annual report - shire of glenelg › ... › gsc_final_annual_report... · annual report 2018 /...

ANNUAL REPORT2018/2019

Glenelg Shire Council71 Cliff St, Portland VICPO Box 152Portland, VIC 3305

P: 1300 GLENELG(1300 453 635)F: +61 3 5522 2290E: [email protected]

www.glenelg.vic.gov.au

GLE

NEL

G S

HIR

E

AN

NU

AL

REP

ORT

201

8/20

19

2

Annual Report 2018 / 2019

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

GovernanceManagement Council’s Media Coverage Statutory Information Local Government Performance Indicators

Our PerformanceCouncil PlanPerformance and Reporting FrameworkVAGO Auditor’s Report

Our PeopleOrganisational StructuresCouncil Staff

Our CouncilCouncil Committees Our Councillors Council Services Council Offices

A Year in ReviewMayor’s Report Chief Executive Officer’s Report Chief Financial Officer’s Report Major Capital Works Sustainability in Glenelg Shire Casterton Flood Recovery Digital Glenelg

CONTENTS

3

CONTENTS

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

4678

101213

38424448

495094

3132

24262830

14151618202122

4

SHIRE PROFILE

SHIRE PROFILEEncompassing an area of 6,212 square kilometres, the Glenelg Shire includes Portland, Heywood and Casterton and many other small townships and localities. Rolling hills and rich agricultural land to the north give way to a scenic and secluded river region to the west. Pine and blue gum plantations line the roads through the hinterland, while a huge expanse of coastal beaches and rugged cliffs form the southern perimeter, making the Glenelg Shire a thriving tourist destination. Glenelg Shire is located in south-western Victoria, about 360 kilometres from the Melbourne CBD. The Glenelg Shire Estimated Residential Population is 19,665, with a population density of 0.03 persons per hectare. The population is expected to reach 19,765 by the end of 2019, and increase by 6.19% to 20,989 by 2036.An analysis of the jobs held by the local workers in Glenelg Shire in 2017/18 shows the three largest industries were:• Agriculture, Forestry and Fishing (1,692 people

or 19.1%)

• Health Care and Social Assistance (1,250 people or 14.1%)

• Manufacturing (1,247 people or 14.1%)

Glenelg Shire’s Gross Regional Product is estimated at $0.93 billion, which represents 0.2% of the state’s GSP (Gross State Product).

ORGANISATIONAL VALUES

5

8,860LOCAL JOBS

1,927LOCAL BUSINESSES

9,352EMPLOYED RESIDENTS


Welcome Glenelg Shire Council is pleased to present the 2018/19 Annual Report, and celebrate our achievements during the year, and our progress towards the completion of the measures and commitments within the Council Plan 2017–2021.This report is presented to a wide audience of stakeholders, including ratepayers, local businesses, government agencies and departments, and those who live, work, play or study within the Glenelg Shire.

$1,043MEDIAN WEEKLY HOUSEHOLD INCOME

2.2AVERAGE HOUSEHOLD

13,850RATEABLE PROPERTIES

857mmAVERAGE ANNUAL RAINFALL (PORTLAND)

INTRODUCTIONREPORT OF OPERATIONS 6,212km2

LAND AREA (621,200 HECTARES FOR CALC PURPOSES)

8–15°CAVERAGE WINTER TEMPERATURE

13–22°CAVERAGE SUMMER TEMPERATURE

The Glenelg Shire Council respectfully acknowledges the traditional lands and waters of the Gundijmara people, Bunganditj people, Jardwadali people and their respective cultural heritages.

Aboriginal and Torres Strait Islander People provide an important contribution to Australia’s cultural heritage and identify. We respectfully acknowledge the Aboriginal and Torres Strait community living throughout the Glenelg Shire and the contribution they make to the Glenelg Shire’s prosperity and wellbeing.

SERVICE EXCELLENCE

INTEGRITY

RESPECT

INNOVATION

TEAMWORK

Image credit: Visit Victoria.

6 7


Wando Vale

Casterton

Sandford

Condah

Milltown

Heywood

Allestree

NarrawongTyrendarra

Cape Bridgewater

Lake Condah

Bahgallah

Merino

Digby

Strathdownie

Dartmoor

Portland

Nelson

Victoria

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

OUR FOCUS Growing GlenelgSustain and grow a diverse economy and social prosperity

Connecting GlenelgConnecting people, places and spaces

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

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

Leading GlenelgCreate shared visions within the community, ensuring agreed outcomes

OUR LOCATIONREPORT OF OPERATIONS

COMMITMENTS REPORT OF OPERATIONS

8


9

CALENDAR OF EVENTS REPORT OF OPERATIONS

JULY 2018• $3.5 Million invested in

local tourist roads• Parking meters were switched off

at Portland’s most popular boat ramps in an effort to improve the city’s visitor experience

AUGUST 2018• Economic Stakeholders Forum held

on 9 August 2018 featuring former Federal Opposition Leader Simon Crean who spoke on investment and growth opportunities in the agricultural sector

• The Glenelg Shire hosted the Tour of the Great South Coast cycling event between 17–19 August 2018, welcoming 103 of Australia and New Zealand’s best Cyclists.

• Record entries to Portland’s popular Hooked on Tuna competition injected more than $600,000 into the local economy, building strong foundations for a bigger event in 2019.

• Further works on Casterton’s Memorial Swimming Pool were undertaken; with improvements to the recreation facility completed in time for the peak summer period.

• The redeveloped Portland Library was unveiled to the public, with the new look facility, partly funded by the State Government, revitalising the popular community space with the creation of dedicated youth ‘chill out’ space, small group and study facilities, a history and research area and relocation of the children’s zone.

SEPTEMBER 2018• Business Networking evening

on 20 September where some of the Shire’s newest business owners shared their visions and why they chose Glenelg Shire as their business hub

• Casterton’s economy was on the move with a staggering $18.6 million worth of investment committed to the district over the past 12 months and real estate sales setting new benchmarks.

• The Great Ocean Road was recorded as Victoria’s highest performing region for tourism with Glenelg Shire assisting to lead the booming trade.

• Glenelg Shire has proven its

OCTOBER 2018 • Glenelg Shire Councillor Gilbert

Wilson was honoured for his long-standing service to the community at the recent Municipal Association of Victoria Councillor Service Awards, receiving a 20 year service award.

• ‘Selfie with a Kelpie’ received global attention with the release of a new digital campaign, highlighting Casterton’s new Australian Kelpie Centre and the townships picturesque rolling landscapes.

• One of council’s key strategic planning documents, Amendment C92 Cape Bridgewater Structure Plan, was given the green light from the State Government, allowing various zone, overlay and local planning policy changes to be implemented.

• Hundreds of race fans have enjoyed spring racing fever in Portland as part of the Lexus Melbourne Cup tour, with the iconic cup visiting the city as part of a global itinerary en route to Flemington for the Spring Racing carnival.

• Council joined VicHealth in its mission to get kids walking, riding and scooting to or around

• An estimated 10,000 food, fishing and music lovers flocked to Portland over the January long weekend to enjoy Hooked on Portland, one of the region’s fastest growing food, music and lifestyle festivals, welcoming an estimated $2 million in economic benefit.

FEBRUARY 2019 • Regional Victoria has scored the

state’s lowest unemployment rate on record with Glenelg Shire assisting to lead the economic boom, according to the latest ABS data. The shire’s unemployment rate fell to 4.8 per cent from 5.2 per cent over the 12 month period from September 2017 to 2018.

• The Heywood Truck and Ute Show was be broadcasted on screens across the world as popular Australian reality TV series Outback Truckers filmed the event as part of an episode.

MARCH 2018 • Families in Dartmoor will be able to

access subsidised childcare services at the Dartmoor Children’s Centre thanks to a landmark fee subsidy arrangement with the Federal Government, providing significant fee reductions for eligible families.

• 182 tonnes of recycling from the Glenelg Shire was saved from landfill during Australia’s recycling crisis.

• Youth based mental health initiative Live4Life Glenelg headed into 2019 with unprecedented interest, welcoming 45 new crew members, the highest number of member numbers ever seen, to continue on the initiative’s award winning success.

• The Portland Airport hosted Australia’s biggest ever truck demonstration, featuring the latest technology in high performance vehicles.

• The missing link of the Green Triangle Freight Action Plan has been delivered following the $80 million funding announcement for upgrades across four key freight routes leading to the Port of Portland.

school as part of the health promotion foundation’s annual Walk to School program.

• A stronger voice for regional development will be heard with Glenelg Shire Council returning to the region’s key advocacy body, the Great South Coast group.

• The Jobs4Portland project was launched, positioning Portland as a job mecca encouraging a new generation of workers to the regional centre. The project was launched in partnership between the State Government, Committee for Portland, Porthaul and Council.

• Record breaking success of the whale watching season during 2018 in the Glenelg Shire as the few remaining visiting whales linger in local waters.

• The Portland Foreshore Swimming Pontoon project, submitted by the Future Leaders of Industry group and the Glenelg Freeza Crew, received $33,469 worth of funding from the State Government as part of the Pick My Project initiative.

• The Casterton Saleyards retained its status as one of the region’s premier selling facilities, injecting more than $10 million into the local economy during the previous financial year.

• Glenelg’s Shire’s position as a renewables leader and plans to create a new bioeconomy were promoted at Australia’s largest clean energy expo.

NOVEMBER 2018 • The Glenelg Shire was confirmed as

a destination for the state’s greatest bike ride in 2019, with The Great Victorian Bike Ride announcing a new cross-border route for the iconic event, making a stop in Portland as part of the 600km 10 day journey.

• Cr Anita Rank made history in the Glenelg Shire Council Chambers after being the first Mayor to be re-elected for a third consecutive term.

• Council funded an additional $238,000.

• Council received a vital funding boost to help showcase the region’s rich cultural history, receiving a $6,000 Federal Community Heritage Grant for a significance assessment of the Cultural Collection.

• Glenelg Shire Council’s youth team delivered a successful

APRIL 2019 • The vision to transform Alexandra

Park into an elite netball facility has been realised following a Federal funding commitment to redevelop the ageing netball courts.

• First week luck has paid off for a keen angler who has taken home the top prize of the 2019 Hooked

JANUARY 2019 • Portland celebrates a successful

cruise ship season after visits from the MS Regatta and the Seven Seas Mariner introduced 1400 international passengers to the city, exploring the CBD and the surrounding region through organised tours and shuttle buses

title as the most transparent council in south west Victoria following the release of a new State Government survey.

• Council hosts business networking evening ‘Meet the new kids in town’, allowing businesses to be inspired by local innovative start-up stories.

• The completion of the Western Bulldogs Leadership Project 2018 with all groups successfully completing their community projects.

• Co-Recipient of the 2018 Youth Affairs Council Victoria Rural Youth Award for innovative youth projects in rural or regional Victoria, Live4Life.

• Introduction of the Business Networking evening a new initiative to be held biennially as a sister event to the Business & Tourism Awards, welcoming new business to the Shire providing a networking opportunity.

Breakfest event on 30 November 2018, featuring local DJ’s.

• Live 4 Life Resilience Project held in Casterton on 8 November 2018, followed by a celebration event on 13 November 2018.

• The International Day of People with Disability on Thursday 28 November 2018 at the Portland Civic Hall.

DECEMBER 2018 • Visitor numbers grew by more than

nine per cent for the Spring quarter in the shire led by a craze by tourists to get a ‘selfie with a Kelpie’.

• The Green Triangle region was labelled ‘biomass central’ by industry experts at a bioenergy seminar, with the Glenelg Shire being earmarked as a future leader of green energy investment.

• Youth Live4Life was recognised at a state level for the initiative’s innovative health promotion efforts, receiving a 2018 VicHealth Award. As a result of Live4Life Glenelg, a staggering 50 per cent of the shire’s total student population aged 10–19 years have been trained in teen mental health first aid.

• Glenelg Shire Mayor Cr Anita Rank welcomed the Federal Government’s DAMA (Designation Area Migration Agreements) agreement for the south-west, citing it will assist the region to realise its “true economic potential”.

• Independent Senator Derryn Hinch backed Glenelg Shire Council’s campaign to attract funding for the Portland-Maroona Rail Line, agreeing investment was critical to grow export markets and reduce truck movements to the Port of Portland.

• L2P Yearly report released, which included over 1200 driving hours and over 1300km in travel; 40 professional lessons completed across the shire; and 17 learners passed their test to gain their Probationary licence (red P’s) with a total of 44 learners participating in the program.

• More than $13 million worth of building permits were issued last year in Glenelg Shire with significant investment in both the public and private sector.

on Tuna fishing competition with his 104kg tuna haul.

MAY 2019• High profile sportswoman Moana

Hope visited the Glenelg Shire to help launch Project Respect Heywood, an innovative project seeking to promote gender equity in the Heywood community.

• Whale watching season has started with an impressive display in the Glenelg Shire, with a cheeky visitor exploring Portland Bay, much to the delight of whale watchers.

• Demystifying History — Indigenous Culture in the Glenelg Shire, a documentary released last year by the Glenelg Aboriginal Partnership, receives a state award for reconciliation after being announced as the winner of the Local Government category in the 2019 HART (Helping Achieve Reconciliation Together) Awards.

• Construction crews have arrived at the Portland foreshore to begin works on a $1.2 million transformation to boost visitation and access to the area.

JUNE 2019 • Council receives funding through

VicHealth’s Bright Futures Challenge to implement the Safe and Supported Program in the Glenelg Shire. The program will help to reduce the abuse, discrimination, bullying and isolation experienced by LGBTI young people.

• New research confirms the Glenelg Shire Council is a state leader in customer service and community engagement for the third consecutive year. The annual Local Government Community Satisfaction Survey shows a staggering three quarters (74 per cent) of surveyed residents rated council’s customer service as “very good”, or “good”.

• The Great South Coast Designated Area Migration Agreement (DAMA) is officially launched, providing opportunities for south west employers to hire overseas workers in roles unable to be filled by Australian residents.

• A vision to enhance the next decade of sport and recreation in the Glenelg Shire has been set following the endorsement of the Active Your Way Glenelg Sport and Active Recreation Plan.

