City of Greater Geelong

Annual Report 2013-2014

Performance Highlights Community Wellbeing

The opening of the new $9.5 million state-of-the-art Boorai Centre in Ocean Grove sets the standard for integrated children’s centres.

Council demonstrated its commitment to maintaining strong relationships with the Aboriginal community by adopting the Karreenga Aboriginal Action Plan, signing a Statement of Intent and raising the Aboriginal flag to fly permanently alongside the Australian flag at City Hall.

Growing Our Economy Construction of the new $45.5 million Geelong Library and Heritage

Centre commenced in November and is on track to be completed by the end of 2015.

The City launched Enterprise Geelong, the newly dedicated economic development resource that will put the spotlight on Geelong as the ideal location for business, to attract investment, support local business and drive economic growth.

Sustainable Built and Natural Environment Future Proofing Geelong continued to contribute to a more

sustainable, liveable and productive Geelong having assisted local industries and businesses secure more than $1 million in funding for sustainability initiatives, and supported or staged over 50 community events.

The Dell in Clifton Springs will remain a popular destination following erosion mitigation works that have improved public safety and the stability of one of Geelong’s hidden treasures.

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

applications with 76 per cent completed within the statutory timeframe. This included the highest result ever of 81 per cent in April and May 2014.

86 per cent of resident’s requests for service were completed within the designated timeframe, the highest result for four years.

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Council acknowledges Wadawurrung Traditional Owners of this land and all Aboriginal and Torres Strait Islander People who are part of

the Greater Geelong community today.

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

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Welcome to the 2013-2014 Annual Report for the City of Greater Geelong

ContentsPerformance Highlights 1Our Vision 2Contents 3Live Love Geelong 5Facts and Figures 2013-2014 8

Overview 9A word from our Mayor 10A word from our Chief Executive Officer 12Overview of Financial Performance 14Council Services Delivered 16Outstanding Achievements 18Calendar of Events 20

Planning Ahead 22Planning Framework 23Our Planning Process 25Council Funding Priorities 26

Council Information 33Ward Map 34Our Council 35Our Councillors 37Council Appointments to Committees and Groups 44

Our People 47Our Values and Behaviours 48Organisation Structure 49Chief Executive Officer 51Divisional Information 52Staff Profile 55Employee Excellence Awards 57Recognition of Service Awards 58Our Volunteers59

Performance 61Delivering Community Priorities 62Community Wellbeing 63Growing Our Economy 78Sustainable Built and Natural Environment 92How We Do Business 1042013-2014 Performance Statement 121

Governance 128Internal Audit 129Statutory Information 131Best Value 137External Funding 139Development Contribution Plans 141Community Arts and Festivals Grants Program 144Councillor Community Grants Program 146Disability Action Plan Update 149Domestic Animal Management Plan Update 151Victorian Local Government Indicators 152

Annual Financial Report for the Year Ended 30 June 2014 154Annual Financial Report Table of Contents 155Summary of Financial Performance 156Understanding the Financial Report and Financial Statements 161

Global Reporting Initiative………………………………………………………………………………………….238Index……………………………………………………………………………………………………………………239 Glossary……………………………………………………………………………………………………………….241Interpreter Services…………………………………………………………………………………………………242Contact Us…………………………………………………………………………………………………………….243

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About this report

The City of Greater Geelong Annual Report 2013-2014 provides a comprehensive account of Council’s performance from 1 July 2013 to 30 June 2014. City Plan 2013-2017 is the key document that will guide the City of Greater Geelong’s activities during the term of the current Council. It translates our communities’ needs and expectations into action. City Plan 2013-2017 is the guiding document for this Annual Report.

The Annual Report provides an update on the highlights and achievements as well as the challenges and future directions under each strategic direction:

Community Wellbeing Growing Our Economy A Sustainable Built and Natural Environment How We Do Business.

The City of Greater Geelong is committed to transparent reporting and accountability to the community and the Annual Report is the primary means of advising our community of Council’s performance in the past 12 months.

The Local Government Act 1989 requires that the Council submit its Annual Report to the Minister for Local Government within three months of the end of the financial year.

The AudienceThe aim of the report is to inform all Council stakeholders including ratepayers, residents, businesses, community and interest groups, news media, all levels of government, Council staff and the wider general community.

Navigating the Annual ReportThe City of Greater Geelong Annual Report comprises seven main sections. These include:

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

Planning AheadIncludes planning framework, brief City Plan update and an update on Council’s funding priorities.

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

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

PerformanceAchievements, future directions, challenges, key performance indicators and update on City Plan actions under each strategic direction and the Performance Statement.

GovernanceContains statutory information, internal audit, best value, external grants received, community grants as well as updates on developer contribution grants, the Domestic Animal Management Plan and the Disability Action Plan updates.

Annual Financial ReportProvides a detailed account of our financial performance.

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

Where is GeelongLocated some 75 kilometres from the Melbourne CBD, the municipality covers 1,247km2, comprising country, coastal and suburban areas. Greater Geelong is bounded by the Moorabool Shire in the north, Wyndham City and the Borough of Queenscliffe in the east, Surf Coast Shire and Golden Plains Shire in the west and Bass Strait in the south.

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

Our historyThe Wadawurrung people lived in the Geelong region for more than 25,000 years prior to white settlers arriving, occupying a territory of 120 by 150 kilometres. When the explorers Hume and Hovell arrived in the area in 1824, they approached the Wadawurrung people and asked for the name of the area. They were informed that the bay was called Jillong (Geelong) and the land Corayo (Corio), or at least this is how the conversation was construed. It has been long since debated that the Europeans may have in fact made a mistake in ascribing Corio to the sea and Geelong to the land, when it should have been the other way around!

Following the gold rush era of the 1860s, Geelong began its rise as an industrial town with the main trade in its early days being the processing of wool. Huge wool stores surrounded the waterfront with some still remaining today which now house Deakin University and Westfield Shopping Centre.

Through the World Wars to the mid-70s Geelong’s manufacturing boomed. Over time, the change in markets and modern needs has seen a decline in some sectors of the manufacturing industry. The region’s economy has been diversifying over many years and now has a much broader industry base.

Sport and recreational activities have played a major role in Geelong’s history. The establishment of the Geelong Football Club in 1859 initially provided an outlet for local cricketers during the winter months, but today is often described as the heart and soul of the town.

Community profileThe City of Greater Geelong’s population has grown from 201,495 in 2006 to 225,245 as at 30 June 2014, an increase of 11.8 per cent.

According to the Australian Bureau of Statistics’ 2011 Census of Population and Housing, 18.5 per cent of the City of Greater Geelong’s population was aged between zero and 15, with 16.8 per cent aged 65 and over, with this age group also having the largest change in age structure since 2005.

The biggest change in age structure was in the empty nesters and retirees, and older workers and pre-retirees, with babies and pre-schoolers, primary schoolers and secondary schoolers amongst the lowest age structure growth areas.

79.5 per cent of the community were Australian born, with the United Kingdom, New Zealand and Italy the main birthplaces outside of Australia. 10 per cent of people spoke a language other than English at home, with Italian, Croation, Macedonian and Greek the main non-English languages spoken. Karen, Mandarin and Filipino/Tagalog were the non-English spoken languages that saw the largest growth in the last five years within the community.

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Couples with children made up 28.3 per cent of households, with a further 26 per cent being made up of couples without children. Lone person households made up 26.4 per cent and one parent families making up 11.5 per cent.

With more than 50 suburbs and townships, the region is experiencing a period of rapid growth with the population expected to exceed 290,000 in the next 20 years. A high proportion of this will come from new ‘greenfield’ growth areas identified for development, most notably Armstrong Creek, as well as other suburban expansions.

Work and investmentGeelong has a diverse economy with over 16,000 businesses and a labour force of over 120,000 people.

Geelong’s economy has been diversifying over many years and now has a much broader industry base. Traditional manufacturing industries have been in decline and have resulted in the closure of Alcoa’s Point Henry Aluminium Smelter (August 2014) and the impending closure of Ford’s manufacturing plant in 2016. Both these businesses have been a major part of the economic landscape in Geelong with Ford being established in Geelong in 1925 and Alcoa in 1963.

Despite this, key economic indicators show that Geelong has a strong local economy with an investment pipeline that will provide job opportunities into the future, particularly in emerging growth sectors. Geelong’s major industry strengths include: health; education and research; advanced manufacturing; defence; information and communications technology; tourism; and food and agriculture.

Major industry sectors include health care and social assistance (16 per cent of the workforce), retail trade (14 per cent), manufacturing (13 per cent) and education and training (11 per cent). Manufacturing remains the biggest value-added contributor to the regions Gross Regional Product at $1.8 billion annually (18.6 per cent of total value add). Trade through the Geelong Port also continues to increase, now at 15.7 million tonnes, a 1.7 per cent increase on the previous year, with 894 vessels entering the Port.

Investment in the region continues to grow with $1.2 billion in major construction and redevelopment underway in Geelong and a further $1.9 billion awaiting commencement or in planning stages.

Where we learnGeelong provides a broad range of pathways from primary to tertiary education. There is a wide choice of public or private schooling, and multiple tertiary education options - all with strong links to industry.

There are over 50 kindergartens, just over 60 primary schools and over 20 secondary schools all offering high level teaching. Deakin University which was established in 1974 is a world-class university with cutting-edge facilities and is internationally renowned for its research and teaching. The Gordon opened in 1887 and has been offering technical and further education (TAFE) courses for over 125 years, helping people gain real skills for real jobs. Marcus Oldham College has been offering students a unique education experience in agriculture and equine management since 1962. There are also over 35 community based or privately operated Registered Training Organisations offering a diverse range of short and long courses – something for everyone!

So much to doThe Geelong region offers a diverse and exceptional lifestyle.

A leisurely stroll or ride along the award-winning Waterfront or the more challenging Bellarine Rail Trail is popular on weekends all year round. Sailing on Corio Bay, skiing on the Barwon River or just enjoying our region’s beautiful beaches are also favoured pastimes.

Sport and recreation activities for everyone, whether it is joining a crowd of thousands to watch the Geelong Cats play at Simonds Stadium in the Australian Football League competition, or taking part in the many local sporting opportunities offered to all ages. There are facilities for all seasonal sports from top class golf courses and equestrian facilities, quality cycling facilities, an international standard baseball centre, all-weather thoroughbred racing facilities at the Geelong

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Racing Club, high standard infrastructure at the Landy Field athletics track and state-of-the-art leisure and aquatic facilities.

Geelong is a city with great cultural energy. We are proud of our artistic traditions, local culture and rich natural and built heritage. The National Wool Museum and the Geelong Gallery are popular destinations for locals and visitors with a number of exciting contemporary exhibitions staged throughout the year. Theatrical and musical productions are also regularly held at the Geelong Performing Arts Centre and the Potato Shed on the Bellarine. 

Multicultural diversity is celebrated throughout the year through events such as the Pako Festa and the National Celtic Festival. Each weekend you can visit one of a number of markets held in the region, and during the summer months night markets are proving a hit with locals and visitors alike.

Major events play a key role in providing social connections and economic benefits to the region. The Australian International Airshow, Festival of Sails, national and international cycling events, and triathlons are just some of the high profile major events on our doorstep.

Add to this our wonderful wineries and fine dining options, there really is something for everyone!

Geelong’s lifestyle is hard to beat. With quality living, wide-ranging recreational choices, a strong and growing economy and a cosmopolitan, vibrant community, there is real reason to Live Love Geelong.

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

Statistics referred to in this section have been taken from: .id (informed decisions) - City of Greater Geelong Community Profile and Population Forecast websites, June 2014 City of Greater Geelong Economic Indicators Bulletin 2013

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Facts and Figures 2013-2014

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Where we liveArea: 1,247km2

Average summer temperature is 26oCAverage winter temperature is 15oC

Who lives here?Population of 225,245*

Population growth rate in 2013-2014*was 1.7%*Percentage of population born overseas is 15.9%*

Population age structure*:0-17yrs: 22.3%

18-59 yrs: 54.9%60+ yrs: 22.8%

Average household size is 2.4 persons*

Our environment31km of coastline

120km of streamside frontages320 hectares of bushland reserves347 hectares of coastal reserves

114 individual wetlands totalling 11,639 hectares78,000 trees maintained annually

2,407 trees planted2,095km of roads

200km of off-road paths (bike and walking trails)

Where we have fun900 pieces of open space comprising 17,000

hectares84 formal recreation reserves

46 netball courts and 174 tennis courts 12 skate parks

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

281 public playgrounds1.5 million visits to our libraries

237,612 visits to Council funded cultural institutions

Labour force and economic activity16,227 businesses in the municipality**

Labour force of 120,096 in the municipality**15.7M tonnes trade through Geelong Port**2,317 business events attended by 152,582

delegatesMedian house price $360,000**

Visitors960,000 domestic overnight visitors to Geelong and

the Bellarine region40,700 international overnight visitors to Geelong and

the Bellarine region

Helping and listening to our community172 groups assisted by annual Community Grants

92,500 letters received by Council75 projects Council engaged the community on

We maintain750 Council buildings maintained

140 public toilets maintained13 libraries plus one mobile library

Snapshot of Council service provision226,000 hours of personal and respite care and domestic assistance provided

100,000 meals distributed through Meals on Wheels24,448 key age and stage maternal and child health consultations

38,591 tonnes kerbside waste (garbage) collected31,973 tonnes green waste collected

27,300 tonnes recycling collected181,086 calls answered by the Customer Contact Centre

18,438 Contact Us emails received131,476 visits to Customer Service Centres1,841 planning permit applications received

92,092 requests for service received34,966 dogs and 9,725 cats registered

187 school crossings supervised

*. id (informed decisions) City of Greater Geelong Population Forecast, June 2014** City of Greater Geelong Economic Indicators Bulletin 2013

Overview

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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.

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A word from our MayorWelcome to the 2013-2014 Annual Report – my first as the City of Greater Geelong’s directly elected Mayor – and it has been quite a year!

You only have to flick through these pages to see an amazing array of accomplishments, demonstrating that we deliver a big bang for your bucks! Just take a look at the breadth of services and projects this Council has tackled this year. It is no wonder my head has been in a spin!

I need to acknowledge the contributions of the whole staff, and in particular the former CEO Stephen Griffin and Dean Frost who acted as CEO, as well as other councillors, the former Mayor, Keith Fagg, and Cr Bruce Harwood who acted as Mayor until my election in late November 2013.

My campaign catch-cry was Vision, Passion, Change, and that is what I have brought to the Council Chamber. There is a new show in town, with energy to burn and the will to achieve the very best for the people of Geelong.

I started with my foot firmly on the accelerator, focusing initially on bringing life to the centre of Geelong. Flowers were planted to bring colour to the streets and a trial of free parking on weekends was so successful it is here to stay. We got working straight away on ensuring a spectacular Christmas 2014, with the centerpiece to be a giant Christmas tree floating on Corio Bay. Just wait until you see it! There will also be new decorations in Central Geelong and our townships, and fantastic lighting installed that will be up all-year-round.

Council adopted the Central Geelong Action Plan in December 2013 and we will see many more projects rolled out to bring more jobs, more students, more living and more loving to Central Geelong!

2013-2014 is a story of growth. There has been a constant stream of announcements and openings heralding major investment in the Geelong region such as

The National Disability Insurance Agency head office opening. Accensi announcing it is destined for the Geelong Ring Road Employment Precinct. Carbon Nexus officially opening. New aquaculture ventures on the Bellarine. More jobs announced at Carbon Revolution. The opening of the first stage of the Waurn Ponds Shopping Centre expansion. An Energy Australia call centre. Expanding the Lara Town Centre.

We sorted through Council’s list of projects it wants to see funded and made it clear what our priorities are. I have been in and out of doors in Canberra and Spring Street spreading the word about what we need to bring more jobs to Geelong, and there is no guessing that my number one priority is the Yarra Street Pier and Geelong Conference and Convention Centre, then revitalising Central Geelong and Land 400.

I launched Enterprise Geelong Opportunity (EGO), supported by a board of experts, to get out there and bring more investment and jobs to Geelong, while helping the city’s entrepreneurs and businesses, both large and small to grow.

I also launched Tourism Greater Geelong and the Bellarine to take this region to the world.

Our events program showcased the very best we have to offer in Greater Geelong. Our prize venue, Simonds Stadium, has hosted not just the mighty Geelong Cats, but also Rugby Fever and the Asian Champions League and there is more to come!

Carols by Candlelight, Festival of Sails, Pako Festa and a host of other events keep getting better and better. A fantastic addition this year was Geelong After Dark, offering a chance to see this city as you have never seen it before. The concurrent Mountain to Mouth was also an amazing event, culminating in a spectacularly beautiful ceremonial burning at dusk of the canoe sculpture that had been carried from the You Yangs to Barwon Heads. It does not get much better than that!

No government is without its policy decisions that really make a difference. This year we adopted the Kareenga Action Plan for Reconciliation, the Municipal Early Years Plan and the new and revised Disability Action Plan, among others.

A healthy city is a productive city and the Healthy Together Geelong team has been rolling out the Health Promotion Achievement Program with great success. To date they have had contact with a quarter of Geelong’s population, spreading the word about healthy eating, physical activity, mental health and oral

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health. It is important that animals are active too. During the year we opened a Pet Park at Stead Park and it is proving very popular with our furry-legged friends!

The Community Grants Programs are great for groups and organisations across Geelong accessing the money they need to run community events, programs and services that really make a difference. In 2013-2014 Council distributed a total of $460,000 to more than 170 groups.

I have not even scratched the surface of what was done around Greater Geelong in 2013-2014. I urge you to take the time to have a look through this report to see where your money goes.

Geelong is a great city because of the great people who call it home. I have been privileged to meet many of you at the many events, games and shows I have attended from Lara to Barwon Heads and everywhere in between. And one thing I do know is you all LIVELOVEGEELONG!Thank you for electing me as Mayor. It is a great honour. I promise you I will be tireless in bringing Vision, Passion, Change as there is plenty more in the tank!

It’s Go-time GEELONG! Giddy Up!

Darryn Lyons

Mayor

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A word from our Chief Executive OfficerAt the time of pulling together this 2013-2014 Annual Report I had only recently joined the City of Greater Geelong.

This document stands as a record of the achievements of Council under the guidance of the previous CEO Stephen Griffin and the Acting CEO Dean Frost, our General Manager of Major Projects and Recreation. I thank them both for their leadership and commitment to ensuring the organisation delivered on the decisions of Council.

The 2013-2014 financial year ended with a net surplus of $40.8 million, $18.4 million less than the previous year, largely due to less grant income from the Grants Commission, less depreciation and a reduction in subdivision asset recognition income.

The value of Council’s assets increased by $58.5 million to $1.9 billion and a keystone of Council’s financial strategy is using the net surplus to maintain these assets. In 2013-2014, the capital program of renewals and upgrades, as well as providing new assets, totalled $72.9 million.

Whilst the 2013 Financial Sustainability Review conducted by CT Management found Council was financially sustainable in the short-term, in the long term they noted there will be many challenges, including the capacity to maintain Council’s broad suite of assets.

Many of the recommendations presented in the review are, and will be considered and tested by Council during its term. Actions taken in 2013-2014 include:

All 125 services provided by Council went through a service planning process and developing options for future service delivery will be the next step.

The review of the annual budget process led to the inclusion of an opportunity for the community to submit concepts to be considered by Council for funding. This process will be further refined in the lead-up to setting the 2015-2016 Annual Budget.

Strategic asset management practices were also reviewed and in 2014 Council has been involved in the MAV National STEP Program to identify and act on opportunities to improve.

The process for managing projects has also been under review. Council has also been reviewing its Strategic Resource Plan, the ten year financial plan and the ten

year Capital Program.

I have yet to meet everyone who works with Council but I am struck by the number of international, national, state and regional awards for which staff have been nominated or have won. Last year’s Annual Report won gold at the 2014 Australasian Reporting Awards and our Recreation group seems to have won a great swag of awards (see pages 18-19). It is inspiring to see such innovation across the board.

There have also been continuous improvements in the building and planning application process, how quickly we respond to requests from residents and several other elements of customer service.

On pages 118-120 you will find a full list of issues and decisions where we have engaged with the Greater Geelong community. Council has a strong commitment to involving ratepayers in the decisions which will affect them and does this by using a range of methods. Council staff have access to training and a one-stop shop for engagement called the Community Hub to assist with planning and providing best practice examples.

The City offers staff many other opportunities to access training and development and to participate in the Well4Life program, an internal health and well-being program. You can find more detail on page 107. Occupational Health and Safety is an important focus, supported by training and good management. The table on page108 demonstrates some improvements and there is ample opportunity for more.

The results from the annual Local Government Community Satisfaction Survey 2014 highlight many things Council does well and show some significant opportunities for improvement. There is a summary of the results on page 110 and the final report can be found on the City of Greater Geelong website.

The work of Council is ably supported by the efforts of a number of volunteers who give their time freely and make a huge difference right across the City. Thank you to everyone for your contribution.

I would like to thank all staff for their efforts in delivering projects and services in 2013-2014. Special congratulations, also, to those staff who celebrated a service milestone during the year, whether 10, 20, 30 or 40 years.

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One of the aspects of Geelong that I find very heartening is the collaborative approach within the region and everyone’s commitment to achieving the very best in outcomes for the people of Geelong and beyond. I look forward to working together with member organisations, businesses and community groups to deliver these outcomes.

I also look forward to working with the Mayor and Councillors in 2014-2015 to deliver their vision.

Gillian Miles

Chief Executive Officer

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Overview of Financial PerformanceThe following information presents an overview of financial results for 2013-2014. For more detail please refer to the Annual Financial Report starting on page 154.

Financial Highlights Net surplus of $40.8 million, a reduction of $18.4 million on the previous year result.

$323.2 million revenue with 52.9 per cent coming from rates and charges.

$282.4 million expenditure with employee costs making up 40.7 per cent and materials and services making up 32.2 per cent.

$1.9 billion in net assets, a $58.5 million increase on the previous year.

$72.9 million capital expenditure which included $6.2 million towards the construction of the new Geelong Library and Heritage Centre and $4.5 million towards the Boorai Centre (Ocean Grove Integrated Children’s Centre).

Net ResultCouncil’s net surplus of $40.8 million is $18.4 million less than the previous year’s result of $59.2 million. The decrease can be mainly attributed to a change in timing of government grant income ($9.2 million) due to 50 per cent Grants Commission funding for the 2013-2014 financial year being received in June 2013, a reduction in subdivision asset recognition income ($4.8 million) and an increase in depreciation ($2.6 million).

Over the past five years the net result has been impacted by high levels of building and subdivision activity, providing Council with considerable assets transferred from developers.

The result is $5.9 million unfavourable to budget also mainly due to the reduction in government grants.

Sustaining a net surplus is a critical financial strategy of this Council in that it provides capacity to maintain the community assets under Council’s control. Council’s City Plan forecasts surpluses over the next four years, including a $70 million surplus in 2014-2015.

Net ResultSurplus (Deficit) 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

$M 30.9 37.8 19.7 59.2 40.8

Financial PositionThe Balance Sheet represents the overall financial worth of Council. In 2013-2014 the net assets of Council increased by $58.5 million to $1.91 billion. This movement is mainly due to an increase in property, infrastructure, plant and equipment of $66.6 million and investments of $10.4 million. This is partially offset by a reduced cash balance of $6.5 million and an increase in trade creditors of $6.0 million.

Net Assets 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

$M 1,561.5 1,620.5 1,703.9 1,856.2 1,914.7

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Capital ProgramCouncil aims to ensure that it is able to maintain its infrastructure assets at the expected levels, while at the same time continuing to deliver the services needed by the community. In order to maintain infrastructure, Council has an extensive capital works program to renew, upgrade and provide new assets.

In 2013-2014, capital works expenditure totalled $72.9 million. This included a total of $20.9 million on renewal works (28.7 per cent), $7.6 million on upgrade works (10.4 per cent) and $44.4 million on new assets (60.9 per cent).

Capital Expenditure 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

$M 67.9 62.7 65.3 60.0 72.9

Cash FlowCash and cash equivalents increased by $3.9 million. Developer Cash Contributions of $3.0 million were received in 2013-2014 compared to nil contributions in the previous year.

The cash balance covers Council’s long service leave obligation of $15.3 million and provides funds to complete carry over capital works.

Cash and Investments 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

$M 58.6 66.3 74.2 71.4 75.3

Future PlanningThe City of Greater Geelong has many demands on funding. The recent Financial Sustainability Review found that the City of Greater Geelong is a financially sustainable organisation. However, like many other councils, it faces challenges with its capacity to deliver the capital works programs and services in the long term future.

Council’s Strategic Resource Plan is updated annually as part of the annual City Plan update. It contains the principles that underpin the financial management of Council operations as well as guiding the long term financial plan. The service planning program which is currently underway will also inform the long term financial plan.

Importantly, Council’s financial performance is sound and being managed responsibly, and the community’s assets are well managed.

Our financial accounts were audited and have been issued an unqualified audit opinion by the Victorian Auditor-General.

Refer to pages154-237 for the full Annual Financial Report.

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Council Services DeliveredIn responding to the community needs, the City of Greater Geelong provides over 120 services and programs. The following shows how the budget is divided for every $100 of expenditure in order to deliver the large number of services provided.

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Waste and Recycling Services$7.93

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

Building and Planning$3.42

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

Family Services$5.44

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

Roads, Footpaths and Drainage$7.91

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

Parks, Gardens and Environment$9.07

Services include: Public open space management Roadside vegetation Botanic Gardens Sports surfaces and turf management Tree management Water management and irrigation Waterway and environmental planning Coastal infrastructure management Sustainability programs

Sports, Recreation and Leisure Services$7.61

Services include: Management of four indoor leisure facilities Management of two outdoor pools Stadium management including Simonds

Stadium and the Arena Indoor activity centre management Sports development and planning Playground management Strategic sport, recreation and open space

growth and planning Recreation tenant and facilities management

Community Development and Emergency Management

$2.20Services include: Community development programs and activities Management of councillor disbursements to the

community Youth services and programs Community facility management Emergency management planning and

implementation

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Local Laws, Health and Animals$3.19

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

Aged and Disability Services$6.96

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

Tourism, Events and Economic Development

$2.85Services include: Enterprise Geelong (economic development

service) Tourism services for Geelong and the Bellarine Central Geelong Marketing Geelong Major Events Community events Central Geelong and Waterfront place

management

Arts, Culture and Libraries$4.15

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

Geelong Art Gallery support National Wool Museum Potato Shed

Customer Service, Marketing and Administration

$11.81Services include: Face-to-face customer service centres and

customer call centre Financial management Strategic planning and performance monitoring Community engagement coordination Mayor and councillor support Marketing and communications services Governance and record management Risk management Facilities maintenance Property lease management Internal audit and ombudsman Human resource management Procurement services Information technology

Capital Works$27.46

Projects include: Geelong Library and Heritage Centre Integrated children centre and community hub

developments Building renewal and upgrades Road, footpath and drainage upgrades and

construction including federally funded roads to recovery program

Recreation facility upgrades and renewal Central Geelong revitalisation projects Landfill rehabilitation

Outstanding AchievementsIn 2013-2014 the City of Greater Geelong, individual staff and community partnerships received a number of acknowledgements and awards for excellence in the innovative delivery of a range of services and projects. International

Gold Award winner for the 2012-2013 City of Greater Geelong Annual Report at the 2014 Australasian Reporting Awards.

Natalie Valentine, Coordinator of Sports Venues and Simonds Stadium Manager, was shortlisted as a finalist for the Rising Star Award in the 2014 International Stadium Business Awards.

National

Winner of the Geospatial Excellence in eGovernment Award at the 2014 Australian Government ICT Awards for the G3M for Collaborative Design and Planning project.

The City’s 3D Spatial Systems Analyst Will McIntosh was a finalist for the ICT Professional of the Year at the 2014 Australian Government ICT Awards.

Leisurelink Aquatic and Recreation Centre won the top national award at Fitness Australia’s Health and Fitness Industry Quality Awards, taking home the Prize for Excellence for providing high quality service and excellence across its entire business.

Leisurelink Aquatic and Recreation Centre were also awarded the Gold Quality Award at the Australia Health and Fitness Industry Quality Awards for achieving quality in customer service, programs, people, safety and business management.

The Armstrong Creek Sports Development Plan won a National Award of Excellence for Planning at the 2013 Parks and Leisure Australia National Awards.

The City’s corporate induction fly-over video was a finalist at the 2013 Australian HR Awards in the Best Use of Technology category.

Tony Kerr, Coordinator Procurement Services was awarded Procurement Australia’s Individual Excellence in Procurement Award – The Jacinta Bartlett Scholarship Award.

State and Regional

The GASP Project, run by the City’s Youth Development team, was Highly Commended in the Recognising Excellence Awards for Delivering Youth services.

Supported Playgroups Officer Sue Ellis was shortlisted for Supported Playgroups Coordinator of the Year at the Playgroup Victoria Awards.

Leisurelink Aquatic and Recreation Centre Supervisor Aaron Moore won the Duty Manager Award at the Aquatics and Recreation Victoria Industry Awards.

Splashdown group exercise instructor Rebecca Sayle won the Group Exercise Instructor Award at the Aquatics and Recreation Victoria Industry Awards.

Bellarine Aquatic and Sports Centre AustSwim Teacher Kate McIntosh won the Austswim Teaching of Swimming and Water Safety Award – Access and Inclusion at the Aquatics and Recreation Victoria Industry Awards.

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Bellarine Aquatic and Sports Centre, Leisurelink Aquatic and Recreation Centre, Splashdown and Waterworld achieved Platinum Pool accreditation in the Life Saving Victoria Platinum Pools program.

Tourism Greater Geelong and The Bellarine Business Manager Brett Ince was awarded Young Tourism Achiever at the 2013 Victorian Tourism Awards.

The City’s Geelong Visitor Information Centres were a finalist in the Visitor Information and Services category at the 2013 Victorian Tourism Awards.

Geelong Otway Tourism were a finalist in the 2013 Victorian Tourism Awards Destination Marketing Category for their ‘Destination Marketing Goes Digital’ campaign.

The City’s Graffiti Removal program received a Community Crime Prevention appreciation award for partnership in graffiti removal at the Community Correctional Services Awards.

The City was acknowledged at the 2014 Gforce Awards with the Host Recognition Award over 20 employees, for continuing to provide traineeship and apprenticeship opportunities for staff.

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Calendar of Events2013July    11 Aboriginal Flag Raising Ceremony – NAIDOC

Week City Hall, Central Geelong

13-14 Extravaganza 2013 The Pier, Waterfront Geelong28 National Tree Planting Day Various locations

August    1-31 Geelong Small Business Festival Various locations18 Ski Racing Victoria Grand Prix Limeburners Boat Ramp21 Victorian Schools Cycling Championships Belmont Criterium Track

September  7 Geelong Classic DanceSport Festival Club Italia8 Sustainable House Day Various locations

October    1-31 2013 Seniors Festival Various locations4 Australian Veteran Cycling Championships Belmont Criterium Track5-12 Australian Masters Games Kardinia Park and various locations 6 Pink Ribbon Ride Eastern Beach12 National Wool Museum 25th Anniversary National Wool Museum16 Ride to Work Day Gore Place, Central Geelong17- 20 Royal Geelong Show Geelong Showgrounds18-26 National Children’s Week Various locations20 The Potato Shed Family Fun Day Potato Shed, Drysdale23 Sportingbet Geelong Cup Geelong Racecourse23-24 GPAC's Poppykettle Children's Festival Geelong Performing Arts Centre25 Flamefest Whittington Link

November  2 Walking Home Queenscliffe, Bellarine Rail Trail to Steampacket Gardens2-3 Toast to the Coast Geelong Wine Region7 Playgroup in the Park Geelong Playspace Eastern Park9 Gala Day Parade and Family Fun Day Steampacket Gardens10 SKAART Festival The Fort17 Run Geelong Waterfront Geelong24 Petstock Dog Walk Eastern Park30-1 Dec Geelong Revival Festival Waterfront Geelong

December    1 RACV Great Vic Bike Ride Geelong Showgrounds7 Denis Walter Carols by the Bay Eastern Beach Reserve10-12 Australian v. Malaysia Bowls Tournament Ocean Grove Bowls Club15 Osborne Park Association Christmas Carols Osborne House22 Highton Carols in the Park Highton Recreation Park22 Northern Carols by Candlelight Corio Community Park24 Carols by Candlelight Johnstone Park31 Dawnbuster Fun Run for Give Where You Live Waterfront Geelong31 The Pier Festival Geelong Steampacket Gardens

2014January    2-4 Mitchelton Bay Cycling Classic Waterfront Geelong and Portarlington11 Portarlington Mussel Festival Portarlington24-27 Festival of Sails Waterfront Geelong25-26 Barwon Regatta Barwon River26 Suicide Awareness Walk Johnstone Park26 Australia Day Free Children's Fun Day Rippleside Park29 Jan-2 Feb Melges Sailing World Championships Waterfront Geelong

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February    1 Great Australian Beer Festival Geelong Racecourse6 Herald Sun Tour The Pier, Waterfront Geelong7, 14, 21, 28 Night Jar City Markets Johnstone Park7-9 Geelong Multi Sport Festival Geelong Waterfront8 Rugby Fever Melbourne Rebels Simonds Stadium8 The Happiness Cycle Barwon Valley Activity Centre8-23 Geelong Sustainable Living Festival Various locations14-16 Australian Open Water Championships Eastern Beach15 Asian Champions League - Melbourne Victory Simonds Stadium 16 Kiwanis All Ford Day Deakin University20-23 Victorian Open Golf Championships 13th Beach Golf Links22 15th Moorpanyal 1000 Corio Bay Swim Moorpanyal Park22 Pako Festa Pakington Street

March    2 Geelong Highland Gathering Deakin University Waurn Ponds campus2 Wallington Strawberry Fair Wallington Primary School6-9 Victorian Wooden Boat Festival Royal Geelong Yacht Club and Fairnie Park7-9 Motor City Music Festival Geelong Showgrounds9 Bellarine Agricultrual Show Portarlington Recreation Reserve14 Word's Longest Lunch Eastern Beach Reserve 15 Freeza Music Event Johnstone Park15 Geelong North Better Block Labuan Square, Norlane15-16 HOSG Rowing Regatta Barwon River15-16 2014 Victorian Lifesaving Championships Ocean Grove SLSC 15-23 Cultural Diversity Week Various locations16 Barwon Heads Festival of the Sea Barwon Heads16 Sanitarium Weetbix Kids TRYathlon Eastern Beach Reserve21-22 Figment Arts Festival Johnstone Park16-17 MS 24-hour Mega Swim Geelong Leisurelink Aquatic and Recreation Centre22 Spud Fest Potato Shed, Drysdale22-23 Ski Racing Victoria Grand Prix Limeburners Boat Ramp23 Lara Food and Wine Festival Pirra Homestead Lara24-30 National Playgroup Week Various locations26 Playgroup in the Park Geelong Playspace30 Blokes Day Out Eastern Beach Reserve30 GAWS Walkies for Life Eastern Park30 West Fest West Park Geelong West

April    4-12 National Youth Week at the Waterfront Youth Activities Area, Waterfront Geelong

5-6 Volunteer Fire Brigades Victoria State Rural Championships Geelong Showgrounds

6 Autism Awareness Walk Waterfront Geelong12 Festivus Music Festival Ocean Grove Park12 March on Geelong Steampacket to Simonds Stadium18 Good Friday Appeal and Fun run The Pier, Waterfront Geelong18- 22 Australian Junior Open Squash Champs Leisuretime Centre20 Ford Mustang Nationals Deakin University Waurn Ponds campus

May    4 Child First and Child Protection Forum Northern Bay Trade Training Centre9-10 Mouth to Mountain You Yangs to Barwon Heads Foreshore 9-10 Geelong After Dark Waterfront locations11 Mother's Day Classic Waterfront Geelong14 IDAHO day flag raising ceremony City Hall, Central Geelong18 RSPCA Million Paws Walk Eastern Park BBQ Rotunda20 Regional Parenting Expo Geelong West Town Hall

June    1 Reconciliation in the Park Johnstone Park6-9 National Celtic Festival Portarlington 20-21 Jobs4Geelong Fair Deakin University, Waterfront Campus

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Planning Ahead

The City of Greater Geelong community played a major role in developing the vision and priorities for City Plan 2013-2017. The extensive ‘Your City Your Say’ engagement process was a significant opportunity for community members and stakeholders to actively contribute to shaping our municipality for the future.

