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Annual Report 2008–2009City of Greater Geelong

Geelong is a great place to live because there are so many things to do. We have the best pools and I love that I can swim and play in them all year round. Baxter Morris

Our Vision Geelong: coast, country and suburbs is the best place to live through prosperous and cohesive communities in an exceptional environment.

Welcome to the City of Greater Geelong Annual Report for 2008-2009.The City of Greater Geelong acknowledges the Wathaurong as the traditional custodians of this land.

2 Annual Report 2008 - 2009| City of Greater Geelong

2008-2009 Highlights 3About this Report 4

Overview 5Geelong – The Best Place to Live Work and Play 6City of Greater Geelong at a Glance 9A Word from our Mayor 10A Word from our Interim Chief Executive Officer 11Our Council 12Systemic Planning Process 20

Year in Review 21A Snapshot of the Year’s Achievements 22Outstanding Achievements 24Summary of Financial Results for 2008-2009 and Five Year Trends 25 Looking Forward 29Shaping Geelong’s Future 30Council Funding Priorities 34The Year Ahead 39

Our People 41Organisation Structure 42Our Values and Behaviours 43 Chief Executive Officer 44Divisional Operational Performance 45Human Resource Management 51Staff Profile 53Employee Excellence Awards 54Recognition of Service Awards 55 Our Volunteers 57

Continuous Improvement 59Best Value 60Customer Service Commitments and Achievements 61Community Engagement 64

Governance 69Governance Framework 70Internal Audit 71Statutory Information 72External Funding 77Community Arts and Community Festivals Grants 78Councillor Community Grants 80Domestic Animal (Cats and Dogs) Management Plan Update 83

Performance 85 Pillars:

Health and Wellbeing 87Economic Development 93Environment 99Community Safety and Security 105Transportation 109Parks, Sport and Leisure 113Education and Research 119Arts, Culture and Heritage 123Telecommunications 129

Themes:Democracy 133Best Value 137

2008 -2009 Performance Statement 141Victorian Local Government Indicators 147

Standard Statements and Annual Financial Report 149

Calendar of Events 210Global Reporting Initiative (GRI) Index 212Index 214 Glossary 216

Contents


Annual Report 2008 - 2009| City of Greater Geelong 3

Geelong named as the sole host city of the 2010 UCI Road Cycling World Championships

Opening of the $1.8 million Youth Activities Area on the Waterfront

$2.6 million of funding secured through the Federal Government Regional and Local Community Infrastructure Program

Over $50 million injected into the local economy from our major events calendar

State leader in drought recovery, water saving initiatives and turf management on sports grounds and reserves

Sections one, two and three of the long awaited Geelong Ring Road opened

Opening of the $8 million Bellarine Aquatic and Sports Centre

The $1 million redevelopment of the Geelong West Library and Customer Service Centre completed

Memory Bank exhibition and Mouth to Mountain relay held; two of the three elements of the Connecting Identities project

Victorian Community Cabinet Meeting held in Corio; the biggest gathering of Federal Government in Geelong’s history

2008-2009 Highlights


For more information on each of the highlights listed above, refer to the Performance Section starting on page 85.

The Carousel on Geelong’s Waterfront averages over 48,000 riders per year.


The City of Greater Geelong Annual Report 2008-2009 provides a comprehensive account of Council’s performance from 1 July 2008 to 30 June 2009.

The City of Greater Geelong’s City Plan 2008-2012 is the guiding document for this Annual Report. City Plan describes our strategic objectives and key strategies. Council embarked on an ambitious program of actions during 2008-2009 aligned to the nine Pillars of a great city and the two themes: Democracy and Best Value. The Annual Report provides an update on the highlights and achievements emanating from this program, and addresses the minor setbacks experienced throughout the year. It also identifies the future directions and challenges that lie ahead for our city.

This is the last year that we will report on the Pillar and Themes as a new framework has been adopted as part of City Plan 2009-2013. The new framework consisting of the three strategic directions is outlined in the Looking Forward section of this report, on pages 31-33.

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

The Annual Report 2008-2009 meets with our commitment to be transparent in performance reporting.

About this reportWhere to get a copy You can view a hard copy of the Annual Report at each of the seven Customer Service Centres, or at any of the Municipal Libraries.

If you would like a copy to keep, please contact our Customer Service call centre on (03) 5272 5272, to arrange for one to be sent to you.

Electronic copies are available on our website www.geelongaustralia.vic.gov.au

Contact UsIf you need further assistance or information on a service or Council facility, simply contact us via one of the following easy ways:

Telephone Pick up the phone between 8.00am and 5.00pm weekdays to call us on (+ 61 3) 5272 5272

Post Write to us at: City of Greater Geelong PO Box 104, Geelong 3220 Australia

Fax Send us a fax on (+ 61 3) 5272 4277

Web www.geelongaustralia.com.au

Email Get online and drop us an email at: [email protected]

Mayor and Councillors Email them at [email protected] and [email protected] OR phone them on (+ 61 3) 5272 4893

In Person You can always visit us at any one of our seven conveniently located Customer Service Centres:

Geelong City Hall, 30 Gheringhap Street 131 Myers Street

Geelong West 153A Pakington Street

Belmont Library, 163 High Street

Corio Corio Shopping Centre

Drysdale 18 - 20 Hancock Street

Ocean Grove Cnr The Avenue and Presidents Avenue

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Back to table of contents


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OverviewWith something for everyone, Geelong truly is the best place to live, work and play.

More than 100 bollards line the waterfront, many of which were made from huge wooden pylons recovered from the Yarra Street Pier which was partly destroyed by fire in 1988.



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Geelong: the Best Place to Live, Work and PlayGeelong offers quality living, extensive job and business opportunities and a wide range of recreational and cultural events and activities to take part in or just simply sit back and enjoy.

HistoryThe Wathaurong people lived in the Geelong region for more than 25,000 years prior to white settlers arriving. When the explorers Hume and Hovell arrived in the area in 1824, they approached the Wathaurong 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 they construed the conversation. 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 1860’s, 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, housing Deakin University and the Westfield Shopping Centre. Towards the end of the 19th century saw the opening of the Gordon Institute of Technology, Cheetham Salt Works and cement manufacturing at Fyansford.

The Ford Motor Company was established in 1925 in Geelong and despite economic hardships over the years, it remains a major player in the region. Through the World Wars and to the mid 70’s Geelong’s manufacturing boomed, including the opening of the Shell Refinery in 1954 and Alcoa aluminium smelter in 1963. Over time, the change in markets and modern needs has seen a decline in some sectors of the manufacturing industry.

Whilst manufacturing is still significant employer within the city today, thousands of new jobs have been created in health, education, professional services, retail, hospitality and tourism. With such great natural assets it isn’t hard to see why the change has been so successful.

Sport and recreational activities has and continues to play 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. This was made evident by the tens of thousands of fans who turned out to honour their heroes after the Geelong Cats broke a 44-year drought to claim the 2007 AFL Premiership.

Our City and its PeopleWith a population of over 212,000 people, the City of Greater Geelong is Victoria’s largest regional centre.

Located some 75 kilometres from the Melbourne CBD, the municipality covers 1,245km2, comprising country, coastal and suburban areas. The municipality 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 National 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.

Total residential dwellings are estimated at 92,070, spread across more than 50 suburbs and townships. With the region experiencing a period of rapid growth, the population in the next 20 years is expected to exceed 290,000. 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.

The city is a major centre for investment with over 15,000 businesses and a highly skilled workforce of over 121,000 people.

Geelong’s proximity to Melbourne, its liveability and its price advantages continue to place it in an ideal position to attract new residents and investment.

With a proud history, a passionate community, a vibrant economy and a great lifestyle, Geelong truly is the best place to live, work and play.



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Open for BusinessGeelong is a City ‘Open for Business’, a commitment that underpins our approach to economic development.

While it is recognised that traditional industries will continue to be key economic and employment drivers, at the same time it is critical to focus on growth and emerging sectors that will underpin prosperity in the new globalised economy.

‘Open for Business’ is about being open and flexible, to facilitate rather than regulate, and to adopt a partnership approach in economic development activities. Geelong’s community leaders are united in transitioning the economy for the future through:

Providing strong leadership and fostering regional collaboration;

Brokering major projects and investment; and

Supporting existing businesses and driving strategic growth sectors.

Over the past 12 months there has been $826 million invested in the Geelong region from a large range of sectors. This includes completed projects such as the Geelong Ring Road from Corio to Waurn Ponds, the redevelopment of Westfield Geelong, the Transport Accident Commission headquarters, the Edgewater development along Waterfront Geelong and Barwon Health’s Emergency Department upgrade.

A further $678 million worth of redevelopment and construction is now underway and includes the Rippleside Quay development, Barwon Water’s bio-solids drying facility at Black Rock, the Promenade Towers Apartments, the refit and repair of Kan Tan IV (a 13,000 tonne oil rig) being undertaken at Geelong Port’s Lascelles Wharf and the refurbishment of Skilled Stadium’s Ross Drew Stand.

For government, business and investors, this is a place and time of exciting possibilities – one where the commitment to be ‘open for business’ is real, and the drive to be a model for growth in Australia has just begun.

The Best LifestyleThe Geelong region offers a diverse and exceptional lifestyle. There are wide expanses of open space and diverse waterways to enjoy, many kilometres of walking and bike tracks, cultural experiences, great sporting facilities, world class major events and fine dining and entertainment. There really is something for everyone!

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 favored pastimes.

The region offers sport and recreation activities for everyone. Whether it is joining a crowd of thousands to watch the Geelong Cats play at Skilled 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, a refurbished velodrome, an international standard baseball centre, all-weather thoroughbred racing facilities at the Geelong Racing Club, a newly upgraded 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. Theatrical and musical productions are regularly staged as are exhibitions. Multicultural diversity is also 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 month’s night markets are proving a hit with locals and visitors alike.

Major events play a major role also. The Australian International Air Show, Geelong Week Sailing Regatta, Australian Supercross Championships, national and international cycling events, and triathlons are just some of the high profile major events on the regions doorstep.

With a booming economy, a great lifestyle and a framework in place for a sustainable future, Geelong truly is, and will continue to be the best place to live, work and play.

Geelong is characterised by its bayside location and the city’s waterfront precinct is a popular tourist destination.



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Geelong’s position as a waterfront city is one of our region’s biggest strengths and has led to a wide range of public and private development opportunities.



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City of Greater Geelong – at a Glance


Unit 2007-2008 2008-2009

Staff

Annual Equivalent Fulltime (EFT) Staff EFT 1,236 Full time:819

Part time:345 Casual:72

1,265 Full time: 824

Part time: 359 Casual: 82

Economic

Recurrent Income $M 203.4 219.0

Recurrent Expenditure $M 193.9 204.7

Rates Revenue $M 115.4 124.5

Rates Revenue as a per cent of Recurrent Income per cent 56.7 56.9

Capital Expenditure $M 52.4 71.8

Working Capital Ratio (level of current assets available to meet current liabilities) per cent 136.4 181.6

Outstanding Loans Borrowings $M 14.7 26.2

Debt Servicing Ratio per cent 0.40 0.38

No. of Building Permits issued No. 5,161 4,602

Building Activity value $M 858,369 736,854

No. of Tourists visiting the region No. 4,063,000 3,398,513

Community

No. of Kms of Footpath Renewed km 7 13

No. of Kms of Roads Resurfaced km 51 72

No. of Children in Council run Child Care Centres No. 1,070 987

No. of Hours of General Home Care Delivered by Council Hours 116,812 123,122

No. of Meals delivered (Meals on Wheels) by Council No. 120,489 127,000

No. of Dog Registrations No. 30,616 30,557

No. of Cat Registrations No. 10,414 9,963

Environment

Garbage Volumes (Kg/household) kg 434 396

Recycling Volumes (Kg/household) kg 338 303

Green Waste Volumes (Kg/household) kg 294 242

Council Water Consumption kl 501,452 597,165

Mosquito breeding site treatments – no. of days sites treated aerially No. 29 29

Mosquito breeding site treatments – no. ground based treatments No. 657 316

No. of street and park trees planted (excludes trees planted in new subdivisions by developers) No. 1,388 1,335



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A Word from Our Mayor

John Mitchell

Mayor

City of Greater Geelong

We, the new Council, quickly established what we wanted to achieve in our four year term. We reviewed the 13 priorities of the previous Council and agreed to continue the focus on big picture priorities. You can read about the progress of those priorities on pages 34-38, but I’d like to mention three particular projects that were major priorities with the previous Council.

The Geelong Ring Road Stage Two opened in December 2008 and Stage Three opened in June 2009, six months ahead of schedule. Already this road has made a difference to traffic flows.

It was also a proud moment when the Bellarine Aquatic and Sports Centre opened in December 2008 with a free family fun day.

Lastly the East-West traffic improvements have continued at the following locations:

Myers Street / Yarra Street.

Latrobe Terrace / Ryrie Street.

Ryrie Street / Swanston Street / Sydney Parade.

I’d like to think that in the current Council’s term we will make significant progress on three priorities in particular:

Developing the industrial land at Heales Road.

Gaining a commitment to extend the Ring Road to the Bellarine.

Building an exhibition and convention centre for Geelong.

Looming large in the 2008-2009 year has been the global financial crisis. We knew we needed to respond with courage and determination, working closely with both Federal and State Governments to keep our local economy ticking over.

I’d like to welcome you to Council’s Annual Report for the 2008-2009 financial year. It has been a year of two Councils, with an election in November 2008 returning eight councillors and introducing four new councillors.

On 7 December 2008, the Prime Minister Kevin Rudd held the ninth Community Cabinet at Corio Bay Secondary College. We were able to present our case for Geelong to the Prime Minister and other key ministers and provide all Cabinet members with a kit of information about our great region.

Early in 2009 Council was allocated $2.6 million through the Federal Government’s Regional and Local Community Infrastructure Program to spend on projects that were ready to start. A list of the projects funded through this grant program can be viewed on page 93.

We remained steadfast in our commitment to major events, supporting a program of 26 events that pumped over $50 million into the local economy in 2008-2009. Highlights included the 12th Australian Masters Games, the 2009 Australian International Airshow and various cycling events. We have also supported a myriad of smaller events through our Community Arts and Festivals Grants Programs, with $160,000 distributed to 37 community groups.

One event I was proud to be involved in was Mouth to Mountain, the second event in a series of three in the Connecting Identities project which was held during May. It is not every day a mayor is able to abseil down the front of City Hall! This truly magical 12-hour, 54 kilometre relay took water from the mouth of the Barwon River at Barwon Heads to the top of the You Yangs.

We have continued to work on a range of projects that address environmental and community needs.

Council installed solar panels on the roof of the National Wool Museum and a micro-wind turbine at Limeburners Point Boat Ramp as part of our Greenhouse Response. We also undertook a number of drought recovery and water-saving initiatives.

In partnership with the Federal and State Governments we developed the Youth Activities Area at the Waterfront. This terrific space was officially opened in November 2008 and features skating surfaces, a half court for basketball, stages and other multi-purpose areas.

The sympathetic redevelopment of the Geelong West Library is another project we are especially proud of, as is the Drysdale Football and Netball Club Redevelopment.

Our message has been loud and clear – Geelong Is Open for Business – and we know what we want for our future to be bright. As we look forward, we are committed to continuing to work closely with the Federal and State Governments to get things done.

2010 promises to be a very exciting year, especially with Geelong hosting the 2010 UCI World Championships.

A big thanks to all those we have worked closely with to achieve our best for Geelong. Thanks to all my fellow Councillors, past and present. Thanks too to both Kay Rundle and Stephen Griffin for their efforts in running the organisation and to all the staff for ensuring Geelong is the best place to live.



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A Word from our Interim Chief Executive Officer

Stephen GriffenInterim Chief Executive Officer City of Greater Geelong

I would like to acknowledge Kay Rundle, CEO of the City of Greater Geelong from March 2003 to May 2009. Kay has been an exemplary leader of the organisation, with a keen eye for what really matters and a strong belief in the power of good relationships to make a difference.

During 2008-2009 the City recorded a healthy period of financial operation, reflected in higher closing cash balances, significant asset growth and an operating surplus of $14.2 million.

Council has been active in joining the State and Federal Governments in tackling the effects of the global financial crisis on Geelong’s economy. Together we are demonstrating that Geelong is Open for Business by:

Supporting existing businesses and identifying new growth sectors.

Brokering major projects and encouraging investment.

Leading the way with regional collaboration.

We believe Geelong, Victoria’s second biggest city, can weather the crisis, emerging ready for a major growth period. We will be able to capitalise on our existing assets such as our industrial and manufacturing base, research and innovation facilities, education and health sectors, world-renowned tourism industry and our proximity to air, rail, sea and road facilities.

At the City we have worked hard in the 2008-2009 financial year to boost our capital works program and keep jobs in Geelong. $71.8 million was spent on capital works with projects such as the Leisurelink replacement facility at Waurn Ponds, the road construction and replacement program and the completion of the Bellarine Aquatic and Sports Centre.

It is a great privilege to have been appointed the interim CEO of the City of Greater Geelong. I have been with the City since July 2008 and have lived in the region for many years. I welcome the challenge to deliver positive outcomes for the community. For me Geelong really is the best place to live!

In June Council adopted the Indigenous Statement of Recognition and Commitment 2009. Work has begun in preparing a Reconciliation Action Plan to guide Council’s activities and relationships with local indigenous people. These are important local contributions to closing the gap between indigenous and non-indigenous Australians.

In all our activities it is important we keep abreast of what the community wants. Over the year we have conducted more than 100 formal consultation events, providing the opportunity for the community to have their say.

Recently I was proud to take part in a ceremony that recognised the many staff who have given the City of Greater Geelong 20 or 30 years of service. Among them were Eveleen Sparrow who has been working at the Settlement Road Belmont School Crossing for 30 years and Len Williams who has spent 30 years maintaining the central areas of Ocean Grove, Pt Lonsdale and Barwon Heads. Their stories about their time with the City and the people they have met were heart-warming, as is their continued dedication.

In 2008-2009 we received many awards that reflect the dedication of our staff. These included Geelong Otway Tourism’s three awards at the 2008 Melbourne Airport Victorian Tourism Awards, the 2008 National Award for Local Government for Excellence in Alcohol Management, and the 2007-2008 City of Greater Geelong Annual Report received a Gold Award at the prestigious Australasian Reporting Awards. Council’s Information Technology Manager Andrew Downie also received an award at the Municipal Association of Victoria’s inaugural Local Government Excellence in ICT Awards.

During the year Kay Rundle won the SACS award for Local Government Leadership.

Her prize money was used to develop the ACCELER8 Emerging Leaders Program which provides an opportunity for eight permanent employees to attain practical leadership skills. This is an important initiative of the organisation’s career succession planning.

I particularly want to acknowledge the efforts of our staff in assisting communities affected by the Victorian bushfires. The Municipal Association of Victoria coordinated Council assistance with the City providing services to the Murrindindi and Nillumbik Shires. It is also important to recognise the efforts of those staff who stepped up to cover for those assisting in tackling the bushfires and clean-up, thus ensuring services continued to be provided to the Geelong community.

Vale Danny Shepherd, a much admired staff member who tragically died in the bushfires. We will remember him.

One of the great traditions here at the City of Greater Geelong is the contribution of over 700 volunteers who help us deliver services, projects and events to the people of the City of Greater Geelong and beyond. Thank you to each and every one of you for making a difference to the lives of others and the environment we all enjoy.

Thank you also to all staff, the Mayor and Councillors.



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Our CouncilThe City of Greater Geelong is among the largest of the 79 Councils in Victoria, providing services and facilities for more than 212,000 residents. The municipality is made up of 12 wards, with one Councillor elected to represent each ward.

1. Austin2. Cheetham3. Coryule 4. Beangala5. Buckley6. Deakin7. Kardinia8. Brownbill9. Kildare10. Cowie11. Corio12. Windermere

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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.

Victoria’s Local Government reform began in 1993 when the State Government introduced legislation to combine more than 200 small local Councils into 78 larger Councils (now 79). At this time, six local Councils and part of a seventh (Barrabool) were formed into one large municipality called the City of Greater Geelong (18 May 1993).

Since 1993 the structure of our Council has undergone some significant changes.

Councillors are elected by the community and they represent the overall public interest of the region and their respective ward. They take part in formulating, adopting and reviewing the corporate plan, annual budget and other operational plans and also make informed decisions on Council policies and funding requirements.

The Mayor is elected by the 12 Councillors for a one-year term. The election of Mayor is usually held in December. At the end of that one year term, the Mayor may wish to stand for re-election as Mayor for a further term or decide to stand down.

Council has a number of roles including:

Taking into account the diverse needs of the local community in decision making.

Between 1993 and 1995 the City of Greater Geelong was governed by four Commissioners appointed by the State. In March 1995 the new City of Greater Geelong held its first election. 12 Councillors were elected with each Councillor representing one ward.

In late 1997 the Council was restructured by the State Government and the 12 ward makeup was changed to four wards. Subsequent to this, the second Council was elected in 1998 consisting of nine Councillors.

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

The Victorian Local Government elections were held in November 2008, with four new Councillors and eight returning Councillors elected to represent the City over the next four years.

The City of Greater Geelong acknowledges the four outgoing councillors, and the enormous contribution they each made to the City, the community, and their constituents:

Providing leadership by establishing strategic objectives and monitoring achievements.

Ensuring that resources are managed in a responsible and accountable manner.

In March 2001, the Council reverted to its current 12 ward system with 12 Councillors. A further review was completed by the Victorian Electoral Commission in May 2008 with the decision to maintain the current structure, however some ward boundaries were modified. The ward boundary changes took effect for the General Election held in November 2008. A detailed map of the new ward structure can be viewed on the Geelong Australia website: www.geelongaustralia.com.au

Cr Lou Brazier, Corio Ward Service to Council: March 1998 – March 2001, November 2004 – November 2008

Cr Tom O’Connor, Coryule Ward Service to Council: November 2004 – November 2008

Cr Tony Ansett, Windermere Ward Service to Council: November 2001 – November 2008

Cr Peter McMullin, Buckley Ward Service to Council: November 2004 – November 2008

Advocating the interests of the local community to other communities and governments.

Fostering community cohesion and encouraging active participation in civic life.

Council HistoryGeelong became a Local Government entity under the Incorporation of the Town of Geelong Act (an Act of NSW Parliament) on 12 October 1849.

Council ElectionsVictorian Local Government Elections are held every four years.



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Geelong serves as a cultural hub for the region and the city holds an important collection of public art.



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Cr John Mitchell Mayor Austin Ward Elected to Council: November 2004 Portfolio: Communications

Sport and Recreation

Cr Mitchell represents the Austin Ward, which includes Breakwater, Moolap, Newcomb, Thomson, Whittington and St Albans Park.

Cr Mitchell was born and raised in the Austin Ward. He has lived in the area for over 45 years and is married with three children. He is employed at V/Line and has been an active participant in many local sports and community organisations. He has been awarded Life Memberships of Thomson Football Club, South Barwon Swimming Club and the GCA Sharks Swimming Club.

Cr Mitchell was re-elected unopposed at the November 2008 Council elections and subsequently elected as Mayor, after serving the previous two years as Deputy Mayor.

Cr Mitchell is involved in the following Committees:

Audit Advisory Committee Community Arts and Festivals Assessment Committee Water Taskforce Planning Committee Geelong Major Events Geelong Regional Alliance (G21) Committee for Geelong Community Renewal Committee – Whittington Geelong Safety Committee

Telephone: 0400 616 147E-mail: [email protected]

Cr Rod Macdonald (Deputy Mayor) Cheetham WardElected to Council: November 2004 Portfolio: Economic Development

Cr Macdonald represents the Cheetham Ward which includes the townships of Curlewis, Drysdale, Leopold and Wallington.

Cr Macdonald has lived within the Cheetham ward area for over 15 years and now operates a small business in Newcomb, having previously served with the Royal Australian Air Force. He is active in the local community and understands the issues affecting his ward. Cr Macdonald is a strong advocate for residents and is working to ensure their concerns and aspirations are communicated to Council.

Cr Macdonald is involved in the following Committees:

Armstrong Creek Urban Growth Plan Steering Committee Bellarine Rail Trail Advisory Committee Planning Committee Geelong Regional Library Corporation (Chair)


Introducing our Councillors

Cr Barbara Abley AM DSJ Brownbill WardElected to Council: November 2001 Portfolio: Arts and Culture

Cr Abley represents Brownbill Ward which includes part of East Geelong, Geelong West, South Geelong, Drumcondra, Geelong and the Central Business District.

Barbara Abley is a third term Brownbill Ward Councillor. She previously served as Deputy Mayor for one year and two years as Mayor, the first female to hold this senior position on the City of Greater Geelong Council.

Her influence in the community and contribution to the City’s future directions extends beyond Council and is best explained by her appointment as a Member of the Order of Australia in the 2007 Queens Birthday Honours’ List “For service to Local Government and Regional Development, particularly through the Geelong Region Alliance (G21) and to the community through a range of aged care, disability, health and service organisations.”

Cr Abley is involved in the following Committees:

Community Arts and Festivals Assessment Committee Municipal Emergency Management Planning Committee Central Geelong City Marketing Committee Planning Committee Geelong Major Events Geelong Regional Library Corporation Geelong Art Gallery Geelong Future Cities Steering Committee Street Access for the Aged and People with Disabilities Advisory Committee Western Beach Reference Committee




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Cr Kylie Fisher Corio WardElected to Council: November 2008Portfolio: Community Development

Cr Fisher represents the Corio Ward which includes the suburbs of Corio, Norlane and North Shore.

Kylie has lived in the Northern Suburbs of Geelong for nine years and feels very passionate and proud to be a member of such a strong community. Kylie draws on this sense of kinship in all aspects of her role as Councillor, from the planning and consultation to the implementation of projects and programs.

Kylie has been instrumental in the running of many festivals and community projects in the Northern Suburbs, initiated play groups, volunteered countless hours in clubs, both coaching and on committees and has engaged local mothers to increase their access to services.

Kylie is an integration aide who works with children who have specific needs. Kylie is currently school council president at her children’s primary school and a committee member of her local little league football club.

Cr Fisher is involved in the following Committees:

Disability Advisory CommitteeGraffiti Reference GroupWindsor Park Steering CommitteePlanning CommitteeCommunity Reference Committee Neighbourhood RenewalDW Hope CentreLocal Learning and Employment Network



Cr John Doull Coryule WardElected to Council: November 2008Portfolio: Environment and Sustainability,

Climate Change

Cr Doull represents the Coryule Ward which includes the townships of Clifton Springs, Indented Head, Portarlington, St Leonards and Northern Rural Bellarine.

Cr Doull lives in Portarlington and has been a Bellarine Peninsula resident for the past 13 years. He served as a Councillor at the Borough of Queenscliffe from 2004 - 2008, where he represented the Borough on the Music Festival, Heritage and Finance/Audit Committees. Cr Doull is a qualified pilot and flying instructor, who also studied building (project management) at RMIT and worked for a high profile architect in Melbourne. His hobbies include bushwalking, flying in outback Australia, alternative Australian music, art house films, theatre and hoarding books.

Cr Doull is involved in the following Committees:

Armstrong Creek Urban Growth Plan Steering CommitteeBellarine Rail Trail Advisory CommitteeGeelong Regional Storm water Reuse ProjectWater TaskforcePlanning CommitteeBarwon Regional Waste Management GroupVictorian Local Governance Association (Board Member)Association of Bayside Municipalities


Cr Jan FarrellBeangala WardElected to Council: November 2004Portfolio: Democracy and Governance,

Education and Youth

Cr Farrell represents the Beangala Ward which includes the townships of Ocean Grove and 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 almost 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.

Cr Farrell 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.

Cr Farrell is involved in the following Committees:

Audit Advisory CommitteePlanning CommitteeSubmissions Review Panel (Chair)Community Arts and Festivals Assessment CommitteeBellarine Multi Arts Facility Committee of Management (Chair)Geelong Local Safety CommitteeGeelong Drug Action Plan CommitteeGraffiti Reference Group (Chair)Geelong Gaming Action Plan Committee (Chair)Local Government Working Group on Gambling Responsible Gambling Ministerial Advisory CouncilIndustry Code of Conduct Working GroupCourthouse Youth Arts Centre, Member, Board of ManagementCourthouse Redevelopment Project (Chair)Ocean Grove Community Enterprise (Board Member)Municipal Association of Victoria (Board Member)




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Cr Andrew Katos Deakin WardElected to Council: May 2008 Portfolio: Planning

Finance Multicultural Affairs

Cr Katos represents the Deakin Ward which includes the suburbs of Wandana Heights, Highton and part of Waurn Ponds, and the township of Ceres.

Cr Katos joined Council following a by-election in May 2008 and was subsequently re-elected unopposed at the November 2008 election.

A lifelong resident of Geelong, Cr Katos is the father of a young family. He is passionate about our City and the region and enjoys the opportunity of working with residents and business owners to make a positive contribution to the community.

Cr Katos is a small business owner in Geelong.

Cr Katos is involved with the following Committees:

Audit Advisory CommitteeArmstrong Creek Urban Growth Plan Steering CommitteeWater TaskforcePlanning CommitteeGeelong Major Events


Cr Bruce Harwood Kardinia WardElected to Council: February 2003Portfolio: Tourism, Major Events Strategic Development Indigenous Affairs

Cr Harwood represents the Kardinia Ward which includes Belmont and a large part of Grovedale.

A Belmont resident, Bruce was initially elected to Council at a by-election in February 2003 and was re-elected in 2004 and 2008. He served two terms as Mayor from 2006–2008.

Bruce is a Police Officer with over 28 years’ service, currently attached to the Geelong Criminal Investigation Unit.

Through sporting clubs and school committees he is very active in his local community. He intends to see further economic growth in the ward when Leisurelink is completed. He has a strong environment commitment to the Barwon River and Belmont Common areas as well as supporting local sports clubs and community groups.

Bruce also maintains a firm commitment to ensuring the Geelong region is exposed for optimum economic and tourism opportunities.

Cr Harwood is involved in the following Committees:

Planning Committee Barwon Regional Waste Management Group (Director) Geelong Otway Tourism Board Geelong Major Events (Chair) Australian Airshow Committee Geelong Sailing Week Regatta Committee


Cr Cameron GrangerWindermere WardElected to Council: November 2008Portfolio: Heritage, Rural and Regional Affairs

Cr Granger represents the Windermere Ward which takes in the townships of Avalon, Anakie, Lara, Little River, Lovely Banks, Point Wilson, Rosewall and Staughtonvale.

Cr Granger has long had a strong interest in local government. Lara born and bred, Cameron has a deep appreciation of the need to consult with the community.

Cameron will continue to aim for the best possible sustainable development for the benefit of future generations in Windermere Ward whilst engaging with the community at all levels.

Cr Granger is involved in the following Committees:

Community Arts and Festivals Assessment CommitteePlanning CommitteeGeelong Heritage CentreGeelong Regional Library Corporation




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Cr Dr Srechko ‘Stretch’ Kontelj OAM KSJ Kildare WardElected to Council: March 1998 Portfolio: Major Projects

Cr Dr Kontelj represents the Kildare Ward which takes in the suburbs of Newtown/Chilwell, Manifold Heights and Herne Hill, the township of Fyansford and parts of Stonehaven.

First elected in 1998, Dr Kontelj is now in his fourth term on Council.

Dr 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 he was awarded the Centenary Medal for services to Local Government.

Dr Kontelj has practiced Law for over 20 years and is Legal Director Asia/Pacific, for international optometry group Specsavers. Dr 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 and Governance from Monash, Melbourne and Deakin University and in 1999 was awarded Deakin University Law School’s first Doctorate in Juridical Science. Dr Kontelj was Mayor of the City from March 2001 until April 2002.

As a family man living in Geelong, Cr Kontelj has a genuine interest in the well being of his community and is motivated by his Council responsibilities to make Geelong a better place to work, live and raise a family.

Cr Kontelj is involved in the following Committees:

Kardinia Park Steering Committee Planning Committee Water Taskforce Northern Community Hub Project


Cr Andy Richards Buckley WardElected to Council: November 2008 Portfolio: Parks and Gardens

Transport and Infrastructure

Cr Richards represents the Buckley Ward which includes Barwon Heads, Breamlea, Mount Duneed, Waurn Ponds, parts of Grovedale and the semi-rural areas to the southern boundaries of the City.

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

Andy is also interested in developing new employment opportunities to ensure the city’s prosperity into the future.

Andy has broad experience in the political and industrial relations fields, and led the successful Your Rights at Work campaign in 2007.

Cr Richards is involved in the following Committees:

Armstrong Creek Urban Growth Plan Steering CommitteeDisability Street Access Advisory CommitteeMunicipal Emergency Management Planning CommitteePlanning CommitteeBarwon Regional Waste Management GroupGeelong Regional Alliance (G21) Transport Pillar


Cr David Saunderson JP Cowie WardElected to Council: March 2001

Cr Saunderson represents the Cowie Ward which includes the suburbs of North Geelong, Bell Park, Bell Post Hill, Batesford and Hamlyn Heights.

David has always lived in Geelong’s northern suburbs and has previously worked as a journalist and as Electorate Officer. His main aim for Council is to deliver top quality services that meet the community’s expectations, as well as working to improve the community consultation process.

Cr Saunderson is involved in the following Committees:

Community Arts and Festivals Assessment CommitteePlanning CommitteeGeelong Regional Library Corporation DW Hope CentreWestern Heights Local School Proposal





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July 2008 to November 2008 Meeting Attendance

Name Ordinary Special Total

Cr Abley 9 - 9

Cr Ansett 10 - 10

Cr Brazier 8 - 8

Cr Farrell 10 - 10

Cr Harwood 9 - 9

Cr Katos 9 - 9

Cr Kontelj 8 - 8

Cr Macdonald 10 - 10

Cr McMullin 9 - 9

Cr Mitchell 9 - 9

Cr O’Connor 9 - 9

Cr Saunderson 10 - 10

December 2008 to June 2009 Meeting Attendance

Name Ordinary Special Total

Cr Abley 12 1 13

Cr Doull 12 1 13

Cr Farrell 11 1 12

Cr Fisher 12 1 12

Cr Granger 10 1 11

Cr Harwood 11 1 12

Cr Katos 12 1 13

Cr Kontelj 10 1 11

Cr Macdonald 12 1 13

Cr Mitchell 12 1 13

Cr Richards 12 1 13

Cr Saunderson 8 1 9

Council MeetingsCouncil meets on the second and fourth Tuesday of each month. Any changes to this cycle or any additional Special Meetings are publicised through the media. Meetings are open to the public and at the start of ordinary meetings public question time gives any member of the community the opportunity to freely ask a question on any Council-related matter.

Most meetings are held in the Council Chamber at City Hall at 7.00pm, however on a quarterly basis Council Meetings are held at venues around the municipality. This encourages greater access to the Councillors and the operations of Council.

During the 12 months to June 2008 Council Meetings have been held at the following locations:

Leopold Sportsmans Club, 26 August 2008

Drysdale, Potato Shed, 24 February 2009

Norlane, Centenary Hall, 12 May 2009

Council Meeting Attendance July 2008 – June 2009A total of 22 Ordinary and 1 Special Council Meetings were held during the period July 2008 to June 2009. The attendance record of Councillors is set out in the table below. Attendance is recorded in tables prior to and following Council Elections held in November 2008.



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Systemic Planning ProcessGather Data

Action Learning

Critical Success Factors

Sense Making

Information (IM) Research, community engagement

The Systemic Planning Process is based on the

concept of continual learning from past experiences and

actions in a strategic planning context.

It is designed to promote commitment and accountability and links community needs, corporate

strategic directions, plans and outcomes. It ensures that council decisions are evidence based and

establishes clear measures of performance to enable progress to

be assessed and reported.

Metrics Measure and report our progress

toward achieving outcomes.

Vision The Best Place to Live

Processes Review performance

and respond.

Strategic Outcomes What we are trying to achieve or influence in each strategic direction

Strategies Strategies / master

plans that support the Strategic Directions

Actions / Projects Priority Actions within

Strategies / Master Plans

Mission Building Relationships

Strategic Directions Plan of action to get from current,

to future state.Community Wellbeing,

Environment, Growing the Economy

City Plan Resouce Plan Annual Budget

Implement and Monitor An Agreed Vision

Develop Micro-Plans

Identify Gaps

How to Close the Gaps


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The Year in ReviewAt Council we pride ourselves on delivering a broad range of services and projects that meet the needs of our community, and continually look for innovative improvement opportunities. This section provides a snapshot of our achievements over the past 12 months.


Tens of thousands of spectators enjoyed action packed aerobatic displays at the 2009 Australian International Airshow held at Avalon. Photo courtesy of Rob Kysela.



July The UCI Road Cycling World Championships 2010 course was announced, incorporating some of Geelong’s best features such as the waterfront, Barwon River and the café precinct in Pakington Street.

Memory Bank, the first element of the major arts project Connecting Identities, was launched at the National Wool Museum. The exhibition featured a collection of over 40 short films and numerous written anecdotes capturing locals recollections of their lives in Geelong.

Construction commenced on the new $30 million Leisurelink Gym and Aquatic Centre; a state of the art facility at Waurn Ponds.

The City of Greater Geelong joined the State Government in the Global Skills for Provincial Victoria Program 2008-2010, in an effort to address the regional skills shortage.

August Library services in the Geelong region embarked on an exciting new era with the launch of Reading Revolution: New Generation Libraries – the Geelong Library Plan 2008-2013. This provides the direction and key strategies that will be undertaken over the next five years.

The new and improved Ocean Grove Skate Park at Shell Road Reserve was opened with a free youth event, including demo skaters, music by local DJs and a free barbecue.

Council adopted the revised Drug Statement Policy, which has a strong focus on partnerships and community engagement to ensure a whole-of-community approach to tackling drug and alcohol misuse within the municipality.

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A 36-panel solar array was installed on the roof of the National Wool Museum, as part of the City of Greater Geelong’s EcoChallenge program. The solar array represents the largest renewable energy installation in Central Geelong.

Council adopted the Guidelines for Walkable Coastal Environments, which will assist Council in prioritising footpath and infrastructure projects to encourage walking within coastal communities.

September The World’s oldest ship, the Doulos, docked at Cunningham Pier – its only Victorian destination on its last Australian tour.

The ground breaking Hatching the Past: Dinosaur Eggs and Babies exhibition was held at the National Wool Museum over the September school holidays, with 17,100 people attending over the 10-week period.

The Nine Network national breakfast show Today was broadcast live from Steampacket Place on the Geelong Waterfront, showcasing the region to a national audience.

The revised Municipal Strategic Statement was adopted by Council, to provide a concise, easy-to-use and strategically robust Local Planning Policy framework.

Following a $1 million upgrade, the Geelong West Library was reopened after 11 months of redevelopment providing a dynamic cultural and community hub and Customer Service Centre.

October The Victorian Seniors Festival Geelong was held over the month, with a record 12,500 participants getting involved in the 116 events and activities organised by local community groups, and coordinated by the City of Greater Geelong.

Several control orders were declared relating to the Domestic Animal (Dogs and Cats) Management Plan, including specifying areas within the municipality where dogs can be off leash, as well as an order requiring cats to be confined between sunset and sunrise from 1 July 2009.

The 2008 Children’s Week was successfully held, with more than 6,800 children, adults and volunteers getting involved in 48 separate local events and activities.

The popular Dell at Clifton Springs was reopened to pedestrians, with a new sealed walking path and new timber steps, greatly improving access and safety.

November A free community event attended by over 1,500 people was held to commemorate the 150th anniversary of the construction of Osborne House.

The City of Greater Geelong was allocated $2.6 million in the Federal Government’s Regional and Local Community Infrastructure Program, fast tracking several projects that will provide tangible community benifits and add stimulus to the local economy.

Geelong Otway Tourism announced that annual visitor expenditure in the region topped $1 billion for the first time.

The $1.8 million Youth Activities Area on the Waterfront was officially opened. The facility is designed to offer the region’s 44,000-plus youths a dedicated space for a wide range of sporting and recreation activities.

The City of Greater Geelong General Council Elections were held, with eight returning Councillors and four new Councillors elected.

A Snapshot of the Year’s AchievementsThis year has seen many milestones and events that Council and the community can be proud of. Below is a snapshot of just some of these achievements.



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December The much anticipated Bellarine Aquatic and Sports Centre was opened. The centre has proved very popular, with over 5,600 visits per week.

The Rudd Government held its first Victorian Community Cabinet Meeting in Corio, the biggest gathering of Federal Government Ministers in Geelong’s history.

St Hilliers was chosen as the preferred developer for the Haymarket Site in Myers St, with the proposal for the site including 10,282m2 of office space and car parking for 610 cars.

The National Wool Museum celebrated 20 years since it officially opened as one of the country’s most important bicentennial projects.

January The City embarked on a $305,000 campaign to save a number of significant trees within the municipality, which were at threat due to prolonged drought conditions.

Council renewed the three-year funding agreement with the Geelong Kindergarten Association, which provides management assistance to 32 local kinders.

The largest yachting regatta in the Southern Hemisphere, Geelong Week Sailing Regatta, was held over the Australia Day weekend on Corio Bay and the Waterfront, attracting over 450 yachts and 100,000 spectators.

The Geelong Night Markets, run by the Queen Victoria Market and Central Geelong Marketing, were held in Johnstone Park each Friday night throughout the month.

February The City of Greater Geelong launched the new Community Directory on the Geelong Australia website, enabling residents and the general public to access information on community groups, associations, clubs and services available within the municipality.

Waterworld Aquatic Centre received an eco-friendly upgrade, with the installation of a water treatment system expected to save around 90 per cent of backwashing water.

Council moved to guarantee the future of organised sport in the Lara area, endorsing the Lara Outdoor Recreation Studies Plan and Lara Recreation Reserve Master Plan.

Council committed to providing staff and equipment for the short and long term bushfire relief effort, to assist communities affected by the Black Saturday bushfires.

Unprecedented numbers flocked to the 27th annual Pako Festa on the last weekend of the month, the largest free celebration of cultural diversity in Australia.

March The City of Greater Geelong and the Department of Education and Early Childhood Development signed contracts for the transfer of land at Vines Rd, Hamlyn Heights, to allow for the development of the new Western Heights College campus and shared community facilities.

The 2009 Australian International Airshow was once again a huge success with tens of thousands of spectators enjoying action packed aerobatic displays and exhibitions.

City of Greater Geelong CEO Kay Rundle announced she would be taking up a new position as CEO at the City of Port Phillip, after more than six years at the helm of Geelong.

The Integrated Infrastructure Delivery Plan to guide the development of the Armstrong Creek Urban Growth Area was completed.

Geelong roads received a welcome funding boost from the Federal Government with the allocation of $7.8 million over five years, to improve local roads.

April The new Information Communications Technology Cluster was launched comprising of various public and private organisations, who will work together to facilitate ICT investment and secure jobs for Geelong.

Ford Australia opened its new $20 million Advanced Centre for Automotive Research and Testing in Lara, providing valuable encouragement for all sectors of the Geelong region’s economy.

The Point Lonsdale Structure Plan was adopted. The collaborative plan, which was developed by the City of Greater Geelong, the Borough of Queenscliffe and the Department of Planning and Community Development, contains directions on the key issues facing the local community.

Planning Minister Justin Madden announced land at the prospective Waurn Ponds Shopping Centre redevelopment would be re-zoned, clearing the way for the $50 million project to proceed.

May The second major event of the Connecting Identities project, Mouth to Mountain, was held. The 12-hour, 54-kilometre relay saw 96 community ambassadors representing our 12 wards carry water contained in story vessel sculptures, from the mouth of the Barwon River to the top of the You Yangs.

Whittington’s Early Learning and Family Centre @ Apollo was officially reopened following a major upgrade, including landscaping works.

The number of children participating in the Kids – ‘Go for your life’ program exceeded 20,000, with 121 primary schools, kinders and childcare centres now involved.

The City of Greater Geelong signed the Association of Bayside Municipalities Climate Change Charter. This sets guidelines for bayside councils to take a collaborative approach to responding to the anticipated impacts of climate change, and to protect and enhance our bay.

June Construction on the Leisurelink Gym and Aquatic Centre passed the halfway mark, with the structure complete, most of the walls and windows installed in the gym, and the 50-metre legacy pool from the 2007 World Swimming Championships fully assembled.

The makeover of Highton Reserve neared completion, with works including tree plantings, car park improvements, installation of a new playground, new park furniture, shared walkways, state of the art cricket nets and tennis court improvements.

New cycle lane treatments were undertaken in Central Geelong, with high friction coloured surface being installed at high profile intersections within the city.

The City of Greater Geelong played a central role in saving the iconic Geelong business Viridian Glass, and at least 60 local jobs.

A micro wind turbine was installed at Limeburners Point Boat Ramp, one of the first vertical axis models to be installed anywhere in Australia. The power generated will be fed back in to the electric power grid and used to power the boat ramp lights.



