· web viewcricket (state, big bash & west indies tour match) rugby league rugby union nitro...

CITY OF GREATER GEELONG

ANNUAL REPORT2015-16

About this reportThe City of Greater Geelong Annual Report 2015-16 provides a comprehensive account of Council’s performance from 1 July 2015 to 30 June 2016. City Plan 2013-2017 is the key document that will guide the City of Greater Geelong’s activities during the term of the current Council. It translates our community’s needs and expectations into action. City Plan 2013-2017 is the guiding document for this Annual Report.

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

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

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

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

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

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

the Greater Geelong community today.

ContentsAbout this report 2Contents 3Vision, Purpose, Values and Strategic Direction 4Our Report Theme 5Our City and its People 6The Year in Review 8Message from the Administrator Chair 9Message from the Chief Executive Officer 11Overview of Financial Performance 12Service Delivery 16Calendar of Events 18Council Governance 20Administrators 25Councillors 27Council Planning Framework 29Performance 30Community Wellbeing 31Growing Our Economy 45Sustainable Built and Natural Environment 60How We Do Business 71Organisation Structure 83Executive Leadership Team 84Staff Profile 85Outstanding Achievements 87Rewards and Recognition Program 89Occupational Health and Safety 90Volunteers 92Corporate Governance 94Internal Audit 95Statutory Information 97External Funding 102Community Grants 104Developer Contributions Plans 105Domestic Animal Management Plan 109Disability Action Plan 110Governance and Management Checklist 112Local Government Performance Reporting Framework – Service Performance Indicators 1162015-16 Performance Statement 125Annual Financial Report 137Index 183Interpreter Service 186Contact Us 187

Our Vision, Purpose, Values and Strategic Direction

Our PurposeWorking together for a thriving community.

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

Our ValuesTo deliver our purpose we will:

Respect and encourage each other. Create a healthy and safe environment

for all. Embrace new ideas and better ways to

work. Make people the centre of our

business.

Strategic DirectionCity Plan 2013-2017 was developed using a planning framework of four strategic directions, to enable Council to address the major concerns and issues raised in the Your City Your Say engagement held in late 2012.

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

Growing Our EconomySecuring Geelong’s economic future.

Sustainable Built and Natural EnvironmentPartnering with our community to protect and enhance our natural ecosystems and to encourage sustainable design and reduced resource consumption.

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

Our Report ThemeCelebrating our people

At the City of Greater Geelong we have more than 2,600 employees, all who play an important role in providing over 120 services to our community.This year’s Annual Report celebrates the achievements of our greatest asset, our staff and their commitment to creating a great community to live, work, play and do business in.

Our City and its People

With a population of almost 230,000 people, the City of Greater Geelong is Victoria’s largest provincial municipality.Located some 75 kilometres from the Melbourne CBD, the municipality covers 1,247km2, comprising country, coastal and suburban areas. Greater Geelong is bounded by the Moorabool Shire in the north, Wyndham City Council and the Borough of Queenscliffe in the east, Surf Coast Shire and Golden Plains Shire in the west and Bass Strait to the south.

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

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

Population profileThe City of Greater Geelong’s population has grown from 201,495 in 2006 to 229,420 as at 30 June 2015, an increase of 13.9 per cent. With more than 50 suburbs and townships, the municipality is experiencing a period of rapid growth with the population expected to exceed 320,000 by 2036.

Almost 80 per cent of the community were Australian born, with the United Kingdom, New Zealand, Italy, Netherlands and Croatia the main birthplaces outside of Australia. Other than English, the most common languages spoken at home include Italian, Croatian, Macedonian and Greek. Karen, Mandarin and Filipino/Tagalog were the non-English spoken languages that saw the largest growth in the last five years within the community.

Since 2006, the largest change in age structure has been in the population aged 60 and over (1.7 per cent). The age structure of the municipality can be viewed below:

Age GroupPercentage of

municipal population

0 – 4 years 6.2%

5 – 17 years 16.3%

18 – 34 years 21.2%

35 – 59 years 33.5%

60 years and over 22.8%

Source: Australian Bureau of Statistics, Census of Population and Housing 2011.

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

EmploymentGeelong has a diverse economy with over 16,000 businesses and a labour force of over 101,000 people.

Geelong’s economy has been diversifying over many years and now has a much broader industry base. Traditional manufacturing industries have been in slow decline, with health care and social assistance now the highest employed industry in the municipality.

Industry SectorPercentage of

municipal workforce

Health Care and Social Assistance

13.6%

Retail trade 12.7%

Manufacturing 11.3%

Construction 9.8%

Education and Training 9.1%

Accommodation and Food Services

6.7%

Public Administration and Safety

6.1%

Professional, Scientific and Technical Services

5.0%

Other 25.7%

Source: Australian Bureau of Statistics, Census of Population and Housing 2011.

Fast FactsArea: 1,247km2

Population: 229,420*

Average household size: 2.42*

Population born overseas: 15.9 per cent*

Population growth rate (2015-16): 2.0 per cent*

Average summer temperature is 26oC

Average winter temperature is 15oC

Rateable properties: 117,354

* Source: Australian Bureau of Statistics, Census of Population and Housing 2011 / id (Informed Decisions) City of Greater Geelong Population Profile, June 2016

The Year in ReviewBelow is a high level summary of our progress against each of the eight Council Plan strategic directions.More detailed information about our performance is provided on pages 30 to 81.

Strategic Direction Achievements Setbacks Challenges Future Directions

Community Wellbeing

Hill Mountain Bike Park opened

Shell Road Reserve Pavilion opened

Learn to Swim record enrolments

Healthy Together Geelong State Government funding ceased

Reduction in Home and Community Care funding

Digital inclusion in regard to community services

Maintaining an active leadership role in health promotion despite funding cuts

Northern ARC detailed feasibility and business case

Leopold Community Hub Stage Two works

Sport, Recreation and Leisure Needs Study completion

Growing Our Economy

The new Geelong Library and Heritage Centre opened

Digital Geelong Strategy and Implementation Plan launched

Major events deliver $66.4 million in economic benefit

Economic Development Strategy update delayed

Storm damage to Potato Shed and National Wool Museum in January

Impending Ford closure and the need to secure alternative markets for automotive suppliers and assisting workers to transition to other sectors

Diversification of our economy

Avalon Corridor Strategy development

Digital Geelong Strategy implementation

Continue Central Geelong revitalisation

Sustainable Built and Natural Environment

Our Coast project launched City of Greater Geelong third

city in Australia to receive One Planet certification

Recycling efforts saved 74,270m2 in landfill space

Industrial action by kerbside bin collection drivers at council contractor Cleanaway resulted in higher occurrence of missed bins (recycling and green waste)

Maintaining low contamination rates in kerbside recycling service

Impact of increased urban development on our natural assets

Cleantech Innovations Geelong year three

Development of green organics plant at Anakie

Greenhouse Strategy adoption

How We Do Business

The culture ‘Change Project’ has engaged 1,400 staff

Council engaged the community on 107 projects

From 93,012 requests for service received, 87 per cent completed on time

The January 2016 flood caused damage to 75 council buildings

Dismissal of the council by the Victorian Government following the Commission of Inquiry report

Communicating information to an increasingly diverse community

Prioritising new initiatives with budget constraints

Maintaining a growing list of ageing infrastructure

Development of Our Future: a 30 year vision for the municipality

Implementation of the Transformation Program

Development of long term strategic plans to support Our Future

Message from the Administrator ChairIt’s been a year of significant change at the City.From an organisational and leadership point of view 2015-16 has been a challenging 12 months for the City’s staff, and a time of uncertainty for our community.

I understand that the Victorian Government’s decision to replace the elected Mayor and Councillors with a panel of appointed administrators has raised questions within the community about the organisation’s capability to serve Geelong. However, as Administrators of the City, we’ve been generally impressed by the innovation of the City’s staff and their dedication to our purpose of managing our services to the community effectively and productively.

We’ve supported Chief Executive Officer Kelvin Spiller in his management of service delivery and work to address the city’s culture, while also progressing with our tasks of overseeing the implementation of the recommendations from this year’s Commission of Inquiry report, establishing a unifying future vision for Geelong, and developing a governance framework for transparency and financial stability.

During the next year we’ll be working with the City’s staff to activate those recommendations. In the meantime, the end of the financial year gives us a chance to look back at the City’s achievements during what has been a significantly challenging period.

International research shows that successful cities have five common elements.

Successful cities are:

Designed around people to support comfort and accessibility to services

Environmentally sustainable

Creative and interesting

Prosperous, providing employment opportunities and addressing social equity

Connected in a way that ensures residents are engaged with each other and with other important local, national and international cities.

It’s essential a city embraces all, not just one, of these key elements and that they address the global challenges of economic uncertainty, demographic change, rapid technology advancement and climate change.

Many of the City’s significant achievements in 2015-16 will provide a foundation for the planning we’re undertaking to ensure Geelong’s future encompasses all these elements, and that they compliment each other.

Designed for people: The highly anticipated new community facility The Hill Mountain Bike Park opened in May. Thousands of children, youth and adults have already made use of this beautiful space in Newtown.

Environmentally Sustainable: In 2015-16 the City launched the Our Coast project in partnership with the Victorian Government, Borough of Queenscliffe, Corangamite Catchment Management Authority and two Coastal Committees of Management. The project produced a report detailing how areas along the Bellarine Peninsula and Geelong could be impacted by coastal inundation as a result of climate change. Through the project the City has gathered the latest available data to inform our future planning. Community engagement events have also provided residents with access to climate change and coastal planning experts, and involved the public in the development of future action plans and coastal adaptation processes.

Creative and Interesting: The City’s newest landmark, the Geelong Library and Heritage Centre, officially opened in 2015 at a cost of $45 million. In the 12 weeks following the opening the library tripled its patronage.

Prosperous: Twenty two City-sponsored events across the municipality delivered more than $66.4 million in economic benefits for Geelong in 2015-16. This included the Festival of Sails ($15.3 million), Cadel Evans Great Ocean Road Race ($14.7 million), Geelong Revival Motoring Festival ($5.5 million) and the popular Pako Festa ($5 million).

Connected: The City’s National Year of Digital Inclusion project saw a free WiFi initiative rolled out at Grinter Reserve in Newcomb with the installation of a new transmitter to cover Splashdown, a Men’s Shed, a BMX club, Grinter Garden and the Newcomb Football and Netball Club. Technology-focussed initiatives like this add to an extensive amount of infrastructure that the City maintains to keep the community connected, including more than 201 kilometres of shared walking and cycling paths, 185 supervised school crossings.

During the next financial year we’ll be developing a unifying vision for Our Future and a long-term strategy for the municipality of Geelong.

We want as many people as possible engaged in this process and sharing their ideas about what our future could be. This is the community you work, play and do business in. Don’t miss your chance to be a part of creating its future. Visit www.geelongaustralia/ourfuture to find out how you can contribute to the Our Future vision project.

Kathy AlexanderAdministrator ChairCity of Greater Geelong

http://www.geelongaustralia/ourfuture

Message from the Chief Executive OfficerThe 2015-16 year has been one of upheaval as the City of Greater Geelong begins an extensive program of work to transform the organisation.A review of workplace culture by Susan Halliday (former Commissioner, Australian Human Rights Commission) was published 16 October 2015 and included an employee opinion survey conducted by EY Sweeney. The review had been commissioned by previous CEO Gillian Miles and reviewed the culture of the workplace, the Councillor Code of Conduct and provided avenues for staff and the general public to raise their concerns.

A Councillor Action Plan and Organisation Action Plan, both developed by Susan Halliday, addressed the concerns raised in the Review and set out a clear path for improvement. As a priority, a new Councillor Code of Conduct was developed to meet the requirements of the Local Government Amendment (Improved Governance) Act 2015 to provide more clarity and certainty around the role of the Mayor and Councillors.

On 1 December 2015 the Minister for Local Government Natalie Hutchins MP announced an independent Commission of Inquiry into the City of Greater Geelong. Tasked with inquiring into governance and matters raised in the Halliday Review, the Commission tabled its report in Parliament and dismissed the Council on 12 April 2016.

Interim Administrator Yehudi Blacher was sworn in 16 April and carried out the role of elected Council until a panel of three Administrators were appointed by the Minister on 25 May 2016: Kathy Alexander (Chair Administrator), Laurinda Gardner and Peter Dorling.

Despite the upheaval at council level, the organisation has continued business-as-usual to deliver our 129 services to the community. Pleasingly, the 2016 Local Government Community Satisfaction Survey found that the City of Greater Geelong met or exceeded state-wide averages on all core measures, and performed well on most individual service areas. The highest rated service area was ‘arts centres and libraries’, which correlates with the opening of the new $45.5 million Geelong Library and Heritage Centre on 21 November 2015. Designed by ARM Architecture, the spectacular library has won numerous design awards and welcomed 298,000 visitors by 30 June 2016.

The numbers are also looking good for health and wellbeing with record learn-to-swim enrolments of 26,605 and 2 million visits to our network of four leisure centres and two outdoor pools.

We face an ongoing challenge of maintaining our $2.1 billion in assets and meeting the infrastructure and services demands of a growing community. Of a total $439 million budget, $84.2 million capital expenditure relates to roads/footpaths/cycle paths/drainage (41 per cent), land and buildings (18 per cent) and recreational/leisure/community facilities (17 per cent). Total loans of $54.8 million equate to a debt commitment of 6.49 per cent (the percentage of rates required to pay back principal and interest). This is down on the previous year, and the Administrators and I are committed to a debt reduction strategy.

The executive team and I are leading an extensive program of work to transform the City of Greater Geelong which addresses the Commission of Inquiry recommendations and findings, as well as other initiatives to meet the requirements of a modern organisation providing a broad range of complex services.

I am very optimistic about the future, and encouraged by the enthusiasm and willingness of our 2,643 people to meet new challenges.

Kelvin SpillerChief Executive Officer

Overview of Financial PerformanceThe following information presents an overview of financial results for 2015-16 in an easy to understand format. For more detail please refer to the Annual Financial Report starting on page 137.

Financial Highlights Surplus of $57.6 million, a decrease of $18.7 million on the previous year’s result.

$369.1 million revenue with 53 per cent coming from rates and charges.

$311.6 million expenditure with employee costs making up 44 per cent and materials and services making up 31 per cent.

$2.1 billion in net assets, a $64.6 million increase on the previous year.

$84.2 million capital expenditure with 41 per cent relating to roads, footpaths, cycle paths and drainage, 18 per cent to land and buildings and 17 per cent to recreational, leisure and community facilities.

Comprehensive Income StatementThe Comprehensive Income Statement shows how much Council has earned during the 2015-16 financial year. It details where Council receives its income and how it is spent.

Net Result

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

Surplus/(Deficit) 19.7 59.2 40.8 76.3 57.6

Total Comprehensive Result *

83.4 152.3 57.8 73.7 64.6

* Includes items that will not be classified to surplus or deficit in future periods (i.e. Net asset revaluation)

Council’s surplus (income less expenditure) of $57.6 million is $18.7 million less than the previous year’s result of $76.3 million. This result can be mainly attributed to a decrease in Victorian Grants Commission funding of $19.6 million ($9.7 million was prepaid in 2014-15 for the 2015-16 financial year. Rates income increased by $13.7 million and user fees increased by $3.0 million.

Employee costs increased by $7.4 million, materials and services increased by $6.3 million and depreciation increased by $2.7 million.

The total comprehensive result takes into account items that will not be classified to surplus or deficit in future periods. In this case it is the net asset revaluation which in 2015-16 was an increment $7.1 million.

Sustaining a net surplus is a critical financial strategy of this Council in that it provides capacity to maintain the community assets under Council’s control. Council’s City Plan forecasts surpluses over the next four years, including a $55 million surplus in 2016-17.

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

Assets The major components of our assets include:

Investments of $87.2 million.

Property Plant and Equipment worth $2.1 billion (an increase of $64.6 million on the previous year).

These components make up 98.7 per cent of our total assets.

Total Assets

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

1,815.1 1,955.7 2,024.4 2,123.4 2,180.5

Investments

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

74.2 71.4 75.3 91.9 87.2

Investments of $87.2 million covers Council’s long service leave obligation and provides funds to complete carry over capital works.

Property, Infrastructure, Plant and EquipmentProperty, Infrastructure, Plant and Equipment has grown by 20.1 per cent over the last five years with the main categories to increase being property, roads, drainage and footpaths and bike paths.

Asset Category 2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

Property 773.3 781.4 842.8 884.3 905.1

Plant and Equipment

24.5 26.0 24.0 23.4 25.6

Roads 343.2 441.5 443.3 456.7 469.9

Footpaths and Bike Paths

90.7 92.9 95.7 97.3 101.9

Kerb and Channel 77.2 79.3 81.5 82.7 85.3

Drainage 251.3 269.5 275.7 288.9 302.8

Recreation 95.4 94.3 95.8 99.0 99.6

Infrastructure Other 22.7 23.7 26.4 27.9 30.9

Work in Progress 41.8 50.1 40.0 45.1 44.2

Total 1,720.1 1,858.7 1,925.2 2,005.3 2,065.3

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

In 2015-16, capital works expenditure totalled $84.2 million. This included a total of $32.3 million on renewal works (38.4 per cent), $11.7 million on upgrade works (13.9 per cent) and $40.2 million on new assets (47.7 per cent).

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

65.3 60.0 72.9 106.7 84.2

The main categories of expenditure included::

$26.4 million on roads $14.9 million on land and buildings $14.4 million on recreational, leisure and community facilities $8.4 million on plant and equipment $6.1 million on waste management $6.0 million on other assets $4.0 million on footpaths and bike paths $4.0 million on drainage.

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

Total liabilities were $128.2 million, a decrease of 5.5 per cent on the 2014-15 balance. This was mainly due to a decrease in loan borrowings.

Total Liabilities

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

111.2 99.5 110.3 135.7 128.2

Loans

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

26.7 32.5 36.6 64.5 54.8

Our loan balance equates to 42.7 per cent of our total liabilities, with $27.9 million in loan borrowings have been deferred in the past two financial years ($14.9 million from 2014-15 and $13 million from 2015-16). Repayments of $9.7 million were made in 2015-16.

Debt Commitment

2011-12%

2012-13%

2013-14%

2014-15%

2015-16%

4.51 4.23 5.78 6.88 6.49

The debt commitment ratio shows the percentage of rates required to pay back principal and interest on Council loans. Council’s ratio shows that a low percentage of rates are used in loan servicing and that Council continues to have the capacity to meet its debt repayments. The decrease in the ratio in 2015-16 was due to loan repayments of $9.7 million made during the year.

Ratepayer EquityRatepayer equity is represented by Council’s net worth, that is, what we own (total assets of $2,180 million) minus what we owe (total liabilities of $128.2 million). Ratepayer equity as at 30 June 2016 was $2,052 million, a three per cent increase on the previous year. This is mainly attributed to the continued growth in our fixed asset base (property, plant and equipment), and a reduction in loans and borrowings.

2011-12$M

2012-13$M

2013-14$M

2014-15$M

2015-16$M

1,703.9 1,856.2 1,914.0 1,987.7 2,052.3

Future PlanningThe City of Greater Geelong has commenced working on Our Future: a 30 year vision for municipality. The aim is to have 25,000 contributions from residents, community, business and industry stakeholders and people connected to Geelong on what they think our future could be in 30 years from now. Work will continue on this throughout 2016-17.

Council’s Strategic Resource Plan is updated annually as per the requirements of the Local Government Act 1989 and also as part of the annual City Plan update. It contains the principles that underpin the financial management of Council operations as well as guiding the long term financial plan.

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

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

Refer to pages137-182 for the full Annual Financial Report.

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

Aged and Disability Services$5.57

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

Community Development and Emergency Management

$3.83Services include: Community development programs and activities Management of councillor disbursements to the

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

implementation

Arts, Culture and Libraries$4.24

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

Geelong Gallery support National Wool Museum Potato Shed

Customer Service, Marketing and Administration

$12.51Services include: Face-to-face customer service centres and

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

Building and Planning$3.18

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

Capital Works$28.64

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

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

construction including federally funded roads to recovery program

Recreation facility upgrades and renewal Central Geelong revitalisation projects Landfill rehabilitation

Family Services$7.32

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

Local Laws, Health and Animals$3.00

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

Sport, Recreation and Leisure Services$6.78

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

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

growth and planning Recreation tenant and facilities management

Parks, Gardens and Environment$5.95

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

Tourism, Events and Economic Development$3.26

Services include: Enterprise Geelong (economic development

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

management

Roads, Footpaths and Drainage$7.55

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

Waste and Recycling Services$8.16

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

Calendar of EventsThe list below is a selection of events held over the last 12 months.

July 18-25 SSA Australian Football Championships Various Reserves24 Greenway Schools Planting Day for Planet Arks

National Tree Planting Day Ted Wilson Trail, Highton

25 Greenway Community Planting Day for Planet Arks National Tree Planting Day

Ted Wilson Trail, Highton

August 1-31 Geelong Small Business Festival Various locations16 Vietnam Veterans March and Memorial Service North Geelong, Vietnam Veterans MemorialSeptember 12-13 Word for Word (Literacy Festival) Deakin University (Waterfront)13 Monster Jam Steampacket GardensOctober 1-31 Geelong Seniors Festival Various locations4 Pink Ribbon Motorcycle Ride Upper Hearn Parade Car Park11 Geelong Riverfest Barwon River15-18 Royal Geelong Show Geelong Showgrounds17-18 Australian International Tea Expo The Pier21 Geelong Cup Geelong Race Course22-23 Poppykettle Children's Festival GPAC24 Oct - 1 Nov Geelong Children's Week Various locations25 Family Fun Day at the Potato Shed Potato Shed31 Oct - 1 Nov Toast to the Coast Geelong Wine Region31 Oct - 25 Nov

Month of Action Various locations

November 7 Walking Home Queenscliff, Bellarine Rail Trail, Steampacket

Gardens7 A Day on the Green - Fleetwood Mac Mt Duneed Winery Estate7-8 Bellarine Relay for Life Collendina Reserve, Ocean Grove13 Christmas Tree launch Waterfront Geelong 14 Gala evening Christmas Parade Central Geelong/Waterfront15 SKAART Festival The fOrt20 Christmas projections on City Hall Launch City Hall, Geelong21 Geelong Library Heritage Centre Launch Central Geelong22 Run Geelong Eastern Gardens/Central Geelong27-29 Geelong Revival Motoring Festival Waterfront/Eastern ParkDecember 4 Youth Open Air Cinema Steampacket Gardens5 Denis Walters Carol by the Bay Eastern Beach5 Spartan Race Simonds Stadium and Kardinia Park11 T20 Stars v Renegades Simonds Stadium 12 A Day on the Green - Elton John Mt Duneed Winery Estate13 Harley Toy Run Deakin University (Waterfront)19 West Indies v Victoria (Cricket) Simonds Stadium24 Carols in Johnstone Park Johnstone Park26 Circus Africa Geelong Showgrounds31 Dawnbusters Fun Run Central Geelong/Waterfront31 New Years Eve Fireworks WaterfrontJanuary

1-3 Bay Cycling Classic Ritchie Boulevard, Eastern Park circuit, Portarlington

2 Rip to River Ocean Grove beach2 Alice and Peter in Never Never land Geelong Botanic Gardens8 Hyundai A League Soccer Match Simonds Stadium9 Portarlington Mussel Festival Portarlington22-26 Festival of Sails Waterfront Geelong / Royal Geelong Yacht

Club29-31 Cadel Evan Great Ocean Road Race Waterfront, Geelong and Surf CoastFebruary 4-7 Oates Vic Open Mens/Womens Golf 13th Beach Golf Course, Barwon Heads5, 12, 19, 26 Nightjar in the City Markets Johnstone Park6-7 IRONMAN 70.3 Geelong Waterfront Geelong12-17 Sustainable Living Festival Various locations21 Barwon Heads Triathlon Barwon Heads26 National Year of Digital Inclusion launch Geelong Library and Heritage Centre26 February - 13 June

Land of the Golden Fleece - Arthur Streeton in the Western District

Geelong Gallery

27 Pako Fest Pakington St, Geelong WestMarch 4-6 Head of the School Girls Rowing Regatta Barwon River4 World's Longest Lunch Steampacket Gardens11-13 Motor City Music Festival Geelong Showgrounds12-14 Geelong Wooden Boat Festival Royal Geelong Yacht Club and Waterfront13 Gatorade Triathlon Portarlington13 Bellarine Agriculture Show Portarlington Rec Reserve20 Geelong Highland Gathering Goldsworthy Reserve20 Sanitarium Weetbix Triathlon Eastern Beach Reserve20 Lara Food and Wine Festival Pirra Homestead, Lara20 WESTFest West Park, Geelong WestApril 3 Geelong Half Marathon Barwon River11-24 Circus Royale Sutcliffe Reserve25 Anzac Day Marches and Services Various25 Apr - 1 May Anzac Projections City Hall, GeelongMay 6 Geelong After Dark Central Geelong6-7 Mountain to Mouth 2016 Geelong Region8 Mothers Day Classic Geelong Waterfront15 RSPCA Million Paws Walk Eastern Gardens29 Reconciliation in the Park Johnstone ParkJune 2 Scarf Festival launch National Wool Museum6 World Environment Day Geelong Library and Heritage Centre10-13 National Celtic Festival Portarlington10-13 National Judo Championships Geelong Arena26 Basketball Without Borders Geelong Arena

Council GovernanceThe Greater Geelong City Council was dismissed on 15 April 2016 following a three month investigation into the council’s governance, administration and culture. The Victorian State Government in May appointed three administrators to fulfil the role of Mayor and Councillors – Dr Kathy Alexander, Laurinda Gardner and Peter Dorling. Prior to these appointments, Yehudi Blacher filled the role as interim administrator.