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Planning FrameworkAs the closest level of government to the community, local government is well placed to respond to community needs, concerns and aspirations. Following the election of the new Council in October 2012, the extensive ‘Your City Your Say’ engagement process was undertaken with community members, councillors and the management team. City Plan 2013-2017 was developed using a planning framework of four strategic directions, to enable Council to address the major concerns and issues raised in the engagement.

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

The strategic directions are aligned with a Quadruple Bottom Line framework. They ensure our planning and priorities take a balanced approach and address our communities’ wellbeing, our economy and our environment, as well as ensuring Council operations meet customer expectations.

As per section 125(7) of the Local Government Act 1989, Council reviews City Plan 2013-2017 once during each financial year within the four year period it covers.

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

Community WellbeingObjective: Healthy Together Geelong: to enhance health, wellbeing and quality of life of

Greater Geelong communities.

Priorities: Healthy lifestyles Healthy environments Connected, creative and strong communities

Growing our EconomyObjective: Securing Geelong’s economic future

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

Sustainable Built and Natural EnvironmentObjective: Partnering with our community to protect and enhance our natural ecosystems and

to encourage sustainable design and reduced resource consumption.

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

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How We Do BusinessObjective: We will focus on developing and maintaining effective working relationships to

deliver Council’s strategic directions and cost effective services that meet the changing needs of the community.

Priorities: Lead by advocating and collaborating on issues important to the Greater Geelong

community Efficient and customer focused organisation Responsible and sustainable financial management Informed and engaged community Motivated and skilled staff in a safe work environment

2013-2014 City Plan Actions UpdateIn 2013-2014, a program of 258 actions was set in City Plan. These actions are reported on a quarterly basis to Council in regard to their current status. The following is a snap shot of the progress on these actions as at 30 June 2014.

Community Wellbeing

Growing Our Economy

Sustainable Built and Natural

EnvironmentHow We Do Business

i Completed 54 10 9 9

Completed for 2013-2014 / repeated annually 38 13 11 17

In progress, continuing in 2014-2015 47 21 11 3

4 On hold or not proceeding 10 2 2 1

A full list of all City Plan actions and status as at 30 June 2014 can be found on pages 61-117.

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Our Planning ProcessThe City of Greater Geelong engages the community every four years coinciding with the election of a new Council to develop a new City Plan. City Plan is reviewed internally on an annual basis over the council term and updated to ensure we are achieving the objectives and priorities the Council has committed to. This meets with the requirements of the Local Government Act 1989.

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

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

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

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Council Funding PrioritiesThe City of Greater Geelong is one of the largest and most diverse municipalities in Victoria. It is important we plan and prepare for a Geelong of the future that caters to more residents, more visitors and more diverse commercial activity. The Council has identified a series of priority projects for the municipality. These projects provide essential public infrastructure as well as serving as catalysts for further investment.

The Council Funding Priorities have been identified because of their strategic value to the wider community – they will provide jobs, they will service population growth, and they will deliver important community services. These projects are consistent with what G21 Geelong Region Alliance have identified as their priority projects for the region.

The following provides an overview of these projects.

Yarra Street Pier – a Cruise Ship DestinationThe Ask: $30 million for the pier reconstructionOverviewThe Yarra Street Pier was a landmark on the Geelong Waterfront for more than 100 years until it was destroyed by fire in 1988. This project proposes to reconstruct the Yarra Street Pier on its original alignment and develop infrastructure for yachting and motor cruisers.

The new Yarra Street Pier will have the capacity to cater for a large increase in cruise ships visiting Geelong. It will improve access to the water, support major events and enhance other recreation, economic and tourism opportunities.

Additional works include refining Fisherman’s Basin and expanding the Royal Geelong Yacht Club marina. These works would be delivered as part of the second stage, subject to securing the full $36.9 million funding.

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

first ten years of operation.

• Approximately 403 full time equivalent jobs over the first ten years of operation, and 234 during construction.

• A larger segment of the cruise ship market with up to four cruise ship visits per season from 2015, growing to 25 by 2025.

• A more diverse and vibrant waterfront experience that would lead to increased activity in Central Geelong.

• Potential for up to four naval vessels docking in Geelong per year.

• More significant major events would be attracted to Geelong, building on Geelong’s growing reputation as a host city for events.

StatusIn partnership with Regional Development Victoria, Tourism Victoria and Tourism Greater Geelong and The Bellarine, the City commissioned a business case for the reconstruction of the Yarra Street Pier. The business case examined infrastructure needs related to attracting cruise ships to Geelong and establishing the region as Victoria’s second cruise ship destination. Ongoing interest in Geelong by cruise ship companies strengthens our case for funding support with five cruise ships visiting in the 2013-2014 cruise season.

Council has negotiated with the Seabourn luxury cruise line for another five ships to visit Geelong in the 2014-2015 season.

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Geelong Convention and Exhibition CentreThe Ask: $2.5 million for a full feasibility study/business case OverviewGeelong is an award-winning convention destination but a lack of suitable convention space limits our ability to capitalise on the growing national conference market, currently generating $17 billion annually.

The proposed Geelong Convention and Exhibition Centre would include a conference venue with the capacity for up to 1,000 plenary delegates. It would provide 3,000m2 of exhibition space, banqueting facilities, meeting rooms, a business centre and retail outlets. A four to five star hotel would complement the Convention and Exhibition Centre and accommodate delegates.

Benefits• An injection of $106.6 million annually into the regional economy after construction.

• Creation of 650 direct and indirect jobs during construction and 434 direct and indirect ongoing full time equivalent positions.

• Large flexible space for community use.

• Opportunity for an architectural landmark for Central Geelong and the waterfront.

StatusA project steering group and project reference group led by the City includes representatives from the local business and education community. Support for the project continues to grow with increasing understanding of the benefits generated from business events and the proposed centre.

The next steps are to seek funding through appropriate agencies to undertake a comprehensive feasibility study and business case, investigate capital funding and development partnership opportunities, and test the level of public sector and private market support for the project through initial off-market discussions.

Revitalising Central Geelong The Ask: $10 million to kick start key short-term projects within the action planOverviewCentral Geelong is the region’s primary centre of retail and commerce, arts, culture and entertainment, education, health and institutional activity.

Like many cities of its size, Central Geelong is experiencing challenges as it transitions from a traditional CBD function to a more diverse economic, social, residential and cultural centre.  The revitalisation of Central Geelong as a multi-faceted, dynamic, innovative, adaptable and thriving mixed-use centre is important for Geelong, the region and for the future growth of Victoria.

In 2013 the City of Greater Geelong appointed the Central Geelong Task Force Special Committee to produce an action plan to oversee the development of business incentives and programs, and to identify events and activities that will bring more vitality to Central Geelong.

BenefitsImplementing the Central Geelong Action Plan will:

• Encourage further investment in existing building refurbishment and new enterprises in Central Geelong.

• Increase job numbers and employment opportunities.

• Provide a lifestyle that encourages people to visit and live in Central Geelong.

• Support further investment in events, arts and culture and provide a strong business case for key projects such as the Yarra Street Pier, Geelong Convention and Exhibition Centre, and the Geelong Cultural Precinct Master Plan which includes the expansion and refurbishment of the Geelong Performing Arts Centre, subject to State Government funding.

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• Enable more efficient use of existing infrastructure and support expanded services including public transport.

StatusThe Central Geelong Action Plan developed for the City of Greater Geelong by the Central Geelong Task Force in January 2014 sets out a 15 year program of priority actions to revitalise Central Geelong. The Action Plan builds on current investment activity and Central Geelong’s foundational strengths of learning, health and wellbeing, business and entertainment and the bay, as well as Vision 2 and is centred on achieving three principles:

• More people living, working, learning and playing in Central Geelong.

• Great infrastructure.

• Smart investment.

The Action Plan identifies ten priority actions in the short term which are considered ‘game changers’ for creating a thriving Central Geelong.

A number of these actions are supported by other key Council priority actions including Yarra Street Pier and Geelong Convention and Exhibition Centre and will leverage off investment by the health and education sectors in Central Geelong.

Council is now working to deliver the short term actions identified in the plan with more than $6.5 million in funding allocated to Central Geelong projects in the 2014-2015 Budget.

Land 400 Land Combat Vehicle SystemThe Ask: $5 million for a Defence Procurement Business Office in GeelongOverviewWorking in collaboration with a number of organisations from the region and beyond, Enterprise Geelong seeks to secure Geelong as a national Centre of Excellence for the Land 400 Capture project.

Benefits• A $10 billion plus procurement program by the Australian Defence Force staying in Australia.

• Estimated to bring 3,740 direct and indirect jobs to the state of Victoria with 2,450 in Geelong.

• State output estimated to increase by $1.9 billion in direct and flow-on effects, with a $1.5 billion increase in Geelong.

• Gross State Product estimated to increase by $490 million annually, with Gross Regional Product in Geelong increasing by 3.8 per cent.

• Emerging opportunity to use advanced materials such as carbon fibre, a major focus for research and development at Deakin University.

StatusIt is a lengthy and involved process to win a defence procurement contract and Geelong has a five point plan to work towards securing this goal.

To date we have a commitment from key stakeholders across Geelong to secure the Land 400 Program and we have secured a commitment of support from the Victorian Government for Geelong to become the Land 400 hub.

We are seeking State Government support to establish a Defence Procurement Business Office in Geelong to lead the activity. If successful, the Business Office will focus on securing a Federal decision to maximise Australian industry participation in delivering Department of Defence contracts and to nominate Geelong as a national Centre of Excellence for the Land 400 Capture project.

Bellarine LinkThe Ask: $5 million for a corridor planning study by VicRoads Overview

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Extending the Geelong Ring Road to the Bellarine Peninsula is vital for suitable long-term residential and commercial development, and is a priority for our region. This link, including a river crossing, is yet to receive commitment from the Federal and State Governments. It is a component of the land use planning currently being undertaken for the Armstrong Creek urban growth area, and ongoing investigation work by VicRoads.

Benefits• Reduced east-west traffic congestion through Central Geelong.

• Reduced traffic through residential suburbs and townships.

• Increased tourism opportunities for the Bellarine.

• Improved access to the Geelong Ring Road, particularly for the Armstrong Creek and Moolap Industrial Precincts and residents of the Bellarine Peninsula.

Status An alignment for Section 4C (Anglesea Road to the Surf Coast Highway), also known as Baanip Boulevard, was selected by VicRoads and a Public Acquisition Overlay was approved by the Minister for Planning in 2010. Section 4B (Anglesea Rd to the Princes Highway) was completed in March 2013.

Construction of the 4.5 kilometre Baanip Boulevard (two-lane arterial) commenced in December 2013 and is expected to be completed by late 2015.

The Bellarine Link (Surf Coast Highway to the Bellarine Highway / Portarlington Road ) has included significant corridor planning through the Armstrong Creek growth area to confirm its future alignment from the Surf Coast Highway through the Horseshoe Bend Precinct and North East Industrial Precinct.

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

Geelong Ring Road Employment Precinct The Ask: $14 million to reconstruct Heales Road and to contribute to Elcho drainage systemOverviewThe Geelong Ring Road Employment Precinct (GREP) consists of 500 hectares of high value industrial zoned land to the north of Geelong, with frontage to the Geelong Ring Road. Approximately two thirds of this land is currently undeveloped.

This site is ideally situated to cater for the markets of Geelong, Western Victoria and Metropolitan Melbourne, and has direct access to the Port of Geelong, Avalon Airport, major rail lines, Princes Freeway and the Geelong Ring Road.

The project will be delivered in three stages. Stage one, which is now complete, included the construction of O’Briens Road and associated drainage at the southern end of the precinct.

Stage two of the development will open up large size lots in the north of the precinct through the provision of major drainage facilities and the reconstruction of Heales Road.

Stage three will consolidate an old residential estate ready for industrial development with major drainage infrastructure provided. The three stages are expected to cost $32 million and will require Federal and State Government funding.

Benefits Increased investment and employment opportunities with the precinct having the potential to

deliver new jobs.

Deliver infrastructure that enables the release and development of significant public land holdings.

Enhance the entry into Geelong.

Provides suitable land to attract industry to the area.

StatusWith the $7.8 million stage one complete, work has commenced on the infrastructure required for several businesses looking to expand and establish in Geelong.

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Marketing and promotion of other Council land as well as GREP in general is proceeding.

Growing Geelong – An ongoing investmentThe Ask: $40-60 million for the Northern ARC Health and Wellbeing Hub (Waterworld/Corio Library/Centenary Hall Precinct) redevelopmentOverviewIn both new and established suburbs within the municipality there is a need to meet future community infrastructure needs and to upgrade and renew ageing community facilities.

Of late there has been an emphasis on developing community hubs for economies of scale and further partnerships and government funding are anticipated for the planning and development of significant facilities across the municipality.

One of the highest priorities is the redevelopment of the current Waterworld/Corio Library/Centenary Hall Precinct in the city’s north, in line with the Northern ARC (Arts, Recreation and Community) Master Plan.

In under-resourced areas, the City has been involved in a number of ‘whole of government’ responses to improve social, business, educational and physical spaces. Investing in regeneration programs builds on work already underway to address priority needs in areas such as Geelong’s northern suburbs, Whittington and coastal towns throughout the region.

Council is working in partnership with local people, businesses and government to stimulate jobs, build community pride and increase housing affordability.

Geelong is growing with planned corridors at Armstrong Creek, Lara West, Ocean Grove, Jetty Road (Clifton Springs), and other smaller developments.

Armstrong Creek is one of the largest growth areas in Victoria, consisting of 2,500 hectares of developable land and provides for more than 23,000 dwellings, a potential population of between 60,000 to 65,000 people and 22,000 jobs.

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

Other projects requiring short term State and/or Federal Government funding include:

• $100 million Barwon Heads Road duplication

• $50-$60 million State education facilities for Armstrong Creek – primary, secondary and special needs schools

• $42 million Drysdale Sub-Regional Sporting Precinct

• $30 million Regional Indoor Sports Facility

• $30 million Waurn Ponds Railway Station - stage two

• $30 million Armstrong Creek Town Centre Emergency Services Hub

• $10 million Marshall Railway Station – upgrade of facilities and car park

• $9 million Leopold Community Hub stage two

• $3.6 million Hendy Street Early Learning Centre

• $1.5 million Geelong West Neighbourhood House

• $0.5 million Ocean Grove Community Hub

• $0.5 million Community transport initiatives

• $0.3 million Family violence initiatives (prevention and response).

Benefits• Managing growth in a sustainable way and providing diversity in employment and social infrastructure.

• Creating jobs, including additional construction jobs during the development stages of new growth areas and in building new and upgraded facilities.

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

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

StatusA number of community facilities are under construction or scheduled to commence in the next 12 months, including:

• Facilities for families and children at Barwon Heads, Norlane, Leopold and Grovedale.

• Ocean Grove Community Hub which will house the Ocean Grove Neighbourhood House.

• Armstrong Creek community facility.

The Corio/Norlane Structure Plan has been finalised and identifies key land use priorities. Council continues to work with the Victorian Government on the northern suburbs regeneration project, including new and improved housing stock, and scoping studies for major urban renewal are underway. The first step of the school regeneration program is complete, consolidating a number of small schools into Northern Bay College. Other projects are well underway or have been completed.

The fOrT Youth Centre has been redeveloped and an integrated plan for the Waterworld/Corio Library/Centenary Hall Precinct is underway.

The Connecting Thomson Community Action Plan has been completed and community engagement for the Grovedale Oberon Community Action Plan has taken place.

Whittington Works! involves 17 organisations collaborating to address local education, training and employment issues and is funded as a key local initiative of Skilling the Bay.

In Armstrong Creek, Precinct Structure Plans for the Armstrong Creek Town Centre and Horseshoe Bend residential precinct are currently pending approval. Planning approval has been granted for more than 3,000 lots in the East Residential Precinct (Warralily Estate), more than 600 lots in the West Residential Precinct (Villawood Properties Armstrong estate) and 72 lots in the North East Industrial Precinct (Keystone Business Park).

In the East Precinct, subdivision development has advanced quickly with more than 720 homes completed or under construction and an approximate population of 1,000 people. Subdivision construction has commenced in the West Residential Precinct and the first residents are expected to move in during late 2014.

In September 2013 Council endorsed the Armstrong Creek Sports Development Plan, which takes a strategic approach for the future provision of sport in the growth area.

The State Government has commenced construction of Baanip Boulevard (Anglesea Road to Surf Coast Highway). Construction of the $90M project commenced in December 2013 and is due for completion in late 2015.

In February this year, the Lara West Growth Area rezoning was approved, creating space for 4,000 homes and 11,000 people. Community facilities will include two community centres, two primary schools, a secondary college, sporting fields and local parks.

A new Municipal Children’s Services Infrastructure Plan has been completed that details Council’s investment requirements into children service infrastructure over the next 10-20 years.

Portarlington Safe HarbourThe Ask: $26 million to implement stage oneOverviewPortarlington Safe Harbour will enhance the existing marine infrastructure at Portarlington, currently comprising the pier, breakwater and berths. It will be an economic driver for the Bellarine Peninsula, creating employment for the growing mussel industry and generating further opportunities for leisure and tourism.

Portarlington Pier is in poor condition, relying on unsustainable short-term measures to strengthen and protect the structure. It is vitally important that long-term measures be taken to ensure that the pier operations can continue, and impact on the mussel industry is minimised.

Portarlington Safe Harbour will be a high quality precinct incorporating commercial aquaculture and recreational fishing, boating, passive and active recreation and tourism activities for the local community,

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Bellarine Peninsula region and beyond.

Benefits• Positioning Portarlington as the home of sustainable aquaculture and fine produce (Victoria’s home of

mussel farming) and a premier recreation and commercial boating hub.

• Enabling sustainable commercial fishing activity and local employment and investment opportunities.

• Creating a vibrant hub that is integrated within the town centre.

• Increasing recreational facilities and improving space and safety for public events such as the Community Market and Mussel Festival.

• Responding to climate change impacts, including latest sea level rise predictions.

• Able to accommodate a ferry service and tall ships.

StatusParks Victoria has developed a master plan to provide direction for the harbour and foreshore and to promote integration with the nearby parkland and the town centre. It includes plans for a wider pier that allows for the separation of pedestrians and vehicles, as well as new facilities for boating related activities.

The redevelopment of the Portarlington Streetscape has included improvements to Newcombe Street, the renovation of the historic rotunda and the creation of a plaza between the shopping strip and the foreshore to improve linkages to the harbour.

The Bellarine Bayside Foreshore Committee of Management included the master plan directions in its strategic plan for foreshore areas within its jurisdiction. All land managers have committed to working together to implement the master plan.

We are facilitating options to implement and fund the master plan with the State Government and the private sector.

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Council Information

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Council operates under the Local Government Act 1989 and is elected to provide leadership and good governance for the municipality and the local community. The City of Greater Geelong is among the largest of the 79 Councils in Victoria, providing services and facilities for more than 225,000 residents.

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

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Our CouncilIn November 2013, Cr Darryn Lyons was elected as the City of Greater Geelong’s second directly elected Mayor following the resignation of the City’s first directly elected Mayor, Cr Keith Fagg.

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

Council has a number of roles including:

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

Council ElectionsVictorian local government elections are held every four years.

The Victorian Local Government elections were last held in October 2012, with five new Councillors and eight returning Councillors elected to represent the City of Greater Geelong until the next election in October 2016. The October 2012 election saw residents directly elect their Mayor for the City of Greater Geelong for the first time. Geelong is only the second city in Victoria to be given this opportunity. Cr Keith Fagg was successful in being elected into the position at this election. On 16 August 2013, Cr Fagg resigned from the position of Mayor of the City of Greater Geelong. A by-election was held on 23 November 2013 with Cr Darryn Lyons successfully being elected and sworn in on 26 November 2013.Councillors are elected by the community to represent the overall public interest of the region and their respective wards. They take part in formulating, adopting and reviewing City Plan, the Annual Budget, operational plans and make informed decisions on policies and funding requirements.The Mayor has several roles including the efficient and fair chairing of Council meetings, acting as the key spokesperson for Council, ensuring that Council decisions are carried out and representing the City at government, civic and ceremonial functions.The Local Government Act 1989 provides for the Council to elect their Deputy Mayor. The role of the Deputy Mayor is to represent the Mayor in all capacities in the event of the Mayor’s absence and may perform any function or exercise any power conferred on the Mayor.

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

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

During the 12 months to June 2014, three off-site Council Meetings were held at the following locations:

12 November 2013 – Belmont Bowls Club, 16-36 Reynolds Road, Belmont 25 March 2014 – Bellarine Aquatic and Sports Centre, 70 Shell Road, Ocean Grove 27 May 2014 – Beckley Park, Princes Highway, Corio

Council Meeting Attendance July 2013 – June 2014A total of 22 Ordinary Council Meetings were held during the period July 2013 to June 2014. The attendance record of Councillors is set out in the table below.

Name OrdinaryCr T Ansett 22Cr L Ellis 20Cr K Fagg 2Cr J Farrell 22Cr K Fisher 19Cr B Harwood 20Cr M Heagney 20Cr J Irvine 19Cr E Kontelj 19Cr S Kontelj 21Cr D Lyons 9Cr R Macdonald 18Cr R Nelson 19Cr A Richards 21

Our CouncillorsMayorCr Darryn LyonsElected to Council: November 2013

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

Telephone: 5272 4891

Email: mayor@geelongcity.vic.gov.au

City of Greater Geelong Mayor, Cr Darryn Lyons has a huge international profile which he is happy to use to the advantage of his beloved home city, Geelong.

Born and educated in Geelong, Darryn moved to London at the age of 22 to launch a career in photo journalism. Darryn’s amazing capacity for hard work saw his ‘Big Pictures’ enterprise grow rapidly, establishing offices in London, New York, Sydney and Los Angeles.

Darryn quickly became a notable figure in the area of international property development and entertainment venues, maintaining a significant and continuing property portfolio across a number of countries.

As the Lyons Empire continued to grow, so did Darryn’s influence in the international media, leading inevitably to a near-universal reference to the Geelong-boy-made-good as ‘Mr Paparazzi’. Darryn has continued to command world-wide attention.

Media has followed his every move since returning home, with Geelong itself gaining massive exposure because of this.

Darryn now shares his residence on the Geelong Waterfront with his fiancée, Elissa Friday. Elissa is an ex-model who has studied politics in the UK and is now focusing on studying for her degree in Journalism.

After a fervent campaign in November 2013, Darryn was elected as Mayor on the message of “vision, passion, change”.

Austin WardCr John IrvineElected to Council: October 2012

Portfolio: Sport and Recreation

Telephone: 0427 826 303

Email: jirvine@geelongcity.vic.gov.au

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

Cr Irvine moved with his parents, three brothers and two sisters from the Western District of Victoria to Geelong in 1970, attending Newcomb State School and Geelong East Technical School before moving into the workforce. He worked at the Pilkington glass factory in North Geelong for 16 years.

John has always had a passion for standing up for the underdog. At the age of 23 he was elected as a representative for the 750-plus workers at Pilkington where he would advocate on their behalf to management any issues or concerns. He returned to school and obtained a Diploma in Social and Community Services.

John is extremely proud of his strong working class background and is also very community-minded, having held numerous positions on committees over the years.

He is a former president of the St Albans/Breakwater Cricket Club, a role he held for a decade and is still very much an active player in the club’s lower grade sides over the summer months.

John is married with two children.

Beangala WardCr Jan FarrellElected to Council: November 2004

Portfolios: Community SafetyYouthWomen in Community Life

Telephone: 0437 103 035

Email: jfarrell@geelongcity.vic.gov.au

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

Cr Farrell lives in Ocean Grove, having made the "sea change" from Melbourne over 20 years ago. She is keen to preserve the rural character of the Bellarine and is committed to protecting the unique identity of our wonderful coastal towns.

She has a strong conviction that local government is about grass roots issues and that her most important role as a Councillor is to provide a two-way link between Council and the wider community. She is also a strong advocate for meaningful participatory consultation across all Council's decision-making processes and practices.

Cr Farrell has a long-established commitment to working across the entire local government sector to better engage Councils and their communities on issues that affect our young people. She is also active in the Victorian Local Government Association's campaign to minimise the harmful effects of gambling on Victorian Communities.

Brownbill WardCr Michelle HeagneyElected to Council: October 2012

Portfolios: Central GeelongPlanning

Telephone: 0427 686 384

Email: mheagney@geelongcity.vic.gov.au

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

Cr Heagney has spent most of her life living in Geelong. She completed her VCE at Sacred Heart College and then studied a Bachelor of Science at Melbourne University before moving into the workforce, where she has held senior sales and management roles with manufacturing businesses. In 2004 she completed her Masters in Business Administration.

Committed to the Geelong community Michelle has been a volunteer on a number boards including the Geelong Kindergarten Association, the Geelong Performing Arts Centre, Kardinia Health and she has also served on the Human Research Ethics Committee at Barwon Health. She has also been appointed to the Geelong Cemeteries Trust.

Michelle is particularly passionate about the future of Geelong and in being a councillor who represents the next generation of families living and working in Geelong. She has a keen interest in ensuring Geelong's economic sustainability, improving the Central Geelong business district and in supporting the arts and culture opportunities of Geelong.

Michelle is married and has three children.

Buckley WardCr Andy RichardsElected to Council: November 2008

Portfolios: Arts and CultureEnvironment and SustainabilityTransport

Telephone: 0408 321 344

Email: arichards@geelongcity.vic.gov.au

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

Cr Andy Richards is passionate about making sure the future development of southern Geelong and the Bellarine meets high standards, and ensuring its integration with surrounding suburbs like Grovedale, Waurn Ponds, Marshall, Armstrong Creek, Mt Duneed, Connewarre, Breamlea and Barwon Heads.

Andy is a Director and Chairperson of the Barwon Regional Waste Management Group and the Geelong Regional Library Corporation. He also represents the City of Greater Geelong as Council’s representative on a number of committees and groups including the Municipal Association of Victoria, Association of Bayside Municipalities, Regional Rail Link Community Reference Group, the G21 Transport Pillar and the G21 Environment Pillar (Chair).

Andy is a keen supporter of the Grovedale Football Netball Club and Grovedale Cricket Club, Barwon Soccer Club, and Barwon Heads Football Netball Club and Barwon Heads Cricket Club.

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

Cheetham WardCr Rod MacdonaldElected to Council: November 2004

Portfolios: Knowledge Economy and EducationMajor Projects

Telephone: 0458 509 994

Email: rmacdonald@geelongcity.vic.gov.au

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

Rod is active in the local community and understands the issues affecting his ward. He has served on committees of sporting clubs, community organisations and assisted in fundraising with various charities.

Cr Macdonald is a strong advocate for residents and is working to ensure their concerns and aspirations are communicated to Council. In particular he is working to improve the services and facilities available to residents. He is passionate about increasing employment and business opportunities on the Bellarine and throughout the municipality.

Cr Macdonald was the Deputy Mayor in 2008-2009.

Corio WardCr Kylie FisherElected to Council: November 2008

Portfolio: Aboriginal AffairsCommunity Development

Telephone: 0439 011 003

Email: kfisher@geelongcity.vic.gov.au

Corio ward includes the suburbs of Norlane, North Shore and parts of Lovely Banks and Corio.

Cr Fisher has lived in Norlane for the past 13 years and is the proud parent of three inspiring young people.

Cr Fisher has a strong community focus and is passionate and determined about building on the many strengths of her community, using a positive focus to identify and achieve beneficial results.

As an active member and advocate of the Corio/Norlane area Cr Fisher understands her local community, having served on many committees taking on various roles from president to general membership and is still volunteering with local community groups today.

Cr Fisher’s most recent employment has been a student support officer for the education department, supporting children and young people with specific needs.

During Cr Fisher’s time on council she has been instrumental in seeing children’s services infrastructure improved across Geelong, the development of the fOrT youth centre, the development of an accessible playground at Stead Park and improved disability access throughout the municipality.

Coryule WardCr Lindsay EllisElected to Council: October 2012

Portfolios: Coastal CommunitiesInfrastructure, Parks and Gardens

Telephone: 0427 842 693

Email: lellis@geelongcity.vic.gov.au

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

Lindsay’s family has lived on the Bellarine Peninsula since 1857 after arriving at Point Henry in 1848. He has lived in the seaside village of Portarlington for 40 years. Lindsay is married to Vickie and they have one daughter and four grandchildren.

He worked for more than two decades as distribution manager for The Geelong Advertiser and spent five years commuting from Portarlington to Melbourne in a role with Telstra.

For the past 12 years Lindsay has operated a small printing business in Portarlington and he is the treasurer of the town’s community newspaper The Port Report.

Lindsay is a supporter of the Portarlington Football/Netball Club, Portarlington Bowls Club, Portarlington Golf Club, St Leonards Bowls Club and is a member of the Portarlington Community Association and Business Development Association.

Lindsay wants to encourage appropriate development of the northern Bellarine region while maintaining the fragile coastline and greenbelts of the rural countryside.

Cowie WardCr Eddy KonteljElected to Council: March 2010

Portfolios: Aboriginal AffairsMulticultural AffairsFinance

Telephone: 0488 211 148

Email: ekontelj@geelongcity.vic.gov.au

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

Cr Kontelj was born and raised in Bell Post Hill and is married with three daughters. He completed his education at Holy Family Primary School, the former Bell Park Technical School and Central Queensland University.

Cr Kontelj has an extensive range of experience in heavy plant and equipment, commercial negotiations, industry and community service.

After completing an apprenticeship in Diesel Mechanics, Eddy also successfully completed a Graduate Certificate in Maintenance Management and spent over 14 years working in the Mining industry in some of the harshest environments throughout Australia and South America. Cr Kontelj is currently employed by a leading Caterpillar engine, transport, heavy plant and equipment dealer as General Manager – Operations.

He is committed to support senior, youth, multicultural, sporting and community groups and is determined to tackle speeding and hoon driving in our streets and to develop a parking and streetscape beautification program for specific areas in the ward.

Deakin WardCr Ron NelsonElected to Council: March 2011

Portfolios: Major EventsTourism

Telephone: 0429 531 875

Email: rnelson@geelongcity.vic.gov.au

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

Ron has previously worked in small business as an owner/chef for many years both locally and overseas. Ron is currently employed with the Department of Defence in Procurement and Contracts.

Ron holds a Bachelor and Masters Degree from Deakin University in International Relations with specialisations in Conflict and Security (Terrorism in International Politics) and Asia-Pacific Regional Politics.

Ron has a variety of interests including the Geelong Football Club, Geelong Amateur Football Club, Alexander Thomson Cricket Club, Relay for Life, Beyond Blue, Geelong Sustainability Group and the Royal United Services Institute of Victoria (Promoting National Security in Defence).

With around 20 years experience in hospitality, Ron has taken on the portfolios of Geelong Major Events and Tourism.

Ron believes Geelong is on the cusp of greatness and will work to ensure that Geelong is promoted as the place to be and the place to hold national and international events.

At a local level, Ron will also work to ensure that Council consults closely with the community to enhance services and make Geelong an even greater place to live.

Kardinia WardCr Bruce HarwoodDeputy Mayor

Elected to Council: February 2003

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

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

Bruce Harwood is a Belmont resident living near the Barwon River with his family. He was first elected as a Councillor to Kardinia Ward in February 2003 and has been instrumental in the renovation and upgrade of many community assets and organisations.

Bruce was Mayor in 2007-2008.

He has held council portfolios including Chairperson Geelong Major Events, board member Geelong Otway Tourism, Director Barwon Region Waste Management Group, Finance Committee, Strategic Development and Enterprise Geelong among others.

During his time on Council Bruce has overseen the redevelopment and relocation of Leisurelink, and upgrades of the South Barwon Community Centre, Belmont Library, and Belmont Senior Citizens Hall.

Bruce has also had a very strong focus on the environment with substantial funding allocated to the Barwon River precinct, Jerringhot Wetlands and the Geelong Environmental Council.

During his current term, Bruce will retain the focus on Kardinia Ward with strong community consultation regarding community assets and organisations, and will continue to support balanced residential development that protects our neighbourhood character and heritage values.

Bruce is currently employed as a Company Secretary/Director of Australian New Energy that is engaged in renewable energy sources and also EcoLogical Water Solutions that engages in organic process to treat waste water from industry.

Kildare WardCr Dr Srechko ‘Stretch’ Kontelj OAM KSJElected to Council: March 1998

Portfolio: Finance

Telephone: 0419 327 303

Email: stretch@geelongcity.vic.gov.au

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

Cr Kontelj was Mayor of the City of Greater Geelong from March 2001 until April 2002.

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

He has a long history of community involvement, particularly in supporting ethnic communities for which he was awarded an Order of Australia Medal in 2001 in the Queen's Birthday Honours List. In 2003 Cr Kontelj was awarded the Centenary Medal for services to Local Government and in 2010 he was awarded the Australian Defence Medal for service to the Australian Defence Force as a Specialist Reserve Legal Officer. In 2011, Cr Kontelj was appointed a Notary Public servicing the greater Geelong region. Stretch is also currently the Patron of the Geelong Rowing Association.

Cr Kontelj has practised law for over 25 years and is Legal Director Asia/Pacific for international optometry group Specsavers. Cr Kontelj also serves in the Australian Defence Force as a Specialist Reserve Legal Officer with the RAAF.

He holds Degrees in Law, Economics, Accounting, Business Administration, Applied Corporate Governance, Notarial Practice and Military Law from the Universities of Monash, Melbourne, Victoria and Deakin and in 1999 was awarded Deakin University Law School's first Doctorate in Juridical Science. In 2013, Cr Kontelj was appointed a Clinical Professor in the Deakin University School of Medicine, Faculty of Health.

