City of Greater Geelong Annual Report 2011-2012

The City of Greater Geelong acknowledges the Wathaurong as the traditional custodians of this land.

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

Contents About this Report Geelong: the Best Place to Live Work and Play A Word from our Mayor A Word from our Chief Executive Officer The Year in Review A Snapshot of the Year’s Achievements Outstanding Achievements Calendar of Events Summary of Financial Performance Looking Forward Shaping Geelong’s Future Systemic Planning Process The Year Ahead Council Funding Priorities Update Council Information Ward Map Our Council Our Councillors Our People Our Mission Our Values and Behaviours Organisation Structure Chief Executive Officer Divisional Information Staff Profile Employee Excellence Awards Recognition of Service Awards Our Volunteers Performance Delivering Community Outcomes Community Wellbeing Growing the Economy Sustainable Built and Natural Environment 2011-2012 Performance Statement Corporate Performance Supporting the Delivery of our Strategic Directions Customer Focused Organisation Responsible Financial Management Safe Work Environment Motivated and Skilled Staff Efficient Service Delivery Informed and Engaged Community Victorian Local Government Indicators Governance Internal Audit Statutory Information Council Appointments to Committees and Groups Best Value External Funding Community Arts and Festivals Grants Program Councillor Community Grants Program Domestic Animal (Dogs and Cats) Management Plan 2011-2012 Update Annual Financial Report for the Year Ended 30 June 2012 Global Reporting Initiative Index Glossary Contact Us

About this report

The City of Greater Geelong Annual Report 2011-2012 provides a comprehensive account of Council’s performance from 1 July 2011 to 30 June 2012.

The City of Greater Geelong’s City Plan 2009-2013 (2011-2012 Update) is the guiding document for this Annual Report. City Plan describes our strategic objectives and key strategies. Council embarked on an ambitious program of actions during 2011-2012 aligned to our three strategic directions; community wellbeing, growing the economy and a sustainable built and natural environment. The Annual Report provides an update on the highlights and achievements emanating from this program, and addresses the minor setbacks experienced throughout the year. It also identifies the future directions and challenges that lie ahead for our city.

The aim of the Annual Report is to inform all Council stakeholders including ratepayers, residents, businesses, community and interest groups, news media, all levels of government, Council staff and the wider general community. The Annual Report 2011-2012 meets with our commitment to be transparent in performance reporting.

Geelong: the Best Place to Live, Work and Play

Fast Facts • Estimated resident population*: 215,151 • Population Growth Rate*: 0.94% • Population born overseas*: 15.8% • Population age structure*: 0-17 yrs: 24.0% 18-59 yrs: 55.5% 60+ yrs: 20.5% • Average household size: 2.4 persons • Rateable properties: 108,157 • Number of businesses in municipality**: 16,169 • Municipality labourforce***: 113,648 • Area: 1,247km2 • Coastline and Rivers: 45km of coastline 120km of streamside frontages • Wetland reserves: 114 individual wetlands totalling 11,639 hectares • Trees: 1,800 planted and 120,000 maintained annually • Roads: 2,057km • Off road paths (bike and walking trails): 200km • Open space for sports and recreation: 900 pieces of open space comprising 17,000 hectares. This includes 84 formal recreation reserves, 46 netball courts, 163 tennis courts, 11 shared courts and 10 skate parks. • Council buildings maintained: 800 • Public toilets maintained: 140 • Libraries: 13 plus one mobile library • Neighbourhood House programs: 14 • Public Playgrounds: 279 • Overnight and day-trip tourists including the Otways: 5.7 million

• * id Profile and Population forecast, June 2011 • ** ABS Business Counts • *** Department of Education, Employment and Workplace Relations, "Small Area Labour Markets Australia"

Geelong offers quality living, extensive job and business opportunities and a wide range of recreational and cultural events and activities to take part in or just simply sit back and enjoy. With a proud history, a passionate community, a vibrant economy and a great lifestyle, Geelong truly is the best place to live, work and play.

History

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

Following the gold rush era of the 1860s, Geelong began its rise as an industrial town with the main trade in its early days being the processing of wool. Huge wool stores surrounded the waterfront with some still remaining today which now house Deakin University and Westfield Shopping Centre. Towards the end of the 19th century saw the opening of the Gordon Institute of Technology, Cheetham Salt Works and cement manufacturing at Fyansford. The Ford Motor Company was established in 1925 in Geelong and despite economic hardships over the years, it remains a major player in the region. Through the World Wars and to the mid 70s Geelong’s manufacturing boomed, including the opening of the Shell Refinery in 1954 and Alcoa aluminium smelter in 1963. Over time, the change in markets and modern needs has seen a decline in some sectors of the manufacturing industry.

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

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

Our City and its People

With a population of over 215,000 people, the City of Greater Geelong is Victoria’s largest regional centre.

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

The region is characterised by the multi-award winning Waterfront overlooking Corio Bay, the picturesque Bellarine Peninsula, the Barwon River, You Yangs 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.

Total rateable residential dwellings are estimated at 94,804 across more than 50 suburbs and townships. With the region experiencing a period of rapid growth, the population in the next 20 years is expected to exceed 290,000. A high proportion of this will come from new "greenfield" growth areas identified for development, most notably Armstrong Creek, as well as other suburban expansions.

The city is a major centre for investment with over 16,000 businesses and a highly skilled workforce of over 113,648 people.

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

Open for Business

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

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

Open for Business is about being open and flexible, to facilitate rather than regulate, and to adopt a partnership approach in economic development activities. Geelong’s community leaders are united in transitioning the economy for the future through: • providing strong leadership and fostering regional collaboration • brokering major projects and investment • supporting existing businesses and driving strategic growth sectors.

Building activity continues to be at record levels and in the last 12 months there has been over $565 million worth of construction projects completed across a wide range of sectors throughout the region. A further $2.1 billion worth of redevelopments and construction is currently underway, and projects worth more than $1.7 billion are confirmed and awaiting commencement.

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

With so many major growth and development opportunities in the region and a positive attitude to investment, Geelong is a City - Open for Business.

The Best Lifestyle

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

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

The region offers sport and recreation activities for everyone, whether it is joining a crowd of thousands to watch the Geelong Cats play at Simonds Stadium in the Australian Football League competition, or taking part in the many local sporting opportunities offered to all ages. There are facilities for all seasonal sports from top class golf courses and equestrian facilities, a refurbished velodrome and a new cycling criterium in Belmont, an international standard baseball centre, all-weather thoroughbred racing facilities at the Geelong Racing Club, a newly upgraded Landy Field athletics track and state-of-the-art leisure and aquatic facilities.

Geelong is a city with great cultural energy. We are proud of our artistic traditions, local culture and rich natural and built heritage. Theatrical and musical productions are also regularly staged. Multicultural diversity is also celebrated throughout the year through events such as the Pako Festa and the National Celtic Festival. Each weekend you can visit one of a number of markets held in the region, and during the summer months night markets are proving a hit with locals and visitors alike.

Major events also play a key role. The Australian International Airshow, Festival of Sails, national and international cycling events, and triathlons are just some of the high profile major events on the region’s doorstep.

Geelong’s lifestyle is hard to beat. With quality living, wide-ranging recreational choices, a strong economy and a cosmopolitan, vibrant community, Geelong truly is, and will continue to be, the best place to live, work and play.

A Word from our Mayor

On behalf of all the Councillors it is with pride that we provide an overview of the City of Greater Geelong’s achievements during the past year, along with an update on the implementation of the four-year plan (City Plan 2009-2013) we set out at the commencement of our current Council term.

It has been an honour to serve the community over the last four years and we have achieved much in this time despite a number of challenges, including a global financial crisis.

During this term we have advocated strongly for the people of Geelong to secure significant funding from both levels of government. We have and continue to tell our story to attract the support we need to realise our vision.

We have worked with others to get things done, including various arms of the State and Federal Government, Regional Cities Victoria, the Committee for Geelong, Deakin University, Gordon TAFE, Barwon Health, various industry groups, residents and businesses.

In the last 12 months there have been many highlights including the opening of the new Waurn Ponds Library, the completion of the Old Courthouse redevelopment, the renovation of the historic Eastern Beach Children’s Pool, the continuation of the Armstrong Creek development and the implementation of the Climate Change Adaptation Strategy.

The City’s Learn to Swim program continues to grow with an 11 per cent increase to a record 23,257 enrolments across the City’s four leisure centres. A number of recreation projects were also completed including upgrades to the Corio Sporting Club social rooms, Grovedale Sporting Club social rooms, Highton Reserve pavilion, St Albans Reserve social room and the West Oval Flowers Stand interior change room redevelopment.

Geelong Amateurs received new netball facilities as did Bell Post Hill. The Barwon Valley Fun Park also received an upgrade.

Two cruise ships visited the region in 2011-2012 with the Spirit of Adventure anchoring in the bay in December 2011 and the Regatta in February 2012, strengthening our case for a reconstruction of the Yarra Street Pier. Major events provided social benefits to our community as well as an economic benefit of $40.6 million. Popular events such as the Jayco Herald Sun Tour, Festival of Sails and the Pako Festa all contributed to this. 2013 will see the Victorian Open Golf Tournament held at the 13th Beach Golf Links, the return of the Australian International Airshow and we will host the Australian Masters Games.

The largest single seniors program held within Victoria, the Geelong Seniors Festival, attracted over 7,000 participants and Geelong Children’s Week also involved thousands of children and their families. The Community Arts and Festival Grants and the Councillor Community Grants Program saw 191 community groups throughout the municipality share in just over $453,000.

And who can forget that glorious spring day on 5 October 2011 when the sun shone on thousands of fans as the victorious Geelong Cats players paraded through the streets to the Waterfront following their AFL Premiership triumph over Collingwood!

Our city centre has been going through a transition with over $700 million invested in recent years and another $250 million underway or awaiting commencement.

Our vision is to expand the role of the city centre so that arts, culture, residential, entertainment, education and business combine to create a vibrant active city.

With that in mind we are working with Deakin University, the Committee for Geelong, and the State Government on Vision 2, a vision that will provide the momentum for the next 20 years of growth in central Geelong.

Planning is well underway for the Geelong Library and Heritage Centre redevelopment with designs being developed. This is the biggest ever project ever undertaken by the City, with works expected to commence in mid 2013.

The City has also been selected as one of 14 Local Government Authorities for National Partnership Agreement on Preventive Health (NPAPH) funding in Victoria. The program, which will run for four years, seeks to address the rising prevalence of lifestyle related chronic disease. In a major coup for the program, Jamie Oliver’s Ministry of Food will open in Geelong.

A new Youth Strategy will be developed in 2012-2013. We will continue to lobby for a new Yarra Street Pier and Convention and Exhibition Centre. The new Simonds Stadium Stage 3 development will be completed in May 2013 and we will have an updated Environment Management Strategy in the coming year. The Eastern Park water recycling project will also be completed in the latter half of 2012 and will save approximately 30 million litres of mains drinking water annually, with the water used to maintain the Geelong Botanic Gardens.

Please take time to read the 2011-2012 City of Greater Geelong Annual Report. We are proud of the progress Council has made during the past 12 months, and look forward to another year of exciting and lifestyle-enhancing achievements in 2012- 2013.

Finally, I would like to thank my fellow Councillors for their dedication towards making Geelong the best place to live. Thanks also to our CEO Stephen Griffin and his staff for their tireless efforts. Cr John Mitchell Mayor

A Word from our Chief Executive Officer

Throughout the 2011-2012 year, we have undertaken many actions to achieve the aspirations set out in City Plan 2009-2013. With a year to go of the current four- year plan we are well on the way to achieving the outcomes we set ourselves back in 2009.

At the end of the 2011-2012 financial year we finished in a sound financial position with a recurrent surplus of $12 million, the result of tight fiscal management, including regular reviews of operations and the capital program, and the early payment of the Grants Commission allocation.

Council spent $65.3 million on capital works in 2011-2012 renewing, upgrading and providing new community assets. The Vines Road development – a model of shared school and community facilities – was officially opened. By partnering with Sate Government and Western Heights College we were able to go above and beyond the standard. Other major projects include the new Waurn Ponds Library, redevelopment of the Old Courthouse Youth Arts Centre and the restoration of the Eastern Beach Children’s Pool. The $1.4 million upgrade of the Kardinia Park Netball Complex benefits the 5,000 netballers who play here every week. A list of other projects can be found on page 24.

With assets worth just over $1.8 billion, our infrastructure maintenance and renewal bill alone was $54.3 million. Our liabilities increased from $89.8 million in 2010-2011 to $110.9 million. This was due to the unfunded superannuation liability of $23.5 million.

Importantly, we received $56.9 million from the State and Federal Governments to fund specific projects and services. Such support is evidence of the strong working relationship we have with both levels of government and their ongoing commitment to supporting the continued growth of Geelong and surrounds.

During the year we worked with councillors to review our 10-year affordability model, enabling the future planning of significant capital and recurrent projects. It is a very important process given the pressures of growth both now and into the future.

A number of our staff members were recognised for their many years of service to the community, including seven people who have been working for Council for over 30 years and one for over 40 years. It’s important to recognise their contribution and the dedication they have shown to their work. A full list of staff recipients can be found on page 56.

We also run a program throughout the year that recognises and rewards exceptional performance of individuals and teams and I congratulate all those who received an award during 2011-2012. Details can be found on page 55.

During the year a number of projects, services, teams and individuals received industry recognition for excellent outcomes or the quality of their work. The full list is on page 17 but I’d like to highlight the achievement of the Tourism team in winning both the national and state awards for Best Regional Destination Marketing Organisation for the third consecutive year. The Central Geelong Marketing team won the Mainstreet Australia Award for the Tastes of Central Geelong 2011 initiative, and the restoration of City Hall’s front steps and ramp received a Heritage Trust Award. I would also like to make mention of our third gold medal in the Australian Reporting Awards for our Annual Report – confirmation that our reporting if of the highest standard.

In line with our commitment to engage our community on a range of issues, the City again conducted many engagement activities where staff across Council provided information to, listened to or actively involved people in our community.

We’ll continue to plan for future growth with children’s hubs on the drawing board for Ocean Grove, Grovedale and Barwon Heads. A new community hub at Leopold will incorporate a library and early childhood services.

Central Geelong is the commercial heart of our municipality and we’re creating a new vision for this important precinct with our Vision 2 project partners.

I extend my thanks to the Mayor and Councillors, my Executive Management Team colleagues and all the wonderful City of Greater Geelong employees for their excellent efforts in meeting the challenges of the past year and making Geelong the best place to live, work and play.

Stephen Griffin Chief Executive Officer

The Year in Review

At the City of Greater Geelong we pride ourselves on delivering a broad range of services and projects that meet the needs of our community, and continually look for opportunities to improve.

This section provides a snapshot of our achievements over the past 12 months.

A Snapshot of the Year's Achievements

This year has seen many milestones and events that the City and the community can be proud of. Below is a summary of just some of these achievements.

Community Wellbeing

To improve the health and quality of life of all residents of Greater Geelong • New Waurn Ponds Library opened. • $6.5 million Old Geelong Courthouse refurbishment completed. • New Lara Library opened. • Drysdale Library refurbishment completed. • Kindergarten upgrades at Allanvale (Leopold), Ocean Grove, Lara Lake and Portarlington Preschools. • Over $9 million spent on upgrades to our recreation assets. • $26.9 million Vines Road school and community redevelopment completed. • The Swim Sport and Leisure network experienced an 11 per cent increase in Learn to Swim program enrolments, and a 14 per cent increase in active adult memberships. • Automated external defibrillators installed at all leisure and sports centres. • Geelong Play Strategy was endorsed. • Windsor Park Master Plan was endorsed. • Council adopted the Corio Norlane Structure Plan. • The 2011 Children’s Week was again one of the largest events in the region with 68 separate events hosted by 48 local organisations. • The hugely successful Geelong Seniors Festival attracted well over 7,000 participants to 95 events. • Harmony Day and Refugee Week held helping celebrate the richness cultural diversity brings to our community. • $240,000 provided to local community groups through the Community Arts and Festival Grants Program. • New Maternal and Child Health Centre in Reynolds Road, Belmont. • New East Geelong Men’s Shed at Grinter Reserve opened. • Development of the "Green Your Street" program aiming to improve local streets and neighbourhoods in Norlane. • Continuation of the GASP (Geelong Adolescent Sexuality Prevention) Youth Suicide Prevention Project. • Geelong chosen as one of the launch sites for a National Disability Insurance Scheme (NDIS).

Growing the Economy

Securing Geelong’s Economic Future • $4.8 million renovation of the historic Eastern Beach Children’s Pool completed. • Armstrong Creek Urban Growth Area remains on schedule. Residential development progressed in the East Precinct with other precincts remaining in the planning process. • Creation of two new suburbs; Armstrong Creek and Charlemont. • Boundary realignment of existing suburbs Mount Duneed, Grovedale, Connewarre and Marshall in response to the Armstrong Creek Urban Growth Plan. • $565 million worth of construction projects were completed in the last 12 months, with a further $2.1 billion currently underway and $1.7 billion in projects awaiting commencement. • Host of cruise ships the "Regatta" and "Spirit of Adventure", confirming Geelong as an appealing destination to cruise ship companies. The Regatta also confirmed it will return in January 2014. • Events supported by Council and Geelong Major Events generated an estimated $40.6 million in economic benefit to the region, equivalent to 325 full time jobs. • Securing of the 2013 Australian Masters Games, anticipated to bring $13 million of economic expenditure into the Geelong region. • Appointment of ARM Architecture and project management group David Langdon for the Geelong Library and Heritage Centre development. • Commencement of the Central Geelong Laneways and Linkages Project. • Host of the 2011 National Conference of Sustainable Economic Growth for Regional Australia (SEGRA). • Council adopted the Central Geelong Waterfront Master Plan. • Participation in the Victorian Government funded Regional Skilled Migration Program. • A study conducted by Tourism Research Australia (TRA) found Geelong had significantly improved its domestic and international visitation numbers in 2011- 2012 compared with previous years. • Stage one works worth $8.4 million in the Geelong Ring Road Employment Precinct (GREP) has been completed. • Geelong chosen as one of the launch sites for a National Disability Insurance Scheme (NDIS).

Sustainable Built and Natural Environment

The City of Greater Geelong leads the community in sustainable planning and environmental action • A number of key projects were completed in order to reduce Greenhouse emissions including further plantings at the City’s first carbon offset site. • Recognition as a leader for the City’s Climate Change Adaptation Strategy and invited to present at the Victorian Centre for Climate Change Research (VCCCAR) 2012 Annual Forum. • Successful waste campaigns encouraging environmentally friendly ways to dispose of unwanted household goods. • "Free Stuff" public advertisement column in the Geelong Advertiser to encourage reuse of unwanted bulky household goods. • Tree Inventory System data collection project is complete, allowing the City to accurately document maintenance activities and asset information. • The City’s Cycle Strategy progressed with VicRoads approval for safety improvements for cyclists at the corner of Boundary Road and Ryrie Street. • Adoption of the Lake Lorne Reserve Masterplan and implementation of the first stage of works. • Selected as one of four pilot projects being undertaken in Victoria for a detailed assessment of local coastal hazards. • Construction of a boardwalk at Thompson Creek to protect sensitive coastal saltmarsh. • Completion of Black Rock bike path, connecting 13th Beach Road and Blackgate Road. • Adoption of the Fyansford Flood Mapping project. • Participation in Earth Hour is a part of Council’s long term commitment to reducing the organisations environmental footprint. • Advisory board and working / reference groups established for the Future Proofing Geelong project, moving Geelong closer towards developing a low carbon economy. • 40th anniversary of the Geelong Environment Council celebrated on World Environment Day, which included a tree planting day held at Buckley Falls. • Further implementation of the Climate Change Adaptation Strategy. • St Helens Boat Harbour major redevelopment completed. Outstanding Achievements

In 2011-2012 the City of Greater Geelong, individual staff and community partnerships received a number of acknowledgements and awards, for excellence in innovation in the delivery of a range of services and projects.

International • Gold award winner for the City’s 2010-2011 Annual Report, presented at the 2012 Australasian Reporting Awards.

National • National Award for Best Regional Destination Marketing Organisation 2011, the third consecutive year in a row the City has received this award, presented by Meeting Events Australia. • Family Day Care Local Educator of the Year Award, for the outstanding work done by educators within the City’s family day care sector, awarded by Family Day Care Australia (FDCA). • Award for "Best Regional Initiative with Special Rate Over $100,000", for the Tastes of Central Geelong 2011 initiative, presented at the Mainstreet Australia Awards 2012. • Best Regional Local Government Award for the regional council that bests supports special rates, presented at the Mainstreet Australia Awards 2012. • Winner of the "Kidsafe Local Champion Award", awarded to City of Greater Geelong Active Transport Network for an outstanding commitment to road safety for children, presented at the 2011 National Kidsafe Day Awards by KidSafe Victoria. • Heritage Trust Award for the restoration of City Hall’s front steps and ramp, presented by the National Trust of Victoria.

State • Admission of Youth Lynx Team Leader, Greg Chadwick, as a Life Member of the Barwon Adolescent Taskforce 2011. Greg was also presented a Worker’s Award for outstanding excellence in his category, presented by Impetus Youth Awards 2011. • Joint Fire Services Award for the City’s Cross Divisional Hoarding Project, presented at the 2011 Local Government professionals (LG Pro) Aged and Disability Services Awards. • Sir Rupert Hamer Records Management Award, in the category of Community Archives for the Geelong Heritage Centre Online Image Library, presented by Public Record Office Victoria. • Winner of the 2012 Award for Excellence in Sustainability Initiatives, for the City’s Kardinia Park Arena upgrade and Stormwater Harvesting project, awarded by Local Government Professionals (LG PRO) (Victoria). • Achievement of Platinum Pool accreditation status, for Leisurelink, Bellarine Aquatic and Sports Centre (BASC) and Splashdown Leisure Centre, in the Life Saving Victoria Platinum Pools program. • Award for Excellence in Information and Communications Technology, for the City’s Roadside Asset Capture Program, presented by Telstra Local Government Information and Communications Technology Group (LGICT). • State Award for Best Regional Destination Marketing Organisation 2011, the third consecutive year in a row the City has received this award, presented by Meeting Events Australia. • Award winner in the Community Government Partnerships category for the Barwon & Moorabool River Reserves Advisory Committee partnership, presented at the 2011 Keep Australia Beautiful Victoria (KABV) Awards by Sustainability Victoria.