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

Council has a number of roles including:

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

Commission of InquiryBackgroundOn 1 December 2015, the Minister for Local Government, Natalie Hutchins MP, appointed Mr Terry Moran AC (Chair), Ms Jude Munro AO and Ms Fran O’Brien QC as Commissioners to inquire into certain matters at the Greater Geelong City Council.

The Terms of Reference of the Inquiry were to conduct an inquiry into the adequacy of the governance structures at the City in providing good government.

The three-month investigation by the Commission (January – March 2016) reviewed Council's governance, administration and culture.

The Commission of Inquiry's report was released and tabled at the Victorian Parliament in April 2016. Subsequently, a Bill to dismiss the City’s Mayor and 12 councillors was passed.

Following the dismissal, Yehudi Blacher was sworn in as interim administrator on Saturday 16 April, 2016, assuming the role of Mayor and Councillors and to begin addressing the Commission of Inquiry’s recommendations. On the 25th May 2016, Dr Kathy Alexander (chair administrator), Laurinda Gardner and Peter Dorling administrators were appointed to take over from Mr Blacher. Administrators will be in place until October 2017.

RecommendationsThe City is fully committed to learn from and implement the recommendations and actions arising from the Commission’s report, and will use it as a valuable blueprint for improvement. The Commission’s 12 recommendations are detailed below, a number of which are underway.

1) Greater Geelong City Council be dismissed and Administrators appointed to perform the powers, functions and duties of the Council until a new Council is elected.

2) A major transformational program be established by the Administrators, with the support of the incumbent CEO, to implement:a) a thoroughgoing review of the organisation and its management; and

b) a comprehensive review of all Council policies, systems, processes and operations to ensure they meet contemporary governance standards.

3) Urgent priority to be given to the development of a 20 to 30-year outcome-focused vision and strategy for the Council and the City developed in consultation with key business, community and other stakeholders.

4) The long-term vision and strategy guide Council’s approach to investment in and advocacy for the economic development, population growth, environmental sustainability and community services of Greater Geelong. Subsequent development of long-term capital investment, business and advocacy plans to guide the Council’s work for the City will be essential.

5) The four-year City Plan be reviewed and recast consistent with the long-term vision and strategy for Geelong and to provide the context for feasibility studies to underpin decisions affecting all Council expenditures on major assets.

6) The individual Councillor ward electoral system be replaced with multi-councillor wards to share representative responsibilities.

7) Support for Councillors be strengthened through secondment of experienced administrators as councillor liaison officers to coordinate Administration support to individual Councillors in the discharge of their responsibilities as elected officials. The liaison officers would exercise no executive discretion and have no authority to direct other Council staff.

8) The positions of Mayor and Deputy Mayor both be directly elected to strengthen support to the Mayor and enable greater sharing of the workloads of office.

9) Appropriate, experienced resources be provided, at a level commensurate with those available in comparable Councils, to support the Mayor and Deputy Mayor in the performance of their roles and duties.

10) The accountability provisions of the Local Government Act be strengthened through the insertion of provisions to: Make it a responsibility of the chief executive officer to liaise with the mayor on the

organisation’s affairs and performance; and Establish a reciprocal obligation by councillors to work constructively with the Mayor to

establish good governance of the Council; and Enable the removal of individual councillors, including the mayor, for reasons and in a

manner similar to the existing provisions in the Act for the removal of all councillors.11) An independent panel, chaired by an appropriately qualified external person, together

with the Chief Executive Officer (as champion of cultural change) and a General Manager, be appointed for a period of two years to deal with staff complaints of bullying and harassment, including both current and outstanding complaints.

12) Action be initiated to consolidate Council departments in one central location to unify the organisation, deliver increased efficiency and productivity and release surplus assets for more economic uses.

FutureGeelong will not be involved in the October 2016 council general elections. The 18 month period the administrators are in place will be used to strengthen the organisation, build stability and restore confidence in the City of Greater Geelong as an organisation.

2016-17 will be a year of transformation and improvement as staff and Administrators implement the Commission of Inquiry recommendations. The normal functions of Council will continue and the City’s committed staff will be supported to continue to deliver quality services to the community.

Council ElectionsVictorian local government elections are held every four years.

The Victorian Local Government elections were last held in October 2012. The next election was scheduled for October 2016, however, with the dismissal of the current council in April 2015, administrators have been put in place to fill the roles of the Mayor and Councillors until the next scheduled election for Greater Geelong which is now October 2017.Councillors are elected by the community to represent the overall public interest of the region and their respective wards. They take part in formulating, adopting and reviewing City Plan, the Annual Budget, operational plans and make informed decisions on policies and funding requirements.The Mayor has several roles including the efficient and fair chairing of Council meetings, acting as the key spokesperson for Council, ensuring that Council decisions are carried out and representing the Council at government, civic and ceremonial functions.The Local Government Act 1989 provides for the Council to elect their Deputy Mayor. The role of the Deputy Mayor is to represent the Mayor in all capacities in the event of the Mayor’s absence and may perform any function or exercise any power conferred on the Mayor.

Council Meetings and AttendanceIn 2015-16, Council held meetings on the second and fourth Tuesday in July and August and then trialled a new meeting cycle with monthly Council Meetings. This new cycle has now been adopted and Council Meetings are generally held on the fourth Tuesday of each month, with a variation over the Christmas/ New Year period. Meetings are open to the public. Question time is held at the start of Ordinary Meetings to provide the opportunity for residents to ask questions of the Council.

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

A total of 13 Ordinary Council Meetings and five Special Meetings were held during the period July 2015 to June 2016. The attendance record of Councillors and Administrators is set out in the table below.

Of these meetings, two Special Meetings and two Ordinary Meetings were conducted after the termination of Council.Name OrdinaryCr L Ellis 14Cr J Farrell 14Cr B Harwood 14Cr M Heagney 14Cr A Richards 14Cr T Ansett 13Cr K Fisher 13Cr J Irvine 13Cr E Kontelj 13Cr R Nelson 13Cr D Lyons 12Cr R Macdonald 11Cr P Murrihy 7Cr S Kontelj 2Y Blacher (Interim Administrator) 2Dr K Alexander (Administrator) 2L Gardner (Administrator) 2P Dorling (Administrator) 2

Council Special CommitteesThe following is a list of the special committees established by Council:

Special Committee Purpose

Potato Shed Committee of Management

Established to ensure the appropriate long-term management and promotion of the Potato Shed.

Selection Committee – Chief Executive Recruitment

Established to oversee the recruitment of Chief Executive Officers (this committee only operates periodically).

Planning Committee Established to consider and determine upon Planning Permit Applications which have been called in by a Councillor..

Development Hearings Panel Established to consider and determine upon Planning Permit Applications which are referred either by a Councillor or Planning Officers, or which are recommended for refusal, or which have six or more objections lodged.

Geelong Major Events Committee

Established to co-ordinate all issues related to the attraction, assistance and funding of events on behalf of Council.

Central Geelong Task Force Special Committee

Established to advise Council in relation to the implementation of the Central Geelong Action Plan, which is focused on making Central Geelong the premier mixed-use activity hub for Geelong and the region.

Central Geelong Marketing Committee

Established to market and promote Central Geelong in a co-ordinated and integrated manner, aimed at enhancing its economic and social viability and its general amenity.

Performance Review Committee – Chief Executive

Established to undertake a performance assessment of the Chief Executive Officer in accordance with the terms of the contract.

Conflict of InterestCouncillors are elected by the residents and ratepayers to act in the best interests of the community. This is a position of trust that requires councillors to act in the public interest.

A conflict of interest occurs when a personal or private interest might compromise the ability to act in the public interest. A conflict of interest exists even if no improper act results from it. Council has a comprehensive procedure in place to accommodate the disclosure of a conflict of interest. Declaration of a conflict of interest is a standard agenda item for all Council meetings.

During 2015-16, 22 conflicts of interest were declared at the 13 council meetings held.

Councillor Code of ConductOn 28 June 2016, the Administrators adopted a revised Councillor Code of Conduct. This is a public declaration that Councillors at the City of Greater Geelong are committed to:

The principles of good governance. Ensuring appropriate conduct and ethical engagement. Discharging their responsibilities to the best of their skill and judgment. Working together in the best interests of the people within the municipality. Securing a sustainable future for our community. Enhancing the health, social wellbeing, economic prosperity and quality of life of the

Greater Geelong community.

Within three months of being elected as a Councillor, each Councillor must make a written declaration witnessed by the Chief Executive Officer stating they will abide by the Code.

Within one month of any amendment to the Code being approved by Council, each Councillor must make a written declaration witnessed by the Chief Executive Officer stating that they will abide by the amended Code.

AdministratorsThe City of Greater Geelong’s three new administrators - Dr Kathy Alexander, Laurinda Gardner and Peter Dorling - were sworn in on 25 May 2016.The administrators will fill the roles of Mayor and Councillors until the City’s next scheduled election in October 2017.

Dr Kathy AlexanderDr Alexander accepted her position as the State Government-appointed Chair of the Panel of Administrators for City of Greater Geelong in May 2016.

A well-known former CEO of the City of Melbourne, Dr Alexander is experienced in leading change both in large and complex organisations and within smaller community organisations and businesses.

Dr Alexander has built a national reputation, both in local government and public health sectors, for embedding stakeholder engagement and community participation in complex and politically sensitive environments.

As the CEO of Women’s and Children’s Health, which governed The Royal Children’s Hospital and The Royal Women’s Hospital in Melbourne, Dr Alexander initiated improvements in finances and productivity, leading a recovery program that saw a $15 million productivity gain over four years and a community engagement process which underpinned the government's decision to build a new women's hospital.

Dr Alexander has worked as a consultant providing services in governance, strategic planning, change management and service improvement in both public and private sectors.

Her work has been recognised with several national best practice awards and leadership positions on a number of boards.

Laurinda GardnerLaurinda Gardner accepted her position as a State Government-appointed Administrator for City of Greater Geelong in May 2016.

Ms Gardner has worked as a board director with more than 15 years of experience in not-for-profit, state and local government sectors, and as the chair of two boards.

As a consultant and adviser, Ms Gardner has influenced organisational culture and initiated change.

A former Victorian state and local government senior executive, she has more than 20 years of experience leading large policy and operational teams in town planning, strategic planning, human resources, finance, legal and audit risk.

Peter DorlingPeter Dorling accepted his position as a State Government-appointed Administrator for City of Greater Geelong in May 2016.

Mr Dorling has played a major role in serving the Geelong community throughout his career.

As the Executive Director for Committee for Geelong, Mr Dorling spent 11 years drawing on his extensive business experience to provide a strong vision for the city, helping fast track the realisation of a new plan for a vibrant city centre.

He currently holds the role of Business Manager at Avalon Airport, exploring local and international development for the site.

He is the Chairman of the Geelong Northern Futures Advisory Program, a board member of the Victorian Regional Channels Authority, a trust member for the Geelong Performing Arts Centre and Deputy Chairman Regional Development Australia Barwon South West Committee.

Prior to taking on an administrator role for the City of Greater Geelong, Mr Dorling held the Chair position for the Geelong Authority, advising the State Government Minister for Planning on strategies to attract investment to the city.

Yehudi Blacher (Interim Administrator 16 April – 24 May 2016)Yehudi Blacher was sworn in as interim administrator on 16 April 2016. Mr Blacher has extensive senior leadership experience in a number of government departments, and from 2002 to 2011 he was Secretary of the Departments of Victorian Communities and Planning and Community Development.

CouncillorsOn 15 April 2016, the 13 councillors representing the City of Greater Geelong were dismissed following the Commission of Inquiry undertaken by the Victorian State Government. The following is a list of the councillors that represented the City of Greater Geelong during 2015-16 up until the date of dismissal.

Cr Darryn LyonsMayorElected: November 2013

Cr John IrvineAustin WardElected: October 2012

Cr Jan FarrellBeangala WardElected: November 2004

Cr Michelle HeagneyBrownbill WardElected: October 2012

Cr Andy RichardsBuckley WardElected: November 2008

Cr Rod MacdonaldCheetham WardElected: November 2004

Cr Kylie FisherCorio WardElected: November 2008

Cr Lindsay EllisCoryule WardElected: October 2012

Cr Eddy KonteljCowie WardElected: March 2010

Cr Ron NelsonDeakin WardElected: March 2011

Cr Bruce HarwoodKardinia WardElected: February 2003

Cr Peter MurrihyKildare WardElected: October 2015

Cr Tony AnsettWindermere WardElected: October 2012

Cr Dr Srechko ‘Stretch’ Kontelj OAM KSJ resigned from Council on 31 July 2015. Stretch represented the Kildare Ward for five terms, being first elected in March 1998

Councillor AllowancesThe following is a list of councillor allowances for 2015-16:

Councillor Allowance $Cr Darryn Lyons 150,127.03Cr John Irvine 24,737.07Cr Jan Farrell 24,737.07Cr Michelle Heagney 39,433.11Cr Andy Richards 24,737.07Cr Rod Macdonald 24,737.07Cr Kylie Fisher 24,737.07Cr Lindsay Ellis 24,737.07Cr Eddy Kontelj 24,737.07Cr Ron Nelson 24,737.07Cr Bruce Harwood 50,537.66Cr Stretch Kontelj 2,573.43Cr Peter Murrihy 15,353.14Cr Tony Ansett 24,737.07

Councillor ExpensesThe following is a list of councillor expenses for 2015-16:

Councillor / Administrator

Cabcharge$

Communications$

Corporate Costs

$

Function Attendance

$

Travel and Accommodation

$Vehicle Travel

$Training and

Development$

Total$

Cr Ansett 943.30 943.30

Cr E Kontelj 106.08 1,244.14 996.93 2,347.15

Cr Ellis 1,348.27 1,308.64 34.44 4,121.73 6,813.08

Cr Farrell 415.61 2,482.22 740.28 1,421.82 2,382.37 954.55 8,396.85

Cr Fisher 230.22 1.949.46 528.18 2,707.86

Cr Harwood 180.61 1,121.33 240.80 25.78 1,568.52

Cr Heagney 1,428.55 3,280.00 867.30 5,575.85

Cr Irvine 154.81 812.88 1,265.33 2,233.02

Cr Lyons 120.36 120.00 1,403.54 418.85 2,984.25 5,047.00

Cr Macdonald 677.20 2,052.00 843.02 967.77 1,926.63 4,432.00 568.18 11,466.80

Cr Nelson 688.90 1,919.79 403.93 643.00 3,655.62

Cr Richards 388.91 2,416.83 7,804.60 1,482.73 1,231.10 3,565.50 870.91 17,760.58

Cr S Kontelj 80.51 765.72 104.07 950.30

Cr P Murrihy 10.90 438.46 410.35 186.51 1,046.22

Yehudi Blacher 1,029.30 479.48 860.00 2,368.78

Dr Kathy Alexander 65.80 68.18 53.63 652.82 840.43

Peter Dorling 1,108.58 68.18 53.63 1,230.39

Laurinda Gardner 1,067.62 110.00 1,177.62

Total 3,054.11 22,314.25 18,262.00 6,623.42 10,502.72 12,979.23 2,393.64 76,129.37

Council Planning FrameworkCommencing in July 2016, the City of Greater Geelong administrators will hold community engagement meetings on a monthly basis.The meetings, to be held throughout the community, give residents the opportunity to engage with the administrators face-to-face, to raise topics and take part in local government planning and decision making.

The City’s four-year Council Plan (City Plan) sets out what the Council will achieve during its four-year term to achieve its community vision.

City Plan is reviewed internally on an annual basis during the Council term and updated to ensure we are achieving the objectives and priorities that have been committed to. This meets with the requirements of the Local Government Act 1989, section 125(7).

The Annual Budget and Annual Action Plan are based on the priorities adopted in City Plan and the accompanying Strategic Resource Plan. Annual department business plans are then formed from these to implement actions and deliver services to the community required by legislation or by the Council.

PerformanceThe following section reports on our performance in delivering the community focused priorities committed to in City Plan 2013-2017. The City Plan 2013-2017 framework consists of four strategic directions; Community Wellbeing, Growing Our Economy, Sustainable Built and Natural Environment, and How We Do Business.

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

The measures under each priority are categorised as follows:

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

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

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

The following section reports on the progress of year two of City Plan 2013-2017.

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

Fast Facts 2015-16

Recreation assets201 kilometres of shared walking and cycling

paths

337 playgrounds

107 Australian Rules Football and cricket fields

22 soccer pitches

221 tennis courts

69 netball courts

14 skate parks

16 outdoor basketball courts

11 indoor courts

Four hockey fields

Two athletic tracks

Caring for the community76,474 meals distributed by volunteers through

Meals on Wheels

166,200 hours of home, personal, respite and domestic assistance provided

300 community care workers caring for 5,000 clients

185 school crossings supervised

9,816 children provided with Maternal Child Health service

2,483 children from 1,977 families accessed council operated Early Childhood Education and

Care services

1,360 hours of playgroup activities to 170 families and 330 children

400 young people participated in the fOrT Youth Centre activities per week

469 children attended Council’s school holiday program

4,000 young people involved in Council’s Youth unit’s SKATE program

Dogs and cats30,543 dogs registered

9,263 cats registered

Leisure services2.0 million combined visits to Council’s four

indoor leisure centres and two outdoor pools

26,605 Learn to Swim enrolments

12,241 members across the four indoor leisure centres

57,372 event visitations to the Geelong Arena

20,412 hours of sport played at the Leisuretime Centre with 88 organisations and clubs utilising

the venue

6,388 hours of sport played at the Barwon Valley Activity Centre with 44 organisations and

clubs utilising the venue

AchievementsThe Hill Mountain Bike ParkThe Hill mountain bike park In Newtown was opened in June.

The park was built on four hectares of previously underutilised land and features five tracks catering from beginner to intermediate riders and in total provides three kilometres of trails. It is also links to the popular cycling tracks along the Barwon River.

The Hill is the only dedicated mountain bike park in Greater Geelong outside of the You Yangs and features three cross country trails, a skills track and a pump track.

It is designed for people of all ages and abilities to get involved and it is also great for parents because it provides a safe, completely observable kids skills trail.

The park was built using sustainable, best-practice, design and construction which included planting 2,700 indigenous trees and the response from the community has been overwhelming.

The project was jointly funded by Council ($300,000) and the State Government ($100,000).

Shell Road Pavilion openingThe Shell Road Pavilion at Shell Road Reserve in Ocean Grove was opened in March.

The $6 million project was jointly funded by Council ($2.5 million) and the Federal Government ($3.5 million) with Council managing construction of the project.

The pavilion caps off more than 10 years of work and $30 million of investment in the Shell Road precinct, catering for the growth in population in the area. The precinct now houses an $8.4 million aquatic centre and gymnasium, a $9.5 million child care centre, a new neighbourhood centre, four netball courts, two soccer fields, cricket nets, lighting on all the sports grounds, a skate park, additional car parking, new toilets and now a brand new pavilion.

The new pavilion features a function room – overlooking netball courts, soccer pitches and football / cricket oval – change rooms, a commercial kitchen, kiosk, storage areas and meeting room.

Local sporting clubs that will call Shell Road home include Ocean Grove Football Netball Club, Ocean Grove Cricket Club and Surfside Waves Soccer Club.

Learn to Swim record enrolmentsThe popular and nationally recognised Learn to Swim program reached 26,605 enrolments, the highest level since the program commenced. This was a 10 per cent increase on the previous year result and represents strong growth across all facilities providing the program.

Council’s four leisure centres and two outdoor pools continue to be highly utilised with 2.0 million visitations recorded in the last 12 months, while memberships to the four leisure centres as at 30 June remaining steady at 12,241, an excellent result despite continued growth in private competitors across the region.

Stage 1 of the Splashdown Aquatic area refresh project was completed in June. The facility had a program of asset renewal and capital improvements completed over a three month shutdown of the aquatic areas. Works included tiling of the main pool and slide pool including new wet decks, resurfacing of the pool concourse, painting of the pool hall, new showers and tiling in change rooms, new gym flooring, lighting upgrades and new internal branding signage.

The Bellarine Aquatic and Sports Centre internal refurbishment of the health and fitness spaces was also completed. Since the opening of the new gym in January 2016, memberships have grown by 50 per cent which is an outstanding result.

Early years services on the riseGrowth in demand for early childhood services continue to rise at a quick rate.

Parenting education workshops were popular with 449 sessions attracting 1,320 parents and professionals. This exceeded the Department of Education and Training target of 960 participants. It was also a large increase on the 262 sessions provided for 700 participants in the previous year.

Council’s Supported Playgroup project also saw a sharp rise in numbers with 680 sessions held totalling 1,360 hours for 170

families and 330 children attending. This was a rise of 390 hours on the previous year.

In total, 2,483 children from 1,977 families accessed Council operated Early Childhood Education and Care services in 2015-16, highlighting the importance of this service to the municipality.

During the year the expansion of the Fyans Park Kindergarten in Newtown was also completed.

Youth developmentThe Drysdale Youth Centre was opened in October. Located in the existing Springdale Neighbourhood Centre, young people aged between 12 and 25 now have a space where they can relax and feel comfortable socialising and working with other young people. The idea for a youth space was developed by the Bellarine Youth Action Crew (BYAC) and is being led by Council’s youth team.