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

Portfolios: HeritageRural Communities

Telephone: 0427 629 090

Email: tansett@geelongcity.vic.gov.au

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

Cr Ansett previously served two terms from 2001-2008 as Councillor for the Windermere Ward and was proud of the contribution he gave to the community during that period.

Cr Ansett grew up in Windermere Ward and still lives locally, which he believes is critical. Tony was educated at Corio Technical School and The Gordon TAFE, completing an Advanced Diploma of Business Management.

Tony has three daughters and he will strive to work hard to provide the services that would be expected to help make this a better community.

Council Appointments to Committees and GroupsThe following is a list of current Councillor appointments to committees and groups, both internal and external to Council.

Committee Councillor (2014)Association of Bayside Municipalities Cr Ellis

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

Cr S KonteljCr Farrell

Barwon and Moorabool River Reserves Advisory Committee Cr Richards

Barwon Regional Waste Management Group Cr Richards Cr Ellis Cr E Kontelj

Barwon River Users Group Cr S Kontelj

Barwon South West Regional Advisory Committee (Multiculturalism)

Cr E Kontelj

Barwon South West Waste and Resource Recovery Local Government Waste Forum

Cr RichardsCr E Kontelj (substitute)

Bellarine Multi Arts Facility (Potato Shed) Cr Farrell

Bellarine Rail Trail Advisory Committee Cr MacdonaldCr Ellis (substitute)

Capital Cities Lord Mayors Cr Lyons (Mayor)

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

Central Geelong Marketing Committee Cr Heagney

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

Corio Norlane Development Advisory Committee Cr FisherCr Ansett (substitute)

Courthouse Youth Arts Cr FarrellCr Richards (substitute)

Development Hearing Panel Cr Heagney plus all Councillors rotating monthly

Disability Advisory Committee Cr Fisher Open (substitute)

Disability Street Access Advisory Committee Cr Ellis

Enterprise Geelong Advisory Board Cr Lyons (Mayor)Cr Harwood

fOrT Advisory Cr Fisher

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

Committee Councillor (2014)Cr Richards

G21 Geelong Regional Alliance Cr Lyons (Mayor)

Geelong Art Gallery Cr RichardsCr Lyons, Mayor (substitute)

Geelong Convention and Exhibition Centre Proposal – Project Steering Group

Cr Lyons (Mayor)Cr MacdonaldCr HarwoodCr HeagneyCr Richards

Geelong Drug Action Plan Committee Cr FarrellCr Fisher (substitute)

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

Geelong Gambling Advisory Committee Cr Farrell

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

Cr HeagneyCr RichardsCr MacdonaldCr Harwood (substitute)

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

G21 Arts and Culture Pillar Cr Richards

G21 Economic Pillar Cr HarwoodCr Lyons, Mayor (substitute)

G21 Environment Pillar Cr Richards

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

G21 Planning Pillar Cr HeagneyCr E Kontelj (substitute)

G21 Transport Pillar Cr RichardsCr Fisher (substitute)

G21 Water Taskforce Cr Richards

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

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

Graffiti Reference Group Cr FisherCr Farrell

Information Communication Technology Geelong Ltd Cr Macdonald

Committee Councillor (2014)Kardinia Park Steering Committee Cr Irvine

Multicultural Action Plan Advisory Committee Cr E Kontelj

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

Municipal Association of Victoria – Arts and Cultural Advisory Cr Richards

Municipal Emergency Management Planning Committee Cr IrvineCr Nelson

Municipal Fire Management Committee Cr Irvine orCr Nelson

Old Geelong Gaol Reference Group Cr S KonteljCr AnsettCr Heagney

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

Planning Committee Cr Heagney (Chair) and all other Councillors

Property Strategy Advisory Committee All CouncillorsRegional Capitals Australia Cr Lyons (Mayor)

Regional Cities Victoria Cr Lyons (Mayor)

Regional Rail Link Community Reference Group Cr Richards

Shell Community Advisory Panel Cr FisherCr Ansett (substitute)

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

Tourism Greater Geelong and The Bellarine Cr NelsonCr Harwood (substitute)

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

Waste Strategy Project Control Group Cr Richards (Chair)Cr E KonteljCr Ellis

Water Taskforce Cr RichardsWomen In Community Life Advisory Committee Cr Farrell

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

Our PeopleThe knowledge, skills, innovation and commitment of Council staff have been the driving force behind many of our achievements in the past 12 months.

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

Council prides itself on delivering outcomes that serve residents’ needs through committed, motivated, enthusiastic, well trained and well resourced staff.

Our culture embraces behaviours that reflect what we truly value in delivering effective and efficient outcomes for our community.

Integrity

We will:o act on our commitmentso be open, transparent, ethical and honest in our actionso share information.

Responsibility

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

Innovation

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

Respect

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

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

In May 2014 Stephen Griffin resigned as Chief Executive Officer of the City of Greater Geelong to take up the position of Chief Executive Officer at Victoria's State Emergency Service. Stephen commenced at Council in July 2008 as General Manager of Corporate Services and in August 2009 became Chief Executive Officer. Dean Frost was appointed as acting Chief Executive Officer after Stephen’s departure in May 2014. Dean held this role until September 2014.

Our new Chief Executive Officer, Dr Gillian Miles, commenced with the City of Greater Geelong on 4 September 2014 (post 30 June 2014 appointment).

In February 2014, the General Manager of Corporate Services division Jeff Wall retired. Jeff commenced at Council in May 2001 as Manager of Marketing and Administration and became General Manager of Corporate Services in November 2009.

We would like to thank both Stephen and Jeff for their tireless work and many achievements in their time at the City of Greater Geelong.

The organisation structure as at 30 June 2014 was:

Chief Executive Officer

Stephen GriffinResigned as Chief Executive Officer in May 2014.

Dean Frost (Acting)Acting Chief Executive Officer as at 30 June 2014.

Dean Frost has over 20 years experience in local government.

Dean joined the City of Greater Geelong Executive Management Team in 2007, following a number of years as Manager Leisure Services. As General Manager Projects, Recreation and Central Geelong, he is responsible for a broad range of services that contribute to the health and wellbeing of the community and the continued growth and development of the region through the management of key strategic projects and events.

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

Dean is currently interim Chief Executive Officer of the City of Greater Geelong whilst the Council undertakes a formal recruitment process for the role.

Dr Gillian MilesPost 30 June 2014 appointment (commenced 4 September 2014).

Dr Gillian Miles comes to the City of Greater Geelon from the Transport Accident Commission where she was Head of Strategy and Performance. She has worked in a number of positions in State Government, including Deputy Secretary of Transport, Deputy Secretary of Community Development, Executive Director of Regional Services at VicRoads and has previously worked at Manningham City Council.

Divisional Information Corporate Services Jeff WallGeneral ManagerRetired February 2014

Mike KellyActing General Manager

Mike took on the role as Acting General Manager Corporate Services in February 2014 following the retirement of Jeff Wall.

Mike is the organisation’s Principal Accounting Officer and Financial Services Manager since April 2000.  Overseeing a budget of $292 million a key achievement has been the implementation of a ten year strategic resource plan.

Qualifications include Bachelor of Commerce, Diploma in Project Management and a Certified Practicing Accountant for 33 years. Prior to working for the City of Greater Geelong his experience spanned manufacturing and service industries.

Services provided by this division include: Communications and marketing Corporate strategy Council buildings maintenance and

leasing management. Customer service and councillor

support Financial services Governance and administration Information services Organisation development Procurement services Property transactions Risk management.

Quick facts:Division’s FTE Staff: 169Revenue ($000): $189,665Expenditure ($000): $ 42,480Assets ($000): $216,478

City ServicesGary Van DrielGeneral Manager

Gary commenced with the City of Greater Geelong in 2010 as General Manager City Services.

Gary has over 15 years experience in senior management roles in Local Government across rural and regional Victoria. A qualified Civil Engineer he has recently completed a Master in Applied Science with RMIT University and is a Graduate Member of the Australian Institute of Company Directors.

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

Quick facts:Division’s FTE Staff: 398 Revenue ($000): $ 57,723Expenditure ($000): $ 134,719Assets ($000): $ 1,297,247

Planning and Tourism Peter Bettess General Manager

Peter was appointed General Manager, Planning and Tourism in April 2010. Prior to this he was Director, Commercial Roads at VicRoads, overseeing the state’s commercial and legal interests in toll roads. Peter has over 30 years experience in state and local government and in the private sector in Victoria and Queensland, and holds qualifications in business administration, law, planning and engineering.

Services provided by this division include: Building services and subdivisions Land use planning Statutory planning Tourism Urban growth area planning.

Quick facts:Division’s FTE Staff: 96Revenue ($000): $ 9,094Expenditure ($000): $11,651Assets ($000): $36,753

Community ServicesJenny McMahonGeneral Manager

Jenny was appointed General Manager Community Services in February 2011 and has a long history in local government having worked at both Maribyrnong and Moreland City Councils. 

Jenny holds a Bachelor of Business -Industrial Relations and Human Resources, as well as qualifications in Applied Social Sciences (Child Care) and is also a Graduate of the Australian Institute of Company Directors.

She has performed in a number of roles including managing infrastructure services, corporate services, advocacy and governance, and community services. 

Services provided by this division include: Aged and disability services Arts and cultural programs and facilities Community development Community facilities Family services (including family day

care, maternal and child health, City Learning and Care and parenting support services)

Geelong Heritage Centre Health and local laws Youth services.

Quick facts:Division’s FTE Staff: 552Revenue ($000): $ 48,205Expenditure ($000): $ 71,860Assets ($000): $221,265

Projects, Recreation and Central Geelong Paul JaneActing General Manager

Paul was appointed the Acting General Manager of Projects Recreation and Central Geelong in April 2014.

Prior to this Paul was the Manager of the Sport and Recreation department with responsibilities ranging from the management of Simonds Stadium to council parks and open space.

Paul has over 15 years experience in local and state government and has completed a Master of Business Administration at Deakin University.

Services provided by this division include: Capital projects management Central Geelong and Waterfront

management Event services (including Major Events) Leisure services (including aquatic centres

and leisure centres) Sport and recreation services and racilities Strategic project development. Urban design

Quick facts:Division’s FTE Staff: 253Revenue ($000): $ 42,025Expenditure ($000): $ 43,204Assets ($000): $245,485

Enterprise Geelong

Dr Russell WalkerExecutive Director

Russell was appointed in August 2013 as Executive Director of Enterprise Geelong, the City’s flagship program to drive economic growth and prosperity across the region.

Prior to this role Russell spent nearly 20 years in a range of research and strategic advisory positions across Asia Pacific, Europe and the United States. He has also spent four years as a Senior Advisor to the Victorian Government’s Office of Science and Technology and has held positions on a number of Board’s and advisory committee’s.

Russell is a Member of the Australian Institute of Company Directors and his formal qualifications include a PhD in Physics from the University of Melbourne.

Services provided by this division include: Economic development Geelong Ring Road Employment Precinct.

Quick facts:Division’s FTE Staff: 10 Revenue ($000): $ 380Expenditure ($000): $2,407 Assets ($000): $7,125

Staff ProfileThe City of Greater Geelong is one of the region’s largest employers. As at 30 June 2014 the City employed 2,670 people, equivalent to 1,483 full time staff. In 2013-2014 staff turnover at the City of Greater Geelong was 7.2 per cent. The main reasons for employees leaving the organisation were for personal reasons, seeking alternative employment or moving away from the area.

Total Head Count of Staff by Year

2009-2010 2010-2011 2011-2012 2012-13 2013-14Staff numbers 2,331 2,433 2,443 2,592 2,670

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

Annual Equivalent Full Time Staff* by Year

2009-2010 2010-2011 2011-2012 2012-13 2013-14FTE 1,312 1,375 1,418 1,469 1,483

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

Percentage of FTE by Employment Type

Employment Type 2012-13 2013-14

Full time (%) 65.9 65.9

Part time (%) 27.5 28.3

Casual (%) 6.6 5.8

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

Age Spread of Employees (by Head Count)

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

% of workforce 14.4 14.9 19.2 23.5 20.7 7.3

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

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

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

Gender Composition of Employees (by Head Count)

Male (%) Female (%)

Executive Management 83% 17%

Department Management 77% 23%

Coordinators 64% 36%

Other 34% 66%

This indicates the split between males (total 968) and female (total 1,702) in the various employment levels within the City.

Occupational Health and SafetyThe City of Greater Geelong’s City Plan outlines our commitment and objectives towards Occupational Health and Safety (OHS). We ensure our objectives are achieved via having an appropriate safety management system know as CitySafe. This includes resources, information, training, supervision and support to provide a safe and healthy workplace, and ensures work is undertaken in a manner that supports the continued health and safety of all employees, contractors and the public.

Our Safety CultureThe organisation acknowledges that the management of health and safety is best done within a supportive and positive safety culture.

The organisation objective is to maintain visible leadership in safety and to ensure that the organisation strives for an increasingly informed safety culture which is flexible to change, just and fair, reliable, learning, mindful and that empowers all employees to improve systems of work and contribute to the continuous improvement of health and safety in their workplace.

Health and Safety PlansEach department within the City of Greater Geelong is required to have a department-specific Health and Safety Plan. These plans are developed via the completion of a ‘Risk Profile’ and are an integral part of the organisation’s OHS planning process. The risks and associated treatments derived from the risk profiling process form the departments Health and Safety plan, and are directly linked to their functions within Council.

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

Committees and ConsultationThe organisation’s OHS Committees continue to meet regularly at an organisational, divisional and departmental level. The committees, in conjunction with trained Health and Safety Representatives, ensure effective OHS communication across the organisation.

Employee Excellence AwardsThis program rewards and recognises individuals and teams for their exceptional performance in customer service and community engagement, health safety and risk management, innovation and business improvement and corporate behaviour.

During 2013-2014, 54 employees were recognised for their exceptional performance.

Month Name DepartmentJuly 2013 Natalie Valentine Sport and Recreation

August 2013 Burke Renouf

Leisurelink Aquatic and Recreation Centre team

Environment and Waste Services

Leisure Services

September 2013 Tony Wright Parks and Support Services

October/November 2013

Health Services Team Health and Local Laws

December 2013/ January 2014

Customer Service face-to-face team

Customer Service and Councillor Support

February/March 2014

Ralph Roob Environment and Waste Services

April 2014 Sarah Price Aged and Disability Services

May 2014 Benjamin McCawley and Dean Mortimer

Leisure Services

Recognition of Service AwardsThe Recognition of Service Award acknowledges the efforts and contributions made by staff over 10, 20, 30 and 40 year periods. These employees have made a valuable contribution in serving the community of Geelong during their service.

Staff who reached a service milestone during 2013:

40 yearsKevin Battye Peter Jeffreys David McArthur

30 yearsJeanette Cobb Craig Johnston Joe McGinnes Colleen TrickeyGeorge Erben Carole Kirby Patricia O’Shea Allan WarrenCoralie Fowler

20 yearsMargaret Barclay John Jenkins Tim Osborne Mandy SmythDarren Blight Michael Jerinic Pia Pedersen Stephen TippettMarjorie Davies Heather Kane Lyndon Ray Tony TitoPatrick Eldridge Tanya Kane Rodney Reed Neil WhistanceConnie Engelsman Rodney Kiddle Debbie Seller Glenn WhitehillHinga Fletcher Shona McLean Tamsin Selway Susan WilliamsonRobert Harding Anthony Nicholls Christine Silvestroni

10 yearsSarah Ashley Tracey Drysdale Joyleen Mallon Daniel Robins

Rod Bacon Julie Duffield Sharon McDowellGreg Schoonderbeek

Maureen Balmer Melissa Evans Samuel McKee Colleen SmithNina Baumgart Lawrence Fitton Julie Mitchell Lyn SobkoJan Bell Frank Giggins Julie Nardi Glen SweettenKara Brooks-Koochew Leanne Goodger David Neil Sandra TaylorPhyllis Buxton Jennifer Gray Howard Oorloff Tanya TaylorSuzie Carter Jeanette Guinane Julie Owen Louise TurnerKris Chappell Mark Harrison Philip Pavey Hilda VanBaarFred Chinese Jan Hinds Ray Pigott Ronald VillarosaNevena Cosic Peter Hook Frank Pluim Cathy WalkerLyndl Cranham Rose Horzitski Vera Razmoski Heidi WatersonShannon Cunningham Craig Issell Helen Reddan Denise WebsterIan Darlison Marg Keen Terry Reidy David WelshBernie Dempsey Timothy Kootstra Burke Renouf Rosina WilsonVickie Dolder Malcolm Kuhn Timothy Ridgwell Glenn WoollardJacinta Dowd Yvonne Ludeman Mat Robb

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

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

Our volunteers are present at the following locations:

The Geelong Heritage CentreThe Geelong Heritage Centre is Victoria’s largest regional archive with 1.8km of public and private records. Volunteers at the centre assist staff to preserve the collective memories of the Barwon Region’s people and places in the form of paper documents, books, photographs, film, and other artifacts.

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

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

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

The National Wool Museum has more than 80 ‘Honorary’ staff, many of whom have a background on the land or in woollen mills, or have a special interest in wool. They assist in a variety of ways including sharing their diverse personal stories and specialities on guided tours, welcoming patrons, assisting in the gift shop and provide weaving, spinning and knitting demonstrations.

L2P Mentor Program L2P is a community based volunteer program designed to provide young learner drivers with equal access to driving experience and instruction to help them obtain their Probationary Licence. The program assists young learner drivers who are facing significant barriers in obtaining the required 120 hours of supervised driving experience, such as no access to a vehicle or a supervising driver.

L2P matches volunteer supervising drivers with these young learner drivers and provides access to a vehicle. The program provides training for mentors and their learner drivers, access to vehicles and ongoing support in maintaining the relationship over the course of the program.

Potato ShedThe Potato Shed is a multi-arts facility on the Bellarine Peninsula, available for community hire and features facilities for performances, rehearsals, classes, events and conferences. The facility has a black box theatre seating 250 people as well as studios and practice rooms. Volunteers at the Potato Shed are involved in the running of the venue whilst shows and events are taking place. The tasks

performed by volunteers depend on the event and can include canteen, kitchen and bar operations along with general customer service.

Tourism Greater Geelong and The BellarineTourism Greater Geelong and The Bellarine has two accredited Visitor Information Centres and three Visitor Information Booths. All these centres are staffed by volunteers who live in the community, are passionate about where they live and are happy to showcase Geelong and the region to our visitors.

The centres are staffed by 110 enthusiastic volunteers. In 2013-2014 they were the first point of contact for 160,000 visitors, responded to 1,500 telephone calls and 700 emails seeking information. Along with this, the volunteers promote our region by staffing stands at major events and conferences and compiling information packs.

Major and Community EventsOur 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 GardensThe Friends are a voluntary support group working in partnership with the City of Greater Geelong to help the Geelong Botanic Gardens achieve its role.

The Friends are a very active group who are passionate about the Botanic Gardens. The Friends group enhances visitor experiences with guided walks and social connection at the Teahouse, supports the educational role of the garden through a schools program, a variety of talks, botanical illustration classes, the library and publications. They engage the community through its membership events, newsletter and plant sales.

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

To increase participation in volunteering for people with disabilities and from Culturally and Linguistically Diverse (CALD) backgrounds the City of Greater Geelong is partnering with Volunteering Geelong to develop the Volunteer Inclusion Project. The program will support participants to take on volunteer roles with short term mentor support. Volunteering is a great way for people from multicultural and newly arrived communities to become involved in local life.

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

PerformanceThe following section reports on our performance in delivering the community focused priorities committed to in City Plan 2013-2017.

Delivering Community PrioritiesFollowing the 2012 Council election the City of Greater Geelong community played a major role in developing the vision and priorities for City Plan 2013-2017. ‘Your City Your Say’ was an extensive engagement process which presented a significant opportunity for community members and stakeholders to actively contribute to shaping our municipality for the future. This led to the adoption of a planning framework with the four strategic directions for Council’s City Plan 2013-2017; Community Wellbeing, Growing Our Economy, Sustainable Built and Natural Environment, and How We Do Business.

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

The measures under each priority are categorised as follows:

Key Type of measureD Direct – Council has a direct influence on the measure result.

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

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

The following section reports on the progress towards achieving the first year of City Plan 2013-2017.

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

AchievementsState-of-the-art Boorai Centre sets the standard for integrated children’s centresThe Boorai Centre in Ocean Grove opened its doors in January 2014. The $9.5 million integrated children’s centre includes a new kindergarten for three and four year old programs, playgroups, maternal and child health, long day care, occasional care service, toy library, school holiday program as well as family support and early intervention services. Since its opening to the end of June 2014, 329 children had accessed services located at the new Boorai Centre

Significant progress was also made on four other integrated children centres throughout the municipality.

The Leopold Integrated Children’s Centre is scheduled to open its doors in the first half of 2015 and will act as a one-stop-shop for childcare, bringing together a range of services and practitioners to support children and their families. It will provide maternal and child health services, a kindergarten and long day care. Construction is well underway with the frame completed, roof installed and external cladding about to commence.

Construction on the Barwon Heads Early Learning Centre is progressing well with the steel erection process completed and the timber frame, roofing and external cladding works well underway. The centre will include a double room kindergarten, spaces for maternal and child health services and a multi-purpose community space. The centre is expected to open in January 2015.

The Norlane Child and Family Centre is also currently under construction at Windsor Park and is scheduled to open in time for the start of the 2015 school year. The laying of the concrete slab and steel installation is complete and electrical work, wall frames and roof plumbing are well underway. The new centre will replace the old Plume Street Maternal and Child Health Centre and the Gerbera Avenue Kindergarten and will include two kindergarten rooms, maternal and child health services, spaces for playgroup, occasional care and family support for those with additional needs. The centre will be directly managed by the City of Greater Geelong.

The Grovedale Children’s Centre is also in the early stages of construction. The new centre which is expected to be open in January 2015 will include two kindergarten rooms, two maternal and child health consulting rooms, a toy library, multi-purpose room, an aged and disability services office and general office space. The new kindergarten space will create an extra 66 spaces for local children, addressing the shortage of local kindergarten spaces.

Karreenga Aboriginal Action Plan adoptedCouncil adopted the Karreenga Aboriginal Action Plan 2014-2017 and signed a Statement of Intent in May 2014. The Statement of Intent commits Council and the Aboriginal and Torres Strait Islander people in the Geelong region to work together in partnership.

The action plan is a framework to help guide and direct Council’s work over the next four years to shape an attitude and approach to improve services, opportunities and understanding. Extensive engagement was undertaken resulting in the action plan containing 50 actions across the following focus areas:

Cultural recognition and respect Employment and economic development Family and community support

Aboriginal cultural heritage Arts and social enterprise.

Another significant achievement was the raising of the Aboriginal flag to fly permanently alongside the Australian flag at City Hall in December 2013. A Welcome to Country, Smoking Ceremony and a Signing of Occasion were performed to celebrate and record this historic event.

The permanent flying of the Aboriginal flag, the adoption of the Karreenga Aboriginal Action Plan and the signing of the Statement of Intent along with programs undertaken to address gaps and improve opportunities for Aboriginal people demonstrates Council’s deep commitment to maintaining strong relationships with all the Aboriginal community.

Health, early years and disability action plans adoptedThree very important plans were adopted in the last 12 months relating to health and wellbeing, early years and people with disabilities.

The Municipal Public Health and Wellbeing Plan 2013-2017 was adopted by Council in October 2013. The new plan is based on the Victorian Public Health and Wellbeing Plan and aligns with Council’s City Plan 2013-2017 and with State Government policies and funding streams. The plan describes the principles Council will use to guide decision making and also includes actions designed to improve our capacity as an organisation to have a positive impact on community health and wellbeing. The plan contains the following six action guides:

Improving how we do business in health and wellbeing Accessible and nutritious food Physical activity and active communities Social inclusion and community connectedness Reducing harm from alcohol, drugs and problem gambling Reducing tobacco use.

The new Municipal Early Years Plan 2013-2017 was adopted by Council in April 2014 following extensive local engagement with children, parents and service providers and builds on the previous plan. The plan closely aligns with the emergence of a wide range of Victorian and Australian Government policy and program changes. It will set the direction in the areas of early development, health and wellbeing for young children throughout the municipality. The plan focuses on children aged up to eight years of age and has been formulated around the following six key themes:

Safeguarding the best interests of all young children Building community Services working together Celebrating diversity Promoting a healthy community Planning for now and in the future.

A new Municipal Children’s Services Infrastructure Plan 2013-2030 has been completed that details Council’s investment requirements into children’ service infrastructure over the next 10-20 years. The comprehensive plan remains subject to final endorsement by Council, and focuses on the renewal and replacement requirements of existing service infrastructure as well as the development of new facilities in growth areas.

The 2014-2017 Disability Action Plan was also adopted in June 2014. This plan outlines the actions Council will take to increase access and inclusion for people with disabilities in the areas of goods, services and facilities, employment, community participation and attitudes and practices. In Greater Geelong there are approximately 12,000 people requiring assistance with their daily lives due to disability. It is important that Council makes a positive statement and demonstrates its commitment to inclusion as a model for the wider community. Council have also committed to continue supporting the work of the Disability Advisory Committee and the Streets Access Committee, and are working in partnership in planning for the critical Geelong Train Station disability access upgrades.

For a full update on the Disability Action Plan please refer to pages 149-150.

Healthy Together Geelong strengthening Geelong’s health prevention systemHealthy Together Geelong (HTG) engages workplaces, schools and early learning centres as well as the community to strengthen Geelong’s health prevention system by addressing the underlying causes of poor health. The initiative puts the emphasis of healthy living back into local hands. Using local partnerships and a skilled health promotion workforce the program aims to meet best practice benchmarks to encourage healthy eating and physical activity, reduce smoking and harmful alcohol use and improve mental health.

The Health Promotion Achievement Program continues to be rolled out and as at the end of June 2014 it had reached 53,151 individuals; 24 per cent of the City of Greater Geelong’s estimated resident population (2014). The program recognises achievements in promoting health and wellbeing including healthy eating, oral health, mental health and wellbeing and physical activity.

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

Healthy Together Geelong Number (percentage) No. of individuals reached*

Achievement Program registered: Early Childhood Education and Care Service

78 / 89 = 88% 7,171

Achievement Program registered: schools 45 / 90 = 50% 17,957

Achievement Program registered: workplaces 58 / 251 = 23% 25,568

Jamie’s Ministry of Food fixed kitchen participants 2,455 people

Estimated resident population (2014) 225,245 53,151 (24%)

* Not all organisations provided employee/student numbers.

Further successes have included:

Healthy Together Geelong hosted the Geelong Cats match at Simonds Stadium on 23 May 2014 which involved a campaign to encourage healthy eating,physical activity and smoking cessation including a partnership with Quit Victoria to launch the Cats Don’t Smoke App.

Be Active/Healthy Together Geelong developed active travel maps for the municipality to highlight active and sustainable transport options that encourage and support active travel choices. There are three maps in the series:

o North/Central Geelong and Larao Central/South Geelong and Leopoldo Bellarine region.

Portarlington Primary School reduced traffic congestion around the school by implementing walk to school marker drop off points.

Herne Hill Primary School and Geelong Baptist Primary School becoming ‘water only’ schools, meaning no sugary drinks available at the school or to be brought to school.

Nine schools participated in ‘Walk to School Month’ in November 2013, an increase from three in 2012.

City Learning and Care were awarded recognition for the Healthy Together Health Promotion Achievement Program, with these services being the first to be recognised in Victoria.

Social media has also been a powerful promotional tool with Healthy Together Geelong now having 648 Facebook followers and 485 Twitter followers.

Safe and vibrant recreation facilitiesEncouraging and promoting healthy and physical activity and the provision of safe and vibrant physical environments and infrastructure to support this are one of the key outcomes in Council’s City Plan. In the last 12 months there have been upgrades to playgrounds and renewals to a number of our recreational assets.

Playgrounds upgraded include:

Barwon Valley Fun Park, Belmont

Callender Reserve, Breakwater Eastern Gardens, Geelong Edgecomb Street, Hamlyn Heights Konrads Reserve, Belmont Landy Field, South Geelong Longuehay Reserve, Point Lonsdale Nicholson Reserve, Bell Park Railway Reserve, Leopold Waurn Ponds Creek, Waurn Ponds.

Sport and recreation facility projects included:

Barwon Soccer Club clubroom upgrade Belmont Lions Football and Netball Club netball courts construction Frier Reserve pavilion upgrade Grovedale Football and Netball Club kitchen upgrade Lake Lorne Reserve Drysdale Pony Club improvements Lara Bowling Club relocation and new facility Portarlington Football and Netball Club netball courts construction Rippleside Park fitness station renewal St Albans Breakwater Cricket Club practice wickets St Albans Sporting Club kitchen upgrade St Josephs Football and Netball Club netball courts St Peters Cricket Club practice cricket nets Stead Park second synthetic hockey field Wandana Heights tennis court construction.

The City of Greater Geelong Physical Activity Strategy was also endorsed by Council in June 2014. This strategy aims to make physical activity an easy choice through a range of actions including better design and use of public spaces and the built environment, public education and the development of active transport initiatives.

Geelong’s first pet park openedGeelong’s first pet park opened in March 2014 and offers a space for dogs to run free and socialise with other dogs. Not only is this a great place for dogs, more importantly it is an opportunity for people to meet other pet owners while their dogs are playing.

Located at Stead Park, it is a secure space that has everything dogs need including dog water taps, dog drinking bowls, seating and waste bins and bags. Pet owners have requested this for some time and following extensive consultation the park was developed, allowing many pet owners the opportunity to let their dogs off the leash safely.

The park also promotes responsible pet ownership and community safety.

Strong numbers attending our leisure centres and programsCouncil’s four leisure centres and two outdoor pools combined visitation increased by 4.5 per cent in 2013-2014 with 2.3 million visitations achieved. This can be attributed to the quality programs and facilities offered.

Membership numbers at the four leisure centres was over 15,000 and more than 200 group exercise classes continue to be offered on a weekly basis.

The popular and nationally recognised Learn to Swim program had 23,440 enrolments across the four indoor leisure centres over the last 12 months. The program introduces adults and children of all ages to the enjoyable world of aquatics and teaches them vital water safety and survival skills in a fun atmosphere. Now in its fifth year, the Bellarine Aquatic and Sports Centre (BASC) achieved their highest enrolment numbers.

Active adult membership (over 55 years of age) also increased by four per cent, with over 2,600 members participating in the Live Well Health and Fitness program. This involves gym-based strength

training sessions held two to three times per week. Hundreds more also use the pool facilities for exercise as well.

Further highlights for the year included Leisurelink Aquatic and Recreation Centre being awarded the Prize for Excellence and Gold Award at the Australian Health and Fitness Industry Quality Awards. The Prize for Excellence is the highest accolade within the industry, and is national recognition that the centre provides quality programs and customer service. Splashdown, Bellarine Aquatic and Sports Centre (BASC), Waterworld and Leisurelink Aquatic and Recreation Centre also received Life Saving Victoria’s prized Platinum Pool accreditation award.

Family support services on the riseFamily support services at Council continue to grow, and the next 12 months will see further growth with the completion of four new integrated children’s centres. Snapshots of some key achievements in 2013-2014 are provided below.

16,350 adults and children participated in 73 Children’s Week events, an increase of 36 per cent from 2012.

610 breakfast servings were provided by ‘Best Start of the Day’ breakfast program supported by the Corio-Norlane Best Start program. 300 oral health kits were also distributed to playgroups through this program.

The ‘Library in my Pocket’ Best Start early literacy project made 56 presentations reaching approximately 1,000 children and 250 adults.

City Learning and Care services provided education and care programs to 749 families and 954 children.

School holiday program provided care for 450 families and 700 children. 530 playgroup sessions were conducted with a total of 795 hours of playgroup activities held

for 139 families and 200 children attending each week. 2,897 birth notifications, an increase of 2.6 per cent. 24,448 Key Ages and Stages consultations conducted at the City’s Maternal Child Health

Centres, an increase of 2.2 per cent. 2,869 children enrolled in four year old kindergarten, of these children 2,688 reside in the City

of Greater Geelong, reflecting an overall kindergarten participation rate in 2013 of 102.3 per cent.

A busy year for arts and cultureA number of arts, cultural and community activities were held during the last 12 months which provided many opportunities for locals and visitors to participate.

Diversity Week was celebrated in March 2014 with a Mayoral Welcome for our large multicultural community and they enjoyed many performances throughout the week. ‘Africa’s Got Talent’ was also held with a young girl from Geelong’s Congolese community selected to perform in the grand final in Melbourne.

M~M2014 – Geelong’s 24hr Extreme Arts Walk and the inaugural Geelong After Dark took place in May 2014. Colourful public art interventions, story-telling, sculpture, celebrations and music were integrated into a unique arts and sports experience with a footprint that spanned many locations throughout the municipality. 564 people registered for stages of the walk, with 30 completing the full 80 kilometres. In addition, over 100 members of 11 community and volunteer organisations and 200 individuals participated in the walk as part of a community ambassador procession. Over 5,700 spectators turned out for the M~M activities and events with an estimated 6,000 attending Geelong After Dark.

Celebrating its 25th anniversary in 2014, the National Wool Museum attracted a record level of visitation with over 53,200 visitors and program participants visiting the museum in the last 12 months. The museum became the permanent home for Geelong’s Chinese Dragon and Geelong Classic Cinema. A number of programs and exhibitions were held including the Reminiscence Cottage Project, Rumour Has It Exhibition, The 25th Object – Gathering Geelong’s Stories, Seven Wonders Silent Film Festival and the Scarf Festival.

Young people making a positive differenceThe seventh Impetus Youth Awards were held in April 2014 during National Youth Week celebrations. There were 125 nominations in 12 categories which recognise young people making a positive difference to the community. National Youth Week is the largest celebration of young people across Australia, and was just one of a many youth events and programs held within the Geelong region in the last 12 months.

Youth Mentoring Week was held in October 2013 with programs run by the City of Greater Geelong, Barwon Health, White Lion and Diversitat. The L2P learner driver program is one such mentoring program and to date has helped 64 young drivers throughout Geelong gain their probationary licence. Currently there are 85 active learners, 58 active mentors and 22 newly trained mentors making Geelong’s L2P program the largest in Victoria. Geelong car dealer Winter and Taylor also donated two new cars to assist with the growing numbers in the popular program.

Approximately 16,000 young people were involved in activities, programs and events during the year such as:

The annual music event Spud Fest 2014 Free Hug Days in Central Geelong and Ocean Grove Girls Go Extreme and BLOKES programs Odyssey Film Festival IDAHO Day flag raising SKAART (skating and art) youth festival Silent Disco.

Health and Local Laws updateA total of 22,750 compliance assessments, inspections and service requests were conducted by Health and Local Law Services in 2013-2014. These consisted of 16,954 customer service requests and response activities and 5,796 audits and inspections. Some of the categories include dogs at large, nuisance cats, unregistered animals, parking, faulty parking machines, food premises and safety compliance inspections, environmental health complaints and tobacco compliance assessments.