10 11


HIGHLIGHTS AND ACHIEVEMENTSREPORT OF OPERATIONS

LEADING GLENELG

• Federal Government commitment announced for $80m Road Funding on 18 March 2019 — advocacy to State Government to continue to co-fund.

• Redesign of Council’s website was identified as a priority with the Digital Glenelg Roadmap.

• The Community Engagement Framework was reviewed and endorsed by the Executive Team 28 May 2019

GROWING GLENELG

• Glenelg Shire Council partnered with the Great South Coast Regional Partnership to address workforce shortages and grow population in the Great South Coast region, including migration attraction and support, changes to visa requirements, encouraging decentralisation of government departments and promoting the lifestyle advantages of the region.

• The Glenelg Tourism Strategy was endorsed by Council in May 2019.

• Jobs for Portland project completed with the aim to attract skilled workers to the Shire.

• The Glenelg Tourism Strategy was endorsed by Council in May 2019.

CHALLENGES• Diversification and

development of a sustainable economy.

• Reviewing digital infrastructure to provide connectivity across the shire.

• Filling the void with local employment opportunities, attempting to address the disproportion between number of local jobs and the skills required to fill them.

• State wide recycling crisis putting pressure on financial and physical assets. Council has continued its recycling service despite the current issues in the industry.

OUTLOOK FOR THE FUTURE• The Glenelg Shire Tracks

and Trails Strategy will provide a direction for development and promotion of our extensive tracks and trails network within the shire. Progress so far on the strategy has included comprehensive investigations into the current tracks and trails across the shire. The next stage of project is on track for developing the first draft of the strategy.

• The Glenelg Shire 2040 involves comprehensive consultation with our community to develop a clear vision and aspirational goals for our shire’s future. A dedicated website has been developed for this exciting project, complementing the rollout of a widespread marketing campaign including footpath decals and stickers erected across the townships. Promotion of the Glenelg Shire 2040 Launch event to be hosted on Monday 16 September 2019 at the Portland Civic Hall. This will kick off extension consultation for a 20 community plan.

CREATIVE GLENELG

• Aboriginal Partnership Plan was endorsed by Council at the March 2019 Ordinary Council Meeting.

• Successful Reconciliation Week with a joint citizenship ceremony. The week also launched the Big Picture Project with five local Indigenous Youth creating a photo project with their individual stories attached to each image that shares their cultural heritage and pride, along with their hopes and views on reconciliation. The opening of the renamed rooms at the Kathleen Millikan Childcare Centre in Casterton, to native animal names in Dhauwurd Wurrung language

• Reconciliation Week wrapped up at the HART Awards in Melbourne, with Glenelg Aboriginal Partnership winning the State Award for Reconciliation.

• Performance Based Standards Demonstrations Day at Portland Airport 21 March 2019, sponsored by the National Heavy Vehicle Regulator. Demonstration of new truck technologies first of its kind in Australia.

LIVEABLE GLENELG

• The Listening Post online platform has received 49 submissions throughout 2018/19. yoursay.glenelg.vic.gov.au/listening-post

• Year 2 Health & Wellbeing Plan Actions are progressing in partnership with our local health providers such as Project Respect, Live4Life and Sea Change.

• Heating, Ventilating, and Air Conditioning (HVAC) assessment completed and secured funding for upgrades to heating and cooling for Portland Municipal Offices. Building Management System (BMS) to be implemented in the building to provide up to 45% reduction in energy usage, and potential $39K saving in cost of energy.

CONNECTING GLENELG

• $1M State Government funding confirmed for the Heath Road Stage 2 Upgrade, with and additional $500K contribution from Council; total value of project $1.5M.

• $1M State Government funding confirmed for the Bridgewater Lakes Road Upgrade, with an additional $500K contribution from Council; total value of project $1.5M.

• Tracks & Trails Strategy development commenced.

• The Glenelg Shire Open Space Strategy was completed and endorsed by Council at the Ordinary Council Meeting held 28 May 2019.

• Internet of Things roll out occurred during 2018/19, where Council have installed;

� 2 smart cube bins in Dartmoor and 2 bin sensors in Bridgewater.

� Visitation counting devices for the library.

� Parking sensors. � Soil moisture sensors.

12

Your property rates and charges play a vital role in Council’s ability to provide services to our community. For every $100 of rates in 2018/19, Council allocates;

13

Annual Report 2017 / 2018Annual Report 2018 / 2019

$4TO COMMUNITY DEVELOPMENT & ENGAGEMENT

$6TO WASTE MANAGEMENT & RECYCLING

$11TO LOCAL LAWS, HEALTH & SAFETY

$6TO PARKS & GARDENS

$6TO TOURISM, ARTS & CULTURE

$4TO PLANNING & BUILDING SERVICES

$7TO COMMUNITY FACILITIES & LIBRARY SERVICES

$3TO CHILDREN, FAMILY & YOUTH SERVICES

$3TO HUMAN RESOURCES & PROPERTY RATING

$26TO CAPITAL WORKS PROGRAM

$2TO AGED & DISABILITY SERVICES

$22MAINTAINING ASSETS

181PLANNING APPLICATIONS RECEIVED

15,049LIBRARY MEMBERS

246.56FTE

14TOWNSHIPS

2.5%OF RATE REVENUE INCREASE

$45.89mOPERATING REVENUE

26,285STOCK SOLD AT THE CASTERTON SALEYARDS

183BRIDGES AND MAJOR CULVERTS

YOUR INVESTMENT IN GLENELG SHIRE REPORT OF OPERATIONS

FAST FACTSREPORT OF OPERATIONS

5,753REGISTERED PETS

120+NUMBER OF SERVICES PROVIDED TO COMMUNITY

39,748ITEMS IN THE LIBRARY COLLECTION

$50.46mTOTAL REVENUE

2,629kmOF LOCAL ROADS

$45.1mOPERATING EXPENDITURE

74,461VISITS TO INDOOR AQUATIC FACILITIES


15

I am pleased to be able to present to you the Glenelg Shire Council Annual Report for 2018/2019. The 2018/2019 year is the third year of our four year plan. The formulation of this plan over three years ago developed a clear pathway for our organisation to deliver on our key priorities. It provides us with a strategic roadmap, as well as a costed implementation plan. The importance of community and stakeholder input into this plan is invaluable as it represents your views and priorities. The Council Plan is the communities plan.Our excellent performance was once again reconfirmed by the annual customer satisfaction survey conducted by the State Government. For the third consecutive year the results identified that the Glenelg Shire is performing significantly higher than our state-wide counterparts across a number of key performance indicators, including customer service, community consultation and decision making. A staggering three quarters (74 per cent) of surveyed residents rated council’s customer service as “very good”, or “good”, a significantly higher scoring than both the State-wide council average. This positions our council amongst the best in the state in the customer service field, an outstanding outcome which is testament to our hardworking and diligent staff.The environment is at the forefront of many of our initiatives. Over the past twelve months Council has continued to demonstrate leadership in the field of sustainability, reducing our environmental footprint and championing initiatives for local industry and the community. The design and specification for a bio mass facility to provide clean energy to our civic buildings has been completed. This project will enable us to move away from hydrocarbon based energy sources and provide clean and efficient energy solutions. We continue to move toward completing stages 2 and 3 of the Portland landfill site. This modern and clean transfer station will provide many generations to come with a compliant environmentally friendly facility.Another of our projects was the street lighting upgrade of Portland’s CBD, which saw 46 old decorative street lights replaced with new energy efficient LED lights. These new lights not only provide a better quality of light for residents at night, they also help to reduce council’s energy usage by an incredible 70 per cent.

Alongside the street lighting upgrade, investigations and audits have been underway as part of a broader, proactive approach to long term sustainable water and energy usage in the Glenelg Shire. Council’s advocacy efforts were once again highlighted throughout the 2018/19 period, with a number of exciting projects receiving state and federal funding. The centrally located Hanlon Park will be transformed with Sport and Recreation Victoria committing $288,000 to upgrade the ground’s lighting system. Alexandra Park’s ageing netball courts will also be upgraded as part of the Federal Government’s Community Development Grant Program. The funding will see the installation of new lights and construction of two new netball courts, replacing the existing non-compliant facilities.Our road advocacy efforts were also rewarded with a record investment for the Green Triangle Freight Network. $80 million worth of road upgrades was committed by the Federal Government across four key freight routes leading to the Port of Portland, securing the economic prosperity of the region’s export sector.The strength of our community partnerships were recognised at a state level after our Reconciliation Week celebrations were announced as the winner of the Local Government category in the 2019 HART (Helping Achieve Reconciliation Together) Awards. The award honours the Demystifying History — Indigenous Culture in the Glenelg Shire documentary and the combined citizenship ceremony event which was created in collaboration with the Glenelg Aboriginal Partnership. In closing, I want to thank the Mayor and Councillors for their leadership over the past 12 months, and acknowledge the outstanding support I have received from my Executive Team. I also wish to pay tribute to the enormous energy and commitment displayed every day by our staff members. I encourage readers to explore the detail of this Annual Report and discover the significant outcomes achieved by the Glenelg Shire Council over the past 12 months.

Greg Burgoyne Chief Executive Officer

CHIEF EXECUTIVE OFFICER’S REPORT A YEAR IN REVIEW

MAYOR’S REPORT A YEAR IN REVIEW

This annual report provides a convincing snapshot of the significant work and achievements during 2018–2019 delivered by the Glenelg Shire Council. We have invested heavily in a number of areas which have delivered positive outcomes for our shire. A priority for us has been our continued advocacy to government, business and key stakeholders to ensure we have input into a range of strategies and projects as well as highlighting the role we play in the nation’s economy and the importance of investment in key infrastructure to sustain growth.Glenelg Shire is experiencing a period of unprecedented economic growth which is creating new opportunities for investment and generating sustainable outcomes for our communities. Currently, we have more than $1 billion worth of investment forecast in the short term for our shire. This is being led by the renewables sector with some of the world’s biggest energy companies planning to invest in wind, solar, biomass and hydrogen in our municipality.This is in addition to the already significant interest and investment in our nationally recognised agriculture and aquaculture sectors.The inscription of the Budj Bim Cultural Landscape on the UNESCO World Heritage list will transform this visitor sector, opening opportunities for new business development and brand exposure which will provide access to new markets for the entire Green Triangle region. As tourism continues to lead the way in a number of areas the inscription of the Budj Bim Cultural Landscape will add further to the world class reputation we are developing as a must see destination. To prepare for this predicted growth in so many areas council has delivered on its bold and inspirational Council Plan which provides a challenging framework to promote further economic growth, improve the liveability and meet the expectations of our community.At the forefront of this plan is community engagement, ensuring we are responsive organisation, always being transparent and accountable on our actions, investing and building on our progress creating a prosperous community for us all. A recent report card shows we are surpassing expectations, positioned as one of the most transparent councils in the state.

It is listening to your needs which is driving our sustainable investment plan, which included the opening of the new $1 million Portland Library. This modern and functional space has recorded growth of 34 per cent in visitation since opening its doors, translating to a 14.5 per cent increase in loans and more than doubling of memberships. These capital works extended to the Portland Bay School with more than $300,000 investment in drainage and car park infrastructure to improve access to the state-of-the-art Henty Street facility whilst Heath Road received a $500,000 upgrade of culverts.The first steps were made in council’s visionary transformation of the Portland Foreshore with works started on Changing Place amenities, an all-abilities toilet which will be complimented in the near future by the addition of an inclusive playground designed for active play and imagination.Works progressed on the Henty Employment Precinct which is transforming vacant industrial land into a pipeline to attract new heavy industries and bulk operators, which will translate into future jobs for our region.Investment in priority projects will continue over the next 12 months as we continue to advocate to government for more critical investment in the region.Speaking to the community is at the forefront of our work plan with Listening Posts and engagement sessions, particularly through the Your Say Glenelg digital platform, resulting in new projects. These included the installation of public wifi in Narrawong, sealing of intersections, advocacy to government on road safety concerns, and more deputation to council on key issues.As you can see it has been another productive and successful year with a number of exciting achievements to reflect on which will further enhance the liveability and prosperity of our shire for years to come. I hope you enjoy reading these achievements in further detail.

Mayor Cr Anita Rank

14


16 17

CHIEF FINANCIAL OFFICER’S REPORTA YEAR IN REVIEW

LiquidityCash balance at 30 June 2019 has remained relatively steady, increasing by $0.3 million from the prior year. The working capital ratio which assesses ability to meet current commitments is calculated by measuring current assets as a percentage of current liabilities. Council’s result of 123% is a positive indicator of financial position.

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

ObligationsGSC debt ratio which is measured by comparing interest bearing loans and borrowings to rate revenue was 15% at 30 June 2019, this is a positive result as the expected target band is 0%–70% within councils. The asset renewal ratio which is measured by comparing asset renewal expenditure to depreciation was 92%. GSC spent $7.2 million in renewal works during the year.

Stability and efficiencyRate concentration which compares rate revenue to adjusted underlying revenue was steady at 39% for the year which is within the expected target band of 30%–80%. For the 2018/19 year, the average residential rate per residential assessment was $1,013 which was a decrease of 3% per assessment from the previous period. This was a result of an increase in value of primary production land, therefore impacting the ability to raise residential rate income in line with rate capping. Result is lower due to a different methodology used to recognise general rates. Special rate agreements have been excluded from this calculation.

250%

200%

150%

100%

50%

0%2018/19

123%

LIQUIDITY POSITION

$30

$25

$20

$15

$10

$5

$02014/15 2015/16 2016/17 2017/18

$12,

954

$13,

851

$19,

064

$27,

532

2018/19$1

3,28

7

CASH POSITION

2018/19

$2.8

3 $3.6

0

Operating positionGSC attained a surplus of $5.3 million in 2018/19 versus budgeted expectation of $2.4m mainly attributable to the early payment of an operational grant in June 2019. The adjusted underlying result, after removing non-recurrent capital grants, cash contributions and non-monetary capital contributions, was a surplus of $3.6m.

$4

$2

$0

-$2

-$4

-$6

-$10

-$8

2014/15 2015/16 2016/17 2017/18

-$2.

91

-$7.