The fOrT in Corio also continues to develop with between 35-50 young people attending from Monday to Friday. The fOrT provides a wide range of activities including music lessons, healthy meals, arts, dance classes, girls only drop in sessions and excursions. The fOrT is now being looked at by other local government associations as a best practice model.

Also run by Council’s Youth Development Team is the GASP project. This project works to provide respectful and safe environments which will assist in improving the health and wellbeing of same sex attracted and sex and gender diverse young people. The GASP social group has now grown to 20 young people.

The annual Geelong Youth Awards was also held with 250 people in attendance and100 young people nominated for awards.

Seniors eventsThe largest community celebration for seniors in regional Victoria, the Geelong Seniors Festival was held in October. The month long festival was once again very successful with in excess of 100 events held and attended by over 10,000 people.

The theme for the 2015 event was ‘Celebrating Community’ and encouraged

seniors to explore cultural, health, educational and social opportunities within their communities.

Wise Words – connecting with your community booklet was launched by Council in June. The booklet seeks to inspire older people from cultural and linguistically diverse backgrounds who may be experiencing loneliness, and finding it difficult to know how to take that first step.

The booklet, which received support from the State Government, contains a variety of stories from people in the Geelong community talking about their own experiences of forging connections and is printed in English and each person’s birth language.

The Positive Ageing Network was also established with 14 community members aged over 65 volunteering to be part of the group. The group provides an age-friendly lens on a number of related topics and is a valuable resource for the Aged and Disability Services department.

Playground upgradesA number of playground upgrades have been completed during the year, providing safe and fun environments for the regions young people, and young at heart!

The revamped Barwon Heads Pirate Park playground features a new pirate ship, double flying fox, swing basket, climbing rope tower and other play equipment. Pirate Park was also awarded the Playspace Award for projects up to $0.5 million at the Parks and Leisure Australia (Vic/Tas) Awards.

Playgrounds in Jetty Road Clifton Springs, Austin Park in Geelong, Austin Park in Lara and Evans Reserve in Norlane were also upgraded in the last 12 months.

Other highlightsOther Community Wellbeing highlights include:

Council attended to 8,325 parking and car park complaints, 4,496 animal management complaints, 2,399 amenity and local law complaints and 2,136 health service requests.

International Women’s Day event held attended by 130 people. Two winners

of the 2016 Women in Community Life Award were announced, Nancy Donkers and Carolyn Pimentel.

Healthy Together Geelong worked directly with 80 early childhood services, 54 primary schools, 18 secondary schools and 92 medium and large businesses, reaching over 69,600 people in the Healthy Together Achievement Program.

The 2.5 kilometre Eastern Park pedestrian and cycling path was completed providing safe travel from East Geelong to Central Geelong.

The 18-kilometre Karndoor-Kapa cycle-walk – the final stage of a cycle-walking route around Corio-Norlane was opened in December. Part of the Corio-Norlane Structure Plan, it was funded by the State Government ($1.4 million) and Council ($500,000).

Setbacks State Government funding for Healthy

Together Geelong ceased in June 2015 resulting in a reduced service in the last 12 months.

$1.8 million of Home and Community Care funding redirected to the National Disability Insurance Agency by the Department of Health and Human Services.

Funding shortfall for the Splashdown water play project resulting in it being postponed until 2017.

A 36 per cent reduction in rainfall average during the Spring and Summer seasons resulted in limited effectiveness of stormwater harvesting assets and an increase in potable water usage.

Challenges Digital inclusion in regard to community

services. To maintain an active leadership role in

health promotion and education within the region despite funding cuts.

The impact of population growth on existing infrastructure and service levels. The increase in asset growth and its effect on current maintenance levels.

Ageing recreation assets and the cost to upgrade.

Increased demand for council services due to the shift in demographics; namely the ageing population and increasing birth rate.

The increase in cost of living and its affect on healthy lifestyle choices and the emergence of food security issues.

Making programs accessible to the community - affordable, relevant, timely and reachable in light of reduced government funding.

Meeting the needs of increased cultural diversity within the community.

Meeting the challenge of increased competition in the 24/7 gym market and the affect on membership numbers.

Future DirectionsThe next 12 months will see the City of Greater Geelong continue to work towards achieving the objectives and priorities that have been set within the final year of City Plan 2013-2017. An extensive list of actions can be found in the 2016-17 update of City Plan. Below are just some of the key projects and programs we will be focusing on:

Northern ARC detailed feasibility and business case.

Completion of the Sport, Recreation and Leisure Needs Study.

Responding to latest data release for the Australian Early Development Census to address indicators of vulnerability amongst local children.

Implementing Council’s and the Wathaurong Aboriginal Cooperatives’ Supported Playgroup Partnership Agreement.

Developing a strong communication relationship with the Kardinia Park Stadium Trust to provide clear maintenance responsibilities of outer reserve assets during event and match day requirements.

Implementation of the ‘Preventing and Addressing Violence Against Women and Children in the G21 Region 2016-2020’ strategic plan.

Children services infrastructure projects including: the Hendy Street Child and Family Centre (Corio); Highton Enhanced Learning Centre; Armstrong

Creek East NAC Child, Family and Community Centre; and the Purnell Road Child and Family Centre.

Implementation of the new Victorian Child Safe Standards.

Continued implementation of the Social Infrastructure Plan.

Leopold Community Hub Stage Two works to commence in 2017 and will include a library, community kitchen, enclosed external deck area, expanded entry foyer, circulation space, youth/community rooms, car parking and landscaping.

Continue work on Council’s vulnerable facilities, evacuation planning and rapid overland flooding programs.

The continued implementation of the Karreenga Aboriginal Action Plan, Multicultural Action Plan, Disability Action Plan, Municipal Early Years Plan, Domestic Animal Management Plan, Municipal Children’s Services Infrastructure Plan and Public Health and Wellbeing Plan.

Ongoing development of the Women in Community Life Advisory Committee.

Recreation reserves and facilities and playground upgrades to the value of $15.9 million to be undertaken.

Swim, sport and leisure upgrades to the value of $2.1 million.

Development of a new Municipal Early Years Plan for 2018-21.

Priority: Healthy lifestylesWe will encourage healthy lifestyle choices by:

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

aimed at improving wellbeing and lifestyle choices.

Major Initiative Update

Major Initiative Status Update

Implement the Healthy Together Geelong Early Years and Workplaces programs to improve the health of Geelong residents and encourage healthy lifestyle choices.

Completed for 2015-16.

Continuing in 2016-17.

Early years:

81 out of 85 early childhood services registered (95 per cent).

54 out of 63 primary schools registered (86 per cent).

18 out of 24 secondary schools registered (75 per cent).

Workplaces:

79 out of 251 workplaces registered (31 per cent)

The program has reached 69,386 individuals (30 per cent of the estimated resident population).

Progress Indicators UpdateType of indicator Indicator Target Result Comments

D

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

3% per annum

X

Slight decline from previous year as a result of three months shutdown at Splashdown due to maintenance works to aquatic area, outdoor pool visits declined with poor summer.

D

Number of long day care centres at Recognition Point One in the Victorian Prevention and Health Promotion Achievement Program

40% of long day care centres within the municipality

95% (41 of the 43) of long day care centres were enrolled in the program as at June 30, 2016. This had a reach of 3,345 children.

D

Number of kindergartens at Recognition Point One in the Victorian Prevention and Health Promotion Achievement Program

40% of kindergartens within the municipality

93% (40 of the 42) of kindergartens were enrolled in the program as at June 30, 2016. This had a reach of 5,119 children.

D

Number of primary schools at Recognition Point One in the Victorian Prevention and Health Promotion Achievement Program

30% of primary schools within the municipality

76% (48 of the 63) of Primary Schools were enrolled in the program as at June 30, 2016.This had a reach of just over 13,000 children.

Type of indicator Indicator Target Result Comments

D

Number of large (200 or more staff) businesses at Recognition Point One in the Victorian Prevention and Health Promotion Achievement Program

30% of large business in the municipality

31% (79 of the 251) of large workplaces were enrolled in the program as at June 30, 2016, reaching 27,629 employees.

D

Number of participants in the Geelong Seniors Festival

Equal to or greater than the previous year

More than 10,000 people attended more than 100 events held throughout the month of October.

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

Meet or exceed Victorian average

NA

Figures not available at time of reporting due to change in reporting system.

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


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

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



MPercentage of infants breast fed at six months of age

Meet or exceed Victorian average NA

Figures not available at time of reporting due to change in reporting system.

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

2015-16 City Plan Actions Update

Action Status

Coordination of the City of Greater Geelong Municipal Public Health and Wellbeing Plan implementation

Corio-Norlane Best Start project

Implementation of the Physical Activity Strategy

Learn to Swim program Municipal Early Years Plan 2013-17 - implementation and evaluation Promote breastfeeding through additional consultations and referrals to other agencies. Promote kindergarten enrolments through public media releases. Provide Maternal Child Health nurses with professional development opportunities on lactation. Recreation and Leisure Strategy development Stronger Families / Family Coaching program Healthy Together Geelong

Healthy Together Geelong - Early Years Healthy Together Geelong - Healthy Living Programs iHealthy Together Geelong - Workplaces

Key to Status Symbolsi Completed

Completed for 2015-16/ repeated annually

In progress, continuing in 2016-17

On hold or not proceeding

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

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



Implementation of the Shell Road Reserve Master Plan including completion of the Shell Road Pavilion.

Completed The final stage of the 2010 Master Plan, the Shell Road Pavilion was completed and handed over to Shell Road Pavilion Incorporated in March 2016.

The Shell Road precinct now houses an aquatic centre and gymnasium, a child care centre, a new neighbourhood centre, four netball courts, two soccer fields, cricket nets, lighting on all the sports grounds, a skate park, additional car parking, new toilets and a pavilion.


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

Meet or exceed Victorian Council average

Result was 62 which was on par with the State average.

DCommunity satisfaction rating for overall performance with local footpaths


Result was 55 which was on par with the State average..

DCommunity satisfaction rating for overall performance with recreational facilities


Result was 72 which was slightly higher than the State average.

DCommunity satisfaction rating with the appearance of public areas


Result was 73 which was slightly higher than the State average.

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

Increase

30.5 kilometres of footpath and 8.5 kilometres of shared bike/pedestrian paths were added in the last 12 months.

DFood safety compliance; assessment compliance rates

100%X

90% of assessments were compliant in 2015-16 (achieved ‘C’ rating or higher).

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

Increase

Remained at previous year’s level of just under 1,200 riders.

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



I Perceptions of safety – walking Meet or exceed The results from VicHealth


alone during the night (Vic Health survey)

Victorian average

Indicators Survey have not yet been released.

IResolution rates for notified nuisances

100%X

96% of requests were resolved, 3% lower than the previous year.

I

Dog attack rates per 100,000 population

Decrease There was a decrease in the incidence of dog attacks this financial year (84 down to 77). This continues to be addressed through the implementation of the Domestic Animal Management Plan.



Action Status

Annual update and Implementation of Municipal Emergency Management Plan Annual update and Implementation of Municipal Fire Prevention Plan implementation Civic Centre Car Park safety rail installation Conduct mosquito management activities to maximise public amenity and minimise public health outcomes Eastern Beach heritage fence replacement iFacilitate neighbourhood amenity by responding to and investigating nuisance notifications and requests Fairnie Park decking replacement Fisherman's Basin marine assets renewal iImplement activities and facilitate partnerships to promote responsible pet ownership and community safety implement measures and actions to ensure food safety to the community Local law signage updates iParks and reserves maintenance Renewal work on Council owned buildings Three year review of Community Emergency Risk Assessment (CERA) iWaterfront Playground pyramid net replacement Bike paths and facilities Bicycle infrastructure program iGreater Geelong Cycle Strategy implementation iFootpaths Footpath renewal program Playgrounds Playground development program Rec Facilities





Action Status

North Geelong Football and Netball Club - social and change room upgrade Rec Reserves Shell Road Reserve Master Plan implementation iRecreation Facility Upgrades Anakie Reserve facilities upgrade - design Barwon Valley Activity Centre LED light installation iBreakwater Tennis Court construction iEastern Beach Dive Tower safety dredging iEstuary Estate Reserve toilet facility construction iGeelong Amateur Football Netball Club and Newtown Chilwell Cricket Club change room upgrade Geelong Little Athletics Club (Landy Field) - new electronic timing display screen Geelong Soccer Club social and change room upgrade Grovedale Tennis Club facilities upgrade Highton Reserve kitchen renovation iIndoor stadium feasibility and business plan - Brearley Reserve, Marshall Landy Field storage facility iLeopold Football and Netball Club clubroom upgrade Mountain bike track for beginners development iNorlane Bowling Club worn surface replacement North Geelong Warriors Football Club facilities upgrade Northern Skate Park design and engagement St Albans Breakwater Cricket Club equipment upgrade iWaurn Ponds half court basketball construction iRecreation Reserves Upgrades Bakers Oval lighting upgrade Capital renewal of civil assets in parks across the municipality Hendy Street Reserve (Flinders Peak) sports field and change room redevelopment Hume Reserve pitch one lighting installation Jetty Road, Clifton Springs playground upgrade iLara Recreation Reserve infrastructure upgrades iLeopold Memorial Recreation Reserve - ball protection net iManifold Heights Cricket Club oval renovation Portarlington Recreation Reserve drainage upgrade iPortarlington Tennis Club lighting installation Stead Park safety fence replacement iWindsor Park oval and lighting upgrade

Action Status

Winter Reserve netball court drainage works iSwim Sport and Leisure Centre Upgrades Bellarine Aquatic and Sports Centre gymnasium expansion Concrete core replacement program Geelong Arena cyclical and programmed maintenance Gymnasium Equipment Replacement Program Leisurelink Aquatic and Recreation Centre aquatic area air handling upgrade Leisurelink Aquatic and Recreation Centre 50m pool liner planning and inspection works Leisurelink Aquatic and Recreation Centre boiler upgrade iLeisurelink Aquatic and Recreation Centre ultra violet light sanitiser system upgrade iSplashdown aquatic play park construction Toilet / Amenities Breamlea Holiday Park amenity blocks disabled facilities retrofit Toilet blocks and amenities Cunningham Pier public toilet upgrade iHughes Street, Bell Park public toilet construction iToilet block renewal and replacement program

Explanation of actions on hold or not progressing: Action ExplanationCivic Centre Car Park safety rail installation

Project did not proceed in 2015-16.

Fairnie Park decking replacement The decking area is linked to the safe harbour project and final decisions on scope and design will not be made until result of funding application to National Stronger Regions Fund is known.

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

Encouraging and promoting diversity and equity of access for all sectors of the community.

Supporting an inclusive local community culture, where people interact and provide mutual support.

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



Construction of the Hendy Street Children’s Hub.

In progress Currently in the detailed design stage and planning permit has been advertised. Project continuing in 2016-17.

Progress Indicators UpdateType of

indicator Indicator Target Result Comments

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



D

Community satisfaction rating with overall performance of family support services



I

Percentage of children enrolled in kindergarten

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

Participation rate was 102.1%.Note: Kindergarten participation rates are reported on a calendar year basis.

INumber of annual library visits (physical) per capita

Meet or exceed Victorian average X

There were 1.4 visits per head of population, which exceeds Victorian average.

I

Proportion of resident library memberships

3% increase per annum

NA

Geelong Library and Heritage Centre (GLHC) Annual targets were not established due to construction of GLHC. Annual targets will recommence from 2016-17.

IGreater access to library e-collections

5% increase per annum

There was a 37.8% increase in library e-collections.

ICommunity acceptance of diverse cultures (Vic Health survey)



I Percentage of residents involved in Meet or exceed The results from VicHealth


volunteering (Vic Health survey) Victorian average Indicators Survey have not yet been released.

ICommunity satisfaction rating with overall performance of elderly support services





Action Status

Children's Week activity program Councillor Community Grants Program Early childhood education services capacity assessment Geelong Regional Library contribution Geelong Seniors Festival Link Learning Program 0-12 years - Eastern suburbs Newtown West heritage review Northern ARC feasibility study and business case Ocean Grove principal pedestrian network implementation strategy and design School Holiday Program Supported playgroups and parent groups initiative Waurn Ponds Library signage implementation Whittington community building and engagement Women in Community Life project implementation Armstrong Creek Armstrong Creek Neighbourhood Health and Community Centre construction Armstrong Creek West - Neighbourhood Activity Centre detailed design Arts, Culture and Heritage Community arts sponsorship Festival and Community Arts program Children's Services upgrades Children services facility upgrades Fyans Park Kindergarten extension Community Facility upgrades Bellarine Living and Learning Centre upgrade Ceres Temperance Hall remedial and renewal works Community halls upgrades Disability access program





Action Status

Early years sites playground renewal and upgrade program Geelong West Town Hall kitchen redevelopment iSenior Citizen Centres kitchen upgrades Community Hubs Drysdale Integrated Children and Family Centre detailed design

Hendy Street Children's Hub construction Highton Integrated Children's Centre Leopold Community Hub - Stage 2 library construction Neighbourhood Houses Grovedale Neighbourhood House Neighbourhood Houses support Rosewall Neighbourhood Centre detailed design Youth activities, programs and events Youth activities, programs and events including Skaart Festival, Lara Youth Festival, skate program, Spud Fest, National Youth Week, Courthouse Youth Arts, Geelong Adolescent Sexuality Project implementation.

Explanation of actions on hold or not progressing: Action ExplanationDrysdale Integrated Children and Family Centre detailed design

Project on hold, awaiting confirmation of budget and scope.

Growing Our EconomySecuring Geelong’s economic future.

Fast Facts 2015-16

Tourism and eventsOver 3 million domestic overnight visitors stayed 3.4 million nights in the Geelong and Bellarine

region

56,700 international overnight visitors stayed 814,600 nights in the Geelong and Bellarine

region

Greater Geelong Visitor Information Centres welcomed over 150,000 walk in visitors

22 sponsored major events generated an estimated $66.4 million in event expenditure

and were attended by over 480,000 participants and spectators

7,000 volunteers supported outdoor events

Waterfront Geelong received 2 million visitors

60,000 people rode the Carousel and 150 children had their party at the venue

Central Geelong Magic Meter Elves interacted with over 30,000 people

Our economy16,500 business enterprises (98 per cent employ

less than 20 people) 1

Labour force of 110,000 people 2

11.8 million tonnes trade through Geelong Port 3

$11.0 billion contribution to Gross Regional Product 1

Greater Geelong’s median house price grew 3.1 per cent to $402,000 4

1. Geelong Economic Profile (www.economic profile.com.au/geelong)

2. Enterprise Geelong3. Victorian Regional Channels Authority4. Department of Environment, Land, Water and Planning,

‘A Guide to Property Values 2015’

Planning and building Building activity increased by 8.4 per cent to a

record $1.3 billion 1

Seven Developer Contributions Plans valuing $430 million and contain over 200 individual

projects

Over 24 years supply of zoned residential land with a further 13 years of potential supply in

growth areas

1. Enterprise Geelong

Arts and cultureAlmost 298,000 visits to the new Geelong

Library and Heritage Centre since its opening on 20 November 2015

Over 1.5 million visits to our libraries

263,000 visits to Council funded cultural institutions

320 items of public art, one of the largest collections in local government in Victoria

AchievementsGeelong Library and Heritage CentreThe new $45.5 million Geelong Library and Heritage Centre opened on 21 November 2015.

The five-storey dome shaped building was funded by City of Greater Geelong ($20.5 million), the Victorian State Government ($15 million) and the Federal Government ($10 million).

There are 100,000 collection items housed over four of the five floors and since the opening, there has been almost 298,000 visits.

At the 2016 Victorian Architecture Awards, ARM Architecture won the prestigious Victorian Architecture Medal for the Geelong Library and Heritage Centre, as well as awards for Best Regional Architecture, Best Interior Architecture and Best Public Architecture.

The Geelong Library and Heritage Centre was also announced as one of four libraries worldwide to be nominated for the International Federation of Library Associations and Institutions Public Library of the Year Award to be announced in August 2016.

Geelong Small Business FestivalThe Geelong Small Business Festival was a great success with 2,650 people attending 45 events.

Sponsored by the City of Greater Geelong in conjunction with the Victorian Government, the festival now in its fifth year, featured key speakers including Network Ten personality Chrissie Swan, Australia’s number one small business and entrepreneurial author Andrew Griffiths and Network Ten Shark Tank judge Naomi Simson.

The events and seminars offered small business owners the tools they need to start up a business, develop marketing and social media strategies and strengthen their business plans.

Digital GeelongCouncil’s Digital Geelong Strategy and Implementation Plan was launched in August. It deals with digital transformation

in business, the use of sensors for smart infrastructure, empowered community services and digital inclusion for all sections of the community.

Digital Geelong will guide the Council’s efforts to enable all in the local community to have the confidence, access and skills to embrace and take advantage of the digital economy, access public services online and able to participate in the various digital initiatives promoted by the strategy.

A number of events were held during the launch of the National Year of Digital Inclusion in Geelong to help people learn new digital skills and will continue as part of the implementation of the strategy, as well as further free wifi access points added throughout the region.

The first ever GovHack event held in Geelong in July was deemed a very successful first-year event with 60 ‘hackers’ spending two days putting their IT skills to use to turn data provided by government agencies into useful apps that people can use in everyday life.

The apps were developed from almost 80 data sets provided, 70 of which came from the City of Greater Geelong, with the TAC and Barwon Health also providing information for analysis.

GovHack Geelong was organised by the City of Greater Geelong, Enterprise Geelong Opportunity, Deakin University and ICT Geelong.

Central Geelong revitalisation and activitiesIn August 2015, the Victorian Government created the Geelong Authority to advise the Minister for Planning on strategies to attract investment to central Geelong and on major planning applications to help create jobs and drive growth in Geelong.

The Malop St Lab will return next summer better than ever, following its successful six months of brightening up the CBD.

The funky pop up urban space featured colourful improvised street furniture, more grass, trees and plants, improved bike paths, pocket parks and al fresco areas dotted along the length of the street.

The temporary installation aims to activate the space, provide better opportunities for

al fresco dining and demonstrate the City in a Park initiative.

The Green Spine project along Malop St will commence in the next financial year between Clare and Moorabool Streets.

Central Geelong Marketing also provided a number activities that attracted large numbers of visitors to the area.

Tastes of Central Geelong (235 activities), Central Geelong Sidewalk Sales, Central Geelong School Holiday program and Christmas in Central Geelong attracted over 114,000 participants and generated an estimated economic output of $16.98 million.

Major events deliver $66.4 million in economic benefitA total of 22 sponsored major events held during the year generated an estimated $66.4 million of event expenditure. This is estimated to support the equivalent of 532 full time jobs in the region.

Of the 22 major events, 14 offered free public access and entertainment for all ages. An estimated 480,000 participants and spectators attended these events staged throughout Geelong during the 12 month period.

.

Christmas in GeelongGeelong’s Christmas program was once again a success attracting 213,000 visits and an estimated total economic output of $15.6 million for Geelong.

The key attraction was the Floating Christmas Tree with 123,000 visits. Activities organised by Central Geelong Marketing attracted a further 58,800 visits, while the nightly Christmas projections on City Hall brought 31,000 visits.

Central Geelong traders also benefited from the City’s annual Christmas program reporting a bumper Christmas trading period in 2015.