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Outstanding Achievements

Award Category/Award Service or project awarded

International

Australasian Reporting Awards Gold Award City of Greater Geelong 2007-2008 Annual Report

National

Environs Australia Sustainability Awards Outstanding Achievement in Sustainability by an urban or larger council - Silver Award

Geelong Healthy Waterways Program

2008 National Local Government Awards Excellence in Alcohol Management Geelong Safety Committee - Integrated Alcohol Management Project

2008 Australian Tourism Awards Visitor Information and Services category - Highly commended

Geelong Otway Tourism

2008 Australian Tourism Awards Meetings and Business Tourism – Finalist Geelong Otway Tourism

State

Heart Foundation Victoria Awards Implementation of Plans and Policies to Support Health

Reinventing an approach to Footpaths – implementing the Thinking Planning Map

Institute of Public Works Engineering Australia Commendation Award Geelong Waterfront Youth Activities Area

Keep Australia Beautiful Awards Clean Beaches Victoria’s Friendliest Beach Award - Finalist

Eastern Beach

SafeRoads 2008 Local Government Excellence Road Safety Award City of Greater Geelong Road Safety Programs

Municipal Association of Victoria’s Local Government Excellence Awards

Excellence in Information and Communications Technology – Individual category

Andrew Downie – City of Greater Geelong Information Techonolgy Manager

Planning Excellence 2008 Victorian Awards Social and Community Based Planning Leopold Community Hub and Strategic Footpath Network

Planning Excellence 2008 Victorian Awards Planning for Health and Wellbeing Walkability Toolkit: making walking not just possible but preferable

Social and Community Services Awards Leadership in Local Government Kay Rundle – City of Greater Geelong former Chief Executive Officer

Stormwater Excellence Awards Best Stormwater Management Initiative Balyang Sanctuary redevelopment

Victorian Aquatic and Recreation Awards 2009 Roejen Services Facility Management Award Kardinia Aquatic Centre

Victorian Coastal Awards Coastal Planning Award Guidelines for Walkable Coastal Environments

Victorian Coastal Awards Education Category – Finalist Limeburners Link

Victorian Early Years Awards Better access to Child and Family Support, Health Services, Schools and Early Education - Winner

Early Learning Centre@Rosewall

2008 Victorian Tourism Awards Meetings and Business Tourism - Hall of Fame Geelong Otway Tourism

2008 Victorian Tourism Awards Visitor Information and Services - Winner Geelong Otway Tourism

2008 Victorian Tourism Awards Specialised Tourism Services - Winner Geelong Otway Tourism

2008 Victorian Tourism Awards Young Achiever Award- Finalist Julie Nardi – Geelong Otway Tourism

2008 Victorian Meetings Industry Awards Regional Convention Bureau - Winner Geelong Otway Tourism

2008 Victorian Meetings Industry Awards Corporate and Social Responsibility - Finalist Geelong Otway Tourism

Regional

Geelong Business Excellence Awards Government Funded Award - Winner City of Greater Geelong Customer Service Team

Smart Geelong Researcher of the Year Awards Safer Communities Award Greater Geelong Cycle Strategy

In 2008-2009 the City of Greater Geelong, individual staff and community partnerships received a number of acknowledgements and awards, for excellence in innovation in the delivery of a range of services and projects.



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Financial Results

Recurrent Income 2004-2005

$M

2005-2006

$M

2006-2007

$M

2007-2008

$M

2008-2009

$M

Rates 88.5 97.8 106.9 115.4 124.5

Government Grants 30.9 31.3 31.9 35.0 41.7

Fees and Charges 39.6 40.6 44.3 50.9 51.3

Interest 1.3 0.7 1.5 2.1 1.5

Total 160.3 170.4 184.6 203.4 219.0

Recurrent Expenses 2004-2005

$M

2005-2006

$M

2006-2007

$M

2007-2008

$M

2008-2009

$M

Employee Benefits 61.8 65.6 69.1 73.1 78.7

General Works 54.0 56.3 60.3 67.8 70.2

Administration 9.1 10.8 10.0 11.8 11.7

Utilities 4.8 4.8 4.3 4.7 5.8

Depreciation 29.0 32.2 34.5 36.5 38.4

Total 158.7 169.7 178.2 193.9 204.8

Recurrent Result Surplus (Deficit)

2004-2005 2005-2006 2006-2007 2007-2008 2008-2009

$M 1.6 0.7 6.4 9.5 14.2

2004-05 2005-06 2006-07 2007-08 2008-09

15

Sur

plu

s (D

efic

it) -

$M

illio

n

12

9

3

6

0

14.2

9.5

6.4

0.71.6

The 2008-2009 recurrent result of $14.2 million represents 6.5 per cent of Council’s annual turnover and was achieved with regular operational review and tight cost controls across the organisation. Council budgets for a recurrent surplus as a source of funding for the capital works program and to ensure efficient use of rates, grant and fee income in providing services to the community. The recurrent result includes $4.6 million relating to incomplete discretionary projects that will be completed in 2009-2010 and the receipt of $4.4 million from the Grants Commission 2009-2010 allocation in June 2009.

Summary of Financial Results for 2008-2009 and Five Year TrendsThe following information presents financial results for 2008-2009. More detail is contained in the Standard Statements and Annual Financial Report starting on page 149.

The break up of recurrent income and expenditure details where Council receives its funds, and how those funds are spent. In 2008-2009 Council received 57 per cent of its recurrent income from rates. Council provides a diverse range of services with employee costs representing 38 per cent of Council’s recurrent expenditure.

Recurrent Result Further explanation of actual and budget results is provided in the Standard Income Statement on pages 152-153.



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2004-05 2005-06 2006-07 2007-08 2008-09

50

Sur

plu

s D

efic

it -

$Mill

ion

40

30

10

20

0

15.3

20.9

40.5

27.4

43.2

2004-05 2005-06 2006-07 2007-08 2008-09

30

$Mill

ion

25

20

10

15

0

12.5

15.9 16.614.7

26.2

2004-05 2005-06 2006-07 2007-08 2008-09

6%

5

4

2

3

1

4.764.40

4.835.08

1.73

Net Result Loans Debt Commitment

The 2008-2009 net result was $43.2 million.

The non recurrent income items included income for capital projects of $15.4 million, cash contributions from developers of $2.1 million and assets received from developers of $11.4 million. Over the past five years the Net Result has continued to be impacted by high levels of building and subdivision activity, providing Council with assets transferred from developers. The level of capital income includes unbudgeted grants received of $7.0 million.

Council took out a loan of $12.7 million in June 2009 to fund capital works (specifically the new Leisurelink Gym and Aquatic Centre and the Bellarine Aquatic and Sports Centre). This loan was approved by the Australian Loan Council and was included in the 2008-2009 Budget assumptions. An additional loan of $6.0 million for Leisurelink was deferred.

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 is used in loan servicing and after taking out the new loan, Council continues to have the capacity to meet its debt repayments. The reduction in the ratio is due to the repayment of an $18 million loan in June 2008.

2004-05 2005-06 2006-07 2007-08 2008-09

2.5

$ o

f cu

rren

t as

sets

per

$ o

f cu

rren

t lia

bili

ty

2.0

1.5

0.5

1.0

0.0

0.68

1.04 1.13

1.36

1.82

Cash and Investments

The closing cash balance at the end of 2008-2009 has increased to $53.1 million as a result of drawing down the loan of $12.7 million, receipt of the first installment of 2009-2010 Grants Commission allocation and the lower than expected capital expenditure. The cash balance covers Council’s long service leave obligation of $11.6 million and provides funds to complete the carry over capital works in the future.

Working Capital Ratio

The working capital ratio has improved in 2008-2009 due to the increase in the closing cash balance. Council continues to have a strong working capital ratio and capacity to borrow as required for future capital works.

2004-05 2005-06 2006-07 2007-08 2008-09

60

$Mill

ion

48

36

12

24

0

13.1

25.8

31.930.3

53.1

Financial Results



Assets

Council has an extensive capital works program to renew, upgrade and provide new assets to ensure the continuation and improvement of services provided to the community. Council spent $71.8 million on capital works in 2008-2009. This included:

Leisurelink replacement $11.2 million Road replacement and construction $10.0 million Bellarine Aquatic and Sports Centre $5.5 million Land purchases $5.4 million

Council’s captial expenditure was high in 2004- 2005 due to the developement of Skilled Stadium.

2004-2005

$M

2005-2006

$M

2006-2007

$M

2007-2008

$M

2008-2009

$M

Parks and Road Maintenance 21.3 22.6 20.8 23.6 25.1

Road and Footpath Works 10.4 9.0 10.6 10.3 12.7

Building Maintenance 3.0 2.8 2.9 3.4 3.5

Recreation Infrastructure 2.0 2.2 2.3 2.7 1.9

Community Infrastructure 0.2 0.2 0.3 0.3 0.3

Total 36.9 36.8 36.9 40.3 43.5

Infrastructure Maintenance and Renewal

Council budgets maintenance and renewal expenditure to maintain its assets in line with the priorities identified in its asset management plans. Expenditure on road and footpath works increased due to an increase in core funding.

2004-05 2005-06 2006-07 2007-08 2008-09

75

Cap

ital E

xpen

ditu

re $

M

60

45

15

30

0

61.5

38.9

49.152.4

71.8

Capital Program

Plant and vehicles $4.7 million Drainage replacement and construction $2.4 million Footpath replacement and construction $2.2 million Eastern Beach Seawalls $1.5 million Youth Activities Area $1.3 million IT asset replacements $1.1 million Drysdale Landfill Cell $0.7 million Customs House upgrade $0.7 million Thomson Reserve upgrade $0.5 million Parking Meters upgrade $0.5 million

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Construction of the new Leisurelink Gym and Aquatic Centre is over the halfway mark with the centre on target to open during the first half of 2010.



The following indicators provide data for comparisons with other Councils and the opportunity to assess our own performance. This enables us to initiate improvements in our service delivery and to build relationships with the community, businesses and government. A detailed version can be found on pages 147-148.

Indicator 2007-2008 2008-2009 Comment

Average Rates and Charges per Assessment

$1,156 $1,227 Increased in line with the population and housing growth and the budgeted rates increases.

Average Rates and Charges per Residential Assessment

$976 $1,029 Increased in line with the population and housing growth and the budgeted rates increases.

Average Liability per Assessment $555 $702 Increased due to the new loan of $12.7 million taken out in 2008-2009 and an increase in the Landfill Provision due to the timing of the proposed rehabilitation and the extension of the use of the site by one year.

Operating Result per Assessment $275 $428 Increased due to high surplus resulting from increased income from rates and grants.

Average Operating Expenditure per Assessment

$2,000 $2,082 Increased due to rise in payments to employees and increased depreciation costs.

Community Satisfaction Rating for Overall Performance of Council (Indexed mean)

60 60 Remains consistent with result for previous year.

Average Capital Expenditure per Assessment

$526 $711 Increased due to the commencement and/or completion of a number of large projects during the year including the Leisurelink facility, Bellarine Aquatic and Sports Centre, Eastern Beach Seawalls and Youth Activities Area.

Renewal Gap on all Assets $0.44 per $1 $0.54 per $1 Renewal expenditure increased from $15.6 million in 2007-2008 to $19.7 million in 2008-2009. As a percentage of total capital expenditure, renewal expenditure decreased from 29.7 per cent to 27.4 per cent in 2008-2009 due to the mix of projects and the level of expenditure on upgrade and new projects.

Renewal and Maintenance Gap $0.65 per $1 $0.72 per $1 The Capital Renewal and Maintenance Gap indicates that expenditure has increased in 2008-2009. Council will continue to address the level of maintenance and renewal in line with its Asset Management Plans.

Advocacy and Community Representation on Key Local Issues (Indexed mean)

61 57 The indexed mean declined from 61 in 2007-2008 to 57 in 2008-2009, with 69 per cent of respondents rating advocacy adequate, good or excellent, this being a 5 per cent drop from the previous year.

Engagement in Decision Making on Key Local Issues (Indexed mean)

56 53 The indexed mean declined from 56 in 2007-2008 to 53 in 2008-2009, with 57 per cent of respondents rating community engagement adequate, good or excellent, this being a 7 per cent drop from the previous year.

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Victorian Local Government Indicators Summary


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FdLooking Forward

In June 2009, Council adopted City Plan 2009-2013. This key document will guide Council’s strategic direction for the next four years. The following section details our new planning framework, the key funding priorities that represent Council’s long-term ambitions for the municipality, and just a few of the major projects that will come to fruition in the coming twelve months.


The 2010 UCI Road Cycling World Championships will be held in Geelong in September 2010. More than 720 competitors from 48 countries will compete and they will be watched by a worldwide television audience of some 400 million people.



Between 2004 and 2008 the City operated under a planning framework of nine pillars and two themes. This served us well but the changing economic, social and environmental landscape of our region has created new opportunities and challenges for our community.

Shaping Geelong’s Future

Based on research and consultation, Councillors and the Management Team have adopted three strategic directions which represent the key strengths required by our City to continue to prosper into the future. These strategic directions are Community Wellbeing, Growing the Economy, and Sustainable Built and Natural Environment.

We have identified 11 key outcomes to assist us to achieve our strategic directions. A series of measures have been developed to assess our progress. Each year we will review these outcomes and measures, giving us the flexibility to respond to the ever changing needs of our community.

This new planning framework has been incorporated in City Plan 2009-2013 (Council’s corporate plan) which was adopted in June 2009. We will report against this framework quarterly from September 2009 for annual actions and in the Annual Report for the 2009-2010 reporting period.

The following is a summary of the strategic directions and their outcomes:

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Outcomes: Plan and Develop the National Transport and Logistics Precinct: We will facilitate the National Transport and Logistics Precinct which is focused on strengthening our key existing assets such as Avalon Airport, the Port of Geelong, the Ring Road and Heales Road Industrial Estate. We will encourage new assets that compliment the existing assets, such as the proposed Intermodal at Lara.

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

Growing the EconomyObjective: Securing Geelong’s Economic Future

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

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

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

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

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

Future plans for the Geelong region take into account the economic, social and environmental needs of the municipality.



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

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

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

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

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

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

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Supporting the Delivery of our Strategic Outcomes To support the delivery of our strategic directions and outcomes we have identified several internal areas of focus. These are important as they not only guide us on how we service and communicate to our community, but also how we manage our staff and resources. We have set ourselves high standards to ensure that Geelong not only remains the best place to live, but that Council is the best place to work.

Customer focused organisation: Over the past five years we have worked hard to build a culture of listening, understanding and proactively responding to internal and external customer needs. Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective, and to maximise customer satisfaction. This is underpinned by our 21 Customer Service Commitments.

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

Safe work environment: We will provide a safe work environment by maintaining occupational health and safety (OHS) processes which meet and exceed current legislative standards, and by continually providing OHS training to all our staff.

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

Informed and engaged community: We will ensure the community is informed about matters that impact on their lives and have opportunities to participate in decision making processes by consulting widely and openly.

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

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Balyang Sanctuary is one of 114 listed wetlands in the Geelong region, some of which are listed under the Ramsar Convention of International Importance.



Council Funding PrioritiesOur Council has identified key projects for the municipality, each of which is recognised as having particular strategic importance for the future of the Geelong region. These priorities represent Council’s long term ambitions for the municipality. They do not replace or take precedence over the core functions of Council.

The priorities reflect the diverse needs within the municipality, ranging from large scale infrastructure development opportunities to grass roots community facilities. In identifying the priorities Council took into account the potential impacts of the current global financial climate, so economic stimulus and job creation are common themes.

The following is a summary of the City of Greater Geelong funding priorities. An update on the progress of each of these projects will be reported to the community on a quarterly basis.

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

The proposed Geelong Convention and Exhibition Centre would include a purpose built conference and exhibition facility designed to cater for 1,200 delegates, with 4,000m2 of associated exhibition space. The development would also have banqueting facilities including meeting rooms, a business centre and some retail outlets.

Benefits: Estimated delegate expenditure of $56 million per annum within the region.Creation of 600 construction jobs and 700 ongoing EFT positions.The facility is estimated to earn $350 million in the first 20 years.Offers a large flexible space for community use.Enhances and activates the Waterfront.

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The Geelong Future Cities Project – Arts PrecinctOverview: In partnership with the State Government, the Geelong Future Cities project aims to develop and implement a strategic, long-term, comprehensive master plan to create a precinct that enlivens the cultural life of the people of Greater Geelong and its visitors.

To date the project has attracted $7.9 million in funding from the State Government. This will go towards the upgrade of the Courthouse Arts; planning of an upgrade to the Geelong Performing Arts Centre; and planning for an integrated Geelong Library and Heritage Centre. The project also includes an extension of the Geelong Gallery and an upgrade of the surrounding public realm.

Benefits: Public sector investment will stimulate the regional economy.Significant increase in visitor numbers.State of the art facilities catering for a growing community.Collaborative cultural opportunities.

Yarra Street PierOverview: The former Yarra Street Pier was part of the Geelong Waterfront for more than 100 years until it was destroyed by fire in 1984. This project proposes to reconstruct the Yarra Street Pier providing a public facility that will enhance water access, major events, recreation, economic and tourism opportunities.

Benefits: Private investments will lead to job creation and further indirect economic stimulus. The significant economic benefit of the Geelong Week sailing event will increase. Tourism related retail and other service activities along with improved public access will add a more vibrant level of activity to Central Geelong and the Waterfront. Improved environmental conditions in Corio Bay.

Geelong Marine Industry ProjectOverview: The Geelong Marine Industry Project - which has been informed by the Osborne House Marine Precinct Masterplan - aims to develop an industrial marine precinct at St Helens on Corio Bay to support the recreational marine industry.

Included in the precinct would be manufacturing, maintenance / repair, storage and slip / lift facilities - accompanied by marine based retail, clubhouse and improved facilities for boating, as well as a restored Osborne House homestead.

Benefits: Stimulate job growth in the construction sector as well as creating permanent employment opportunities in the manufacturing, boating and tourism industries.Cater for the growing need for boating and marine industry facilities.Improved environmental outcomes.

The eastern edge of the Geelong Waterfront provides glorious views back towards the city.



Council Funding Priorities

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Heales Road Industrial EstateOverview: The Heales Road Industrial Estate, adjacent to the new Geelong Ring Road in Corio, is the most significant emerging industrial area west of Melbourne, and is expected to develop rapidly over the next five years.

Demand for high quality industrial land has outstripped supply, but with the servicing of a 327 hectare area of the Estate with roads and reticulated services, it will provide sites for a wide range of industries, maximising the area’s very large economic potential.

Benefits: Increased employment opportunities through the attraction of new industries. Provide stimulus to the local economy. Enhance the entry into Geelong. Compliments the National Freight and Logistics Precinct.

Ring Road Extension to the Bellarine PeninsulaOverview: A complete ring road facility through to the Bellarine Peninsula is a much sought after aspiration for our region. This link, including a possible river crossing is yet to receive commitment from the Federal and State Government and is currently a component of land use planning which is being undertaken as part of the Armstrong Creek Urban Growth area.

Benefits:The easing of east west traffic congestion through Central Geelong.Reduction of traffic through residential suburbs and townships.Increased tourism opportunities as a result of easier accessibility.

National Transport and Logistics PrecinctOverview: Freight and logistics are an industry sector which will continue to grow in Australia, and in particular the Geelong region. This project aims to develop transport links between the Heales Road Industrial Estate, the Geelong Port and Avalon Airport, and support a freight intermodal facility north of Lara.

Benefits: Employment opportunities across all sectors of the economy within our region. An intermodal facility would strengthen the precinct and give it enhanced national significance. Significant growth potential for new and existing business operations such as the Geelong Port and Avalon Airport.



Civic AccommodationOverview: Council’s administrative and civic functions are currently spread over a number of locations. This project will examine the potential to construct a single office building on a site that Council has acquired within the Western Wedge precinct.

Benefits: Improved customer service and business delivery through increased internal collaboration and communication.Energy and resource efficiencies.Long term cost saving due to significant reductions in rental and utility expenditure as well as costs saved on office refits due to growth and change.More efficient utilisation of staff and Council’s administrative functions.The economy will be stimulated through jobs created during construction and the freeing up of commercial space for further business investment.

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Transit CitiesOverview: The Transit Cities program is a State Government initiative to improve the use of public transport by promoting high density developments around public transport hubs such as the Geelong Railway Station.

An area bounded by Corio Bay, La Trobe Terrace, Ryrie Street and Moorabool Street known as the Western Wedge has been earmarked for redevelopment into a more intensive commercial and residential area.

Benefits:Better use of existing social and physical infrastructure including public transport.More efficient use of land and resources.A thriving local economy in a revitalised urban centre.A fairer city through reduced social disadvantage.

Armstrong CreekOverview: The vision for Armstrong Creek is a residential development that meets the highest standards of sustainable living. This is one of the largest strategic planning projects ever undertaken by the City and will provide for up to 22,000 dwellings and a potential population of 54,000 people.

An Integrated Infrastructure Delivery Plan has been developed to guide the planning for infrastructure such as roads and drains, as well as community and social infrastructure that fosters social interaction, health and wellbeing and an environmentally sustainable way of living.

Benefits:Growth is managed in a sustainable way and will provide for diversity in employment and social infrastructure.Creation of a potential 22,000 jobs.Additional construction jobs during the development stages.

The Geelong Ring Road has dramatically reduced travel times between Geelong and Melbourne.



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Council Funding Priorities

Community Renewal and RegenerationOverview: The City is currently involved in a number of whole of government responses to addressing disadvantage in parts of the municipality through improved social, economic, educational and physical environments. The key projects are:

Corio Norlane Neighbourhood Renewal – community development.

Corio Norlane Urban Renewal – upgrade of built environment, particularly public housing.Corio Norlane Schools Regeneration – consolidation and upgrade of educational facilities.Whittington Community Renewal.Portarlington Community Building Initiative.

Benefits:Increased community involvement in decision making and activities enhancing community pride.Improve the built environment and create community employment initiatives.In Corio and Norlane, increased mix of public / private housing providing for a potential population increase of up to 30,000.In Corio and Norlane, new and remodeled schools serving as community hubs, including children’s services, community services and an adult learning precinct.

Mineral Springs SpaOverview:The natural mineral water present beneath Corio Bay presents a unique opportunity to further enhance the Waterfront precinct. To capitalise on this untapped source, Council proposes to establish a therapeutic mineral springs spa and bath house utilising naturally occurring mineral water that currently emanates from the coast embankment at Eastern Park.

Benefits:Increased health and wellbeing opportunities for the local community.Increased tourism in the region adding stimulus to the local economy.Major investment through private development and operation.

Community InfrastructureOverview: Council currently provides more than 150 kindergartens, senior citizens centres, libraries and community centres. A strategic approach to social infrastructure planning is being adopted due to these numerous ageing facilities becoming increasingly less fit for purpose and the requirement for additional facilities due to growth.

Area specific social infrastructure plans will be developed with local communities. Implementation will be over the long term and will respond to greatest need and will take advantage of partnership and government funding opportunities.

Benefits:Upgraded community infrastructure which meets service provision and environmental standards.Greater equity across the municipality.A greater “sense of place” which builds community identity and spirit.Easier access by grouping together services and working in partnership with other organisations.

For further information please referto the Council Funding Priorities

2009 document on www.geelongaustralia.com.au


CITY OF GREATER GEELONG/ COUNCIL FUNDING PRIORITIES/ 2009

WWWWW.W.GEEELOONGAGAUSTRTRALIA.COM.AU

Council owns and maintains 761 buildings including over 150 maternal child health centres, kindergartens, senior citizen centres, libraries and community centres.



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The City will embark on an ambitious program of actions in the coming year. Three of the major projects that will come to fruition during this time are the planning for the 2010 UCI Road Cycling World Championships, the opening of the new Leisurelink Gym and Aquatic Centre, and the first stage subdivision of Armstrong Creek.

The Year Ahead

2010 UCI Road Cycling World Championships

Leisurelink Gym and Aquatic Centre

Tour de France stars and Olympic champions are bound for Geelong - host city of the 2010 UCI Road Cycling World Championships.

The world championships, which will be staged in September 2010, are contested by national teams similar to the Olympics. We will see Australia’s best cyclists don the green and gold and compete as a team against the best from Europe, Asia and North America. More than 720 competitors from 48 countries are expected to compete in this event which is second only to the Tour de France in terms of importance and prestige in international cycling.

The new Leisurelink Gym and Aquatic Centre being built at Waurn Ponds has now passed the halfway mark.

People driving past can really gain an appreciation of the scale of this fantastic facility. The new Leisurelink will cater for all – from people learning to swim to lap swimmers, and those keen to splash around the adventure park, enjoying the Gold Coast theme park style waterslides. There will also be a massive gym with group exercise rooms and a crèche.

The structure is complete, most of the walls and windows have been installed in the gym and the 50-metre legacy pool from the 2007 World Swimming Championships is now fully assembled. A state of the art underground backwash water recycling system has also been set up.

Geelong won the right to host the championships in part because of its challenging circuit that takes in the hills south of the Barwon River as well as our beautiful waterfront and downtown area.

Cycling already features strongly on our annual events calendar with Geelong having staged the opening round of the UCI Road Cycling Women’s World Cup for many years as well as the very popular Bay Cycling Criterium series which attracts leading professionals each year.

Cycling in Europe attracts a fanatical following. The 2007 world championships at Varese in northern Italy were covered by 105 television stations, equating to a world wide audience of some 400 million people.

The City of Greater Geelong has provided $28 million for the new Leisurelink and the State Government has contributed $2 million plus the 50-metre legacy pool. A $248,000 grant from the Australian Government’s Community Water Grants program will cover the costs of the backwash recycling system and a water harvesting system, which will be set up in the roof.

This is the biggest sports and leisure project ever undertaken by Council and the new facility will be a vital community asset, utilising the latest environmental technology.

The new Leisurelink is expected to open early in 2010.

Features of the new Leisurelink will include:

An eight lane 50-metre competition standard swimming pool with ramp access and boom enabling it to be divided into two 25-metre pools.

In addition to the television audience, it is anticipated that about 250,000 visitors and locals will be in Geelong not only watching the racing, but also taking part in the many community events that will be on offer. The estimated economic benefit of this major event to Victoria and Geelong is around $80 million.

This is a fabulous coup for Geelong and recognition of our reputation as a major events venue.

Mark the dates 29 September to 3 October 2010 in your diary. The world is coming and you can see all the action for free, right here in Geelong.

A state-of-the-art gym and aerobics complex with greater floor space, group exercise rooms and a wider range of equipment.

Cannon Bowl Waterslide: A 12-metre to 15-metre high slide featuring a large bowl which swirls swimmers around before dropping them out of a hole into a pool.

The Black Hole Waterslide: A 12-metre to 15-metre high twisting tube ride in total darkness until swimmers reach the final splashdown.

Water Adventure Park featuring water cannons, an overhead tipping bucket and a spinning water wheel.

Kids’ splash pad: rubber flooring play space with water shooting from fountains and jets at random.

A learn to swim pool. A hydro pool with ramp access. Spa/Sauna. Multi purpose rooms. Separate pool and gym change facilities.



Armstrong CreekGeelong’s largest growth area, Armstrong Creek will be home to approximately 55,000 people. Safe, quiet streets, walking and cycling paths and closeby schools and shops will promote neighbourly connections. The vision for Armstrong Creek is one of sustainability, responsible and smart growth.

Two employment precincts will provide for a diverse range of employment, with home-based businesses encouraged. Armstrong Creek is set to deliver 22,000 jobs across both traditional and emerging industries.

Activity centres will provide a heart to residential areas focusing on co-location of services - business and retail, education, recreation, health and wellbeing.

Armstrong Creek is located south of the Warrnambool - Melbourne rail line and stops short of Mount Duneed Road leaving the ridge of hills as a natural boundary and backdrop to the development. The western edge reaches to Ghazeepore Road and the eastern boundary extends past Barwon Heads Road in the Marshall area.

The City of Greater Geelong and the Department of Planning and Community Development have prepared an Integrated Infrastructure Delivery Plan in conjunction with other agencies.

Measures will be put in place to ensure the new community is as environmentally sustainable as possible. Sustainable use of water will feature at all levels from water sensitive urban design principles through to the provision of critical infrastructure such as water tanks, wetlands and water storage ponds. Where possible street, park and facility lighting will use solar technology and residential lots will be orientated to maximise passive heating and cooling.

Armstrong Creek will have a web of walking and cycling paths so that residents are not dependent on cars to get around. Roads will give higher priority to pedestrians and cyclists.

The planning takes into account future extension of existing rail services including a possible rail connection to Torquay, a station west of the growth area, and a future east-west road link from the new Geelong Ring Road to the Bellarine Peninsula.

Planning for this development commenced in 2005, with the first lots expected to be available in 2010.

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For more information on whatplanned for the year ahead pleas

refer to City Plan 2009-2013 awww.geelongaustralia.com

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The Year Ahead

Geelong’s largest growth area, Armstrong Creek will be developed into a sustainable community that sets new benchmarks in best practice urban development.


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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. The following section outlines our organisation structure, operational highlights and the key achievements in human resource management over the past 12 months.


Council supervises 184 school crossings across the municipality, the largest service of its kind in Victoria.



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Councillors Community

Interim Chief Executive Officer

Stephen Griffin

Research and Policy Advisor to the CEO

Fiona Dunbar

Marketing and Administration John Brown

(Acting)

Corporate Strategy and Property Services

Lindsay Allan

Financial Services Mike Kelly

Organisation Development

Howard Oorloff

Information Technology

Andrew Downie

Customer Service and Councillor Support

Tim McDonald

City Development Joanne Van Slageren

Planning Strategy and Economic Development Terry Demeo

Aged and Disability Services Karen Pritchard

Arts and Culture Kaz Paton

Community Development

Paul Jamieson

Family Services Robert Were

Health and Local Laws

Gen Hindman

Central Geelong and Waterfront

Steve Bentley

Tourism Roger Grant

Urban Design Felix Hemingway

Engineering Services David Hannah

Environment and Natural Resources

Bernie Cotter

Infrastructure Operations

Darren Martin

Parks and Support Services Brendan Gaudion

Sport and Recreation Paul Jane

Capital Projects Mark Gallon

Leisure Services Malcolm Kuhn

Internal Audit and Ombudsman Office

David Lee

Corporate Services Jeff Wall(Acting)

Economic Development and Planning Kate Sullivan

Community Service Irene

McGinnigle

Major Projects Stephen Wright

City Services Dean Frost

(Acting)

Community Infrastructure

and Recreation Dean Frost

As at 30 June 2009, the City’s management structure comprises an executive management group, and a senior management group.Executive management consists of the Chief Executive Officer and six general managers who oversee policy, strategic direction and overall management of the organisation. There are 24 departments each of which is overseen by a senior manager, who are responsible for the organisation’s day to day operations and strategic management.

In May 2009 Stephen Griffin was appointed to the role of interim Chief Executive Officer, following Kay Rundle’s resignation. Stephen has since been appointed Chief Executive Officer of the City of Greater Geelong, on 11 August 2009 (This has been disclosed in Note 36 – Events Occurring after the Balance Date).

Organisation Structure


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Council prides itself on delivering outcomes that serve residents’ needs through committed, motivated, enthusiastic, well trained and well resourced staff. We aim to foster a culture that embraces a consistent set of behaviours that reflect what we all truly value and believe in to deliver effective and efficient outcomes for our community.

Our Values and Behaviours

IntegrityWe will:

Act on our commitments. Be open, transparent, ethical and

honest in our actions. Share information.

Innovation We will:

Look for and implement better ways of doing things. Be open to learning. Be responsive to the changing needs of the community.

ResponsibilityWe will:

Be accountable for our decisions and everything we do. Take pride in the job we are doing. Be loyal and support our work colleagues and organisation. Take responsibility for problem solving.

RespectWe will:

Listen and seek to understand the views of others. Be considerate and courteous. Recognise everyone’s contribution and value a job well done. Build positive relationships.


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



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Chief Executive Officer Kay RundleChief Executive Officer from 17 March 2003 to 15 May 2009B.Soc.WorkG.Dip.ComputingG.Dip.Bus.M.Bus

Kay Rundle commenced as Chief Executive Officer with the City of Greater Geelong on 17 March 2003 and was the first female to be appointed to this position at the City. Kay left her position here on 15 May 2009 after more than six years in the top job to take up an appointment as Chief Executive Officer at the City of Port Phillip.

Having been responsible for so many services in a municipality the size of the City of Greater Geelong, Kay had an excellent ability to understand the technical aspects of disciplines as diverse as engineering to community development.

Kay’s legacy not only includes the many physical developments we see in the Geelong region today, but in her management style. One of her many achievements includes developing a working culture at the Council where staff are inspired to not only follow a leader but innovate and improve things themselves.

Stephen GriffinInterim Chief Executive Officer from 15 May 2009B. Applied ScienceDip EdG Dip Local Government Management MBM

No doubt, many staff and managers at the City will continue to use her as a benchmark for excellence in the months and years to come.

There is no doubt that Kay’s contribution has played a major part in the ongoing success we have enjoyed in the Geelong region in recent years.

Stephen Griffin commenced as General Manager of Corporate Services at the City of Greater Geelong on 14 July 2008. In May 2009, Stephen was appointed to the position of interim Chief Executive Officer replacing Kay Rundle following her departure.Stephen started his career as a teacher and taught at a number of schools in Geelong.

He then changed careers taking up employment at the City of Melbourne where he worked in a number of areas within the

Community Services area. Following his stint with the City of Melbourne he joined the Wyndham City Council in 1994. He worked within the Community and Corporate Services divisions and was the Director of Corporate Services before joining the City of Greater Geelong.

Stephen has been employed in local government for 21 years and is a member of a number of State Government committees focussing on various issues in the Geelong region.

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

Geelong became a Local Government entity under the Incorporation of the Town of Geelong Act (an Act of NSW Parliament) on 12 October 1849, after being gazetted as a town in 1838.



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Divisional Operational Performance

Jeff WallActing General Manager from May 2009MBAG Dip ManagementC Bus Stud (Acc)

Stephen Griffin joined the Executive Management Team on 14 July 2008. In May 2009, Stephen was appointed to the position of interim Chief Executive Officer, at which time Jeff Wall assumed the position of Acting General Manager of Corporate Services.

Corporate Services is essentially an internal support provider and is integral to ensuring that Council continues to deliver efficient and quality services to our community.

Stephen GriffinGeneral Manager July 2008 - May 2009B. Applied ScienceDip EdG Dip Local Government Management MBM

Functions provided by this division include:

Corporate Strategy

Customer Service

Financial Services

Information Technology

Communications and Marketing

Governance and Administration

Risk Management

Major Events

Organisation Development

Council facility maintenance and leasing management

Quick facts: Division’s EFT Staff: 165 Revenue ($000) $157,771Expenditure ($000): $34,161 Assets ($000): $160,149

Operational Achievements:Launch of Council’s new intranet.

Improved Council communication to the community via various media such as the new Community Update newsletter, Annual Calendar, Corporate Documents and Brochures and redesigned Geelong Australia website.

Completion of Vines Road Community Centre land transaction with Department of Education and Early Childhood Development.

Development of Councillor Induction program and kit in time for November Local Government elections.

Rollout of online employee self service system.

Delivery of a responsible 2009-2010 Budget and 2009-2013 City Plan.

Corporate Services

Geelong’s major events calendar injected well over $50 million into the local economy in 2008-2009.



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Dean FrostActing General Manager from April 2009B.App.Sci. (Human Movt)G.Dip.Bus AdminMBA

Peter Reeve commenced with the City on 13 September 2004 and resigned on 9 April 2009. Peter was an excellent contributor to the City and to the wider community. His commitment to addressing environmental concerns, public transport, and excellence in service delivery are only some of his passions in his time with us. Peter leaves Council with many achievements and has been a shining example of true “customer/community” service.

Dean Frost assumed the position of Acting General Manager of City Services after Peter’s departure and he is responsible for both the planning and operational elements of City Services.

Peter ReeveGeneral Manager (resigned) Dip CEMunicipal Engineering CertificateFIE Aust


Engineering Services

Asset and Traffic Management

Environment and Natural Resources

Infrastructure Operations (including road and footpath infrastructure construction and maintenance)

Parks and Support Services

Waste Services

Quick facts: Division’s EFT Staff: 363 Revenue ($000): $30,568Expenditure ($000): $90,709 Assets ($000): $976,283

Operational Achievements:Tree Management staff participated in the Black Saturday bushfire clean-up including tree condition assessment works.

Greenhouse Response initiatives commenced reducing Council’s greenhouse gas emissions.

Drought recovery and water saving program continued including ground surface conversions and water harvesting programs.

The provision of weekly garbage and fortnightly recycling and green waste collection services to 91,500 homes and 1,693 commercial properties

Completion of over $10 million in recurrent and renewal works programs and the $1.2 million Roads to Recovery Program.

$8.3 million in sub divisional assets input into Council’s asset register throughout the year.

Divisional Operational Performance

The City of Greater Geelong storm water drainage network consists of 1,562 kilometres of storm water drainage pipes, 48,300 water collection pits and 121 retarding basins.



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Kate Sullivan joined the Executive Management Team on 10 August 2005. From June 2008 to March 2009 she was the General Manager of the Development Sustainability division. This division was then restructured to enable Council to focus more strongly on the economic development of the city, in response to the pressures of the Global Financial Crisis.

As General Manager of Economic Development and Planning, Kate is responsible for focusing on key projects and new businesses interested in moving to Geelong, as well as continuing to responsibly manage land use and development within the municipality.

Kate SullivanGeneral ManagerB.Applied Science in PlanningG.Cert. Performance Management


City Development (including statutory planning, building services and subdivisions)

Economic Development

Planning Strategy (land use)

Quick facts: Division’s EFT Staff: 125 Revenue ($000): $5,716 Expenditure ($000): $8,245 Assets ($000): $22,215

Operational Achievements:Drysdale/Clifton Springs Structure Plan, Point Lonsdale Structure Plan, Fyans Street/West Fyans Street Structure Plan and the Lara Structure Plan review all adopted in 2008-2009.

The Integrated Infrastructure Delivery Plan to guide development of the Armstrong Creek Urban Growth Area was adopted by Council in March 2009.

Improved efficiencies resulting in quicker turnaround times in issuing planning permits.

Building approvals valued in total at $736 million issued in 2008-2009.

Together with the national business consulting and advisory firm Deloitte and other key stakeholders, Council facilitated the retention of the Viridian glass manufacturing operation in Geelong.

Commenced development of Geelong: Open for Business campaign.

Retail trade generates almost $2 billion annually and employs just over 16 per cent of the regions total workforce.



Major Projects

Stephen WrightGeneral ManagerDip CEMunicipal Engineering Certificate G.Dip Bus. GAICD

Stephen Wright joined the Executive Management Team on 21 July 2003. Stephen is responsible for the supervision and implementation of major projects and the development and management of Central Geelong and the Waterfront. He oversees the Western Wedge development, as well as Tourism and Urban Design.


Major Projects Development

Urban Design

Central Geelong and Waterfront Management

Tourism Services

Operational Achievements:

In an innovative first for domestic tourism, the ‘Fling & Win’ campaign featuring Spike the Echidna was launched during the year. The objective of the animated game was for players to propel Spike as far as possible down the Great Ocean Road. The game background highlighted icons of Geelong, The Bellarine, Surf Coast and Otways ending at the 12 Apostles. This was an innovative way to increase awareness of the region and build a database for use in future campaigns.


The completion of streetscape works in the Western Wedge precinct including Deakin Terraces and commencement of works around the TAC precinct. These works were jointly funded by Council and the State Government Transit Cities Program.

Decking works (stages one, two and four) along the Waterfront near the Carousel have been completed.

The Waterfront Youth Activity Area was completed offering a dedicated space for a wide range of sporting and recreational activities for our youth.

Ritchie Boulevard embankment stabilisation works completed making safe 100 metres of this heritage asset.

CCTV upgrade in Central Geelong from seven cameras to 18, contributing to a 35 per cent decrease in criminal and anti- social behaviour.

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$2.1 million was spent on renewing several of Geelong’s streetscapes in 2008-2009.



Community Services

Irene McGinnigle joined the Executive Management Team on 4 August 2003. Irene is responsible for departments which ensure the health and wellbeing of the community. Departments under her supervision provide cultural and community programs and services to the diverse community.


Aged and Disability Services

Arts and Culture

Historical Records

Community Development

Community Facilities

Youth Services

Family Services (includes Family Day Care, Maternal Child Health, City Learning and Care and Parenting Support Services)

Health and Local Laws

Irene McGinnigleGeneral ManagerDip.LibBAG.Dip ManagementG.Dip Soc Science

Operational Achievements:Youth Strategy actions implemented throughout the year including the launch of the Piercing Truth magazine and the L2P Mentor Program.

The Regional Drug Action Plan was launched, focusing on prevention and shifting cultural attitudes to drug and alcohol use.

Successful implementation of Transition to School Pilot Project, including development and distribution of 200 resource kits and five professional development forums held.

The School Holiday Program was expanded during the year with the establishment of a fifth service in the northern suburbs.

418 Meals on Wheels volunteers delivered 127,000 meals in 2008-2009.


311 Community Care workers across the City delivered services to almost 8,000 clients, including 123,122 hours in home care, 50,437 hours in personal care and 33,705 hours in respite care.

Food and Health Act inspections were completed on all 2,126 registered premises within the municipality.

The 2008-2009 mosquito management program was successfully undertaken, with almost 2,400 hectares of mosquito breeding sites treated aerially.

37,954 people visited the National Wool Museum, the highest attendance in nine years. Major exhibitions included the Hatching the Past: Dinosaurs Eggs and Babies, Jan Mitchell and the Bollards, and the Scarf Festival.

The Geelong Heritage Centre provided a valuable resource for local historians, with 6,635 people using the facility.

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Over 8,900 children in the municipality were provided with a maternal child health service in 2008-2009.



Community Infrastructure and Recreation

Dean FrostGeneral ManagerB.App.Sci. (Human Movt)G.Dip.Bus AdminMBA

Dean Frost joined the Executive Management Team on 29 October 2007. Dean is responsible for the management of Council’s capital works program (Community Infrastructure) and the management of a broad range of recreation and leisure services including our aquatic centres and the numerous open space assets within our municipality.


Sport and Recreation Services and Facilities

Capital Projects Management

Leisure Services (including aquatic centres and leisure centres)

Operational Achievements:Completion and opening of the Bellarine

Aquatic and Sports Centre, and the continued construction of the new Leisurelink Gym and Aquatic Centre.

Council’s management of sports grounds and reserves during Level 4 Water Restrictions saw community sport in the region continue without interruption. The City of Greater Geelong is now seen as one of the state leaders in turf management and water reuse projects for turf sports.

Completion of Master Plans for King Lloyd Reserve, Ervin Reserve, Hume Reserve, Stead Park, Anakie Recreation Reserve, Lara Recreation Reserve, Queens Park, Aldershot Reserve and Ash Road.

The Queens Park Golf course tee replacement project, and drought recovery projects at Kardinia Aquatic Centre and Waterworld Leisure Centre were completed.


The Capital Projects department completed 88 per cent of planned community infrastructure and recreation projects in 2008-2009. This included a variety of projects such as the North Geelong Football and Netball Club Pavilion upgrade, Drysdale Reserve redevelopment, Lake Lorne Pony Club new dressage ring, disability access works at Normanby St Preschool and Barwon Heads Senior Citizens Centre, the upgrade of Belmont Park Pavilion and many playground upgrades and developments.

Learn to Swim enrolments at Council’s Aquatic centres increased by 30 per cent to 14,380. This included 1,200 in the six months of operation of the new Bellarine Sports and Aquatic Centre.

Active Adult Memberships (over 55-year- olds) at Council’s Leisure Centres increased by 74 per cent from 744 in 2007-2008, to 1,296 in 2008-2009.

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$11.5 million was spent on upgrades and renewals to Council’s recreation and leisure infrastructure assets in 2008-2009.



2008-2009 Initiatives

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Human Resource Management In order to achieve the organisation’s goals and objectives, the city strives to foster a dynamic environment that enables each employee to fulfill their potential. As one of the regions largest employers, Council seeks to be an employer of choice through the many strategies and programs that address individuals’ career aspirations and personal wellbeing, while at the same time creating a productive, healthy, customer-focused and enjoyable workplace.

A range of employee related initiatives were undertaken in the past 12 months to improve recruitment and retention and further develop our organisation’s capability to thrive in the future. Some of these included:

Department Induction KitsIn 2008-2009 a formal department induction manual was developed, to be utilised when each new employee first joins Council.

The department manual aims to ensure that all the information new staff need to know in their first week is delivered to them upon their commencement with the City. This complements the formal Council induction which every staff member participates in within their first four weeks of employment.

Equal OpportunityCouncil is committed to Equal Opportunity in the workplace and has policies and procedures in place to ensure that all staff members are treated fairly and decisions are based on merit. Over 24 months, Council has rolled out a comprehensive skill based learning program for all staff in preventing discrimination, harassment and bullying in the workplace. This program has now been produced on a DVD that will be incorporated into the induction program for all new staff.

Employee Assistance ProgramThe Employee Assistance Program (EAP) is a confidential, short-term focused counselling service offered to any employee and their family who are experiencing difficulties that affect their wellbeing, work performance, or enjoyment in the workplace, as well as issues and concerns of a personal nature. Throughout 2008-2009, 112 people were assisted through this program.

Well 4 Life ProgramThe aim of the Well for Life Program is to make healthy living a priority for all staff with a range of activities offered to employees. This contributes to a healthier and happier workforce, resulting in improved productivity, service levels to the community, and staff retention.

Following internal consultation throughout the year, a number of activities were designed to meet staff needs including nutrition information sessions, women’s and men’s health seminars, Beyond Blue information session, parenting seminar, financial planning and retirement session and introduction to yoga.

Learning and DevelopmentThe City of Greater Geelong is committed to providing all employees with equal access to occupational and personal development and learning opportunities. This not only assists them in achieving their career potential, but also promotes the development of a workforce which has the knowledge and skills necessary for the effective and efficient functioning of the organisation.

Over $1 million across the organisation was spent on training and development in 2008-2009.

One of the highlights of the 2008-2009 training calendar was the introduction of the ACCELER8 Emerging Leaders Program, which provides an opportunity for eight permanent employees to attain practical leadership skills across a number of areas. This program is an initiative created to enhance the organisation’s career succession planning and attraction and retention strategies.