63

-$9.

52

OPERATING POSITION

Adj

uste

d un

derly

ing

surp

lus

/ -de

ficit

$M

Cash

$’0

00 W

orki

ng C

apita

l Rat

io

2014/15 2015/16 2016/17 2017/18

222%

150%

154% 16

7%

$1200

$1000

$800

$600

$400

$200

$02014/15 2015/16 2016/17 2017/18 2018/19

$1,0

13

$965 $989

$1,0

23

$1,0

48

AVERAGE RESIDENTIAL RATES

60%

50%

40%

30%

20%

10%

0%2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

54%

47% 51

%

49%

39%

49%

RATE REVENUE CONCENTRATION

100%

80%

60%

40%

20%

0%2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

85%

72%

85%

84%

72%

92%

ASSET RENEWAL RATIO

Debt Outstanding at 30 June in millions% of Debt Outstanding to Rate Income

2018/19

12%

$2.9

DEBT POSITION

2014/15 2015/16 2016/17 2017/18

23%

21%

16%

14%

$5.3

$4.7

$3.8

$3.4

Joan Lewis, Chief Financial Officer

19

Heath Road Culvert Replacement• Total Cost: $500,000• Grant Funding: $500,000Heath Road Culvert Replacement was a fully funded project after Glenelg Shire Council received a $500,000 grant from the State Government as part of the Fixing Country Roads funding. The project included the replacement of 17 culverts along Heath Road, shoulder grading works, resealing, line marking and post replacements. Final sealing works were completed, 24 May 2019, with project delivered on time and within budget.

Changing Places Facility• Total Cost: $186,000• Grant Funding: $100,000The Changing Places facility has involved the refurbishment of an existing foreshore public toilet facility to include a multi-use toilet and changing facility designed to assist people of all abilities.


Portland Bay School Drainage and Car Parking• Total Cost: $300,000• Grant Funding: $42,000

Department of EducationThe Portland Bay School project on Henty Street was undertaken to enclose the existing open drainage network at the front of the new school to run the network underground. In addition to this works were also undertaken to connect the entrance and exits to the school, kerb and channel works, defined car parking and pavement works across the entrance. Project was completed on time and within budget in April 2019

Cr Halliday pictured with Dylan Thurley, Jmara Harrison, Jaxson Keillor and Tyson Stuchbery

Project Manager, Josh Searle, pictured with Nicky Lakey (left) and Julie Amor (right)

MAJOR CAPITAL WORKS A YEAR IN REVIEW

Portland Library Redevelopment• Total Cost: $900,000• Grant Funding: $400,000The redevelopment of the library was undertaken by Mossop Construction and was completed and opened in September 2018. The redevelopment was funded in part by the State Government with the remaining contribution to the facility delivered by Council.

18


20

Section Title

212120


Street lighting upgrade in Portland CBD • 46 old decorative street lights were replaced

in Percy and Bentinck Streets with new energy efficient LED lights. These new lights provide a better quality of light while reducing energy usage by around 70%.They are also connected to Powercor’s smart lighting network allowing real time monitoring for maintenance.

Henty Park water usage investigation• Investigation commenced into water use at

Henty Park and the PLACE as these are the two largest water use areas in Council. Initial investigations have found issues with both outdoor pools (deteriorate caulking between the concrete slabs and faulty drainage valve). Once repaired this will stop hundreds of liters of water being lost annually. Water meters and remote readers are being investigated for sub metering of the pool and park to enable better monitoring and proactive response to water use within the Park and PLACE.

Reducing weed infestation on Council managed land• Council continued to receive State funding for

the control of noxious weeds on local roads with the control of blackberry and gorse being a major target. Local groups have been supported in assisting with the control of noxious and environmental weed within the Fawthrop lagoon and Nuns Beach cliffs areas. Council has also developed a strong working relationship with the Southwest Environment Alliance (SEA) and has supported various groups in applying for external funding.

SUSTAINABILITY IN GLENELG SHIRE A YEAR IN REVIEW

CASTERTON FLOOD RECOVERYA YEAR IN REVIEW

In September 2016, severe flooding occurred in Casterton. Since this time, several restoration projects have been completed, and works have continued to repair the damage. The projects that were completed during the 18/19 financial year as part of the Casterton flood recovery were;

Building energy efficiency• Detailed energy audits were undertaken on the

six buildings connected to the thermal loop. This has instigated LED lighting replacement at the Civic Centre (Council chambers, customer service and meeting rooms) along with air gap sealing on all buildings to reduce heat loss in winter. All Heating, ventilation, and air conditioning (HVAC) systems on the six building are also being assessed to determine improvements and efficiencies that could be made. Two new condensing gas boilers were also installed on the thermal loop replacing aging units which has improved heating and reduced gas usage.

• Completed Vice Regal band centre carpark repairs

• Completed the remainder of the bollard and chain fencing replacement

• Completed the rehabilitation off the croquet green

• Replaced damaged drainage on Island Park oval #1

• Finished the works on the netball and tennis courts


22

Section Title

232322


Glenelg Shire Council continually engage with its stakeholders and the broader community on a range of projects, strategies and decision making, both face to face and via an online engagement platform. Your Say Glenelg contains a dashboard of current and recently completed projects, where the community can submit their feedback. This financial year, is the second year of operation for the Listening Post online platform and has seen 47 people have their say of a variety of matters and issues affecting their local area. It was identified that due to the geographical issues that affect digital connectivity within Glenelg Shire, Listening Post kiosks where erected at each of the customer service services to improve accessibility. — Photo

DIGITAL GLENELGA YEAR IN REVIEW

Glenelg Shire Council’s Community Engagement Framework was reviewed in February of this year, in order to improve the internal processes around community engagement and align to IAP2 Engagement Essentials training undertaken by 20 staff members during 2019. This training was delivered to improve skills and capabilities in managing stakeholder relationship and identifying the most appropriate methods of engagement. Digital Glenelg is a new digital service unit delivering a program of initiatives aimed at transforming the customer experience of interacting and transacting with Council. The five outcome focus areas are:

• Enhanced customer experience• More digital options for customers to transact• A systematic and efficient operating environment • A desirable workplace, positive

culture and thriving people• An agile and continuously improving organisation

In 2018/19 a detailed audit of Council’s enterprise architecture, business processes and customer needs was conducted to build an informed and considered digital roadmap forward. The implementation of the holistic roadmap is anticipated to take approximately 5 years, bringing effectiveness, efficiency and cost benefits to the organisation, while delivering enhanced customer experience outcomes.

This past year has seen Council progress from the Pre-program phase, which saw significant effort into not only creating the digital roadmap, but the right internal conditions for successful implementation going forward. These activities included:

• Establishing long-term budget requirements and financial allocation

• Recruitment of specialist personnel and identification of future human resource gaps

• Creation of governance board and project management framework

• Implementing a foundation of data capture for measurement and benefits realisation

• Supporting people capability through development of an experimentation and innovation program

• Initiating working groups and a change management and adoption infrastructure (Including the Digital Glenelg App which is internally-facing for now).


24 25

Advisory Committees

Casterton Railway Precinct Advisory Committee (aoC)

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

Casterton Livestock Saleyards Advisory Committee (aoC)

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

Glenelg Mara Quorin Aboriginal Advisory Committee (aoC)

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

Glenelg Municipal Emergency Management Planning Committee (aoC)

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

Glenelg Municipal Fire Management Planning Committee (aoC)

The function of this committee is to plan for fire management, considering preparation, prevention, response and recovery and the use of fire as a tool across boundaries throughout the municipality, including legal, land tenure and use, administrative and municipal borders.

Heritage Advisory Committee (aoC)

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

Australia Day Advisory Committee (aoC)

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

Local Port of Portland Bay Advisory Committee (aoC)

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

Strathdownie Drainage Advisory Committee (aoC)

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

Tourism Advisory Committee (aoC)

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

Volunteering and Wellbeing Advisory Committee (aoC)

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

CEO Review Committee (aoC)

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

Community Grants Advisory Committee (aoC)

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

Audit Committee

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

COUNCIL COMMITTEES OUR COUNCIL


26

The Glenelg Shire is an unsubdivided municipality consisting of seven (7) councillors. A local election was held in 2016, in which 2 new Councillors and 5 incumbents were elected to office, to serve a four (4) year term. On 7 November 2018 at a Statutory Meeting, Cr Anita Rank was elected as Mayor of Glenelg Shire Council for a third consecutive term during the 2018/19 Mayoral Year.

The current Council is;

27

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

Cr Karen StephensMobile: 0488 900 [email protected]:

12 11ORDINARY COUNCIL MEETINGS

COUNCILLOR WORKSHOPS

1 168SPECIAL COUNCIL MEETING

RESOLUTIONS MADE

Cr Gilbert WilsonMobile: 0488 900 [email protected]:

See next page for committee icon explanations.

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

Cr Robert HallidayMobile: 0427 573 [email protected]:

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

Cr Geoff WhiteMobile: 0419 320 [email protected]:

OUR COUNCILLORS OUR COUNCIL


28

Section Title

29


28 29

COUNCIL SERVICESOUR COUNCIL

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

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

of the community, Council and the region

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

display of Council’s Cultural Collection • Community Arts Program

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

Child Health (including immunisations)

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

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

Reconciliation Week

CONTRACT MANAGEMENT • Tenderlink — E Tendering

• Procurement Services

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

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

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

fire and other emergencies, relief and recovery, community resilience

• Identification, implementation and review Neighbourhood Safer Places

ENVIRONMENTAL SUSTAINABILITY • Support, and assist residents to reduce

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

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

HOME AND COMMUNITY CARE (HACC) AND AGED AND DISABILITY SERVICES • Assessment care planning • Domestic Assistance (HACC) • Personal and Respite Care • Property maintenance • Planned Activity Group (PAG)

• Meals on Wheels • Senior Citizen Centre’s

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

Maintenance Delivery (local roads and bridges) • Infrastructure asset management • Infrastructure investigation,

design, project delivery • Public lighting • Urban and rural drainage• Casterton Saleyards

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

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

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

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

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

restoration and new construction

PLANNING AND BUILDING SERVICES • Planning permits• Policy and zoning

• Heritage Advisory Service• Building control • Safety and emergency services

LOCAL PORT OF PORTLAND BAY • Boating Facilities and Waterway Management

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

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

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

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

facilities, reserves, skate parks and open space

RURAL ACCESS AND INCLUSION • Supports the community to increase community

participation for people with a disability.

TOURISM SERVICES• Tourism information, advice and

promotion of the Shire• Events advice

WASTE MANAGEMENT SERVICES • Collection and disposal of general

household garbage • Recycling service and waste minimisation

YOUTH SERVICES • Youth Advisory Groups — youth

leadership and youth engagement• Youth orientated events and festivals —

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

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


3031

A Year in Review

Portland

71 Cliff Street Portland

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

registration, general property and debtor enquires.• Issue of disabled parking permits and foreshore

parking permits • Issue and collection of Sharps containers • Provide new resident kits • Listening post site• Key Collection point for hire of halls and

recreation facilities • E-Waste Drop off Point

Heywood 77 Edgar Street, Heywood

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

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

Casterton 67 Henty Street, Casterton

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

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

31

COUNCIL

CHIEF EXECUTIVE

OFFICER

• Organisational Development Manager

• Communications & Economic Development Manager

• Internal Audit

• Council Support Coordinator• Digital Glenelg Project Lead• Executive Assistant

Children’s Services Manager

Community Wellbeing Manager

Aged & Disability Services Manager

Library & Information Services Manager

Tourism & Events Manager

Arts & Culture Manager

DIRECTOR COMMUNITY

SERVICES

Operations Manager

Project Planning & Facilities Manager

Works Manager

Local Port of Portland Bay Manager

Airport Manager

DIRECTOR ASSETS

DIRECTOR CORPORATE

SERVICES

Manager Compliance & Corporate Information

Environmental Health Officer

Emergency, Risk & OHS Manager

Planning Manager

Contracts & Procurement Coordinator

Chief Finance Officer

Statutory Building Services (Contract)

COUNCIL OFFICES OUR COUNCIL

ORGANISATIONAL STRUCTURES OUR PEOPLE


32 33

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

Greg BurgoyneChief Executive OfficerThe CEO provides high level strategic advice to the Mayor and Councillors and oversees the administrative function of Council ensuring good governance and financial practices.Assisted by the Directors and Organisational Development Manager, the CEO is responsible for implementing the policies and decisions of Council and the day to day operations of the organisation.With a focus on development and innovation, the CEO works with the Council and its staff to bring about positive change and growth for the benefit of the Glenelg Shire community.Teams within the CEO’s department are:• Economy & Investment• Communications• Organisational Development• Digital Glenelg• Council Support

David HolDirector Corporate ServicesThe Corporate Services Director is accountable for the leadership and management of a multi-disciplinary team providing efficient operation in accordance with the value, objectives and goals of the organisation.This team consists of the following services:• Corporate Governance• Finance and Rates• Information Technology• Records Management• Emergency and OHS management• Town Planning, Building Services, Local

Laws and Environmental Health• Customer Service

ORGANISATIONAL STRUCTURE OUR PEOPLE

Robert AlexanderDirector AssetsThe Director Assets is responsible for leading and managing the Assets Department which comprises of the; • engineering• asset management• waste management,• operations, • project planning• facilities service areas. The Director Assets also supports the Executive Team in undertaking; • policy development • financial management • community engagement • providing customer service• overall business management to ensure that

Council objectives can be achieved.

Edith FarrellDirector Community ServicesThe Director Community Services leads a multidisciplinary team across six key service unit portfolios;Community Wellbeing (including);• Disability Access• Aboriginal Liaison• Recreation and Sport development• Youth Services and Health promotion• Community development• YMCA and pools management• Community Engagement &

Corporate PlanningChildren’s Services including contract management of the Maternal and Child Health services, Kindergartens, early years services including Long day care and occasional care programs.Library and Information services encompassing three library facilities (Portland, Casterton and Heywood) as well as Home Library service and the mobile Library 2 Go service.Aged & Disability including Home Care — domestic, personal and respite care, Planned Activity Groups and management of the Meals on Wheels contractTourism & Events to support the local tourism industry, improve visitor experience and have oversight of our major events.Arts & Culture including the Portland Art Centre and the range of live theatre and exhibitions offered, in addition to the broader arts program across the Shire and custodianship of a significant Cultural Collection.