Calendar of Events

July 2011 3 - 7 2011 Southern University Games Various locations August 2011 10 - 14 2011 Tour of Geelong (including Vic Various locations Open Road Cycling Championships)

20 2011 Geelong Mayoral Ball Geelong Arena 21 Ski Racing Victoria Various Locations Grand Prix 1 21 Bellarine Rail Trail Run Various Bellarine locations 27 Aug – 4 Sept Carnival of Golf Portarlington Golf Club September 2011 14 Light The Night Geelong Eastern Beach Reserve – Leukaemia Fundraiser

24 - 25 2011 Special Olympics Victoria State Various locations Winter Games October 2011 1 - 31 Geelong Seniors Festival Various locations 8 ALCOA Australian Barwon River Corporate Head of the River 8 - 9 The Streets Are Alive Central Geelong 9 Queenscliff to Corio Bay Geelong Yacht Race

12 Ride to Work Day Gore Place Laneway 13 - 14 2011 Jayco Herald Sun Tour Ballarat, Geelong and Drysdale 14 Drysdale Wheelie Day Community Drysdale Primary School Festival 16 BUPA Around the Bay Rippleside Park 21 - 30 Children's Week Various events and locations 24 Potato Shed Family Fun Day Potato Shed, Drysdale 27 - 28 Poppykettle Children’s Festival GPAC 29 St Leonards Community Festival St Leonards 29 - 30 Toast to the Coast Various wineries throughout the region November 2011 12 "Walking Home" – Homelessness Bellarine Rail Trail awareness 26 - 27 Geelong Offshore Superboat Classic Corio Bay 20 Cotton On Foundation Run Geelong Central Geelong December 2011 3 Denis Walter Carols by the Bay Waterfront Geelong 4 Financial Review Corporate Various locations Cycling Challenge 11 Geelong Harley Owners Group 19th Geelong, Portarlington Harley Toy Run and Queenscliff 19 Highton Carols in the Park Highton 20 Spirit of Adventure Corio Bay – Cruise ship visit

24 Geelong Carols in the Park Johnstone Park 27 Geelong Advertiser Rip to River Point Lonsdale, Ocean Grove 27 Dec - 8 Jan 2011 Australian Chess Championships The Sphinx Hotel 31 Dawn Busters Fun Run for United Way Waterfront Geelong 31 The Pier Festival Geelong Waterfront Geelong January 2012 1 - 3 Jayco Bay Cycling Classic Eastern Park, Portarlington and Ritchie Boulevard 1 - 12 Commonwealth Bank Various locations Australian Country Cricket Championships

2 Amy's Ride Start/Finish in Eastern Park 7 Ocean Grove Tranquility Fair Ocean Grove Park 7 - 18 2012 Australian Youth Geelong Baseball Centre Baseball Championships 14 Portarlington Mussel Festival Portarlington 14 - 21 2012 Australian Deaf Games Various locations 20, 27 Queen Victoria Night Markets Johnstone Park 26 - 29 Festival of Sails Waterfront Geelong 26 Australia Day – Children’s Family Fun day Rippleside Park 26 Drysdale Australia Day Breakfast Drysdale Village Green 29 - 30 W H Pincott 131th Barwon Regatta Barwon River February 2012 3, 10, 17, 24 Queen Victoria Night Markets Johnstone Park 3 Super Rugby Pre-Season Melbourne Simonds Stadium Rebels match 10 - 12 Geelong Multi Sport Festival Waterfront Geelong 10 - 12 2012 Davis Cup Geelong Lawn Tennis Club 12 Regatta Cruise Ship Corio Bay 19 Kiwanis All Ford Day Deakin University Waurn Ponds Campus 19 Festival of Glass Bellarine Basketball Stadium, Drysdale 25 30th PakoFesta 2012 Pakington Street, Geelong West 25 13th Annual Moorpanyal 1000 Moorpanyal Park, North Shore 26 Zoot Triman Triathlon Various locations March 2012 3 Geelong Holden Day Car Show Geelong Showgrounds 4 Weet-Bix Kids TRYathlon Eastern Beach 4 Wallington Primary School Strawberry Wallington Primary School 10 - 11 BarwonFair Water Sustainable Home Steampacket Gardens and Garden Expo 10 - 11 Whyte, Just and Waterfront Geelong Moore Wooden Boat 11 Bellarine Agricultural Show Portarlington Recreation Reserve 11 Rotary Fun Run with Thomas and Bellarine Railway Station the Bellarine Rail Trail 16 Karingal Karnival Twilight Fair Kardinia House Mansion

17 - 18 Sykes Racing Head of the School Barwon River Girls Rowing Regatta 17 - 18 Geelong Highland Gathering Geelong Showgrounds 17 - 18 Geelong Cancer Council Relay for Life Deakin University Waurn Ponds 18 Barwon Heads Festival of the Sea Barwon Heads foreshore 18 Gatorade Series 6 & Long Course Portarlington, St Leonards 25 Lara Food and Wine Festival Pirra Homestead, Lara 25 Strike Out Stroke Community Waurn Ponds Baseball Centre Awareness Day 25 Geelong MG Car Club Classic Car Steampacket Gardens April 2012 Display 1 Blokes Day Out Eastern Beach Reserve 13 - 22 Youth Week Various events and locations 15 Geelong Half Marathon Barwon River 23 - 24 Geelong Region Heritage Festival Various Locations 25 ANZAC Day Services Various locations May 2012 26 Geelong Classic Dancesport Festival Club Italia, Moolap 13 Mother's Day Classic Eastern Beach 20 2012 RSPCA Million Paws Walk Eastern Gardens 26 - 27 National Budgerigar Championship Show Geelong Arena June 2012 5 40th World Environment Day National Wool Museum, Buckley Falls Park 8 - 11 The National Celtic Festival Portarlington 17 - 23 Drug Action Week 2012 Various locations 16 Jun - 2 Sept 2012 Scarf Festival National Wool Museum

Summary of Financial Performance

The following information presents a summary of financial results for 2011-2012 in an easy to understand format. For more detail please refer to the Ann Financial Report starting on page 152.

Income Statement

The Income Statement shows how much Council has earned or lost during the 2011- 2012 financial year. It details where Council receives its income from and how it is spent.

Recurrent Result

Recurrent 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Surplus/ (Deficit) $M 9.5 14.2 5.2 9.3 12.0

The 2011-2012 recurrent result (recurrent income less recurrent expenditure) of $12.0 million is Council’s operating result excluding capital or one off items.

The recurrent result represents 4.6 per cent of Council’s annual turnover and was achieved with regular operational review and tight cost controls across the organisation. Council budgets for a low or breakeven recurrent result to ensure efficient use of rates, grant and fee income in providing services to the community.

The recurrent result was $10.0 million favourable to budget and included: • The early receipt of $9.9 million from the Grants Commission 2012-2013 allocation (in June 2012). • Incomplete discretionary projects valued at $6.1 million that will be completed in 2011-2012.

Further explanation of actual and budget results is provided in the Standard Statements on pages 221-222.

Recurrent Income

The break up of where recurrent income is sourced is shown below. In 2011-2012 Council received 57.8 per cent of its recurrent income from rates.

Recurrent Income 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 $M $M $M $M $M Rates 115.4 124.5 133.1 141.4 151.1 Government 35.0 41.7 37.9 40.4 47.0 FeesGrants and Charges 50.9 51.3 49.5 64.5 59.7 Interest 2.1 1.5 2.5 3.4 3.5 Total 203.4 219.0 223.0 249.7 261.3

Recurrent Expenditure

The break up of where recurrent expenditure is sourced is shown below. Council provides a diverse range of services with employee costs representing 40.8 per cent and general works costs representing 33.5 per cent of Council’s recurrent expenditure.

Recurrent 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Expenses $M $M $M $M $M Employee Benefits 73.1 78.7 86.9 94.6 101.8 General Works 67.8 70.2 71.7 85.9 83.5 Administration 11.8 11.7 13.6 13.2 14.6 Utilities 4.7 5.8 6.1 6.6 7.2 Depreciation 36.5 38.4 39.5 40.1 42.2 Total 193.9 204.8 217.8 240.4 249.3

Net Result

The net result is made up of the recurrent result and one-off non-recurrent items such as income related to capital project expenditure, contributions made by developers, property sales and assets recognised from subdivision activity. In 2011-2012 the net result was $19.7 million.

Net Result 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Surplus (Deficit) $M 27.4 43.2 30.9 37.8 19.7

Over the past five years the net result has continued to be impacted by high levels of building and subdivision activity, providing Council with assets transferred from developers. In 2011-2012, the nonrecurrent income items included: • Income for capital projects of $15.6 million • Cash contributions from developers of $2.4 million • Assets received from developers of $22.3 million.

The non-recurrent expenditure items include $23.5 million for the unfunded superannuation call.

Balance Sheet

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

Assets (what we own)

The major components of our assets include: • Cash and Investments of $74.2 million (12 per cent increase on 2010-2011 levels due to early receipt of 2012-2013 Grants Commission allocation and lower than expected capital expenditure). • Property Plant and Equipment worth $1.7 billion (six per cent increase from 2010-2011 mainly due to acquisitions in the property and infrastructure categories).

These components make up 98.9 per cent of our total assets.

Total Assets Total Assets 2007-2008 2008-2009 2009-2010 2010-2011 2011 -2 012 $M 1,366.7 1,468.1 1,648.8 1,710.3 1,814.7

Cash and Investments

Cash and 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Investments

$M 30.3 53.1 58.6 66.3 74.2

The closing cash balance at the end of 2011-2012 has increased to $74.2 million as a result of receipt of the first instalment of 2012-2013 Grants Commission allocation and the lower than expected capital expenditure. The cash balance covers Council’s long service leave obligation of $14.5 million and provides funds to complete the carry over capital works in the future.

Property, Infrastructure, Plant and Equipment

Property, infrastructure, plant and equipment has grown by 31 per cent over the last five years with the main categories to increase being property, footpaths and bike paths and recreation assets.

Asset Category 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 $M $M $M $M $M Property 545.2 554.8 695.5 713.1 773.3 Plant and 22.7 22.9 24.1 23.5 24.5 Equipment Roads 292.9 336.4 337.8 341.6 343.2 Footpaths and 62.5 63.3 66.7 89.4 90.7 Bike paths Kerb and Channel 77.5 78.0 78.9 76.4 77.2 Drainage 205.5 210.1 215.4 218.8 251.3 Recreation 58.4 67.0 73.0 87.8 95.4 Infrastructure 22.5 22.9 21.1 22.9 22.7 WorkOther in Progress 27.1 39.1 56.6 47.1 41.8 Total 1,314.3 1,394.5 1,569.1 1,620.6 1,720.1

Capital Program

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Capital 52.4 71.8 67.9 62.7 65.3 Expenditure $M

Council has an extensive capital works program to renew, upgrade and provide new assets to ensure the continuation and improvement of services provided to the community. Council spent $65.3 million on capital works in 2011-2012. This included: • Road replacement and construction $9.1million • Drainage replacement and construction $4.8 million • Plant and vehicles $4.7million • Eastern Beach Children’s Pool $3.5 million • Old Courthouse redevelopment $3.4 million • Footpath replacement and construction $2.5 million • Waurn Ponds Library $2.3 million • Construction of O’Briens Road $1.9 million • IT asset replacements $1.0 million • Kerb and channel replacement and construction $1.0 million • Drysdale Landfill Cell 4A $0.9 million • Lara Lake Pre School $0.9 million • Eastern Park stormwater project $0.9 million • Allanvale Kindergarten extension $0.8 million • Corio Sporting Club upgrade $0.7 million • Grovedale Cricket Clubroom upgrade $0.6 million • Lara Recreation Reserve $0.6 million • Kardinia Park Netball Court development $0.5 million • O’Briens Road Retarding Basin $0.5 million • Lara Library $0.5 million • Ocean Grove Kindergarten extension $0.5 million.

Infrastructure Maintenance and Renewal

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

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 $M $M $M $M $M Parks and Road 23.6 25.1 27.9 30.4 32.7 Maintenance

Road and Footpath 10.3 12.7 13.1 12.8 15.1 Works Building 3.4 3.5 4.0 3.9 4.2 Maintenance

Recreation 2.7 1.9 2.4 2.0 2.0 Infrastructure Community 0.3 0.3 0.3 0.3 0.3 Infrastructure Total 40.3 43.5 47.7 49.4 54.3

Liabilities (what we owe)

Council’s liabilities include amounts owed to suppliers, amounts owed to employees for leave entitlements, loans and the landfill provision.

Total liabilities were $110.9 million, an increase of 23 per cent on the 2010-2011 balance. This was mainly due to the unfunded superannuation liability of $23.5 million.

Total Liabilities

Total Liabilities 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 $M 54.5 70.9 87.3 89.8 110.9

Total Loans 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012

$M 14.7 26.2 36.0 31.5 26.7

Our loan balance makes up 24 per cent of our total liabilities. There were no new loans taken out by Council in 2011-2012.

Debt commitment

Debt 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Commitment Ratio 5.08 1.73 3.56 4.86 4.51

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

Working Capital Ratio

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 $ of current 1.36 1.82 1.79 1.74 1.64 assets per $ of current liability

The working capital ratio has decreased slightly in 2011-2012 due to the inclusion of the Unfunded Superannuation Call in current liabilities which is offset by the increase in the closing cash balance. Council continues to have a strong working capital ratio and capacity to borrow as required for future capital works.

Ratepayer Equity

Ratepayer equity is represented by Council’s net worth, that is, what we own (total assets of $1,815 million) minus what we owe (total liabilities of $111 million). Ratepayer equity as at 30 June 2012 was $1,704 million, a five per cent increase on the previous year. This is mainly attributed to the increase in our cash and investments balance and the growth in our fixed asset base (property, plant and equipment), partly offset by the Unfunded Superannuation Call.

Ratepayer Equity 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012

$M 1,312.3 1,397.2 1,561.5 1,620.5 1,703.9

Looking Forward

The City of Greater Geelong adopted a new planning framework in City Plan 2009- 2013. The framework identifies three strategic directions which represent the key strengths required for our City to continue to prosper in the future; Community Wellbeing, Growing the Economy and a Sustainable Built and Natural Environment.

Shaping Geelong’s Future

The City’s three strategic directions address the changing economic, social and environmental landscape of our region, and the opportunities and challenges these present. A number of outcomes within each strategic direction have been identified as key focus areas.

The strategic directions and outcomes for our community are:

Community Wellbeing

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

Outcomes: • Improved healthy eating and physical activity • Increased lifelong learning and literacy • Liveable neighbourhoods.

Growing the Economy

Objective: Securing Geelong’s Economic Future

Outcomes: • Plan and develop the National Transport and Logistics Precinct • Development of the Cosmopolitan Heart • Managed Growth. Sustainable Built and Natural Environment

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

Outcomes: • Increased use of public and active transport • A reduction in the organisation’s environmental footprint • Agreed standards for sustainable development are in operation • The Climate Change Adaptation Strategy is established • Enhancement and protection of natural areas.

Supporting the delivery of our strategic outcomes

To support the delivery of our strategic directions and outcomes we have identified several internal areas of focus. These are important as they not only guide us on how we service and communicate to our community, but also how we manage our staff and resources. We have set ourselves high standards to ensure that Geelong not only remains the best place to live, but that Council is the best place to work. These areas of focus are: • Customer focused organisation • Responsible financial management • Safe work environment • Motivated and skilled staff • Informed and engaged community • Efficient service delivery.

Systemic Planning Process

The Systemic Planning Process is based on the concept of continual learning from past experiences and actions in a strategic planning context.

It is designed to promote commitment and accountability and links community needs, corporate strategic directions, plans and outcomes. It ensures that council decisions are evidence based and establishes clear measures of performance to enable progress to be assessed and reported.

[Begin flowchart] Gather Data Information: Research, community engagement

Sense Making An Agreed Vision Vision: The Best Place to Live

Mission: Building Relationships

Identify Gaps Strategic Directions: Plan of action to get from current, to future state Community Wellbeing, Environment, Growing the Economy

Critical Success Factors How to Close the Gaps Strategic Outcomes: What we are trying to achieve or influence in each strategic direction

Strategies: Strategies/Master Plans that support the Strategic Directions

Develop Micro-Plans Actions/Projects: Priority Actions within Strategies/Master Plans

Action Learning Implement and Monitor City Plan Resource Plan Annual Budget

Metrics: Measure and report our progress toward achieving outcomes.

Processes: Review performance and respond. [End flowchart]

The Year Ahead 2012-2013 will see the City continue working on the 13 key projects that have been earmarked because of their strategic value to the wider community. These priorities represent Council’s long term ambitions for the municipality. An update on these projects is provided on pages 33-37.

The City will also tackle other key issues in the immediate term that are important to the community and will result in long term benefits. In the coming year the City will work in partnership with key stakeholders to ensure Central Geelong is an attractive, vibrant place to work, invest in, live and visit, including continuing to plan for the redevelopment of our cultural heart. The coming 12 months will also see the continued development of waste minimisation strategies which will play a key role in limiting the financial impost of waste management in years to come and deliver the best environmental outcomes as well.

Geelong Future Cities – Geelong Cultural Precinct Master Plan (Library and Heritage Centre)

In partnership with the Victorian State Government, the Geelong Future Cities – Geelong Cultural Precinct Master Plan vision is to create a precinct that enlivens the cultural life of the people of Greater Geelong and its visitors.

The Geelong Library and Heritage Centre redevelopment is a very exciting component of Geelong’s Cultural Precinct and will be a vibrant hub for locals and visitors alike. With almost 500,000 visitors to the precinct each year, close to half of whom are library visitors – the redevelopment will double library visitor numbers in the first year, with a flow on effect to the other cultural institutions in the precinct. Today public libraries are being re-invented. They operate on many levels, not the least of which is to serve as a community hub. The replacement of the current outdated and inefficient central library and separate heritage centre with an integrated, modern facility would include spaces for people to meet, relax and study in state of the art facilities with access to new multimedia and emerging information technologies.

The existing Geelong Heritage Centre is home to an irreplaceable archive of documents and images of Geelong’s early history. A new home for this collection would not only ensure optimum storage conditions but also provide much improved public access. Combining the heritage centre with the library opens up opportunities for exhibitions and displays of the heritage centre’s valuable archive material including the very impressive collection of early photographs of our city.

The new Geelong Library and Heritage Centre will be a community and civic anchor for the Geelong Cultural Precinct – a hub which preserves and shares the identity of the community, a regional centre of learning, knowledge and culture.

Following the business case development and the City of Greater Geelong’s commitment of $15 million to the capital cost (with an additional $5 million for the library collection and car parking), the State Government has committed $15 million and the Federal Government $10 million. With funding in place, a governance structure to manage the construction of the new Geelong Library and Heritage Centre has been formalised.

It is anticipated that construction will commence during 2013 with completion expected in late 2015.

The Geelong Cultural Precinct is a vision that recognises the value of co-locating the city’s major civic and cultural institutions together next to historic Johnstone Park and near the railway station. Today the redevelopment of any one facility brings benefits to the others.

Cruise Ship Destination Project – Yarra Street Pier

The former Yarra Street Pier was a key feature of the Geelong Waterfront for more than 100 years until it was destroyed by fire in 1988. This has meant that Geelong has lacked a publicly owned pier for almost 25 years.

For some time the Council has identified the construction of a new Yarra Street Pier as one of its priority funding projects in recognition of the potential to expand our share of the cruise ship market and the community benefits that would derive from the development a new publicly owned pier.

This project proposes to reconstruct the Yarra Street Pier and develop further infrastructure for yachting and motor cruisers. It will provide a public facility that improves access to the water, supports major events and enhances recreation, economic and tourism opportunities. It will also provide a much needed public facility to enable more cruise ships to visit Geelong.

During the recent cruise ship season, Geelong hosted two cruise ships. The Spirit of Adventure sailed in on 20 December 2011 and the Regatta on 17 February 2012, which is testament to our appeal as a cruise ship destination. These ships anchored in the bay and passengers came ashore via a tender vessel. Feedback from cruise ship visitors was positive with 97 per cent of the 196 passengers that were surveyed saying that they would recommend Geelong to others and they referred to Geelong as "welcoming" and "friendly". However, 84 per cent of the respondents would have preferred to disembark at a pier rather than come ashore via the ship’s tender.

Having a publicly owned pier that provides unrestricted access is essential to Geelong’s future as a cruise ship destination. It would also allow the city to attract more major events, particularly those requiring marine infrastructure, such as triathlons.

The City with funding support from Regional Development Victoria, Tourism Victoria and Geelong Otway Tourism have funded a business case examining infrastructure needs related to attracting cruise ships to Geelong and establishing the region as Victoria’s second cruise ship destination. Add to this the ongoing interest in Geelong by cruise ship companies and it is very encouraging and strengthens the City’s case for funding support for the new Yarra Street Pier.

The business case confirms that the City will require $25.7 million from the State Government to go towards the $5 million committed by the City and $2.5 million committed by the Royal Geelong Yacht Club.

It is proposed to establish a Project Governance Structure and a Steering Committee to oversee and drive the project, with the primary focus to secure the funding required to facilitate the construction.

A new Yarra Street Pier would deliver significant benefits to the Geelong region’s tourism and major event sectors and to the wider community including: • Greater economic returns for both the Geelong region ($41.0 million) and the State ($52.4 million). • Approximately 403 new full time equivalent jobs over the first ten years of operation, and 234 during construction. • Diversifying the waterfront experience leading to increased activity in Central Geelong. • Increasing maritime uses of Corio Bay by creating a safe harbour to benefit all users (such as recreational boating). • Securing for the Geelong region a segment of the cruise ship market with up to four cruise ship visits per season from 2015, growing to 25 in 2025. • Improved liveability and profile for Geelong as a waterfront city. • Regular port for visiting naval vessels with up to four visits per year. • Attract significant major events and build on Geelong’s growing reputation as a host city for events, as a direct result of the new pier infrastructure. • Expand the Festival of Sails and attract additional yachting regattas annually.

The next twelve months will see the City and other partners in the project continue to seek funding to make this project a reality.

Central Geelong

Some areas of Central Geelong are experiencing a transition, which is a common cycle in retail precincts. Vacant shops in high-profile locations are disappointing, but do not necessarily reflect an accurate picture of overall business activity. Since 2001 the number of businesses in Central Geelong has increased from 1,149 to 1,421, and the number of people working in Central Geelong has continued to grow steadily and is now almost 16,000.

The City of Greater Geelong is working with the State Government, Committee for Geelong and Deakin University, to identify ideas for the next phase development of Geelong’s city centre. The project known as Vision 2 will look at the future needs of the Geelong region alongside national and international trends for city centres. It will also review the existing Central Geelong Structure Plan with a view to managing population growth whilst maintaining lifestyle choice and amenity.

Vision 2 aims to achieve a shared vision for Central Geelong and identify areas, strategies and opportunities that will provide a vision, momentum and investment for the next 20 years of growth.