The Health and Local Laws team had a busy year with the free Saturday parking and revised time limits within Central Geelong trialed and adopted. A new cattery was installed at the Geelong Animal Welfare centre and hours were extended for the daily return of dogs to their owners without being impounded. All environmental health nuisances received were investigated within adopted timeframes and remedied as far as reasonably possible, and the Domestic Animal Management Plan was reviewed and adopted.

For further information on the Domestic Animal Management Plan achievements please refer to page 151.

Community groups receive grants172 community groups throughout the municipality were successful in receiving grants through Council’s Community Grants Programs.

The Community Arts Grants Program saw 24 projects share in $116,734 and 16 community festivals sharing $97,000 through the Community Festivals Grants Program. The Councillor Community Grants Program saw $240,000 provided to 132 community groups.

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

For a full list of recipients in each of these categories please refer to pages 144-148.

Future DirectionsThe next 12 months will see the City of Greater Geelong continue to work towards achieving the objectives and priorities that have been set within City Plan 2013-2017. An extensive list of actions can be found in the 2014-2015 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

In partnership with Regional Development Victoria, Council will develop a master plan and long term vision for the Northern ARC (Arts, Recreation and Community) Health and Wellbeing Hub which is currently home to the Waterworld Leisure Centre, Corio Library and Centenary Hall precinct. This will build on the Corio-Norlane Structure Plan.

Completion of construction and opening of the Leopold Integrated Children’s Centre, Barwon Heads Early Learning Centre, Norlane Child and Family Centre and the Grovedale Children’s Centre.

Plans for new children’s service facilities at Hendy Street and Purnell Road (Corio), Drysdale and Armstrong Creek will be progressed and expansions of Fyans Park Kindergarten (Newtown) and existing facilities in Belmont and Highton will take place.

The implementation of the Karreenga Aboriginal Action Plan 2014-2017. Producing community development plans and strategies such as the Youth Strategy, Family

Violence Prevention Strategy, Social Infrastructure Plan, Food Policy and reviewing the Multicultural Action plan.

Recreation reserves and facilities and playground upgrades to the value of $8.1 million to be undertaken.

Bike paths and facility development including the Geelong Criterium Circuit pavilion construction. Implementation of the Emergency Management Strategic Plan 2014-2016. The implementation of the 2013-2017 Municipal Public Health and Wellbeing Plan, 2013-2017

Municipal Early Years Plan and the 2014-2017 Disability Action Plan. Continuing the implementation of the Healthy Together Geelong and Be Active preventative health

programs. The establishment of the State Government funded three-year program Victorian Linking Learning

0-12 years pilot to improve linkages between early childhood and school professionals and support agencies and families.

Continuing to take a lead in State Government working group with regard to extensive legislative changes relating to the Food Act and implementing changes within Council’s service provision.

The implementation of year two of the Domestic Animal Management Plan 2013-2017. The development of a Cultural Strategy which will guide Council in arts and culture over ten years.

ChallengesSome of the challenges facing us in the pursuit of a healthy, connected and strong community include:

The impact of population growth on existing infrastructure and service levels. Increased demand for council services due to the shift in demographics; namely the ageing

population and increasing birth rate. Increased demand on existing health care systems (facilities, equipment and health care

professionals). The growing need for education and program provision to combat chronic health issues facing

the community. The increase in cost of living and its affect on healthy lifestyle choices. The emergence of food security issues. The increased risk of social isolation as social bonds are weakened and people become more

disconnected from others. Making programs accessible to the community - affordable, relevant, timely and reachable. Meeting the needs of increased cultural diversity within the community. Seeking funding for infrastructure and environmental improvements in under resourced areas

within the community so as to maintain equality throughout the municipality. Responding to Australian Early Development Index (AEDI) data to address indicators of

vulnerability amongst local children.

The reductions in government grant income. Continuing to meet the implementation requirements associated with the Federal

Government’s early childhood reform, including the National Quality Framework, requiring increased qualified staff and additional kindergarten programs in Council’s long day care centres.

Priority: Healthy lifestylesWe will encourage healthy lifestyle choices by:

Facilitating and promoting physical activity. Facilitating and promoting healthy eating. Investing in prevention and improved health across all communities in Greater Geelong. Working collaboratively with agencies to promote and bring about system level changes aimed

at improving wellbeing and lifestyle choices.

Progress indicators:Type of indicator

Indicator Target Result Comments

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

3% per annum

Total visitor numbers exceeded 2.3 million, a 4.5% increase on previous year.

D

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

40% of long day care centres within the municipality

89.7% of long day care centres were enrolled in the program as at June 30, 2014.

D

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

40% of kindergartens within the municipality

87.8% of kindergartens were enrolled in the program as at June 30, 2014.

D

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

40% of primary schools within the municipality

59.7% of primary schools were enrolled in the program as at June 30, 2014.

D

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

40% of large business in the municipality

49% of large businesses were enrolled in the program as at June 30, 2014.

D

Number of participants in the Geelong Seniors Festival

Equal to or greater than the previous year X

Numbers were down on previous year however the Australian Masters Games were hosted in Geelong at the same time which had an impact.

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

Meet or exceed Victorian average

City of Greater Geelong result was 57.8% however the Victorian results will not be available until early 2015.

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

Meet or exceed Victorian average

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

ISedentary behaviour (sitting for seven or more hours a day) (Vic Health Survey)

Meet or exceed Victorian average

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

M

Percentage of infants breast fed at six months of age

Meet or exceed Victorian average

Result was 48% which was significantly higher than previous result, however Victorian averages are not available for comparison.

MPercentage of infants breast fed at 12 months of age

Meet or exceed Victorian average

Result was 1.8% however Victorian averages are not available for comparison.

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

2013-2014 Business Plan ActionsAction StatusBe Active program Corio-Norlane Best Start project Development of the City of Greater Geelong Municipal Public Health and Wellbeing Plan iHealthy Together Geelong Implementation of the Municipal Early Years Plan Learn to Swim program Promote breastfeeding through additional consultations and referrals to other agencies Promote kindergarten enrolments through public media releases Provide Maternal Child Health nurses with professional development opportunities on lactation Stronger Families/Family Coaching program Target low immunisation coverage program Tiny Bubbles program

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Healthy environmentsWe will provide safe and vibrant physical environments and infrastructure to support healthy living and connected communities. This includes:

Well maintained public spaces and related infrastructure. Cycling and walking paths. Safe, hazard and nuisance free environments. Maintaining preparedness and responsiveness to emergencies. Facilities to meet a range of community programs and activities.

Progress indicators:Type of indicator

Indicator Target Result Comments

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

Meet or exceed Victorian Council average

Result was 64 on par with state wide average.

DCommunity satisfaction rating for overall performance with local footpaths

Meet or exceed Victorian Council average

Result was 59 which was on par with state wide average.

DCommunity satisfaction rating for overall performance with recreational facilities

Meet or exceed Victorian Council average

Result was 73 which was on par with state wide average.

DCommunity satisfaction rating with the appearance of public areas

Meet or exceed Victorian Council average

XResult was 68 which was below the state wide average of 72.

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

Increase

1,750 metres of off road paths were established in 2013-2014, bringing the total to 188.2km.

D Food safety compliance; assessment compliance rates

100% Compliance was 100% for 2013-2014.

I

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

Increase

827 riders counted across 13 sites in 2013. This is the first year this count has been done so will be the base year for future reports.

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

Meet or exceed Victorian average

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

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

Meet or exceed Victorian average

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

I

Resolution rates for notified nuisances

100% X 92% of notified nuisances were resolved. Where matters are unable to be resolved by Council through mediation or prosecution, affected parties are offered the best advice/ guidance on seeking private representation and/or mediation through dispute settlement processes.

IDog attack rates per 100,000 population

Decrease Result decreased by 20% in 2013-2014 compared to previous year.

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

2013-2014 Business Plan Actions

Action StatusImplement Municipal Emergency Management Plan Conduct community dog/cat micro-chipping and registration roadshows Continue to conduct assessments of restricted breed dogs and dogs declared as dangerous dogs Ensure all school crossing are adequately supervised and patrolled to protect children's safety

Implement Municipal Fire Prevention Plan Implement Year One actions of the Domestic Animal Management Plan iMonitor, assess and register all food premises based on compliance Parks and reserves maintenance Preparation of a Flood Management Plan for the municipality iRenewal work on Council owned buildings Bikepaths

Bellarine Rail Trail works iBicycle infastructure program Greater Geelong Cycle Strategy implementation Footpaths

Footpath renewal progam Footpath works Hitchcock Avenue Barwon Heads iFootpath works Melville Avenue Newtown Playgrounds

Anakie Community Centre playground iAsher Road Playgroup playground, Slovenian Club iCollendina Reserve playground relocation Coryule ward parks and playgrounds improvements iHume Reserve community activity precinct iMyers Reserve playground development iPettitt Park playground, park and amenities upgrade iDane Avenue Bell Post Hill playground development iPlayground development program Brownbill ward playground developments Queens Park playground upgrade Public Toilets

New public toilet Beauford Avenue shopping strip, Bell Post Hill Ocean Grove community garden toilet Portarlington Reserve Disability Discrimination Act compliant toilet iAction StatusToilet block renewal and replacement program

Recreation facility upgrades

Barrabool Cricket Club clubrooms renovation Barwon Valley Golf Club office upgrade Bell Park Sports Club (Ballarat Rd, Batesford) change rooms planning iBell Post Hill Football Netball and Bowls Club change room facilities Collendia Reserve Master Plan implementation iCorio Moorabool Pony Club new floor covering Elcho Park Golf Course driving range iEvans Reserve soccer facility upgrade Friers Reserve pavilion completion iGeelong Rowing Association landing extension Grovedale Sports Club kitchen upgrade iGrovedale Sports Club building and light improvements design Lake Lorne Reserve Drysdale Pony Club improvements iMcDonald Reserve commercial kitchen installation iMemorial Park Leopold Master Plan implementation Memorial Reserve Ocean Grove toilet upgrade iNewcomb and District Cricket Club purchase of roller iNewcomb and District Sports Club social room refurbishment North Shore Netball Club netball rooms upgrade North Shore Sports Club kitchen and community space upgrade iPortarlington Football and Cricket Club pavilion upgrade iQueens Park Golf Club building redesign St Albans Sporting Club kitchen upgrade iSt Albans Sporting Club installation of decking to clubrooms iSt Albans Sporting Club netball upgrade St Josephs Netball Club court redevelopment and change room development iSt Peters Cricket Club social rooms refurbishment design Stead Park hockey precinct development Thomson Reserve change room extension Wandana Heights Tennis Club completion of works iWinters Reserve clubroom upgrade iAction StatusRecreation reserve upgrades

Barwon Heads Village Park sports lights Burdoo Reserve road and carpark upgrade i

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Capital renewal of civil assets in parks across the municipality iClifton Springs Tennis Club courts and lighting Corio Bay Archery Club new shed Corio Cricket Club new nets Eastern Gardens heritage seat Eastern Park fencing removal and replacement on Upper Hearne Parade iEastern Park Master Plan implementation Ervin Reserve Master Plan implementation iGreater Geelong Open Space Strategy review Grinter Reserve BMX track improvements Hendy Street tennis courts upgrade Kevin Hoffman Walk maintenance and upgrades iLandy Field flood prevention drainage iMarshall and South Barwon Cricket Clubs practice wickets Minor capital renewal projects in the Cheetham ward iMurghebuloc Cricket Club practice wicket improvements iAction StatusNewtown and Chilwell Football Netball Club lighting i

Ocean Grove Park performance space Portarlington Netball Club courts upgrade iSports grounds renovation program St Albans Breakwater Cricket Club practice wicket area iStead Park installation of a 'Pet Park' iStead Park BMX Track redevelopment Thomson Reserve bitumen works iWaurn Ponds tennis courts resurfacing iWest Oval flood lighting Swim Sport and Leisure Centre upgrades

Aquatic play activities for Splashdown Concrete core replacement program Geelong Arena cyclical and programmed maintenance Gymnasium equipment replacement program Increased aquatic play activities for Bellarine Aquatic Centre Kardinia Pool infrastructure and pool maintenance Leisurelink gymnasium program room extension Leisuretime Centre toilet upgrade Waterworld Master Plan stage two

Explanation of actions on hold or not progressing: Action Explanation

Collendina Reserve playground relocation Funding reallocated to other projects within the reserve .

Brownbill ward playground developments Funding reallocated to other priorities in the ward.

Queens Park Golf Club building redesign Project is on hold pending further information from building users.

Corio Bay Archery Club new shed Project not proceeding.

Corio Cricket Club new nets Project not proceeding.

Hendy Street tennis courts upgrade Project not proceeding.

Ocean Grove Park performance space Land transfer of the park to the City of Greater Geelong is not being pursued without adequate legal protection for the park and the support of the community.

Aquatic play activities for Splashdown Funds reallocated to the broader Splashdown Master Plan project.

Priority: Connected, creative and strong communitiesWe will facilitate programs and events that encourage increased participation in community life by:

Encouraging and promoting diversity and equity of access for all sectors of the community. Supporting an inclusive local community culture, where people interact and provide mutual

support. Investing in community regeneration and rebuilding in under resourced communities. Promoting and providing opportunities for education and lifelong learning. Building upon existing capacities in local communities. Bringing the community together through sports, recreation, arts, culture and heritage.

Progress indicators:Type of

indicator Indicator Target Result Comments

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

Meet or exceed Victorian average

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

DCommunity satisfaction rating with overall performance of family support services

Meet or exceed Victorian Council average

Result was 67 on par with state wide average.

I

Percentage of children enrolled in kindergarten 

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

The total number of children enrolled in 4 year old kindergarten was 2,869, of these children 2,688 reside in the City of Greater Geelong, reflecting an overall kindergarten participation rate in 2013 of 102.3%.

I Number of annual library visits (physical) per capita

Meet or exceed Victorian average

Over 1.5 million visits were made to libraries in the City of Greater Geelong – a 3.9% increase on previous

year and exceeding the Victorian average.

IProportion of resident library memberships

3% increase per annum

85,655 residents are library members – a 3.1% increase on previous year.

I

Greater access to library e-collections

5% increase per annum

260,708 e-book downloads and online database retrievals were made representing a 66% increase in access/use of on line collections on previous year.

ICommunity acceptance of diverse cultures (Vic Health survey)

Meet or exceed Victorian average

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

IPercentage of residents involved in volunteering (Vic Health survey)

Meet or exceed Victorian average

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

ICommunity satisfaction rating with overall performance of elderly support services

Meet or exceed Victorian Council average

Result was 69 on par with state wide average.

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

2013-2014 Business Plan Actions

Action StatusChildren's Week activity program Corio Norlane Transport Project Stage Two Councillor Community Grants Program Development and implementation of Aboriginal Action Plan iGeelong Regional Library contribution Geelong Seniors Festival Indigenous kindergarten assistance Landscaping Clifton Springs fountain iNeighbourhood houses support - annual financial contribution to activities provided by neighbourhood houses in the municipality

School Holiday Program Supported playgroups and parent groups initiative Youth activities, programs and events including SKAART , Lara Youth Festival, skate program, National Youth Week, Courthouse Youth Arts, SSAGQYSP initiative, L2P program, Engage it up, Youth action teams, Switch magazine, multicultural youth development

Arts, Culture and Heritage

Community arts and festivals grants program Development of Cultural Strategy Lara Food and Wine Festival Lara Heritage Festival Mouth ~ Mountain 2014 iChildren's Services upgrades

Acquisition and replacement of resources and equipment at City Learning and Care Centres iAlexander Thomson Kindergarten play area upgrade iChildren’s services facility upgrades Community facility upgrades

Community halls upgrade program Disability access program East Geelong Mens Shed extension iGeelong West Neighbourhood House accommodation options iSeniors Citizens centre's kitchen upgrades iChildren’s Centres

Barwon Heads Early Learning Centre construction Grovedale Integrated Children's Centre construction Leopold Community Hub stage one construction Boorai Centre Ocean Grove Integrated Children's Centre construction i

Action StatusMulticultural action plan

Multicultural Action Plan implementation Multicultural Action Plan implementation - Diversitat grant iPublic Art

Beacon Point Road art sculpture Central Geelong public art initiative Geelong West forecourt public art piece Public Art Program in High Street Belmont Street art project iWhittington Place Based Activities

Whittington Flamefest Whittington place based activities

Explanation of actions on hold or not progressing: Action Explanation

Lara Heritage Festival

Project did not proceed so disbursement was not made.

Beacon Point Road art sculpture

Project is not proceeding.

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Growing Our EconomyObjective: Securing Geelong’s economic future.

AchievementsNew Geelong Library and Heritage Centre construction beginsThe new Geelong Library and Heritage Centre is starting to take shape with works progressing and on track to be completed by the end of 2015.

Demolition of the old library and heritage centre was completed in November 2013 with construction having commenced soon after.

A 3D model of the state-of-the-art unique multi-storey dome design was also completed and is on display at City Hall.

The new Geelong Library and Heritage Centre will be over 6,000m2 and includes: 120,000 print and multimedia collection items; a children’s exploration and discovery zone; heritage centre repository and reading room; dedicated youth space; individual and group study spaces; the latest in digital technologies; a café; exhibition space; major event space; and community space for meetings and lifelong learning programs.

A summary of construction works completed to date include:

Basement slab poured 50 tilt slab panels erected Lift shaft installed Underground services in place including power, sewer and drainage 42 piles installed.

The Geelong Library and Heritage Centre redevelopment is a very exciting component of Geelong’s Cultural Precinct and will be a vibrant hub for locals and visitors alike. The redevelopment is being funded by the City of Greater Geelong ($20.5 million), the Victorian Government ($15 million) and the Federal Government ($10 million).

During construction, the library will continue to operate from the ground floor of the State Government offices in Little Malop Street and the Heritage Centre Reading Room in the National Wool Museum theatrette.

Enterprise Geelong launchedEnterprise Geelong, the City of Greater Geelong’s dedicated resource for economic development initiatives was launched on Friday 2 May 2014.

The Enterprise Geelong team has been together since August 2013 and the Enterprise Geelong Advisory Board has also been established with 10 members appointed to this board.

The role of Enterprise Geelong is to put the spotlight on Geelong as the ideal location for business in south eastern Australia: to attract investment, support local business, and drive economic growth. Enterprise Geelong will:

Attract investment by:

Stimulating and procuring investment Facilitating introductions and collaborations Case managing enquiries that contribute to employment opportunities or offer significant

benefit to the local economy Coordinating industry specific investment and trade visits Ensuring Geelong’s capabilities are promoted in local and global contexts Assisting with national regulatory frameworks.

Support local businesses by:

Providing intelligence to assist with decision making Identifying government grants or funding opportunities Delivering initiatives, programs and business events that support growth Delivering initiatives to diversify and skill our labour force.

Drive economic growth by:

Identifying and fostering initiatives that will strengthen Geelong’s major capability sectors and provide a positive environment for growth

Providing leadership on matters that affect the local economy Advocating for projects that support strategic business and industry development Coordinating information and industry experts to explore and elevate possibilities for Geelong

to prosper.

Central Geelong Action Plan adoptedThe Central Geelong Action Plan was adopted in January 2014. It contains a detailed list of actions with defined timeframes, performance targets and accountability that will result in a thriving city centre. The top ten priority actions are:

1. Investment attraction – a proactive approach to identifying strategic sites, attracting developers and matching sites with potential tenants.

2. Public transport and city loop bus – advocating for public transport improvements and investigation of a city loop bus to link key areas and encourage commuter parking on the city fringe.

3. City heart – creating a central public space to become a natural meeting place for people, designed to suit a range of events.

4. Town and gown – stronger connections between Deakin University, The Gordon and city businesses to build Geelong’s University City capability.

5. Postcode 3220 – aims to increase the population of city residents and the number of workers.

6. Making our land assets work harder – a more flexible and creative approach to the sale or swap of land to leverage development.

7. Integrated health and wellbeing precinct – capitalising on the busy health precinct with improved links to the city, more supporting businesses and a stronger identity.

8. Connecting people and places – a more attractive integrated walking and cycling network.

9. Greening Central Geelong – more trees and greenery for a more attractive, welcoming environment.

10. Arts and events city – continuing to attract a diverse calendar of events, integrating public art and lobbying for funding/investment for a convention centre.

Changes to the terms of reference and strengthening of the Central Geelong Taskforce were also endorsed.

The transformation of Central Geelong however commenced prior to this with mass flower plantings in December 2013 bringing an explosion of colour throughout the city centre. Parking changes also took place following trials with the adoption of free parking on Saturdays, adoption and the promotion of the 15-minute grace period and changes to two hour parking zones to shorter time periods to encourage turnover.

A six month trial of heavy vehicle restrictions in Mercer Street and Malop Street commenced in March 2014. The aim of the trial was to reduce the number of trucks using Malop Street as an east-west thoroughfare. Less trucks travelling through Central Geelong will make it a more pleasant place to shop, dine and work.

The popular Nightjar Markets were also a huge success. The markets took place in Johnstone Park every Friday night in February 2014. Other Central Geelong Marketing activities included the Central

Geelong Sidewalk Sales, Tastes of Central Geelong, Christmas in Central Geelong, Central Geelong Farmers Market and the Central Geelong Magic Metre Elves. The economic benefit generated from these and other activities are estimated at approximately $5 million.

The Central Geelong Smart Phone app including business directory, real time parking availability, real time park and ride bus locator and what’s on/near me features using geo-location was also launched during the last 12 months.

Major investment in Geelong creating jobs The City of Greater Geelong welcomed a number of announcements in the last 12 months confirming the region as the home to new investment, new industries and new jobs and Geelong’s future as a 21st

century smart city.

In June 2014, the Geelong Manufacturing Council and Future Proofing Geelong were successful in obtaining a $300,000 State Government grant over three years to deliver market development program Cleantech Innovations Geelong. The Geelong Manufacturing Council and Future Proofing Geelong have also committed to a co-contribution of $300,000, bringing total funding to $600,000 over three years. The aim is to establish Geelong as a centre of excellence for Cleantech in Australia by attracting investment, creating jobs and building skills.

The National Disability Insurance Agency (NDIA) head office was officially opened in Geelong in April 2014. This created a further 120 jobs on top of the 119 current jobs at the launch agency. The hosting of the NDIA headquarters places Geelong at the forefront of transformational change at a national level and provides disability support for our local residents.

In May 2014 chemical giant Accensi announced that it will start building on a site in the Geelong Ring Road Employment Precinct immediately and expects to be open for business by November 2014. At full operating capacity the company will directly employ 45 full-time staff with another 33 full-time jobs created in flow-on sectors and many more again through the building process. The development is set to deliver an immediate $20.2 million capital investment to Geelong and inject about $100 million into the local economy. Accensi is a wholly-owned subsidiary of Hong Kong listed company CK Life Sciences International, an international research-driven organisation. Geelong will become the third Australian manufacturing base for Accensi, a world player in chemical crop protection. Having a billion dollar, foreign-owned company set up in Geelong will raise the region’s profile on the world business stage.

The Federal Government committed $3 million funding to set up the Geelong Centre for Emerging Infectious Diseases (GCEID). This followed a concerted lobbying campaign involving Deakin University, City of Greater Geelong, Barwon Health and the CSIRO. The GCEID will give Geelong a role at national level in the protection of human health and economic security. Council also made a $100,000 contribution to GCEID and is providing in-kind support as well as acting as the auspicing body for grant funds via Enterprise Geelong. This will create 30 scientific jobs and 63 jobs through flow-on effects.

Other Funding announcements and new business openings included:

Deakin University’s Carbon Nexus research facility opened in May 2014 and will provide world class ground breaking research, design and manufacturing of carbon fibre.

$5 million funding towards Carbon Revolution was made available through the Geelong Region Innovation and Investment Fund and provided jointly by the Federal and State Governments, along with Ford Australia. This will create up to 150 new jobs in the high tech carbon fibre industry in Geelong.

The emerging aquaculture industry on the Bellarine received $377,388 funding from the Federal and State Governments and Ford Australia’s Geelong Region Innovation and Investment Fund. This will provide potential job opportunities for former manufacturing and industrial workers affected by recent cutbacks by major manufacturing industries such as Ford and Alcoa.

The first stage of the Waurn Ponds Shopping Centre expansion opened in May 2014. The $90 million expansion has resulted in 200 jobs being created during the construction phase and when fully complete 500 retail jobs will also be created.

Energy Australia, one of the largest energy retailers on the eastern seaboard of Australia will open a call centre in Geelong creating up to 300 jobs.

TG Australasia’s plans for a smart fuels (cleaner and less expensive) bio-refinery to be situated in the Geelong Ring Road Employment Precinct were unveiled. Expected to be in operation by late 2016, it will create approximately 1,000 construction jobs and provide 200 ongoing full-time jobs for technical and operational personnel.

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

Non-domestic building activity in the City of Greater Geelong increased by 15.6 per cent to $343.8 million in 2012-2013, the highest figure since 2009-2010.

In the last 12 months $745 million worth of construction projects were completed. Some of the projects completed were: the $110 million Section 4B of the Geelong Ring Road; the $94 million Northern Water Plant in Corio; Deakin University’s $52 million Regional Community Health Hub (REACH); the $42 million student accommodation at Deakin University’s Waurn Ponds campus; the $49 million stage three redevelopment of Simonds Stadium; the $103 million Australian Future Fibres Research and Innovation Centre (AFFRIC); Bunnings’ new $33 million megastore in North Geelong; and the $60 million Little Creatures Geelong Brewery.

There is currently $1.2 billion worth of major construction and redevelopment underway in Geelong which continues to energise our economy and stimulate our workforce. Projects include: the $220 million duplication of the Princes Highway from Geelong Ring Road in Waurn Ponds to Winchelsea; the $150 million water, sewerage and recycled water infrastructure implementation at Armstrong Creek; the $93 million Intensive Care Unit at the Geelong Hospital; the $80 million new Norlane housing project initiative; the $67 million St John of God Geelong Hospital redevelopment; Australian Unity’s $65 million expansion of the Waurn Ponds Shopping Centre; Deakin University’s $55 million engineering facility (Centre for Advanced Design in Engineering Training); $90.4 million Baanip Boulevard (Section 4C of the Geelong Ring Road) connecting from Anglesea Road to the Surf Coast Highway at Grovedale; and the $45 million Geelong Library and Heritage Centre.

The $750 million Keystone Business Park located within Armstrong Creek’s North East Industrial Precinct is also well underway. This project is to be staged over the next 10-15 years.

Geelong is ideally placed as one of Australia’s most promising growth corridors and stands ready as a potential working partner to facilitate investment in key infrastructure priority projects.

Seabourn Cruise Line commits to Geelong as a cruise ship destinationGeelong’s cruise ship industry is set to grow as the Seabourn luxury cruise line confirmed it will book another five visits over summer in 2015. This follows two visits by the Seabourn Odyssey and one by the Seabourn Sojourn in January-February 2014 and shows a commitment to Geelong as a cruise ship destination, building on Council’s bid for a new Yarra Street Pier. Each Seabourn cruise ship carries more than 450 passengers with the majority of passengers coming from America.

In total, five ships anchored in Corio Bay last summer with the Celdonian Sky visiting in November 2013 and the biggest cruise ship of the summer the Amadea docking in March 2014.

Each cruise ship visit has the potential to bring $1 million into the economy. A dedicated berth would enable Geelong businesses to share in the provisioning of ships with food, beverages and fuel sourced locally and worth $300,000 per visit alone.

The recently updated independent business case into the Yarra Street Pier has found that up to 25 cruise ships could be attracted by 2025.

Lara town centre expansion project progressing wellThe Lara town centre expansion project will provide for a new full line supermarket, specialty retail shops and the redevelopment of Austin Park to create a new vibrant town centre for Lara.

There are six phases to this project with progress on these provided below:

1. Construction of the new Lara Bowling ClubProgress – completed.

2. Demolition of the existing Lara Bowling ClubProgress – completed.

3. Construction of the new Station Lake Road alignmentProgress – construction commenced.

4. Demolition of the existing Station Lake Road alignmentProgress – planning permit issued.

5. Construction of the new supermarket and specialty storesProgress – planning permit issued and construction commenced.

6. Reconfiguration of Austin ParkProgress - design stage commenced.

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

Major events generate $56.9 million in event expenditure throughout the regionA total of 27 major events of international and national significance were supported during the year, stimulating economic activity and providing social benefits to our community. These events resulted in $56.9 million of event expenditure being generated in our region from locals and visitors, which is the equivalent of 455 full time jobs in the region.

19 of the 27 major events offered free public access and entertainment for all ages. An estimated 420,000 participants and spectators attended the 27 events staged throughout Geelong during the 12 month period.

The 2013 Australian Masters Games attracted over 8,000 participants and officials and generated an estimated economic benefit of $11.0 million, the Festival of Sails $14.6 million, Geelong Revival (Motorsport) $3.2 million and the popular Pako Festa $5.4 million.

Other popular events held throughout the last 12 months included the Mitchelton Bay Cycling Classic, Toast to the Coast, Geelong Multi Sport Festival, Sanitarium Weet-Bix Kids TRYathlon, National Celtic Festival, Great Australian Beer Festival, Motor City Music Festival, the Victorian Open Golf Championships, Melges 24 Sailing World Championships and the Head of the Schoolgirls Rowing Regatta.

In February 2015 the Australian International Airshow returns and a new international cycling event The Cadel Evans Great Ocean Road Race will be staged on 31 January and 1 February 2015 adding to the events schedule.

Tourism Greater Geelong and The BellarineThe City of Greater Geelong, Borough of Queenscliffe and Golden Plains Shire committed to establishing a Regional Tourism Board for Greater Geelong and the Bellarine in September 2013. This was to ensure tourism receives a greater profile but also recognises important partnerships with the Great Ocean Road for interstate marketing and international marketing (Great Southern Touring Route). These municipalities established an Interim Board to develop accepted models with the tourism industry for establishment and transition to a new structure in 2014-2015. The Interim Board was established in February 2014 and during this time they developed an acceptable model endorsed by industry and each municipality, a three-year strategy from 2014-2017 and a one year action plan for

2014-2015. The official change of business name from Geelong Otway Tourism to Tourism Greater Geelong and The Bellarine will take effect from 1 July 2014.

In 2013-2014, the Greater Geelong and Bellarine region received 10.1 per cent of all domestic visitors to Regional Victoria. There were 966,000 domestic overnight visitors that spent over 2.8 million nights in the region and 40,700 international overnight visitors who spent 543,600 nights in the region.

Geelong Visitor Information Centres welcomed just over 160,000 walk in visitors and responded to over 1,500 telephone enquiries and over 700 email enquiries.

Social media is also on the increase with 225,492 visits to the tourism website (up from 181,934 in 2012-2013) and the Geelong Bellarine Facebook page now has over 14,900 page likes.

New Business Events Geelong and Tourism Industry websiteBoth the Business Events Geelong and Tourism Industry websites were updated with the initial Business Events Geelong site live in February 2013 and the Tourism Industry website live in August 2013. The Business Events Geelong website includes a ‘Request for Proposal’ online tool providing conference organisers with a step by step guide to building proposals directly linking through to enquiries with the Business Events team.

Some of the key activities untaken by Business Events Geelong throughout 2013-2014 were:

Production of the Business Events Geelong Planners Guide, a biannual key marketing publication that lists the venues and services in the region.

Facilitated a stand at four key trade shows with a number of industry co-exhibitors.

Exhibited at two key interstate shows alongside Business Events Victoria.

Hosted three media trade familiarisations within the region.

Hosted two corporate buyer familiarisations within the region.

Held the annual Business Events Geelong Road Show showcasing the best of our region to the Melbourne market attracting over 100 buyers to the event.

Ran a 12 month tactical marketing campaign across print and digital channels.

Council supporting small businessesThe 2013 Geelong Small Business Festival was deemed a success by the Geelong business community. There were 18,000 participants and 40 business events with feedback being extremely positive. This was an increase on the 1,500 participants that attended in the previous year.

Enterprise Geelong also supported Geelong’s 93.9 BayFM, 95.5 KROCK FM and the Geelong Advertiser in a two-day Jobs Fair. The Jobs Fair brought together employers looking for staff and job seekers and provided a forum for local employers currently experiencing strong growth to showcase career opportunities within their organisation. This formed part of the Jobs4Geelong initiative.

Future DirectionsThe next 12 months will see the City of Greater Geelong continue to work towards achieving the objectives and priorities that have been set within City Plan 2013-2017. An extensive list of actions can be found in the 2014-2015 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

The Land 400 bid to secure the contract to build the Australian Army’s new military combat vehicle which will bring an estimated 2,450 direct and indirect jobs to Geelong.

Advocating for funding for the Yarra Street Pier and Geelong Convention and Exhibition Centre.

Delivering the 2014-2015 actions committed to in the Central Geelong Action plan. Lighting up and decorating Geelong at Christmas including the unveiling of the iconic

Christmas tree which will float on Corio Bay.

Continuing the construction of the new Geelong Library and Heritage Centre. Formerly commencing the new Tourism Greater Geelong and The Bellarine entity (replacing

Geelong Otway Tourism) and implementing the three year strategy and the new marketing action plan.

Completing the delivery of the infrastructure components of the Lara Town Centre expansion project.

Enterprise Geelong continuing to identify and attract business and investment opportunities from around Australia and overseas.

Central Geelong marketing increasing their digital and social media focuses. The implementation of the Ocean Grove Town Centre Urban Design Framework. Continuing the delivery of the Armstrong Creek Urban Growth Plan. Continuing the development of infrastructure at the Geelong Ring Road Employment Precinct. The review of the following:

o Enterprise Geelong (Economic Development) Strategyo International Investment and Trade Strategyo Retail Strategyo Municipal Strategic Statemento Rural Policy.

Delivering the Geelong Major Events program including the 2015 Australian International Airshow.

Advancing the implementation of the Portarlington Safe Harbour project.

ChallengesSome of the challenges facing us in the pursuit of growing our economy include:

The closure of Alcoa and the impending closure of Ford and the direct and indirect job losses resulting from this. Collaborating with these industries and training organisations to assist with training and new employment opportunities. The recent Jobs Fair is an example of this.

Gaining government funding for key infrastructure projects. Addressing skills shortages. Taking advantage of the opportunities that the biotechnology industry will provide to our region

into the future. Diversification of our economy recognising the significant contribution made by our changing

manufacturing sector. Taking advantage of the opportunities that will arise out of the marginal nature of the major

State and Federal seats in the region. Seeking investment opportunities that will be provided by the Armstrong Creek and Geelong

Ring Road Employment Precinct developments. Identifying ideas and opportunities that will provide the momentum for the next 15 years of

growth in Central Geelong. New economic opportunities through transition to low carbon economy through development

of new clean technologies, research and development, manufacturing and new product and service offerings.