COUNCILCHIEF

EXECUTIVE OFFICER

DIRECTOR COMMUNITY

SERVICES

DIRECTOR CORPORATE

SERVICES

DIRECTOR ASSETS

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


34 35

RECOGNITION OF STAFF

In March, Council held events in Casterton, Heywood and Portland to formally recognise 37 employees who received service awards ranging from 5 years to 35 years.

Council greatly values the contribution that staff make to the organisation. It improves our sense of belonging in the workplace and helps everyone build a supportive work environment together.Presentations were made to the following long serving staff:

5 Years of ServiceLeeanne Burgess, Paige Kliese, Robert Foard, Michelle Horyna, Andrew Belling, Joanne Isbel, Sam Millard, Nina Hurt, Brenton Mattiske, Greg Burgoyne, Jodie Birch, Helen MacFarlane, Jacqui Muskee

10 Years of ServiceAndrew Broom, Maureen Crisp, Linda Field, Nick Hoggan, Mark Davis, Matthew Hiscock, Sharon Bridgewater, Cheryl Gunia, Tammy Hurst, Kayleen Rundell

15 Years of ServiceChris Evans, Chris Saunders, Sally North, David Surrey, Darren Jarry

20 Years of ServiceMelissa Craigie, Lesley Carlin, Damien Carter

25 Years of ServiceHeather Fitzgerald, Chris Aitken

30 Years of ServiceJill Budde, Leanne Evans

35 Years of ServiceKaren Bull, Lynne Malseed-McMahon

COUNCIL STAFF OUR PEOPLE PERFORMANCE DEVELOPMENT

We support our staff to improve and develop. STAR, our human resource management system, offers a clear line of sight to how the work individuals do contributes to the achievement of Council’s strategic goals. It provides employees with role clarity, formal two-way feedback and a framework for ongoing conversations throughout the year. Agreed work objectives and learning and development plans are reviewed annually.

E-RECRUITMENTOur new e-Recruitment online system has been in operation for 12 months. It continues to provide superior internal efficiencies and offers an easy to navigate platform for job-seekers to view and apply for vacancies at Council. The new software has helped to automate and streamline the entire recruitment process from application to onboarding. The new system supports Council’s contemporary direction and ensures continued transparency and quality control.

TRAINING AND DEVELOPMENTCouncil is committed to the ongoing learning and development of our staff. We have continued to deliver the Effective Management Program designed specifically to meet the needs of our middle managers and emerging leaders. Last year we introduced The Accord program is a self paced leadership program for women. It aims to provide a supportive and equitable environment to encourage the development of talent and leadership across different levels of the organisation.

EQUAL OPPORTUNITY PROGRAMCouncil continues to take proactive, reasonable and proportionate measures to eliminate discrimination, sexual harassment and victimisation within the workplace. Our commitment to the adherence to the Charter of Human Rights & Responsibilities and Equal Opportunity principles is evidenced through our induction process for new employees, reviewing policies aimed at preventing discrimination and harassment and ongoing staff training and education to staff.

ADMINISTRATION PROFESSIONALS Two employees of Glenelg Shire Council were nominated for the 2019 Portland Administration Professional of the Year Award. The awards run by United Way Glenelg, South West Tafe and Committee for Portland celebrates and congratulates the hard work and success achieved by individuals working in administration roles in businesses and organisations across the Shire.

GENDER EQUITYFollowing on from our participation in Local Government Victoria’s Listen Learn and Lead Gender Equity Program in 2017, Council adopted the Gender Equity and Inclusion Plan in December 2018. The plan identifies key strategies and actions for achieving gender equity and inclusion in the workplace. Implementation is underway and the progress to date indicates Council’s commitment to a positive culture of gender equity.

DIGITAL GLENELGCouncil has recently embarked on Digital Glenelg, a program that aims to provide an efficient and progressive workplace that is prepared and adaptive for the future. We have developed an implementation plan that provides clear direction to support the program delivery over the next five years. This is an exciting time for Council as we transform the way we operate, to enhance our customer experience and service delivery.

Apprentice Diesel Mechanic, Charli Mirtschin.

Claire Charman was the successful recipient of the Emerging Administrative Professional of the Year 2019.

Nominees from Glenelg Shire Council, Kim Overall and Claire Charman.


36

COUNCIL STAFF (CONTINUED)OUR PEOPLE

37

2019 Trainees: Michael Peters, Bonita Matthews, Charli Mirtschin and Courtney Hogan

2018 Trainees: Ella Nesbit, Charlie Ryan & Georgina Meyrick-Garnier

NEW POSITIONS/INITIATIVES WITHIN COUNCIL Traineeships & ApprenticeshipsThree new Administration Support Officer Traineeships were offered across the organisation in 2018/19. The trainees will achieve a Certificate III in Business whilst gaining valuable on the job experience over a 12 month period. Our current apprentices comprise of two Diesel Mechanics, one Carpenter and two apprenticeships in Horticulture. The apprenticeships and traineeships align with our commitment to Council’s Youth Engagement Charter.

OUR VOLUNTEERSGlenelg Shire Council values the contribution of volunteers each year. The 2016 census data estimated that 29.0% of the residents within the shire did voluntary work through an organisation or group in the last 12 months, equating to 5702.85 residents. Glenelg Shire Council provides volunteer opportunities for 324 individuals, who assist in childcare, Freeza and youth groups, L2P program, social support, Live4Life, and library. Each year, Council host a Volunteers Recognition Event, to celebrate and recognise the contribution and efforts volunteers make to our community each year. Council also support volunteer organisations through the community grants funding stream which is announced annually. L2P Program had 34 Active Volunteers in last financial year, volunteering over 1100hrs of volunteer time to the program. The 34 volunteers assisted 57 learners drivers gain driving experience and log hours to be able to sit for their red P’s .Glenelg Shire Council encourage flexibility and provides opportunities for volunteers to give feedback.

FM

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

70

60

50

40

30

20

10

0

13.55

62.42

10.26

55.15

36.18

26.26

17.00

7.84

17.90

F — Part Time — Temporary

F — Full Time — Temporary

M — Full Time — Perm’t

M — Part Time — Perm’t

F — Full Time — Perm’tF — Casual

M — Casual

F — Part Time — Perm’t

M — Full Time — Temporary

M — Part Time — Temporary

70

60

50

40

30

20

10

0Assets

0.267.42 2.08

0.7866.00

1.008.14

0.81

Chief Executive Dept

0.138.00

1.43

2.00

Community Services

6.2428.31

33.8814.77

1.313.00

1.513.37

3.00

Corporate Services

2.0917.84

1.0012.55

14.00

2.61 0.01

3.02


38

Audit CommitteeCouncil has an Audit Committee, which is an independent advisory committee, established to assist Council on matters of accountability, risk and internal control affecting the operations.In 2018/19 the Audit Committee consisted of four independent members, Mr Philip Saunders (Chairperson), Mr Peter Green, Ms Bonnie Holmes and Ms Teresa Paris, and three councillors including the Mayor of the day. Independent members are appointed by Council for varying terms up to a maximum of four (4) years. The Chairperson is appointed by the Committee annually.

The Committee met on four occasions during 2018/19, providing advice to the Council on a wide range of issues including:• Internal audit program• Risk management• Business continuity• Internal control processes• Monitoring of statutory compliance• Review of annual financial statements• Review of Council’s financial positionAny recommendations from the Audit Committee are subsequently reported to, and considered by Council.

39

Internal AuditFollowing a recommendation from the Audit Committee, the Council adopted the Strategic Internal Audit Plan July 2018–June 2021. In the first year of the plan the following audits were undertaken:• Cyber — Penetration testing and

Vulnerability assessment • Data Analytics • Local Laws — Prosecutions

Processes and Practices• Events Management • Maternal & Child Health and

Immunisation Practices Throughout the year Council continued to maintain a panel contract for the provision of internal audit services to undertake specific audits as required.Fraud & CorruptionThis year we undertook further work to enhance our framework in relation to Fraud and Corruption.A Fraud Risk Register was prepared following facilitated workshops with key staff in various units to identify areas of possible fraud and corruption and the current controls.A Control Plan was adopted by Council that summarises the anti-fraud and anti-corruption strategies in the areas of Prevention, Detection and Response.Council also adopted a Policy that clearly outlines the expected conduct of employees, volunteers and contractors of the Glenelg Shire Council in relation to Prevention, Detection and Reporting of fraudulent and corrupt activity.Council will not tolerate fraud and corruption in any form and is committed to:• Preventing fraud and corruption in the workplace• Ensuring immediate and appropriate investigation

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

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

• Applying appropriate disciplinary penalties should fraud and corruption occur

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

During June 2019 training of key staff in the new fraud and corruption framework was undertaken.

Councillor Conduct Councillors are elected by the residents and ratepayers of the Glenelg Shire to act in the best interests of the community. To guide the conduct of elected members, Council adopted a revised Councillor Code of Conduct in February 2017. The code outlines the roles of Councillors and articulates expected standards of conduct and behaviour, accountability and responsibilities to ensure public confidence in Council is maintained. The community expects the business of Council to be conducted with efficiency, transparency and impartiality. To mitigate any personal or private interests that may compromise the conduct and decisions of a Councillor, declaration of conflicts of interest is a standing agenda item for all Council and committee meetings. Councillors must step aside from any decision making process or the exercise of a public duty, should they have relevant interests.

MANAGEMENT GOVERNANCE

ATTENDANCE AT AUDIT COMMITTEE MEETINGS01/07/2018–30/06/2019

Audit Committee Members Meetings Held Meetings attended

Member Philip Saunders (Chairperson) 4 4

Member Peter Green 4 3

Member Bonnie Holmes 4 4

Member Teresa Paris 4 3

Cr Anita Rank (Mayor) 4 4

Cr Alistair McDonald 4 4

Cr Karen Stephens 4 4

Membership


40 41

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

40 41

COUNCILLOR EXPENSES

Councillor CM CT IC TR CC Grand Total

Robert Halliday $2,963.10 $417.35 $3,464.28 $160.00 $ - $7,004.73

Chrissy Hawker $113.63 $1,389.03 $ - $1,502.66

Alistair McDonald $313.64 $1,384.40 $ - $1,698.04

Anita Rank $8,340.51 $1,388.41 $18,700.76 $ - $28,429.68

Karen Stephens $12,258.42 $4,366.18 $1,960.13 $ 7,059.57 $ - $25,644.30

Geoff White $442.07 $1,437.80 $1,379.55 $1,720.38 $ - $4,979.80

Gilbert Wilson $704.23 $1,246.8 $1,367.65 $638.63 $ - $3,957.38

Grand Total $16,367.82 $16,235.91 $12,333.44 $28,301.34 $ - $73,216.59

Councillor ExpensesIn accordance with Section 75 of the Local Government Act 1989, Council is required to reimburse a Councillor for expenses incurred whilst performing their duties as an elected Councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for Councillors. For Councillors to fulfil their civic, statutory and policy making functions, the provision of a range of necessary and appropriate facilities and the reimbursement of expenses are made to the Mayor and Councillors in line with Council’s strategic objective ‘Leading Glenelg’. The details of Councillor expenses including reimbursement for each Councillor paid by the Council for the 2018/2019 year are set out in the table below:

COUNCILLOR ALLOWANCES

Councillor Sum of Amount

Robert Halliday $32,308.60

Chrissy Hawker $27,944.05

Alistair McDonald $27,944.05

Anita Rank $77,168.51

Karen Stephens $27,944.05

Geoff White $27,944.05

Gilbert Wilson $27,944.05

Grand Total $249,197.36

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

Project GovernanceDuring 2018/19, Glenelg Shire Council has made significant progress in the development of a Project Management Framework which is able to be utilised guiding from project inception through to completion. Covering;• Project idea• Project charter, develops idea and creates

project scope, identifies key stakeholders and level of engagement, Identifies project control group (PCG) members, permitting, resourcing and initial budget estimates

• Secure budget for design and tender development• Form the PCG• Develop concept designs including investigations

into lifecycle and maintenance costs/impacts for review and further tighten the budget estimate

• Develop detailed design, technical specification and contract documents with final budget and timing estimates prepared for funding

• Secure funding for the project• Tender to award for contract• Commence construction• Monitor the project through the

project manager and PCG• Project completion and acquittal• Handover


42 4342 43

Council MediaTop issues attracting the most coverageThe 2018/19 financial year highlighted many successes for the Glenelg Shire, with a number of welcomed funding commitments, award announcements and new opportunities secured to help ensure the long-term prosperity of the region.A proactive and transparent organisation, council continued with its mantra to openly communicate information on new and emerging issues, services, programs and events extensively with its ratepayers and local and national media outlets. Throughout the year a number of topics were considered by the media, however the most discussed and most reported topic of the year, by both media agencies and community members, was the announcement of the Budj Bim Cultural Landscape receiving UNESCO World Heritage Status.Other topics which also attracted significant coverage included the approval of a planning permit for the Yumbah Abalone Farm development along Dutton Way, the summer cruise ship season in Portland and a world record breaking tuna fishing season in Portland.Organisation’s view of the coverageThe announcement of the Budj Bim Cultural Landscape being recognised with UNESCO World Heritage Listing was a historic achievement and as a result, received extensive coverage from local, national and even international media agencies.Council had been working closely with Traditional Owners groups and partnership organisations providing support for the World Heritage bid and the Budj Bim Cultural Landscape in terms of advocacy, tourism linkages, marketing and expert advice.The prolific media coverage, which included references to the Glenelg Shire Council’s ongoing role, was incredibly well-received and positioned our shire on the global tourism map. Alongside the economic and tourism benefits, the coverage also sparked important


conversations discussions about Australia’s Indigenous history, fostering reconciliation at both a local and national level.“Budj Bim will forever be etched in the nation’s storybook because of this history making decision,” Cr Rank said.

