of a $12.5 million loan in February 2010.


Debt Commitment Ratio $M

2008 - 09: 1.732009 - 10: 3.562010 - 11: 4.862011 - 12: 4.512012 - 13: 4.23

Working Capital Ratio

The working capital ratio has decreased slightly in 2012 - 2013. Council continues to have a strong working capital ratio and capacity to borrow for future capital works.


$ of current assets per $ of current liability

2008 - 09: 1.822009 - 10: 1.792010 - 11: 1.742011 - 12: 1.642012 - 13: 1.62

Ratepayer Equity

Ratepayer equity is represented by Council's net worth, that is, what we own (total assets of $1,956 million) minus what we owe (total liabilities of $99.5 million). Ratepayer equity as at 30 June 2013 was $1,856 million, a nine per cent increase on the previous year. This is mainly attributed to the increase in our cash and investments balance and the growth in our fixed asset base (property, plant and equipment).


Ratepayer Equity $M

2008 - 09: 1,397.22009 - 10: 1,561.52010 - 11: 1,620.52011 - 12: 1,703.92012 - 13: 1,856.2

<pp> 27

The Next Four Years

The City of Greater Geelong community played a major role in developing the vision and priorities for City Plan 2013 - 2017. "Your City Your Say" was an extensive engagement process undertaken from October 2012 to February 2013, and was a significant opportunity for community members and stakeholders to actively contribute to shaping our municipality for the future.<pp> 28

Planning Framework

As the closest level of government to the community, local government is well placed to respond to community needs, concerns and aspirations.

Following the election of the new Council in October 2012, the extensive "Your City Your Say" engagement process was undertaken with community members, councillors and the management team. City Plan 2013 - 2017 was developed using a planning framework of four strategic directions, to enable the City to address the major concerns and issues raised in the engagement.

The four strategic directions are: Community Wellbeing, Growing Our Economy, Sustainable Built and Natural Environment and How We Do Business.

The strategic directions are aligned with a Quadruple Bottom Line framework. They ensure our planning and priorities take a balanced approach and address our

communities' wellbeing, our economy and our environment, as well as ensuring Council operations meet customer expectations.

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

Community Wellbeing

Objective:

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

Priorities:

• Healthy lifestyles• Healthy environments• Connected, creative and strong communities<pp> 29

Growing Our Economy

Objective:

Securing Geelong's economic future.

Priorities

• Support existing businesses and encourage new and emerging growth sectors• Facilitate major infrastructure and investment to enable economic growth• A prosperous and innovative Geelong• A successful and vibrant city centre• Greater Geelong is a leading city for tourism, arts, culture and events


Objective:

Partnering with our community to protect and enhance our natural ecosystems and to encourage sustainable design and reduced resource consumption.

Priorities:

• Enhance and protect natural areas and ecosystem health• Support our community to live sustainably• Advocate for and promote sustainable design and development• Minimise our environmental footprint

How We Do Business

Objective:

We will focus on developing and maintaining effective working relationships to deliver Council's strategic directions and cost effective services that meet the changing needs of the community.

Priorities:

• Lead by advocating and collaborating on issues important to the Greater Geelong community• Efficient and customer focused organisation• Responsible and sustainable financial management• Informed and engaged community• Motivated and skilled staff in a safe work environment<pp> 30

Our Planning Process

The City of Greater Geelong engages the community every four years coinciding with the election of a new Council to develop a new City Plan.

City Plan is reviewed internally over the council term and updated to ensure we are achieving the objectives and priorities the Council has committed to.

The Annual Budget and Annual Action Plan are based on the priorities adopted in City Plan and the accompanying Strategic Resource Plan.

Annual Department Business Plans are formed from the Annual Action Plan and Annual Budget by each manager based on further planning and consultation with staff.

The Annual Report closes the loop in the process, reporting back in a transparent manner to the organisation and the community on each year's achievements and financial results.

Community EngagementCity PlanAnnual Action Plan - Annual BudgetAnnual Department Business PlansAnnual Report<pp> 31

Council Funding Priorities

The City of Greater Geelong is one of the largest and most diverse municipalities in Victoria. It is important we plan and prepare for a Geelong of the future that caters to more residents, more visitors and more diverse commercial activity.

To this end the newly elected Council has identified a series of priority projects for the municipality. These projects provide essential public infrastructure as well as serving as catalysts for further investment.

The Council Funding Priorities have been identified because of their strategic value to the wider community - they will provide jobs, they will service population growth, and they will deliver important community services. In many cases the Council is lobbying to secure funding from state and federal governments to see these projects come to fruition.

The following section provides an overview of these 12 projects.<pp> 32

Armstrong Creek

Overview

Armstrong Creek is one of the largest growth areas in the country, consisting of 2,500 hectares of developable land.

The vision for Armstrong Creek is to create an urban development that meets the highest standards of sustainable living. This is one of the largest strategic planning projects ever undertaken by the City and will provide for more than 22,000 dwellings and a potential population of 55,000 to 65,000 people.

An Integrated Infrastructure Delivery Plan guides the planning for infrastructure such as roads and sewer assets, as well as community and social infrastructure to foster social interaction, health and wellbeing and an environmentally sustainable way of living.

Benefits

• Growth is managed in a sustainable way and will provide for diversity in employment and social infrastructure.• Creation of a potential 22,000 jobs.• Additional construction jobs during the development stages.• Delivery of two "new age" industrial/ business parks to support a changing Geelong economy.

Status

Development is progressing on multiple fronts in the East Residential Precinct, and initial earth works are now underway in the North East Industrial Precinct (Keystone Park).

The Precinct Structure Plan and Development Contribution Plan has been approved for the West Precinct, whilst these plans are currently on exhibition for the Horseshoe Bend Precinct and the Major Activity Centre (Town Centre) Precinct.

Central Geelong Revitalisation

Overview

Central Geelong is the economic and social heart of the City of Greater Geelong and its region.

In recent years there has been much interest and discussion as to the best ways to revitalise this centre. It is acknowledged that work is required to ensure Central Geelong becomes an active thriving centre.

Efforts are focussed on three main targets:• Strong commercial activity - Central Geelong should be a desired location for companies, consulting professionals and a range of commercial activities.

• Strong retail and hospitality centre - retail and hospitality are seen by many in the community as the most important element of Central Geelong. It is important to promote and assist these sectors to ensure their success.• Substantial city centre living - one of the keys to improving the vitality of Central Geelong is to increase the number of people living within Geelong's heart.

Image: Armstrong Creek housing development; Gore Place Central Geelong; Waurn Ponds Library.<pp> 33

Benefits

• A vibrant city centre with greater mixed use.• A shared vision for Central Geelong guiding the next 20 years of growth.• Increased employment opportunities.• Decreased environmental footprint by placing more people in existing infrastructure and reducing transport required.• A place our residents take pride in and prefer to be for business and pleasure.

Status

Council formally endorsed the creation of a Central Geelong Taskforce in June 2013 to oversee the revitalisation of the precinct. The Task Force will be established as a cross-divisional working group supplemented by specialist expertise where appropriate.

The Task Force will initially produce a master plan for the central precinct by updating the 2007 Central Geelong Structure Plan and including ideas from the recently completed Vision 2 program.

Community Infrastructure

Overview

The City provides and maintains more than 150 community facilities including community halls, neighbourhood houses, kindergartens, senior citizens centres, community centres, libraries and centres for family and children's services.

Over recent years a planned approach has been taken to upgrade ageing facilities, with strategic planning a key to meeting future community infrastructure needs. This focuses on developing community hubs to cater for population growth and renewal.

Partnerships and government funding will be necessary while timeframes for delivery of each infrastructure plan will be prioritised according to community needs.

Benefits

• Upgraded community infrastructure which meets service provision and environmental standards.• Greater equity of accessibility of services across the municipality.• Creating a "sense of place" which builds community identity and spirit.• Easier access by grouping together services and working in partnership with other agencies.• Modern fit-for-purpose community facilities that contribute to community health, education and wellbeing.

Status

A number of new and redeveloped community services infrastructure have been completed including the Waurn Ponds Library, Lara Library, preschool redevelopments at Allanvale, Ocean Grove, Lara Lake and Portarlington, Reynolds Road Maternal and Child Health Centre and the fOrT Youth Centre.

Significant progress has also been made on several community hubs throughout the municipality. The Ocean Grove Integrated Children's Centre is on schedule to open in January 2014, and stage one construction of the Leopold Community Hub is due to commence in 2013 - 2014. Concept designs have been completed on the Barwon Heads Early Learning Centre, architects have been appointed for the Windsor Park Children and Family Centre and community engagement was recently completed on the design of the Grovedale Family and Children's Centre.<pp> 34

Community Renewal and Regeneration

Overview

The City is currently involved in a number of "whole of government" responses to address under-resourced areas within the municipality through improved social, business, educational and physical spaces.

Investing in regeneration programs builds on work already underway to address priority needs in specific areas - from Geelong's northern suburbs, which are the heartlands of industry and migration, to smaller neighbourhoods such as Whittington, and coastal towns throughout the region. The City is working in partnership with local people, business and government on projects with diverse aims such as stimulating jobs, building community pride and increasing housing affordability.

Benefits

• Increased community involvement in decision making and activities enhancing community pride.• Improved built environment and community employment initiatives.• Increased mix of public/private housing providing for population increase.

Status

A range of significant community renewal and building initiatives are underway in suburbs across the municipality, including the Grovedale Oberon Community Action Plan and the Connecting Thomson Community Action Plan. The Corio/Norlane Structure Plan identifies key land use and priorities, and the Whittington Works! program continues to develop flexible solutions to address local education, training and employment issues.

Cruise Ship Destination Project - Yarra Street Pier

Overview

The former Yarra Street Pier was a landmark of the Geelong Waterfront for more than 100 years until it was destroyed by fire in 1988.

This project proposes to reconstruct the Yarra Street Pier and develop infrastructure for yachting and motor cruisers.

The new Yarra Street Pier will provide a public facility that improves access to the water, supports major events and enhances recreation, economic and tourism opportunities. It will also enable more cruise ships to visit Geelong. A publicly owned pier that provides unrestricted access is essential to Geelong's future as a cruise ship destination.

The preferred option would see the Yarra Street Pier rebuilt on its original alignment, additional works in Fisherman's Basin and an expansion of the Royal Geelong Yacht Club marina. Works would be delivered over two stages, subject to securing the full $33.2 million funding.<pp> 35

Benefits

• Greater economic returns for the Geelong region ($41 million) and the State ($52.4 million).

• Approximately 403 FTE new jobs over the first ten years of operation, and 234 during construction.• Diversifying the waterfront experience leading to increased activity in Central Geelong.• Increasing maritime uses of Corio Bay by creating a safe harbour to benefit all users (such as recreational boating).• Securing for the Geelong region a segment of the cruise ship market with up to four cruise ship visits per season from 2015, growing to 25 in 2025.• Regular port for visiting naval vessels with up to four visits per year.

Status

A business case for the reconstruction of the Yarra Street Pier has been completed and confirms $25.7 million will be required from the State Government, to add to the $5 million committed by the City and $2.5 million committed by the Royal Geelong Yacht Club. Ongoing interest in Geelong by cruise ship companies continues to strengthen the case for funding support.

Geelong Centre for Emerging Infectious Disease

Overview

The Geelong Centre for Emerging Infectious Disease is Australia's first "one health" facility, with all of government collaborating with the private sector to protect population health, food safety and food security.

Barwon Health, Deakin University, CSIRO (Australian Animal Health Laboratory) and the City of Greater Geelong have established the Centre. The partnership brings together a unique combination of strengths to identify, monitor and develop treatments for new infectious diseases as they move between wildlife, livestock and human populations.

There is concern regarding Australia's ability to respond nationally to unexpected disasters such as the outbreak of infectious disease.

More than 70 per cent of emerging infectious diseases are zoonotic agents - those which start in animals and then manifest in humans. Hendra virus, SARS and avian (bird) flu are a few examples of zoonotic diseases that pose increasing threats to Australia's environment, industries and trade.

Over the past several years staff from partner organisations have collaborated on joint programs - including Swine and Avian flu, HIV and Hendra virus - without dedicated infrastructure.

Benefits

• Attract investment into new and emerging fields of research and development.• Enhance and strengthen educational links across multi-discipline sectors.• Provide opportunities for high-end employment.• Create potential for "supply chain" industry and business development localised to Geelong.• Elevate the profile of the region - the centre will be a nationally cooperative entity that works with agencies and groups with related expertise throughout Australia and internationally.

Status

The Federal Government announced funding for the Geelong Centre for Emerging Infectious Disease under the Commonwealth Regional Development Australia Fund. The funding will leverage the creation of a $12 million collaborative research hub to enable cross-disciplinary teams to co-locate and drive rapid response capabilities, therapeutics, vaccines and economic development through investment in biotech industries.

The funding will contribute towards fitting out a floor of Barwon Health's Teaching, Training and Research building in Ryrie Street.

Images: The fOrT Youth Centre, Corio; Cruise Ship anchored in Corio Bay; The research sector is a key emerging industry in the region.<pp> 36

Geelong Convention and Exhibition Centre

Overview

Geelong is an award-winning convention destination; however a lack of suitable convention space limits our ability to capitalise on the growing national conference market, which generates $17 billion annually.

The proposed Geelong Convention and Exhibition Centre would include a conference venue with the capacity for up to 1,000 plenary delegates. It would provide 3,000m squared of exhibition space, banqueting facilities, meeting rooms, business centre and retail outlets. A five-star hotel would complement the Convention Centre and accommodate delegates.

Benefits

• An injection of $106.6 million annually into the regional economy after construction.• Creation of 650 direct and indirect jobs during construction and 434 direct and indirect ongoing E F T positions.• Large flexible space for community use.• Opportunity for an architectural landmark for Central Geelong and the waterfront.

Status

During 2011 Council resolved that a site along Hearne Parade be the preferred location for the proposed facility. This former tip site will allow for a "low rise" development that will enhance this area of Central Geelong. The City is currently working with relevant State Government departments to undertake the necessary approval processes.

The Geelong Future Cities - Geelong Cultural Precinct Master Plan

Overview

The Geelong Cultural Precinct Master Plan was developed in 2007 in partnership with the State Government. Its vision is to create a precinct that enlivens the cultural life of Geelong.

A key priority is the replacement of the outdated and inefficient central library and separate heritage centre with an integrated facility, bringing access to information and cultural heritage into the 21st century and serving as a community and civic anchor for the precinct.

Other critical projects identified by the master plan are major development for the Geelong Performing Arts Centre (GPAC), the expansion of the Geelong Gallery and significant work in the surrounding public realm including public art.

Images: Proposed site of the Geelong Convention and Exhibition Centre;The unique dome design of the new Geelong Library and Heritage Centre;The National Disability Insurance Scheme will be launched in Geelong in July 2013.<pp> 37

Benefits

• State of the art facilities catering for a growing community and more visitors.• Significant increase in attendance numbers.• Boost in lifelong learning for the region.• Generation of significant social and economic benefits and activity for the region.

• Collaborative programming opportunities, highlighting the cultural richness of the Geelong region.• A major contribution to the revitalisation of Central Geelong.

Status

The old Courthouse building received a major upgrade following a grant from the State Government.

Council committed $15 million to the capital cost of the new Geelong Library and Heritage Centre with an additional $5 million for the collection and car parking. The State Government is committing $15 million and the Federal Government $10 million. The Geelong Library and Heritage Centre development is progressing well with the design development phase now complete and demolition works underway. Temporary relocation of the library and the heritage centre has also been completed.

Construction is due to commence shortly and be completed in late 2015.

National Disability Insurance Agency Headquarters

Overview

This project proposes that Geelong should be the home of the new national headquarters for the National Disability Insurance Agency.

The Federal Government nominated the Barwon region as one of five launch sites for the National Disability Insurance Scheme, from July 2013. This is a great coup for Geelong and local people with a disability, their families and carers. The new scheme promises more flexibility and funding for the support people need in their daily lives.

Geelong boasts a strong network of disability services with the professional expertise required, and 30 business and community leaders committed to working together to bring the headquarters of the National Disability Insurance Agency to Geelong.

Our region's professional expertise, its great track record in presenting a united business front, its right mix of infrastructure, its wonderful lifestyle and its supportive community makes Geelong the ideal location. Geelong successfully welcomed the Transport Accident Commission in 2009, and with its solid record of delivering lifetime care and support schemes in Victoria, the potential for collaboration with the National Disability Insurance Scheme is obvious.

The State Government supported our proposal and offered $25 million towards establishing the agency headquarters in Geelong.

• Sharing the expertise means a more efficient and effective scheme which would be of national benefit.

• Adds to the economic diversity of the region.• Provides 60 - 80 jobs and opportunities for undergraduate internships and graduate positions.• Highlights the Geelong community leading Australia in transformational social change by encouraging full inclusion.• Presents a strong example for both the Federal and State Government in demonstrating the value of supporting the growth of regional cities.

Status

The Federal Government announced in early June 2013 that the head office of the National Disability Insurance Agency would be located in Geelong. This followed a concerted lobbying campaign by Geelong civic leaders and the community.

The National Disability Insurance Scheme will be launched at five sites on 1 July 2013 including the Little Malop Street office in Geelong.<pp> 38

Northern Gateway Precinct

Overview

The Northern Gateway precinct is strategically positioned between Geelong and Melbourne, Victoria’s Western districts and wider domestic and international markets.

This project aims to develop a freight and logistics precinct based around the key infrastructure assets of the Geelong Port, Avalon Airport, standard and broad gauge rail lines and major roads such as the Geelong Ring Road and the Princes Freeway. The development of an intermodal facility in the precinct is also supported.

A key component of this project is the development of the Geelong Ring Road Employment Precinct (G R E P), Geelong’s largest designated precinct for industrial development. Strategically located to the City’s north, it encompasses 500 hectares of land zoned for heavy industrial purposes with significant opportunities for greenfield development. The servicing of the precinct with roads and reticulated services will provide sites for a wide range of industries, and enable the estate to be developed as a state-of-the-art industrial precinct.

Benefits

• Significant growth potential for new and existing business operations such as Geelong Port and Avalon Airport.• Unlimited export potential and room to expand supply chain.

• Increased employment opportunities with G R E P’s potential to deliver 10,000 new jobs once fully developed.• Delivery of infrastructure to enable the release and development of significant public land holdings.

Status

Stage 1 of the Geelong Ring Road Employment Precinct (G R E P) is completed with fully serviced land ready for development. Stage 2 will open up large sized lots in the north of the G R E P and Stage 3 will consolidate an old residential estate for industrial development.

A strategic assessment for the Geelong Port and Land Freight Infrastructure Plan is also underway. This plan will identify the capacity of existing infrastructure, identify required infrastructure upgrades, and will be used as a basis for a future business case to inform investment decisions. A report will go to Council in July 2013 to consider recommendations.

Portarlington Safe Harbour

Overview

Portarlington Safe Harbour will provide a much needed enhancement of the existing marine infrastructure at Portarlington, which currently comprises the pier, breakwater and berths.

The development will be an economic driver for the Bellarine Peninsula, creating employment for the growing mussel industry and generating immense opportunities for leisure and tourism.

Portarlington Pier is currently in poor condition, with unsustainable short term measures in place to strengthen and protect the structure. It is important to execute long-term protection and repair to ensure that pier operations can continue and to minimise any impact on the local mussel industry.

Portarlington Safe Harbour will be a high quality precinct incorporating commercial aquaculture and recreational fishing, boating, passive and active recreation and tourism activities for the local community, Bellarine Peninsula region and beyond. This project will stimulate additional jobs in tourism, aquaculture, construction and service industries.<pp> 39

Benefits

• Positioning of Portarlington as the home of sustainable aquaculture and fine produce (Victoria's home of mussel farming) as well as a premier recreation and commercial boating hub.• Provision for sustainable commercial fishing activity and local employment and investment opportunities.• Creation of a vibrant hub integrated with the town centre.• Increased recreational facilities and improve space and safety for public events such as the community market and mussel festival.• Preservation, maintenance and enhancement of the valued characteristics of the precinct.• Response to climate change impacts, including latest sea level rise predictions.

Status

Parks Victoria has developed a master plan to provide direction for the harbour and foreshore and promote integration of these with the nearby parkland and town centre. Options to implement and fund the master plan are being developed, including working with the State Government and the private sector.

Redevelopment of the Portarlington Streetscape have been completed including improvements to Newcombe Street, renovation of the historic rotunda and the development of a plaza between the shopping strip and the foreshore to improve linkages to the harbour.

Ring Road Extension to the Bellarine

Overview

An extension of the Geelong Ring Road to the Bellarine Peninsula is vital for suitable long-term residential and commercial development, and is a much sought after aspiration for our region.

This link, including a river crossing, is yet to receive commitment from the Federal and State Governments. It is currently a component of land use planning being undertaken as part of the Armstrong Creek Urban Growth area, and ongoing investigation work by VicRoads.

Benefits

• Reduced east-west traffic congestion through Central Geelong.• Reduced traffic through residential suburbs and townships.• Increased tourism opportunities as a result of easier accessibility.• Increased accessibility to the Geelong Ring Road, particularly for the Moolap industrial area and the residents of the Bellarine Peninsula.

Status

The Bellarine Link (Surf Coast Highway to the Barwon River) project has included significant corridor planning through the Armstrong Creek growth area to confirm a future alignment for this critical project.

A commitment of funds is now required to allow for the completion of a detailed corridor planning study to determine an adopted alignment north-east of the Barwon River, linking the Armstrong Creek growth area to Portarlington Road.

Images: Geelong Ring Road; Portarlington Pier; Barwon Heads.<pp> 41

Council Information

Council operates under the Local Government Act 1989 and is elected to provide leadership and good governance for the municipality and the local community. The City of Greater Geelong is among the largest of the 79 Councils in Victoria, providing services and facilities for more than 217,000 residents.<pp> 42

Our Council

In October 2012, City of Greater Geelong residents directly elected their Mayor for the first time. The Mayor joins the 12 councillors elected to represent their ward for the next four years.

The Role of Council

Council operates under the Local Government Act 1989 and is elected to provide leadership and good governance for the municipality and the local community.

Council has a number of roles including:• Taking into account the diverse needs of the local community in decision making.• Providing leadership by establishing strategic objectives and monitoring achievements.• Ensuring that resources are managed in a responsible and accountable manner.• Advocating the interests of the local community to other communities and governments.• Fostering community cohesion and encouraging active participation in civic life.

Council Election

Victorian local government elections are held every four years.

The Victorian Local Government elections were last held in October 2012, with five new Councillors and eight returning Councillors elected to represent the City over the next four years.

The five new councillors are Councillor Keith Fagg (resigned 16 August 2013), Councillor Michelle Heagney, Councillor Lindsay Ellis, Councillor John Irvine and Councillor Tony Ansett. The councillors that were not returned were Councillor John Doull and Councillor Cameron Granger. Councillor John Mitchell and Councillor Barbara Abley retired at the end of their term.

This was the first time that residents of the City of Greater Geelong were able to directly elect their Mayor, with Keith Fagg successfully being elected into the position. Geelong is only the second city in Victoria to be given this opportunity.

The Mayor has several roles including chairing Council meetings, ensuring that Council decisions are carried out and representing the City at government, civic and ceremonial functions.

Councillors are elected by the community to represent the overall public interest of the region and their respective wards. They take part in formulating, adopting and reviewing City Plan, the Annual Budget, operational plans and make informed decisions on policies and funding requirements.

The Local Government Act 1989 provides for the Council to elect their Deputy Mayor.

Ward Map

The municipality is made up of 12 wards, with one Councillor elected to represent each ward.1. Austin2. Beangala3. Brownbill4. Buckley5. Cheetham6. Corio7. Cory Ule8. Cowie9. Deakin10. Kardinia11. Kildare12. Windermere<pp> 43

Non-Returning Councillors

Councillor John Mitchell was a councillor for eight years in the Austin Ward, Deputy Mayor for two years and the Mayor for four years; the longest serving Mayor in the history of the City of Greater Geelong. Councillor Mitchell approached this role with great heart, enthusiasm and a desire to see Geelong progress.

Councillor Barbara Abley's career in local government was a highly distinguished one, serving her own ward and the wider Geelong community with vigour and compassion. Councillor Abley represented the Brownbill Ward for just over 11 years and was the City of Greater Geelong's first and only female Mayor. She was appointed as a Member of the Order of Australia in the 2007 Queens Birthday Honours' List for services to local government and regional development.

The City of Greater Geelong also acknowledges Councillor John Doull and Councillor Cameron Granger for their four years served and the enormous contribution they each made to the City, the community, and their constituents.

The non-returning councillors and their years of service with the City of Greater Geelong are as follows:Councillor John Mitchell, Austin Ward, November 2004 - October 2012Councillor Barbara Abley, Brownbill Ward, March 2001 - October 2012Councillor John Doull, Coryule Ward, November 2008 - October 2012Councillor Cameron Granger, Windermere Ward, November 2008 - October 2012

Council Meetings

Council meets on the second and fourth Tuesday of each month with a variation over the Christmas - New Year period. Meetings are open to the public. Question time is held at the start of ordinary meetings to provide the opportunity for residents to ask questions of the Council.

Meetings are mainly held in the Council Chamber at City Hall at 7.00pm, with some also held at venues around the municipality. This encourages greater access to the Councillors and the operations of Council.

During the 12 months to June 2013 one off-site Council Meeting was held at the following location:• 11 June 2013 - The fOrT, Cnr Saint Georges and Melbourne Roads, Corio

Council Meeting Attendance July 2012 - June 2013

A total of 23 Ordinary Council Meetings were held during the period July 2012 to June 2013. The attendance record of Councillors is set out in the table below.

Name Ordinary

Councillor B Abley (non-returning) 7

Councillor J Doull (non-returning) 8

Councillor J Farrell 22

Councillor K Fisher 23

Councillor C Granger (non-returning) 7

Councillor B Harwood 21

Councillor E Kontelj 19

Councillor S Kontelj 20

Councillor R Macdonald 23

Councillor J Mitchell (non-returning) 7

Councillor R Nelson 21

Councillor A Richards 22

Councillor K Fagg 15

Councillor T Ansett 15

Councillor L Ellis 15

Councillor M Heagney 14

Councillor J Irvine 12<pp> 44

Our Councillors

Mayor*Councillor Keith Fagg

Elected to Council: October 2012

Portfolios:

G21 Geelong Region Alliance, Governance, Regional Cities, Women in Community Life.

Telephone: 52724891 [email protected]

mailto:[email protected]

*Please note that post 30 June 2013, Councillor Keith Fagg resigned as Mayor (16 August 2013)

Austin WardCouncillor John Irvine


Portfolios:

Sport and Recreation


Austin ward includes the suburbs of Breakwater, Moolap, Newcomb, Saint Albans Park, Thomson, Whittington and parts of East Geelong.

Beangala WardCouncillor Jan Farrell

Elected to Council: November 2004

Portfolios:

Education and Youth Community Safety


Beangala Ward includes the townships of Ocean Grove and parts of Point Lonsdale, as well as the rural area of Mannerim and parts of Marcus Hill.

Brownbill WardCouncillor Michelle Heagney




Portfolios:

Arts and Culture Central Geelong


Brownbill ward includes the Central Geelong Business District, the suburbs of Geelong West and South Geelong and parts of East Geelong, Drumcondra, Rippleside and North Geelong.

Buckley WardCouncillor Andy Richards


Portfolios:

Environment and Sustainability Primary Industries Transport


Buckley ward includes Barwon Heads, Breamlea, Connewarre, Armstrong Creek, Charlemont, and parts of Marshall, Mount Duneed, Waurn Ponds and Grovedale.

Cheetham WardCouncillor Rod Macdonald


Portfolios:

Knowledge Economy Major Projects Planning


Cheetham ward includes the suburb of Leopold, the townships of Curlewis, Wallington, Drysdale and parts of Clifton Springs, Mannerim and Marcus Hill.




Corio WardCouncillor Kylie Fisher


Portfolios:

Community Development


Corio ward includes the suburbs of Norlane, North Shore and parts of Lovely Banks and Corio.<pp> 45

Coryule WardCouncillor Lindsay Ellis


Portfolios:

Coastal Communities Infrastructure, Parks and Gardens


Coryule ward includes the townships of Drysdale, Indented Head, Portarlington, Saint Leonards, Northern Rural Bellarine and Clifton Springs.

Cowie WardCouncillor Eddy Kontelj

Elected to Council: March 2010

Portfolios:

Aboriginal Affairs Multicultural Affairs




Cowie ward includes the suburbs of North Geelong, Bell Park, Bell Post Hill, Hamlyn Heights, and parts of Rippleside and Batesford.

Deakin WardCouncillor Ron Nelson


Portfolios:

Major Events Tourism


Deakin ward includes the suburbs of Highton, Wandana Heights, the township of Ceres and parts of Waurn Ponds and Mount Duneed.

Kardinia Ward / Deputy Mayor (May 2013 - June 2013)Councillor Bruce Harwood

Elected to Council: February 2003

Portfolios:

Enterprise Geelong


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

Due to Councillor Keith Fagg resigning as Mayor post 30 June 2013, Councillor Bruce Harwood is now Acting Mayor.

Kildare Ward / Deputy Mayor (November 2012 - May 2013)Councillor Doctor Srechko "Stretch" Kontelj O A M KSJ





Portfolios:

Finance


Kildare ward includes the suburbs of Newtown, Manifold Heights and Herne Hill, the township of Fyansford, and parts of Batesford.

Windermere WardCouncillor Tony Ansett

Elected to Council: October 2012 (Previously 2001 - 2008)

Portfolios:

HeritageRural Communities


Windermere ward includes the townships of Anakie, Avalon, Lara, Little River, Lovely Banks, Staughton Vale, Balliang, Moorabool, Point Wilson and parts of Corio.<pp> 47

Our People

The knowledge, skills, innovation and commitment of Council staff have been the driving force behind many of our achievements in the past 12 months.<pp> 48

Our Values and Behaviours



Our Mission: "We will focus on developing and maintaining effective working relationships to deliver Council's strategic directions and high quality services that meet the changing needs of our community."

Council prides itself on delivering outcomes that serve residents' needs through committed, motivated, enthusiastic, well trained and well resourced staff.Our culture embraces behaviours that reflect what we truly value in delivering effective and efficient outcomes for our community.

Integrity

We will:• act on our commitments• be open, transparent, ethical and honest in our actions• share information.

Responsibility

We will:• be accountable for our decisions and everything we do• take pride in the job we are doing• be loyal and support our work colleagues and organisation• take responsibility for problem solving.

Innovation

We will:• look for and implement better ways of doing things• be open to learning• be responsive to the changing needs of the community.

Respect

We will:• listen and seek to understand the views of others• be considerate and courteous• recognise everyone's contribution and value a job well done• build positive relationships.

Caption: The City provides eight Customer Service Centres throughout the municipality.<pp> 49

Organisation Structure

The City’s management structure comprises an executive management group and a senior management group.

The Chief Executive Officer and five general managers form the Executive Management Team who provide advice to Council on policy, strategic direction and manage the organisation. There are 24 departments, each overseen by a senior manager responsible for the organisation’s day to day operations and strategic management.

The Organisation Structure as at 30 June 2013:

CommunityMayor and CouncillorsChief Executive Officer Stephen GriffinResearch and Policy Advisor to the CEO Fiona Dunbar - Internal Auditor and Ombudsman David Lever

Corporate Services Jeff Wall

Administration and Governance John BrownCorporate Strategy and Property Management Lindsay AllanCustomer Service and Councillor Support Tim McDonaldFinancial Services Mike KellyInformation Services Andrew DownieOrganisation Development Howard OorloffCommunications and Marketing Unit Darryn Chiller

Economic Development and Planning Strategy Peter Bettess

City Development Joanne Van SlagerenPlanning Strategy and Economic Development Terry DemeoTourism Roger Grant

Community Services Jenny McMahon

Aged and Disability Services Karen Pritchard

Arts and Culture Kaz PatonCommunity Development Paul JamiesonFamily Services Linda QuinnHealth and Local Laws Steve Sodomaco

City Services Gary Van Driel

Engineering Services Vicki SheltonEnvironment and Waste Services Rodney ThomasInfrastructure Operations David GoldieParks and Support Services Brendan GaudionCoordinator Emergency Management and Municipal Resources Kevin Garde

Projects, Recreation and Central Geelong Dean Frost

Capital Projects Scott CavanaghEvents, Central Geelong and Waterfront Steve BentleyLeisure Services Malcolm KuhnSport and Recreation Paul JaneStrategic Projects/Urban Design Felix Hemingway<pp> 50

Chief Executive OfficerStephen Griffin

Bachelor of Applied ScienceDiploma of EducationGraduate Diploma Local Government ManagementMaster of Business Management

Stephen Griffin commenced as General Manager of Corporate Services at the City of Greater Geelong in 2008, and was appointed to the position of Chief Executive Officer in August 2009.

Stephen started his career as a teacher and taught at a number of schools in Geelong. He then changed careers taking up employment at the City of Melbourne where he worked in a number of areas within Community Services. He joined Wyndham City Council in 1994. He worked within the Community and Corporate Services divisions and was the Director of Corporate Services before joining the City of Greater Geelong.

Stephen has been employed in local government for over 24 years and is a member of a number of State Government committees focusing on various issues in the Geelong region.

Working closely with Councillors to bring about the outcomes required for the Geelong community is a major focus of Stephen's role. He believes that developing strong partnerships with the State and Federal Government as well as the private sector is increasingly important in delivering large scale projects to Geelong.

Corporate ServicesJeff Wall

General Manager

Master of Business AdministrationGraduate Diploma of ManagementCertificate of Business Studies (Accounting)Commenced position in November 2009.

Services provided by this division include:• Corporate Strategy• Customer Service• Financial Services• Information Services• Communications and Marketing• Governance and Administration• Procurement Services• Risk Management• Organisation Development• Property transactions• Council buildings maintenance and leasing management.

City ServicesGary Van Driel

General Manager

Master of Applied Science (Organisation Development)Bachelor of Engineering - CivilCertified Municipal EngineerCommenced position in April 2010.

Services provided by this division include:• Engineering Services• Asset Management• Environment and Natural Resources• Infrastructure Maintenance• Parks and Support Services

• Waste Services.

Quick Facts

Division's E F T Staff: 170Revenue ($000): $188,549Expenditure ($000): $40,703Assets ($000): $213,933

Quick Facts

Division's E F T Staff: 397Revenue ($000): $68,944Expenditure ($000): $127, 8 9 8Assets ($000): $1,263,727<pp> 51

Economic Development, Planning And TourismPeter Bettess

General Manager

Diploma of Engineering (Civil)Diploma of Applied Science (Planning)Bachelor of ArtsBachelor of LawsMaster of Business AdministrationGraduate Diploma of Legal PracticeCommenced position in April 2010.

Services provided by this division include:• Statutory planning, building services and subdivisions• Economic Development• Tourism• Land use planning• Urban Growth Area Planning.

Community ServicesJenny McMahon

General Manager

Certificate of Applied Social Sciences (Child Care)Bachelor of Business (Human Resources and Industrial Relations)Graduate Australian Institute Company Directors (GAICD)Commenced position in February 2011.

Services provided by this division include:• Aged and Disability Services• Arts and Cultural programs and facilities• Geelong Heritage Centre• Community Development• Community Facilities• Youth Services• Family Services (including Family Day Care, Maternal Child Health, City Learning and Care and Parenting Support Services)• Health and Local Laws.

Projects, Recreation and Central GeelongDean Frost

General Manager

Bachelor of Applied Science (Human Movement)Graduate Diploma of Business AdministrationMaster of Business AdministrationCommenced position in October 2007.

Services provided by this division include:• Capital Projects Management• Sport and Recreation Services and Facilities• Leisure Services (including aquatic centres and leisure centres)• Event Services (including Major Events)• Central Geelong and Waterfront Management• Urban Design• Strategic Project Development.

Quick Facts


Quick Facts


Quick Facts

Division's E F T Staff: 253Revenue ($000): $34,857Expenditure ($000): $41,598Assets ($000): $231,528<pp> 52

Staff Profile

The City of Greater Geelong is one of the region's largest employers. As of 30 June 2013 the City employed 2,592 people, equivalent to 1,469 full time staff.

In 2012 - 2013 staff turnover at the City of Greater Geelong was 5.9 per cent, the lowest in recent years. This can be compared to 5.9 per cent in 2011 - 2012, 8.4 per cent in 2010 - 2011 and 8.1 per cent in 2009 - 2010.

Total Head Count of Staff by Year

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


Staff numbers

2008 - 09: 2,2672009 - 10: 2,3312010 - 11: 2,4332011 - 12: 2,4332012 - 13: 2,592

Annual Equivalent Full Time Staff* by Year

The increase to E F T staff numbers over the past 12 months has been across many of the City's key service areas to meet the increasing demand of the growing population. This includes the areas of Town Planning, Leisure Services and the new Healthy Communities section delivering the Healthy Together Geelong program.


E F T

2008 - 09: 1,2662009 - 10: 1,3122010 - 11: 1,3752011 - 12: 1,4182012 - 13: 1,469

*E F T (Equivalent Full Time) 38 hours per week.<pp> 53

Percentage of E F T by Employment Type

In order to deliver the broad range of services provided by council throughout the year, flexible employment arrangements are required. This provides benefits for both the community and our staff. The distribution between these employment types is shown.

2011 - 12

65.7% full time27.1% part time7.2% casual

2012 - 13

65.9% full time27.5% part time6.6% casual

Age Spread of Employees (by Head Count)

The age spread of Council’s staff is consistent with Australia’s ageing workforce trend.

This presents challenges in retaining and recruiting sufficient staff, as increasing numbers of our employees move towards retirement.

Council is continuing to address this issue through initiatives such as work experience placements, succession planning, flexible working arrangements, family friendly policies and learning and development programs.


% of workforce

15 - 24: 13.725 - 34: 14.535 - 44: 19.945 - 54: 24.555 - 65: 20.265+: 7.2

Gender Composition of Employees (by Head Count)

This indicates the split between males (total 857) and female (total 1,586) in the various employment levels within the City.


Gender Composition of Empoyees %

Executive Management• Male: 83.3• Female: 16.7

Development Management• Male: 79.2• Female: 20.8

Coordinators• Male: 66.1• Female: 33.9

Other• Male: 37.0

• Female: 63.0

Images: City Learning and Care Centre; Home and Community Care worker; Aerobics Instructor, Waterworld.<pp> 54

Employee Excellence Awards

This program rewards and recognises individuals and teams for their exceptional performance in customer service, health and safety/risk management, innovation and business improvement or corporate behaviour.

During 2012 - 2013, 49 employees were recognised for their exceptional performance.

Month Name Department

July/August 2012 Individuals

Shaun Broadbent Capital Projects

Tim Sheringham Corporate Strategy and Property Management

Team

Feliks Randone Parks and Support Services

Ron Villarosa

Lance Nettleton

Scott Mahon

Owen Dickins

Mark Lowe

September/October 2012 Individual

April Livesley Community Development

Team

Customer Contact Centre

Customer Service and Councillor Support

November 2012 Individual

Rima Taylor Communications and Marketing

December 2012/January 2013

Individuals

Sally Aitken Leisure Services

Ryan Jones Leisure Services

February 2013 Individuals

Tim Kootstra Parks and Support Services

Martin Jackson Parks and Support Services

March/April 2013 Individual

Wendy Dias Individual

City Development

May 2013 Individual

Glenn Woollard Parks and Support Services

June 2013 Team

Geelong Botanic Gardens

Parks and Support Services

<pp> 55

Recognition of Service Awards

Recognition of Service Awards acknowledge the efforts and contributions of staff over 10, 20 and 30 year periods during 2012. These employees have made a valuable contribution in serving the community of Geelong during their service.

Staff who reached a service milestone during 2012:

30 Years

Mary FordDenise Franklin-ShinnThelma HancocksAnne SmithColin Vagg

20 Years

Julia BowmanNola BullMargaret CoulsonEdwina DavisDi EerdenDiane HamiltonTim HardyWilma HiliJan IskraPaul JamiesonNada Klasevski

Heather LontVanessa MackayBarbara MartinTim McDonaldMichael McFadyenJill MossMarion MurgatroydTerri OsburnAnna PortelliPat PowellMarietta PrinsGraeme RodgersTeres a SegLeanne SheltonElaine StowVincenza TrentinoCarmel VerhoefPhilip VerryChristopher Wolfe

10 Years

Dianne ArmstrongLisa Armstrong-RoweTr ish BallTim BentleyMary BlissMax BottrellKaren BrookeJillian ChickDarryn ChillerKathy ColbertHelen D’AlteraSean D’SouzaGarry DahlstromAli DavysLorraine DenholmMenka DimovskiPeter DriverAnthony DunoonGerrard FinniganJune FoleyAnn FrancisDi FreemanJanet GoodwinJohn GraceTerry HearneGayle HopeAlan HoustonRay HowellCarla Hunt

Kelly IvensApril JacobiTracy JamiesonHazel JohnstoneJeanette KaniaMerrin KellyPam KennedySara Kersten-MurphyAndrew KinghanMaudy KoningsFoddy KyprianRobert MacLeodCarolyn McAlindenHelen McCaskillJohn MerloMargaret MillarJeanette MillsLaura O’DonnellLinda PackhamRichard PorterTrish RichertMark RiddleAnthony RobertsBrad RobertsMichelle RobertsonJoel RyanRebecca SayleAnna SciberrasMaria SmekPeter TremainFrank VellaMaryanne VillantiFrank VisnjovskiLynne WebbShane Whistance<pp> 56

Our Volunteers

Volunteering is integral to the operations of the City of Greater Geelong and invaluable to our community. Council depends on hundreds of volunteers who offer their commitment, support and experience to assist community members and visitors to the City.

We fully support and recognise our wonderful volunteers, who generously give up their time to provide care and support for those in need.

Our volunteers are present at the following locations:

The Geelong Heritage Centre

The Geelong Heritage centre holds Victoria’s largest regional archive and historical resources. Volunteers at the centre have a passion for the conservation of historical records. They work on projects to increase the accessibility of Geelong’s archival records and enable the public to find historic information about Geelong people, places and events.