The overall Christmas program, including the Geelong Floating Christmas Tree, street decorations, children’s activities, and festive lighting not only provided an economic injection into the city but saw thousands of people enjoy the magic of the festive season.

Arts and cultureMountain to Mouth 2016, Geelong’s biennial Extreme Arts Walk took place in May. The 80 kilometre journey of discovery from the You Yangs mountain range to the Barwon River mouth was held over two days and 11 stages with nearly 11,300 people taking part.

The Geelong After Dark event saw over 15,000 people venture into Central Geelong for pop-up performances, mini exhibitions and installations. Now in its third year, the pop-up arts festival featured 263 artists/performers, 24 community groups and organisations and 20 venues. The attendance was a 50 per cent increase on that of the 2015 event and the feedback from the people attending and traders was extremely positive.

The National Wool Museum visitations were up 12 per cent on the previous year. A number of exhibitions and programs were held at the museum with the highlights being the Wildlife of Gondwana: Beasts of the Great Southern Super Continent and, the Wildlife Photographer of the Year 2015.

Public art installations included two large scale murals in Central Geelong – one of 1930’s Geelong identity Moi-Yo Miller and a piece paying tribute to Geelong’s maritime history ‘To the Unknown Mariner’. Two sculptures were also installed – ‘View of Geelong’ in Montpellier Park, Highton (by artists Cameron Bishop and Simon Reis based on Eugene Von Guerard’s 1856 oil painting) and ‘Flux’, a dynamic abstract form by Grant Fink, installed in the Geelong West Town Hall forecourt.

Other highlightsOther Growing our Economy highlights include:

Facilitated 300 investment enquiries for new and existing businesses in Geelong.

Delivered the Geelong HR Boot Camp to assist local businesses to understand their workforce obligations.

Delivered 16 Small Business Victoria Workshops and enabled 50 businesses to access free mentoring through the Small Business Mentoring Service.

Structure plans for Indented Head, Portarlington and Ocean Grove completed.

Municipal Strategic Statement review amendment completed.

Geelong Visitor Information Service responded to 160,000 visitor enquiries in the last 12 months.

Setbacks Severe storms in January 2016 caused

damage to the Potato Shed and National Wool Museum requiring emergency repairs, carpet and computer replacement.

Delay in the development of the Economic Development Strategy due to changes in organisation structure and the dismissal of the Council.

Challenges The impending closure of Ford and the

need to secure alternative markets for suppliers to the automotive sector and assisting workers to transition to other sectors.

Gaining government funding for key infrastructure projects.

Managing community and developer expectations in terms of infrastructure delivery and project timing for key growth areas.

The inconsistency and changes in the international economy and its impact on the international travel market.

Addressing skills shortages. Diversification of our economy

recognising the significant contribution made by our changing manufacturing sector.

The increased impact on Central Geelong from Melbourne, regional and suburban shopping centres such as Waurn Ponds and Werribee.

New economic opportunities through transition to low carbon economy

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


Northern and Western Geelong Growth Areas project.

Avalon Corridor Strategy development. Greater Geelong Retail Strategy review. Continued focus on Tourism Greater

Geelong and the Bellarine’s digital marketing strategy and expansion of flights in and out of Avalon Airport.

Continue the expansion of free wifi areas in Greater Geelong.

Increase activities in Central Geelong’s Little Malop and James Streets precinct.

Complete the Economic Development Strategy.

Pursue opportunities for Geelong region businesses to participate in Defence Industry supply chains.

Continue to explore and build on insurance and health related opportunities that may result from the National Disability Insurance Agency, Transport Accident Commission and Worksafe being located in Geelong.

Developing the new Arts, Culture and Heritage Strategy.

Digital Geelong Strategy continued implementation.

Malop Street Green Spine Stage Two development.

Priority: Support existing businesses and encourage new and emerging growth sectorsWe recognise that traditional industries will continue to be key economic and employment drivers in our city. At the same time, it is critical to focus on new and emerging growth sectors that will underpin our city’s prosperity.

We will:

Support existing businesses and explore strategic opportunities. Facilitate strategies and activities to attract new business investment and generate

employment growth. Support and encourage new and emerging low carbon industries and sectors. Promote Geelong as a great place for business and investment, nationally and

internationally. Promote the advantages of Geelong’s business and lifestyle environment that will

encourage the retention and attraction of highly skilled people and businesses. Link local businesses with growth opportunities and government funding.



Undertake the expression of interest process for the construction of a Mineral Spa Complex at Eastern Park foreshore.

In progress Planning Scheme Amendment and Incorporated Plan to the Public, Park and Recreation Zone is near complete. Legal and Commercial Briefs being prepared to appoint a consultant to undertake the Expression of Interest / Request for Tender processes.

Progress Indicators UpdateType of indicator Indicators Target Result Comments

DBusiness and investment enquiries (including industrial land enquiries, relocation and business development and expansion assistance)

Minimum 80 enquires

Assisted with 300 business and investment enquiries.

DBusiness events/workshops/seminars facilitated and supported

Minimum 100 enquires

105 Business events/workshops/seminars facilitated and supported.

DAttendees at City of Greater Geelong facilitated business events

Minimum 1,500 across all events

There were 5,700 attendees at Council-facilitated business events throughout the year.

M

Regional unemployment rate – 12 month average(Based on the ABS SA4 area which includes the City of Greater Geelong, Borough of Queenscliffe, Surf Coast Shire and the majority of the Golden Plains Shire)

Below the Victorian average

12 month average was 5.4%, compared to Victorian average of 6.0%. Regional area includes City of Greater Geelong, Borough of Queenscliffe, Surf Coast Shire and the majority of the Golden Plains Shire.







Action Status

Economic Development Industrial Investment Support Geelong Defence Office Geelong Small Business Festival Mineral Springs Spa Complex expression of interest process

Priority: Facilitate major infrastructure and investment to enable economic growthWe will facilitate the provision of appropriate infrastructure to enable economic growth and capitalise on competitive advantages by:

Advocating on local, state and federal government infrastructure priorities and funding submissions.

Facilitating the strategic planning and activation of key precincts to maximise their potential for economic success.

Promoting the economic potential and development opportunity of the region’s significant transport infrastructure; Avalon Airport, Port of Geelong, Geelong Ring Road, rail for freight and land for development.

Working together to remove barriers to investment and project delivery. Streamlining regulatory processes wherever possible. Proactively targeting and attracting new investment to Geelong and promoting our

regions benefits.



Implement the Ocean Grove Town Centre Master Plan.

In progress Negotiations with VicRoads in regard to the Hodgson Street / The Parade intersection are complete. Negotiations with private landowners have commenced. This project continues in 2016-17.


D

Years supply of zoned residential land available in the Geelong region

10+ years available

There is 25 years of zoned residential land supply available in the municipality. An additional 13 years supply of planned but unzoned residential land is identified for future release.

MValue of non domestic building activity

Increase Activity increased to $454.8M, 5.4% higher than previous year.



Action Status

Bellarine Structure Plans review - Barwon Heads, Indented Head and Portarlington Geelong land review projects: Geelong Werribee Corridor; Geelong Port and Land Infrastructure Plan; and Industrial Land Review

Managing Future Growth - Batesford South investigation Managing Future Growth - Lovely Banks framework plan





Action Status

Ocean Grove Town Centre Master Plan implementation Transition from Victorian Planning Provisions to Planning Policy Framework Armstrong Creek Armstrong Creek Urban Growth Plan continued implementation Geelong Ring Road Employment Precinct Geelong Ring Road Employment Precinct (GREP) - Production Way stage 3 construction iGeelong Ring Road Employment Precinct (GREP) design and implementation i

Priority: A prosperous and innovative GeelongGeelong will be recognised as a prosperous and innovative city with an economy that is strong, diverse and resilient. Our competitive advantages will deliver technological initiatives, high employment and prosperity. We will be a leader in technology and use resources effectively to generate a competitive position in key export markets.

We will::

Encourage the regions labour force to continually upskill ensuring that we have the necessary capabilities to support our economic growth.

Grow and promote business sectors that offer high-skilled employment. Advocate for and support innovative and new technological initiatives. Foster investment in diversification of skills and industries. Advocate for Geelong to be the centre of excellence for research projects, new

technologies and emerging industry sectors.



Deliver the outcomes, actions and recommendations of the Digital Strategy, in relation to economic stimulation and improved local adoption and connection of digital platforms and methods.

Launch completed.

Implementation plan in progress.

The Digital Strategy and accompanying implementation plan was launched at the Pivot Summit. The implementation plan will continue to be delivered with the overview of the cross-divisional Digital Geelong project group.


M

Number of student enrolments at Deakin University (Waurn Ponds and Waterfront campuses)

Monitor - 2015 enrolments were 6% higher than previous year (11,728). This is a 69% increase over the past six years.

MNumber of student enrolments at The Gordon (TAFE)

Monitor-

2015 enrolments dropped by 24% compared to 2014 (14,749).



Action Status

BioGeelong cluster development Digital inclusion implementation in Whittington iDigital Strategy implementation





Priority: A successful and vibrant city centreThe vision for Central Geelong is for greater mixed use where traditional retail is supplemented by arts, culture, residential, entertainment, education, medical and business to create an active and vibrant city centre.

We will:

Develop an overall master plan for Central Geelong which will include the ideas from Vision 2.

Promote inner-city living and encourage developers to invest in Central Geelong and generate innovative solutions for sustainable city living.

Develop and foster a vibrant 24-hour cultural city that is welcoming, friendly and safe, and that attracts and generates a robust cultural life for all ages.

Support existing Central Geelong businesses and attract new businesses to the precinct.

Support Deakin University in promoting Geelong as a ‘university city’. Support the continued implementation of the Geelong Cultural Precinct Master Plan. Investigate transport network improvements enabling a cleaner, more user-friendly

environment where active transport options are encouraged.



Implement Central Geelong Action Plan (CGAP) initiatives for 2015-16.

In progress The Victorian Government created the Geelong Authority to advise the Minister for Planning on strategies to attract investment to central Geelong and on major planning applications to help create jobs and drive growth in Geelong.

A number of projects are underway or completed: City Heart Stage 2 evaluation of sites

currently underway. Central Geelong Drainage Strategy

completed. The success of the Malop Street Lab

temporary pop-up urban installation will see it return in the summer of 2016-17.

Little Malop Bridge and streetscape works approved for commencement in late 2016.

Myers Street streetscape works completed.

Various pedestrian networks and power line relocation planning underway.


DCentral Geelong presentation – cleanliness index

Equal or greater than previous result

NA Scheduled to occur in 2016-17.

D Number of organised programs, activities and events in public spaces in Central Geelong

700 or greater by 2017

Progressing on target with more than 600 events held in Central Geelong in the past

Type of indicator Indicators Target Result Comments

twelve months.

IOverall visitor satisfaction with Central Geelong

Equal or greater than previous year

NA Scheduled to occur in 2016-17.

IPerceptions of safety in Central Geelong (Day and night)

75% Good or very good - day70% Good or very good -night

NAScheduled to occur in 2016-17.

I

Number of residents living in Central Geelong

2,200 or greater by 2017

Progressing towards target with 1,166 residents living in Central Geelong (2011 ABS Census)

INumber of visitors to Central Geelong 23 million per annum or

greater by 2017NA Scheduled to occur in

2016-17.

M

Number of people employed in Central Geelong businesses

23,000 or greater by 2017

Progressing towards target with 16,245 people employed in Central Geelong.

MNumber of businesses in Central Geelong 1,600 or greater by

2017 Has remained steady over past two years.



Action Status

Central Geelong Marketing programs and activities Central Geelong Park and Ride shuttle service Deakin University / The Gordon pedestrian connections improvements Central Geelong Action Plan Central Geelong Advancement Fund - matching fund Central Geelong car parking strategy implementation Central Geelong Design Assessment Panel

Central Geelong Drainage Strategy iCentral Geelong Major Heritage Fund Central Geelong priority works projects CGAP - Business facilitation grants City Heart - Stage 2 City Loop Bus - Park and Ride service Transport Network Operating Plan Utility services upgrade investigations Geelong Library and Heritage Centre





Action Status

Geelong Library and Heritage Centre car park construction Geelong Library and Heritage Centre construction i

Explanation of actions on hold or not progressing: Action ExplanationCentral Geelong Design Assessment Panel

Project funds reallocated by Task Force on the basis that the panel is not necessary. State Government implementation of Office of Victorian Government Architect review supersedes Council initiative.

Priority: Greater Geelong is a leading city for tourism, arts, culture and eventsWe will build on our past successes and continue the tradition of attracting major events and supporting local festivals with diverse art and cultural activities. Whether for business or leisure, our region is a preferred destination for local, national and international visitors.

We will:

Promote the unique strengths our region has to offer such as our natural assets, world class sporting facilities and a great lifestyle.

Build on the opportunities that being Victoria’s second largest city offers and our proximity to Victoria’s capital.

Support creative endeavour and investigate the potential for unique arts and cultural opportunities.

Support local festivals and events and provide opportunities for participation in the arts for all ages.

Advocate on behalf of the community for major event, tourism and cultural opportunities.



Continue the program of street tree lighting and decoration programs in town centres across the municipality.

Completed Decorative lighting in Ryrie Street, Geelong and Hitchcock Avenue, Barwon Heads is complete. Further funding is required for further installations.


DGeelong Major Events – economic benefit to the municipality

Return on investment = 30:1

Return on investment 62:1.

D

Community satisfaction rating with overall performance of arts centres and libraries


Result was 84 which was higher than the State average.

DCommunity satisfaction rating with overall performance of community and cultural activities



DCommunity satisfaction rating with overall performance of business, community development and tourism



D I

Cultural facility visitation (National Wool Museum, Potato Shed, Geelong Gallery, Courthouse Arts, Central Library and Heritage Centre)

National Wool Museum 3% per annum

12% increase in visitation to Museum and shop in 2015-16 (68,535 visits).

Potato Shed - maintain (at capacity)

Potato Shed visitors increased by 3.5% to 100,679.


Geelong Gallery 3% per annum

Increased by 35.1% to 80,265 visits due to new temporary exhibition space and the Streeton exhibition.

Courthouse Arts 15% per annum increase in attraction and retention of young people as participants and audience

X

Increased by 5.8% to 13,615.

Geelong Library and Heritage Centre - annual targets due to construction of new facility

NA First full year of operation will serve as base year data for new targets.

I

Number of domestic overnight visitors (National Visitor Survey)

Exceed the average annual growth for overnight visitors to Regional Victoria

The region received 1.3 million overnight visitors, an increase of 8.5% on the previous year, on par with the regional Victoria annual growth.

I

Number of international overnight visitors (International Visitor Survey)

Exceed the average annual growth for overnight visitors to Regional Victoria

The Region received 56,700 International overnight visitors which was an increase of 19.8% on the previous year, well above the Regional Victoria annual growth rate of 14.6%.



Action Status

Implementation of the Public Arts Strategy 2015 Christmas Light and Decorate Geelong program - launches and public events ANZAC Centenary Anniversary Projects Barwon Heads community arts hub feasibility study Cadel Evans Bronze Statue Cadel Evans Great Ocean Road Race sponsorship iCentral Geelong public art project Conference Marketing and Delegate Boosting programs Geelong After Dark iGeelong Art Gallery contribution Geelong Botanical Gardens ladies kiosk restoration Geelong Major Events funding Light and decorate Geelong projections i





Action Status

M~M 24hr Extreme Arts Walk iNew Years Eve fireworks on the Waterfront. iPeninsula Park and Ride service Provide for tourist information and administrative support centres within the Geelong region Town Centre tree lighting Wildlife Photographer of the Year exhibition. i

Sustainable Built and Natural EnvironmentPartnering with our community to protect and enhance our natural ecosystems and to encourage sustainable design and reduced resource consumption.

Fast Facts 2015-16

Waste disposal46,000 tonnes of kerbside waste (garbage)

collected (455kg per household)

27,500 tonnes of kerbside recycling collected (268kg per household)

29,000 tonnes of kerbside green waste collected (280kg per household)

174,000 bin lifts per week

56,417 tonnes of waste diverted from landfill (55 per cent)

88,470 transactions made at Council’s two transfer stations (Drysdale and North Geelong)

Environmental assets133 kilometres of coastline

120 kilometres of streamside frontages

347 hectares of coastal reserves

320 hectares of bushland reserve

1,962 kilometres of biodiversity assets on roadside

114 individual wetlands totalling almost 12,000 hectares

Over 120,000 trees maintained annually

42,000 indigenous trees have been planted to date along the Ted Wilson Trail (Greenway

project)

Water and energyCouncil’s potable water consumption was

858,641 kilolitres

Council’s greenhouse gas emissions of 42,445 tCO2-e remained on par with the previous three

years despite new buildings being added

Sustainability27 events held during the Sustainable Living Festival involving 19 schools and over 6,500

community members

The Eastern Park stormwater dam supplied 51 per cent of the total water required to irrigate the

Botanic Gardens

The Kardinia Park stormwater system supplied 55 per cent of the total water required to

maintain West Kardinia oval, Geelong Cricket ground and surrounding parkland and trees

The Class C water supply from Barwon Prison supplied 63 per cent of the total water required

to maintain the Elcho Park Golf Course

AchievementsOur Coast projectThe Our Coast project was launched in Geelong in June, with a technical report detailing how areas along the Bellarine Peninsula and Geelong could be impacted by climate change under various scenarios.

The data underpinning the Our Coast project is based on sophisticated modelling and shows the extent of sea level inundation is less than previous studies had suggested. The scenarios suggest sea level rises of 0.2m by 2040, 0.5m by 2070 and 0.8m by 2100.

The Geelong and Bellarine Peninsula study area is one of four similar coastal assessment projects in Victoria.

The project has an extensive community engagement focus with a series of open houses and community workshops in each of the areas identified in the report to be undertaken. At these events, community members can learn more about the data and its implications, and provide input into future planning initiatives

Our Coast is supported by the Victorian Government, the City of Greater Geelong, the Borough of Queenscliffe and local committees of management.

RecyclingThe City of Greater Geelong continues to be one of the leading council’s in Victoria in waste recovery. In the 2016 Local Government Community Satisfaction Survey, waste management was one of the highest rating services with an index score of 73, four above the regional centre average and three above the state-wide average.

Over the past 12 months 27,500 tonnes of recycling has been collected through the kerbside recycling system. Paper and cardboard products account for 61 per cent of the material collected. Glass containers are the next major contributor representing 26 per cent and plastic products make up 9 per cent.

These recycling efforts throughout the municipality have:

Saved 74,270 cubic metres of landfill space.

Saved enough energy to power 24,000 household for a year.

Saved 448,495 kilolitres of water, the equivalent of 179 Olympic swimming pools.

Recycling keeps reusable material in the economy and reduces the need to manufacture new materials. This means less energy and water is consumed, reducing our impact on the environment.

Sustainability initiativesCouncil was a key contributor to the 2016 Geelong Sustainable Living Festival and Sustainable House Day during the year.

The Sustainable Living Festival held in February had 6,500 people attend 27 events and activities. Sustainable House Day was very successful with 1,160 visits to 11 properties.

These events help to raise awareness and readiness of Geelong residents and businesses to adopt and install energy efficient practices and technologies to facilitate Geelong’s transition to a low carbon future.

The City of Greater Geelong also had nine finalists in the Keep Victoria Beautiful - Sustainable Cities Awards 2016. The award categories and projects were:

Clean Beach / Waterways – Lake Lorne Conservation Reserve, Drysdale.

Community Action and Leadership – Nature Play – Queens Park playground.

Community Government Partnerships – Whittington Community Renewal Project – Men’s Shed and The Grinter Garden, Whittington.

Protection of the Environment – Grassland and Grassy Woodlands – Mount Rothwell, Little River, The Greenway Project, Ted Wilson Trail from Corio to Herne Hill.

Environmental Sustainability – One Planet Living Geelong, Shell Road Reserve Precinct, Ocean Grove and partnerships to protect the Hooded Plover along the coastline from Point Lonsdale to Breamlea.

Litter Prevention – Caring for our Bays (in partnership with the Bellarine Catchment Network).

Cultural Heritage – Reconciliation Digital Projections 2015 (projections on City Hall).

One Planet certificationThe City of Greater Geelong is the third city in Australia to be awarded One Planet certification.

One Planet Living is an internationally recognised benchmark for sustainability. The program provides a framework and plan of action for projects and organisations to make it easy, attractive and affordable for people to lead happy and healthy lives within Earth’s finite resources - one planet's worth of resources.

Recognition against One Planet Living is a stamp of recognition reserved for international sustainability leaders striving to make one planet living a reality for people and organisations. Certification was based on the City’s existing performance and current sustainability strategies and policies.

Some of the more notable environmental projects which helped Council gain One Planet Certification included:

Construction of the 5 star Greenstar rated Geelong Library and Heritage Centre.

Implementation of the Low Carbon Growth Plan.

New cycling facilities across Geelong and adoption of the Principle Bicycle Network.

Adoption of the Urban Forest Strategy to increase tree planting across Geelong.

Continued successful partnerships with community environment and sustainability groups.

Hooded PloversThe Hooded Plover is a threatened beach nesting bird protected under the federal Environment Protection and Biodiversity Conservation Act, the Victorian Flora and Fauna Guarantee Act and the National Wildlife Act.

Hooded Plovers are a rarity further along the coast, with the Bellarine Peninsula being one of the last major populations until Warrnambool, making their protection a high priority at a national level. Some of the

best habitats for these birds in the whole of Victoria is on the surf beaches between Point Lonsdale and Collendina beach, Barwon Heads and at Breamlea.

The greatest threat to Hooded Plovers is disturbance from people who get too close to their nest sites and let their dogs run off leash in nesting areas while visiting the beach. Foxes and Ravens are also a threat to the species, preying on chicks and eating eggs.

For this reason council and Birdlife Australia have put protection measures in place to help the birds.

During the last season on City of Greater Geelong surf beaches five Hooded Plover chicks fledged, plus one at Point Impossible in the Surf Coast Shire. The success rate was 0.5 fledglings per pair, achieving Birdlife Australia’s target of between 0.4 and 0.5 fledglings per pair.

Other highlightsOther Sustainable Built and Natural Environment highlights include:

The $8.0 million Cell 6 at Drysdale Landfill was opened.

Completion of the Lake Lorne Reserve boardwalk and the Mt Brandon (Barwon River) paths.

Hosted the World Environment Day event including the Green Achiever Awards.

Completion of the Clifton Springs erosion mitigation project.

Council endorsed the Urban Forest Strategy setting a target to plant an additional 500 trees per year.

Upgraded the chillers at the John Drysdale Library (Corio) and Council’s Anakie Road depot as well as the boiler (pool heater) at Leisurelink Aquatic and Recreation Centre offsetting approximately 239 tonnes of greenhouse gas emissions and saving $35,000 annually.

Commenced eco friendly road resealing using existing road materials in addition to recycled asphalt to build a stronger pavement capable of carrying the heavy vehicles.

Setbacks Industrial action by kerbside bin

collection drivers at council contractor Cleanaway resulted in a higher occurrence of missed bins during the year. Delays were experienced in recycling and green waste collection.

Challenges Increased Environment Protection

Authority (EPA) levy costs and the effect on illegal dumping of waste.

Maintaining low contamination rates in the kerbside recycling service.

Managing and maintaining the increasing number and area of natural assets in the municipality.

Implementing affordable and sustainable building practices resulting in reduced demand on natural resources and a decrease in greenhouse gas emissions.