“Budj Bim will now join 19 other iconic attractions such as the Great Barrier Reef, Sydney Opera House and Kakadu National Park on this globally recognised list. This announcement is an important and critical step in building the profile of indigenous tourism product in Australia, assisting to share this unique story with a worldwide audience.

“This announcement is testament to 40 years of diligent hard work and persistent lobbying by the Gunditjmara community who have passionately shared their ancestral stories. Today we thank them for this amazing gift which will attract much deserved global attention to this cultural heartland.

“Importantly, this listing will assist to preserve the culture of this land and ensure sustainable development in the future, whilst progressing the continuing path of reconciliation.”— Mayor Cr Anita Rank in an official statement after the World Heritage announcementAny impacts/changes as a result of the coverageThe explosion of interest in the Budj Bim Cultural Landscape has raised a number of opportunities, issues and concerns, some of which Council will seek to address with Traditional Owners groups and partnership organisations.This has included planning overlays, wayfinding signage, connectivity blackspots, environmental risks such as bushfires and feral animals and a lack of nearby accommodation options, both group and boutique. As the Budj Bim Cultural Landscape prepares itself for commercial tourism over the next few years, the Glenelg Shire Council will work through the urgent issues, with the help of partner agencies, to ensure the site is best prepared to showcase the rich Indigenous narrative our region is now internationally recognised for.

COUNCIL’S MEDIA COVERAGEGOVERNANCE


44

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

relevant council services;

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

• Providing information to organisations represented in council/community networks.

Council has taken all practicable measures to ensure staff, council agents and volunteers working for council are informed about the principles and obligations of the Act by including information on the care relationship in:• Council induction and training programs

for staff working in Home and Community Care and disability services;

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

• Induction and training programs for volunteers working directly with the community.

Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer.

Disability Action PlanThe following outcomes have been achieved to provide Councils obligations in the Glenelg Shire Council Access and Inclusion (Disability) Plan 2019–2021 which was endorsed at Council on 26 March 2019:• Ongoing support to the Passport to

Employment (P2E) program including the free hire of the Civic Hall for the P2E reunion.

• Training offered and delivered to key staff included Easy English (followed up by tailored sessions to specific documents/flyers) and Communication Access.

• Awareness campaigns, including ‘Quiet Hour’, held for Autism month (April) with promotion to have businesses in the Shire to hold the ‘Quiet Hour’ ongoing throughout the year.

• International Day of People with Disability hosted by the GSC in 2018 and preparations underway for another event in 2019.

• Work experience students are welcomed in Council and the opportunity has been a success for both Council and the students. This initiative has been a successful media message as both an awareness message for the community and local employers as well as other members of the community with a disability that are seeking skills by becoming a work experience participant.

45

Domestic Animals Act 1994In accordance with the Domestic Animals Act 1994, Council reviewed the Domestic Animal Management Plan and adopted a new Domestic Animal Management Plan in October 2017. The Domestic Animal Management Plan (DAMP) identifies Council’s direction with regard to domestic animal management, services and policies over the next four year period concluding in 2021. A review of the DAMP is required annually with updates submitted to the Secretary of the Department of Economic Development, Jobs, Transport and Resources.Community EngagementGlenelg Shire Council’s redeveloped Community Engagement Framework was endorsed by the Executive on 28 May 2019, and aimed to simplify what was a very comprehensive package. The review remains aligned to the core values of the International Association for Public Participation (IAP2), and Council had again been granted permission to use the IAP2 Spectrum of Public Participation, Core Values and Code of Ethics in the refreshed Community Engagement Framework documentation. During 2019, twenty staff members were trained by a representative from IAP2 in the Essentials of Engagement, to improve our organisations decision making in relation to community consultation and engagement. Council’s online community engagement platform, Your Say Glenelg, received 72.1K visits and gained 219 new registrations. There were 505 survey submissions on a range of different projects, plans and frameworks. The 2018/19 financial year was also the first complete year for quarterly performance reporting to stakeholders. This ongoing reporting processes aims to increase the accountability and transparency of Council to our residents, stakeholders and the broader community.

STATUTORY INFORMATION GOVERNANCE Complaints

During 2018/19, Council received 3 reportable customer complaints, which is 7 less than the 2017/18 reporting year. Out of the 3 complaints received, 3 were resolved to meet the customer’s satisfaction.


46 47

STATUTORY INFORMATION (CONTINUED) GOVERNANCE

Victorian Information Commissioner (OVIC) website www.ovic.vic.gov.au.Mr Scott Millard, Internal Audit Corporate Officer is authorised under Section 26(1) of the Freedom of Information Act 1982 (‘FOI Act’) to make decisions in respect of Freedom of Information requests made to Glenelg Shire Council. The Principal Officer of Council is Mr Greg Burgoyne, Chief Executive Officer.Requests to access documents under the Freedom of Information Act 1982 must be in writing, accompanied with an application fee ($29.60 2019/20) and addressed to:Freedom of Information Officer Glenelg Shire Council PO Box 152, Portland Victoria 3305

Delegations Council appoints Chief Executive Officer for the purpose of managing the organisation, and executing powers and functions delegated by the Council. Some of these powers are further delegated to senior officers and staff. Council regularly review the powers delegated to update legislative, organisations and staff changes. Protected Disclosure Act 2012The Protected Disclosure Act 2012 (Vic) provides protection to persons who disclose information about improper conduct by public bodies and public officer. It also provides protection from detrimental action in reprisal, together with providing confidentiality of the content of disclosures and the identity of the persons whom make disclosures. Council has adopted a Protected Disclosure Act 2012 (Vic) policy and procedures document. A copy can be downloaded from the Glenelg Shire website www.glenelg.vic.gov.au or obtained from Council’s protected disclosure coordinator, David Hol, Director Corporate Services.During the 2018/19 year no disclosures were notified to council officers appointed to receive disclosures, or to the Independent Broad-based Anti-corruption Commission (IBAC).Food Act 1984In accordance with Section 7E of the Food Act 1984, Council is required to publish a summary of any Ministerial Directions received during 2018/19. No such Ministerial Directions were received by Council during the financial year. Road Management Act 2004In accordance with Section 22 of the Road Management Act 2004, a Council must publish a summary of any Ministerial Direction in its Annual Report. No such Ministerial Directions were received by Council during the financial year.Documents for Public InspectionFor the purposes of section 222 of the Act, the following are prescribed documents if they are not published on the Internet website of the Council —a. a document containing details of overseas or

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

It is Council’s aim to protect the community from animals becoming a nuisance or danger and sets requirements for the keeping of dogs and cats. It is recognised that enforcement of laws will not, on its own, result in lasting voluntary changes in behaviour and needs to be supplemented with a large range of non-regulatory approaches such as public education and improved signage. The newly developed Domestic Animal Management Plan (DAMP) introduced a cat curfew, prohibiting dogs at Yarraman Park. Privacy and Data Protection Act 2014Council is committed to protecting an individual’s right to privacy. The necessary steps are taken to ensure the personal information that customers and residents share with us remains confidential. Personal information is handled in accordance with the Privacy and Data Protection Act 2014 and Health records Act 2001. Council has policies in place which set out the requirements of the management and handling of personal information. These public documents are available on request or from our website www.glenelg.vic.gov.au/Privacy_Notice.There were 3 privacy complaints this year, only one outstanding.Freedom of Information Act 1982The Freedom of Information (FOI) Act 1994 gives the community right to access information in the possession of Council.The general right of access to information is limited only by exceptions and exemptions which have been prescribed to protect essential public interests and the private or business affairs of people about whom information is held by Council. The Act has four main functions:• to provide a general right of access to documents• to enable individuals to amend incorrect

information about them held by agencies• to provide rights of appeal in relation to the

previous two functions• to require agencies to publish certain details

about themselves and their functions.For more information regarding freedom of information, please refer to the Council’s website www.glenelg.vic.gov.au or visit the Office of the

FOI REQUESTS RECEIVED 2018–19

Applications for review to the Freedom of Information Commissioner 0

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

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

FOI REQUESTS RECEIVED 2018–19

New requests 5Access granted in full 2Access granted in part 2Access denied in full 0Requests not finalised at the end of the reporting period 1

Withdrawn 0

Requests outside the Act 0

Requests, no documents existed 0

Others: not processed, not proceeded with 0

Act did not apply 0

Application fees collected $144.50

Charges collected $282.00

Summary of FOI Decisions

Summary of FOI Appeals

(i) the name of the Councillor or member of Council staff; and(ii) the dates on which the travel began and ended; and(iii) the destination of the travel; and(iv) the purpose of the travel; and(v) the total cost to the Council of the travel, including accommodation costs;

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

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

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

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

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

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

COUNCIL PLANOUR PERFORMANCE


48 49

ITEM DESCRIPTION RESULT 2016–17

RESULT 2017–18

RESULT 2018–19

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

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

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

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

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

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

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

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

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

All Councils in Victoria were advised that the method of conducting the annual community satisfaction surveys would change. Subsequently results of the two previous community satisfaction surveys are

arguably not directly compatible to those from 2012 onwards. The recent scores have a weighting applied post survey. Prior to this, scores were not weighted.

LOCAL GOVERNMENT PERFORMANCE INDICATORS GOVERNANCE

$45.89mOPERATING REVENUE

$50.46mTOTAL REVENUE

$45.1mOPERATING EXPENDITURE

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

GUIDE TO ICONS USED IN THIS REPORT

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

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

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

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

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

Growing GlenelgSustain and grow a diverse economy and social prosperity

Connecting GlenelgConnecting people, places and spaces

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

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

Leading GlenelgCreate shared visions within the community, ensuring agreed outcomes


50 51

PERFORMANCE AND REPORTING FRAMEWORKOUR PERFORMANCE

The planning and accountability framework is found in part 6 of the Act and in the Local Government (Planning and Reporting) Regulations 2014 (the regulations). The legislation requires councils to prepare the following documents:• a council plan within the period of six

months after each general election or by 30 June, whichever is later,

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

• a budget for each financial year,• an annual report in respect of each financial year.The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle.

REPORTINGPLANNING TIMING

Jan–Jun

Feb–Jun

Mar–Jun

Jul–Sep

TIME HORIZON

Short Term

Medium Term

ANNUAL REPORT• Report of

operations• Financial

Statements• Performance

Statement

COUNCIL PLAN• Strategic objectives• Strategies• Strategic indicators

STRATEGIC RESOURCE PLAN• Financial Statements• Statements of non-

financial resources

BUDGET• Services and

initiatives• Service outcome

indicators• Major initiatives• Financial statements

STAKEHOLDER AND

COMMUNITY ENGAGEMENT

This Annual Report reflects year two (2018/19) of the 2017–2021 Council Plan.


52 53

PERFORMANCE (CONTINUED) OUR PERFORMANCE

SERVICE AREA DESCRIPTION OF SERVICES PROVIDED

NET COST ACTUAL BUDGET

VARIANCE $’000

Economy and Investment

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

289 25534

Casterton Caravan Park

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

(17) (8)(9)

Portland Bay Holiday Park

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

(98) (96)(2)

Tourism and Events Management

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

1,292 1,292

0

Casterton Saleyards

Operation of the saleyards with input from an advisory committee made up of industry representatives and councillors. The yards host up to 12 store cattle sales plus a summer sheep sale per year.

(33) 1

(34)

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

(370) (30)

(340)

Local Port of Portland

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

14 95

THEME 1 — GROWING GLENELG

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

MAJOR INITIATIVE WITHIN THE BUDGET PROGRESS & ACTUAL

Portland Industrial Henty Employment Precinct

($0.5m net cost)

Actual: $67,311Project initiative deferred to 2019/2020. $67k of initial project costs was expensed during 2018/2019.

Portland Foreshore Precinct Project

($0.4m net cost)Grant Funding for the project was unsuccessful and therefore the Portland Foreshore Precinct initiative didn’t proceed.

Bridgewater Master Plan Works

($0.5m net cost)

No Grant funding was received in 2018/2019. $71k of initial project costs was expensed during 2018/2019. Refer the project to future years subject to Grant Funding. Revised Project cost of $3.5million.

Portland Marina Fuel Infrastructure

($50k net cost)Grant Funding for the project was unavailable and therefore the Marina Fuel Infrastructure initiative didn’t proceed.

Portland Bay Marina Extension

($0.4m net cost)Grant Funding for the project was unavailable and therefore the Portland Bay Marina Extension initiative didn’t proceed.

Portland Bay Trawler Wharf Extension

($nil net cost)

Grant Funding for the project was unavailable and therefore the Portland Bay Trawler Wharf Extension initiative didn’t proceed.

Services The following statement provides information in relation to the services funded in the 2018/19 Budget and the persons or sections of the community who are provided the service.

Sustain and grow a diverse economy and social prosperity


54 55


GROWING GLENELG UPDATE STATUS

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

Development of an Agricultural Investment Prospectus is progressing; extensive planning already underway.

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

Stakeholders Forum held 9 August 2018 with Simon Crean.

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

Canberra Ministerial Visits 23 to 27 November 2018 by CEO and Mayor.

Provide support to business groups in Portland, Heywood and Casterton

Sydney & Wagga Wagga visits by CEO 29 January to 1 February 2019.

Develop a value proposition for population attraction and retention

Canberra meetings with Great South Coast Member Councils 11 to 14 February 2019 by the Mayor.

Number of national advertising campaigns and relevant forums

Canberra meetings by the Mayor and CEO 17 to 19 February 2019.

Update visitor information material for Budj Bim Federal government announcement 18 March 2019 $80m road funding announcement.

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

Canberra meetings by the CEO 3 April 2019.

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

State Government funding for Budj Bim masterplan, $6M.

GROWING GLENELG UPDATE STATUS

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

Powering Glenelg Stakeholders Forum held 8 May 2019.

Develop three marketing initiatives per year to promote Growing Glenelg

Continuing to investigate spaces and opportunities for start-up businesses across the Shire.

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

Several events and initiatives delivered this financial year to support business groups across the shire, including the preparation for the Business & Tourism Awards, attendance on Committee for Portland Board Meetings, conducting Small Business Workshops and providing quarterly Stakeholder forums.

Continue to support Beyond the Bell program initiatives

Jobs for Portland project completed with the aim to attract skilled workers to the Shire.