Decline in workforce participation as the workforce ages. The increasing impact and cost of meeting regulation and compliance may be inhibiting to

innovation. The increasing number of major event applications seeking financial support outweighing

available funding. Growth and expansion of suburban shopping centres pose a challenge for retail shops in

Central Geelong. Regional tourism structure review and the impact on Tourism Greater Geelong and The

Bellarine.

Priority: Support existing businesses and encourage new and emerging growth sectors We recognise that traditional industries will continue to be key economic and employment drivers in our city. At the same time, it is critical to focus on new and emerging growth sectors that will underpin our city’s prosperity. We will:

Support existing businesses and explore strategic opportunities. Facilitate strategies and activities to attract new business investment and generate

employment growth. Support and encourage new and emerging low carbon industries and sectors. Promote Geelong as a great place for business and investment, nationally and internationally. Promote the advantages of Geelong’s business and lifestyle environment that will encourage

the retention and attraction of highly-skilled people and businesses. Link local businesses with growth opportunities and government funding.

Progress indicators:Type of indicator Indicators Target Result Comments

D

Number of business visits Minimum 150 enquires

X

The business visits program was terminated under Enterprise Geelong due to other priorities. This indicator has been removed from City Plan 2014-2015 Update.

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

Minimum 80 enquires

395 enquiries were received throughout the financial year.

DBusiness events/workshops/seminars facilitated and supported

Minimum 100 enquires

106 business events, workshops and seminars were facilitated or supported.

DAttendees at City of Greater Geelong facilitated business events

Minimum 1,500 across all events

6,984 attendees were recorded at Council facilitated business events.

M

Regional unemployment rate – 12 month average(Based on the ABS SA4 area which includes the City of Greater Geelong, Borough of Queenscliffe, Surf Coast Shire and the majority of the Golden Plains Shire)

Below the Victorian average

The 12 month average unemployment rate was 6.3%, which was the same as the Victorian average.

– Target achieved X – Target not achieved

2013-2014 Business Plan Actions

Action StatusAgribusiness study Belmont Business Association engage with Mainstreet Economic Development industrial investment support Enterprise Geelong implementation iGeelong Manufacturing Council contribution iMarketing skill capability and lifestyle attributes of the Geelong Region Regeneration of shopping strips at Rose Avenue, Robin Avenue and Nevada Avenue, in Norlane and Corio. iRetail Strategy review Six ways shopping centre Lara upgrade

Explanation of actions on hold or not progressing: Action ExplanationBelmont Business Association engage with Mainstreet Funding application was made but was unsuccessful.

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Facilitate major infrastructure and investment to enable economic growthWe will facilitate the provision of appropriate infrastructure to enable economic growth and capitalise on competitive advantages by:

Advocating on local, state and federal government infrastructure priorities and funding submissions.

Facilitating the strategic planning and activation of key precincts to maximise their potential for economic success.

Promoting the economic potential and development opportunity of the region’s significant transport infrastructure; Avalon Airport, Port of Geelong, Geelong Ring Road, rail for freight and land for development.

Working together to remove barriers to investment and project delivery. Streamlining regulatory processes wherever possible. Proactively targeting and attracting new investment to Geelong and promoting our regions

benefits.

Progress indicators:Type of indicator Indicators Target Result Comments

D Years supply of zoned residential land available in the Geelong region

10+ years available

15+ years currently available.

MValue of non domestic building activity

Increase Non domestic building activity increased 15.6% to $343.8 million.

– Target achieved X – Target not achieved

2013-2014 Business Plan Actions

Action StatusFreight and Logistics Gateway project Geelong Ring Road Employment Precinct design and implementation Armstrong Creek Urban Growth Plan implementation Leopold Strategic planning project Ocean Grove Town Centre Master Plan Portarlington Safe Harbour Strategic Plan Residential zone reform implementation iRural planning policy review Lara town centre expansion:  Lara Recreation Reserve - infrastructure works to service the reserve and progress Lara Town Centre expansion project Lara Town Centre expansion project

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: A prosperous and innovative GeelongGeelong will be recognised as a prosperous and innovative city with an economy that is strong, diverse and resilient. Our competitive advantages will deliver technological initiatives, high employment and prosperity. We will be a leader in technology and use resources effectively to generate a competitive position in key export markets.

We will: Encourage the regions labour force to continually upskill ensuring that we have the necessary

capabilities to support our economic growth. Grow and promote business sectors that offer high-skilled employment. Advocate for and support innovative and new technological initiatives. Foster investment in diversification of skills and industries. Advocate for Geelong to be the centre of excellence for research projects, new technologies

and emerging industry sectors.

Progress indicators:Type of indicator Indicators Target Result Comments

D Employers assisted with Skilled Migration Support Services

Minimum 25 307 employers assisted.

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

Monitor-

Increased 6.3% in 2013.

MNumber of student enrolments at The Gordon (TAFE)

Monitor-

Decreased 12.3% due to significant State Government funding cuts.

– Target achieved X – Target not achieved – No target

2013-2014 Business Plan Action

Action StatusGeelong Bioscience Centre Belmont High iKnowledge Economy facilitation project Lara WiFi project Skilled Migration Program

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: A successful and vibrant city centreThe vision for Central Geelong is for greater mixed use where traditional retail is supplemented by arts, culture, residential, entertainment, education, medical and business to create an active and vibrant city centre.

We will: Develop an overall master plan for Central Geelong which will include the ideas from Vision 2. Promote inner-city living and encourage developers to invest in Central Geelong and generate

innovative solutions for sustainable city living. Develop and foster a vibrant 24-hour cultural city that is welcoming, friendly and safe, and that

attracts and generates a robust cultural life for all ages. Support existing Central Geelong businesses and attract new businesses to the precinct. Support Deakin University in promoting Geelong as a ‘university city’. Support the continued implementation of the Geelong Cultural Precinct Master Plan. Investigate transport network improvements enabling a cleaner, more user-friendly

environment where active transport options are encouraged.

Progress indicators:Type of indicator Indicators Target Result Comments

D

Central Geelong presentation – cleanliness index

Equal or greater than previous result

70.4% believe cleanliness in Central Geelong is good, very good or excellent. This will form the baseline for future years.

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

700 or greater by 2017

893 events were held in 2013-2014.

I Overall visitor satisfaction with Central Geelong

Equal or greater than previous year

NA Data not available as survey was not held in 2013-2014.

IPerceptions of safety in Central Geelong (Day and night)

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

Day – Night - X

85.4% of respondents rated Central Geelong as safe during the day whereas only 39% rated it safe at night.

INumber of residents living in Central Geelong

2,200 or greater by 2017

Implementation of the Central Geelong Action Plan will assist in achieving this indicator by 2017 .

INumber of visitors to Central Geelong 23 million per annum

or greater by 2017 Implementation of the Central Geelong Action Plan will assist in achieving this indicator by 2017.

MNumber of people employed in Central Geelong businesses 23,000 or greater by

2017

Implementation of the Central Geelong Action Plan will assist in achieving this indicator by 2017.

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

2017

Implementation of the Central Geelong Action Plan will assist in achieving this indicator by 2017.

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

2013-2014 Business Plan Action

Action StatusCentral Geelong Night Bus Service iCentral Geelong Park and Ride shuttle service Central Geelong partnership projects Central Geelong revitalisation fund Central Geelong streetscape activation Central Geelong Marketing programs and activities King Edward statue restoration Little Malop Street and Little Ryrie Street carparking improvements Ryrie Street pedestrian crossing iQueen Victoria statue relocation - Waterfront Geelong Geelong Library and Heritage Centre:  Construction of the Geelong Library and Heritage Centre Construction of the Geelong Library and Heritage Centre car park Geelong Library and Heritage Centre Arts Strategy design

Explanation of actions on hold or not progressing: Action ExplanationQueen Victoria statue relocation - Waterfront Geelong Quotes exceeded budget so project will no proceed

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Greater Geelong is a leading city for tourism, arts, culture and eventsWe will build on our past success and continue the tradition of attracting major events and supporting local festivals with diverse art and cultural activities. Whether for business or leisure, our region is a preferred destination for local, national and international visitors.

We will: Promote the unique strengths our region has to offer such as our natural assets, world class

sporting facilities and a great lifestyle. Build on the opportunities that being Victoria’s second largest city offers and our proximity to

Victoria’s capital. Support creative endeavour and investigate the potential for unique arts and cultural

opportunities. Support local festivals and events and provide opportunities for participation in the arts for all

ages. Advocate on behalf of the community for major event, tourism and cultural opportunities.

Progress indicators:Type of indicator Indicators Target Result Comments

D Geelong Major Events – economic benefit to the municipality

Return on investment = 30:1

Return on investment = 56:1.

D

Community satisfaction rating with overall performance of arts centres and libraries

Meet or exceed Victorian Council average

Result was 75 on par with state wide average.

DCommunity satisfaction rating with overall performance of community and cultural activities

Meet or exceed Victorian Council average

Result was 68 on par with state wide average.

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

Meet or exceed Victorian Council average

Result was 63 on par with state wide average.

D I

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

National Wool Museum 3% per annum

Increased 17.9%.

Potato Shed - maintain (at capacity) X

Reduced by 13.3%. Increased demand was not able to be met, alternative sites have been utilised by students.

Geelong Gallery 3% per annum

X

Decreased by 12.5% as major construction works of new Geelong Library and Heritage Centre have impacted negatively due to Gallery closures and some exhibitions being postponed or cancelled.

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

X

Decreased by 25% due to the focus on strategic plan and program revitalisation with concentration on activity delivery to occur in 2014-2015.

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

-No targets due to demolition of centre and relocation to much smaller premises. The Geelong Heritage Centre did however experience a 32% increase in visitation on previous year.

Type of indicator Indicators Target Result Comments

INumber of domestic overnight visitors (National Visitor Survey)

Exceed the average annual growth for overnight visitors to Regional Victoria

14.5% increase on previous year.

I

Number of international overnight visitors (International Visitor Survey)

Exceed the average annual growth for overnight visitors to Regional Victoria X

There were 40,700 international overnight visitors in 2013-2014, a 2.5% decrease on previous results. This relates directly to the increase in Eastern Hemisphere markets travelling to the region for day visits only.

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

2013-2014 Business Plan Action

Action StatusCompletion of the new Players Stand, and associated lighting at Simonds Stadium iConference Marketing and Delegate Boosting programs Geelong Art Gallery contribution Geelong Major Events - Australian Masters Games iGeelong Major Events funding Potato Shed interior and exterior works (seating bank, Pathways upgrade and facility renewal) iProvide for tourist information and administrative support centres within the Geelong region Christmas Carols  Christmas Carols by Candlelight, Johnstone Park Central Geelong Christmas Carols grant to Norlane Combined Churches Denis Walter Carols by the Bay disbursement

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

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

AchievementsFuture Proofing contributing to a more sustainable, liveable and productive GeelongFuture Proofing Geelong is a collaboration of businesses, government, and community groups working to support new and existing initiatives that contribute to a more sustainable, liveable and productive Geelong.

Since it was launched in May 2011, it has helped local industries and businesses secure more than $1 million in funding for sustainability initiatives and supported or staged 56 community events resulting in 6,000 participants. In addition, more than 150 building owners or tenants have become involved in Future Proofing Geelong programs resulting in positive benefits to 53 local businesses.

In the last 12 months, Future Proofing Geelong:

Assisted a local firm, Pickering Joinery, in achieving $230,000 in funding from the Geelong Region Innovation and Investment Fund to expand its manufacturing operations and improve the sustainability of the business resulting in eight new full-time jobs.

Together with Healthy Together Geelong developed and launched the Greater Geelong Active Travel Maps. The maps encourage more people to regularly choose active travel for local trips (between 0 and 5km), reducing traffic and parking congestion and improving the health and wellbeing of the local community.

Worked with the residents in Geelong’s northern suburbs to create an event in support of the local community in Labuan Square, Norlane. The square and local shopping area was filled with activities and groups supporting local residents to live healthily and create new business ideas through a start-up business hub, a local food swap of backyard produce, backyard gardening and chook workshops, art activities, cycling and walking maps. Held in Labuan Square in March 2014, the project engaged residents, community groups and businesses across Geelong to discuss change within the community and local urban areas over a seven week period in sustainable businesses and living.

Worked with a number of Council departments and external businesses across the commercial building portfolio to encourage them to sign up to CitySwitch to reduce their energy use and costs. This resulted in Council being runner up in the new signatory award at the 2013 CitySwitch National Awards.

Clifton Springs erosion mitigationDue to the effects of wind driven waves at the base of cliffs, steep slopes and a wet winter in 2013, coastal protection structures have been put in place to further prevent erosion at The Dell in Clifton Springs.

As a result of the wettest winter on record on the Bellarine Peninsula in 2013, there have been very high levels of groundwater cumulating in significant ground movement. This presented a significant risk of landslide particularly along steeper sections of The Dell. In some areas there has been substantial land instability where significant horizontal movement has been detected over the past year. A number of measures to lessen the risk to the public and reduce the likelihood of a landslide have been put in place, including groundwater pumping, establishing barrier fencing and rock revetments.

Two groundwater pumps were commissioned in existing bore holes. The pumps draw water from an aquifer at the base of the bore at a depth of over 20 metres. The pumping has significantly reduced the level of groundwater, drawing the level down between two and three metres. The benefits of lowering groundwater have been realised through the slow down of horizontal movement in one particular landslide in the immediate vicinity.

Barrier fencing and gates have been placed at positions along the main access track in order to preclude people from an area that could be impacted by a landslide. The material used for barriers is recycled pier timbers. At times of heightened risk of landslide the gates can be closed until the risk has subsided.

Another treatment that has been employed to prevent a landslide below the lookout is the construction of a stability buttress. Rock is placed at the toe of the slope with the base layer of rock keyed in to the sub soil to form a foundation. The stability buttress acts as ballast placing weight on the lower slope reducing the risk of a landslide.

From the ongoing monitoring undertaken through an array of in-ground instruments and through onsite visual inspections it is apparent that these measures are working. This has enabled Council to manage risk and keep The Dell open to the public.

Victorian Adaptation and Sustainability Partnership grants successThe City of Greater Geelong has been successful in receiving State grant funding worth $525,000 for climate change adaptation projects. Guided by Council’s Climate Change Adaptation Strategy and Action Roadmap, the City of Greater Geelong was the most successful council out of all Victorian council’s in receiving grants under the Victorian Adaptation and Sustainability Partnership grants program.

Adaptation work is about considering the risks presented by climate change and making sure these are well considered and planned for when decisions about the future are made. This may be in planning decisions, building and capital projects and other services to the community.

The following two programs have been funded:

Heatwaves and Social Vulnerability

This is a two-year program between the City of Greater Geelong and Surf Coast Shire Council to provide support to sectors of the community that are vulnerable to increasing frequency of heatwaves.

Heatwaves not only have health implications for vulnerable populations, they can also compound social issues associated with increased living costs and social isolation. By mapping those most socially vulnerable and building their resilience, individuals and households will have greater capacity to respond and adapt to impacts associated with heatwaves.

The project will involve training for council staff, community education and information sessions, phone based support, in-home heatwave/sustainability visits, possible retrofit household items, heatwave and household information packs which incliude a list of additional services.

Embedding Adaptation into Council’s operations

The City of Greater Geelong has been leading the way for councils nationally with the development of the Climate Change Adaptation Strategy. This work has been recognised with awards and has been used as a case study in the State of Australian Cities Report 2013.

Grant funding for this project will further embed adaptation considerations into Council’s operations through training and skill development programs across the organisation. It will enhance Council decisions about the design of community infrastructure such as roads, community centres and coastal reserves and will also assist in better understanding the potential impacts of climate change such as sea level rise and an increase in heatwaves.

This is a partnership project with the City of Yarra, RMIT and Net Balance.

Sustainable living eventsA number of sustainable living events were held in the municipality over the last 12 months.

Sustainable House Day was held in August 2013. It was coordinated by the City of Greater Geelong and the Geelong Sustainability Group for the region and is the only national event of its kind, offering a unique opportunity for the general public to view and access practical information on sustainable living, sustainable technologies and edible gardens from homeowners with direct living greener experiences. Independent research found that 90 per cent of visitors were influenced by what they saw at the open

house and 70 per cent had come to gather information for their own project. Sustainable House Day has been held three times since 2011 and continues to grow in popularity each year:

In 2011 - 7 open homes had 1,450 visits

In 2012 - 9 open homes had 2,500 visits

In 2013 - 13 open homes had 3,100 visits.

The Sustainable Living Festival was held in February 2014 with the City of Greater Geelong supporting 57 local events as part of the statewide festival. Events ranged from living more sustainably at home to being more sustainable in the workplace.

Highlights included pop-up edible gardens, sustainability expo, smarter living seminar series, Armstrong Creek sustainable house tours, cycling seminars, green market tours, sustainability for business programs and a tour of 14 properties in the Bellarine who shared their gardening knowledge.

Jerringot Wetlands Master Plan adoptedCouncil adopted a master plan to protect Jerringot Wetland Reserve in August 2013.

The reserve is made up of two main wetland areas linked to the Barwon River floodplain and is a well known habitat for the Growling Grass Frog and other frog species, as well as native fish such as Common and Spotted Galaxias and the Australian Mudfish. More than 100 resident and migratory bird species call the Jerringot Wetland Reserve home, including the Latham’s Snipe, which arrives each year in spring on a migratory route from Japan.

Council developed a master plan for the reserve in response to a request from the Geelong Field Naturalists Club (GFNC) who has been caretaker of the reserve since 1972. A Project Working Group was formed to inform and guide the development of the master plan.

The aim of the master plan is to guide Council, the GFNC and other key stakeholders how best to protect, enhance and rehabilitate the reserve now and into the future. Some of the key features of the final master plan include:

Installation of a gross pollutant and hydrocarbon trap with the adjacent Belmont Council depot.

Investigate establishment of small sediment traps at each of the stormwater outlets entering the wetland from Settlement Road and Barwon Heads Road.

Installation of gross pollutant traps to collect litter from the commercial areas west of Settlement Road.

Investigate establishing a new bund and weir next to shared pathway to formalise water level control at the southern part of the wetland.

Extending the off-road shared pathway along the golf course access road.

Investigating construction of a new bird hide overlooking the central wetland.

Undertaking ongoing weed control and revegetation activities.

The wetland and reserve provide a unique natural asset in urban Geelong and the master plan will result in long-term protection and enhancement of the biodiversity values within the Jerringot Wetland Reserve, in particular the protection of rare and threatened animals.

Drysdale Landfill Cell 4A: a big project with little fanfareDown on one of the more remote parts of the Bellarine Peninsula, a $3 million City of Greater Geelong project has been taking shape, with little or no fanfare! To some it might seem like just a hole in the ground – albeit a very big hole in the ground – but it represents the latest developments in safe and environmentally responsible waste disposal to landfill.

The big hole in the ground – ‘Drysdale Cell 4A’ – incorporates the latest advances in committing waste to landfill. The technology used now in the construction of modern landfills ensures that landfill gas collection is optimised, which in the case of Drysdale will ultimately produce sufficient electricity to power more than 1,000 households.

Cell 4A, two years in the making, is the fifth cell in stage two of the Drysdale Landfill. It is the new kid on the block, 20 metres deep, 60 metres wide and 200 metres long, and started accepting landfill in September 2013.

The new technology and more sophisticated methods of applying the technology ensures that waste now going to landfill causes minimal or no impact on the environment. All the cells at Drysdale have been built with one-metre thick, compacted clay liners, along with sophisticated clay leachate systems. These systems are designed to capture any rainfall that falls on the cells, ensuring that this moisture does not mix with natural run-off as the natural run-off finds its way down to the water table.

Cell 4A differs from those before it in that it has an additional lining mechanism that complements the safeguards of the compacted clay liner. All aspects of Cell 4A’s construction have been in strict accordance with Environment Protection Authority guidelines that apply to cell construction of this type. The level of construction detail, quality assurance and auditing conforms to the highest standards of any area in the construction industry.

Waste management initiatives continueThe City of Greater Geelong continues to be one of the leading council’s in Victoria in waste recovery. In the 2014 Local Government Community Satisfaction Survey, waste management was the highest rating service with an index score of 75, three above the regional centre average and two above the statewide average.

In 2013-2014, 27,300 tonnes of kerbside recycling material and 31,973 tonnes of kerbside green waste was collected. This equates to approximately 279 kilograms per household in recycling and 327 kilograms per household in green waste. 38,591 tonnes of kerbside garbage was collected equating to approximately 395 kilograms per household.

A number of waste initiatives were conducted during the year to encourage environmentally friendly ways for Geelong households to dispose of their unwanted goods. These initiatives included:

Lounge suite drop off days at a 50 per cent saving

Free battery drop off points

Mattress drop off days

Hard waste collection for the aged

Free pick up for unwanted metal products

White goods disposal information provided

Quarterly ‘Rethink Your Rubbish’ newsletter produced with handy tips and information on disposal of all kinds of waste.

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

Mt Brandon landscape worksThe first stages of the Mt Brandon Landscape works were completed in May 2014. The works involved the construction of a new sealed shared trail on the Barwon River in Highton, stretching from the Highett Road wetland around the eastern side of the gully through to Old Flour Mill Road, linking the old and new part of the reserve. The new track adds to an extensive network of paths that extend along the Barwon and Moorabool Rivers.

The area, already used extensively by local residents and visitors, will improve buffer zones between the residential development and the informal recreational areas. The new unsealed path will link to Bunyip Pool and the existing Buckley Falls stairs.

The Mt Brandon Landscape works include the associated earthworks, drainage, fencing and retaining wall construction and has been funded partly by the Barwon River Parklands Project.

Ramblers Road foreshore erosion mitigation sees immediate resultsSevere erosion to a section of beach immediately south west of Point Richards, at the north eastern end of Ramblers Road Foreshore, occurred in June 2013. Immediate action was required that could be established in a short timeframe, with a decision made to place additional sand in order to create a small primary dune and use sand fencing, with the primary aim of preserving the reintroduced sand.

Dune or sand fencing has been used over many centuries to control wind erosion and encourage dune stability. Sand fencing is typically used above the intertidal zone or at the run-up limit during storm events which usually coincides with the toe of the primary dune. The question was asked, if sand fencing is effective in slowing the movement of the wind, thereby causing airborne sediment particles to drop out of the air column, could similar structures be used to cause sediment particles in the water column to react in a similar manner?

At Point Richards positive results were realised almost instantly. The fence is protecting the re-instated dune and is also effective in promoting the accumulation of a substantial quantity of sand on both sides of the fence.

The accumulation reached the maximum capacity with any additional sediment over topping the concrete panel wall. It was decided to establish an additional fence, parallel to the exiting fence, five metres down the beach with the aim of “growing” the beach into the intertidal zone. This fence has also proved effective in promoting the accumulation of a substantial quantity of sand and subsequently broadening the beach. It is estimated the high water mark is now ten metres seaward of the point it reached as a result of the storm events of June 2013. The area with the sand fence remained largely undamaged from the storm events in late June 2014.

Future DirectionsThe next 12 months will see the City of Greater Geelong continue to work towards achieving the objectives and priorities that have been set within City Plan 2013-2017. An extensive list of actions can be found in the 2014-2015 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

Finalise development and commence implementation of the new Environment Management Strategy.

Review and develop the new Greenhouse Strategy. Continue the implementation of the Waste Management Strategy which will guide waste

initiatives and continue increased waste recovery. Organising the Sustainable Living Expo and Sustainable House Day 2014. Fast tracking the Sustainable Farms Project which will create 1,000 jobs through sustainable,

cost efficient, large scale food production. Beacon Point cliffs land slippage mitigation works. Continuing the work of Future Proofing Geelong. Construction of Drysdale landfill’s cell six and continue the rehabilitation of the Corio landfill

site. Ongoing management of Council’s environmental reserves, coastal and conservation reserves

for weed control, pest animals, revegetation, ecoburns and conservation management. Completing the Resource Recovery Feasibility Study which will inform the further development

of the long-term waste strategy and the location and function of future resource recovery centres.

Continue water saving programs and energy efficiency projects at Council facilities. Implement the use of geographic information system capabilities and mobile information

technology to record and monitor biodiversity assets. Developing a Council position on onshore gas extraction including coal seam gas, tight gas

and fracking.

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

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

The need to implement plans to protect biodiversity, arrest erosion and halt the intrusion of animal and plant pests, coastal erosion, inundation and intrusion of saltwater into estuarine areas.

The perception that addressing environmental issues is less important than growing the economy - which may result in a push for cheaper developments and decreasing building and environmental standards.

Being prepared to respond to government funding programs that benefit our environment. Major industries lobbying to get the most out of existing infrastructure rather than seeking to

become greener. Climate change impacts on services and infrastructure projects. With the increase in the Environment Protection Authority (EPA) levy, the City will need to

promote alternative means of disposing of unwanted items, such as recycling and other waste initiatives. Increased dumping of waste in areas such as parklands and waterways could also result from the rise in the EPA levy.

Providing for future waste planning for disposal and recycling with the limited life of the Drysdale landfill site.

Extreme weather conditions and the impact on council facilities and the community. Implementing affordable and sustainable building practices resulting in reduced demand on

natural resources and a decrease in greenhouse gas emissions. Competing needs for land within Geelong due to population change. Competition for water resources between the environment and domestic, agricultural and

industrial users. Competing demands for land use (infrastructure vs. productive agricultural land). Absence of adequate public transport networks and services resulting in higher car

dependency, and associated traffic and parking implications.

Priority: Enhance and protect natural areas and ecosystem healthWe have a natural environment rich in diversity. Protecting our native plants and animal habitats, limiting pollution, greening the city and using our natural resources wisely is important and demonstrates our commitment to sound environmental management.

We will continue to enhance our natural areas by:

Protecting and restoring our biodiversity. Engaging the community in protecting our natural areas. Limiting the loss of native species and natural areas and continuing indigenous plantings. Protecting our coast, waterways and wetlands. Continuing the development and implementation of reserve master plans in order to improve

the quality of public open spaces. Building community and agency partnerships.

Progress Indicators:Type of indicator Indicators Target Result Comments

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

3 Strategic Management Plans developed per annum

XTwo draft plans were prepared.

D

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

Increase

The City is currently collecting base line data for this indicator.

D

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

300 kilometres of roadside and 500 hectares of reserves per annum

Targeted weed control on 300km of roadsides and within reserves totalling approximately 500 hectares, along with 50 hectares of aquatic reserves and 8km of creek reserves.

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

Minimum 20,000 plantings per annum

Approx 30,000 plantings undertaken in 2013-2014.

D Net increase in street trees Increase of 400 per annum

Increase of 623 trees.

MNumber of wetlands assessed for ecosystem health including blue green algae

20 wetlands per annum

Target achieved for 2013-2014.

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

2013-2014 Business Plan Action

Action StatusAccess to The Dell eastern access pathway Biodiversity assessment stage three iBuckley Park staircase construction Clifton Springs coastal erosion mitigation works - completion of revetment wall iCoastal and conservation reserves and infrastructure maintenance Council environmental reserves maintenance and improvement works Curlewis landslide control works Friends of Buckley Falls contribution iRoadsides for Conservation and Fire Management program iTree Planting projects

Corio North tree planting iEastern Park Tree Planting iGreenway Project - tree planting of Ted Wilson Trail iOpen space tree planting in Cloverdale iTree planting, establishment and aftercare Water programs

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

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Support our community to live sustainablyWe will provide leadership and guidance to maximise environmental sustainability outcomes, reduce greenhouse gas emissions and support progress towards a carbon-neutral city.

We will:

Continue to implement the Climate Change Adaptation Strategy. Investigate and facilitate renewable energy opportunities. Lead the way in waste management practices and continue to reduce the amount of waste to

landfill. Encourage increased use of alternatives to car transport and seek efficient traffic movement

throughout the municipality. Work in partnership with residents and communities to educate them on lifestyle choices and

practices. Encourage buy local and sustainable purchasing behaviours.

Progress indicators:Type of indicator Indicators Target Result Comments

DCommunity satisfaction rating for overall performance in waste management

Meet or exceed Victorian Council average

Result was 75, higher than the State average.

DCommunity satisfaction rating for overall performance in environmental sustainability

Meet or exceed Victorian Council average

Result was 62, on par with State average.

DParticipation rates in Council sponsored sustainable living programs and activities

Participation rates are 75% of capacity

Participation in sustainable living programs and activities continues to increase.

I

Waste minimisation kg/household

Recycling – 350kg X 279kg/household.

Green Waste – 340kg X 327kg/household.

Garbage – 400kg 395kg/household.

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

Increase

Overall the number of riders increased by 6.4% compared with previous count .

– Target achieved X – Target not achieved

2013-2014 Business Plan Action

Action StatusFuture Proofing Geelong Inclusion of Climate Change impacts in the Infrastructure Development Guidelines. iOcean Grove/Barwon Heads Summer Shuttle Bus Hard Waste programs

Hard waste disposal Initiatives Hard waste pick up service for eligible Home and Community Care (HACC) clients

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Advocate for and promote sustainable design and developmentWe will ensure we meet environmentally sustainable development standards in an effort to reduce the region’s carbon footprint and encourage the same throughout the community by:

Ensuring strategies, planning processes and urban design reflects community desires to be living in sustainable places.

Promoting sustainable design and retrofitting. Acknowledge the community’s desire to have their say and be involved in planning for the

future of Greater Geelong. Maximising investment and opportunities for green corridors, green belts and parks.

Progress indicators:Type of indicator Indicators Target Result Comments

D

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

Maintain two programs and minimum two activities

The Future proofing and EcoChallenge@home programs were continued in 2013-2014, and Sustainable house Day and Barwon Heads Festival by the Sea events were successfully held

M

Percentage of new residential and commercial buildings achieving above mandatory standards

Increase NA The source for this data is difficult to obtain – indicator will be reviewed in 2015-2016 City Plan Update

– Target achieved X – Target not achieved

2013-2014 Business Plan Action

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

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Minimise our environmental footprintWe want to make sure that all decisions made by staff and Council have a positive impact on our natural environment.

We will:

Continue to seek methods of reducing energy, water and waste consumption. Consider environmental impacts when designing and delivering capital projects and providing

services. Demonstrate leadership and share and embed our skills and knowledge within the community

and surrounding local organisations.

Progress indicators:Type of indicator Indicators Target Results Comments

D

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

Decrease

Council greenhouse gas emissions show a 4% decrease from the 2012-2013 financial year (42,703 tCO2) to 2013-2014 financial year (40,907 tCO2).

D

Average fuel use per vehicle in Council's fleet

Decrease

This is the first year that this indicator has been tracked with the following results:ULP - 10.22 lt/100kmsLPG -14.45 lt/100kmsDiesel - 9.32 lt/100kmsThese will form the base year figure for future reporting.

D

Council’s potable water consumption

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

Council has achieved the 25% reduction in potable water consumption and it continues to decline each year. In 2013-2014 470,347kl were used, 35% below the target.

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

63%60,000 tonnes

Targets achieved for 2013-2014.

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

Drysdale - 31,000North Geelong - 62,000

Overall usage rates were achieved with 93,566 transactions (Drysdale - 28,406 and North Geelong – 65,160).

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

Meets compliance requirements

Annual Compliance Reporting targeting met.

DAverage electricity usage of top 10 emitting buildings

10% reduction on 2012-2013 usage

8.5% reduction in electricity usage in first year– Splashdown cogeneration plant appears to be significantly contributing to this decrease.

D

Percentage of new council buildings that meet our Sustainable Building Policy

90% Only 2 of the 14 buildings/renovations completed in 2013-2014 complied with the policy however this was because the majority went through the design phase prior to the policy being developed.

DNumber of environmental incidents as defined by council policies and standards

Nil

There have been no environmental incidents associated with City Services works in the last 12 months.

I Contamination rates with kerbside collection

7% or lower Started at 13% and dropped to 7.7% following the plastic bag campaign.

– Target achieved X – Target not achieved – Progressing

2013-2014 Business Plan Action

Action StatusClean energy buildings, plant and equipment upgrades Clean energy hot water service replacement Development of an integrated water cycle management plan Geelong Botanic Gardens irrigation system upgrade Green mulch trial at Geelong Botanic Gardens Implementation of Greenhouse Strategy and Local Action Plan Landfill works

Corio landfill rehabilitation Drysdale landfill - construction of cell six Drysdale landfill evapotranspiration cap study

Explanation of actions on hold or not progressing: Action ExplanationClean energy - buildings, plant and equipment upgrades Funding application for government funding was unsuccessful so

project could not proceed.Clean energy - hot water service replacement Funding application for government funding was unsuccessful so

project could not proceed.

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

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

AchievementsRecord breaking results achieved in planning permit applications Council has been focusing on improving the building and planning application process over the past two years, and this has resulted in a dramatic improvement in the number of applications being completed within the designated timeframes. This means more Geelong residents have been issued with a permit from the time of lodging their document to receiving their permit.

In 2013-2014, 76 per cent of planning permit applications were completed within the timeframe prescribed under the Planning and Environment Act, a 27 per cent increase on 2011-2012 results, and nine per cent higher than the State wide average. This included a record result of 81 per cent in April and May 2014.

In addition, the percentage of domestic building permits processed within four weeks has improved 18 per cent since 2011-2012.

The Planning Department worked very hard to achieve these results by implementing a number of process improvements, as well as an upgrade to its monitoring software allowing officers to monitor exactly what stage each application has reached.

This trend is expected to continue with the new VicSmart system which will be launched in early 2014-2015, which will streamline the planning process meaning 10 day turnaround times for 12 of the most common types of planning applications.

2011-2012

%

2012-2013

%

2013-2014

%

Percentage of building applications processed within timeframe

71 83 89

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

49 59 76

Responding to residents requestsDespite an 18 per cent increase in the number of requests responded to in 2013-2014, the organisation continued to improve the percentage completed within timeframe by two percent on the previous year.

In 2013-2014 the City of Greater Geelong responded to 92,092 requests for service, with 86 per cent of these completed within the designated timeframe. Requests for service are generally made by residents and businesses for a range of services from missed bin collections, animal complaints or tree maintenance to potholes or damage to amenities.

Each request for service type has a designated completion timeframe. The City of Greater Geelong closely monitors requests for service completion rates across all service areas to ensure community expectations for service levels are being met.

Performance in this area over the past three years is represented below. Since 2011-2012 there has been a steady increase in our performance of responding to requests within timeframe despite a marked increase in the number of requests.

2011-2012 2012-2013 2013-2014

No. of requests for service received

80,475 78,223 92,092

% completed within timeframe

81 84 86

In 2013-2014 the City of Greater Geelong received 181,086 telephone calls to the designated customer contact centre and 131,476 customer visits to the eight service centres across the municipality. On average, 78 per cent of face-to-face enquires and 68 per cent of telephone enquires were resolved at the first point of contact. Whilst this figure is still below our target of 80 per cent, this has steadily increased over the past two years despite the increasingly complex nature and breadth of Council’s services.

To assist in measuring performance and identifying opportunities for continuous improvement Customer Service Benchmarking Australia are engaged to conduct independent mystery shopping research with the customer contact centre. Each call is marked on 40 assessment areas including connection time, greeting, accuracy of information and enquiry resolution. Comparisons are made with previous results and industry averages. Customer Service Benchmarking Australia also identifies areas for improvement.