The impact of increased urban development on our natural assets.

Being aware of and managing the changes to regulatory controls regarding waterways and native vegetation.


Continue the Future Proofing Geelong program including Year Three Cleantech Innovations Geelong, commercial building energy efficiency support activities and Smarter Homes Smarter Living program.

Development of the green organics processing facility in Anakie.

Adoption of the Greenhouse Strategy following community feedback.

Development of the Griggs Creek Restoration and Rehabilitation Plan.

Biodiversity Strategy review. Introduction of the Greencard – Site

Environmental Management Training. Preparation of the Portarlington Reserve

Environmental Works Implementation Plan.

Priority: Enhance and protect natural areas and ecosystem healthWe have a natural environment rich in diversity. Protecting our native plants and animal habitats, limiting pollution, greening the city and using our natural resources wisely is important and demonstrates our commitment to sound environmental management.

We will continue to enhance our natural areas by:

Protecting and restoring our biodiversity. Engaging the community in protecting our natural areas. Limiting the loss of native species and natural areas and continuing indigenous

plantings. Protecting our coast, waterways and wetlands. Continuing the development and implementation of reserve master plans in order to

improve the quality of public open spaces. Building community and agency partnerships.



Continue the implementation of the Mt Brandon Landscape Plan including completing works in the lower carpark area. This includes relocating the carpark, construction of a sealed path and construction of storm water treatment system.

In progress Construction of track has been postponed until 2016-17 due to a funding shortfall. All other works have been completed.


DNumber of state and nationally significant reserves actively managed through a strategic management plan

3 Strategic Management Plans developed per annum

Six management / work plans prepared.

D

Percentage of council owned conservation reserves permanently protected by fencing, planning controls and/or conservation agreement

Increase

16 hectares of Commonwealth listed native grassland protected by fencing.

D

Kilometres and area of noxious weeds controlled on Council reserves and roadsides

300 kilometres of roadside and 500 hectares of reserves per annum

Roadside: 320 kilometres Serrated Tussock, 12 kilometres Chilean Needle grass and 40 kilometres of woody weeds control works undertaken along rural roadsides.

Reserves: Over 250 hectares of on-going weed control undertaken in waterway and wetland reserves and over 700 hectares undertaken on coastal and bush land reserves.

D Net gain in vegetation - grasses, shrubs and trees planted by Council

Minimum 20,000 plantings per annum

Over 14,000 trees, shrubs, grasses and herbs planted along Avilla Coastal Reserve, Lookout Ocean Grove, Barwon River, Moorabool River, Clifton


Springs Boat Harbor, Clifton Springs Foreshore, The Dell, Moorpanyal Park and Waurn Ponds Creek

11,000 trees planted as part of The Greenway project along the Ring Road.

D

Net increase in street trees Increase of 400 per annum

There was a net gain of 1,170 trees. This is broken down by 981 street trees and 189 park trees.

M

Number of wetlands assessed for ecosystem health including blue green algae

20 wetlands per annum

11 wetlands assessed for blue-green algae and six wetlands assessed as part of specialist aquatic maintenance program.



Action Status

Clifton Springs Dell maintenance Coastal and conservation reserves and infrastructure maintenance Council environmental reserves maintenance and improvement works Friends of Buckley Falls contribution Barwon River infrastructure project implementation (Mt Brandon Landscape Plan) Foreshore Management Plan review - Clifton Springs Roadside vegetation management Water programs Water quality programs Geelong Healthy Waterways program Stormwater Quality Management Plan implementation





Priority: Support our community to live sustainablyWe will provide leadership and guidance to maximise environmental sustainability outcomes, reduce greenhouse gas emissions and support progress towards a carbon-neutral city.

We will:

Continue to implement the Climate Change Adaptation Strategy. Investigate and facilitate renewable energy opportunities. Lead the way in waste management practices and continue to reduce the amount of

waste to landfill. Encourage increased use of alternatives to car transport and seek efficient traffic

movement throughout the municipality. Work in partnership with residents and communities to educate them on lifestyle

choices and practices. Encourage buy local and sustainable purchasing behaviours.



Continue the implementation of the Future Proofing Geelong project including the Low Carbon Growth Plan and Sustainability Covenant.

Ongoing Programmed activities for 2014-15 have been completed with the overall program continuing in 2015-16 with a continued emphasis on business and industry, commercial buildings and community engagement.

The Green Roof program was launched in 2016 along with the CitySwitch Guide to Office Waste program. The first Australian composting trial was launched in Geelong and the Sustainable Living Festival was also held in February 2016.


DCommunity satisfaction rating for overall performance in waste management



DCommunity satisfaction rating for overall performance in environmental sustainability



D Number of Council sponsored sustainable living programs

Participation rates are 75% of capacity

Council participates in many sustainable living programs and activities. Events in 2015-16 included Sustainable House Day,EcoChallenge @home information sessions, World Environment Day celebrations, community education walks, Hooded Plover awareness activities, community planting days, One Plant Living activities, and Climate Change


Adaptation programs and projects.

I

Waste minimisation kg/household

Recycling > 350kg

X

268kg per householdThe kg/household for recycling remained consistent with 2014-15. This is not a reflection in lower recycling levels but rather a decrease in the weight and amount of recycled materials being used. For example less newspaper purchases, lighter and less packaging of consumables, transition to lightweight plastics.

Green Waste > 340kg X 280kg per household.

Garbage < 400kg X 455kg per household. Community education in waste disposal is continuing.

I

Number of bicycle riders counted on ‘Super Tuesday’ (held annually in March)

Increase

Overall the number of riders in Greater Geelong has increased by18% to 1,046 riders compared with previous count.



Action Status

Dam Safety Emergency Management Plan development - St Augustine Basin iFuture Proofing Geelong Waste Initiatives Hardwaste initiatives Community waste education projects Hard waste pick up service for eligible Home and Community Care (HACC) clients Waste hardship support





Priority: Advocate for and promote sustainable design and developmentWe will ensure we meet environmentally sustainable development standards in an effort to reduce the region’s carbon footprint and encourage the same throughout the community by:

Ensuring strategies, planning processes and urban design reflects community desires to be living in sustainable places.

Promoting sustainable design and retrofitting. Acknowledge the community’s desire t have their say and be involved in planning for

the future of Greater Geelong. Maximising investment and opportunities for green corridors, green belts and parks.



Provide promotion and assistance with National Sustainable House Day.

Completed Council’s Sustainability Unit partnered with the Geelong Sustainability Group for the seventh year running.

There were 27 events held during the Sustainable Living Festival, involving 19 schools and over 6,500 community members.


D

The existence of programs and activities that promote residential and commercial buildings achieving above mandatory standards

Maintain two programs and minimum two activities

Future Proofing Geelong and EcoChallenge at Home Programs continue to be successfully run with multiple activities held as part of these programs.

M

Percentage of new residential and commercial buildings achieving above mandatory standards

Increase NA Data not available.



Action Status

Implement and promote actions within Councils Sustainable Buildings Policy Promotion and assistance with National Sustainable House Day





Priority: Minimise our environmental footprintWe want to make sure that all decisions made by staff and Council have a positive impact on our natural environment.

We will:

Continue to seek methods of reducing energy, water and waste consumption Consider environmental impacts when designing and delivering capital projects and

providing services. Demonstrate leadership and share and embed our skills and knowledge within the

community and surrounding local organisations.



Establish a Green Organics Composting site.

In progress Planning and Environment Protection Authority (EPA) works approval have been submitted. Public notice period commenced on 15 June 2016 with final approvals expected by the end of August 2016. Construction and operations tender specifications being prepared and facility site lease and access road licence being finalised.

Progress Indicators UpdateType of indicator Indicators Target Results Comments

D

Council greenhouse gas emissions by sector (waste, fleet, buildings)

Decrease

42,445 tCO2-e which is on par with previous two financial years, despite additional buildings being added to Council's asset portfolio in recent years.

D

Average fuel use per vehicle in Council's fleet

Decrease Fuel consumption continued recent trend of recent years in decreasing on previous year.Diesel = 7.92 lt/100km (down 6.8%)LPG = 11.97 lt/100km (down 3.3%)ULP = 7.81 lt/100km (down 5.9%)

DCouncil’s potable water consumption

25% reduction in potable water consumption by 2015 and a 30% reduction by 2020

XWater consumption increased by 124,000KL in the last 12 months.

DCouncil waste (solid and green) diverted from landfill (kg and percentage)

63%60,000 tonnes

X 55% of Council waste was diverted from landfill (56,417 tonnes).

DUsage rate for transfer stations/resource recovery centres (transactions per annum)

Drysdale - 31,000North Geelong - 62,000

Total transactions for the year were 88,470. (Drysdale – 26,721 and North Geelong - 61,749).

DLandfill pollutant levels for odour, dust, complaints, groundwater and gas leaks

Meets compliance requirements

Annual Compliance Reporting Targeting met.

DAverage electricity usage of top 10 emitting buildings

10% reduction on 2012-2013 usage

Target has been met despite electricity use increasing by 3.5 per cent in 2015-16.

D Percentage of new council buildings that meet our

90%

Three new buildings came on line with 100% meeting Sustainable

Type of indicator Indicators Target Results Comments

Sustainable Building Policy Building compliance.

DNumber of environmental incidents as defined by council policies and standards

Nil

No environmental incidents were reported in 2015-16..

IContamination rates with kerbside collection

7% or lower

XContinues to decrease towards target with 8.41% contamination rate during 2015-16.



Action Status

Development of an integrated water cycle management plan Energy efficiency audit top ten buildings iGeelong Botanic Gardens irrigation upgrade Irrigation system upgrades 2015-16 iLandfill works Composting site set up works Corio Landfill post closure pollution abatement notice compliance Drysdale Landfill boundary fence replacement iDrysdale Landfill Cells 4A and 6 stormwater pumps Drysdale Landfill eastern dam dewatering Drysdale Landfill leachate management Drysdale Landfill pavement rectification works iDrysdale landfill rehabilitation Drysdale landfill stormwater pollution abatement notice compliance Hede Street landfill investigative works Closed landfills monitoring project





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

Fast Facts 2015-16

Community engagement169 groups assisted by annual community

grants

61 projects Council engaged the community on

16,000 tweets and 1,000 Facebook posts

PR value of total media coverage $44 million

52 community budget submissions received with nine included in the 2016-17 Budget (value

of $0.47 million net)

We maintain750 council buildings

148 public toilets

13 libraries plus one mobile library

2,203 kilometres of roads (1,768km sealed and 435km unsealed)

1,593 kilometres of footpath

43 barbecues for public use

83 sports grounds irrigated

201 kilometres of shared walking and cycling paths

60,906 drainage pits

90 foot bridges

26,804 regulatory signs

Our staff2,643 staff (1,557 full time equivalent)

105,273 pays processed

923 training participants took part in 34 different programs

1,771 hours spent on corporate occupational health and safety training with 719 staff

attending

Permanent staff turnover rate 10.1 per cent

Customer contact67,906 letters received by Council and 799,573

posted

188,337 calls answered by the Customer Contact Centre

18,431 Contact Us emails received

116,420 visits to Customer Service Centres

93,012 requests for service received (13 per cent of these received online)

1,916 planning permit applications received

42,115 online payments received

24,619 myGeelong accounts

AchievementsWorkplace cultureThe recently conducted Halliday report and Employee Opinion Survey identified issues with our workplace culture that need to be addressed and improved on.

Employees shared their ideas about what would make the City of Greater Geelong a great place to work and participated in discussions about how values shape our decisions and behaviour and what values are important to us as an organisation. New value statements were developed by our staff with over 1,200 employees voting to decide those that would form the final set.

Our new values are:

Respect and encourage each other. Embrace new ideas and better ways to

work. Create a healthy and safe environment

for all. Make people the centre of our

business.

Employees also attended a facilitated exhibit, ‘The Change Project’, which toured Council offices and facilities. The exhibit was designed to give everyone across the entire organisation basic information about our culture change process. It explored who we are, our challenges and opportunities and where we are headed. Over 100 sessions were held and 1,400 employees engaged.

Responding to residents’ requestsThe number of requests for service responded to in 2015-16 was 93,012. This was an increase on the previous year (1,371 higher), with 13 per cent received online.

Despite this increase, 86.5 per cent were completed on time, 6.5 per cent better than target.

Requests for service are generally made by residents and businesses for a range of services from missed bin collections, animal complaints or tree maintenance to potholes or damage to amenities. Each request for service type has a designated completion timeframe. The City of Greater Geelong closely monitors requests for service completion rates across all service areas to

ensure community expectations for service levels are being met.

Performance in this area over the past three years is represented below.

2012-13

2013-14

2014-15

2015-16

# of RFS received 78,223 92,092 91,641 93,012

% completed on time

84% 86% 85% 87%

Customer ServiceIn 2015-16 the City of Greater Geelong received 188,337 telephone calls to the designated customer contact centre, almost 6,000 more than the previous year. There were 116,420 customer visits to the seven service centres across the municipality, a decrease of just over 14,000 on the previous year. On average, 84 per cent of face-to-face enquiries and 62 per cent of telephone enquiries were resolved at the first point of contact.

In addition to the face-to-face and telephone enquiries, there were also 18,431 contact us emails. This was an increase of 1,179 on the previous year.

The drop in face-to-face visits is consistent with the increase in online transactions with council.

Community EngagementIn 2015-16, Council engaged on 107 individual projects, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues.

A range of engagement techniques were used including focus groups, telephone and face to face interviews, paper-based and online surveys, public meetings/forums, workshops, advisory committees and ongoing working groups.

Projects that have involved engagement with the community and key stakeholders in the last 12 months included:

Geelong City Heart Ocean Grove Principle Pedestrian

Network Christmas in Central Geelong Program Central Geelong Car Parking Study

Community Budget Submissions Program

Portarlington and Indented Head Structure Plan Review

Malop Street Green Spine Maternal and Child Health Services My Geelong, My Idea Rethink Your Rubbish Major events including M~M2016

Extreme Arts Walk, Cadel Evans Great Ocean Road Race 2016, Motor City Music Festival 2016

Local Government Community Satisfaction Survey resultsEach year the City of Greater Geelong participates in the Local Government Community Satisfaction Survey, a project co-ordinated by the Department of Environment, Land, Water and Planning (DELWP) on behalf of local governments. The annual survey is an important way to receive feedback from the community on our performance in the areas of governance and key service delivery, and to identify where we can improve.

The Overall Performance rating for the City of Greater Geelong was 62. This was four points less than the previous year result, but still higher than the Regional Centres average and the state-wide average.

Overall Council Direction also dropped four points to 65, but was still 15 points higher than both the Regional Centres and state-wide average.

The higher performing service areas were:

Arts centres and libraries Customer Service Emergency and disaster management Appearance of public areas Waste management Recreational facilities Community and cultural activities

The lower performing service areas were:

Planning and building permits Town planning policy Parking facilities

The final report on the City of Greater Geelong’s 2016 survey results can be viewed at www.geelongaustralia.com.au.

Kardinia Park Stadium TrustFrom the 1st of July 2016, the State Government will assume responsibility for the management of Simonds Stadium.

The council will continue to manage and maintain other facilities within the Kardinia Park precinct, including the park, ovals, netball courts and pool.

Council commenced active management of the stadium site in 2005 when the Hickey stand was built. During this time, more than $190 million has been invested in developing the Stadium.

The Geelong football club along with many other organisations use the facility, with the ground used for 30 hours per week in addition to the corporate functions and community events held at function rooms within the Stadium.

During council’s management of Simonds Stadium, it has brought to Geelong:

A-League W-League AFL NAB U/18 Carnival Cricket (State, Big Bash & West Indies

tour match) Rugby League Rugby Union Nitro circus SuperX Spartan Race Saudi Arabia v Bahrain International

Friendly Australian Masters Games TV Commercials – NAB Footify, Virgin,

Rexona

Other highlightsOther How We Do Business highlights include:

Of all media coverage the City received, 76.5 per cent was positive or neutral, with the PR value of all coverage worth almost $44 million.

2016 General Revaluation and Supplementary Valuations completed.

Resurfaced 65.3 kilometres of road and replaced almost 16 kilometres of footpath.

http://www.geelongaustralia.com.au./

The Road Management Plan review was completed and the road condition and carp park condition data capture was completed also.

Conducted the Employee Opinion Survey with over 1,200 employees submitting responses.

Replaced the PABX telephony system with the Unified Communication System.

Replaced the electronic document management system.

Setbacks The ‘one-in-100-year’ flood that

occurred in Geelong in January 2016 caused damage to 75 council buildings.

Dismissal of the Mayor and councillors by the Victorian Government following the recommendations from the Commission of Inquiry report.

Challenges The release of Susan Halliday Review

of Workplace Culture, EY Sweeney qualitative report and the subsequent Commission of Inquiry report.

Ageing workforce and skills shortages in various services delivered by the City.

Prioritising new initiatives with budget constraints.

Maintaining a growing list of ageing infrastructure and addressing the building renewal funding gap.

Keeping abreast of changing occupational health and safety legislation and procedures.

Rapid developments in information technology.

Communicating information to an increasingly diverse community.

Keeping abreast of and implementing ongoing changes in legislation, planning controls and policies.

New developments and growth infill increasing demand for parking, cycling and pedestrian connections.


Development of Our Future: a 30 year vision for the municipality.

Embedding our new purpose and values. Implementation of the Organisational

Transformation Program which focuses on leadership, governance, management and relationships.

Implementation of the Mental Health in the Workplace – Beyond Blue National Workplace program.

Enterprise Agreement 2017. Development of the Employment Diversity

Strategy and Gender Equity Strategy. Implementation of the Oracle Financials

system upgrade. Conduct the condition assessment audit of

the buildings portfolio.

Priority: Lead by advocating and collaborating on issues important to the Greater Geelong communityThe City of Greater Geelong recognises that collaboration with all levels of government is required in order to meet all of our communities needs. By working in partnership with other levels of government, we are able to access greater resources and coordinate strategic responses to issues as they arise.

We will:

Advocate on the community’s interests to State and Federal governments. Develop and foster partnerships that offer wellbeing, economic and environmental

opportunities. Work with other governments and organisations for the benefit of the local community,

city and region.



Disburse G21 Geelong Region Alliance contribution.

Completed G21 contribution for 2015-16 disbursed. Will continue in 2016-17.


D Community satisfaction with Council’s advocacy and community representation on key local issues


Result was 58 which was higher than the State average



Action Status

G21 contribution





Priority: Efficient and customer focused organisationOur goal is to be a customer focused organisation that considers the customer’s perspective and delivers efficient and effective services to meet the growing needs of our community. This is underpinned by our Customer Service Commitments and Customer Service Strategy.

We are committed to:

A ‘can do’ culture. Delivering our services with integrity and simplicity in a convenient way. Being responsible and timely in responding to the community. Using technology effectively to improve business functions and deliver benefits to the

community. Providing efficient and value for money services and programs. Ensuring programs and services meet the current and future needs of the community.



Implement the Local Government Performance Reporting Framework indicator collection and reporting as legislated by the Local Government Act 1989.

Completed The new framework was implemented and reported on for the first time in 2015-16 and results reported on the ‘Know Your Council’ website. City of Greater Geelong results ranked favourably against like councils.


DPercentage of correspondence responded to within ten working days

80%X

72% of correspondence was responded to within timeframe.

DAverage total connect time (seconds)

Equal to or less than previous year X

Average connect time was 47 seconds which was greater than the previous year (18 seconds).

DPercentage enquiry resolution (resolved at point of contact)

80%X

70% of calls were resolved at the point of contact.

D

Customer Service Index – getting through (60 per cent time to live operator, 40 per cent greeting skills)


NAThe Customer Service Benchmarking Mystery Shopping research is no longer undertaken so results are not available for 2015-16.

D

Customer Service Index – service delivery (50 per cent manner, 50 per cent enquiry resolution)

Equal to or greater than the previous year NA

The Customer Service Benchmarking Mystery Shopping research is no longer undertaken so results are not available for 2015-16.

DCommunity satisfaction with customer contact


Result increased to 74 which was higher than the State average.

DPercentage of Requests for Service (RFS) completed on time

Greater than 85%

93,012 requests for service were received with 86.5% completed on time.

DOverall community satisfaction with Council performance



DPercentage of building applications processed within timeframe

Greater than 80%

95.1% of Domestic Building applications were processed.

Type of indicator Indicators Target Results Comments

DPercentage of planning applications (DA) completed within 60 statutory days

Greater than 80%

80% of Planning Applications were completed within 60 Statutory days.

DCommunity satisfaction rating for overall performance in town planning policy and approvals



DCommunity satisfaction rating for overall performance with planning and building permits





Action Status

Brand and logo audit and review Bridge upgrades - major renewal works Drainage design and construction program Electronic Document and Records Management System replacement iImplement change control and business transformations around new integration communications system Implement the new Information Services Strategy Kerb and channel renewal program Microsoft Office upgrade News media monitoring automated service PABX / Telephony System replacement iRoads - construction and design including local roads, Federal Roads Program and Vic Roads Funded works Social media monitoring automated service iSpecial rates and charges to carry out roads, footpaths, kerb and channel and drainage works Traffic management - investigation, design and construction





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

We will:

Responsibly manage ratepayers’ funds in the delivery of services and programs. Maintain a strong financial position and a sustainable debt level. Be consistent with our asset management strategies and policies. Strive to maintain the condition of our community assets.



Undertake the 2016 General Revaluation and Supplementary Valuations project.

Completed Stage five was certified on 27 June 2016. Awaiting sign off by the Valuer General’s Office.


DLiquidity - working capital ratio

Current assets to current liabilities ratio between 1 and 1.5

Working capital ration was 1.3.

DLoan Borrowing relative to self funded revenue

Loan borrowing is less than 60% of self funded revenue

Loan borrowings were 28 per cent of self funded revenue.

DUnderlying result- Operating surplus as a percentage of total operating revenue

Operating surplus is 1% of total operating revenue

Surplus was 15.6 per cent of total income.

DInvestment gap- percentage of Capital expenditure funded by depreciation

80% or higher

XResult was 61.8 per cent .


2015-16 City Plan Actions UpdateAction Status

2016 General Revaluation and Supplementary Valuations iCompletion of the Buildings Asset Management Plan inclusive of community service levels

Financial Sustainability Review project actions implementation





Priority: Motivated and skilled staff in a safe work environmentWe will encourage our staff to be motivated, well-trained and well-resourced to enable them to make informed decisions and to deliver efficient and effective services that benefit our community. A safe work environment will be provided by maintaining occupational health and safety (OHS) processes which meet and exceed current legislative standards and by regularly providing OHS and broad based training to all our staff.

We will:

Have a highly skilled, effective and adaptable workforce. Provide consistent communication to staff and engage them in decision making

processes. Provide training and development opportunities for continuous improvement and OHS

processes. Strive to be an employer of choice with staff who possess a can-do attitude. Provide effective risk management procedures and maintain a safe work place. Promote health and wellbeing programs. Promote work-life balance opportunities.



Upgrade the Geelong Animal Welfare security including electronic swipes to control unauthorised access by the public and improve the safety of staff/volunteers.

In progress The electrical supply needs to be upgraded prior to the new security system being implemented. Works have been quoted with installation to be completed in 2016-17.

Progress Indicators UpdateType of indicator Indicator Target Results Comments

DPercentage of operating budget allocated to training and development


On par with previous year's budget.

DStaff absenteeism (unplanned absence rate)

2% or lower

XResult was 4.3%.