Meals on Wheels

Meals on Wheels volunteers deliver meals to City of Greater Geelong Aged and Disability Services clients. The food service is designed to provide nutritionally balanced meals to the aged and people with disabilities to assist them in maintaining their independence in their own homes. The Meals on Wheels program has more than 350 committed volunteers, many of whom have been involved for over 20 years. Our volunteers deliver more than 100,000 meals per year and provide important social contact for clients.

There are six Meals on Wheels Centres at various locations across Geelong and the Bellarine Peninsula, and volunteers work in pairs to deliver meals from Monday - Friday mornings. Volunteering can be on a weekly, fortnightly or monthly basis, with the average run taking one and a half to two hours.

National Wool Museum

The National Wool Museum was established to showcase our rich wool heritage from early settlement to present day. It is Australia’s only comprehensive museum of wool.

The National Wool Museum has more than 70 volunteers, many of whom have a background on the land or in woollen mills, or have a special interest in wool. The volunteers conduct guided tours, welcome patrons, assist in the gift shop and provide weaving, spinning and knitting demonstrations.

L2P Mentor Program

The L2P Mentor Program is designed to assist young learner drivers who are facing significant barriers in obtaining the required 120 hours of supervised driving experience, such as no access to a vehicle or a supervising driver. L2P matches volunteer supervising drivers with these young learner drivers and provides access to a vehicle. The program provides training for mentors and their learner drivers, access to vehicles, driving bookings and ongoing support in maintaining the relationship over the course of the program.

Potato Shed

The Potato Shed is a vibrant arts centre situated in Drysdale that is available for community and professional events or exhibitions. The facility has a black box theatre seating 250 people as well as studios and practice rooms. Volunteers at the Potato Shed are involved in the running of the venue whilst shows and events are taking place. The tasks performed by volunteers depend on the event and can include canteen, kitchen and bar operations along with general customer service.

Images: Friends of the Geelong Botanic Gardens; Visitor Information Centre volunteers; National Wool Museum volunteers.<pp> 57

Geelong Otway Tourism

Geelong Otway Tourism has more than 100 enthusiastic volunteers. In 2012 - 2013 they were the first point of contact for the 150,000 annual visitors who went through the two Visitor Information Centres and three Visitor Information Booths located within the municipality.

Geelong Otway Tourism volunteers also answer almost 7,000 telephone calls and 5,000 emails per year. All the centres are staffed by a dedicated team of volunteers who work a minimum four hours a week. Along with this, the volunteers promote our region by staffing stands at major events and conferences and compiling information packs.

These volunteers are people who live in the community, are passionate about where they live and are happy to showcase Geelong and the region to our visitors.

Major and Community Events

Our region hosts many major and community events throughout the year and volunteers are a very important part of the success of all our events. Volunteers staff information kiosks and promote our city at events such as Festival of Sails, the National Triathlon Championships and the Royal Geelong Show. Volunteers also provide invaluable assistance in running community events such as the Geelong Seniors Festival, Pako Festa and numerous community and arts festivals.

Friends of the Geelong Botanic Gardens

The Friends are a voluntary support group working in partnership with the City of Greater Geelong to help the Geelong Botanic Gardens achieve its role.

The Friends are a very active group who are passionate about the Botanic Gardens. The Friends group enhances visitor experiences with guided walks and social

connection at the Teahouse, supports the educational role of the garden through a schools program, a variety of talks, botanical illustration classes, the library and publications. They engage the community through its membership events, newsletter and plant sales.

In order to further improve the operation of our volunteer network, the City provides tailored inductions and training for our volunteers as well as information sharing forums for our volunteer coordinators, who ensure the smooth running of all of the City's volunteer programs. Formally recognising the work of our volunteers continues to be important to the City. A range of acknowledgements and events for volunteers are held throughout the year, particularly during National Volunteer Week each May.

The City has assessed our volunteer programs against the national standards for involving volunteers in not for profit organisations, which promotes a model of best practice in volunteer involvement. This resulted in the development of a DVD on Volunteer Safety and an Induction booklet for all new volunteers. This was completed as part of our ongoing commitment to maintain a safe and professional community volunteer program.<pp> 59

Performance

The following section reports on our performance in delivering the community focused outcomes committed to in City Plan 2009 - 2013.<pp> 60

Delivering Community Outcomes

Following the 2008 Council election, the City of Greater Geelong Councillors and management team adopted three strategic directions for Council’s City Plan 2009 - 2013; Community Wellbeing, Growing the Economy, and a Sustainable Built and Natural Environment.

Each has a number of objectives with outcomes and measures used to assess the progress towards achieving these strategic objectives. Each year an annual program of actions, projects and resources is committed to and published in our annual City Plan update.

The following section reports on the progress towards achieving the final year of City Plan 2009 - 2013.<pp> 61

Community Wellbeing

Objective: To improve the health and quality of life of all residents of Greater Geelong

Achievements

Healthy Together Geelong

Healthy Together Geelong was launched on 31 July 2012 as part of a state-wide program to tackle obesity, smoking and alcohol-related health issues throughout Victoria. The program is a jointly funded initiative of the State Government of Victoria and the Australian Government, and is being delivered by the City of Greater Geelong in partnership with Barwon Health and Bellarine Community Health.

The Healthy Together Geelong program is aimed at improving the health of Geelong residents and encourages healthy lifestyle choices in three settings - the workplace, schools and early learning centres, and the community.

The City of Greater Geelong was selected as one of 14 Local Government Authorities to deliver the program. The State Government provided funding to the City of $5.25 million to deliver the program over three years to the end of 2015. A further $0.5 million was received from VicHealth and Sport and Recreation Victoria for the complimentary Be Active program.

Over the past year the Healthy Together team has reached over 14,000 employees through over 30 workplaces, offering health advice and assisting workplaces to deliver health and wellbeing programs for staff. The Geelong Kindergarten Association has also been working with Healthy Together Geelong and recently signed up all 34 of their kinders to the Victorian Health Promotion Achievement Program. The program recognises achievements in promoting health and wellbeing including healthy eating, oral health, mental health and wellbeing and physical activity.

The Healthy Schools and Early Learning Settings Network has been established to provide schools and early learning settings with health related information, resources, opportunities and community connections. The network is made up of 70 early learning settings (including preschool), 31 primary schools, 20 secondary schools and 36 professionals. This network aims to support Geelong schools and early learning settings to improve their environments to support positive health outcomes.

Another component of the Healthy Together Geelong program, Jamie Oliver's Ministry of Food, opened in Geelong in November 2012 offering healthy cooking courses. The City is also in the process of developing a Food Policy.

By the end of 2015, the program aims to achieve:• 95 per cent of schools and early childhood centres in the municipality engaged in improving health.• 75 per cent of medium-large workplaces (20+ employees) in the municipality engaged in improving the health and wellbeing of their workers.• Decreasing the rate of overweight and obese residents from 54.1 to 48.6 per cent.• Increasing the rate of physical activity from 63.6 to 69.3 per cent.

• Increasing daily serves of fruit from 1.72 to 2.32 serves, and vegetables from 2.49 to 3.96 serves.• Decreasing smoking prevalence from 18 to 15.6 per cent.<pp> 62

Progress on integrated community hubs

Significant progress has been made in the past 12 months on a number of community hubs throughout the municipality.

Construction of the Ocean Grove Integrated Children's Centre is nearing completion and is on schedule to open in January 2014. The $9.5 million centre is located at the south west corner of the existing Bellarine Aquatic and Sports Centre and will include a new kindergarten, playgroups, maternal and child health, long day care, occasional day care, toy library as well as family support and early intervention services. Enrolments for three and four year-old kinder as well as long day care are also being taken.

Design work on stage one of the Leopold Community Hub has been completed and is ready to go to tender for construction. The hub will provide an integrated early years' service that includes maternal and child health, kindergarten and long day care. The State Government has committed $1.5 million along with $0.5 million from the Federal Government's Regional Development Australia Fund, and the City has allocated $3 million. Stage one construction will commence in 2013 - 2014.

The concept design for the Barwon Heads Early Learning Centre has been completed with the assistance of the Project Reference Group community members. The centre will include a double room kinder, spaces for maternal and child health services and a multi-purpose community space. The project is expected to cost $3.7 million, with $2.7 million provided by the City and $1 million by the State Government. The project will move into the schematic design stage in 2013 - 2014.

Architects have been appointed for the Windsor Park Children and Family Centre. To be built in Norlane, the centre will offer high quality services for the growing number of young families in the northern suburbs. It will include a two room preschool with 66 places, two maternal and child health consulting rooms, three consulting spaces for visiting support services, a multi-purpose playgroup room and shared playground areas with future scope for long or casual day care. Construction is expected to commence in 2014 following stakeholder and community input.

Community engagement was recently completed on the design of the Grovedale Family and Children's Centre. The total cost of the project is $6.7 million with the City contributing $4.7 million and the State Government $2 million. The new centre will include two kindergarten rooms, three consulting rooms, a toy library, multi-purpose room, ancillary areas and refurbishment of the existing facility.

Recreation facilities throughout the municipality receive upgrades

Increasing physical activity and the provision of related infrastructure is one of the key outcomes in Council's City Plan. In the last 12 months over $6 million in capital works has been undertaken or is underway on the renewal of our recreation assets, including playgrounds.

A snapshot of some of the projects completed in the last 12 months includes:• Barwon (Grovedale) Soccer Club clubroom replacement• Bell Post Hill Bowls Club amenity improvements• Corio Sporting Club clubroom upgrade• Elcho Park Golf Course track and wash bay improvements• Hamlyn Park pavilion upgrade• Highton Reserve pavilion upgrade• Marshall Cricket Club practice facility improvements• McDonald Reserve clubrooms upgrade• Osborne Park spectator viewing and oval drainage improvements• Thomson Reserve pavilion upgrade• Goldsworthy Reserve storage facility construction• Murghebuloc Cricket Club practice wicket upgrade.<pp> 63

The implementation of the new Geelong Play Strategy has seen new playgrounds constructed at McDonald Reserve, Belmont and Russell Sharp Reserve, Whittington and playground upgrades at Waterfront Geelong (near Cunningham Pier), Pettit Park, Rippleside Park, Banksia Reserve, Cohuna Reserve, Donax Reserve, Hinchcliff Reserve, Edison Reserve, Vega Reserve and Barwon Valley Fun Park.

During the year, over $1 million dollars in external funds was attracted for sport and recreation projects across the City, including, but not limited to:• Geelong Hockey synthetic pitch ($625,000)• Barwon Valley Fun Park ($80,000)• Grinter Reserve BMX track improvements ($80,000)• Queens Park playground ($70,000)• Evans Reserve soccer facility upgrade ($100,000)• Open Space Strategy ($30,000)• Queens Park trail re-alignment ($25,000)• Breakwater Reserve landscaping ($5,000)• Bell Post Hill netball pavilion ($85,000).

Public Art Strategy endorsed by Council

The new public art strategy, "Connecting people, place and environment" was endorsed by Council in September 2012. Developed in close consultation with the community, the strategy provides guidelines for proper preservation of existing artwork as well as the development of new artwork.

The City currently has a public art collection of approximately 320 individual items valued at $13.5 million. Items include the famous bollards, the giant fins at Waterfront Geelong, the Queen Victoria Statue and the Poppy Kettle Fountain.

The strategy establishes a vision for the City to develop public art that will enhance and activate public spaces across the municipality, express local histories and cultures and foster creativity and innovation.

Implementation of the strategy has commenced with budget allocated for the first time to provide for assessment, cleaning and maintenance of the existing art collection.

The fOrT Youth Centre receives a major upgrade

A $420,000 upgrade of the fOrT Youth Centre in Corio has been completed. The upgrade included a new teaching kitchen, music room, office and storage space as well as new furniture and equipment. The fOrT offers a diverse range of activities for the growing number of young people using the facility, catering for interests such as cooking, music, sports and art.

There is also a regular "drop-in" time, from 4 - 6pm every Thursday and Friday during the school term, giving young people a place to just hang out, get to know other teenagers and participate in a range of activities in a safe and supervised environment.

The fOrT is one of Council's most important community facilities and this upgrade will go a long way in helping this fantastic centre to reach more young people. All activities at the fOrT are free and fully supervised by Council youth workers.

Images: Over 9,000 children attended the Maternal Child Health service in 2012 - 2013; The fOrT Youth Centre, Corio; Union Street mural, Central Geelong.<pp> 64

Swim Sport and Leisure program continues to grow

Despite growing private health club competitors across the region, membership across the City's four leisure centres was maintained at over 16,000, an increase of 33 per cent since 2009. Combined visitation to the indoor leisure centres and outdoor pools reached over 2.3 million in 2012 - 2013. This can be attributed to the quality programs the facilities offer. Over 200 group exercise classes are now offered on a weekly basis.

The City's Learn to Swim program continues to grow, reaching a record 24,000 enrolments across the City's four leisure centres. The nationally recognised Learn to Swim program introduces children of all ages and adults to the enjoyable world of aquatics and teaches them vital water safety and survival skills in a fun atmosphere.

Active adult membership (over 55 years of age) also increased by five per cent to over 2,500 members participating in the Live Well Health and Fitness Program. This involves gym-based strength training sessions held two to three times per week. Hundreds more use the pool facilities for exercise as well.

Further highlights for the year included Leisurelink Aquatic and Recreation Centre being awarded the "Facility of the Year" by Aquatics and Recreation Victoria. Splashdown, Bellarine Aquatic and Sports Centre (B A S C) and Waterworld received Life Saving Victoria's prized Platinum Pool accreditation award, with B A S C achieving the highest ever score in the program of 99.25 per cent. The City's Swim Sport and Leisure training unit also received Life Saving Victoria's Excellence Award for high quality delivery of Life Saving Victoria courses.

The $600,000 upgrade to the Waterworld change rooms was completed during the last 12 months, increasing the number of accessible and family change rooms to five, better catering to client needs.

Geeyoung project places young people at the centre of planning for the future of Greater Geelong

The Geeyoung Project invited young people to share what they would like to see changed in Geelong and what they think is currently working well. The 12 month project engaged with young people and community organisations through social media, workshops, public forums and one-on-one meetings.

The Geeyoung Project process was a first for Geelong. A core team of local young people were trained and employed as youth facilitators. It was their responsibility to attract and sustain youth participation in the consultation process.

Key recommendations from the project include:• Development of a creative space (incubator) for young people.• Continued facilitation of the Geeyoung Youth participation model by the City of Greater Geelong.• Resourcing the Geeyoung website and social networking tools.• Investigating the establishment of a youth network.• Seeking funding partners to further develop the Geeyoung Project.

Further to this it was found that young people wanted more career and employment opportunities in Geelong, diversity and a positive youth culture. They also found that the connection between the local business community and young people was extremely important.

As a result of the project, many education providers and businesses have expressed interest in involving young people in their future planning processes.

The project will also inform a community youth strategy and a youth brand for Geelong.<pp> 65

Whittington education program a success story

The Whittington Works Education to Employment (E2E) model was established in 2011 in a targeted approach to skill Whittington residents. The City of Greater

Geelong in partnership with 16 local organisations from the employment, training and education sectors joined forces to provide education and training opportunities in Whittington.

Over the past 12 months 24 people have been successful in completing Whittington Works education programs in Aged and Community Care, Children's Services and Transport and Logistics.

The Whittington Works E2E model is particularly good at assisting students in developing industry specific skills and has helped many individuals to go into the workplace.

The Whittington Works E2E model is a great outlet for community members who may not otherwise take part in further studies. It helps to break down the barriers that impact an individual's ability to complete study. Extra support is given to students and includes easily accessible classes held in Whittington, a free bus service to any classes outside the suburb, flexible learning class hours and numeracy and literacy support.

Family and children services providing programs to record numbers

The City's Family Services department provides a number of services including community child health, early childhood education and care, family services development and playgroup support and parenting inclusion support services. In 2012 - 2013 the service continued to grow with more families seeking care and attending programs. A snap shot of the last 12 months is provided below:• Over 60 parenting education workshops were conducted, involving approximately 190 sessions and attended by over 700 parents.• Provided home based child care to 724 children from 506 families.• Provided education and care programs to 779 families and 934 children.• School holiday program provided care for 450 families and 700 children.• 530 playgroup sessions were conducted with a total of 795 hours of playgroup activities held for 139 families and 200 children attending each week.• 727 children and 289 adults took part in the Library in My Pocket Program within the first year operated by Geelong Regional Library and funded by Corio-Norlane Best Start.• The number of birth notifications for 2012 - 2013 was 2,824. The total number of children attended to by the City's maternal and child health service was 9,74 6 .• Key Ages and Stages consultations at the City's maternal and child health centres equalled 23,912 plus additional consults of 11,141.

Images: The City's Active Adults program; The City provides a range of Family Service programs; Development of creative spaces for the region's youth was a key recommendation from the GeeYoung project.<pp> 66

National Wool Museum and Potato Shed attract record visits

The National Wool Museum attracted a record level of visitation with 45,125 people visiting the museum in the last 12 months. This was a 15 per cent increase on the previous year and 87 per cent increase since July 2008. School group visitation continues to increase, school holiday programs such as the Lego Green City Build were very popular and the Scarf Festival also received record entries. The National Wool Museum hosted the Museums and Galleries Victorian State Conference in April 2013, which was attended by delegates from throughout Victoria and overseas.

The Potato Shed had over 118,000 visits in the last 12 months, an increase of 12.4 per cent on the previous year. It has been a great success story and is a fantastic multi-use facility that gets plenty of use from local students as well as the general community.

Health and Local Laws update

A total of 26,994 compliance assessments, inspections and service requests were conducted by Health and Local Law Services in 2012 - 2013. A total of 10,681 inspections were conducted by Health Services and 16,313 service requests processed by Parking, Amenity and Local Laws based on multiple complaints. Some of the categories include dogs at large, nuisance cats, unregistered animals, parking, faulty parking machines, food premises and safety compliance inspections, environmental health complaints and tobacco compliance assessments.

A number of Domestic Animal Management Plan actions were completed including microchipping and registration road shows, pet registration door knocks, newsletters and e-news updates. Community engagement on the 2013 - 2017 plan has been conducted and will be adopted in August 2013. A comprehensive update on the status of the plan can be found on pages 140 - 145.

Festivals for the children and the seniors

Geelong Children's Week and Geelong Seniors Festival were held in October 2012, attracting large numbers to a popular program of events.

Geelong Children's Week consisted of 66 separate events hosted by 50 local organisations, attracting an estimated 12,000 adults and children. Children's Week in Geelong represents one of the largest community celebrations focusing on children in the region. It is an excellent example of what can be achieved through Council working in partnership with early childhood and community organisations.

The largest single seniors program held within Victoria, the Geelong Seniors Festival attracted well over 11,000 participants to just over 100 events. The Seniors Festival encourages older adults to explore new interests and extend their social connections by offering a range of affordable social and recreational experiences.

These programs provide opportunities for interaction and contribute to the health and wellbeing of the community.

Council distributes grants to 180 community groups

180 community groups throughout the municipality were successful in receiving grants through the City's community grants programs, sharing just under $460,000.

The Community Arts Grants Program saw 19 projects share in $93,700 and 22 community festivals sharing $116,100 through the Community Festivals Grants Program. The Councillor Community Grants Program saw $239,870 provided to 139 community groups.

These grants support and strengthen communities and assist them in providing a broad range of activities that benefit the wider community.

For a full list of recipients in each of these categories please refer to pages 132 - 138.

Images: Health and Local Laws officers; The Geelong Seniors Festival is held every October; There are 12 dedicated skate parks in the municipality.<pp> 67

Future Directions

The next 12 months will see the City focus on the following key projects and programs:• Development and implementation of the Municipal Public Health and Wellbeing Plan 2013 - 2017.• Development and implementation of the Municipal Early Years Plan.• Implementation of the Disability Action Plan 2013 - 2017 focusing on improved access to services, facilities and employment and promoting an inclusive community.• Continue the implementation of the Healthy Together Geelong and Be Active preventative health programs.• Recreation reserves and facilities and playground upgrades to the value of $7.8 million to be undertaken.• Design and construction to continue on the Ocean Grove Integrated Children's Centre, Grovedale Integrated Children's Centre, Barwon Heads Early Learning Centre, Leopold Community Hub and the Windsor Park Children and Family Centre.• Adoption and implementation of year one of the Domestic Animal Management Plan 2013 - 2017.• Implementation of the Public Art Strategy, development of the Cultural Strategy and staging of the National Wool Museum's 25th anniversary community celebration.• Continue implementation of the Multicultural Action Plan.• Develop the Youth Strategy and conduct numerous youth events and activities throughout the municipality.

Challenges

Every day we are faced with challenges, both global and regional. These challenges impact on our decision making in the immediate and long term. It is important we remain flexible so we can respond to the changing needs of our community as well as making the most of the opportunities that arise.

Some of the challenges facing us in the pursuit of a healthy, connected and strong community include:• The impact of population growth on existing infrastructure and service levels.• An increase in the demand for council services due to the shift in demographics; namely the ageing population and increasing birth rate.• Increased demand on existing health care systems (facilities, equipment and health care professionals).• Growing need for education and program provision to combat chronic health issues facing the community.• The emergence of food security issues.• Increasing risk of social isolation as social bonds are weakened and people become more disconnected from others.• Making programs accessible to the community - affordable, relevant, timely and reachable.• Meeting the needs of increased cultural diversity within the community.• Seeking funding for infrastructure and environmental improvements in under-resourced areas within the community so as to maintain equality throughout the municipality.• Responding to Australian Early Development Index (AEDI) data to address indicators of vulnerability amongst local children.<pp> 68

Outcome: Improved Healthy Eating and Physical Activity

Physical health is critical to the wellbeing of the individual and community - enabling full participation in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are essential for good health.

Measuring Our Progress

<transcriber's note>Result column:T A = target achievedTN = Target not achievedN/C = Data not comparable to previous yearsP = Progressing</transcriber's note>

Measure Target Result Comment

Growth in visitor Increase T A Visitor numbers to the four indoor

numbers to Council owned leisure centres

leisure centres were consistent with previous year at over 2.1 million. This follows the significant increase the previous year due to the popularity of the new Leisurelink Aquatic and Recreation Centre.

Hospital admissions - diabetes

Decrease N/C Total Admissions: 2,328 (57% increase on previous year). These results are NOT comparable to previous years data as the way diabetes admissions have been coded by hospitals has changed, resulting in a significant increase in the number of documented cases.

Percentage of children who attend 3.5 year old Maternal Child Health consultation and who fall within healthy weight range parameters

Increase TN Result was a 6% decrease on previous year.

Percentage of infants breast fed at six months of age

Increase T A Result increased by 2% to 48%.

Percentage of healthy eating choices in Council facilities and operations

Increase TA Significant progress has been made towards this measure with the implementation of the Healthy Together Geelong program. Council leisure centres, City Learning and Care centres and Council offices are all a part of this program.

Measures adopted in City Plan 2009 - 2013 with data no longer available:

• Percentage of residents who participate in organised sport (Department of Planning and Community Development‘s Indicators of Community Strength - Survey no longer run)• Regular participation in any physical activity• Regular participation in walking activity (Australian Sports Commission’s Exercise, Recreation and Sport Survey, not undertaken since 2011)As part of the development of City Plan 2013 - 2017 these measures have been reviewed and removed.

2012 - 2013 Business Plan Actions

<transcriber's note>Status column:A = CompletedB = Completed for 2012 - 2013/repeated annuallyC = In progress, continuing in 2013 - 2014D = On hold, future direction to be determined</transcriber's note>

Action Status

Best Start Program - improving the health, development and wellbeing of children from birth to school age

B

National Partnership Agreement on Preventative Health program B

Regional Football (Soccer) Strategy implementation C

Playground Development Program

Barwon Valley Fun Park - Stage 2 - playground upgrade C

Early childhood centre-based playground renewal project A

Pettit Park playground, park and amenities upgrade A

Playground Development Program implementation B

Steampacket playground replacement project A<pp> 69Action Status

Recreation Facility Upgrades

Bareena Bowling Club clubroom renovation A

Barwon (Grovedale) Soccer Club clubroom replacement A

Barwon Grove Golf Club redevelopment C

Barwon River trail realignment at Queens Park C

Barwon Rowing Club clubroom fit out C

Bell Post Hill Bowls Club amenity improvements A

Bell Post Hill Football, Cricket and Netball Club improvements A

Belmont Bowls Club clubroom improvements A

Corio Sporting Club clubroom upgrade A

East Belmont Saints Baseball Club infrastructure works A

Elcho Park Golf Course track improvements A

Elcho Park Golf Course wash bay A

Geelong Bowls Club synthetic rink upgrade A

Geelong Cement Lawn Bowls Club kitchen refurbishment A

Geelong Rowing Association riverside project C

Guild Cricket Club clubroom redevelopment C

Hamlyn Park Reserve pavilion improvements C

Highton Reserve pavilion upgrade A

Kingston Park infrastructure upgrades C

Lara Sporting Club development C

Leopold Memorial Park Master Plan implementation C

Manifold Heights Cricket Club clubroom redevelopment C

Marshall Cricket Club practice facility improvements A

McDonald Reserve clubrooms upgrade A

Memorial Reserve toilet upgrade C

Newcomb Football and Netball Club shower facility upgrade C

Osborne Park spectator viewing improvements and oval drainage improvements

A

Portarlington Recreation Reserve sports change facilities A

Shell Road Reserve Master Plan implementation A

Shell Road Reserve soccer storage facility C

Simonds Stadium turf replacement B

Stead Park softball pavilion concept design A

Surfside Tennis Club clubrooms upgrade A

Thomson Reserve Master Plan implementation - pavilion upgrade A

Action Status

Recreation Reserve Upgrades

Belmont Lions netball court resurface C

Collendina Reserve cricket practice nets improvements C

Collendina Reserve sports lighting D

Drysdale Recreation Reserve - Cultural Heritage Management Plan development

C

East Geelong Football Club floodlights C

Ervin Reserve Master Plan implementation D

Evans Reserve improvement works A

Geelong Soccer Club floodlights A

Goldsworthy Reserve storage facility construction A

Highton Reserve infrastructure upgrade A

Lake Lorne Reserve Master Plan implementation C

Minor Capital Renewal in the Cheetham Ward C

Murghebuloc Cricket Club practice wicket upgrade A

Ocean Grove Park electric barbecue installation A

Portarlington Recreation Reserve internal road improvements D

Queens Park Caretakers Cottage removal and reinstatement of car park A

Queens Park netball court resurface C

South Barwon Cricket Club reserve infrastructure works C

Saint Albans/Breakwater Cricket Club practice net upgrade C

Stead Park Master Plan implementation A

Wandana Heights Tennis Club tennis court construction C

Waurn Ponds Tennis Club court resurfacing A

Windsor Park Master Plan implementation C

Swim, Sport and Leisure Upgrades

Bellarine Aquatic and Sports Centre service road redevelopment C

Bellarine Aquatic and Sports Centre upgrade and repair to aquatic adventure play equipment

A

Concrete replacement program at Kardinia Pool, Lara Pool and Waterworld B

Geelong Arena Cyclical and Programmed maintenance - 4th year B

Gymnasium equipment replacement program B

Kardinia Pool infrastructure and pool maintenance A

Leisurelink gymnasium extension A

Waterworld Precinct Concept Plan A<pp> 70

Outcome: Increased Lifelong Learning and Literacy

Supporting learning at all stages of life by offering a wide variety of experiences and resources enabling:• school readiness through early years• interaction and knowledge building• improved participation in the workforce and community.


<transcriber's note>Result column:T A = Target Achieved</transcriber's note>


Playgroup and kindergarten enrolments - Percentage of children enrolled in kindergarten in final year before school

Increase T A Increased to 99.2% in 2012 - 2013.

Total number of library visits Increase T A 1.65 million visits in 2012 - 2013, a 9% increase on previous year.


• Participation in Adult, Community and Further Education(Source was Department of Planning and Community Development which no longer exists and data not available at time of printing)• University of the 3rd Age Membership (U3A) (Source of data not available)

As part of the development of City Plan 2013 - 2017 these measures have been reviewed and removed.<pp> 71


Action Status

Children's Week activity program B

Engage: Up and At It - youth civic participation project C

Geelong Kindergarten Association contribution A

Municipal Children's Infrastructure Planning - Stage two C

Playgroup support program for disadvantaged groups and families B

School Holiday Program B

Three-year-old Kindergarten Development Project -Year two A

Community Facility Upgrades - Children Services

Children Services facilities upgrades to meet changing needs and regulations

A

National Quality Standards infrastructure and furniture upgrades A

Whittington Primary School kitchen upgrade C

Family and Children's Hubs

Barwon Heads Children's Hub development C

Grovedale Integrated Children's Centre - design and construction C

Leopold Community Hub - detail design and construction commencement C

Ocean Grove Integrated Children's Centre construction C

Windsor Park Children and Family Hub development C

Libraries

Geelong Regional Library contribution B

Waurn Ponds Library furniture, fittings and equipment A<pp> 72

Outcome: Liveable Neighbourhoods

Creating places with easy access to local amenities such as shops, parks and reserves and community facilities, which encourage destination walking, a community focus and provide opportunities to reduce isolation.


<transcriber's note>Result column:T A = Target AchievedTN = Target Not Achieved</transcriber's note>


Community satisfaction rating for overall performance in appearance of public areas

Increase T A Indexed mean 69, maintained from previous year.

Community satisfaction rating for overall performance in recreation facilities

Increase T A Indexed mean 73, maintained from previous year.

Number of street and park trees planted

Increase TN A slight decrease in plantings on previous year (9%) due to increased planting costs and reduced number of estate plantings.


• Percentage of residents who are a member of an organised group• Percentage of residents involved in volunteering• Percentage of residents who feel the area has good facilities and services like shops, childcare, schools, libraries• Perceptions of safety (at home, in the street, on public transport; day and night)• Percentage of residents who feel multiculturalism makes life better

(All from the Department of Planning and Community Development‘s Indicators of Community Strength survey which is no longer undertaken).

As part of the development of City Plan 2013 - 2017 these measures have been reviewed and removed.<pp> 73


Action Status

CC TV installation in Belmont A

Councillor Community Grants Program B

Grants to support Community Arts B

Grants to support Community Festivals B

Lara RSL upgrade A

Ocean Grove Community Garden support A

Senior Citizens Week B

Arts and Cultural Projects

Arts and Culture Strategy (Creativity) renewal A

Arts and Culture website development A

Connecting Identities Mouth to Mountain II A

Courthouse Youth Arts support B

Community Events

Cloverdale Community Centre C

Community Carols (Corio) A

Lara Food and Wine Festival A

Lara Secondary College Youth Festival C

Ocean Grove Music Festival C

Ocean Grove New Year's Eve A

Ocean Grove Park Carols by Candlelight A

Rosewall Neighbourhood Centre - "Going Potty" Festival A

Community Facility Upgrades

Belmont Senior Citizens - kitchen upgrade A

Community hall upgrades - Centenary Hall entrance design and construction and signage upgrades across a number of halls

B

Disability access program - Yooringa Senior Citizens accessible toilet upgrade, Whittington Senior Citizens disabled toilets and improving accessibility

B

Indented Head Hall renovation C

Senior Citizen Centre kitchen upgrades to meet regulation standards A

West Town Hall forecourt upgrade C

Action Status

Domestic Animal Management Plan

Animal pound upgrade to meet new code of practice C

Domestic Animal Management Plan 2012 - 2016 implementation C

Multicultural Action plan

Diversitat funding C

Multicultural Action Plan implementation C

Multicultural Policy development A

Neighbourhood Houses

Grovedale Neighbourhood House support B

Support to Neighbourhood Houses B

Public Toilet Block Upgrades

Little Ryrie Street car park public toilet upgrade C

Toilet Block Renewal and Replacement Program B

Streetscapes Improvement Works

Amenity upgrade at Old Post Office corner A

Corio ward roundabout upgrades A

Detroit Crescent shopping strip upgrade A

Donnybrook Avenue shopping strip upgrade A

Pakington Street public seating C

Vines Road, Hamlyn Heights streetscape and amenity improvements A

Whittington Community Building and Renewal

Whittington community building and engagement B

Whittington community renewal A

Whittington Link landscape maintenance C

Youth Events and Programs

Youth events including SKAART Festival,Spud Fest 2013, Geelong Impetus Youth Awards

B

Youth programs including Youth Action Teams, L2P Project, SSAGQY Project, Youth Centres and Activities, Regional Youth Strategy development, Piercing Truth Quarterly Magazine and Multicultural Youth Development

B

<pp> 74

Growing the Economy

Objective: Securing Geelong's Economic Future

Achievements

Geelong chosen as the site for the National Disability Insurance Agency head office

Geelong was announced as the location for the National Disability Insurance Agency head office in June 2013. This followed the announcement that the Barwon region would be one of the five launch sites across Australia for the National Disability Insurance Scheme. The announcement means Geelong will be the site of the first Commonwealth agency to be located outside Canberra.

This is a huge achievement for the region with a lot of hard work having been done by civic and community leaders to advocate on Geelong's behalf.

Geelong has led a successful campaign largely due to the work of the disability sector and local people who were passionate and dedicated about the need for this lifetime care and support scheme. This decision goes to the heart of our community.

The thousands of people in our region with disabilities, their families and carers, now see a positive future.

It also means more jobs for the region. Geelong has demonstrated experience and expertise in disability services, the right mix of infrastructure, a positive environment for growth, a strong and diverse economy, is a proven corporate base for business and has a great lifestyle.

The National Disability Insurance Agency will open its doors in Geelong on 1 July 2013.

Geelong Library and Heritage Centre redevelopment

Construction of the new Geelong Library and Heritage Centre is expected to commence in early 2014 with demolition due to commence in September 2013.

The design development stage has been completed and the state-of-the-art unique multi-storey dome design deliberately erodes sections to blur the boundary between Johnstone Park and the building.

The new Geelong Library and Heritage Centre will be over 6,000m square and include 120,000 print and multimedia collection items, a children's exploration and discovery zone, heritage centre repository and reading room, dedicated youth space, individual and group study spaces, the latest in digital technologies, café, exhibition space, major event space and community space for meetings and lifelong learning programs.

The Geelong Library and Heritage Centre redevelopment is a very exciting component of Geelong's Cultural Precinct and will be a vibrant hub for locals and visitors alike. With almost 500,000 visitors to the precinct each year, close to half of whom are library visitors, the redevelopment is expected to double library visitor numbers in the first year, with a flow on effect to the other cultural institutions in the precinct.

Combining the heritage centre with the library opens up opportunities for exhibitions and displays of the heritage centre's valuable archive. The Geelong Library and Heritage Centre will be a community and civic anchor for the Geelong Cultural Precinct, a hub which will preserve and share the identity of the community as a regional centre of learning, knowledge and culture.

The redevelopment is being funded by the City of Greater Geelong ($20 million), the Victorian Government ($15 million) and the Federal Government ($10 million).<pp> 75

Geelong economy remains buoyant with many developments completed or underway

The Geelong region's economy remains buoyant with many major developments completed in the last 12 months or currently under construction across a wide range of sectors.

Non-domestic building permits increased by 11.9 per cent in 2012 - 2013 with the value of these increasing by 15.8 per cent to $344 million.

Some of the projects completed during the last 12 months include; the $110 million Section 4B of the Geelong Ring Road; the $94 million Northern Water Plant in Corio; Deakin University's $52 million Regional Community Health Hub (REACH); the $49 million stage 3 redevelopment of Simonds Stadium, including the new Players Stand and four light towers; the $40 million redevelopment of Deakin University's Waterfront Campus; Stage 1 of the $42 million Black Rock Class A recycled water plant; the new $33 million Bunnings megastore in North Geelong; the $27 million "8 Gheringhap" apartments; the $14 million Vue Apartments in Geelong opposite Austin Park; and the $13 million extension of Deakin University's Institute of Koorie Education academic building.

A number of key projects are underway and continue to energise our economy and stimulate our workforce. Projects include: the $750 million Keystone Business Park located within Armstrong Creek's North East Industrial Precinct; the new $447 million teaching hospital at Waurn Ponds, Epworth Geelong (developed by Epworth HealthCare in partnership with Deakin university); the $220 million duplication of the Princes Highway from Geelong Ring Road in Waurn Ponds to Winchelsea; the $150 million water, sewerage and recycled water infrastructure implementation at Armstrong Creek; the $103 million Australian Future Fibres Research and Innovation Centre development; the $93 million Intensive Care Unit at the Geelong Hospital; the $80 million new Norlane housing project initiative; the $65 million Saint John of God Geelong Hospital redevelopment; Australian Unity's $65 million expansion of the Waurn Ponds Shopping Centre; Deakin University's $55 million engineering facility (Centre for Advanced Design in Engineering Training); and the $42 million student accommodation at Deakin University's Waurn Ponds campus.

Geelong is ideally placed as one of Australia's most promising growth corridors and stands ready as a potential working partner to facilitate investment in key infrastructure priority projects. Together with the Federal and Victorian Government, the City will continue to steer Geelong through changing economic circumstances and continue to grow and diversify our workforce.<pp> 76

Armstrong Creek development progressing

Armstrong Creek is one of the largest growth areas in Victoria, comprising 2,500 hectares, which will become home to up to 55,000 to 65,000 people. The growth area will provide 22,000 homes and 22,000 jobs.

The Armstrong Creek development has continued to progress throughout 2012 - 2013. The following provides a brief update on each of the seven precincts.

East Precinct (Warralily)

Precinct Structure Plan and Development Contribution Plan has been approved, with development progressing on multiple fronts from Barwon Heads Road and Surf Coast Highway.

North East Industrial Precinct (Keystone Business Park)

Precinct Structure Plan and Development Contribution Plan has been approved, along with a planning permit for the initial 72 lots. Initial earth works are now underway for this precinct.

West Precinct

The West Precinct on the west side of the Surf Coast Highway has been progressed by the Villawood consortium in consultation with Council and the Department of Transport, Planning and Local Infrastructure. The Precinct Structure Plan and the Development Contribution Plan have been approved.

West Industrial Precinct

Preliminary work has been undertaken in relation to native vegetation, however no formal steps have been taken to progress the Precinct Structure Plan or Development Contribution Plan at this stage.

Horseshoe Bend Precinct

The Precinct Structure Plan and Development Contribution Plan were on exhibition as of May 2013.

Major Activity Centre (Armstrong Creek Town Centre)

The Precinct Structure Plan and Development Contribution Plan were on exhibition as of April 2013.

Marshall Precinct

Preliminary work has been undertaken in relation with the drainage and native vegetation; however no formal steps have progressed in relation to the Precinct Structure Plan or Development Contribution Plan. The City is likely to take a role in 2013 - 2014 to progress this given the multiple land ownership across the precinct.

Developing an active and vibrant Central Geelong

Council formally endorsed the creation of a Central Geelong Taskforce to oversee the precincts revitalisation. The Task Force will be established as a cross-divisional working group supplemented by specialist expertise where appropriate.

The Task Force will initially produce a master plan for the central precinct by updating the 2007 Central Geelong Structure Plan and including ideas from the recently completed Vision 2 program. The focus will be on:• Urban design and the Structure Plan for Central Geelong• Activities and events• Investment activities.

Vision 2 was a partnership project between the City, Deakin University, Department of Planning and Community Development and the Committee for Geelong.

The project will look at recreating the vibrancy and bustle, with more people shopping, working and living in Central Geelong and the Waterfront. It will promote Central Geelong as the regional retail centre and services hub as well as our cultural, civic and dining centre for people of all ages.

Images: Armstrong Creek housing development; Central Geelong café precinct; First AFL night game held at Simonds Stadium.<pp> 77

A number of activities and projects have been undertaken in the last 12 months to begin the revitalisation. The Central Geelong Laneway and Linkages project has seen Gore Place and Star Street laneways upgraded. The Geelong Night Markets in Johnstone Park continued for the fifth year running. Central Geelong Food Carts have also begun to appear around the precinct promoting diversity and healthy options. Congolese chicken, Asian fusion dishes, Mediterranean classics and fresh fruit and vegetables are just some of the tasty choices available from the food carts in Little Malop Street Central.

Lara town centre project commences

The Lara town centre expansion has begun with work commencing on the development of the new Lara Bowling Club within Lara Recreation Reserve. This development will allow the Lara town centre to expand adding additional retail and commercial floor space.

The expansion, based on recommendations from the Lara Town Centre Urban Design Framework and successive Lara Structure Plans, is crucial for the future growth and development in Lara, with the current population outgrowing the current services.

Following the completion of the bowling club, the new Station Lake Road alignment will commence, enabling the development of the Lara town centre expansion site. A full line supermarket is expected to be open in late 2015.

Major events generate $65.9 million in event expenditure throughout the region

A total of 20 supported events of international and national significance were held during the year, stimulating economic activity and providing social benefits to our community. These events resulted in $65.9 million of event expenditure being generated in our region from locals and visitors, which is the equivalent of 527 full time jobs in the region.

14 of the 20 major events offered free public access and entertainment for all ages. An estimated 548,000 participants and spectators attended the 20 events staged throughout Geelong during the 12 month period.

The 2013 Australian International Airshow generated an estimated economic benefit of $21.4 million, the Festival of Sails $13.8 million and the popular Pako Festa $4.8 million.

Other popular events held throughout the last 12 months included the Mitchelton Bay Cycling Classic, Toast to the Coast, Geelong Multi Sport Festival, Sanitarium Weet-Bix Kids TRYathlon, the Geelong Highland Gathering, Australian Youth Baseball Championships, the Victorian Open Golf Championships and the Head of the Schoolgirls Rowing Regatta.

October 2013 will also see the staging of the 2013 Australian Masters Games in Geelong. The event is estimated to bring around $15 million of economic expenditure into the Geelong region through the anticipated 10,000 plus participants.

Simonds Stadium redevelopment provides for first ever AFL night game

Geelong's premier sports stadium entered a new era with the first ever AFL game played under lights at Simonds Stadium on Saturday 1 June 2013 against the Gold Coast Suns.

This followed the completion of the stage 3 redevelopment which included the new $38 million Players Stand and four new 75 metre high light towers. This has been made possible through contributions from the City ($3 million), the AFL, State and Federal Governments.