Council also adopted the Central Geelong Looking Forward project which will operate in parallel with Vision 2. The plan includes a number of actions listed under six themes that were identified as priorities during a series of stakeholder forums on Central Geelong that were convened in December 2010. Stakeholders comprised City of Greater Geelong councillors and officers, State Government members, Central Geelong Marketing, police, building owners, retail operators, real estate agents, the Chamber of Commerce, Australian Retailers Association and G21. The themes identified were: • Accommodation • Attracting new business • The cost of doing business • Parking • Promotion and development • Safety. Key actions contained within the Central Geelong Looking

Forward project action plan include; investigating opportunities for shop-top living; developing a long term strategy for Central Geelong accessibility (including an independent parking review); the creation of a retail planning and investor prospectus for Central Geelong; and the formation of an advocate group to give advice on the revitalisation of Central Geelong.

The City has also worked closely with successive State Governments on Central Geelong with significant progress. With further development of public precincts, it is anticipated the destination appeal of Central Geelong will be increased as has been the case on the waterfront.

A new government services building at the Geelong Railway Station, the Western Wedge commercial and residential project, the proposed new Yarra Street Pier and a new library and heritage centre are all examples of the City of Greater Geelong working to stimulate the local economy through publicly funded projects.

Residential growth in Central Geelong is a major part of the vision. The City will continue the work that has been undertaken with the State Government on the Central Geelong Urban Living project to facilitate and increase residential living in the city. Over the past five years more than 450 new apartments have been constructed or approved in the city centre. The City has received $1.5 million funding from the State Government to carry out works in Central Geelong laneways with the aim of improving pedestrian movement and encouraging commercial activity, vibrancy and city living. Five projects in three different locations have been earmarked for implementation in the first stage. The project is consistent with the objectives identified by the Central Geelong Looking Forward Advocacy Group.

The fifth Healthy Cities "Working Together to Achieve Liveable Cities" Conference will also be held in Geelong in July 2012. The City worked hard to secure this event for Geelong because the topics covered are extremely relevant and timely for our city and will help identify the trends and drivers for transitioning city centres.

The future of Central Geelong is likely to result in greater mixed use where traditional retail is supplemented by arts, culture, residential, entertainment, education, medical and business to create an active and vibrant city.

Waste Management

Waste management remains a major focus for the City of Greater Geelong and during the 2012-2013 year the City will continue to devote considerable resources to this fundamental area of operations.

The State Government through the Environment Protection Authority continues to impose increasingly strict regulations on the management of waste as part of its aim to limit the amount of rubbish that is buried in landfill.

Whilst this is an important and worthy aim it has resulted in the City having to pass on significant increases in EPA landfill levies. Landfill levies will continue to rise and Geelong has the added challenge of the closure of the Corio landfill site which has reached the end of its operational life. A component of the landfill gate price increase includes the rise in the EPA levies.

The City is also considering what the impact of a carbon tax might be on landfill operations at Drysdale.

Waste minimisation will be the key factor in limiting the financial impost of waste management in years to come and this is the strategy that delivers the best environmental outcome as well.

The City of Greater Geelong has been at the forefront of domestic recycling and waste management since the introduction of the three-bin recycling and waste collection system in late 2002.

The challenge is to find innovative new ways to reduce, reuse and recycle, while sending material to landfill should be a last resort. In the past 12 months, the City has undertaken a range of unwanted household goods projects and provided information to increase the awareness of existing recycling and reuse programs.

The City has successfully conducted mattress and tyre programs where these items were able to be dropped off at our resource recovery centres at discounted costs. A car boot program has also been conducted and the City has also commenced a "Free Stuff" column in the Geelong Advertiser where residents can advertise free of charge their bulky household items. These items are advertised as free items and must be in good working order. The success of these programs will see them continue into the future.

The preliminary design for rehabilitation work at the Corio Landfill site has been completed with works to commence in the 2012 -2013 financial year. The construction of Cell 4A at Drysdale is complete and bores to monitor gas emissions at both the Corio and Drysdale sites have been installed. Landfill gas also continues to be collected and turned into electricity at Corio powering the equivalent of 1,100 homes. This is also soon to commence in Drysdale.

The next financial year will see further projects undertaken including a feasibility study into a new resource recovery centre and further initiatives for unwanted household items including the provision of a tip voucher for a boot load to all residents.

Greenwaste management continues to provide challenges for the whole Victorian greenwaste industry and to address this, the City will establish a site for greenwaste processing and ultimately composting in Point Wilson. Improvements to kerbside waste collection will be implemented in 2013 with the progressive changeover of standard 120 litre garbage bins to 140 litre bins. Larger 360 litre recycling bins will also be trialled and may replace the current 240 litre bin.

Best practice waste management focuses on waste minimisation and this is the philosophy which guides Council policies and operations. The City will be seeking funding support from the EPA to help implement further waste minimisation strategies in the Geelong region in the years to come.

Council Funding Priorities Update

Our Council has identified key projects for the municipality, each of which is recognised as having particular strategic importance for the future of the Geelong region.

These priorities represent Council’s long term ambitions for the municipality. They do not replace or take precedence over the core functions of Council.

The priorities reflect the diverse needs within the municipality, ranging from large scale infrastructure development opportunities to grass roots community facilities. They have been earmarked because of their strategic value to the wider community – they will provide jobs; they will service population growth; they will deliver vital community services.

The following is an update on the progress of each of these projects for the 2011- 2012 year.

Overview Status Update

Waterfront and Central Geelong Precinct The Geelong Future Cities - Geelong Cultural Precinct Master Plan In partnership with the Victorian State The project attracted $7.9 million in funding from the Government, the Geelong Future Cities – State Government which has resulted in the recently Geelong Cultural Precinct Master Plan vision is completed major upgrade to the Old Court House to create a precinct that enlivens the cultural building which is home to Back to Back Theatre, life of the people of Greater Geelong and its Courthouse ARTS and the Courthouse Café. The visitors. funding also assisted with the development of business cases for a major upgrade to the Geelong A key project of the proposed precinct is the Performing Arts Centre and the construction of an replacement of the current outdated and integrated Geelong Library and Heritage Centre inefficient central library and separate heritage (GLHC). centre with an integrated, modern facility. Following the business case development and the The Master Plan also identified a major City’s commitment of $15 million to the capital cost of upgrade to the Geelong Performing Arts a new GLHC (with an additional $5 million for the Centre, the eventual expansion of the Geelong collection and car parking), the State Government has Gallery and an upgrade of the surrounding committed $15 million along with a recent public realm. commitment of $10 million from the Federal Government. With funding in place, a governance structure to manage the construction of the new GLHC has been formalised.

Planning is well underway for the GLHC redevelopment with ARM Architecture appointed to undertake the design and Davis Langdon appointed to manage the project. It is anticipated that construction will commence mid- 2013 with completion expected in late 2015.

Geelong Convention And Exhibition Centre Geelong is an award-winning convention A Project Steering Group and Project Reference destination, however a lack of suitable Group led by the City have been appointed, including convention space limits our ability to capitalise representatives from the local business and on the growing national conference market, education community. Support for the project which generates $17 billion annually. continues to grow with increasing understanding of the benefits generated from business events and the The proposed Geelong Convention and proposed centre. Exhibition Centre would include a conference venue with the capacity to cater for up to 1,000 During 2011 Council resolved that a site along plenary delegates. It would provide 3,000 m2 Hearne Parade be the preferred location for the of exhibition space, along with banqueting proposed facility. This former tip site will allow for a facilities, meeting rooms, a business centre "low rise" development that will enhance this area of and retail outlets. A five-star hotel is envisaged Central Geelong. The City is currently working with to complement the Convention Centre and the various State Government departments to accommodate delegates. undertake the necessary approval processes to facilitate this outcome.

Yarra Street Pier - Cruise Ship Destination The former Yarra Street Pier was a key feature In partnership with Regional Development Victoria, of the Geelong Waterfront for more than 100 Tourism Victoria and Geelong Otway Tourism, the years until it was destroyed by fire in 1988. City of Greater Geelong commissioned a business This project proposes to reconstruct the Yarra case for the reconstruction of the Yarra Street Pier Street Pier and develop further infrastructure examining infrastructure needs related to attracting for yachting and motor cruisers. It will provide cruise ships to Geelong and establishing the region a public facility that improves access to the as Victoria’s second cruise ship destination. water, supports major events and enhances Ongoing interest in Geelong by cruise ship recreation, economic and tourism companies also strengthens the City’s case for opportunities. funding support for the new Yarra Street Pier.

A new Yarra Street Pier will provide a much The business case confirms that the City will require needed public facility to enable more cruise $25.7 million from the State Government to go ships to visit Geelong. Having a publicly towards the $5 million committed by the City and owned pier that provides unrestricted access $2.5 million committed by the Royal Geelong Yacht is essential to Geelong’s future as a cruise Club. ship destination. It is proposed to establish a Project Governance The preferred option would see the Yarra Structure and a Steering Committee to oversee and Street Pier rebuilt on its original alignment drive the project, with the primary focus to secure the along with additional works in Fisherman’s funding required to facilitate the construction. Basin and an expansion of the Royal Geelong Yacht Club marina. These works would be delivered over two stages, subject to securing the full $33.2 million funding.

Mineral Springs Spa Beneath Corio Bay is a reserve of natural The City has been working with Tourism Victoria and mineral water. The mineral springs in Geelong the Victorian Mineral Springs Committee to prepare were popular sources of therapeutic drinking the project for an expression of interest to the market water in the 19th Century, but were closed for commercial development. down in 1959. It is rare for such a resource to be available in the heart of a major city, and This has involved a number of projects including this presents a unique opportunity to add confirmation of springs location and availability of another draw card to the Waterfront. water, the identification of cultural and heritage requirements, the identification of native vegetation The City of Greater Geelong proposes to and fauna management requirements, statutory establish a modern therapeutic mineral springs approval process requirements and assessing the spa and bath house on the Waterfront. The impact of sea level rise. The next step is to ensure facility will use mineral water emanating from that the land is designated by State Government for the coastal geology at Eastern Park and will the purpose of a Mineral Spa Complex. establish Geelong as a mineral springs spa destination.

Western Wedge Council is working in partnership with the In the past five years, over $31 million has been State Government on an initiative aimed at invested by the State Government in a program of creating opportunities for people to live and studies and infrastructure works. These have focused work in the same area, and developing on encouraging a mix of residential opportunities in sustainable transport options. This project sits Central Geelong, and improved access to and from within the Western Wedge; an area within Geelong Railway Station including forecourt works, Central Geelong identified as "under-used" traffic management, parking, and the recently with a mix of warehousing and light industry, completed entrance off Mercer Street. A $1.5 million but with great potential for high density, contribution was also made to the City for streetscape mixed-use development. and infrastructure works that have provided improved pedestrian safety and amenity.

A proposal is being considered through State Government on a Central Geelong Urban Living feasibility project to investigate mechanisms aimed at increasing the number of people living in "shop-top" housing and infill development.

Civic Accommodation The City of Greater Geelong is one of the The City’s long term Civic Accommodation Strategy region’s largest employers with over 2,300 full has been to develop the site purchased in the Central time, part time and casual staff. For a number Geelong area for this purpose. of years, the City’s administrative and civic functions have been spread over several As a medium term lease consolidation option, and to locations in Central Geelong, resulting in address organisational and accommodation growth, unnecessary costs and inefficiencies. the City has entered into a consolidated 10-year lease for office accommodation located in two This project is examining the potential to buildings at 100 Brougham Street and 103 Corio construct a single office building on a site that Street. the City has acquired within the Western Wedge precinct that will provide a "one-stop- The City is undertaking detailed investigations and is shop" for all customers. also in discussions with the receivers to determine whether the conditions of a purchase of the property are a favourable long-term accommodation solution.

Northern Gateway Precinct Geelong Ring Road Employment Precinct The Geelong Ring Road Employment Precinct Stage one works worth $7.4 million have been (GREP) consists of 500 hectares of high value completed which includes the construction of industrial zoned land to the north of Geelong, O’Briens Road and associated drainage at the with frontage to the Geelong Ring Road. southern end of the precinct. Several on site Approximately two thirds of this land is retarding basins to capture stormwater with the currently undeveloped. potential for reuse within the GREP are also being developed. This has created land along the Geelong This site is ideally situated to cater for the Ring Road that is fully serviced and ready for markets of Geelong, Western Victoria and development of business. Metropolitan Melbourne, and has direct access to the Port of Geelong, Avalon Airport, major Stage two of development will open up large size rail lines, Princes Freeway and the Geelong lots in the north of the GREP through the provision Ring Road of major drainage facilities, and stage three will This project will see the estate developed as a consolidate an old residential estate ready for state-of-the-art industrial precinct, providing industrial development with major drainage sites for a wide range of industries, maximising infrastructure provided. The three stages are the area’s very large economic potential. expected to cost $32 million.

Marketing and promotion of the Geelong Ring Road Employment Precinct commenced in mid-2011 and the first site was sold early in 2012 for $0.5M.

National Transport And Logistics Precinct Freight and logistics are industry sectors which The City is working to develop a vision of how this will continue to grow in Australia especially in area can develop into a nationally significant freight the Geelong region. This project aims to and logistics hub in the future and to identify the develop transport links between the Geelong transport infrastructure required in the long term to Ring Road Employment Precinct, the Geelong ensure economic opportunities are realised. Port, Avalon Airport, V-line’s existing freight services and major roads such as the Geelong This work is being undertaken in consultation with the Ring Road and the Princes Freeway. Victorian Government which is preparing a Metropolitan Planning Strategy for Melbourne that will The Port of Geelong offers zoned land for port consider the future development of the Geelong- related activities. Avalon Airport offers 1,840 Werribee corridor. The State Government is also hectares of land for dedicated commercial proposing the development of a rail link to Avalon opportunities, including integrated logistics, Airport to support Avalon as Victoria’s second airport. freight handling, property development, aircraft maintenance and pilot training. The Geelong A feasibility study to investigate the potential to Ring Road Employment Precinct comprises reinstate an existing rail spur to service properties in 500 hectares of industrial land which is the south of the Geelong Ring Road Employment strategically located with exposure to the Ring Precinct has been initiated by the City and a Road. consortium of landowners. The development of an intermodal facility in the precinct is also supported.

The City is working closely with Avalon Airport to further develop site capacity to expand domestic passenger services, and accommodate an Aviation Academy. The City also supports Avalon Airport’s aim to become an international airport. The Victorian Regional Channels Authority is also preparing a development strategy for Geelong Port.

Community Renewal And Regeneration The City is currently involved in a number of Engagement to inform the Grovedale Oberon "whole of government" responses in Community Action Plan has taken place and the addressing disadvantage in parts of the Connecting Thomson Community Action Plan was municipality through improved social, business, released in May 2012. These projects have both educational and physical spaces. received Community Planning Grants from the Department of Planning and Community Investing in regeneration programs builds on Development. work already underway to address priority needs in specific areas – from Geelong’s The City completed the Corio/Norlane Structure Plan northern suburbs, which are the heartlands of that identifies key land use and other priorities for the industry and migration, to smaller suburbs. Council has committed to a $4 million new neighbourhoods such as Whittington, and Integrated Children’s Centre at Windsor Park in North coastal towns throughout the region. The City Shore. The City will continue to work with the is working in partnership with local people, Victorian Government who is leading the business and government on projects with regeneration project in the northern suburbs. A diverse aims such as stimulating jobs, building redevelopment program of existing housing stock has community pride and increasing housing been undertaken, and scoping studies for a major affordability. urban renewal are underway. The first step of the school regeneration program was completed, with the A range of significant community renewal and consolidation of a number of small schools into one building initiatives are underway in suburbs school, known as Northern Bay College, across five across the municipality. campuses.

The Whittington Action Plan 2010-2012 was adopted by Council in late 2010, identifying a Whittington Works! is a part of the broader number of actions to address residents’ Whittington Community Renewal program and is a concerns and boost local pride, adding to the collaboration between 17 organisations from the $2.3 million redevelopment of the Whittington employment, training and education sectors. The Link, the reopening of the Kindergarten at project aims to develop flexible solutions to local Apollo Place and the successful Whittington education, training and employment issues. This is a FlameFest community festival. very targeted project that will skill up long term unemployed people and match them with local jobs. 10 people from the initial intake will graduate in July 2012.

Geelong Marine Industry Project The Geelong Marine Industry Project, which The City has been working in partnership with key has been informed by the Osborne House state government agencies to identify processes for Marine Precinct Master Plan, aims to develop realising the Geelong Marine Industry Project. A an industrial marine precinct at St Helens on Conservation Management Plan has been Corio Bay to support the recreational marine developed for Osborne House, along with a industry. business case for the project which investigates and reports on a range of issues including social, Included in the precinct could be financial, economic and environmental analysis. manufacturing, maintenance/repair, storage and slip/lift facilities, accompanied by marine Having completed the business case, The City has based retail, clubhouse and improved resolved not to proceed with an expression of facilities for boating, as well as a restored interest process at this time, however the long term Osborne House homestead. vision is for the revitalisation of Corio Bay and waterfront area adjacent to Osborne House. The City continues to investigate potential long term sustainable uses for Osborne House that are consistent with this vision.

Southern Corridor Precinct Armstrong Creek The vision for Armstrong Creek is an urban The Armstrong Creek Urban Growth Area has development that meets the highest standards seven precincts; two dedicated to providing of sustainable living. This is one of the largest employment diversity, four residential and one for strategic planning projects ever undertaken by the Major Activity Centre which will provide a mix of the City and will provide for more than 22,000 business, retail and residential. To date, Precinct dwellings and a potential population of 55,000 Structure Plans have been approved for the East people. Residential Precinct and the North East Industrial Precinct. An Integrated Infrastructure Delivery Plan has been developed to guide the planning for In the last 12 months, planning approval was infrastructure such as roads and sewer assets, granted for 1,240 lots in the East Residential as well as community and social infrastructure Precinct (Warralily Estate) and 72 lots in the North that fosters social interaction, health and East Industrial Precinct (Keystone Business Park). wellbeing and an environmentally sustainable Civil works are underway in order for development to way of living. commence.

The West Residential Precinct has gone through a Planning Scheme Amendment process and is likely to have a Precinct Structure Plan approved in 2012. The Major Activity Centre (Armstrong Creek Town Centre) and Horseshoe Bend Precinct Structure Plans are currently being prepared and are scheduled for exhibition in late 2012.

Ring Road Extension to The Bellarine An extension of the Geelong Ring Road to the An alignment for Section 4C (Anglesea Road to the Bellarine Peninsula is vital for suitable long- Surf Coast Highway) has been selected by term residential and commercial development, VicRoads and a Public Acquisition Overlay was and is a much sought after aspiration for our approved by the Minister for Planning in October region. This link, including a river crossing, is 2010. yet to receive commitment from the Federal and State Governments. It is currently a Planning continues within the Armstrong Creek component of land use planning being urban growth area (Surf Coast Highway to the undertaken as part of the Armstrong Creek Barwon River) to ensure land is set aside for this Urban Growth area, and ongoing investigation future link. Land has already been nominated within work by VicRoads. the approved North East Industrial Precinct Structure Plan for this future road link.

Council is working with VicRoads who are currently undertaking an alignment feasibility study east of the Barwon River (through to Portarlington Road). This work is expected to be completed by late 2012.

Municipal-Wide Community Infrastructure Council provides and maintains more than 150 Council has completed over $10 million worth of community facilities including community halls, new and redeveloped Community Services kindergartens, senior citizens centres, infrastructure in 2011/12 including: community centres, libraries and family and • Waurn Ponds Library (new) children’s services. A number of these ageing • Lara Library (new) facilities are becoming increasingly less fit for • Allanvale, Ocean Grove, Lara Lake and purpose, with additional facilities also required Portarlington preschool redevelopments to meet high levels of growth. • Reynolds Road (Belmont) Maternal & Child Health Centre (new) The city is currently undertaking a strategic approach to planning for future community Council is in detail design phase for the Ocean infrastructure needs, with a focus on Grove Integrated Children’s Centre and the Leopold developing community hubs, planning for Community Hub. Planning is also underway for new population growth and renewal. Council will Early Learning Centres at Barwon Heads, North take advantage of partnership and government Shore and Grovedale. Redevelopment of the fOrT funding opportunities throughout the long term Youth Centre in Norlane will be completed in 2012. implementation of the plans. Timeframes for Design and development of a proposed "early delivery of each infrastructure plan will be delivery" Community facility in the Armstrong Creek prioritised according to community needs. East Precinct has also commenced.

Council Information

The City of Greater Geelong is among the largest of the 79 Councils in Victoria, providing services and facilities for more than 215,000 residents. The municipality is made up of 12 wards, with one Councillor elected to represent each ward.

Ward Map 1. Austin 2. Cheetham 3. Coryule 4. Beangala 5. Buckley 6. Deakin 7. Kardinia 8. Brownbill 9. Kildare 10. Cowie 11. Corio 12. Windermere

Our Council

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

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

Council Elections

Victorian Local Government Elections are held every four years.

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

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

In the past, the Mayor was elected by the 12 Councillors for a one or two-year term and at the end of that term, the Mayor could either stand for re-election for a further term or decide to stand down.

The next council election will be held in October 2012 and this will be the first time that the residents in the municipality will directly elect their Mayor.

The Mayor has several roles including chairing Council meetings, ensuring that Council decisions are carried out and representing the City at government, civic and ceremonial functions. The Local Government Act provides for the Council to elect their Deputy Mayor.

Council Meetings

Council meets on the second and fourth Tuesday of each month with a variation over the Christmas – New Year period. Meetings are open to the public and at the start of ordinary meetings public question time gives any member of the community the opportunity to freely ask a question on any Council-related matter.

Most meetings are held in the Council Chamber at City Hall at 7.00pm, however on a quarterly basis Council Meetings are held at venues around the municipality. This encourages greater access to the Councillors and the operations of Council. During the 12 months to June 2012 Council Meetings have been held at the following locations: • 23 August 2011 – Leopold Sportsmans Club, Leopold • 22 November 2011 – Vines Road Community Building, Hamlyn Heights • 28 February 2012 – The Potato Shed, Drysdale • 22 May 2012 – Hendy Street Hall, Corio.

Council Meeting Attendance July 2011 – June 2012

A total of 22 Ordinary Council Meetings were held during the period July 2011 to June 2012. The attendance record of Councillors is set out in the table below.

Name Ordinary Cr B Abley 22 Cr J Doull 19 Cr J Farrell 22 Cr K Fisher 20 Cr C Granger 22 Cr B Harwood 16 Cr E Kontelj 20 Cr S Kontelj 20 Cr R Macdonald 21 Cr J Mitchell 16 Cr R Nelson 21 Cr A Richards 22

Our Councillors

Austin Ward Cr John Mitchell (Mayor) Elected To Council: November 2004 Portfolio: Central Geelong Looking Forward Communications Democracy and Governance Sport and Recreation Telephone: 0 4 0 0 6 1 6 1 4 7 Email: [email protected]

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

Kardinia Ward Cr Bruce Harwood Elected To Council: February 2003 Portfolio: Finance Tourism Major Events Strategic Development Telephone: 0 4 0 9 5 1 2 5 4 4 Email: [email protected]

The Kardinia ward includes the suburb of Belmont and parts of Grovedale, Marshall, and a small section of Highton. Beangala Ward Cr Jan Farrell Elected To Council: November 2004 Portfolio: Education and Youth Community Safety Telephone: 0 4 3 7 1 0 3 0 3 5 Email: [email protected]

The Beangala Ward includes the townships of Ocean Grove and Point Lonsdale, as well as the rural area of Mannerim and parts of Marcus Hill. Also includes Swan Bay and parts of Wallington and Drysdale.