DTurnover of permanent staff Equal to or less than

the industry average (annual result)

Turnover was 10.1%, on par with previous financial year.

D

Overall staff satisfaction rating

Greater than 3.8 (result out of 5)

77 per cent of respondents indicated that they were satisfied working with Council.This is the first survey completed in 10 years and will form the baseline data for future surveys.

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

15.42 or lowerX

Result was 16.66.

DEmployer Claim Cost Rating Equal to or less than

the industry average (annual result)

Result was 19.35% lower than the industry standard.

– Target achieved X – Target not achieved – Progressing/awaiting data 2015-16 City Plan Actions Update





Action Status

Actively seek feedback to continuously improve training and development opportunities for staff within Council iDeliver best practice and innovative HR functional delivery through Centres of Excellence iGeelong Animal Welfare Shelter security upgrade Improve HR access and service to all employees through HR ASSIST Service Desk iImprove strategic HR support to the organisation through HR Business Partnering Model iOngoing review and communication of CitySafe procedures Procurement of Safe-T-Cards for staff working alone in remote areas iProvide training and development opportunities to enhance and support potential leaders throughout the organisation Security improvements for the Old Post Office reception area i

Priority: Informed and engaged communityEngagement activities will be offered widely and openly to ensure the community has the opportunity to participate in decision making processes and is informed about matters that impact on their lives.

We will do this by:

Communicating through a variety of mediums to reach our community. Engaging with our customers and the broader community to better understand their

needs and concerns and provide them with feedback about their input and decisions made.

Being open and transparent.



Continue the quarterly distribution of the Community Update newsletter to keep residents informed of Council’s achievements and projects underway.

Ongoing ‘Local Update’ is provided online at www.geelongaustralia.com.au and is updated weekly. The ‘Community Update’ magazine will once again be produced six times a year and delivered to all households from September 2016.

Progress Indicators UpdateType of indicator Indicator Target Results Comments

DCommunity satisfaction with overall performance in community engagement



DCommunity satisfaction rating for overall performance in informing the community



DPercentage of consultations where feedback is required provided to participants

90%

90% of engagements had feedback provided to participants.


2015-16 City Plan Actions UpdateAction Status

Corporate banner and billboard program iDistribution of Community Update via electronic media six times per year Expand the use and increase the promotion of the MyGeelong personal web space to residents and ratepayers Implement the Local Government Performance Reporting framework indicator collection and reporting Publication and distribution of annual calendar Publication of City News advertising weekly Social media development of channels and content Undertake internal Plain English campaign





http://www.geelongaustralia.com.au/

Our Organisation

Organisation StructureThe City’s current management structure is comprised of an executive leadership team and a senior leadership team. The executive leaders consist of the Chief Executive Officer and five General Managers who oversee policy, strategic direction and overall management of the organisation. There are 26 departments, each of which is overseen by a senior manager responsible for the organisation’s day to day operations and strategic management.

* Organisation structure as at 30 June 2016.

Executive Leadership TeamThe City of Greater Geelong has an organisational structure of five divisions, each led by a General Manager who reports to the Chief Executive Officer. Information on the Chief Executive Officer and each General Manager is provided below.

Kelvin SpillerChief Executive OfficerKelvin was appointed to the role of Chief Executive Officer in November 2015, following a period as interim CEO from June 2015.

Kelvin is a skilled business leader and executive coach with over 35 years experience in building, leading, managing and developing professional teams in complex service organisations.

His previous appointments include working as a CEO in local government for (amongst others) Preston City Council, Darebin City Council, Maroochy Shire Council (Queensland), and the Rural City of Wangaratta.

Kelvin has been a member of over 30 boards/committees in government, industry and community in 12 different industry sectors in Victoria, Queensland and the Northern Territory.

Dean FrostGeneral Manager – Strategy and PerformanceDean Frost has over 20 years experience in local government.

Dean joined the City of Greater Geelong Executive Leadership Team in 2007 as General Manager Projects, Recreation and Central Geelong, and was appointed General Manager Strategy and Performance in March 2015.

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

Peter BettessGeneral Manager – Planning and DevelopmentPeter was appointed General Manager, Planning and Tourism (now Planning and Development) in April 2010. Prior to this he was Director, Commercial Roads at VicRoads, overseeing the state’s commercial and legal interests in toll roads. Peter has over 30 years experience in state and local government and in the private sector in

Victoria and Queensland, and holds qualifications in business administration, law, planning and engineering.

Linda QuinnGeneral Manager – Community LifeLinda was appointed General Manager of Community Life in February 2016. Prior to this Linda was the Manager of the Family Services Department with responsibility for a wide range of children’s services, including Integrated Children’s Centres, Maternal and Child Health and Family Day Care.

Linda holds a Master of Philosophy in Child Studies and has over 25 years experience in the community services sector, working in both local and state government.

William TieppoGeneral Manager – City ServicesWilliam was appointed General Manager, City Services in April 2015.

Prior to this he was VicRoads’ Regional Director, South Western Region for 3 years where he was responsible for the management and operation of the state's Arterial road network in South Western Victoria. William holds qualifications in engineering with over 20 years experience in the public and private sector, with the majority of this time spent planning and delivering major road infrastructure projects across Victoria.

Brett LuxfordGeneral Manager – Investment and AttractionBrett was appointed to the role of General Manager, Investment & Attraction in February 2016.

Prior to joining the Greater Geelong City Council he has held Senior Roles in Local Government in rural, regional and growth area Councils including Swan Hill Rural City, Melton City, Hume City and Macedon Ranges. He has a strong background in economic development, a Bachelor Degree in Business and a Post Graduate qualification in land use planning.

Staff ProfileThe City of Greater Geelong is one of the region’s largest employers. As at 30 June 2016, 2,643 people were employed, equivalent to 1,557 full time staff.In 2015-16 staff turnover at the City of Greater Geelong was 10.1 per cent (up from 9.7 per cent the previous year). The main reasons for employees leaving the organisation were for personal reasons, seeking alternative employment or moving away from the area.

Total Head Count of Staff by Year

2011-12 2012-13 2013-14 2014-15 2015-16Staff numbers 2,443 2,592 2,670 2,675 2,643

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

Annual Full Time Equivalent Staff* by Year

2011-12 2012-13 2013-14 2014-15 2015-16FTE 1,418 1,469 1,483 1,515 1,557

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

Full Time Equivalent by Employment Type By Gender

Employment Type Male Female

Full time 581.3 445.3

Part time 61.4 379.3

Casual 30.7 59.0

Total 673.4 883.6

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

Age Spread of Employees (by Head Count)

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

% of workforce 11% 15% 20% 24% 22% 8%

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

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

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

Number of FTE by employment classification and gender

Male Female

Band 1 8.0 13.2

Band 2 45.0 131.2

Band 3 227.5 157.8

Band 4 60.8 206.4

Band 5 94.0 127.0

Band 6 78.3 86.0

Band 7 76.3 59.1

Band 8 55.5 24.0

Manager 20.0 12.0

Executive Manager 5.0 1.0

Other/Non classified 12.0 57.0

TOTAL FTE 682.4 874.7

Equal Employment OpportunityThe City is an equal opportunity employer and values the contributions a diverse workforce can bring to the community.

All employees are appointed on merit and in a fair and equitable manner regardless of age, employment activity, gender identity, disability, industrial activity, lawful sexual activity, marital status, parental status or status as a carer, physical features, political belief or activity, pregnancy or breastfeeding, race, religious belief or activity, sex, sexual orientation, or personal association (whether as a relative or otherwise) with a person who is identified by reference to any of the stated attributes.

We welcome applications from all suitably qualified and experienced candidates, including those with lived experience.

Outstanding AchievementsIn 2015-16 the City of Greater Geelong, individual staff and community partnerships received a number of acknowledgements and awards for excellence in the innovative delivery of a range of services and projects.

International Bronze Award winner for the 2014-15 City of Greater Geelong Annual Report at the

2016 Australasian Reporting Awards.

Healthy Together Geelong’s Healthy Workplace Network received the highly commended award for Capacity Building at the 2015 International Association for Public Participation Australasia Core Value Awards.

The National Wool Museum’s event PomPom Sheep on Parade featuring Shaun the Sheep, broke the Guinness World Record for the world’s largest flock of hand-made pompom sheep. The final tally of 13,652 handmade pompom sheep was 4,000 more than the previous record. The museum worked with program partners artist Melissa Peacock Pyrenees Presents volunteers, Shaun the Sheep and Aardman Rights, Snowball Effect and Stella Projects.

National Leisurelink Aquatic and Recreation Centre was awarded the Gold Quality Award at the

Australia Health and Fitness Industry Quality Awards. Business Events Geelong was awarded national winner of the Regional Destination

Marketing Organisation category at the 2015 Meetings and Events Australia Industry Awards for the second successive year.

The Ocean Grove Town Centre Urban Design Framework received a commendation in the Best Planning Ideas – Small Project category at the Planning Institute of Australia – Planning Excellence Awards.

The Application of Residential Zones in Geelong project received a commendation in the Best Planning Ideas – Large Project category at the Planning Institute of Australia – Planning Excellence Awards.

Central Geelong Marketing Digital Strategy was awarded the Main Street Digital award at the 2016 Mainstreet Australia Awards. The Malop Street Lab and May Magic projects were also finalists in the Main Street Partnerships category.

State and Regional ARM Architecture won the prestigious Victorian Architecture Medal for the Geelong

Library and Heritage Centre. They also received awards for Best Regional Architecture, Best Interior Architecture and Best Public Architecture for the Geelong Library and Heritage Centre at the 2016 Victorian Architecture Awards.

The Greenway Project won the Regional Achievement and Community award at the 2015 Parks Victoria Environmental Sustainability Awards.

The Greenway Project was nominated for the Sustainable Cities Award at the 2016 Keep Victoria Beautiful Awards.

Bellarine Aquatic and Sports Centre, Leisurelink Aquatic and Recreation Centre and Splashdown received Platinum Pool accreditation as part of the Life Saving Victoria Platinum Pools program.

Council’s Leisure Services Training Unit won the Commercial Training Licensee Award at the Life Saving Victoria Awards.

Michelle McInnes from Splashdown was named AUSTSWIM’s Victorian swim teacher of the year for infants and preschoolers at the Aquatics and Recreation Victoria Industry Awards.

Cat Townley from Waterworld won the Customer Service Award at the Aquatics and Recreation Victoria Industry Awards.

Jason Hill from Splashdown won the Membership Sales Award at the Aquatics and Recreation Victoria Industry Awards.

Vicki Robe, Julie Uren, Andy De Becker, Patricia O’Shea and Detlev Neumann nominated for School Crossing Supervisor of the Year.

Laura Shaw from our Sport and Recreation team was named Parks and Leisure Australia Student of the Year for the Victoria/Tasmania region at the Parks and Leisure Australia (Vic/Tas) Awards.

The Barwon Heads Village Park – Pirate Park was awarded the Playspace Award for projects up to $0.5 million at the Parks and Leisure Australia (Vic/Tas) Awards.

Central Geelong Marketing was a finalist in the LGPro Awards 2016 in the Innovative Management Initiative category.

Rewards and Recognition ProgramCouncil recognises staff for employee excellence and for service milestones. In 2015, one employee celebrated 50 years service with the City of Greater Geelong.

Employee Excellence AwardsThe Employee Excellence Awards recognises and rewards individuals and teams for their performance in Customer Service and Community Engagement, Health & Safety and Risk Management, Innovation and Business Improvement and Corporate Behaviour. During 2015-16 Council recognised nine individuals and two teams from ten departments.

Recognition of ServiceRecognition of Service acknowledges the efforts and contributions of staff achieving anniversary milestones of 10, 20, 30, 40 and 50 years service during 2015. We congratulate these employees for their contribution to serving the Geelong community:

97 employees celebrated 10 years of service 40 employees celebrated 20 years of service 13 employees celebrated 30 years of service Four employees celebrated 40 years of service One employee celebrated 50 years of service.

Occupational Health and SafetyThe City of Greater Geelong’s City Plan outlines our commitment and objectives towards Occupational Health and Safety (OH&S). We ensure our objectives are achieved by having an appropriate safety management system know as CitySafe, that is continually reviewed and updated to provide the appropriate tools and appropriate practices in mitigating OH&S risks. This includes providing:

sufficient resources information training supervision and support to provide a safe and healthy workplace

This ensures work is undertaken in a manner that supports the continued health and safety of all employees, contractors and the public.

Occupational Health and Safety PlansEach department within the City of Greater Geelong is required to have a department specific Occupational Health and Safety Plan. These plans are developed via the completion of a ‘Risk Profile’ and are an integral part of the organisation’s OH&S planning process. The risks and associated hazards are identified and addressed by implementing appropriate controls which form the basis of the departments Health and Safety plan, and are directly linked to their functions within the organisation.

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

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

Workplace injuries and reported incidentsIn 2015-16 the total number of reported lost time injuries increased from 35 to 40, and the number of medical incidents decreased from 23 in the previous year, to 19. Minor incidents rose from 262 in the previous year, to 294.

Overall, the organisation has continued to experience an increased reporting of incidents – for example the reporting of ‘near miss’ incidents which result in no injury have increased from 134 in 2014-15 to 160 in 2015-16. This shows a healthy reporting culture throughout the organisation.

Proactive efforts are undertaken to ensure the organisation looks at all incidents, no matter how big or small, are reported and investigated – helping to result in a safer workplace.

2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16

Minor Incident 211 182 224 280 249 262 294

Medical Incident 13 33 16 22 27 23 19

Lost Time Incident 45 44 49 36 41 35 40

Near Miss 32 56 76 79 95 134 160

Over the next 12 months a number of initiatives are to be undertaken to improve our performance:

Continual review and improvement of the ‘CitySafe’ Safety Management System (OH&S & Injury Management policies, procedures and other supporting documents).

Promoting a healthy and safe work environment through continual improvement in the way in which we work.

Improving our incident reporting and investigations processes and systems by developing an online management system.

Developing an effective safety in design framework that promotes consistency through the project lifecycle.

Continuation of the CitySafe self assessment program.

Audits of contractor activities to ensure continued adherence to the organisation’s OH&S standards and requirements.

Improving employee risk management capabilities by providing training and awareness in key focus areas.

VolunteersVolunteering is integral to the operations of the City of Greater Geelong and invaluable to our community. Council depends on hundreds of volunteers who offer their commitment, support and experience to assist community members and visitors to the city. Our volunteers are present at the following locations and events:

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

Meals on WheelsMeals on Wheels volunteers deliver meals to City of Greater Geelong Aged and Disability Services clients. The food service is designed to provide nutritionally balanced meals to the aged and people with disabilities to assist them in maintaining their independence in their own homes. The Meals on Wheels program has more than 300 committed volunteers, many of whom have been involved for over 20 years. Our volunteers deliver over 76,000 meals per year and provide important social contact for clients. Council also supports over 10,000 social meals provided at seniors clubs in our region.

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

The National Wool Museum has more than 65 active ‘Honorary’ staff, many of whom have a background on the land or in woollen mills, or have a special interest in wool. They assist in a variety of ways including sharing their diverse personal stories and specialities on guided tours, welcoming patrons, assisting in the gift shop and provide weaving, spinning and knitting demonstrations.

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

L2P matches volunteer supervising drivers with these young learner drivers and provides access to a vehicle.

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

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

The centres are staffed by approximately 130 enthusiastic volunteers. In 2014-15 they were the first point of contact for 160,000 visitors seeking information (inclusive of walk ins, phone calls and emails). Along with this, the volunteers promote our region by staffing stands at major events and conferences and compiling information packs.

Community and Child Health The City of Greater Geelong Maternal and Child Health (MCH) service provides essential items from Geelong Mums, a voluntary organisation for families experiencing significant financial hardship. Geelong Mums can only be accessed by professionals and collection opportunities are limited. Geelong Mums is well utilised by many family support agencies including Child Protection and has filled a gap in local services.

The Community Child Health Volunteer plays an important part to support these referrals by:

Collecting the requested items from Geelong Mums and delivering to the referring MCH centre.

Assisting in the process to ensure families with significant hardship receive these essential items.

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

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

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

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

To increase participation in volunteering for people with disabilities the City of Greater Geelong is partnering with Volunteering Geelong to develop the Volunteer Inclusion Project. The program will support participants to take on volunteer roles with short term mentor support.

The City of Greater Geelong has assessed volunteer programs against the national standards for involving volunteers in not-for-profit organisations, which promotes a model of best practice in volunteer involvement. This is part of our ongoing commitment to maintain a safe and professional community volunteer program.

Corporate Governance

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

The City of Greater Geelong formed the Audit Advisory Committee according to Section 86 of the Local Government Act 1989. The Audit Advisory Committee plays a key role in assisting the Council to fulfil governance responsibilities, ethical practices and accountability requirements.

The Committee’s corporate governance responsibilities include:

Financial Management Occupational health and safety Public liability, property and other insurance matters Risk and project management Overseeing of the internal and external audit functions of the organisation.

Audit Advisory CommitteeThe primary role for the Audit Committee is to provide an independent review of Council’s financial, management and reporting responsibilities, and to ensure compliance with statutory rules and regulations in which to oversee an effective and efficient audit process both internally and externally. The committee also provides an effective means of communication between the external auditor, internal audit, management and the Council.

Membership

The Audit Advisory Committee consists of six members: three independent members and three councillors. Independent members are appointed on a three year term and are eligible to be reappointed after the expiry of their term.

The State Government appointed Administrators in April 2016, as a result the May audit meeting was attended by the three independent members of the committee which complied with the quorum required.

The Chairperson of the committee is appointed from the independent membership of the committee.

The General Manager Strategy and Performance, Manager Finance, and Executive Manager People and Organisational Development attend all meetings by invitation to assist the committee. The Chief Executive Officer and the internal auditor attend all Audit Advisory Committee meetings to present completed reports and the annual audit plan.

The opportunity is provided for the Audit Advisory Committee to meet with the internal auditor without management at each meeting.

During the 2015-16 financial year the Audit Advisory Committee membership consisted of:

Attendance of Audit Advisory Committee members at meetings

Audit Advisory Committee Members Number of meetings attended

Ms Linda MacRae (independent member - Chairperson) 4

Mr Peter Bollen (independent member) 4

Mr Ross Fraser (independent member) 4

Cr Darryn Lyons – Mayor (ceased April 2016 - Administrators appointed)

1

Cr Jan Farrell (ceased April 2016 - Administrators appointed)

3

Cr Eddy Kontelj (ceased February 2016) 1

Cr Peter Murrihy (appointed February 2016- ceased April 2016- Administrators appointed)

0

A summary report of the Audit Advisory Committee meeting is presented at the next available Ordinary Meeting of Council. The report details for consideration and adoption a summary of activities of the Audit Advisory Committee meeting, and is considered in the public forum of the Ordinary Meeting of Council.

During 2015-16 the Audit Advisory Committee met on four occasions to consider business on the agenda:

24 August 2015 23 November 2015 29 February 2016 30 May 2016

Audit AchievementsIn 2015-16 Internal Audit completed in excess of 80 per cent of a comprehensive risk based internal audit plan. The role also provides policy and procedure advice to the Executive Leadership Team, and actively manages Council’s fraud policy and awareness training together with staff induction programs.

Key Activities of the Audit Advisory Committee for 2015-16:

Review and approval of the annual Internal Audit Plan 2015-16. Review of ten internal audit reports, with a further six update and progress reports. Review the implementation of recommendations made from audit reviews. Review of Financial, Standard and Performance Statements for year ended 30 June

2016. Review of the organisation’s risk management policy, strategy, procedures and risk

register ranging from very high to low in ratings. Review of key policies relating to fraud prevention, control and framework. Consideration of quarterly management financial reports throughout the year. Review of Council’s Long Term Financial Strategy, Draft Budget and Draft Council Plan. Review of briefings from the organisation on major potential risk and litigation issues. Review of the Victorian Auditor Generals Management Letter. Closing Report and Audit Strategy

Statutory InformationInformation Privacy The City of Greater Geelong is committed to protecting people's right to privacy and the responsible and fair handling of personal information, consistent with the Privacy and Data Protection Act 2014 and Health Records Act 2001.

Council has policies in place which set out the requirements for the management and handling of personal information. The policies are public documents which are available on request or via Council’s website. There were no formal privacy complaints received during the year ending 30 June 2016.

Freedom of InformationThe Freedom of Information (FOI) Act gives the community the right to access information in the possession of Council.

Importantly, it provides access to information about the operation of Council, particularly the rules and practices which affect members of the public in their dealings with Council.

This general right of access to information is limited only by exceptions and exemptions which have been prescribed to protect essential public interests and the private or business affairs of people about whom information is held by Council.

In keeping with the spirit of the legislation, Councils are expected, as far as possible, to facilitate and promote the disclosure of information promptly and at the lowest reasonable cost. For more information regarding Freedom of Information, please refer to Council’s website.

In the period from 1 July 2015 to 30 June 2016, the City of Greater Geelong received a total of 53 Freedom of Information requests. Of those, 39 were granted full or partial access, seven were denied and four were either not pursued or not processed. There were three outstanding requests as at 30 June 2016.

Protected Disclosure Act 2012The main purposes of the Act are to:

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

Protect persons making those disclosures. Provide for confidentiality for the content of the disclosures and the identity of the

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

For Council to consider allegations there must be reasonable evidentiary grounds for the belief that improper or corrupt conduct has occurred in an official capacity, which involves substantial:

Mismanagement of public resources; or Risk to public health and safety or the environment; or Corruption.

This conduct must be criminal in nature or a matter for which an officer could be dismissed.

In accordance with the requirements of Section 58 of the Act, Council has established procedures to facilitate the making of disclosures; for investigations of disclosed matters and protection of persons from reprisals by the public body or any member, officer or employee of the public body because of disclosures.

During the financial year to 30 June 2016 there was one complaint or allegation received that were made against Council staff for improper or corrupt conduct pursuant to the provisions of the Act. An investigation established that the allegations could not be substantiated.

Documents available for public inspectionPursuant to the Local Government Act 1989 (the Act), Councils are required to keep statutory registers and documents, which can be viewed on request, or in certain cases, on application. Relevant documents include:

Details of overseas or interstate travel (with the exception of interstate travel by land for less than three days) undertaken in an official capacity by any Councillor or member of Council staff in the previous 12 months, including:

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

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.

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.

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.

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.

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

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.

Categories of DocumentsThe City of Greater Geelong holds a range of documents relating to the management and delivery of a wide range of services to the community. The categories of documents include:

Agendas and minutes of meetings Council Resolutions Permits and applications Investigations, correspondence, complaints and consultations with communities or groups,

businesses and other government agencies Strategic planning and monitoring of performance targets Internal policy and procedural documents, including details of development and

implementation Internal administrative and operational documents, including personnel records, financial

and resource management records, audit records and internal operating procedures Tender evaluations Legal documents Reports prepared by external consultants and documents submitted by third parties Training materials Media releases and general advertising Risk Management assessments.

Contracts entered into as a result of an emergency

Section 186 of the Local Government Act 1989 describes restrictions on power to enter into contracts. Section 186 (5a) states that this does not apply if ‘the council resolves that the contract must be entered into because of an emergency’.

In 2015-16, Council entered into one contract without going to tender as a result of an emergency for remedial works to the pool shell at Leisurelink Aquatic and Recreation Centre as it was considered an urgent public safety issue.