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

Migration Project ongoing across the Glenelg Shire.

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

Glenelg Shire Council became the regional contract for Designated Area Migration Agreement (DAMA).

Meet with higher education services providers at least annually

Glenelg Shire Council partnered with the Great South Coast Regional Partnership to address workforce shortages and grow population in the Great South Coast region, including migration attraction and support, changes to visa requirements, encouraging decentralisation of government departments and promoting the lifestyle advantages of the region.

Develop informal learning programs and activities across the shire

Ready When You Are marketing campaign launched as part of the AFL country round.

Continue to offer traineeships, work placements and scholarships

iamportland and iamcasterton campaigns completed and broadcast during the 2018/19 financial year.

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

Tourism Victoria and Tourism Australia promotion continued via GORRT.

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

Council Plan ProgressThe following table reviews the performance of Council against the Council Plan 2017–2021.


56





VARIANCE $’000

Library Services

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

575 510 65

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

290 357 (67)

Road Infrastructure Maintenance

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

4,2224,223

(1)


Other Initiatives


Continuation of the road and bridge renewal and upgrade programs

($1.52m net cost)

All road and bridge programs were completed for 2018/2019. Actual expenditure was in excess of $4.8m.

INITIATIVE WITHIN THE BUDGET PROGRESS & ACTUAL

Tracks and Trails Strategy

($60k net cost)

Actual: $38,309 Project commenced in 2018/2019 and will be continued in 2019/2020. Net expenditure for 2018/2019 was $0 due to Grant Funding received.

THEME 2 — CONNECTING GLENELGConnecting people, places and spaces

Image credit: Visit Victoria. 57


58 59



SUSTAINABLE CAPACITY INDICATORS

Service/indicator/measure

RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019

MATERIAL VARIATIONS AND COMMENTS

LB1 Libraries Utilisation

Library collection usage

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

2.51 2.63 2.74 3.11 The Portland Library was redeveloped during the 2018/19 financial year, which has resulted in increased visitation and therefore number of items loaned.

LB2 Resource standard

Standard of library collection

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

55.79% 55.20% 46.23% 45.45%

LB3 Service cost

Cost of library service

[Direct cost of the library service / Number of visits]

$5.54 $6.54 $6.16 $6.76

LB4 Participation

Active library members

[Number of active library members / Municipal population] x100

17.17% 18.77% 17.76% 18.48% There have been 146 additional library members in 2018/19, which is assumed to be related to the completion of the Portland Library Redevelopment this financial year.



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


R1 Roads Satisfaction of use

Sealed local road requests

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

8.56 10.31 7.23 5.53 Council has undertaken a significant increase in proactive maintenance activities, which is reflected in the lower number of complaints.

R2 Condition

Sealed local roads maintained to condition standards

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

99.13% 93.71% 92.11% 90.32%

R3 Service cost

Cost of sealed local road reconstruction

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

$36.37 $26.96 $140.72 $85.93 Council undertook major works in urban areas which significantly reduces the cost compared to 2017/18, due to there being no need to travel and cart materials long distances.

R4 Service cost

Cost of sealed local road resealing

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

$5.84 $5.37 $4.58 $5.46 Sealing projects for the year were shorter and more remote from material sites reflecting a slightly higher average reseal rate. Consistent over the last four years.

R5 Satisfaction

Satisfaction with sealed local roads

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

25.00 29.00 35.26 41.00 Council has undertaken a significant increase in proactive maintenance activities, which is reflected in the lower number of complaints and increased satisfaction. Community education around VicRoads and Glenelg Shire Council road ownership has been ongoing over the last two years.


60 61

CONNECTING GLENELG UPDATE STATUS

Continue to pursue funding opportunities for road repair and upgrade

Regional Roads Victoria agency commenced and regular meetings attended throughout the year to ensure Glenelg Shire Council remains highly prioritised. $2M State Government funding confirmed for Heath Road upgrade, with an additional $1M budgeted by Council.Heath Road culvert drain replacement funded and completed during 2018/19.Ongoing media advocacy through Green Triangle Freight Action Plan.

Lead the Green Triangle Freight Action Plan Steering Committee — meet at least four times per year for continued advocacy

Quarter One — meeting held 23 August 2018 in Casterton.Quarter Two — Meeting held 22 November 2018 in Casterton. Quarter Three — Meeting held 21 March 2019 at Portland Airport.Planning underway for meeting scheduled for August 2019, hosted in Mount Gambier.

Finalise the Glenelg Shire Tracks and Trails Strategy

Tracks and Trails consultants have completed investigations into current tracks and trails across the shire. Casterton to Branxholme Rail Trail Feasibility Study — Initial community consultation has occurred with adjoining land owner and interested community members which identified potential challenges for the development of the rail trail. A survey has been completed on the length of the rail trail to identify alignment and condition of the track and infrastructure. Community consultation concluded on 14 June 2019, to allow consultants to now review responses. Next stage of project on track for developing the draft strategy.

Finalise the Open Space Strategy The Glenelg Shire Open Space Strategy was completed and endorsed by Council at the Ordinary Council Meeting held 28 May 2019.

Redevelop Council’s public libraries through funding opportunities

Scope design in progress for Casterton and Heywood libraries, in order to identify the priorities and feasibly. The scope design is scheduled to be completed in July 2019, to form the basis of priorities for a funding application.

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

Funding application unsuccessful, however Council has committed to fund the All Abilities Play space Project within the 2019/20 budget.

CONNECTING GLENELG UPDATE STATUS

Add to or create new free public Wi-Fi infrastructure

Glenelg Free Wi-Fi operating in Portland CBD and Foreshore areas, and recently installed in Narrawong at the Mechanics Hall following a request from the community at the Listening Post event last year. Internet of Things roll out occurred during 2018/19, where Council have installed; • 2 smart cube bins in Dartmoor and 2 bin sensors in Bridgewater

to assist with understanding resourcing requirements which could help inform our collection service and reduce over servicing

• Visitation counting devices for the library which are read remotely and can be utilised to inform staffing requirements.

• Parking sensors which can assist with Local Laws enforcement or to inform on increased/reduced service requirements

• Soil moisture sensors to reduce water usage on our sporting facilities and recreation reserves.

Increase the utilisation of our Smart Cities membership

Internal redesign of reporting and responsibilities and Smart Cities coordination to be defined. Smart Bins erected in Dartmoor as a trial before the roll out to similar sized towns.

Pursue Smart Cities funding opportunities

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

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

Ongoing meetings have been continued with NBN representatives to reduce service gaps.

Improve digital/e-commerce uptake Digital Innovation Festival planned for August 2019. This festival targets local businesses, e-commerce education, and increased digital connectivity uptake.

Maintain an above average perception of safety within the community

Public safety continues to be considered as part of the planning of all Council projects.Public lighting was upgraded at Nuns Beach carpark to improve the visibility after daylight. Wellington Road roundabout was identified as a public safety priority, and therefore public lighting was upgraded.

Seek grant/funding opportunities to enhance public safety

Working in partnership with Victoria Police to investigate possible funding options for CCTV and public lighting.

Continue Connect Glenelg website Connect Glenelg webpage is continuingly maintained.

Continue to promote the community events calendar

Seasonal Events Calendar distributed quarterly. Tourism and Events e-newsletter was redesigned and doubled in subscription. Growing Glenelg publication issued quarterly which offers free promotion of community events. Community events also advertised on social media and through iamportland.




63





VARIANCE $’000

Home and Community Care

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

28324079

Community Development, Engagement and Wellbeing

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

437 508 (71)

Youth Services

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

90 145 (55)

Sport and Recreation

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

62557154

Aquatic Facilities

Swimming Pools are located at Portland, Heywood, Merino and Casterton allowing a range of leisure activities. Child care facilities are also available at the Portland Facility.

1,1251,465 (340)

Community Grants

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

192 200 (8)

Children’s Services

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

644 868

(224)

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

62


64 65



VARIANCE $’000

Waste Management

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

16883,009

(1,321)

Parks and Gardens

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

19862,306(320)

Infrastructure Management and Planning

Design, tender and project management of a broad range of council capital works. 1,0101,201(191)

Heritage Planning

Support of implementation of Heritage related legislation affecting the community. 4254

(12)

Environmental and Sustainability Services

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

128176(48)


Other Initiatives


All Abilities Play Space — Portland Foreshore

($0.6m net cost)

Actual: $36,131All Abilities Play Space deferred to 2019/2020 and Council to fund the full cost. $36k of initial project costs was expensed during 2018/2019.

Geothermal Pipeline Stage 1

($0.7m net cost)Engineering Reports costed the project at $1.8m. Project deferred to assess viability.No costs incurred in 2018/2019.

Hanlon Park Lighting

($240k net cost)

Actual: $32,975Project will be completed in 2019/2020. $33k of initial project costs was expensed during 2018/2019.


Hooked on Portland Festival

($40k net cost)

Actual: $120,037Hooked on Portland Festival project was completed. The net cost of the event was $59k.

Indigenous Community Services Trainee

($22k net cost)

Actual: $9,149Trainee finished in December 2018. $9k expensed in 2018/2019 for Traineeship costs.

Reduction in water use study at PLACE and Henty Park

($30k net cost)

Actual: $12,949Project was started and $13k was expensed in 2018/2019. Project will continue in 2019/2020.

Casterton P&A Society 150th Show Celebration Advertising

($10k net cost)

Actual: $10,000$10k was expended as per budget on advertising for the 150th Casterton P&A Society Show Celebration for 2018/2019.




66 67





RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


AF2 Aquatic Facilities Service standard

Health inspections of aquatic facilities

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

1.00 0.75 1.00 0.75 Health inspection of PLACE is scheduled to occur 1st quarter of 2019/20.

AF3 Health and Safety

Reportable safety incidents at aquatic facilities[Number of WorkSafe reportable aquatic facility safety incidents]

1.00 0.00 1.00 0.00 No reportable incidents occurred during 2018/19.

AF4 Service cost

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

$7.65 $10.38 $11.39 $10.75 Slight decrease in the cost of visits from previous years result. Issues with the door counter at the Portland Leisure and Aquatic Centre required an estimated result for quarter 3 and quarter 4, which was based on the previous year’s attendance data.

AF5 Service Cost

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

$16.35 $19.64 $23.83 $20.65 Increase in attendance resulted in a reduced cost per visit. Attendance figures were up just over 2000 visits.



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


HC1 Home and Community Care (HACC) Timeliness

Time taken to commence the HACC service[Number of days between the referral of a new client and the commencement of HACC service / Number of new clients who have received a HACC service]

26.92 Reporting Ceased 1 July 2016

Reporting Ceased 1 July 2016

Reporting on HACC ceased on 1 July 2016 due to the introduction of the Commonwealth Government’s NDIS and CHSP programs

HC2 Service standard

Compliance with Community Care Common Standards[Number of Community Care Common Standards expected outcomes met / Number of expected outcomes under the Community Care Common Standards] x100

94.44% Reporting Ceased 1 July 2016



HC3 Service cost

Cost of domestic care service[Cost of the domestic care service / Hours of domestic care service provided]

$59.20 Reporting Ceased 1 July 2016



HC4 Service cost

Cost of personal care service [Cost of the personal care service / Hours of personal care service provided]

$66.50 Reporting Ceased 1 July 2016



HC5 Service cost

Cost of respite care service[Cost of the respite care service / Hours of respite care service provided]

63.26 Reporting Ceased 1 July 2016



HC6 Participation

Participation in HACC service[Number of people that received a HACC service / Municipal target population for HACC services] x100




HC7 Participation

Participation in HACC service by CALD people[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100




68 69




RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


MC1 Maternal and Child Health (MCH) Satisfaction

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

104.41% 116.42% 96.99% 111.36% Increased participation has been a result of additional resources (MCH Nurses) available to provide service under the contracted model.

MC2 Service standard

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

101.96% 99.25% 103.01% 100.00%

MC3 Service cost

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

$95.75 $96.39 $91.23 $138.28 The increase in cost of the Maternal Child Health Service is due to a reduction in worked hours by the Maternal Child Health Nurses, as this service was contracted out from 1 April 2019.

MC4 Participation

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

76.21% 78.77% 76.99% 85.05% Recording of data in CDIS has improved this financial year, and therefore increase is assumed to be a result of improved accuracy of reporting.

MC5 Participation

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

68.18% 73.44% 75.00% 100.00% Contractor provides MCH services weekly at Dhauwurd Wurrung Elderly & Community Health Service Inc. (DWECHS)The accessibility of this service has likely impacted positively on participation of Aboriginal children.





RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


WC1 Waste Collection Satisfaction

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

22.22 23.13 24.87 24.16

WC2 Service standard

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

0.47 0.73 0.88 1.45 During 2018/19 there were an additional 22 bins missed, which is an increase from 58 reported during 2017/18.

WC3 Service cost

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

$111.02 $114.35 $106.13 $125.85 An error in reporting of last year’s data has been identified. The direct cost of garbage bin collection was reported as $893 thousand, however should have been $1.002 million. $1.002 million divided by 8415 collection bins, would have generated a result of $119.18

WC4 Service cost

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

$42.85 $43.02 $42.87 $69.04 There has been an increase in price of Council’s recycling contract due to the recycling crisis as a result of the Chinese National Waste Policy.

WC5 Waste diversion

Kerbside collection waste diverted from landfill[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

32.13% 35.58% 33.63% 33.75%

7170




LIVEABLE GLENELG UPDATE STATUS

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

The Playground Management Plan is in development, which aims to manage the renewal and maintenance and oversee the decision making on new playgrounds. The Open Space Strategy has identified several areas where playground renewal is needed and additional sites where playgrounds could be consolidated.

Seek funding for aspects of the Civic Precinct Masterplan

Project is being refined prior to seeking funding.

Seek funding to improve and rejuvenate streetscapes Monitoring funding streams for the improvement and rejuvenation of streetscapes across the Shire.

Create an ongoing online forum for community feedback

The Listening Post online platform has received 49 submissions throughout 2018/19.https://yoursay.glenelg.vic.gov.au/listening-post

Conduct at least one listening post event per quarter Quarter 1 — Listening post held at Narrawong 17 August

2018.Quarter 2 — Listening post held at the Portland Upwelling Festival on 3 November 2018.Quarter 3 — Listening post held at the Nelson Road 2 River Festival on Saturday 30 March 2019. Quarter Four: Listening Post delivery reviewed to improve attendance and outcomes.