Brownbill Ward Cr Barbara Abley AM DSJ Elected To Council: March 2001 Portfolio: Arts and Culture Telephone: 0 4 1 9 3 5 8 2 23 Email: [email protected]

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

Buckley Ward Cr Andy Richards Elected To Council: November 2008 Portfolio: Infrastructure Parks and Gardens Transport Telephone: 0 4 0 8 3 2 1 3 4 4 Email: [email protected]

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

Cheetham Ward Cr Rod Macdonald Elected To Council: November 2004 Portfolio: Economic Development Planning Telephone: 0 4 5 8 5 0 9 9 9 4 Email: [email protected]

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

Corio Ward Cr Kylie Fisher Elected To Council: November 2008 Portfolio: Community Development Telephone: 0 4 3 9 0 1 1 0 0 3 Email: [email protected]

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

Coryule Ward Cr John Doull Elected To Council: November 2008 Portfolio: Environment and Sustainability Climate Change Telephone: 0 4 4 8 5 6 0 8 9 7 Email: [email protected]

The Coryule ward includes the township of Indented Head, Portarlington, St Leonards, Northern Rural Bellarine and Clifton Springs

Cowie Ward Cr Eddy Kontelj Elected To Council: March 2010 Portfolio: Aboriginal Affairs Multicultural Affairs Telephone: 0 4 8 8 2 1 1 1 4 8 Email: [email protected]

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

Deakin Ward Cr Ron Nelson Elected To Council: March 2011 Portfolio: Rural and Regional Affairs Telephone: 0 4 2 9 5 3 1 8 7 5 Email: [email protected]

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

Kildare Ward Cr Dr Srechko "Stretch" Kontelj OAM KSJ Elected To Council: March 1998 Portfolio: Major Projects Telephone: 0 4 1 9 3 2 7 3 0 3 Email: [email protected]

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

Windermere Ward Cr Cameron Granger (Deputy Mayor) Elected To Council: November 2008 Portfolio: Heritage Telephone: 0 4 4 8 7 1 8 3 4 7 Email: [email protected]

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

Our People

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

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

Our Values and Behaviours

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

We aim to foster a culture that embraces a consistent set of behaviours that reflect what we all truly value and believe in to deliver effective and efficient outcomes for our community.

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

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

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

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

Organisation Structure

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

Organisation Structure as at 30 June 2012 [begin flowchart] Councillors, Community Chief Executive Officer: Stephen Griffin

Research and Policy Advisor to the CEO: Fiona Dunbar Internal Audit and Ombudsman office: David Lever

Corporate Services: Jeff Wall  Administration and Governance: John Brown  Corporate Strategy and Property Management: Lindsay Allan  Customer Service and Councillor Support: Tim McDonald  Financial Services: Mike Kelly  Information Services: Andrew Downie  Organisation Development: Howard Oorloff  Communications and Marketing Unit: Darryn Chiller

Economic Development and Planning and Tourism: Peter Bettess  City Development: Joanne Van Slageren  Planning Strategy and Economic Development: Terry Demeo  Tourism: Roger Grant

Community Services: Jenny McMahon  Aged and Disability Services: Karen Pritchard  Arts and Culture: Kaz Paton  Community Development: Paul Jamieson  Family Services: Linda Quinn  Health and Local Laws: Steve Sodomaco

City Services: Gary Van Driel  Engineering Services: David Hannah  Environment and Natural Resources: Rodney Thomas  Infrastructure Operations and Waste: Michael Dougall  Parks and Support Services: Brendan Gaudion  Co-ord Emergency Management and Municipal Resources: Kevin Garde

Projects, Recreation and Central Geelong: Dean Frost  Capital Projects: Scott Cavanagh  Events, Central Geelong and Waterfront: Steve Bentley  Leisure Services: Malcolm Kuhn  Sport and Recreation: Paul Jane  Urban Design and Strategic Projects: Felix Hemingway [end flowchart]

Chief Executive Officer Stephen Griffin Bachelor of Applied Science Diploma of Education Graduate Diploma Local Government Management Master of Business Management

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

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

Stephen has been employed in local government for over 23 years and is a member of a number of State Government committees focusing on various issues in the Geelong region.

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

Divisional Information

Corporate Services Jeff Wall General Manager Master of Business Administration Graduate Diploma of Management Certificate of Business Studies (Accounting) Commenced position in November 2009.

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

Quick facts: Division’s EFT Staff: 167 Revenue ($000): $184,530 Expenditure ($000): $ 63,044 Assets ($000): $207,695

City Services Gary Van Driel General Manager Master of Applied Science (Organisation Development) Bachelor of Engineering – Civil Certified Municipal Engineer

Commenced position in April 2010.

Services provided by this division include: • Engineering Services • Asset and Traffic Management • Environment and Natural Resources • Infrastructure Operations (including road and footpath infrastructure construction and maintenance) • Parks and Support Services • Waste Services.

Quick facts: Division’s EFT Staff: 381 Revenue ($000): $40,521 Expenditure ($000): $108,063 Assets ($000): $1,145,980

Economic Development, Planning and Tourism Peter Bettess General Manager Diploma of Engineering (Civil) Diploma of Applied Science (Planning) Bachelor of Arts Bachelor of Laws Master of Business Administration Graduate Diploma of Legal Practice

Commenced position in April 2010.

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

Quick facts: Division’s EFT Staff: 99 Revenue ($000): $ 9,668 Expenditure ($000): $12,937 Assets ($000): $43,960

Community Services Jenny McMahon General Manager Certificate of Applied Social Sciences (Child Care) Bachelor of Business (Human Resources and Industrial Relations) Graduate Australian Institute Company Directors (GAICD)

Commenced position in February 2011.

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

Quick facts: Division’s EFT Staff: 520 Revenue ($000): $ 42,043 Expenditure ($000): $ 62,002 Assets ($000): $189,565

Projects, Recreation and Central Geelong Dean Frost General Manager Bachelor of Applied Science (Human Movement) Graduate Diploma of Business Administration Master of Business Administration

Commenced position in October 2007.

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

Quick facts: Division’s EFT Staff: 247 Revenue ($000): $ 26,224 Expenditure ($000): $ 37,258 Assets ($000): $227,885

Staff Profile

The City of Greater Geelong is one of the region’s largest employers. As of 30 June 2012 the City employed 2,443 people, equivalent to 1,418 full time staff.

In 2011-2012 staff turnover at the City of Greater Geelong was 5.9 per cent, the lowest in recent years. This can be compared to 8.4 per cent in 2010-2011, 8.1 per cent in 2009-2010 and 12.6 per cent in 2008-2009.

Total Head Count of Staff by Year

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Staff numbers 2,095 2,267 2,331 2,433 2,443

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

Annual Equivalent Full Time Staff* by Year

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012

EFT 1,236 1,266 1,312 1,375 1,418

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

The increase to EFT staff numbers over the past 12 months has been across many of the City’s key service areas to meet the increasing demand of the growing population. This includes the areas of Town Planning, Leisure Services and the new Healthy Communities section undertaking the National Partnership Agreement on Preventive Health program (NPAPH). The Geelong arm of the NPAPH program will be funded $5.25 million over a period of four years and involves a dedicated health promotion workforce of 11 equivalent full-time positions.

Percentage of EFT by Employment Type

Employment Type 2010-2011 2011-2012

Full time (%) 63.0 65.7 Part time (%) 28.5 27.1 Casual (%) 8.5 7.2

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

Age Spread of Employees (by Head Count)

Age Range 15 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+ % of workforce 13.7 16.1 20.5 25.2 19.0 5.5

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

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

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

Gender Composition of Employees (by Head Count)

Male (%) Female (%) Executive Management 83.4 16.6 Department Management 81.8 18.2 Coordinators 65.0 35.0 Other 33.8 66.2

This indicates the split between males (total 857) and female (total 1,586) in the various employment levels within the City. By implementing different training and development programs, the City of Greater Geelong is taking a proactive approach to decreasing the gender gaps within the management group. Employee Excellence Awards

This program is designed to reward and recognise individuals and teams for their exceptional performance in customer service, health and safety/risk management, innovation and business improvement or corporate behaviour.

During 2011-2012, 20 employees were recognised for their exceptional performance.

Month Name Department July 2011 Lisa Demajo Family Services Simon Jackson Planning Strategy and Economic Development August 2011 Tim Osborne Parks and Support Services September 2011 Kim Hunter Leisure Services

October 2011 Priscilla Leahy Team: Central Geelong and Ted Thirlwell Waterfront Administration Matthew Szymczak and Governance Information Kelly Ivens Michelle Services Communications Flight Christine and Marketing Economic Silvestroni Development Economic Development

November 2011 Helen Herbert and Jodie Bath Family Services December 2011 Kylie Deppeler Vicki Information Services and January 2012 Clark Cameron Document Management Services Littlehales Infrastructure Operations and Waste February 2012 Adrian Kenyon and Darby Munro Infrastructure Operations and Waste

March 2012 Gray Bowden Health and Local Laws April 2012 Shannon Lambert Swim, Sport & Leisure May and June David Briggs Engineering Services 2012

Recognition of Service Awards

Recognition of Service Awards acknowledges the efforts and contributions of staff over 10, 20, 30 and 40 year periods during 2011. These employees are a valuable asset to the organisation, and all have made a significant contribution to the community of Geelong during their service.

Staff who reached a service milestone during 2011:

40 years John Rice 30 years

Garry Condon Ian Hendry John Campbell Maurie Chapman

Graham Taylor Ian Rogers Margaret Mawson

20 years

Barry Gardiner Jeff Hecker Lisa Stillman Slobodanka Mujkanovic Conny Buller Julie Treble Ria Upton Steve Bentley

Eileen Curtis June Agapiou Penny Hogue Susan Brew

Graeme Hardiman Kevin Chatfield Peta France Susan Bonner

Heather Mitchell Leanne Jose Richard Neudert

James Welsh Leonie Flanagan Sheryl Browne

10 years

Alan Morris Gillian Poole John D Brown Maria Scanlon

Andrew Downie Grant Howieson John Alberts Mary Dagher

Anne Noonan Hazel Spark Judith Robertson Pam Sinnott

Barbara Parker Jacqui Wurf Judy Jaruga Pat Hancocks

Brenda Nankervis Jamie Westhorpe Julie-Anne Bishop Rose De Vries North Carol Van Berkel Jane Thomas June Marsh Scott Grenfell

Cheryl Morrissey Jeff Wall Keith Smith Scott Flavell

Christine Maddison Jennifer Mullen Kerrie Hulands Sharon Cockerell

Christine Gallagher Jenny Cottrell Kristina Johnson Stephen Wallbridge

Colin Rankin Jenny Fitzgerald Kylie Mackey Susan Gregson

Dallas Stefanovic Jo Vincent Kylie Deppeler Susanna Haywood

David Trevaskis Joan Wells Leah Wolfe Tib Polgar

Deborah Blackney Joan Kemp Lesley Hansen Tim Jones

Eric Polotzek Joanne Hampson Lynne Yakovlev Tseres Despina Frank Orlando Jodie Smith-Reyntjes Maree Crellin Valerie Bartram

Gavan Davies John Macarol Maria McCormack Vickie Harris

Our Volunteers

Volunteering is integral to the operations of the City of Greater Geelong and makes an invaluable contribution to our community. Council depends on hundreds of volunteers who offer their time to deliver essential services to the community.

Volunteers offer their commitment, support and experience to assist community members and visitors to Geelong – they form a vital part of the Greater Geelong community. We fully support and recognise our wonderful volunteers, who generously give up their time to provide care and support for those in need.

Our volunteers are present at the following locations:

The Geelong Heritage Centre

The Geelong Heritage centre holds Victoria's largest regional archive and historical resources. Volunteers at the centre have a passion for the conservation of historical records. Many work on indexes and catalogues which make it easier for the public to identify collection material for research projects or family histories.

Some volunteers work on special projects such as the scanning of historical photographs for the digital archive and online image library. If you have an interest in Geelong’s history and want to contribute to making the region’s past more accessible to the community, the Geelong Heritage Centre is always looking for new volunteers to join their dedicated team.

Meals on Wheels

Meals on Wheels volunteers deliver meals to the City of Greater Geelong Aged and Disability Services clients. The food service is designed to provide nutritionally balanced meals to the aged and people with disabilities, to assist in maintaining their independence in their own homes. The Meals on Wheels program has more than 400 committed volunteers. Many have been long serving volunteers for more than 20 years with a few involved for over 30 years! The volunteers deliver approximately 114,000 meals per year to people assessed as nutritionally at risk. As well as the meals program, the volunteers provide important social contact and their visits help the City to monitor the health and wellbeing of the clients.

There are seven Meals On Wheels Centres at various locations across Geelong and the Bellarine Peninsula, and volunteers work in pairs to deliver meals on Monday, Wednesday and Friday mornings. Volunteering can be on a weekly, fortnightly or monthly basis. 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 80 volunteers, many of whom have a background on the land or in the woollen mills, or a special interest in wool. The volunteers assist in a variety of ways in the museum by conducting guided tours, welcoming patrons, assisting in the gift shop and providing weaving, spinning and knitting demonstrations.

The museum is always looking for new volunteers and no special skills are required.

Walking School Bus

Several schools in the Geelong area offer a Walking School Bus to encourage families to walk to school. This program has many health and safety benefits for the families involved and for the wider community. Walking School Buses are only successful because they are supported by volunteer "drivers’ and "conductor".

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

L2P Program

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

A four star ANCAP rated vehicle is provided for use in the program, all insurances are covered and training is provided for volunteers.

Potato Shed

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

Geelong Otway Tourism

Geelong Otway Tourism has 130 enthusiastic volunteers who are the first point of contact for the 170,000 annual visitors to the four Visitor Information Centres in Geelong, and answer almost 10,000 telephone calls and 7,000 emails per year. All the centres are staffed by a dedicated team of volunteers who work a minimum four hours a week. Along with this, the volunteers promote our region by staffing stands at major events and conferences and compiling information packs.

Major and Community Events

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

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

The City has assessed our volunteer programs against the national standards for involving volunteers in not for profit organisations, which promotes a model of best practice in volunteer involvement. This included training for the City’s volunteer coordinators in Leading With Standards, through Volunteering Geelong. This was completed as part of our ongoing commitment to maintain a safe and professional community volunteer program.

Performance

The following section reports on our performance in delivering the community focused outcomes committed to in City Plan.

Delivering Community Outcomes

Following the 2008 Council election, the City of Greater Geelong Councillors and management team adopted three strategic directions to focus on for the next four years; Community Wellbeing, Growing the Economy, and a Sustainable Built and Natural Environment. This allows us to address the changing economic, social and environmental landscape of our region, maximising the opportunities for the City and addressing the challenges we face.

Within each strategic direction there are a number of outcomes and measures used to assess our progress towards achieving our strategic objectives. Each year an annual program of actions, projects and resources is committed to, and published in our annual City Plan.

The following section reports on our progress towards achieving our City Plan actions.

Community Wellbeing

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

Achievements New Waurn Ponds Library opens

The new $5.3 million Waurn Ponds Library opened in December 2011.

Located next to Leisurelink on Pioneer Road, the two-storey library has dedicated spaces for children, teenagers, study and community meetings. It also includes a City of Greater Geelong customer service shopfront where residents can access council services.

This is the first major public library to be built in the region in almost 20 years and gives a small taste of what residents can expect when the new Geelong Library and Heritage Centre is built.

The new library and City of Greater Geelong customer service shopfront will serve the growing local community which has more than trebled in the past 20 years, and locating the library in the heart of Waurn Ponds, next to Leisurelink and across the road from the shopping centre, makes it easier for residents to access the services they need.

The library is a state of the art facility that has all the modern technology for today’s library user as well as an extensive book collection.

There is a “reading drum”, an outdoor reading courtyard, 16 public use computers with internet access, plus free Wi-Fi. The library also has e-readers, iPads, Apple iMacs, Xbox and Nintendo Wii gaming consoles, free Wi-Fi as well as a comprehensive collection of books.

The surrounding community is one where disadvantage can be found, and it’s possible to walk from the library and find families that are not well off. For a child whose family is not well off the local library is where that child can access a world of knowledge and new experiences for free.

The library is open 57 hours a week including all day Saturday and has replaced the Grovedale Library which opened just 15 hours a week. The project was funded by the Federal Government ($3 million), the Victorian Government ($767,000) and the City of Greater Geelong ($1.52 million).

The library is already proving very popular with locals making the most of their new library and the long opening hours.

Lara and Drysdale libraries deliver on community priorities

The new Lara Library opened in December 2011. The 450 square metre building is relocatable, with Lara’s future permanent library to be constructed as part of the planned town centre expansion.

The new library will give local students the chance to access a wide range of learning resources using the latest technology

The Drysdale Library reopened in November 2011 following a refurbishment, the first since it was built in 1994. Increased floor space, an after hours return chute and more variety in the collection have been delivered as part of the project along with an increase in the number of public computers with internet access from two to ten.

Libraries play an important role in the community as an information and education resource as well as a place for social interaction.

In 2010-2011 library visits in the municipality grew by 14 per cent to 1,315,235. A total of 13,312 new members joined the Geelong Regional Library Corporation with 79 per cent of these coming from our municipality. Website visits also increased by 69 per cent.

Visitation numbers in Greater Geelong are now the second highest in the state, confirming our investment in providing state of the art library facilities.

Local kindergartens receive a boost

The City has invested heavily in children services in the past 12 months with the redevelopment of four kindergartens in the municipality being one of the highlights.

Population growth, increasing birth rates and changes to government program policies have put pressure on our local kindergartens. In 2012 the City opened new kinder rooms at four preschools to ease this pressure.

Allanvale Preschool in Leopold received an $800,000 upgrade ($200,000 funded by the Victorian Government) which included a new kinder room, kitchen, storage space, play ground and increased parking.

The Ocean Grove Preschool has a brand new kinder room which provides space for an extra 50 children. This $400,000 extension was jointly funded by the Victorian Government who provided $200,000.

Lara Lake Preschool also had a new room added during the second half of 2011. The added room doubles the space and allows for more activities and community use. The upgrade also provides for extra car parking to ease the pressure on busy pick up and drop off times. The $800,000 extension was jointly funded by the Victorian Government ($200,000).

The Portarlington Preschool received a $580,000 extension with the Victorian Government contributing $100,000 to the project. The new space will host expanded kinder programs, toy library, playgroups, mothers’ groups as well as community meetings.

Early childhood education is recognised as being vital to children’s development and the City is continuing to work together with the Federal and Victorian Government to ensure there are enough spaces to cater for every child in our region.

Swim Sport and Leisure program at record high

The City’s Swim Sport and Leisure network continued to experience rises in patronage throughout its facilities during 2011-2012, with over 2.6 million combined visitations to our indoor leisure centres and outdoor pools.

A major reason for this has been Leisurelink Aquatic and Recreation Centre which has been a great success story. Since opening in 2010, Leisurelink has exceeded all expectations and has certainly been embraced by local people. In 2011-2012, Leisurelink attracted over one million visitations, maintained 9,600 memberships and serviced 10,800 Learn to Swim enrolments.

The City’s Learn to Swim program grew by 11 per cent in the last 12 months to a record 23,257 enrolments across the City’s four leisure centres. The nationally recognised Learn to Swim program introduces children of all ages and adults to the enjoyable world of aquatics and teaches them vital water safety and survival skills in a fun atmosphere.

Membership to the City’s four leisure centres was maintained at 16,500 during the last 12 months. With seven new private health clubs opening in the region in the last 18 months this is quite an achievement. This can be attributed to the quality programs our facilities offer.

Active adult membership (over 55 years of age) has increased by 14 per cent to over 2,300 with over 1,000 of these participating in the Live Well Health and Fitness Program. This involves gym-based strength training sessions held up to two to three times per week.

A further highlight for the year was Splashdown being awarded Life Saving Victoria’s prized Platinum Pool award for outstanding provision of safety at an aquatic facility. The centre received the coveted award following a rigorous series of assessments and now joins Leisurelink and Bellarine Aquatic and Sports Centre who have both achieved Platinum Pool accreditation.

Safety was further increased during the year with automated external defibrillators installed at the Geelong Arena, Leisuretime Centre, Barwon Valley Activity Centre, Waterworld, Splashdown, Leisurelink, Bellarine Aquatic and Sports Centre, Lara Pool and Kardinia Pool, with staff fully trained in their use.

Other highlights included the upgrades to Waterworld including change room refurbishment, indoor pools minor works and resurfacing of the pool concourse. Kardinia Aquatic Centre had repainting carried out on its 50-metre, diving, learners and toddlers’ pools. A cogeneration heating unit was installed at Splashdown Leisure Centre which will minimise gas usage costs. Leisurelink stage two landscaping was completed as was the Bellarine Aquatic and Sports Centre car park upgrade.

Old Courthouse new again

The first stage of the cultural precinct redevelopment was completed in October 2011 with the $6.5 million redevelopment of the Old Courthouse. The redevelopment has been funded by the State Government and the City of Greater Geelong managed the project.

The historic building may look relatively unchanged from the outside, but on the inside almost everything is brand new, with care taken to respect the strong heritage values of the building. All internal areas have been completely renovated including the theatre, back of house facilities, art gallery and administration areas.

The Old Court House building is home to internationally renowned Back to Back Theatre as well as Court House Arts and the Court House Café.

The works have completely transformed a tired old building into an open, light-filled space that will host theatre, exhibitions and other community events. The iconic building provides an important space for our community and the redevelopment will benefit the cultural life of our community and provide a wonderful modern space in a historically significant building.

This is the first stage of the cultural precinct redevelopment - the next will be the long awaited major upgrade of the Geelong Library and Heritage Centre. These significant projects will totally revitalise this precinct, providing a wonderful boost for Geelong’s arts and culture scene.

Whittington regeneration is building a stronger community

Whittington Community Renewal began in 2007 and is a partnership project between the City of Greater Geelong, Victorian Government, Federal Government, a range of agencies and the Whittington community and has focused on social, economic, educational and physical improvements to the Whittington area.

At the heart of the project is a stronger community through people becoming involved in decision making, cultural and recreational activities, job training, neighbourhood volunteering and efforts to upgrade community facilities and open spaces for improved safety and wellbeing.

Since 2007, many strong community groups have been formed including Geelong East Mens Shed, Grinter Reserve Community Garden, East CAOS Network, Whittington Works and the Early Years Network. These are a great foundation for an active, involved community.