Charter of Human Rights and Responsibilities In June 2006 the Victorian Parliament passed the Charter of Human Rights and Responsibilities Act 2006 (Vic). This Charter came into effect on 1 January 2008.

The Charter enshrines civil and political rights and some cultural rights into Victorian Law while promoting and protecting principles of freedom, respect, equality and dignity.

The City of Greater Geelong has conducted a number of awareness sessions for staff to ensure that human rights principles are considered in decision making processes, and has introduced a mandatory requirement to consider the impact of the Charter of Human Rights and Responsibilities when drafting Council Reports.

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

In the 12 months to 30 June 2016, Council hosted 11 ceremonies with Certificates of Australian Citizenship presented to 585 residents of Geelong.

Local LawsAt 30 June 2016, the following Local Laws remain current:

Neighbourhood Amenity Local Law 2014 This law regulates activities of people and provides standards and conditions for specified activities to protect people in, or the environment of, the municipal district.

Council Meeting Procedures Local Law 2013 This law relates to meetings of the City of Greater Geelong Council and special committees. The objectives include:

To facilitate the orderly conduct of meetings of Council.

To regulate and control the use of the Common Seal of the Council.

To facilitate the good government of the City of Greater Geelong and ensure that the Council’s decisions are made in the best interests of the people.

To regulate proceedings for the election of the Deputy Mayor.

To regulate proceedings at meetings of City of Greater Geelong Council.

To promote and encourage community participation in the government of the City of Greater Geelong .

Risk Management Risk is inherent in all activities and services delivered by The City of Greater Geelong. In a constantly changing and uncertain environment, the application of risk management principles at both a strategic and organisational level, ensures that potential impacts on The City of Greater Geelong’s activities are effectively managed.

The City of Greater Geelong continues to mitigate all known risks to monitor and review the effectiveness of the controls put in place to reduce the likelihood of an event. The Risk Management Framework continues to provide ongoing direction to manage risks at both strategic and operational levels.

The City of Greater Geelong undertakes the Risk Management Review of its risks through half-yearly reviews of the Corporate Risk Register where it is regularly updated on new risks identified, with appropriate treatment actions allocated to each specific risk. Quarterly reporting is provided to the Executive Leadership Group & Audit Committee by the Risk Management Unit for management review and intervention of risks.

Business Continuity Management The City of Greater Geelong continues to improve its Business Continuity Management through continual review and updating of documents to assist in mitigating unforeseeable events. The City of Greater Geelong had been impacted by a flooding event that occurred in January 2016 where some of the property and infrastructure assets Council maintains were damaged. This allowed for real life testing of the Business Continuity Plans to be undertaken to show the effectiveness of the plan and its controls in minimising the impact from the event. Overall, the Business Continuity Management is able to deliver core services at an acceptable level to the Geelong community in the event of a business interruption such as a building loss, IT failure or a natural disaster.

Asset ManagementThe municipality infrastructure consists of local road networks, footpaths, bridges, drains, parks and gardens and civic and community buildings. Council builds, holds, maintains and renews these assets on behalf of the community. Infrastructure contributes to the city’s transportation and recreational goals as well as providing civic amenity.

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

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

The phases of an asset’s lifecycle are: Acquisition: involving the specification of asset type and the timing, financing and means of

procurement. Operation and maintenance: requiring performance levels, operating and maintenance

schedules to be specified. Renewal: rehabilitation and replacement schedules to be specified.

Activities for 2015-16 included: Road condition data capture. Integration of Maintenance Management System and Hansen Asset Management System. Car park condition data capture. Review of the Road Management Plan. In house development of ArcGIS data collector. Development of three year road resurfacing and renewal programs.

Asset management will continue to evolve and mature. Council will strive to be at the forefront of asset management through participation in the Municipal Association of Victoria’s ‘Step Program’ which provides guidance to Victorian councils.

Priorities for 2016-17 include:

Footpath condition data capture. Development of RMB inspection functionality within the Maintenance Management System. Review of Road Asset Management Plan. Multiple data capture projects i.e. Non road assets such as bins, bike racks, guard rail etc. Revaluation of Road surfaces and pavements. Review of the Drainage Asset Management Plan.

External FundingIn 2015-16 the City of Greater Geelong received $58.9 million in Federal and State funding, a decrease of $18.4 million on that received in 2014-15. The reduction in grants can be mainly attributed to a decrease in Grants Commission funding of $19.6 million, with $9.7 million received in advance in the previous financial year.

Funding received during the year included:

Federal Grants Commission funding of $9.5 million. $5.8 million for early childhood development to go towards the running the City’s Learning

and Care Centres, integrated children’s centres and long day care professional development programs.

$4.3 million for the Federal Roads program. $2.6 million for the Shell Road Reserve sporting infrastructure project. $1.8 million for Community Aged Care packages. $0.8 million for Family Day Care operations and family assistance programs. $92,500 for the School holiday program. $50,000 for the Leopold Community Hub. $50,000 for the Mountain to Mouth 2016 Extreme Arts Walk event.

State Aged and disability service programs received $11.9 million dollars in funding from the

Department of Human Services. Programs funded included personal, respite and general care management, home maintenance, meals on wheels, rural access and senior citizen activities and programs.

$6.5 million for the Geelong Library and Heritage Centre ($15 million committed by the State Government in total).

$5.9 million was received from the Department of Education and Early Childhood Development for Community Child Health services, integrated children’s centres, early learning services and other programs such as Best Start, Playgroup Support, Early Start Kindergarten partnerships and professional development programs.

A number of sport and recreation projects received a total of $3.9 million in funding including the Drysdale Clifton Springs Sports Precinct, Leopold Sporting Club clubroom upgrade, Leisuretime Centre multi-use pitch, Clifton Springs Boat Harbour upgrade, Geelong Soccer Club facilities upgrade, Bicycle Path Program, McDonalds Reserve upgrade, The Hill Mountain Bike Course development, Hume Reserve lighting, Jetty Road playground and Anakie Reserve facilities upgrade. Further grants were received for a number of smaller recreation projects.

$1.5 million for the Vic Roads Blackspot program, pedestrian rail crossing works and public transport connections.

$900,000 for environmental projects such as the St Helens seawall remediation works, Geelong Queenscliffe Coastal Adaptation Program, Victorian Adaptation and Sustainability Partnership grants, mosquito control program, coastal remediation, Griffins Gull Pier restoration, Biolink Greenway project, weeds initiative programs, beach cleaning and Victorian Volcanic Plains Grasslands Protection Program.

$800,000 for the Leopold Community Hub project. School crossings supervisor subsidy grant of $580,000 was received, contributing to this

$2.0 million program. The City of Greater Geelong has 185 school crossings, the largest in the state.

$400,000 towards the landscaping and wetlands of the Geelong Ring Road Employment Precinct.

$200,000 towards youth programs including the Learner to Probationary (L2P) program and the Engage – Up and At It program.

$175,000 towards the Emergency Management program. $150,000 towards the Whittington Works – Skilling the Bay program. $150,000 for green organics composting site set up works. $104,000 for neighbourhood houses (Ocean Grove Neighbourhood House $50,000 and

Grovedale Neighbourhood House $54,000).

For further information on the full amount received by category please refer to Note 6 in the 2015-16 Annual Financial Report on page 156.

Community GrantsIn 2015-16, a total of $460,000 was donated to 169 community groups.

Community Arts and Festivals Grants ProgramThe Community Arts and Festivals Grants Program is part of the implementation of Creativity+, Council’s Culture Strategy which aims to build the cultural strength and raise the profile of the Geelong municipality as a creative region.

Community festivals and arts projects add to the vibrancy of Geelong and provide more recreation opportunities for residents. They also help build community pride and celebrate diversity. Through this program Council is able to help local community groups to get a wide range of projects up and running.

The program has two categories: The Community Arts category comprising four streams - Arts Projects, Biennial Arts, Quick Response and Professional Development. The Community Festivals category comprises three streams – One-Off, Development and Triennial.

In 2015-16, the City of Greater Geelong contributed $220,000 to 44 community groups through the Community Arts and Community Festivals Grants Programs.

Under the Community Arts Grants Program, 49 applications were received requesting a total of $258,803. Of these, 25 arts groups were successful with a total of $108,050 allocated.

In the Community Festivals Grants Program, 21 applications were received requesting a total of $134,000. Of these, 19 festival groups were successful with a total of $103,000 allocated.

In addition $8,950 was held in reserve for Quick Response and Professional Development grant streams throughout the financial year.

A grant ceremony was held for recipients on 9 November 2015 which showcased projects from previous rounds and offered a networking opportunity for community arts and festival groups.

Community Grants ProgramThe Community Grants Program is offered to facilitate community projects and activities undertaken by incorporated not-for-profit organisations and groups within the City of Greater Geelong.

Each year funding is provided to a wide variety of community groups and organisations including preschools, sporting clubs, service clubs and community associations.

In 2015-16, the program saw $240,000 distributed amongst 125 community groups. Through this program Council has been able to assist in delivering a diverse range of projects and events that benefit the Geelong community.

Developer Contributions PlansA Development Contributions Plan (DCP) is a mechanism under the Planning and Environment Act (1987) used to fund infrastructure requirements in new developments. Development contributions represent a cash contribution or works in kind credit that is applied across all developable land to ensure that all developers are funding the required infrastructure required to service these large development areas.

A DCP specifies the type of infrastructure to be provided, shows cost and apportionment and allows Council to legally collect development contribution levies.

There are two types of levies, Development Infrastructure Levy which collects funds for transport, drainage, community and recreation / sporting projects calculated on a per hectare basis, and a Community Infrastructure Levy which will fund Community Sports Pavilions (capped at $900 per dwelling).

The City of Greater Geelong currently has seven active Development Contribution Plans (DCPs). These seven DCPs total $492 million in total project value to the City over their expected 20 year life span.

Curlewis Growth Area (Jetty Road Urban Growth Area Stage 1)The Curlewis Growth Area development is significantly advanced with 820 house lots completed and five developments underway. Council has received Community Infrastructure Levies for 218 lots during 2015-16.

Council is undertaking land acquisition for the north-south connector road which will be a crucial link from Portarlington Road into this new community and continued to progress works for the Griggs Creek Rehabilitation and Revegetation project.

Armstrong Creek East PrecinctThe Armstrong Creek East Precinct’s main estate, Warralily is progressing development on two fronts on Barwon Heads Rd and Surf Coast Hwy.

Warralily are continuing to provide the Armstrong Creek Drainage and Waterway Improvement works between Barwon Heads Road and Surf Coast Highway to offset their DCP liabilities (an award winning project recognised by Stormwater Victoria). Horizon Cove and Armstrong Waters, are also progressing development to the west of Barwon Heads Road. The Precinct’s neighbourhood activity centre, Warralily Village, has also commenced development facilitating the delivery of key community, education, recreation and retail facilities.

Council has received Community Infrastructure Levies for 450 lots during 2015-16.

Armstrong Creek West PrecinctThe Armstrong Creek West Precinct’s main estate Armstrong, Mt Duneed has continued development west of Surf Coast Highway. As part of offsetting their Development Contribution liabilities they have constructed the intersection at Surf Coast Highway and Armstrong Boulevard and a shared path along Sovereign Drive. They are also continuing to provide the Armstrong Creek waterway improvement and drainage works between Surf Coast Highway and Sovereign Drive.

Council has completed construction of the intersection at Baanip Boulevard and Sovereign Drive, in partnership with VicRoads.

Council has received Community Infrastructure Levies for 296 lots during 2015-16.

Armstrong Creek Horseshoe Bend Precinct Armstrong Creek Horseshoe Bend DCP was approved by the Minister for Planning on 27 November 2014. The Horseshoe Bend DCP includes active open space, intersections, drainage works and community centres. Development has recently commence for the three major estates within the Precinct, being Charlemont Rise, Ashbury and Watermark.

Lara West Urban Growth AreaAmendment C285 Lara West Urban Growth Area DCP was approved by the Minister for Planning on 17 July 2014. The estate, Manzeene Village, commence development during 2015-16 with the first home construction expected in late 2016.

Armstrong Creek Town Centre Precinct Amendment C267 Armstrong Creek Town Centre Development Contributions Plan was approved by the Minister for Planning on 23 October 2014. The DCP includes eight intersections, shared paths, drainage works and contribution towards the construction of a Regional Library. Development is expected to commence in 2016-17 financial year.

Armstrong Creek North East Industrial Precinct The Armstrong Creek North East Industrial Precinct Development Contribution Plan was approved in 2010. Development is yet to commence in this precinct

Development Contributions Plans Summary as at 30 June 2016

Income2015-16

$

Total Project

Value$

Value Completed

2015-16$

Percentage of

Project Completed

2015-16%

Total Percentage

of Project Completed

% JETTY ROAD URBAN GROWTH AREA Development Infrastructure Levy collected (655,894)

Community Infrastructure Levy collected 196,

200

Projects Delivered by Developers Items OS004 Foreshore Reserve – Improvements 1,987,845 397,569 20.0% 20.0%Projects Delivered by Council Items R003 Intersection – North South Collector Road Part A

and Geelong Portarlington Road1,740,546 300 0.0% 1.0%

R002 North South Collector Road Part A – Land Acquisition

366,055 36,312 9.9% 10.0%

ARMSTRONG CREEK EAST PRECINCT

Development Infrastructure Levy collected 973,8

76

Community Infrastructure Levy collected 405,0

00 Projects Delivered by Developers

Projects Delivered by Council ARMSTRONG CREEK WEST PRECINCT Development Infrastructure Levy collected 3,698 Community Infrastructure Levy collected 266,400 Projects Delivered by Developers Items DI_TR_2 Shared Path Network – within road reserve – 973m

of 2.5m path 2,028,086 85,585 4.2% 13.4%

DI_LA_7 Drainage works – wetland/retarding basins (property 6) - land

48,750 23,010 47.2% 47.2%

DI_LA_8 Drainage Works - Wetland/retarding basins (property 7) - land

91,840 91,840 100.0% 100.0%

DI_DR_7 Drainage Works - Wetland/retarding basins (WLRB1) - construction

3,345,553 129,138 3.9% 3.9%

DI_DR_9 Drainage Works - Wetland retarding Basins (WLRB3) - construction

2,240,293 547,343 24.0% 100.0%

DI_DR_15 Drainage Works – Wetland/retarding basins (SB2) - construction

1,616,653 1,584,320 98.0% 98.0%

DI_RO_2 Intersection – GRR – 4C and North South Connector Road (Baanip Blvd and Sovereign Dr)

1,787,171 375,243 20.0% 100.0%

Projects Delivered by Council

Items

ARMSTRONG CREEK HORSESHOE BEND PRECINCT Development Infrastructure Levy collected - Community Infrastructure Levy collected - Projects Delivered by Council Items DI_LA_22 Sparrowvale Wetlands acquisition 752,500 6,530 0.9% 0.9%DI_LA_23 Sparrowvale Wetlands acquisition 1,729,000 4,268 0.2% 0.2% DI_LA_14 Sediment Basin 1,569,000 1,250 0.1% 0.1%

TOTAL 1,189,2

80 19,303,292 3,282,709

Development Contributions Plans future liability as at 30 June 2016 (in 2016 dollars)

Current Liability

$

Remaining Income

$

Funding Gap *

$

% of Liability the Gap

Represent Jetty Road Urban Growth Area 22,610,635 16,322,911 6,287,725 27.8%Armstrong Creek North East Industrial Precinct 13,684,704 13,684,704 - 0.0%Armstrong Creek East Precinct 106,979,230 103,032,677 3,946,552 3.7%Armstrong Creek West Precinct 94,806,606 89,468,228 5,338,377 5.6%Lara West Urban Growth Area 43,826,696 40,105,767 3,720,928 8.5%Armstrong Creek Town Centre Precinct 24,018,432 22,309,620 1,708,812 7.1%Armstrong Creek Horseshoe Bend Precinct 144,328,103 140,150,982 4,177,121 2.9%

TOTAL 450,254,406 425,074,890 25,179,516 5.6%

* Gap funding includes CIL shortfall, City of Greater Geelong contribution and Department of Education and Early Childhood Development contribution.

Development Contributions Plans whole of life – income and works as at 30 June 2016 (in 2016 dollars)

Income

$

Projects Complete

(Works in Kind & CoGG)

$

% Total DCP

Projects Completed

Jetty Road Urban Growth Area 1,302,384 5,786,355 20%Armstrong Creek North East Industrial Precinct - 0%Armstrong Creek East Precinct 1,807,758 22,868,362 18%Armstrong Creek West Precinct 968,929 13,992,173 13%Lara West Urban Growth Area - 1,911 0.0%Armstrong Creek Town Centre Precinct - - 0.0%Armstrong Creek Horseshoe Bend Precinct - - 0.0%

TOTAL 4,079,071 42,648,802 9%

Domestic Animal Management Plan UpdateCouncil has a legal obligation under the Domestic Animals Act 1994 to produce a four year Domestic Animal Management (DAM) Plan and to evaluate its implementation in the annual report.

The Domestic Animal Management (DAM) Plan 2013-2017 was adopted by Council on 22 October 2013 following an extensive engagement period.

A new Dogs in Public Places Policy (DPPP) was also approved, which detailed an extensive new range of off-leash and on-leash areas across the municipality. The DPPP was gazetted as an order under section 26(2) of the Domestic Animals Act 1994 on 21 November 2013, which enshrined the policy into law.

In developing the 2013–2017 plan, Council consulted with the community to gain an understanding of community expectations in relation to animal management. The basis of this plan has been formed from a range of data gathered from animal behaviourists, staff experience, and observations and responses from community consultations which determined the need for Council to be specific when setting objectives and actions.

The City’s Domestic Animal Management Plan for 2013-2017 provides the framework to work with the community to ensure our services are sufficient for the growing population of pets.

The City of Greater Geelong has one of the largest dog and cat populations of any Victorian municipality with 39,806 registered pets as of June 2016 and consists of 30,543 registered dogs and 9,263 registered cats.

The following is a summary of the actions from the DAM Plan and the DPPP that have taken place during the last twelve months:

Participated in the Parliamentary Inquiry and Review into the legislative framework involving restricted breed dogs.

Undertook regular random patrols to intercept dogs at large in the interest of community safety.

Continued the review of compliance strategy, including a process to return registered dogs found at large back to their owners on the same day, bypassing the impounding process. The number of animals collected following impoundment increased from 46 per cent to 50 per cent this financial year.

Completed the installation of dog control signage throughout the municipality. Provided responsible pet ownership information to the community during organised events

and regular media articles. Procured a utility vehicle for compliance patrols on beaches and shared pathways. Initiated the development of the City's Pet App, 'Park Your Pet' which will provide a

multitude of functions for pet owners including payment channels, advice , directions to on and off leash areas, pet selection, lost dogs page and bulletin boards. This is expected to be competed by the end of 2016.

Commenced planning for the mid-term review of the DAM Plan and the engagement arrangements for the drafting of the next iteration due in the final quarter of 2017.

Conducted a discounted de-sexing program with participating vets during the year, resulting in the de-sexing, registration and microchipping of almost 400 cats and kittens.

Disability Action PlanIn accordance with the Victorian Disability Act 2006, Council has developed a series of Disability Action Plans since 2002. On 28 July 2015 a report on the progress of the Disability Action Plan was presented to Council who noted the progress and moved to continue to support activities and initiatives that provide for an inclusive organisation and community. The plan specifies the actions Council is taking to reduce discrimination of people with disabilities in the areas of goods, services and facilities, employment, community participation, and attitudes and practices.

As the current Disability Action Plan draws to a close, a full report of the 2014-2017 plan will be presented to Council. Work on formulating the new Disability Action Plan for 2017-2020 has already begun, with a facilitated workshop for senior staff in September to begin the process. Following input from staff and comment from the community including disability agencies the new plan will be released mid-2017. A few examples of the many projects carried out under each of the four reporting areas are featured below.

Community participation and inclusionVolunteering Geelong, Step by Step ProgramIn 2014 Rural Access collaborated with Volunteering Geelong in developing a program that supports volunteers to mentor people with a disability in the workplace. This is a long term project with intensive input into the training and support of participants. To date:

27 participants have enrolled in the program 33 people have volunteered to be mentors 33 suitable potential enquiries received 16 Community Organisations (Not For Profit) have participated.

Disability Awareness TrainingRural access provides on going Disability Training to internal and external staff. To date training has been provided to:

350 Community Care workers 16 City of Greater Geelong Home and Community Care staff 20 City of Grater Geelong Customer Service staff 14 Geelong Regional Library staff 35 Diversitat staff 100 Deakin University disability studies students.

Barwon Disability Resource Council (BDRC)The Mobility Directory website receives upwards of 4,000 hits each year, and the database for the Central Geelong mobility directory is being updated. The project is being extended to the popular Pakington Street, Geelong West area, and BDRC are working on new listings for the website which will be fully available in January 2017.

The Barwon Disability Resource Council has also given the City permission to have their map appear on council’s website, and have worked closely with council’s Information Services team to further develop and improve the map.

RECHARGE schemeAs a participant in the scheme, council works with community businesses and organisations to offer free RECHARGE points around Geelong and the Bellarine Peninsula for people who use electric wheelchairs and scooters to recharge their mobility device.

Geelong Awards for people with disabilityIn partnership with Karingal, and now in its second year the awards celebrate the contribution of people with a disability to the region, award presentations are made at the beginning of the Having a Say conference.

Goods, Services and facilitiesThe Disability Access Budget Working Group (DAB) upgrades and improves access to council owned buildings. The Public Toilet Working Group looks after the majority of public toilets in the Greater Geelong area, including prioritising works each year.

Works done are generally around Disabled (Accessible) toilets, building access including ramps, signage and parking. The 2015-16 budget included Lara Hall, Marcus Hill and Ocean Grove Seniors Centre. Audits, prioritisation and proposed works for 2016-17 include Barwon Heads Seniors Centre, Fairlie Lodge, Ceres hall and Geelong West Town Hall. A second fully accessible toilet with track hoist and fully adjustable adult change table is planned for Leisurelink Aquatic and Recreation Centre.

The Disability Advisory Committee (DAC) and Street Access for the aged and people with disability (SAC) continues to play a valued role in acting in an advisory role to Council on matters such as public transport, access to goods and services and retaining a strong involvement with the Disability Action Plan.

EmploymentPeople and Organisation Development are progressing this area of the Disability Action Plan.

Diversity & Inclusion StrategyA draft strategy will shape a vision for Diversity and Inclusion at the City of Greater Geelong. The strategy is a framework for being a diverse and inclusive workplace where everyone feels valued and connected, with mutual support to grow and thrive.

Disability Advisory Committee (DAC)Over the past 12 months People and Organisation Development have met with the committee to look at employment opportunities for people with a disability, and reviewed current documentation and provided feedback of the employment process.

Attitudes and PracticesInternational Day of People with Disability is a United Nations celebration held in December each year. In 2015 a regional approach was taken to celebrating the day and an event ‘The Human Library’ was staged where people with disability volunteered to be a ‘talking book’ and engaged members of the public to talk about disability in a relaxed setting.

VALID (Victorian Advocacy League for Individuals with Disability) ‘Having a Say’ conference is a key conference that has been held for 16 years and has approximately 1500 people attending nationally and internationally in February each year.

National Cricket Inclusion Championships (NCIC) was recently launched in Geelong by Cricket Australia. The championships will have the support of a multi-year investment from the Victorian Government. The first tournament will be held in January 2017 and will feature 14 teams and more than 200 players competing in three divisions.