Residents report an above-average wellbeing score Continue to work with Southern Grampians Glenelg Primary Partnership, Portland District Health, Casterton Memorial Hospital, Heywood District Health, to deliver a number of health and wellbeing initiatives such as SEA Change, a community led health and wellbeing initiative around childhood obesity; Thriving Children, a Casterton based community led systems approach to supporting children in the Casterton region and the Youth Alcohol project. Council continues to lead and work in partnership to deliver the Live4Life program which empowers rural communities to improve youth mental health and also Project Respect, a prevention of violence program based in Heywood.Safe and Connected funding committed, to deliver the Bright Futures Project in 2019/20, which supports safe and inclusive futures for Lesbian Gay Bisexual Trans and Intersex (LGBTI).

LIVEABLE GLENELG UPDATE STATUS

Assist the community to promote events Free promotion offered for community events across the Shire through the Growing Glenelg Publication, community events calendar, media and marketing support for iconic events and social media. Development of an Events Strategy is in progress. This strategy development is informed by the Tourism Strategy, which was endorsed by Council in May 2019. Tourism and Events unit provided assistance for the following iconic community events in 2018–19;• Upwelling Festival — 3 November 2018.• Wood Wine & Roses — 23 February 2019• Kelpie Muster — June long weekend.

Redevelop the user group agreement with health service providers

Year 2 Health & Wellbeing Plan Actions are progressing in partnership with our local health providers such as Project Respect, Live4Life and Sea Change.

Develop a Municipal Health & Wellbeing Plan Glenelg Shire Health and Wellbeing Plan 2017–21 developed and adopted by Council at its meeting held on 24 October 2017 and is reviewed annually with a progress report to Council on 23 October 2018 and an annual action plan developed with Council endorsing the 2018/19 action plan on 27 November 2018.

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

Lighting upgraded to LED, exterior doors and gutter sealing also completed at the Portland Customer Service Centre. Remote reader installed on main thermal loop boilers to enable better monitoring of system at Portland Leisure & Aquatic Centre (PLACE). PLACE Pool boiler bypassed to main thermal loop.Heating, Ventilating, and Air Conditioning (HVAC) assessment completed and secured funding for upgrades to heating and cooling for Portland Municipal Offices. Building Management System (BMS) to be implemented in the building to provide up to 45% reduction in energy usage, and potential $39K saving in cost of energy. Council is continuing to investigate renewable energy options.

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

Climate change is considered within procedures during their review. Review of Glenelg Environmental Strategy is scheduled and budgeted. Up to date climate change information to be incorporated and distributed through Council policies and procedures.

Continue to implement measures to reduce Council’s water usage

Water leak identified at the Portland Leisure and Aquatic Centre (PLACE) outdoor 50 meter pool, which has been recorked to prevent water loss. Investigating remote sensing meters for other areas of Henty Park and the PLACE.

Council to implement environmentally friendly energy solutions

Upgrades took place at the Portland Municipal offices, involving lighting being upgraded to LED, and sealing of exterior doors and gutters to retain heating and cooling.

Actively reduce weed species State Government grant funding expenditure reached and reapplied for next year. Investigating opportunities to bring weed management in house so not to rely on the use of contractors and the instability of State Government funding.



72 73




VARIANCE $’000

Arts and Culture

Under the ARTSGLENELG banner, a range of arts and cultural related function, programs and information is provided to the shire. Approximately 23 shows made up of 31 performances are delivered annually to the community

422 422

0

Collection Conservation

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

88114(26)


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


CREATIVE GLENELG UPDATE STATUS

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

Council continue to be involved in exciting community, cultural and creative events across the Shire through the Tourism & Events team delivery of the following major events;• Hooked on Portland; • Hooked on Tuna; and

• Tour of the Great South Coast Cycling Event. Arts & Culture unit continue to distribute a seasonal Arts Program, which incorporates cultural and creative performances.

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

Significance Assessment completed June 2019 recommends establishment of a dedicated space to manage, store and display the Cultural Collection. Opportunity to progress further through the National Library’s Community Grants Scheme with funding to develop a Preservation Needs Assessment, further advocating for the needs of the Cultural Collection.

CREATIVE GLENELG UPDATE STATUS

Commit resources to enhance the Partnership Agreements

Aboriginal Partnership Plan was endorsed by Council at the March 2019 Ordinary Council Meeting. Indigenous Traineeships are continued to be offered in Children’s Services. Successful Reconciliation Week with a joint citizenship ceremony. The week also launched the Big Picture Project with five local Indigenous Youth creating a photo project with their individual stories attached to each image that shares their cultural heritage and pride, along with their hopes and views on reconciliation. The opening of the renamed rooms at the Kathleen Millikan Childcare Centre in Casterton, to native animal names in Dhauwurd Wurrung language. Reconciliation Week wrapped up at the HART Awards in Melbourne, with Glenelg Aboriginal Partnership winning the State Award for Reconciliation.

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

Extensive marketing and promotion took place in the lead up to Reconciliation Week, which involved a week of culturally diverse events and activities. Major marketing campaign completed for the release of ArtsGlenelg 2019 Season program, which launched with a sold out show.

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

ArtsGlenelg 2019 Season program achieving success at box office with increased patronage and exhibition visitation. Regular fortnightly participation in ABC South West Arts & Culture radio segment to promote program.Development of and participation in Project Control Group of the Great South Coast Creative Industry Strategy to develop a regional strategic plan to support and promote Creative Industries.

Seek funding for creative public art and place-making initiatives

External and internal advocacy ongoing.

Work with the community to develop an events calendar

Community Events Calendar was developed and is continued to be maintained.

Simplified and streamlined customer experience

Digital Glenelg & Business Transformation progressing to streamline process improvement and customer service. Customer Relationship Management (CRM) options are on hold pending future direction from Digital Glenelg Team. Redesign of Council’s website has been identified as a priority within the Digital Glenelg Roadmap.

Promote Council’s One Stop Shop service

Council continue to refer multi-permit application enquires in the first instance to the One Stop Shop and recently added the Recreation Reserves as another referral in the process.

Promote an “ideas” forum in townships

Ongoing with facilitation of Listening Post in townships across the Shire. Other opportunities during 2018/19 have included Stakeholder Networking Events, Small Business Workshops and Renewable Energies Forum.

Deliver opportunities for people to experience new technologies and innovative solutions

Performance Based Standards Demonstrations Day at Portland Airport 21 March 2019, sponsored by the National Heavy Vehicle Regulator. Demonstration of new truck technologies first of its kind in Australia.Digital Innovation Festival planned for August 2019. This festival targets local businesses, e-commerce education, and increased digital connectivity uptake.

Promote our Smart Cities membership

Council continue to promote our Smart Cities membership by implementing initiatives such as smart water sensors, smart bins and public Wi-Fi.


74 75



VARIANCE $’000

Mayor and Council

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

572569

3

Chief Executive Office and Leadership Team

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

13311,512(181)

Corporate Governance

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

94088555

Information Services

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

13041,903(599)

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

1147836

Customer Service

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

572627(55)

Emergency Response

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

5074

(24)




VARIANCE $’000

Local Laws and Animal Control

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

82480618

Traffic Enforcement

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

(55)(155) 100

Planning Services

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

552 842

(290)

Timber Harvest Analysis, modelling, liaison and consultation towards coordinated and planned timber harvesting activities within the shire. Assists with community awareness and road infrastructure issues.

56 43 13

Building Services

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

161285

(124)

Asset Management and Maintenance

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

1,5411,328

213

Public Buildings Council provides a large range of services many utilising a council building or facility. 8711,045(174)

Records Management

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

264297(33)

Grants External Source external grant funding opportunities to assist in delivery of council projects. 57251

(194)

Organisational Development

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

691725(34)


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


76 77



VARIANCE $’000

Financial Services

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

684701(17)

Rating/Property Services

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

382497

(115)

Risk Management

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

13221,063

259

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

152157(5)


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

Other Initiatives


Business Transformation Project Management

($150k net cost)

Actual: $206,685Business Transformation Project was completed and initiative budget was expended.Council has committee to this as an ongoing project.

Skilled Migration Project

($5k net cost)

Actual: $5,000$5k was expended as per budget for 2018/2019.



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


AM1 Animal Management Timeliness

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

1.04 1.11 1.22 1.18 A small reduction in the time taken to action animal management requests due to the increase in number of requests in 2018/19 from 284 to 316.

AM2 Service standard

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

59.17% 62.72% 62.72% 58.45%

AM3 Service cost

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

$43.78 $72.40 $82.17 $81.50

AM4 Health and safety

Animal management prosecutions[Number of successful animal management prosecutions]

26.00 21.00 3.00 26.00 Due to unforeseen circumstances, staff were unable to complete a door knock in 2017/18 which resulted in unusually low numbers of prosecutions. A door count was complete this reporting period, which increased the result to a figure consistent with past years.

FS1 Food Safety Timeliness

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

1.56 1.00 1.23 1.31 The time taken to action food complaints has increased on last year as there has been an additional 5 food complaints received during 2018/19.

FS2 Service standard

Food safety assessments[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

97.20% 98.73% 100.00% 94.55%


78 79





RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


FS3 Service cost

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

$523.30 $576.13 $462.66 $449.47 Reduction of cost during 2018/19 is due to the increase in number of food premises registered.

FS4 Health and safety

Critical and major non-compliance outcome notifications[Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

100.00% 100.00% 100.00% 100.00%

G1 Governance Transparency

Council decisions made at meetings closed to the public[Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

23.32% 0.97% 4.17% 4.76% Out of 168 council resolutions made in 2018/19, 8 of these items were made at meetings closed to the public. This is an increase of 1 resolution from 2017/18.



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


G2 Consultation and engagement

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

57.00 58.00 61.00 59.00

G3 Attendance

Councillor attendance at council meetings[The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

97.32% 97.14% 100.00% 100.00%

G4 Service cost

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

$49,572.57 $51,359.71 $52,986.43 $55,804.10

G5 Satisfaction

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

55.00 56.00 60.00 57.00

SP1 Statutory Planning Timeliness

Time taken to decide planning applications[The median number of days between receipt of a planning application and a decision on the application]

49.00 47.00 21.00 28.00 In context of permit application numbers (less than 200) and very low number achieved last year large variances can occur in percentage. There has also been less resourcing and capacity to deliver similar timeframes of last year.

80 81





LEADING GLENELG UPDATE STATUS

Community satisfaction with Council decisions continues to be above-average

On track, data available August 2019.

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


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


Undertake a Planning Scheme review Adopted by Council at the Ordinary Council Meeting held 22 May 2018.

Maintain existing (Planning) service standards


Lobby for additional funding to support asset renewal

Federal Government commitment announced for $80m Road Funding on 18 March 2019 — advocacy to State Government to continue to co-fund.

Reduce expenditure level per property assessment from 2016 levels


Continue to maximise grant opportunities for the shire

Documents and material designed and printed for each of Councils priority projects to maximise grant opportunities.

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

Redesign of Council’s website has been identified as a priority with the Digital Glenelg Roadmap.

Embed the Community Engagement Framework into Council procedures

The Community Engagement Framework was reviewed and endorsed by the Executive Team 28 May 2019. Policies and procedures will continue to be embedded with the updated framework as they become due for review.

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


Update Organisational Development policies to be in line with best practice

Social Media Policy and Higher Duties Procedure have been updated in line with best practice. Draft Alcohol and Other Drug Policy completed; staff consultation underway. Glenelg Shire Council continues to be an Equal Opportunity Employer, support gender equality, and remains to be an employer of choice.



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


SP2 Service standard

Planning applications decided within required time frames[(Number of regular planning application decisions made within 60 days) + (Number of VicSmart planning application decisions made within 10 days) / Number of planning application decisions made] x100

85.71% 80.46% 92.86% 93.92%

SP3 Service cost

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

$1,831.51 $2,678.79 $2,260.83 $2,050.38 Internal restructure to the Planning Unit resulted in some salaries being costed to different units, reducing the cost of the Statutory Planning services.

SP4 Decision making

Council planning decisions upheld at VCAT[Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

0.00% 0.00% 66.67% 100.00% Glenelg Shire Council has very few VCAT appeals and as such large variations will result from the outcomes of one or two reviews.