The turning on of the lights was a symbolic moment for Geelong, confirming our place as one of Australia's leading regional cities. The night games also mean greater television coverage translating to more people recognising Geelong thus improving our tourism potential, our appeal as a great place to live, and investment.<pp> 78

Tourism numbers remain steady

Tourism numbers remained steady in the region with 3 million domestic day trip visitors and 2.6 million overnight visitors. International arrivals dropped 8 per cent to 38,700, consistent with the drop across regional Victoria. Tourism numbers show that short breaks rather than longer stays are a current trend, thus our focus has shifted towards providing experiences to cater for both domestic and international visitors.

Geelong as a cruise ship destination is one such way to provide for this type of experience. In February 2013, the Seabourn Odyssey anchored in Corio Bay, confirming the appeal of Geelong as a cruise ship destination. This followed a stopover in Melbourne, demonstrating that Geelong and Melbourne can operate as complementary cruise ship destinations with each offering a different visitor experience. Most of the 450 passengers came ashore to take part in local tours contributing to the local economy with an estimated economic benefit of $500,000. The Regatta cruise ship has confirmed it will visit Geelong in 2014.

A redeveloped Yarra Street Pier would add considerably to Geelong’s appeal as a regular port on international itineraries. This remains one of Council’s key funding priorities.

Council supporting small businesses

180 local businesses have benefited from a new service offered by the City. The Business Visits Program offers advice, support and mentoring to a range of sectors including retail, health, construction, manufacturing and professional services.

An outstanding advantage of the Business Visits Program is connecting businesses with local suppliers, engaging businesses in networking and training opportunities and providing information about grants and services from the other tiers of government.

Geelong hosted the Australian Government Jobs and Skills Expo in March 2013, an initiative of the Federal Government. The Geelong Small Business Festival was also held in August 2012 with 40 events attended by 1,500 people.

Future Directions

The next 12 months will see the City focus on the following key projects and programs:• Commence the development of the Geelong Centre for Emerging Infectious Disease after the City secured $3 million in funding from the Commonwealth Government’s Regional Development Australia Fund on behalf of partners Deakin University, Barwon Health and CSIRO A A H L.

• Advocate for delivery of Geelong Port and Land Freight Infrastructure Plan, which identifies existing and future infrastructure needs for freight and logistics companies and is based on the integration of the Geelong Ring Road Employment Precinct, Avalon Airport and the Port of Geelong.• Develop an urban design framework for the Ocean Grove town centre in consultation with the local community.• Host the 2013 Masters Games which is expected to reap an estimated economic benefit of $15 million.• Establish Enterprise Geelong to identify and attract business and investment opportunities from Australian and overseas, that Geelong is a welcoming and lucrative place to do business. Sustainable employment growth and business investment are high priorities for this Council.• Commence construction of the Geelong Library and Heritage Centre.• Conduct a review of the current Retail Strategy.• Deliver the infrastructure components of the Lara town centre expansion project.• Advance the implementation of the Portarlington Safe Harbour project.• Deliver the Central Geelong Master Plan.

Challenges


Some of the challenges facing us in the pursuit of growing our economy include:• The recent announcements that Shell will sell its Geelong Refinery by the end of 2014 and that Ford will close its manufacturing plants in October 2016.• Gaining government funding for key infrastructure projects.• Addressing skills shortages.• Taking advantage of the opportunities that the biotechnology industry will provide our region into the future.• Diversification of our economyrecognising the significant contribution made by our changing manufacturing sector.• Seeking investment opportunities that will be provided by the Armstrong Creek and Geelong Ring Road Employment Precinct developments.• Identifying ideas and opportunities to provide the momentum for the next 15 years of growth in Central Geelong.• The loss of business tourism events with 400 plus delegates to other regions because of the limited scope and scale of venues available in Geelong to meet the needs of the high yielding Business Events sector.• New economic opportunities to transition to a low carbon economy through developing new clean technologies, research and development, manufacturing and new product and service offerings.• Decline in workforce participation as the workforce ages.<pp> 79

Outcome: Plan and Develop the National Transport and Logistics Precinct

We will facilitate the National Transport and Logistics Precinct which is focused on strengthening our key existing assets such as Avalon Airport, the Port of Geelong, the Ring Road and the Geelong Ring Road Employment Precinct. We will encourage new assets that complement the existing assets such as the proposed Intermodal at Lara.


<transcriber's note>Result column:T A = Target AchievedTN = Target Not Achieved</transcriber's note>


Geelong Ring Road Employment Precinct number of serviced lots available for sale

3 lots for sale by mid-2011

T A One lot sold, one currently under offer and one for sale.

Avalon International Terminal approved

Master Plan approved by Council

T A Final Master Plan was approved by Council in mid 2013.

Business Plan for National Transport Freight and Logistics Hub agreed

Completion 2012

T A Council has adopted the Geelong Port City 2050 Strategy for development of Geelong Port landside infrastructure.

Intermodal planning process completed

June 2012 T A Planning process completed in 2011 - 2012.



Action Status

Freight and Logistics Gateway project C

Geelong Ring Road Employment Precinct design and implementation

C

<pp> 80

Outcome: Development of the Cosmopolitan Heart

The development of Geelong’s cosmopolitan heart will be driven through key projects that embrace our natural and built assets.


<transcriber's note>Result column:T A = Target AchievedTN = Target Not AchievedP = Progressing</transcriber's note>


Yarra Street Pier - Secure State Government funding

June 2012

P This project continues to be a key funding priority for 2013 - 2017.

Cruise ship visits to Geelong - feasibility study

June 2012

T A Feasibility completed and report to Council.

Future Cities - Library/Heritage Centre - Secure funding from the State and Federal Governments

June 2011

T A Federal ($10M) and State ($15M) Government funding secured.

Convention Centre - Secure State and Federal Government support

June 2012

P This project continues to be a key funding priority for 2013 - 2017.

Cultural Precinct visitation (Geelong Gallery, Library, Heritage Centre, Courthouse Arts, GPAC)

Increase T A 10% increase on previous year visitation.


• Overall satisfaction with Central Geelong• Central Geelong presentation - cleanliness Index

This survey was not conducted by Central Geelong Marketing in 2012 - 2013.

As part of the development of City Plan 2013 - 2017 these measures have been reviewed and amended.



Action Status

Cruise ship visits 2012 - 2013 A

Eastern Beach Master Plan implementation - heritage asset rebuild (bluestone kerb and channel)

A

Economic Development - industrial development support B

Geelong Central City Management programs and activities B

Geelong Library and Heritage Centre - detail design and quantity surveying C

Arts and Culture

Belmont area public art project C

Clifton Springs public art project C

Courthouse Arts - Police Lane Street Art Project C

Cowie ward public art project C

Geelong Art Gallery contribution B

Geelong Art Gallery program development and PA system C

Old Courthouse - entrance artwork C<pp> 81

Outcome: Managed Growth

Geelong will continue to position itself as the best place to live fostering job creation, sustainable development practices and improved community wellbeing.




Regional unemployment rate

Maintain the average difference between the Geelong and Victorian unemployment rate

TN 12 month average unemployment in Barwon Western District was 6.1% compared to 5.6% in Victoria.

Geelong Urban Growth Strategy completed

June 2012 P This project is on hold pending the G21 Regional Growth Plan project being completed; the draft implementation plan for this will be out for public comment in July 2013.

Investment (number and value of building permits) - domestic and non-domestic

Increase T A Domestic = 7.1% increase in numbers and 10.3% increase in value.Non-domestic = 11.9% increase in numbers and 15.8% increase in value.

Years supply of zoned residential land available in the Geelong region

10+ years available of residential lots by 2013

T A Currently 15+ years land available.

Scope and business case for Managing Growth Resource Plan completed

June 2012 TN Project has been deferred.

Armstrong Creek Structure plans completed for Western Residential Precinct

June 2012 TA Approved in early 2013.

Armstrong Creek Structure plan completed for Horseshoe Bend Precinct

June 2012 P Structure Plan scheduled for public exhibition in mid-2013.

Armstrong Creek June 2012 P Structure Plan is out for public

Structure plan completed for Major Activity Area

exhibition and scheduled to go to the panel November 2013.

Lara Town Centre - Rezoning of Land

June 2012 T A Completed in January 2012. New bowling club currently under construction as pre-work for infrastructure to deliver new supermarket.

Lara Town Centre - Selection of preferred developer

June 2012 TA Preferred developer announced September 2012.

Ring Road connection from Armstrong Creek to the Bellarine Peninsula - commitment to planning process to a 4C connection

September 2012 P Project continuing. The Armstrong Creek Horseshoe Bend Precinct will define the next leg of the Ring Road connection. Bellarine connection subject to ongoing lobbying activity with State and Federal Government.

Geelong Major Events economic benefit to the municipality

Return on investment = 50:1

T A Return on investment 50.1

Aquaculture - a plan for integrated wet seafood processing facility

June 2012 P This is a long term project that will be ongoing.

Develop Geelong’s Centre of Excellence for emerging infectious diseases

June 2012 T A Federal funding has been secured.

<pp> 82



Action Status

Business events support B

G21 Agribusiness Forum B

G21 contribution B

Geelong Manufacturing Council contribution B

Lara Chamber of Commerce contribution A

Lara Town Centre expansion project C

Skilled migration program B

Wi-Fi Hotspot Expansion project C

Armstrong Creek

Armstrong Creek development contribution plans administration B

Armstrong Creek East Neighbourhood Activity Centre pavilion construction

C

Armstrong Creek planning and infrastructure implementation B

Information and Communications Technology (ICT) Cluster

Employment growth through cluster facilitation A

ICT Cluster support B

Other Actions Undertaken in 2012 - 2013 that Support Growing the Economy

Action Status

2013 Australian International Airshow A

2013 Australian Masters Games C

Conference Marketing and Delegate Boosting programs B

Geelong Major Events funding B

Provide for tourist information and administrative support centres within the Geelong region

B

View of Geelong historical marker C<pp> 83


Objective: The City of Greater Geelong leads the community in sustainable planning and environmental action.

Achievements

Leaders in waste management

The City of Greater Geelong is one of the leading council's in Victoria in waste recovery. The State Government has set councils a target of reducing the amount of waste going to landfill of 65 per cent by 2014. The City's current waste recovery rate of 58 per cent is on target to meet the 2014 target.

In 2012 - 2013, 29,650 tonnes of kerbside recycling material and 27,569 tonnes of kerbside green waste was collected. This equates to approximately 305 kilograms per household in recycling and 283 kilograms per household in green waste.

A number of waste initiatives were conducted during the year to encourage environmentally friendly ways for Geelong households to dispose of their unwanted goods. These initiatives encouraged the disposal of televisions, mattresses, old tyres and household chemicals.

The chemical drop-off day received a huge response from the community with a total of 599 vehicles bringing over 80 cubic metres of material to the event. The TV drop off weekend resulted in over 2,000 residents disposing of 8,000 televisions, plus computers and other electronic equipment.

In August 2012, all residents received a free tip voucher with their rate notice. The Second Hand Saturdays program also continued.

Council has made tremendous progress in reducing waste to landfill, and the new Waste Management Strategy aims to continue this trend over the next five years.

Corporate carbon emissions reduced

Council's Greenhouse Response has resulted in drastically reduced greenhouse emissions from key facilities and buildings. Actions taken to reduce carbon emissions include over 28KW of renewable energy installations, extensive energy efficient lighting upgrades, heating and cooling system upgrades, greenpower purchases and the establishment of a revegetation bio sequestration site.

To date the Greenhouse Program has implemented over 70 per cent of the actions set out in the Greenhouse Response Action Plan resulting in the reduction of approximately 1,500 tonnes of CO2-e per year from Council operations. This is the equivalent of taking 312 cars off the road each year.

In addition to the above, sustainability assessments and retrofit actions have also been completed at 15 community facilities. Some of the actions undertaken include:• Motion sensor L E D light fittings installed at Busport Car Park and the National Wool Museum.• Additional ducting installed at National Wool Museum reducing demand on boilers.• Insulation installed during Courthouse renovations.• Splashdown Leisure Centrecogeneration plant commissioned.• New boilers at Splashdown

Leisure Centre, Waterworld Leisure Centre and National Wool Museum.• Air conditioning and lighting upgrades at Splashdown and Waterworld Leisure Centres.

The changes made at the National Wool Museum and City Hall alone over the last two years have resulted in energy use reductions of 29 per cent and 21 per cent per annum respectively, equivalent to $35,630 in savings annually.

The City will continue to focus on energy conservation, substitute non renewable energy sources with renewable energy sources and carbon offsets at our major facilities. The Greenhouse Strategy will undergo a review following the completion of the 2013 - 2017 Environment Management Strategy.<pp> 84

Future Proofing Geelong

Future Proofing Geelong has worked on several fronts in the last 12 months to promote sustainability in the broader Geelong region. Since the adoption of the Low Carbon Growth Plan in May 2011, Future Proofing Geelong has sought to implement the plan in three key areas; assisting commercial building owners and tenants to reduce carbon emissions; helping community groups to implement their own sustainability projects; and helping companies with funding bids.

Since October 2012 Future Proofing Geelong has provided funding to seven local businesses for energy assessments, further helping two of these businesses to apply for funding through the State Government's Smarter Resources, Smarter Businesses Program. If successful along with five other funding bids, a total of $2.1 million will be available for energy efficiency upgrades in Greater Geelong.

Future Proofing Geelong also worked with the Geelong Manufacturing Council and Enterprise Connect to secure $50,000 funding from the State Government's Manufacturing Productivity Networks Grants program to develop a clean technology network.

The program also supported the 2013 Sustainable Living Festival which this year featured more than 40 events in the Greater Geelong area.

Six community groups were also supported to run sustainability projects via a Council small grants scheme:• Food Skill - Local food systems mapping for the Northern Suburbs.• Geelong Sustainability Group -Greener Living Program.• Barwon Heads Sustainability Group - Community Solar Program.• Geelong Sustainability Group -Sustainability Directory; mapping initiatives/contact details across Geelong.• Transition South Barwon - "Let's Connect"; connecting sustainability initiatives/awareness raising program to be linked with the Sustainability Directory.• Geelong Branch National Trust - Retrofitting information brochure to be provided to heritage listed building owners in Geelong.

Future Proofing Geelong is working on a sustainable house display at the Warralily display Village at Armstrong Creek, which will showcase the cost savings and environmental benefits of building an energy efficient home.

Geelong recognised as a leader in climate change

The City's environmental work has been recognised with the Climate Change Adaptation Toolkit launched in Melbourne and Sydney. The Toolkit has attracted national attention and has been developed as a free resource for councils to factor in the impacts of climate change to their business and services. It guides Council staff through the process of assessing climate impacts, risks and how to plan for it. The Toolkit was a collaborative project between the City of Greater Geelong, RMIT and Net Balance.

The Climate Change Adaptation Strategy has become a model for other councils around the country to follow. The City presented at the Victorian Centre for Climate Change Research annual forum on the development of the strategy and its first year of implementation.

Work has also commenced on having climate change adaptation integrated in emergency management plans, the Open Space Strategy, the Environment Management Strategy, Sustainable Communities Infrastructure Design Guidelines and the Engineering Infrastructure Design Manual.

EcoChallenge@home launched

The City of Greater Geelong's new ecoCHALLENGE@home program was launched in November 2012. The program aims to help residents save on water and energy bills while reducing greenhouse emissions within the community.

The City has worked hard over the last few years to make our own operations more efficient with a range of large scale water and energy saving projects. This now extends the program to assist residents in their own homes.

The program is being delivered by EnviroShop which included nine community information sessions held in 2012 - 2013 and over 70,000 watts of solar power installed as part of this program.

ecoCHALLENGE@home will assist residents to better manage the impact of ongoing utility prices by offering energy and water saving products for the home and giving residents the opportunity to retrofit their home with sustainability products via a bulk buy program.

Images: Sustainable House Day, Barwon Heads; Serendip Sanctuary, Lara; Eastern Park stormwater harvesting project.<pp> 85

People can register to have a qualified consultant visit their home and make a free assessment of which sustainability products are most suitable for their particular

situation. Solar electricity, solar hot water, L E D lighting, insulation and rain water tanks are some of the sustainability products available through the City of Greater Geelong's new ecoCHALLENGE@home program.

The ecoCHALLENGE@home program is also a major sponsor and contributor to Sustainable House Day, and the development of a Community Plan for a Sustainable Barwon Heads.

Sustainable Building Policy

Council adopted a new Sustainable Building Policy in September 2012. The policy sets out minimum sustainability standards for Council's new buildings, renovations and retrofits of existing buildings, building maintenance and minor upgrades.

The policy outlines various design, construction and operational techniques that will result in improved energy efficiency, reduced greenhouse gas emissions, water conservation, reduced natural resource consumption, increased reuse and recycling, waste avoidance, pollution prevention and enhanced biodiversity. It helps to clarify the requirements and preferences for any future construction or maintenance work on council buildings.

All Council buildings are included in the policy including administrative offices; leisure and aquatic facilities; libraries; community buildings; sports ground pavilions; town halls; child care and health centres and work depots. The changes will not only reduce the City's impact on the environment, they will provide economic benefits by reducing the overall building and operating costs.

The City will be using the Green Star rating standard or equivalent for building design and construction and the National Australian Built Environment Rating Standard (NABERS) to measure ongoing operational performance of old and new buildings.

Constructing and maintaining our buildings accounts for a large part of Council's environmental footprint. The implementation of this policy over the coming years will make a significant impact. It demonstrates Council's corporate responsibility and leadership in the community on sustainability and environmental issues.

Greater Geelong Cycle Strategy implementation

The Greater Geelong Cycle Strategy sets out a range of works projects as well as education and recreation activities aimed at increasing cycling participation in the region and environmental, social and economic benefits to the community.

A number of projects have been completed in 2012 - 2013 including:• Bellarine Rail Trail improvement works including trail path sealing, revegetation and picnic table and seat installations.• A new pedestrian bridge, encouraging people to walk and cycle was installed over Waurn Ponds Creek near Pioneer Road linking residents to key facilities such as Leisurelink Aquatic and Recreation Centre, Waurn Ponds Library and the Waurn Ponds Shopping Centre.

• A new trail along the Barwon Riverconnecting the existing path at Barrabool Road to the Belmont cycling criterium and boat ramp thus avoiding the necessity of bike riders sharing the road with vehicles.• The commencement of works on the 19 kilometre Corio/Norlane bike loop, which will improve cycling connections and safety for bike riders and pedestrians in the area.

Eastern Park stormwater harvesting system paying dividends

The stormwater harvesting system installed in Eastern Park last year has already paid dividends, with over 500,000 litres of water from the dam used over the summer months.

A variety of trees were planted around Eastern Park late in 2012 as part of the project. These required extra watering to help them establish, particularly during the extremely hot days over summer. The stormwater harvesting system provided the extra water necessary to keep the trees alive. It has also been used to maintain street trees around Geelong.

The Geelong Botanic Gardens is in the top five water users for Council, and once this system is at full capacity (seven million litres) it will be able to supply around 90 per cent of the gardens' water demands. This is a significant saving financially and environmentally.

Although we are not dealing with the same major drought problems as in previous years, stormwater harvesting is an environmentally and financially sustainable way to keep our trees and parks thriving.<pp> 86

The Geelong Botanic Gardens are one of the City's top tourist attractions, and require continual water supply to maintain the large collection of native and exotic plants. The stormwater harvesting system ensures we can maintain the gardens and the park to a high standard using sustainably-sourced water. The dam where all the water is collected is also a fantastic addition to the park serving as a popular place for locals and visitors to take a stroll around.

Improving energy efficiency of our buildings

Three of the City's buildings are now more energy efficient due to upgrades part-funded through the Federal Government's Community Energy Efficiency Program. $986,000 was spent on Splashdown Leisure Centre, Waterworld and the National Wool Museum.

Splashdown received upgrades to air conditioning systems, boilers for heating pool water and lighting. These upgrades alone have reduced energy consumption by 22 per cent. This was not the only benefit. Members and visitors have also commented that the air is no longer muggy but now clear and fresh.

Waterworld had a new boiler and hot water system installed, and an air conditioning and lighting upgrade. The National Wool Museum had the chiller replaced and a new boiler installed.

Greening our municipality

The City plants approximately 1,800 trees and maintains a further 120,000 annually as part of its annual program. Further to this, a number of tree planting initiatives took place in the last 12 months to continue the greening of our municipality.

Programs that have been undertaken include:• World Environment Day tree planting which saw students from Wallington Primary School join City staff to plant over 1,500 indigenous trees and shrubs at Limeburners Point.• The implementation of the Green Your Street program in Corio and Norlane which will see residents planting trees in their neighbourhoods and caring for them.• The commencement of Council's Greenway Project which will see around 50,000 mixed indigenous trees, shrubs and bushes planted over the next five years over a 13 kilometre distance from Corio to Hamlyn Heights. This will become one of the longest greenways in the region and is one of the largest greening projects ever undertaken in Geelong.

These projects not only add to the municipality's urban forest, but meet a number of the Council's objectives including active transport options, regenerating biodiversity, climate change adaptation strategies, and sustainable and natural environments.

Future Directions

The next 12 months will see the City focus on the following key projects and programs:• Finalise development and commence implementation of the 2013 - 2017 Environment Management Strategy.• Develop the new Greenhouse Strategy and Local Action Plan.• Develop the Waste Management Strategy which will guide waste initiatives and continue increased waste recovery.• Continue the work of Future Proofing Geelong including the audit of the Low Carbon Growth Plan and the Sustainable Covenant with Future Proofing Geelong partners.• Construction of Drysdale landfill's cell six and continue the rehabilitation of the Corio landfill site.• Maintain council environmental, coastal and conservation reserves.• Implement hard waste pick up service for eligible Home and Community Care clients.• Continue water saving programs and energy efficiency projects at council facilities.<pp> 87

Challenges


Some of the challenges facing us in the pursuit of a sustainable built and natural environment include:• The need to implement plans to protect biodiversity, arrest erosion and halt the intrusion of animal and plant pests, inundation and intrusion of saltwater into estuarine areas.• The perception that addressingenvironmental issues is less important than growing the economy - which may result in a push for cheaper developments and decreasing building and environmental standards.• Being prepared to respond to government funding programs that benefit our environment, or in some cases decreased funding.• Major industries lobbying to get the most out of existing infrastructure rather than seeking to become greener.• Climate change impacts on services and infrastructure projects.• With the increase in the EPA levy, the City will need to promote alternative means of disposing of unwanted items, such as recycling and other waste initiatives. Increased dumping of waste in areas such as parklands and waterways could also result from a rise in the EPA levy.• Reducing our carbon footprint.• Implementing affordable and sustainable building practices resulting in reduced demand on natural resources and a decrease in greenhouse gas emissions.• Competition for water resourcesbetween the environment and domestic, agricultural and industrial users.• Competing demands for land use (infrastructure vs. productive agricultural land).• Absence of adequate public transport networks and services resulting in higher car dependency, and associated traffic and parking implications.

Images: Geelong Botanic Gardens; World Environment Day tree planting; Reducing energy consumption through the Energy Efficiency Program.<pp> 88

Outcome: Increased Use of Public and Active Transport

Options for accessible transport are key to sustainability and wellbeing and are a top priority for our community. We will encourage a variety of transport modes, urban designs and active transport support programs that reduce our car dependence. We will give priority to these options in planning and development.




Modes of transport used in getting to work/school

Increase T A A 1% increase in journey to work data from 2006 - 2011 based on Census data

Geelong Train Station usage

Increase T A Overall an increase in usage across all Geelong Stations


• Regular participation in walking activity• Regular participation in cycling activity (Australian Sports Commission's Exercise, Recreation and Sport Survey, not undertaken since 2011)

As part of the development of City Plan 2013 - 2017 these measures have been reviewed and removed.



Action Status

Bicycle infrastructure program B

Building Bellarine Connections A

Central Geelong Night Bus Service B

Central Geelong Park and Ride shuttle service B

Greater Geelong Cycle Strategy implementation B

Ocean Grove/Barwon Heads shuttle bus A

Footpaths

Ceres footpath project A

Footpath renewal program A

Ritchie Blvd footpath replacement C<pp> 89

Outcome: Agreed Standards for Sustainable Development Are in Operation

Reflecting our leadership role in the community, particularly in implementing the Planning Scheme and Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves and encourage good design and development in the community.




Implementation of STEP Program(encouraging positive sustainable built environmentoutcomes through the planning process)

June 2012 T A Completed in 2012.

Develop a Council policy on Environmentally Sustainable Development Standards for newly constructed Council owned and/or managed buildings

December 2011

T A Policy developed.


<transcriber's note>Status column:A = CompletedB = Completed for 2012 - 2013/repeated annuallyC = In progress, continuing in 2013 - 2014

D = On hold, future direction to be determined</transcriber's note>

Action Status

Progress development of the Environmental Sustainable Development Policy A

Support the use of Infrastructure Development Guidelines by the development industry

B

<pp> 90

Outcome: A Reduction In The Organisation's Environmental Footprint

We want to ensure that all decisions made by staff and Council reflect our philosophy of environmental sustainability. Whether we are planning for the future, designing projects, delivering capital works and services or buying goods and services, we will reduce the impact we have on our natural environment.




30 per cent emissions reduction target as a minimum from 2006 levels by 2011 - 60 per cent reduction by 2025

Decrease T A Reduction in emissions of approximately 500 tonnes on previous year, mainly attributed to a reduction in electricity consumption, in particular savings gained from the cogeneration system installed at Splashdown.

Council's potable water consumption (25% reduction by 2015, based on average consumption 2001 - 2005)

Decrease T A 517ML used in 2012 - 2013, a 7% decrease on previous year and well below target of 726ML.

Percentage of green energy purchase

Increase T A Maintained with 3,750 tonnes purchased.

Number of vehicles using low emission or

Increase T A Council continues to pursue low emission options for our fleet vehicles.

alternative fuels in Councils vehicle fleet

Amount of carbon absorbed by trees planted in the carbon offset program

Increase P Carbon offset planting program commenced in June 2011. No expected offset until trees reach maturity after 10 years.



Action Status

Clean Energy - buildings plant and equipment upgrades A

Green Our Streets - Corio ward tree planting A

Greenhouse Reduction Local Action Plan B

Tree planting, establishment and aftercare B

Waste Projects

Corio Landfill rehabilitation C

Drysdale landfill - design of cell 5 and review cell sequencing C

Drysdale Landfill - replacement of amenities building A

Drysdale Quarry - investigation as future Landfill C

Greenwaste site setup costs - Barro Group Quarry C

Investigation of possible expansion of Point Henry (Moolap) Transfer Station

C

Resource Recovery Centre feasibility study C

Waste education program and initiatives C

Water Saving Initiatives

Geelong Botanic Gardens irrigation project C

Hume Reserve aquifer recharge and reuse project D

Rippleside (Weddel) stormwater harvesting project C

Water restriction program B<pp> 91

Outcome: The Climate Change Adaptation Strategy Is Established

Climate change poses a risk in sustaining communities into the future. We need to ensure we have considered the likely changes that will take place in our region and have developed a plan to adapt to those changes. We will need to work closely with both the Federal and State Governments to achieve this and to implement the plan.




The existence of an adopted Climate Change Adaptation Strategy

(1) Adoption(2) Implementation

T A Strategy adopted in April 2011 and implementation underway.



Action Status

Climate Change Adaptation Strategy implementation B

Drought Recovery

Significant tree watering project B

Sports ground renovation program B

Future Proofing

Future Proofing Geelong project implementation B

<pp> 92

Outcome: Enhancement and Protection of Natural Areas

Biological diversity is the natural wealth of our municipality and provides the basis for our life and prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline land and soil. The use of the region's natural resources needs to be balanced against the impact on natural systems including the potential loss of habitat and biodiversity, introduced pests, declining soil health, deteriorating water quality and climate change impacts.




Control of noxious weed re-infestation and re-growth on Council's conservation reserves

95% success rate in control program where works are undertaken

T A 95% success rate achieved.

Reduction in pest animal and vermin numbers in Council reserves

90% success rate in reduction program where works are undertaken

T A 90% success rate achieved.

Survival rate of native revegetation program

90% survival rate T A Greater than 90% survival rate achieved.

Number of Council managed water bodies rehabilitated

One completed annually T A Four water bodies rehabilitated in 2012 - 2013.

<pp> 93


<transcriber's note>

Status column:A = CompletedB = Completed for 2012 - 2013/repeated annuallyC = In progress, continuing in 2013 - 2014D = On hold, future direction to be determined</transcriber's note>

Action Status

Assessment of Council's biodiversity assets C

Buckley Park staircase planning and design C

Clifton Springs coastal erosion mitigation works C

Coastal and conservation reserves and infrastructure maintenance C

Contribution to the Geelong Environment Council for Barwon River upgrade B

Council environmental reserves maintenance and improvement works B

Eastern Park tree planting C

Friends of Buckley Falls contribution B

Geelong Saleyards Conservation Management Plan works C

Mount Brandon Master Plan implementation C

Parks and reserves maintenance B

Protection of Nationally Significant Roadsides program - endangered plants C

Stewarts Reserve (Armstrong Creek) Management Plan - biodiversity and fire protection

C

Tree Inventory System - data collection A

Heritage Projects

Indented Head heritage study C

Investigation of heritage operation for Geelong to Ballarat railway line D

Saint Leonards heritage signage C

Water Programs

Geelong Healthy Waterways program B

Stormwater Quality Management Plan implementation B

Water Quality Programs B

Other Actions Undertaken in 2012 - 2013 That Support A Sustainable Built and Natural Environment

Action Status

Bridge upgrades - major renewal works B

Brougham Street drainage works D

Drainage design and construction program B

Drysdale Drainage Mitigation Works (Stages 1 - 5) B

Kerb and channel renewal program B

Roads - construction and design including local roads, Federal Roads Program and Vic Funded works

B

Special rates and charges to carry out roads, footpaths, kerb and channel, and drainage works

B

Traffic management - investigation, design and construction B<pp> 94

2012 - 2013 Performance Statement

Community Wellbeing: To improve the health and quality of life of all residents of Greater Geelong

<transcriber's note>The table is been converted to the following list.</transcriber's note>

Outcome

Improved healthy eating and physical activities

Action/Target

Undertake the upgrade to playground and amenities at Pettit Park during 2012 - 2013

Status

Works scheduled for 2012 - 2013 for Pettit park have been completed.

Comments

Works scheduled for Pettit Park in 2012 - 2013 have been completed. Works on amenities and playground equipment as well as landscaping were completed during this stage.

A further $40,000 has been allocated in the 2013 - 2014 Budget to complete further works on the playground and amenities.

Outcome

Increased lifelong learning and literacy

Action/Target

Construction on the Ocean Grove Integrated Children's Centre to commence in 2012 - 2013.

Status

Construction is progressing on schedule and is due for practical completion in November 2013 with the centre opening in January 2014.

Comments

The $9.5 million Ocean Grove Integrated Children's Centre is due for completion in November 2013 with a planned opening in January 2014. Located at the south west corner of the existing Bellarine Aquatic and Sports Centre, it will support families with their children's education, health, development and care needs.

Enrolments for three and four year-old kinder sessions for 2014 and 2015 are open as are long day care places.

When complete the centre will include a new kindergarten, playgroups, maternal and child health, long day care, occasional care, toy library as well as family support and early intervention services.

Outcome

Liveable neighbourhoods

Action/Target

Continue the implementation of the Multicultural Action Plan and policy development during 2012 - 2013.

Status

The Multicultural Action Plan (M A P) is being successfully implemented with the support and guidance of the Multicultural Action Plan Advisory Committee (MAPAC). The Diversity Policy is due to be reviewed in November 2013.

Comments

The Multicultural Action Plan (M A P) is being successfully implemented with the support and guidance of the Multicultural Action Plan Advisory Committee (MAPAC). The implementation has identified priority areas that have long term ongoing implications in the sense that they will be carried on every year. Some examples include the support, promote, celebrate cultural diversity in the forms of Refugee Week, Diversity Week as well the Geelong Interfaith Network and its activities.

Other actions being implemented include establishing a shared database of City of Greater Geelong bilingual staff.

There are 35 actions in the M A P that address the following key areas: respect and recognition; access and equity; responsive services; and support to community. Work on these actions will continue in 2013 - 2014.

Caption: The Multicultural Action Plan continues to be implemented.<pp> 95

Growing the Economy: Securing Geelong's Economic Future


Outcome

Plan and develop the National Transport and Logistics Precinct

Action/Target

Commence freight and logistics gateway project.

Status

The final draft of the Geelong Port and Land Freight Infrastructure Plan has been completed. Council will consider a report in July 2013 recommending its endorsement and associated actions.

Comments

A key component of this project is the development of the Geelong Ring Road Employment Precinct (G R E P). Stage one of the G R E P is completed with fully serviced land ready for development. Stage two will open up large sized lots in the north of the G R E P and Stage three will consolidate an old residential estate for industrial development.

A strategic assessment for the Geelong Port and Land Freight Infrastructure Plan is also underway. This plan will identify the capacity of existing infrastructure, identify required infrastructure upgrades, and will be used as a basis for a future business case to inform investment decisions. A report will go to Council in July 2013 to consider recommendations.

Outcome

Development of the Cosmopolitan Heart.

Action/Target

Geelong Library and Heritage Centre detail design and quantity surveying completed during 2012 - 2013.

Status

The design development phase is now complete and planning and heritage permit applications are being progressed. The demolition tender was awarded in May and the library and heritage centre relocation was completed in June. Expression of interest process has closed for construction; contractors and shortlist to be finalised.

Comments

The Geelong Library and Heritage Centre development is progressing well with the design development phase now complete. Planning and heritage permit applications are progressing and the demolition tender has been awarded. The temporary relocation of the library and the heritage centre has also been completed.

The $45 million project (funded by the City $20 million, Victorian Government $15 million and the Federal Government $10 million) will see the new multi-storey state-of-the-art dome designed facility feature all the mod cons for today's library user.

The new building will replace the old Geelong Library and Heritage Centre and will be built on the existing building's footprint in Johnstone Park.

Construction is due to commence early 2014 and completed in late 2015.

Outcome

Managed Growth

Action/Target

Armstrong Creek planning and infrastructure implementation - continuation in 2012 - 2013.

Status

Armstrong Creek planning and infrastructure implementation is continuing on schedule.

The final West Precinct Development Contribution Plan and Precinct Structure Plan have been approved by the Minister.

Comments

Status of individual projects:

Armstrong Creek East Precinct - approved Precinct Structure Plan and Development Contribution Plan, with development progressing on multiple fronts from Barwon Heads Road and Surf Coast Highway.

North-East Industrial Precinct (Keystone) - approved Precinct Structure Plan and Development Contribution Plan, initial earth works now under way for this precinct.

Armstrong Creek West Precinct - Precinct Structure Plan and Development Contribution Plan approved.

Major Activity Centre Precinct (Town Centre Precinct) - Precinct Structure Plan and Development Contribution Plan on exhibition as of April 2013.

Horseshoe Bend Precinct - Precinct Structure Plan and Development Contribution Plan on exhibition as of May 2013.

Western Industrial Precinct - preliminary work undertaken in relation to native vegetation; however no formal steps taken to progress Precinct Structure Plan or Development Contribution Plan at this stage.

Marshall Precinct - preliminary work undertaken in relation to the drainage and native vegetation, however no formal steps progressed in relation to the Precinct Structure Plan or Development Contribution Plan. Council likely to take a role in 2013 - 2014 to progress this precinct given the multiple land ownership across the precinct.<pp> 96

Sustainable Built and Natural Environment:The City of Greater Geelong leads the community in sustainable planning and environmental action


Outcome

Increased use of public and active transport.

Action/Target

Implement actions associated with the Greater Geelong Cycle Strategy during 2012 - 2013.

Status

Actions set for 2012 - 2013 completed or near complete.

$100,000 has been allocated in the 2013 - 2014 Budget for further actions to assist cyclists and the sport of cycling in the municipality.

Comments

The following is a summary of projects undertaken in 2012 - 2013:• Projects on Corio Quay Road bridge and Surf Coast Highway/Waurn Ponds Creek trail crossing complete.• Wayfinding signage project ongoing (70 per cent complete).• Development of Cycle Infrastructure Advisory Group initiated to provide guidance on cycle issues in engineering works and strategic direction for cycle projects.

Outcome

A reduction in the organisation's environmental footprint.

Action/Target

Continue the implementation of the Greenhouse Reduction Local Action Plan in 2012 - 2013.

Status

To date the Greenhouse Program has implemented over 70 per cent of the actions set out in the Greenhouse Response Action Plan.

The actions undertaken have had a significant impact on reducing the City's greenhouse emissions by abating approximately 1,500 tonnes of CO2-e per year from Council operations.

Comments

To date the Greenhouse Program has implemented over 70 per cent of the actions set out in the Greenhouse Response Action Plan resulting in the reduction of approximately 1,500 tonnes of CO2-e per year from Council operations.Some of the actions undertaken in the last 12 months include:• Motion sensor L E D light fittings installed at Busport Car Park and the National Wool Museum.• Additional ducting installed at National Wool Museum reducing demand on boilers.• Insulation installed during Courthouse renovations.• Splashdown Aquatic Centre cogeneration plant commissioned.• Sustainability assessments and retrofit actions completed at small facilities, bringing the total number to 15 sites.

Outcome

The climate change adaptation strategy is established.

Action/Target

Implement actions from the Climate Change Adaptation Strategy during 2012 - 2013.

Status

A number of actions have been undertaken or have commenced including:• Completion of the Climate Change Adaptation Toolkit.• Coastal planning.• Integrating climate risk into risk management assessment.• Mainstreaming climate change into Council Plan development.

Comments

The Climate Change Adaptation Toolkit is designed to assist the City's staff to assess climate change impacts and develop responses to those risks in the context of their functions. Staff training on the toolkit will take place during the first half of 2013 - 2014.

The toolkit is cutting edge in local government and this has been recognised through an invitation to partner with other leading organisations across Australia by the Australian Centre of Excellence for Local Government. A practical guidance manual will be developed called "Embedding Climate Change Adaptation into Local Government's core business".

Work has also commenced on having climate change adaptation integrated in emergency management plans, the Open Space Strategy, the Environment Management Strategy, Sustainable Communities Infrastructure Design Guidelines and the Engineering Infrastructure Design Manual.

Outcome

Enhancement and protection of natural areas.

Action/Target

Commence Clifton Springs coastal erosion mitigation works in 2012 - 2013.

Status

Coastal erosion mitigation works have commenced with the access track completed. The sea wall construction has commenced and is expected to be completed by October 2013.

Comments

The project involves constructing coastal protection structures including a sea wall, rock revetment and stability buttress across 250 metres of Clifton Springs coastline that has serious land stability issues.

Following delays due to the requirement for extra structural design work required, construction of the access track has been completed. Stage one of the sea wall project has commenced with the partial construction of the sea wall and completion of this stage scheduled for the end of July.

The coastal erosion mitigation works at Clifton Springs is scheduled for completion by October 2013.<pp> 97

Performance Statement for the Year Ended 30 June 2013

City of Greater Geelong Performance Statement

Year ended 30 June, 2013

Council Approval of the Performance Statement

In our opinion, the accompanying Performance Statement of the City of Greater Geelong in respect of the 2012/2013 financial year is presented fairly and in accordance with the Local Government Act 1989.

The Statement outlines the performance targets and measures set out in relation to the achievement of the Key Strategic Activities of the Budget for that year and describes the extent to which the Key Strategic Activities were met in that year having regard to those targets and measures.

As at the date of signing we are not aware of any circumstances that would render any particulars in the Statement to be misleading or inaccurate.

We have been authorised by the Council on 27 August 2013 to certify the Performance Statement in its final form.

Acting MayorCouncillor Bruce Harwood27/08/2013

Councillor Srechko Kontelj27/08/2013

Chief Executive OfficerStephen Griffin27/08/2013<pp> 98

Performance Statement for the Year Ended 30 June 2013

Level 24, 35 Collins StreetMelbourne VIC 3000Telephone 61386017000Facsimile 61386017010Email [email protected] Website www.audit.vic.gov.au

VAGOVictorian Auditor-General's Office

Independent Auditor's Report

To the Councillors, Greater Geelong City Council

http://www.audit.vio.gov.au/

http://ov.au/

The Performance Statement

The accompanying performance statement for the year ended 30 June 2013 of the Greater Geelong City Council which comprises the statement, the related notes and the council approval of the performance statement has been audited.

The Councillors' Responsibility for the Performance Statement

The Councillors of the Greater Geelong City Council are responsible for the preparation and fair presentation of the performance statement in accordance with the Local Government Act 1989 and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the performance statement that is free from material misstatement, whether due to fraud or error.

Auditor's Responsibility

As required by the Local Government Act 1989, my responsibility is to express an opinion on the performance statement based on the audit, which has been conducted in accordance with Australian Auditing Standards. Those standards require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance about whether the performance statement is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the performance statement. The audit procedures selected depend on judgement, including the assessment of the risks of material misstatement of the performance statement, whether due to fraud or error. In making those risk assessments, consideration is given to the internal control relevant to the entity's preparation and fair presentation of the performance statement in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the overall presentation of the performance statement.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.<pp> 99

Independence

The Auditor-General's independence is established by the Constitution Act 1975. The Auditor-General is not subject to direction by any person about the way in which

his powers and responsibilities are to be exercised. In conducting the audit, the Auditor-General, his staff and delegates complied with all applicable independence requirements of the Australian accounting profession.

Auditor's Opinion

In my opinion, the performance statement of the Greater Geelong City Council in respect of the 30 June 2013 financial year presents fairly, in all material respects, in accordance with the Local Government Act 1989.

Matters Relating to the Electronic Publication of the Audited Performance Statement

This auditor's report relates to the performance statement of the Greater Geelong City Council for the year ended 30 June 2013 included both in the Greater Geelong City Council's annual report and on the website. The Councillors of the Greater Geelong City Council are responsible for the integrity of the Greater Geelong City Council's website. I have not been engaged to report on the integrity of the Greater Geelong City Council's website. The auditor's report refers only to the subject matter described above. It does not provide an opinion on any other information which may have been hyperlinked to/from this statement. If users of the performance statement are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the audited performance statement to confirm the information contained in the website version of the performance statement.

John DoyleAuditor-GeneralMelbourne30 August 2013<pp> 101

Corporate Performance

This section reports on how we have performed against our outcomes which support the delivery of our strategic directions for the community.<pp> 102

Supporting the Delivery of Our Strategic Directions

Like many organisations we face daily challenges. Continuing to provide services to meet the requirements of a growing population with increasingly diverse needs is one of many.