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

The City continued to improve on the already outstanding results. Results were higher than both the previous year and the industry average across all categories other than ‘Getting through’. This directly correlates to average call connect time which also increased three seconds in 2013-2014. This was the result of the introduction of Interactive Voice Recording to the Customer Contact Centre in late 2013. This technology routes customers wishing to make routine payments to a pre-recorded function, rather than dealing with an officer, which causes a slight delay at the front end of the call. Whilst this score has declined, officers are able to dedicate their talk time to more meaningful customised tasks other than taking routine payments.

Customer Contact Centre Telephone Performance

Greeting Getting Through

Best Practice Manner

Acceptable Manner Communication Service

Delivery

2013-2014 City of Greater Geelong (%) 99 64 96 100 98 97

2012-2013 City of Greater Geelong (%) 98 74 94 100 97 95

2013-2014 Industry Average (%) 89 65 85 98 94 83

Building a culture of community engagement The City of Greater Geelong committed to conducting effective community engagement as one of the key priorities of City Plan 2013-2017. This ensures we best meet the needs of the community by ensuring planning and decision making is based on an understanding of the needs and aspirations of the community. In the past twelve months this has been strengthened by the development of a new Community Engagement Policy, which was adopted by Council in June 2014. The policy recognises the International Association for Public Participation (IAP2) core values and refers to the IAP2 Public Participation Spectrum.

To ensure community engagement activities are managed and conducted consistently across the organisation, an internal Community Engagement Hub was developed and launched in May 2014. The hub provides staff with all the online resources needed to understand, plan, implement and record community engagement activities within Council. To complement this, an internal training program was developed to educate staff around Council’s approach to community engagement as well as specific community engagement techniques and strategies. This program will be rolled out in 2014-2015.

One of the commonly used forms of community engagement the City of Greater Geelong uses is face-to-face surveying, which is used to gain public opinion and feedback at events and various other locations throughout the municipality. In 2013 a number of mobile tablets were purchased to conduct these surveys. This has seen huge efficiencies and a considerable cost saving as the process is now online, with reduced administrative time taken to produce and analyse results. It also allows the surveyors to operate paper free.

Building our social media presenceSocial media has developed into a key communication, marketing and feedback tool for the organisation in the past twelve months. The Geelong Australia facebook page now has over 5,000 likes and the Mayor has over 47,000, whilst the Geelong Mayor Twitter account has 112,000 followers. Posts and monitoring occurs seven days a week from 6.30am to 9.30pm.

On average, each post from the Mayor on facebook reached over 30,000 followers, gets 164 comments, 1,372 likes and 66 shares.

Lobbying for GeelongCouncil recognises that collaborating with all levels of government and building business partnerships with the private sector are crucial to the long term success of the municipality. In early 2014 the Mayor and Councillors confirmed the top eight ‘big ticket’ priorities that require state, federal and/or private sector funding to come to fruition. Full details on these can be found in the Funding Priorities 2014 document, available on our website.

In 2013-2014 Council lobbied for funding on numerous projects to ensure Geelong’s future prosperity and success. Just some of these included:

Yarra Street Pier.

Revitalising Central Geelong through the Central Geelong Action Plan projects.

The Land400 Capture Project – advocating for Geelong to become the home of manufacturing operations to produce the Land400 combat vehicles for the Australian Defence force.

Securing Jetstar’s services at Avalon.

Enterprise Geelong continued to work with the private sector to attract new investment and drive economic growth in existing and emerging industries within the region.

Increasing the Federal Government’s Industry Growth Fund.

Lobbying for the WorkCover Authority headquarters to move to Geelong.

Portarlington Safe Harbour redevelopment.

New and upgraded community infrastructure to meet growing community needs including the Northern ARC Health and Wellbeing hub redevelopment (Waterworld/Corio Library/Centenary Hall precinct).

Establishment of the Women in Community Life Advisory Committee In July 2013 Council approved the establishment of the Women in Community Life Advisory Committee. The committee provides advice to Council on matters relating to increasing women’s participation, representation and leadership in community and civic life. This includes highlighting barriers to women’s participation as well as increasing access for women to participate in high level decision making processes.

The committee is made up of twelve members with diverse community networks and a demonstrated passion for furthering equality and participation. It is guided by the Victorian Local Government Women’s Charter which is supported by around 60 councils.

The Committee was fortunate to welcome the Governor-General, Her Excellency the Honorable Quentin Bryce to their meeting in November 2013.

Developing our employeesThe City of Greater Geelong is committed to providing all employees with equal access to occupational and personal development and learning opportunities. This assists in achieving their career potential, and promotes the development of a workforce with the knowledge and skills necessary for the effective and efficient functioning of the organisation.

Over $1.15 million was spent on training and development across the organisation in 2013-2014, however this figure does not capture the full extent of training, as in many cases it is provided internally at no external cost to the organisation.

Highlights of the training calendar included:

Implementation of new and exciting programs on the Corporate Calendar including Difficult Conversations, Understanding self and others and GROW program.

Over 90 employees from various divisions and departments received formal qualifications in all forms of Frontline Management, Project Management and Training and Assessment. This provides employees with a national accreditation at higher levels as well as the ability to conduct accredited training within their respective areas. This will ensure a consistent approach to training across the organisation.

New qualifications were introduced to assist our employees and the community better. Cert IV – Disability, Diploma in Business and also Cert IV – Local Government. Over 45 employees will be graduating shortly. 

Contact Officers were provided with further Equal Employment Opportunity training to enable them to assist employees when required. Contact Officers are an integral part of the organisation allowing employees the ability to speak with a trained officer if the need arises.

Industry specific training was also conducted within each department to ensure our employees have the most up to date knowledge on each respective field of employment.

New leadership programs are being created and will be commencing in early 2015 which will strongly feature the Leadership Capability Frameworks within our organisation. All areas of management will be highly involved in this process to achieve maximum results.

These are just some of the training and development opportunities that were added to the annual training calendar. Other sessions ranged from dealing with Zero inbox, computer programming, assertiveness skills and recruitment skills.

Well4Life – making healthy living a priority for our staffThe Well4Life program aims to make healthy living a priority for all staff and contributes to a healthier and happier workforce.

A wide range of activities were undertaken during 2013-2014, designed to meet the diverse range of staff needs, including being actively involved in the Achievement program through Healthy Together Geelong. The City also participated in the 2013 Victorian Club Red Challenge resulting in first place and contributing 283 blood donations to transform the lives of 849 Australians.

Well4Life also provided employees further wellbeing initiatives by using our own experts and introducing a ‘How to grow your own veggies’ session and “Fitness sessions” from basic walking groups to more advanced boot camps. There were also financial and superannuation sessions provided to ease our employees into the dream of retiring comfortably, provided by external specialists.

To achieve a greater understanding on the importance of our employees health and wellbeing, the team within Well4Life and Training and Development conducted ‘road shows’ at a number of the organisation’s office and depot locations to inform all employees of events that were happening and more information on the program.

Our Employee Assistance Program provider ran regular sessions such as ‘Stress Management’ and ‘Enhancing Work Place Relationships’ to encourage staff to be in a healthier space both mentally and physically.

Workplace injuries and reported incidentsIn 2013-2014 the total number of reported workplace injuries decreased from 338 to 318, however the number of lost time injuries per million hours worked (Lost Time Injury Frequency Rate) increased

from 14.6 in the previous year, to 16.2. Medical treatment incidents have decreased from 26 in 2012-2013 to 17 in 2013-2014.

Overall, the organisation has continued to experience continued reporting of incidents – for example the reporting of ‘near miss’ incidents which result in no injury have increased from 79 in 2012-2013 to 95 in 2013-2014.

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

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

Minor Incident 211 182 224 280 260

Medical Incident 13 33 16 22 17

Lost Time Incident 45 44 49 36 41

Near Miss 32 56 76 79 95

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

The delivery of over 30 joint Occupational Health and Safety (OHS) information presentations by council staff and the Australian Services Union to over 1,000 Council employees covering topics such as hazard reporting, health and safety representatives, issue resolution and safety consultation.

Continued implementation of the City Services OHS Strategy to identify and action proactive safety initiatives to address injuries.

New Standard Operating Procedures for the City Services division.

A Safety Innovation program within the City Services division aimed at collecting innovative ideas from employees about how safety could be improved, and implementing these ideas through a steering committee.

Continuation of the CitySafe self assessment audit program.

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

Corporate OHS training sessions, with 206 participants attending (equating to 1,419 hours). These statistics do not include the many job specific health and safety training activities that are carried out by individual departments.

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

Financial Sustainability Review updateA high level Financial Sustainability Review of Council was undertaken to provide recommendations on the overall efficiency and economy of its operations.

The Four Priority findings from this review are the need for:

Greater emphasis on Strategic Asset Management;

A review of the Strategic Resource Plan, ten year long term financial plan and ten year Capital Works Program;

Introduction of Service Planning to enable comparative choices to be made about the range of services and level of services provided and operating costs; and

Revision of the Budget process incorporating the outcomes of Service Planning and improved capital evaluation processes.

The following is an update as at 30 June 2014 of each of the priority actions currently being undertaken as part of the Financial Sustainability Review implementation.

Service Planning

The objective of service planning is to ensure that our services are financially sustainable in the long term, that they are efficient and effective and that they are provided to the community at an acceptable standard and provide good value for money. 125 services have undertaken a high level review as part of the Service Planning Process which is now nearing completion. Service planning will assist in developing options in how we offer services in the future and form the basis for those services selected for further review.

Budget process review

The budget process was reviewed resulting in the introduction of the ‘Community Concepts’ program. The program resulted in over 200 concepts being submitted by the community for consideration in the development of the 2014-2015 Budget. Further changes to improve the process will be looked at in the next 12 months.

Strategic Asset Management Review

Council participated in the 2014 MAV National Step Program for the continued improvement of Asset Management at Geelong. The program is mainly addressing and actioning the advanced asset management functionality checklists. Long term financial planning implications for renewal funding are also a key focus with the possible introduction of new models to assist Asset Managers.

Significant improvement actions are currently underway and will continue in 2014-2015.

Project Management Review

The Project Management Review working group is working through the project management process. The current focus is on the initiation stage of projects and business justification components.

Work will continue on these projects throughout 2014-2015.

New Information Services Strategy delivered The Information Services Strategy 2013-2016 was finalised and the first year of the plan is underway. The strategy provides the City of Greater Geelong with a direction for its information technology and services undertakings for the next three years. The strategy is aligned with City Plan and along with the IS Strategic Action Plan will deliver the aspirations of the executive management and guide the direction of projects and initiatives.

An extensive business review and consultation process was completed with the Executive Management Team and all departments of Council in developing the strategy. This highlighted 33 top level plans emanating from six strategic objectives:

Mobility – in the delivery of services to both the customer and internal staff. Information Access – that delivers all appropriate data to wherever and whenever it is required. Information Quality – that ensures high quality and efficient capture of data. Online Transactions – that moves all appropriate interactions with Council online and available

outside of normal business hours. Technology Change – that positions Council to use the most appropriate and efficient platform for

the delivery of its IT related services. Communication – that ensures a simple, clear and concise message that builds Councils

relationships with its customers and partners.

Local Government Community Satisfaction Survey results 2014Each year the City of Greater Geelong participates in the Local Government Community Satisfaction Survey, a project co-ordinated by the Department of Transport, Planning and Local Infrastructure (DTPLI) on behalf of local governments. The annual survey is an important way to receive feedback from the community on our performance in the areas of governance and key service delivery, and to identify where we can improve.

The following is a summary of the City of Greater Geelong’s results:

Geelong performed well in 2014 on all five core measures (Overall Performance, Customer Service, Advocacy, Community Consultation and Engagement, Overall Council Direction) comparable with or higher than the State-wide averages.

Residents perceived Council to be heading in the right direction with scores for Overall Council Direction increasing significantly for the second consecutive year. This exceeded both Regional Centres and State-wide averages. Positive views of Geelong’s Mayor and Councillors (both cited as one of the best things about Council) most likely contributed to the positive outlook.

Waste management improved significantly from the previous year’s result. The highest performing services were Waste Management and Customer Service with 93 per

cent of respondents rating waste management and 91 percent rating customer service as average, good or very good. Arts Centres and Libraries and Recreational facilities were also in the highest rated services.

Areas identified for improvement included parking and facilities, planning building permits, Council’s general town planning policy, community consultation and engagement and condition of sealed roads. These areas of improvement are being addressed in the implementation of City Plan 2013-2017.

The final report on the City of Greater Geelong’s 2014 survey results can be viewed at www.geelongaustralia.com.au.

Future DirectionsThe next 12 months will see the City of Greater Geelong continue to work towards achieving the objectives and priorities that have been set within City Plan 2013-2017. An extensive list of actions can be found in the 2014-2015 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

Replacement of the City of Greater Geelong telephony system. Roll out of the MyGeelong web program. Continue projects emanating from the Financial Sustainability Review. Implement year two of the Information Services Strategy which sets Council's corporate

information technology strategic direction to ensure synergy with business objectives. Review the provision of Council’s Customer Service Centres. Implement the Local Government Performance Reporting Framework indicator reporting. Implement the new VicSmart system which will streamline the planning application process. Undertake the Electoral Representation Review. Continue advocacy to State and Federal Government and private enterprise to progress

Council’s funding priorities. Completion of the Buildings Asset Management Plan inclusive of community service levels. Completion of the General Local Law Review. Implement community engagement training program. Continue to develop social media channels and content. Further developing the Women in Community Life Advisory Committee which provides advice

to Council on matters relating to women’s participation, representation and leadership in community life.

Finalise Enterprise Agreement.

ChallengesThe key challenges we are addressing in these areas include:

An ageing workforce and skills shortages in various services delivered by the City. Staff retention and succession planning. Prioritising new initiatives with budget constraints. Maintaining a growing list of ageing infrastructure. Keeping abreast of changing occupational health and safety legislation and procedures. Rapid developments in Information Technology and Management. Communicating with an increasingly diverse community. The current political environment and marginal seats in our region. Balancing community views and desires with factors such as budget constraints and economic

environment, social and environmental impacts. Funding the defined benefit superannuation shortfall.

Priority: Lead by advocating and collaborating on issues important to the Greater Geelong communityThe City of Greater Geelong recognises that collaboration with all levels of government is required in order to meet all of our communities needs. By working in partnerships with other levels of government, we are able to access greater resources and coordinate strategic responses to issues as they arise. We will:

Advocate on the community’s interests to State and Federal governments. Develop and foster partnerships that offer wellbeing, economic and environmental

opportunities for our municipality. Work with other governments and organisations for the benefit of the local community, city

and region.

Progress indicators:Type of indicator Indicators Target Results Comments

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

Meet or exceed Victorian Council average

Result was 58, on par with Council State wide average.

– Target achieved X – Target not achieved – Progressing

2013-2014 Business Plan Action

Action StatusEstablish the Women in Community Life Advisory Committee iG21 Contribution

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Efficient and customer focused organisationOur goal is to be a customer-focused organisation that considers the customer’s perspective and delivers efficient and effective services to meet the growing needs of our community. This is underpinned by our Customer Service Commitments and Customer Service Strategy. We are committed to:

A ‘can do’ culture. Delivering our services with integrity and simplicity in a convenient way. Being responsible and timely in responding to the community. Using technology effectively to improve business functions and deliver benefits to the

community. Providing efficient and value for money services and programs. Ensuring programs and services meet the current and future needs of the community.

Progress indicators:Type of indicator Indicators Target Results Comments

DPercentage of correspondence responded to within ten working days

80%X

Result was 76.3%, slightly below target however 4% increase on previous years result.

DAverage total connect time (seconds)

Equal to or less than previous year

X

Average connect time was 18 seconds, a slight increase on previous year but still below the Council benchmark of 20 seconds.

DPercentage enquiry resolution (resolved at point of contact)

80% X 68% of calls where resolved at the point of contact.

D

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

Equal to or greater than the previous year

The Index result for 2013-2014 was 64, however this is not comparable to previous years results due to the inclusion of ‘timed out’ calls in this year’s figures. This result will form the baseline for future years .

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

Equal to or greater than the previous year

Index score was 97 compared to 95 in previous year.

DCommunity satisfaction with customer contact

Meet or exceed Victorian Council average

Result was 73 which is on par with State wide average.

DPercentage of Requests for Service (RFS) completed on time

Greater than 85%

More than 92,000 RFS were received with 86.4% completed on time.

DOverall community satisfaction with Council performance

Meet or exceed Victorian Council average

Result was 62, higher than the State wide average.

DPercentage of building applications processed within timeframe

Greater than 80%

89.6% of building applications were processed within timeframe, a 6% increase on previous year.

D

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

Greater than 80%

X

76% of planning applications were completed within 60 days and whilst this was slightly below target, it was a significant improvement on the previous two years results (49% and 59%).

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

Meet or exceed Victorian Council average

Result was 53 which was on par with State wide average.

DCommunity satisfaction rating for overall performance with planning and building permits

Meet or exceed Victorian Council average

Result was 51 which was on par with State wide average.

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

2013-2014 Business Plan Action

Action StatusBridge upgrades - major renewal works Develop new Information Services Strategy iDrainage design and construction program Implement new Aged Care Management System iKerb and channel renewal program Maintenance management system implementation North East Lara main drainage / flood mitigation works Roads - construction and design including local roads, Federal Roads Program and Vic Funded works Special Rates and Charges to carry out roads, footpaths, kerb and channel and drainage works Traffic management - investigation, design and construction Streetscapes

Bell Post Hill roundabout beautification projects iRoundabout upgrades in the Corio ward iSeparation Street Bell Park - parking management improvements iThorburn St, Bell Park - indented car park

Explanation of actions on hold or not progressing: Action ExplanationThorburn St, Bell Park - indented car park Project did not proceed.

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Responsible and sustainable financial management

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

Responsibly manage ratepayers’ funds in the delivery of services and programs. Maintain a strong financial position and a sustainable debt level. Be consistent with our asset management strategies and policies. Strive to maintain the condition of our community assets.

Progress Indicators:Type of indicator Indicator Target Result Comments

DLiquidity - working capital ratio

Current assets to current liabilities ratio between 1 and 1.5

Working Capital Ratio was 1.42.

DLoan Borrowing relative to self funded revenue

Loan borrowing is less than 60% of self funded revenue Loan borrowings were 29% of self

funded revenue.

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

Operating surplus is 1% of total operating revenue X

2013-2014 result was -3.04%. Recurrent deficit due to less than budgeted government grants income .

D

Investment gap- percentage of Capital expenditure funded by depreciation

80% or higher

XPercentage of capital expenditure funded by deprecation was 64% due to the large Capital Works budget. Capital Expenditure included Geelong Library and Heritage Centre and the Boorai Centre which were funded by government grants and loans.

– Target achieved X – Target not achieved

2013-2014 Business Plan Action

Action StatusComplete the 2014 Municipal Revaluation iCompletion of the Buildings Asset Management Plan inclusive of community service levels Introduction of the Fire services Property levy on council Rates notice and provide customer support for this change i

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Priority: Motivated and skilled staff in a safe work environmentWe will encourage our staff to be motivated, well-trained and well-resourced to enable them to make informed decisions and to deliver efficient and effective services that benefit our community. A safe work environment will be provided by maintaining occupational health and safety (OHS) processes which meet and exceed current legislative standards and by regularly providing OHS and broad based training to all our staff. We will:

Have a highly skilled, effective and adaptable workforce. Provide consistent communication to staff and engage them in decision making processes. Provide training and development opportunities for continuous improvement and OHS

processes. Strive to be an employer of choice with staff who possess a can-do attitude. Provide effective risk management procedures and maintain a safe work place. Promote health and wellbeing programs Promote work-life balance opportunities.

Progress indicators:Type of indicator Indicator Target Results Comments

DPercentage of operating budget allocated to training and development

Equal to or greater than the previous year

Budgeted amount was on par with previous year.

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

2% or lowerX

Staff absenteeism was slightly above target at 2.84%.

DTurnover of permanent staff Equal to or less

than the industry average (annual result)

Result was 7.2% however industry averages are not yet available. The result was on par with the previous two years results.

D Overall staff satisfaction rating

Greater than 3.8 (result out of 5)

NA Survey not conducted in 2013-2014.

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

17.42 or lower

Result was14.6, significantly below target.

D

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

Result was less than industry average by 26%.

DEmployer Claim Cost Rating Equal to or less

than the industry average (annual result)

Result was less than the industry average by 17.9%.

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

2013-2014 Business Plan Action

Action StatusActively seek feedback to continuously improve training and development opportunities for staff within Council Implement the CitySafe Long-Term Safety Strategy for the City Services division Ongoing review and communication of CitySafe procedures

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Provide training and development opportunities to enhance and support potential leaders throughout the organisation

Priority: Informed and engaged communityEngagement activities will be offered widely and openly to ensure the community has the opportunity to participate in decision making processes and is informed about matters that impact on their lives.

We will do this by:

Communicating through a variety of mediums to reach our community. Engaging with our customers and the broader community to better understand their needs and

concerns and provide them with feedback about their input and decisions made. Being open and transparent.

Progress Indicators:Type of indicator Indicator Target Results Comments

DCommunity satisfaction with overall performance in community engagement

Meet or exceed Victorian Council average X

Result was 54, below the State wide average of 57.

DCommunity satisfaction rating for overall performance in informing the community

Meet or exceed Victorian Council average

Result was 61, on par with the State wide average.

DPercentage of consultations where feedback is required provided to participants

90%

X66% of consultations had feedback provided to participants.

– Target achieved X – Target not achieved

2013-2014 Business Plan Action

Action StatusCommunity engagement training to staff who conduct these activities, based on the International Association for Public Participation (IAP2) principles.

Corporate banner and billboard program Publication and distribution of Annual Calendar Publication and distribution of Community Update six times per year Publication of City News advertising weekly Social media stage two iUndertaken internal plain english campaign

Key to Status Symbolsi Completed

Completed for 2013-2014/ repeated annually

In progress, continuing in 2014-2015

On hold or not proceeding

Community engagement events in 2013-2014 In 2013-2014, the City engaged on over 70 individual projects, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues.

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

The following is a list of all projects engaged on during 2013-2014:

Title DescriptionAmendment C247 and Planning Permit 366/2011 Public Exhibition

Amendment proposing to rezone land in Fairbairn Ave, Corio and an application for a permit to construct the neighbourhood shopping centre.

Amendment C259 - Armstrong Creek Horseshoe Bend Precinct

Amendment proposing to rezone rural land to facilitate its development for urban purposes.

Amendment C266 - Canterbury Road West Lara

Amendment proposing to re-zone Canterbury Road West and apply the Special Building Overlay.

Amendment C267 - Armstrong Creek Town Centre Precinct Structure Plan

Amendment to facilitate the use and development of the Armstrong Creek Town Centre Precinct.

Amendment C274 - Batman Park Indented Head Heritage Review

Amendment proposing to delete four individual heritage places and replace these with a new heritage overlay over the whole of Batman Park, Indented Head.

Amendment C277 - Leopold Sub Regional Activity Centre

Amendment seeking to rezone land and planning permits to allow a major expansion of the shopping centre and a new drainage reserve.

Amendment C282 - Geelong Gate Homemaker Precinct

Amendment proposing to rezone the Geelong Gate Homemaker Precinct.

Amendment C283 - Drysdale Urban Design Framework

Amendment proposing to make changes to the Municipal Strategic Statement and apply new zones and overlays in accordance with recommendations of the Drysdale Urban Design Framework.

Amendment C285 Manzeene Avenue Lara

Amendment proposing to rezone land in Manzeene Avenue Lara.

Amendment C288 - Wallington Adventure Park Rezoning

Amendment proposing to rezone land for the Wallington Adventure Park extension.

Amendment C289 - 100 Weddell Road North Geelong

Amendment proposing to rezone land to allow for a two lot subdivision, and buildings and works associated with the existing aged care facility.

Amendment C291 and Planning Permit 112/2013 for land at 137-139 Melbourne Road Rippleside

Amendment proposing to rezone land and delete the Heritage Overlay.

Amendment C295 - Portarlington Golf Club

Amendment which proposes to rezone the land at 162-180 Hood Road, Portarlington from Farming Zone to Special Use Zone 3.

Amendment C296 - Simonds Stadium Geelong

Amendment proposing to amend the schedule to the Public Park and Recreation Zone to allow for the display of promotion and/or major promotion advertising signage at Simonds Stadium Kardinia Park, including the light towers.

Amendment C297 and Planning Permit 765/2013

Amendment facilitating the development of a Coles Supermarket by rezoning the land at 32 Murradoc Road.

Amendment C298 - 400 Melbourne Road North Geelong

Amendment proposing to rezone the land from Public Park and Recreation Zone to Commercial 2 Zone and apply the Environmental Audit Overlay to the land to be rezoned.

Amendment C299 - Asbury Street Ocean Grove

Amendment proposing to rezone the land from Public Park and Recreation zone to General Residential zone and apply Design and Development Overlay 14 to the land to be rezoned.

Amendment C300 - Implementation of the New Residential Zones

Amendment to implement the new residential zones in the Greater Geelong Planning Scheme.

Amendment C302 - 302-306 Aberdeen Street, Manifold Heights

Amendment proposing to rezone part of the land, delete the Design and Development Overlay and include the whole of the land at 302-306 Aberdeen Street in the strip shopping centre where a gaming machine is

prohibited.

Title DescriptionAmendment C303 - Forest Road South, Lara

Amendment proposing to rezone the whole site from Residential 1 Zone to Commercial 1 Zone.

Amendment C309 - Low Density Residential Zone Review

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

Austin Park redevelopment To gather input into the design process for the Austin Park redevelopment.

Bellarine Peninsula Localised Planning Statement

To seek public feedback on the draft Bellarine Peninsula Localised Planning Statement.

Belmont Sunday Market To collect feedback to assist in improving the Belmont Sunday Market.Central Geelong Presentation To determine customer and business satisfaction levels with various

aspects of Council service within Central Geelong.Central Geelong traffic management To seek feedback from residents, traders, truck operators and the general

public on the truck restrictions trial and parking in Central Geelong.

Ceres Temperance Hall management To provide information regarding the expressions of interest process for management of the Ceres Temperance Hall.

Commercial and Industrial Rental Property Valuations

To gather information from owners, managing agents and occupiers of residential investment flats, commercial and industrial properties to assist in producing accurate property valuations.

Community Concepts for 2014-2015 Budget

To provide information to assist those interested in making a submission to the 2014-2015 Community Concepts program.

Dennis Walter Carols By the Bay To collect feedback to assist in improving the quality of the event.Disability Action Plan 2014-2017 To gather feedback on the draft Disability Action Plan 2014-2017.Disability Advisory Committee To seek expressions of interest from community members to join the

Disability Advisory Committee.Environment Management Strategy 2013-2017

To gather feedback on the draft Environment Management Strategy 2013-2017.

Festival of Sails 2014 To collect feedback to assist in improving the quality of the event.

G21 Public Transport Strategy To gather input into and feedback on the draft G21 Public Transport Strategy.

G21 Regional Growth Plan Implementation Plan

To gather input into the development of the implementation plan for the G21 Regional Growth Plan.

Geelong Celebrates National Playgroup Week 2014

To gather participant perceptions of the event.

Geelong Indoor Recreation Facilities Strategy

To gather feedback on the draft Indoor Recreation Facilities Strategy.

Geelong Integrated Comprehensive Transport Plan

To gather feedback on the draft Geelong Integrated Comprehensive Transport Plan.

Geelong Park and Ride Shuttle Bus 2014

To collect feedback to help evaluate the current service.

Geelong Region Skill Shortages 2013 To better understand the range and extent of skill shortages that employers in the region are currently experiencing and those they anticipate in the coming 12 months.

Geelong Revival To collect feedback to assist in improving the quality of the event.Geelong Seniors Festival To gather feedback to help the City of Greater Geelong and event

organisers to encourage even more people to get involved next year. Geelong West public toilet construction

To seek feedback on the construction of a new public toilet facility behind Geelong West Town Hall and Library.

General Local Law Review To seek public input and feedback on General Local Law 2005.

Hooded Plovers awareness To assist in developing strategies and provide information about what residents can do to help protect the Hooded Plover.

Lara Heritage Review 2013 To seek input into the development of the draft Lara Heritage Review 2013.

Living Words Expo 2014 To gather participant perceptions of the event.

Title DescriptionLocal Government Community Satisfaction Survey 2014

To gather resident feedback on the service delivery performance of Council.

Motor City Music Festival To collect feedback to assist in improving the quality of the event.

Municipal Early Years Plan 2013-2017

To gather input and feedback on the draft Municipal Early Years Plan 2013-2017.

Municipal Public Health and Wellbeing Plan 2013-2017

To gather feedback on the draft Municipal Public Health and Wellbeing Plan 2013-2017.

Naming of Reserve - Marnock Rd, Newtown

To gather feedback on the proposed name for the reserve.

National Celtic Festival 2014 To collect feedback to assist in improving the quality of the event.Northern Arts Recreation and Community Hub

To inform the design of the Northern ARC Community Hub.

Ocean Grove Town Centre Urban Design Framework

To gather input into and feedback on the draft Ocean Grove Town Centre Urban Design Framework.

Our Central Geelong To gather ideas and suggestions to inform the development of the Central Geelong Action Plan.

Physical Activity Strategy To seek feedback on the draft City of Greater Geelong Physical Activity Strategy.

Playgroup in the Park 2014 To gather participant perceptions of the event.

Potato Shed Committee of Management

To gather expressions of interest for community representative positions on the Potato Shed Committee of Management.

Proposed Budget 2014-2015 To seek public submissions on any proposal contained in the Budget, including Differential Rates.

Proposed Lease for Telecommunications Facility - Hamlyn Reserve, Hamlyn Heights

To seek feedback on the proposed lease of land for the purposes of developing a telecommunications facility and associated equipment.

Rethink Your Rubbish Program To provide tips, updates and offers about recycling and disposal of waste to residents.

Road Renaming - Warren Court, Thomson.

To gather feedback on the proposed name for the road.

Road Renaming - Western Section Boundary Road, Mount Duneed

To seek feedback on the proposed renaming of the road.

Road Renaming - Western Section Mandalay Circuit, Armstrong Creek

To seek feedback on the proposed renaming of the road.

RoadSafe Barwon ‘Know Your Limit’ program

To raise public awareness and provide information on alcohol consumption.

Shell Road Reserve pavilion To seek input into the development of the Shell Road Reserve Pavilion.Shell Road Reserve toilets renewal To gather feedback on a proposal to build a new public toilet facility in

place of the existing facility adjacent to the new Ocean Grove Integrated Children's Centre.

Sidewalk Sales 2013 To collect feedback to assist in improving the quality of the event.The Greater Geelong Open Space Strategy

To gather input into the development of the Greater Geelong Open Space Strategy.

The Potato Shed Strategic Plan 2013-2015

To gather feedback on future aspirations for the Potato Shed.

Victorian Open 2014 To collect feedback to assist in improving the quality of the event.Whittington Flamefest 2013 To collect feedback to assist in improving the quality of the event.

2013-2014 Performance StatementCommunity Wellbeing: Healthy Together Geelong: to enhance health, wellbeing and quality of life of Greater Geelong communities.

Priority Action / Target Status CommentsHealthy Lifestyles

Facilitate and promote physical activity, healthy eating and improved lifestyle choices.

Implement the Healthy Together Geelong actions as per the 2013-2014 program plan.

Achieved The Healthy Together Geelong program is well underway with a number of programs being implemented.

The achievement program for Early Childhood Education and Care centres has reached 78 of 89 centres (88 per cent), with 7,171 individuals reached.

The achievement program for schools has reached 45 of 90 schools (50 per cent), with 17,957 individuals reached.

The achievement program for workplaces has reached 58 of 251 (23 per cent), with 25,568 individuals reached.

Jamie’s Ministry of Food fixed kitchen participants has reached 2,455 people.

In total, the program has reached 23 per cent of the municipality’s population.

The Healthy Together Geelong website has received over 1,000 unique visitors, the Facebook page has 648 people following and the Twitter page has 485 people following.

Healthy Environments

Providing safe and vibrant physical environments and infrastructure to support healthy living and connected communities.

Commence construction on the additional hockey field including lighting, fencing and associated works at the Stead Park Hockey Precinct.

Achieved Construction commenced on 13 March 2014 with the pitch, fencing, lighting and services all completed 27 June 2014.

Final sections of concreting and landscaping held up due to wet conditions but will be completed early July 2014 when new power supply will also be connected.

Connected, creative and strong communities

Facilitate programs and events that encourage increased participation in community life.

Ocean Grove Integrated Children’s Centre construction is complete and the centre is operational.

Achieved Construction of the Boorai Centre (Ocean Grove Integrated Children’s Centre) was completed at the end of November 2014. The centre opened for operation in January 2014 and was officially opened on by the Minister for Children and Early Childhood Development on 1 March 2014.

The Boorai Centre combines a range of programs including preschool, long day care, child immunisation and maternal and child health services. There are also dedicated spaces for toy library and playgroups as well as consulting rooms for visiting professionals such as speech therapists and counsellors.

Growing Our Economy:

Securing Geelong’s economic future.

Priority Action / Target Status CommentsSupport existing businesses and encourage new and emerging growth sectors

Maintain and generate new sustainable employment opportunities.

Establish the City of Greater Geelong’s new economic development unit; Enterprise Geelong.

Achieved Enterprise Geelong, the City of Greater Geelong’s dedicated resource for economic development initiatives was launched on Friday 2 May 2014.

The role of Enterprise Geelong is to put the spotlight on Geelong as the ideal location for business in south eastern Australia: to attract investment; support local business; and drive economic growth.

The Enterprise Geelong team has been together since August 2013 and the Enterprise Geelong Advisory Board has also been established with 10 members appointed to this board.

There have been a number of accomplishments since the establishment of Enterprise Geelong including the negotiation of 46 hectares of land to be under contract at the Geelong Ring Road Employment Precinct worth more than $1.3 billion and a potential for 1,000 jobs. In the future they hope to establish the Land 400 Geelong Defence Business Office and will play a major role in the 2014 Geelong Small Business Festival.

Facilitate major infrastructure and investment to enable economic growth

Strengthen key existing infrastructure assets and encourage new assets that compliment these and maximise their economic potential.

Lara Town Centre expansion project construction works are underway.

Achieved The Lara Town Centre Expansion has five phases. Progress is as follows:

Construction of the new Lara Bowling ClubProgress – completed.

Demolition of the existing Lara Bowling ClubProgress – completed.

Construction of the new Station Lake Road alignmentProgress – construction commenced.

Demolition of the existing Station Lake Road alignmentProgress – planning permit issued.

Construction of the new supermarket and specialty storesProgress – planning permit issued.

Reconfiguration of Austin ParkProgress - design stage commenced.

A prosperous and innovative Geelong

Encourage a strong, resilient and diverse economy.