82 83

GOVERNANCE AND MANAGEMENT CHECKLISTOUR PERFORMANCE

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

GOVERNANCE AND MANAGEMENT ITEMS ASSESSMENT

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

Policy Date of operation of current policy: 13 September 2016

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

Guidelines Date of operation of current guidelines: 28 May 2019

3. Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

Adopted in accordance with Section 126 of the Act Date of adoption: 25 June 2019

4. Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

Adopted in accordance with section 130 of the Act Date of adoption:25 June 2019

5. Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

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

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

Strategy Date of operation of current strategy: 25 June 2019

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

Policy Date of operation of current policy: 13 March 2018

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

Policy Date of operation of current policy: 25 June 2019

9. Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986 Date of preparation: 25 June 2019

10. Procurement policy (policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

Prepared and approved in accordance with section 186A of the Local Government Act 1989 Date of approval: 25 June 2019

11. Business continuity plan (plan setting out the actions that will be taken to ensure that key services continue to operate in the event of a disaster)

Plan Date of operation of current plan: 21 August 2018

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

PlanDate of operation of current plan:17 May 2017

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

Framework Date of operation of current framework: 27 January 2016

14. Audit Committee (advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of a Council’s financial reporting, processes to manage risks to the Council’s operations and for compliance with applicable legal, ethical, and regulatory requirements)

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

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

Engaged Date of engagement of current provider: 1 June 2017

16. Performance reporting framework (a set of indicators measuring financial and non financial performance, including the performance indicators referred to in section 131 of the Act)

Framework Date of operation of current framework: 7 April 2015

17. Council Plan reporting (report reviewing the performance of the Council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)

Report Date of report: 22 January 2019

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

Statements presented to Council in accordance with section 138(1) of the Act Dates statements presented: Year ended 2017/18 Financial Report: 25/09/2018 Quarterly Dashboards: 23/09/2018, 22/01/2019, 23/04/2019

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

Reports Date of quarterly reports: 6 September 2018, 6 December 2018, 7 March 2019, 6 June 2019

20. Performance reporting (six-monthly reports of indicators measuring the results against financial and non-financial performance, including performance indicators referred to in section 131 of the Act)

Reports Date of reports: Full Year Performance Report: 25 September 2018 6 Month Performance Report: 7 March 2019

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

Considered at meeting of the Council in accordance with section 134 of the Act Date of consideration: 25 September 2018

22. Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by Councillors)

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

23. Delegations (a document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff)

Reviewed in accordance with section 98(6) of the Act Date of review: 27 February 2018

24. Meeting procedures (a local law governing the conduct of meetings of Council and special committees)

Meeting procedures local law made in accordance with section 91(1) of the Act Date local law made: 17 December 2013

___________________Cr Anita RankMayorDate: 24 September 2019

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

___________________Greg BurgoyneChief Executive OfficerDate: 24 September 2019


84 85

PERFORMANCE STATEMENT OUR PERFORMANCE


Indicator/measure

RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


C1 Population

Expenses per head of municipal population

[Total expenses / Municipal population]

$2,838.87 $2,739.76 $2,323.32 $2,293.57

C2 Infrastructure per head of municipal population

[Value of infrastructure / Municipal population]

$21,446.29 $21,499.83 $22,168.24 $22,211.44

C3 Population density per length of road

[Municipal population / Kilometres of local roads]

7.32 7.29 7.45 7.48

C4 Own-source revenue

Own-source revenue per head of municipal population

[Own-source revenue / Municipal population]

$1,675.23 $1,635.17 $1,568.72 $1,575.69

C5 Recurrent grants

Recurrent grants per head of municipal population

[Recurrent grants / Municipal population]

$640.12 $789.57 $755.09 $709.74

C6 Disadvantage

Relative Socio-Economic Disadvantage

[Index of Relative Socio-Economic Disadvantage by decile]

3.00 3.00 2.00 2.00

SERVICE PERFORMANCE INDICATORS


RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


AF6 Aquatic Facilities Utilisation

Utilisation of aquatic facilities

[Number of visits to aquatic facilities / Municipal population]

5.98 5.07 4.90 4.59 Slight decrease in the utilisation of aquatic facilities. Issues with the door counter at the Portland Leisure and Aquatic Centre required an estimated result for quarter 3 and quarter 4, which was based on the previous year’s attendance data.

AM4 Animal Management Health and safety

Animal management prosecutions

[Number of successful animal management prosecutions]

26.00 21.00 3.00 26.00 Due to unforeseen circumstances, staff were unable to complete a door knock in 2017/18 which resulted in unusually low numbers of prosecutions. A door count was complete this reporting period, which increased the result to a figure consistent with past years.

FS4 Food Safety Health and safety

Critical and major non-compliance outcome notifications

[Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

100.00% 100.00% 100.00% 100.00%

Encompassing an area of 6,212 square kilometres, the Glenelg Shire Council includes Portland, Heywood and Casterton and many other small townships and localities. Rolling hills and rich agricultural land to the north give way to a scenic and secluded river region to the west.

Pine and blue gum plantations line the roads through the hinterland, while a huge expanse of coastal beaches and rugged cliffs form the southern perimeter, making the Glenelg Shire Council a thriving tourist destination.

Definitions

“adjusted underlying revenue” means total income other than: (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to above “infrastructure” means non-current property, plant and equipment excluding land “local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 “population” means the resident population estimated by council

“own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants) “relative socio-economic disadvantage”, in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA “SEIFA” means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website “unrestricted cash” means all cash and cash equivalents other than restricted cash.

Description of Municipality


86 87

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


G5 Governance Satisfaction

Satisfaction with council decisions

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

55.00 56.00 60.00 57.00

HC6 Home and Community Care (HACC) Participation

Participation in HACC service

[Number of people that received a HACC service / Municipal target population for HACC services] x100





HC7 Participation

Participation in HACC service by CALD people

[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100





LB4 Libraries Participation

Active library members[Number of active library members / Municipal population] x100

17.17% 18.77% 17.76% 18.48% There have been 146 additional library members in 2018/19, which is assumed to be related to the completion of the Portland Library Redevelopment this financial year.

MC4 Maternal and Child Health (MCH) Participation

Participation in the MCH service

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

76.21% 78.77% 76.99% 85.05% Recording of data in CDIS has improved this financial year, and therefore increase is assumed to be a result of improved accuracy of reporting.



RESULTS 2016

RESULTS 2017

RESULTS 2018

RESULTS 2019


MC5 Participation

Participation in the MCH service by Aboriginal children

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

68.18% 73.44% 75.00% 100.00% Contractor provides Maternal Child Health services weekly at Dhauwurd Wurrung Elderly & Community Health Service Inc. (DWECHS)The accessibility of this service has likely impacted positively on participation of Aboriginal children.

R5 Roads Satisfaction

Satisfaction with sealed local roads

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

25.00 29.00 35.26 41.00 Council has undertaken a significant increase in proactive maintenance activities, which is reflected in the lower number of complaints and increased satisfaction. Community education around VicRoads and Glenelg Shire Council road ownership has been ongoing over the last two years.

SP4 Statutory Planning Decision making

Council planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

0.00% 0.00% 66.67% 100.00% Glenelg Shire Council has very few VCAT appeals and as such large variations will result from the outcomes of one or two reviews.

WC5 Waste Collection Waste diversion

Kerbside collection waste diverted from landfill

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

32.13% 35.58% 33.63% 33.75%


88 89


FINANCIAL PERFORMANCE

INDICATORSDimension/

indicator/measure

RESULTS FORECASTS MATERIAL VARIATIONS

AND COMMENTS2016 2017 2018 2019 2020 2021 2022 2023

E1 Efficiency Revenue level

Average residential rate per residential property assessment

[Residential rate revenue / Number of residential property assessments]

$989.31 $1,022.66 $1,047.97 $1,012.03 $1,044.63 $1,069.96 $1,091.16 $1,112.85



indicator/measure


AND COMMENTS2016 2017 2018 2019 2020 2021 2022 2023

E2 Expenditure level

Expenses per property assessment

[Total expenses / Number of property assessments]

$3,777.40 $3,801.16 $3,302.17 $3,264.55 $3,638.37 $3,562.25 $3,507.95 $3,450.33

E3 Workforce turnover

Resignations and terminations compared to average staff

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

10.50% 9.69% 24.35% 10.76% 11.21% 11.33% 11.46% 11.59% Resignations and terminations returning to long-term trend after a significant increase in 2017/18 due to the organisational-wide restructure

L1 Liquidity Working capital

Current assets compared to current liabilities

[Current assets / Current liabilities] x100

149.76% 154.34% 272.05% 131.55% 60.80% 60.86% 55.78% 69.99% This result has reduced due to landfill rehabilitation works being moved from noncurrent to a current liability provision.

L2 Unrestricted cash

Unrestricted cash compared to current liabilities

[Unrestricted cash / Current liabilities] x100

6.68% 32.91% 117.59% 85.07% 24.56% 14.06% 14.25% 24.40% Result will reduce as cash balances get lower and Current liabilities increase, mainly attributed to the major Landfill rehabilitation works to be undertaken.

Definitions

“Aboriginal child” means a child who is an Aboriginal person “Aboriginal person” has the same meaning as in the Aboriginal Heritage Act 2006 “active library member” means a member of a library who has borrowed a book from the library “annual report” means an annual report prepared by a council under sections 131, 132 and 133 of the Act “CALD” means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language is not English “class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act “class 2 food premises” means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food premises under section 19C of that Act “Community Care Common Standards “means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth “critical non-compliance outcome notification” means a notification received by council under section 19N(3) or (4) of the Food Act 1984 , or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health

“food premises” has the same meaning as in the Food Act 1984 “HACC program” means the Home and Community Care program established under the Agreement entered into for the purpose of the Home and Community Care Act 1985 of the Commonwealth“HACC service” means home help, personal care or community respite provided under the HACC program“local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 “major non-compliance outcome notification” means a notification received by a council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken“MCH” means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age “population” means the resident population estimated by council “target population” has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth “WorkSafe reportable aquatic facility safety incident” means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.


91




indicator/measure


AND COMMENTS2016 2017 2018 2019 2020 2021 2022 2023

O1 Obligations Asset renewal

Asset renewal compared to depreciation

[Asset renewal expense / Asset depreciation] x100

84.83% 83.63% 71.56% 91.61% 109.28% 93.81% 60.66% 69.50% Renewal expenditure increased in 18/19 and future budgets prioritise renewal expenditure projects.

O2 Loans and borrowings

Loans and borrowings compared to rates

[Interest bearing loans and borrowings / Rate revenue] x100

20.61% 16.28% 14.16% 15.22% 62.25% 65.71% 58.74% 56.44%

O3 Loans and borrowings repayments compared to rates

[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100

3.32% 4.89% 2.56% 2.75% 3.45% 4.97% 5.68% 5.94%

O4 Indebtedness

Non-current liabilities compared to own source revenue

[Non-current liabilities / Own source revenue] x100

73.03% 73.59% 70.32% 48.21% 72.06% 72.32% 63.20% 60.47% Noncurrent liabilities have reduced significantly due to a reduction in the Landfill provision by transferring some future expenditure into current. This percentage will increase again in future years as Council borrows funds to complete works on the Landfill rehabilitation.



indicator/measure


AND COMMENTS2016 2017 2018 2019 2020 2021 2022 2023

OP1 Operating position Adjusted underlying result

Adjusted underlying surplus (or deficit)

[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

-21.21% -11.25% 5.83% 7.12% -10.44% -8.04% -6.55% 69.33% Forecast surplus reducing in future years due to lower income sources such as grants and restrictions on rate income. Expenditure is budgeted to reduce in areas such as employee costs and materials.

S1 Stability Rates concentration

Rates compared to adjusted underlying revenue

[Rate revenue / Adjusted underlying revenue] x100

51.22% 49.47% 48.86% 39.17% 42.97% 44.03% 44.97% 13.43% Result is lower due to a different methodology used to recognise general rates. Special rate agreements have been excluded from this calculation.

S2 Rates effort

Rates compared to property values

[Rate revenue / Capital improved value of rateable properties in the municipality] x100

0.48% 0.50% 0.50% 0.42% 0.43% 0.44% 0.44% 0.45% Slight reduction in the figure for rates compared to property values due to the adjustment in the valuation of a plantation property.


92 93


Other InformationFor year ended 30 June 2019

1. Basis of preparation Council is required to prepare and include a performance statement within its annual report. The performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014. Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from council information systems or from third parties (e.g. Australian Bureau of Statistics). The performance statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the council’s strategic resource plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.The forecast figures included in the performance statement are those adopted by council in its strategic resource plan on 27 June 2017 and which forms part of the council plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting council.

Definitions

“adjusted underlying revenue” means total income other than: (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to above “adjusted underlying surplus (or deficit)” means adjusted underlying revenue less total expenditure“asset renewal expenditure” means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability “current assets” has the same meaning as in the AAS “current liabilities” has the same meaning as in the AAS “non-current assets” means all assets other than current assets “non-current liabilities” means all liabilities other than current liabilities “non-recurrent grant” means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a council’s Strategic Resource Plan “own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants “population “means the resident population estimated by council “rate revenue” means revenue from general rates, municipal charges, service rates and service charges “recurrent grant “means a grant other than a non-recurrent grant“residential rates” means revenue from general rates, municipal charges, service rates and service charges levied on residential properties “restricted cash” means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year “unrestricted cash” means all cash and cash equivalents other than restricted cash.

__________________Cr Anita Rank Councillor Date: 24 September 2019

___________________Cr Karen Stephens CouncillorDate: 24 September 2019

___________________Greg Burgoyne Chief Executive OfficerDate: 24 September 2019

Certification of the Performance StatementIn my opinion, the accompanying performance statement has been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

___________________Lauren EassonPrincipal Accounting Officer Date: 24 September 2019

In our opinion, the accompanying performance statement of the Glenelg Shire Council for the year ended 30 June 2019 presents fairly the results of council’s performance in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014. The performance statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity. At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate. We have been authorised by the council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this performance statement in its final form.

Section Title

95

Independent Auditor’s Report To the Councillors of Glenelg Shire Council

Opinion I have audited the accompanying performance statement of Glenelg Shire Council (the council) which comprises the:

description of municipality for the year ended 30 June 2019 sustainable capacity indicators for the year ended 30 June 2019 service performance indicators for the year ended 30 June 2019 financial performance indicators for the year ended 30 June 2019 other information for the year ended 30 June 2019 (basis of

preparation) certification of the performance statement.

In my opinion, the performance statement presents fairly, in all material respects, the performance of the council for the year ended 30 June 2019, in accordance with the performance reporting requirements of Part 6 of the Local Government Act 1989.

Basis for Opinion I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Standards on Assurance Engagements. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the Performance Statement section of my report.

My independence is established by the Constitution Act 1975. My staff and I are independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the performance statement in Victoria. My staff and I have also fulfilled our other ethical responsibilities in accordance with the Code.

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

Councillors' responsibilities for the performance statement

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

Auditor’s responsibilities for the audit of the performance statement

As required by the Audit Act 1994, my responsibility is to express an opinion on the performance statement based on the audit. My objectives for the audit are to obtain reasonable assurance about whether the performance statement as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Standards on Assurance


94

VAGO AUDITOR’S REPORTOUR PERFORMANCE

2

Engagements will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the decisions of users taken on the basis of this performance statement.

As part of an audit in accordance with the Australian Standards on Assurance Engagements, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

identify and assess the risks of material misstatement of the performance statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council’s internal control

evaluate the overall presentation, structure and content of the performance statement, including the disclosures, and whether the performance statement represents the underlying events and results in a manner that achieves fair presentation.

I communicate with the Councillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

MELBOURNE 30 September 2019

Jonathan Kyvelidis as delegate for the Auditor-General of Victoria