In meeting the challenges we must ensure the governance and financial management of the City's operations are responsible, accountable and transparent. We must also provide a working environment that is safe and healthy and encourages learning and development opportunities for our staff.

Engaging with our community on a regular basis is important in meeting our challenges and outcomes. It serves as a way for us to inform, and provides valuable feedback to the community, ultimately creating stronger relationships and making Geelong the best place to live.

We have achieved many successes in supporting the strategic directions set by Council in the following areas:• Customer focused organisation• Responsible financial management• Safe work environment• Motivated and skilled staff• Efficient service delivery• Informed and engaged community.

Our progress towards achieving these corporate outcomes is highlighted throughout this section.

Challenges

The key challenges we are addressing in these areas include:• An ageing workforce and skills shortages in various services delivered by the City.• Staff retention and succession planning.• Prioritising new initiatives with budget constraints.• Maintaining a growing list of ageing infrastructure.• Keeping abreast of changing occupational health and safety legislation and procedures.• Rapid developments in Information Technology and Management.• Communicating with an increasingly diverse community.• The current political environment and marginal seats in our region.• Balancing community views and desires with factors such as budget constraints and economic environment, social and environmental impacts.• Funding the financial shortfall resulting from a defined benefits industry superannuation fund that closed in 1993.

Caption: The new Brougham Street Customer Service Centre.<pp> 103

Outcome: Customer Focused Organisation

The City has worked hard to build a culture of listening, understanding and proactively responding to internal and external customer needs. Our goal is to

continue to be a customer-focused organisation that considers the customer’s perspective and maximises customer satisfaction.

This is underpinned by our organisation Values and Behaviours, and 21 Customer Service Commitments which detail how we will deliver excellence in customer service consistently across the organisation.




Percentage of correspondence responded to within 10 working days

80% TN 72% responded to within timeframe.

Customer Service Index - Getting Through (60 per cent time to live operator, 40 per cent Greeting Skills)

> 85% T A Index score was 85% for 2012 - 2013.

Customer Service Index - Service Delivery (50 per cent manner, 50 per cent enquiry resolution)

> 85% T A Index score was 95% for 2012 - 2013.

Average total call connect time (seconds) < 20 seconds

T A Average connect time was 15 seconds.

Community satisfaction with customer contact

Increase T A Indexed mean 77 compared to 74 in 2011 - 2012.

<pp> 104

Achievements

Customer Contact Centre Performance

The City received 185,337 telephone calls to the designated customer contact centre in 2012 - 2013. Despite an increasing municipal population this figure has fallen by eight per cent over the last four years. This can be attributed to an increase in information, services and payments being made available through the Geelong Australia website.

Service levels during this time have also increased significantly, with the percentage of calls answered within 30 seconds going from 65 per cent in 2009 - 2010, to 82 per cent in 2012 - 2013. These marked improvements have largely been achieved by a commitment from the customer contact centre team to improving customer service, greater attention in monitoring service standards and a review of contact centre processes.

As well as tracking internal service level indicators, the City of Greater Geelong engages Customer Service Benchmarking Australia to conduct independent mystery shopping research with the customer contact centre to assist in measuring performance and identifying opportunities for continuous improvement.

The customer service benchmarking research is carried out bi-monthly. Each call is marked on 40 assessment areas including connection time, greeting, accuracy of information and enquiry resolution. Comparisons are made with previous results and equivalent surveys undertaken on more than 150 councils across Australia. Customer Service Benchmarking Australia also identifies areas for improvement each period.

In 2012 - 2013 the City of Greater Geelong's Customer Contact Centre continued to improve on the previous year's performance and achieved results above the industry benchmark in all areas, except for "Getting Through". This measures the length of time taken for the caller to reach a person, and the greeting quality from the person. The marked decrease was a result of the introduction of an Interactive Voice Response system to the call centre, to provide callers with the opportunity to pay their rates notice and other payments by credit card over the phone. This increases the time taken to connect to a person by 25 seconds.

The following represents a summary of the Customer Contact Centre performance over the past 12 months, compared to the previous financial year and the industry average.


Greeting

2012 - 13 City of Greater Geelong 98%2011 - 12 City of Greater Geelong 96%2012 - 13 Industry Average 89%

Getting Through


Best Practice Manner


Enquiry Resolution


Communication


Service Delivery


Customer Service Centre Performance

The City also engages Customer Service Benchmarking Australia to conduct independent mystery shopping research with the eight customer service centres. In 2012 - 2013 the service centres achieved outstanding results, improving on the previous year's performance across the four key areas.

The improved performance in wait time, enquiry resolution and acceptable manner was due to a greater focus on the core duties of the face to face officer, more interaction between team leaders and officers, more regular and open discussions around performance results and feedback, including ideas to improve standards and processes. There has also been an improvement in the quality and accuracy of information provided to staff to enable more effective customer interactions.


Wait time (seconds)

2012 - 13 City of Greater Geelong 29%2011 - 12 City of Greater Geelong 57%

Greeting Quality


Enquiry Resolution


Acceptable Manner

2012 - 13 City of Greater Geelong 97%2011 - 12 City of Greater Geelong 88%<pp> 105

Response to correspondence within timeframe

As part of the Customer Service Commitments, the City aspires to respond to correspondence received by mail and email within 10 working days. The result has remained relatively steady over the past four years, and in 2012 - 2013 the City responded to 72 per cent of correspondence within the timeframe. The vast majority of correspondence not responded to within ten days was for strategic or investigative type issues that often cannot be resolved within this timeframe.


Responded to within timeframe

2009 - 10 76%2010 - 11 70%2011 - 12 71%2012 - 13 72%

Opening of the new Brougham Street Customer Service Centre

The City opened its new customer service centre at 100 Brougham Street in August 2012. The centre consolidated the main customer contact activities into one convenient location with free one-hour customer car parking. All Council payments and enquiries can be made over-the-counter including personalised building, planning and engineering advice, payments and rates enquiries, pet registrations, appeals including infringements and rates objections, and tourism information. The centre has proved very popular with the community, receiving 23,969 customer visits to 30 June 2013.

Future Directions

• The City of Greater Geelong provides a wide range of services and is continuing to experience population growth. As more people live and work in the municipality, demand for service is expected to grow. The way in which people seek services may also alter. The City will continue to monitor and respond to the changing population mix of the community and consider how we might better organise and design services so that they are accessible to residents.• The development of the internet and broader acceptance of e-business as a way of transacting or seeking information is likely to continue to be a major focus of the provision of services. As the community becomes more accepting of e-business and in particular email and website transactions, these forms of service and information will be encouraged.• As part of the Service Quality Improvement Program the City will continue to seek feedback from community members to identify and evaluate weaknesses in the way customer contact is managed, and opportunities to increase the efficiency and satisfaction with customer contact.

Images: Drysdale Customer Service Centre; The City's Customer Service Centres can assist with a range of customer enquiries.<pp> 106

Outcome: Responsible Financial Management

We will provide a sound financial basis that supports our strategic priorities and enables us to deliver services and infrastructure that will ensure the sustainability of our region into the future.


<transcriber's note>

Result column:T A = Target AchievedTN = Target Not AchievedP = Progressing</transcriber's note>


LiquidityWorking Capital Ratio

Current Assets to Current Liabilities ratio > 1.5

T A Working Capital Ratio was 1.74.

IndebtednessNon-current Liabilities (borrowings) v. own sourced revenue (rate income)

Borrowing limit is no more than 60% of rate revenue

TA Borrowing limit currently 29%.

Underlying ResultOperating surplus as percentage of total operating revenue

Operating surplus > 1% of total operating revenue

T A 2012 - 2013 result was 2.15%.

Investment GapCapital expenditure relative to depreciation

Capital expenditure ratio is 1.5 to depreciation

T A 2012 - 2013 Capital expenditure ratio was 1.36.

Achievements

Details of the City's Financial Performance for 2012 - 2013 and five year trends are outlined in the Summary of Financial Performance on pages 20 - 24, and in the Annual Financial Report and Standard Statements on pages 146 - 203.

Future Directions

• Implement actions from the recently completed Financial Sustainability Review including service planning and asset planning.• Continued review and update of the City's long term financial plan to ensure it remains in a sound financial position.<pp> 107

Outcome: Safe Work Environment

We will provide a safe work environment by maintaining occupational health and safety (O H S) processes that meet or exceed current legislative standards and by continually providing O H S training to all our staff.

The City is committed to ensuring that work is undertaken in a way that ensures the continued health and safety of all employees, contractors and the public. This is achieved through the use of procedures, guidelines and O H S management tools contained in a safety management system known as CitySafe.

Health and Safety Plans

Each department within the City of Greater Geelong is required to have a department-specific Health and Safety Plan. These plans are developed via the completion of a "Risk Profile" and are an integral part of the organisation's O H S planning process.

The risk profiling process identifies all activities that the department undertakes; any risk associated with these activities, the ranking of any risk and the treatment actions for that risk. These treatment actions form the departments Health and Safety plan, and are directly linked to their functions within Council.

By measuring the completion of actions within these safety plans, the City is able to demonstrate its due diligence toward the health and safety of its employees.

Committees and Consultation

The City's O H S Committees continue to meet regularly at an Organisational, Divisional and Departmental level. The committees, in conjunction with trained Health and Safety Representatives, ensure effective O H S communication across the organisation. The City conducts regular information sessions and discussion forums during the year for its elected Health and Safety Representatives.




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

Decrease T A Decreased by 5.7% on previous year.

Number of reported workplace injuries

Decrease TN Includes minor incidents and injuries requiring medical treatment.

Increased from 289 in 2011 - 2012 to 388 in 2012 - 2013.

Percentage of critical internal CitySafe audits completed

> 85% TN 77% completed in 2012 - 2013.

Total Days Lost (LTI) Decrease T A Decreased by 14.7% on previous year.

Total O H S training hours provided

Increase T A 238 people attended 2,506 hours of training, a 26% increase on previous year.

<pp> 108

Achievements

Occupational Health and Safety Initiatives

In 2012 - 2013 the total number of reported workplace injuries increased from 289 to 338, however the number of lost time injuries per million hours worked (Lost Time Injury Frequency Rate) decreased significantly from 20.3 in the previous year, to 14.6. Medical treatment incidents have increased slightly from 16 in 2011 - 2012 to 22 in 2012 - 2013.

Overall, the City has continued to experience an increase in the reporting of incidents - for example the reporting of "near miss" incidents which result in no injury have increased from 76 in 2011 - 2012 to 79 in 2012 - 2013.

This highlights the proactive efforts of the City to ensure that all incidents, no matter how big or small, are reported and investigated - helping to result in a safer workplace.

This improved performance can be attributed to a number of initiatives undertaken in the past 12 months including:• Continued implementation of the City Services O H S Strategy to identify and action proactive safety initiatives to address injuries - in particular knee, shoulder and back injuries caused by manual handling tasks.• Continuation of the CitySafe self assessment audit program.• Audits of contractor activities to ensure continued adherence to the City's O H S standards and requirements.• Corporate O H S training sessions, with 238 participants attending (equating to 2506 hours). These statistics do not include the many job specific health and safety training activities that are carried out by individual departments.• Completion of WorkSafe approved six-day O H S training course for 38 Supervisors.• Continual review and improvement of Council's Safety Management System (O H S policies and procedures).

Future Directions

• In 2013 - 2014 the City will be investing considerable resources into the City Services O H S Strategy with a main focus on the reduction of muscular skeletal injuries, improved and standardised work procedures and engagement of our workforce around O H S through the implementation of a "safety innovation" program.• There will also be a focus on ensuring the City has effective, compliant, simple and measurable O H S systems. Specific projects including the procedural/system review, Departmental risk profiling and improvements to online CityWeb intranet system - including the implementation of an online incident and hazard reporting system, will help to achieve this goal.


Workplace Injuries and Reported Incidents 2009 - 2010

Minor Incident 211Medical Incident 13Lost Time Incident 45Near Miss 32







Caption: Occupational Health and Safety is paramount in the delivery of all Council services.<pp> 109

Outcome: Motivated and Skilled Staff

We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make informed decisions and to deliver efficient and effective services that benefit our community.

For more information on the City of Greater Geelong organisation structure and staff profile, please refer to pages 49 and 52 - 53.




Expenditure per E F T on training and development

Increase T A $832 per E F T was spent on training and development, a 6% increase on previous year.

Staff absenteeism (percentage of hours paid)

Decrease T A Decreased 0.5% on previous year.

Turnover of permanent staff

Decrease T A Maintained at 6%.

Overall staff satisfaction rating

Increase P Survey will be conducted in 2013 - 2014.

Achievements

Training and Development

The City of Greater Geelong is committed to providing all employees with equal access to occupational and personal development and learning opportunities. This

assists in achieving their career potential, and promotes the development of a workforce with the knowledge and skills necessary for the effective and efficient functioning of the organisation.

Almost $1.2 million was spent on training and development across the organisation in 2012 - 2013, however this figure does not capture the full extent of training at the City, as in many cases it is provided internally at no external cost to the organisation.

Highlights of the City's training calendar included:• Following the continued success of the ACCELER8 Emerging Leaders Program another intake of employees commenced in 2012. This program provides an opportunity for eight permanent employees to attain practical leadership skills over 18 months. This is an initiative created to enhance the organisation's career succession planning as well as attraction and retention strategies.• Over 50 employees from various divisions and departments received formal qualifications in Frontline Management, Project Management and Training and Assessment in 2012. This not only provides employees with a national accreditation, but the ability to conduct accredited training within their respective areas.• The Executive and Management team undertook further professional development using the Management Impact 360 tool to understand their strengths and identify areas for improvement.• All Contact Officers were provided further Equal Employment Opportunity training to enable them to assist employees when required. Contact Officers are an integral part of the organisation allowing employees the ability to speak with a trained officer if the need arises.• A new leadership program commenced involving Myers Briggs personality testing and Emotional Intelligence. This program was introduced for teams to gain an understanding of themselves and others. The program was recently introduced to the corporate training calendar, receiving positive responses and allowing employees from different areas to network and learn from each other.

These are just some of the training and development opportunities that were added to the City's annual training calendar. Other sessions ranged from dealing with conflict, assertiveness skills and recruitment skills.<pp> 110

Well4Life Program

The aim of the Well4Life program is to make healthy living a priority for all staff with a range of activities and support offered to employees. This contributes to a healthier and happier workforce, resulting in improved productivity, service levels to the community, and staff retention.

A wide range of activities were undertaken during 2012 - 2013, designed to meet the diverse range of staff needs, including WorkHealth checks, flu vaccinations and raising awareness of events such as RUOK day, Relay for Life, Hot Chocolate Day, Australia's Biggest Morning Tea and FebFast. The City also participated in the 2012 Victorian Club Red Challenge resulting in third place and contributing 251 blood donations to transform the lives of 753 Australians.

Well4Life also provided employees further wellbeing initiatives by using our own experts and introducing a "How to grow your own veggies" session and "Fitness sessions" from basic walking groups to more advanced boot camps.

The new Employee Assistance Program provider ran regular sessions such as "Stress Management" and "Enhancing Work Place relationships" to encourage staff to be in a healthier space both mentally and physically.

Future Directions

• Commence negotiations for the new Enterprise Bargaining Agreement.• Implement the TimeFiler rostering system including a fully integrated online rostering system.• Implement key actions within the 2010 - 2013 Human Resource Management Strategy, including conducting an organisation-wide Employee Opinion Survey.• Develop online training programs to allow for more efficient and timely delivery of sessions, such as Preventing Bullying and Harassment and Fraud Awareness.• Review the City's recruitment process and the staff performance management system.• Succession planning will be a key priority for the 2014 corporate training calendar, with a focus on the leadership capabilities framework within the organisation.

Images: The City's O H S training program; Customer Service Officer.<pp> 111

Outcome: Efficient Service Delivery

We will deliver efficient and effective services that meet the growing needs of our community.

The City of Greater Geelong delivers over 120 diverse services. Ensuring our services and projects continue to meet the demands of our community is of paramount importance to Council. Fostering a culture of continuous improvement is a key driver to improving Council's performance and service delivery.




Percentage of requests for service fulfilled within standard time

> 85% TN 84% of requests fulfilled in timeframe, a 3% increase on previous year.

Percentage Domestic building permits processed within four weeks

> 80% T A 2012 - 2013 result was 83%,a 12% increase on previous year.

Percentage of Planning Applications (D A) processed within time frame

> 70% TN Whilst target was not met, the result of 59% was a 10% increase on previous year.

Waste minimisation kg/household

Recycling - increase

T A Increased 9kg/household.

Green Waste - increase

TN Decreased 47kg /household.

Garbage - decrease

T A Decreased 4kg /household.

Community satisfaction rating for overall performance in Waste Management

Increase TN Indexed mean 69, decreased from 74.

Community satisfaction rating for overall performance in Parking Facilities

Increase TN Indexed mean 47, decreased from 49.

Community satisfaction rating for overall performance in Traffic Management

Increase T A Indexed mean maintained at 59.

Community satisfaction with Local Roads and Footpaths

Increase T A Indexed mean 59, increased from 58.

Community satisfaction rating for overall performance in the Enforcement of By-laws


Community satisfaction rating for overall performance in Town Planning Policy and Approvals


Overall Community Satisfaction Increase T A Indexed mean 65, increased from 63.

Internal Corporate Services survey overall satisfaction rating

Maintain P Survey scheduled to be conducted October 2013.

<pp> 112

Achievements

New mobile website launched

The City launched a new mobile website in August 2012 that allows iPhone and smart phone users to easily access popular Council information or report an issue from the convenience of their phone.

The mobile website menu provides users access to Council news, the Calendar of Events, current and upcoming road closures, contact details and a large list of typical requests for service, including animal nuisances, missed bin collections, reporting graffiti, road and footpath defects. There is also an option to upload photos of the problem, and pinpoint the location of the problem on a map.

The mobile app is integrated with Council's internal communications system. Requests entered go directly to the relevant City department, allowing for improved response times and increased efficiencies.

Since being launched in August 2012, there have been 3,593 downloads of the App.

Improvements in the Planning Application process

The City worked hard over the last 12 months to improve the processing time of planning permit applications, achieving a 10 per cent increase in the number completed within the designated timeframe, compared to 2011 - 2012 results.

Workshops were held with various internal units and regular external clients to determine areas for improvement including:• Re-establishing timeframes for internal referral.• A focus on applications being proactively managed, with planners following up applicants when further information is required or the application has been incorrectly completed.• Refining the Pathway system workflows to ensure timeframes are accurately recorded.• General process improvements including updating checklists, preparing example applications, and keeping abreast of legislative changes.

During the last 12 months staff turnover within the team also reduced, which has greatly assisted in achieving an improvement in completion times.

This will continue to be an area of focus in the coming 12 months.

Local Government Community Satisfaction Survey results 2013

Each year the City of Greater Geelong participates in the Local Government Community Satisfaction Survey, which is jointly sponsored by the Department of Planning and Community Development and local governments. The annual survey is an important way to receive feedback from the community on our performance in the

areas of governance and key service delivery, and to identify where we can improve. The following is a summary of the City's results;

• Geelong performed well in 2013 on all five core measures (Overall Performance, Customer Service, Advocacy, Community Consultation and Engagement, Overall Council Direction) comparable with or higher than 2012 results. All core measures were also comparable with or higher than the State and Regional Centres averages.

• Overall Council Direction and Community Consultation and Engagement both improved significantly from 2012.

• The relative ranking of importance and performance for services were largely unchanged from 2012.

In terms of importance, Waste Management and Elderly Support Services rated highest and Arts and Libraries and Community and Cultural Activities lowest.

Arts Centres and Libraries and Recreational Facilities were the highest performing services provided by Council. These results were reflected in top responses about the best thing about the Council; Recreational Facilities/Sporting Facilities, Community Activities/Public Events, Community Facilities and Customer Services.

Traffic Management, Local streets and footpaths, Community consultation and engagement, Planning and building permits, Advocacy, General town planning policy and Parking facilities were ranked lower in performance.

Waste management was the only service to experience a significant decline in performance. Despite the decline, performance was on par with state-wide and regional results.

• A summary report on the City of Greater Geelong's 2013 results can be viewed at www.geelongaustralia.com.au.

Increases in Requests for Service completed on time

In 2012 - 2013 the City of Greater Geelong responded to 78,223 requests for service, with 84 per cent of these completed within the designated timeframe, a 3 per cent increase on the previous year. Requests for service are generally made by residents and businesses for a range of services from missed bin collections, animal complaints or tree maintenance to potholes or damage to amenities.

Each request for service type has a designated completion timeframe. The City closely monitors requests for service completion rates across all service areas to ensure community expectations for service levels are being met.

The City's performance in this area over the past four years is represented in the graph. Since 2009 - 2010 there has been a 15 per cent increase in the number of requests, with the City maintaining a completion rate within the designated timeframe of just over 80 per cent.

http://www.geelongaustralia.com.au/


2009 - 10

Number of requests for service received 67,781% completed within timeframe 82

2010 - 11


2011 - 12


2012-13


Future Directions

• Organisation wide service planning to identify efficiencies and process improvements.• Develop a new Information Services Strategy to set Council's corporate information technology strategic direction to ensure synergy with business objectives, and the planning and management functions to deliver those strategic outcomes.• Implement the new Aged Care Management System, and the Maintenance Management system.• Participate in the Local Government Performance Reporting Framework review.<pp> 113

Outcome: Informed and Engaged Community

We will ensure that the community is informed about matters that impact on their lives and has opportunities to participate in decision making processes by consulting widely and openly.

Engagement is about involving the community in a decision making process.

The views and needs expressed by the community will be balanced with other factors including budgetary, economic, environmental and social impacts as part of Council's decision making process.

Effective engagement in the planning, development and delivery of Council services, activities and infrastructure not only promotes strong working relationships between Council and the community, it maximises the knowledge and experience upon which decisions are based, and leads to better outcomes for all.




Number of consultations conducted by the City

Maintain TN There were a total of 60 projects consulted on in 2012 - 2013, a slight decrease from the previous year.

Community satisfaction with community engagement

Increase T A Significant increase from 2012.

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

Increase T A Maintained levels from 2012 result.

% consultations where feedback is required is provided to participants

Increase TN 68% of consultations had feedback provided, a slight decrease from previous year.

<pp> 114

Achievements

The City conducted engagements on more than 60 projects in 2012 - 2013. Two key projects were the Your City Your Say engagement, and the Geeyoung Project.

Your City Your Say - developing City Plan 2013 - 2017

From October 2012 to February 2013 the City embarked on an extensive community engagement process - "Your City Your Say" which presented a significant opportunity for community members and stakeholders to actively contribute to shaping our municipality for the future. The engagement process enabled input into the development of a new City Plan.

Residents were invited to provide their thoughts about the social, environmental and economic issues and opportunities they considered important for their community. The contributions made by hundreds of people arrived in many forms: survey, community workshops, forums and email.

By the end of the engagement process, a total of 9,888 individual comments had been received from more than 560 people.

All these inputs were recorded, collated, analysed and then considered alongside other evidence and factors to help identify the priority areas for City Plan 2013 - 2017. This plan will guide the activities of the City in the coming four years.

Geeyoung Project - a first in youth engagement for the City

The Geeyoung project was a unique and extensive 12 month consultation project that engaged with young people and community organisations through social media, workshops, public forums and one-on-one meetings. It invited young people to share what they would like to see changed in Geelong, and what they think is currently working well. The project was a first for the City, with a core team of local young people trained and employed as facilitators. It was their responsibility to attract and sustain youth participation in the consultation process.

A key highlight of the engagement was a major Youth Forum held at Simonds Stadium in 2012. 161 people attended the event. The key issues raised were the desire for more career and employment opportunities in Geelong, greater diversity and a positive youth culture. An important outcome of this forum, and the overall process, was the connection between the local business community and young people.

The Geeyoung Project placed young people at the centre of planning for the future of Greater Geelong.

Future Directions

• Continue to provide I A P 2 based community engagement training to officers across the organisation to ensure consistency in engagement approaches across Council.

• Investigate the use of tablet technology for intercept surveying.• Investigate a greater use of social media to seek feedback during engagement activities.• Continuously improve of the City's internal engagement online database and communication tool CONSULT.• Undertake an internal Plain English campaign - a guide to writing clearly and simply.

Caption: Hitchcock Avenue, Barwon Heads.<pp> 115

Community Engagement Events In 2012 - 2013

In 2012 - 2013, the City engaged on over 60 individual projects, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues.

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

The following is a list of all projects engaged on during 2012 - 2013:

Project Description

Amendment C155 - Plantation Road Corio

Amendment to rezone land in Plantation Road, Corio.

Amendment C242 - Combined Rezoning and Planning Permit Application for the Barrabool Hills Shopping Centre, Highton

Amendment to rezone land and planning permit application for the Barrabool Hills Shopping Centre, Highton.

Amendment C246 - Lara West Growth Area

Amendment that proposes a number of changes to the Greater Geelong Planning Scheme to facilitate the future urban development of the Lara West Precinct.

Amendment C264 and Planning Permit 240/2012 - Apco Service Station Newcomb

Amendment that proposes to rezone land on Portarlington Road, Newcomb.

Amendment C265 - Special Building Overlay Portarlington East, Corio, Newcomb and Whittington

Amendment that refines the extent of land affected by the Special Building Overlay in catchments generally located in Portarlington East, Corio, Newcomb and Whittington.

Amendment C267 - Armstrong Creek Town Centre

Amendment that proposes to facilitate the use and development of the Armstrong Creek Town Centre Precinct.

Amendment C268 and Permit 337/2012 Bacchus Marsh

Amendment that proposes to rezone land on Bacchus Marsh Road, Corio.

Road, Corio

Amendment C270 Public Exhibition Portarlington Rd Curlewis/Drysdale

Amendment that proposes to acquire land for the future construction of infrastructure necessary to support the respective development stages of the Jetty Road Urban Growth Area.

Amendment C286 and Planning Permit 1304/2012 Covenant College Bell Post Hill

Amendment proposes to Insert and apply a new schedule to land in Creamery Rd, Bell Post Hill.

Amendment C290 Patullos Road Lara Public Exhibition

Amendment proposes to apply the Public Acquisition Overlay - PAO4 to land in Lara to facilitate the upgrade of the Patullos /Elcho/O'Hallorans Road intersection in Lara.

Amendment C291 and Planning Permit 112/2013 for land at 137 - 139 Melbourne Road Rippleside

Amendment that proposes to rezone land on Melbourne Road, Rippleside.

<pp> 116

Project Description

Armstrong Creek East Precinct District Sports Reserve Master Plan

Development of a Master Plan to provide clear direction for the construction of sporting infrastructure at the first sporting reserve in Armstrong Creek and to ensure that planning meets the needs of the first Armstrong Creek community.

Armstrong Creek Sports Development Plan

Development of a strategic plan that will facilitate the establishment and sustainable delivery of sport for the emerging community.

Barwon Heads Early Learning Centre

Development of the new early learning centre being built at Village Park, Barwon Heads.

Bay access and non-urban land use review - North of Portarlington Road, Leopold

Investigation into opportunities for public access to Port Phillip Bay between Clifton Avenue and Grand Scenic Drive Leopold.

Beacon Point Reserve Master Plan

Development of a master plan for Beacon Point Reserve which will guide development of the park for the next 10 to 15 years.

Boundary Re-alignment - Drysdale/Clifton Springs/Curlewis

Council amendment of the Drysdale-Clifton Springs boundary alignment to reduce potential confusion for emergency services.

Boundary Re-alignment - North Geelong / Rippleside

Proposed realignment of the locality boundaries of North Geelong between Victoria Street and Swinburne Street (bordered by Melbourne Road) to become part of Rippleside.

City of Greater Geelong Events Strategy

Development of strategy to inform the planning, attraction, support, promotion and delivery of events in Geelong over the next ten years.

Connecting People, Place and Environment - A Public Place Art Strategy for the City of Greater Geelong

Development of a strategy provides guidelines for the care, commissioning and planning of public art in all its forms.

Corio North Community Infrastructure Plan

Development of a strategic infrastructure plan to address community infrastructure provision for the Corio North community.

Domestic Animal Management Plan 2013 - 2017

Review and update of the existing plan which outlines how domestic animals are managed across the municipality over the next four years.

Drysdale Urban Design Framework

Preparation of a draft Urban Design Framework for the Drysdale Town Centre.

Drysdale/Clifton Springs/Curlewis Boundary Re-alignment

Proposed boundary realignments for Drysdale, Clifton Springs and Curlewis.

Evans Reserve Master Plan Development of a master plan to guide the future development of Evans Reserve.

Festival of Sails 2013 Festival of Sails event held annually over the Australia Day Long Weekend.

FIGMENT Geelong FIGMENT Geelong Participatory Arts Festival held 23 - 24 March 2013

Geelong 2017 Your City Your Say

Development of the new City Plan 2013 - 2017, the key document that identifies the priority areas for action by Council over its four-year term.

Geelong Environment Management Strategy

Development of the new strategy which provides direction and policy for Council on natural resource management and sustainability issues.

Geelong Library and Heritage Centre

Design of the new Geelong Library and Heritage Centre.

Geelong Multi Sport Festival 2013

The third annual Geelong Multi Sport Festival, 8 - 10 February 2013.

Geelong Region Skill Shortages

Ongoing research to better understand the range and extent of skill shortages that exist in the Geelong Region.

Geelong West Toilet Block Design and construction of a new toilet block in Albert St, Geelong West.

Geelong West Town Hall Plaza upgrade

Design and construction of the new Geelong West Town Hall and Library plaza.

Greater Geelong Community Safety Strategy

Development of the new municipal Community Safety Strategy to guide an integrated approach to community safety.

Grovedale Community and Children's Hub

Development of the new proposed Community and Children's Hub located in Heyers Rd, Grovedale.

Horseshoe Bend Precinct Preparation of a Precinct Structure Plan for the

Master Plan Armstrong Creek Horseshoe Bend Precinct.

Jerringot Wetland Reserve Master Plan

Development of a master plan to guide on-going management and advise what infrastructure and works are required to protect and enhance the Wetland Reserve.

Kingston Park, Ocean Grove Master Plan and Management Plan

Development of a master plan and management plan which will guide future management of both the conservation reserve area and the recreation facilities within Kingston Park.

Lara Heritage Review 2013 A detailed assessment of properties within Lara, Anakie and parts of Lovely Banks previously identified as having heritage significance through the Geelong Outer Areas Heritage Study.

Leopold Community Hub Design of a Community Hub for use by the Leopold community.

<pp> 117Project Description

Mount Brandon Landscape Plan

Preparation of the Draft Mount Brandon Landscape Plan for the public open space area along the south side of the Barwon River between Buckley Falls Park and the Geelong Ring Road.

Municipal Early Years Plan 2013 - 2017

Developing a new Municipal Early Years Plan to provide a future vision and action plan for the municipality in response the development and delivery of early childhood services, including support for young children and families.

Ocean Grove Integrated Children's Centre

Construction of the Ocean Grove Integrated Children's Centre which will provide children's education, health, development and care services.

Ocean Grove Neighbourhood House

Redevelopment of the Surfside Children's Centre to accommodate the Ocean Grove Neighbourhood House Program.

Ocean Grove Town Centre Urban Design Framework

Preparation of an Urban Design Framework for the Ocean Grove Town Centre.

Proposed Budget 2013 - 2014 Proposed Budget which outlines Council's plans to deliver services, programs and infrastructure.

Road Management Plan 2013 Review of the Road Management Plan 2013.

Road Renaming - Charlemont Road, Armstrong Creek

Proposal to rename two sections of Charlemont Road, Armstrong Creek.

Road Re-naming - Eastern Section Coryule Road, Drysdale.

Proposal to rename the eastern section of Coryule Road, Drysdale.

Road Renaming - Northern section Charlemont Road

Proposal to rename Charlemont Road, north of the Barwon Heads Road.

Road Renaming - Princes Highway, Waurn Ponds

Proposal to rename the section of Princes Highway from the Anglesea Road intersection to the truncation point at Drayton Road.

Road Renaming - southern section Beauford Avenue, Bell Post Hill

Proposal to rename the southern section of Beauford Avenue, Bell Post Hill between the Kardinia International College property boundary and the intersection with Ruhamah Avenue.

Road Renaming - truncated section of Breakwater Road, Breakwater

Proposal to rename the truncated section of Breakwater Road.

Road Renaming - Western Section Coryule Road, Drysdale

Proposal to rename the western section of Coryule Road, Drysdale due to the proposed truncation at the Jetty Road end as part of the Curlewis Parks Estate.

Road Safety Strategy 2012 - 2017

Development of a new Road Safety Strategy 2012-2017 which aims to reduce road crashes and road trauma in Geelong.

Road Sealing - Huntingdon Street, Drysdale

Construction of a sealed road in Huntingdon Street, Drysdale, between Princess Street and Clarendon Road.

Road sealing - Newcombe Street, Drysdale

Construction of a sealed road in Newcombe Street, Drysdale, between Princess Street and The Glen.

Transvaal Square Landscape Plan

Development of new landscape design plans for Transvaal Square, Geelong.

Victorian Golf Open 2013 2013 Victorian Open Pro-Am played at the Thirteenth Beach Golf Links in February 2013

Vines Road Car Park Public Toilet

Design and construction of a new public toilet facility in the car park of the Vines Road shopping strip.

Internal Engagements

Communications and Marketing Internal Survey

Measures the satisfaction of internal customers with communications and marketing services.

Staff evaluation of the 2009 - 2013 Geelong Health and Wellbeing Plan

A staff evaluation of the 2009 - 2013 Geelong Health and Wellbeing Plan.

Draft City of Greater Geelong Vision Statement

Internal review of the draft vision for City Plan 2013 - 2017.

Environment Management Strategy Staff Survey

Consultation with internal stakeholder departments for the renewal of the Environment Management Strategy.

I S Strategy 2013 - 2016 Consultation with internal stakeholder departments for the renewal of the I S Strategy.

<pp> 118

Victorian Local Government Indicators

The listed financial indicators are requested by the Department of Transport, Planning and Local Infrastructure from each Council in Victoria to provide a comparison of financial performance across Councils.

Overall Council's financial indicators show a sound financial position and a continuing requirement to ensure asset renewal and maintenance is completed in line with the priorities identified in the Asset Management plans.

Indicator 2011 - 2012 2012 - 2013

1. Average Rates and Charges per Assessment

Total rates and charges net billed

$150,468,000

$1,422.99 per assessment

$160,158,000

$1,481.07 per assessmentNumber of

assessments budget

105,741 108,137

Increased in line with the population and housing growth and the budgeted rates increases.

2. Average Rates and Charges per Residential Assessment

Rates and charges declared for residential and garbage and municipal charge excluding vacant land

$109,531,304 $1,181.72 per residential assessment

$117,798,695 $1,242.48 per residential assessment

Number of residential assessments budget

92,688 94,809

Increased in line with the population and housing growth and the budgeted rates increases.

3. Average Liability per Assessment

Total liabilities $111,193,000 $1,051.56 per assessment

$99,512,000$920.24 per assessmentNumber of

assessments budget105,741 108,137

Decreased due to the unfunded defined benefit superannuation liability being paid in full.

4. Operating Result per Assessment

Net Surplus $19,682,000$186.13 per assessmen



Increased due to unfunded defined benefit superannuation ($23 million) included in 2011 - 2012, and an increase in rates and charges and subdivision asset recognition.

Caption: Geelong Ring Road.<pp> 119

Indicator 2011 - 2012 2012 - 2013

5. Average Operating Expenditure per Assessment

Operating Expenditure

$283,305,000

$2,679.24 per assessment

$266,773,000

$2,466.99 per assessment Number of

assessments budget

105,741 108,137

Decreased due to a decrease in payments to employees and for external services.

6. Community Satisfaction Rating for Overall Performance of Council

Result from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

63 65

The 2013 indexed mean score of 65 improved on the previous year by 2 index points and was above the Victorian State Index Score of 60.60 per cent of respondents rated overall performance as good or very good with a further 31 per cent rating it average.

7. Average Capital Expenditure per Assessment

Capital Expenditure $65,268,960$617.25 per assessment



Decreased due to reduced capital projects expenditure and the increase in number of budget assessments.

8. Renewal Gap on all assets

Capital Renewal

$20,535,000 For each $1.00 of assets consumption Council spends $0.50 on renewal.

$23,719,000 For each $1.00 of asset consumption and planned maintenance Council spends $0.72 on renewal and maintenance

Average Annual Asset Consumption

$41,386,000 $44,155,000

Renewal expenditure increased from $20.54million in 2011 - 2012 to $23.72 million in 2012 - 2013. As a percentage of total capital expenditure, renewal expenditure increased from 31.5 per cent to 34.3 per cent in 2012 - 2013 due to the mix of projects and the level of expenditure on upgrade and new projects.

9. Renewal and Maintenance Gap

Capital Renewal and Maintenance



Average Annual Asset Consumption plus Planned Maintenance

$101,365,036 $109,071,620

The Capital Renewal and Maintenance Gap indicates that expenditure has remained stable in 2012 - 2013. Council will continue to address the level of maintenance and renewal in line with its Asset Management Plans.

10. Advocacy and Community Representation on Key Local Issues


57 57

The 2013 indexed mean score of 57 remained the same as the previous year and was above the Victorian State Index Score of 55. 33 per cent of respondents rated overall performance as good or very good with a further 35 per cent rating it average.The City will continue to deliver Community Update to every household every two months, keeping them informed of what's happening in their municipality and will also continue to lobby State and Federal government and peak bodies to deliver key projects for the community. The 2012 Council Election was also the first time that residents have directly elected their Mayor.

11. Engagement in Decision Making on Key Local Issues


54 58

The 2013 indexed mean score of 58 was an increase of four index points on the previous year and was higher than the Victorian State Index Score of 57.

39 per cent of respondents rated overall performance as good or very good with a further 37 per cent rating it average.

In late 2012 the City conducted the "Your City Your Say" community engagement to inform the new Council Plan "City Plan 2013 - 2017". Almost 600 people took part in workshops, surveys and online forums with almost 10,000 comments received.

Organisation-wide training in community engagement based on I A P 2 principles continued. The City will also continue to keep the community informed through the City's "Have Your Say" section on its website and in local newspapers and Community Update, and also by continuing to provide feedback and future action plans on previously held engagement activity.<pp> 121

Governance

To enhance community confidence in the democratic process of Local Government, the City of Greater Geelong maintains an open and accountable governance framework.<pp> 122

Internal Audit

The internal audit function is an independent, objective assurance and consulting activity designed to add value and improve the City's operations.

It assists the Council to achieve its objectives by bringing a systematic, structured approach in recommending improvement to the control environment, risk management and governance processes.

Audit Achievements

In 2012 - 2013 Internal Audit completed in excess of 90 per cent of a comprehensive risk based internal audit plan. The role also provides policy and procedure advice to the Executive Management Team, and actively manages Council's fraud policy and awareness together with staff induction programs.

There is also an ongoing participation in information technology system development with maintenance reviews and their security requirements.

Audit Advisory Committee

The City of Greater Geelong formed the Audit Advisory Committee according to Section 86 of the Local Government Act 1989. The Audit Advisory Committee plays a key role in assisting the City to fulfil governance responsibilities, ethical practices and accountability requirements.

The Committee's corporate governance responsibilities include:• Financial management• Occupational health and safety• Public liability, property and other insurance matters• Risk and project management• Overseeing of the internal and external audit functions of the City.

The Committee comprises six members, made up of three Councillors and three external professionals.

As at 30 June 2013 the Audit Advisory Committee comprised:

Chairperson:

• Ms Linda MacRae (Principal of Local Solutions Pty Ltd specialising in financial and local government management)

Members:

• Councillor Keith Fagg (Mayor)• Councillor Doctor Srechko "Stretch" Kontelj O A M, KSJ (Finance portfolio)• Councillor Jan Farrell (Education and Youth, Community Safety portfolios)• Mr Peter Bollen (Former CEO Surf Coast Shire)• Mr Ross Fraser (Director Daneljo Pty Ltd - Financial Accounting, Risk Management, and Auditing)

The Audit Advisory Committee meets quarterly and reports to Council.<pp> 123

Statutory Information

Information Privacy

The City of Greater Geelong is committed to protecting people's right to privacy and the responsible and fair handling of personal information, consistent with the Information Privacy Act, 2000 and Health Records Act 2001.

Council has in place a policy that sets out the requirements for the management and handling of personal information. The policy is a public document available on request or on Council's website. There were no privacy complaints received during the year ending 30 June 2013.

Freedom of Information

The Freedom of Information (F O I) Act gives the community the right to access information in the possession of Council.

Importantly, it provides access to information about the operation of Council, particularly the rules and practices which affect members of the public in their dealings with Council.

This general right of access to information is limited only by exceptions and exemptions which have been prescribed to protect essential public interests and the private or business affairs of people about whom information is held by Council.

In keeping with the spirit of the legislation, Councils are expected to, as far as possible, facilitate and promote the disclosure of information promptly and at the lowest reasonable cost.

In the period from 1 July 2012 to 30 June 2013, the City of Greater Geelong received a total of 43 Freedom of Information requests. Of those, 30 were granted full or part access, two were denied, eight were either withdrawn or no documents existed and three had not been finalised as at 30 June.

Protected Disclosure Act 2012

The Protected Disclosure Act 2012 replaces the Whistleblowers Protection Act 2001 and came into operation on 10 February 2013. The main purposes of the Act are to:• Encourage and facilitate disclosures of improper conduct or detrimental action by public officers and public bodies.• Protect persons making those disclosures.• Provide for confidentiality for the content of the disclosures and the identity of the complainant.• Provide for matters disclosed to be properly investigated and dealt with.

For Council to consider allegations, there must be reasonable evidentiary grounds for the belief that improper or corrupt conduct has occurred in an official capacity, which involves substantial:• Mismanagement of public resources; or• Risk to public health and safety or the environment; or• Corruption.

This conduct must be criminal in nature or a matter for which an officer could be dismissed.

In accordance with the requirements of Section 58 of the Act, Council has established procedures to facilitate the making of disclosures; for investigations of disclosed matters and protection of persons from reprisals by the public body or any member, officer or employee of the public body because of disclosures.