Throughout 2011-2012 project activities have been guided by the Whittington Action Plan. Achievements include: • Increased involvement of families in early years programs. • A mobility audit with input from local residents to improve amenity and accessibility. • Development of a strategic action plan for Whittington Works to link people to training and employment opportunities. • Improved school attendance and learning at Whittington Primary School. • Introduction of a bike program that teaches children the basics of bike maintenance and road safety. • Staging of the fourth Flamefest incorporating a jobs expo. • Formation of the Grinter Reserve Community Garden group and start of works. • Successful collaboration between residents, local agencies and police to address illegal motorcycle use. • Further beautification of the Link through community tree planting and "totem" project. • Engagement of indigenous young people, their families, two local schools and Greening Australia in a "bush foods" garden and in a surfing project. • Participation of three residents in the Barwon Community Leadership program conducted by the Committee for Geelong.

The Whittington Community Renewal project has begun to transform the community into a place of opportunity and activity, and built confidence and capacity in local residents.

Recreation facilities throughout the municipality receive upgrades

Improving physical activity and related infrastructure is one of the key outcomes in Council’s City Plan. In the last 12 months just over $9 million in capital works has been undertaken in relation to the renewal of our recreation assets including playgrounds.

A snapshot of some of the projects completed in the last 12 months include: • Corio Sporting Club social room upgrade • Geelong Rangers Soccer Club change room upgrade • Grovedale Sports Club social room redevelopment and netball seating • Highton Reserve pavilion redevelopment • Marshall Cricket Club kitchen upgrade • Geelong Amateurs new netball facilities at Queens Park • St Albans Reserve social room redevelopment • Thomson Reserve ground renovations and new fencing • West Oval Flowers Stand interior change room redevelopment • Anakie Reserve power and lighting upgrade • Barwon Valley Fun Park upgrade • Bell Post Hill netball court upgrade • Drysdale netball court and lighting upgrade • Highton Cricket Club practice nets upgrade • Kardinia Park netball redevelopment • John Landy Field Athletics Track minor capital improvements • Lake Lorne Reserve walking track fencing works • North Geelong Cricket Club practice facilities upgrade • Shell Road Reserve overflow car parking • Leisuretime Centre indoor court refurbishment and new outdoor facilities.

The new Geelong Play Strategy was also endorsed in March 2012. The strategy sets out a plan for the provision of well located, well designed, fun, challenging and accessible play spaces across the municipality – both in public playgrounds and in early childhood, centre-based play spaces.

With 276 play spaces and 62 supervised early childhood play spaces spread across the municipality, the Play Strategy will enable Council to identify gaps in the current playground provision and will ensure there is an equitable distribution of quality playgrounds across the municipality.

Green Your Street trial for Norlane

The City is trialling an adopt-a-tree scheme in Brooks Street, Norlane. Green Your Street is a free program that aims to improve local streets and neighbourhoods through the planting of trees on nature strips – with resident involvement and care.

Green Your Street came about from residents’ suggestions during consultation late in 2011 for the Corio Norlane Structure Plan.

The tree plantings will create attractive streets that will provide shade, beauty and encourage walking within neighbourhoods. The trial aims to increase tree planting with the help of residents watering and caring for the tree in its early growth stages. The City then provides long term maintenance, including pruning, once the trees are established. If the pilot is successful, the program will be extended to other local streets and neighbourhoods in the Corio and Norlane area.

Hoarding efforts result in establishment of new network

The City in November 2011 received the MFB/CFA Fire Services Award through the LGPro network for its work on hoarding.

Hoarding is the acquisition of a large number of possessions that appear to be useless or of little value to outsiders; however these items are in fact possessions to which the person has a high level of emotional and psychological attachment. Living spaces are cluttered and unusable for their intended purpose. Compulsive hoarding can result in significant distress and can cause serious impairment to sufferers of what is increasingly being recognised as a psychological condition.

As a result of much interest at the hoarding forum hosted by Council in 2011, a Hoarding Network was established. This network meets bi-monthly and is coordinated and supported by Council.

Arts and culture in the spotlight

The Potato Shed celebrated its 10th Birthday during the year with a sold-out event that beautifully showcased stories, images and music from its 10-year history. The Potato Shed has been a great success story and in the last 12 months it received 105,201 visits. It is a fantastic multi-use facility that gets plenty of use from local students as well as the general community.

The Potato Shed is widely regarded as a model partnership between local government (City of Greater Geelong), community and secondary schools (St Ignatius College and the Bellarine Secondary College). The National Wool Museum continues to attract crowds with close to 40,000 visiting the museum in the last 12 months. This was slightly down on the previous year’s record numbers however that number was boosted by the 2010 UCI Road World Championships. School groups have embraced the programs held at the museum with school visitation increasing by 40 per cent, largely due to the popularity of the Bird’s Eye View exhibition. Other successful exhibitions held were the Hidden Treasures exhibition and the internally acclaimed Amazing Backyard Adventures and Sports Alive exhibitions.

Another highlight for 2011-2012 was the Geelong Heritage Centre’s online image gallery winning the Community Archives category of the Sir Rupert Hamer Records Management awards. The Geelong Heritage Centre has a priceless collection of historic images of the Geelong region but until recently most were original prints and therefore not immediately accessible to the community. Through its online image project the Geelong Heritage Centre is now making its image collection available to people at the click of a button. The image gallery received over 80,000 page views in the last 12 months. The award is a fitting tribute for a valuable and popular community project.

City honours Cat’s AFL premiership victory with street parade

Geelong streets were a sea of blue and white on Wednesday 5 October 2011 as thousands of fans turned out to honour their Geelong Cats heroes following their AFL Premiership triumph over Collingwood.

A street parade gave locals the chance to congratulate the team and see the premiership cup and was followed by a presentation at Steampacket Gardens where Cats great Matthew Scarlett was made Mayor for the day.

The Cats’ success has done wonders for our city and winning the 2011 premiership is a fantastic achievement in itself and when you combine this with the fact it’s the third one in five years, it was worthy of a big celebration.

Festivals for the children and the seniors

The Geelong Children’s Week and Geelong Seniors Festival continued to grow, attracting large numbers following successful events in October 2011.

The Geelong Children’s Week consisted of 68 separate events and involved thousands of children and their families. Children’s Week in Geelong represents one of the largest community celebrations focusing on children in the region and is an excellent example of what can be achieved through Council working in partnership with early childhood and community organisations.

The largest single seniors program held within Victoria, the Geelong Seniors Festival attracted well over 7,000 participants to 95 events. The Seniors Festival encourages older adults to explore new interests and extend their social connections by offering a range of affordable social and recreational experiences.

191 community groups assisted through grants programs 191 community groups throughout the municipality were successful in receiving grants through the City’s community grants programs, sharing just over $453,000.

The Community Arts Grants Program saw 25 projects share in $114,400 and 22 community festivals shared $99,360 through the Community Festivals Grants Program. The Councillor Community Grants Program saw $240,000 provided to 144 community groups.

These grants support and strengthen communities and assist them in providing a broad range of activities that benefit the wider community. For a full list of recipients in each of these categories please refer to pages 139-144.

Future Directions

National Partnership Agreement on Preventive Health

The City of Greater Geelong has been selected as one of the 14 Local Government Authorities for National Partnership Agreement on Preventive Health (NPAPH) funding within Victoria. This selection is based on the Victorian Population Health Survey data which confirms that the Geelong population has a significantly high proportion of people with significant health issues.

Another main reason for the City being selected relates to its leadership roles in preventive health programs. These include the development of strategies such as the Drug Action Plan, Creating Communities for Children and the Greater Geelong Cycle Strategy as well as the provision of walking paths, recreation opportunities and healthy eating programs.

The NPAPH seeks to address the rising prevalence of lifestyle related chronic disease by laying the foundations for healthy behaviours in the daily lives of Australians through settings such as communities, early childhood education and care environments, schools and workplaces, supported by national social marketing campaigns. It involves the development of local programs to improve health through physical activity, healthy eating, community connectivity and reducing alcohol consumption and smoking.

A major coup for the program has been the announcement that Jamie Oliver’s Ministry of Food is also coming to Geelong and will be one component of the NPAPH program. It will open in Moorabool Street in the city centre and will be running healthy cooking classes seven days a week.

The Geelong arm of the NPAPH program will be funded $5.25 million over a period of four years and involve a dedicated health promotion workforce of 11 effective full-time positions.

The City of Greater Geelong will coordinate the NPAPH program with partners Barwon Health, Bellarine Community Health, Deakin University, Department of Education Early Childhood and Development and local industry.

Geelong will be one of the launch sites of the National Disability Insurance Scheme

Geelong will be one of the launch sites for a National Disability Insurance Scheme (NDIS), following the Federal Government’s recent announcement that agreement had been reached on funding for the scheme. This followed the agreement by the Victorian Government to provide funding for the scheme.

The City was the first local government organisation to support this campaign and is ready to work with the Victorian and Federal Governments to make the NDIS Pilot Program happen as soon as possible.

The Geelong region has a strong history of collaboration and is a city with a skilled and ready workforce both in the insurance and community services sectors. With major service providers such as the TAC, Karingal and the network of disability agencies spread across the region, Geelong is ideally placed to launch the NDIS scheme.

Public Place Art Strategy out for comment

The draft Public Place Art Strategy 2012-2022 is out for public comment. With more than 320 individual items worth more than $13.5 million it is appropriate that we have a strategy that provides guidelines for the care, commissioning and planning of public art in all its forms.

The draft strategy comprises two parts. Part A deals with the vision, including establishing the goals and actions for the creative realisation of the vision and establishing the practical goals and actions to deliver the it. Part B includes the implementation processes.

Public art contributes to civic pride, records defining moments in our social history and plays a key role in animating public spaces.

The Public Place Art Strategy is one of the final major pieces of work to be undertaken as part of the City’s overarching cultural strategy Creativity+.

When adopted and implemented it will provide an opportunity for us as a community to fund and develop new cultural infrastructure including a dynamic and innovative public art program.

Work continues on community hubs

The Leopold Community Hub is now at detailed design stage. The hub is planned to serve as a one-stop-shop for families making it easier for them to access the services they need.

The Leopold Community Hub will include a library, youth area, multi-purpose community rooms as well as an integrated children’s centre comprising a kinder, child care centre and maternal and child health services. Works are expected to commence on the Leopold Community Hub in 2013.

Design works are also continuing on the Ocean Grove Integrated Children’s Centre following public information sessions. The centre will include a new kindergarten, playgroups, maternal and child health, long day care, occasional day care, toy library as well as family support and early intervention services. Construction is expected to commence later in 2012 to be completed by the end of 2013.

Designs for the Grovedale Integrated Children’s Centre will also soon be underway. The Integrated Children’s Centre will be a major redevelopment of the current Grovedale Community Centre and will include two kindergarten rooms, three consulting rooms, a toy library, multi-purpose room, ancillary areas as well as a refurbishment of the existing facility. This is an important project for the local community and will provide much needed kinder spaces for the increasing number of families in Grovedale.

The Windsor Park Family and Children’s Centre and Barwon Heads Early Learning Centre are only in initial stages with the preferred sites selected.

Master plans endorsed for future directions

Council adopted a number of master plans during 2011-2012. These included: • Windsor Park Master Plan • Portarlington Recreation Reserve Master Plan • St Leonards Lake Reserve and Charles McCarthy Reserve Master Plan • Belmont Common North Master Plan • Leopold Memorial Recreation Reserve Master Plan

The master plans will give guidance to the preservation and development of each reserve whilst enhancing the sporting, social, environmental and heritage values of each precinct.

Implementation of these master plans will commence in 2012-2013.

Corio Norlane Structure Plan adopted

Council adopted the Corio Norlane Structure Plan and requested the Minister for Planning prepare a planning scheme amendment. The structure plan identifies initiatives that have strong potential to transform the image and identity of Corio and Norlane and in turn, stimulate investment and create local employment.

The plan was developed in close consultation with the local community, including land-use planning workshops as part of a process known as Enquiry by Design. The Enquiry by Design process was funded through a $100,000 grant from the Victorian State Government.

Key initiatives include: • Develop large vacant sites to meet a variety of household types. • Provide a greater mix of public and private housing. • Expand the Corio Sub-regional Activity Centre. • Develop a new business precinct on Bacchus Marsh Road in northern Corio. • Renew local shopping centres. • Develop a formal landscape boulevard along Bacchus Marsh Road between the Corio Sub-Regional Centre and Waterworld. • Create a landmark multi-purpose centre at the Waterworld precinct. • Create green streets. Corio and Norlane have huge untapped potential and with a structure plan in place we are better equipped to harness this potential and shape these suburbs into safe, strong and thriving communities. The Corio Norlane Structure Plan will challenge and inspire the local community.

The Corio and Norlane Urban Renewal Project Management Group will review the progress of the plan every quarter and will help to monitor the achievement of milestones and goals as outlined in the plan.

City to develop new Youth Strategy

The 2007-2011 Youth Strategy will provide a great base for the development the new 2012-2016 strategy.

The previous strategy identified six key areas of Council’s youth services – places and spaces, advocacy, youth participation, programs and events, communication and capacity building.

Approximately 47,000 young people aged 12-25 live in the City of Greater Geelong, making up around 21per cent of the total municipal population. Our Youth Development Unit officers regularly engage with young people and provide activities and support for them in all sorts of situations and they will again be major contributors to the new strategy. The City will also work closely with health, welfare, education, justice, housing, employment and training services in developing the strategy and to ensure young people receive the best support available.

One of the new implementation areas of the 2012-2016 strategy will be connecting young people to local employment.

The City is committed to engaging with young people and providing relevant services and programs for the region’s future leaders.

Challenges

Resource implications of new early childhood education policy

Home and Community Care (HACC) services will face long term challenges following the recent announcement by the Victorian Government of a two per cent statewide funding cut to these services.

The funding base for the City of Greater Geelong is already below the benchmarked standard for other local government areas and this will now put greater pressure on the City’s budget to provide these vital services to the people in our community who are most in need of help.

While the short term effect is manageable, in the long term this decision will have greater financial impact especially with a growing and ageing population as demand is always increasing.

Home and Community Care supports older people, those with dementia, people with disabilities and their families with a range of services. The aim is to help people maintain a safe, secure and healthy home in which they can live independently. Support can include helping clients with: • Personal care needs (showering, dressing etc). • Basic cleaning tasks such as vacuuming, cleaning bathrooms and sweeping and mopping floors • Social support. • Learning new skills necessary to maintain quality of life.

16.8 per cent of the City of Greater Geelong population is aged 65 years and over. In the 2011-2012 financial year the City provided 134,221 hours of domestic assistance, 56,948 hours of personal care, 34,798 hours of respite care, 114,075 delivered meals and 12,618 centre-based meals.

The City will carefully consider all the options to minimise any reduction in services that might be necessary as a result of the funding cut and do everything possible to minimise the impact on residents.

Closing the gap on aboriginal health issues

The City of Greater Geelong threw its support behind the Closing the Gap Forum held in Geelong in March 2012. The forum focused on aboriginal health issues, in particular equality in health and life expectancy between Aboriginal and non- Aboriginal Australians.

The City has a long-standing commitment to aboriginal health and wellbeing in Geelong, supporting initiatives including Wathaurong Aboriginal Cooperative’s development of an Aboriginal Health and Children’s Centre.

Aboriginal and Torres Strait Island peoples have a life expectancy of 10-17 years less than other Australians. The City has the opportunity to investigate ways of "closing the gap" locally, including reviewing employment opportunities and support for the health of indigenous children – particularly those under the age of five years.

Increased use of community facilities and food safety impact

Over the past two years assessments have been undertaken with regards to Senior Citizens Centres and kindergartens in the way in which food safety legislation now impacts. This has resulted in many premises becoming registered for the first time and it highlights an ongoing need to assess all Council facilities to ensure the food activities are appropriate for the desired use.

In recent years there has been a substantial use in increasing the number of clubs and groups in the same building in a shared arrangement rather than the previous specific building for one club. This has greater implications in food safety and how the risks can be minimized especially with responsibilities in cleaning and food storage.

The challenge in the future will be to ascertain the extent to which food activity is being undertaken in all Council buildings and liaise with various business units in regard to a program of structural improvements as required within specified timeframes. Outcome: Improved healthy eating and physical activity

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

Measuring our progress

Measure Target Result Comment

Growth in visitor numbers to Seeking to tick Significant increase largely due to Council owned leisure centres increase popularity of the new Leisurelink Aquatic and Recreation Centre. 12% increase on previous year

Percentage of residents who Seeking to N/A DPCD Indicators of Community participate in organised sport increase Strength not collected in 2011-2012

Hospital admissions – diabetes Seeking to Cross Total Admissions: 1,485 (33% decrease increase on previous year) Unique Patients: 1,103 (31% increase on previous year)

Percentage of children who Seeking to Tick 2011-2012 result was 79%, an attend 3.5 year old Maternal Child increase increase of 13% on previous year Health consultation and who fall within healthy weight range parameters

Percentage of infants breast fed Seeking to Tick Result increased by 2% to 46% at six months of age increase

Regular participation in any Seeking to N/A Data no longer available since 2010 physical activity increase (2010 - 54.3%, 2009 - 43.9%, 2008 - 64.3%)

Regular participation in walking Seeking to N/A Data no longer available since 2010 activity (bush and general) increase (2010 - 23.2%, 2009 - 17.4%, 2008 - 21.8%)

Percentage of healthy Seeking to Tick A further two Council facilities have eating choices in Council increase moved to the new healthy eating facilities and operations choices (now six in total)

Tick – Target achieved Cross – Target not achieved N/A – Data not available

2011-2012 Business Plan Actions Key to Status Symbols [Symbol described] circular arrows: Completed for 2011-2012/repeated annually hand: On hold, future direction to be determined right arrow: In progress, continuing in 2012-2013 tick: Completed

Action Status

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

Ocean Grove Sporting Infrastructure Plan -Shell right arrow Road Pavilion Construction Playground Development Program Brownbill parks and playground hand improvements Playground Development Program right arrow implementation Rix Street Kinder playground upgrade tick

Steampacket playground replacement right arrow

Recreation Facility upgrades

Barwon (Grovedale) Soccer Club detailed plans right arrow for club facility Barwon Grove Golf Club contribution to tick expansion of club facilities Barwon Heads Football and Netball Club right arrow contribution to upgrade facilities Barwon Rowing Club contribution to upper level tick fitout Bell Park Sports Club hot water and tick security upgrade Corio Sporting Club upgrade tick

East Geelong Bowls Club contribution for right arrow disabled toilet and access Geelong Football Umpires Clubrooms tick completion Geelong Rangers Soccer Club tick changeroom upgrade

Geelong Regional Indoor Sports right arrow Infrastructure Strategy Geelong Rowing Association - contribution to hand riverside redevelopment Grovedale Sports Club social rooms tick redevelopment

Grovedale Tennis Club disbursement for court tick lighting Guild Cricket Club clubrooms upgrade right arrow Hamlyn Park Reserve pavillion right arrow improvements

Highton Reserve pavillion completion tick Highton Tennis Club pavilion upgrade right arrow Manifold Heights Cricket pavilion upgrade right arrow Marshall Cricket Club kitchen upgrade tick McDonald Reserve clubroom upgrade right arrow

Memorial Park (Leopold) Master Plan right arrow implementation

North Shore multi purpose rooms detail design tick

Queens Park Master Plan implementation tick -construction of new netball pavilion

St Albans Reserve improvements tick Thomson Reserve Master Plan tick implementation West Oval Flowers Stand upgrade - interior tick changeroom redevelopment

West Oval Storage tick Recreation Reserve upgrades Anakie Reserve power and lighting tick upgrade Barwon Valley Fun Park upgrade tick Barwon Valley Golf Club contribution tick Beacon Point Master Plan development right arrow Bell Post Hill Netball Club court upgrade tick

Bellarine Lookout detail design right arrow Belmont Criterium track club feasibility study right arrow

Belmont Croquet Club contribution to pitch tick upgrade Drysdale Netball Court upgrade and lighting tick

Ervin Reserve Master Plan implementation - hand irrigation and turf conversion Evans Reserve Master Plan right arrow Geelong Cement Bowls Club contribution to tick green redevelopment

Goldsworthy Reserve improvements right arrow Grinter Reserve Community Garden tick Grovedale Netball Club seating tick

Highton Cricket Club nets upgrade tick

John Landy Field Athletics Track minor capital tick improvements Kardinia Park Netball redevelopment tick

Kevin Kirby Reserve upgrade tick

Lake Lorne walking track fencing works tick Minor capital renewal - Cheetham Ward tick North Geelong Cricket Club practice tick facilities upgrade Pioneer Road Footbridge replacement right arrow

Portarlington Sports Reserve wetlands and right arrow environment works Shell Road Reserve Master Plan tick implementation - overflow car parking (including Bellarine Aquatic Sports Centre Car Park)

Shell Road Reserve Master Plan right arrow implementation -installation of lights for soccer club

St Leonards Recreation Reserve Master Plan right arrow implementation

Stead Park Master Plan implementation tick

Swim Sport and Leisure upgrades Arena Cyclical Maintenance tick

Concrete replacement program at Kardinia Pool, tick Lara Pool and Waterworld.