Improved Recruitment ProcessesFollowing a review of council’s recruitment procedure, a number of improvements were implemented including the introduction of an online recruitment module and revised internal forms to streamline the process. This has improved the ability to recruit in a more timely manner, reducing the impact on teams covering additional workloads.

Enhanced Internal CommunicationsAs part of the internal communications strategy, the City of Greater Geelong distributes a number of communications internally, to strengthen staff connectedness and facilitate the sharing of information. This includes:

Interlink - a bi-monthly staff newsletter circulated to all employees, addressing recent activities and organisational goals and objectives.

The OD Informer Online Newsletter – circulated to all department managers and coordinators to keep them informed on the latest human resources information and advice to assist in managing their staff.

Councillor Weekly Update – a weekly email communication broken down by ward, comprising information from each division on key issues, decisions, project updates or matters that Councillors and Council staff should be aware of.

Performance Appraisal Procedure As part of Council’s planning process, in the past 12 months each employee of the city received an annual appraisal on their performance in carrying out their work plan tasks. Each review is strongly focused on how the employee reflects Council’s values and corporate behaviours. Future tasks, goals and aspirations are also discussed, along with potential learning and development opportunities.



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Human Resource Management

Council is committed to ensuring that work is undertaken in a way that ensures the continued health and safety of all employees, contractors and the public.

This is achieved through the use of procedures, guidelines and OHS management tools contained in a safety management system known as CitySafe. During 2008-2009, Council implemented a number of programs and initiatives to address specific issues including:

Development and implementation of a three year strategy to identify and control the root causes of injuries to Community Care Workers.

A review of emergency plans and evacuation procedures of all Council facilities.

Continuation of the two-year CitySafe compliance audit program.

Development and implementation of new management procedures to provide guidance in relation to workplace OHS induction and requirements for OHS consultation.

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

Corporate OHS training sessions, with 657 participants attending (equating to 2,064 hours). These statistics do not include the many job specific health and safety training activities that are carried out by individual departments.

Health and Safety PlansEach department within the City of Greater Geelong is required to have a department-specific Health and Safety Plan. These are an integral part of the organisation’s OHS planning process. The continued improvement and implementation of Health and Safety Plans for all departments ensures that hazards associated with daily tasks are identified and appropriate control measures are put in place to address them.

Occupational Health and Safety

Committees ReviewThe City’s OHS Committees continued to meet regularly. The committees, in conjunction with trained Health and Safety Representatives, ensure effective OHS communication across the organisation. The City conducts regular information sessions and discussion forums during the year for its elected Health and Safety Representatives.

During 2008-2009 Council’s City Services division undertook a detailed review of its committee and representative structure. The purpose was to ensure it continues to align with the organisation’s structure, and was reflective of employees’ requirements for providing health and safety consultation, information and awareness.

Formal Council induction sessions are held monthly for all new staff members.



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Total Headcount by Year Percentage of EFT by Employment Type

2004-05 2005-06 2006-07 2007-08 2008-09

1500

EF

T 38

ho

urs

per

wee

k -

tota

l

1200

900

300

600

0

1169 1200 1219 1236 1266

2004-05 2005-06 2006-07 2007-08 2008-09

2500

Tota

l

2000

1500

500

1000

0

2107 2056 2067 2095

2267

The City of Greater Geelong is one of the region’s largest employers. As at 30 June 2009, the City employed 2,267 people, or 1,266 equivalent full time staff.Staff turnover during 2008-2009 was 12.6 per cent, which was considerably lower than the past three years.

Annual Equivalent Full Time staff* by Year

Age Spread of Employees (by headcount)

Gender Composition of Employees (by headcount)

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

1 EFT can be made up of a number of positions i.e. two people working 0.5 (EFT).

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 the retirement phase of their lives.

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

Indicates the split between males (total 802) and females (total 1,465) in the various levels of employment within the city.

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

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

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

650

Ag

e S

pre

ad o

f E

mp

loye

ss (

by

hea

dco

unt)

520

390

130

260

0

305359

470

603

428

102

Executive Management

Department Management

Co-ordinators Other

1500

Gen

der

Com

pos

ition

of E

mp

loye

es (b

y he

adco

unt)

1200

900

300

600

03 19 33 18

747

1,441

42

65.1%

6.5%

28.4%

66.2%

28.0%

5.8%

2007-2008Full-time 66.2%Part-time 28.0%Casual 5.8%

2008-2009Full-time 65.1%Part-time 28.4%Casual 6.5%

Staff Profile

Male Female



Employee Excellence Awards

Month Name Department

July 2008 James Foran - Corporate Applications Support Information Technology

August 2008 Jack McAllister - Leisure Services Officer/Group Exercise Instructor Leisure Services

September 2008 Steve Adams - Strategic Development Coordinator Parks and Support Services

October 2008 Michelle Secombe - Centre Director, City Learning and Care Family Services

November 2008 Hinga Fletcher - Coordinator Ancillary Services Aged and Disability Services

Dec 2008 - Jan 2009 Kara Brooks-Koochew - Centre Manager, Bellarine Aquatic and Sports Centre

Leisure Services

February 2009 Team Award Paul Cotter - Recreation Open Space Officer Richard Dilena - Maintenance Officer Parks North Zone David Goldie - Senior Capital Projects Officer Rachel Cairns - Water Infrastructure Officer Anne Miller - Water Management Officer Brett Allen - Senior Capital Projects Officer

Sport and Recreation, Parks and Support Services, Capital Projects and Engineering Services

March 2009 Team Award Tree Management Unit including: Ian Rogers - Tree Planner Daniel Robins - Team Leader Tree Maintenance Steve Ciezarek - Woodchipper Operator Pat Hancocks - Team Leader Tree Maintenance Ben Collett - Woodchipper Operator Shaun Turner - Team Leader Tree Maintenance Chris Beynon - Woodchipper Operator Sam Eddy - Conservation Reserves Team Leader Glenn Woollard - Travel Tower Operator Danielle Blake - Agency Alan Burns - Tree Maintenance Operator Joe Bereza - Tree Maintenance Operator Tim Kootstra - Tree Maintenance Operator


April 2009 Team Award Infrastructure Operations & Waste Department Unit including: Patrick Powell - Supervisor Works South Zone Cameron Littlehales - Senior Team Leader Works South Zone Peter Troeth - Driver/Labourer Duty Truck South Zone


May 2009 Amanda Stirrat - Go For Your Life Project Officer Family Services

June 2009 Lisa Stillman – Finance and Administration Officer Jo Vincent – Executive Assistant Major Projects

Urban Design, Major Projects

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This program is designed to reward and recognise individuals and teams for their exceptional performance in customer service, health and safety/risk management, innovation and business improvement or corporate behaviour.During 2008-2009, 31 employees were recognised for their exceptional performance.



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30 years

Stephen Adams Shirley Aitken Grant Baverstock Eveleen Sparrow

Charles Vella Donna White Leonard Williams

10 years

Barbara Wilkinson Richard Proctor David Jensen Joy Cunningham

Derek Wood Pamela Vandermeer Patricia Stewart Michelle Secombe

John Howie Rosemary Shearer Kelvin Rogers Jacqueline Petersen

Olivia Van Dort Karen Rowbottom Therese Peachey Theressa Nero

Colin Knowles Julie Wright Helen Longmuir Adam Hornsey

Jennifer Butling Louise Broom Cheryl Tyne Michael Torriero

Shane Middleton Phyllis Lonsdale Luisa Kolar Daniel Tomkins

Melissa McBride Matilda Martincic Maureen Marriner Sally Grist

Andrew Gilmour Christina Colwell Darlene Berry Pauline Williams

Janis Keats Gregory Kays Colin Hatton Raymond Wekwerth

Elaine Triplett Kerrie McCutcheon Susan Malone Ronald Thomas

Bernadette Allen Helen Whitehill Pedro Mairos Ermina Lazic

Janina Elliott

20 years

Linda Baird Boris Bencic Colin Brown Antonino Cicero

Terrence Demeo Leslie Denham Richard Dilena Glenn Dixon

Kevin Garde Brendan Gaudion Brenden Goodwin Robyn Gray

Lorna Green Brenda Halfacre Lynda Hansson Michelle Harris

Sharon Hartigan Raelene Hartney Geoffry Havelberg Lynette Johnstone

Brendan Lloyd Glenda Martyn Rosemarie McDonald Jacqueline Murrihy

Denise Price Velupillai Raveendrampillai Paul Rizzi Bernard Robertson

Cheryl Swayn Andrew Symons Simon Thornton Maureen Uttleymoore

Margaret Van Kan Dennis Watson Valma Wedding Stephen Williams

Karen Woolley

Recognition of Service AwardsRecognition of Service Awards acknowledge the efforts and contributions of staff over 10, 20 and 30 year periods during 2008. These staff are a valuable asset to the organisation, and all have made a significant contribution to the community of Geelong during their service. Staff who reached a service milestone this year are:


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More than 420 committed Meals on Wheels volunteers delivered over 125,000 meals during the year.




Our VolunteersVolunteering is integral to the operations of the City of Greater Geelong and makes an invaluable contribution to our community. Council depends on over 700 volunteers who offer their time to deliver essential services to the community. Volunteers offer their commitment, support and experience to assist community members and visitors to Geelong – they form a vital part of the Greater Geelong community.

Our volunteers are present at the following locations:

The Geelong Heritage CentreThe Geelong Heritage centre holds Victoria’s largest regional archive and historical resources. The Heritage Centre has approximately 15 dedicated volunteers who assist with indexing and project-based assignments working with newspapers, maps and plans, photographs and archival records.

Meals on WheelsMeals on Wheels volunteers deliver meals to the 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 in maintaining their independence in their own homes. The Meals on Wheels program has more than 420 committed volunteers. Many have been long serving volunteers for more than 20 years with a few involved for over 30 years! The volunteers deliver over 125,000 hot and cold meals per year to people assessed as nutritionally at risk. As well as the meals program, the volunteers provide important social contact and their visits help the City to monitor the health and wellbeing of the clients.

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 Museum has more than 80 volunteers, many of whom have a background on the land or in the woollen mills, or a special interest in wool. The volunteers assist in a variety of ways in the museum by conducting guided tours, welcoming patrons, assisting in the gift shop and providing weaving, spinning and knitting demonstrations.

Walking School BusSeveral schools in the Geelong area offer a Walking School Bus to encourage families to walk to school. This program has many health and safety benefits for the families involved - and for the wider community. Walking School Buses are only successful because they are supported by volunteer “drivers” and “conductors”. In 2008, 230 children led by 70 volunteers saved 45,000kms in car travel. That saved 216,000 ‘black balloons’ - the kind that contribute to climate change!

If you are interested in helping out, please ask your school if they have a Walking School Bus program. If your school would like to see more of their students walking or cycling to school, please contact the City’s Road Safety Officer to find out more about helping promote that idea. Walking or cycling saves money, helps the environment - and it’s fun!

L2P Program L2P is a program which provides access to mentors / supervising drivers for young learner drivers who are facing significant barriers to gaining on road experience. Such barriers might include no access to a vehicle or a supervising driver. A 4 star ANCAP rated vehicle is provided for use in the program. All insurances are covered and training is provided for volunteers.

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 Geelong Sailing Week Regatta, the National Triathlon Championships and the Geelong Show. Volunteers also provide invaluable assistance in running community events such as the World’s Greatest Pram Stroll, the Pako Festa and numerous community and arts festivals.

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Geelong Otway Tourism has 130 enthusiastic volunteers who are the first point of contact for the 220,000 annual visitors to the four Visitor Information Centres in Geelong. Along with this, the volunteers promote our region by staffing stands at major events and conferences and compiling information packs. The volunteers answer over 20,000 telephone calls per year.

In order to further improve the operation of our Volunteer Network, Council continues to conduct information sharing forums featuring guest presenters for our volunteer coordinators who ensure the smooth running of all of the City’s volunteer programs. Formally recognising the work of our volunteers continues to be important to the City with events such as a recognition ceremony and morning tea during National Volunteers’ Week.

Internet information on volunteering at Council has been updated and improved, and we continue to work on strengthening our relationships with contacts in the broader Geelong volunteering network.

For more information on volunteering with the City of Greater Geelong, please contact Organisation Development on (03) 5272 5272 or refer to: www.geelongaustralia.com.au.

Geelong Otway Tourism Volunteering Information

Our Volunteers


Geelong Otway Tourism’s 130 enthusiastic volunteers were successful in winning the ‘Visitor and Information Services’ category for the second year in a row at the Melbourne Airport Victoria Tourism Awards.


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Ensuring our services and projects continue to meet the demands and needs of our community is of paramount importance to Council. Fostering a culture of continuous improvement through our customer service commitments and a focus on actively engaging the community in current and future issues, are key drivers to improving council’s performance and service delivery.

Continuous Improvement


Our municipality has 145 kilometres of coastline and 120 kilometres of streamside frontages to be enjoyed all year round.



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Council’s Best Value Policy

Addressing the Best Value Principles

To cement a continuous improvement culture across the organisation beyond purely complying with the Best Value legislation. The specific outcomes of Best Value will guide Council decisions regarding the future direction of Council services.

Best Value

The Best Value Principles are part of the Local Government Act 1989. They are:(a) All services must meet quality and cost standards.(b) All services must be responsive to the needs of the community.(c) A service must be accessible to those members of the community for whom the service intended.(d) A Council must achieve continuous

improvement in the provision of services for its community.

(e) A Council must develop a program of regular consultation with its community in relation to the services it provides.(f) A Council must report regularly to its community on its achievements in relation to the principles above.

Council is proactive in addressing the Best Value Principles in that it:

Voluntarily participates in the statewide Local Government Annual Community Satisfaction Survey. Continuous improvement opportunities are identified from the survey results.

Consults regularly with the community on projects, services, events and issues that affect them, and maintains a database of all consultations conducted by Council, including the results.

Reports quarterly to the community on the progress of City Plan actions.

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.

Has implemented a project proposal and reporting system, to capture potential projects, assess their viability for funding, and then monitor the delivery of those that proceed.

Has developed executive and department scorecards in order to measure performance against targets.

Undertakes an annual review of performance measures and targets at corporate and department level.

Conducts a rigorous financial reporting process.

Has seven customer service centres spread across the municipality providing easy access for all residents, and delivers services from numerous locations around the region.

Engages Customer Service Benchmarking Australia to conduct independent mystery shopping research in order to measure performance against the Customer Service Commitments and identify opportunities for continued improvement.

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 annual performance reviews with all staff to set work plans and identify training and development opportunities.

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

The City regularly invites the community to provide input into a broad range of projects, services, priorities and issues of both local and municipal-wide importance, with approximately 100 community engagement events held annually.



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ResponsivenessWe will respond to telephone messages

within one working day.

We will respond to telephone calls within five rings.

Correspondence received by mail and email will be responded to within 10 working days. Planning and other statutory correspondence will be responded to in accordance with legislative requirements.

We will meet corporate standards with all correspondence.

We will identify ourselves by name when responding to phone or face-to-face enquires.

We will make all reasonable efforts to supply all our services in a timely manner with priority assistance to customers affected by a public safety issue.

Customer Requests for Service will be actioned within defined service timelines

We will provide a method of follow-up for Customer Requests.

AccessOur Customer Service Line will be

available for public safety issues 24 hours a day, seven days a week.

We will provide information that is current and in plain language.

We will offer a variety of payment methods.

We will be available for contact by phone, on-line, in writing and in person.

We will assist visiting customers within five minutes.

Knowledge and AttitudeWe will ensure information provided

is up to date.

We will pro-actively explain processes and take personal responsibility.

We will act in a manner which is respectful to the public.

Fair TreatmentWe will balance individual needs with

the direction of Council and resources available to achieve best community outcomes.

If we are unable to meet customer expectations we will explain why.

We will communicate and make available our privacy policy.

Feedback

We will encourage customer feedback and view it as an opportunity to improve.

We will measure our performance on a regular basis to constantly improve our service.

City of Greater Geelong’s 21 Customer Service Commitments:

With increasing community expectations on Council to deliver timely and proficient services and advice, customer service plays a pivotal role across the organisation.

In 2004 Council developed a set of customer service commitments. These commitments detail how we will deliver excellence in customer service consistently across all parts of the organisation. Indicators to measure our performance against each commitment were also developed, to allow us to track our Customer Service performance.

Customer Service Commitments and Achievements

The City receives over 180,000 visitations annually at our seven customer service centres with rates and valuations, animal registrations, planning and building enquiries making up 35 per cent of all enquiries.



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In order to measure performance against our Customer Service Commitments and identify opportunities for continued improvement, the City of Greater Geelong engaged Customer Service Benchmarking Australia to conduct independent mystery shopping research throughout 2008-2009.

The Customer Service benchmarking research is carried out bi-monthly on the Customer Contact Centre, and quarterly on all other Council contact centres and face-to face contact points. Each call/visit is marked on 40 assessment areas including connection time, greeting, accuracy of information and inquiry resolution. Comparisons of results are made between departments, between previous period’s results, as well as against equivalent surveys undertaken on more than 150 Councils across Australia. The independent organisation also identifies areas for improvement each period.

The City received a major accolade in July-August 2008 when the Customer Service Centre was judged the best entity in Australia for complaint resolution.

The following graphs represent a summary of the organisations performance over the past 12 months, compared to our 2007-2008 performance, and the industry average. They show that the City of Greater Geelong has consistently achieved results above the industry benchmark in almost all areas, as well as maintaining the excellent results achieved the previous year. This indicates the Customer Service Commitments have gone a long way in developing a culture built on listening, understanding and pro-actively responding to internal and external customer needs.

2008-2009 Telephone Performance

2008-2009 Face-to-Face Performance

Connected Time(Seconds)

Greeting Gettingthrough

Best Practice

EnquiryResolution

Communication Service Delivery

100

80

60

20

40

0

29

90

8385 85

Sco

re (

%)

35

87

75

6776

87

69

93

83

Customer Service Performance 2008 - 2009

Wait Time(Seconds)

GreetingQuality

EnquiryResolution

AcceptableManner

100

80

60

20

40

0

34

Sco

re (

%)

43

868890

9499

92

City of Greater Geelong 2008-2009 Council Industry Average City of Greater Geelong 2007-2008

City of Greater Geelong 2008-2009 Council Industry Average City of Greater Geelong 2007-2008



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In addition to reviewing independent research on Customer Service performance, the City of Greater Geelong closely monitors the percentage of Requests for Service which are completed within the designated timeframe. Requests for Service come from the community and can be for a range of services, from missed bin collections, animal complaints, tree maintenance to potholes and damage to amenities.

During 2008-2009, 62,994 Requests for Service were received. This represents a decrease of almost 17 per cent on the previous year. This decrease can be attributed to improved technology such as the installation of more modern parking and ticket machines, increased efficiencies in the process of registering reported issues, and staff training to resolve issues at the point of contact, resulting in no need to lodge a request.

92 per cent of requests were completed on time during 2008-2009, which was a significant improvement on previous years.

Requests for ServiceResponse to correspondence within timeframe

Overall Customer Service Satisfaction

2006-072005-06 2007-08 2008-09

80%

% r

esp

ond

ed t

o w

ithin

tim

efra

me

60%

40%

20%

30%

0%

57

68

7770

20072006 2008 2009

80In

dex

ed M

ean

60

40

20

30

0

70 6976 74

The City has committed to responding to correspondence received by mail and email within 10 working days. The graph shows that whilst there has been a 13 per cent improvement in completion rates since the Customer Service Commitments were implemented, 2008-2009 saw a decrease in response to correspondence of seven per cent. This will be a focus for all staff in the coming 12 months.

Each year the City of Greater Geelong participates in the Department of Planning and Community Development Local Government Community Satisfaction Survey. One of the areas surveyed on is community satisfaction with customer contact. In the past two years, customer contact has been one of the highest performing areas for council. This is indication that Council’s commitment to improving customer service is being recognised by the community.

2006-072005-06 2007-08 2008-09

80,000

No

. req

uest

s fo

r se

rvic

e

% c

om

ple

ted

in t

imef

ram

e

70,000

60,000

40,000

50,000

30,000

100%

80%

60%

20%

40%

0%

68,27669,833

75,541

62,99467% 66% 66%

92%

No. of Requests for Service % complete within timeframe

In the last year the City’s contact centre answered over 180,000 phone calls.



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The main purpose of engaging the community is to improve our services and ensure that the priorities of residents translate into Council’s strategies and decision making. By engaging our community we are giving them the opportunity to provide feedback on issues that are important to them. Fundamental principles of effective engagement are that we listen to what we are told, we use what we have been told as part of our decision making processes, we give feedback to participants and provide evidence on how the results of the engagement have been used.

Effective engagement provides benefits for the Council, our communities and our other stakeholders by helping us to:

Improve our planning processes by using the outcomes of engagement to inform the design of projects, programs and services that meet the changing needs of our community.

Understanding residents aspirations for their community.

Become aware of problems and issues early, giving us a chance to put things right before they escalate.

Foster working relationships and partnerships between our community, stakeholders and Council.

Demonstrate our commitment to being open and accountable.

Strengthen our communities by supporting and encouraging active participation in decision making. For this to work in an effective manner it requires full commitment from the Council, the community and stakeholders.

How we have improvedThe City of Greater Geelong has undertaken significant steps to strengthen our capacity to undertake effective community engagement. We now have in place a well structured community consultation framework, policy and procedure, an in-house purpose built consultation database and a newly revamped ‘Have Your Say’ section on Council’s website. Together, these provide us with the base foundation for our community engagement process. We realise, however, that there are areas we can improve on. Our focus for this improvement includes:

Advocating a consistent approach to community engagement throughout the organisation.

Reducing duplication and tackling consultation overload.

Engaging the hard-to-reach groups within the community.

Utilising our internet technology.

Where feasible, coordinating our activities with other agencies and stakeholders who are seeking similar outcomes.

Consulting Our StaffCouncil staff are also given the opportunity to give feedback on topics that are important to them.

In the last 12 months, staff have been consulted on areas such as Occupational Health and Safety, the Well for Life Program and the delivery of a range of internal services.

An organisation-wide consultation with employees is also planned for 2010 to explore staff perceptions in a number of areas including internal communications, organisational values, and reward and recognition initiatives.

Community Engagement

Local Government Community Satisfaction Survey 2009Each year the City of Greater Geelong participates in the Local Government Community Satisfaction Survey, which is jointly sponsored by the Department of Planning and Community Development and local governments. The annual survey is an important way to receive feedback from the community on our performance in the areas of governance and key service delivery, and subsequently identify where there is room for improvement.

Governance questions include overall council performance, advocacy, customer contact and community engagement while service delivery is captured by nine key service areas.

Results of the 2009 survey indicate that the highest rating areas for Geelong were customer contact, waste management, health and human services, and recreational facilities. Key areas for improvement (those services which have a higher derived importance to the community but are not rating as well) were traffic management and parking, town planning policy and approvals, local roads and footpaths and community engagement.

The 2009 results for the City of Greater Geelong, and an outline of actions to address key improvement areas were made available to the community. This report can be viewed at www.geelongaustralia.com.au.

Actions to address these areas for improvement are now underway.



Consultation Name Consultation Objectives / Purpose

Health and Wellbeing

Aged and Disability Service Annual Client Survey 2008

To ascertain the level of client satisfaction with aged and disability services to develop a continuous improvement action plan.

Corio Norlane North Shore Future Dreaming Stakeholder consultation on Corio, Norlane, North Shore social planning research, consultation and proposed directions.

Portarlington Walkability Survey To gather information on people’s perception of their own health, people’s daily physical activity and information on walking destinations in Portarlington.

Whittington Community Renewal Strategic Partnership Forum

To review progress toward achieving community renewal outcomes to date, to identify challenges and set future direction.

Whittington Flamefest Harmony Day 2009 Survey

Survey of festival attendees to ascertain perceptions of the event.


Amendment C168 - Greater Geelong Gaming Policy Framework 2007 public exhibition

To seek public input on inset of a new gaming policy into the Municipal Strategic Statement, Local Planning Policy Framework.

Amendment C185 Aldi Grovedale To seek public submissions on the rezoning of land in Torquay Road Grovedale from Business 4 Zone to Business 1 Zone approval for a shop (ALDI supermarket).

Australasian Supercross Championship 2009 Survey

To collect feedback that would assist in improving the quality of Australasian Supercross Championship, to maximise benefits and minimise disadvantages.

Central Geelong Farmers Market Survey To determine overall customer satisfaction, customer profile, information source, improvement opportunities and benefit analysis.

Central Geelong presentation survey To seek feedback from traders and the community and visitors regarding experiences in Central Geelong.

Central Geelong Sidewalk Sales Survey 2008

To determine for this event: overall satisfaction; customer profile; information source; improvement opportunities; benefit analysis.

Central Geelong Stakeholder Perception Survey 2009

Survey to Central Geelong Businesses relating to awareness and satisfaction of Central Geelong Marketing Activities.

Central Geelong Urban Living Project To invite expressions of interest to Central Geelong property owners in a pilot “shop top” residential project.

Geelong Night Market Survey To determine overall customer satisfaction, customer profile, information source, improvement opportunities and benefit analysis.

Geelong Week Sailing Regatta 2009 Survey To collect feedback that would assist in improving the quality of the Geelong Week Sailing Regatta, to maximise benefits and minimise disadvantages.

Jayco Bay Cycling Classic 2009 Survey To collect feedback that would assist in improving the quality of Jayco Bay Cycling Classic, to maximise benefits and minimise disadvantages.

KFC Twenty20 Big Bash 2009 Survey To collect feedback that would assist in improving the quality of KFC Twenty20 Big Bash, to maximise benefits and minimise disadvantages.

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Community Engagement Events 2008-2009Throughout 2008-2009 the City conducted over 100 community engagement events, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues of both local and municipal-wide importance.

Many projects involved multiple community engagement events using different methods including focus groups, telephone interviews, door-knock and postal surveys, public submissions, public meetings/forums and ongoing working groups.

It’s important for us to know the views of our community and we appreciate the effort made in taking part in these activities.

One such example of a project that was developed in consultation with the community

is the Stead Park Master Plan. The Stead Park Master Plan is being developed in partnership with the Department of Human Services to provide a park that will cater for the community as both a sporting precinct and a community recreation precinct.

In order to gather the necessary information to develop the Stead Park Master Plan, Council consulted with a wide range of stakeholders. These included sporting clubs (hockey, soccer, softball, baseball, bowls and darts), stakeholder

committees such as the Corio Norlane Development Advisory Board and Joint Neighbourhood Reference Committee, relevant agencies such as Barwon Water, as well as residents. These groups were consulted through group workshops, one-on-one interviews and surveys.

Throughout this process, the ideas of stakeholders have been developed into a plan that can guide the future development of Stead Park.

The following is a list of all projects consulted on during 2008-2009:



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Environment

Amendment C152 - Jetty Road Urban Growth Area

To seek public input into the proposed amendment.

Amendment C146 Ada Street Clifton Springs public exhibition

To seek public submissions on proposal to rezone the land from Rural Living Zone to Residential 1 Zone and apply Development Plan Overlay Schedule 21 to the land.

Amendment C159 - Barwon Heads Structure Plan

To seek public input on rezoning and overlay amendments.

Amendment C173 - 545 Barrabool Rd Ceres To seek public submissions on a combined amendment and planning permit for 545 Barrabool Rd Ceres.

Amendment C60 - North Kingston Downs Ocean Grove

To seek public input on amendments land in the Ocean Grove growth area, described in the Ocean Grove Structure Plan as the “north east residential corridor.”

Amendment C181 - Tarkin Court and Tobab Court Bell Park.

To seek public input into the proposed amendment.

Armstrong Creek East Precinct Draft Masterplan

Landowner information session on draft masterplan for the Armstrong Creek East Precinct.

Armstrong Creek Urban Growth Plan Landowner update information sessions

To update owners on the Armstrong Creek Urban Growth Plan and the process for 2009. Also to answer any questions landowners may have.

Armstrong Creek North East Industrial Precinct Draft Master plan

Landowner information session on draft masterplan for the Armstrong Creek North East Industrial Precinct.

Beauford Avenue Bell Post Hill street trees To seek feedback from residents of Beauford Avenue as to the management of street trees.

Draft Portarlington Urban Design Framework - public submission

To seek public submissions on the draft Portarlington Urban Design Framework.

Drysdale/Clifton Springs Structure Plan - Public comment

To seek public comment on the draft structure plan for Drysdale/Clifton Springs.

Limeburners Bay Management Plan Stage 1 To seek public comment on the draft management plan.

Point Lonsdale Structure Plan In conjunction with the Borough of Queenscliffe, to seek comments and public submissions to the draft structure plan.

Waters Future Strategy To seek input into the draft Waters Future Strategy.

Water reuse initiatives Continuous consultation of reuse initiatives. Approximately 20 grounds/clubs throughout municipality.

West Fyans - Fyans Street Precinct structure plan

To seek public comment on the draft structure plan for the West Fyans - Fyans Street precinct.

Western Beach Landscape Management Plan - public comment

To seek public comments on the proposed management plan to improve the landscaping and walking paths at Western Beach.



Lara Structure Plan Review Discussions with key stakeholders including major land owners, Avalon airport and Lara Chamber of Commerce.

New Year on the Waterfront Festival Survey 2008-2009

To collect feedback that would assist in improving the quality of New Year on the Waterfront Festival, to maximise benefits and minimise disadvantages.

Pako Festa 2009 To collect feedback that would assist in improving the quality of Pako Festa, to maximise benefits and minimise disadvantages.

Proposed Roads Discontinuance - Matthews Road, Corio

To seek public submission to the Council on the proposed road discontinuance of Matthews Road, Corio.

Skills Shortages Survey Survey of local employers in the Health and Allied Health Sector, Geelong Manufacturing Council, ICT Food Cluster and Human Resources network to understand the skilled vacancy shortages that are unable to be filled through local labour markets.

U16 AA National Baseball Championships 2009 Survey

To collect feedback that would assist in improving the quality of U16 AA National Baseball Championships, to maximise benefits and minimise disadvantages.

Waterfront Presentation Survey To determine if The Carousel is attracting out of town visitors to the Waterfront and measure the economic benefit to the Waterfront.



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Community Safety and Security

Animal Control Signage - Barwon River To seek input from key internal and external stakeholders.

Community Emergency Risk Management (CERM) assessment

To seek public comment on the current CERM assessment.

Donga Road main drain catchment drainage/flood study: draft final report

To seek submissions from interested members of the public and owners of flood-affected properties on the draft report of drainage/flood study.

SE Ocean Grove Drainage/Flood Study To seek submissions from owners of flood-affected properties on the draft report of drainage/flood study.

South East Ocean Grove drainage/flood study To seek submissions from interested members of the public and owners of flood-affected properties on the draft report of drainage/flood study.

Streets Ahead Project To collect information about the barriers and enablers in relation to children walking and riding around their neighbourhoods.

Sub-regional Drug Action Plan To seek input, guidance and suggestions into the development of the Sub-regional Drug Action Plan.


Transportation

Armstrong Creek East Precinct Traffic Report Presentation

To brief landowners in the Armstrong Creek East Precinct on changes to road conditions as a result of the traffic report undertaken.

Barwon Heads Parking and Traffic Study To seek public comment on the draft Barwon Heads Traffic and Parking Study report.

Central Geelong Bus Interchange Concept Survey

To seek comments on needs, issues, concerns and opportunities relating to the development of a bus interchange where all buses would stop.

Review of the Road Management Plan 2009 To seek public submissions on the proposed review of the Road Management Plan.

TravelSmart School Surveys 2009 To better understand existing travel behaviour to and from school as part of the Victorian Government’s TravelSmart program.

Parks, Sport and Leisure

Anakie Reserve Master Plan To seek input into the review of the master plan.

Ash Road Trail Concept Plan To prepare a concept plan for the future development of the open space area in Ash Road adjacent Lake Connewarre.

Barwon South West Regional Trails Master Plan

To seek public comment to identify issues and opportunities on the master plan for Barwon South West region.

Bellarine Horse Trail Feasibility Strategy To seek input into the development of horse trails on the Bellarine Peninsula.

Collendina Reserve redevelopment - social rooms renovation

To inform interested residents and sporting clubs and seek their feedback on the plans for the renovation of the sports pavilion.

Ervin Reserve (Newcomb) Master Plan To seek public input into the master plan.

Ground inspection working group Continuous monitoring of safety conditions of grounds - assessments made as a group. Approximately 50 clubs throughout municipality were consulted.

Hume Reserve (Bell Park) Master Plan To seek public input into the master plan.

King Lloyd Reserve Master Plan To prepare a master plan for direction for Council in the future development and improvement of King Lloyd Reserve.

Lara Outdoor Recreation Facilities study To seek comments and public submissions to the draft final report on the provision of outdoor recreation facilities in Lara.

Lara Recreation Reserve Management Plan To seek feedback in the development of the management plan.

Motor Cross Ongoing consultation on suitable site.

Osborne Park Reserve netball court relocation

To seek feedback from interested parties regarding plans for the relocation of the netball court.

Queens Park Master Plan To seek input into the development of a master plan.

Skilled Stadium Ross Drew stand redevelopment

To seek comments and public submissions on the redevelopment plan of the Ross Drew Stand at Skilled Stadium.

Sports and Community Club development Assisting clubs with core development needs. SRV minor grants and country football and netball grants; small town development grants, club network and healthy breakfasts.

St Albans Reserve To inform interested residents and sporting clubs and seek their feedback on the plans for a community storage shed at the reserve.

St Helens - Community Survey To seek public input into the development of the reserve area.

Stead Park (Corio) Master Plan To seek public input into the master plan.Back to table of contents


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Education and Research

Central Geelong School Holiday Program To seek feedback from parents regarding the various events in the school holiday program.

Draft Public Library Buildings Development Strategy

To seek public submissions on the draft Public Library Buildings Development Strategy.

Geelong Regional Libraries Corporation Agreement

To seek public comment and submission to the new agreement for the Libraries Corporation between CoGG, Queenscliffe, Golden Plains and Surf Coast.

The Link - Parent Accreditation Survey 2009 Survey of parent perception of the quality standards as assessed against the National Childcare Accreditation Council.

Arts, Culture and Heritage

Amendment C183 - Geelong Saleyards To seek public input into the proposed amendment.

Ashby Heritage Review To review the previous Ashby Heritage area to determine whether there was still sufficient heritage value in the area to now remove the Design and Development Overlay and implement a Heritage Overlay .

Connecting Identities - Memory Bank Short interviews with community members, on the topic of local identity and personal connection to local places, collected for inclusion in the Memory Bank digital archive, and the murmur project.

Connecting Identities - Story Vessels Workshops with community members and sculptors, during which community organisations and individuals across the 12 municipal wards explored ideas about local identity, and these ideas were fashioned into a series of 12 sculptures (story vessels).

Indigenous Statement of Recognition and Commitment

To seek public input into the draft Statement of Recognition and Commitment 2009.

National Celtic Festival Survey 2009 To collect feedback that would assist in improving the quality of National Celtic Festival, to maximise benefits and minimise disadvantages.

Newtown Heritage Study review To seek public input into the pockets of the Newtown and Chilwell areas not covered by the current heritage overlay.

Potato Shed Master Plan To seek public comment and submissions to the draft master plan for the Potato Shed.

Democracy

City Plan 2009-2013 and Budget 2009-2010 public submission

To seek public submission on any proposal contained in City Plan or the Budget, including the rating strategy.

Council Meetings 2008-2009 To provide the public with the opportunity to ask questions of their elected representatives.

Municipal Elections 2008 To vote in the 12 elected representatives for the City of Greater Geelong.

Notice of Proposed Local Law - Council Meeting Procedures Local Law 2009

To seek public submissions relating to the proposed Local Law in accordance with Section 223 of the Local Government Act 1989.



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Corporate GovernanceTo enhance community confidence in the democratic process of Local Government, the City of Greater Geelong maintains an open and accountable governance framework. This framework aims to support the achievement of Council’s objectives in an open and transparent manner.


Built in 1855, and restored in 1917, the Geelong Town Hall remains one of the oldest centres of local government having been in use since 1856 and is the centre of administration for the City of Greater Geelong.



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Governance FrameworkThe framework established by the City of Greater Geelong aims to support the achievement of Council’s objectives in an open and transparent manner.

Community

Council

CEO

Structures

Functions

Governance and ControlCorporateObjectives

OrganisationalFramework

AccountabilityFramework

ManagementStructure

Control, Monitoring, Review and Compliance

ManagementStandards

ExternalAccountability

Manage Monitor and Review RisksInternal AuditCouncil and Committees

InternalReporting

Internal AuditCouncilExecutive Management CommitteeAudit CommitteeRisk Management CommiteeLocal Law and Legislation CommitteeOccupational Health and Saftey CommitteeNew VenturesGrant ManagementCompliance

Monitoring Review and Comoliance

External AuditFinancial StewardshipPerformance

ReportingCorporate

Governance and Disclosure

Management Representation Disclosure

Establish the Content

IdentificationAnalysisAssessmentTreatmentMonitoring and

Review of risks

PoliciesDelegationsCode of ConductCommunication of

StandardsRisk Management

- Management Support - Risk Management Policy

Strategic PlanningBudgetingFinancial, Social,

and EnvironmentCommunicationInternal ControlOccupational

Health and SafetyHuman Resources Information

Technology

Establishment of Committees

Audit Committe Policy

Terms of Reference (Council and Committees)

New Member Inductions (Council and Committees)

Effective Meetings and Quality Records (Council and Committees)

Self Evaluation (Council and Committees)

External Reporting



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The internal audit function is an independent, objective assurance and consulting activity designed to add value and improve the City’s operations.

Internal Audit

It assists the Council to achieve its objectives by bringing a systematic, structured approach in recommending improvement to the control environment, risk management and governance processes.

Audit AchievementsIn 2008-2009 we completed in excess of 85 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 and staff induction programs. There is ongoing participation in information technology system developments and maintenance and their security.

Audit Advisory CommitteeThe 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 includes financial management, occupational health and safety, public liability, property and other insurance matters, risk and project management and overseeing of the internal and external audit functions of the City. The Committee comprises six members, which is made up of three Councillors and three external professionals.

The present Audit Advisory Committee is:

Chairperson:

Mr Michael Dowling (Principal of Dowling Corporate Consulting Pty Ltd)

Members:

Cr John Mitchell (Mayor)

Cr Jan Farrell (Democracy and Governance Portfolio)

Cr Andrew Katos (Finance Portfolio)

Mr Peter Bollen (Former CEO Surf Coast Shire)

Ms Linda MacRae (Principal of Local Solutions Pty Ltd specialising in financial and local government management) The Audit Advisory Committee meets quarterly and reports to Council.

The City’s road network consists of 1,645 kilometres of sealed roads, 461 kilometres of unsealed roads, 1,356 kilometres of footpaths and 160 kilometres of bike paths.



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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. During the year ending 30 June 2009 no formal complaints were received.

Freedom of Information (FOI)The 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.

Councils are required to, as far as possible, facilitate and promote the disclosure of information promptly and at the lowest reasonable cost.

From 1 July 2008 to 30 June 2009, the City of Greater Geelong received a total of 21 Freedom of Information requests and of those, 17 were granted full or part access, three were either withdrawn or dealt with outside FOI and one was denied access.

Whistleblower LegislationThe Whistleblowers Protection Act 2001 commenced on 1 January 2002. The main purposes of the Act are to:

Encourage and facilitate disclosures of improper conduct by public officers and public bodies.

Protect persons making those disclosures.

Provide for matters disclosed to be properly investigated and dealt with.

Council has established procedures to protect people who make disclosures from any reprisals as a result of that disclosure. Council will also afford natural justice to any person who is the subject of the disclosure. Copies of Council whistleblower protection procedures are available upon request.

During the year to 30 June 2009, Council did not receive any complaints or reports or allegations of improper conduct or detrimental action pursuant to the provisions of section 104 of the Whistleblowers Protection Act.

Documents Available for Public InspectionUnder the Local Government Act there is certain information Councils are required to make available to the public on request. This information is as follows:

Details of current allowances fixed for the Mayor and Councillors under Section 74 of the Act.

Details of senior officers’ total salary packages for the current financial year and the two previous years including the gross salary, the amount of the Council or employer contribution to superannuation, the value of any motor vehicle provided by the Council and the total value of any other benefits and allowances provided by the Council.

Details of overseas or interstate travel, with the exception of interstate travel to a neighbouring municipality, 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 of the overseas or interstate travel.

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 and minutes of ordinary and special meetings held in the previous 12 months kept under Section 93 of the Act except where such 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 where such minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act.

Applications for enrolment on the voters’ roll under Sections 12 and 13 of the Act for the immediate past roll and the next roll being prepared.

Register of delegations kept under Section 87, 88 and 98 of the Act.

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 and vehicles entered into by the Council as lessor or lessee that includes the name of the other party to the lease and the terms and the value of the lease.

Register of authorised officers appointed under Section 224 of the Act.

Statutory Information



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A list of donations and grants made by the Council during the financial year, including the names of persons or bodies in receipt of 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.

National Competition Policy ComplianceIn 2008-2009 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 Act 2006In 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.

Local LawsAt 30 June 2009 the following Local Laws remain current:

General Local Law 2005

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.

No.11 - Local Law Revision

(Revocation of Local Law No. 5 – Library)

The objective of this law is to revoke Local Law No. 5, which has been rendered obsolete.

Council Meeting Procedures Local Law 2009 (adopted 23 June 2009 and revoked Local Law No 12)

This law relates to meetings of the City of Greater Geelong Council and special committees. The objectives include:

To provide for peace, order and good government, and ensure that Council’s decisions are made in the best interests of the people of the City of Greater Geelong.

To provide for the administration of Council’s powers and functions.

To regulate and control the election of Mayor and Acting Mayor.

To promote and encourage community participation.

CitizenshipAcquiring Australian Citizenship enables people to participate fully in our inclusive society, realise aspirations and achieve their full potential, regardless of their race, background, gender, religion, language or place of birth.

In the 12 months to 30 June 2009, the City hosted eight major ceremonies. A special ceremony was conducted at the Geelong Waterfront as part of celebrations to mark Australia Day. Certificates of Australian Citizenship were presented by the Mayor to 313 residents of Geelong, many of whom shared the occasion with the support of relatives and friends.

Risk Management The Corporate Risk Management Policy and Strategy (June 2008 to June 2011) provides ongoing direction for the City of Greater Geelong to manage risks at both strategic and operational levels.

Council’s objective is to fundamentally ingrain risk management in organisational culture through the philosophy that each and every activity will be managed in a manner that will reasonably treat risk.

The strategy reaffirms that risk management processes are an integral part of Council’s planning cycle and ongoing operations. Council’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.

Council’s Public Liability insurer conducts assessment audits on a bi-annual basis. This year, in place of the audit, Council’s insurers provided a targeted risk appraisal that allowed Council to review and develop improvements to its construction project management process.

The City’s insurer undertook the annual Property Insurance Assessment, with Council scoring 93 per cent. The continued improvement in insurance audit results demonstrates that the City has in place a sound risk management framework.

Contractor Management The City of Greater Geelong continues to employ a large number of contractors to assist with the delivery of a range of major projects and Council services.

The City has undertaken a significant review of its Contractor OHS Management process to ensure works continue to be undertaken so as not to pose undue risks to contractors and the public. This has resulted in a streamlining of the process and improved integration with other relevant systems, including Council’s procurement process. Contractors are now able to complete Council’s OHS induction process online and attest their understanding of Council’s requirements.

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.



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Asset ManagementThe City’s infrastructure consists of networks of local roads, footpaths, bridges, drains, parks and gardens and civic and community buildings. Council creates, 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 amenities.

The City’s asset management effort is considerable, using a large proportion of Council’s financial and other resources. It integrates with Council’s corporate, financial business, budgetary, operational, human resources and information technology plans.

Strategic asset management recognises the enduring nature of infrastructure assets and ensures that the community’s long-term investment can be realised over its lifecycle. Asset management decisions are formed by evaluation of alternative means of service provision, full life cycle costing, and performance measurement and monitoring. Such work enables Council to determine appropriate infrastructure to be provided and the level at which assets need to be maintained.

The phases of an asset’s life cycle 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 2008-2009 included:

Completion of condition assessment of the City’s sealed road network.

Revaluation of the road network (pavement and road surfaces).

Administration of the City’s Municipal Road Management Plan as required by the Road Management Act 2004, including routine and reactive inspections.

Administration of the City’s infrastructure data including input of $8.3 million worth of subdivisional assets into the Hansen asset register.

Development and implementation of a new asset handover process.

Validation of current levels of services and future preferences with the community.

Update of traffic counts on unsealed roads.

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’. This initiative provides guidance to Victorian councils on their asset management effort.

Priorities for 2009-2010 include:

Defining levels of service for infrastructure-based services.

Update of the council’s Road Management Plan.

Negotiating rail safety interface agreements with rail operators and VicRoads.

Update of the three year renewal program for engineering infrastructure.

Update of traffic data in corporate systems.

Built in 1858, Osborne House is one of the municipality’s oldest buildings. This historic City asset will be a key component of the Geelong Marine Industry Project.