There were no complaints against or allegations of improper conduct by Council staff pursuant to the provisions of the Act during the year to 30 June 2013.<pp> 124

Documents Available for Public Inspection

Under the Local Government Act Councils are required to keep statutory registers and documents, which can be viewed on request, or in certain cases, on application. Available documents include:• Details of current allowances fixed for the Mayor and Councillors under Section 74 of the Act.• Details of the total annual remuneration for all senior officers in respect of the current financial year and the previous financial year, set out in a list that states:i. Ranges of remuneration of senior officers, where the difference between the lower amount and the higher amount in each range does not exceed $10,000.i i. The number of senior officers whose total annual remuneration falls within the ranges referred to in subparagraph (i).• Details of overseas or interstate travel (with the exception of interstate travel by land for less than three days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months, including the names of the Councillors or members of Council staff and the date, destination, purpose and total cost to the Council of the overseas or interstate travel, including accommodation costs.• Names of Council officers who were required to submit a return of interest during the financial year and the dates the returns were submitted.• Names of Councillors who submitted returns of interest during the financial year and the dates the returns were submitted.• Agendas for and minutes of ordinary and special meetings held in the previous 12 months kept under Section 93 of the Act except if the minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act.• A list of all special committees established by Council and the purpose for which each committee was established.• A list of all special committees established by the Council which were abolished or ceased to function during the financial year.• Minutes of meetings of specialcommittees established under Section 86 of the Act and held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act.• A register of delegations kept under Sections 87 and 98 of the Act, including the dates on which the last reviews under Sections 86(6) and 98(6) of the Act took place.• Submissions received under Section 223 of the Act during the previous 12 months.• Agreements to establish regional libraries under Section 196 of the Act.• Details of all property, finance andoperating leases involving land, buildings, plant, computer equipment or vehicles entered into by the Council as lessor or lessee, including the name of the other party to the lease and the terms and the value of the lease.• A register of authorised officersappointed under Section 224 of the Act.• A list of donations and grants made by the Council during the financial year, including the names of persons or bodies which have received a donation or grant and the amount of each donation or grant.• A list of the names of the organisations of which the Council was a member during the financial year and details of all membership fees and other amounts and services provided during that year to each organisation by the Council.• A list of contracts valued at $150,000 or more which the Council entered into during the financial year without first engaging in a competitive process and which are not contracts referred to in Section 186(5) of the Act.• Campaign donation returns lodged under Section 62 of the Act by candidates for election.

Caption: Home and Community Care worker.<pp> 125

National Competition Policy Compliance

In 2012 - 2013 the City of Greater Geelong complied with the requirements of the National Competition Policy, Competitive Neutrality and Trade Practices Act Legislation. Council is required to demonstrate ongoing compliance and provide certification by 30 September annually.

Charter of Human Rights and Responsibilities

In June 2006 the Victorian Parliament passed the Charter of Human Rights and Responsibilities Act 2006 (Vic). This Charter came into effect on 1 January 2008.

The Charter enshrines civil and political rights and some cultural rights into Victorian Law while promoting and protecting principles of freedom, respect, equality and dignity.

The City of Greater Geelong has conducted a number of awareness sessions for staff to ensure that human rights principles are considered in decision making processes, and has introduced a mandatory requirement to consider the impact of the Charter of Human Rights and Responsibilities when drafting Council Reports.

Carers Recognition Act 2012

Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships who receive council services; to people in care relationships, and to the wider community by:• Distributing printed material through relevant council services.• Displaying posters at council community venues.• Providing links to state government resource materials on council’s website.• Providing information to organisations represented in council/community networks.

Council has taken all practicable measures to ensure staff, council agents and volunteers working for council are informed about the principles and obligations of the Act by including information on the care relationship in:• Discussing the requirements of the Act at staff meetings.• Council induction and informationdistribution to staff working in Home and Community Care and Disability Services.• Council induction and information distribution to staff working in front-line positions with the general community.• Induction and training programs for volunteers working directly with the community.

Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer relationship.

Citizenship

Acquiring Australian Citizenship enables people to participate fully in our inclusive society regardless of their race, background, gender, religion, language or place of birth.

In the 12 months to 30 June 2013, the City hosted ten major ceremonies, with a special ceremony conducted at Waterfront Geelong as part of celebrations to mark Australia Day (26 January). Certificates of Australian Citizenship were presented by the Mayor of the City to 573 residents of Geelong, many of whom shared the occasion with relatives and friends.

Local Laws

At 30 June 2013 the following Local Laws remain current:

General Local Law 2005

(including amendments in 2006)

This law regulates activities of people and provides standards and conditions for specified activities to protect people in, or the environment of, the municipal district.

Council Meeting Procedures Local Law 2009

This law relates to meetings of the City of Greater Geelong Council and special committees. The objectives include:• To provide for peace, order and good government, and ensure that Council’s decisions are made in the best interests of the people of the City of Greater Geelong.• To provide for the administration of Council’s powers and functions.• To regulate and control the election of Mayor and Acting Mayor.• To promote and encourage community participation.

Risk Management

Councils Corporate Risk Management Policy and Strategy is linked to City Plan and provides ongoing direction for the City of Greater Geelong to manage risks at both strategic and operational levels.

The City’s objective is to fundamentally ingrain risk management in organisational culture through the philosophy that each and every activity will be managed in a manner that will reasonably treat risk.

The City’s risk register continues to be reviewed quarterly to ensure it is reflective of the activities and associated risks of all Council business. The status of this is reported regularly to Council.

The City’s insurer undertook the bi-annual Public Liability Insurance Assessment, with the City of Greater Geelong scoring 99 per cent. The continued improvement in insurance audit results demonstrates that the City has in place a sound risk management framework.

Contractor Management

The City of Greater Geelong continues to employ a large number of contractors to assist with the delivery of a range of major projects and services. Since 2011 the City has used an online O H S induction system, to ensure that our contractors are aware of their O H S obligations, the Councils expectations relevant to O H S and our processes around the management and oversight of our contractors. Since the implementation of the online induction system, 759 inductions have been completed.

The City of Greater Geelong continues to undertake regular audits and inspections of contractor activities. This allows for improvement opportunities to be identified and implemented in conjunction with relevant contractors. The net effect of this is improved safety for the contractors, employees and the public, as well as increased project efficiency due to less downtime.<pp> 126

Asset Management

The City's infrastructure consists of local road networks, footpaths, bridges, drains, parks and gardens and civic and community buildings. The City builds, holds, maintains and renews these assets on behalf of the community. Infrastructure contributes to the City's transportation and recreational goals as well as providing civic amenity.

The City's asset management (A M) effort is considerable, using a large proportion of Council's financial and other resources. It integrates with corporate, financial business, budgetary, operational, human resources and information technology plans.

Strategic asset management recognises the enduring nature of infrastructure and ensures that the community's long-term investment can be realised over the asset's

lifecycle. Asset management decisions are made by evaluating alternative means of service provision, full lifecycle costing, performance measurement and condition monitoring. Such work enables the City to determine appropriate infrastructure to be provided and the level at which assets need to be presented.

The phases of an asset's lifecycle are:

• Acquisition: involving the specification of asset type and the timing, financing and means of procurement.• Operation and maintenance: requiring performance levels, operating and maintenance schedules to be specified.• Renewal: rehabilitation and replacement schedules to be specified.

Activities for 2012 - 2013 included:

• Data capture and condition assessment of the City's car parks.• Adoption of the Corporate AM Policy• Revaluation of the "road surfaces", "pavement" and roads other asset groups.• Administration of the City's Municipal Road Management Plan as required by the Road Management Act 2004, including routine and reactive inspections.• Review of the City's Municipal Road Management Plan for adoption by Council.• Addition of $27 million worth of subdivisional infrastructure to the asset register.• Assisted with the major upgrade of the Hansen Asset Management System.• Implementation of the AM Improvement Strategy in accordance with the National Asset Management Framework.• Specialist deterioration modelling of heavy vehicle routes.

Asset management will continue to evolve and mature. The City will strive to be at the forefront of asset management through participation in the Municipal Association of Victoria's "Step Program" which provides guidance to Victorian councils.

Priorities for 2013 - 2014 include:

• Compliance with the National AM Framework and Financial Sustainability Review actions.• Administration of the City's infrastructure data including input of subdivisional asset into the Hansen Asset Register.• Review of the Road Network AM Plan.• Adoption of the Corporate Asset Management Strategy• Update of the three-year renewal program for the road pavement and surfaces.• Update of the Drainage Asset Management Plan.• Development of a Bridge Asset Management Strategy.• Development of new functionality of Hansen for users.• Support for City Services Maintenance Management System.<pp> 127

Council Appointments to Committees and Groups

The following is a list of current Councillor appointments to committees and groups, both internal and external to Council.

Committee Councillor (2013)

Association of Bayside Municipalities Councillor RichardsCouncillor Ellis (substitute)

Audit Advisory Committee Councillor Fagg (Mayor) Councillor S Kontelj Councillor Farrell

Barwon and Moorabool River Reserves Advisory Committee

Councillor Richards

Barwon Regional Waste Management Group

Councillor Richards Councillor Ellis Councillor E Kontelj

Barwon South West Regional Advisory Committee (Multiculturalism)

Councillor E Kontelj

Bellarine Multi Arts Facility (Potato Shed) Councillor Farrell

Bellarine Rail Trail Advisory Committee Councillor Macdonald Councillor Ellis (substitute)

Capital Cities Lord Mayors Councillor Fagg (Mayor)

Central Geelong Task Force Special Committee

Councillor Heagney

Central Geelong Looking Forward Reference Group

Councillor Fagg (Mayor) Councillor Heagney

Central Geelong Marketing Committee Councillor Heagney

Committee for Geelong Councillor Fagg (Mayor)

Community Arts and Festivals Assessment Committee

Councillor Fagg (Mayor) Councillor Heagney Councillor Farrell Councillor E Kontelj

Corio Norlane Development Advisory Committee

Councillor FisherCouncillor Ansett (substitute)

Courthouse Youth Arts Centre Inc Councillor FarrellCouncillor Heagney (substitute)

Development Hearing Panel Councillor Macdonald plus all Councillors rotating monthly

Development Partnership between Places Vic and Council - Project Steering Group

Councillor Fagg (Mayor) Councillor Heagney Councillor Macdonald

Disability Advisory Committee Councillor FisherOpen (substitute)

Disability Street Access Advisory Committee

Councillor Ellis

Enterprise Geelong Councillor Harwood

fOrT Advisory Committee Councillor Fisher

G21 Geelong Region Alliance Councillor Fagg (Mayor)

Geelong Art Gallery Councillor HeagneyCouncillor Fagg, Mayor (substitute)

Geelong Convention and Exhibition Centre Proposal - Project Steering Group

Councillor Fagg (Mayor) Councillor Macdonald Councillor Harwood Councillor Heagney

Geelong Drug Action Plan Committee Councillor FarrellCouncillor Fisher (substitute)

Geelong - East Timor Friendship Committee

Councillor RichardCouncillor E Kontelj (substitute)

<pp> 128Geelong Gambling Advisory Committee Councillor Farrell

Geelong Heritage Centre Advisory Committee

Councillor Ansett

Geelong Library and Heritage Project Control Group

Councillor Fagg (Mayor)Councillor HeagneyCouncillor RichardsCouncillor MacdonaldCouncillor Harwood (substitute)

Geelong Major Events Councillor Nelson Councillor Fagg (Mayor) Councillor Harwood Councillor Fisher

Geelong Otway Tourism Councillor NelsonCouncillor Harwood (substitute)

G21 Arts and Culture Pillar Councillor Heagney

G21 Economic Pillar Councillor HarwoodCouncillor Fagg, Mayor (substitute)

G21 Environment Pillar Councillor Richards

G21 Health and Wellbeing Pillar Councillor FisherCouncillor Fagg, Mayor (substitute)

G21 Planning Pillar Councillor MacdonaldCouncillor E Kontelj (substitute)

G21 Transport Pillar Councillor Richards

G21 Water Taskforce Councillor Richards

Geelong Regional Library Corporation Councillor Macdonald Councillor Richards Councillor Ansett Councillor Fisher

Geelong Safety Committee Councillor Farrell Councillor Fisher Councillor Fagg, Mayor (substitute)

Graffiti Reference Group Councillor Fisher Councillor Farrell Councillor Ansett

Information Communication Technology Geelong Ltd

Councillor Macdonald

Kardinia Park Steering Committee Councillor Irvine

Local Learning and Employment Network Councillor Fisher

Multicultural Action Plan Advisory Committee

Councillor E Kontelj

Municipal Association of Victoria Councillor RichardsCouncillor Fagg, Mayor (substitute)

Municipal Association of Victoria - Arts and Cultural Advisory

Councillor Heagney

Municipal Emergency Management Planning Committee

Councillor Irvine Councillor Nelson

Municipal Fire Management Committee Councillor Irvine or Councillor Nelson

Performance Review Committee - Chief Executive

Councillor Fagg, Mayor plus two other Councillors

Planning Committee Councillor Macdonald (Chair) and all other Councillors

Property Strategy Advisory Committee All Councillors

Regional Capitals Australia Councillor Fagg (Mayor)

Regional Cities Victoria Councillor Fagg (Mayor)

Regional Rail Link Community Reference Group

Councillor Richards

Shell Community Advisory Panel Councillor AnsettCouncillor Fisher (substitute)

Submissions Review Panel All Councillors

Terminals Geelong Community Engagement Committee

Councillor Ansett

Victorian Local Governance Association Councillor FisherCouncillor Fagg, Mayor (substitute)

Vision II Steering Committee Councillor Fagg (Mayor)Councillor Heagney (substitute)

Waste Strategy Project Control Group Councillor Richards Councillor Nelson Councillor Ellis

Water Taskforce Councillor Richards

Yarra Street Pier Reconstruction Project Councillor Fagg (Mayor)

Note: Where a Councillor is listed as a substitute, this Councillor attends in place of representative<pp> 129

Best Value

Council's Best Value Policy

To cement a continuous improvement culture across the organisation beyond purely complying with the Best Value legislation. The specific outcomes of Best Value will guide Council decisions regarding the future direction of Council services.

The Best Value Principles are part of the Local Government Act 1989. They are:(a) All services must meet quality and cost standards.(b) All services must be responsive to the needs of the community.(c) A service must be accessible to those members of the community for whom the service intended.(d) A Council must achieve continuous improvement in the provision of services for its community.(e) A Council must develop a program of regular consultation with its community in relation to the services it provides.(f) A Council must report regularly to its community on its achievements in relation to the principles above.

Council is proactive in addressing the Best Value Principles in that it:• Conducted a municipality wide engagement - "Your City Your Say", in developing the priorities for City Plan 2013 - 2017.• Undertook a Financial Sustainability Review to ensure all services meet quality and cost standards. A number of actions will follow including serviceplanning, asset planning and review and long term financial planning update.• Voluntarily participates in the state-wide Local Government Annual Community Satisfaction Survey. Continuous improvement opportunities are identified from the survey results.• Consults regularly with the community on projects, services, events and issues that affect them, and maintains a database of all consultations conducted by the City, including the results.• Reports quarterly to the community on the progress of City Plan actions.• Reviewed the Victorian Auditor General's 2011 report into Business Planning for Major Capital Works and Recurrent Services in Local Government and have implemented recommended changes from the review to the Council Plan and Annual Budget planning and development processes.• Sets annual business plans at a department level to address actions and seek improvement opportunities with the community's best interest in mind. These business plans also include audit and risk actions.• Implemented a project proposal and reporting system, to capture potential projects, assess their viability for funding, and then monitor the delivery of those that proceed.• Has redeveloped the executive scorecard to best monitor council services and operations. Executive scorecard measures are monitored monthly and reviewed annually. The re-development of department scorecards is also continuing.

• Undertakes an annual review of performance measures and targets.• Is actively participating in the Local Government Performance Reporting Framework project including the pilot program, to develop a consistent set of performance indicators for all Victorian Councils to measure.• Produces an annual report to inform all stakeholders including ratepayers, residents, businesses, community and interest groups, news media, all levels of government, Council staff and the wider general community, and reflects our commitment to performance reporting.• Conducts a rigorous financial reporting process, including monthly reporting to Executive Management and quarterly reporting to Council.• Provides internal and external training and development opportunities to bring staff up to date with systems and processes and also to up skill our workforce.• Has eight customer service centres spread across the municipality providing easy access for all residents, and delivers services from numerous locations around the region.• Engages Customer Service Benchmarking Australia to conduct independent mystery shopping research in order to measure performance against the Customer Service Commitments and identify opportunities for continued improvement.• Conducts annual performance reviews with all staff to set work plans and identify training and development opportunities.

Caption: The City's Leisure Centres provide a range of aquatic classes.<pp> 130

External Funding

In 2012 - 2013 the City of Greater Geelong received $57.6 million in Federal and State funding, an increase of $0.7 million on that received in 2011 - 2012.

Funding received during the year included:

Federal

• Grants Commission funding of $18.5 million.• $2.8 million for early childhooddevelopment to go towards the running the City's Learning and Care Centres and associated programs.• $1.5 million for the Federal Roads Program.• $1.5 million for Community Aged Care Packages.• $1.1 million for Family Day Care operations and family assistance programs.• Shell Road Reserve sporting infrastructure project received $1.0 million.• The Weddell Road stormwater harvesting and reuse project received $0.6 million.• Clean energy program for building and equipment upgrades received $0.4 million.• The Greater Geelong Employment Project received $0.4 million.• Eastern Park stormwater recycling project received $0.2 million.• School holiday program received $0.2 million.• $0.1 million towards indigenous kindergarten assistance programs.

State

• Aged and disability service programs received $10.5 million dollars in funding from the Department of Human Services. Programs funded included personal, respite and general care management, home maintenance, meals on wheels, rural access and senior citizen activities and programs.• Over $4.0 million in funding was received for children's hubs and kindergartens including Barwon Heads Kindergarten ($0.8 million), Grovedale Integrated Children's Centre ($1.7 million), Windsor Park Children and Family Hub ($1.5 million) and Apollo Place Preschool ($0.3 million).• $3.2 million was received from the Department of Education and Early Childhood Development for Community Child Health services, early learning services and other programs such as Best Start, Playgroup Support and Early Start Kindergarten partnerships.• The National Partnership Agreement on Preventative Health program (Healthy Together Geelong) received $1.5 million and $0.3 million towards the associated Be Active program.• The Leopold Community Hub received $1.5 million and the Leopold Footpath Linkages project received $0.2 million.• The O'Brien's Road construction in the Geelong Ring Road Employment Precinct received $1.5 million.• A number of sport and recreation projects received just over $1.1 million in funding including Hamlyn Park Reserve improvements, Barwon Soccer Club upgrade, Barwon Valley Fun Park redevelopment, McDonald Reserve clubrooms, Highton Tennis Club pavilion, Bellarine Rail Trail sealing and Saint Leonard's Recreation Reserve.• Environment projects including the Clifton Springs beach protection works, Victorian Volcanic Plains Grassland Protection project, Barwon River Parkland project and the coastal tender program received just under $1.0 million.• Road maintenance programs received $0.7 million.<pp> 131• $0.5 million was received for the Central Geelong laneways project.• School crossings supervisor subsidy grant of $0.5 million was received, contributing to this $1.8 million program. The City of Greater Geelong has 171 school crossings, the largest in the state.• Youth programs received $0.4 million including the youth suicide prevention program for same sex and gender query youth, Learner to Probationary (L2P) project and the Engage - Up and At It program.• The Whittington Community Renewal project received a further $0.2 million to support the project and various associated activities.• The City received $0.2 million contribution towards the G21 Regional Growth Plan development and implementation and $0.1 million towards the G21 Public Transport Strategy.• The Emergency Management program received $0.2 million.• $0.2 million was received for economic development programs including the Skilled Migration Program, ICT Commercialisation Strategy, Geelong Small Business Festival and the Regional Living Expo.• The Central Geelong Bus Super Stop and Building Bellarine Connections public transport program received $0.2 million.• The development of Armstrong Creek received $0.1 million for the community infrastructure project.

• The Grovedale Neighbourhood House received funding of $46,380 from the Department of Human Services" Neighbourhood House Coordination Program.

For further information on the full amount received by category please refer to Note 4 in the 2012 - 2013 Annual Financial Report on page 159.<pp> 132

Community Arts and Festivals Grants Program

The Community Arts and Community Festivals Grants Program is part of the implementation of Council's Cultural Strategy Creativity+ which aims to build the cultural strengths and raise the profile of the Geelong municipality as a creative region.

Community festivals and arts projects add to the vibrancy of Geelong and provide more recreation opportunities for residents. Through this program Council is able to help local community groups to get a wide range of projects up and running.

In 2012 - 2013, the City of Greater Geelong contributed $220,000 to 41 community groups through its Community Arts and Community Festivals Grants Programs. From 33 applications received, $93,700 was provided to 19 community arts projects for concerts, theatre programs and a range of art projects. This also included final instalments for three biennial grants awarded during the 2011 - 2012 round, and the first instalment for a new biennial grant.

30 applications were received for community festival grants with 22 successful in receiving $116,100. This also included the second instalments for four triennial grants awarded during the 2011 - 2012 round.

In addition $10,200 was held in reserve for applications to the Quick Response and Professional Development streams throughout the financial year.

Caption: A range of festivals were funded as part of the Community Festival Grants program.

The following is a full list of successful applicants for 2012 - 2013:<pp> 133

2012 - 2013 Community Arts Grants Program

Project Organisation/Auspice Grant ($)

Neighbourhood Press for Little Free Libraries

Cloverdale Community Centre Inc

6,000

Karenni Puppetry project Geelong Ethnic Communities Council (Diversitat)

6,000

Music at the Basilica "Seasons" Series Music at the Basilica Inc 6,000

Ganesh Versus the Third Reich at GPAC Geelong Performing Arts Centre

6,000

Australian Youth Classical Music Competition (formerly Geelong Advertiser Music Competition)

Geelong Advertiser Music Scholarship Trust

6,000

Blues Boot Camp Wayne Jury T/A Ella Music/The Sleepy Hollow Blues Club

6,000

Concert Series 2013 Geelong Chamber Music Society Inc

6,000

The Red Tree BLINK Dance Company/Auspicious Arts Inc

5,500

Playing Up Bluebird Foundation Inc 5,500

Beautiful Courthouse Arts 5,000

The Afghan Dombura Project Geelong Afghan Community/Geelong Ethnic communities Council - Diversitat

4,000

Geelong Patchworkers and Quilters Guild Inc Biennial Exhibition

Geelong Patchwork and Quilters Guild Inc

3,000

Geelong VCE Students Art Project Geelong Art Society Inc 1,900

Narana Exhibition and Cultural Arts Project Narana Creations Inc 1,800

Ladarsko Selo HKUD LADO Geelong/Croatian Community Centre

1,000

Total allocation 69,700

Community Arts Grants (Biennial)


Three Magpies Perched in a Tree (final year instalment)

Geelong Regional Local Learning Employment Networks

6,000

Samsara - a song cycle for Corio and Norlane (final year instalment)

Bluebird Foundation Inc 6,000

New Spaces, New Ideas (final year instalment)

Back to Back Theatre 6,000

Perpetual Echoes Community Music Victoria Inc

6,000 (x 2 yrs)


Community Arts Grants (Quick Response and Professional Development)


Quick Response Reserve As required

Professional Development Reserve As required

Total allocation 10,200<pp> 134

2012 - 2013 Community Festival Grants Program

Festival Organisation/Auspice Grant ($)

Centenary of the Foundation of the Royal Australian Naval Training College at Osborne House

The Osborne Park Association Inc

6,000

Aboriginal Traditional dance Festival Wathaurong Aboriginal Co-op

6,000

A Centenary of Activities at SpringDale Hall SpringDale Neighbourhood Centre Inc

6,000

Heritage Festival 2013 Geelong Region Geelong and Region Branch National Trust of Australia (Victoria) Inc

6,000

Cloverdale Autumn Festival 2013 Cloverdale Community Centre Inc

6,000

Geelong National Reconciliation Week Festival

Geelong One Fire Reconciliation Group (GOFRG) Inc

6,000

FIGMENT Geelong Anartchy/Artists Anonymous/DIVERSITAT

5,200

WoWFest - Women's Stories of Strength Reclaim the Night Collective/Zena Women's Services

5,000

Guerrilla Gigs (New Year's Revolution) Courthouse ARTS Inc 5,000

Drysdale Festival of Glass Drysdale Clifton Springs Community Association Inc

4,000

Flamefest Flamefest Steering Committee/Bellarine Living and Learning Centre Inc

4,000

Autumn Community Celebration Geelong West Neighbourhood House Inc

4,000

Food of The World Festival Diversitat Inc 3,400

Bellarine Show Bellarine Agricultural society Inc

3,000

CELEBRATIONS Music at the Basilica Inc 3,000

Carnival of Music Barwon Heads Fine Music Society Inc

3,000

Karingal Food and Wine Karnivale Karingal Inc 3,000

2013 Blokes Day Out Barwon Health Inc 3,000


Community Festivals Grants (Triennial)

Festival Organisation/Auspice Grant ($)

Barwon Heads Festival of the Sea Ltd (Second year instalment)

Barwon Heads Festival of the Sea Ltd

10,500

Portarlington Mussel Festival (Second year instalment)

Portarlington Mussel Festival Inc

8,000

Splash! Dance Festival (Second year instalment)

Geelong Dance Network Inc 8,000

Poppykettle Festival (Second year instalment)

The Geelong Performing Arts Centre

8,000

Total allocation 34,500<pp> 135

Councillor Community Grants Program

The Councillor Community Grants Program is offered to facilitate community projects and activities undertaken by incorporated not-for-profit organisations and groups within the City of Greater Geelong.

Each year funding is provided to a wide variety of community groups and organisations including preschools, sporting clubs, service clubs and community associations.

In 2012 - 2013, the program saw $239,870 distributed amongst 139 community groups. Through the Councillor Community Grants program Council has been able to assist in delivering a diverse range of projects and events that benefit the Geelong community.

Below is the full list of successful applicants for 2012 - 2013.

Community Group Project Title Grant ($)

Allanvale Preschool Centre Inc Health And Wellbeing Library

1,000

Ambulance Victoria Advanced medical supplies 2,050

Associazione dei Pensionate Laziali di Geelong

Equipment 590

Australian Air Forces Cadets 427 Squadron Tents and toilets 2,400

Badminton Geelong Inc Badminton tournaments 2,000

Barwon Adolescent Taskforce A place for young people 2,350

Barwon Community Legal Services Inc G21 month of action 500

Barwon Heads Arts Council Establishment costs 4,000

Barwon Heads Bowling Club Inc Club shirts 2,000

Barwon Heads Community Hall Inc Solar panels 3,650

Barwon Heads Netball Club Portable shelving 1,500

Barwon Heads Senior Citizens Quilting machine 430

Barwon Health Grovedale Community Kitchen

Community kitchen 1,000

Barwon Health Norlane Community Kitchen Kitchen equipment 650

Barwon Health-McKellar Centre Portable balance master 1,500

Barwon Valley Special Development School Thermal pool cover 5,000

Bell Park North Primary School Free fruit and breakfast program

1,500

Bell Park Sports Club Rabbit proofing fence 2,100<pp> 136Bell Post Hill Playgroup Open day supplies 600

Bellarine Anglican Parish New chairs 850

Bellarine Anglican Parish Saint James Keen-Agers Group

Saint James Keen Agers 1,500

Bellarine Jongleurs Workshops 2,000

Bellarine Secondary College - Ocean Grove Campus

Teen mentor program 1,100

Bellarine Woodworkers Electrical tagging course 1,300

Belmont Fire Brigade Navigation station turnout 3,000

Better Hearing Australia Geelong Inc New computer 800

Blind Citizens Australia Vic State Convention 750

Bravehearts Inc First aid - walkathon 800

Buy Bellarine Inc Advertising materials 500

Christian College Mali elephant conservation 950

Church by the Bay Debutante ball 700

Clifton Springs Bowling Club Training bowls 1,500

Clifton Springs Lions Club Purchase of trailer 3,000

Clifton Springs Tennis Club Clubroom extension 1,850

Cloveredale Care Inc New trailer 1,500

Club Italia Upgrade to toilet block 1,750

Combined Probus Club of Highton Inc Hearing loop 1,500

Committee for Geelong Barwon community leadership program

870

Corio Bay Basketball Association - Leopold Lakers Basketball Club

Club establishment costs 1,500

Corio Northern Suburbs UTD (Corio Soccer Club)

Playing equipment 2,000

Country Fire Authority (Corio) Rock and water program 1,130

Croatian Community Centre HKUD Lado Geelong

Lado - 40 year concert 1,250

Deakin University, School of Architecture and Building

Architectural design project 850

Drysdale Leopold Pony Club Show jump equipment trailer

3,000

East Geelong Football and Netball Club Inc Netball court equipment 1,000

East Geelong Senior Citizens Club Replacement of chairs 3,200

Eastern Park Croquet Club Lawn mower 2,500

Fyans Park Primary School Cubby house replacement 2,000

Gateway Support Services Autism Awareness Walk

Autism Awareness Walk 2013

950

Geelong and District Anglers Club and Fish Protection Society Inc

Air conditioner 1,900

Geelong Amateur Football and Netball Club Chip fryer 3,750

Geelong Amateur Volleyball Association Country championships 2013

3,000

Geelong Arts Society Inc A1799v Strategic business plan 2,000

Geelong Baptist College 10th anniversary festival 1,350

Geelong Cement Bowls Club Interior blinds 1,500

Geelong Community Men's Shed Defibrillator 2,500

Geelong Eastern Park Lawn Bowls Club Kitchen works 3,500

Geelong Food Relief Centre Walk in freezer 5,000

Geelong Gem and Mineral Club Inc Upgrade and equipment purchase

910

Geelong Hockey Association Tap replacement 650

Geelong Mood Support Group Garden shed 1,000

Geelong Obedience Dog Club Inc Hire equipment for softball championship

1,100

Geelong One Fire Reconciliation Group Inc Banner to promote website 500<pp> 137Geelong Over 60 Cricket Club Inc Defibrillator 2,100

Geelong Rangers Soccer Club Pre-season soccer cup 7,450

Geelong Soccer Club Uniforms and equipment 2,800

Geelong Softball Association Equipment hire for under 15 championship

1,200

Geelong Touch Football Association Lighting design 990

Geelong Trades Hall Council Women’s Network

Empowering women program

1,450

Geelong West Cricket Club Club room refurbishment 1,900

Geelong West Fire Brigade Auto defibrillator unit 2,800

Golden Memories Karaoke Inc Making a difference program

1,500

Grovedale Tigers Football Netball Club - Netball Section

Netball equipment upgrade 2,100

Guild Saints Cricket Club Inc Bowling machine 1,000

Highton CFA Urban Fire Brigade Defibrillator 2,990

Highton Primary School Playground refurbishment 3,000

Holy Spirit School Stair lift 1,000

Hope Bereavement Services Inc Walk to remember 250

Karingal ARCsupport and Barwon ABI Brain injury awareness 750

Network week 2012

Lara Primary School Shade sail structure 3,000

Lara Woodworkers Workshop tools 2,000

Leisure Networks Association Inc Sports access program 1,000

Leopold Hall Inc Kitchen floor refurbishment 1,000

Leopold Men’s Shed Equipment 500

Leopold Sportsman Club - Bowls Section New bowls 1,500

Lions Club of Geelong Breakfast Inc BBQ trailer/shelter 1,000

Lions Club of Lara Club active equipment 2,000

Macedonian Orthodox Community Macedonian Dance Group (Biser)

Costume storage 800

Macedonian Orthodox Community (PARISH)

Refurbishment of storage shed

1,000

Macedonian Orthodox Community Macedonian Pensioner Group

Establishment of community database

200

MG Car Club (Geelong) Inc Safety equipment 950

MND VICBarwon Region MND Support Group

Walk to d feet MND 1,100

Montpellier Primary School iPads 5,000

Murrenda - Aboriginal Community Care Community Elders Group

Falls prevention program 1,850

Newtown Little League (Football) Football and first aid equipment

2,250

North Geelong Soccer Club Contribution-portable goals 2,650

Oberon High School Contribution for community bike program

2,500

Oberon Primary School Establishment of vegetable garden

500

Ocean Grove Neighbourhood Centre Inc Youth art show 2,000

Ocean Grove Sporting Club Training and rehabilitation equipment

3,630

Our Lady Star of the Sea Primary School Bike shelter 2,570

Portarlington and Saint Leonards RSL Sub Branch

P A system 1,500

Portarlington Bowls Club Inc Public address system 2,500

Portarlington Business Development Association

Portarlington business/community directory

2,000

Portarlington Community Association Table cloths for community 540

events<pp> 138Portarlington Drysdale Lions Club Australia Day brunch -

Drysdale1,500

Portarlington Neighbourhood House Inc Health, exercise and wellbeing dvds

1,200

Probus Club of Belmont South Combines Inc

Purchase defibrillator 2,000

Rainbow Riders Horse harnesses 1,950

Read the Play Inc Purchase of windcheaters 2,400

Regal Precision Drill and Dance Club Inc New club uniforms 550

Roslyn Playgroup Inc - Geelong Playgroups Network

Establishment of on-line system

500

Roslyn Primary School Shade sails 3,900

Rotary Club of Belmont Drama camp 350

Rotary Club of Drysdale Art boards 600

Rotary Club of Ocean Grove Inc Conference 1,500

Samaritan House Ride on mower and whipper snipper

1,800

Scout Association of Australia, 1st Eastern Park Scout Group

Canvas tourer tents 1,200

Scout Association of Australia, Victoria Branch

Scout sailing regatta 1,200

Serbian Youth Club Branko Radicevic Security 650

Saint Albans Football and Netball Club Purchase of footballs 1,000

Saint Johns Anglican Church Highton Highton carols in the park 2,560

Saint Joseph's Football and Netball Club Vinyl floor replacement 1,000

Saint Laurence Community Services Having a say project 1,400

Saint Leonards Progress Association Saint Leonards community festival

3,000

Saint Luke's Uniting Church - Highton For electricity reduction 3,000

Saint Mary's Sporting Club Cultural exchange program 1,450

St. Mary's Sporting Club Geelong Inc Junior football jumpers and super bags

4,340

Saint Nicholas Orthodox Church (Serbian Orthodox Church of Geelong)

Electrical switchboard 2,000

Stroke Association of Victoria Establish peer support groups

1,500

Surfside Waves Soccer Club Ladies soccer uniforms 1,000

The Grinter Garden Plot construction 800

The Hellenic Orthodox Community of Geelong Inc

Teaching equipment 1,100

Township of Lara Care Group Inc Development of website 850

UN Women Australia - Geelong Chapter international Women's Day 2013

2,000

Whittington Primary School - East Geelong Little Athletics Club

Shipping container 700

Whittington Senior Citizens Purchase of chairs 2,100

YMCA Geelong Equipment for launch pad program

770

Zena Women's Services Inc - Reclaim the Night Collective Geelong

Let women's rights bloom 100

Total Funds Allocated 239,870<pp> 139

Disability Action Plan Update

In accordance with the Victorian Disability Act 2006, Council has developed a series of Disability Action Plans since 2002.

The Disability Action Plan 2009 - 2013 consists of 64 actions to reduce discrimination of people with disabilities in the areas of goods, services and facilities, employment, community participation and attitudes and practices.

Of the 64 actions, 80 per cent have commenced and are ongoing. 20 per cent are new and are being progressed.

The Disability Advisory Committee and Street Access Advisory Group have provided valuable advice and feedback. With their input the City has:• Upgraded 390 bus stops.• Completed 11 engineering projects including compliant kerb ramps, barrier railing and tactile ground surface indicators.• Reviewed accessible parking spaces.• Developed an Accessible Geelong Waterfront map.• Developed a proposal for a Visitors' Access Centre.

The City has also undertaken a series of accessibility modifications to community facilities including Cobbin Farm Chapel, Newcomb Library, Clifton Springs Bowls Club, Corio Kinder, Belmont Park Pavilion, Cobradah House, Centenary Hall, Yooringa Senior Citizens and Bellarine Living and Learning Centre.

The 2013 - 2017 Disability Action Plan is currently under development following consultations with internal City of Greater Geelong units, Disability Service organisations and the Disability Advisory Committee community members.

Caption: The Disability Action Plan has undertaken a range of projects and initiatives.<pp> 140

Domestic Animal Management Plan Update

Council has a legal obligation under the Domestic Animals Act 1994 to produce a four year Domestic Animal Management (DAM) Plan.

After considerable consultation with the community, stakeholders and interested groups in 2008, Council adopted its first DAM Plan 2008 - 2011. The purpose of the Domestic Animals Act 1994 is to promote animal welfare, responsible pet ownership and to protect the community and environment.

During the period of the first DAM Plan, the Department of Primary Industries further extended the expiry date from June 2011 to December 2012 so as to align the Plan with Councillor's four year term. Following feedback from the majority of Victorian Councils that this timeline was going to be difficult to achieve due to the Council elections and the "caretaker" period, the Department of Primary Industries further extended the completion date for the 2013 - 2017 DAM Plan to 30 June 2013.

The first DAM Plan (2008 - 2011) identified three strategic objectives:• Responsible Pet Ownership• Dogs in Public Places• Leadership.

Council adopted and implemented a range of dog control orders throughout the municipality including coastal, open space areas, public places and areas under the control of other Land Managers, under the provision of Section 26 of the Domestic Animals Act. Dog control orders provide residents with the necessary information about where and when they can walk their dog/s on and off leash in order to protect community safety and the environment.

In developing the 2013 - 2017 plan, Council consulted with the community to gain an understanding of community expectations in relation to animal management. Consultation involved a wide audience including community members, special interest groups, stakeholders and internal departments of the City of Greater Geelong.

The basis of this plan has been formed from a range of data gathered from animal behaviourists, staff experience, and observations and responses from community consultations which determined the need for Council to be specific when setting objectives and actions.

Residents were informed that three actions remained outstanding from the 2008 - 2011 plan including pet selection, compulsory de-sexing and dog activity parks.

The City's Domestic Animal Management Plan for 2013 - 2017 will provide the framework to work with the community to ensure our services are sufficient for the growing population of pets.

The City of Greater Geelong has one of the largest dog and cat populations of any Victorian municipality with 42,959 registered pets as of June 2013.

As 2012 - 2013 was the final year of the plan, considerable efforts were spent consolidating and delivering on initiatives that were established throughout the plan.

This report is a summary of the actions that have taken place during the last twelve months or were ongoing throughout the life of the plan.<pp> 141

Responsible Pet Ownership

RPO 1 - Explore partnerships to increase animal pound capacity within the municipality

A review of the pound facilities at the existing pound site at Moolap continued during 2012 - 2013. The review focused on: • Examining the existing facilities in accordance with the Code of Practice.• Take into consideration the future growth of the community, and subsequent increase in animal population until 2031.A feasibility study determined the Moolap site is adequate until 2031. This was based on:• The introduction of multi animal vans which have capacity to hold animals in air conditioned comfort for longer periods of time, allowing animal officers to reunite animals direct to owners, causing less impact on pound facilities.• To replicate infrastructure, staffing, services and overheads together with a suitable site in thenorthern suburbs becomes financially prohibitive and could be in the vicinity of several million dollars.• The existing site has the capacity to handle growth without impacting on neighbouring properties, is in a central location within the municipality and growth areas, providing easy access which is an important customer service aspect.• Upgrading of the facilities were undertaken to consolidate and refurbish to conform to the current Code of Practice. These works were largely completed with some further upgrades to take place in Phase three of the project in 2013 - 2014.

Provision has been made in the 2013 - 2014 budget for these upgrades to be undertaken.

Phase 2 Completed Phase 3 to be undertaken in 2013 - 2014

RPO 2 - Review all processes, policies and procedures associated with responsible pet ownership to ensure they are relevant and current

Processes, and policies have been continually reviewed throughout 2012 - 2013 to ensure procedures and practices conform to current legislation requirements.

Completed

RPO 3 - Develop and make available information on pet selection

Throughout the four years of the plan, the City promoted the importance of pet selection at various workshops, in promotional material, such as Tag Time News and on the Geelong Australia website.

Through consultation with stakeholders, industry (including Vet Behaviourists) and the City's Animal Officers, the right pet selection is one of the key factors for the future direction of animal management. This is particularly the case with Geelong facing an expanding population which often results in increased pet ownership. Of major concern are lifestyle changes with people being so time poor, and residents opting for smaller residential blocks. For this reason pet selection has been identified and included as a high profile action in the new Domestic Animal Management Plan for 2013 - 2017.

Ongoing 2013 - 2014

RPO 4 - Develop and deliver, in conjunction with external partners, an education program that encourages pet identification and promotes desexing of pets, responsible pet ownership and the benefits of keeping pets healthy and well-socialised

A series of education workshops were held in 2009 and 2010 with Craig and Tracey Murray Animal Behaviour Specialists.These events focused on:• The psychology of animal behaviour• Using motivators other than food• Practical demonstrations• Selecting the right pet for your family/lifestyle• Specific cat training sessions on how to manage the cat curfew.

Each workshop was well attended by the community.

Completed Year 2/3

<pp> 142

RPO 5 - Introduce cat confinement between sunset and sunrise across the municipality

Council introduced a cat confinement program into the Geelong municipality in early 2010. This campaign promotes that cats are to be confined between sunset and sunrise. The City continues to promote the benefit of this initiative to the community via by the following means:• Letter drops in problematic areas in response to customer complaints.• Tag Time, Council's annual newsletter, features articles on cats causing problems in the suburbs.

Completed Year 2/3

• Specific cat training sessions through education workshops.• Ongoing cat confinement articles posted on the Geelong Australia website.• Periodic promotion of the cat confinement program on Community Billboards.

Council continues to offer a "Cat Trap Program" which is the loan of complimentary cat cages to community members, who are experiencing difficulty with roaming cats. Once the animal has been captured, animal officers will collect the cage. If the cat is wearing its registration tag it is returned to its owner. Alternatively any unidentified cats are taken to Geelong Animal Welfare for processing.

Roaming and undesexed cats continue to remain a problem for the community. This problem was again highlighted during the consultation period and will be a high priority for the Domestic Animal Management Plan 2013 - 2017. It is proposed to require mandatory desexing for all new cat registrations, and desexing of all current (registered) cats within the four year period of the plan. Options to provide low-cost desexing will be explored and reported to Council.