Gymnasium Equipment Replacement tick Program

Leisurelink landscaping right arrow

Leisuretime Court Refurbishment tick Splashdown concourse maintenance and hand change room upgrade

Waterworld pool repaint tick Waterworld Change room upgrades right arrow

Outcome: Increased lifelong learning and literacy

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

Measuring our progress

Measure Target Result Comments Playgroup and kindergarten Seeking to tick Maintained at 94% in 2011-2012 enrolments increase

Total number of library visits Seeking to tick 1.5 million visits in 2011-2012, 5% increase higher than previous year Participation in Adult, Seeking to tick Student contact hours: Community and Further increase 2011 = 1,334,651 (increase due to Education uncapped funding introduced in 2011) 2010 = 417,308

University of the 3rd Seeking to cross 1,003 memberships in 2011-2012, Age (U3A) increase a 10% decrease from previous Membership year tick – Target achieved cross – Target not achieved

2011-2012 Business Plan Actions

Action Status Children's Week Activity Program circular arrows

Geelong Kindergarten Association circular arrows contribution

Ocean Grove Integrated Children's Centre right arrow construction

Playgroup support program for circular arrows disadvantaged groups and families Potato Shed Family Fun Day - Children's circular arrows Week

Rosewall Precinct Planning right arrow

School Holiday Program circular arrows

Community Facility upgrades - Children's Services

Virginia Todd Centre future directions right arrow investigation Allanvale Kindergarten Extension tick Children Services Facilities upgrades to ick meet changing needs and regulations

Contributions to St Pauls Lutheran tick Kindergarten and Grovedale East Kindergarten

Lara Lake Preschool second stage tick construction

Ocean Grove Kindergarten extension tick

Reynolds Road Maternal and Child Health tick Centre development Libraries Geelong Regional Library contribution circular arrows Mobile Library Sites upgrade right arrow Vines Road Library community access to tick facility

Waurn Ponds Library Construction, fit out tick and first year operating costs Neighbourhood Houses Cloverdale Community Centre contribution tick

Geelong West Neighbourhood House tick contribution Support to Neighbourhood Houses circular arrows

Outcome: Liveable neighbourhoods

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

Measuring our progress: Measure Target Result Comments

Percentage of residents who are a Seeking to N/A DPCD Indicators of Community member of an organised group increase Strength not collected in 2011- 2012

Percentage of residents involved in Seeking to N/A DPCD Indicators of Community volunteering increase Strength not collected in 2011- 2012

Community satisfaction rating Seeking to tick Increased from previous result for overall performance in increase (Results for this year not directly appearance of public areas comparable to previous year due to new survey methodology)

Community satisfaction Seeking to tick Maintained from previous result rating for overall increase (Results for this year not directly performance in recreation comparable to previous year due facilities to new survey methodology)

Percentage of residents who feel Seeking to N/A DPCD Indicators of Community the area has good facilities and increase Strength not collected in 2011- services like shops, childcare, 2012 schools, libraries

Perceptions of safety (at home, in Seeking to N/A DPCD Indicators of Community the street, on public transport; increase Strength not collected in 2011- day and night) 2012

Percentage of residents who feel Seeking to N/A DPCD Indicators of Community multiculturalism makes life better increase Strength not collected in 2011- 2012

Number of street and park trees Seeking to tick 2,574 trees planted (26% planted increase increase on previous year)

Participation at CoGG Events Seeking to N/A Data not available increase

Tick – Target achieved N/A – Previous year's data not available

Action Status Arts Directory Edition 7 tick Central Geelong Night Bus Service circular arrows Councillor Community Grants Program circular arrows Development of 2012-2016 Domestic tick Animal Management Plan Domestic Animal Management Plan right arrow implementation Grants to support Community Arts circular arrows Grants to support Community Festivals circular arrows Installation of Animal Control Signs tick Leopold Community Hub detail design right arrow Mouth to Mountain Event recording right arrow Rosewall Neighbourhood Centre "Going circular arrows Potty" Festival

Senior Citizens Festival circular arrows Community Facility upgrades Cloverdale Community Centre detail design right arrow Community Halls Upgrade - Geelong West circular arrows Town Hall new ovens and painting, Virginia Todd Hall painting, Cobradah House toilet upgrade, Civic Centre Belmont upgrade

Disability Access program - Yooringa Senior circular arrows Citizens accessible toilet upgrade, Whittington Senior Citizens access and parking, addressing of accessibility issues in community buses and mobile libraries.

Diversitat contribution for relocation of the tick Northern Mens Shed

Holy Family Church contribution to right arrow redevelopment

Pettit Park Bell Post Hill public toilet right arrow

Potato Shed Master Plan implementation right arrow

The Parade Ocean Grove toilet tick replacement and car park

Whittington Community Building and Renewal Whittington Flame Fest circular arrows Whittington Community Building and right arrow Engagement Whittington Community Renewal right arrow Youth Events Youth Events, including SKAART Festival, circular arrows Spudfest, Courthouse redevelopment launch, Youth Week, Skate Program

Youth Facility upgrades Upgrade of the fOrt - Northern Suburbs Youth right arrow Centre Youth Programs Better Youth Services Pilot- Youth Strategy right arrow Youth Programs, including Youth Participation circular arrows program, L2P Project, SSAGQY project, Bettery Youth Services Pilot, Youth Centres and activities, Piercing Truth Quarterly Magazine

Growing the Economy

Securing Geelong’s Economic Future

Achievements

Historic Eastern Beach Children’s Pool reopens following renovation

The historic Eastern Beach Children’s Pool was reopened in December 2011 following a $4.8 million renovation. The Federal Government contributed $3.1 million to the project and the City $1.7 million.

The historic children’s pool has been one of the most important and recognisable features of the Geelong Waterfront for many, many years. Having reached the end of its working life, it required a full renovation if it was to keep its place as a central feature in what is possibly our main attraction both to tourists and to our residents – the Waterfront.

The renovation was a large and complex project made more difficult by the fact that the work had to be carried out in a challenging beach-side environment, and included periods when severe weather events had caused some unavoidable delays. The renovation included a new pool, new seawall, new pumps and a new filtration system.

Great care was taken during the renovation to stick closely to the original design, and maintain the pool’s historic and distinctive appearance, a time consuming but very worthwhile consideration.

There were times during the renovation when a Christmas opening seemed almost out of reach, but the contractors and City staff stuck at their task, and they succeeded admirably with the pool opening in time for the busy summer holidays.

Geelong Ring Road Employment Precinct update

Strategically located to the City’s north, the Geelong Ring Road Employment Precinct (GREP) encompasses 500 hectares of land zoned for heavy industrial purposes with significant opportunities for greenfield development. It is one of only a few areas available within Victoria with industrial two zoned land and is the largest designated precinct for industrial development in our region. The precinct presents a unique investment location with its close proximity to Melbourne, and direct accessibility to the Geelong Ring Road, Princes Freeway, major rail lines, Avalon Airport and the Geelong Port. This makes it an ideal location for industries ranging from logistics to advanced manufacturing seeking to establish, expand or relocate their operations.

To date the following works have been completed: • Construction of O’Briens Road. • Provision of street drainage. • Provision of a main drain located in O’Briens Road to service the properties on the north side. • Provision of a detention basin. • Upgrade of the intersection of Bacchus Marsh Road and O’Briens Road. • Intersection works at O’Briens Road and McManus Road. • Provision of telecommunications conduits, a two-metre wide footpath, street lighting and ancillary works.

The construction of the road and associated drainage has opened up the southern end of the Geelong Ring Road Employment Precinct and therefore helped existing and prospective industries to capitalise on the enormous potential of this substantial parcel of high quality industrial land. The road now provides improved access for existing businesses, which will enable them to proceed with their expansion plans – it will also improve the investment potential of development land in the area.

Economic modelling of the site indicates the Geelong Ring Road Employment Precinct has the potential to provide 10,000 direct jobs and a further 10,000 indirect jobs over the course of its development. One of the strategic benefits for the Geelong community is the provision of new jobs in the north of Geelong.

Geelong: Open for Business

In the last 12 months there has been over $565 million worth of construction projects completed across a wide range of sectors throughout the region. A further $2.1 billion worth of new construction and redevelopments are currently underway, and projects worth more than $1.7 billion are confirmed and awaiting commencement. With so many major growth and development opportunities in the region and a positive attitude to investment, Geelong is a City – Open for Business.

Some of the projects completed during the last 12 months include; the $125 million Section 4A of the Geelong Ring Road; the $80 million Melbourne to Geelong Pipeline with commissioning now underway; the $65 million realignment of the Breakwater Bridge removing height restrictions and flood impacts; the $31.3 million Barwon Heads Bridge reconstruction; Geelong Hospital’s $30 million upgrade; a new $30 million five storey office building housing Centerlink and the Australian Tax Office; Stage 1 of the $26 million housing development on the corner of Moorabool and Kilgour Streets; the $20 million redevelopment of the Western Heights College and Vines Road Community Centre; the Faggs Mitre 10 $11 million redevelopment; the $7.8 million Geelong Ring Road Employment Precinct Stage 1 works; the $6.5 million redevelopment of the Old Courthouse; and the new $5.2 million Waurn Ponds Library.

A number of key projects are underway and continue to energise our economy and stimulate our workforce. Projects include: the $750 million Keystone Business Park located within Armstrong Creek’s North East Industrial Precinct; the $220 million duplication of the Princes Highway from Geelong Ring Road in Waurn Ponds to Colac; the $150 million water, sewerage and recycled water infrastructure implementation; $110 million Section 4B of the Geelong Ring Road connecting Anglesea Road to the Princes Highway; the $104 million Australian Future Fibres Research and Innovation Centre development; the $94 million Northern Water Plant located in Corio adjacent the Shell Geelong Refinery; the $93 million Intensive Care Unit at the Geelong Hospital; the $80 million new Norlane housing project initiative; the $65 million St John of God Geelong Hospital redevelopment; the $49 million Stage 3 redevelopment of Simonds Stadium; the $33 million new Bunnings’ megastore in North Geelong; the Gordon’s $30 million Centre for Biotech, Sustainability and Living Well; and the Little Creatures Brewing development has commenced.

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

Armstrong Creek development progressing well

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

The Armstrong Creek development has continued to progress throughout 2011-2012. The following provides a brief update on each of the seven precincts.

East Precinct (Warralily)

Residential development has commenced following the issuing of three planning permits for development in this precinct with a further three planning permits pending for further stages of development.

The Development Contribution Plan for this precinct was run as a separate planning scheme amendment to the precinct structure plan. This development contributions plan was the subject of an independent panel review in mid 2011, with Council resolving to accept the majority of the panel recommendations. Developer contributions have been collected on the basis of a section 173 agreement with the developers currently delivering significant works in lieu of the payment of development contributions.

North East Industrial Precinct (Keystone Business Park)

This precinct was approved at the same time as the East Precinct and a planning permit for the initial 72 lots has been approved. Works undertaken on the site are at a very early stage. Unlike the residential precincts there are significant commercial processes required in attracting key commercial tenants as part of this initial stage of development. Discussions are progressing with key anchor tenants/purchasers in this initial stage of development. West Precinct

The West Precinct on the west side of the Surf Coast Highway has been progressed by the Villawood consortium in consultation with Council and the Department of Planning and Community Development (DPCD). The Precinct Structure Plan and the Development Contribution Plan have been the subject of an advisory committee hearing and are currently awaiting approval.

West Industrial Precinct

Work on this Precinct Structure Plan is expected to commence in the latter half of 2012.

Horseshoe Bend Precinct

The Horseshoe Bend Precinct consortium commenced a formal process with Council and DPCD to progress the Precinct Structure Plan in late 2011 and have now got to a point of a preliminary Precinct Structure Plan, with the plan being on informal exhibition to all landowners across the precinct, and immediately adjacent, during June 2012. Feedback from this informal consultation process will inform the progression of the final Precinct Structure Plan which will be developed in the latter half of 2012.

Major Activity Centre (Armstrong Creek Town Centre)

The Precinct Structure Plan for the Town Centre has progressed to a master plan which is the subject of detailed consultation processes with individual landholders to resolve explicit land use and structural direction of the Precinct Structure Plan. It is anticipated that a report to Council (to initiate a process for the statutory exhibition of this Precinct Structure Plan) will be brought to Council in the latter half of 2012.

Marshall Precinct

The Marshall Precinct is in preliminary investigation stage. At this point while there is individual interest in development in the precinct there is no consortium which has formed to progress the Precinct Structure Planning as a whole.

Boundary Realignment

During the year Council also endorsed the creation of two new suburbs; Armstrong Creek and Charlemont, along with a proposed boundary realignment, in response to the Armstrong Creek Urban Growth Plan. The naming of the new suburbs and the boundary realignment of existing suburbs; Mount Duneed, Grovedale, Connewarre and Marshall, were subject to extensive investigation and consultation before being adopted. The changes are necessary to accommodate the anticipated population growth in the area and will occur alongside a review of postcode allocations by Australia Post. Major events inject millions of dollars into local economy

A total of 25 supported events of international and national significance were held during the year, including new events such as the Southern University Games, the Australian Deaf Games, Davis Cup Tennis and a Super Rugby showcase game at Simonds Stadium.

Those events stimulated economic activity and provided social benefits to our community with $40.6 million of event expenditure generated in our region from locals and visitors (equivalent of 325 full time jobs in the region). Four national championship events were supported in 2012 including the Australian Chess Championships, Australian Deaf Games, Australian Youth Baseball Championships and the Australian Country Cricket Championships.

Other popular events held throughout the last 12 months included the Jayco Herald Sun Tour, Toast to the Coast, Denis Walter Carols by the Bay, Festival of Sails, Geelong Multi Sport Festival, Pako Festa, Sanitarium Weet-Bix Kids TRYathlon, the Geelong Highland Gathering and the Head of the Schoolgirls Rowing Regatta. Geelong Major Events (GME) also welcomed the announcement that Geelong will be the host of the 2013 Australian Masters Games. The event to be staged in October 2013 is estimated to bring around $13 million of economic expenditure into the Geelong region through the anticipated 10,000+ participants. GME also announced its support for the inaugural Geelong Revival Motorsport Festival, an event similar to the former Geelong Speed Trials, which will return to the Waterfront in December 2012.

The 2013 Victorian Open Golf Tournament will also be held at the 13th Beach Golf Links and the Australian International Airshow will also return in 2013.

Tourism on the up in the Geelong region

Geelong is significantly outperforming regional Victoria in all domestic and international Tourism Research Australia Benchmarks with the exception of domestic day trips. As at 31 March 2012: • The Geelong Otway Region received 1.9 million domestic overnight visitors, an increase of 6.2 per cent on 2011. • Visitors spent nearly 5.6 million nights in the Geelong Otway Region, an increase of 5.4 per cent on 2011. • The Geelong Otway Region received 108,700 international overnight visitors, an increase of 2.8 per cent on 2011. • International visitors spent 915,000 nights in the Geelong Otway Region, an increase of 10.7 per cent on 2011.

Also during the 2011-2012 period the Geelong Visitor Information Centres (located at Little River Service Centre, National Wool Museum, Market Square, Geelong Waterfront and Barwon Heads) welcomed just over 170,000 walk in visitors. Further to this the centres responded to 9,669 telephone calls and 6,700 emails seeking information. In total the Geelong centres responded to 186,400 visitor enquiries over that 12 month period. The total enquiries have increased by 5 per cent per annum over the past five years with 40 per cent of enquiries being made by international visitors. In the last 12 months visitors to the region who called into Geelong Visitor Information Centres were surveyed post trip to determine the impact of information received on their original travel plans. The results showed that 80 per cent of visitors stated that they spent more time in the region than originally planned, with 46 per cent spending an extra day or more due to the information received.

From this data it can be estimated that an additional $14.5 million of visitor expenditure was induced as a direct result of information support services delivered by the network of Geelong Visitor Information Centres. The centres are staffed by two permanent staff and over 100 dedicated volunteers.

Central Geelong Laneway and Linkages project commences

Physical works commenced on the first stage of the Central Geelong Laneways and Linkages project in May 2012.

The City received a total of $1.5 million from the Victorian Government to carry out works in Central Geelong laneways with the aim of improving pedestrian movement and encouraging commercial activity, vibrancy and city living.

One of the key aims is to improve pedestrian access especially on north-south routes through central Geelong, as well as providing intimate spaces for smaller cafes, bars, public art and culture.

Five projects in three different locations have been earmarked for implementation in the first stage of the Central Geelong Laneways and Linkages project, namely: • Creating a link from Corio Street to Brougham Street via Gore Place. • Creating a link from Brougham Street to Eastern Beach at Steampacket Place. • Creating a link from Ryrie Street to Myers Street at Star Street.

Consultation with business operators and landowners in the vicinity of each project has taken place and will continue throughout the works program.

Activation of laneways is a key task identified in the Central Geelong Looking Forward Action Plan.

Geelong Night Markets a huge success

The Geelong Night Markets again proved a huge success with thousands of locals and visitors enjoying world class music, multicultural food and a variety of artisan stalls.

For the fourth year running, the night markets were held every Friday night for six weeks in January-February, celebrating Geelong’s rich and diverse culture.

The markets had activities, stalls and entertainment for people of all ages, live bands, visual arts, roving performers, children’s activities and for the first time an outdoor pool with Aqua Orbs (giant inflatable balls that you climb inside and walk on water).

Held in the beautiful Johnstone Park, the night markets made for a great and relaxing night out for the whole family.

2011 Conference of Sustainable Economic Growth for Regional Australia

The 2011 National Conference of Sustainable Economic Growth for Regional Australia (SEGRA) was held in Geelong in October 2011, 15 years after staging the inaugural SEGRA Conference. The conference attracted nearly 250 delegates and brought direct economic benefits estimated at $600,000 to the city.

Established in 1997, the SEGRA conference provides a unique opportunity for all sections of the Australian community, rural and urban, to explore the key issues affecting regional, rural and remote Australia and to be part of providing positive sustainable outcomes to ensure future economic growth and development.

The conference dealt in detail with topics of particular interest to regional areas including: • attracting investment • securing infrastructure • achieving regional and inter-regional cooperation at government, community and business levels • developing community capacity • building regional identity.

The conference featured a number of high profile keynote speakers and also included two study tours and four practitioner workshops.

A high-profile event such as the SEGRA Conference has helped to position Geelong as a significant city in national terms.

Future Directions

Geelong Library and Heritage Centre

Planning is well underway for the Geelong Library and Heritage Centre redevelopment with ARM Architecture appointed to undertake the design and Davis Langdon appointed to manage the $45 million project.

ARM will develop designs for a new building of up to six storeys which will be built on the existing site in Johnstone Park. As well as housing a modern, state of the art library and heritage centre, the building could also potentially include a café, retail space and a flexible exhibition area.

The new Geelong Library and Heritage Centre will be a community and civic anchor for the Geelong Cultural Precinct – a hub which preserves and shares the identity of the community, a regional centre of learning, knowledge and culture.

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

This is the biggest project ever undertaken by the City with works expected to commence mid-2013.

Yarra Street Pier

The reconstruction of the Yarra Street Pier has been a long term funding priority project for Council. In partnership with Regional Development Victoria, Tourism Victoria and Geelong Otway Tourism, the City of Greater Geelong commissioned a business case for the reconstruction of Yarra Street Pier.

The anticipated cost of the proposed development is $33 million, with the City having committed $5 million and the Royal Geelong Yacht Club pledging $2.5 million towards the build. It is proposed to approach other levels of government for the remaining funds.

It is proposed to establish a Project Governance Structure and a Steering Committee to oversee and drive the project, with the primary focus to secure the funding required to facilitate the construction.

Two cruise ships were welcomed to our region during the last season with the Spirit of Adventure visiting Geelong on 20 December 2011 and the Regatta visiting on 17 February 2012. Both cruise ships anchored in the bay with the Regatta staying overnight. The Regatta has also confirmed it will visit again on 10 January 2014.

A summary of passengers surveyed from the Regatta visit also confirms support for a new pier with 83 per cent saying they would have preferred to disembark at a pier rather than come ashore by tender. 62 per cent of respondents also said they would visit Geelong again and 100 per cent said they would recommend Geelong to others.

The rebuild of the Yarra Street Pier would replace the original pier that was destroyed by fire in 1988, with the new structure being able to accommodate passenger cruise ships as well as providing moorings for smaller recreational and charter boats.

Investment projects in the pipeline

Over $1.7 billion worth of investment projects are awaiting commencement in the region, confirming the positive attitude to investment in our region. These projects will continue to add stimulus to our local economy and will provide jobs in both the short and long term.

Some of the projects awaiting commencement include: the $255 million, 394 bed teaching hospital to be built at Deakin University’s Waurn Ponds campus (an Epworth Hospital/Deakin University partnership project); the $50 million expansion of the Waurn Ponds Shopping Centre; Deakin University’s $55 million Centre for Advanced Design in Engineering Training (CADET); Deakin University’s $51.5 million student accommodation expansion at its Waurn Ponds campus; and the Barwon Water $8 million water storage basin at Pettavel.

Free Wi-Fi to be available in Central Geelong

A free Wi-Fi service in will be launched in Central Geelong in the latter half of 2012. The free Wi-Fi service will be available in Moorabool Street in the vicinity of the bus interchange and Little Malop Street Central.

The service provides free Wi-Fi Internet access with a reasonable 10Mb daily limit on data downloads and unlimited free access to Council, community, tourism, health and public information websites.

The service will evolve from the free Wi-Fi service established in Johnstone Park to coincide with the U C I Road World Championships in September 2010, this experience giving the City the impetus to expand the service into Central Geelong. Existing CCTV infrastructure will be used, including the fibre optic cables, to operate the service which means we have the means to expand the service further subject to funding.

The City will also seek further State Government funding to extend the coverage to all 27 CCTV sites across Central Geelong and the Waterfront.

The free Wi-Fi service originated as a project of the I C T Geelong cluster and has developed through a working group featuring representatives from the City of Greater Geelong, I C T Geelong, Deakin University, Gordon TAFE, Tourism Geelong and commercial internet firms.

This initiative is a great example of how collaboration can work to support community services.

New service offers free advice and support for small business

The City is offering a new service to provide advice and support to the local small business sector. As well as offering advice and sources of support, the business visit service will be a valuable exchange of information – an opportunity for business to speak directly and candidly with the City about local issues and experiences.

Time is a precious commodity for small business operators so the aim is to bring solutions, practical advice and referrals straight to the workplace. Depending on their needs, we may be able to refer businesses to funding sources for growth, provide advice about future proofing their business, advise on the involvement of volunteers, or recommend free mentoring or affordable training and development to help build capacity.

To date approximately 50 small businesses have participated in the business visits program across sectors including retail, health, construction, manufacturing and professional services. The City is aiming to meet with as many small businesses as possible in the coming year.

Simonds Stadium Stage 3 development

Construction is progressing well on the $38 million Southern Stand development at Geelong's Simonds Stadium. The redevelopment is the third stage in a series of ongoing redevelopments at the Stadium and is being managed by the Geelong Cats Football Club.

The Stage 3 redevelopment will see the Stadium's capacity increase to approximately 33,500 and include improved facilities for spectators at the venue, plus a community wellness and education centre which shall become the focal point of the Club's community programs. The new grandstand will seat 9,500 spectators.

The Stage 3 redevelopment project is being jointly funded by the Victorian Government ($26.5 million), Geelong Football Club ($4.125 million), the Australian Football League ($3.25 million) and the City of Greater Geelong ($3 million).

In addition, the Federal Government ($10 million) is providing funding towards the installation of Sports Lighting at Simonds Stadium.

The project is due for completion by the end of May 2013. Once completed the new stand will be handed over to the City of Greater Geelong to maintain.

Challenges

Central Geelong - Looking Forward

Some areas of Central Geelong are experiencing a transition, which is a common cycle in retail precincts. The changing nature of the CBD presents challenges but it also offers us great opportunities.

Central Geelong has undergone a transformation in the last 15 years following the redevelopment of the waterfront – a project which has served as a catalyst for more than $700 million of public and private development in the residential, commercial, education and retail sectors.

It has been a period of growth for Central Geelong and one that continues to deliver, but we do recognise that the evolution of Central Geelong is a complex issue and that many different organisations and business sectors have parts to play.

Council adopted the Central Geelong Looking Forward Project which will operate in parallel with the Vision 2 project, a vision that will provide the momentum for the next 20 years of growth in the CBD, which is being developed by the City in partnership with the Victorian Government, Deakin University and the Committee for Geelong.