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

Council Appointments to Committees and Groups

Committee / Group Representative 2008-2009

Internal Governance – Advisory Committees to Council

Audit Advisory Committee Mayor, Cr Katos, Cr Farrell

Armstrong Creek Urban Growth Plan Steering Committee Cr Katos, Cr Doull, Cr Macdonald, Cr Richards

Bellarine Rail Trail Advisory Committee Cr Doull, Cr Macdonald

Community Arts and Festivals Assessment Committee Mayor, Cr Abley, Cr Farrell,Cr Granger, Cr Saunderson

Disability Advisory Committee Cr Fisher

Disability Street Access Advisory Committee Cr Richards, Cr Abley (substitute)

Geelong Drug Action Plan Committee Cr Farrell

Geelong Region Storm water Reuse Project – Indented Head Pilot Study Cr Doull

Graffiti Reference Group Cr Fisher, Cr Farrell

Kardinia Park Steering Committee Cr Kontelj, Cr Abley (substitute)

Municipal Emergency Management Planning Committee Cr Abley, Cr Richards

Submissions Review Panel Cr Farrell plus 2 Councillors

Water Taskforce Cr Doull, Cr Mitchell, Cr Katos, Cr Kontelj

Windsor Park Steering Committee Cr Fisher, Cr Saunderson (substitute)

Internal Governance – Council Committees of Management

Bellarine Multi Arts Facility (structure to be reviewed) Cr Farrell

Central Geelong City Management Committee Cr Abley

Development Hearing Panel Any Councillor rotating monthly

Planning Committee All Councillors (As from 24 March 2009)

Geelong Heritage Centre Cr Granger

Geelong Major Events Mayor, Cr Abley, Cr Harwood, Cr Katos

Performance Review Committee - CEO Mayor, Cr Farrell, Cr Harwood

Courthouse Redevelopment Project Control Group Cr Farrell (As from 12 August 2008)

External Governance – Statutory Entities

Barwon Regional Waste Management Group Cr Harwood, Cr Doull, Cr Richards

Geelong Regional Library Corporation Cr Macdonald, Cr Granger, Cr Saunderson, Cr Abley, Cr Richards (substitute)I McGinnigle / Manager Arts and Culture (substitutes)



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Committee / Group Representative 2008-2009

External Governance – Statutory Entities (cont)

Incorporated Association (Directorship)

Geelong Art Gallery Cr Abley, Cr Granger (substitute)

Geelong Otway Tourism Cr Harwood, Cr Mitchell (substitute)

Geelong Regional Alliance G21 Mayor, CEO (substitute)

Geelong Regional Alliance G21 Transport Pillar Cr Richards, Cr Doull (substitute)

Incorporated Association (Membership)

Municipal Association of Victoria Cr Farrell, Mayor (substitute),Cr Richards (alt substitute)

Victorian Local Governance Association Cr Doull, Cr Richards (substitute)

Committee for Geelong Mayor, CEO

Courthouse Arts Youth Centre (Council Meeting 9 May 2006) Cr Farrell

Unincorporated Association (Informal Network)

Association of Bayside Municipalities Cr Doull

Cultural Precinct Masterplan Steering Committee Cr Abley

Advisory – External Organisation

Community Reference Committee Neighbourhood Renewal – Norlane Corio Cr Fisher, Cr Granger (substitute)

Community Renewal Committee - Whittington Cr Mitchell

Geelong Safety Committee Cr Farrell, Cr Mitchell

Lara (Secondary School) Local Proposal Committee Subsequent Stages Cr Granger

Western Heights School Local Proposal Cr Saunderson

Local Learning and Employment Network Cr Fisher

*Note: Where a Councillor is listed as a substitute, this Councillor attends in place of the representative.

Council Appointments to Committees and Groups



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During 2008-2009, the City of Greater Geelong received $53.8 million in Commonwealth and State funding. This was an increase of $11.6 million on that received in 2007-2008.

External Funding

Examples of funding received during the year include:

$2.6 million was received through the Federal Government’s Regional and Local Community Infrastructure Program. This funding has not only enabled Council to roll out more community infrastructure within the municipality, but also added stimulus to the local economy.

$2.3 million was received for the Federal Roads Program and other Vic Roads funded works.

$2.0 million was received in the form of Federal Government assistance for early childhood development to go towards the running of the City’s Learning and Care centres and associated programs.

Over $1 million was received from the Department of Education and Early Childhood Development for Community Child Health services and just over $1 million in federal funding was received for Family Day Care operations including the Kids- Go for Your Life program.

Aged and Disability Service programs received $8.3 million in funding from the Department of Human Services. Programs funded included personal, respite and general care management, home maintenance, meals on wheels and senior citizen activities and programs.

The Whittington Community Renewal project received almost $0.5 million in State funding to support the project and also various activities such as the Whittington FlameFest.

$0.5 million in State funding was received for various environmental programs including recycled water, weed control and vegetation projects.

The Skilled Migration program (Global Skills for Provincial Victoria) received $0.2 million. The funds were used to directly assist 35 skilled migrants fill vacancies while at the same time continuing with job creation programs aimed at local young people.

Connecting Identities which is a component of the national project Generations received almost $0.2 million to fund the 2008-2009 elements Memory Bank and Mouth to Mountain.

The first installment of $1.5 million for construction works at Eastern Beach Pool was received.

Community Development programs such as Portarlington Community Building Initiative, Building Bellarine Connections and other community development initiatives received $0.4 million in State funding.

Traffic management programs including TravelSmart received $0.1 million in funding from the Department of Transport.

School crossings supervisor subsidy grant of $0.4 million was received, contributing to this $1.3 million program. The City of Greater Geelong has 184 school crossings, the largest in the state.

For further information on the full amount received by category please refer to Note 4 in the 2008-2009 Financial Report on page 172.

Federal funding assistance was received during the year for the City’s award winning Long Day Child Care Services, which are attended by almost 1,000 children annually.



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EVENT ORGANISATION GRANT ($)

International Women’s Day Celebrations 2009 Zonta Club of Geelong Inc. 4,000

Art from the Heart Kids Plus Foundation 5,000

Revving Up To Sing! Geelong Harmony Chorus 5,000

Sing Out Strong Barwon Adolescent Task Force 2,400

First Major Concert by Port Musos Inc. Port Musos Inc. 4,169

Music at the Basilica – ‘Seasons’ 2009 Music at the Basilica Incorporated 3,500

Theatre of Speed – Experimental Theatre Centre – 2009 Program

Back to Back Theatre Inc. 5,000

Access Arts Presents Barwon Youth 4,000

Moonah Living Memory Fence – Phase 1 Barwon Heads Community Arts Garden 5,000

Literary Explosion – Children’s Week 18-25 October 2009

Geelong Regional Library Corporation 5,000

Noise Scavengers Cloverdale Community Centre Inc. 4,500

Geelong Chamber Music Society Concert Series Geelong Chamber of Music Society 3,000

The Lighting of the Lamps Courthouse Youth Arts Centre 5,000

Do Touch Geelong Sculptors Inc. 2,900

Kids n Art Rosewall Neighbourhood Centre 5,000

Karingal Choir – Pilot Project Karingal Inc. 5,000

Community Outreach Geelong Writers Inc. 1,000

Connecting Communities Norlane Neighbourhood House 4,000

Asha Bollywood Dance – Bringing Bollywood Grooves to Geelong

Asha Bollywood Dance 3,890

Your Animal Self Diversitat Youth Services (Sweet Program – Creative Insight) 1,044

Exhibition – In Plain View – the forgotten flora Friends of Geelong Botanic Gardens Inc. 2,000

80,403

Community festivals and arts projects add to the vibrancy of Geelong and provide a broader range of recreation opportunities for residents.

Community Arts and Community Festival Grants

2008-2009 Community Arts Grants Scheme

Through the Community Arts and Festivals grants program, Council is able to help local community groups to get a wide range of projects up and running.

In 2008-2009, the City of Greater Geelong contributed just over $160,000 to 37 community groups through its 2008-2009 Community Arts and Community Festivals Grant Programs. From 33 applications received, $80,403 was provided to 21 community arts projects ranging from concerts and theatre programs to a flora exhibition and

Children’s Week celebrations. 19 applications were received for community festival grants with 16 community festivals successful in receiving $80,500, including the Portarlington Mussel Festival, the Ocean Grove Festival and Whittington’s Flame Fest 2009.

Below is a full list of successful applicants for 2008-2009.



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EVENT ORGANISATION GRANT ($)

Karingal Karnivale Karingal Inc. 2,000

Geelong Festival of Sacred Music 2009 – A Multicultural Celebration

Music at the Basilica Incorporated 3,500

Portarlington Mussel Festival Port Arts Network Inc. 4,000

Lara – We Grow it! We Show It! Lara Chamber of Commerce and Industry 3,000

Touch Your Arts Crash Course Productions 1,500

FlameFest 2009 FlameFest Steering Committee 4,000

Oriental Chinese New Year Festival Chinese Association of Geelong Inc. 3,000

Food of the World Diversitat 4,000

The Ocean Grove Festival Ocean Grove Arts Network Inc. 4,000

St Leonards Community Festival St Leonards Vision Committee 4,000

Bellarine Agricultural Show Bellarine Agricultural Society Inc. 3,000

“Going Potty” Garden and Arts Festival Rosewall Neighbourhood Centre 4,500

Geelong Heritage Festival 2009 – Peopling a Nation Geelong and Region Branch National Trust of Australia (Victoria) 5,000

Splash!dance Festival (1st year triennial) Geelong Dance Network 10,000

Barwon Heads Festival of the Sea (2nd year triennial)

Barwon Heads Festival of the Sea Ltd 10,000

Poppykettle Festival (2nd year triennial) Geelong Performing Arts Centre 15,000

80,500

2008-2009 Community Festivals Grants Scheme

Just over $160,000 was donated to 37 community groups through the City’s 2008-2009 Community Arts and Festival Grant Programs.



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The Councillor Community Grants Program is offered to facilitate community projects and activities undertaken by incorporated not-for-profit organisations and groups within the City of Greater Geelong.

Councillor Community Grants

Each year funding is provided to a wide variety of community groups and organisations including preschools, sporting clubs, service clubs and community associations.

In 2008-2009, the program saw $237,584 distributed amongst 146 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 2008-2009.

146 community groups shared in almost $240,000 in the 2008-2009 Councillor Community Grants Program.



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COMMUNITY GROUP GRANT ($)

1st Highton Scout Group 2,500

Alexander Thomson Cricket Club 1,833

Anam Cara House Geelong 1,000

Anglican Parish Christ Church 500

Austrian Club Geelong Inc. 719

Barwon Heads Fine Music Society 3,000

Barwon Heads Traders and Tourism 600

Barwon Heads Soccer Club 2,000

Barwon Heads Association 700

Barwon Soccer Club 600

Bayside Entertain and Theatre Inc. 1,500

Bayside Sharks Soccer Club 1,320

Bell Park North Primary School 500

Bellpost Kyokushin Karate (Auspiced By Aust Kyokushin Karate Association)

2,500

Bell Post Hill Kindergarten 500

Bell Post Hill Playgroup Inc. 400

Bell Post Hill Sport and Recreation Club 1,395

Bellarine Agriculture Society 1,200

Belmont High School 2,470

Belmont Senior Citizens Club 2,000

Blind Citizens Australia 2,000

Clifton Springs Pre School 2,090

Clonard College 1,500

Cloverdale Baptist Church 2,000

Club Italia Geelong Inc. 1,000

Cobradah Senior Citizens Centre 1,000

Corio Baseball Club 2,500

Corio Cloverdale Soccer Club (Auspiced By The Bosnian Lily Geelong Association)

2,500

Corio Primary School 1,925

Country Fire Authority 595

Crash Course Productions Inc. 2,000

Deakin University Cricket Club 900

Diversitat 2,450

Drysdale Tennis Club Inc. 450

East Belmont Cricket Club 1,400

Essential Theatre Inc. 1,434

Filipino Australian Friendship Association 900

Flinders Ave Tuesday Playgroup 2,500


Football and Netball Geelong 4,000

Friends Of Grove Nature Reserve 800

Friends Of Ashby Primary School 1,304

Friends Of Bellarine Rail Trail 780

Friends Of The Barwon Heads Bridge 2,000

Friends Of The Bluff 1,000

Fyans Park Kindergarten 750

Fyans Park Tennis Club 2,158

Geelong and District Anglers Club 1,000

Geelong and District Poultry Club 1,050

Geelong Ballroom Dance Club 471

Geelong Bottle and Collect Club 500

Geelong Bowls Club Inc. 2,500

Geelong Gem and Mineral Club 600

Geelong Harmony Chorus 611

Geelong Irish Society 860

Geelong Maritime Museum 500

Geelong Memorial Brass Band 2,000

Geelong Miniature Aircraft Association 450

Geelong One Fire Reconciliation Group 1,500

Geelong Roller Derby 1,400

Geelong Rugby League Football Club 595

Geelong Touring Cyclists Inc. 980

Geelong Trades Hall Council 900

Geelong Weightlifting Club 1,400

Geelong West Brass Band Inc. 940

Geelong West Sporting Club 1,304

Geelong Womens Football Club 1,200

Geelong Youth-Climate Action 1,800

German Karneval Society 500

Glastonbury Child and Family Services 585

Greening Geelong West 1,657

Grovedale Girl Guides 1,200

Guild Saints Cricket Club 3,500

Highton Bowls Club Inc. 3,000

Highton Cricket Club 2,000

Highton Primary School 1,500

Highton Senior Citizens Centre 735

Karingal Inc. 3,200

2008-2009 Councillor Community Grants Program



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Kiralee Kindergarten 600

Lara Country Fire Authority 2,600

Lara Chamber Of Commerce 5,000

Lara Secondary College 5,000

Lara Sporting Club Inc. 300

Leopold and District Community Association 2,500

Leopold Football Netball Club 2,500

Leopold Tennis Club 3,140

Leopold Toy Library 600

Life Activities Club Geelong 1,326

Lifeway Christian Church 1,000

Alcoholics Anonymous Sponsored By Lifeway Christian Church

1,233

Macedonian Orthodox Community 416

Manifold Heights Cricket Club 1,000

Melbourne Anglican Benevolent Society 1,450

MG Car Club Geelong Inc. 2,400

Murgheboluc Cricket Club 660

National Servicemen’s Association 750

National Trust of Australia (Vic) 850

Naval Association of Australia, Geelong Inc. 2,520

Naval Heritage Foundation Australia Inc. 200

Newcomb, Whittington, Moolap Riding Club 600

Newcomb and District Cricket Club 2,500

Newcomb Power Football Club 2,000

Noah’s Ark 500

Norlane Neighborhood House (Midweek Basketball) 1,000

Bosnian Youth Dance Group Sponsored By Norlane Neighborhood House

2,000

Norlane Neighborhood House (Rio Storytelling) 4,500

Norlane West Primary School 500

North Geelong Secondary College 700

Ocean Grove Callisthenics College 500

Ocean Grove Arts Network 1,000

Ocean Grove Bridge Club 505

Ocean Grove Neighbourhood Centre 1,000

Ocean Grove Surf Life Saving Club 1,000

Ocean Grove Toy Library 1,000

Paddington Toy Library 3,678

Parents Without Partners 600


Breakwater Eagles Football Club (Auspiced By The Polish Community Association)

2,000

Portarlington Community Association 3,000

Portarlington Garden Club 1,242

Portarlington Neighbourhood House 1,200

Portarlington Primary School 1,500

Portarlington Tennis Club Inc. 700

Queens Park Golf Club 2,000

Rainbow Riders Inc. 2,000

Red Hat Society 1,350

Region 7 Country Fire Authority 2,023

Rotary Club Of Belmont 2,000

Rotary Club Of Ocean Grove 1,000

Scots Presbyterian Church 2,500

Smart Geelong LLEN Inc. 700

South Barwon Community Centre Inc. 1,650

South Geelong Primary School 920

St Albans Breakwater Cricket Club 2,000

St Ignatius College 2,000

St Laurence Geelong Supercats 700

St Leonards Progress Association Inc. 4,000

St Leonards Vision Committee Sponsored By St Leonards Progress Association Inc.

5,000

St Marys Sporting Club Inc. 2,422

St Peters Cricket Club 1,000

St Thomas Primary School 1,120

The Heights National Trust 2,200

The Heights National Trust 600

The Melodaires 500

Thomson Sports Club Inc. 4,917

U3A Geelong Inc. 3,000

Urban Seed 2,100

Mums and Bubs Corio Norlane Sponsored By Urban Seed 848

Wathaurong Aboriginal Co-op 2,943

Waurn Ponds Mechanics Institute 1,500

Western Heights Uniting Church 662

Whittington Primary School 1,000

Whittington Primary School 2,500

Womens Cancer Foundation Trust 800

Zena Collective 750

$237,584

2008-2009 Councillor Community Grants Program



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Domestic Animal (Dogs and Cats) Management Plan UpdateThe level of pet ownership in Australia is one of the highest in the world. The City of Greater Geelong has one of the largest dog and cat populations of any Victorian municipality.

The Domestic Animal (Dogs and Cats) Management Plan (DAMP) is designed to balance differing community expectations and also provide controls to reduce the negative impact pets can have on the natural environment.

In addition the DAMP will ensure the City meets its statutory requirements under the Domestic (Feral and Nuisance) Animals Act 1994.

In preparing the DAMP we consulted widely with special interest groups, many pet owners and other members of the community. The DAMP was adopted by Council on 10 June 2008 and will be implemented over a period of three years.

The DAMP addresses three key areas: responsible pet ownership, dogs in public places and leadership.

The following is an update on the first year of implementation of the DAMP.

Geelong’s dog and cat population is one of the largest amongst Victorian Councils, with over 30,000 dogs and 9,000 cats registered in the municipality.



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Responsible Pet Ownership (RPO)RPO 1: Explore partnerships to increase animal pound capacity within the municipality.

A potential site has been sourced in the industrial area of Lara. Visits to external councils and agencies have been conducted for benchmarking purposes and preliminary designs have been prepared on effective models. More research will be done with the Economic Development Unit to identify any potential for public-private partnerships with respect to building, operating or a combination of both.

RPO 2: Review all processes, policies and procedures associated with responsible pet ownership to ensure they are relevant and current.

Procedures have been reviewed in light of recent legislative amendments and training provided to animal control officers. In particular, dog attack procedures are treated as a living document and as such, are updated with the most recent amendments made to the Domestic (Feral and Nuisance) Animals Act.

Dogs in Public Places (DPP)DPP 1: Develop Shared Use Charter

Initial discussions have been held with key stakeholders including land managers, catchment authorities and coastal management agencies.

A draft shared use charter is under development in conjunction with the Sport and Recreation Department, and land managers. This will be put out to community consultation to ensure fair and equitable access to pathways by pedestrians, bike riders and dog owners.

Council is keen to have a uniform charter throughout the municipality to assist with a clear understanding of requirements by all.

DPP 2: Develop community awareness brochure/information on popular off leash areas.

The pamphlet has been produced, which highlights the dog off-leash areas in reserves, parks, river and coastal areas for easy reference by customers. Maps, printed separately to the plan, are available to target information for beach and river areas. A Dogs in Public Places Policy has been circulated and is also available on Council’s website, along with maps and other information.

DPP 3: Develop and deliver an education program to communicate information on dogs in public places.

Sessions were held at the Geelong Showgrounds in February 2009 called ‘Understanding Your Dog’. The sessions were well attended by dog owners and non-dog owners alike. A highly accredited dog trainer/behaviourist was engaged to deliver in a practical manner key messages about responsible pet ownership and safety in the community. This event was held over three days (evening and day sessions) to maximise the ability for people to attend. Council received positive feedback from the community, which will be considered in developing similar educational activities in the future.

Ongoing education/participation at community groups, dog activity groups and schools has also taken place.

DPP 4: Explore partnerships to establish pet activity areas.

Networking has taken place with land managers to identify locations and infrastructure required to implement such a concept. At this stage the Fyansford Common area has been identified as the preferred initial location. Water access area

has been established as the first step and further planning and development will be undertaken.

DPP 5: Review all processes, policies and procedures relating to dogs in public places and dog control and ensure they are relevant and current.

These have been reviewed with the new Dogs in Public Places Policy adopted.

Leadership (L) L1: Implement a data collection process and measure performance.

System enhancements have been completed to enable greater ability to measure effectiveness/outcomes with respect to dog attack incidents, registration protocols, general patrolling protocols and the new patrols relating to animal

control orders in public places.

L2: Attend seminars and briefings related to current issues/emerging trends in animal management. A number of animal management Conferences/Seminars have been attended;

Australian Institute of Animal Management Conference.

Department of Primary Industries – Changes to the Domestic (Feral and Nuisance) Animals Act 2009.

Macquarie Lawyers – Interpretation of barking dog and dog attack provisions.

Two staff members have completed Government Statutory Compliance Certificate IV.

L3: Conduct web based and literary searches of current issues/trends in animal management and incorporate findings into practice.

Council’s website has extensive information relating to options for the cat curfew including practical examples of fencing modifications to contain cats within the property.

Research into design options which facilitate water access for dogs was undertaken and led to the installation of ‘Flex Mats’ at Fyansford Common and further upstream at Buckley Falls.

Web based research into current trends in animal pounds has been undertaken.

L4: Conduct an Annual Review of this Plan

The plan has been reviewed and a project plan prepared for the implementation of year two actions.

Domestic Animal (Dogs and Cats) Management Plan Update



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PerformanceBetween 2004 and 2008 the City has operated under a planning framework of nine pillars and two themes. This is the last year that we will report in this way as a new framework has been adopted as part of City Plan 2009-2013. The new framework consisting of the three strategic directions is outlined in the Looking Forward section of this report, on pages 30-33 . Over the last 12 months there have been many highlights and achievements. This section details these across our pillars and themes as well as the minor setbacks experienced, future directions and challenges that lie ahead. It also contains an update on the current measures for each outcome and an update on the 2008-2009 Annual Business Plan.


The City maintains 300 playgrounds throughout the region, including the new and very popular Highton Reserve playground.



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The very popular Youth Activities Area on the Waterfront was opened in November 2008 and provides our 40,000-plus young people with a dedicated space for sporting and recreational activities.



To have an integrated approach to improving the health, wellbeing and social capital of the community.Objective:


More than 20,000 kids in the Geelong region are now part of the Kids – ‘Go for your life’ program that encourages healthy habits for life. Within the City of Greater Geelong there are 121 primary schools, kinders and child care centres that have signed up to be part of the initiative.

The City of Greater Geelong currently has more Kids - ‘Go for your life’ members and awarded schools and services than any other local government area in Victoria.

The program aims to improve healthy eating and physical activity levels of children, by working with early childhood services and primary schools to build positive environments to develop healthy habits for life.

The Kids – ‘Go for your life’ project is a partnership between the City of Greater Geelong, the Cancer Council (VIC) and Diabetes Australia, funded by the Victorian State Government, and has been operating since 2006.

The new Youth Activities Area was opened at the Waterfront in November 2008. The area is designed to offer the region’s 40,000-plus youths a dedicated space for a wide range of sporting and recreational activities. Facilities include skateable surfaces, a basketball half-court, stages and multi-purpose outdoor spaces.

A great deal of community consultation was conducted throughout the development process and young people will continue to be involved in managing the area and organising youth events to be held there.

The Youth Activities Area is a partnership project involving all levels of government with the City providing $880,000, the State and Federal Governments both contributing $440,000 each and Ford Geelong Community Affairs Committee contributing $5,500.

Highlights:


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AchievementsThe Whittington Community Renewal project continues with the re-opening of the Early Learning and Family Centre @ Apollo (formerly known as the Apollo Drive Pre-school) being a big achievement in 2009. This project is funded until 2010 by the State Government.

Other achievements over the past year include:

A third successive Whittington Festival “Flamefest”.Completion of detailed design for the Whittington Link.Playground improvement works.

East Geelong Men’s Shed funded and site secured.

The Indigenous Statement of Recognition and Commitment 2009 was adopted by Council in June 2009. Developed in consultation with Geelong’s Aboriginal groups, the statement

will form the basis of Council policy and guide the development of the Reconciliation Action Plan. This plan will list actions for Council in building relationships with Aboriginal people, demonstrating respect for Aboriginal culture, and creating opportunities for Aboriginal people.

The Youth Strategy implementation continued throughout the year with many programs and events held. Youth Week was held in April with arts events, skate competitions, live music festivals and the Impetus Youth Awards making it a very successful week. The Piercing Truth free magazine was also launched. This magazine is produced by young people and explores issues facing youth today. Also launched was the L2P Mentor program – where members of the public with an adults driver’s licence volunteer to assist learner drivers build up 120 hours of driving experience. This program is funded by the TAC and managed by VicRoads.

During the year several important community events were held. The popular 2008 Alcoa Celebrate ALL Abilities Festival, held in December, not only provided a number of events around the region, but more importantly served to increase public awareness that people of all abilities should be welcomed and included in every aspect of community life. The Victorian Seniors Festival Geelong was a huge success with over 12,500 people enjoying a record 116 events held during October. Mental Health Week promotes mental health and attitudes to mental health. Last year activities such as street soccer, yoga, concerts and family days giving people the opportunity to take time out to relax and forget about their hectic lifestyles.

Future Directions The $6.5 million Courthouse Arts redevelopment will commence in early 2010. The upgrade is part of the Geelong Future Cities project which involves the redevelopment of the Geelong Cultural Precinct. The upgrade will not only improve this great facility, but also provide more opportunities for young people to be involved in the arts in Geelong.

Following extensive community consultation, the Healthy Community Plan 2009-2013 provides vital information on the health status of Corio and Norlane communities and sets clear directions on what is required to enhance the physical and mental health of local residents. The Municipal Public Health and Wellbeing Plan 2009-2013 which is due to be completed in November 2009, will build on the previous plan and respond to emerging social issues.

Considerable progress towards access of equity to Council services and facilities has been made since the introduction of the first Disability Action Plan in 2002 and again when rewritten in 2006. The new plan to be developed in 2009 will build on the four objectives for improved access and inclusion as stated in Section 38 of the Disability Act 2006. These are:

Reducing barriers to access goods, services, and facilities.

Reducing barriers to employment.

Promoting full inclusion in community life of people of all abilities.

Changing community attitudes and practices that discriminate against people with disabilities.

All these plans are expected to be adopted and commence implementation in mid to late 2009.

Challenges By 2014 the number of people over the age of 85 years old is expected to increase by 76 per cent and those over the age of 55 years old are estimated to rise from 22 per cent to 32 per cent. The Live Well Positive Ageing Strategy has been developed in response to this. In partnership with other regional service providers, the City is ensuring that planning for an ageing population is factored into all its 120 services, with service coordination, health promotion and the seamless management of chronic diseases the key focuses.

Making programs and services accessible to the community in that they are affordable, relevant, timely and reachable is very important. We must remain flexible in our decision making and make the most of opportunities that arise that benefit the health and wellbeing of our residents.

Just as important are the demands of a growing population on existing infrastructure. This will require careful and sustainable planning into the future to ensure that current and future Council assets meet the changing needs of our community.

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MINOR SETBACKS The Men’s Sheds in St Leonards and Barwon Heads have suffered delays due to site selection issues. It is expected that decisions will be made early in 2009-2010. The Drysdale Community Hub project is behind schedule due to requests for further community consultation with the elderly residents. It is important that the community is fully involved in this project and that feedback informs planning and design decisions to suit all residents.



Outcome: Physical Health2008-2009 Business Plan Actions Status

Drug Action Week - Activities and Programs PImprove disability access to facilities across the municipality - Senior Citizens Centres (Geelong West, Newcomb, Drysdale and Barwon Heads),Rosewall Neighbourhood Centre, Normanby Street Kindergarten, Lara Community Centre.

a

Lions Club of Leopold disabled toilet a

Outcome: Healthy Environment2008-2009 Business Plan Actions Status

Mosquito control activities including helicopter application PStreetscape Works - Central Geelong and Waterfront Street Trees and Planters, and additional bike racks in the CAA. a

Streetscape Works - Deakin Terraces a

Streetscape Works - Landscaping Whittington Centre Hub “

Streetscape Works - Madeley Streetscapes, Ocean Grove a

Streetscape Works - Moorabool St / Barwon Bridge fencing and landscaping a

Streetscape Works - TAC Precinct Streetscapes - Corio St and Clare St “

Measure: Life ExpectancySource: Department of Human Services Life Expectancy at Birth by Local Government Area Target: Maintain 2008-2009 Result: Achieved, result is in line with Victorian trend

Measure: Immunisation Coverage Source: City of Greater Geelong Family Services Department/Department of Human Services

Target: To exceed the Victorian rate in each cohort 2008-2009 Result: Achieved in two of the three age cohorts

Measure: Disease Notifications – Rate per 100,000 populationSource: City of Greater Geelong Health Services Unit / Department of Human Services

Target: Not to exceed the Victorian Rate 2008-2009 Result: Achieved in all categories except Zoonoses

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Bloodborne Enteric Other Infectious notifiable

250

300

Rat

e p

er 1

00,0

00 p

op

ulat

ion

200

150

50

100

0

56.7

86

199.3

211

10.1 10.1

Sexually transmitted

Vaccine preventable

Vectorborne

229.6

262.8

94.1101.6

2.4 5

Zoonoses

1.9 1.3

12<15 months

24<27 months

60<63 months

100

% o

f A

ge

Co

ho

rt im

mun

ised

90

80

60

70

50

90.492.7 93.7

91.188.9 88.2


2000-04 2001-05 2002-06

100

Ag

e (y

rs)

90

80

60

70

50

78.2 78.3 78.7

83 83.1 83.5

Geelong Victoria Geelong Victoria

Key to Status Symbols (Business Plan Actions)

a= Achieved P = Completed for 2008-2009/repeated annually

“ = In progress – to be completed in 2009-2010 = On hold, future action to be determined

Females Males



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Measure: Community satisfaction with Health and Human ServicesSource: Department of Planning and Community Development Local Government Community Satisfaction Survey

Target: Increase 2008-2009 Result: Maintained

2006-07 2007-08 2008-09

100

Rat

es o

f P

artic

ipat

ion

(%)

80

60

20

40

0

47.454.3 55.3

2007 2008 2009

100

Ind

exed

Mea

n

80

60

20

40

0

70 70 72

Outcome: Life Stages Support2008-2009 Business Plan Actions StatusBarwon Inclusion Support Agency - Providing support to child care services to promote the inclusion of all children including those with additional needs into eligible Commonwealth funded approved child care PChildren’s Services Facilities upgrades - Barwon Heads Preschool, Apollo Drive Kindergarten upgrade,Portarlington Preschool Stage 2, Safety Glass replacement a

Community Asset Planning - Planning of location based multi-use facilities “Community Facility upgrades - Centenary Hall “

Community Facility upgrades - Geelong West Town Hall curtains a

Community Facility upgrades - North Shore Kindergarten upgrade (toilets and bathrooms) a

Community Facility upgrades - Old Post Office reception refurbishment “Community Facility upgrades - Portarlington Community Centre “

Community Facility upgrades - Belmont Senior Citizens - bitumen works laneway and car park a

Community Facility upgrades - Flinders Kindergarten Lara - shade sails and minor works a

Family Relationship Service Partnership Program - providing support to separated parents PIndented Head Community Hall feasibility and futures plan “

Indigenous Innovations project a

Men’s Shed - Windsor Park a

Men’s Shed construction - St Leonards “Men’s Shed design - Barwon Heads “Men’s Shed design - East Geelong “Playground Development Program - Adult playground installation- Barwon Valley Belmont “

Playground Development Program - Shell Rd Reserve Playground - Master Plan implementation a

Playground Development Program on the following Reserves -Timbarra, John Croft, Paley, Highton, Kyle, Winter, Glenbrae, Allister, McShane, and Aitken Park, St Leonards Tennis Club, Surfside Tennis Club a

Playground Development Program - Install playground under surfacing PPlaygroup and parent support group activities targeted to disadvantaged groups and families PPotato Shed - Youth Event PYouth Activities - Lara Youth Centre program development for young people PYouth Activities - Leopold Youth Action Team - The Outfit PYouth Activities - General PYouth Activities - National Youth Week PYouth Activities - Ocean Grove/Drysdale Programs PYouth Activities- Waterfront Program PYouth Activities - Whittington Program PYouth Activity Area construction - Waterfront a


Measure: Child Health Assessments – Rates of participation at 3.5 years Source: City of Greater Geelong Family Services

Target: Maintain 2008-2009 Result: Achieved






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Measure: Percentage of residents who are a member of an organised groupSource: Department of Planning and Community Development Indicators of Community Strength

Target: Maintain2008-2009 Result: 2008 survey results from the Department of Planning and Community Development had yet to be received at time of print.

Measure: Percentage of residents who have attended a community eventSource: Department of Planning and Community Development Indicators of Community Strength

Target: Achieve greater than 50 per cent2008-2009 Result: 2008 survey results from the Department of Planning and Community Development had yet to be received at time of print.

2004 2006 2008

100

% o

f R

esid

ents

80

60

20

40

0

49 50.5

Outcome: Connected and Engaged Community2008-2009 Business Plan Actions Status

Community Renewal Projects - Stead Park Master Plan development “

Community Renewal Projects – Whittington “

Drysdale Community Hub “

Home and Community Care Aboriginal Equity And Access Program PPortarlington Community Building Initiative “

Springdale Neighbourhood Centre Strategic Plan a


Measure: Percentage of residents involved in volunteering Source: Department of Planning and Community Development Indicators of Community Strength

Target: Maintain 2008-2009 Result: 2008 survey results from the Department of Planning and Community Development had yet to be received at time of print.

2004 2006 2008

100

% o

f R

esid

ents

80

60

20

40

0

54 51.4

2004 2006 2008

100

% o

f R

esid

ents

80

60

20

40

0

56

47.1

The National Wool Museum’s Honorary Staff or ‘Hons’, the volunteers were acknowledged at the Museum’s 20th anniversary celebrations.


92 Annual Report 2008 - 2009| City of Greater Geelong9292929929 AnnAnnAnnAnnAAnnnnnnnnnA ualualualualualal Re ReRe ReReReReReRReeeporporpoporporrporporporo t 2t 2t 2t 2t 2t 2t 2t 2t 2t 2tt 0000800800800800800008880000 - - - - 2002002002002020202002 9| 9| 9| |9| 999999| CitCitCitCitCitCitCittttty oy oyy oy oyy oyyyy f GGf Gf Gf Gf Gf Gf Greareareareaeaeaeatertertertertertete Ge GeGe Ge GeGeGeeloeloeloeloeloeloeloloongngnggggngg

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Events such as the Australian Supercross Championships not only inject huge economic benefits into the region, but also bring visitors to Geelong as well as providing enjoyment to local residents.



To enhance the community’s prosperity by developing Geelong’s competitive strengths.

Objective:


Geelong’s major event calendar injected well over $50 million into the local economy in 2008-2009. A total of 26 events were supported by Council and the Geelong Major Events committee.

The 12th Australian Masters Games was one of the highlights. Held during February and March 2009, it attracted over 7,000 participants who took part in over 60 sporting activities. The 2009 Australian International Airshow held in March was also a huge success despite facing numerous challenges such as the current global financial crisis and extreme weather conditions. Tens of thousands of spectators from here and abroad enjoyed action packed aerobatic displays and exhibitions over three public days with the highlight being the super loud jet fighters.

Other highlights on the major events calendar included the KFC Twenty-20 Big Bash held at Skilled Stadium, Australian Supercross Championships also held at Skilled Stadium, Geelong Week Sailing Regatta, Geelong Ironman 70.3 and the Jayco Bay Cycling Classic. Family favourites, the Pako Festa and Denis Walter Carols by the Bay, also saw the crowds flock to these events.

It’s not just about the economic benefits that these events inject, they also provide entertainment and enjoyment for residents, bring people to Geelong and add to the appeal of our region.

The City of Greater Geelong was allocated $2.6 million through the Federal Government’s Regional and Local Community Infrastructure Program. This funding has not only enabled Council to roll out more community infrastructure within the municipality, but also added stimulus to the local economy.

The funded projects are: A complete environmental “make-over” of

the Link Centre in Whittington ($230,000). Upgrade to the old Post Office in Ryrie

Street, which serves as a centre for youth services and community based organisations ($850,000).

Lara Pool Adventure Park ($690,000). Eastern Park cycle criterium ($150,000). Eastern Beach dive tower reconstruction

($60,000). Stormwater capture and water harvesting

at Council depots ($300,000). Implementation of Environment

Management Strategy, including Balyang Sanctuary upgrades, Ocean Grove Boat ramp upgrade and Eastern Park access path to the Lime Kilns ($300,000).

Drysdale bus shelter ($6,000).

These projects represent a cross section of the infrastructure types listed in the funding guidelines and are all expected to be completed by the end of September 2009.

Highlights:

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AchievementsThe City is taking part in the State Government’s Global Skills for Provincial Victoria Program 2008-2010, which is designed to assist local companies to continue operating through sourcing skilled employees necessary for the success of their business. In 2008-2009, Council directly assisted 35 skilled migrants to fill vacancies. At the same time we continued our job creation programs aimed at local young people.

Geelong Otway Tourism took out three awards at the 2008 Melbourne Airport Victorian Tourism Awards. For the third year running the conference and meetings team was successful in the ‘Meetings and Business Tourism’ category, also being entered into the Hall of Fame for this category. They were also successful in the ‘Visitor Information and Services’ category for the second year in a row and also took out the ‘Specialised Tourism Services’ award for the first time. The awards are a testament to the dedication to excellence of the staff and volunteers and recognise their invaluable contribution to this thriving industry.

Central Geelong Marketing activities, entertainment and events helped deliver an estimated economic benefit of well over $3 million to Central Geelong businesses over the last 12 months. Events such as the Farmers’ Market, Melbourne Cup Day Sidewalk Sales and School Holiday programs along with the Summer Circuit Bus Service have played a major part in attracting people to Geelong’s city centre, and encouraging them to shop locally.

A small business training program sponsored by the City of Greater Geelo––ng saw 15 local business owners complete a ‘Focus’ program run by the Gordon Institute of TAFE to help operators expand their existing business. A further 20 participants took part in the ‘Explore’ program which is designed to help people develop a yet to be realised business idea that could lead to the emergence of a new business.

Future Directions The City will be rolling out its new business concept Geelong: Open for Business. The concept will be used to reinforce a range of initiatives aimed at securing jobs and investment for Geelong. This includes the preparation of a new forward looking Economic Development Blueprint, a dedicated City Business Facilitation Group and the development of a new Geelong: Open for Business website. The concept envelopes and conveys the City’s intent to make Geelong the best and easiest possible place to invest and do business.

Developing Geelong’s biotechnology capability would drive long-term, high value job creation and investment for the future. The City has reinforced its support for BioGeelong and has noted the next steps in growing this capability, including the preparation of a feasibility study for the development of a National Centre of Disease Control in Geelong. Council will also investigate the potential for the region to take a leadership position in biotechnology, which would drive Geelong’s transition to a forward-looking, knowledge-based economy.

Planning and preparing for the largest event ever to be held in the Geelong region will continue in 2009-2010. The 2010 UCI Road Cycling World Championships will be held in the Southern Hemisphere for the first time and will attract over 720 athletes from some 48 countries. Approximately 250,000 spectators are expected to flock to the Geelong region for the event and a world wide television audience of over 400 million are expected to tune in. The economic benefit of this event is expected to be $80 million, and our region will be on show to the world!

Challenges The Global Financial Crisis has affected our region just as it has around the world. Private sector investment, supporting local businesses and industries and job security are challenges we face during this crisis. As a Council we need to provide leadership and continue to be proactive in brokering new investment and supporting existing businesses and growth areas. This will enable us to maximise the region’s competitive advantages and secure our economic future.

The opening of the Geelong Ring Road, combined with competitive land prices in the region has presented the City with many opportunities to pursue. Attracting business operations that could possibly go to the western Melbourne region, and increasing the tourist potential to the Bellarine Peninsula are just two of many opportunities we need to take advantage of.

Lobbying for necessary government and private sector funding commitments will be crucial in bringing the 13 key funding priorities identified by Council to fruition. Projects such as the Geelong Convention and Exhibition Centre, Transit Cities and the development of Heales Road Industrial Estate and the National Transport and Logistics Precinct are ambitious, but are seen as having particular strategic importance for the future of our region.

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MINOR SETBACKS The much anticipated construction of global IT firm Satyam Computer Services software development centre was put on hold in January due to the company being embroiled in India’s largest corporation scandal. Council is continuing to work closely with the State Government and Deakin University to find a suitable organisation to be housed within the technology precinct.




Outcome: Industry Support2008-2009 Business Plan Actions Status

Gaming Policy recommendations implementation “Geelong Business Excellence Program sponsorship PGeelong Manufacturing Council support PGrants to support investment attraction P

Measure: Unemployment Rate Source: Department of Education, Employment and Workplace Relations June quarter data, Small Area Labour Markets, Australia

Target: Maintain the difference between Geelong and Victoria2008-2009 Result: Achieved.NB: 2008-2009 figure is for December quarter due to data availability

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2006-07 2007-08 2008-09

10

Une

mp

loym

ent

rate

as

at J

une

qua

rter

8

6

2

4

0

4.8 4.5

4.4

3.9

6.7

4.3

Measure: Average weekly advertised job vacancies - Geelong AdvertiserSource: Geelong Advertiser

Target: Increase2008-2009 Result: Achieved

250

Num

ber

of

Job

Ad

vert

s

200

150

50

100

02005-06 2006-07 2007-08

216 220243

Geelong Victoria




Food and horticulture is just one of the growth sectors recognised as driving Geelong’s modern dynamic economy.



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Measure: Non Domestic / Non Residential Building PermitsSource: Victorian Building Commission, Building Intelligence 2006-2008

Target: Increase the number of building permits2008-2009 Result: Achieved

Measure: Community satisfaction with Economic Development Source: Department of Planning and Community Development Local Government Community Satisfaction Survey

Target: Trend towards the highest score in the LGA Group 3 category2008-2009 Result: Not achieved.

Num

ber

of

Per

mits

Valu

e o

f P

erm

its (

$M)

2006

710

700

690

670

680

660

400

350

300

200

250

150

700

682

701

263.9

381

310.7

2007 2008 2007 2008 2009

100

Ind

exed

Mea

n

80

60

20

40

0

62

72

60

69

5866

Outcome: New Industry2008-2009 Business Plan Actions Status

Geelong Region Information and Communication Technology (ICT) Industry Cluster support “

Haymarket Site development - scope and brief development “

Mineral Springs Bath House - design, environmental impacts and traffic study “

Provision for Infrastructure for IT firm Satyam relocation

Western Wedge implementation “





Number Value of permits ($M) Geelong LGA Group 3 Highest score

Visitor spending has now topped over $1 billion a year in the region. Barwon Heads on the Bellarine Peninsula is a popular tourist destination for all ages!



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Measure: Tourism Accommodation - average takings ($) per room night occupiedSource: Geelong Otway Tourism - ABS Survey of Tourist Accommodation

Target: Peak season: 3 percent increase per annum after CPI adjustment Off Peak season: 5 percent increase per annum after CPI adjustment2008-2009 Result: Peak season: maintained in line with CPI Off Peak season: Achieved.

2006-07 2007-08 2008-09

150

$ p

er N

igh

t

140

130

110

120

100

120.6

117.8

123.5

111.1

128.0

124.4

Outcome: Tourism 2008-2009 Business Plan Actions Status

Conference Bureau activities - Bidding for new events, delegate boosting programs and increasing yield activity PContribution to Australian Masters Games 2009 and officer support a

Contribution to Geelong Major Events PGeelong Central City Management - Programs and Farmers Market PGeelong Conference Centre Project “

Provide for tourist information and administrative support centres within the Geelong region PRing Road Visitor Information Centre development “

UCI Road Cycling World Championships - support PWaterfront webcam installation


Peak Off Peak


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Environment


The City has many significant trees which required extra care during the recent extended dry and hot conditions. These trees in Johnstone Park were some of the many saved by ‘tree huggas’ which were topped up with recycled water.



To enhance, conserve and sustain the diverse natural and built environment.Objective:

Environment

Council has installed 36 solar panels on the roof of the National Wool Museum as part of the City’s Greenhouse Response, which seeks to reduce the City’s own energy use and greenhouse emissions across its operations and facilities. This represents the largest renewable energy installation in Central Geelong, and is part of a range of works undertaken on the 19th century heritage listed building to convert it into more eco-efficient premises. All light fittings in the building have been replaced with energy efficient globes and light sensors. These initiatives alone will amount to more than 100 tonnes (over 20 per cent) in greenhouse gas emissions saved annually.

A micro-wind turbine was installed at Limeburners Point Boat Ramp, also as part of the City’s Greenhouse Response. The turbine is the one of the first vertical axis models to be installed anywhere in Australia and will be able to generate power night and day in all wind conditions. The power generated will be fed back in to the electric power grid and used to power the boat ramp lights. It is expected to save more than 10 tonnes of carbon dioxide each year. The wind turbine becomes the City’s third renewable energy site, joining the six kilowatt photovoltaic solar systems on the roofs of the National Wool Museum and City Hall. These actions are all part of the overall aim to achieve a 30 per cent reduction in the City’s greenhouse gas emissions by 2010.

Drought recovery and water saving initiatives have continued to be a key focus in the last 12 months. The Waterworld aquatic centre underwent an eco-friendly upgrade with the installation of a water treatment system which is expected to save around 90 per cent of backwashing water. The first of its kind in Geelong, the system turns dirty water into clean water and returns the backwash volume back to the pool. A similar system was also installed at Kardinia Pool with the water used to irrigate surrounding sporting grounds. Splashdown will also soon be sending its backwashed water to a nearby dam which will be used to maintain the neighbouring Grinter Reserve.

The dry summer conditions threatened to kill many of the City’s most significant but endangered trees. 160 specialised water tanks and 60 ‘tree huggas’ were purchased and strategically positioned close to endangered trees around the municipality. Topped up with recycled water weekly, these provided relief to stressed trees and saved these important heritage assets.

Drought proofing of our sporting reserves continued during the year with several grounds converted to more drought-tolerant warm season grasses. The program has seen over 15 grounds converted in the past two years. It not only allows for full-year usage of grounds without having to worry about dry conditions and the impact of water restrictions, but also saves water usage in the long term.