RPO 6 - Introduce compulsory microchipping for all pets

The introduction of compulsory microchipping for all pets has continued to be managed by a series of Microchipping and Registration Roadshows. These roadshows are taken out to various community locations, particularly areas where people do not have access to regular transport.

During 2012 - 2013 a number of roadshows were held, resulting in additional registrations and microchipped pets. These roadshows were exceptionally well received by the community and due to their success will continue to be held in 2013 - 2014.

The project provides:• Raised awareness to pet owners of their obligation to register and microchip pets by three months of age.• Pet owners with a discounted microchipping and registration service.• An opportunity to target areas where low registration numbers were highlighted together with high incidents of errant animal behaviour.• An easy, friendly, accessible service, for all community.

Completed

RPO 7 - Introduce compulsory desexing for all pets except where exemptions have been granted e.g. registered breeders

Initial research has found that many pet owners understand the benefit of desexing their pet and are supportive of the idea; however, the cost factor is a considerable deterrent to

Ongoing 2013 - 2014

many.

Given the sensitivity and cost of desexing a cat or dog for pet owners, and the need to conduct more research, the City has included this issue in the review of the Domestic Animal Management Plan for 2012 - 2013 as a high priority.

Community feedback identified that many people were supportive of the proposed action proposed in the 2013 - 2017 plan in relation to the mandatory desexing of cats.

During the life of the 2013 - 2014 plan, all cats in the City of Greater Geelong will be required to be desexed, and all new registrations will require the cat to be desexed. Desexed animals with microchips qualify for an ongoing reduction in registration fees, which is expected to provide a strong incentive to the community.<pp> 143

Dogs in Public Places

DPP 1 - Develop Shared Pathway Use Charter

The Shared Pathway Charter was developed, adopted by Council, and implemented during 2011 - 2012. The Shared Pathways Charter promotes safe and cooperative behaviour by dog owners, cyclists and pedestrians as shared users of public pathways, tracks and trails within the City of Greater Geelong, to be achieved through the promotion of the use of Lead the Way - Care, Share and Respect.

• Be a caring dog walker• Share the space• Be a respectful cyclist• Be respectful to residents.

The Shared Pathways Charter is designed to be an educative tool and is a complementary overlay to the regulatory signage on Council's pathways. Installation has been completed at Adrian Mannix Reserve - Clifton Springs, Ramblers Walk - Point Richards, and Barwon River - (Queens Park to Buckley Falls).

Installation on the Ted Wilson Track and Waurn Ponds Creek commenced in 2012 - 2013.

Completed

DPP 2 - Develop community awareness brochure/information on popular off leash areas

The City developed and implemented "Walk Time" a pocket- Completed Year 2/3

sized dog walking map in 2010. Due to the popularity of the user friendly guide, a revised edition was produced for 2011- 2012.

"Walk Time" was produced as a means to identify on and off lead areas in the municipality and provided a comprehensive overview on the current dog regulations. It also reinforced the requirement for dogs to be under "Effective Control" at all times particularly in off lead areas.

In developing the 2013 - 2017 plan a revised Dogs in Public Places Policy (DPPP) was developed, which provides detailed information regarding the dog orders within the municipality. This is particularly relevant to the extensive "off-leash - supervised" areas where owners are expected to maintain effective voice control over their dog.

To assist the community in meeting the requirements of the Dogs in Public Places Policy, public signage will need to be reviewed and updated, and a mobile App will be considered to ensure that the dog control orders in any given area are easily identifiable and understood.

Ongoing 2013 - 2014

DPP 3 - Develop and deliver an education program to communicate information on dogs in public places

Refer to RPO 4. Completed Year 2/3

DPP 4 - Explore partnerships to establish pet activity areas

A pet activity area is a purpose-built dog agility space that is fully fenced and allows for dogs to interact and socialise with other dogs and humans. By having an enclosed space, dogs are able to be off leash in a safe environment and pet owners can practice training techniques including effective control and recall. Pet activity parks also aid in animal and community socialisation, as well as reducing dog behavioural issues.

Contact has been made with a number of municipalities to discuss the advantages and disadvantages of pet activity areas. Information has been sourced regarding land space requirements, approximate costs, and equipment needs.

Research conducted shows that Dog parks have become increasingly common throughout Victoria, and can range from a simple enclosed open space to quite elaborate dog playgrounds with extensive equipment and infrastructure. An action of the 2013 - 2017 plan is to investigate the viability and capital and recurrent costs of such developments to assist future decision making in this area.

Ongoing 2013 - 2014

<pp> 144

DPP 5 - Review all processes, policies and procedures relating to dogs in public places and dog control and ensure they are relevant and current

Processes, policies and procedures are reviewed constantly as part of delivering continued business improvement. Additionally reviews will continue to ensure that current legislative requirements are addressed and adhered to.

In developing the 2013 - 2017 plan a revised Dogs in Public Places Policy (DPPP) was developed, which provides detailed information regarding the dog orders in the municipality.

In 2011, legislation changed in relation to the keeping of restricted breed dogs. The cancellation of a previous amnesty in relation to pitbull terrier registrations, the introduction of the new restricted breed legislation, and the establishment of a hot line for the community all took staff off line and away from their core duties. The numerous calls and suspected sighting notifications of pitbull type dogs resulted in an increase to animal officers workload.

Staff continued to manage this situation to support legislation, by being adherent to the policies and procedures as introduced by State Government.

The ongoing impact will be the need to conduct in excess of 1400 suspected restricted breed audits (pitbull type dogs) in 2013 - 2014.

Completed

DPP 6 - Review provision of the dog excrement bag/dispenser program

Dog owners are encouraged to pick up their dog waste and dispose of it thoughtfully. Council provides litter bins and plastic bags at many of the parks in the municipality, and along the tracks and trails for this purpose. It is a requirement of Council's General Local Law 2005 that those walking/exercising a dog must carry a receptacle to clean up after their dog.

With the removal of a number of "dog poo" bins along the Barwon River - dog excrement piles appear to be increasing much to the dissatisfaction of the community. There is a difference between "dog poo bins" which need to be emptied manually and litter bins which can be emptied in the current garbage trucks. This has highlighted the opportunity to implement an education program that dog owners can dispose of waste in litter bins.

All dog control signage promotes the picking up and disposing of dog poo. Council provides "Pooch Paks" free of charge from any customer service centre. The "Pooch Paks" which clip on to your dog's collar, or lead, allows the dog owner to carry a supply of plastic bags with them for cleaning up after their dog.

Completed

This remains a major ongoing problem and has been identified as a high priority in the 2013 - 2017 plan. With recent changes to Council's waste collection vehicles, all general waste bins will now be available to be used to deposit dog litter rather than just the purpose-built bins. The message of "all bins" using "any bag" will be promoted and will provide the community with substantially increased options for dog waste disposal.

Leadership Actions

L1 - Implement a data collection process and measure performance

To improve service delivery to the community, five animal officers have each been allocated a defined area in the municipality which they are responsible for. This includes:• Undertaking patrols along pathways (on foot and cycle)• Issuing of infringements for non-compliance• Providing education to pet owners• Improved case management of animal amenity complaints.

Additionally an animal collections officer is responsible for the day to day collection of dogs and cats across the 1247km squared municipality.

By implementing this system it allows for:• Efficient and effective service levels• Continuity of service between 7.00am to 7.00pm• Opportunity to develop relationships with stakeholders• Accountability and streamlined processes.

With limited resources these measures provide the most efficient and effective service that the unit can deliver.

All officers individually meet with Team Leaders on a weekly basis and fortnightly as a team where work performance and work loads are discussed and monitored. Annually in September performance appraisals are conducted where training schedules and K P I's are set for the following 12 months. A review of the previous 12 months is conducted with a benchmark being established towards improving better work practices.

Completed

<pp> 145L2 - Attend seminars and briefings related to current issues/emerging trends in animal management

All Animal Management Officers are required to have qualifications in Certificate IV Animal Control and Compliance, Certificate IV in Government (Statutory Compliance) or possess higher-level qualifications to be employed with the City of Greater Geelong. Each Officer completes training in

Completed

animal handling, and prosecutions including the collection of evidence for possible court proceedings.

Members of the Animal Team attended the following training in the past twelve months:• Livestock handling and management• Domestic animal handling and management• Occupation Health and Safety• Workplace training and assessment• Identify and respond to animal behaviour• Dealing with investigations.• Witness investigations around taking statements.

Additionally staff attended seminars and training sessions including those operated by the Bureau of Animal Welfare, City of Greater Geelong, service providers and in-house training as required.

L3 - Conduct web based and literary searches of current issues/trends in animal management and incorporate findings into practice

The City's website provides information to residents on current issues and trends regarding domestic animal management. The City continues to use the website as a means of promoting and obtaining relevant material on animal management.

The website is reviewed and updated regularly throughout the year.

Likewise the City continues to conduct research into best practice methodologies and incorporates findings into service delivery as required.

Completed

L4 - Conduct an Annual Review of this Plan

During the period of the first DAM Plan, the Department of Primary Industries further extended the expiry date from June 2011 to December 2012 so as to align the Plan with Councillors four year terms. Following feedback from the majority of Victorian Councils that this timeline was going to be difficult to achieve due to the Council elections and the "caretaker" period, the Department of Primary Industries further extended the completion date for the 2013 - 2017 DAM Plan to 30 June 2013.

During the final year of the 2008 - 2012 program, a consultation and review of the Domestic Animal Management Plan has been undertaken and the development of the Domestic Animal Management Plan 2013 - 2017 has been completed.

Completed

L5 - Develop a communication strategy for education programs on various

aspects of responsible pet ownership

A new marketing and communication strategy was developed and implemented in June 2011. Further communication and education will be undertaken throughout the life of the 2013 - 2017 plan.

Completed

L6 - Evaluate methods of distributing information to the community to ensure the target audience is well informed and that access is user friendly and readily available

The Department of Primary Industries and the City annually produce a variety of material on Responsible Pet Ownership and other brochures of educational benefit. This material is distributed on request to Council customer service centres, animal welfare, pet stores, dog clubs, schools, veterinarians, community user groups and pet owners.

A system has been developed to record where the brochures are being distributed to, and why they are required. This system tracks brochure supplies and when reordering is required.

The City's website is always available for community to source information on domestic animal management.

During 2011 - 2012 the City worked with the pound contractors to improve web content with ways to promote the adoption or rehousing of animals from the pound.

The City has identified the opportunity to introduce "Tag Time E-News", a quarterly email newsletter to interested community members and pet owners. This newsletter will have the ability to report on current pet issues as well as being a key method for educating the community on specific issues that are impacting on residents e.g. dog waste. The first edition was released in August 2012.

As a part of the 2013 - 2017 plan a mobile "App" will be considered to ensure that the dog control orders in any given area are easily identifiable and understood.

Completed

<pp> 146

Annual Financial ReportFor the year ended 30 June 2013

<pp> 147

Table of Contents

Note Page

FINANCIAL REPORT

Understanding the Financial Report and Financial Statements 148

FINANCIAL STATEMENTS

Comprehensive Income Statement 150

Balance Sheet 151

Statement of Changes in Equity 152

Cash Flow Statement 153

NOTES TO FINANCIAL STATEMENTS

Introduction 154

Significant Accounting Policies 1 154

Rates and Charges 2 158

Fees and Charges 3 158

Grants 4 159

Capital Income 5 160

Employee Benefits 6 160

Materials and Services 7 160

Provisions Expense 8 160

Bad and Doubtful Debts 9 161

Depreciation and other Write Downs 10 161

Gain/(Loss) on Disposal of Assets 11 161

Previously Unrecognised Assets 12 161

Investments in Associates 13 162

Contributions - Non Monetary Assets 14 163

Cash and Cash Equivalents 15 163

Trade and Other Receivables 16 164

Financial Assets 17 164

Other Assets 18 165

Inventories 19 165

Property, Infrastructure, Plant and Equipment 20 165

Trade and Other Payables 21 172

Refundable Deposits 22 172

Employee Benefits 23 172

Interest Bearing Loans and Borrowings 24 173

Landfill Provision 25 174

Other Liabilities 26 174

Reserves 27 175

Reconciliation of Cash Flows

from Operating Activities to Surplus (Deficit) 28 177

Reconciliation of Cash and Cash Equivalents 29 177

Financing Arrangements 30 177

Superannuation 31 178

Commitments 32 180

Operating Leases 33 181

Contingent Liabilities and Contingent Assets 34 181

Financial Instruments 35 182

Events Occurring after Balance Date 36 187

Related Party Transactions 37 187

Revenue, Expenses and Assets by Functions/Activities 38 189

Financial Ratios (Performance Indicators) 39 190

Capital Expenditure 40 191

Pending Accounting Standards 41 192

Auditors Remuneration 42 193

Council Certification of the Financial Report 194

STANDARD STATEMENTS

Basis of Preparation of Standard Statements 195

Standard Income Statement 196

Standard Balance Sheet 198

Standard Cash Flow Statement 200

Standard Statement of Capital Works 202

Council Certification of the Standard Statements 204

Independent Auditor's Report 205<pp> 148

Understanding the Financial Report and Financial Statements

Council's Financial Report, Standard Statements and Performance Statement are prepared in accordance with the Australian Accounting Standards, the Local Government Act 1989 and the Auditor General's model accounts.

The Financial Report, Standard Statements and Performance Statement are audited by the Auditor General Victoria's agent and are approved in principle by Council's Audit Advisory Committee and by Council. The reports are then forwarded to the Auditor General's Office for finalisation and provision of independent opinions for the Financial Report and Standard Statements combined and also for the Performance Statement.

Standard Statements

The Standard Statements compare the actual result for the financial year to the Annual Budget as originally adopted and provide explanations for any major variances.

There are four Standard Statements which are prepared using the same accounting basis as the Financial Statements.

Standard Income Statement

This statement highlights the recurrent surplus which excludes distortions of capital income and asset recognition and provides a result that reflects how Council uses rates and regular income to meet recurrent expenditure.

Standard Balance Sheet

This statement also mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Cash Flow Statement

This statement mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Statement of Capital Works

This statement provides detail of capital expenditure by asset type and distinguishes renewal, upgrade and new capital expenditure.

Financial Statements

The financial statements consist of four financial reports, explanatory notes supporting the reports and endorsement from the Council and the Victorian Auditor General.

The four financial reports are:• Comprehensive Income Statement• Balance Sheet• Statement of Changes in Equity• Cash Flow Statement.

The explanatory notes detail Council's accounting policies and the make up of the values contained in the statements.

Comprehensive Income Statement

The Comprehensive Income Statement measures Council's performance over the year.

It lists the sources of Council's revenue under various income headings and the expenses incurred in running Council during the year. The expenses relate only to the "Operations" and do not include the cost associated with the purchase or the building of assets. Expenses do include an item for depreciation which is the value of the assets used up during the year.

Balance Sheet

The Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June 2013.

The bottom line of the Balance Sheet is Net Assets which is the net worth of Council which has been built up over many years.

The assets and liabilities are separated into Current and Non-Current. Current refers to assets or liabilities that will fall due within the next 12 months (except Long Service Leave refer note 1(j) within the Notes to the Financial Report).

Statement of Changes in Equity

The Statement of Changes in Equity summarises the change in value of Total Ratepayers Equity. The value of equity can only change as a result of:• the profit or loss from operations described as surplus or deficit in the Income Statement• the use of monies from Council's Reserves• a change in the value of non-current assets resulting from a revaluation of these assets.<pp> 149

Cash Flow Statement

The Cash Flow Statement summarises Council's cash payments and receipts for the financial year and the level of cash at the end of the financial year.

Cash in this statement refers to Bank Deposits and investments capable of being quickly converted to cash.

Council's cash arises from, and is used in, three main areas:• Cash Flows from Operating Activities - summarises all income and expenses relating to Council operations, including service delivery and maintenance.• Cash Flows from Investing Activities - relates to capital works payments recorded as assets in the Balance Sheet as well as receipts for the sale of assets.• Cash Flows from Financing Activities - represents repayments of and receipts from loans.

Notes To The Accounts

The Notes to the Accounts are an informative section of the report and enable the reader to understand the basis on which the values shown in the accounts are established. The notes also advise if there has been any change to the Accounting Standards, Policy or Legislation that has impacted on the preparation of the statements.

Within the four Financial Statements, there is a "Note" column to indicate which Note the reader can refer to for additional information. This is particularly useful where there has been a significant change from the previous year's comparative figure.

Statements by the Principal Accounting Officer, CEO and Councillors

The Financial Statements, Standard Statements and the Performance Statement require certification under the Local Government Act 1989. The certifications are made by a combination of the Principal Accounting Officer, the Chief Executive Officer and two Councillors, on behalf of the Council, as a written undertaking to the Statements being correct and not misleading.

Auditor General's Report

This document provides a written undertaking of the accuracy, fairness and completeness of the accounts.

The audit report from the Auditor General provides an independent view of the statements and advises the reader if there are any issues of concern.<pp> 150

Comprehensive Income StatementFor the Year Ended 30 June 2013

Note 2013$'000

2012$'000

REVENUE

Rates and Charges 2 160,871 151,129

Fees and Charges 3 59,736 59,683

Grants - Operating 4 44,070 47,052

Capital Income 5 19,725 18,006

Interest Income 2,470 3,458

Net gain(loss) on Disposal of Property, Infrastructure, Plant and Equipment

11 1,292 812

Investments in Associates 13 198 518

Contributions - Non Monetary Assets 14 36,292 20,480

Previously Unrecognised Assets 12 1,304 1,849

TOTAL REVENUE 325,958 302,987

EXPENSES

Employee Benefits 6 107,414

125,314

Materials and Services 7 86,969 87,800

Administration 6,719 6,393

Professional Services 5,415 5,511

Utilities 8,303 7,223

Provision for Landfill 8 1,171 1,140

Bad and Doubtful Debts 9 417 644

Depreciation and other Write Downs 10 48,623 47,240

Financing Costs 1,742 2,040

TOTAL EXPENSES 266,773

283,305

SURPLUS/(DEFICIT) 59,185 19,682

OTHER COMPREHENSIVE INCOME

Net Asset revaluation increment (decrement) reversals 27(a)

93,099 63,719

COMPREHENSIVE RESULT 152,284 83,401

The above comprehensive income statement should be read in conjunction with the accompanying notes.<pp> 151

Balance SheetAs at 30 June 2013

Note 2013$'000

2012$'000

ASSETSCurrent Assets

Cash and Cash Equivalents 15 6,900 2,824

Trade and Other Receivables 16 13,443 8,880

Financial Assets 17 64,497 71,374

Other Assets 18 76 177

Inventories 19 839 851

TOTAL CURRENT ASSETS 85,755 84,106

Non-Current Assets

Trade and Other Receivables 16 1,995 1,815

Investments in Associates 13 9,282 9,084

Property, Infrastructure, Plant and Equipment 20 1,858,655 1,720,080

TOTAL NON-CURRENT ASSETS 1,869,932 1,730,979

TOTAL ASSETS 1,955,687 1,815,085

LIABILITIES

Current Liabilities

Trade and Other Payables 21 17,660 16,267

Refundable Deposits 22 4,011 2,296

Employee Benefits 23 23,599 21,082

Interest Bearing Loans and Borrowings 24 7,663 6,298

Unfunded Superannuation 31 - 5,300

TOTAL CURRENT LIABILITIES 52,933 51,243

Non-Current Liabilities

Employee Benefits 23 2,773 3,421

Interest Bearing Loans and Borrowings 24 24,859 20,439

Landfill Provision 25 18,296 17,125

Other Liabilities 26 651 794

Unfunded Superannuation 31 - 18,171

TOTAL NON-CURRENT LIABILITIES 46,579 59,950

TOTAL LIABILITIES 99,512 111,193

NET ASSETS 1,856,175 1,703,891

Equity

Accumulated Surplus 996,529 926,873

Reserves 27 859,646 777,018

TOTAL EQUITY 1,856,175 1,703,891

The above balance sheet should be read in conjunction with the accompanying notes.<pp> 152

Statement of Chances in EquityFor the Year Ended 30 June 2013

2013 Note Total 2013 $'000

Accumulated Surplus 2013

Asset Revaluation

Other Reserves

$'000Reserve 2013 $'000 2013 $'000

Balance at beginning of the financial year

1,703,891 926,873 714,640 62,378

Surplus (Deficit) for the year 59,185 59,185 - -

Asset Revaluation 27(a) 93,099 - 93,099 -

Transfers to other reserves

27(b) - (52,494) - 52,494

Transfers from other reserves

27(b) - 62,965 - (62,965)

BALANCE AT END OF THE FINANCIAL YEAR

1,856,175 996,529 807,739 51,907

2012 NoteTotal 2012 '000

Accumulated Surplus 2012 $'000

Asset Revaluation Reserve 2012 $'000

Other Reserves 2012 $'000

Balance at beginning of the financial year

1,620,490 928,795 650,921 40,774

Surplus (Deficit) for the year

19,682 19,682 - -

Asset Revaluation 27(a) 63,719 - 63,719 -

Transfers to other reserves

27(b) - (63,418) - 63,418

Transfers from other reserves

27(b) - 41,814 - (41,814)

BALANCE AT END OF THE FINANCIAL YEAR

1,703,891 926,873 714,640 62,378

The above statement of changes in equity should be read with the accompanying notes.<pp> 153

Statement of Cash FlowsFor the Year Ended 30 June 2013

Note2013 Inflows/(Outflows) $'000

2012 Inflows/(Outflows) $'000

CASH FLOWS FROM OPERATING ACTIVITIES

Rates 161,930 151,911

User charges and fines (inclusive of GST) 58,693 66,663

Grants (inclusive of GST) 44,062 48,023

Interest 2,470 3,457

Net GST refund/payment 9,575 9,051

Payments to suppliers (inclusive of GST) (115,643) (118,305)

Payments to employees (including redundancies)

(130,219) (101,918)

NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES

28 30,868 58,882

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for Property, Infrastructure, Plant and Equipment

(60,016) (65,269)

Proceeds from sale of Property, Infrastructure, Plant and Equipment

3,076 2,494

Capital Income 19,187 18,621

NET CASH PROVIDED BY (USED IN) INVESTING ACTIVITIES

(37,753) (44,154)

CASH FLOWS FROM FINANCING ACTIVITIES

Finance costs (1,701) (2,061)

Proceeds from interest bearing loans 10,848 -

Repayment of interest bearing loans (5,063) (4,772)

NET CASH PROVIDED BY (USED IN) FINANCING ACTIVITIES

4,084 (6,833)

Net increase (decrease) in cash and cash equivalents

(2,801) 7,895

Cash and cash equivalents at the beginning of the financial year

74,198 66,303

CASH AND CASH EQUIVALENTS AT THE END OF THE FINANCIAL YEAR

29 71,397 74,198

Financing Arrangements 30Restrictions on Cash Assets 17

The above statement of cash flows should be read with the accompanying notes.<pp> 154

Notes To The Financial ReportFor the Year Ended 30 June 2013

Introduction

(a) The City of Greater Geelong was established under the City of Greater Geelong Act 1993 on 18 May 1993, and is a body corporate. The Council's main office is located at 30 Gheringhap Street, Geelong.

(b) The purpose of the Council is to:• provide for the peace, order and good government of its municipal district;• to promote the social, economic and environmental viability and sustainability of the municipal district;• to ensure that resources are used efficiently and effectively and services are provided in accordance with the Best Value Principles to best meet the needs of the local community;• to improve the overall quality of life of people in the local community;• to promote appropriate business and employment opportunities;• to ensure that services and facilities provided by the Council are accessible and equitable;• to ensure the equitable imposition of rates and charges; and• to ensure transparency and accountability in Council decision making.

This financial report is a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Finance and Reporting) Regulations 2004.

Note 1. Significant accounting policies

(a) Basis of accounting

This financial report has been prepared on the accrual and going concern basis.

This financial report has been prepared under the historical cost convention, except land, buildings and infrastructure which are revalued to fair value in accordance with Council policy. Details of asset valuations are set out in the relevant notes. Investments in Associates is accounted for using the equity method.

In the application of the Australian Accounting Standards ("A A S") management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. These estimates and associated assumptions are based on historical experience and

various other factors that are believed to be reasonable under the circumstance, the results of which form the basis for making the judgements. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision, and future periods if the revision affects both the current and future periods.

Judgements made by management in the application of A A S that have significant effects on the financial statements and estimates with a risk of material adjustments in the next year are disclosed throughout the notes in the financial statements.Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.

The financial statements are presented in Australian Dollars which is the Council's functional currency.

Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.

All entities controlled by Council that have material assets or liabilities, such as Special Committees of Management, have been included in this financial report. All transactions between these entities and the Council have been eliminated in full.

(b) Revenue Recognition

Rates and grants

Rates and grants are recognised as revenues when the Council obtains control over the assets comprising these receipts.

Control over assets acquired from rates is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates.

Uncollected rates are recognised as receivables after provision for amounts considered to be at risk.

Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer.

Income is recognised when the Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the

contribution will flow to the Council and the amount of the contribution can be measured reliably.

Where grants recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant or contribution is disclosed in Note 4. The note also discloses the amount of unused grant from prior years that was expended on Council's operations during the current year.

A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at balance date.<pp> 155

Fees and Charges

User fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs.

A provision for doubtful debts is recognised when collection in full is no longer probable.

Sale of Property, Plant and Equipment

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Rental

Rents are recognised as revenue when the payment is due or the payment is received, whichever first occurs. Rental payments received in advance are recognised as a prepayment until they are due.

Interest Income

Interest is recognised progressively as it is earned.

(c) Depreciation and amortisation of non-current assets

All non current assets having limited useful lives are systematically depreciated over their useful lives to the Council in a manner which reflects consumption of the service

potential in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.

Where infrastructure assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.

Road earthworks are not depreciated because they have an indefinite useful life.

Depreciation is provided on a straight line basis using a range of rates which are reviewed annually.

Major depreciation periods used are listed below and are consistent with the prior year:

Period

Buildings 20 - 100 years

Plant and Equipment

Heavy Plant and Equipment, Commercial Vehicles 10 years

Furniture and Fittings 10 years

Personal Computers 3 years

Computer Equipment 4 - 5 years

Software 4 years

Light Motor Vehicles 6.67 years

Infrastructure

Spray Seal 12 years

Asphalt Seal 25 years

Pavement 80 years

Drainage 100 years

Kerbs and Channel 60 years

Footpaths and Bike paths 50 years

Recreation 7 - 80 years

(d) Repairs and maintenance

Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

(e) Borrowing costs

Borrowing costs are recognised as an expense in the period in which they are incurred.

Borrowing costs include interest on bank overdrafts, interest on borrowings, and finance lease charges.

(f) Recognition and measurement of assets

Acquisition

The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition.

Non-monetary assets received in the form of grants or donations or gifted assets are recognised as assets and revenues at their fair value at the date of receipt.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.

Fair value is the amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length transaction. Where there is no market, depreciated replacement value approximates fair value.

In accordance with Council's Asset Accounting Policy, the threshold applied when recognising assets within an applicable asset class is $1,000 which is consistent with the prior year.

Revaluation

Subsequent to the initial recognition of assets, non-current physical assets, other than Plant and Equipment, Recreation and Infrastructure Other, are measured at their fair value, being the amount for which the assets could be exchanged between knowledgeable willing parties in an arm's length transaction. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date the class of asset was revalued.

Council has a revaluation timetable for all assets held at fair value. The valuation is performed either by experienced Council officers or independent experts.

<pp> 156

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

Land and Buildings were revalued as at 1 January 2012 and Kerb and Channel, Footpaths and Bike paths were revalued as at 1 April 2011. Drainage assets were revalued as at 1 April 2012. Assessments showed no material difference between actual value and carrying value as at 30 June 2013.

Road Pavement and Road Seals and Roads Other were revalued as at 1 April 2013. This resulted in an increase of $93.1M to the revaluation reserve. Road Pavement increased $52.3M, Road Seal by $26.7M and Roads Other by $14.1M.

Asset Revaluation Cycles

Roads Seal 5 yearsRoad Pavement 5 yearsKerb and Channel 5 yearsFootpaths and Bike paths 5 yearsRoads Other 5 yearsLand and Buildings 2 yearsDrainage 6 years

Leasehold improvements

Leasehold improvements are recognised at cost and are amortised over the unexpired period of the lease or the estimated useful life of the improvement, whichever is the shorter.

Land under roads

Council does not recognise the value of land under roads it controlled prior to 1 July 2008. Land under roads acquired after 30 June 2008 is brought to account using the fair value basis.

(g) Cash and cash equivalents

For the purposes of the statement of cash flow, cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts.

For purposes of the balance sheet, term deposits and bills are classified as financial assets and bank overdrafts are classified as interest bearing loans and borrowings.

(h) Financial Assets

For purposes of the balance sheet, term deposits and bills are classified as financial assets as they have a maturity > 3 months.

Bank Deposits and Term Deposits are measured at fair value. Interest revenues are recognised as they accrue. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.

(i) Accounting for investments in associates

Council's investment in associates is accounted for by the equity method as the Council has the ability to influence rather than control the operations of the entities. The investment is initially recorded at the cost of acquisition and adjusted thereafter for post-acquisition changes in the Council's share of the net assets of the entities. The Council's share of the financial result of the entities is recognised in the income statement.

The Council has an interest in the Geelong Regional Library Corporation, the Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef). They are recorded as non current investments with Council's share of net assets being recognised.

(j) Employee benefits

Wages and salaries

Liabilities for wages and salaries and rostered days off are recognised and measured as the amount unpaid at balance date and include appropriate oncosts such as workers compensation and payroll costs.

Annual leave

Annual leave entitlements are accrued on a pro rata basis in respect of services provided by employees up to balance date. Annual Leave expected to be paid within

12 months is measured at nominal value based on the amount, including appropriate oncosts, expected to be paid when settled. Annual leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

Long service leave

Long service leave entitlements payable are assessed at balance date having regard to expected employee remuneration rates on settlement, employment related oncosts and other factors including accumulated years of employment, on settlement, and experience of employee departure per year of service. Long service leave expected to be paid within 12 months is measured at nominal value based on the amount expected to be paid when settled. Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.<pp> 157

Classification of employee benefits

An employee benefit liability is classified as a current liability if the Council does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the period. This would include all annual leave and unconditional long service leave entitlements.

Superannuation

The superannuation expense for the reporting year is the amount of the statutory contribution the Council makes to the superannuation plan which provides benefits to its employees together with any movements (favourable/unfavourable) in the position of any defined benefits schemes. Details of these arrangements are recorded in Note 31.

(k) Leases

Operating leases

Lease payments for operating leases are required by the accounting standard to be recognised on a straight line basis, rather than expected in the years in which they are incurred.

(l) Refundable Deposits

Amounts received as tender deposits, sundry deposits, street crossing deposits, hall bonds, and other amounts controlled by Council which have to be paid back, are included in the amount disclosed as Refundable Deposits within current liabilities until they are returned or forfeited.

(m) Allocation between current and non-current

In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next twelve months, being the Council's operational cycle, or if the Council does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date.

(n) Web site costs

Costs in relation to websites are charged as an expense in the period in which they are incurred.

(o) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST.

Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(p) Impairment of assets

At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the asset's carrying value. Any excess of the asset's carrying value over its recoverable amount is expensed to the income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the

revaluation surplus in respect of the same class of asset to the extent that the impairment does not exceed the amount in the revaluation surplus for that same class of asset.

(q) Rounding

Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars.

(r) Non-current assets held for sale

A non-current asset held for sale is measured at the lower of its carrying amount and fair value less costs to sell.

(s) Financial Guarantees

Financial guarantee contracts are recognised as a liability at the time the guarantee is issued. The liability is initially measured at fair value, and if there is a material increase in the likelihood that the guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognised less cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to factors including the probability of default by the guaranteed party and the likely loss to Council in the event of default.

(t) Provisions

Provisions are recognised when the Council has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured.

(u) Trade and other receivables and inventories

Trade and other receivables

Receivables are carried at amortised cost using the effective interest rate method. A provision for doubtful debts is recognised when there is objective evidence that an impairment has occurred.

Inventories

Inventories held for distribution are measured at cost adjusted when applicable for any loss of service potential. Other inventories are measured at the lower of cost and net realisable value.<pp> 158

Note 2. Rates and Charges

Council uses Capital Improved Values as the basis of valuation of all properties within the municipal district.

The Capital Improved Value of a property is the total market value of the land plus buildings and other improvements.

The valuation base used to calculate general rates for 2012 - 2013 was $43,130M (2011 - 2012 $39,020M).

2013 $'000 2012 $'000

Residential 88,187 82,14 2

Commercial 18,151 16,883

Industrial 8,19 9 7,773

Petroleum Production Land 2,846 2,835

Aluminium Production Land 849 850

Automobile Manufacture Land 534 510

Vacant Land 5,886 5,564

Farm/Rural 3,624 4,015

Cultural and Recreation 191 192

Mixed Use 464 433

Late Licence Premises 763 695

Garbage Charge 21,842 20,423

Municipal Charge 9,335 8,814

160,871 151,129

A new general revaluation was conducted as at 1 January 2012, and the valuation was applied in the rating year commencing 1 July 2012.

Note 3. Fees and Charges

2013 $'000 2012 $'000

Recreation 15,365 15,032

Commercial Waste Collection and Waste Disposal 6,700 9,544

Local Laws and Traffic 6,546 5,313

Emergency Management 126 102

Subdivisions and Development 4,532 4,428

Car Parking 7,8 3 4 7,479

Family and Children's Services 4,010 3,700

Rental and Leasing 3,564 3,502

Aged Services 2,709 2,834

Road Works 1,711 1,547

National Wool Museum 694 648

Risk Management 94 163

Parks 588 452

Revenue and Valuations 535 739

Central Geelong City Management 694 630

Environment 1,337 1,217

Other 456 350

Waterfront 321 299

Marketing/Major Events 151 208

Historical Records 85 82

Arts and Culture 215 192

Planning 1,469 1,222

59,736 59,683<pp> 159

Note 4. Grants

Grants were received in respect of the following :

2013 $'000 2012 $'000

COMMONWEALTH GOVERNMENT

Grants Commission 18,532 24,202

Family and Children 4,246 4,049

Roads to Recovery 1,550 1,750


Government Funded Traineeships 111 109

Planning Strategy 425 -

Recreation and Open Space 1,820 966

Infrastructure Management - 105

Fleet 193 162

Library Heritage Centre - 1,500

Leisure Services - 227

Corporate Strategy 427 -

28,795 34,508

STATE GOVERNMENT


Family and Children 3,16 2 2,877

Community Development 585 858

Economic Development 180 540

Infrastructure Management 500 1,698

School Crossing 530 509

Open Space Planning and Development 7,363 1,175

Youth 361 345

Environment and Planning 2,752 1,74 9

Urban Design 10 -

Roads 407 347

Armstrong Creek - 70

Emergency Response - Flood/Fire 196 159

Recreation Sport and Leisure 73 105

Healthy Communities 1,504 686

Arts and Culture 26 -

Health Services 70 74

Central Geelong/Waterfront 47 1,19 4

Parking and Traffic Management 41 49

Other 156 50

TOTAL 28,843 22,382

TOTAL GRANTS 57,638 56,890

Recurrent 44,070 47,052

Non recurrent/Capital (Note 5) 13,568 9,838

TOTAL 57,638 56,890

Conditions on Grants

2013 $'000 2012 $'000

Grants received during the year that were obtained on condition that they be expended in a specified manner but had not occurred at balance date:

Recreation Sport and Leisure 167 100

Economic Development - 120

167 220

Grants which were received in prior years and were expended during the current year in the manner specified by the grantor were:

Recreation Sport and Leisure 100 -

Economic Development 120 290

220 290

Net increase (decrease) in restricted assets resulting from grant revenues for the year.

(53) (70)

<pp> 160

Note 5. Capital Income

2013 $'000 2012 $'000

Grants (Note 4) 13,568 9,838

Developer Cash Contributions 3,994 2 ,417

Contributions to Council Assets 2,12 6 3,720

Special Rates 37 2,031

19,725 18,006

* In accordance with legislation, developers contributions must be expended for particular purposes so Council has transferred them to a Reserve until expended.

Note 6. Employee Benefits

2013 $'000 2012 $'000

Wages and Salaries 87,999 81,992

Long Service Leave 2,765 2,631

Annual Leave 7,567 7,174

Superannuation 7,060 31,260

Workcover 1,959 1,958

Redundancy 64 299

107,414 125,314

Note 7. Materials and Services

2013 $'000 2012 $'000

Contractors 31,805 31,189

Levies 11,245 13,670

Materials 7,073 6,924

Plant/Equipment/Vehicle Costs 6,038 6,161

Supplementary Labour 4,733 5,432

Maintenance - Buildings and Emergency 3,605 3,707

Contributions - Recurrent 5,020 5,054

Other 17,450 15,663

86,969 87,800

Note 8. Provisions Expense

An estimate of the costs to rehabilitate the Corio Landfill site, which was closed December 2011, has been included in the accounts.

2013 $'000 2012 $'000

Landfill Provision - Finance Charge 1,171 1,140

1,171 1,140

<pp> 161

Note 9. Bad and Doubtful Debts

2013 $'000 2012 $'000

Infringement Debtors 288 502

Sundry Debtors 129 142

417 644

Note 10. Depreciation and Other Write Downs

2013 $'000 2012 $'000

Buildings 7,529 7,063

Plant and Equipment 5,905 5,538

Infrastructure 30,721 28,785

44,155 41,38 6

Book Value of Assets Replaced - Infrastructure 4,468 5,854

4,468 5,854

Total 48,623 47,240

Note 11. Gain/(loss) on Disposal of Assets

2013 $'000 2012 $'000

Proceeds from Sale of Land and Buildings 2,437 1,038

Less : Book Value of Assets Sold or transferred for nil consideration

1,221 541

1,216 498

Proceeds from Sale of Plant 639 1,456

Less : Book Value of Assets Sold 563 1,14 2

76 314

NET GAIN (LOSS) ON DISPOSAL 1,292 812

Note 12. Previously Unrecognised Assets

2013 $'000 2012 $'000

In 2012 - 2013 Council recognised $1.3M of drainage assets.

1,304 -

In 2011 - 2012 Council recognised $1.8M of drainage assets.

- 1,849

1,304 1,849<pp> 162

Note 13. Investments in Associates

Investments in associates accounted for using the equity method are:

2013 $'000 2012 $'000

- Geelong Regional Library Corporation 8,025 7,768

- RFK Pty Ltd - -

- Regional Kitchen Pty Ltd 1,257 1,316

9,282 9,084

i) Equity in Geelong Regional Library Corporation

Principle activity is to provide Library Services to member municipalities. Council holds 82.34% (2012 83.40%) of equity in the corporation. Council has four directors on the Board of seven. Council has the ability to influence the Library rather than control its operations. Incorporated in Australia.

COUNCIL'S SHARE OF ACCUMULATED SURPLUS

Council's share of accumulated surplus as at beginning of financial year

4,433 3,869

Share of operating surplus (loss) 257 564

Council's share of accumulated surplus at end of financial year

4,690 4,433

MOVEMENT OF CARRYING VALUE OF INVESTMENT

Carrying value of investment at start of year 7,768 7,204

Share of operating surplus for year 257 564

Carrying value of investment at end of year 8,025 7,76 8

i i) Equity in RFK Pty Ltd

Trading as Community Chef, City of Greater Geelong shareholding is 10.83% (2012 9.21%) of ordinary shares. Incorporated in Australia.



- -

Share of operating surplus (loss) - -


- -


Carrying value of investment at start of year - -

Share of operating surplus for year - -

Carrying value of investment at end of year - -

Loss to be recognised is $0.993M in 2013 (2012 $0.756M). Total loss is $2.359M (2012 $1.366M) which is required to be recognised prior to any share in future profits being recognised by the Council.<pp> 163

i i i) Equity in Regional Kitchen Pty Ltd

City of Greater Geelong Shareholding is 7.30% (2012 7.55%) of ordinary shares. Incorporated in Australia.

2013 $'000 2012 $'000

COUNCIL'S SHARE OF EQUITY CONTRIBUTION

Council's share of equity contribution at beginning of financial year

200 200

Council's share of equity contribution made during the year

- -

Council's share of equity contribution at end of financial year

200 200



1,116 1,162

Share of operating surplus (loss) (59) (46)


1,057 1,116


Carrying value of investment at start of year 1,316 1,362

Share of operating surplus for year (59) (46)

Share of equity contribution for year - -

Carrying value of investment at end of year 1,257 1,316

Note 14. Contributions - Non Monetary Assets

Infrastructure assets such as roads, drainage and footpaths created by developers become part of the Council's assets when titles are issued to the Developer for individual lots. These assets have been received in kind and do not reflect a cash outlay by Council. Council also received land from developers as part of their required 5% or 10% contribution of Public Open Space.