Vision 2 aims to achieve a shared vision for central Geelong and identify areas, strategies and opportunities that will provide a vision, momentum and investment for the next 20 years of growth of central Geelong.

The ideas and concepts workshopped to date include: • City Arrival • City of Three Waters • Green Spine • Waterfront Integration • Balancing Private Mobility • Univer-City • East-West Links • Public Square • Sense of the City • Public Connectivity • North-South Links • Urban Consolidation • Fine Grain Culture • Urban Permeability • Walkable City.

These concepts are currently on display at Deakin University’s Waterfront campus and open to public comment.

Transitioning local economy

The impact of the slowing manufacturing industry has been felt in Geelong.

There will be pressure to transition to the local economy from a manufacturing base to a much more diverse and competitive one. Innovation will be crucial to affect this change.

Our region must continue to be actively engaged in continuing to develop new industries and remain committed to up-skilling, training and development.

Support for local manufacturing industries will also be a challenge but Council will continue to advocate on behalf of industries such as Ford and Alcoa and support our Geelong based workforce.

Convention and Exhibition Centre

Business events currently generate approximately $1 billion per annum or nine per cent of Victoria’s total tourism revenues. Geelong businesses already generate over 2,000 events per annum that are accommodated in inadequate venues. Hosting an event attracts an influential audience to view a showcase of regional talent and innovation and to create the opportunities for investment and knowledge sharing.

The proposed Geelong Convention and Exhibition Centre would include a conference venue with the capacity to cater for up to 1,000 delegates. It would provide 3,000 square metres of exhibition space, along with banqueting facilities, meeting rooms, a business centre and retail outlets.

A Project Steering Group and Project Reference Group led by the City has been appointed and a preferred location along Hearne Parade has also been selected.

This is a key priority project for the City with the project estimated to cost $180 million with the construction phase generating up to 232 direct jobs and up to 434 ongoing jobs provided by the completed facility.

Outcome: Plan and Develop the National Transport and Logistics Precinct

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

Measure Target Result Comments Geelong Ring Road 3 lots for sale by tick On schedule with 3 Employment Precinct mid-2011 lots currently number of serviced lots available available for sale

Avalon International Terminal Master Plan right arrow Council has approved approved by Council considered the master plan for Avalon Airport to facilitate the transition of the airport to an international terminal and will continue to work with Avalon to deliver this outcome.

Business Plan for Completion 2012 right arrow The City is working National Transport with Geelong Port and Freight and Logistics other stakeholders in Hub agreed developing this plan with an anticipated end date of mid-2013.

Intermodal planning process June 2012 tick Planning process is completed complete. Following the delay in the approval of the amendment for an inter-modal facility at Little River, a working group of senior bureaucrats across relevant departments in State Government has been established. The Council continues to work with these parties to explore every opportunity for inter-modal facilities in Geelong's north.

tick – Target achieved right arrow – Progressing on schedule to achieve target 2011-2012 Business Plan Actions

Action Status Geelong Ring Road Employment Precinct Acquisition of Drainage Reserves for Elcho hand Drain

Construction of Elcho Drainage system to hand allow for development of precinct

Geelong Ring Road Employment Precinct right arrow design and implementation

Outcome: Development of the Cosmopolitan Heart

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

Measuring our progress:

Measure Target Result Comments Courthouse Arts construction completed June 2011 tick Construction completed in October 2012

Yarra Street Pier – Secure June 2012 right arrow State Government State Government funding grant received to progress Cruise Ship Feasibility Study

Cruise ship visits to Geelong – June 2012 tick Feasibility completed feasibility study and report to Council completed

Future Cities – Library/Heritage Centre June 2011 tick Federal ($10M) and – Secure funding from the State and State ($15M) Federal Governments Government funding secured

Convention Centre – Secure State June 2012 right arrow Lobbying continuing and Federal Government support

Overall satisfaction with Central Geelong Seeking to tick Increased to 93% in increase 2011-2012 Cultural Precinct visitation (Geelong Seeking to tick 10% increase on Gallery, Library, Heritage Centre, increase previous year. 2011- Courthouse Arts, GPAC) 2012 = 411,267 2010- 2011 = 374,993

Central Geelong presentation – Seeking to N/A Survey not conducted cleanliness Index increase since 2008 tick – Target achieved N/A – Data not available right arrow – Progressing on schedule to achieve target

Action Status

Baywalk Bollards maintenance and hand replacement Central Geelong Marketing circular arrows

Cruise Ship Visits circular arrows

Develop and implement Cruise Ship Strategy right arrow

Economic Development – Industrial Investment tick Support Little Malop Street Retail Booths right arrow

National Wool Museum Conference Facilities right arrow and Equipment NWM Exhibition Programme Increase Capacity tick

WiFi Hotspot expansion right arrow

Eastern Beach Master Plan

Eastern Beach Children's Pool construction tick

Eastern Beach Master Plan implementation – rebuild tick of heritage assets

Outcome: Managed Growth

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

Measure Target Result Comment Regional unemployment rate Maintain the tick Barwon West District average difference = 5.1 Victoria = 5.4 between the Geelong and Victorian unemployment rate

Geelong Urban Growth June 2012 cross This project is on hold Strategy completed pending the completion of the G21 Regional Growth Plan

Investment (number and Seeking to tick Domestic = 2.5% value of building permits) – increase increase Non-domestic domestic and non-domestic = 8.1% increase

Years supply of zoned 10+ years tick The Armstrong Creek Urban residential land available in available of Growth area will increase the Geelong region residential lots by supply to 20+ years 2013

Scope and business case June 2012 cross Project has been deferred for Managing Growth Resource Plan completed

Armstrong Creek June 2012 right On schedule for approval in Structure plans completed for arrow late 2012 Western Residential Precinct

Armstrong Creek June 2012 right Structure plan is underway Structure plan arrow completed for Horseshoe Bend Precinct

Armstrong Creek June 2012 right Structure plan is underway Structure plan completed for arrow Major Activity Area

Lara Town Centre – June 2011 right Project is in progress Rezoning of Land arrow

Lara Town Centre – June 2011 right Announcement due September Selection of preferred arrow 2012 developer Ring Road connection from September 2012 right Project progressing. The 4C Armstrong Creek to the arrow connection from Ring Road to Bellarine Peninsula – Surf Coast Highway is in final commitment to planning design phase under VicRoads process to a 4C connection management and it is anticipated to go to tender in the final quarter of 2012. Further preliminary planning has been undertaken to define a route from the west side of the Barwon River to the Ballarat Highway to ensure land is identified to provide for this ultimate Ring Road link to the Bellarine Peninsula.

Geelong Major Events Return on cross Return on investment 41.9 economic benefit to the investment = 50:1 municipality

Aquaculture – An integrated June 2011 right This is a long term project wet processing facility arrow that will be ongoing

Develop Geelong’s Centre of June 2011 right Project is progressing and is Excellence for emerging arrow currently at lobbying stage infectious diseases tick – Target achieved cross – Target not achieved right arrow – Progressing on schedule to achieve target

Action Status Animal Pound Facility Northern Area tick implementation

Bio Geelong Education Bus funding hand Civic Accommodation potential site purchase right arrow

Committee for Geelong Contribution circular arrows G21 Contribution circular arrows Geelong Manufacturing Council circular arrows contributions

Geelong Region Digital Strategy right arrow Hosting of the National SEGRA Conference tick Lara Town Centre expansion project right arrow Simonds Stadium Wade Stand upgrade right arrow Armstrong Creek Armstrong Creek planning and right arrow infrastructure implementation Armstrong Creek Sport Development Plan right arrow ICT Cluster

Employment Growth through Cluster Facilitation right arrow

ICT Cluster facilitation right arrow ICT Cluster invention test tick

Other actions undertaken in 2011-2012 that support Growing the Economy

Action Status Channel 31 Media contribution tick Conference Marketing and Delegate Boosting circular arrows programs

Extension of the Melbourne Road right arrow Promotional Signage

Geelong Major Events funding circular arrows International Sports Procurement Strategy right arrow Provide for tourist information and administrative circular arrows support centres within the Geelong region

VicCLUE 2011 tick

Sustainable Built and Natural Environment

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

Achievements

Climate Change Adaptation Strategy used as a model for other Councils

The City of Greater Geelong has been recognised as a leader for its Climate Change Adaptation Strategy which has become a model for other Councils to follow. The Climate Change Adaptation Strategy was developed in 2011 and aims to prepare Council and the broader Greater Geelong community for climate change impacts. It is designed to foster an understanding of how climate change is likely to affect the region and to assist Council in prioritising short and long term adaptation actions.

It is also designed to identify steps towards building Council resilience to climate change in the longer term. It provides the first steps towards integrating climate change adaptation throughout Council activities and decision-making processes and building Council’s own adaptive capacity and capability.

The strategy includes priority work areas in response to potential impacts: • Coastal Planning • Asset Management • Emergency Management • Vulnerable People • Open Space • Biodiversity • Building Community Engagement.

There are a range of actions to be carried out over the next couple of years, with two significant projects having commenced in 2011-2012:

Climate Change Adaptation Toolkit

This is a toolkit designed to assist Council staff assess climate change impacts and develop responses to those risks in the context of their functions. The development of the toolkit is cutting edge climate change adaptation for Local Government and is a collaborative project between RMIT, City of Greater Geelong and Net Balance. The Draft Adaptation Toolkit has been developed and tested with Council staff and opportunities to integrate the toolkit with existing Council management decision making processes has commenced.

Coastal Climate Change

The Geelong/Queenscliff Coastal Mapping project will assess sea level rise and storm surge impacts on Geelong’s coastline. The project is a joint initiative between the Victorian Government, the City of Greater Geelong, the Borough of Queenscliffe and the Corangamite Catchment Management Authority.

Reducing Energy and Greenhouse emissions

The implementation of the Greenhouse Reduction Local Action Plan continued throughout the last financial year. The program commenced in 2008-2009 and as a result of actions undertaken has seen significant reductions in emissions.

In 2011-2012 the program focused on the following areas: • Building lighting retrofits • Building heating and cooling upgrades • Emissions/utility reporting • Carbon capture and storage. Lighting retrofits were carried out at Anakie Road Depot, Busport Complex, National Wool Museum and the Potato Shed. A total of 225 lights were upgraded to efficient alternatives. Technologies used in these projects included LED and motion sensor technology.

Taking this simple step at the Anakie Road Depot has meant the energy consumption of our workshop lighting has reduced from 70,261 kilowatt hours per annum to 30,023 kilowatt hours while greenhouse gas emissions we have reduced from 93 tonnes to 40 tonnes.

Significant heating and cooling upgrades were also undertaken on systems at the National Wool Museum and Anakie Road Depot. Also a building management system (BMS) was installed at the Anakie Road Depot that will significantly increase energy efficiency through more effective controlling of the heating/cooling and lighting systems.

The ReGreening site in Newtown, the first Council urban forest in Geelong to act primarily as a carbon sink had additional planting and on-going maintenance carried out to ensure it thrives. The site will sequester 229 tones of carbon emissions over the next 40 years and will inform planning for future potential carbon offset sites in Geelong.

In 2011-2012 the City was also required to submit a National Greenhouse and Energy Report (NGER) as an organisation for first time. The reporting took in to account emissions derived from energy (gas and electricity), fleet and landfill. This reporting will now occur monthly.

The City continues to pursue a wide range of energy efficiency initiatives as part of its EcoChallenge program and these are just a few examples of many projects that have the potential to have significant long term impacts on Council’s environmental footprint.

Sustainable Building Policy

A Draft Sustainable Building Policy has been developed by Council to guide a coordinated approach to management of Council buildings and provide clear commitments to achieve sustainability standards in Council buildings. The aim of the policy is to improve sustainability throughout the full life cycle of Council buildings, from concept and design, through to decommissioning.

The Policy relates to buildings owned, leased or managed by Council. The Sustainable Building Policy sets minimum sustainability standards for Council’s: • New buildings • Renovations and retrofits of existing buildings • Building maintenance and minor upgrades • Specific sustainability projects.

Once adopted by Council the Sustainable Building Policy will apply to all types of Council buildings including: administrative offices; leisure and aquatic facilities; libraries; community buildings; sports ground pavilions; town halls; child care and health centres; works depots; and other Council buildings. Waste management initiatives

The City of Greater Geelong has been at the forefront of domestic recycling and waste management since the introduction of the three-bin recycling and waste collection system in late 2002.

The challenge is to find innovative new ways to reduce, reuse and recycle, while sending material to landfill should be a last resort. In the past 12 months, the City has undertaken a range of unwanted household goods projects and provided information to increase the awareness of existing recycling and reuse programs.

The City has successfully conducted mattress and tyre programs where these items were able to be dropped off at our resource recovery centres at discounted costs. A car boot program has also been conducted and the City has also commenced a "Free Stuff" column in the Geelong Advertiser where residents can advertise free of charge their bulky household items. These items are advertised as free items and must be in good working order. The success of these programs will see them continue into the future.

The recycling message also continues to be embraced by the community with the number of kilograms recycled per household annually increasing by 12 per cent to 296 kilograms. Green waste has also increased by 11 per cent to 330 kilograms per household annually.

Black Rock bike path opens

Local cyclists are now enjoying a ride on the new bike link in Breamlea after the path was officially opened in May 2012.

The new path, connecting 13th Beach Road and Blackgate Road, will greatly improve safety for cyclists and motorists. Works also included the widening of several hundred metres of Blackgate Road, between Breamlea and the Thompson Creek Bridge.

The $500,000 works were jointly funded by the City of Greater Geelong, Barwon Water and Regional Development Victoria.

The track is approximately four metres wide, with clear line markings to allow plenty of space for cyclists travelling in both directions and it follows the alignment of a previously disused road.

This path is in the middle of a very popular cycling route between Barwon Heads and Torquay and provides a much-needed boost to cyclists’ safety. It will allow cyclists to take a more direct route instead of detouring around roads with no shoulders.

The City is committed to improving bicycle infrastructure throughout the whole region and this link is an important improvement for many cyclists who ride along this route regularly.

Promoting active transport Hundreds of local families left the car at home and cycled or walked to school on National Ride to School Day held in March 2012.

The City of Greater Geelong offered small funding grants to help local primary schools provide healthy breakfasts for those children who walked, cycled, skated or "scootered" to school. Fourteen local primary schools took up this offer: Bellarine, Bell Park North, Belmont, Drysdale, Geelong East, Leopold, Mandama, Oberon South, Our Lady Star of the Sea (Ocean Grove), Roslyn, St Thomas Aquinas (Norlane), St Leonards, Surfside and Whittington.

It was great to see local schools getting on board and encouraging students to cycle, walk, "scoot" or skate to school. In the 1970s more than 80 per cent of kids walked or rode to school. That number has fallen to only 20 per cent today – even though most students live within two kilometres of their school.

We all know cycling, walking, scooting and skating is good for your health, wallet and the environment, but it also means there are more families out and about in their neighbourhood, which makes people feel safer.

In August 2011 the City also became a signatory of the International Charter for Walking.

By signing the International Charter for Walking, we recognise that there is a need to encourage more active transport for social, economic and environmental reasons.

Councils have an important role to play in promoting active transport, including neighbourhood design, providing footpath networks and pedestrian crossings, traffic management and other promotion and safety campaigns.

Council becomes a member of statewide sustainability program

The City of Greater Geelong is taking part in a program designed to help communities manage forecast sustainability challenges such as climate change and energy costs after signing up to the Municipal Association of Victoria’s (MAV) Councils and Communities in Transition program.

The City’s Future Proofing Geelong program in many ways already anticipates the aims of the Councils and Communities in Transition program and is the ideal vehicle for the Geelong region to become involved.

The City became the first regional city in Australia to commission its own low carbon growth plan and has signed a sustainability covenant with the EPA to identify and implement sustainability opportunities in the region.

There are some significant global challenges facing all communities which will require those communities to be more resilient and adaptive – the Councils and Communities in Transition program seeks to support communities to achieve this.

The MAV will complement the work the City is already undertaking through our Future Proofing Geelong program and our role as a signatory to the sustainability covenant. Raising community awareness and preparedness is a key part of the Future Proofing Geelong program – many of the sustainability initiatives in a given community are likely to be driven by those community members – so it’s important we motivate people and equip them with the knowledge and skills to adapt to the future.

Drainage improvements

Barwon Heads residents in the Bridge Road-Grove Road precinct are a step closer to an end to their long-standing flooding problems after the completion of Stage One of a three stage, $2.6 million project expected to resolve the area’s previous drainage related problems.

Stage 1 works, costing $1 million, had involved the construction of a 600 mm diameter stormwater rising main running from the existing stormwater pump station at Clifford Parade to a connection point with the existing drainage system at Flinders Parade. Stage Two of the project will begin in the new financial year, and will involve the replacement of the existing Clifford Parade pump station. The new pump station will utilise three pumps (current pump station only utilises one), with a combined capacity capable of handling the high-level flows from major storm events. Stage 3 of the project will entail the construction of a new stormwater rising main and outfall, necessary to transfer the flows from the new pump station to the outfall.

During the year the Newcomb-Whittington Flood Study was also adopted which identifies flood mitigation options for drainage-related or "stormwater" flooding within the Newcomb-Whittington catchments and also examines their effectiveness and recommends a preferred course of action. The age of the current catchment, and the existing, ageing drainage infrastructure in the area are contributing factors as they are in other areas.

In 2011-2012, $4.8 million was spent on drainage construction, design and investigation.

Restoration of City Hall steps wins heritage award

The City received a Heritage Trust Award for the restoration of City Hall’s front steps and ramp. The Heritage Victoria-approved works were undertaken to rectify movement in the foundations below the entrance on Gheringhap Street.

City Hall was built in 1855 as a cost of £17,200. It was designed by Joseph Reed, a renowned architect from Melbourne, who won a competition (and £100) held to design the most outstanding building for the then Geelong Town Hall. The National Trust of Victoria considers the south-east section of City Hall as the oldest municipal office block still active in Australia, having served as council offices for 157 years running.

The original bluestone steps were retained as part of the works completed and the patterned tiles on the ramp are a replica of the original portico tiles first laid more than a century ago. The original slate roof above City Hall’s main entrance was also replaced with Welsh slate.

City Hall is a vital part of Geelong’s history and its cityscape and it is crucial that it is preserved and maintained for generations to come. The Heritage Trust Award attests the quality of the restoration works and the care taken to ensure it was in keeping with the strong heritage value of the building while at the same time creating a safer surface for people entering City Hall.

Future Directions

Eastern Park water recycling project progressing on schedule

Works are continuing on an exciting water recycling project in Eastern Park. The new seven-million litre Eastern Park water storage will be a tremendous new asset, both in terms of water savings and an additional feature of this very important city park.

Stormwater will be diverted from a residential area of East Geelong that was previously flowing untreated out into the bay, with the project saving approximately 30 million litres of mains drinking water a year by recycling stormwater and using it to maintain the Geelong Botanic Gardens.

The system is designed as a stormwater harvesting and reuse system that will resemble a natural body of water within Eastern Park.

The Geelong Botanic Gardens is in the top five water users for Council, and this project will be able to supply around 90 per cent of the gardens’ water demands.

A walking path will be built around the lake which will connect to the Eastern Park walking/running circuit.

30-thousand "tube stock plants" (indigenous plants of various kinds, all native to the area and propagated from local stock) will be put in around the water storage site from July 2012 through to the spring months. Plantings will include some river red gums, to complement the existing stands of gum trees in the area.

With a walking track and plants, it will become an appealing feature of the popular park.

The lake will fill in time for spring, when it can be used for irrigation of the Geelong Botanic Gardens right through the warmer months. This project will mean millions of litres of stormwater that would otherwise have gone down the drain will be put to good use.

This project is funded jointly through the City’s 2011-2012 budget ($515,000) and the Australian Government’s Water for the Future initiative ($415,000).

Community Sustainability Program

Council has developed a program to improve the uptake of competitively priced sustainability products within the Geelong region aimed at increasing energy, water and waste efficiency within the Geelong region. The program will also assist households better manage the impact of ongoing utility price rises.

Once approved a selected provider will offer a suite of sustainability household products, technologies and provide an accessible service for advice and services for the Geelong community. The services will include: • Home energy, water and waste assessments • Solar photovoltaic systems • Solar hot water systems • Water tanks • Light globe and showerhead exchange • Ceiling insulation • Weather sealing products.

The program will be launched early in the 2012-2013 financial year.

Update of Environment Management Strategy

The City will commence work on a new Environment Management Strategy to provide strategic direction on environmental management in the Greater Geelong region. The new strategy will be guided by the existing Environment Management Strategy 2006-2011.

The existing strategy identified 223 actions – the majority of which are complete, with those incomplete to carry over into the new plan. New and emerging environmental issues such as climate change need to be considered.

The Environment Management Strategy is one of the City’s most important strategic environmental documents and will inform much of the planning in the area of environment and sustainability in the next five years. The updated strategy will assist the City to manage many important aspects of the local environment including the preservation of biodiversity, a reduction in carbon emissions, improved marine and freshwater habitats, improved urban and rural water quality, better air quality and enhanced sustainability features in urban development.

The new Environment Management Strategy will operate alongside other strategies such as the Sustainable Water Use Strategy, Education and Partnerships, Biodiversity Strategy, Geelong Wetland Strategy, and the Climate Change Adaptation Strategy.

Federal funding to protect coastal reserves

The City has received a $415,000 boost from the Federal Government to protect biodiversity at three coastal reserves. The City was one of 18 successful tender applicants to the Corangamite Catchment Management Authority’s Coastal Tender program funded by the Australian Government’s Caring for Our Country program, an incentive and engagement program for coastal public and private land managers that select projects that deliver strong environmental results and encourage community involvement.

The City will use its five-year funding for projects sites at Buckley Park in Ocean Grove ($340,000), Limeburners Bay in Geelong ($55,000) and Thompson Creek in Breamlea ($20,000) totalling 132.1 hectares of coastal vegetation.

The projects will focus on managing and protecting high conservation value vegetation communities and will concentrate on controlling high-threat weed species including Polygala, Coastal Tea-tree, Boxthorn, Italian Buckthorn, Boneseed and Cape Ivy to allow natural regeneration and enhancement at the three sites.

Weed control is a priority in our coastal reserves. Areas that have been cleared of weeds have shown exceptionally good regrowth and provide a diverse habitat and this funding will help protect biodiversity in these ecologically sensitive areas.

Challenges

Carbon tax implications on Geelong industry

Geelong has a large percentage of trade-exposed and emissions-intensive industries. While we accept the need for Australia to contribute to a global reduction of carbon emissions it is vital the Geelong region is not unfairly disadvantaged.

Manufacturing remains one of the primary industry sectors in Geelong – accounting for close to half of all revenue generated by businesses in the Barwon region – a total of $13.8 billion.