Highlights:

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Environment




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AchievementsDuring the year the Council adopted a number of structure plans. Included amongst these were the Drysdale/Clifton Springs Structure Plan, the Fyans-West Fyans Street Precinct Structure Plan, Lara Structure Plan and the Point Lonsdale Structure Plan. The structure plans cover various areas such as residential living, traffic measures and pedestrian access, open space usage, recreation infrastructure and increased usage of public and active transport. These structure plans can be viewed in their entirety on our website www.geelongaustralia.com.au.

Council adopted an amendment introducing the revised Municipal Strategic Statement and Local Planning Policies into the Greater

Geelong Planning Scheme. The amendment creates a concise, easy-to-use and strategically robust City of Greater Geelong Local Planning Policy framework which guides land use and development. Key pieces of work that inform the amendment include the Rural Land Use Strategy, Housing Diversity Strategy, Open Space Strategy, Environment Management Strategy and a number of place-based structure and growth plans.

In May 2009 Council signed the Association of Bayside Municipalites’ (ABM) Climate Change Charter. The Charter sets guidelines for bayside councils to take a collaborative approach to responding to the anticipated impacts of climate change on our coastal areas. The ABM

comprises 10 councils that have frontage to Port Phillip Bay. The signing of the Climate Change Charter complemented Council’s many environmental initiatives.

A number of actions in the Clifton Springs Foreshore Management Plan were completed during the year. Clifton Springs’ popular picnic and swimming spot, the Dell, was opened to pedestrians after being closed to the public due to a series of land slippages since 2002. Following strong community support, several projects were brought forward including the Adrian Mannix Reserve stairs, cliff top pathway, sealed access road, hand rail fitting, beach re-nourishment and the installation of rock groynes.

Future Directions Armstrong Creek is Geelong’s growth area that will be home to approximately 55,000 people. In March 2009, the Integrated Infrastructure Delivery Plan to guide development of the Armstrong Creek Urban Growth Area was adopted by Council. Armstrong Creek has been divided into seven precincts. Two precincts are dedicated to providing employment diversity, four are residential precincts and the final precinct is the Major Activity Centre which provides a mix of commerce, business, retail and residential. Each precinct will have its own master plan known as a Precinct Structure Plan (PSP). Once a PSP is approved, permits can be issued for the subdivision of land. Work has commenced on these and will continue in 2009-2010. It is anticipated the East Precinct will be the first to reach PSP stage, with the first land release expected by the end of 2011. For more information on Armstrong Creek please refer to page 40 of this report.

The Geelong ecoCHALLENGE initiative is Council’s corporate sustainability program aimed at reducing the organisation’s environmental footprint. Along with the Greenhouse Response Local Action Plan, 2009-2010 will see initiatives continue along with further education and training for staff. Our endeavor is to achieve the target of a 30 per cent reduction on our 2006 carbon emissions levels by 2010, and a 60 per cent reduction by 2025.

Challenges Seeking options for accessible transport are keys to sustainability and wellbeing. Council will encourage a variety of transport modes, urban designs and active transport support programs that reduce our car dependence. To achieve this we will need the support of the community and transport companies.

In light of the current economic climate, there may be a perception that addressing environmental issues is less important. We must make sure this does not result in cheaper developments with decreased building and environmental standards.

Climate change will continue to challenge communities all over the world. It is important that local government continues to demonstrate leadership in reducing environmental impacts. The City is responding to this through its ecoCHALLENGE initiative and Greenhouse Response Strategy.

MINOR SETBACKS Council resolved to seek an extension to the operation of the Corio Landfill site until the end of 2011. The site was due to close at the end of 2009. The Environment Protection Authority recently increased the requirements on rehabilitation on landfill sites. This likely to increase the cost of final rehabilitation of the Corio site.

The extension will enable Council to recover additional income from direct users of the site to help meet the additional costs, and also provide time for the development of an advanced technology organics waste processing facility at Point Henry. This facility will enable Council to divert all mixed waste (garbage) and green waste from landfill by converting this waste into power and agricultural grade compost. This facility is expected to be operational by the end of 2010.

Environment



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Measure: Air Quality Source: EPA Air Quality Index for the Geelong Region (Geelong South and Point Henry)

Target: Increase the number of days where air quality is Good – Very Good2008-2009 Result: Not achieved

7%

10%

83%

2006

Good - Very GoodFair

Poor - Very Poor

83%10%7%

Measure: Air Quality

7%

10%

83%

2007


Poor - Very Poor


83%10%7%

4%

16%

80%

2008


Poor - Very Poor


80%16%4%

Outcome: Biodiversity Management2008-2009 Business Plan Actions Status

Barwon River Land Use and Open Space Corridor Plan implementation “Breamlea Biomass Reduction Program a

Clifton Springs Foreshore management plan implementation a

Coastal and conservation reserves and infrastructure maintenance PCouncil environmental reserves improvement works PImplementation of the Geelong Regions Wetlands Strategy a

Wetlands Study - Murtnagurt Lagoon a

Outcome: Water and Air Quality2008-2009 Business Plan Actions Status

Geelong Healthy Waterways Program PImplement actions in the Greenhouse Reduction Strategy PStormwater Management - education, design and research PStormwater Quality Management Plan implementation PUpgrade of automatic irrigation systems as per new legislation a

Environment




Measure: Beach Water qualitySource: EPA Beach Water Quality Report

Target: 0 days enterococci >500/100ml2008-2009 result: Achieved – No days were recorded where enterococci >500/100ml



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Measure: Building approvals meeting 5 star ratingSource: City of Greater Geelong City Development Department

Target: 100%2008-2009 result: Achieved – 100%

Measure: Recycling and Waste Collection VolumesSource: City of Greater Geelong Waste Services Unit

Target: Recycling - Increase Green Waste – Increase Garbage - Decrease2008-2009 Result: Recycling - Not achieved Green Waste – Not achievedGarbage - Achieved

Recycling Green Waste Garbage

500

Kg

per

Ho

useh

old

400

300

100

200

0

303338

303

203

294

242

388

434

396

Measure: Council’s Potable Water ConsumptionSource: City of Greater Geelong Facilities Maintenance Unit

Target: Decrease – 25 per cent reduction by 20152008-2009 Result: Target achieved. While consumption increased due to sports ground summer grass conversion program, it is still well below the target levels.

2005-06 2006-07 2007-08

Wat

er V

olu

me

(ML/

yr) 1000

800

600

200

400

0

726

597.2

501.5

287.8

Outcome: Sustainable Development 2008-2009 Business Plan Actions Status

Armstrong Creek Urban Growth Plan - Implementation Plan PBreamlea Caravan Park Sustainable Cabin Accommodation - design and construction “

Structure Plans development - Clifton Springs, Point Lonsdale, West Fyans a

Structure Plans implementation into Planning Scheme (Barwon Heads, Geelong Port) “

Outcome: Waste Recycling and Resource Use2008-2009 Business Plan Actions Status

Corio Landfill Rehabilitation - ongoing rehabilitation of the Corio landfill leading up to its closure at the end of 2009 “Drought Recovery Program - Belmont storm water re-use feasibility study

Drought Recovery Program - Conversion of major sporting fields to drought tolerant grasses PDrought Recovery Program - Elcho Golf Course/Barwon Prison Recycled Water Pipeline “Drought Recovery Program - Grinter Reserve water re-use project “Drought Recovery Program - Implement Aged and Disability Services water saving initiatives PDrought Recovery Program - Lara Sporting Club water tank, sinking bore and pump “Drought Recovery Program - Steampacket Gardens Sustainable Stormwater Retention and Irrigation re-use project “Drysdale Landfill construction - Ongoing program of cell construction at the Drysdale landfill to provide for the placement of waste in accordance with EPA licence requirements

a

Drysdale Landfill Rehabilitation - Rehabilitation of a completed area of the Drysdale Landfill as per EPA requirements “

Environment




2006-2007 2007-2008 2008-2009 Water Consumption 2015 target - 726 ML


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Environment


The City is well on the way to achieving its reduced water consumption target through many initiatives such as water reuse projects and sporting reserve conversions to drought tolerant grasses.



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New Dog and Cat Control Orders specify areas where dogs can be walked off-lead and those areas where they must be controlled by a leash.


To create a sense of security throughout the community.Objective:


The City of Greater Geelong received the 2008 National Award for Local Government for Excellence in Alcohol Management. The award recognised the success of the City’s Integrated Alcohol Management Project and belongs to the many stakeholders and the community who made this project such a success. The project has worked well because it brought key stakeholders together to develop a range of complementary safety initiatives.

Geelong’s Integrated Alcohol Management Project has become a model for other cities, and this award is a further endorsement of our safety initiatives.

The award recognised the following initiatives: The Geelong Regional Liquor Accord The NightWatch Radio program Late night cleaning crew CitySafe Camera network Operation Nightlife ID scanners Youth Forum Greater Geelong Safety Plan Drug Action Plan Committee, who run Drug Action Week

These initiatives have created a safer environment for people entering the city at night, however we recognise that our work is not complete. We look forward to continuing to work collaboratively to improve safety in our city.

The Police, licensees, the Nightlife Association, Liquor Licensing and the many others involved are to be commended for their outstanding work and support.

Recent amendments to the primary Act which governs dog and cat controls, the Domestic (Feral and Nuisance) Animals Act 1994 resulted in an opportunity for Council to take a strategic approach to domestic animal management. The Domestic Animal (Dogs and Cats) Management Plan was adopted in June 2008 and addresses three key areas: responsible pet ownership, dogs in public places and leadership.

In October 2008, the City of Greater Geelong Council declared several Dog and Cat Control Orders relating to the Plan. The orders specified those areas of the municipality where dogs can be off a leash and where they must be controlled by a leash. There is also an order requiring cats to be confined between sunset and sunrise to come into effect in late 2009. These orders will enable the City to implement key aspects of the Domestic Animal Management Plan.

The City worked closely with the general community and special interest groups to provide areas where dog owners have the option to run their animal off a leash while ensuring that popular public paths were kept safe. The control of dogs in public places was a fundamental component of the Domestic Animal Management Plan, and the orders will help ensure that the plan can be effectively managed.

A community education campaign accompanied the new orders.

For an update on the first year implementation of the Domestic Animal Management Plan please refer to pages 83-84.

Highlights:


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The City activated its Municipal Emergency Management structure to assist communities affected by the Victorian bushfires. The Municipal Association of Victoria coordinated Council assistance with the City providing the following assistance to the Murrindindi and Nillumbik Shires:

Three-person tree gangs and equipment for seven weeks. Two-person building inspection teams for four days. Environmental Health Officers. Aborists. Emergency Management experts including Municipal Emergency Response Officers and Municipal Recovery Managers.

The Geelong community was quick to respond to the bushfire tragedy with an extremely generous contribution of cash and material aid to the bushfire appeal. Many local workplaces and community groups also organised their own fund raising events and activities to aid the affected townships.

In 2008-2009 Council’s Learn to Swim program grew by 30 per cent to 14,380 participants. Classes are designed to introduce people to the world of aquatics in a very positive environment. Participants move through the program learning: stroke techniques, personal safety and development, survival skills and overall aquatic enjoyment.

Central Geelong safety and security upgrades continued with CCTV upgrade from seven cameras to 18 cameras contributing to a 35 per cent decrease in criminal and anti-social behaviour. Works on safe radio messages and lighting upgrades have also been completed. Planning has been undertaken for a night rider bus, safe taxi rank ID scanner and education workshops and forums which will all be implemented by the end of 2009.

The Barwon Regional Drug Action Plan was launched in Colac in March 2009. The plan has been developed by local communities, to deal with local issues in ways that are relevant to local residents. The plan was developed in extensive consultation with Geelong, Surf Coast and Colac-Otway residents, local service providers, local government, police and researchers from Deakin University. This is the first coordinated Drug Action Plan that applies to the Barwon region as a whole and focuses on prevention and shifting cultural attitudes to drug and alcohol use. The project was facilitated by the City of Greater Geelong, with funding from the Department of Human Services.

Future Directions Streets Ahead – a three-year project funded by VicHealth to increase physical activity in children aged four to 12 years and promote safety in neghbourhoods, will focus on the Whittington, St Albans Park and East Geelong areas in 2009-2010. Council will work with schools, community groups and parents in seeking and implementing strategies that get kids to walk and ride their bikes and reclaiming neighbourhood streets. The focus is not only on healthy activity but also on creating a socially connected and safe neighbourhood.

During the year, the City received $240,000 from the Federal Government to fund the Barwon Safe Party project, a project aimed at reducing binge drinking in the region.

The project has been developed by Council in partnership with eight local agencies including Victoria Police, Deakin University, Surf Coast Shire and local youth organisations. The project will combine elements such as education, awareness, strategic policing and data collection. The program will target 14 to 24-year-olds.

The safety of children is very important. The Safestart Program, a program that focuses on preventing unintentional child injuries for children aged up to eight years, will enter its fourth year in 2009-2010. Programs delivered in past years will continue, and a new partnership with the Kids Foundation will see the delivery of injury prevention programs into kindergartens.

Challenges Major changes to the Food and Health Acts will pose new challenges to Council. The Food Act itself is expected to have over 30 changes including reclassification of all premises, food sampling and changes to registration requirements. Changes will be phased in over the next two years.

Community safety and policing is an important issue and Council will continue to work in partnership with stakeholders through the Local Safety Committee and advocate on behalf of the community to make the municipality safe for residents and visitors.

MINOR SETBACKS The safety lighting upgrade at Eastern Beach / Ritchie Boulevard has been held up due to a delay in receiving a permit from Heritage Victoria. This has lead to the scope of works being reviewed and will result in works being carried out in 2009-2010.

The reconstruction of the Eastern Beach sea walls is well underway following delays due to working with tides. Despite the various setbacks, the project is expected to be completed well before the summer season.

Achievements




Measure: Crime rate per 100,000 populationSource: Victoria Police Provisional Crime Statistics

Target: To not exceed Victorian rate2008-2009 Result: Achieved

Outcome: Safe Community 2008-2009 Business Plan Actions Status

Animal Control Sign installations as per Domestic Animal (Dogs and Cats) Management Plan PCentral Geelong safety and security upgrade “

Contribution to Life Saving for Ocean Grove, Barwon Heads and Bancoora. PEastern Beach Seawalls - Design and construction of replacement seawalls. “

Lightning Strike Protection - installation program PSafestart Program - for children 0-8 age group focusing on preventing unintentional child injury initiatives PSt Leonards Lake safety improvements and construction of Bike/Walk track around the Lake. a

Supervision for school crossings P

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Outcome: Emergency Management2008-2009 Business Plan Actions Status

Emergency maintenance (unplanned) on Council facilities PEmergency management and response program P

Outcome: Safe Built Environment2008-2009 Business Plan Actions Status

Eastern Beach/Ritchie Blvd Safety Lighting upgrade “Queens Park Golf, Waurn Ponds Baseball and Skilled Stadium wash down, spills and chemical decanting facility

a

Street Lighting P

Measure: Municipal Emergency Management Plan updateSource: City of Greater Geelong Infrastructure Operations Department

Target: Plan is updated annually2008-2009 Result: Achieved – Plan updated November 2008

7500

Cri

me

rate

per

100

,000

po

pul

atio

n

7000

6500

5500

6000

5000

7,283

6,613

7,209

6,226

7,087

6,612

2006-07 2007-08 2008-09

Victoria Geelong





108 Annual Report 2008 - 2009| City of Greater Geelong11010101111108080811010080810080881081080810810101010888088108111081011010808810810881080881100808880808088100108088080808080080888808000808808808888110008881 8810088808800800888881 888811 81111 811111 88888 AAnAnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnAnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnualuaualualuaualualualualaualualalalalllualualualuaualauaualuaualalallualuaallualualuuauauauauaauuaaaaalaaluualaaaaaaaa ReRReReReRRR ReReReReReReR RR ReRRReRRe ReRe RReRRRRRRRRRRRReRReReeepoporpporporpporporppororporporporporporporporporporrporporpporpopporp rppororporpporororrorppp t 2t 2t 2t 2t 2t 2t 2t 2t 2 2t 2t 2t 2t 2t 2t 2t 2t 2t 222t 2tt 2t 008008000080080000000000800008008008008008008008080800808008000800000808000000000000008 - - - - - - -- - - - - --- 200200200200200200220020000020020020020020020020020000200200200002000000200002 02222022022 02 9| 9| 9| 9| 9| 9| 9| 9| 9||99| 99|9|9| 9999||99| CitCitCCitCitCitCitCitCitCitCitCCitCitCCCitCitCitCCCCitCCittttty oy oy oy oy oy oy oy oy oy oy oy oy oy oy oy oyy oy oooyy oyyyyy f Gf Gf Gf Gf Gf Gf Gf Gf Gf Gf Gf GGf Gf Gf GGf Gf Gff rearearearearearearearearereareaeareareareaeeeereaaaaaaaterterterterteterterterertertertetererteeeeertt r Ge Ge Gee Ge Ge Ge Ge GeGeGe GeGe Ge GeGGeGeGeGeeee GeGeGeeGeeeloeloeleloeloeloeloeloeloeloeloeloloeloeloeeeloelooeeeloeel ngngngngnggngnnngngngngnngngngnnng

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Transportation


The Geelong Ring Road, opened in December 2008, provides a 23 kilometre freeway link between Corio and Waurn Ponds and avoids up to 31 sets of traffic lights.



To enhance and improve the region’s local, public and freight transport systems and infrastrucutre.Objective:

Transportation

The long awaited Geelong Ring Road officially opened to traffic on Sunday 14 December 2008. Sections one and two, from Corio to Fyansford, saw over 2,000 people walk or ride the 15-kilometre stretch prior to vehicles being allowed on. A carnival atmosphere also greeted the completion of section three, stretching to Waurn Ponds when it was officially opened on Sunday 14 June 2009. This was completed six months ahead of schedule.

The Geelong Ring Road provides a 23-kilometre freeway link between Corio and Waurn Ponds skirting Geelong’s western outskirts. Drivers will avoid up to 31 sets of traffic lights, with a travel time of 15 minutes compared with the current 25 to 60 minute trip through Geelong.

The Geelong Ring Road between Corio and Waurn Ponds has cost $380 million. In total $618 million has been committed to the project and future sections, with $324.5 million from the Victorian Government and $293.5 million from the Australian Government.

Apart from reduced travel times, the new arterial will reduce freight and other traffic movements in the centre of Geelong, particularly along Latrobe Terrace, improve road safety, reduce noise, pollution and traffic in residential areas, and improve road freaight efficiency.

In March 2009 works commenced to extend the Ring Road by 2.5 kilometres, providing a direct connection with Anglesea Road via an overpass of the Princes Highway. Works are scheduled for completion in late 2010.

Popularity of the Central Geelong Park and Ride service continues to grow with approximately 35,000 users utilising the service over the last 12 months. On a daily basis, the number of commuters using the bus ranged between 100 and 180 per day. A recent customer survey resulted in a 100 per cent satisfaction rating being recorded.

The service operates from Eastern Park on Monday to Friday from 7.30 am to 10 am and then from 4 pm to 6.30 pm, with two buses operating on a direct route, ensuring there is a bus on site every seven minutes.

A second service commenced in May, operating from Kardinia Park, using public buses for just $2 a day, with drop off points in central Geelong.

Both Park and Ride services are funded by the City of Greater Geelong, State Government Department of Transport, Central Geelong Marketing, Hertz Car Rental and user fees.

These services help ease traffic congestion and provide a convenient, low-cost parking option for Central Geelong workers.

Highlights:

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AchievementsEast West Traffic improvement works continued in 2008-2009 with the following works completed:

Myers Street/Yarra Street intersection traffic signals installation.Latrobe Terrace/Ryrie Street turning lane lengthened.Ryrie Street/Swanston Street/Sydney Parade intersection - improvements provided two through lanes in each direction in Ryrie Street. Bicycle lane works commenced.

The Central Geelong Shuttle Summer Service, an initiative of the City of Greater Geelong in partnership with Central Geelong Marketing and the Department of Transport, ran daily from December through to February, then on weekends through to March. Stopping at nine locations around the city, the bus provides free access to

shopping, dining, professional services, attractions, events and entertainment in Central Geelong every day over summer. In its eighth year of operation, the service continues to grow and is utilised by approximately 13,000 commuters annually, with 70 per cent being out of town visitors.

Geelong roads received a welcome funding boost from the Federal Government with the allocation of $7.75 million for local upgrades and maintenance. Funding will be delivered over five years through the $1.75 billion Roads to Recovery program. This unprecedented level of funding will improve our roads, as well as support local jobs and businesses during the current global financial slowdown. The funding is in addition to the several millions Council already spends on maintaining roads in the region.

In December 2008, the City was awarded TravelSmart Stage Two funding from the State Government. This has enabled the City to work with seven more local schools to develop travel plans, to encourage students and their families tochoose more sustainable models of travel to and from school, and to reduce dependency on car travel.

Bellarine Community Connections commenced on the Bellarine Peninsula. This project has already seen a number of local township community transport initiatives introduced to meet the needs of individuals and groups.

Future Directions Council has resolved to support the establishment of a Central Geelong Bus Stop. The Moorabool Street site was selected from a list of five sites after extensive community consultation. Surrounding business and property owners, other Central Geelong businesses, workers, bus travellers, Public Transport Users’ Association along with other community groups were consulted during the process. Construction is expected to commence post the 2009 Christmas period, with the Department of Transport responsible for designing and building the facility.

Options for accessible transport are keys to the sustainability and wellbeing of our community. Council will encourage a variety of transport modes, urban designs and active transport support programs that reduce our

car dependence. Projects such as Western Wedge walkability infrastructure, Building Bellarine Connections, strategic footpath programs, TravelSmart and the various Park and Ride services will all continue or commence implementation in the coming year.

$13.5 million will be spent on road, footpath and kerb and channel maintenance and renewal programs in 2009-2010, recognising Council’s commitment to addressing ageing infrastructure within the region.

Challenges The development of sustainable transport options and reducing car dependency will be a key focus for this Council over the next four years. This cannot be achieved without the collaboration from a number of stakeholders. It is important Council continues building relationships and working closely with all parties to ensure the best results for our community.

A Ring Road extension to the Bellarine Peninsula is a much sought after aspiration of our community. Not only will it ease congestion through the city and reduce traffic in residential suburbs and townships, but it will increase tourism opportunities as a result of easier accessibility. This link is yet to receive Federal or State funding so Council must advocate on behalf of the community in order to bring this project to fruition.

2008-2009 Business Plan Actions Status

Bicycle infrastructure recurrent program maintenance PGreater Geelong Cycle Strategy implementation “

Measure: Total kilometres of off-road bicycle tracks Source: City of Greater Geelong Engineering Services Department

Target: Increase2008-2009 Result: Maintained at 163km

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Transportation

MINOR SETBACKS The Leopold footpath linkages project aims to prioritise high quality footpath routes and their construction into areas where people are most likely to walk, and to facilities that most of the community use. Extensive community consultation has taken place with the Leopold community in developing and designing the footpaths.

Construction has been delayed after an application for funding from the Local Area Access Program was not successful. It is now expected to commence in July 2009 with the special rates and charges process to continue.






2006 2007 2008

400

Num

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Peo

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320

240

80

160

09

247

365

4

248

331

4

218

329

Outcome: Local Public Transport2008-2009 Business Plan Actions Status

Building Bellarine Connections “Central Geelong Park and Ride shuttle service PPeninsula Park and Ride (Ocean Grove / Barwon Heads Christmas Bus Shuttle) PSummer Circuit Bus Service P

Outcome: Road and Footpath Network2008-2009 Business Plan Actions Status

Bridge upgrades - replacement and repair program “Construct and design local roads including Federal Roads Program and Vic Roads funded works PDrainage design and construction program PEast - West Traffic Improvement Works - Myers/Yarra Streets intersection - traffic signals a

Footpath renewal program PKerb and channel renewal program PLeopold footpath linkages - construction “Light, heavy and dedicated fleet replacement PMajor culvert guardrail replacement / Implementation program PMajor traffic work construction (as listed in the prioritised traffic projects core list) PReplace on street multi bay parking meters with ticket machines (pay and display) equipment. “Road Condition Data Survey “Road Safety Program “Special Rates and Charges to carry out roads, footpaths and drainage works PStrategic Footpath Design - Drysdale Clifton Springs “Traffic and Transport Studies “

Measure: Road Traffic Fatalities and Injuries Source: VicRoads CrashStats

Target: Decrease2008-2009 Result: Achieved

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Fatalities Serious Injury Minor Injury2007 2008 2009

100

Ind

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Mea

n

80

60

20

40

0

5355

52

Measure: Community satisfaction with Local Roads and Footpaths Source: Department of Planning and Community Development Local Government Community Satisfaction Survey

Target: Increase2008-2009 Result: Not achieved


Parks Sport and LeisurePe

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The Bellarine Aquatic and Sports Centre opened in December 2008. The $8 million facility averages over 5,600 visitors per week.



To improve quality of life by providing opportunities for physical activity and open space for reflection, relaxation, social interaction and the experiences of nature.

Objective:

The Bellarine Aquatic and Sports Centre opened on Sunday 14 December 2008 with a free family fun day. The $8 million centre at Shell Road Reserve in Ocean Grove was a partnership project involving the City of Greater Geelong which provided $5.5 million and the State Government which contributed $2.5 million.

The City has worked closely with residents and the State Government to bring this important piece of community infrastructure to the Bellarine, which will provide many more sport and recreation opportunities for locals. This project has been years in the making and it is fantastic to see Bellarine residents embracing the new centre with an average of over 5,600 visits per week. Whether you’re a lap swimmer, learning to swim or just keen for a splash around, the new centre caters for all.

The Bellarine Aquatic and Sports Centre includes the following facilities:

Eight-lane 25-metre pool with ramp access. Program pool space for all levels of learn to swim. Water play facilities. Outdoor recreation space. Provision for some warm water exercise. Change area for people with disabilities and families.

Shell Road Reserve is an ideal location for the Bellarine Aquatic and Sports Centre. Together with the new skate park and the soccer grounds, it now offers a wide range of sport and recreation activities for the Bellarine’s growing population.

The Drysdale Football and Netball Club redevelopment was completed in October 2008. Commencing in October 2007, the upgrade experienced a major delay due to the discovery of highly valued archaeological finds. This resulted in an excavation process being undertaken to ensure that due care was taken to properly document all artifacts that were unearthed.

The much-needed upgrade, the first it has received in decades, was funded by Council and has seen an impressive transformation. It will now be able to cater for the growing population in the local area.

Works included the removal of part of the original building, a building extension, new kitchen, storeroom, bar and canteen facilities; new entry, and improved access for people with disabilities.

Highlights:

Parks Sport and Leisure

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Parks, Sport and Leisure




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AchievementsDuring the year a number of recreation facilities and reserves received upgrades. The Western Oval in Geelong West is claiming the title of the number two sports oval in the region following recent works including a new netball pavilion, cycling track upgrade and oval surface renovation. Highton Reserve also received a major facelift with a new playground, new tree plantings, car park upgrade, new park furniture and other amenity upgrades. This was all part of the Highton Reserve Master Plan.

Other recreation improvements included a new dressage ring at the Lake Lorne Pony Club, North Geelong Football and Netball Club pavilion upgrade, St Albans Reserve walking track, Goldsworthy Athletics Facility upgraded spectator stand and synthetic grass surface and the Hovell’s Creek walking trail gazebo. A host of other projects were also completed or are nearing completion.

The City received grants from Sport and Recreation Victoria for a number of projects within the municipality, complementing Council funding already committed. The City sought expressions of interest from the community to help determine which projects to apply for funding. Almost $1 million was received for projects such as Landy Field floodlighting, Criterium Circuit at Belmont Common, Corio Community Sporting Club lighting, Geelong Football Umpires League clubroom upgrade, Clifton Springs Bowls Club green and the Grinter Reserve water harvesting initiative.

Council moved to guarantee the future of organised sport in the Lara area, endorsing the Lara Outdoor Recreation Studies Plan and Lara Recreation Reserve Master Plan. Lara has experienced significant population growth in recent years and it is clear that existing facilities at the Lara Recreation Reserve could not adequately

cater for either current or anticipated future demand. The Lara Outdoor Recreation Facilities Study provides a guide for sport and recreation planning in Lara, and provides a Master Plan for the northern section of the Lara Recreation Reserve.

Council’s aquatic centres have defied the global financial crisis recording record membership growth. 12,385 people joined our centres during 2008-2009, a 31 per cent increase on last year’s figure of 9,433. The opening of the Bellarine Aquatic and Sports Centre was certainly a factor, as was the commitment to a healthy lifestyle from members of our community.

Future Directions The second stage of Skilled Stadium’s redevelopment has commenced with the Past Players and Ross-Drew Stands making way for a state-of-the-art sports and grandstand facility. Due for completion in early 2010, this new complex at the home of the Geelong Football Club will see the stadium capacity increase to accommodate 30,000 supporters and house:

State-of-the-art sports science facility and gymnasium.

Club administrative offices.

Function room facility to cater for up to 300 guests.

50 new open air corporate boxes.

New executive hospitality suites.

The new Leisurelink Gym and Aquatic Centre being built at Waurn Ponds has now passed the halfway mark. The structure is complete, most of the walls and windows have been installed in the gym and the 50-metre legacy pool from the 2007 World Swimming Championships is now fully assembled. A state of the art underground backwash water recycling system has also been set up. This is the biggest sports and leisure project ever undertaken by Council and the new facility will be a vital community asset and will also use the latest environmental technology. The new Leisurelink is expected to open in 2010.

Physical health is important not only to the individual, but also to the community. Council’s commitment to this through recreation reserve and facility upgrades continues in 2009-2010 with $8.2 million in works planned.

Challenges Periods of drought and water restrictions will continue to pose challenges for Council when it comes to preserving sporting grounds, reserves, parks and gardens. Maintaining service levels and minimising the impact on various leisure facilities will be a priority for Council in continuing to improve quality of life by providing opportunities for physical activity, relaxation and social interaction.

In these tough economic times, it is often the case that competing priorities may take precedence over past-times such as recreational and wellbeing type activities. A challenge for Council’s aquatic and sports centres is to remain competitive with the market and retain and attract members, through quality facilities and programs that are affordable for all individuals and families.

MINOR SETBACKS The Geelong Motocross Club has been without a home after noise complaints forced the club to leave its former Breakwater site. Council has committed $660,000 towards the purchase of McAdam Park to provide a base for the Geelong Motocross Club. While McAdam Park is not located within our municipality, a large portion of its riders live in the City of Greater Geelong. It will serve as a regional motocross facility.







2007 2008 2009

100

Ind

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Mea

n

80

60

20

40

0

69 71 71

2007 2008 2009

100

Ind

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Mea

n

80

60

20

40

0

63 65 64

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Outcome: Healthy Lifestyle2008-2009 Business Plan Actions Status

Bellarine Aquatic and Sports Centre construction a

Geelong Arena - cyclical and programmed maintenance PGrants from Sport and Recreation Victoria to fund minor facility upgrades PGrants from Sport and Recreation Victoria to fund minor facility upgrades in the country football and netball program PGymnasium equipment replacement program PKardinia Pool and Waterworld concrete replacement program a

Kardinia Pool lighting improvements a

Lara pool adventure park development “Leisurelink replacement facility construction “

Leisuretime Centre - Basketball court dividing net a

Leisuretime Centre - Netball fence upgrade a

Swim, Sport and Leisure upgrades - facility maintenance (incl. OHS risks) “

Waterworld waterslide internal re-coat a


Measure: Community satisfaction with recreational facilities Source: Department of Planning and Community Development Local Government Community Satisfaction Survey

Target: Increase2008-2009 Result: Maintained

Measure: Community satisfaction with the appearance of public areas Source: Department of Planning and Community Development Local Government Community Satisfaction Survey


Skilled Stadium, home to the Geelong Cats AFL team is currently undergoing redevelopment works with the construction of a state-of-the-art sports and grandstand facility.



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Outcome: Active and Vibrant Public Spaces2008-2009 Business Plan Actions Status

Anakie Football/Cricket Club Ground irrigation and netball courts a

Around The Heads walking/cycling paths- design and implementation “

Bakers Oval lighting and clubroom improvements a

Bell Park Football / Netball Club upgrade grandstand, kitchens and room enlargement (self managed project) “Bell Post Hill Football Club – toilets “Bell Post Hill Rangers - toilet refit (Myers Reserve) “Bellarine Horse Trail study “

Breakwater Reserve improvements a

Leopold Community Hub project “Connections Park (Rosewall) - year two of redevelopment plan implementation “Corio and Moorabool Pony Club - facilities upgrade “

Corio Community Park development a

Corio Sports Club - design and construction of floodlight systems at Shell Oval a

Criterium Circuit resurfacing - Eastern Park “

Drysdale Netball Club - court compliance upgrade a

Eastern Beach Children’s Pool detailed construction design “Eastern Park and Geelong Botanic Gardens Strategic Plan implementation “Elderslie Reserve Master Plan - Stage One implementation PErvin Reserve Newcomb walk - outdoor adult gym/exercise stations “Friers Reserve Sports Pavilion - new change facilities “

Gateway Sanctuary rotunda improvements a

Geelong Football Umpires Rooms (Regional) - preparation of plans, specifications and costings for staged capital improvement works “Geelong Soccer Club - scoreboard/coaches box “

Geelong Women’s Cricket Club Belmont Common practice wickets a

Goldsworthy Reserve Athletics track improvements - grandstand and surrounds a

Grinter Reserve Newcomb - Netball lighting and resurfacing a

Grovedale Cricket Club – design “

Grovedale Netball Club floodlighting – Burdoo Recreation Reserve a

Highton Reserve Landscape Plan implementation “Highton Reserve Pavilion – design “Highton Tennis Club - pavilion design “Hume Reserve Master Plan “King Lloyd Reserve improvements “

Lake Lorne Pony Club - sand arena a

Lara Bowling Club - synthetic green and lighting a

McDonald Reserve Car park sealing - South Barwon Football and Netball Club a

Memorial Park - Entrance landscape plan “

Memorial Park - Netball warm up area a

Memorial Park - Skate Park improvements, additional shelter, louvres, table, seating a

North Geelong Netball Court Upgrade a

North Shore Little League - design for replacement of clubrooms “Ocean Grove Park Scoping study – contribution “

Portarlington Football and Netball Club – Disabled access and player shelters a

Rennie St Reserve - gazebo, tables, barbecue a

Richmond Crescent Reserve - clubroom improvements “







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2004 2006 2008

100

Ind

exed

Mea

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80

60

20

40

0

4146

Outcome: Strong Sport and Recreation Networks 2008-2009 Business Plan Actions Status

Barwon Sports Academy - contribution PGeelong Cricket Association - contribution to ground maintenance P

Measure: Percentage of residents who participate in organised sport Source: Department of Planning and Community Development Indicators of Community Strength

Target: Maintain2008-2009 Result: 2008 survey results from the Department of Planning and Community Development had yet to be received at time of print.


2008-2009 Business Plan Actions StatusShelters for Lara Netball Club a

Skate Park - Barwon Heads Village Park “Skilled Stadium turf replacement “St Albans Reserve - walking track a

St Mary’s Football Club change room facilities “Thomson Reserve Master Plan implementation - renovate change room facilities “West Oval - Velodrome resurfacing a

West Oval Veranda Roof replacement “Western Oval Master Plan - Netball change facilities a

The City has 900 pieces of open space including 82 formal recreation reserves, housing 60 sport and recreation pavilions and clubhouses.


Education and ResearchPe

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Geelong public libraries recorded over 1.1 million visitations in 2008-2009.



To support and enhance the City’s position and reputation as a leading centre for education, training and research.Objective:

The Geelong West Library reopened on Monday 15 September 2008, providing a dynamic cultural and community hub to be enjoyed by the entire community.

The upgraded Geelong West Library represents the realisation of a long held community vision which dates back to 2005, when local residents were consulted extensively. It was decided to keep the library in Pakington Street given Pako’s place as the social heart of the Geelong West community.

The library has improved seating and study facilities along with additional services including 10 internet terminals, adult and junior DVDs, music CD collection, Playstation 3 and X-Box 360 gaming and the relocation of council customer services to the foyer of the building. The co-location of the library with the City’s Customer Service Centre will further enhance the delivery of services to the community.

The library has sourced a wide variety of books, DVDs and multi-format kits which include a CD plus book. A specialist Learning English Collection was also made possible by a Councillor Community Grant. This will be especially valuable to the many people who access the multicultural services provided through Diversitat.

The $1 million redevelopment has exposed heritage features such as the original roofline of the former Geelong West Courthouse. The City of Greater Geelong contributed $784,000 and the State Government $250,000 through a Living Libraries Grant.

Children’s Week in Geelong represents one of the largest community celebrations focusing on young children. Held in October, the 2008 Geelong Children’s Week involved a total of 48 local events and activities, and attracted more than 6,800 children, adults and volunteers.

Geelong Children’s Week is an excellent example of what can be achieved through Council working in partnership with early childhood and community organisations. Not only is the week strongly supported by Council, but it has become a real community driven event. It is important we continue to create positive opportunities for children and families to participate in a diverse range of community programs and activities.

With the growth in participation in the 2008 Geelong Children’s Week by organisations and community groups, there is the possibility for this event to be developed into a broader children’s festival, as a major local event.

Geelong has hosted Children’s Week celebrations since 2006, celebrating and promoting the unique needs and contributions of young children.

Highlights:


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AchievementsThe City of Greater Geelong and the Department of Education and Early Childhood Development (DEECD) signed contracts to allow for the development of the new Western Heights College campus and combined community facilities. The City sold land at Vines Road to the DEECD and purchased land at Hurst Reserve from the department to allow for the Vines Road Community Centre redevelopment to go ahead. The redevelopment is based on an innovative international model that provides for shared school and community facilities. It will provide enhanced facilities for local residents including a new community centre, seniors area, access to a new library, café, barbecue area, playground, sports oval and netball courts.

Council this year endorsed a three-year funding agreement with the Geelong Kindergarten Association Ltd, acknowledging the importance of local kindergartens. The Geelong Kindergarten Association provides management assistance and support to a total of 32 local kinders, representing 63 per cent of total existing kindergartens in the municipality. The agreement places emphasis on improving links with local specialist services such as Maternal and Child Health, Children Services and Disability Services. The City of Greater Geelong has supported the association with funding since its inception in 1995.

During the year, Council agreed to continue the Geelong Regional Library Corporation which was formed in 1997 with other member councils. The agreement will be reviewed every five years by member councils. This coincided with the development of the Geelong Library Plan 2008-2013. Key strategies and actions to be undertaken over the next five years include:

Increasing library opening hours.

Redevelopment of the virtual library.

Increasing community access to information technology.

The rollout of Radio Frequency Identification technology to all libraries, streamlining borrowing processes and freeing-up staff to assist with information services and face-to-face library programs.

Future Directions Council has supported the U3A Geelong (University of the Third Age) with the provision of accommodation at Cobbin Farm Grovedale. This will now enable the U3A to concentrate on service provision of learning and social opportunities to older adults into the foreseeable future.

Libraries are important community hubs that provide a wide range of activities for people of all ages. This year the City of Greater Geelong allocated $4.95 million to Geelong Regional Libraries to spend on upgrading their public facilities. Council has also provided further funding for the three specific projects below.

Lara Library In response to requests by Lara residents, a permanent library has been included as part of the planned expansion of the Lara town centre. The library will feature a wide range of collections, children’s activity areas, youth spaces and public access internet including a wireless service. In the meantime, Council has provided $785,000 for the establishment of an interim library.

Belmont Library The Belmont Library and Customer Service Centre will undergo a major upgrade to provide the surrounding community with up to date facilities and functional activity areas. The new facilities will include wireless internet access, self-serve checkouts and public access toilets. New spaces will also be created specifically for community meetings, youth, and children’s activities. This project is jointly funded by the City of Greater Geelong ($380,000) and the Victorian State Government’s Living Libraries Program ($422,000).

Waurn Ponds Library Council has provided $400,000 for the planning and design of a new 1090m2 library to be built in stage two of the new Leisurelink facility. The library will include internet access, training capabilities, a youth space, children’s area, community meeting room, individual/group study and reading areas and a secure outdoor courtyard for social reading, programs and activities.

Challenges Early years’ development is crucial to give children the best start in life. Accessibility of children’s services such as kindergarten – especially in disadvantaged communities is important. The agreement between Council and the Geelong Kindergarten Association Ltd works towards this. A challenge also exists for the kinders to continue to grow as effective and forward thinking service providers that benefit children in the community.

Our libraries have been identified as key areas for learning from the younger generation through to the older generation who are still eager to learn. It is important we provide facilities throughout the municipality that meet the needs and support lifelong learning and literacy.

MINOR SETBACKS There have been no minor setbacks in 2008-2009 in this pillar.







2006 2007 2008

25,000

Num

ber

of

Enr

olm

ents

20,000

15,000

5,000

10,000

0

13,282

20,200

13,350

20,700

13,301

19,700

1,200,000

1,160,000

1,120,000

1,040,000

1,080,000

1,000,0002006-07 2007-08 2008-09

Num

ber

of

Lib

rary

vis

its

1,103,715

1,050,669

1,124,717

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Measure: Total post secondary enrolments (Deakin University, Gordon Institute of Tafe)Source: City of Greater Geelong Economic Indicators Bulletin


Measure: Number of Traineeships and ApprenticeshipsSource: City of Greater Geelong Economic Indicators Bulletin

Target: Increase2008-2009 result: Achieved

Outcome: Lifelong Learning2008-2009 Business Plan Actions Status

Bellarine Living and Learning Centre redevelopment master plan “Belmont Library upgrade - meeting room “

Best Start Program - improving the health, development and well being of children from birth to school age PContribution to Geelong Kindergarten Association PContribution to Neighbourhood Houses activities PGeelong Regional Library contribution PGeelong West Library - Learning English collection a

Lara Library upgrade - concept and design works and interim library “Norlane Neighbourhood House - Norlane Reference Committee “Vines Road Community Centre redevelopment “

Outcome: Skill and Industry Alignment2008-2009 Business Plan Actions Status

Biotechnology Industry Cluster Development (BioGeelong) P


Measure: Total number of Library visits (Municipal Libraries only) Source: Geelong Regional Library Association


2007 2008 2009

10,000

No

. of

Trai

nees

hip

s an

d A

pp

rent

ices

hip

s

8,000

6,000

2,000

4,000

0

2,499

4,357

2,626

4,2554,647

3,199

Deakin University Gordon Institute of Tafe

Traineeships Apprenticeships

NB: 2007-2008 visitations decreased due to Newcomb Library being closed for 3 months, Geelong West Library closed for 9 months and Grovedale Library closed for five months, for redevelopments.


Arts Culture and HeritagePe

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In 2008-2009 the National Wool Museum was visited by almost 38,000 people, its highest attendance recorded in nine years.



To promote vibrant, diverse and innovative arts and culture experiences for the community, including the celebration of our heritage.

Objective:

Connecting Identities is a three-year project which is a component of the national project Generations. The City of Greater Geelong is one of just five local governments Australia-wide to be participating in the Generations project in which each council addresses a key issue through the arts. The first two of three major elements of this project came to fruition in 2008-2009.

The Memory Bank exhibition, which was held at the National Wool Museum from 24 July 2008 to 7 September 2008, featured a collection of people’s stories in digital and other forms. People were invited to book in to record their own story with film maker and Memory Bank curator Malcolm McKinnon.

Over 40 short films and several written memoirs of locals’ recollections of their lives in Geelong were collected.

Mouth to Mountain, a 12-hour 54-kilometre relay where water was transferred from the mouth of the Barwon River to the You Yangs, was held on 9 May 2009.

Built on more than a year of engagement between artists and involving hundreds of residents and school students throughout Geelong, Mouth to Mountain was a spectacular event combining visual art, performance and athletic endeavour.

96 community ambassadors representing the 12 wards of the municipality carried water contained within special vessels from one relay team to another, each of whom used a different form of transport – including cycling, kayaking, walking and even iconic Ford utes. The water was poured into an ancient waterhole at the You Yangs, prior to an open-air performance by local musicians. Over 2,000 spectators were present at the combined public events on the day.

In 2008-2009, the National Wool Museum was visited by almost 38,000 people, the highest attendance recorded in nine years. This can be mainly attributed to a number of hugely successful exhibitions, none more so than the extremely popular Hatching the Past: Dinosaurs Eggs and Babies exhibition.

This exhibition, visited by over 17,000 people, presented new discoveries about dinosaur reproduction, behaviour and the science behind discoveries. A captivating experience for all ages, Hatching the Past invited visitors to touch real dinosaur bones and reconstructed nests, dig for eggs, experience hands-on exploration stations and view animated video presentations.

Other successful exhibitions held included Jan Mitchell and the Geelong Bollards, which told the story of the artist responsible for the iconic Baywalk Bollards, Hands On – Life with the Loom which exhibited stories from Brinton’s Carpet workers, and the Scarf Festival which was held at the National Wool Museum for the first time in partnership with Craft Victoria.

The National Wool Museum also celebrated its 20th anniversary in December 2008 with a giant birthday cake. A big part of the celebrations involved the acknowledgement of the role of the Museum’s Honorary Staff or ‘Hons’, the volunteers who provide the ‘human face’ of the Museum.

Highlights:

Arts Culture and Heritage

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AchievementsThe City of Greater Geelong contributed just over $160,000 to 37 community groups through its 2008-2009 Community Arts and Community Festivals Grants Programs. $80,403 was provided to 21 community arts groups ranging from concerts and theatre programs to a flora exhibition and Children’s Week celebrations. Sixteen community festivals received $80,500, including the Portarlington Mussel Festival, the Ocean Grove Festival and Whittington’s FlameFest 2009. For a full list of successful applicants please refer to pages 78-79.