Continue the Skilled Migration Program by assisting employers through the program.

Achieved The Skilled Migration Program assists regional employers to source, attract and retain the critical skills unable to be sourced locally.

In the 2013-2014, Enterprise Geelong assisted 168 employers and processed 144 Regional Certifications as the Regional Certifying body, assisting 120 employers to fill skills shortages.

The Victorian Government ceased funding this program in June 2012 and has since been funded by the City of Greater Geelong.

A successful and vibrant city centre

Creating an active and vibrant city centre with greater mixed use that is the economic and social heart of the region.

Demolish the Central Geelong Library and Heritage Centre and commence construction of the new library and heritage centre.

Achieved The demolition of the old library building in central Geelong was competed on 11 November 2013.

Work on the Little Malop Street site is progressing well and the new library and heritage centre remains on track to be completed by the end of 2015.

Summary of works completed to the end of June 2014 include: Old site demolition completed. Basement slab has been poured. 50 tilt slab panels have been erected. Lift shaft has been installed. Underground services are in place including power, sewer

and drainage. 42 piles have been installed.

Greater Geelong is a leading city for tourism, arts, culture and events

The region will be a preferred destination for

The 2013 Australian Masters Games are successfully held in Geelong in October 2013.

Achieved The 14th Australian Masters Games was held in Geelong from 5 October to 12 October 2013.

Over 8,000 participants, officials and accompanying persons registered and attended the event. The event provided the city with an economic boost in the vicinity of $9 million.

local, national and international visitors.

Sustainable Built and Natural Environment: Partnering with our community to protect and enhance our natural ecosystems and to encourage sustainable design and reduce resource consumption.

Priority Action / Target Status CommentsEnhance and protect natural areas and ecosystem health

Enhance and protect our natural habitat areas, coastlines, waterways and biodiversity within the region.

Undertake Clifton Springs stage two coastal erosion mitigation works including completion of revetment wall.

Achieved The Clifton Springs Coastal Erosion Mitigation project aims to address the instability of slopes and prevent further coastal erosion of cliffs along part of the Clifton Springs foreshore.

The project will be completed in three stages with stage one being the construction of a 150 metre retaining wall, stage two the construction of a coastal erosion revetment 36 metres long and stage three being the construction of a stability buttress 65 metres long.

Progress to date:

Stage One – 100 per cent complete.

Stage Two – 90 per cent complete..

Stage Three – 20 per cent complete.

Support our community to live sustainability

Provide leadership and guidance to the community to maximise environmental sustainability outcomes for our City.

Develop and deliver a range of initiatives and programs that provide alternative options to a full hard waste collection.

Achieved Council have introduced a number of hard waste alternatives including the following:

Lounge suite drop off days at a 50 per cent saving

Free battery drop off points

Mattress drop off days

Hard waste collection for the aged

Free pick up for unwanted metal products

White good disposal information provided

Quarterly ‘Rethink Your Rubbish’ newsletter produced with handy tips and information on disposal of all kinds of waste.

Advocate for and promote sustainable design and development

Meet and encourage environmentally sustainable development standards.

Implement and promote actions within Council’s Sustainable Buildings Policy (for works on new buildings, renovations and retrofits of existing buildings, building maintenance and minor upgrades and specific sustainability projects).

Achieved The policy relates to buildings owned, leased or managed by Council and sets minimum sustainability standards for Council’s new buildings, renovations and retrofits of existing buildings, building maintenance and minor upgrades and specific sustainability projects.

A number of Council buildings have undergone or undergoing retrofits to reduce energy consumption, including City Hall, the National Wool Museum, Anakie Road Depot as well as a number of community centres, halls, child care and maternal child health centres.

The new Geelong Library and Heritage Centre, currently under construction, will also be a leader in sustainable design as will buildings in Armstrong Creek.

Council is also a partner in Sustainable House Day through Future Proofing Geelong. In 2013, 13 homes were on display with over 3,100 visits recorded.

The revised Council’s updated Procurement Policy now contains a section on sustainable procurement in regard to materials and methods used.

Minimise our environmental footprint

Reduce the impact the City of Greater Geelong and our staff have on our natural environment.

Plant and equipment is upgraded to deliver energy efficiencies at John Drysdale Library, The Arena, and Anakie Road Operations Centre.

Not achieved Council was unsuccessful in receiving grants for this program and as a result the program did not proceed.

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

Priority Action / Target Status CommentsLead by advocating and collaborating on issues important to the Greater Geelong Community

Partnerships with State and Federal Governments and other key organisations are developed to increase access to resources.

Community satisfaction with Council’s advocacy and community representation on key local issues is equal to or greater than the Victorian council average.

(Source: Department of Transport, Planning and Local Infrastructure)

The City of Greater Geelong’s index score of 58 was two points higher than the Regional Councils average and two points higher than the State-wide Council average.

The City of Greater Geelong’s index score of 58 was two points higher than the Regional Councils average and two points higher than the State-wide Council average.

Further analysis shows that 67 per cent of respondents rated Council’s performance on lobbying on behalf of the community as average to very good, one per cent lower than the previous year.

Over the last 12 months Council has lobbied the State and Federal Governments on a number of priorities including the Yarra Street Pier, Central Geelong Revitalisation, Land 400 and a number of other community projects.

Efficient and customer focused organisation

Deliver efficient and effective services that meet the growing needs of our community.

Requests for Service from the community are completed within designated timeframes (greater than 80 per cent).

Achieved 86.5 per cent of all requests for service were completed within designated timeframes. This is a 2.5 per cent increase on the previous year.

The target was achieved every month with the lowest month result being 84.2 per cent and the highest being 88.8 per cent.

Responsible and sustainable financial management

Enable the delivery of our strategic priorities, services and infrastructure to ensure the sustainability of the region.

Council maintains the ability to repay loan debt from own source revenue (loan borrowing is less than 60 per cent of rate revenue).

Achieved Loan balance = $36,628,856

Rates = $171,087,580 (60 per cent used for calculation = $102,652,548)

Calculation:

$36,628,856 / $102,652,548 = 35.68 per cent.

Council maintains the ability to repay loan debt from own source revenue with loan borrowings making up 35.68 per cent of rate revenue.

Informed and engaged community

Provide opportunities for the community to participate in the decision making process.

Participants involved in Council Community Engagements are kept informed of the outcome (90 per cent of engagements where feedback is required are provided to participants).

Not achieved Of 44 engagements where feedback was required when the engagement was closed, participants from 29 of those engagements received feedback. This is 66 per cent, 24 per cent below target.

There were reasons for a number of engagements where feedback was not provided and others provided feedback well after the engagement had closed however this does not adjust the result as the measure requires feedback to be provided prior to closing an engagement in the database.

Motivated and skilled staff in a safe work environment

Ensures we have the capacity to deliver efficient and effective services, programs and infrastructure.

Appropriate systems, training, supervision and support are in place to provide a safe and healthy workplace for all staff.

Lost time injury frequency rate is 17.42 or less (number of lost time injuries per million hours worked).

Achieved The lost time injury rate was 14.88, 2.54 less than target.

This has come about through high importance placed on providing ongoing training, systems and policies to provide a safe and healthy workplace for all staff.

Council Approval of the Performance Statement

Independent Auditors Report of the Performance Statement

GovernanceTo enhance community confidence in the democratic process of Local Government, the City of Greater Geelong maintains an open and accountable governance framework.

Internal Audit Role of the Internal AuditThe internal audit function is an independent, objective assurance and consulting activity designed to add value and improve the City’s operations.

The City of Greater Geelong formed the Audit Advisory Committee according to Section 86 of the Local Government Act 1989. The Audit Advisory Committee plays a key role in assisting the City to fulfil governance responsibilities, ethical practices and accountability requirements.

The Committee’s corporate governance responsibilities include:

Financial Management Occupational health and safety Public liability, property and other insurance matters Risk and project management Overseeing of the internal and external audit functions of the City.

Audit Advisory CommitteeThe primary role for the Audit Committee is to provide an independent review of Council’s financial, management and reporting responsibilities, and to ensure compliance with statutory rules and regulations in which to oversee an effective and efficient audit process both internally and externally. The committee also provides an effective means of communication between the external auditor, internal audit, management and the Council.

MembershipThe Audit Committee consists of six members: three independent members and three councillors. Independent members are appointed on a three year term and are eligible to be reappointed after the expiry of their term.

The Chairperson of the committee is appointed from the independent membership of the committee.

The General Manager Corporate Services, Manager Finance and Manager Governance and Administration attend all meetings by invitation to assist the committee. The Chief Executive Officer and the internal auditor attend all Audit Advisory Committee meetings to present completed reports and the annual audit plan. The opportunity is provided for the Audit Advisory Committee to meet with the internal auditor without management at each meeting.

During the 2013-2014 financial year the Audit Advisory Committee membership consisted of:

Attendance of Audit Advisory Committee members at meetings

Audit Advisory Committee members Number of meetings attendedMs Linda MacRae (independent member - Chairperson) 4 Mr Peter Bollen (independent member) 3Mr Ross Fraser (independent member) 4 Cr Bruce Harwood – Acting Mayor 0Cr Darryn Lyons – Mayor (appointed November 2013) 1Cr Dr Strechko ‘Stretch’ Kontelj OAM KSJ 3 Cr Jan Farrell 4

Minutes of the Audit Advisory Committee are presented to Council at the next Ordinary Meeting of Council following the Audit Advisory Committee. These are presented for consideration and adoption as a confidential attachment to a précis of activities of the Audit Advisory Committee meeting when it is considered in the public forum of the Ordinary Meeting of Council.

During 2013-2014 the Audit Advisory Committee met on four occasions to consider business on the agenda:

26 August 2013 18 November 2013 24 February 2014 19 May 2014.

Audit AchievementsIn 2013-2014 Internal Audit completed in excess of 90 per cent of a comprehensive risk based internal audit plan. The role also provides policy and procedure advice to the Executive Management Team, and actively manages Council’s fraud policy and awareness training together with staff inductions programs.

Key Activities of the Audit Advisory Committee for 2013-2014:

Review and approval of the annual Internal Audit Plan 2013-2014. Review of sixteen internal audit reports. Review the implementation of recommendations made from audit reviews. Review of Financial, Standard and Performance Statements for year ended 30 June 2014. Review of the organisation’s risk management policy, strategy, procedures and risk register

ranging from very high to low in ratings. Review of key policies relating to fraud prevention, control and framework. Consideration of quarterly management financial reports throughout the year. Review of Council’s Long Term Financial Strategy, Draft Budget and Draft Council Plan. Review of briefings from the organisation on major potential risk and litigation issues. Review of the Victorian Auditor Generals’ Management Letter. Closing Report and Audit Strategy.

Statutory Information Information Privacy The City of Greater Geelong is committed to protecting people's right to privacy and the responsible and fair handling of personal information, consistent with the Information Privacy Act, 2000 and Health Records Act 2001.

Council has in place a policy that sets out the requirements for the management and handling of personal information. The policy is a public document available on request or on Council’s website. There were no privacy complaints received during the year ending 30 June 2014.

Freedom of InformationThe Freedom of Information (FOI) Act gives the community the right to access information in the possession of Council.

Importantly, it provides access to information about the operation of Council, particularly the rules and practices which affect members of the public in their dealings with Council.

This general right of access to information is limited only by exceptions and exemptions which have been prescribed to protect essential public interests and the private or business affairs of people about whom information is held by Council.

In keeping with the spirit of the legislation, Councils are expected to, as far as possible, facilitate and promote the disclosure of information promptly and at the lowest reasonable cost. For more information regarding Freedom of Information, please refer to Council’s website (www.geelongaustralia.com.au).

In the period from 1 July 2013 to 30 June 2014, the City of Greater Geelong received a total of 27 Freedom of Information requests. Of those, 19 were granted full or partial access, three were denied and five were either withdrawn or not processed. There were no outstanding requests as at 30 June 2014.

Protected Disclosure Act 2012The Protected Disclosure Act 2012 (Whistle blowing) came into operation on 10 February 2013. The main purposes of the Act are to:

Encourage and facilitate disclosures of improper conduct or detrimental action by public officers and public bodies

Protect persons making those disclosures Provide for confidentiality for the content of the disclosures and the identity of the complainant Provide for matters disclosed to be properly investigated and dealt with.

For Council to consider allegations, there must be reasonable evidentiary grounds for the belief that improper or corrupt conduct has occurred in an official capacity, which involves substantial:

Mismanagement of public resources; or Risk to public health and safety or the environment; or Corruption.

This conduct must be criminal in nature or a matter for which an officer could be dismissed.

In accordance with the requirements of Section 58 of the Act, Council has established procedures to facilitate the making of disclosures; for investigations of disclosed matters and protection of persons from reprisals by the public body or any member, officer or employee of the public body because of disclosures. 

During the financial year to 30 June 2014 there were no complaints or allegations received that were made against Council staff for improper or corrupt conduct pursuant to the provisions of the Act.  

Documents available for public inspectionUnder the Local Government Act, Councils are required to keep statutory registers and documents, which can be viewed on request, or in certain cases, on application. Available documents include:

Details of current allowances fixed for the Mayor and Councillors under Section 74 of the Act. Details of the total annual remuneration for all senior officers in respect of the current financial

year and the previous financial year, set out in a list that states:i. Ranges of remuneration of senior officers, where the difference between the lower amount

and the higher amount in each range does not exceed $10,000.ii. The number of senior officers whose total annual remuneration falls within the ranges referred

to in subparagraph (i). Details of overseas or interstate travel (with the exception of interstate travel by land for less than

three days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months, including the names of the Councillors or members of Council staff and the date, destination, purpose and total cost to the Council of the overseas or interstate travel, including accommodation costs.

Names of Council officers who were required to submit a return of interest during the financial year and the dates the returns were submitted.

Names of Councillors who submitted returns of interest during the financial year and the dates the returns were submitted.

Agendas for, and minutes of, ordinary and special meetings held in the previous 12 months kept under Section 93 of the Act, except if the minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act.

A list of all special committees established by Council and the purpose for which each committee was established.

A list of all special committees established by the Council which were abolished or ceased to function during the financial year.

Minutes of meetings of special committees established under Section 86 of the Act and held in the previous 12 months, except if the minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act.

A register of delegations kept under Sections 87 and 98 of the Act, including the dates on which the last reviews under Sections 86(6) and 98(6) of the Act took place.

Submissions received under Section 223 of the Act during the previous 12 months. Agreements to establish regional libraries under Section 196 of the Act. Details of all property, finance and operating leases involving land, buildings, plant, computer

equipment or vehicles entered into by the Council as lessor or lessee, including the name of the other party to the lease and the terms and the value of the lease.

A register of authorised officers appointed under Section 224 of the Act. A list of donations and grants made by the Council during the financial year, including the names

of persons or bodies which have received a donation or grant and the amount of each donation or grant.

A list of the names of the organisations of which the Council was a member during the financial year and details of all membership fees and other amounts and services provided during that year to each organisation by the Council.

A list of contracts valued at $150,000 or more which the Council entered into during the financial year without first engaging in a competitive process and which are not contracts referred to in Section 186(5) of the Act.

Campaign donation returns lodged under Section 62 of the Act by candidates for election.

Categories of Documents

The City of Greater Geelong holds a range of documents relating to the management and delivery of a wide range of services to the community. The category of documents includes:

Agendas and minutes of meetings Council Resolutions Permits and applications Investigations, correspondence, complaints and consultations with communities or groups,

businesses and other government agencies Strategic planning and monitoring of performance targets Internal policy and procedural documents, including details of development and implementation Internal administrative and operational documents, including personnel records, financial and

resource management records, audit records and internal operating procedures Tender evaluations Legal documents Reports prepared by external consultants and documents submitted by third parties Training materials Media releases and general advertising Risk Management assessments.

National Competition Policy ComplianceIn 2013-2014 the City of Greater Geelong complied with the requirements of the National Competition Policy, Competitive Neutrality and Trade Practices Act Legislation. Council is required to demonstrate ongoing compliance and provide certification by 30 September annually.

Charter of Human Rights and Responsibilities In June 2006 the Victorian Parliament passed the Charter of Human Rights and Responsibilities Act 2006 (Vic). This Charter came into effect on 1 January 2008.

The Charter enshrines civil and political rights and some cultural rights into Victorian Law while promoting and protecting principles of freedom, respect, equality and dignity.

The City of Greater Geelong has conducted a number of awareness sessions for staff to ensure that human rights principles are considered in decision making processes, and has introduced a mandatory requirement to consider the impact of the Charter of Human Rights and Responsibilities when drafting Council Reports. 

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

Distributing printed material through relevant council services. Displaying posters at council community venues. Providing links to state government resource materials on council’s website. Providing information to organisations represented in council/community networks.

Council has taken all practicable measures to ensure staff, council agents and volunteers working for council are informed about the principles and obligations of the Act by including information on the care relationship in:

Discussing the requirements of the Act at staff meetings Council induction and information distribution to staff working in Home and Community Care

and disability services.

Council induction and information distribution to staff working in front-line positions with the general community.

Induction and training programs for volunteers working directly with the community.

Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer relationship.

CitizenshipAcquiring Australian Citizenship enables people to participate fully in our inclusive society regardless of their race, background, gender, religion, language or place of birth.

In the 12 months to 30 June 2014, the City hosted ten major ceremonies, with a special ceremony conducted at Waterfront Geelong as part of celebrations to mark Australia Day (26 January). Certificates of Australian Citizenship were presented by the Mayor of the City to 625 residents of Geelong, many of whom shared the occasion with relatives and friends.

Local LawsAt 30 June 2014, the following Local Laws remain current:

General Local Law 2005 (including amendments in 2006)

This law regulates activities of people and provides standards and conditions for specified activities to protect people in, or the environment of, the municipal district.

Council Meeting Procedures Local Law 2013 This law relates to meetings of the City of Greater Geelong Council and special committees. The objectives include:

To facilitate the orderly conduct of meetings of Council.

To regulate and control the use of the Common Seal of the Council.

To facilitate the good government of the City of Greater Geelong and ensure that the Council’s decisions are made in the best interests of the people.

To regulate proceedings for the election of the Deputy Mayor.

To regulate proceedings at meetings of City of Greater Geelong Council.

To promote and encourage community participation in the government of the City.

Risk Management The City of Greater Geelong’s Corporate Risk Management Policy and Strategy is linked to City Plan and provides ongoing direction to manage risks at both strategic and operational levels.

The City’s objective is to fundamentally ingrain risk management into organisational culture through the philosophy that each and every activity will be managed in a manner that will reasonably treat risk.

The City’s risk register continues to be reviewed quarterly to ensure it is reflective of the activities and associated risks of all Council business. The status of this is reported regularly to Council.

The City’s insurer undertook the bi-annual Property Risk Management Audit, with the City of Greater Geelong scoring 95 per cent. The continued high score for the insurance audit demonstrates that the City has in place a sound risk management framework.

Contractor Management The City of Greater Geelong continues to employ a large number of contractors to assist with the delivery of a range of major projects and services.

Since 2011 the City has used an online Occupational Health and Safety (OHS) induction system, to ensure that our contractors are aware of their OHS obligations, the City’s expectations relevant to OHS and our processes around the management and oversight of our contractors.

Since the implementation of the online induction system, 1,228 inductions have been completed.

The City of Greater Geelong continues to undertake regular audits and inspections of contractor activities. This allows for improvement opportunities to be identified and implemented in conjunction with relevant contractors.

The outcome of this is improved safety for the contractors, employees and the public, as well as increased project efficiency due to less downtime.

Business Continuity Management In 2013-2014 the Council reviewed our Business Continuity Plans and developed a new framework, revised our recovery strategies and undertook a test of the plan with key stakeholders.

These plans cover the required elements as per the recently released international standard: ISO22301:2012 (ISO22301) Business Continuity Management Systems (BCSMS) – Requirements and ensures that the Council has accurate plans in place to effectively and efficiently manage and recover from a business interruption.

Asset ManagementThe City’s infrastructure consists of local road networks, footpaths, bridges, drains, parks and gardens and civic and community buildings. The City builds, holds, maintains and renews these assets on behalf of the community. Infrastructure contributes to the City’s transportation and recreational goals as well as providing civic amenity.

The City’s asset management (AM) effort is considerable, using a large proportion of Council’s financial and other resources. It integrates with corporate, financial business, budgetary, operational, human resources and information technology plans.

Strategic asset management recognises the enduring nature of infrastructure and ensures that the community’s long-term investment can be realised over the asset’s lifecycle. Asset management decisions are made by evaluating alternative means of service provision, full lifecycle costing, performance measurement and condition monitoring. Such work enables the City to determine appropriate infrastructure to be provided and the level at which assets need to be presented.

The phases of an asset’s lifecycle are: Acquisition: involving the specification of asset type and the timing, financing and means of

procurement. Operation and maintenance: requiring performance levels, operating and maintenance schedules

to be specified. Renewal: rehabilitation and replacement schedules to be specified.Activities for 2013-2014 included: Compliance with the National AM Framework and Financial Sustainability Review actions. Administration of the City’s infrastructure data including input of subdivisional asset into the Hansen

Asset Register. Review of the Road Network Asset Management Plan. Update of the three-year renewal program for the road pavement and surfaces. Development of new functionality of Hansen for users.

Asset management will continue to evolve and mature. The City will strive to be at the forefront of asset management through participation in the Municipal Association of Victoria’s ‘Step Program’ which provides guidance to Victorian councils.

Priorities for 2014-2015 include:

Administration of the City’s infrastructure data including input of subdivisional asset into the Hansen Asset Register.

Review of the Footpath Asset Management Plan. Development of alternate road surface treatment program Update of the Drainage Asset Management Plan. Support for City Services Maintenance Management System. Review of the City’s Road Management Plan Development of Asset Renewal Strategy Development of Service Plans for Infrastructure Assets

Best ValueCouncil’s Best Value PolicyTo cement a continuous improvement culture across the organisation beyond purely complying with the Best Value legislation. The specific outcomes of Best Value will guide Council decisions regarding the future direction of Council services.

The Best Value Principles are part of the Local Government Act 1989 (section 208). They are:

(a) All services must meet quality and cost standards.(b) All services must be responsive to the needs of the community.(c) A service must be accessible to those members of the community for whom the service is

intended.(d) A Council must achieve continuous improvement in the provision of services for its community.(e) A Council must develop a program of regular consultation with its community in relation to the

services it provides.(f) A Council must report regularly to its community on its achievements in relation to the principles

above.Council is proactive in addressing the Best Value Principles in that it:

Undertook a high level Financial Sustainability Review of Council to provide recommendations on the overall efficiency and economy of its operations. The four priority findings from this review were the need for:

o Greater emphasis on Strategic Asset Management.o A review of the Strategic Resource Plan, 10 year long term financial plan and 10 year

Capital Works Program.o Introduction of Service Planning to enable comparative choices to be made about the

range of services and level of services provided and operating costs.o Revision of the Budget process incorporating the outcomes of Service Planning and

improved capital evaluation processes.The budget process was reviewed leading up to the 2014-2015 Budget development with a ‘Community Concepts’ program introduced which will be further refined for the development of the 2015-2016 Budget. Service Planning is progressing and will determine the requirements for further service reviews in the future. The Strategic Asset Management Review and the Project Management Review are also progressing with options being identified going forward.Six service reviews which were identified in the Financial Sustainability Review also commenced during 2013-2014 - Customer Service Centres, Geelong Saleyards, Elcho Park Golf Course, Breamlea Caravan Park, the Construction Unit and Long Day Care provision.

Conducted a municipality wide engagement – ‘Your City Your Say’, to inform the development the current Council Plan, City Plan 2013-2017.

Was one of the initial Councils to actively participate in the Local Government Performance Reporting Framework project including the pilot programs and website development. The resulting 71 performance indicators measuring service performance, financial performance and sustainable capacity are now a mandatory reporting requirement following the new Local Government Act Amendment (Performance Reporting and Accountability) was legislated on 18 April 2014.

Voluntarily participates in the state-wide Local Government Annual Community Satisfaction Survey. Continuous improvement opportunities are identified from the survey results.

Reviewed its Community Engagement Policy during 2013-2014 and also developed an online community engagement hub to be used by council staff when engaging the community. The new hub is being rolled out to all departments within the organisation and will further improve the way the organisation engages with the community and visitors.

Engages regularly with the community on projects, services, events and issues that affect them, and maintains a database of all community engagement activity conducted by Council, including the results.

Reports quarterly to the community on the progress of City Plan actions. Implemented recommended changes to the Council Plan (City Plan) and Annual Budget planning

and development processes following the review of the Victorian Auditor General’s 2011 report into Business Planning for Major Capital Works and Recurrent Services in Local Government.

Sets annual business plans at a department level to address actions and seek improvement opportunities with the community’s best interest in mind. These business plans also include audit and risk actions. Actions from Council’s City Plan and Emergency Management Plan are also included, with actions from the Environment Management Strategy and Municipal Public Health and Wellbeing Plan to be included in 2014-2015 and beyond.

Reviews annually and seeks improvement to its project implementation and reporting system. This system captures potential projects, assess their viability for funding, and then monitor the delivery of those that proceed.

Continues to review and update the executive scorecard to best monitor various operations and key performance measures. These are monitored monthly and reviewed annually.

Produces an annual report to inform all stakeholders including ratepayers, residents, businesses, community and interest groups, news media, all levels of government, Council staff and the wider general community, and reflects our commitment to performance reporting.

Conducts a rigorous financial reporting process, including monthly reporting to Executive Management and quarterly reporting to Council.

Has eight customer service centres spread across the municipality providing easy access for all residents, and delivers services from numerous locations around the region. Council is also on the internet and active on social media with both the Council and Mayor on Facebook and Twitter, giving the community 24 hour access to the organisation.

Provides internal and external training and development opportunities to bring staff up to date with systems and processes and also to up skill our workforce.

Engages Customer Service Benchmarking Australia to conduct independent mystery shopping research in order to measure performance against the Customer Service Commitments and identify opportunities for continued improvement.

Conducts annual performance reviews with all staff to set work plans and identify training and development opportunities.

External FundingIn 2013-2014 the City of Greater Geelong received $44.7 million in Federal and State funding, a decrease of $12.9 million on that received in 2012-2013. The decrease can be mainly attributed to a change in the timing of Grants Commission funding of $9.3 million. One-off State grants totalling $7.0 million for the O’Brien’s Road construction, Barwon Heads Kindergarten, Grovedale Integrated Children’s Centre, Windsor Park Children and Family Hub and the Leopold Community Hub were also received in 2012-2013 contributing to the decrease.

Partly offsetting this was the receipt of $4.6 million towards the construction of the Geelong Library and Heritage Centre ($2.6 million in Federal grants and $2.0 million in State grants).

Funding received during the year included:

Federal Grants Commission funding of $9.2 million. $3.0 million for early childhood development to go towards the running the City’s Learning and Care

Centres and associated programs. $2.6 million for the Geelong Library and Heritage Centre ($10 million committed to by the Federal

Government in total). $1.5 million for Community Aged Care packages. $1.3 million for the Federal Roads program. $1.0 million for Family Day Care operations and family assistance programs. $0.8 million for the Shell Road Reserve sporting infrastructure project. $0.3 million for the Ocean Grove Integrated Children’s Centre. $0.2 million for the School holiday program. $0.2 million for the Leopold Community Hub. $0.1 million towards indigenous kindergarten assistance programs. $0.1 million for the Belmont Lions netball courts. The Jobs Fair and Future Proofing Geelong each received $50,000.

State Aged and disability service programs received $11.3 million dollars in funding from the Department

of Human Services. Programs funded included personal, respite and general care management, home maintenance, meals on wheels, rural access and senior citizen activities and programs.

$3.6 million was received from the Department of Education and Early Childhood Development for Community Child Health services, early learning services and other programs such as Best Start, Playgroup Support and Early Start Kindergarten partnerships.

$2.0 million for the Geelong Library and Heritage Centre ($15 million committed by the State Government).

$1.5 million for the Healthy Together Geelong program and $0.2 million towards the associated Be Active program.

$1.4 million towards road maintenance programs including the Vic Roads Blackspot program ($1.1 million).

A number of sport and recreation projects received just over $1.1 million in funding including Stead Park Hockey Precinct, Hamlyn Park Reserve improvements, Barwon Soccer Club upgrade, Barwon Valley Fun Park stage two redevelopment, Bellarine Rail Trail pathway improvements, Evans Reserve soccer facility upgrade, Bell Post Hill football and netball facility upgrade, Grinter Reserve

BMX track improvements, Queens Park playground upgrade and the Open Space Strategy development.

School crossings supervisor subsidy grant of $0.6 million was received, contributing to this $1.8 million program. The City of Greater Geelong has 187 school crossings, the largest in the state.

$0.4 million towards youth programs including the youth suicide prevention program for same sex and gender query youth, Learner to Probationary (L2P) project and the Engage – Up and At It program.

$0.3 million towards the Barwon River dredging project. $0.2 million towards master plan development projects for the Ocean Grove Town Centre and the

Northern ARC (Waterworld Precinct). $0.2 million towards Central Geelong programs including the CCTV system, Strategic Sites

Opportunity project and the Bus Super Stop. The Whittington Community Renewal project received a further $0.2 million to support the project

and various associated activities. $0.2 million towards community development programs such as the development of the Social

Infrastructure Plan, Building Transport Connections and the Digital Inclusion program. $0.2 million towards environment projects including the Victorian Volcanic Plains Grassland

Protection project, Environment Reserves improvement program, weeds initiative programs, beach cleaning, mosquito control and the Corio Bay foreshore redemption works.

$0.2 million towards the Emergency Management program. $0.2 million for economic development programs including the Land 400 Business Office, Cluster

Facilitation, Geelong Small Business Festival, Regional Living Expo and the study into disruptive technological advances in wearable sensors.

$0.2 million for the footpath construction sub-program. The Grovedale Neighbourhood House received funding of $51,879 from the Department of Human

Services’ Neighbourhood House coordination program.

For further information on the full amount received by category please refer to Note 4 in the 2013-2014 Annual Financial Report on page 180.

Development Contribution PlansA Development Contribution Plan (DCP) is a mechanism used to levy new development for contributions as allowed for under the Planning and Environment Act (1987).Development contributions represent a dollar value that is applied across developable land to ensure all developer parties are equally paying for the required development infrastructure.

A DCP specifies the type of infrastructure to be provided, it shows cost and apportionment and allows Council to collect development contribution levies.

Development contributions can be payments towards or works-in-kind for the provision of infrastructure. Works-in-kind include the building of infrastructure in lieu of cash contributions (eg. traffic signals or drainage works).

The City of Greater Geelong currently has five active Development Contribution Plans. They total $328 million in contributions to the City over their expected 20 year life span. There are two DCP’s currently awaiting adoption into the Greater Geelong Planning Scheme.

Jetty Road Urban Growth Area Stage 1The Jetty Road development is well underway with the 260 lot Curlewis Parks estate nearing completion and three other developments well underway. Projects completed as part of the Jetty Road DCP are the main East West Collector Road (land and construction) and the Jetty Road Wyndham Street signalised intersection. Works have commenced on the Griggs Creek landscaping and improvement works and Jetty Road Foreshore improvement works.

Armstrong Creek East PrecinctThe Armstrong Creek East Precinct main developer Warralily is progressing development on multiple fronts from Barwon Heads Road and Surf Coast Highway. They are constructing DCP projects as works in kind to offset their DCP liabilities including intersections, major drainage and creek works and recreation facilities. An additional two new developments have also commenced construction during 2013-2014.

Armstrong Creek North East Industrial Precinct The Armstrong Creek North East Industrial Precinct DCP was approved in 2010. Development is yet to commence in this precinct.

Armstrong Creek West PrecinctThe Armstrong Creek West Precinct main development, Armstrong Estate has commenced development west of Surf Coast Highway and will be completing projects as works in-kind to offset their DCP liabilities. These works include intersections, major drainage, creek works and recreation facilities.

Lara West Urban Growth AreaThe Lara West Urban Growth Area DCP (Amendment C285) will be approved by the Minister for Planning on 17 July 2014. Development is expected to commence during the 2014-2015 financial year.

Armstrong Creek Town Centre Precinct (pending approval)Council adopted Amendment C267 Armstrong Creek Town Centre Precinct Structure Plan and Development Contributions Plan at its meeting on 13 May 2014.  The amendment is currently with the Minister for Planning awaiting approval. The Town Centre DCP projects will include intersections, shared paths, drainage works and contribution towards the construction of a library.

Horseshoe Bend Precinct (pending approval)Council is expected to adopt Amendment C259 Armstrong Creek Horseshoe Bend Precinct Structure Plan and Development Contribution Plan in mid to late 2014. The Amendment will then be sent to the Minister for Planning for formal approval in late 2014/early 2015. The Horseshoe Bend DCP projects will include active open space, intersections, drainage, and community centres.

Developer Contributions Plan Summary as at 30 June 2014

Income$

Total Project

Value$

Value Completed2013-2014

$

Percentage Completed2013-2014

%

Armstrong Creek East Precinct

Development infrastructure levy collected -

Community infrastructure levy collected 404,100

Projects delivered by Developer

Item DI_05_08

Local parks – playground equipment (5 in total) 556,875 111,375 20

Projects delivered by Council - - -

Armstrong Creek West Precinct

Development infrastructure levy collected -

Community infrastructure levy collected 63,900

Projects delivered by Developer

Item DI_R0_6

Intersection – Surf Coast Highway and Burvilles Road

2,923,707 1,461,854 50

Projects delivered by Council - - -

Jetty Road Urban Growth Area

Development infrastructure levy collected -

Community infrastructure levy collected 113,400

Projects delivered by Developer

Item R005 East West Collector Road Part C – Additional construction to Collector Road standard

1,651,984 1,230,722 74

Item R004 Internal North South / East West Collector Road Intersection

711,547 277,503 39

Item OS002 Griggs Creek – landscaping and improvements 1,293,026 56,117 4

3,656,557 1,564,342

Projects delivered by Council

Item OS001 Griggs Creek – rehabilitation and revegetation 942,171 36,748 4

Item R003 Intersection – North South Collector Road Part A and Geelong Portarlington Road

1,629,555 20,460 1

2,571,726 57,208

Total 581,400 9,708,865 3,194,779

Development Contributions Plan whole of life liability

Total Liability

$

Expected Income

$

Funding Gap *

$

Total DCP Projects

Completed%

Armstrong Creek East Precinct 121,508,262 118,026,845 3,481,417 9

Armstrong Creek West Precinct 103,596,744 98,447,607 5,149,137 1

Jetty Road Urban Growth Area 25,984,559 19,345,720 6,638,839 13

Armstrong Creek North East Industrial Precinct 13,254,590 13,254,590 - -

Lara West Urban Growth Area 42,222,797 38,588,087 3,634,710 -

Total 306,566,952 18,904,103

* Gap funding includes CIL shortfall, City of Greater Geelong contribution and Department of Education and Early Childhood Development contribution.