2013 $'000 2012 $'000

Infrastructure 30,812 17,018

Land 5,480 3,462

36,292 20,480

Note 15. Cash and Cash Equivalents

2013 $'000 2012 $'000

Cash on hand 116 102

Cash at bank 6,784 2,722

6,900 2,824

Users of the financial report should refer to Note 32 for details of existing Council commitments.<pp> 164

Note 16. Trade and Other Receivables

2013 $'000 2012 $'000

CURRENT

Rates Receivables 1,537 2,041

Less Provision for Doubtful Debts (392) (372)

Other Debtors 16,69 6 11,477

Less Provision for Doubtful Debts (4,398) (4,266)

13,443 8,880

NON-CURRENT

Deferred Debtors 1,897 1,717

Community Chef Refundable Deposit 98 98

1,995 1,815

TOTAL 15,438 10,695

Note 17. Financial Assets

2013 $'000 2012 $'000

CURRENT

Investments at amortised cost (Note 1h) 64,497 71,374

Represented by

• Term Deposits 64,497 71,374

64,497 71,374

Council's investments are held at various financial institutions, and represented by:

Unrestricted 44,510 54,384

Subject to external and internal restrictions 19,987 16,990

64,497 71,374

Council has financial assets that are subject to restrictions. Restrictionshave been imposed by external and internal requirements on the following:

Long Service Leave 15,809 14,474

Refundable Deposits 4,011 2,296

Unexpended Grants 167 220

19,987 16,990

Council has maintained a cash balance sufficient to cover its calculated cash LSL balance. Council has Statutory Reserves in 2013 of $0.2M (2012 $0.2M) which are commitments that Council will include in its future budgets and are included in the unrestricted cash amount.<pp> 165

Note 18. Other Assets

2013 $'000 2012 $'000

Prepaid Expenses 76 177

76 177

Note 19. Inventories

2013 $'000 2012 $'000

Stores and Materials at Cost 839 851

839 851

Note 20. Property, Infrastructure, Plant and Equipment

2013 $'000 2012 $'000

SUMMARY

at cost 353,768 358,935

Less accumulated depreciation 106,971 104,434

246,797 254,501

at fair value as at 1 April 2013 750,806 -

Less accumulated depreciation 316,6 03 -

434,203 -

at fair value as at 1 April 2012 364,782 353,726


257,087 249,897

at fair value as at 1 January 2012 776,965 771,339


766,011 767,2 93



154,557 155,577

at fair value as at 1 April 2009 - 495,101

Less accumulated depreciation - 237,261

- 257,840

at fair value as at 1 October 2006 - 81,811


- 34,972

TOTAL 1,858,655 1,720,080<pp> 166

2013 $'000 2012 $'000

(a) Property

Land

at cost 275 -

at fair value as at 1 January 2012 574, 252 569,594

574 , 52 7 569,594

Land Under Roads

at fair value as at 1 January 2012 5,320 3,566

5,320 3,566

Buildings

at cost 15,300 5,996

Less accumulated depreciation 197 30

15,103 5,966

at fair value as at 1 January 2012 197, 3 93 19 8 ,179


186,439 194,133

TOTAL BUILDINGS 201,542 200,099

TOTAL PROPERTY 781,389 773,259

Land and Buildings and Land Under Roads were revalued as at 1 January 2012 by Brian Robinson of WestLink Consulting A.A.P.I C.P.V. Member No. 970 using fair value. The valuation of buildings is at fair value, being market value for non

specialised buildings, and current replacement cost less accumulated depreciation at the date of valuation for specialised buildings.

(b) Plant and Equipment

Plant and Equipment

at cost 55,110 57,937


18,381 18,549

Leasehold Improvements

at cost 2,083 1,503


1,621 629

Light Vehicles

at cost 8,964 7,749


6,004 5,354

TOTAL PLANT AND EQUIPMENT 26,006 24,532<pp> 167

2013 $'000 2012 $'000

(c) Infrastructure

Road Pavement

at cost 1,418 12,7 6


1,414 12,485


Less accumulated depreciation 194,690 -

283,051 -


Less accumulated depreciation - 175 ,116

- 217,980

TOTAL ROAD PAVEMENT 284,465 230,465

Road Seal

at cost 4,972 17,912

Less accumulated depreciation 50 1,224

4,922 16,688

at fair value as at 1 April 2013 146,6 44 -


79,299 -



- 39,860

TOTAL ROAD SEAL 84,221 56,548

Roads Other

at cost 958 21,987


955 21,204



71,853 -

at fair value as at 1 October 2006 - 81,811


- 34,972

TOTAL ROADS OTHER 72,808 56,176<pp> 168

2013 $'000 2012 $'000

(c) Infrastructure (continued)

Footpaths and Bike paths

at cost 11,808 8,301


11,500 8,176



81,399 82,508

TOTAL FOOTPATHS AND BIKEPATHS 92,899 90,684

Kerb and Channel

at cost 6,235 4,162


6,104 4,109



73,158 73,069

TOTAL KERB AND CHANNEL 79,262 77,178

Drainage

at cost 12,451 1,417


12,406 1,413



257,087 249,897

TOTAL DRAINAGE 269,493 251,310

Recreation

at cost 123,148 118,967


94,277 95,390

TOTAL RECREATION 94,277 95,390<pp> 169

2013 $'000 2012 $'000

Infrastructure Other

at cost 60,930 58,429


23,719 22,708

TOTAL INFRASTRUCTURE OTHER 23,719 22,708

TOTAL INFRASTRUCTURE 1,001,144 880,459

Road Seals, Road Pavements and Roads Other assets were revalued as at 1 April 2013 by Council officers, at fair value based on depreciated replacement cost.

Drainage assets have been revalued as at 1 April 2012 by Council officers at fair value using depreciated replacement cost.

Footpaths, Bike paths and Kerb and Channel are valued at fair value as at 1 April 2011 by Council officers using depreciated replacement cost.

(d) Works in progress

Buildings

at cost 12,251 6,960

Plant and Equipment

at cost 845 681

Infrastructure

at cost 37,020 34,189

TOTAL WORKS IN PROGRESS 50,116 41,830

TOTAL PROPERTY, PLANT AND EQUIPMENT AND INFRASTRUCTURE

1,858,655 1,720,080

<pp> 170

Balance at beginning of financial year

Acquisition of assets

Depreciation (Note 10)

WDV of disposals (Note 11)

Revaluation increments (decrements) (Note 27) Transfers

Balance at end of financial year

2013 $'000 $'000 $'000 $'000 $'000 $'000 $'000

PROPERTY

Land 569,594 5,480 - (822) - 275 574,527

Land Under Roads 3,566 1,754 - - - - 5,320

Buildings 200,099 5,709 ( 7,529) (334) - 3,597 201,542

TOTAL PROPERTY 773,259 12,943 (7,529) (1,156) - 3,872 781,389

PLANT AND EQUIPMENT

Plant and Equipment 18,549 3,296 (4,528) (113 ) - 1,177 18,381

Leasehold Improvements 629 1,009 (206) (45) - 234 1,621

Light Vehicles 5,353 2,227 (1,171) (405) -- - 6,004

TOTAL PLANT AND EQUIPMENT 24,531 6,532 (5,905) (563) - 1,411 26,006

INFRASTRUCTURE

Road Pavement 230,465 9,043 (5,389) (5 01) 52,338 (1,491) 284,465

Road Seal 56,548 7,878 (5,025) (1,818) 26,655 (17) 84,221

Road Other 56,176 2,684 (2,351) ( 816 ) 14,106 3,009 72,808

Footpaths and Bike paths 90,684 6,245 (4,153) (512) - 635 92,899

Kerb and Channel 77,178 4,934 (2,975) (191) - 316 79,262

Drainage 251,310 16,169 (3,741) (557) - 6,312 269,493

Infrastructure Other 22,708 983 (1,490) - - 1,518 23,719

Recreation 95,391 2,474 (5,597) (73) - 2,082 94,277

TOTAL INFRASTRUCTURE 880,460 50,410 (30,721) (4,468) 93,099 12,364 1,001,144

WORKS IN PROGRESS

Buildings 6,960 10,296 - (65) - (4,940) 12,251

Plant and Equipment 681 676 - - - (512) 845

Infrastructure 34,189 16,875 - - - (14,044) 37,020

TOTAL WORKS IN PROGRESS 41,830 27,847 - (65) - (19,496) 50,116

TOTAL PROPERTY, INFRASTRUCTURE, PLANT AND EQUIPMENT

1,720,080 97,732 (44,155) (6,252) 93,099 (1,849) 1,858,655

<pp> 171Balance at beginning of financial year

Acquisition of assets

Depreciation (Note 10)

WDV of disposals (Note 11)

Revaluation increments (decrements) (Note 27) Transfers

Balance at end of financial year

2012 $'000 $'000 $'000 $'000 $'000 $'000 $'000

PROPERTY

Land 532,899 3,462 - (429) 33,655 7 569,594

Land Under Roads 2,513 843 - - 210 - 3,566

Buildings 177, 672 13,953 ( 7,063) (111) 2,492 13,156 200,099

TOTAL PROPERTY 713,084 18,258 ( 7,063) (540) 36,357 13,163 773,259

PLANT AND EQUIPMENT

Plant and Equipment 17, 817 4,812 (4,324) (333) - 577 18,549

Leasehold Improvements 515 210 (96) - - - 629

Light Vehicles 5,185 2,095 (1,118) (809) - - 5,353

TOTAL PLANT AND EQUIPMENT 23,517 7,117 (5,538) (1,142) - 577 24,531

INFRASTRUCTURE

Road Pavement 229,919 7,957 (5,175) (2,238) - 2 230,465

Road Seal 56,724 5,973 (4,763) (1,488) - 102 56,548

Road Other 54,909 2,052 (2,075) (141) - 1,431 56,176

Footpaths and Bike paths 89,408 4,884 (4,070) (451) - 913 90,684

Kerb and Channel 76,369 3,731 (2,917) (186) - 181 77,178

Drainage 218,813 9,167 (3,192) (1,255) 27,362 415 251,310

Infrastructure Other 22,924 563 (1,566) - - 787 22,708

Recreation 87,828 6,454 (5,027) (95) - 6,231 95,391

TOTAL INFRASTRUCTURE 836,894 40,781 (28,785) (5,854) 27,362 10,062 880,460

WORKS IN PROGRESS

Buildings 15,422 6,195 - - - (14,657) 6,960

Plant and Equipment 559 575 - - - (453) 681

Infrastructure 31,107 14,622 - - - (11,540) 34,189

TOTAL WORKS IN PROGRESS 47,088 21,392 - - - (26,650) 41,830

TOTAL PROPERTY, INFRASTRUCTURE, PLANT AND EQUIPMENT

1,620,583 87,548 (41,386) ( 7,536) 63,719 (2,848) 1,720,080

<pp> 172

Note 21. Trade and Other Payables

2013 $'000 2012 $'000

UNSECURED

Trade Creditors 15,194 13,775

Loan Interest Accrued 140 99

Prepaid Memberships for Leisure Facilities 1,354 1,407

Unearned Income 813 854

Prepaid Rates 159 132

17,6 6 0 16,267

Note 22. Refundable Deposits

2013 $'000 2012 $'000

Refundable Deposits 4,011 2,296

4,011 2,296

These deposits are maintenance bonds, landscaping bonds, relocation deposits, open space works levies, and contract deposits.

Note 23. Employee Benefits

2013 Other $'000 Annual Leave $'000

Long Service Leave $'000

Balance at beginning of the financial year 616 8,169 15,718

Additional provisions 569 8,759 3,983

Amounts used (616) (8,175 ) (2,651)

BALANCE AT THE END OF THE FINANCIAL YEAR

569 8,753 17,050

2012

Balance at beginning of the financial year 2,383 7,471 14,710

Additional provisions 616 8,185 2,949

Amounts used (2,383) ( 7,487) (1,941)

BALANCE AT THE END OF THE FINANCIAL YEAR

616 8,169 15,718

2013 $'000 2012 $'000

(i) Current

Annual leave 8,752 8,169

Long service leave 14,278 12,297

Other 569 616

23,599 21,082

Current Long Service Leave has been determined as the amount employees are entitled to at balance date. Based on past history, it is estimated that approximately $1M will be paid out in Long Service Leave in 2012 - 2013 (2012 - 2013 $1M).<pp> 173

2013 $'000 2012 $'000

(ii) Non-current

Long service leave 2,773 3,421

2,773 3,421

Aggregate carrying amount of employee benefits:

Current 23,599 21,082

Non-current 2,773 3,421

26,372 24,503

The following assumptions were adopted in measuring the present value of long service leave and retiring gratuity:

Weighted average increase in employee costs 4.50% 4.31%

Weighted average discount rates 3.79% 2.94%

Weighted average settlement period 10 10

(i) Current

All annual leave and the long service leave entitlements representing 7 or more years of continuous service

• Short-term employee benefits that fall due within 12 months after the end of the period measured at nominal value

9,785

• Other long-term employee benefits that do not fall due 13,278 11,297

within 12 months after the end of the period measured at present value

23,599 21,082

(i i) Non-current

Long service leave representing less than 7 years of continuous service measured at present value

2,773 3,421

Note 24. Interest Bearing Loans and Borrowings

2013 $'000 2012 $'000

CURRENT

Borrowings - Secured 6,633 5,268

Other Loans - Unsecured (These are non interest bearing loans)

1,030 1,030

7,663 6,298

NON-CURRENT

Borrowings - Secured 24,859 20,439

TOTAL 32,522 26,737

The maturity profile for Council's borrowings is:

Not later than one year 7,663 6,298

Later than one year and not later than five years 17,042 17,498

Later than five years 7,817 2,941

32,522 26,737

The security on the borrowings is the City of Greater Geelong Municipal Rates.

Finance leases

Council has no finance leases at balance date.<pp> 174

Note 25. Landfill Provision

2013 $'000 2012 $'000

Corio Landfill Rehabilitation ProvisionNON-CURRENT 18,296 17,125

Balance at beginning of the financial year 17,125 15,985

Finance Charge 1,171 1,140

BALANCE AT THE END OF THE FINANCIAL YEAR 18,296 17,125

Key estimates, assumptions and judgements

The Corio Landfill site ceased operation in December 2011. The provision for landfill restoration has been calculated based on the present value of the expected works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the rehabilitation and related costs. The discount rate applied on these calculations for the past two years has been 7%.

Note 26. Other Liabilities

2013 $'000 2012 $'000

Developer Contributions - Sec 173 Agreements 256 794

Carbon Tax Provision 395 -

651 794<pp> 175

Note 27. Reserves

2013 $'000 2012 $'000

Asset Revaluation Reserve 807,739 714,640

Statutory Reserves 200 200

Discretionary Reserves 51,707 62,178

859,646 777,018

Balance at beginning of reporting

Increment (decrement) $'000

Balance at end of reporting

period $'000 period $'000

(a) Asset Revaluation Reserve

2013

Land and Buildings 518,818 - 518,818

Infrastructure

Sealed and Unsealed Roads 60,655 78,993 139,648

Roads Other 15,390 14,106 29,496

Footpath and Bike paths 25,537 - 25,537

Drainage 94,240 - 94,24 0

195,822 93,099 288,921

TOTAL ASSET REVALUATION RESERVE

714,641 93,099 807,739

2012

Land and Buildings 482,461 36,357 518,818

Infrastructure

Sealed and Unsealed Roads 60,655 - 60,655

Roads Other 15,390 - 15,390

Footpath and Bike paths 25,537 - 25,537

Drainage 66,878 27,362 94,240

168,460 27,362 195,822

TOTAL ASSET REVALUATION RESERVE

650,921 63,719 714,640

The Asset Revaluation Reserve records the increase and any subsequent decrease in the value of assets held at fair value.<pp> 176

(b) Other Reserves

Statutory Reserves

Council maintains three Statutory reserves to record funds collected from developers under the Planning and Environment Act, Subdivisions Act and Local Government Act. Council identifies, as part of the budget process, capital works relevant to these reserves and records the capital expenditure as settlement of the obligations created in collecting the levies. The outstanding balance at year end is listed below. The movement to and from reserves are shown in the Statement of Changes in Equity.

Balance at 30 June 2012 $'000

Transfers to Reserves $'000

Transfers from Reserves $'000


Car Parking Reserve 200 - - 200

Public Open Space Reserve

- 1,729 1,729 -

Main Drainage Reserve - 236 236 -

TOTAL STATUTORY RESERVES

200 1,965 1,965 200

Discretionary Reserves

Council maintains a Deferred Works Reserve to record the estimated amount of Capital Expenditure that is expected to complete the capital projects that were approved in the previous year's budget, but had not been completed at year end.

Council maintains an Asset Development Reserve to record funds provided to Council for development of coastal infrastructure.

Council has an Asset Redevelopment Reserve to record funds provided to Council to reinstate decking around the Carousel as required.

The outstanding balances of the reserves are listed below. The movements to and from reserves are shown in the Statement of Changes in Equity.


Transfers to Reserves $'000

Transfers from Reserves $'000


Deferred Works Reserve 61,000 48,500 61,000 48,500

Asset Development Reserve 268 - - 268

DCP Reserve - Jetty Road Stage 1

721 1,202 - 1,923

DCP Reserve - Armstrong Creek East Precinct

115 293 - 408

DCP Reserve - Ocean Grove Growth Area

- 220 - 220

Water Quality Levy 74 314 - 388

TOTAL DISCRETIONARY RESERVES

62,178 50,529 61,000 51,707

<pp> 177

Note 28. Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit)

2013 $'000 2012 $'000

SURPLUS/(DEFICIT) 59,185 19,682

Depreciation and Infrastructure writeoff 48,623 47,24 0

(Profit)/Loss on disposal of Property, Infrastructure, Plant and Equipment

(1,292) (812)

Capital Income (19,187) (18,621)

Equity Share in Investment in Associates Surplus (198) (518)

Assets received in Kind (36,292) (20,480)

Assets previously Unrecognised (1,304) (1,849)

Finance Costs 1,742 2,040

Change in assets and liabilities:

(Increase)/Decrease in Trade and Other Receivables (4,743) 3,191

(Increase)/Decrease in Prepayments 101 27

(Increase)/Decrease in Inventories 12 (68)

Increase/(Decrease) in Trade and Other Payables 1,250 1,301

Increase/(Decrease) in Refundable Deposits 1,715 280

(Decrease)/Increase in Employee Benefits 1,870 (61)

Increase/(Decrease) in Landfill Provisions 1,171 1,140

Increase/(Decrease) in Unfunded Superannuation (23,471) 23,471

(Decrease)/Increase in Work in Progress 1,686 2,919

NET CASH PROVIDED BY/(USED IN) OPERATING ACTIVITIES

30,868 58,882

Note 29. Reconciliation of Cash and Cash Equivalents

2013 $'000 2012 $'000

Cash and cash equivalents (Note 15) 6,900 2,824

Financial Assets (Note 17) 64,497 71,374

71,397 74,19 8

Note 30. Financing Arrangements

2013 $'000 2012 $'000

Bank overdraft 5,000 5,000

Used Facilities - Overdraft (Note 24) - -

Loans - Unsecured 1,030 1,030

Loans - Secured 31,492 25,707

Used facilities - Loans (Note 24) (32,522) (26,737)

UNUSED FACILITIES 5,000 5,000

Loan Facility Details (Note 35a)<pp> 178

Note 31. Superannuation

Post-employment Benefit

Council makes employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). Obligations for making contributions are recognised as an expense in profit or loss when they are due. The Fund has two categories of membership, each of which is funded differently.

The Fund's accumulation category, Vision Super Saver, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (9% required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

Effective from 1 July 2013, the Superannuation Guarantee contribution rate will increase to 9.25%, and will progressively increase to 12% by 2019.

The Fund's Defined Benefit Plan is a multi-employer sponsored plan. As the Fund's assets and liabilities are pooled and are not allocated by employer, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided under Paragraph 32 (b) of AASB 119, Council does not use defined benefit accounting for these contributions.

Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund's Actuary. On the basis of the results of the most recent full actuarial investigation conducted by the Fund's actuary as at 31 December 2011, Council makes employer contributions to the Funds Defined Benefit category at rates determined by the Fund's Trustee. This rate is currently 9.25% of member's salaries (9.25% in 2011 - 2012).

In addition, Council reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation or retirement benefit (the funded resignation or retirement benefit is calculated as the VBI multiplied by the benefit).

Council is also required to make additional contributions to cover the contribution tax payable on the contributions referred above.

Employees are also required to make member contributions to the Fund. As such, assets accumulate in the Fund to meet member benefits, as defined in the Trust Deed.

The Local Authorities Superannuation Fund's latest 31 December 2011 actuarial investigation identified an unfunded liability of $406M excluding the contributions tax in the defined benefit fund of which we are a member. Council was made aware of the expected shortfall through the year and was informed formally of their share of the short fall on 1 August 2012. Council has not been advised of any further adjustments.

The projected value of the Council's contribution to the shortfall at 30 June 2012 (excluding contributions tax) amounts to $23.47M which was accounted for in the 2011 - 2012 Comprehensive Operating Statements with Employee Benefits (see Note 6) and in the Balance Sheet in Current Liabilities Provisions (see below). No further amount has been accounted for in the 2012 - 2013 Comprehensive Operating Statement within Employee Benefits (see Note 6) and the Balance Sheet in Current Liabilities Provisions (see below).

The fund surplus or deficit (i.e. the difference between the fund assets and liabilities) is calculated differently for funding purposes (i.e. calculating required contributions) and for the calculations of accrued benefits as required in A A S 25 to provide values needed for the AASB 119 disclosure in the Council's financial statements. A A S 25 requires that the present value of the defined benefit liability be calculated based on the benefits that have accrued in respect of membership of the plan up to the measurement date, with no allowance for future benefits that may accrue.

Council paid the shortfall in full in 2012 - 2013.

Accrued Benefits

The Fund's liability for accrued benefits was determined in the 31 December 2011 actuarial investigation pursuant to the requirements of Australian Accounting Standard Board A A S 25 follows.

31 December 2011 $'000

Net Market Value of Assets 4,315,324

Accrued Benefits (per accounting standards) 4,642,133

Difference between Assets and Accrued Benefits (326,809)

Vested Benefits (minimum sum which must be paid to members when they leave the fund)

4,838,503

The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund were:

Net Investment Return: 7.50% p.a.Salary Inflation: 4.25% p.a.Price Inflation: 75% p.a.<pp> 179

Contributions by Council to the above superannuation plans for the financial year ended 30 June 2013 are detailed below:

2013 $'000 2012 $'000

DEFINED BENEFIT PLANS

Employer contributions to Local Authorities Superannuation Fund (Vision Super)

226 1,481

Employer contributions to other institutions - -

226 1,481

Employer contributions payable to Local Authorities Superannuation Fund (Vision Super) at reporting date

- 23,471

Employer contributions payable to other institutions - -

- 23,471

ACCUMULATION FUNDS

Employer contributions to Local Authorities Superannuation Fund (Vision Super)

5,250 5,051

Employer contributions to other institutions 1,58 3 1,257

6,833 6,308

Employer contributions payable to Local Authorities Superannuation Fund

(Vision Super) at reporting date - -

Employer contributions payable to other institutions - -

- -

<pp> 180

Note 32. Commitments

The Council has entered into the following commitments due:

2013

Not later than 1 year $'000

Later than 1 year and not later than 2 years $'000

Later than 2 years and not later than 5 years $'000

Later than 5 years $'000

Total $'000

OPERATING

Turf Maintenance 464 - - - 464

Building maintenance 153 153 444 - 750

Management of Geelong Resource Recovery Centre 752 752 752 - 2,256

Drysdale Transfer Station - Hook, Trucks and Bins 186 186 - - 372

Provision of Security Services 145 145 - - 290

Cleaning contracts for Council buildings 1,336 1,336 2,672 - 5,344

Supply of Bituminous Spray Seal Works 1,347 - - - 1,347

Other 361 361 909 - 1,631

Home maintenance services 45 45 - - 90

Provision of Records Storage and Imaging Services 69 69 207 207 552

Provision of Immunisation Services 335 335 670 - 1,340

TOTAL 5,193 3,382 5,654 207 14,436

CAPITAL

Building and Other Structures 19,040 - - - 19,040

TOTAL 19,040 - - - 19,040

2012

OPERATING

Turf Maintenance 464 - - - 464

Building maintenance 215 42 42 - 299

Management of Geelong Resource Recovery Centre 752 752 752 - 2,256

Drysdale Transfer Station - Hook, Trucks and Bins 186 186 186 - 558

Gymnasium Equipment 139 139 139 - 417

Provision of Security Services 145 145 145 - 435

Cleaning contracts for Council buildings 1,102 901 901 - 2,904

Other 550 430 430 69 1,479

Home maintenance services 56 - - - 56

Provision of Immunisation Services 335 335 335 1,005

TOTAL 3,944 2,930 2,930 69 9,873

CAPITAL

Building and Other Structures 14,280 - - - 14 280

TOTAL 14,280 - - - 14,280

In addition to the above commitments Council has entered into a number of contracts for operating expenditure based on schedule of rates. The value of the contractual commitments cannot be accurately determined as they depend on the level of services provided to Council.

<pp> 181

Note 33. Operating Leases

(a) Operating Lease Commitments

At the reporting date, the Council had the following obligations under non-cancellable operating leases for the lease of equipment and land and buildings for use within Council's activities (these obligations are not recognised as liabilities):

2013 $'000 2012 $'000




15,156 16,906

(b) Operating Lease Receivables

The Council has entered into commercial property leases on its property, consisting of surplus freehold complexes. These properties held under operating leases have remaining non-cancellable leases terms of between 1 and 40 years.Future Minimum rentals received under non-cancellable operating leases are as follows:




34,778 36,048

Note 34. Contingent Liabilities and Contingent Assets

Contingent liabilities

(a) Council acknowledges a future obligation for rehabilitation, after care and future contamination liability for its two landfill sites in accordance with the requirements set out by the Environment Protection Authority. Apart from the rehabilitation of Corio landfill that has been provided for, the liability for Drysdale cannot be readily

quantified. The Capital Works and Operating budgets include ongoing works at the sites in future years.(b) The City of Greater Geelong is the guarantor for a number of community organisation loans.

Community Groups

Original Guarantee $'000

Outstanding Guarantee 30 June 2013 $'000

Outstanding Guarantee 30 June 2012 $'000

Barwon Heads Bowling Club Inc. 70 - 3

Bell Post Hill Sports and Recreation Club

130 3 23

Geelong Hockey Association 150 91 105

Geelong Football Umpires League 250 - 125

TOTAL 600 94 256

(c) All matters from previous years not listed here have been settled.(d) There are no other material contingent liabilities at the date of this report.

Contingent Assets

In the course of creating new subdivisions, developers construct infrastructure assets which are vested with Council when Council issues a Statement of Compliance. These assets are brought to account as revenue (Contributions - Non Monetary Assets) and capitalised.

At reporting date, developers had commenced construction of assets that will eventually be transferred to the Council subject to Council issuing a Statement of Compliance.Council cannot reliably measure the value of the assets involved prior to completion.

<pp> 182

Note 35. Financial Instruments

(a) Accounting Policy, terms and conditions

Recognised financial instruments Note Accounting Policy Terms and Conditions

FINANCIAL ASSETS

Cash and cash equivalents 15 Cash on hand is valued at face value. Cash on Hand is managed according to normal expenditure approval procedures.

Interest is recognised as it accrues. Funds returned fixed interest rate of between 2.75% and 3.50% (2012 3.50% and 4.75%).

Bank Bills Bills are redeemed for purchase price plus interest at maturity. Bills are held for periods between 30 to 180 days. Interest ranged between 5.00% to 5.15% (2012 4.70% to 6.25%).

Term Deposits Term deposits return fixed interest rates of between 3.95% and 6.00% (2012 5.50% and 6.50%). Term Deposits are held for a variety of periods but not longer than 12 months.

Trade and other receivables 16 Receivables are carried at nominal amounts due less any provision for doubtful debts. A provision for doubtful

General and deferred debtors are unsecured and interest free. Credit terms are usually 30 days.

debts is recognised when collection in full is no longer probable.

Collectability of overdue accounts is assessed on an ongoing basis.

FINANCIAL LIABILITIES

Bank overdraft 24 The Council's bank account is closely monitored to ensure that cash invested is maximised. The overdraft reflects unpresented cheques at balance day.

Council has a $5M overdraft facility. It is secured by a mortgage over Council's general rates and is repayable on demand. The interest rate, when the overdraft is used, is < 7% p.a.

Trade and other payables 21 Liabilities are recognised for expenses incurred to balance date and payable in the next financial year, whether invoices have been received or not.

Creditors are unsecured, not subject to interest charges and are normally settled within 30 days of invoice receipt.

Interest-bearing loans and borrowings• Secured Loans

24 Secured loans are carried at the principle amount outstanding. Loans are subject to borrowing limits imposed by the State Government under the Loan Council approval arrangements. Interest is charged as an expense as it accrues.

Loans are secured over the general rates of the Council. The interest rate for each loan is fixed for the period of the loan. Council took out a loan of $7M in May 2006, repayable over 10 years at 6.4%. Council took out a loan of $5M in June 2007, repayable over 10 years at 6.97%. Council took out a loan of $3.125M in June 2008, repayable over 10 years at 8.573%. Council took out a loan of $12.675M in June 2009, repayable over 10 years at 7.42%. Council took out a loan of $12.5M in Feb 2010, repayable over 5 years at 6.83%. Council took out a loan of $10.848M in May 2013, repayable over 10 years at 4.95%.

• Unsecured Loans 24 Unsecured loans are carried at the principle amount outstanding.

Unsecured loans comprise of two interest free loans from the Department of Planning and

Development to fund the purchase of the former Geelong Post Office and former Geelong Gaol.

All contractual financial assets are categorised as loans and receivables and all contractual financial liabilities are categorised as financial liabilities at amortised cost.<pp> 183

(b) Interest Rate Risk

The exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

This table also represents the contractual maturities for financial assets and liabilities.

Fixed interest maturing in:

2013Floating interest rate $'000

1 year or less $'000

Over 1 to 5 years $'000

More than 5 years $'000

Non-interest bearing $'000

Total $'000

FINANCIAL ASSETS

Cash and cash equivalents 6,784 - - - 116 6,900

Other financial assets - 64,497 - - - 64,497

Trade and other receivables - - - - 16,356 16,356

TOTAL FINANCIAL ASSETS 6,784 64,497 - - 16,472 87,753

Weighted average interest rate 3.17% 4.70%


Trade and other payables - - - - 15,194 15,194

Secured loans - 6,633 17,042 7,817 - 31,492

Unsecured loans - - - - 1,030 1,030

TOTAL FINANCIAL LIABILITIES - 6,633 17,042 7,817 16,224 47,716

Weighted average interest rate 5.75% 6.73% 6.52% 4.95%

NET FINANCIAL ASSETS (LIABILITIES) 6,784 57,864 (17,042) (7,817) 248 40,037

2012

FINANCIAL ASSETS

Cash and cash equivalents 2,722 - - - 102 2,824

Other financial assets - 71,374 - - - 71,374

Trade and other receivables - - - - 10,515 10,515

TOTAL FINANCIAL ASSETS 2,722 71,374 - - 10,617 84,713

Weighted average interest rate 4.32% 6.27%


Trade and other payables - - - - 13,775 13,775

Secured loans - 5,268 17,498 2,941 - 25,707

Unsecured loans - - - - 1,030 1,030

TOTAL FINANCIAL LIABILITIES - 5,268 17,498 2,941 14,805 40,512

Weighted average interest rate 7.53% 7.03% 7.13% 7.56%

NET FINANCIAL ASSETS (LIABILITIES) 2,722 66,106 (17,498 (2,941) (4,188) 44,201

<pp> 184

(c) Net Fair Values

Statutory Reserves

The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

Total carrying amount as per Balance Sheet

Aggregate net fair value

2013 $'000 2012 $'000 2013 $'000 2012 $'000

FINANCIAL ASSETS

Cash at Bank 6,784 2,722 6,784 2,722

Cash on Hand 116 102 116 102

Other Financial Assets - - - -

Trade and Other Receivables 16,356 10,515 16,356 10,515

TOTAL FINANCIAL ASSETS 23,256 13,339 23,256 13,339


Trade and Other Creditors 15,194 13,775 15,194 13,775

Secured Loans 31,492 25,707 33,966 27,898

Unsecured Loans 1,030 1,030 1,030 1,030

TOTAL FINANCIAL LIABILITIES 47,716 40,512 50,190 42,703

The carrying value for cash at bank and on hand, other debtors, deposits at call, bank bills, cash and overdraft, creditors and unsecured loans approximates the fair value because of their short term to maturity. Long term Other Debtors also approximates net fair value. The net fair value of secured loans at fixed interest rates has been measured by discounting contracted future cash flows by prevailing market interest rates.

(d) Credit Risk

The maximum exposure to credit risk at balance date in relation to each class of asset is represented by the carrying amount of these assets as indicated in the Balance Sheet.

(e) Risks and Mitigation

The risks associated with our main financial instruments and our policies for minimising these risks are detailed below.

Market Risk

Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Council's exposures to market risk are primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk exposure are discussed below.

Interest Rate Risk

Interest rate risk refers to the risk that the fair value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing financial assets and liabilities that we use. Non derivative interest bearing assets are predominantly short term liquid assets. Council's interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk.

Council's loan borrowings are sourced from major Australian banks by a tender or quoting process. Overdrafts are arranged with major Australian banks. Council manages interest rate risk on our net debt portfolio by:• ensuring access to diverse sources of funding;• reducing risks of refinancing by managing in accordance with target maturity profiles; and• setting prudential limits on interest repayments as a percentage of rate revenue.

Council manages the interest rate exposure on its net debt portfolio by appropriate budgeting strategies and obtaining approval for borrowings from the Australian Loan Council each year.

Investment of surplus funds is made with appropriate financial institutions under the Local Government Act 1989. Council manages interest rate risk by adopting an investment policy that ensures:• conformity with State and Federal regulations and standards,• adequate safety,• appropriate liquidity,• diversification by credit rating, financial institution and investment product,• monitoring of return on investment,• Maturity will be staggered to provide for interest rate variations and to minimise risk.<pp> 185

Credit Risk

Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. Council is exposed to credit risk on all financial assets included in our balance sheet. To help manage this risk:• Council has a policy for establishing our credit limits for the entities that the Council deal with;• Council may require collateral where appropriate; and• Council only invests surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.

Trade and other receivables consist of a large number of customers, spread across the consumer, business and government sectors. Council does not have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is raised.

Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when Council provides a guarantee for another party. Details of our contingent liabilities are disclosed in Note 34.

Movement in Provision for Doubtful Debts

2013 $'000

Balance at the beginning of the year 4,640

New Provisions recognised during the year 516

Amounts already provided for and written off as uncollectible (366)

BALANCE AT END OF YEAR 4,790

Ageing of Trade and Other Receivables

At balance date other debtors representing financial assets were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of the Council's Trade and Other Receivables was:

2013 $'000 2012 $'000

Current (not yet due) 4,128 2,606

Past due by up to 90 days 2,936 860

Past due between 91 and 180 days 348 64

TOTAL TRADE AND OTHER RECEIVABLES 7,412 3,530

Ageing of individually impaired Trade and Other Receivables

At balance date, other debtors representing financial assets with a nominal value of $0.3M (2012 $0.3M) were impaired. The amount of the provision raised against these debtors was $0.3M (2012 $0.3M). The individually impaired debtors relate to general and sundry debtors and have been impaired as a result of their doubtful collection. Some of the long outstanding past due amounts are on payment arrangements.

The ageing of Trade and Other Receivables that have been individually determined as impaired at reporting date was:

2013 $'000 2012 $'000

Current (not yet due) 25 -

Past due by up to 90 days 72 -



Past due by more than 1 year 119 91

TOTAL TRADE AND OTHER RECEIVABLES 334 269<pp> 186

Liquidity Risk

Liquidity risk includes the risk that, as a result of our operational liquidity requirements:• Council will not have sufficient funds to settle a transaction on the date;• Council will be forced to sell financial assets at a value which is less than what they are worth; or• Council may be unable to settle or recover financial assets at all.

To help reduce these risks we:• have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained;• have readily accessible standby facilities and other funding arrangements in place;• have a liquidity portfolio structure that requires surplus funds to be invested within the various bands of liquid instruments;• monitor budget to actual performance on a regular basis; and• set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.

Council's exposure to liquidity risk is deemed insignificant based on prior periods' data and current assessment of risk.

(f) Sensitivity disclosure analysis

Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, the Council believes the following movements are "reasonably possible" over the next 12 months (Base rates are sourced from the Reserve Bank of Australia):• A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of approximately 3%.

The table below discloses the impact on net operating result and equity for each category of financial instruments held by Council at year-end, if the above movements were to occur.

30 June 2013 Interest Rate Risk

-1% +1%

FINANCIAL ASSETSCarrying Amount $'000

Result $'000

Equity $'000

Result $'000

Equity $'000

Cash and Cash Equivalents

6,784 (68) (68) 68 68

Other Financial Assets 64,497 (645) (645) 645 645

Trade and Other Receivables

(918) 9 9 (9) (9)


Interest Bearing Loans and Liabilities

32,522 (325) (325) 325 325

Payables 17,660 (177) (177) 177 177

30 June 2012 Interest Rate Risk

-1% +1%

FINANCIAL ASSETSCarrying Amount $'000

Result $'000

Equity $'000

Result $'000

Equity $'000

Cash and Cash Equivalents

2,722 (27) (27) 27 27

Other Financial Assets 71,374 ( 714) (714) 7 14 714

Trade and Other Receivables

179 (2) (2) 2 2


Interest Bearing Loans and Liabilities

26,737 (267) (267) 267 267

Payables 16,267 (163) (16 3) 163 163<pp> 187

Note 36. Events Occurring After Balance Date

No events have occurred after balance day.

Note 37. Related Party Transactions

(i) Responsible Persons

Names of persons holding the position of a Responsible Person at the Council at any time during 2012 - 2013 are:

Councillors Elected 27 October 2012

Councillor Barbara Abley (concluded October 2012)Councillor Srechko KonteljCouncillor Bruce HarwoodCouncillor Jan FarrellCouncillor Rod MacdonaldCouncillor John Mitchell (concluded October 2012)Councillor Cameron Granger (concluded October 2012)Councillor Kylie FisherCouncillor Andy RichardsCouncillor John Doull (concluded October 2012)Councillor Eddy KonteljCouncillor Ron NelsonCouncillor Tony Ansett (elected October 2012)Councillor Michelle Heagney (elected October 2012)Councillor John Irvine (elected October 2012)Councillor Lindsay Ellis (elected October 2012)Mayor Keith Fagg (elected October 2012 - resigned August 2013)

Chief Executive Officer

Stephen Griffin (Appointed 11 August 2009)

(i i) Remuneration of Responsible Persons

The number of Responsible Officers, whose total remuneration from Council and any related entities fall within the following bands:

2013 No. 2012 No.

$1 - $10,000 4 -

$10,001 - $20,000 1 -

$20,001 - $30,000 10 9

$30,001 - $40,000 1 2

$90,001 - $100,000 - 1

$110,001 - $120,000 1 -

$300,001 - $310,000 - 1

$320,001 - $330,000 1 -

18 13

2013 $'000 2012 $'000

Total Remuneration for the reporting year for Responsible Persons included above amounted to:

738 734

<pp> 188

(i i i)

No Retirement Benefits were paid to Responsible Persons in 2012 - 2013 (Nil 2011 - 2012).

(i v)

No loans have been made, guaranteed or secured by the Council to a Responsible Person of the Council during the reporting period.

(v) Other Transactions

The Council has entered into transactions with Responsible Persons, Senior Officers and Related parties within normal customer or employee relationships on terms and conditions no more favourable than those available in similar arm's length transactions. There were no significant transactions with Responsible Persons or Senior Officers.

(v i) Senior Officers Remuneration

A Senior Officer other than a Responsible Person, is an officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration exceeds $130,000.

The Senior Officers of the City of Greater Geelong who reported directly to the Chief Executive Officer during the year were:

Dean Frost

General Manager Projects, Recreation and Central Geelong

Jeff Wall

General Manager Corporate Services

Gary Van Driel

General Manager City Services

Peter Bettess

General Manager Economic Development, Planning and Tourism

Jenny McMahon

General Manager Community Services

The number of Senior Officers of Council whose total remuneration exceeds $130,000 including any superannuation benefits from the Council and any related entity falls within the following bands: Income Range: 2013 No. 2012 No.

greater than $127,000 - 2

$130,001 to $140,000 4 8

$140,001 to $150,000 9 8

$150,001 to $160,000 10 5

$160,001 to $170,000 3 3

$170,001 to $180,000 2 -

$200,001 to $210,000 - 4

$210,001 to $220,000 - 1

$220,001 to $230,000 5 -

$310,001 to $320,000 - 1

33 32

2013 $'000 2012 $'000

Total Remuneration for the reporting year for Senior Officers included above, amounted to:

5,375 4,848

(v i i)

Retirement Benefits of nil were paid to Senior Officers in 2012 - 2013 (Nil 2011 - 2012).

(v i i i)

No loans have been made, guaranteed or secured by the Council to a Senior Officer of the Council during the reporting period.

(i x) Other Transactions

The Council has entered into transactions with Responsible Persons, Senior Officers and Related parties within normal customer or employee relationships on terms and conditions no more favourable than those available in similar arm's length transactions. There were no significant transactions with Responsible Persons or Senior Officers.<pp> 189

Note 38. Revenue, Expenses and Assets By Functions/Activities

2013 $'000

2012 $'000

REVENUE

Rates 160,871 151,129

Grants Commission 18,569 24,202

Corporate Services 9,109 9,199

City Services 68,944 40,521

Community Services 46,970 42,043

Projects, Recreation and Central Geelong 34,857 26,224

Economic Development, Planning and Tourism 10,156 9,668

TOTAL REVENUE 349,476 302,986

EXPENDITURE

Corporate Services 40,703 63,044

City Services 127,898 108,063

Community Services 66,565 62,002

Projects, Recreation and Central Geelong 41,598 37,258

Economic Development, Planning and Tourism 13,527 12,937

TOTAL EXPENDITURE 290,291 283,304

NET RESULT 59,185 19,682

ASSETS ATTRIBUTED TO FUNCTIONAL ACTIVITIES

Corporate Services • Current Assets 85,755 8 4,105

• Other Assets 128 178 123,590

City Services • Other Assets 1,263,727 1,145,980

Projects, Recreation and Central Geelong • Other Assets 231,528 227,885

Community Services • Other Assets 206,219 189,565

Economic Development, Planning and Tourism

• Other Assets 40,280 43,960

TOTAL ASSETS ATTRIBUTED TO FUNCTIONAL ACTIVITIES

1,955,687 1,815,085

Total assets shown above reconciles with the amounts shown for assets in the Balance Sheet as follows:

85,755 84,106

Current Assets 1,869,932 1,730,979

Non-Current Assets 1,955,687 1,815,085

Functions

The components of functions and activities relating to Council programs are as follows:

Rates

General rates, interest on rates, supplementary rates,garbage charges and municipal charges.

Grants Commission

General purpose grant untied for any specific purpose.

Corporate Services

General administrative operations and Governanceincluding the Chief Executive Division.

City Services

Design, Construction, Parks, Works, Botanic Gardens,Plant and Engineering, Environment and Natural Resources.]

Economic Development, Planning and Tourism

Economic Development, Public Safety, Planning and Building Control, Tourism.

Community Services

Aged Services, Library Services, Family Services,Community Development and Law and Order.