The Geelong Night Market was held in Johnstone Park over four Fridays during January 2009. Based on the successful Suzuki Night Market, run by Queen Victoria Market Pty Ltd for the past 10 years, the Geelong Night Market featured stalls boasting everything from local wineries and artisans to live entertainment and activities, and food showcasing both regional delights and cuisines from around the world. Queen Victoria Market Pty Ltd and Central Geelong Marketing worked together on the initiative that was an attraction for locals and tourists alike.

The City hosted a free public event to celebrate the 150th anniversary of Osborne House in November 2009. The historic property has played an important part in Geelong’s history.

It began life as a homestead that was then used as a training establishment during the wars, and later became a publicly owned property – which included a museum and it also housed the former Shire of Corio for many years. Osborne House will be a central figure in the proposed Osborne House Marine Precinct concept which aims to establish a marine service and maintenance precinct with complementary hotel, restaurant and clubhouse facilities.

The Old Geelong Post Office Clock was given a complete facelift during the year. The clock is an historical part of Geelong’s architecture, and to see it restored to its former glory is fantastic. The prominent position of this clock – right in the middle of the city – is a constant reminder of Geelong’s past, present and future.

Future Directions The City of Greater Geelong in conjunction with the State Government has developed a master plan to guide the development of Geelong’s Art Precinct for the next 15 years. The master plan vision is to create an Art Precinct that enlivens the cultural life of the people of Greater Geelong and its visitors. The master plan has been developed as part of the Geelong Future Cities project. To date a total of $7.9 million has been allocated by the State Government. Funding is being used for detailed planning work and to develop business cases for the Geelong Performing Arts Centre and a new integrated Geelong Library and Heritage Centre. Funding has also been secured for the redevelopment of the Courthouse Arts building which is due to commence in 2009-2010.

The City of Greater Geelong has prepared a draft report that identifies specific areas within Geelong West as having heritage significance worthy of retention. Heritage significance applies to individual buildings, precincts or both. The Ashby Heritage Review recommends applying Heritage Overlays to conserve and enhance buildings and precincts of heritage significance within the area. The review will be subject to a public submission period prior to being adopted and implemented in 2009-2010.

The Connecting Identities project will continue with the third and final stage of the project M2M in Concert to be held in 2010. M2M brings together the songs from Mouth to Mountain, aerial photography and film from the 12-hour journey in celebration of Geelong communities.

The National Wool Museum will continue bringing the big events to Geelong with the exhibition Eaten Alive – The World of Predators on display from the start of August 2009 to the end of January 2010. The exhibition is full of hands on activities for children. From well known carnivores such as sharks, lions and crocodiles through to predatory insects, it explores fearsome jaws and claws as well as some of the more subtle techniques used by predators to survive. Visitors will be in awe (if not a little scared!) by the large robotic crocodile, funnel web spider and death adder snake that sense your presence and respond accordingly. Don’t get too close or you may be ‘eaten alive’! Further exhibitions will be featured at the museum throughout the year.

Challenges In response to the dramatic evolution of the Potato Shed Multi-arts Facility on the Bellarine, and increase in usage to near-capacity level, Stage One of a Potato Shed Master Planning process was completed. A demands analysis was undertaken, with draft concept plans and a draft business plan also completed. A detailed business planning process for undertaking the master plan is underway and is crucial to the delivery of the actions that will meet the increasing demands on this popular facility.

Continuing to attract high profile exhibitions to the National Wool Museum and maintaining visitation levels in these times of declining international tourism will be a challenge. Taking advantage of events being held in the region does however provide opportunities to increase domestic visitation.

MINOR SETBACKS The restoration and protection of heritage monuments in the region has been held back to early in 2009-2010 due to Council taking the opportunity to endeavour to secure external funding. However, Council’s outdoor memorial and public art collection which features statues, fountains, plaques, memorials and contemporary art works was fully assessed and is valued at well over $10 million.







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Outcome: Active and Vibrant Arts and Culture Community2008-2009 Business Plan Actions Status

Barwon Heads Community Arts Garden a

Barwon Heads Public Art a

Community Arts Garden Grovedale a

Connecting identities implementation (part of national Generations project) PCYAC Police Lane Aerosol Art Project a

Geelong Cultural Precinct Infrastructure works “Geelong Gallery contribution PGrant to support the Courthouse Youth Art Centre PGrants to support Community Arts PGrants to support Community Festivals PNational Wool Museum Master Plan development “Outdoor Artworks Program “Potato Shed Master Plan- detail design “Skate and Art project (SKAART) contribution P


GPAC Potato Shed* Geelong Gallery Courthouse Youth+ Arts Centre

Costa Hall

200,000

Num

ber

of

visi

ts

160,000

120,000

40,000

80,000

0

157,431169,117

147,700

40,00033,564

46,395 47,866 47,948 51,832

2,068 3,641

65,62359,135

69,498

Measure: Visitation rates to major cultural venues in Geelong Source: City of Greater Geelong Arts and Culture Department

Target: Maintain2008-2009 Result: Achieved except for GPAC

2006-2007 2007-2008 2008-2009

Notes: * 2006-2007 figure for the Potato Shed was an approximation only 2007-2008 figure for Courthouse Youth Arts Centre was not available

Visitation to the Geelong Art Gallery, home to the famous ‘View of Geelong’, continues to increase with over 51,000 visitors in 2008-2009.



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National WoolMuseum

Geelong HeritageCentre

Geelong MaritimeMuseum

Ford DiscoveryCentre

40,000

Num

ber

of

visi

ts

32,000

24,000

8,000

16,000

0

31,848

24,608

37,954

6,723 6,830 6,635

1,895 2,300 3,118

19,50917,500

19,165

Measure: Maintain the number of significant heritage places, and number of places subject to Heritage OverlaySource: City of Greater Geelong Strategic Planning Unit

Target: To maintain 2007-2008 count of 1,800 significant heritage places and 5,518 places subject to a Heritage Overlay2008-2009 Result: Achieved. Numbers remain unchanged however the Newtown Heritage Study Review was conducted in 2008 and will see 586 properties identified as being subject to a Heritage Overlay. 31 of these will be classified as Significant Heritage Places. A planning scheme amendment is currently being prepared to introduce these heritage controls. The Ashby Heritage Review will commence in late 2009.

Measure: Visitation rates of Heritage CollectionsSource: City of Greater Arts and Culture Department

Target: Increase2008-2009 Result: Achieved.

Outcome: Heritage Protection2008-2009 Business Plan Actions Status

Heritage Monuments - restoration and protection “Major Heritage Fund establishment “Old Post Office and Geelong West Post Office clock tower repairs a

Osborne House 150th Celebration a

Geelong Marine Industry Project (formerly Osborne House Master plan Implementation) “

2006-2007 2007-2008 2008-2009

Measure: Number of arts opportunities advertised in Arts Bulletin Source: City of Greater Geelong Arts and Culture Department

Target: Maintain2008-2009 Result: Not achieved

Measure: Registration of Arts and Cultural organisations in Arts Directory Source: City of Greater Geelong Arts and Culture Department

Target: Maintain2008-2009 Result: Achieved

2006-07 2007-08 2008-09

700

No

. of

Reg

estr

atio

ns

650

600

550

500

675

636643

2006-07 2007-08 2008-09

650

600

550

500

450

No

. ad

vert

ised

551

601

542






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Geelong has a large number of heritage listed buildings including the historic Paper Mill overlooking Buckley Falls.


TelecommunicationsPe

rfor

man

ce


The City of Greater Geelong’s recently upgraded website received over 9.8 million page visits in the last year.



To promote the development of a network of telecommunications to maximise liveability and prosperity.Objective:

Geelong has launched its new Information Communications Technology (ICT) Cluster. The Cluster comprises various public and private organisations that specialise in ICT, who will work together to facilitate investment and secure jobs for Geelong.

The Cluster brings ICT businesses, educational institutes and government together to tackle key issues and develop projects that will grow this major business sector, while also serving as a lobby group.

A collaborative effort will go a long way to positioning Geelong as a major ICT precinct in Victoria and brokering major projects and attracting new business to the region.

The ICT Cluster includes the following organisations:

The City of Greater Geelong Gordon Institute of TAFE Deakin University Neighbourhood Cable Surf Coast Shire G21 Regional Alliance Fox Digital Web Radiant Systems Asia Pacific Pty Express Promotions Australia Pty Ltd

The City of Greater Geelong’s Information Technology Manager Andrew Downie received a state-wide award for information and communications technology. Mr Downie won the individual category at the Municipal Association of Victoria’s inaugural Local Government Excellence in ICT Awards.

The MAV recognised Mr Downie for his work in negotiating a deal for the use of two software packages for the local government sector across Victoria. Enterprise agreements were brokered for Victorian Councils to use Microsoft software products and VMWare, which is software that provides for multiple server installations on one piece of hardware.

These two enterprise agreements will enable more than 30 Councils across Victoria to access new and emerging technologies at considerable cost savings, with the cost saving for the City of Greater Geelong alone up to $200,000.

The award is fitting recognition for the considerable work Andrew put in to achieve these two agreements, which was on top of his regular work load. The VMWare agreement has given 31 councils unlimited use of the software for a period of five years.

Highlights:

Telecommunications

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Telecommunications




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AchievementsThe updated Geelong Australia website has gone live. The new site has improved search capabilities and easier access to the most popular topics and tasks. It provides a simple customer service interface that enables efficiency improvements for our customers.

The website also features increases in online payment facilities and transactions, greater availability of online forms and services, an easily accessible A-Z list of council services, news and updates and an expanded events calendar.

The City has embarked on enhancing its mapping system resource with the development of a 3D model of the Central City area. Linked to Council’s core data the model will assist with development proposals, event planning and strategic planning. The model is composed of many layers of data with the council wide

land elevation data a crucial element providing improved land fall information for drainage management purposes.

The successful conversion of our internal phone numbering system from three-digit extensions to four-digit extensions occurred in September 2008. The conversion was carried out without any hiccups and also included the launch of Council’s new external number. The change was necessitated due to a shortage of available extension numbers within the existing range.

Future Directions The delivery of initiatives emanating from the Information Management Strategy will commence in 2009-2010. Short-term actions to take place over the next two years include:

Data cleansing/migration and archival/disposal actions. Audit of information quality. Define ‘information literacy framework’ and incorporate in induction programs, training programs and performance management framework. Identify and prioritise administrative processes for possible automation.

The Database Conversion Program will take place in 2009-2010. Council will convert from an Oracle database to SQL (Structured Query Language) database.

Challenges The Database Conversion Program will pose challenges with the need for the rewrite of many interfaces for major applications. The Information Technology department will work with departments throughout the organisation to make sure this process is completed with minimal disruption to applications.


Telecommunications



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Measure: Percentage of all receipted Council bills paid electronically Source: City of Greater Geelong Financial Services Department


Measure: Number of page views on the Geelong Australia website Source: City of Greater Geelong Information Technology Services Department

Target: Increase 2008-2009 Result: Achieved

2006-07 2007-08 2008-09

100

Per

cent

age

80

60

20

40

0

36.1 37.5

49.3

2006-07 2007-08 2008-09

12

No

. of

pag

e vi

sits

(M

illio

ns)

10

8

4

2

6

0

5.846.28

9.81

Telecommunications

Outcome: E-Business2008-2009 Business Plan Actions Status

3D Modelling project implementation a

Information Technology asset replacement program PInformation Technology equipment acquisition program PMicrosoft Licensing agreement a




The development of a 3D model of the central city area has enhanced the City’s spatial information system and will assist with land planning and developments.


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Theme 1


The City’s is focusing on developing and maintaining effective working relationships to continue to deliver high quality services.



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To provide strategic leadership and foster participation to achieve long-term vision and aspirations of our community.

The Victorian Local Government elections were held in November 2008 and resulted in eight councillors being returned and four new councillors being elected to represent the City over the next four years.

The level of interest in standing for Council fell with a total of 45 candidates lodging nominations, compared with 73 in 2004 and 74 in 2001.

With an enrolment of over 160,000 voters, Geelong was the largest Council election in Victoria in 2008. Participation by voters of 75.9 per cent was marginally lower than the previous two Geelong elections with 79.3 per cent participating in both the 2001 and 2004 elections.

Since 1998 Geelong elections have been conducted by post and the participation rate has consistently been amongst the highest in Victoria.

On Sunday 7 December, the Australian Government held its ninth Community Cabinet for 2008, the first in Victoria, at Corio Bay Senior College in Geelong. 357 community members attended a public question-and-answer forum with the Prime Minister Kevin Rudd and Cabinet ministers.

Following the public forum ministers met with individuals and community groups in a series of pre-arranged one-on-one meetings. These meetings provided an opportunity to discuss matters of personal and local concern directly with ministers.

Mr Rudd also attended a community barbecue held at Corio Sporting Club, along with Victorian Premier John Brumby, Federal Member for Corio Richard Marles, and state MPs Lisa Neville, John Eren and Ian Trezise.

Highlights:

Theme 1: Democracy

Objective:

Theme 1




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Measure: Number of Audit Qualifications Source: City of Greater Geelong Governance Unit

Target: Nil2008-2009 Result: Achieved

AchievementsThe Councillor Community Grants Program has seen more than $237,000 distributed amongst 146 community groups. The program is offered to facilitate community projects and activities undertaken by incorporated not-for-profit organisations and groups within the City of Greater Geelong. This funding has been provided to a wide variety of community groups and organisations including preschools, sporting clubs, service clubs and community associations. Through the Councillor Community Grants program Council has been able to help deliver a diverse range of projects and events that benefit the Geelong community.

For a full list of successful applicants please refer to pages 81-83.

The 2007-2008 City of Greater Geelong Annual Report received a Gold Award at the prestigious Australasian Reporting Awards, held in June 2009. The awards recognise excellence in public and private sector reporting and take into account many aspects of the report including information content, presentation, layout, readability and accuracy. Our Annual Report is one of the many ways we communicate with residents, so it is very important that the content and presentation is of a very high standard.

Council’s local newsletter, Community Update was delivered to letterboxes throughout the municipality for the first time in April 2009. Community Update used to be a monthly one or two-page spread in local newspapers, but following extensive consultation with the community, it was relaunched in an expanded

format in tabloid size and delivered to all residents of the municipality. It contains community news, environmental initiatives, planning news, upcoming events, ward updates, works updates and the popular ‘Your Say’ section. Community Update is delivered to households every two months.

In 2007-2008 three Council meetings were held outside of City Hall. This encourages greater access to the Councillors and the operations of Council. During the 12 months to June 2008 Council Meetings were held at Leopold Sportsmans Club, Potato Shed, Drysdale and Centenary Hall, Norlane.

Future Directions The 2009 Local Government Community Satisfaction Survey indicated that due to the high value placed on community advocacy and engagement amongst residents the City could seek further improvements in this area.

Council has undertaken several actions to address these areas and will continue in the future to:

Deliver Community Update to households every two months.

Continue to improve the relaunched City of Greater Geelong website, including the online ‘Have Your Say’ section.

Provide specialist software to manage feedback from residents.

Hold Council meetings at locations across the municipality.

Challenges Council recently released its 13 Funding Priorities, key projects for the municipality which are recognised as having particular strategic importance for the future of the Geelong region.

Lobbying for necessary government and private sector funding commitments will be crucial in bringing these key projects identified by Council to fruition.


Outcome: Governance2008-2009 Business Plan Actions Status

Annual Report production PConduct Council Meetings (in areas outside of City Hall) PCouncil Elections 2008

a

Provide public Information about Council Services PCity Plan Production P

Theme 1






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2007 2008 2009

100

Ind

exed

Mea

n

80

60

20

40

0

54 56 53

2007 2008 2009

100

Ind

exed

Mea

n

80

60

20

40

0

60 6157

2006-07 2007-08 2008-09

90

% o

f vo

tes

par

ticip

atin

g

85

80

70

75

65

80

79.3

80

79.3

80

75.9

Outcome: Community Involvement and Representation2008-2009 Business Plan Actions Status

Cloverdale Community Festival – contributiona

Cloverdale Over 45 Club – contributiona

Community Grant program PConduct Community Survey

Eastern Park Bowls Club - contribution to shade sheltersa

Friends of Buckley Falls Park contributiona

G21 Strategic Alliance contribution PGeelong West Brass Band contribution

a

Glover Street Playground - contribution towards half court basketball courta

Karingal Disability Employment Program – contributiona

Newcomb High School obesity program - contribution towards purchase or bikes and helmetsa

Norlane Reference Committee “

Normanby Street Kindergarten - contribution to shade sailsa

North Geelong Soccer Club - contribution for lightinga

Ocean Grove Carols by Candlelight

Portarlington Primary School - contribution towards refurbishment of school’s home reading librarya

Windsor Park Community Market and Carols by Candlelighta

Measure: Community satisfaction with Community EngagementSource: Department of Planning and Community Development Local Government

Community Satisfaction Survey

Target: Increase2008-2009 Result: Not Achieved

Measure: Community satisfaction with Council’s advocacy and community representation on key local issuesSource: Department of Planning and Community Development Local Government


Target: Increase2008-2009 Result: Not achieved

Measure: Percentage of people who voted in the Council electionSource: City of Greater Geelong Governance Unit

Target: 80 per cent2008-2009 Result: Not achieved

Theme 1

Target Actual



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Theme 2

The City’s participants in the 2009 ACCELER8 Emerging Leaders Program.



To effectively deliver a range of sustainable services that meet the needs of the community.

The City of Greater Geelong launched a new Community Directory on the Geelong Australia website in October 2008. The Directory enables residents and the general public to access information on community groups, associations, clubs and services available in the municipality.

With over 13,000 hits since its launch, the Directory is already proving to be useful for the community. People are able to search or browse the Directory for details such as organisation names, phone numbers, email addresses, mailing addresses, websites and a brief description of services.

The aim is to have absolutely all the community organisations in the municipality on this directory. This contributes to community connections and resilience as well as decreasing social isolation. The Directory can be found at www.geelongaustralia.com.au.

The City of Greater Geelong’s Customer Service Centre in Geelong West officially unveiled its new look and new location in October 2008. The new centre, which has been co-located with the Geelong West Library on Pakington Street, replaces the previous customer service centre which was in Albert Street.

The new centre is much easier to access, being situated in Pakington Street, the main trading and cultural hub of Geelong West.

As well as shifting to new premises, staff levels have increased and opening hours have altered in response to customer feedback so that the centre better meets the needs of the local community.

Co-locating the customer service centre with the refurbished Geelong West Library is likely to bring with it more opportunities for community interaction and will also encourage more people to visit the library.

Highlights:

Theme 2: Best Value

Objective:

Theme 2

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AchievementsThe ACCELER8 Emerging Leaders Program was launched in 2008-2009 and provides an opportunity for eight permanent employees who aspire to attain practical leadership skills. The 18-month program will focus on eight leadership learnings: emotional intelligence, effective communication, influencing, negotiation, strategic decision making, problem solving, project management, mentoring and high performance coaching. The ACCELER8 Emerging Leaders Program is an initiative created to enhance the organisation’s career succession planning and attraction and retention strategies.

The City introduced an online employee self service system which allows staff to perform the following human resource functions using Council’s intranet:

View and change personal and contact details. View current leave balances and view leave history. It also provides access to online leave requests, pending leave requests and current bookings.

View payslip information, eliminating the need to provide pay advice in hard copy form to those employees with access to a computer.

The aim of Council’s Well 4 Life program is to make healthy living a priority for all our staff, with a range of activities that encourage employees to participate in wellbeing programs and initiatives. This will contribute to a healthier and happier workforce, resulting in improved productivity, service levels to the community and retention. Some of the programs run last year included:

Nutrition Information Session Women’s and Men’s Health Seminar Beyond Blue Information Session Parenting Seminar Retirement Session Introduction to yoga

Future Directions Council will hold its third Employee Opinion Survey in 2009-2010. The survey will seeks to obtain information on employee perceptions on a wide range of organisational issues including organisational values, job satisfaction, motivational factors and to provide employees with the chance to identify opportunities for improvement.

Providing staff with training and development opportunities is very important for their future growth and also for the continuous improvement of Council operations. Council has committed to continue providing a comprehensive training calendar that meets the needs of all our staff including computer applications, Occupational Health and Safety, recognised qualification courses, leadership courses and many other department and job-specific training courses.

Challenges The objective to provide a suitable central location for Council’s administrative and civic functions has been partly met with the purchase of land in the Western Wedge. The next step is to complete a scoping study to investigate the consolidation of our administrative offices into one location in regard to financial viability and benefits such as greater efficiency, better service delivery and improved environmental outcomes.

Recruitment and retention of staff will continue to be a challenge for Council. We will address these issues through methods such as training and development, family friendly organisation policies, our Well 4 Life program and our reward and recognition program. Providing staff with a work-life balance while maintaining service requirements will also be an important factor in workforce management as our working population ages.


Outcome: Customer Service2008-2009 Business Plan Actions Status

Customer Service Audit of Service Standards reporting P

For detailed Customer Service performance and measures please refer to pages 59-62.

Theme 2






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Measure: Average rate increase (including Waste and Municipal charge)Source: Municipal Association of Victoria’s Local Government Survey

Target: Percentage increase less than or equal to Victorian average2008-2009 Result: Achieved

Measure: Percentage of net capital budget on New Assets, Upgrading Assets and Asset ReplacementSource: City of Greater Geelong Annual Financial Report

Target: New Assets: 30% Upgrading Assets: 35% Asset Replacement: 35%2008-2009 Result: New Assets – Achieved Upgrading Assets – Not achieve Asset Replacement – Not achieved

2006-07 2007-08 2008-09

35

$Mill

ion

15

10

-5

-10

5

30

25

20

0

-15

-1.5

15.4

-2.6

15.5

-9.9

26.9

2007 2008 2009

10

% In

crea

se

8

6

2

4

0

6.96.3

6.9

6.0

4.9 5.1

New Assets UpgradingAssets

AssetReplacement

100

Per

cent

age

80

60

20

40

0

30

52

35

20

3528

Outcome: Workforce Management 2008-2009 Business Plan Actions Status

Working With Children’s Check - adherence to new legislation P

For detailed Customer Service performance and measures please refer to pages 59-62.

Outcome: Financial Management

Measure: Staff Absenteeism – percentage of hours paidSource: City of Greater Geelong EMPOWER Employee System

Target: Maintain 2008-2009 Result: Achieved

Measure: Net DebtSource: City of Greater Geelong Annual Financial Report

Target: Actual result favourable to budget2008-2009 Result: Achieved. Result was favourable due to higher than budgeted cash balance and lower than budgeted loan balance

2006-07 2007-08 2008-09

5

% o

f vo

ters

par

ticip

atin

g

4

3

1

2

0

2.532.79 2.8

Theme 2

Budgeted Actual Geelong Vic Target Actual

The City employs 2,267 staff (1,266 equivalent full time), making them one of the regions major employers.



Measure: Lost time injury frequency rate (number of lost time injuries per million hours worked)Source: City of Greater Geelong Risk Management Unit

Target: Decrease2008-2009 Result: Achieved

Measure: Overall Community Satisfaction Source: Department of Planning and Community Development Local Government



Measure: Overall Corporate Services Survey ResultSource: City of Greater Corporate Strategy Unit

Target: Increase from previous survey period2008-2009 Result: Achieved NB: Corporate Services Survey not conducted in 2006 or 2007

Measure: Percentage of actions completed to control identified risksSource: City of Greater Geelong Risk Management Unit

Target: 80 per cent completed2008-2009 Result: Achieved

Outcome: Risk Management2008-2009 Business Plan Actions Status

Arena - fire panel replacementa

Arena - sprinkler heads replacementa

Council buildings - roof safety access program PFire systems installation in Council buildings P

Outcome: Continuous Improvement2008-2009 Business Plan Actions Status

Oracle Financials and Empower New Charta

Provide comprehensive training across the organisation P

2006-07 2007-08 2008-09

30

No.

lost

tim

e in

juri

es p

er m

illio

n hr

s w

orke

d

24

18

6

12

0

24.66 24.97

17.53

2006-07 2007-08 2008-09

100

% C

om

ple

ted

80

60

20

40

0

73

81

91

2007 2008 2009

100

Ind

exed

Mea

an

80

60

20

40

0

58 60 60

2004 2005 2008

100

Ind

exed

Mea

an

80

60

20

40

0

72.8 73.4

82.3

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Theme 2






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Measure Status Comments

PILLARS - Key Strategic Activity

Pillar 1. Health and WellbeingTarget: Complete actions set out in the Portarlington Community Building Initiative

Complete actions set outfor 2008-2009 in the Portarlington CommunityBuilding initiative byJune 30, 2009.

Actions have been completed for2008-2009 and the PortarlingtonCommunity Building Initiative will continue for a further two years.

The Portarlington Community Building Initiative, funded by the City of Greater Geelong, employs a facilitator, supported by a steering committee, to bring about a sense of cohesiveness, commonality of effort and a shared vision for Portarlington. Some achievements for 2008-2009 include:

Successfully negotiated a lease with the Masonic Lodge to use Arlington House as a neighbourhood house. It will officially open in August following renovations.

Held a successful Portarlington Community Expo with 75 community groups participating on the day.

Upgraded draft Portarlington Safe Harbour Master Plan (Parks Victoria) to include docking and mooring provisions for two 300 capacity ferries.

Successfully pursued representation on the Building Bellarine Connections Steering Committee (transport project).

Pillar 2. Economic DevelopmentTarget: Complete planning and design works for new Ring Road Visitor Information Centre development

Complete planning and design works fornew Ring Road VisitorInformation Centre asper plan.

Planning and design for a Transportable Visitor Informationcentre has been completed.

The work completed in the last financial year related to a complete change of provision model. Smaller, transportable buildings in extremely accessible locations will replace large expensive purpose built buildings. This is expected to maximisethe potential catchment of tourists entering our city.

The first installation is planned to be on the Melbourne Road (Geelong bound side), west of the BP Service Station at Little River.

Pillar 3. EnvironmentTarget: Implement actions set out in the Greenhouse Reduction Strategy

Implement actions setout for 2008-2009 in the Greenhouse ReductionStrategy by 30 June,2009.

A number of actions have beencompleted or commenced. TheGreenhouse Reduction Strategy is an ongoing project with the current project plans set out to June 2011.

A number of initiatives have been undertaken including:

6Kw solar systems and energy efficient lighting installed at the National Wool Museum and City Hall.

3Kw vertical axis wind generator installed at Limeburners Point.

Purchase of more efficient vehicles continues. Since 2006 purchases of six cylinder vehicles has dropped 30 per cent and four cylinder vehicle purchases have increased by 70 per cent. The use of diesel utilities has increased by 85 per cent.

Council’s Municipal Strategic Statement was updated to include provisions relating to the reduction of Council’s greenhouse emissions.

Continuation of Council’s EcoCHALLENGE program.

2008 - 2009 Performance Statement

Pillar 4. Community Safety and Security Target: Complete actions set out in the Lightning Strike Protection Program

Complete actions set out in Lightning Strike Protection program by 30 June, 2009.

Sites earmarked for testing and/or fitted for lightning protection were completed.

Rotundas at the following sites were fitted with lightning protection equipment: Eastern Gardens Limeburners Road Rippleside (three rotundas) St Helens Boat Ramp Frank Mann Reserve Ceres Lookout



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Pillar 5. Transportation Target: Continue East/West Traffic improvement works. Works listed for 2008-2009 are the Myer St / Yarra St intersection and traffic signals

East/West TrafficImprovement workslisted for 2008-2009 financial year to becompleted by 30 June,2009.

The action set out for 2008-2009 was completed along with two other sites. Signal linking and bicycle lane works will be undertaken in 2009-2010.

East West Traffic improvement works that were undertaken in 2008-2009 were: Myers Street / Yarra Street intersection traffic signals installation. Latrobe Terrace / Ryrie Street turning lane lengthened.Ryrie Street / Swanston Street / Sydney Parade intersection - improvementsprovided two through lanes in each direction in Ryries Street.

Bicycle lane works commenced.

Pillar 6. Parks, Sport and LeisureTarget: Complete construction of Bellarine Aquatic Centre

Complete construction of Bellarine Aquatic andSports Centre by 30June, 2009.

Project completed and opened onSunday 14 December 2008.

The $8 million Bellarine Aquatic and Sports Centre was opened on 14 December2008. This was a partnership project involving the City of Greater Geelong whichcontributed $5.5 million and the Sate Government which provided $2.5 million.The centre includes an eight-lane 25-metre pool with ramp access, program poolspace for all levels of learn to swim, water play facilities, warm water exercise space, change area for people with disabilities and families and an outdoorrecreation area.

Pillar 7. Education and ResearchTarget: Complete master plan for redevelopment of the Bellarine Living and Learning Centre

Complete master planfor redevelopment of Bellarine Living and Learning Centre by 30June, 2009.

Council agreed to fund thedevelopment of the master planon behalf of the Bellarine Living and Learning Centre (BL&LC). Thisfunding was distributed as per the funding agreement enabling theBL&LC to employ a consultant todevelop the strategic plan.

As per the funding agreement funds were disbursed in June 2009.The proposed outcome of this project is to produce a plan for the next five yearsthat will form the basis of the centre’s programs. It will also be used for communityinfrastructure planning.

2008-2009 Performance Statement

Pillar 8. Arts, Culture and Heritage Target: Achieve major milestones in the Connecting Identities project plan

Achieve major milestones as listed in the Connecting Identities project plan.

Program for 2008-2009 has been completed with Memory Bank held in July 2008 and Mouth to Mountain held in May 2009.

Connecting Identities is a three-year project which is a component of the national project Generations. The City of Greater Geelong is one of just five local governments Australia-wide to be participating in the Generations project in which each council addresses a key issue through the arts. There are three elements to the project of which two were completed in 2008-2009. They were:

Memory Bank – a collection of people’s stories in digital and other forms that opened at the National Wool Museum on 24 July 2008. Geelong residents were invited to record and ‘deposit’ their own stories while visiting the exhibition.

Mouth to Mountain – a journey spanning 24 hours that took place on the weekend of 9 May 2009. The journey connected communities across the municipality from the mouth of the Barwon River to the top of the You Yangs. Songs and artwork were created as part of the journey.

The third phase is planned to be held in 2009-2010:

M2M – an event to bring together the songs from Mouth to Mountain, aerial photography and film from the 24-hour journey in celebration of Geelong communities. To be staged at the end of 2009.



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Pillar 9. TelecommunicationsTarget: Complete the implementation of the 3D Modelling project

Complete implementationof 3D Modelling projectby 30 June, 2009.

Project completed. 3D Modelling consists of:

A Digital Elevation Model that represents the terrain of the entire municipality as a continuous surface generated from files of elevated points and draped with aerial imagery.

Textured 3D Wire Frame Models covering a five square kilometre of the Central Activities Area to represent buildings, structures and vegetation present in the landscape.

Pictometry covering all built up areas.

Pictometry training was completed in April 2009 and the 3D Model presented to the Executive Management Team and core users in May 2009.

2008-2009 Performance Statement

Theme 1. DemocracyTarget: Conduct Council Election

Conduct Council Election in November 2008.

Council Election was held inNovember 2008.

The Council Election was held in November 2008 and resulted in eight councillors being returned and four new councillors being elected to Council.

The level of interest in standing for Council fell with a total of 45 candidates lodging nominations, compared with 73 in 2004 and 74 in 2001.

Participation by voters of 75.9 per cent was marginally lower than the previous two Geelong elections with 79.3 per cent participating in both the 2001 and 2004 elections.

Theme 2. Best ValueTarget: Complete fire systems installation and upgrade program in Council owned buildings.

Complete 2008-2009 program for fire systems installation/upgrade inCouncil owned buildingsby 30 June, 2009.

Upgrades planned for 2008-2009have been completed.

In 2008-2009 the following buildings were scheduled for upgradesand completed:

City Hall Johnstone Park War Memorial Grovedale Community Centre Cloverdale Community Centre (Maternal Child Health) Busport Complex City Works Operations Centre (Corio)

Also completed were the following buildings at: Balyang Par 3 Belmont Depot Geelong Waste Transfer Centre Leisurelink Pool Waterworld King Lloyd Reserve Pavilion



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The listed financial indicators are requested by the Department of Planning and Community Development from each Council in Victoriato provide a comparison of financial performance across Councils.Overall Council’s financial indicators show a sound financial position and a continuing requirement to ensure asset renewal andmaintenance is completed in line with the priorities identified in the Asset Management plans.

Indicator 2007-2008 2008-2009

1. Average Rates and Charges per Assessment

Total rates and charges net billedToTotal rates and charges necharges net billet billedd $115,360,000 $1,156.93 perassessment

$123,903,000 $1,226.91 per assessmentNumber of assessments budgetNumber of assessmeber of assessments budnts budgetet 99,712 100,988

Increased in line with the population and housing growth and the budgeted rates increases

2. Average Rates and Charges per Residential Assessment

Rates and charges declared for residential Rates and charges declared for residentates and chargrgeges declarered fofor reresidentiaialland garbage and municipal chargeand garbagege and municipal chargrgrgegege

excluding vacant landexexcxcludin vacag vacant lant landnd $85,032,094$976.64 perresidential

assessment

$90,878,348$1,028.50 per

residential assessmentNumber of residential assessments budgetNumber of residential assessments budges budgett 87,066 88,360

Increased in line with the population and housing growth and the budgeted rates increases.

3. Average Liability per Assessment

Total liabilitiesToTotal liabilitial liabilitieses $55,332,000 $554.92 per assessment

$70,888,000 $701.94 perassessmentNumber of assessments budgetNumber of assessments budf assessments bud etget 99,712 100,988

Increased due to the new loan of $12.7M taken out in 2008-2009 and an increase in the Landfill Provision due to the timing of the proposed rehabilitation and theextension of the use of the site by one year.

4. Operating Result per Assessment

Net SurplusNet Surpluss $27,399,000 $274.78 per assessment

$43,204,000 $427.81 per assessmentNumber of assessments budgetNumber of assessments bents bududgetet 99,712 100,988

Increased due to high surplus resulting from increased income from rates and grants.

5. Average Operating Expenditure per Assessment

Operating ExpenditureOperating Expenditureperating Expenditure $199,426,000 $2,000.02 perassessment

$210,244,000 $2,081.87 per assessmentNumber of assessments budgetNumber of assessments bents bududgetet 99,712 100,988

Increased due to rise in payments to employees and increased depreciation costs.

6. Community Satisfaction Rating for Overall Performance of Council

Result from the Annual Community SatisfactionSurvey for Local Governments (Indexed mean)

60 60

Remains consistent with result for previous year.

Victorian Local Government Indicators



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Victorian Local Government Indicators

Indicator 2007-2008 2008-2009

7. Average Capital Expenditure per Assessment

Capital ExpenditureCapital Expenditurenditure $52,441,476 $525.93 perassessment

$71,828,092 $711.25perassessmentNumber of assessments budgetNumber of assessments bududgetet 99,712 100,988

Increased due to the commencement and/or completion of a number of large projects during the year including the Leisurelink facility, Bellarine Aquatic and Sports Centre, Eastern Beach Seawalls and Central Region Youth Precinct.

8. Renewal Gap on all assets

Capital RenewalCapital Rene awall $15,598,000 For each $1 of assetconsumption Council

spends $0.44on renewal

$19,651,000 For each $1 of assetconsumption Council

spends $0.54 onrenewal

Average Annual Asset ConsumptionAvAverage Annual Asset Cl Asset C nsumonsumptptiionn $35,560,000 $36,505,000

Renewal expenditure increased from $15.6M in 2007-2008 to $19.7M in 2008-2009. As a percentage of total capital expenditure, renewal expenditure decreased from29.7% to 27.4% in 2008-2009 due to the mix of projects and the level of expenditure on upgrade and new projects.

9. Renewal and Maintenance Gap

Capital Renewal and MaintenanceCapital Renewal and MainteMaintenancnancee $52,904,739 For each $1 of assetconsumption and

planned maintenance Council spends $0.65

on renewal and maintenance

$62,027,696 For each $1 of assetconsumption and

planned maintenance Council spends $0.72

on renewal and maintenance

Average Annual Asset ConsumptionAvAverage Annual Asset Consumt Consumptptiionnplus Planned Maintenanceplus Planned MaintenaMaintenancncee

$82,360,424 $86,438,608

The Capital Renewal and Maintenance Gap indicates that expenditure has increased in 2008-2009. Council will continue to address the level of maintenance andrenewal in line with its Asset Management Plans.

10. Advocacy and Community Representation on Key Local Issues

Result from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

61 57

The indexed mean declined from 61 in 2007-2008 to 57 in 2008-2009, with 69 per cent of respondents rating advocacy adequate, good or excellent, this being a 5per cent drop from the previous year. The main reasons for the decline were attributed to community perception that: Council does not represent the interests of the community; respondents not knowing what Council does and that it does not communicating enough; and a perception of not lobbying hard enough on local issues.In response, Council: has launched a new improved website; will deliver Community Update to every household every two months; and has launched the 13 Council Funding Priorities which we will lobby State and Federal government and peak bodies to deliver key projects for the community.

11. Engagement in Decision Making on Key Local Issues

Result from the Annual Community Satisfaction Survey for Local Governments (Indexed mean)

56 53

The indexed mean declined from 56 in 2007-2008 to 53 in 2008-2009, with 57 per cent of respondents rating community engagement adequate, good or excellent,this being a 7 per cent drop from the previous year. The main reasons for the decline were attributed to community perception that Council: needs to communicatemore; and doesn’t consult sufficiently or effectively.In response, Council: has launched a new improved website where residents can access community consultation activities through the “Have Your Say” section; will deliver Community Update to every household every two months; has a regular “Have Your Say” section in City News which appears in the local newspapers; andcontinued to focus on engagement opportunities with over 100 consultation activities held in 2008-2009.


Standard Statements and Annual Financial Report For Year Ended 30 June 2009


The region’s coastline provides locals and visitors alike with some of the best conditions for a wide range of water-based activities.



Standard Statements The Standard Statements compare the actual result for the financial year to the Annual Budget as originally adopted and provide explanations for any major variances.

There are four Standard Statements which are prepared using the same accounting basis as the Financial Statements.

Standard Income Statement

This statement highlights the recurrent surplus which excludes distortions of capital income and asset recognition and provides a result that reflects how Council uses rates and regular income to meet recurrent expenditure.

Standard Balance Sheet

This statement also mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Cash Flow Statement

This statement mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Statement of Capital Works

This statement provides detail of capital expenditure by asset type and distinguishes renewal, upgrade and new capital expenditure.

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.

Financial Statements The financial statements consist of four financial reports, explanatory notes supporting the reports and endorsement from the Council and the Victorian Auditor General.The four financial reports are:

Income StatementBalance SheetStatement of Changes in EquityCash Flow Statement

The explanatory notes detail Council’s accounting policies and the make up of the values contained in the statements.

Income Statement

The 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 Sheet

The Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June 2009.

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 Equity

The Statement of Changes in Equity summarises the change in value of Total Ratepayers Equity. The value of equity can only change as a result of:

The profit or loss from operations described as surplus or deficit in the income statement.The use of monies from Council’s Reserves.A change in the value of non-current assets resulting from a revaluation of these assets.

Cash Flow Statement

The Statement of Cash Flows 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.

The Standard Statements compare Council’s financial plan, expressed through its budget, with actual performance. Council has provided an explanation of material variances. These explanations including contributory factors are provided with respect to each of the main categories reported in the Standard Statements.

The budget figures included in the Statements are those adopted by Council on 24 June 2008.

The Standard Income Statement highlights the recurrent result which is the result of the day to day transactions within Council’s control. Council actively manages the incomes and expenditures that make up this result to ensure that the municipality receives the best value service possible within the incomes available. The non recurrent incomes and expenditures are one off activities or items outside of Council’s operating activities that have contributed both in cash and non cash terms.

The Standard Cash Flow Statement and the Standard Balance Sheet are consistent with both the format in the annual accounts and the quarterly management report.

The Standard Statement of Capital Works is consistent with the format reported in the 2008-2009 Budget.

Standard Statements Basis of preparation of Standard StatementsCouncil is required to prepare and include audited Standard Statements within its Annual Report. A Standard Income Statement, a Standard Balance Sheet, a Standard Cash Flow Statement, and a Standard Statement of Capital Works is required, together with explanatory notes.

These statements and supporting notes form a special purpose financial report prepared to meet the requirements of the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004.

The statements were prepared on accounting bases that are consistent with those used for the General Purpose Financial Statements, but are also prepared to the same level of detail and format as the regular quarterly reporting to Council. The statements are consistent with the reporting format in the 2008-2009 Strategic Resource Plan and the 2008-2009 Budget.

The Standard Statements are not a substitute for the General Purpose Financial Statements, which are included in the Annual Report. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative professional pronouncements.


152 Annual Report 2008-2009| City of Greater Geelong

Standard Statements

Standard Income Statement as at 30 June 2009

2008-2009Actual$000

2008-2009Budget

$000Variance

$000

RECURRENT INCOME

Rates and Charges 124,488 122,299 2,189

Government Grants 41,697 33,743 7,954

User Charges 38,371 32,334 6,037

Other Fees and Charges 12,977 13,197 (220)

Interest Investments 1,458 1,301 157

TOTAL RECURRENT INCOME 218,991 202,874 16,117

RECURRENT EXPENDITURE

Employee Related

Salaries 71,288 72,882 1,594

Workcover/Superannuation 7,425 8,012 587

78,713 80,894 2,181

Goods and Services

General Works - Materials 6,213 5,821 (392)

General Works - Plant/Equipment/Vehicle Costs 5,787 5,069 (718)

General Works - External Services 58,220 52,808 (5,412)

Administration 7,950 8,658 708

Professional Services 3,752 3,138 (614)

Utilities 5,749 6,053 304

Depreciation 36,505 37,336 831

Landfill Provision 1,955 584 (1,371)

(Gain)/Loss on Sale of Plant and Equipment (98) 81 179

TOTAL RECURRENT EXPENDITURE 204,746 200,442 (4,304)

RECURRENT SURPLUS/(DEFICIT) 14,245 2,432 11,813

NON-RECURRENT INCOME

Investments in Associates 622 - 622

Subdivision - Asset Recognition 11,361 16,500 (5,139)

Capital Grants and Income 15,438 7,832 7,606

Developer Contributions 2,080 1,120 960

Gain/(Loss) on Sale of Property 4,858 826 4,032

TOTAL NON-RECURRENT INCOME 34,359 26,278 8,081

NON-RECURRENT EXPENDITURE

Costs expensed from work in progress 1,105 - (1,105)

Disposal of Infrastructure 4,295 2,100 (2,195)

TOTAL NON-RECURRENT EXPENDITURE 5,400 2,100 (3,300)

NON-RECURRENT SURPLUS/(DEFICIT) 28,959 24,178 4,781

NET SURPLUS/(DEFICIT) 43,204 26,610 16,594


Annual Report 2008-2009| City of Greater Geelong 153

Standard Statements

Notes to Standard Income Statement

The Recurrent Surplus for 2008-2009 of $14.2M was $11.8M favourable to budget.

Recurrent Income of $218.9M was $16.1M favourable to budget mainly due to:

High landfill volumes $4.3M favourable offset by EPA costs (see below).

Grants commission receipts $5.3M favourable due to early payment of 2009-2010 first instalment.

Increased reinstatements for other utilities $0.5M favourable.

Various unbudgeted state grants $2.6M favourable.

Car parking fees and fines $1.0M favourable.

Rates generation $2.2M favourable.

Other income $0.2M unfavourable to budget.

Recurrent Expenditure of $204.7M was ($4.3M) unfavourable to budget mainly due to:

EPA costs associated with landfill activity ($3.9M) unfavourable.

Contractors ($0.5M) unfavourable and plant hire ($0.6M) unfavourable.

Emergency maintenance ($0.6M) unfavourable however scheduled maintenance was $0.5M favourable.

Contributions to Infrastructure Services $1.2M favourable.

Consultants ($0.7M) unfavourable.

Insurance premium was $0.4M favourable to budget.

Employee expenses $2.2M favourable offset by supplementary labour ($2.7M) unfavourable.

Utilities were $0.3M favourable to budget including savings due to restricted water usage equivalent to $0.1M.

Interest costs $1.1M favourable to budget due to deferral of loan take up and reduced borrowings to $12.7M.

Other expenses ($1.0M) unfavourable to budget.

The Non Recurrent Result was $4.8M favourable to budget. This was due to unfavourable Asset Recognition ($5.1M), favourable Capital Income $7.6M, mainly due to additional government grants for infrastructure, favourable Developer Contributions $1.0M and favourable Gain on Sale of Property $4.0M. Income recognised as Investment in Associates was $0.6M favourable. Finally there was higher than budgeted disposals of infrastructure assets ($2.2M) unfavourable and costs expensed from Capital Work in Progress of ($1.1M) unfavourable.



Standard Statements

Standard Balance Statement as at 30 June 2009

2008-2009Actual$000

2008-2009Budget

$000Variance

$000

CURRENT ASSETS

Cash and Investments 53,134 21,264 31,870

Receivables 11,186 8,387 2,799

Prepayments 94 75 19

Inventories 831 437 394

TOTAL CURRENT ASSETS 65,245 30,163 35,082

CURRENT LIABILITIES

Payables 14,676 15,510 834

Loans 3,187 3,101 (86)

Refundable Deposits 1,442 1,182 (260)

Employee Benefits 16,631 14,377 (2,254)

TOTAL CURRENT LIABILITIES 35,936 34,170 (1,766)

NET CURRENT ASSETS 29,309 (4,007) 33,316

NON-CURRENT ASSETS

Property Plant and Equipment 1,394,554 1,374,644 19,910

Investments 7,387 5,561 1,826

Receivables 942 1,885 (943)

TOTAL NON-CURRENT ASSETS 1,402,883 1,382,090 20,793

NON-CURRENT LIABILITIES

Developer Contributions 314 - (314)

Loans 23,039 28,032 4,993

Employee Benefits 3,479 3,421 (58)

Landfill Provision 8,120 3,664 (4,456)

TOTAL NON-CURRENT LIABILITIES 34,952 35,117 165

NET ASSETS 1,397,240 1,342,966 54,274

Represented by:

RATEPAYER EQUITY

Accumulated Surplus 857,500 878,107 (20,607)

Asset Revaluation Reserve 496,438 453,977 42,461

Reserves 43,302 10,882 32,420

TOTAL RATEPAYER EQUITY 1,397,240 1,342,966 54,274



Standard Statements

Notes to Standard Balance Sheet The Balance Sheet highlights that Council has a very strong asset position with approximately $1.4 billion worth of assets which are used to provide services to the community.