Community Arts and Festivals Grants ProgramThe Community Arts and Festivals Grants Program is part of the implementation of Creativity +, Council’s Culture Strategy which aims to build the cultural strengths and raise the profile of the Geelong municipality as a creative region.Community festivals and arts projects add to the vibrancy of Geelong and provide more recreation opportunities for residents. Through this program Council is able to help local community groups to get a wide range of projects up and running.

The program has two categories. The Community Arts category comprises four streams - Arts Project and Biennial Arts, and the Quick Response and Professional Development streams. The Community Festivals category comprises three streams – One-Off, Development and Triennial.

In 2013-2014, the City of Greater Geelong contributed $220,000 to 40 community groups through the Community Arts and Community Festivals Grants Programs. 30 applications were received under the Community Arts Grants Program and 24 of these were successful to a total value of $116,734.

23 applications were received under the Community Festivals Grants Program and 16 of these groups were successful to a total value of $97,000. In addition $6,266 was held in reserve for Quick Response and Professional Development grant streams throughout the financial year.

A full list of successful applicants for 2013-2014 can be found below.

2013-2014 Community Arts Grants (Project)Project Organisation / Auspice Amount

Growing Stages Bluebird Foundation Inc $ 6,000Seasons' Series of Concerts Music at the Basilica Inc $ 6,000Open4 - Rooftop Cinema Open 4/Auspice Diversitat $ 6,000Wonderluxe Failbrother Productions $ 5,250Kaleidoscope Geelong Regional Library Corporation $ 5,000Geelong Summer Opera Geelong Summer Opera $ 6,000Cloverdale Community Record Project Cloverdale Community Centre $ 6,0002014 Australian Youth Classical Music Competition

Trustee of the Geelong Advertiser Music Scholarship Trust $ 5,000

Concert Series 2014 Geelong Chamber Music Society Inc $ 4,000

'Alice In Threadland' Embroidery Exhibition The Embroiderers Guild, Victoria - Geelong Branch $ 3,600

Blues Boot Camp Blues Boot Camp/Auspice Sleepy Hollow Blues Club $ 6,000

South Sudanese Traditional Arts Project South Sudanese Nuer Languages School of Australia Inc $ 5,500

Landscape to Manufacturing: The Wool Industry in Geelong

Centre for Memory, Imagination and Invention (CMII), Deakin University $ 5,000

Streetscape to Artscape Stage two - develop concept plans for installed public art projects Springdale Neighbourhood Centre $ 6,000

VCE Students Arts Award Exhibition Geelong Art Society Inc $ 1,900Wall of Hope: Honouring Women's Wisdom YWCA Victoria Geelong $ 5,384KarnivART Karingal $ 4,300

Climb Above in Tolerance Aussie Action Abroad Ltd/Auspice Woomelang and District Bush Nursing Centre Inc $ 3,000

LifeTime Totems Diversitat $ 3,000Gilbert and Sullivan come to Portarlington The Portarlington Neighbourhood House Inc $ 3,800Marvellous Music in May Barwon Heads Fine Music Society Inc $ 2,000

Total allocation $ 98, 734

2013-2014 Community Arts Grants (Biennial)

Project Organisation / Auspice Amount

Perpetual Echoes Community Music Victoria Inc $ 6,000 x 1 yr

Dare to be Faceless Doorstep Arts Pty Ltd $ 6,000 x 2 yrsContemporary Theatre Practice for People with Disabilities 2014 - 2015 Back to Back Theatre Inc $ 6,000 x 2 yrs

Total allocation $ 18,000

2013-2014 Community Festivals Grants (One-off and Development)

Festival (One-Off) Organisation / Auspice AmountThe Feast of Gypsy Argentina - Bellarine Theatre 3222 Inc $6,000Total allocation $ 6,000

Festival (Development) Organisation / Auspice Amount

Festival of Glass Drysdale and Clifton Springs Community Association Inc $4,800

Wholefoods Food of the World Festival Diversitat $ 5,000

Canticle festival of music in Geelong's churches Music at the Basilica Inc $ 6,000

St Leonards Community Festival St Leonards Progress Association $ 4,0002014 Blokes Day Out Festival Barwon Health $ 6,000Cloverdale Autumn Festival 2014 Cloverdale Community Centre $ 6,000FIGMENT Geelong 2014 FIGMENT Geelong $ 4,800

Reconciliation in the Park Geelong One Fire Reconciliation Group (GOFRG) $ 6,000

South Sudanese Youth Groups South Sudanese Nuer Language School of Australia Inc $ 4,900

Open House Geelong 2014 Open House Geelong Inc $ 6,000WestFEST Geelong West Neighbourhood House Inc $ 3,000Total allocation $ 56,500

2013-2014 Community Festivals Grants (Triennial)

Festival (Triennial) Organisation / Auspice AmountBarwon Heads Festival of the Sea (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

Councillor Community Grants ProgramThe Councillor Community Grants Program is offered to facilitate community projects and activities undertaken by incorporated not-for-profit organisations and groups within the City of Greater Geelong. Each year funding is provided to a wide variety of community groups and organisations including preschools, sporting clubs, service clubs and community associations.

In 2013-2014, the program saw $240,000 distributed amongst 132 community groups. Through the Councillor Community Grants program Council has been able to assist in delivering a diverse range of projects and events that benefit the Geelong community.

Below is the full list of successful applicants for 2013-2014.

Community Group Project Title Grant ($)

Africa Day Australia Inc Africa's got talent 1,050Anglican Parish of Lara Equipment 2,500Associazione dei Pensionate Laziali di Geelong Kitchen equipment 1,100Athletics Chilwell Refugee athletics program 1,500Aussie Action Abroad Ltd Climb Above Intolerance 2,500Australian Breastfeeding Association 50 year celebration 1,370Australian Croatian Fundraising Group Cookbook production 3,000Badminton Geelong Inc Extractor fan 1,500Bareena Bowling Club Lighting upgrade 3,350Barrabool Cricket Club Inc Wicket upgrade 2,515Barrabool Hills Baptist Church Kids holiday program 2,200Barwon Heads Community Arts Garden Community engagement 3,000Barwon Heads Tennis Club Equipment upgrade 2,874Bell Park North Primary School Refugee teacher packs/healthy eating 2,460Bell Park Sports Club Terrace netting 1,550Bellarine Catchment Network Booklet production 1,640Bellarine Dog Activities Group Uniforms 2,500Bellarine Peninsula Basketball Association Uniforms 1,250Bellarine Woodworkers Inc Workshop extensions 1,800Belmont Senior Citizens Club Television purchase 2,027

Blind Citizens Australia (Geelong and Districts Branch) Reaching Out program 2,250

Bluebird Foundation Inc Giant toy box 1,500Calisthenics Victoria Inc Calisthenics competition 1,200Carers Victoria Inc Geelong Carers Event 2014 1,250Cobradah Senior Citizens Centre Bowling mat 1,550Committee for Geelong Inc Proud of My Place program 730Corio Bay Basketball Association Uniforms 1,964Corio Model Railway Club Portable model railway 3,040Corio Norlane Development Advisory Board auspiced by Norlane Community Centre

Corio Norlane Development Advisory Board critical priorities document

1,020

Crash Course Productions Inc Music equipment 4,000Croatian Cultural Association 10 year anniversary 2,500Daniel Morcombe Foundation Visit to Geelong 1,000Diversitat Food garden expansion 2,010Dragons Abreast Geelong Inc Lifejackets 1,300Drysdale Cricket Club Upgrade female toilets 3,112Drysdale Soccer Club Inc Uniforms and equipment 1,990Encompass Community Services Inc Sporting equipment 1,530Food Skill Inc Geelong North Better Block 1,750

Community Group Project Title Grant ($)

Friends of Corio Bay Action Group Promote recreational fishing 3,000Gateways Support Services Sensory play space 931Geelong Archers Inc Come 'n' Try program 2,750Geelong Bowls Region Computer and printer 350Geelong Camera Club 125th anniversary event 600Geelong Cycling Club Purchase safety equipment 1,067Geelong Eight Ball Association Inc Victorian Country Cup 200Geelong Maitri Inc Festival 1,500Geelong Mood Support Group Dinner dance catering 500Geelong RSL Pipes and Drums Uniforms 1,250Geelong Soccer and Sports Club Equipment and uniforms 2,150Geelong Trades Hall Council Geelong Tamil Social Group 600Geelong Trailable Yacht Club Gazebo 350Geelong Welsh Ladies Choir Website development 1,350Geelong West Brass Band Inc Instruments 1,500Geelong West Neighbourhood House Inc Computer equipment 3,000Geelong West Toy Library Additional toys 2,000Geelong West/St Peters Football/Netball Club Heritage jumpers 2,750Geelong Youth Choir 25th anniversary concert 780Girl Guides Association of Victoria New fridge and vacuum 1,600Greenville Kindergarten Hand dryers installation 1,800Grovedale College Uniform - Victorian bike ride 1,500Grovedale Fire Brigade Defibrillator 3,200Grovedale Tigers Football/Netball Volunteer hub 2,666GSODA Inc Beauty and the Beast show 2,050Highton Cricket Club Turf roller 5,000Hockey Bellarine Inc Junior hockey program 1,000Indented Head Yacht Club Inc Safety equipment 3,000Independence Australia 2013 Polio Day event 750Islamic Society of Geelong Playground equipment 1,850Lara and District Men's Shed Establishment costs 1,500Lara Chamber of Commerce Lara Christmas Market 3,000Lara Community Centre Inc Australia Day Breakfast 2014 3,300Lara Secondary College eBook purchase 2,500Leisure Networks Association Inc Giving Kids a Chance program 1,000Leopold Primary School iPad purchases 2,000Leopold Tennis Club Windbreaks for tennis club 3,300Lions Club - Norlane/Corio Harmony day 1,500Lions Club Clifton Springs Australia Day Breakfast 2014 1,500Lions Club of Leopold Purchase of barbecue 498Manifold Heights Primary School Minis playgroup 1,500MG Car Club Geelong Inc Gazebo and sound system 600Mt Duneed Pony Club Construction materials - project cross

country2,000

Newcomb and District Cricket Club Junior equipment 1,500Newcomb Cricket Club Inc Equipment 1,500Newcomb Whittington Moolap Riding Club Toilet upgrade 1,200Newington Uniting Church 150th anniversary celebrations 955Newtown Chilwell Football Club Football jumpers 1,000North Geelong Football and Netball Club Senior women’s team uniforms 1,800North Geelong Soccer Club Soccer Cup 8,000Oberon High School Community garden project 3,000Ocean Grove and District Men’s Shed Container purchase 2,500Ocean Grove Angling Club Leaflet "Learn How to Catch a Fish" 1,100Ocean Grove Business Association New website 2,000Ocean Grove Coastcare Inc Purchase of jute bags 2,000

Community Group Project Title Grant ($)

Ocean Grove Neighbourhood Centre Ski trip vests 2,000Ocean Grove Playgroup Association Jumping castle 299Old Hanger Men's Shed Equipment purchase 950Osborne Park Association Inc Journeys to Jillong 1,496Parkrun Inc Advertising and cameras 2,300Port Mussels Masters Swimming Club Uniforms and banners 2,500Portarlington Demons Football and Netball Club Inc Kitchen equipment and notice board 1,500Portarlington Neighbourhood House Portable partition/divider 2,515Portarlington Primary School Shade sails 2,500Read The Play Inc Help services card 2,500Reclaim The Night Collective auspiced by Zena Women's Services Inc

Women’s place of peace 1,400

Rosewall Neighbourhood Centre Promotion for pottery classes 1,550Royal Geelong Yacht Club Discovering sailing week 550Scouts Victoria Purchase of gazebo 1,050Sirovilla Elderly Peoples Homes Art classes 1,448South Western District Ladies Golf Association Junior girls golf clinic 1,000St Albans Breakwater Cricket Club Junior section development 3,000St Albans Netball Club Uniforms and equipment 1,750St Francis Xavier Primary School Working better together community

celebration1,500

St Johns Anglican Church Highton Carols in the Park 2013 2,996St Joseph's Football and Netball Club Netball shelters 983St Leonards Golf Club Signage/honour boards 2,000St Lukes Uniting Church-Highton Hall draw curtains 1,700St Mary's Sporting Club Junior jumpers 1,000St Patricks Primary School Count Me In program 1,000St Pauls Lutheran Church Computer 1,900St Peters Cricket Club Coloured uniforms 1,000South Sudanese Nuer Language School Language school cultural day 1,800The Geelong Try Boys Brigade Inc Purchase of pie warmer 700The Scout Association of Victoria Training of scout leaders 1,000Thomson Sports Club Replacement of chairs 1,700Transition South Barwon Inc Grovedale community orchard 3,123Victorian Netball Association Netsetgo 1,980Wallington Cricket Club Sight screens 1,500Wathaurong Aboriginal Co-Op Aboriginal cultural project 1,685Whittington Senior Citizens Club Refrigerator 1,200Women’s Cancer Foundation Catering for golf day 800YMCA Geelong Autism support group 735Zena Women's Services Inc Blossom project 2,211 Total funds allocated   240,000

Disability Action Plan UpdateIn accordance with the Victorian Disability Act 2006, Council has developed a series of Disability Action Plans since 2002.On June 10 2014 Council adopted the new 2014–2017 Disability Action Plan (DAP). Following an implementation phase, the monitoring of this plan over the next four years will take place by a range of strategies, such as a community satisfaction survey about access and inclusion, internal survey on communication methods, and focus groups.

The current Disability Action Plan has 28 objectives and 58 actions, and continues some objectives and actions of former plans in ongoing areas such as building audits, priority lists, supporting the Street Access Committee and the Disability Advisory Committee (DAC). The DAP has embedded in its actions community engagement processes over its four year life, with the first community survey on access and inclusion timed for March 2015.

Links to the DAP occur via the Disability Advisory Committee, Street Access Committee for the Aged and People with Disability and the Disability Access Budget Working Group who are actively engaged in improving access and inclusion in the municipality. Some examples are:

Disability Advisory Committee (DAC)The current DAC composition is 90 per cent of members who have a personal experience of disability: 60 per cent with lived experience, 30 per cent with a strong support role for family, and 10 per cent who have a professional role in disability services. The City of Greater Geelong Disability Action Plan supports the selection of a majority of community members who have a lived experience of disability.

Among a range of advisory roles carried out by the DAC, the committee now have the opportunity to comment on plans and policies in the planning stages of projects. Recent examples are:

Geelong Library Heritage Building plans

Geelong Railway Station drawings

Shell Reserve pavilion plans.

The DAC also supports a community working group, the Geelong Visitor Access Centre (GVAC) in planning for a centre in Geelong similar to the Travellers Aid Australia centre in Melbourne. A full range of DAC activities is reported on in an annual report to Council.

Disability Accessibility Budget Working GroupThe working group administers a small capital budget for improvements to council owned properties. This occurs by a regular system of identifying properties and then prioritising works following an accessibility audit. In high use properties feedback about accessibility is received and investigated by the working group, and then actioned promptly.

Works completed in the 2013-2014 financial year included:

Centenary Hall - reconfiguration of the parking area to accommodate two disability accessible parking bays with a walkway in the shared zone and a kerb ramp to footpath. This now offers a continuous accessible path of travel to the ramp and hall entry at the rear of the building.

Highton Library - replacement of the ramp leading to the main entry.

Drysdale Senior Citizens - upgrade to the premises by constructing designated accessible toilets and ramps.

Installation of hearing loops in three halls.

Geelong West Seniors Centre - construction of a ramp and upgrade of a kitchen at this high use facility.

Virginia Todd hall - modifying three ramps to be compliant with standards.

Street Access Committee for the Aged and People with Disability (SAC)The SAC has broad membership of internal representatives for example from engineering and local laws. Four community representatives attend meetings in an advisory capacity, persons with lived experience of disability and a mobility instructor from Vision Australia. The committee continuously works to progress improvements for accessibility of roads and footpaths. A prioritised system of works includes kerb ramps, tactile ground surface indicators, construction of disability accessible parking bays and working in partnership with VicRoads regarding bus stops.

Domestic Animal Management Plan UpdateCouncil has a legal obligation under the Domestic Animals Act 1994 to produce a four year Domestic Animal Management (DAM) Plan. The Domestic Animal Management Plan 2013-2017 was adopted by Council on 22 October 2013 following an extensive engagement period.

A new Dogs in Public Places Policy (DPPP) was also approved, which detailed an extensive new range of off-leash and on-leash areas across the municipality. The DPPP was gazetted as an order under section 26(2) of the Domestic Animals Act 1994 on 21 November 2013, which enshrined the policy into law.

In developing the 2013–2017 plan, Council consulted with the community to gain an understanding of community expectations in relation to animal management. Consultation involved a wide audience including community members, special interest groups, stakeholders and internal departments of the City of Greater Geelong.

The basis of this plan has been formed from a range of data gathered from animal behaviourists, staff experience, and observations and responses from community consultations which determined the need for Council to be specific when setting objectives and actions. A review of outcomes from the 2008-2012 plan was also undertaken and used to inform the 2013-2017 plan.

The City’s Domestic Animal Management Plan for 2013-2017 provides the framework to work with the community to ensure our services are sufficient for the growing population of pets.

The City of Greater Geelong has one of the largest dog and cat populations of any Victorian municipality with 44,691 registered pets as of June 2014. This is a four per cent increase on this time last year and consists of 34,966 registered dogs and 9,725 registered cats.

The following is a summary of the actions from the DAM Plan and the DPPP that have taken place during the last twelve months:

The recruitment of a dedicated Animal Management Officer to identify unregistered animals in the municipality.

The scoping, design and manufacture of updated dog control signage to reflect the new dog control orders from the DPPP.

The online publication of the locations of off-leash areas and the promotion of the remainder of the municipality as being on-leash.

Implementation of the requirement for all newly registered cats to be desexed and micro-chipped, and all registered cats will be required to be desexed during the life of the DAMP.

Micro-chipping and Registration Roadshows to assist the community in meeting their obligations under the Act.

Assistance to Birdlife Australia in the Hooded Plover program regarding on-leash and off-leash coastal areas.

Regular communications to the community via print and web media involving responsible pet ownership, cat curfew and the “Who’s for cats” campaign, dog litter, off-leash and on-leash areas, preventing dog attacks, and the benefits and requirements of desexing.

Promotion of the National Desexing Month campaign in conjunction with the Australian Veterinary Association and local veterinarians.

Initial planning for emergency management arrangements for companion animals.

Victorian Local Government Indicators The listed financial indicators are requested by the Department of Transport, Planning and Local Infrastructure from each Council in Victoria to provide a comparison of financial performance across Councils.

Indicator 2012-2013 2013-20141. Average Rates and Charges per Assessment Total rates and charges net billed $160,158,000

$1,481.07 per assessment

$170,766,000$1,547.80 per assessmentNumber of assessments

budget108,137 110,328

Council’s rates per assessment and rates per residential assessment have increased in line with the population and housing growth and the budgeted rates increases.2. Average Rates and Charges per Residential AssessmentRates and charges declared for residential and garbage and municipal charge excluding vacant land $117,798,695

$1,242.48 per residential

assessment $125,409,461

$1,297.36 per residential

assessmentNumber of residential assessments budget

94,809 96,665

Council’s rates per assessment and rates per residential assessment have increased in line with the population and housing growth and the budgeted rates increases.3. Average Liability per Assessment Total liabilities

$99,512,000 $920.24 per assessment

$110,345,000 $1,000.15 per assessmentNumber of assessments

budget108,137 110,328

Liabilities per assessment has increased as a result of the drawing down of the $11.8 million loan and the increased value of accruals for milestone claims for major capital projects.4. Operating Result per AssessmentNet Surplus

$59,185,000 $547.31 per assessment

$40,771,000 $369.54 per assessmentNumber of assessments

budget108,137 110,328

The operating result per assessment has decreased due to a significant decrease in the surplus as a result of Grants Commission funding being received in June 2013 for the 2013-2014 financial year. This is partially offset by increased rate revenue. Salaries were higher due to the filling of vacant positions during the year.5. Average Operating Expenditure per AssessmentOperating Expenditure

$266,773,000 $2,466.99 per assessment

$282,382,000 $2,559.48 per assessmentNumber of assessments

budget108,137 110,328

The average operating expenditure per assessment has increased due to an increase in salaries and wages, materials and services and depreciation charges.6. Community Satisfaction Rating for Overall Performance of CouncilResult from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

65 62

The 2014 indexed mean score of 62 was a decrease on the previous year by three index points but was above the Victorian State Index Score of 61. 50 per cent of respondents rated overall performance as good or very good (a drop of 10 per cent on previous year) with a further 36 per cent rating it average (increase of five per cent on previous year).

Indicators 2012-2013 2013-20147. Average Capital Expenditure per AssessmentCapital Expenditure

$60,016,164 $555.55 per assessment

$72,864,708 $660.44 per assessmentNumber of assessments

budget108,137 110,328

Capital Expenditure per assessment has increased in 2013-2014 compared to the previous year due to increased spend on capital projects. A number of major projects such as the Geelong Library and Heritage Centre, Ocean Grove Integrated Children's Centre (Boorai Centre) and Grovedale Integrated Children's Centre have been under construction during the year.8. Renewal Gap on all assetsCapital Renewal

$23,719,000 For each $1.00 of assets consumption

Council spends $0.54 on renewal.

$20,849,000 For each $1.00 of assets

consumption Council spends

$0.45 on renewal.

Average Annual Asset Consumption

$44,155,000 $46,786,000

Renewal expenditure decreased from $23.72 million in 2012-2013 to $20.85 million in 2013-2014. As a percentage of total capital expenditure, renewal expenditure decreased from 34. 31 per cent to 28. 61 per cent in 2013-2014 due to the mix of projects and the level of expenditure on new projects.9. Renewal and Maintenance GapCapital Renewal and Maintenance $78,896,881

For each $1.00 of asset consumption and planned maintenance Council spends $0.72 on renewal and maintenance

$77,663,435For each $1.00 of asset consumption and planned maintenance Council spends $0.68 on renewal and maintenance

Average Annual Asset Consumptionplus Planned Maintenance

$109,071,620 $113,980,516

The Capital Renewal and Maintenance Gap indicates that expenditure has remained stable in 2013-2014. Council will continue to address the level of maintenance and renewal in line with its Asset Management Plans.10. Advocacy and Community Representation on Key Local IssuesResult from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

57 58

The 2014 indexed mean score of 58 increased by one index point on the previous year and was two points above the Victorian State Index Score of 56. 39 per cent of respondents rated overall performance as good or very good (six per cent increase on previous year) with a further 28 per cent rating it average (seven per cent decrease on previous year).

Council continues to lobby on behalf of the community on major projects such as the Yarra Street Pier, Land 400, Central Geelong revitalisation projects and for a convention and exhibition centre. Securing jobs and growing our economy is at the forefront of Council’s lobbying efforts.11. Engagement in Decision Making on Key Local IssuesResult from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

58 54

The 2014 indexed mean score of 54 was a decrease of four index points on the previous year and is three index points lower than the Victorian State Index Score of 57. 34 per cent of respondents rated overall performance as good or very good (five per cent lower than the previous year) with a further 37 per cent rating it average (same as previous year).

Council engages the community on a regular basis and on a vast amount of topics and projects. In 2013-2014, community engagement processes have been reviewed and updated and now being deployed throughout the organisation. Training on engagement techniques will be carried out in 2014-2015. Council will also continue to keep the community informed through the City’s “Have Your Say” section on its website and in local newspapers and will also continue to provide feedback on previously held engagement activity.

Annual Financial Report for the Year Ended 30 June 2014

Annual Financial Report Table of ContentsNote Page

Summary of Financial Performance 156Understanding the Financial Report and Financial Statements 161Financial StatementsComprehensive Income Statement 163Balance Sheet 164Statement of Changes in Equity 165Cash Flow Statement 166

Introduction 167Significant Accounting Policies 1 168Rates and Charges 2 178Fees and Charges 3 179Grants 4 180Capital Income 5 181Employee Benefits 6 182Materials and Services 7 182Provisions Expense 8 182Bad and Doubtful Debts 9 182Depreciation and other Write Downs 10 183Gain/(Loss) on Disposal of Assets 11 183Previously Unrecognised Assets 12 184Investments in Associates 13 184Contributions - Non Monetary Assets 14 186Cash and Cash Equivalents 15 186Trade and Other Receivables 16 186Financial Assets 17 187Other Assets 18 187Inventories 19 187Property, Infrastructure, Plant and Equipment 20 188Trade and Other Payables 21 196Refundable Deposits 22 196Employee Benefits 23 197Interest Bearing Loans and Borrowings 24 198Landfill Provision 25 198Other Liabilities 26 198Reserves 27 199Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit) 28 201Reconciliation of Cash and Cash Equivalents 29 201Financing Arrangements 30 201Superannuation 31 202Commitments 32 203Operating Leases 33 204Contingent Liabilities and Contingent Assets 34 204Financial Instruments 35 206Events Occurring after Balance Date 36 214Related Party Transactions 37 215Revenue, expenses and assets by functions/activities 38 217Financial Ratios (Performance indicators) 39 219Capital Expenditure 40 222Pending Accounting Standards 41 224Auditors Remuneration 42 224Certification of the Financial Report 225

Basis of Preparation of Standard Statements 226Standard Income Statement 227Standard Balance Sheet 229Standard Cash Flow Statement 231Standard Statement of Capital Works 233

Council Certification of the Standard Statements and Independent Auditor’s Report 235

Summary of Financial PerformanceThe following information presents a summary of financial results for 2013-2014 in an easy to understand format. For more detail please refer to the full Annual Financial Report starting on page 161.

Income StatementThe Income Statement shows how much Council has earned during the 2013-2014 financial year. It details where Council receives its income and how it is spent.

Recurrent Result

Recurrent Surplus/ (Deficit) 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

$M 5.2 9.3 12.0 5.8 (8.1)

The 2013-2014 recurrent result (recurrent income less recurrent expenditure) is a $8.1 million deficit.

The recurrent result was $9.2 million unfavourable to budget, mainly due to unfavourable Government Grants (50 per cent of Grants Commission received in June 2013), unfavourable User Charges (lower than expected program fees), unfavourable General Works (increased waste disposal fees for using Wyndham Landfill) and increased landfill provision costs.

Further explanation is provided in the Standard Statements on pages 227-234.

Recurrent IncomeThe break up of where recurrent income is sourced is shown below.

In 2013-2014 Council received 63.9 per cent of its recurrent income from rates.

Recurrent Income 2009-2010$M

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

Rates 133.1 141.4 151.1 160.9 171.1

Government Grants 37.9 40.4 47.0 44.1 34.9

Fees and Charges 49.5 64.5 59.7 59.6 59.0

Interest 2.5 3.4 3.5 2.5 2.7

Total 223.0 249.7 261.3 267.1 267.7

Recurrent ExpenditureThe break up of recurrent expenditure is shown below. Employee costs account for 41.7 per cent and general works costs 31.9 per cent.

Recurrent Expenses

2009-2010$M

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

Employee Benefits 86.9 94.6 101.8 108.6 115.0

General Works 71.7 85.9 83.5 84.9 88.0

Administration 13.6 13.2 14.6 14.3 15.7

Utilities 6.1 6.6 7.2 8.3 9.1

Depreciation 39.5 40.1 42.2 45.3 46.8

Landfill Provision 1.3

Total 217.8 240.4 249.3 261.4 275.9

Net ResultThe net result is made up of the recurrent result and one-off non-recurrent items such as income related to capital project expenditure, contributions made by developers, property sales and assets recognised from subdivision activity. In 2013-2014 the net result was $40.8 million.

Net Result

Surplus (Deficit)2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

$M 30.9 37.8 19.7 59.2 40.8

Over the past five years the net result has been impacted by high levels of building and subdivision activity, providing Council with considerable assets transferred from developers. In 2013-2014, the non-recurrent income items included:

Income for capital projects of $17.9 million Cash contributions from developers of $3.3 million Assets received from developers of $32.8 million.

Non-recurrent expenditure includes $3.6 million for the disposal of infrastructure.

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

Assets The major components of our assets include:

Cash and Investments of $75.3 million (due to lower than expected capital expenditure and higher cash position at 1 July 2013).

Property Plant and Equipment worth $1.9 billion (remained steady with 2012-2013 level).

These components make up 98.8 per cent of our total assets.

Total Assets

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

$M 1,648.8 1,710.3 1,815.1 1,955.7 2,024.4

Cash and Investments

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

$M 58.6 66.3 74.2 71.4 75.3

The closing cash balance at the end of 2013-2014 has increased to $75.3 million. The cash balance covers Council’s long service leave obligation of $15.3 million and provides funds to complete carry over capital works.

Property, Infrastructure, Plant and EquipmentProperty, Infrastructure, Plant and Equipment has grown by 22.7 per cent over the last five years with the main categories to increase being property, footpaths and bike paths, roads, drainage and recreation assets.

Asset Category 2009-2010$M

2010-2011$M

2011-2012$M

2012-2013$M

2013-2014$M

Property 695.5 713.1 773.3 781.4 822.9

Plant and Equipment

24.1 23.5 24.5 26.0 24.7

Roads 337.8 341.6 343.2 441.5 443.3

Footpaths and Bike Paths

66.7 89.4 90.7 92.9 95.7

Kerb and Channel 78.9 76.4 77.2 79.3 81.5

Drainage 215.4 218.8 251.3 269.5 275.7

Recreation 73.0 87.8 95.4 94.3 95.8

Infrastructure Other 21.1 22.9 22.7 23.7 26.4

Work in Progress 56.6 47.1 41.8 50.1 59.2

Total 1,569.1 1,620.6 1,720.1 1,858.7 1,925.2

Capital Program

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

Capital Expenditure $M

67.9 62.7 65.3 60.0 72.9

Council has an extensive capital works program to renew, upgrade and provide new assets. Council spent $72.9 million on capital works in 2013-2014. This included:

Road replacement and construction $14.9 million Geelong Library and Heritage Centre $6.2million Ocean Grove Integrated Children’s Centre $4.5 million Drysdale Landfill Cell 6 $3.7 million Footpath replacement and construction $3.2 million Simonds Stadium Players Stand $3.0 million Drainage replacement and construction $2.7 million Plant and vehicles $2.7 million Leopold Community Hub $2.7 million Grovedale Integrated Children’s Centre $1.7 million Stead Park Hockey Precinct $1.6 million Kerb and channel replacement and construction $1.3 million Norlane Child and Family Centre $1.1 million Barwon Heads Kindergarten $1.1 million IT asset replacements $0.9 million Open Space Strategy $0.8 million Drysdale Landfill Cell 4a $0.7 million Corio Landfill rehabilitation $0.7 million Building renewal works $0.7 million Elcho Basin $0.6 million Playground development program $0.5 million.

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

Total liabilities were $110.3 million, an increase of 10.9 per cent on the 2012-2013 balance. This was mainly due to an increase in loan borrowings and trade creditors.

Total Liabilities

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

$M 87.3 89.8 111.2 99.5 110.3

Loans

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

$M 36.0 31.5 26.7 32.5 36.6

Our loan balance equates to 33 per cent of our total liabilities. There was a new loan to the value of $11.8 million drawn down by Council in October 2013 to fund the unfunded superannuation payment and the Lara town centre expansion project.

Debt Commitment

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

Ratio 3.56 4.86 4.51 4.23 5.78

The debt commitment ratio shows the percentage of rates required to pay back principal and interest on Council loans. Council’s ratio shows that a low percentage of rates are used in loan servicing and that Council continues to have the capacity to meet its debt repayments. The increase in the ratio in 2013-2014 was due to a loan of $11.8 million being taken to fund the unfunded superannuation payment and the Lara town centre expansion project.

Working Capital Ratio

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

$ of current assets per $ of current liability

1.79 1.74 1.64 1.62 1.41

The working capital ratio has decreased in 2013-2014 and falls within Council’s City Plan target (1>1.5). Council continues to have a strong working capital ratio and capacity to borrow for future capital works.

Ratepayer EquityRatepayer equity is represented by Council’s net worth, that is, what we own (total assets of $2,024 million) minus what we owe (total liabilities of $110 million). Ratepayer equity as at 30 June 2014 was $1,914 million, a three per cent increase on the previous year. This is mainly attributed to the growth in our fixed asset base (property, plant and equipment) and partly offset by a reduction in our cash balance.

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

$M 1,561.5 1,620.5 1,703.9 1,856.2 1,914.0

Understanding the Financial Report and Financial StatementsCouncil’s Financial Report, Standard Statements and Performance Statement are prepared in accordance with the Australian Accounting Standards, the Local Government Act 1989 and the Auditor General’s model accounts.The Financial Report, Standard Statements and Performance Statement are audited by the Auditor General Victoria’s agent and are approved in principle by both the Council’s Audit Advisory Committee and by Council. The reports are then forwarded to the Auditor General’s Office for finalisation and provision of independent opinions for the Financial Report and Standard Statements combined and also for the Performance Statement.

Standard StatementsThe 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 StatementThis 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 SheetThis statement also mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Cash Flow StatementThis statement mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Statement of Capital WorksThis statement provides detail of capital expenditure by asset type and distinguishes renewal, upgrade and new capital expenditure.

Financial StatementsThe 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 StatementThe Comprehensive Income Statement measures Council’s performance over the year.

It lists the sources of the Council’s revenue under various income headings and the expenses incurred in running the Council during the year. The expenses relate only to the ‘Operations’ and do not include the

cost associated with the purchase or the building of assets. Expenses do include an item for depreciation which is the value of the assets used up during the year.

Balance SheetThe Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June 2014.

The bottom line of the Balance Sheet is Net Assets which is the net worth of the Council which has been built up over many years.

The assets and liabilities are separated into Current and Non Current. Current refers to assets or liabilities that will fall due within the next 12 months (except Long Service Leave refer note 1(j) within the Notes to the accounts).

Statement of Changes in EquityThe Statement of Changes in Equity summarises the change in value of Total Ratepayers Equity. The value of equity can only change as a result of:

The profit or loss from operations described as surplus or deficit in the income statement.

The use of monies from Council’s Reserves.

A change in the value of non-current assets resulting from a revaluation of these assets.

Cash Flow Statement The Cash Flow Statement summarises Council’s cash payments and receipts for the year and the level of cash at the end of the financial year.

Cash in this statement refers to Bank Deposits and investments capable of being quickly converted to cash.

Council’s cash arises from, and is used in, three main areas:

Cash Flows from Operating Activities – summarises all income and expenses relating to Council operations, including service delivery and maintenance.

Cash Flows from Investing Activities – relates to capital works payments recorded as assets in the Balance Sheet as well as receipts for the sale of assets.

Cash Flows from Financing Activities – represents repayments of and receipts from loans.

Notes to the AccountsThe Notes to the Accounts are an informative section of the report and enable the reader to understand the basis on which the values shown in the accounts are established. The notes also advise if there has been any change to the Accounting Standards, Policy or Legislation that has impacted on the preparation of the standards.

Within the 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 CouncillorsThe 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 ReportThis document provides a written undertaking of the accuracy, fairness and completeness of the accounts.

The audit report from the Auditor General provides an independent view of the statements and advises the reader if there are any issues of concern.