Projects, Recreation and Central Geelong

Recreation Sport and Leisure Services, Urban Design, WaterfrontManagement, Central Activities Area and Capital Projects.Note that further description of functions is contained within the review of annual activities for each division in the Annual Report.<pp> 190

Note 39. Financial Ratios - Performance Indicators

(a) Debt servicing ratio (to identify the capacity of Council to service its outstanding debt)

Debt servicing costs divided by Total revenue:• 2013: $1,742,000 divided by $349,476,000 = 0.50%•2012: $2,040,000 divided by $302,986,000 = 0.67%• 2011: $2,353,000 divided by $293,470,000 = 0.80%

Debt servicing costs refer to the payment of interest on loan borrowings and bank overdraft. The ratio expresses the amount of interest paid as a percentage of Council's total revenue.

(b) Debt commitment ratio (to identify Council's debt redemption strategy)

Debt servicing and redemption costs divided by Rate revenue:• 2013: 6,805,000 divided by $160,871,000 = 4.23%• 2012: $6,812,000 divided by $151,129,000 = 4.51%• 2011: $6,878,000 divided by $141,457,000 = 4.86%

The strategy involves the payment of loan principal and interest.

The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.

(c) Revenue ratio (to identify Council's dependence on non-rate income)

Rate revenue divided by Total revenue:• 2013: $160,871,000 divided by $349,476,000 = 46.03%• 2012: $151,129,000 divided by $302,986,000 = 49.88%• 2011: $141,457,000 divided by $293,470,000 = 48.20%

The level of Council's reliance on rate revenue is determined by assessing rate revenue as a proportion of the total revenue of Council.

(d) Debt Exposure Ratio (to identify Council's exposure to debt)

Total indebtedness divided by total realisable assets:• 2013: $79,526,000 divided by $925,275,000 = 8.59%• 2012: $94,203,000 divided by $908,552,000 = 10.37%• 2011: $73,681,000 divided by $848,712,000 = 8.68%

For the purposes of the calculation of financial ratios, realisable assets are those assets which can be sold and which are not subject to any restriction on realisation or use.

Infrastructure assets, restricted assets and investments in associates are excluded from total assets when calculating Council's realisable assets.

This ratio enables assessment of Council's solvency and exposure to debt. Total liabilities are compared to total realisable assets which are all Council's assets and are not subject to any restriction and are able to be realised. The ratio expresses indebtedness as a percentage of realisable assets.

(e) Working Capital Ratio (to assess Council's ability to meet current commitments)

Current assets divided by Current liabilities:• 2013: $85,755,000 divided by $52,933,000 = 162.01%• 2012: $84,106,000 divided by $51,243,000 = 164.13%• 2011: $80,019,000 divided by $46,019,000 = 173.88%

The ratio expresses the level of current assets the Council has available to meet its current liabilities. Previous years ratios have been amended to reflect Long Service Leave relating to service over 7 years as current rather than the expected annual payments as current.

(f) Adjusted Working Capital Ratio (to assess Council's ability to meet current commitments)

Current assets divided by Current liabilities:• 2013: $85,755,000 divided by $39,656,000 = 216.25%• 2012: $84,106,000 divided by $39,946,000 = 210.55%• 2011: $80,019,000 divided by $34,324,000 = 233.13%

The ratio expresses the level of current assets the Council has available to meet its current liabilities.

Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date, but is not likely to fall due within 12 months after the end of the period.<pp> 191

Note 40. Capital Expenditure

Note 2013 $'000 2012 $'000

CAPITAL EXPENDITURE AREAS

Infrastructure Leisure 13,168 13,619

Roads 12,799 12,953

Fleet 3,616 4,721

Buildings 11,496 13,808

Drains 5,752 4,752

Computer Equipment 2,037 2,107

Streetscapes 479 505

Footpaths 2,956 2,535

Other 3,591 6,799

Kerb and Channel 1,179 1,011

Land 58 46

Waste Collection 1,518 1,469

Plant and Equipment 188 272

Special Rates and Charges Program 1,179 672

TOTAL CAPITAL WORKS 60,016 65,269

Represented by:

Renewal (a) 23,719 20,535

Upgrade (b) 10,999 20,088

New assets 25,298 24,646

TOTAL CAPITAL WORKS 60,016 65,269

Property, Infrastructure, Plant and Equipment movement

The movement between the previous year and the current year in Property, Infrastructure, Plant and Equipment as shown in the Balance Sheet links to the net of the following items:

Total capital works 60,016 65,269

Expensed from Work in Progress 20 (1,849) (2,848)

Asset revaluation movement 27 93,099 63,719

Depreciation and Other Write Downs 10 (4,623) (47,240)

Written down value of assets sold 11 (1,784) (1,682)

Recognition of Infrastructure 37,596 22,329

Capitalised Salaries Expensed 118 (50)

NET MOVEMENT IN PROPERTY, PLANT AND EQUIPMENT

20 138,573 99,497

(a) Renewal

Expenditure on an existing asset which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time.

(b) Upgrade

Expenditure which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council's asset base.<pp> 192

Note 41. Pending Accounting Standards

The following Australian Accounting Standards have been issued or amended and are applicable to the Council but are not yet effective. They have not been adopted in preparation of the financial statements at reporting date.

Pronouncement

AASB 9 Financial Instruments

What's new

AASB 9 standard is one of a series of amendments that are expected to eventually completely replace AASB 139. During 2010 - 2011, the standard will be expanded to include new rules on measurements of financial liabilities and hedge accounting. Currently the existing provisions of AASB 139 will continue to apply in these areas.

AASB 9 simplifies the classifications of financial assets into those to be carried at amortised cost and those to be carried at fair value - the "available for sale" and "held-to-maturity" categories no longer exists. AASB 9 also simplifies requirements for embedded derivatives and removes the tainting rules associated with held-to-maturity assets.

The new categories of assets are:• Amortised cost - those assets with "basic" loan features".• Fair value through other comprehensive income - this treatment is optional for equity instruments not held for trading (this choice is made at initial recognition and is irrevocable).• Fair value through profit and loss-everything that does not fall into the above two categories.

The following changes also apply:• Investments in unquoted equity instruments must be measured at fair value. However, cost may be the appropriate measure of fair value where there is insufficient more recent information available to determine a fair value.• There is no longer any requirement to consider whether "significant or prolonged" decline in the value of financial assets has occurred. The only impairment testing will be on those assets held at amortised cost, and all impairments will be eligible for reversal.• Similarly, all movements in the fair value of a financial asset now go to the income statement, or, for equity instruments not held for trading, other comprehensive income. There is no longer any requirement to book decrements through the income statement, and increments through equity.

Impact/Action

The impact is not likely to be extensive in the local government sector. Although it will vary considerably between entities. While the rules are less complex than those of AASB139, the option to show equity instruments at cost has been largely removed, which is likely to lead to greater volatility within the income statement. However it may also lead to an improved financial position for some entities. This will also create a requirement to measure some instruments annually that has not previously existed.

Transition

Transitional arrangements are extensive - in general retrospective restatement is required, but there are exceptions. Early-adoption of the standard before 1 January 2014 removes the requirement for restatements of comparatives.

Effective Date

Periods beginning on or after 1 January 2015. The standard was amended in 2012 to delay the effective date by two years (previously 1 January 2013).

<pp> 193

Pronouncement

AASB 12 Disclosure of Involvement with Other Entities

What's new

AASB 12 requires the disclosure of information to enable users to evaluate the nature of, and risks associated with, its interests in other entities and the effect of those interests on its financial position, financial performance, and cash flows. AASB 12 applies to all entities that have subsidiaries, joint arrangements, associates or unconsolidated structures entities and requires disclosures grouped into four categories:• Significant judgements and assumptions, including how control, joint control, or significant influence has been determined.• interests in subsidiaries, including details of the composition of the group, the interests held by any non-controlling interest, any changes in control, and the nature of any associated risks.• Interests in joint arrangements and associates, including their nature and extent, the effects on the group, and any associated risks.• Interests in unconsolidated structured entities, including their nature and extent, any changes during the year, and the associated risks.

Impact/Action

The disclosure required will be both qualitative and quantitative. In particular, management should document and be able to justify its key judgements concerning control and significant influence. In the local government context this is likely to require increased disclosures around operations of Library Corporations as well as other activities that Council have an interest in.

Transition

Early adoption is permitted but AASB10, AASB 11, AASB 12, AASB 127 (revised) and AASB 128 (revised) must all be adopted simultaneously.

Effective Date

Periods beginning on or after 1 January 2013.

Pronouncement

AASB 13 Fair Value Measurement

What's new

AASB 13 replaces the existing IFRS guidance on fair value measurement and disclosure. It applies whenever another standard permits or requires the use of fair value measurement. It sets out a fair value hierarchy for such measurements:• Level 1 - quoted process in active markets for identical assets and liabilities, which can be accessed at the measurement date.• Level 2 - inputs other than quoted market process included within Level 1, which are observable for the asset or liability, either directly or indirectly.• Level 3 - unobservable inputs for the asset or liability.There are also extensive disclosure requirement relating to each of the three levels within the hierarchy.

Impact/Action

The standard determines "how to" rather than "when" in respect of fair value measurements, and summarises the existing IFRS guidance in one place. The standards may assist those councils that have equity investments that are no longer able to be held at cost.

Transition

Early adoption is permitted.

Effective Date

Periods beginning on or after 1 January 2013.

Note 42. Auditors Remuneration

2013 $'000 2012 $'000

Fee to Conduct External Audit - Auditor General 78 72

78 72

<pp> 194

Certification of the Financial ReportFor the Year Ended 30 June 2013

City of Greater Geelong2012/2013 Financial ReportFor the Year Ended 30 June 2013

Certification of the Financial Report

In my opinion the accompanying financial statements have been prepared in accordance with the Local Government Act 1989, the Local Government (Finance and Reporting) Regulations 2004, Australian Accounting Standards and other mandatory professional reporting requirements.

Principal Accounting OfficerMichael Kelly CPADated: 27/08/2013Geelong

In our opinion the accompanying financial statements present fairly the financial transactions of the City of Greater Geelong for the year ended 30 June 2013 and the financial position of the Council as at that date.

As at the date of signing, we are not aware of any circumstances that would render any particulars in the financial statements to be misleading or inaccurate.

We have been authorised by the Council on 27 August 2013 to certify the financial statements in their final form.

Acting MayorCouncillor Bruce HarwoodDated: 27/08/2013Geelong

Councillor Srechko KonteljDated: 27/08/2013Geelong

Chief Executive OfficerStephen GriffinDated: 27/08/2013Geelong

<pp> 195

Standard StatementsFor the Year Ended 30 June 2013

Basis of Preparation of Standard Statements

Council is required to prepare and include audited Standard Statements within its Annual Report. A Standard Income Statement, a Standard Balance Sheet, a Standard Cash Flow Statement, and a Standard Statement of Capital Works is required, together with explanatory notes.

These statements and supporting notes form a special purpose financial report prepared to meet the requirements of the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004.

The statements were prepared on accounting bases that are consistent with those used for the General Purpose Financial Statements, but are also prepared to the same level of detail and format as the regular quarterly reporting to Council. The statements are consistent with the reporting format in the 2012 - 2013 Strategic Resource Plan and the 2012 - 2013 Budget.

The Standard Statements are not a substitute for the General Purpose Financial Statements, which are included in the Annual Report. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative professional pronouncements.

The Standard Statements compare Council's financial plan, expressed through its budget, with actual performance. Council has provided an explanation of material variances. These explanations including contributory factors are provided with respect to each of the main categories reported in the Standard Statements.

The budget figures included in the Statements are those adopted by Council on 26 June 2012.

The Standard Income Statement highlights the recurrent result which is the result of the day to day transactions within Council's control. Council actively manages the incomes and expenditures that make up this result to ensure that the municipality receives the best value service possible within the incomes available. The non recurrent incomes and expenditures are one off activities or items outside Council's operating activities that have contributed both in cash and non cash terms.

The Standard Cashflow Statement and the Standard Balance Sheet are consistent with both the format in the annual accounts and the quarterly management report.

The Standard Statement of Capital Works is consistent with the format reported in the 2012 - 2013 Budget.<pp> 196

Standard Income Statement As At 30 June 2013

2012 - 2013 Actual $'000

2012 - 2013 Budget $'000

Variance $'000 Ref

RECURRENT INCOME

Rates and Charges 160,871 160,456 415 1

Government Grants 44,070 41,384 2,686 2

User Charges 43,754 43,682 72 3

Other Fees and Charges 10,34 0 10,156 184

Sundry Income 5,642 4,392 1,250

Interest Investments 2,470 2,101 369 4

TOTAL RECURRENT INCOME 267,147 262,171 4,976

RECURRENT EXPENDITURE

Employee Related

Salaries 106,660 109,8 4 4 3,184

Workcover/Superannuation 1,959 2,336 377

108,619 112,180 3,561 5

Goods and Services

General Works - Materials 7,073 6,902 (171) 6

General Works - Plant/Equipment/Vehicle Costs

6,038 5,773 (265) 6

General Works - External Services 71,817 68,925 (2,892) 6

Administration 8,878 10,178 1,300 7

Professional Services 5,415 3,662 (1,753) 8

Utilities 8,303 8,382 79

Depreciation 44,154 45,698 1,544 9

Landfill Provision 1,171 1,197 26

(Gain)/Loss on Sale of Plant and Equipment

(76) (905) (829) 12

TOTAL RECURRENT EXPENDITURE

261,392 261,992 600

RECURRENT SURPLUS/(DEFICIT)

5,755 179 5,576

NON-RECURRENT INCOME

Investments in Associates 198 - 198

Subdivision - Asset Recognition 37,596 30,000 7,59 6 10

Capital Grants and Income 15,730 17, 284 (1,554) 11

Developer Contributions 3,994 1,350 2,644

Gain/(Loss) on Sale of Property 1,216 1,503 (287) 12

TOTAL NON-RECURRENT INCOME

58,734 50,137 8,597

NON-RECURRENT EXPENDITURE

Unfunded Superannuation (1,205) 3,300 4,505 13

Costs expensed from work in progress

2,041 - (2,041) 14

Disposal of Infrastructure 4,468 3,660 (808) 14

TOTAL NON-RECURRENT EXPENDITURE

5,304 6,960 1,656

NON-RECURRENT SURPLUS/(DEFICIT)

53,430 43,177 10,253

NET SURPLUS/(DEFICIT) 59,185 43,356 15,829<pp> 197

Notes to Standard Income Statement

Variance Explanation Report

Ref. Item Commentary

1 Rates and Charges Favourable rates generation and Supplementary valuations.

2 Government Grants Various unbudgeted State and Federal Grants.

3 User Charges Waste Disposal ($1.16M fav), Private Works ($0.4M fav) and Car Parking Fees ($0.3M Fav) offset by Commercial Rental ($0.4M unfav) and various activity and Program Fees ($1.9M unfav).

4 Interest Higher levels of cash invested during the year.

5 Employee Costs Favourable mainly due to unfilled vacancies partially offset due to unfav overtime and allowances. Workcover premium less than budgeted.

6 General Works Unfavourable variance in Supplementary Labour ($1.8M) and Rental Expense ($0.9M).

7 Administration Interest savings due to cancellation and deferral of loans.

8 Professional Services

Unfavourable expenditure for Consultants ($1.3M), Legal Fees ($0.4M) and Valuation Services ($0.1M).

9 Depreciation Favourable to budget due to deferral of capital projects.

10 Subdivision - Asset Recognition

Favourable to budget recognition of Open Space contributions.

11 Capital Grants and Income

Unfavourable due to deferral of capital projects.

12 Gain/(Loss) on Sale of Property

Proceeds received for trade-in lower than budgeted.

13 Unfunded Superannuation

Unfunded Superannuation liability paid in full and early payment discount recognised.

14 Costs expensed from work in progress

Handover documentation identified nature of costs to be expense rather than capital.

15 Disposal of Infrastructure

WDV of infrastructure assets disposed of higher than budgeted.

<pp> 198

Standard Balance Sheet As At 30 June 2013

2012 - 2013 Actual $'000

2012 - 2013 Budget $'000

Variance $'000 Ref.

CURRENT ASSETS

Cash and Investments 71,397 50,591 20,806 1

Receivables 13,443 11,707 1,736

Prepayments (429) 200 (629)

Inventories 839 678 161

TOTAL CURRENT ASSETS 85,250 63,176 22,074

CURRENT LIABILITIES

Payables 17,155 14,103 (3,052)

Loans 7,663 8,120 457

Refundable Deposits 4,011 2,000 ( 2,011) 2

Employee Benefits 23,599 24,006 407

TOTAL CURRENT LIABILITIES 52,428 48,229 (4,199)

NET CURRENT ASSETS 32,822 14,947 17,875

NON-CURRENT ASSETS

Property Plant and Equipment 1,858,655 1,780,697 77,958 3

Investments 9,282 8,694 588

Receivables 1,995 925 1,070

TOTAL NON-CURRENT ASSETS 1,869,932 1,790,316 79,616

NON-CURRENT LIABILITIES

Developer Contributions 256 - (256)

Loans 24,859 45,616 20,757 4

Employee Benefits 2,773 5,722 2,949

Landfill Provision 18,296 7,151 (11,145) 5

Carbon Tax Future Liability 395 - (395)

TOTAL NON-CURRENT LIABILITIES 46,579 58,489 11,910

NET ASSETS 1,856,175 1,746,774 109,401

Represented by:

RATEPAYER EQUITY

Accumulated Surplus 996,529 1,035,125 (38,596)

Asset Revaluation Reserve 807,739 691,319 116,420

Reserves 51,907 20,330 31,577

TOTAL RATEPAYER EQUITY 1,856,175 1,746,774 109,401<pp> 199

Notes To Standard Balance Sheet



1 Cash and Investments Favourable due to lower than expected capital expenditure, higher cash position at1 July 2012 and early receipt of 50% of 2013 - 2014 Grants Commission Payment.

2 Refundable Deposits Unfavourable to budget due to the volume of subdivisions and building activity.

3 Property, Plant and Equipment

Effect of revaluation of Road Pavement ($52.3M), Road Seal ($26.7M) and Roads Other ($14.1M).

4 Loans Cancellation of loan due to unsuccessful bid for Brougham Street Building.

5 Landfill Provision Deferral of Rehabilitation project at Corio Landfill site and recalculation of rehabilitation costs.

<pp> 200

Standard Cash Flow StatementFor Year Ended 30 June 2013

2012 - 2013 Actual $'000 Inflows /(Outflows)

2012 - 2013 Budget $'000 Inflows /(Outflows)

Variance $'000 Inflows /(Outflows) Ref.

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

General Rates 161,930 160,239 1,691 1

Fees and Charges 58,693 61,170 (2,477) 2

Investment Income 2,470 2,101 369 3

GST Recoveries on Operating Transactions

9,575 5,627 3,948

Government Grants 44,062 43,139 923 4

276,730 272,276 4,454

Payments

Employee Costs (107,954) (112,988) 5,034 5

Unfunded Superannuation Payments (22,265) - (22,265) 5

General Works/Utilities/Disbursements (101,981) (100,317 ) (1,664) 6

Administration/Professional Services (13,662) (11,706) (1,956) 7

Interest Expense (1,701) (3,076) 1,375 8

(247,563) (228,087) (19,476)

NET CASH INFLOW FROM OPERATING ACTIVITIES BEFORE CAPITAL INCOME

29,167 44,189 (15,022)

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for Land and Buildings, Plant (60,016) (81,054) 21,038 9

and Equipmentand Infrastructure Assets

Landfill Rehabilitation - ( 11,150) 11,150 10

Capital Income 15,731 17,284 (1,553) 11

Proceeds from Sale of Land and Buildings

2,437 4,255 (1,818) 12

Proceeds from Sale of Plant and Equipment

639 2,263 (1,624) 12

Developer Cash Contribution 3,456 1,350 2,106 13

NET CASH OUTFLOW FROM INVESTING ACTIVITIES

(37,753) (67,052) 29,299

CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of Borrowings (5,063) (5,772) 709

Proceeds from New Loans 10,848 32,848 (22,000)

NET CASH OUTFLOW FROM FINANCIAL ACTIVITIES

5,785 27,076 (21,291) 14

NET INCREASE (DECREASE) IN CASH HELD

(2,801) 4,213 ( 7,014)

Cash at the Beginning of the Financial Year

74,198 46,378 27,820

CASH AT THE END OF THE FINANCIAL PERIOD

71,397 50,591 20,806

<pp> 201

Notes To Standard Cash Flow Statement



1 General Rates Favourable rates generation and Supplementary valuations.

2 Fees and Charges

3 Investment Income Higher levels of cash invested during the year due to lower than budget capital spend.

4 Government Grants Receipt of unbudgeted grants.

5 Employee Costs Mainly due to unfilled vacancies and payment of

unfunded superannuation shortfall.

6 General Works/Utilities/Disbursements

Unfavourable spend on supplementary labour.

7 Admin/Professional Services

Additional expenditure on consultants and legal fees during the year.

8 Interest Expense Reduction in interest expense due to cancellation of loan to purchase Brougham Street.

9 Payments for property, infrastructure, plant and equipment

Capital spend lower than budget due to timing of projects.

10 Landfill Rehabilitation Deferral of rehabilitation project at Corio Landfill Site.

11 Capital Income Unfavourable due to deferral of capital projects.

12 Proceeds from sale of property, infrastructure, plant and equipment

Delay in sale of equipment.

13 Developer Cash Contribution

Increased subdidvision activity.

14 Financial Activities Cancellation of loan to purchase civic accommodation.

<pp> 202

Standard Statement of Capital WorksAs at 30 June 2013

Asset Renewals $'000

Asset Upgrades $'000

New Assets $'000

Gross Expenditure $'000 Income $'000 Net Cost $'000

Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual

Infrastructure Leisure 2,304 1,935 3,536 6,690 2,350 4,543 8,190 13,168 710 2,389 7,480 10,779

Roads 10,26 8 9,999 445 1,178 1,628 1,622 12,341 12,799 2,050 2,150 10,291 10,649

Fleet 4,784 3,586 - - 101 30 4,885 3,616 2,263 30 2,622 3,586

Buildings 1,200 1,749 3,729 3,031 19,022 6,716 23,951 11,49 6 11,150 6,998 12,801 4,498

Drainage 972 1,139 - - 5,430 4,613 6,402 5,752 - 39 6,402 5,713

Computer Equipment 1,131 1,306 - 21 664 710 1,795 2,037 50 50 1,745 1,987

Streetscapes - - 42 55 52 424 94 479 - 495 94 (16)

Footpaths 2,675 2,762 - - 180 194 2,855 2,956 - 165 2,855 2,791

Miscellaneous 25 - 10 24 2,457 2,635 2,492 2,659 - - 2,492 2,659

Kerb and Channel 1,068 1,179 - - - - 1,068 1,179 - - 1,068 1,179

Land - - - - 186 58 186 58 - - 186 58

Waste Collection - - - - 1,331 1,518 1,331 1,518 1,000 1,000 331 518

Plant and Equipment 64 64 - - 100 124 164 188 30 - 134 188

Special Rates and Charges Program

- - - - 2,425 1,179 2,425 1,179 1,269 52 1,156 1,127

Geelong Ring Road Employment Precinct

- - - - - 10 3 - 103 - 1,505 - (1,402)

Water Saving Initiatives - - - - 960 829 960 829 960 800 - 29

TOTAL 24,491 23,719 7,762 10,999 36,886 25,298 69,139 60,016 19,482 15,673 49,657 44,343

Reconciliation

Construction 61 - 61 49 - (49)

Design 4 - 4 8 - (8)

Plant Replacement Program - - (2,263) - 2,263 -

Landfill Provision (1,000) - - - (1,000) -

Carry over from 2011 - 2012 42,000 - - - 42,000 -

Carry over to 2013 - 2014 (19,000) - - - (19,000) -

TOTAL 22,065 - (2,198) 57 24,263 (57)

CAPITAL WORKS TOTAL 91,204 6 0,016 17,284 15,730

73,920 44,286

<pp> 203

Notes to Standard Statement of Capital Works


Council has an extensive capital works program to renew, upgrade and provide new assets to ensure the continuation and improvement of services provided to the community. Council spent $60.0M on capital works in 2012 - 2013. This included:

$M

Road replacement and construction 12.8

Drainage replacement and construction 5.8

Plant and vehicles 3.6

Footpath replacement and construction 3.0

Ocean Grove Integrated Children's Centre 2.8

Shell Road Reserve Sporting Infrastructure 2.1

Geelong Library and Heritage Centre 2.0

IT Asset Replacements 1.3

Kerb and Channel replacement and construction 1.2

Civic Accommodation 1.0

Clean Energy - Buildings, Plant and Equipment Upgrade 0.9

Drysdale Landfill Cell 4a 0.9

Hamlyn Park Reserve Improvements 0.8

Barwon Soccer Club Upgrade 0.8

Building Renewal Works 0.7

Weddell Road Stormwater Harvesting and Reuse 0.7

Saint Leonards Recreation Reserve 0.5

Playground Development Program 0.5

Leopold Community Hub 0.5

Thomson Reserve Master Plan 0.5

Highton Tennis Club Pavilion Upgrade 0.5

Variances to Budget

Capital expenditure was $31.2M favourable to budget. The major projects still to be completed are Corio Landfill Rehabilitation $10.8M, Ocean Grove Integrated Children's Centre $5.1M, Leopold Community Hub $3.6M, Windsor Park Family and Children's Hub $2.2M, Barwon Heads Early Learning Centre $2.1M, Grovedale Integrated Children's Centre $1.7M, Rosewall Kindergarten Rebuild $1.1M, Heavy and Dedicated Fleet $0.9M, Griggs Creek Rehabilitation $0.8M, Geelong Motocross Club Relocation $0.7M and Open Space Acquisition Plan $0.6M.

Capital income was ($1.8M) unfavourable to budget. Main unfavourable variances included Health and Community Centre - Armstrong Creek ($6.8M), Street Construction Special Rates and Charges ($0.6M), offset by favourable variances in Construction O'Briens Rd $1.5M, Leopold Community Hub $1.3M, Windsor Park Family and Children's Hub $1.0M, Shell Road Reserve Sporting Infrastructure $1.0M and Central Geelong Laneways $0.5M.

Capital Projects funding of $41.2M has not been expended in 2012 - 2013 and will be carried forward to be completed in future years.<pp> 204

Certification of the Standard StatementsFor the Year Ended 30 June 2013

City of Greater Geelong2012/2013 Standard StatementsFor the Year Ended 30 June 2013

Certification of the Standard Statements

Statement by Principal Accounting Officer

In my opinion the accompanying Standard Statements have been prepared on accounting bases consistent with the financial statements and in accordance with the Local Government Act 1989 and the Local Government (Finance and Reporting) Regulations 2004.

Principal Accounting OfficerMichael Kelly CPADated: 27/08/2013Geelong

In our opinion the accompanying Standard Statements have been prepared on accounting bases consistent with the financial statements and in accordance with the Local Government Act 1989 and the Local Government (Finance and Reporting) Regulations 2004.

As at the date of signing, we are not aware of any circumstances which would render any particulars in the Standard Statements to be misleading or inaccurate.

We have been authorised by the Council on 27 August 2013 to certify the Standard Statements in their final form.

Acting MayorCouncillor Bruce HarwoodDated: 27/08/2013Geelong

Councillor Srechko KonteljDated: 27/08/2013Geelong

Chief Executive OfficerStephen GriffinDated: 27/0672013Geelong<pp> 205

Independent Auditor's ReportFor the Year Ended 30 June 2013

Level 24, 35 Collins StreetMelbourne VIC 3000Telephone 61 3 8601 7000Facsimile 61 3 8601 7010Emai [email protected] Website www.audit.vic.gov.au

VAGOVictorian Auditor-General's Office

Independent Auditor's Report

To the Councillors, Greater Geelong City Council

The Financial Report and Standard Statements

The accompanying financial report for the year ended 30 June 2013 of the Greater Geelong City Council which comprises comprehensive income statement, balance sheet, statement of changes in equity, statement of cash flows, notes comprising a summary of the significant accounting policies and other explanatory information, and the certification of the financial report has been audited.

The accompanying standard statements for the year ended 30 June 2013 of the Council which comprises standard income statement, standard balance sheet,

http://www.audit.vic.gov.au/

standard cash flow statement, standard statement of capitol works, the related notes and the certification of the standard statements have been audited.

The Councillors' Responsibility for the Financial Report and Standard Statements

The Councillors of the Greater Geelong City Council are responsible for the preparation and the fair presentation of:• the financial report in accordance with Australian Accounting Standards, and the financial reporting requirements of the Local Government Act 1989• the standard statements in accordance with the basis of preparation as described in Note 1 to the statements and the requirements of the Local Government Act 1989.

The Councillors are responsible for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial report and standard statements that are free from material misstatement, whether due to fraud or error.

Auditor's Responsibility

As required by the Audit Act 1994 and the Local Government Act 1989, my responsibility is to express an opinion on the financial report and standard statements based on the audit, which has been conducted in accordance with Australian Auditing Standards. Those standards require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance about whether the financial report and standard statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report and standard statements. The audit procedures selected depend on judgement, including the assessment of the risks of material misstatement of the financial report and standard statements, whether due to fraud or error. In making those risk assessments, consideration is given to the internal control relevant to the entity's preparation and fair presentation of the financial report and standard statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control.

An audit also includes evaluating the appropriateness of the accounting policies used and the reasonableness of accounting estimates made by the Councillors, as well as evaluating the overall presentation of the financial report and standard statements.<pp> 206

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Independence

The Auditor-General's independence is established by the Constitution Act 1975. The Auditor-General is not subject to direction by any person about the way in which his powers and responsibilities are to be exercised. In conducting the audit, the Auditor-General, his staff and delegates complied with all applicable independence requirements of the Australian accounting profession.

Opinion

In my opinion:(a) the financial report presents fairly, in all material respects, the financial position of the Greater Geelong City Council as at 30 June 2013 and of its financial performance and its cash flows for the year then ended in accordance with applicable Australian Accounting Standards, and the financial reporting requirements of the Local Government Act 1989(b) the standard statements present fairly, in all material respects, in accordance with the basis of preparation as described in Note 1 to the statements and the requirements of the Local Government Act 1989.

Basis of Accounting for Standard Statements

Without modifying my opinion, I draw attention to Note 1 to the standard statements, which describes the basis of accounting. The standard statements are prepared to meet the requirements of the Local Government Act 1989. As a result, the standard statements may not be suitable for another purpose.

Matters Relating to the Electronic Publication of the Audited Financial Report and Standard Statements

This auditor's report relates to the financial report and standard statements of the Greater Geelong City Council for the year ended 30 June 2013 included both in the Greater Geelong City Council's annual report and on the website. The Councillors of the Greater Geelong City Council are responsible for the integrity of the Greater Geelong City Council's website. I have not been engaged to report on the integrity of the Greater Geelong City Council's website. The auditor's report refers only to the subject matter described above. It does not provide an opinion on any other information which may have been hyperlinked to/from these statements. If users of the financial report and standard statements are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the audited financial report and standard statements to confirm the information contained in the website version of the financial report and standard statements.

John DoyleAuditor-General

Melbourne30 August 2013<pp> 207

Global Reporting Initiative Index

The Global Reporting Initiative (G R I) is a network-based organisation that has developed the world's most widely used sustainability reporting framework. This framework sets out the principles and indicators that organisations can use to measure and report their economic, environmental, and social performance. The cornerstone of the framework is the Sustainability Reporting Guidelines.The City of Greater Geelong addresses the following G3 - 1 Sustainability Reporting Guidelines within the 2012 - 2013 Annual Report:

G R I Indicator and Description Page No.

Strategy and Analysis

1.1 Statement from the CEO 13

Organisational Profile

2.1 Name of organisation Front Cover

2.2 Primary brands, products and/or services 14 - 16 , 50 - 51, 60 - 117

2.3 Operational structure of the organisation 49

2.4 Location of organisation 211, Back Cover

2.6 Nature of ownership and legal form 42

2.7 Markets served (Wards) 42, 44 - 45

2.8 Scale of the organisation and its operations 20 - 24

2.10 Awards received in the reporting period 17

Report Parameters

3.1 Reporting period Front Cover, 6

3.3 Reporting cycle 30

3.4 Contact point for questions 211

3.5 Process for defining report content 6, 60

3.6 Boundary of the Report 8, 42

Governance, Commitments and Engagement

4.1 Governance structure of the organisation 122 - 129

4.4 Mechanisms for the community and employees to provide recommendations or direction to Councillors.

42 - 45

4.8 Council mission and values 48

4.12 Externally developed charters, principles or initiatives to which the organisation belongs

127 - 128

4.13 Memberships in Associations 127 - 128

4.14 Stakeholder groups engaged by the organisation 115 - 117, 135 - 138

4.16 Approaches to stakeholder engagement 115 - 117

4.17 Key topics raised through stakeholder engagement 115 - 117

G R I Indicator and Description Page No.

Economic Indicators

EC1 Economic value generated 20 - 24, 150 - 153

EC3 Coverage of the organisations defined benefit plan obligations

178 - 179

EC4 Financial assistance received from Government 130 - 131

E N5 Energy saved due to conservation and efficiency improvements

83 - 86, 90

E N6 Initiatives to provide energy efficient or renewable energy

83 - 86

E N8 Total water use 90

E N14 Strategies, current actions and future plans for managing impacts of biodiversity

88 - 93

E N18 Initiatives to reduce greenhouse gas emissions and reductions achieved

83, 86

E N22 Total weight of waste by type and disposal method 111

Labour Practices

L A1 Total workforce by employment type, employment contract and region

52 - 53

L A2 Total number and rate of employee turnover 52

L A7 Rates of injury, lost days and absenteeism 107 - 109

L A8 Education, training, Counselling, prevention and risk control programs in place to assist workforce members and their families

107 - 110

L A11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

109 - 110

Product Responsibility

PR5 Practices related to customer satisfaction including results of surveys measuring customer satisfaction.

103 - 105, 111 - 112

PR8 Total number of substantial complaints regarding breaches of customer privacy and losses of customer

123

data<pp> 208

Index

A

Annual Financial Report 146 - 206Armstrong Creek 32, 76, 95Asset Management 126Audit Advisory Committee 122Auditor General’s Reports - Financial Report and Standard Statements 205 - 206Auditor General’s Reports - Performance Statement 98 - 99Awards - Outstanding Achievements 17

B

Best Value 129

C

Calendar of Events 18 - 19Carers Recognition Act 125Carbon emissions 83, 90Central Geelong 32, 76 - 77, 80Challenges 67, 78, 87, 102Charter of Human Rights and Responsibilities 125Chief Executive Officer 50Chief Executive Officer’s Message 13Citizenship 125City Plan 2009 - 2013 highlights 14 - 16City Services (Division) 50Climate Change 84, 91, 96Community Services (Division) 51Community Engagement Events 115 - 117Community Hubs 62, 94Community Infrastructure 33Community Renewal and Regeneration 34Community Wellbeing Strategic Direction 28, 61 - 73Convention and Exhibition Centre 36Contact Us 211Contractor Management 125Corporate Services (Division) 50Council appointments to Committees and Groups 127 - 128Council Elections 42Council Funding Priorities 31 - 39

Council Meetings 43Councillors 44 - 45Cruise Ship Destination Project (Yarra Saint Pier) 34Customer Service Achievements 103 - 105

D

Disability Action Plan 139Documents Available for Public Inspection 124Domestic Animal (Dogs and Cats) Management Plan 140 - 145

E

Eastern Park Stormwater Harvesting Project 85 - 86EcoChallenge@Home Project 84Economic Development, Planning and Tourism (Division) 51Employee Excellence Awards 54

F

Fast Facts 8Financial Results - Summary 20 - 24fOrT Youth Centre 63Freedom of Information Act 123Future Proofing Geelong 84

G

Geelong Centre for Emerging Infectious Disease 35Geelong Future Cities Project - Arts Precinct 36, 74Geelong Library and Heritage Centre 74, 95Geeyoung Project 64, 114Glossary 210Grants - Community Arts and Community Festival 132 - 134Grants - Councillor Community 135 - 138Grants - External 130 - 131Greater Geelong Cycle Strategy 85, 96Growing the Economy Strategic Direction 29, 74 - 82

H

Healthy Together Geelong 61

I

Information Privacy 123Internal Audit 122Interpreter Services 212

L

Lara Town Centre Expansion Project 77Learn to Swim Program 64Local Government Community Satisfaction Survey 112 - 113Local Laws 125<pp> 209

M

Major Events 18 - 19, 77Mayor 44Mayor's Message 12Mission Statement 48

N

National Competition Policy Compliance 125National Disability Insurance Agency 37, 74Non-returning Councillors 43Northern Gateway Precinct 38, 95

O

Occupational Health and Safety 107 - 108Organisation Structure 49

P

Performance Statement 2012 - 2013 94 - 99Population 8Planning Framework 28 - 29Portarlington Safe Harbour 38Projects, Recreation and Central Geelong (Division) 51Protected Disclosure Act 123Public Art Strategy 63

R

Recreation facility upgrades 62 - 63Ring Road extension to the Bellarine Peninsula 39Risk Management Program 125

S

Service Awards 55Simonds Stadium 77Staff Profile 52 - 53Standard Statements 195 - 203Statutory Information 123 - 126Sustainable Building Policy 85Sustainable Built and Natural Environment Strategic Direction 29, 83 - 93Swim Sport and Leisure program 64

T

Training and Development 109

V

Victorian Local Government Indicators 118 - 119Vision 6Values and Behaviours 48Volunteers 56 - 57

W

Ward Map 42Waste Management 83Well4Life Program 110Whittington Works 65

Y

Your City Your Say 28 , 114<pp> 210

Glossary

2012 - 2013 Annual Business Plan: The business plan the City will pursue over a 12 month period to achieve the objectives and strategies in the City Plan.

Asset: Property owned by the City.

Best Value: The review of all services provided by Council to ensure they meet the quality and cost standards and the needs of the community. LGA s208A - s208G.

Capital Projects: Projects that result in the creation or improvement of an asset.

City Plan: The Council Plan that sets out the objectives and strategies the City will strive to achieve over a four-year period.

CoGG: City of Greater Geelong

Council Funding Priorities: Council's key long term projects for the municipality, many of which require funding to be secured from State and Federal Government and/or the Private Sector.

Councillors: Elected representatives of Council who serve a four year term.

E F T: Equivalent Full-time Employment - 1 E F T is equivalent to one person working 38 hours per week.

Financial Year: This document reports on the financial year from 1 July 2012 to 30 June 2013.

G21 - Geelong Region Alliance: A regional alliance of municipalities, business and organisations to plan for the future development in the Geelong Region.

Governance: Administration of the City's compliance with the LGA.

Infrastructure: Long term assets / structures that provide services to the community.

Internal Audit: An independent appraisal function which examines and evaluates the City of Greater Geelong's financial, management and internal control systems.

LGA: Local Government Act 1989.

Local Laws: Those laws under the jurisdiction of the Council and enforced by City Staff and/or Victoria Police.

Non-capital projects: A discretionary project that does not result in the creation of an asset.

Ordinary Council Meeting: Regular scheduled Council Meetings held twice a month.

Outcome: A result of actions focused on objectives

Performance Measures: Measures used to monitor the performance of the city in achieving its objectives in the 2009 - 2013 City Plan.

Portfolio: A specific area of responsibility allocated to each Councillor.

Special: Council Meeting: Those Council Meetings held for special purposes and in addition to the twice monthly ordinary Council Meetings.

Strategic Directions: The three key areas that council will focus on over a four year period, as outlined in City Plan 2009 - 2013.

Strategy: A plan to implement the long-term objectives of the organisation. See City Plan.

Targets and Measures:Target - level of performance to be achieved.Measure - method of determining if the outcome has been achieved.

Victorian Local Government Indicators: Results from the community Satisfaction survey conducted by the State Government

Ward: Defined electoral area to which a representative is elected as Councillor.<pp> 211

Contact Us

You can view a hard copy of the Annual Report at any of the eight Customer Service Centres, or at any of the Municipal Libraries.

If you would like a copy to keep, please contact our Customer Service call centre on the number below to arrange for one to be sent to you.

Electronic copies are available on our website www.geelongaustralia.vic.gov.au

http://www.geelongaustralia.vic.gov.au/

This document contains important information about the City of Greater Geelong. If you do not understand the content or would like further information please contact us via one of the following easy ways:

Telephone

Pick up the phone between 8.00am and 5.00pm weekdays to call us on (+ 6 1 3) 52725272

National Relay Service (NRS)

If you are deaf or have speech impairment you can call through the National Relay Service (NRS).

TTY users can phone 133677 then ask for 0352725272.

Speak and Listen (speech-to-speech) users can phone 1300 555 727 then ask for 0352725272.

Internet relay users can connect to NRS on www.relayservice.com.au then ask for 0352725272.

Note: Area code must be included for each call.

Post

Write to us at:City of Greater GeelongPO Box 104Geelong 3220 Australia

Fax

Send us a fax on (03) 52724277

Web

www.geelongaustralia.com.au

http://www.geelongaustralia.com.au/

http://www.relayservice.com.au/

Email

Get online and drop us an email at:[email protected]

Mayor and Councillors Email them at

[email protected] and [email protected] phone them on (03) 52724893

In Person

You can always visit us at any one of our eight conveniently located Customer Service Centres:

Geelong - City Hall

30 Gheringhap Street

Geelong - Brougham Street

100 Brougham Street

Geelong West

Library, 153A Pakington Street

Belmont

Library, 163 High Street




Corio

Corio Shopping Centre, Shop 4K 83A Purnell Road

Drysdale

18 - 20 Hancock Street

Ocean Grove

The Grove Centre 78 Presidents Avenue

Waurn Ponds

Waurn Ponds Library 230 Pioneer Road<pp> 212

Australasian Reporting Awards

2003 - 2004 Bronze2004 - 2005 Silver2005 - 2006 Silver2006 - 2007 Silver2007 - 2008 Gold2008 - 2009 Silver2009 - 2010 Gold (Finalist: Report of the Year)2010 - 2011 Gold2011 - 2012 Gold

Published by the City of Greater Geelong.

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Although every effort was made during the transcription process to ensure an accurate representation of the original document, Vision Australia does not accept responsibility for any errors or omissions, nor for the results of specific action taken on the basis of this transcription. The original document should always remain the point of reference for content accuracy.