Variances to BudgetThe major variance to budget is the increase in non current assets of $20.8M. The main factors were:

Difference in Budgeted Property Plant and Equipment at 1-07-2008 compared to Actual Property Plant and Equipment at 1-07-2008 (ie. difference is the delay in capital spend in the 2007-2008 year).

The effect of the revaluation of Council Owned Sealed and Unsealed Roads - $41.8M.

Current assets were $35.1M favourable to budget with an increase in cash due to lower than budgeted capital expenditure, higher than budgeted 1 July 2008 cash position and early receipt of the first instalment of the 2009-2010 Grants Commission payment. Receivables were also higher due to invoices being raised for grants in relation to two capital projects.

Non current liabilities was on budget due to lower than budgeted loan liability ($5.0M favourable) which was offset by higher than budgeted Landfill Provision ($4.5M unfavourable) with deferral of rehabilitation expenditure.



Standard Statements

Standard Cash Flow for the year ended 30 June 2009

2008-2009Actual$000

Inflows/(Outflows)

2008-2009Budget

$000Inflows/

(Outflows)

Variance$000

Inflows/(Outflows)

Cash Flows from Operating Activities

Receipts

General Rates 124,347 122,299 2,048

Fees and Charges 55,448 48,330 7,118

Investment Income 1,458 1,301 157

GST Recoveries on Operating Transactions 8,449 5,464 2,985

Government Grants 45,025 35,448 9,577

234,727 212,842 21,885

Payments

Employee Costs (76,998) (79,805) 2,807

General Works / Utilities / Disbursements (87,874) (79,130) (8,744)

Administration / Professional Services (11,649) (10,637) (1,012)

Interest Expense (944) (2,045) 1,101

(177,465) (171,617) (5,848)

Net Cash Inflow from Operating Activities before Capital Income 57,262 41,225 16,037

Cash Flows from Investing Activities

Payments for Land and Buildings, Plant and Equipment and Infrastructure Assets (71,829) (77,609) 5,780

Landfill Rehabilitation - (2,340) 2,340

Capital Income 15,438 7,832 7,606

Proceeds from Sale of Land and Buildings 6,886 2,730 4,156

Proceeds from Sale of Plant and Equipment 1,535 1,851 (316)

Developer Cash Contribution 2,080 1,120 960

Net Cash Outflow from Investing Activities (45,890) (66,416) 20,526

Cash Flows from Financing Activities

Repayment of Borrowings (1,181) (2,101) 920

Proceeds from New Loans 12,675 18,675 (6,000)

Net Cash Outflow from Financial Activities 11,494 16,574 (5,080)

Net Increase (Decrease) in Cash Held 22,866 (8,617) 31,483

Cash at the Beginning of the Financial Year 30,266 29,882 384

Cash at the End of the Financial Period 53,132 21,265 31,867



Standard Statements

Notes to Standard Cash Flow Statement Council’s cash position at the end of the year is $53.1M. This will provide funds to complete projects carried over from 2008-2009 and working capital to ensure service provision continues in 2009-2010.

Variances to Budget The net cash flow from operating activities of $57.3M was $16.0M favourable to budget.

Operating receipts were $21.9M favourable to budget with additional fees and charges for services provided, grants and rates. Operating Expenditure was $5.9M unfavourable due to increased payments for materials and services and increased supplementary labour costs. This was partially offset by lower employee costs and reduced interest expense due to the deferral of the loan relating to leisurelink.

Cash flows from investing activities were $20.5M favourable to budget.

Capital expenditure was $5.8M favourable to budget. Incompleted works are reassessed and most of the works not completed will be included in the carried over works to be completed next year.

Capital income was $7.6M favourable to budget mainly due to government grants for capital projects not yet completed.

Inflows from financing activities were $5.1M unfavourable due the reduction in the loan drawdown from budget $18.675M to $12.675M.



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Standard Statements

Notes to Standard Statement of Capital Works Council has an extensive capital works program to renew, upgrade and provide new assets to ensure the continuation and improvement of services provided to the community. Council spent $71.8M on capital works in 2008-2009. This included :

$M

Leisurelink Replacement 11.2

Road replacement and construction 10.0

Bellarine Pool 5.5

Land Purchases 5.4

Plant and vehicles 4.7

Drainage replacement and construction 2.4

Footpath replacement and construction 2.2

Eastern Beach Seawalls 1.5

Central Region Youth Precinct 1.3

IT Asset Replacements 1.1

Customs House Upgrade 0.7

Drysdale landfill Cell 0.7

Parking Meters Upgrade 0.5

Thomson Reserve Upgrade 0.5

Variances to Budget

Capital expenditure was $8.1M favourable to budget.

The major projects still to be completed are Leisurelink Facility $15.4M, Vines Rd Redevelopment $3.1M, Waterfront Timber Decking $0.8M, Corio Landfill Rehabilitation $2.6M, North Heales Rd Subdivision $1.7M, Street Construction $1.4M, Courthouse Redevelopment $1.3M, Lara Pool Redevelopment $0.9M, Old Post Office Reception Refurbishment $0.8M, Skilled Stadium Turf Replacement $0.7M, Geelong Motocross Club Relocation $0.7M and Recycled Water Pipeline - Elcho Park/Barwon Prison $0.7M.

Capital income was $7.6M favourable to budget. Main unfavourable variances included Special Rates and Charges ($1.3M). These were offset by favourable variances for Infrastructure $3.8m, Buildings $3.0M, Streetscapes $1.4M and Misc $0.6M.

Capital Projects funding of $38.9M has not been expended in 2008-2009 and will be carried forward to be completed in future years.





Note Page

Financial Statements

Income Statement 162

Balance Sheet 163

Statement of Changes in Equity 164

Cash Flow Statement 165

Notes to Financial Statements

Introduction 166

Significant Accounting Policies 1 166

Rates and Charges 2 170

Fees and Charges 3 171

Grants 4 172

Capital Income 5 173

Employee Benefits 6 173

Materials and Services 7 174

Provisions Expense 8 174

Bad and Doubtful Debts 9 174

Depreciation and other Write Downs 10 174

Gain / (Loss) on Disposal of Assets 11 175

Previously Unrecognised Assets 12 175

Investments in Associates 13 175

Contributions - Non Monetary Assets 14 177

Cash and Cash Equivalents 15 177

Trade and Other Receivables 16 177

Financial Assets 17 178

Other Assets 18 178

Inventories 19 178

Property, Infrastructure, Plant and Equipment 20 179

Trade and Other Payables 21 186

Refundable Deposits 22 186

Employee Benefits 23 186

Interest Bearing Loans and Borrowings 24 188

Landfill Provision 25 188

Other Liabilities 26 189

Reserves 27 189

Reconciliation of Cash Flows from

Operating Activities to Surplus (Deficit) 28 191

Reconciliation of Cash and Cash Equivalents 29 191

Financing Arrangements 30 191

Superannuation 31 192

Commitments 32 193

Operating Leases 33 194

Contingent Liabilities and Contingent Assets 34 194

Financial Instruments 35 195

Events Occurring after Balance Date 36 199

Related Party Transactions 37 200

Revenue, expenses and assets by functions/activities 38 202

Financial Ratios (Performance indicators) 39 204

Capital Expenditure 40 205

Pending Accounting Standards 41 206

Auditors Remuneration 42 206

Certification of the Financial Report 207

Annual Financial Report Contents



Income Statement for the year ended 30 June 2009 Note

2009$000

2008$000

Continuing Operations

Revenue

Rates and Charges 2 124,488 115,382

Fees and Charges 3 51,347 50,792

Grants - Operating 4 41,697 34,987

Capital Income 5 17,518 9,875

Interest Income 1,458 2,132

Total Revenue 236,508 213,168

Expenses

Employee Benefits 6 78,713 73,096

Materials and Services 7 71,325 69,885

Administration 6,013 5,850

Professional Services 3,752 4,132

Utilities 5,749 4,708

Provision for Landfill 8 1,955 940

Bad and Doubtful Debts 9 963 971

Depreciation and other Write Downs 10 40,800 38,954

Financing Costs 974 897

Total Expenses 210,244 199,433

Net gain(loss) on Disposal of Property, Infrastructure, Plant and Equipment 11 4,956 (349)

Previously Unrecognised Assets 12 209 857

Investments in Associates 13 622 1,005

Contributions - Non Monetary Assets 14 11,153 12,151

Surplus for the Year 43,204 27,399

The above income statement should be read with the accompanying notes.



Balance Sheet as at 30 June 2009 Note

2009$000

2008$000

Assets

Current Assets

Cash and Cash Equivalents 15 4,046 (301)

Trade and Other Receivables 16 11,186 13,714

Financial Assets 17 49,088 31,412

Other Assets 18 94 74

Inventories 19 831 873

Total Current Assets 65,245 45,772

Non-Current Assets

Trade and Other Receivables 16 942 776

Investments in Associates 13 7,387 6,765

Property, Infrastructure, Plant and Equipment 20 1,394,554 1,314,305

Total Non-Current Assets 1,402,883 1,321,846

Total Assets 1,468,128 1,367,618

Liabilities

Current Liabilities

Trade and Other Payables 21 14,676 13,711

Refundable Deposits 22 1,442 1,352


Interest Bearing Loans and Borrowings 24 3,187 3,056

Total Current Liabilities 35,936 33,567

Non-Current Liabilities


Interest Bearing Loans and Borrowings 24 23,039 12,519

Landfill Provision 25 8,120 6,220

Other Liabilities 26 314 129

Total Non-Current Liabilities 34,952 21,764

Total Liabilities 70,888 55,332

Net Assets 1,397,240 1,312,286

Equity

Accumulated Surplus 857,500 825,063

Reserves 27 539,740 487,223

Total Equity 1,397,240 1,312,286

The above balance sheet should be read with the accompanying notes.



Statement of Changes in Equityfor the year ended 30 June 2009

2009 Note

Total 2009$000

AccumulatedSurplus

2009$000

Asset RevaluationReserve

2009 $000

OtherReserves

2009$000

Balance at beginning of the financial year 1,312,286 825,063 454,688 32,535

Adjustment on change in accounting policy - - - -

- Land under roads - - - -

Surplus (deficit) for the year 43,204 43,204 - -

Net asset revaluation increment (decrement) 27 (a) 41,750 - 41,750 -

Transfers to other reserves 27 (b) - (43,841) - 43,841

Transfers from other reserves 27 (b) - 33,074 - (33,074)

Balance at end of the financial year 1,397,240 857,500 496,438 43,302

2008 NoteTotal 2008

$000

AccumulatedSurplus

2008$000

Asset RevaluationReserve

2008 $000

OtherReserves

2008$000

Balance at beginning of the financial year 1,234,876 804,183 404,677 26,016

Adjustment on change in accounting policy - - - -

Surplus (deficit) for the year 27,399 27,399 - -

Net asset revaluation increment (decrement) 27 (a) 50,011 - 50,011 -

Transfers to other reserves 27 (b) - (31,327) - 31,327

Transfers from other reserves 27 (b) - 24,808 - (24,808)

Balance at end of the financial year 1,312,286 825,063 454,688 32,535

The above statement of changes in equity should be read with the accompanying notes



Cash Flow Statement for the year ended 30 June 2009 Note

2009Inflows/

(Outlfows)$000

2008Inflows/

(Outlfows)$000

Cash flows from operating activities

Rates 124,347 116,780

User charges and fines (inclusive of GST) 55,448 48,125

Grants (inclusive of GST) 45,025 35,709

Interest 1,458 2,132

Net GST refund/payment 8,449 7,157

Payments to suppliers (inclusive of GST) (99,523) (96,941)

Payments to employees (including redundancies) (76,998) (71,545)

Net cash provided by (used in) operating activities 28 58,206 41,417

Cash flows from investing activities

Payments for property, infrastructure, plant and equipment (71,829) (52,441)

Proceeds from sale of property, infrastructure, plant and equipment 11 8,421 2,232

Capital Income 5 17,518 9,875

Net cash provided by (used in) investing activities (45,890) (40,334)

Cash flows from financing activities

Finance costs (944) (905)

Proceeds from interest bearing loans 12,675 3,125

Repayment of interest bearing loans (1,181) (4,967)

Net cash provided by (used in) financing activities 10,550 (2,747)

Net increase (decrease) in cash and cash equivalents 22,866 (1,664)

Cash and cash equivalents at the beginning of the financial year 30,266 31,930

Cash and cash equivalents at the end of the financial year 29 53,132 30,266

Financing Arrangements 30

Restrictions on Cash Assets 17

The above cash flow statement should be read with the accompanying notes.



Introduction (a) The City of Greater Geelong was established under the City of Greater

Geelong Act 1993 on 18 May 1993, and is a body corporate. The Council's main office is located at 30 Gheringhap Street Geelong.

(b) The purpose of the Council is to: - provide for the peace, order and good government of its municipal district;

- to promote the social, economic and environmental viability and sustainability of the municipal district;

- to ensure that resources are used efficiently and effectively and services are provided in accordance with the Best Value Principles to best meet the needs of the local community;

- to improve the overall quality of life of people in the local community;

- to promote appropriate business and employment opportunities; - to ensure that services and facilities provided by the Council are

accessible and equitable; - to ensure the equitable imposition of rates and charges; and - to ensure transparency and accountability in Council decision

making.

This financial report is a general purpose financial report that consists of an Income Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Finance and Reporting) Regulations 2004.

Note 1 Significant Accounting Policies

(a) Basis of accounting

This financial report has been prepared on the accrual and going concern basis.

This financial report has been prepared under the historical cost convention, except land, buildings and infrastructure which are revalued to fair value in accordance with Council policy. Details of asset valuations are set out in the relevant notes. Investments in Associates is accounted for using the equity method.

In the application of the Australian Accounting Standards ("AAS's") management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. These estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstance, the results of which form the basis for making the judgements. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision, and future periods if the revision affects both the current and future periods.

Judgements made by management in the application of AAS's that have significant effects on the financial statements and estimates with a risk of material adjustments in the next year are disclosed throughout the notes in the financial statements.

Notes to the Financial Report for the year ended 30 June 2009

Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.

The financial statements are presented in Australian Dollars which is the Council's functional currency.

Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.

All entities controlled by Council that have material assets or liabilities, such as Special Committees of Management, have been included in this financial report. All transactions between these entities and the Council have been eliminated in full.

(b) Revenue recognition

Rates and grants

Rates and grants are recognised as revenues when the Council obtains control over the assets comprising these receipts.

Control over assets acquired from rates is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates.

Uncollected rates are recognised as receivables after provision for amounts considered to be at risk.

Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer.

Income is recognised when the Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the contribution will flow to the Council and the amount of the contribution can be measured reliably.

Where grants recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant or contribution is disclosed in note 4. The note also discloses the amount of unused grant from prior years that was expended on Council’s operations during the current year.

A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at balance date.

Fees and Charges

User fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs.

A provision for doubtful debts is recognised when collection in full is no longer probable.

Sale of Property, Plant and Equipment

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Interest Income

Interest is recognised as revenue on a proportional basis when the payment is due, the value of the payment is notified, or the payment is received, whichever first occurs. Back to

table of contents


(c) Depreciation and amortisation of non-current assets

All non current assets having limited useful lives are systematically depreciated over their useful lives to the Council in a manner which reflects consumption of the service potential in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.

Where infrastructure assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.

Road earthworks are not depreciated because they have an indefinite useful life.

Depreciation is provided on a straight line basis using a range of rates which are reviewed annually.

Major depreciation periods used are listed below and are consistent with the prior year :


(f) Recognition and measurement of assets

Acquisition

The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition.

Non-monetary assets received in the form of grants or donations or gifted assets are recognised as assets and revenues at their fair value at the date of receipt.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.

Fair value is the amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length transaction. Where there is no market, depreciated replacement value approximates fair value.

In accordance with Council's Asset Accounting Policy, the threshold applied when recognising assets within an applicable asset class is $1,000 which is consistent with the prior year.

Revaluation

Subsequent to the initial recognition of assets, non-current physical assets, other than Plant and Equipment, Recreation and Infrastructure Other, are measured at their fair value, being the amount for which the assets could be exchanged between knowledgeable willing parties in an arms length transaction. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date the class of asset was revalued.

Council has a revaluation timetable for all assets held at fair value. The valuation is performed either by experienced Council officers or independent experts.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

Kerb and Channel, Footpaths / Bikepaths and Roads Other were revalued as at 01-10-2006. Drainage assets were revalued as at 01-07-2005. Assessments showed no material difference between actual value and carrying value as at 30 June 2009.

Land and Buildings were revalued as at 01-01-2008 in line with the municipal valuation.

Road Pavement and Road Seals were revalued as at 01-04-2009. Road Pavement increased by $31.2M and Road Seal increased by $10.6M resulting in an increase to the Asset Revaluation Reserve of $41.8M.

Period

Buildings 20-100 years

Plant and Equipment

Heavy Plant and Equipment, Commercial Vehicles

10 years

Furniture and Fittings 10 years

Personal Computers 3 years

Computer Equipment 4-5 years

Software 4 years

Light Motor Vehicles 6.67 years

Infrastructure

Spray Seal 12 years

Asphalt Seal 25 years

Pavement 80 years

Drainage 100 years

Kerbs and Channel 60 years

Footpaths and Bikepaths 50 years

Recreation 7-80 years

(d) Repairs and maintenance

Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

(e) Borrowing costs

Borrowing costs are recognised as an expense in the period in which they are incurred.

Borrowing costs include interest on bank overdrafts, interest on borrowings, and finance lease charges.



Leasehold improvements

Leasehold improvements are recognised at cost and are amortised over the unexpired period of the lease or the estimated useful life of the improvement, whichever is the shorter.

Land under roads

Council does not recognise the value of land under roads it controlled prior to 1 July 2008. Land under roads acquired after 30 June 2008 is brought to account using the fair value basis.

(g) Cash and cash equivalents

For the purposes of the cash flow statement, cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts.

(h) Investments

Managed funds are valued at fair value, being market value, at balance date. Bank deposits and Term deposits are measured at amortised cost. Interest revenues are recognised as they accrue. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.

(i) Accounting for investments in associates

Council's investment in associates is accounted for by the equity method as the Council has the ability to influence rather than control the operations of the entities. The investment is initially recorded at the cost of acquisition and adjusted thereafter for post-acquisition changes in the Council's share of the net assets of the entities. The Council's share of the financial result of the entities is recognised in the income statement.

The Council has an interest in the Geelong Regional Library Corporation, the Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef). They are recorded as non current investments with Council's share of net assets being recognised.

(j) Employee benefits

Wages and salaries

Liabilities for wages and salaries and rostered days off are recognised and measured as the amount unpaid at balance date and include appropriate oncosts such as workers compensation and payroll costs. Annual leave

Annual leave entitlements are accrued on a pro rata basis in respect of services provided by employees up to balance date. Annual Leave expected to be paid within 12 months is measured at nominal value based on the amount, including appropriate oncosts, expected to be paid when settled. Annual leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

Long service leave

Long service leave entitlements payable are assessed at balance date having regard to expected employee remuneration rates on settlement, employment related oncosts and other factors including accumulated years of employment, on settlement, and experience of employee departure per year of service. Long service leave expected to be paid within 12 months is measured at nominal value based on the amount expected to be paid when settled. Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

Classification of employee benefits

An employee benefit liability is classified as a current liability if the Council does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the period. This would include all annual leave and unconditional long service leave entitlements.

Superannuation

The superannuation expense for the reporting year is the amount of the statutory contribution the Council makes to the superannuation plan which provides benefits to its employees together with any movements (favourable/unfavourable) in the position of any defined benefits schemes. Details of these arrangements are recorded in note 31.

Note 1 Significant Accounting Policies (cont)(f) Recognition and measurement of assets (cont)

Asset Revaluation Cycles

Roads Seal 5 years

Road Pavement 5 years

Kerb and Channel 5 years

Footpaths and Bikepaths 5 years

Roads Other 5 years

Land and Buildings 2 years

Drainage 6 years




(k) Leases

Finance leases

Leases of assets where substantially all the risks and benefits incidental to ownership of the asset, but not the legal ownership, are transferred to the Council are classified as finance leases. Council holds no finance leases at balance date.

Operating leases

Lease payments for operating leases are recognised as an expense in the years in which they are incurred as this reflects the pattern of benefits derived by the Council.

(l) Refundable Deposits

Amounts received as tender deposits, sundry deposits, street crossing deposits, hall bonds, and other amounts controlled by Council which have to be paid back, are included in the amount disclosed as Refundable Deposits within current liabilities.

(m) Allocation between current and non-current

In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next twelve months, being the Council's operational cycle, or if the Council does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date.

(n) Web site costs

Costs in relation to websites are charged as an expense in the period in which they are incurred.

(o) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST.

Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(p) Impairment of assets

At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the asset's carrying value. Any excess of the asset's carrying value over its recoverable amount is expensed to the income statement.

(q) Rounding

Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars.

(r) Non-current assets held for sale

A non-current asset held for sale is measured at the lower of its carrying amount and fair value less costs to sell.

(s) Financial Guarantees

Financial guarantee contracts are recognised as a liability at the time the guarantee is issued. The liability is initially measured at fair value, and if there is a material increase in the likelihood that the guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognised less cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to factors including the probability of default by the guaranteed party and the likely loss to Council in the event of default.




2 Rates and Charges2009$000

2008$000

Council uses Capital Improved Values as the basis of valuation of all properties within the municipal district. The Capital Improved Value of a property is the total market value of the land plus buildings andother improvements.

The valuation base used to calculate general rates for 2008-2009 was $33.035M(2007-2008 $29.977M).

Residential 67,083 62,482

Commercial 12,454 11,131

Industrial 6,805 5,848

Petroleum Production Land 2,810 2,653

Aluminium Production Land 948 917

Automobile Manufacture Land 498 518

Vacant Land 4,781 4,179

Farm/Rural 3,612 3,103

Cultural and Recreation 142 142

Mixed Use 290 267

Late Licence Premises 655 591

Garbage Charge 16,751 16,283

Municipal Charge 7,659 7,268

124,488 115,382

The date of the last general revaluation of land for rating purposes within the municipal district was 1 January 2008, and the valuation first applied to the rating period

commencing 1 July 2008.

The date of the previous general revaluation of land for rating purposes within the municipal district was 1 January 2006, and valuation first applied to the rating

period commencing 1 July 2006.




3 Fees and Charges2009$000

2008$000

Recreation 9,173 8,344

Commercial Waste Collection and Waste Disposal 10,337 11,588

Local Laws and Traffic 5,616 5,802

Subdivisions and Development 4,986 4,364

Car Parking 6,683 5,801

Family and Children’s Services 3,575 3,032

Rental and Leasing 3,415 3,202

Aged Services 2,561 2,465

Road Works 1,351 1,371

National Wool Museum 626 548

Risk Management 44 16

Parks 670 1,016

Revenue and Valuations 463 926

Central Geelong City Management 647 1,101

Environment 194 294

Other 371 289

Waterfront 270 237

Marketing / Major Events 77 152

Historical Records 93 87

Arts and Culture 168 131

Planning 28 26

51,347 50,792




4 GrantsGrants were received in respect of the following : 2009

$0002008$000

Commonwealth Government

Grants Commission 21,957 16,690

Family and Children 3,724 3,256

Roads to Recovery 1,200 1,422


Govt Funded Traineeships 128 133

Youth 60 212

Recreation and Open Space 341 50

Infrastructure Management 300 14

Fleet 162 120

Other Grants 6 6

Cultural Development 50 45

Central Geelong Waterfront 1,613 -

Community Infrastructure 1,690 -

32,594 23,270

State Government


Family and Children 3,056 2,799

Community Development 1,037 933

Economic Development - 417

Infrastructure Management 3 58

School Crossing 414 414

Open Space Planning and Development 2,176 170

Youth 206 392

Environment and Planning 1,229 729

Urban Design 1,339 -

Roads 1,227 742

Community Safety - 100

Govt Funded Traineeships - 5

Emergency Response - Flood / Fire 23 21

Recreation Sport and Leisure 1,336 2,627

Major Events 72 13

Recycling 6 16

Health Services 61 64

Central Geelong Waterfront 240 710

Parking and Traffic Management 184 492

Strategic Implementation 40 -

Other Grants 57 25

Total 21,175 18,957

Total Grants 53,769 42,227

Recurrent 41,697 34,987

Non recurrent / Capital (Note 5) 12,072 7,240

Total 53,769 42,227




4 Grants (cont)2009$000

2008$000

Conditions on Grants

Grants received during the year that were obtained on condition that they be expended in a specified manner but had not occurred at balance date:

Family and Children Family Day Care and Out of Schools Program 70 147

Recreation Sport and Leisure 308 253

Community Development 269 -

647 400

Grants which were received in prior years and were expended during the current year in the manner specified by the grantor were:

Recreation Sport and Leisure 253 2

Family and Child 147 240

Community Development - 100

Aged Services - 50

400 392

Net increase (decrease) in restricted assets resulting from grant revenues for the year: 247 8

5 Capital Income2009$000

2008$000

Grants (Note 4) 12,072 7,240

Developer Cash Contributions 2,080 1,456

Contributions to Council Assets 2,659 857

Special Rates 707 322

17,518 9,875

* In accordance with legislation, developers contributions must be expended for particular purposes so Council has transferred them to a Reserve until expended.

6 Employee Benefits2009$000

2008$000

Wages and Salaries 63,804 59,198

Long Service Leave 1,983 1,842

Annual Leave 5,345 4,963

Superannuation 6,002 5,567

Workcover 1,423 1,524

Redundancy 156 2

78,713 73,096




7 Materials and Services2009$000

2008$000

Contractors 25,466 24,630

Levies 11,507 10,952

Materials 6,213 5,080

Plant/Equipment/Vehicle Costs 5,787 5,824

Supplementary Labour 5,033 4,146

Maintenance - Buildings and Emergency 3,537 3,569

Contributions - Recurrent 3,071 3,809

Other 10,711 11,875

71,325 69,885

8 Provisions Expense2009$000

2008$000

An estimate of the costs to rehabilitate the Corio Landfill site, has been included in the accounts. It isexpected Corio Landfill site operations and rehabilitation will be completed following closure scheduled for Dec 2011.

Landfill Provision - Finance Charge 435 445

Increase/(Decrease) in the discounted amount arising because of the time and effect of any change in the discount rate, or the revision of future cost estimates.

1,520 495

1,955 940

9 Bad and Doubtful Debts2009$000

2008$000

Infringement Debtors 956 887

Sundry Debtors 7 84

963 971

10 Depreciation and other Write Downs2009$000

2008$000

Buildings 5,492 5,021

Plant and Equipment 5,179 5,180

Infrastructure 25,834 25,359

36,505 35,560

Book Value of Assets Replaced - Infrastructure 4,295 3,394

4,295 3,394

Total 40,800 38,954




11 Gain / (Loss) on Disposal of Assets2009$000

2008$000

Proceeds from Sale of Land and Buildings 6,886 500

Less: Book Value of Assets Sold or transferred for nil consideration 2,028 856

4,858 (356)

Proceeds from Sale of Plant 1,535 1,732

Less: Book Value of Assets Sold 1,437 1,725

98 7

Net Gain (Loss) on Disposal 4,956 (349)

13 Investments in Associates2009$000

2008$000

Investments in associates accounted for using the equity method are:

- Geelong Regional Library Corporation 6,331 6,012

- RFK Pty Ltd 26 14

- Regional Kitchen Pty Ltd 1,030 739

7,387 6,765

i) Equity in Geelong Regional Library Corporation

Principle Activity is to provide Library Services to member municipalities. Council holds 85.65% (2008 85.68%) of equity in the corporation. Council has four directors on the Board of seven. Council has theability to influence the Library rather than control its operations. Incorporated in Australia.

Council’s Share of Accumulated Surplus

Council’s share of accumulated surplus as at beginning of financial year 2,677 2,225

Share of operating surplus (loss) 319 452

Council’s share of accumulated surplus at end of financial year 2,996 2,677

Movement of Carrying Value of Investment

Carrying value of investment at start of year 6,012 5,560

Share of operating surplus for year 319 452

Carrying value of investment at end of year 6,331 6,012

12 Previously Unrecognised Assets2009$000

2008$000

In 2008-2009 Council recognised $0.2M of Drainage Assets. 209 857




13 Investments in Associates (cont)2009$000

2008$000

ii) Equity in RFK Pty. Ltd.

Trading as Community Chef, City of Greater Geelong shareholding is 10.6% (2008 10.4%) of ordinary shares. Incorporated in Australia.


Council’s share of accumulated surplus as at beginning of financial year 14 -


Council’s share of accumulated surplus at end of financial year 26 14


Carrying value of investment at start of year 14 -


Carrying value of investment at end of year 26 14

iii) Equity in Regional Kitchen Pty. Ltd.

City of Greater Geelong Shareholding is 8.9% (2008 8.9%) of ordinary shares. Incorporated in Australia.

Council’s Share of Equity Contribution

Council’s share of equity contribution at beginning of financial year 200 -

Council’s share of equity contribution made during the year - 200

Council’s share of equity contribution at end of financial year 200 200


Council’s share of accumulated surplus as at beginning of financial year 539 -


Council’s share of accumulated surplus at end of financial year 830 539


Carrying value of investment at start of year 739 -


Share of equity contribution for year - 200

Carrying value of investment at end of year 1,030 739




14 Contributions - Non Monetary Assets2009$000

2008$000

Infrastructure assets such as roads, drainage and footpaths created by developers become part of theCouncil’s assets when titles are issued to the Developer for individual lots. These assets have beenreceived in kind and do not reflect a cash outlay by Council. Council also received land from developers as part of their required 5% contribution of Public Open Space.

Infrastructure 9,995 8,080

Land 1,158 4,071

11,153 12,151

15 Cash and Cash Equivalents2009$000

2008$000

Cash on hand 56 52

Cash at bank 3,054 (470)

Bank bills 936 117

4,046 (301)

16 Trade and Other Receivables2009$000

2008$000

Current

Rates Receivables 2,797 1,676

Less Provision for Doubtful Debts (305) (353)

Other Debtors 10,895 13,636

Less Provision for Doubtful Debts (2,201) (1,245)

11,186 13,714

Non-current

Deferred Debtors 942 776

942 776

Total 12,128 14,490




17 Financial Assets2009$000

2008$000

Current

Investments at amortised cost (Note 1h) 49,088 31,412

Represented by:

- Managed Funds 954 299

- Term Deposits 48,134 31,112

49,088 31,412

Council’s investments are held at various financial institutions, and represented by:

Unrestricted 35,405 18,964

Subject to external restrictions 13,683 12,448

49,088 31,412

Council has financial assets that are subject to restrictions. Restrictions have been imposed by regulations or other external requirements on the following:

Long Service Leave 11,594 10,696

Refundable Deposits 1,442 1,352

Unexpended Grants 647 400

13,683 12,448

Restricted asset for Long Service Leave is based on the Local Government (Long Service Leave) Regulations 2002 and does not necessarily equate to the long service

leave liability disclosed in note 23 due to a different basis of calculation prescribed by the regulation.

Council has Statutory Reserves of $0.4M ($1.0M in 2008) which are commitments that Council will include in its future budgets and are included in the unrestricted

cash amount.

18 Other Assets2009$000

2008$000

Prepaid Expenses 94 74

94 74

19 Inventories2009$000

2008$000

Stores and Materials at Cost 831 873

831 873




20 Property, Infrastructure, Plant and Equipment2009$000

2008$000

Summary

at cost 304,153 260,830

Less accumulated depreciation 78,830 69,938

225,323 190,892

at fair value as at 30 June 2009 700 -

Less accumulated depreciation - -

700 -

at fair value as at 1 April 2009 496,990 -

Less accumulated depreciation 220,323 -

276,667 -

at fair value as at 1 January 2008 538,892 539,885


531,073 537,323

at fair value as at 1 October 2006 388,795 391,443


165,866 172,480

at fair value as at 1 July 2005 273,154 269,254


194,925 193,599

at fair value as at 1 November 2004 - 423,956

Less accumulated depreciation - 203,945

- 220,011

Total 1,394,554 1,314,305




20 Property, Infrastructure, Plant and Equipment (cont)2009$000

2008$000

(a) Property

Land

at cost 7,232 1,945


Total Land 413,369 407,954

Land Under Roads

at cost - -

at fair value as at 30 June 2009 700 -

Total Land Under Roads 700 -

Buildings

at cost 16,035 5,974

Less accumulated depreciation 200 30

15,835 5,944



124,936 131,314

Total Buildings 140,771 137,258

Total Property 554,840 545,212

Land and Buildings were revalued as at 01-01-2008 by Robert Tot A.A.P.I C.P.V. Member No.3523 using fair value. The valuation of buildings is at fair value, being

market value for non specialised buildings, and current replacement cost less accumulated depreciation at the date of valuation for specialised buildings.

(b) Plant and Equipment

Plant and Equipment

at cost 48,830 46,467


17,499 17,239

Leasehold Improvements

at cost 909 766


508 512

Light Vehicles

at cost 6,919 6,790


4,885 4,959

Total Plant and Equipment 22,892 22,710





2008$000

(c ) Infrastructure

Road Pavement

at cost 3,018 9,820


3,009 9,638



- 206,788



223,689 -

Total Road Pavement 226,698 216,426

Road Seal

at cost 4,319 13,685


4,276 12,772



- 13,223



52,978 -

Total Road Seal 57,254 25,995

Roads Other

at cost 12,263 7,686


12,089 7,622



40,406 42,865

Total Roads Other 52,495 50,487

Footpaths and Bikepaths

at cost 10,158 6,760


9,906 6,660



53,364 55,806

Total Footpaths and Bikepaths 63,270 62,466





2008$000

(c) Infrastructure (cont)

Kerb and Channel

at cost 5,997 3,841


5,869 3,786



72,096 73,809

Total Kerb and Channel 77,965 77,595

Drainage

at cost 15,497 12,011


15,222 11,864

at fair value as at 1 July 2005 273,154 269,254


194,925 193,599

Total Drainage 210,147 205,463

Recreation

at cost 82,206 70,416


66,979 58,438

Total Recreation 66,979 58,438

Infrastructure Other

at cost 51,642 47,607


22,886 22,451

Total Infrastructure Other 22,886 22,451

Total Infrastructure 777,694 719,321

Road Seals and Road Pavements were revalued as at 01-04-2009 by Council officers, at fair value based on depreciated replacement cost.

Roads Other, Footpaths, Bikepaths, Kerb and Channel are valued at fair value as at 01-10-2006 by Council officers using depreciated replacement cost.

Drainage assets have been revalued as at 01-07-2005 by Council officers at fair value using depreciated replacement cost.





2008$000

(d) Works in progress

Buildings

at cost 20,807 10,319

Plant and Equipment

at cost 678 407

Infrastructure

at cost 17,643 16,336

Total Works in progress 39,128 27,062

Total Property, Plant and Equipment and Infrastructure 1,394,554 1,314,305




20 Property, Infrastructure, Plant and Equipment (cont)

2009

Balance atbeginning of

financial year$000

Acquisitionof assets

$000

Depreciation(note 10)

$000

WDV of disposals (note 10)

$000

Revaluation increments

(decrements) (Note 27)

$000Transfers

$000

Balanceat end of

financial year $000

Property

Land 407,954 6,257 - (971) - 128 413,368

Land Under Roads - 700 - - - - 700

Buildings 137,258 5,213 (5,492) (1,057) - 4,847 140,769

Total Property 545,212 12,170 (5,492) (2,028) - 4,975 554,837

Plant and Equipment

Plant and Equipment 17,239 4,786 (4,071) (535) - 81 17,500

Leasehold Improvements 512 142 (146) - - - 508

Light Vehicles 4,959 1,792 (962) (902) - - 4,887

Total Plant and Equipment 22,710 6,720 (5,179) (1,437) - 81 22,895

Infrastructure

Road Pavement 216,426 4,613 (4,888) (1,064) 10,560 1,051 226,698

Road Seal 25,995 4,864 (3,271) (1,282) 31,190 (242) 57,254

Road Other 50,487 2,441 (1,998) (750) - 2,315 52,495

Footpaths and Bikepaths 62,466 3,605 (2,956) (374) - 529 63,270

Kerb and Channel 77,595 3,128 (2,736) (239) - 217 77,965

Drainage 205,463 6,633 (2,846) (406) - 1,303 210,147

Infrastructure Other 22,451 2,382 (3,599) - - 1,652 22,886

Recreation 58,438 9,384 (3,540) (180) - 2,877 66,979

Total Infrastructure 719,321 37,050 (25,834) (4,295) 41,750 9,702 777,694

Works in progress

Buildings 10,319 15,831 - - - (5,343) 20,807

Plant and Equipment 407 531 - - - (260) 678

Infrastructure 16,336 10,889 - - - (9,582) 17,643

Total Works in progress 27,062 27,251 - - - (15,185) 39,128

Total Property, Infrastructure, Plant and Equipment 1,314,305 83,191 (36,505) (7,760) 41,750 (427) 1,394,554




20 Property, Infrastructure, Plant and Equipment (cont)

2008


financial year $000

Acquisitionof assets

$000

Depreciation(note 10)

$000

WDV of disposals (note 10)

$000

Revaluation increments

(decrements)(Note 27)

$000Transfers

$000

Balanceat end of

financial year$000

Property

Land 362,054 5,772 - (578) 40,561 145 407,954

Buildings 125,274 5,891 (5,021) (278) 9,450 1,942 137,258

Total Property 487,328 11,663 (5,021) (856) 50,011 2,087 545,212

Plant and Equipment

Plant and Equipment 17,420 4,437 (4,134) (647) - 163 17,239

Leasehold Improvements 522 108 (118) - - - 512

Light Vehicles 4,901 2,064 (928) (1,078) - - 4,959

Total Plant and Equipment 22,843 6,609 (5,180) (1,725) - 163 22,710

Infrastructure

Road Pavement 217,743 4,458 (4,931) (964) - 120 216,426

Road Seal 25,045 3,472 (2,973) (241) - 692 25,995

Road Other 49,011 3,855 (2,005) (1,035) - 661 50,487

Footpaths and Bikepaths 61,374 3,972 (2,920) (350) - 390 62,466

Kerb and Channel 77,690 2,625 (2,712) (174) - 166 77,595

Drainage 200,381 5,087 (2,770) (465) - 3,230 205,463

Infrastructure Other 24,010 1,244 (3,601) (159) - 957 22,451

Recreation 57,208 2,849 (3,447) (6) - 1,834 58,438

Total Infrastructure 712,462 27,562 (25,359) (3,394) - 8,050 719,321

Works in progress

Buildings 2,882 7,754 - - - (317) 10,319

Plant and Equipment 120 308 - - - (21) 407

Infrastructure 16,373 10,911 - - - (10,948) 16,336

Total Works in progress 19,375 18,973 - - - (11,286) 27,062

Total Property, Infrastructure, Plant and Equipment 1,242,008 64,807 (35,560) (5,975) 50,011 (986) 1,314,305




21 Trade and Other Payables2009$000

2008$000

Unsecured

Trade Creditors 12,512 11,974

Loan Interest Accrued 74 43

Prepaid Memberships for Leisure Facilities 1,072 988

Unearned Income 1,018 706

14,676 13,711

22 Refundable Deposits2009$000

2008$000

Refundable Deposits 1,442 1,352

1,442 1,352

These deposits are maintenance bonds, landscaping bonds, relocation deposits, open space works levies, and contract deposits.

23 Employee BenefitsOther$000

Annual Leave$000

Long Service Leave$000

2009

Balance at beginning of the financial year 1,143 5,991 11,211

Additional provisions 1,511 5,145 2,388

Amounts used (1,143) (4,797) (1,339)

Balance at the end of the financial year 1,511 6,339 12,260

2008

Balance at beginning of the financial year 840 5,667 10,278

Additional provisions 1,143 5,106 2,249

Amounts used (840) (4,782) (1,316)

Balance at the end of the financial year 1,143 5,991 11,211




23 Employee Benefits (cont)2009$000

2008$000

(i) Current

Annual leave 6,339 5,991

Long service leave 8,781 8,315

Other 1,511 1,143

16,631 15,449

Current Long Service Leave has been determined as the amount employees are entitled to at balance date. Based on past history, it is estimated that approximately $1M will be paid out in Long Service Leave in 2009-2010.

(ii) Non-current

Long service leave 3,479 2,896

3,479 2,896

Aggregate carrying amount of employee benefits:

Current 16,631 15,449

Non-current 3,479 2,896

20,110 18,345

The following assumptions were adopted in measuring the present value of long service leaveand retiring gratuity:

Weighted average increase in employee costs 4.50% 4.50%

Weighted average discount rates 5.11% 6.45%

Weighted average settlement period 10 10

(i) Current

All annual leave and the long service leave entitlements representing 10 or more years of continuous service

Short-term employee benefits that fall due within 12 months after the end of the period measured at nominal value 8,850 8,134

Other long-term employee benefits that do not fall due within 12 months after the end of the periodmeasured at present value 7,781 7,316

16,631 15,450

(ii) Non-current

Long service leave representing less than 10 years of continuous service measured at present value 3,479 2,896




Corio Landfill Rehabilitation Provision

Non-current 8,120 6,220

Balance at beginning of the financial year 6,220 5,858

Amounts used (55) (578)

Increase/(decrease) in the discounted amount arising because of time and the effect of any change inthe discount rate, or the revision of future cost estimates. 1,955 940

Balance at the end of the financial year 8,120 6,220

24 Interest Bearing Loans and Borrowings2009$000

2008$000

Current

Bank overdraft (Unpresented Cheques) 2 845

Borrowings - secured 2,155 1,181

Other Loans - Unsecured (These are non interest bearing loans) 1,030 1,030

3,187 3,056

Non-current

Borrowings - secured 23,039 12,519

Total 26,226 15,575

The maturity profile for Council’s borrowings is:

Not later than one year 3,187 3,056

Later than one year and not later than five years 10,323 5,626

Later than five years 12,716 6,893

26,226 15,575

The security on the borrowings is the City of Greater Geelong Municipal Rates.

Finance leasesCouncil has no finance leases at balance date

25 Landfill Provision2009$000

2008$000




Asset Revaluation Reserve 496,438 454,688

Statutory Reserves 439 1,012

Discretionary Reserves 42,863 31,523

539,740 487,223

Developer Contributions - Sec 173 Agreements 314 129


(a) Asset Revaluation Reserve


reporting period$000

Increment(decrement)

$000

Balance at end of reporting period

$000

2009

Land and Buildings 349,120 - 349,120

Infrastructure

Sealed and Unsealed Roads 18,905 41,750 60,655

Roads Other 15,390 - 15,390

Footpath and Bikepaths 4,395 - 4,395

Drainage 66,878 - 66,878

105,568 41,750 147,318

Total Asset Revaluation Reserve 454,688 41,750 496,438

2008

Land and Buildings 299,109 50,011 349,120

Infrastructure

Sealed and Unsealed Roads 18,905 - 18,905

Roads Other 15,390 - 15,390

Footpath and Bikepaths 4,395 - 4,395

Drainage 66,878 - 66,878

105,568 - 105,568

Total Asset Revaluation Reserve 404,677 50,011 454,688

The Asset Revaluation Reserve records the increase and any subsequent decrease in the value of assets held at fair value.

26 Other Liabilities2009 $000

2008 $000

27 Reserves2009 $000

2008 $000




27 Reserves (cont)

(b) Other Reserves

Statutory Reserves

Council maintains three Statutory reserves to record funds collected from developers under the Planning and Environment Act, Subdivisions Act and Local Government Act. Council identifies, as part of the budget process, capital works relevant to these reserves and records the capital expenditureas settlement of the obligations created in collecting the levies. The outstanding balance at year end is listed below. The movement to and from reserves are shown in the Statement of Changes in Equity.

Balance at30-06-2008

$000

Transfersto Reserves

$000

Transfersfrom Reserves

$000

Balance at30-06-2009

$000

Car Parking Reserve 42 18 12 48

Public Open Space Reserve 136 513 350 299

Main Drainage Reserve 834 1,550 2,292 92

Total Statutory Reserves 1,012 2,081 2,654 439

Discretionary Reserves

Council maintains a Deferred Works Reserve to record the estimated amount of Capital Expenditure that is expected to complete the capital projectsthat were approved in the previous year’s budget, but had not been completed at year end.

Council maintains an Asset Development Reserve to record funds provided to Council for development of coastal infrastructure.

Council has an Asset Redevelopment Reserve to record funds provided to Council to reinstate decking around the Carousel as required.

The outstanding balances of the reserves are listed below. The movements to and from reserves are shown in the Statement of Changes in Equity.