This year the City of Greater Geelong Aged and Disability Services department have a focus on Prevention of Violence against Women and Children with Disability. The One Million Stars to End Violence project will see staff assist a local Million Stars representative and provide an opportunity for individuals, groups and organisations to unite in their commitment to end violence in our community. An event during the campaign will be held during the Barwon Region Month of Action with a major installation of stars woven by volunteers to be set up in the Geelong Library and Heritage Centre.

Governance and Management ChecklistThe following are the results of the Council’s assessment against the governance and management checklist prescribed by the regulations.

GOVERNANCE AND MANAGEMENT CHECKLIST

Governance and Management Item Required

Item in operation Yes/No Date if YES

Reason(s) if answer is NO

GC1 Community engagement policy (policy outlining Council's commitment to engaging with the community on matters of public interest)

Current policy in operation YES 08-07-2014

GC2 Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

Current guidelines in operation

YES 02-06-2014

GC3 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)

Plan adopted in accordance with section 126 of the Act

YES 28-06-2016

GC4 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)

Budget adopted in accordance with section 130 of the Act

YES 28-06-2016

GC5 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)

Current plans in operation YES Council Asset Policy (1-9-2012)Fleet (1-1-2006)IT (1-9-2012)Buildings (1-1-2012)Road Network (1-9-2013)Footpath (1-3-2012)Road Bridges, Footpaths and Major Culverts (1-8-2013)Drainage (14-8-2007)

GC6 Rating strategy (strategy setting out the rating structure of Council to levy rates and charges)

Current strategy in operation

YES 28-06-2016





GC7 Risk policy ( policy outlining Council's commitment and approach to minimising the risks to Council's operations)


GC8 Fraud policy (policy outlining Council's commitment and approach to minimising the risk of fraud)


GC9 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

YES 10-03-2015

GC10 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

YES 28-06-2016

GC11 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)

Current plan in operation YES 16-05-2011

GC12 Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Current plan in operation YES 25-06-2014

GC13 Risk management framework (framework outlining Council's approach to managing risks to the Council's operations)

Current framework in operation

YES 01-06-2015

GC14 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)

Committee established in accordance with section 139 of the Act

YES 10-05-2016

GC15 Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council's governance, risk and management controls)

Internal auditor engaged YES 01-11-2010





GC16 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)

Current framework in operation

YES 26-06-2013

GC17 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)

Current report NO Quarterly reporting on City Plan actions is prepared and released publicly, and monthly community and operational indicators are reported internally through the CEO Headline Report

GC18 Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Quarterly statements presented to Council in accordance with section 138(1) of the Act

YES June Qtr - 25-8-2015Sept Qtr - 17-11-2015Dec Qtr - 15-03-2016Mar Qtr - 10-10-2016

GC19 Risk reporting (six-monthly reports of strategic risks to Council's operations, their likelihood and consequences of occurring and risk minimisation strategies)

Reports prepared and presented

YES June Qtr - 1-09-2015Dec Qtr - 1-03-2016

GC20 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 prepared and presented

NO Comparative report on 2014-15 results versus other like councils produced and reported to Council.

GC21 Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial performance statements)

Annual report considered at a meeting of Council in accordance with section 134 of the Act

YES 20-10-2015

GC22 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)

Code of conduct reviewed in accordance with section 76C of the Act

YES 28-06-2016

GC23 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)

Delegations reviewed in accordance with section 98(6) of the Act

YES 27-01-2016





GC24 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

YES 26-09-2013

Local Government Performance Reporting Framework – Service Performance IndicatorsBelow are the service performance indicator results as at 30 June 2016.

Service Performance Indicators Results Results

Service/indicator/measure 2015 2016 Material Variations and Comments

Aquatic Facilities Satisfaction

AF1 User satisfaction with aquatic facilities (optional) 0.00 0.00Council is investigating options for reporting on this in future years.

[User satisfaction with how council has performed on provision of aquatic facilities]

Service standard AF2 Health inspections of aquatic facilities 0.00 0.00

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

Health and Safety

AF3 Reportable safety incidents at aquatic facilities 19.00 16.00Reduction on previous year result with 60 per cent of incidents relating to cuts.

[Number of WorkSafe reportable aquatic facility safety incidents]

Service cost

AF4 Cost of indoor aquatic facilities $0.56 $0.95

Visits reported incorrectly the previous year relating to Leisurelink aquatic facility school visits 228,485 used but should have been 35,666).

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

Service Cost AF5 Cost of outdoor aquatic facilities $5.83 $6.27 No material variations

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

Utilisation

AF6 Utilisation of aquatic facilities 9.65 8.51

Decrease due to incorrect reporting of Leisurelink aquatic facility school visits in 2014-15. Income figure used instead of visits (228,485 used but should have been 35,666). 2014-15 result should have been 8.78 visits.

[Number of visits to aquatic facilities / Municipal population]

Animal Management Timeliness



AM1 Time taken to action animal management requests 0.00 1.00 This is the first year of

reporting on this indicator.

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

Service standard AM2 Animals reclaimed 42.26% 50.00%

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

Service cost

AM3 Cost of animal management service $47.24 $55.87 Cost includes the running of the pound facility.

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

Health and safety AM4 Animal management prosecutions 10.00 12.00 No material variations

[Number of successful animal management prosecutions]

Food Safety Timeliness

FS1 Time taken to action food complaints 0.00 2.72 This is the first year of reporting on this indicator.

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

Service standard FS2 Food safety assessments 92.88% 98.58%

[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

Service cost FS3 Cost of food safety service $344.88 $367.99 No material variations

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

Health and safety

FS4 Critical and major non-compliance outcome notifications 97.79% 99.11% No material variations



[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

Governance Transparency

G1 Council decisions made at meetings closed to the public 6.32% 6.54%

[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

Consultation and engagement

G2 Satisfaction with community consultation and engagement 54.00 54.00

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

Attendance

G3 Councillor attendance at council meetings 94.76% 92.12%

All 13 councillors were dismissed in April 2016 and replaced by a temporary administrator until three new administrators were sworn in on 25 May 2016.

[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

Service cost

G4 Cost of governance $52,814.25 $48,892.85Reduction in costs due to dismissal of all 13 councillors in April 2016.

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

Satisfaction G5 Satisfaction with council decisions 57.00 56.00 No material variations

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

Home and Community Care (HACC) Timeliness

HC1 Time taken to commence the HACC service 0.00 19.75 This is the first year of reporting on this indicator.

[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]

Service standard

HC2 Compliance with Community Care Common Standards 100.00% 100.00%

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

Service cost

HC3 Cost of domestic care service $0.00 $55.84 This is the first year of reporting on this indicator.

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

Service cost

HC4 Cost of personal care service $0.00 $55.84 This is the first year of reporting on this indicator.

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

Service cost

HC5 Cost of respite care service $0.00 $55.84 This is the first year of reporting on this indicator.

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

Participation HC6 Participation in HACC service 20.17% 19.45% No material variations

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

Participation HC7 Participation in HACC service by CALD people 16.96% 16.04% No material variations

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

Libraries Utilisation

LB1 Library collection usage 6.46 5.98

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

Resource standard LB2 Standard of library collection 80.21% 76.98%

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

Service cost



LB3 Cost of library service $5.02 $4.88

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

Participation

LB4 Active library members 17.37% 19.47%

2015-16 result includes active library members who borrowed an ebook (ebooks were not included in 2014-15).

[Number of active library members / Municipal population] x100

Maternal and Child Health (MCH) Satisfaction

MC1 Participation in first MCH home visit 98.57% 103.16% No material variations

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

Service standard MC2 Infant enrolments in the MCH service 114.51% 98.31% No material variations

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

Service cost

MC3 Cost of the MCH service $0.00 $73.93 This is the first year of reporting on this indicator.

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

Participation

MC4 Participation in the MCH service 77.72% -

No information available at time of reporting due to MAV Child Development Information System migration.

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

Participation

MC5 Participation in the MCH service by Aboriginal children 72.37% -


[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

Roads Satisfaction of use

R1 Sealed local road requests 57.99 56.45

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

Condition R2 Sealed local roads below the intervention level 98.28% 93.67%



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

Service cost

R3 Cost of sealed local road reconstruction $281.29 $176.15Reflects a drop in square metre rates due to nature of works.

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

Service Cost

R4 Cost of sealed local road resealing $11.13 $18.81Reflects an increase in square metre rates due to nature of works.

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

Satisfaction R5 Satisfaction with sealed local roads 56.00 54.00 No material variations

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

Statutory Planning Timeliness

SP1 Time taken to decide planning applications 58.00 62.00

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

Service standard SP2 Planning applications decided within 60 days 81.02% 80.05%

[Number of planning application decisions made within 60 days / Number of planning application decisions made] x100

Service cost SP3 Cost of statutory planning service $1,598.39 $1,640.70

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

Decision making

SP4 Council planning decisions upheld at VCAT 54.17% 78.57%Improved result reflects the support for the decisions made by council.

[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

Waste Collection Satisfaction



WC1 Kerbside bin collection requests 176.73 161.31

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

Service standard

WC2 Kerbside collection bins missed 5.32 9.09

Industrial action due to contractor Enterprise Bargaining negotiations resulted in an increase in missed bins in this reporting period.

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

Service cost WC3 Cost of kerbside garbage bin collection service $97.97 $99.75

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

Service cost WC4 Cost of kerbside recyclables collection service $19.92 $25.67

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

Waste diversion WC5 Kerbside collection waste diverted from landfill 55.78% 54.65% No material variations

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

Economic Development (optional) Participation

ED1 Participation in business development activities 0.00% 0.00%

[Number of businesses with an ABN in the municipality that participate in a business development activity / Number of businesses with an ABN in the municipality] x100

Service standard

ED2 Delivery of planned business development activities 0.00% 0.00%

[Number of business development activities delivered / Number of planned business development activities] x100

Service cost ED3 Cost of economic development service $0.00 $0.00

[Direct cost of delivering the economic development service / Number of businesses with an ABN in the municipality]



Economic activity ED4 Percent change in number of businesses 0.00% 0.00%

[Number of businesses with an ABN in the municipality at the end of the financial year less the number of businesses at the start of the financial year / Number of businesses with an ABN in the municipality at the start of the financial year] x100

Immunisation (optional) Satisfaction

I1 User satisfaction with immunisation service 0.00 0.00

[User satisfaction with how council has performed on provision of children immunisation service]

Service standard I2 Vaccination of children by council 0.00% 0.00%

[Percentage of children fully vaccinated by council]

I3 Return of consent cards by secondary school children 0.00% 0.00%

[Number of secondary school consent cards returned / Total number of secondary school children] x100

Service cost I4 Cost of immunisation service $0.00 $0.00

[Direct cost of immunisation service / Total number of vaccinations]

Participation I5 Vaccination of children 0.00% 0.00%

[Percentage of children who are fully vaccinated in each age group]

I6 Vaccination of secondary school children 0.00% 0.00%

[Number of secondary school children fully vaccinated by council / Total number of secondary school children] x100

Sports Grounds (optional) Utilisation

SG1 Structured activities on sports fields 0.00 0.00

[Number of structured activities / Total number of sports fields]

Condition SG2 Condition of sports fields 0.00 0.00

[Number of days sports fields are unavailable for structured activities due to condition excluding maintenance and reconstruction/redevelopment / Total number of sports fields]

Service cost SG3 Cost of sports grounds $0.00 $0.00

[Direct cost of sports grounds / Total number of sports fields]

Availability SG4 Population per sports field 0.00 0.00



[Municipal population / Total number of sports fields]

Street Sweeping (optional) Satisfaction

SS1 Street sweeping requests 0.00 0.00

[Number of street sweeping requests / Total number of sealed local road households subject to a street sweeping service]

Service standard SS2 Frequency of sealed local road sweeping 0.00 0.00

[Number of kilometres of sealed local roads swept / Total kilometres of local sealed local roads required to be swept]

Service cost SS3 Cost of street sweeping service $0.00 $0.00

[Direct cost of street sweeping service / Total kilometres of sealed local roads required to be swept]

Environmental and flooding risk SS4 Routine cleaning of sealed local road pits 0.00% 0.00%

[Number of sealed local road pits requiring cleaning following routine inspection / Total number of sealed local road pits inspected] x100

2015-16 Performance StatementPerformance Statement for the year ended 30 June 2016

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

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

The municipality has a population of 229,420, and is expected to increase to 320,000 by 2036. It has a diverse economy with over 16,500 businesses and a labour force of approximately 110,000 people.Geelong’s major industry strengths include: health; education and research; advanced manufacturing; defence; information and communications technology; tourism; and food and agriculture. Major industry sectors include health care and social assistance (13.6 per cent of the workforce), retail trade (12.7 per cent), manufacturing (11.3 per cent) and education and training (9.1 per cent).

Sustainable Capacity IndicatorsFor the year ended 30 June 2016

ResultsRef Indicator / Measure 2015 2016 Material VariationsR15(3) PopulationSch3 R16(1) Expenses per head of municipal

population$1,302.00 $1,368.26 No material variations.

R17(2) [Total expenses / Municipal population]

Infrastructure per head of municipal population

$6,190.00 $6,296.77 No material variations.

[Value of infrastructure / Municipal population]

Population density per length of road 103.00 104.16 No material variations. [Municipal population / Kilometres of local roads]Own-source revenue

No material variations.Own-source revenue per head of municipal population

$1,103.00 $1,172.06

[Own-source revenue / Municipal population]Recurrent grants

Reduction in Commonwealth funded grants.

Recurrent grants per head of municipal population

$261.00 $185.75

[Recurrent grants / Municipal population]Disadvantage

No material variations.Relative socio-economic disadvantage

5.00 5.00

[Index of Relative Socio-economic Disadvantage by decile]

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.

Service Performance IndicatorsFor the year ended 30 June 2016

ResultsRef Service / Indicator / Measure 2015 2016 Material VariationsR15(1) Aquatic facilities

Decrease due to incorrect reporting of Leisurelink aquatic facility school visits in 2014-15. Income figure used instead of visits (228,485 used but should have been 35,666). 2014-15 result should have been 8.78 visits.

Sch3 UtilisationR16(1) Utilisation of aquatic facilities 9.65 8.51R17(2) [Number of visits to aquatic facilities

/ Municipal population]

Animal management

No material variations.Health and safetyAnimal management prosecutions 10.00 12.00[Number of successful animal management prosecutions]Food safety

No material variations.Heath and safetyCritical and major non-compliance notifications

97.79% 99.11%

[Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non-compliance notifications about food premises] x100Governance

No material variations.Satisfaction Satisfaction with council decisions 57.00 56.00[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]Home and community care

No material variations.ParticipationParticipation in HACC service 20.17% 19.45%[Number of people that received a HACC service / Municipal target population for HACC services] x100

ParticipationNo material variations.Participation in HACC service by

CALD people16.96% 16.04%

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

LibrariesParticipationActive library membersNumber of active library members / Municipal population] x100

17.37% 19.47% No material variations.


ResultsRef Service / Indicator / Measure 2015 2016 Material Variations

Maternal and child health


ParticipationParticipation in the MCH service 77.72% -[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100


ParticipationParticipation in the MCH service by Aboriginal children

72.37% -

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100Roads

No material variations.Satisfaction Satisfaction with sealed local roads 56.00 54.00[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]Statutory Planning

Improved result reflects the support for the decisions made by council.

Decision making Council planning decisions upheld at VCAT

54.17% 78.57%

[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] x100Waste Collection

No material variations.Waste diversionKerbside collection waste diverted from landfill

55.78% 54.65%

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


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.

Financial Performance IndicatorsFor the year ended 30 June 2016

Results ForecastsRef Dimension / Indicator / Measure 2015 2016 2017 2018 2019 2020 Material VariationsR15(2) EfficiencySch3 Revenue level

No material variations.R16(1) R16(2)

Average residential rate per residential property assessment

$1,326.00 $1,424.66 $1,476.15 $1,521.27 $1,553.39 $1,587.62

R17(2)R17(3)

[Residential rate revenue / Number of residential property assessments]Expenditure level

No material variations.Expenses per property assessment $2,539.00 $2,653.35 $2,780.45 $2,870.40 $2,845..86 $2,924.39[Total expenses / Number of property assessments] Workforce turnover

No material variations.Resignations and terminations compared to average staff

8.00% 8.29% 7.37% 7.09% 7.07% 7.06%

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100Liquidity

Lower cash balance in 2015-16.Working capital Current assets compared to current liabilities

160.00% 126.20% 132.92% 124.48% 119.18% 114.63%

[Current assets / Current liabilities] x100

Unrestricted cashNo material variationsUnrestricted cash compared to

current liabilities136.00% 102.92% 113.33% 104.92% 99.07% 95.19%

[Unrestricted cash / Current liabilities] x100


Results ForecastsRef Dimension / Indicator / Measure 2015 2016 2017 2018 2019 2020 Material Variations

ObligationsAsset renewal

No material variations.Asset renewal compared to depreciation

48.00% 62.12% 58.47% 47.49% 44.94% 42.82%

[Asset renewal expenses / Asset depreciation] x100

Loans and borrowings Loans and borrowings compared to rates

36.00% 28.23% 46.02% 50.16% 49.84% 45.98% No material variations.

[Interest bearing loans and borrowings / Rate revenue] x100

Loans and borrowings repayments compared to rates

7.00% 6.49% 7.78% 9.30% 9.40% 8.48% No material variations.

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

Indebtedness Borrowings reduced by 17% in 2015-16.Non-current liabilities compared to

own source revenue28.00% 17.76% 30.40% 32.61% 33.94% 30.66%

[Non-current liabilities / Own source revenue] x100


Results ForecastsRef Dimension/indicator/measure 2015 2016 2017 2018 2019 2020 Material Variations

Operating position

Surplus reduced by 25% in 2015-16 mainly due to reduction in Commonwealth grant income.

Adjusted underlying resultAdjusted underlying surplus (or deficit)

6.00% 0.32% -0.54% 0.79% 2.10% 1.19%

[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100Stability

No material variations. Rates concentration Rates compared to adjusted underlying revenue

58.00% 62.08% 62.65% 61.27% 62.42% 62.80%

[Rate revenue / Adjusted underlying revenue] x100

Rates effort No material variations.Rates compared to property values 0.38% 0.40% 0.40% 0.41% 0.42% 0.43%

[Rate revenue / Capital improved value of rateable properties in the municipality ] x100Definitions"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.

Other InformationFor the year ended 30 June 2016

1. Basis for preparationCouncil 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 28 June 2016 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.

Council Approval of the Performance Statement

Certification of the Performance Statement

Independent Auditor’s Report of the Performance Statement

Annual Financial ReportFor the year ended 30 June 2016

Annual Financial Report Table of ContentsNote Page

Understanding the Financial Report and Financial Statements 139Financial StatementsComprehensive Income Statement 141Balance Sheet 142Statement of Changes in Equity 143Statement of Cash FlowsStatement of Capital Works

144 145

Notes to Financial StatementsIntroduction 146Significant Accounting Policies 1 146Budget comparison 2 153Rates and Charges 3 155Statutory fees and fines 4 155User fees 5 155Grants 6 156Contributions 7 157Net gain / (loss) on disposal of property, infrastructure, plant and equipment 8 157Other income 9 157Employee costs 10 157Materials and services 11 158Bad and doubtful debts 12 158Depreciation 13 158Borrowing costs 14 158Other expenses 15 158Investments in associates 16 159Cash and cash equivalents 17 160Trade and other receivables 18 160Other financial assets 19 161Inventories 20 161Other assets 21 161Property, infrastructure, plant and equipment 22 162Trade and other payables 23 168Trust funds and deposits 24 168Provisions 25 168Interest bearing loans and borrowings 26 169Reserves 27 170Reconciliation of cash flows from operating activities to surplus/(deficit) 28 172Reconciliation of cash and cash equivalents 29 172Financing arrangements 30 172Commitments 31 173Operating leases 32 174Superannuation 33 174Contingent liabilities and contingent assets 34 175Financial instruments 35 176Related party transactions 36 178Events occurring after balance date 37 179Certification of the Financial Report 180

Understanding the Financial Report and Financial StatementsCouncil’s Financial Report and Performance Statement are prepared in accordance with the Australian Accounting Standards, the Local Government Act 1989 and the Auditor General’s model accounts.The Financial Report and Performance Statement are audited by the Auditor General Victoria’s agent and are approved in principle by both the Council’s Audit Advisory Committee and by Council. The reports are then forwarded to the Auditor General’s Office for finalisation and provision of independent opinions for the Financial Report and the Performance Statement.

Financial StatementsThe financial statements consist of five financial reports, explanatory notes supporting the reports and endorsement from the Council and the Victorian Auditor General.

The five financial reports are:

Comprehensive Income Statement

Balance Sheet

Statement of Changes in Equity

Cash Flow Statement

Statement of Capital Works

The explanatory notes detail Council’s accounting policies and the make up of the values contained in the statements.

Comprehensive Income StatementThe Comprehensive Income Statement measures Council’s performance over the year.

It lists the sources of the Council’s revenue under various income headings and the expenses incurred in running the Council during the year. The expenses relate only to the ‘Operations’ and do not include the cost associated with the purchase or the building of assets. Expenses do include an item for depreciation which is the value of the assets used up during the year.

Balance SheetThe Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June 2016.

The bottom line of the Balance Sheet is Net Assets which is the net worth of the Council which has been built up over many years.

The assets and liabilities are separated into Current and Non Current. Current refers to assets or liabilities that will fall due within the next 12 months (except Long Service Leave refer note 1(s) within the Notes to the accounts).

Statement of Changes in EquityThe Statement of Changes in Equity summarises the change in value of Total Ratepayers Equity. The value of equity can only change as a result of:

The profit or loss from operations described as surplus or deficit in the income statement.

The use of monies from Council’s Reserves.

A change in the value of non-current assets resulting from a revaluation of these assets.

Cash Flow Statement The Cash Flow Statement summarises Council’s cash payments and receipts for the year and the level of cash at the end of the financial year.

Cash in this statement refers to Bank Deposits and investments capable of being quickly converted to cash.

Council’s cash arises from, and is used in, three main areas:

Cash Flows from Operating Activities – summarises all income and expenses relating to Council operations, including service delivery and maintenance.

Cash Flows from Investing Activities – relates to capital works payments recorded as assets in the Balance Sheet as well as receipts for the sale of assets.

Cash Flows from Financing Activities – represents repayments of and receipts from loans.

Statement of Capital WorksThis statement provides detail of capital expenditure by asset type and distinguishes renewal, upgrade and new capital expenditure.

Notes to the AccountsThe Notes to the Accounts are an informative section of the report and enable the reader to understand the basis on which the values shown in the accounts are established. The notes also advise if there has been any change to the Accounting Standards, Policy or Legislation that has impacted on the preparation of the standards.

Within the five Financial Statements, there is a “Note” column to indicate which Note the reader can refer to for additional information. This is particularly useful where there has been a significant change from the previous year’s comparative figure.

Statements by the Principal Accounting Officer, Chief Executive Officer and CouncillorsThe Financial Statements and the Performance Statement require certification under the Local Government Act 1989. The certifications are made by a combination of the Principal Accounting Officer, the Chief Executive Officer and two Councillors (Administrators), on behalf of the Council, as a written undertaking to the Statements being correct and not misleading.

Auditor General’s ReportThis document provides a written undertaking of the accuracy, fairness and completeness of the accounts.

The audit report from the Auditor General provides an independent view of the statements and advises the reader if there are any issues of concern.