Balance at 30-06-2008

$000

Transfers to Reserves

$000

Transfers from Reserves

$000

Balance at 30-06-2009

$000

Deferred Works Reserve 30,000 41,760 30,000 41,760

Asset Development Reserve 332 - 64 268

Asset Redevelopment Reserve 1,191 - 356 835

Total Discretionary Reserves 31,523 41,760 30,420 42,863




28 Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit) 2009

$0002008$000

Surplus for the Year 43,204 27,399

Depreciation and Infrastructure write-off 40,800 38,954

(Profit)Loss on disposal of property, infrastructure, plant and equipment (4,956) 349

Capital Income (17,518) (9,875)

Equity Share in Investment in Associates Surplus (622) (1,205)

Assets received in Kind (11,153) (12,151)

Assets previously Unrecognised (209) (857)

Capitalised Salaries Expensed - 64

Finance Costs 944 905

Change in assets and liabilities:

(Increase)/Decrease in Trade and Other Receivables 2,362 (5,526)

(Increase)/Decrease in Prepayments (20) (10)

(Increase)/Decrease in Inventories 42 (184)

Increase/(Decrease) in Trade and Other Payables 1,150 178

Increase/(Decrease) in Refundable Deposits 90 (109)

(Decrease)/Increase in Employee Benefits 1,765 1,559

Increase/(Decrease) in Landfill Provisions 1,900 940

(Decrease)/Increase in Work in Progress 427 986

Net cash provided by/(used in) operating activities 58,206 41,417

30 Financing Arrangements2009$000

2008$000

Bank overdraft 5,000 5,000

Used Facilities - Overdraft (Note 24) (2) (845)

Loans - Unsecured 1,030 1,030

Loans - Secured 25,194 13,700

Used facilities - Loans (Note 24) (26,224) (14,730)

Unused facilities 4,998 4,155

Loan Facility Details (Note 35a)

29 Reconciliation of Cash and Cash Equivalents2009$000

2008$000

Cash and cash equivalents (Note 15) 4,046 (301)

Cash and Investments (Note 17) 49,088 31,412

Less bank overdraft (Note 24) (2) (845)

53,132 30,266




31 Superannuation

Post-employment Benefit

Council makes employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). Obligations for making contributions are recognised as an expense in profit or loss when they are due. The Fund has two categories of membership, each of which is funded differently.

The Fund’s accumulation category, Vision Super Saver, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (9% required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

The Fund’s Defined Benefit Plan is a multi-employer sponsored plan. As the Fund’s assets and liabilities are pooled and are not allocated by employer, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided under Paragraph 32 (b) of AASB119, Council does not use defined benefit accounting for these contributions.

Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund’s Actuary. On the basis of the results of the most recent full actuarial investigation conducted by the Fund’s actuary as at 31 December 2008, Council makes the following contributions:-

- 9.25% of members’ salaries (same as previous year); - the difference between resignation and retrenchment benefits paid to any retrenched employees (same as previous year);

Fund surplus or deficit (ie the difference between fund assets and liabilities) are calculated differently for funding purposes (ie calculating required contributions) and for the calculation of accrued benefits as required in AAS25 to provide the values needed for the AASB119 disclosure in council’s financial statements. AAS25 requires that the present value of the benefit liability which is calculated in respect of membership completed at the calculation date makes no allowance for future benefits that may accrue. The actuarial investigation concluded that although the Net Market Value of Assets was in excess of Accrued Benefits at 31 December 2008, based on the assumptions adopted, there was a shortfall of $71 million when the funding of future benefits was also considered. However, the council has been advised that no additional contributions will be required as at 30 June 2009. The Actuary will undertake the next actuarial investigation as at 30 June 2010 to ascertain if additional contributions are required.

The Fund’s liability for accrued benefits was determined by the Actuary at 31 December 2008 pursuant to the requirements of Australian Accounting Standard AAS25 as follows:

31-12-2008$000

Net Market Value of Assets 3,630,432

Accrued Benefits (per accounting standards) 3,616,422

Difference between Assets and Accrued Benefits 14,010

Vested Benefits 3,561,588

The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund were: Net Investment Return 8.5% p.a.Salary Inflation 4.25% p.a.Price Inflation 2.75% p.a.

2009$000

2008$000

Defined Benefit Plans

Employer contributions to Local Authorities Superannuation Fund (Vision Super) 1,486 1,528

Employer contributions to other institutions - -

1,486 1,528

Employer contributions payable to Local Authorities Superannuation Fund (Vision Super) at reporting date - -

Employer contributions payable to other institutions - -

- -

Accumulation Funds

Employer contributions to Local Authorities Superannuation Fund (Vision Super) 4,081 3,835

Employer contributions to other institutions 436 204

4,517 4,039

Employer contributions payable to Local Authorities Superannuation Fund (Vision Super) at reporting date 30 30

Employer contributions payable to other institutions 2 2

32 32Back to table of contents



32 Commitments

The Council has entered into the following commitments due:

2009

Not later than 1 year$000

Later than 1 yearand not later than

2 years$000

Later than 2years and not

later than 5 years$000

Later than 5years$000

Total$000

Operating

Immunisation services 324 - - - 324

Building maintenance 727 741 679 - 2,147

Consultancies 113 - - - 113

Cleaning contracts for Council buildings 475 408 106 - 989

Other 183 120 111 - 414

Home maintenance services 45 - - - 45

Total 1,867 1,269 896 - 4,032

Capital

Building and Other Structures 8,655 - - - 8,655

Total 8,655 - - - 8,655

2008

Operating

Immunisation services 312 324 - - 636

Building maintenance 659 135 148 - 942

Consultancies 957 113 - - 1,070

Cleaning contracts for Council buildings 600 297 303 - 1,200

Other 211 4 - - 215

Home maintenance services 65 - - - 65

Total 2,804 873 451 - 4,128

Capital

Building and Other Structures 16,627 - - - 16,627

Total 16,627 - - - 16,627

In addition to the above commitments Council has entered into a number of contracts for operating expenditure based on schedule of rates.

The value of the contractual commitments cannot be accurately determined as they depend on the level of services provided to Council.




33 Operating Leases2009$000

2008$000

(a) Operating Lease Commitments

At the reporting date, the Council had the following obligations under non-cancellable operating leases for the lease of equipment and land and buildings for use within Council’s activities (these obligations are not recognised as liabilities):


Later than one year and not later than five years 953 2,257

Later than five years 2 1

2,353 3,671

(b) Operating Lease Receivables

The Council has entered into commercial property leases on its property, consisting of surplusfreehold complexes. These properties held under operating leases have remaining non-cancellableleases terms of between 1 and 40 years.

Future Minimum rentals received under non-cancellable operating leases are as follows:


Later than one year and not later than five years 7,736 8,229

Later than five years 5,696 4,773

16,431 16,321

34 Contingent Liabilities and Contingent Assets Contingent liabilities

(a) Council acknowledges a future obligation for rehabilitation, after care and future contamination liability for its two landfill sites in accordancewith the requirements set out by the Environment Protection Authority. Apart from the rehabilitation of Corio landfill that has been provided for, theliability for Drysdale cannot be readily quantified. The Capital Works and Operating budgets include ongoing works at the sites in future years.

(b) The City of Greater Geelong is the guarantor for a number of community organisation loans.

OriginalGuarantee

$000

Outstanding Guarantee

30-06-2009$000

Outstanding Guarantee

30-06-2008$000

Community Groups

Barwon Heads Bowling Club Inc. 70 40 47

Bell Park Sports and Recreation Club 120 31 48

Geelong and East Belmont Baseball Club 70 19 24

Bell Post Hill Sports and Recreation Club 130 87 120

Geelong Hockey Association 150 141 150

Total 540 318 389

(c) All matters from previous years not listed here have been settled.

(d) There are no other material contingent liabilities at the date of this report.A $100,000 Loan Guarantee for the Lara Bowling Club was completed in July 2009.

Contingent Assets

In the course of creating new subdivisions developers construct infrastructure assets which are vested with Council when Council issues a Statement of Compliance. These assets are bought to account as revenue (Contributions - Non Monetary Assets) and capitalised.

At reporting date, developers had commenced construction of assets that will eventually be transferred to the Council subject to Council issuing a Statement of Compliance.

Council cannot reliably measure the value of the assets involved prior to completion. Back to table of contents



35 Financial Instruments(a) Accounting Policy, terms and conditions

Recognised financial instruments Note Accounting Policy Terms and Conditions

Financial Assets

Cash and cashequivalents

15 Cash on hand is valued at face value Cash on Hand is managed according to normal expenditure approval procedures.

Interest is recognised as it accrues Funds returned fixed interest rate of between 2.82% and 7.28% (6.19% to 7.38% in 2007-2008)

Bank Bills Bills are redeemed for purchase price plus interest at maturity. Bills are held for periods between 30 to 90 days. Interest ranged between 4.00% to 7.82%.

Term Deposits Term deposits return fixed interest rates of between 3.54% and 8.14%. Term Deposits are held for periods of 30, 60, 90 or 120 days.

Other Financial Assets 17 Units in Trust Withdrawals are at call 24 to 48 hours notice. These investments attract floating interest rates of between3.87% and 8.08% net of fees payable.

Trade and otherreceivables

16 Receivables are carried at nominal amounts due less any provision for doubtful debts. A provision fordoubtful debts is recognised when collection in full is no longer probable.Collectability of overdue accounts is assessed on anongoing basis.

General and deferred debtors are unsecured and interest free. Credit terms are usually 30 days.

Financial Liabilities

Bank overdraft 24 The Council’s bank account is closely monitored to ensure that cash invested is maximised. The overdraftreflects unpresented cheques at balance day.

Council has a $5M overdraft facility. It is secured by a mortgage over Council’s general rates and is repayable on demand. Interest rate, when the overdraft is used, is < 10%pa.

Trade and otherpayables

21 Liabilities are recognised for expenses incurred tobalance date and payable in the next financial year,whether invoices have been received or not.

Creditors are unsecured, not subject to interest charges and are normally settled within 30 days of invoice receipt.

Interest-bearing loansand borrowings- Secured Loans

24 Secured loans are carried at the principle amountoutstanding. Loans are subject to borrowing limits imposed by the State Government under the Loan Council approval arrangements. Interest is charged asan expense as it accrues.

Loans are secured over the general rates of the Council. The interest rate for each loan is fixed for the period of the loan. Council took out a loan of $7M in May 2006, repayable over 10 years at 6.4%. Council took out a loan of $5M in June 2007, repayable over 10 years at 6.97%. Council took out a loan of $3.125m in June 2008, repayable over 10 years at8.573%. Council took out a loan of $12.675m in June 2009, repayable over 10 years at 7.42%.

- Unsecured Loans Unsecured loans are carried at the principle amountoutstanding.

Unsecured loans comprise of two interest free loans from the Department of Planning and Development to fund the purchase of the former Geelong Post Office and former Geelong Gaol.




Note 35 Financial instruments (cont)(b) Interest Rate RiskThe exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities, both recognised and unrecognised, at balancedate are as follows:

Fixed interest maturing in:

2009

Floating

interest rate

$000

1 Year

or less

$000

Over 1 to

5 years

$000

More than

5 years

$000

Non-interest

bearing

$000

Total

$000

Financial assets

Cash and cash equivalents 3,054 936 - - 56 4,046

Other financial assets 49,088 - - - - 49,088

Trade and other receivables - - - - 6,757 6,757

Total financial assets 52,142 936 - - 6,813 59,891

Weighted average interest rate 4.61% 5.46%

Financial liabilities

Bank overdraft 2 - - - - 2

Trade and other payables - - - - 12,512 12,512

Secured loans - 2,155 10,323 12,716 - 25,194

Unsecured loans - - - - 1,030 1,030

Total financial liabilities 2 2,155 10,323 12,716 13,542 38,738

Weighted average interest rate 9.17% 7.16% 7.17% 7.35%

Net financial assets (liabilities) 52,140 (1,219) (10,323) (12,716) (6,729) 21,153

2008

Financial assets

Cash and cash equivalents (470) 117 - - 52 (301)

Other financial assets 31,412 - - - - 31,412

Trade and other receivables - - - - 11,683 11,683

Total financial assets 30,942 117 - - 11,735 42,794

Weighted average interest rate 6.88% 7.11%


Bank overdraft 845 - - - - 845

Trade and other payables - - - - 11,974 11,974

Secured loans - 1,181 5,626 6,893 - 13,700

Unsecured loans - - - - 1,030 1,030

Total financial liabilities 845 1,181 5,626 6,893 13,004 27,549

Weighted average interest rate 10.40% 6.96% 6.98% 7.19%

Net financial assets (liabilities) 30,097 (1,064) (5,626) (6,893) (1,269) 15,245




Note 35 Financial instruments (cont)(c) Net Fair ValuesThe aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

Total carrying amount as per Balance Sheet Aggregate net fair value

Financial Instruments2009

$000

2008

$000

2009

$000

2008

$000

Financial assets

Cash at Bank 3,054 (470) 3,054 (470)

Cash on Hand 56 52 56 52

Bank Bills 936 117 936 117

Other Financial Assets 49,088 31,412 49,088 31,412

Other Debtors 6,757 11,683 6,757 11,683

Total Financial Assets 59,891 42,794 59,891 42,794


Bank Overdraft 2 845 2 845

Trade and Other Creditors 12,512 11,974 12,512 11,974

Secured Loans 25,194 13,700 25,330 13,318

Unsecured Loans 1,030 1,030 1,030 1,030

Total Financial Liabilities 38,738 27,548 38,874 27,167

The carrying value for cash at bank and on hand, other debtors, units in trust, deposits at call, bank bills, cash and overdraft, creditors and unsecured loans

approximates the fair value because of their short term to maturity. Long term Other Debtors also approximates net fair value. The net fair value of secured loans at

fixed interest rates has been measured by discounting contracted future cash flows by prevailing market interest rates.

(d) Credit Risk

The maximum exposure to credit risk at balance date in relation to each class of asset is represented by the carrying amount of these assts as indicated in the Balance Sheet.

(e) Risks and Mitigation

The risks associated with our main financial instruments and our policies for minimising these risks are detailed below.

Market Risk

Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Council’s exposures to market risk are primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk exposure are discussed below.

Interest Rate Risk

Interest rate risk refers to the risk that the fair value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing financial assets and liabilities that we use. Non derivative interest bearing assets are predominantly short term liquid assets. Council’s interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk.

Council’s loan borrowings are sourced from major Australian banks by a tender or quoting process. Overdrafts are arranged with major Australian banks. Council manages interest rate risk on our net debt portfolio by:

- ensuring access to diverse sources of funding; - reducing risks of refinancing by managing in accordance with target maturity profiles; and

- setting prudential limits on interest repayments as a percentage of rate revenue.

Council manages the interest rate exposure on its net debt portfolio by appropriate budgeting strategies and obtaining approval for borrowings from the Australian Loan Council each year.

Investment of surplus funds is made with appropriate financial institutions under the Local Government Act 1989. Council manages interest rate risk by adopting an investment policy that ensures:

- conformity with State and Federal regulations and standards, - adequate safety, - appropriate liquidity, - diversification by credit rating, financial institution and investment product,

- monitoring of return on investment,- benchmarking of returns and comparison with budget.

Maturity will be staggered to provide for interest rate variations and to minimise risk.




Credit Risk

Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. Council is exposed to credit risk on all financial assets included in our balance sheet. To help manage this risk:

- Council has a policy for establishing our credit limits for the entities that the Council deal with;

- Council may require collateral where appropriate; and- Council only invests surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.

Trade and other receivables consist of a large number of customers, spread across the consumer, business and government sectors. Council does not have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is raised.

Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when Council provides a guarantee for another party. Details of our contingent liabilities are disclosed in note 34.

Liquidity Risk

Liquidity risk includes the risk that, as a result of our operational liquidity requirements:

- Council will not have sufficient funds to settle a transaction on the date: - Council will be forced to sell financial assets at a value which is less than what they are worth; or

- Council may be unable to settle or recover financial assets at all. To help reduce these risks we:- have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained;

- have readily accessible standby facilities and other funding arrangements in place;

- have a liquidity portfolio structure that requires surplus funds to be invested within the various bands of liquid instruments;

- monitor budget to actual performance on a regular basis; and- set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.

Council’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk.

Note 35 Financial instruments (cont)




36 Events Occurring after Balance DateStephen Griffin was endorsed as the CEO of City of Greater Geelong at a Council meeting held on 11th August 2009.

No other matters or circumstances have arisen since the end of the financial period to 30 June 2009 that has significantly affected or may significantly affect the operations of the Council.

(f) Sensitivity disclosure analysis

Taking into account past performance, future expectations, economic forecasts, and management’s knowledge and experience of the financial markets, the Council believes the following movements are ‘reasonably possible’ over the next 12 months (Base rates are sourced from the Reserve Bank of Australia):

- A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of approximately 5%.

The table below discloses the impact on net operating result and equity for each category of financial instruments held by Council at year-end, if the above movements were to occur.

Interest Rate Risk

-1% +1%

30 June 2009Carrying Amount

$000Result$000

Equity$000

Result$000

Equity$000

Financial Assets

Cash and Cash Equivalents 4,046 (40) (40) 40 40

Other Financial Assets 49,088 (491) (491) 491 491

Trade and Other Receivables 12,128 (121) (121) 121 121


Interest Bearing Loans and Liabilities 26,224 (262) (262) 262 262

Payables 14,676 (147) (147) 147 147

30 June 2008

Financial Assets

Cash and Cash Equivalents (301) 3 3 (3) (3)

Other Financial Assets 31,412 (314) (314) 314 314

Trade and Other Receivables 14,490 (145) (145) 145 145


Interest Bearing Loans and Liabilities 14,730 (147) (147) 147 147

Payables 13,711 (137) (137) 137 137

Note 35 Financial instruments (cont)



Councillors Elected 29th November 2008 Cr Barbara Abley

Cr Srechko Kontelj

Cr David Saunderson

Cr Bruce Harwood

Cr Jan Farrell

Cr Rod Macdonald

Cr John Mitchell (Mayor)

Cr Andrew Katos

Cr Cameron Granger

Cr Kylie Fisher

Cr Andy Richards

Cr John Doull

Chief Executive Officer

Kay Rundle resigned 15th May 2009


37 Related party transactions

(i) Responsible Persons

Names of persons holding the position of a Responsible Person at the Council at any time during 2008-2009 are:

2009No.

2008No.

$1 - $10,000 4 2

$10,001 - $20,000 - 5

$20,001 - $30,000 9 5

$30,001 - $40,000 2 -

$50,001 - $60,000 - 1

$70,001 - $80,000 1 -

$300,001 - $310,000 1 -

$330,001 - $340,000 - 1

17 14

$000 $000

Total Remuneration for the reporting year for Responsible Persons included above amounted to: 675 617

Cr Tony Ansett (concluded November 2008)

Cr Peter McMullin (concluded November 2008)

Cr Lou Brazier (concluded November 2008)

Cr Tom O’Connor (concluded November 2008)

(ii) Remuneration of Responsible Persons

The number of Responsible Officers, whose total remuneration from Council and any related entities fall within the following bands:




Income Range:2009

No.2008

No.

$100,001 - $110,000 22 7

$110,001 - $120,000 5 9

$120,001 - $130,000 7 12

$130,001 - $140,000 15 4

$140,001 - $150,000 2 2

$150,001 - $160,000 1 -

$170,001 - $180,000 - -

$180,001 - $190,000 - 6

$190,001 - $200,000 4 -

$230,001 - $240,000 - -

$240,001 - $250,000 1 -

$300,001 - $310,000 - -

57 40

$000 $000

Total Remuneration for the reporting year for Senior Officers included above, amounted to 7,245 5,224

(iii) Senior Officers Remuneration

A Senior Officer other than a Responsible Person, is an officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration exceeds $100,000.

The Senior Officers of the City of Greater Geelong who reported directly to the Chief Executive Officer during the year were:

Stephen Griffin - General Manager Corporate Services - Commenced 14 July 2008

Irene McGinnigle - General Manager Community Services

Peter Reeve - General Manager City Services resigned 9th April 2009

Stephen Wright - General Manager Major Projects

Kate Sullivan - General Manager Development Sustainability

Dean Frost - General Manager Community Infrastructure and Recreation

The number of Senior Officers of Council whose total remuneration exceeds $100,000 including any superannuation benefits from the Council and any related entity falls within the following bands:

(iv)

Retirement Benefits of $156,456 were paid to Senior Officers in 2008-2009 (Nil during 2007-2008).

(v)

No loans have been made, guaranteed or secured by the Council to a Responsible Person / Senior Officer of the Council during the reporting period.

(vi) Other Transactions

The Council has entered into transactions with Responsible Persons, Senior Officers and Related parties within normal customer or employee relationships on terms and conditions no more favourable than those available in similar arm’s length transactions. There were no significant transactions with Responsible Persons or Senior Officers.




38 Revenue, expenses and assets by functions/activities2009$000

2008$000

Revenue Revenunuee

Rates 124,488 115,832

Grants Commission 21,957 16,690

Corporate Services 11,326 6,732

City Services 30,568 28,666

Community Services 38,913 22,932

Community Infrastructure and Recreation 15,593 15,766

Major Projects 4,887 2,525

Economic Development and Planning 5,716 17,682

Total Revenue 253,448 226,825

Expenditure

Corporate Services 34,161 29,196

City Services 90,709 86,889

Community Services 50,747 40,075

Community Infrastructure and Recreation 20,950 19,872

Major Projects 5,432 6,814

Economic Development and Planning 8,245 16,580

Total Expenditure 210,244 199,426

Net Result 43,204 27,399

Assets Attributed to Functional ActivitiesAssets AtAttributed to Functional Actd to Functional Activitivitieiess

Corporate Services - Current Assets 65,245 45,772

- Other Assets 94,904 83,325

City Services - Other Assets 976,283 930,438

Community Infrastructure and Recreation - Other Assets 141,645 74,089

Community Services - Other Assets 139,700 112,306

Major Projects - Other Assets 28,136 74,772

Economic Development and Planning - Other Assets 22,215 46,916

Total Assets Attributed to Functional Activities 1,468,128 1,367,618

Total assets shown above reconciles with the amounts shown for assets in the Balance Sheet as follows:

Current Assets 65,245 45,772

Non-Current Assets 1,402,883 1,321,846

1,468,128 1,367,618




Functions The components of functions and activities relating to Council programs are as follows:

Rates General rates, interest on rates, supplementary rates, garbage charges and municipal charges.

Grants Commission General purpose grant untied for any specific purpose.

Corporate Services General administrative operations and Governance including the Chief Executive Division.

City Services Design, Construction, Parks, Works, Botanical Gardens, Plant and Engineering, Environment and Natural Resources.

Economic Development and Planning Economic Development, Public Safety, Law and Order, Planning and Building Control.

Community Services Aged Services, Library Services, Family Services and Community Development.

Community Infrastructure and Recreation Recreation Sport and Leisure Services.

Major Projects Tourism, Urban Design, Western Wedge, Waterfront Management and Central Activities area.

Note that further description of functions is contained within the review of annual activities for each division in the Annual Report.




39 Financial ratios - Performance indicators

2009 2008 2007

$000 (%) $000 (%) $000 (%)

(a) Debt servicing ratio (to identify the capacity of Council to service its outstanding debt)

Debt servicing costsDebt servicing costscosts 974

253,448= 0.38%

897226,825 = 0.40%

832223,459 = 0.37%

Total revenueToTotal revenuvenuee

Debt servicing costs refer to the payment of interest on loan borrowings and bank overdraft.The ratio expresses the amount of interest paid as a percentage of Council’s total revenue.

(b) Debt commitment ratio (to identify Council’s debt redemption strategy)

Debt servicing and redemption costs 2,155124,488 = 1.73%

5,864115,382 = 5.08%

5,165106,874 = 4.83%

Rate revenue

The strategy involves the payment of loan principal and interest.The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.

(c) Revenue ratio (to identify Council’s dependence on non-rate income)

Rate revenue 124,488253,448 = 49.12%

115,382 226,825 = 50.87%

106,874 223,459 = 47.83%

Total revenue

The level of Council’s reliance on rate revenue is determined by assessing rate revenue as a proportion of the total revenue of Council.

(d) Debt Exposure Ratio (to identify Council’s exposure to debt)

Total indebtedness 57,205669,365 = 8.55%

42,884 629,084 = 6.82%

43,650560,504 = 7.79%

Total realisable assets

For the purposes of the calculation of financial ratios, realisable assets are those assets which can be sold and which are not subject to any restriction on realisation or use.Infrastructure assets, restricted assets and investments in associates are excluded from total assets when calculating Council’s realisable assets.This ratio enables assessment of Council’s solvency and exposure to debt. Total liabilities are compared to total realisable assets which are allCouncil’s assets and are not subject to any restriction and are able to be realised. The ratio expresses indebtedness as a percentage of realisable assets.

(e) Working Capital Ratio (to assess Council’s ability to meet current commitments)

Current assets 65,245 35,936

= 181.56%45,772 33,567

= 136.36%40,46035,888

= 112.74%Current liabilities

The ratio expresses the level of current assets the Council has available to meet its current liabilities. Previous years ratios have been amended toreflect Long Service Leave relating to service over 10 years as current rather than the expected annual payments as current.

(f) Adjusted Working Capital Ratio (to assess Council’s ability to meet current commitments)

Current assets 65,245 28,155

= 231.74%45,772 26,253

= 174.35%40,46029,218

= 138.48%Current liabilities

The ratio expresses the level of current assets the Council has available to meet its current liabilities.Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date, but is not likely to fall due within 12 months after the end of the period.




40 Capital expenditure

Note2009$000

2008$000

Capital expenditure areas

Infrastructure Leisure 30,743 16,333

Roads 9,979 11,141

Fleet 4,747 4,697

Buildings 4,578 5,013

Drains 2,385 2,603

Computer Equipment 1,672 1,393

Streetscapes 1,437 1,199

Footpaths 2,182 1,547

Other 3,682 2,351

Kerb and Channel 831 616

Land 5,446 1,293

Waste Collection 976 1,791

Plant and Equipment 827 780

Special Rates and Charges Program 2,345 1,684

Total capital works 71,830 52,441

Represented by:

Renewal (a) 19,651 15,598

Upgrade (b) 14,533 14,192

New assets 37,646 22,651


Property, infrastructure, plant and equipment movement

The movement between the previous year and the current year in property, infrastructure, plant and equipment as shown in the Balance Sheet links to the net of the following items:


Expensed from Work in Progress 20 (427) (986)

Landfill expensed to provision 25 (55) (578)

Asset revaluation movement 27 41,750 50,011

Depreciation and Other Write Downs 10 (40,800) (38,954)

Written down value of assets sold 11 (3,465) (2,581)

Recognition of Infrastructure 11,416 13,009

Capitalised Salaries Expensed - (64)

Net movement in property, plant and equipment 20 80,249 72,298

(a) Renewal

Expenditure on an existing asset which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time.

(b) Upgrade

Expenditure which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council’s asset base.



41 Pending Accounting Standards

The following Australian Accounting Standards have been issued or amended and are applicable to the Council but are not yet effective. They have not been adopted in preparation of the financial statements at reporting date.

AASB amendmentStandardsaffected Outline of amendment

Application dateof standard

Application datefor Council

AASB 2008-11 AASB 3 Business Combinations

Amends an earlier version of AASB 3 issued in July 2004. However,before the mandatory application of this Standard the AustralianAccounting Standards Board will consider the suitability of this Standard for combinations in the not for profit sector. This may result in furtheramendments to this Standard or an additional scope exclusion. Consequently, it is not possible to assess the likely impact of this Standard on Council.

01-Jul-09 01-Jul-09

AASB 2007-06 AASB 101Presentation of Financial Statements

Amends an earlier version of AASB 101 issued in July 2006. ThisStandard introduces the concept of a “complete set of financialstatements” and amends the title of some statements in the accounts. The other charge of some relevance to Council relates to reporting ownerchanges inequity and comprehensive income. No significant impacts are expected to arise from this Standard.

01-Jan-09 01-Jan-09

AASB 2007-08 AASB 123Borrowing Costs

Amends an earlier version of AASB 123 issued in July 2004. ThisStandard requires borrowing costs directly attributable to the acquisition,construction or production of a qualifying asset to be capitalised. Previously, entities had the option of expensing such costs. Subject to the existence of borrowings for the purpose of funding capital expenditure,this standard will require related borrowing costs to be capitalised ratherthan expensed. It is not expected that it will have a material impact onthe reported financial performance or position of Council.

01-Jan-09 01-Jan-09

AASB 2008-05 AASB 127Consolidated and SeparateFinancial Statements

Amends an earlier version of AASB 127 issued in July 2004. ThisStandard makes various relatively minor changes. This standard is notexpected to have any impact on Council.

01-Jul-09 01-Jul-09

AASB 2008-1, AASB 2008-2, AASB 2008-3, AASB 2208-5, AASB 2008-6, AASB 2008-7

Various These Standards make revisions, which are generally minor, to a range of other accounting standards. It is not expected that these Standards will have any significant impact on Council.

01-Jan-09 01-Jan-09

AASB 2009-2 Amendments to Australian Accounting Standards - Improving Disclosures about Financial Instruments [AASB 4, AASB7, AASB 1023 & AASB 1038]

Various Requires enhanced disclosures about fair value and measurement andliquidity risk.

01-Jan-09 01-Jan-09

AASB 2009-7 Amendments to Australian Accounting Standards [AASB 5, 7, 112, 136 & 139 andInterpretation 17]

Various The amendments to AASB 5, AASB 7, AASB 139 and Interpretation 17 correct errors that occurred in AASB 2008-12 Amendments toAustralian Accounting Standards - Reclassification of Financial Assets - Effective Date and Transition, AASB 2008-13 Amendments to AustralianAccounting Standards arising from Interpretation 17 - Distributions of Non-cash Assets to Owners and Interpretation 17 itself. The other amendments reflect changes made by the IASB to its pronouncements.

01-Jul-09 01-Jul-09


42 Auditors Remuneration2009$000

2008$000

Fee to Conduct External Audit - Auditor General 70 68

70 68


Annual Report 2008-2009| City of Greater Geelong 207Annual Report 2008-2009| City of Greater Geelong 207







Calendar of Events

July 200812 Athletics Victoria Cross Country Championships, Eastern Park

24 Memory Bank Launch (Connecting Identities), National Wool Museum

26 Victorian GKR Karate Titles, Leisuretime Centre

26 Jul – 2 Aug Australian Darts Championships, Geelong Arena

29 BAC Links Workplace Big Day Out, Leisuretime Centre

August 20083 Bellarine Rail Trail Run

16 Ocean Grove Skate Park Launch, Ocean Grove Skate Park

20 NAB and AFL 150 Anniversary, Steampacket Gardens

23 – 25 Australian Cross Country Championships, Eastern Park

September 20088 – 12 Futsal Five-A-Side Australia Mini World Cup, Leisuretime Centre

11 – 29 MV Doulos Ship Visit, Cunningham Pier

23 – 24 Botanic Gardens of Australia and New Zealand Diversity and Directions Plants Forum, Geelong Botanic Gardens

25 Folklore Skateboards Victorian Tour, Ocean Grove Skate Park

27 AFL Grand Final Live Site, Skilled Stadium

28 Geelong Cats Supporters Day, Skilled Stadium

October 20081 – 31 Victorian Seniors Festival Geelong, various locations

2 – 5 Australian Croatian Soccer Tournament, Myers Reserve and Elcho Park

3 – 5 Shoot Out Geelong Filmmaking Festival, Geelong

4 Grazzhopper Festival (Music), Beckley Park

11 Alcoa Australia Corporate Head Of The River, Barwon River

11 – 12 Water Wise Gardening Expo, Eastern Park

16 – 19 Royal Geelong Show, Geelong Showgrounds

18 – 26 Children’s Week, various locations

19 Around The Bay In A Day, Geelong to Queenscliff

22 Geelong Cup, Geelong Racecourse

25 Australasian Supercross Championships, Skilled Stadium

26 World’s Greatest Pram Stroll, Rippleside Park

November 20081 Geelong Rodeo, Geelong Showgrounds

1 St Leonards Community Festival

1 – 2 Toast To The Coast, Geelong and The Bellarine Peninsula

2 150th Anniversary Open Day, Osborne House

9 SKAART Festival, Windsor Park Norlane

21 Bay FM/ Bethany Giving Tree Appeal, Waterfront Geelong

22 Barwon Health Gala Appeal, Steampacket Gardens

22 Ron Clark Classic, Landy Field

28 – 30 Queenscliff Music Festival, Queenscliff

December 2008 5 Night Arts, Little Malop Street

6 Air Radiators Denis Walter Carols By The Bay, Eastern Beach Reserve

13 Christmas At Windsor Park, Norlane

14 Ocean Grove Carols In The Park, Ocean Grove

14 Bellarine Aquatic Centre Open Day, Ocean Grove

24 Carols In Johnstone Park, Geelong

31 New Year By The Waterfront, Steampacket Gardens

January 20091 ANZ Family Free Family Fun Day, Steampacket Gardens

3 Tranquility Fair, Ocean Grove

4 KFC Twenty 20 Big Bash (Cricket), Skilled Stadium

4 Amy’s Ride, Eastern Park To Portarlington

4 – 6 Jayco Bay Cycling Classic, Geelong and Portarlington



6 – 17 Australian U16 AA National Baseball Championships,

Geelong Baseball Centre

9,16,23,30 Geelong Night Markets, Johnstone Park

10 Portarlington Mussel Festival, Portarlington

15 – 17 Claxton Shield, Geelong Baseball Centre

17 Ocean Grove Summer Festival, Ocean Grove

24 – 26 Skandia Geelong Week, Waterfront Geelong

26 Australia Day Children’s Family Day, Rippleside Park

31 - 1 Feb WH Pincott Barwon Regatta, Barwon River

February 20091 Gatorade Triathlon, Portarlington

1, 8, 15 Music In The Gardens, Geelong Botanic Gardens

8 Snap Iron Man 70.3 Geelong, Eastern Beach

12 – 15 Oceania Road Cycling Championships, The Bellarine Peninsula

15 Kiwanis All Ford Day, Deakin University Waurn Ponds

21 – 1 Mar 12th Australian Masters Games, Various Venues, Geelong

22 World Industries Bellarine Skate Series, Clifton Springs

22 Barwon Banks Fun Run, Barwon River

28 Pako Festa, Pakington Street

28 Portarlington Community Expo, Portarlington

March 20097 – 8 Geelong Classic Offshore Powerboats, Waterfront Geelong

8 Bellarine Agricultural Show, Potarlington Reserve

8 Geelong Highland Gathering, Queens Park

10 – 15 Australian International Airshow, Avalon

13 World’s Longest Lunch, Botanic Gardens

15 Sanitarium Weetbix Kids TRY-Athlon, Eastern Beach Reserve

20 Whittington FlameFest Festival, Whittington Link

21 – 22 Head Of The Schoolgirls Rowing Regatta, Barwon River

22 Barwon Heads Festival Of The Sea, Barwon Heads Foreshore

22 Lara Food and Wine Festival, Pirra Homestead

28 24-hour Mega Swim, Kardinia Aquatic Centre

April 20092 Impetus Youth Awards, City Hall

3 – 5 Geelong Challenge Triathlon, Waterfront Geelong

4 Spud Fest, Potato Shed Drysdale

10 – 13 Men’s And Women’s U23 National Baseball Championships, Geelong Baseball Centre

10 – 14 MG National Car Rally, Rippleside Park

10 Van Nationals Public Day, Geelong Showgrounds

11 Sheepwash Classic Fun Run, Barwon Heads

18 Starlight Foundation Outdoor Cinema, Johnstone Park

18 World Heritage Day, Geelong Heritage Centre Open Day

25 Anzac Day Marches, Various Locations, Geelong

May 20099 Mouth To Mountain (Connecting Identities), Barwon River To You Yangs

10 Mothers Day Classic, Eastern Beach

12 BAC Links Workplace Big Day Out, Leisuretime Centre

13 City Plan and Annual Budget Breakfast Launch, City Hall

17 RSPCA Million Paws Walk, Eastern Park

24 Launch 2010 UCI Road World Cycling, Montpellier Park

June 20095 World Environment Day Awards, National Wool Museum

5 – 8 National Celtic Festival, Portarlington

19 Transformation Scarf Festival 2009 Award Ceremony, National Wool Museum

21 – 27 Drug Action Week, various locations

26 Street Soccer, Steampacket Gardens



GRI INDICATOR AND DESCRIPTION PAGE NO.

Strategy and Analysis

1.1 Statement from the CEO 11

Organisational Profile

2.1 Name of organisation Front Cover

2.2 Primary brands, products and/or services 22-23, 45-50, 86-140

2.3 Operational structure of the organisation 42

2.4 Location of organisation 4, Back Cover

2.7 Markets served (Wards) 6, 12, 15-18

2.8 Scale of the organisation and its operations 9, 25-27

2.10 Awards received in the reporting period 24

Report Paramaters

3.1 Reporting period Front Cover, 4

3.3 Reporting cycle 20

3.4 Contact point for questions 4, Back Cover

3.5 Process for defining report content 4, 20, 85

3.6 Boundary of the Report 6, 12

Governance, Commitments and Engagement

4.1 Governance structure of the organisation 70, 71, 75-76

4.8 Council mission and values 43

4.12 Externally developed charters, principles or initiatives to which the organisation belongs 75-76

4.13 Memberships in Associations 76

4.14 Stakeholder groups engaged by the organisation 64-68, 78-82

4.16 Approaches to stakeholder engagement 65-68

4.17 Key topics raised through stakeholder engagement 65-68

Economic Indicators

EC1 Economic value generated 25-27, 152-159

EC3 Coverage of the organisations defined benefit plan obligations 192

EC4 Financial assistance received from Government 77, 172-173

Global Reporting Initiative (GRI) IndexThe Global Reporting Initiative (GRI) is a network-based organisation that has developed the world’s most widely used sustainability reporting framework.

This framework sets out the principles and indicators that organisations can use to measure and report their economic, environmental, and social performance. The cornerstone of the framework is the Sustainability Reporting Guidelines. The City of Greater Geelong addresses the following Sustainability Reporting Guidelines within the 2008-2009 Annual Report:



GRI INDICATOR AND DESCRIPTION PAGE NO.

Environmental Indicators

EN5 Energy saved due to conservation and efficiency improvements 99

EN6 Initiatives to provide energy efficient or renewable energy 99-100

EN8 Total water use 102

EN13 Habitats protected or restored 32

EN14 Strategies, current actions and future plans for managing impacts of biodiversity 30-33, 101

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved 99-102

EN22 Total weight of waste by type and disposal method 102

Labour Practices

LA1 Total workforce by employment type, employment contract and region 53

LA2 Total number and rate of employee turnover 53

LA7 Rates of injury, lost days and absenteeism 139, 140

LA8 Education, training, Counselling, prevention and risk control programs in place to assist workforce members and their families

51-52, 73

LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

51

LA12 Percentage of employees receiving regular performance and career development reviews 51

Society Indicators

SO1 Nature, scope and effectiveness of any programs and practices that assess and manage the impacts of operations on communities

59-63, 70-74, 85-148

Product Responsibility

PR5 Practices related to customer satisfaction including results of surveys measuring customer satisfaction. 61-63, 64, 90, 96, 111, 115, 135, 140

PR8 Total number of substantial complaints regarding breaches of customer privacy and losses of customer data 72

The Bellarine Peninsula is characterised by historic coastal townships and is a popular residential and recreational area.



Index

A Arts, Culture and Heritage Pillar 123

Annual Financial Report 149-209

Armstrong Creek 37, 40, 100

Asset Management 74

Audit Advisory Committee 71

Auditor General’s Reports - Financial Report and Standard Statements 208

Auditor General’s Reports; Performance Statement 145

Awards – Outstanding achievements 24

B Bellarine Aquatic Centre 3, 23, 113, 142

Best Value 60, 137

C Calendar of Events 210

Charter of Human Rights and Responsibilities Act 2006 73

Chief Executive Officer 44

Chief Executive Officer’s Message 11

Citizenship 73

City of Greater Geelong at a Glance 9

City Services (Division) 46

Civic Accommodation 37, 138

Community Services (Division) 49

Community Engagement Events 2008-2009 65

Community Engagement 64

Community Infrastructure and Recreation (Division) 50

Community Renewal and Regeneration 38

Community Safety and Security Pillar 105

Community Wellbeing Strategic Direction 31

Connecting Identities Project 3, 22-23, 77, 123, 142

Convention and Exhibition Centre 34

Contact Council 4

Continuous Improvement 59

Corporate Services (Division) 45

Council appointments to Committees and Groups 75

Council Elections 13, 22, 133, 143

Council Funding Priorities 34, 94, 134

Council Meetings 19

Councillors 15

Customer Service Commitments and Achievements 61

D Democracy Theme 133

Documents Available for Public Inspection 72

Domestic Animal (Dogs and Cats) Management Plan 83, 105

EEconomic Development and Planning (Division) 47

East West Traffic 110, 142

Economic Development Pillar 93

Education and Research Pillar 119

Employee Excellence Awards 54

Environment Pillar 99

Equal Employment Opportunity 51

F Federal Government Regional and Local Community Infrastructure Program 3, 22, 77, 93

Freedom of Information Act 72

G Geelong EcoChallenge 100

Geelong Future Cities Project – Arts Precinct 35, 88, 124

Geelong Marine Industry Project 35

Geelong Ring Road 3, 36, 94, 109

Glossary 216

Grants – Community Arts and Community Festival 78, 124

Grants – Councillor Community 80, 134

Grants – External 77, 172

Greenhouse Reduction Strategy 99, 141

Growing the Economy Strategic Direction 31

Governance Framework 70

Page Page



H Health and Wellbeing Pillar 87

Heales Road Industrial Estate Framework Plan 36

History of Geelong 6

Human Resource Management 51

I Indigenous Statement of Recognition and Commitment 2009 88

Information Communications Technology (ICT) Cluster 23, 129

Information Privacy 72

Internal Audit 71

L Learning and Development 51, 138

Leisurelink Gym and Aquatic Centre 23, 39, 114

Local Laws 73

M Major Projects (Division) 48

Mayor 15

Mayor’s Message 10

Mineral Springs Spa 38

Mission Statement 43

N National Competition Policy Compliance 73

National Transport and Logistics Precinct 36

O Occupational Health and Safety 52

‘Open for Business’ 7, 94

Organisation Structure 42

P Parks, Sport and Leisure Pillar 113

Performance Statement 2008-2009 141

R Risk Management Program 73

S Satyam Computer Services 94

Service Awards 55

Skilled Migration Program

(Global Skills for Provincial Victoria) 77, 94

Staff Profile 53

Standard Statements 151

Statutory Information 72

Summary of Financial Results 25

Sustainable Built and Natural Environment Strategic Direction 32

Systemic Planning Process 20

T Telecommunications Pillar 129

Transit Cities 37, 48

Transportation Pillar 109

U 2010 UCI World Cycling Championships 22, 39, 94

V Victorian Local Government Indicators 28, 147

Vision 1

Values and Behaviours 43

Volunteers 57

W Ward Map 12

Well 4 Life Program 51, 138

Whistleblower Legislation 72

Whittington Community Renewal 77, 88

Y Yarra Street Pier 35

Youth Activities Area 3, 22, 87

Youth Strategy 2007-2011 49, 88

Page Page



Glossary

2008-2009 Annual Business Plan The business plan the City will pursue over a 12 month period to achieve the objectives and strategies in the City Plan.

AssetProperty owned by the City.

Best ValueThe review of all services provided by Council to ensure they meet the quality and cost standards and the needs of the community. LGA s208A – s208G.

Capital ProjectsProjects that result in the creation or improvement of an asset.

City PlanThe Council Plan that sets out the objectives and strategies the City will strive to achieve over a four-year period.

CoGGCity of Greater Geelong

CouncillorsElected representatives of Council who serve a four year term.

EFTEquivalent Full-time Employment – 1 EFT is equivalent to one person working 38 hours per week.

Financial YearThis document reports on the financial year from 1 July 2008 to 30 June 2009.

G21 – Geelong Region AllianceA regional alliance of municipalities, business and organisations to plan for the future development in the Geelong Region.

GovernanceAdministration of the City’s compliance with the LGA.

InfrastructureLong term assets / structures that provide services to the community.

Internal AuditAn independent appraisal function which examines and evaluates the City of Greater Geelong’s financial, management and internal control systems.

LGALocal Government Act 1989.

Local LawsThose laws under the jurisdiction of the Council and enforced by City Staff and/or Victoria Police.

Non-capital projectsA discretionary project that does not result in the creation of an asset.

ObjectiveKey to be achieved. City Plan objectives are over a four year period.

Ordinary Council MeetingRegular scheduled Council Meetings held twice a month.

OutcomeA result of actions focused on objectives.

Performance Indicators Measures used to monitor the performance of the city in achieving its objectives in the 2008-2012 City Plan.

PillarsPlatform for the alignment of objectives and priorities relating to development of the city in the City Plan 2008-2012.

PortfolioA specific area of responsibility allocated to each Councillor.

Service ReviewSee Best Value.

Special Council MeetingThose Council Meetings held for special purposes and in addition to the twice monthly ordinary Council Meetings.

Strategic DirectionsThe three key areas that council will focus on in the next four years, as outlined in City Plan 2009-2013.

StrategyA plan to implement the long-term objectives of the organisation. See City Plan.

Targets and MeasuresTarget – level of performance to be achieved.Measure – method of determining if the outcome has been achieved.

ThemesPlatform for the alignment of objectives and priorities relating to the operational aspects of the City in the City Plan.

Victorian Local Government IndicatorsResults from the community Satisfaction survey conducted by the Department for Victorian Communities and Local Governments.

WardDefined electoral area to which a representative is elected as Councillor.


It is views like this that make Geelong the best place to live.

ANNUAL REPORT 2008-2009 CITY OF GREATER GEELONGPO BOX 104GEELONG 3220 AUSTRALIAGENERAL ENQUIRIES03 5272 5272www.geelongaustralia.com.au