The City would expect to see that revenue raised through the carbon tax is invested in clean energy and other infrastructure that would support Australian industry and households reduce their carbon emissions. In particular, local industries must be supported so they can remain competitive and that local jobs are not put in jeopardy.

Statewide plan required to assist Councils achieve Towards Zero Waste targets

The City of Greater Geelong has provided feedback to the Department of Sustainability and Environment highlighting the urgent need for a state wide strategic framework that provides direction to councils trying to achieve the Towards Zero Waste targets.

Guidance from the State Government is essential to help councils reduce the amount of waste going to landfill. The City’s current waste recovery rate is 58 per cent in response to the State Government’s statewide target of 65 per cent by 2014, making us one of the leading councils in Victoria.

We’ve made tremendous progress in reducing our waste to landfill but we need guidance and support in order to meet this target within the next two years and potentially exceed it in the longer term.

The City of Greater Geelong believes that a statewide waste management strategic framework should include: • A review of alternative waste treatments to identify preferred means of processing organic waste materials. • A review of the continuing role of landfills. • Guidance on the transition process from landfills to alternative waste treatments. • Guidance on transport and other logistics required to best utilise and integrate alternative waste treatments across the state. • Guidance to councils to advance the organics processing aspect. The City of Greater Geelong issued a similar request to earlier reviews of Sustainability Victoria and regional waste management groups. We will also be requesting that funds generated from the increased landfill levy are invested in priority projects identified in the strategic framework.

The City will be seeking a greater share of landfill levy funds for development of waste infrastructure and services.

Council adopts new Fire Management Plan

Council adopted a new three-year Municipal Fire Management Plan in November 2011 which sets out the strategic direction for fire management in the region.

It’s fair to say that fire management is in a state of transition since Black Saturday and the Victorian Bushfire Royal Commission. We’re working hard with other agencies to keep on top of all the changes and have developed the new plan with CFA, DSE, Parks Victoria, Powercor and Victoria Police.

The plan articulates the responsibilities of local agencies depending on the types and locations of fires. Every year the multi-agency Municipal Fire Management Planning Committee reviews and updates the plan, but it is adopted by Council only once every three years.

This is a starting point, and the plan will evolve to include the risks from fire in housing, industry, storage and vehicles. We know from our own data that people in the City of Greater Geelong face year-round risk from house and vehicle fire and we can do more to prevent these happening.

Outcome: Increased use of public and active transport

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

Measures Target Result Comments Modes of transport used in getting Seeking to N/A Data not available from to work/school increase Department of Transport

Geelong Train Station usage - Seeking to Tick Approximately 1,930 persons 5,000 persons per day by 2025 increase per day (4% increase on previous year) Regular participation in walking Seeking to N/A ERASS data no longer activity (general) increase available 2010 = 23.2% 2009 = 17.4%

Regular participation in cycling Seeking to N/A ERASS data no longer activity (excludes increase available triathlon/competition) 2010 = 7.8% 2009 = 5.6% tick – Target achieved N/A – Data not available

Action Status

Bicycle infrastructure program circular arrows Central Geelong Bus Super Stop - supervision hand and maintenance

Central Geelong Park and Ride shuttle service right arrow

Footpath renewal program circular arrows Greater Geelong Cycle Strategy implementation right arrow

Portarlington bus shelters construction tick

Summer Circuit Bus service tick

Outcome: Agreed standards for sustainable development are in operation

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

Measure Target Result Comments

Implementation of STEP Program (STEP June 2012 tick Completed in 2012 program — encouraging positive sustainable built environment outcomes through the planning process) Develop a Council policy on Environmentally December tick Policy developed Sustainable Development Standards for new 2011 constructed Council owned and/or managed buildings

tick – Target achieved

Action Status

Establish a cross divisional work team to progress Right arrow development of the Environmental Sustainable Development Policy

Support the use of Infrastructure Development tick Guidelines by development industry

Outcome: A reduction in the organisation's environmental footprint

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

Measure Target Result Comments 30 per cent emissions reduction target as Seeking to right arrow Progressing towards the a minimum from 2006 levels by 2011 - 60 decrease target (includes new per cent reduction by 2025 assets since 2006)

Council's potable water consumption Seeking to tick 554ML used in 2011- (25% reduction by 2015, based on decrease 2012 well below target average consumption 2001-2005) of 726ML

Percentage of green energy purchase Seeking to tick 3,751 tonnes increase purchased in 2011- 2012

Number of vehicles using low Seeking to tick The number of more emission or alternative fuels in increase fuel efficient vehicles Councils vehicle fleet purchased continues to increase

Council's purchase and use of Seeking to N/A Data not available products made from recycled and increase renewable materials Amount of carbon absorbed by trees Seeking to right arrow Carbon offset planting planted in the carbon offset program increase program commenced in June 2011. No expected offset until trees reach maturity after 10 years.

tick – Target achieved N/A – Data not available right arrow – Progressing on schedule to achieve target

Action Status Greenhouse Reduction Local Action Plan tick Tree Planting, establishment and aftercare circular arrows

Waste projects Corio Landfill rehabilitation right arrow Drysdale Landfill - Cell 4A construction right arrow Landfill gas monitoring bores construction right arrow Unwanted household goods - projects and circular arrows information Water saving initiatives Eastern Park stormwater harvesting right arrow Elcho Park irrigation system upgrades right arrow Hume Reserve stormwater harvesting -aquifer right arrow recharge and reuse Rippleside stormwater harvesting right arrow Water Pressure Management system tick implementation Water Restriction Program right arrow

Outcome: The Climate Change Adaptation Strategy is established

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

Measure Target Result Comments The existence of an adopted (1) Adoption tick Strategy adopted Climate Change Adaptation (2) Implementation in April 2011 and Strategy implementation underway tick – Target achieved

Action Status Climate Change Adaptation Strategy right arrow implementation Future Proofing Geelong project right arrow Drought recovery Significant tree watering project tick Sports grounds renovation program circular arrows

Trial of warm season grass conversion for second tick sports grounds

Outcome: Enhancement and protection of natural areas

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

Measure Target Result Comments Control of noxious weed re- 95% success rate in tick 95% success rate infestation and re-growth on control program where achieved Council's conservation reserves works are undertaken

Reduction in pest animal 90% success rate in tick Success rates varied and vermin numbers in reduction program between sites from 80% Council reserves where works are - 90% undertaken

Survival rate of native 90% survival rate tick Greater than 90% revegetation program survival rate achieved with approximately 15,000 plants planted Number of Council managed One completed tick Five water bodies water bodies rehabilitated annually rehabilitated in 2011- 2012 tick – Target achieved

Action Status

Assessment of biodiversity assets right arrow

Bellarine Catchment Network contribution tick

Coastal infrastructure maintenance circular arrows

Council environmental reserves maintenance and circular arrows improvement works

Eastern Park tree planting tick

Fire Management of Roadside Biodiversity tick Conservation areas

Friends of Buckley Falls Park contribution for circular arrows maintenance works Geelong Botanic Gardens irrigation system renovation right arrow

Geelong Field and Naturalists Club -contribution to right arrow Jeringhot Wetland upgrade

Geelong Saleyards Conservation tick Management Plan works Parks and Reserves Maintenance Circular arrows Tree inventory project Tree Inventory System - data collection Right arrow Tree Inventory System - development of software Tick

Water programs Geelong Healthy Waterways program Circular arrows Stormwater Quality Management Plan Circular arrows implementation

Water quality programs Circular arrows

Other actions undertaken in 2011-2012 that supports a Sustainable Built and Natural Environment Action Status Bridge upgrades – major renewal Works circular arrows Drainage design and construction program circular arrows Kerb and channel renewal program circular arrows Prestige Park – Hedgeley to Thompson Rd main drainage right arrow and basin

Rehabilitation of Sandy Creek Road, Anakie tick Road network condition rating tick Roads – construction and design including local roads, circular arrows Federal Roads Program and Vic Funded works Special rates and charges to carry out roads, footpaths, circular arrows kerb and channel, and drainage works Traffic management – investigation, design and construction circular arrows

Streetscapes

Alkira Avenue streetscape improvements tick Streetscape improvements in Cowie Ward tick Streetscape works - shopping strip parking upgrade In tick Thorburn Street, Bell Park

2011-2012 Performance Statement

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

Outcome Target Status Comments Improved Commence the The Steampacket The Steampacket playground healthy eating upgrade/replacement playground replacement was postponed to 2012- and physical of the Steampacket upgrade has been 2013 due to a funding shortfall. activities playground. postponed to 2012- Extra funding has been secured in the 2013 due to a 2012-2013 Annual Budget. funding shortfall. The works have been tendered and construction is expected to commence in August 2012 and completed by October 2012. Increased Develop the Rosewall Precinct planning Early in 2011, the Rosewall community lifelong learning Precinct Plan. progressing suffered the loss due to arson of the and literacy pending early years facility co-located with the determination of neighbourhood house in Sharland Rd. Early Years Following the finalisation of the service relocation insurance claim, a Project Working and service Group was convened to oversee and planning for undertake a situational analysis, Neighbourhood demographic analysis, service House. requirements, assessment of impact of strategic and statutory development in relation to the precinct, assessment of community requirements, options for the re-instatement of the early years facilities for the precinct, strategic planning for the Rosewall Neighbourhood House, schools regeneration impacts and urban design options. Discussions have been held with the Rosewall Neighbourhood House Committee to assess options for the development of the Neighbourhood House service and their preferred location within the catchment. An options analysis for the Neighbourhood House Service location has also been undertaken to inform broader precinct planning objectives. The Project Control Group is scheduled to reconvene to finalise the project methodology and confirm the scope for a brief for a consultant to finalise the Precinct Plan.

Liveable Leopold Community Three concept The Leopold Community Hub design neighbourho Hub detailed design proposals were project commenced early in 2011- ods progressing to completed in June 2012 with the tender for the full design completion. by the designer for services package. The successful consideration by consultant commenced in March 2012 Council. with three design proposals for the $16.2 million project completed in June 2012. Council will consider these in July 2012.

Growing the Economy: Securing Geelong’s economic future. Outcome Target Status Comments Plan and Continue the Design and The construction of O’Brien’s Road and develop the design and implementation of related infrastructure forms stage one National implementation of the Geelong Ring of the Geelong Ring Road Employment Transport and the Geelong Ring Road Employment Precinct (GREP) valued at $7.4 million. Logistics Road Employment Precinct is This and the adjacent drainage Precinct Precinct (GREP) in continuing. retarding basin is complete. 2011-2012. A number of In January 2012, Council adopted a amendments were number of recommendations including: considered by • GREP Urban Design Guidelines Council during the • Reduced minimum lot sizes of year. Industrial 1 zoned land from 4,000 Further funding is metres2 to 2,000 required for the metres2 Cultural Heritage • Re-brand the Heales Road Industrial Management Plan. Estate to GREP • Apply Restructure Overlay to the New Station Estate. A report to Council in April 2012 also recommends Amendment C243 which looks to incorporate a Native Vegetation Precinct Plan into the planning scheme. The report, which was carried by the Council recommended that the Minister for Planning appoint an Independent Panel and that the submissions be referred to the Panel. Development of Commence A business case for Council secured funding from Tourism the development of the Yarra Street Pier Victoria, Regional Development Victoria Cosmopolitan Cruise Ship Strategy was completed by and Geelong Otway Tourism to match Heart (Yarra Street Pier) in Geelong based Council’s funds to commission a further 2011-2012. company GHD, with business case for Yarra Street Pier. a range of options The new business case focused on the considered for the development of a bespoke pier able to rebuild of the pier. cater for cruise ships, naval vessels and the major events elements, as well as the opportunities of the earlier project. Geelong-based GHD was appointed to undertake and complete the business case work. A range of options for the reconstruction of Yarra Street Pier have been considered as part of the business case. However, in order to maximise the economic benefit, a 260 metre long jetty along the old alignment of the Yarra Street Pier capable of berthing large cruise ships and naval vessels etc. has been recommended. A number of benefits have been identified including greater economic returns to the region and the state with up to four cruise ship visits per season from 2015 and approximately 403 FTE positions over the first 10 years of operation and 234 during construction. Managed Armstrong Creek Armstrong Creek East Precinct (Warralily) – residential Growth planning and planning and development infrastructure infrastructure has commenced. -continuation in implementation is North East Industrial Precinct (Keystone 2011-2012. continuing on Business schedule. Park) – initial works have commenced on the site as well as commercial processes to attract key tenants. West Precinct – the Precinct Structure Plan (PSP) and Development Contribution Plan (DCP) are progressing through the advisory committee. West industrial Precinct – PSP process to commence in latter half of 2012. Horseshoe Bend Precinct – a preliminary PSP is on exhibition and will inform the progression of the final PSP to be developed in the latter half of 2012. Major Activity Centre (Armstrong Creek Town Centre) – has reached master plan development stage. Marshall Precinct – at preliminary investigation stage. Other related projects include planning on bus networks, railway station and arterial road links.

Sustainable Built and Natural Environment: The City of Greater Geelong leads the community in sustainable planning and environmental action. Outcome Target Status Comments Increased use Implement actions Program completed Program completed for 2011-2012 and of public and associated with the for 2011-2012 with waiting on funding for new works via active Greater Geelong funding pending for Vic Roads for 2012-2013. Progress on transport Cycle Strategy further works at actions as follows: during 2011-2012. Leopold and Vic • Swanston Street and Carr Street Roads locations. bike path stages 1 and 2 complete. • Funding worth $100,000 received for Barwon River pathways (Belmont) with works underway. • Breamlea Bike path opened in May 2012. • Barwon Heads Walks Survey complete and report pending. • Bike path bids for 2012-2013 in with Vic Roads – Colac Road, Melaluka Road (Leopold), High Street (Belmont).

A reduction in Distribute In the past 12 The City has successfully conducted the information and months the City has mattress and tyre programs where organisation’s commence projects undertaken a range these items were able to be dropped environmental related to of unwanted off at our resource recovery centres at footprint unwanted household goods discounted costs. household goods projects and A car boot program was also conducted during 2011-2012. provided information and the City has also commenced a to increase the “Free Stuff” column in the Geelong awareness of Advertiser where residents can existing recycling advertise free of charge their bulky and reuse household items. programs. The success of these programs will see them continue into the future. The climate Commence A number of actions The Climate Change Adaptation Toolkit change implementation of have been is designed to assist the City’s staff adaptation actions from the undertaken or have assess climate change impacts and strategy is Climate Change commenced develop responses to those risks in the established Adaptation Strategy including: context of their functions. The during 2011-2012. • The completion development of the Toolkit is cutting the Climate Change edge climate change adaptation for Adaptation Toolkit. Local Government and is a • The collaborative project between RMIT, the commencement of City of Greater Geelong and Net the coastal climate Balance. change The Local Coastal Hazard Assessment assessment. (LCHA) will assess sea level rise and • Assessment of storm surge and impact on Geelong’s biodiversity and coastline. The LCHA is a project risks to climate between State Government, the City, change. Borough of Queenscliffe and the Corangamite Catchment Management Authority and will produce hazard maps that will inform future coastal development.

Enhancement Implement the Tree Tree inventory The City of Greater Geelong has a and protection Inventory software software has been large inventory of trees in the of natural areas and commence data installed and municipality which has never been collection on tree mobile devices recorded. These are valuable assets inventory during 2011- issued to and through the implementation of the 2012. supervisors. Data tree inventory software this is now collection has possible. commenced. Supervisors now have hand held devices with data collection on the City’s 120,000 plus trees now able to be recorded and analysed.

Council Approval of the Performance Statement

In our opinion, the accompanying Performance Statement of the City of Greater Geelong in respect of the 2011/2012 financial year is presented fairly and in accordance with the Local Government Act 1989.

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

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

We have been authorised by the Council on 28 August 2012 to certify the Performance Statement in its final form. Councillor John Mitchell (Mayor) Dated: 28/08/2012

Councillor Bruce Harwood Dated: 28/08/2012

Chief Executive Officer Stephen Griffin Dated: 28/08/2012

VAGO Victorian Auditor-General's Office

Level 24,35 Collins Street Melbourne VIC 3000 Telephone 6 1 3 8 6 0 1 7 0 0 0 Facsimile 6 1 3 8 6 0 1 7 0 1 0 Email [email protected] Website www.audit.vic.gov.au

To the Councillors, Greater Geelong City Council

The Performance Statement

The accompanying performance statement for the year ended 30 June 2012 of the Greater Geelong City Council which comprises the statement, the related notes and the council approval of the performance statement has been audited.

The Councillors' Responsibility for the Performance Statement

The Councillors of the Greater Geelong City Council are responsible for the preparation and fair presentation of the performance statement in accordance with the Local Government Act 1989. This responsibility includes establishing and maintaining internal controls relevant to the preparation and fair presentation of the performance statement that is free of material misstatement, whether due to fraud or error.

Auditor's Responsibility

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

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

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

Independence

The Auditor-General's independence is established by the Constitution Act 1975. The Auditor-General is not subject to direction by any person about the way in which his powers and responsibilities are to be exercised. In conducting the audit the Auditor- General, his staff and delegates complied with all applicable independence requirements of the Australian accounting profession.

Auditor's Opinion

In my opinion, the performance statement of the Greater Geelong City Council in respect of the 30 June 2012 financial year presents fairly, in all material respects, in accordance with the Local Government Act 1989.

Matters Relating to the Electronic Publication of the Audited Performance Statement

This auditor's report relates to the performance statement of the Greater Geelong City Council for the year ended 30 June 2012 included both in the Greater Geelong City Council's annual report and on the website. The Councillors of the Greater Geelong City Council are responsible for the integrity of the Greater Geelong City Council's website. I have not been engaged to report on the integrity of the Greater Geelong City Council's website. The auditor's report refers only to the subject matter described above. It does not provide an opinion on any other information which may have been hyperlinked to/from this statement. If users of the performance statement are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the performance statement to confirm the information contained in the website version of the performance statement.

MELBOURNE 31 August 2012

DDR Pearson Auditor-General

Corporate Performance

This section reports on how we have performed against our outcomes which support the delivery of our strategic directions for the community. Supporting the Delivery of our Strategic Directions

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

In meeting this we must ensure the governance and financial management of the City’s operations are responsible, accountable and transparent. We must also provide a working environment that is not only safe and healthy but encourages learning and development opportunities for our staff.

Engaging our community on a regular basis is important in meeting our challenges and outcomes. It not only serves as a way for us to inform, but for the community to provide valuable feedback, ultimately creating strong relationships and making Geelong the best place to live.

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

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

Challenges

Just like each strategic direction faces its challenges going forward, so to do our corporate outcomes. Some of the key challenges we are addressing include: • Ageing workforce and skills shortages in various services delivered by the City. • Staff retention and succession planning. • Prioritising new initiatives within budget constraints. • Funding the latest defined benefit superannuation shortfall. • Maintaining a growing list of ageing infrastructure. • Keeping up to date with changing occupational health and safety legislation and procedures. • Rapid developments in Information Technology and Management. • Communicating to an increasingly diverse community.

Outcome: Customer Focused Organisation

The City has worked hard to build a culture of listening, understanding and proactively responding to internal and external customer needs. Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective and to maximise customer satisfaction. This is underpinned by our 21 Customer Service Commitments, which detail how we will deliver excellence in customer service consistently across the organisation.

Responsiveness • We will respond to telephone messages within one working day. • We will respond to telephone calls within five rings. • Correspondence received by mail and email will be responded to within 10 working days. Planning and other statutory correspondence will be responded to in accordance with legislative requirements. • We will meet corporate standards with all correspondence. • We will identify ourselves by name when responding to phone or face-to-face enquiries. • We will make all reasonable efforts to supply all our services in a timely manner with priority assistance to customers affected by a public safety issue. • Customer Requests for Service will be actioned within defined service timelines. • We will provide a method of follow-up for customer requests.

Access • Our Customer Service Line will be available for public safety issues 24 hours a day, seven days a week. • We will provide information that is current and in plain language. • We will offer a variety of payment methods. • We will be available for contact by phone, on-line, in writing and in person. • We will assist visiting customers within five minutes.

Knowledge and Attitude • We will ensure information provided is up to date. • We will proactively explain processes and take personal responsibility. • We will act in a manner which is respectful to the public.

Fair Treatment • We will balance individual needs with the direction of Council and resources available to achieve best community outcomes. • If we are unable to meet customer expectations we will explain why. • We will communicate and make available our privacy policy.

Feedback • We will encourage customer feedback and view it as an opportunity to improve. • We will measure our performance on a regular basis to constantly improve our service.

Percentage of correspondence responded to 100% cross 71% responded to within 10 working days within timeframe Customer Service Index - Getting Through (60 Greater than 85% tick Index score was per cent time to live operator, 40 per cent 92% for 2011-2012 Greeting Skills)

Customer Service Index - Service Delivery (50 Greater than 85% tick Index score was per cent manner, 50 per cent enquiry 87% for 2011-2012 resolution)

Average total call connect time (seconds) Less than 20 tick Average connect seconds time was 12 seconds

Community satisfaction with customer contact Seeking to tick Indexed mean 74 increase (Results for this year not directly comparable to previous year due to new survey methodology)

tick – Target achieved cross – Target not achieved

Achievements

Customer Service Strategy 2011-2014

In August 2011, the City of Greater Geelong launched the 2011-2014 Customer Service Strategy. This strategy is driven by the desire of the City to be a customer focused organisation that provides efficient service delivery. In its first year our Customer Service Strategy is delivering the following key benefits: • Every department is developing service plans measured against the priorities of the customer service strategy. • To ensure customers have more powers to drive improvements in council services we are working with customer groups in the Building and Planning, Traffic Engineering, Drainage and Parks areas to explore how we can improve customer experiences and how these services are delivered. • A complaints management system has been developed to provide customers with simple and effective forms of redress where they are unhappy with the quality of our services. The complaint management system has been formulated to ensure all complaints are dealt with in a timely manner and assists the council to identify trends and eliminate causes of customer dissatisfaction. • To improve the quality of our communication the City (Communications and Marketing Unit) has developed a plain English guide for staff to assist with internal and external communication and report writing. • To support growing communities and improve access and choice to over the counter services, the City has recently opened a new customer service facility jointly located in the Waurn Ponds Library and upgraded customer service facilities in Drysdale. Customer Contact Centre Performance

The City of Greater Geelong engages Customer Service Benchmarking Australia to conduct independent mystery shopping research on all customer contact centres to measure performance against the Customer Service Commitments and identify opportunities for continuous improvement.

The customer service benchmarking research is carried out bi-monthly on the telephone contact centre, and quarterly at face-to-face contact points. Each call/visit is marked on 40 assessment areas including connection time, greeting, accuracy of information and enquiry resolution. Comparisons of results are made between departments, between previous period's results, as well as against equivalent surveys undertaken on more than 150 councils across Australia. The independent organisation also identifies areas for improvement each period.

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

In 2011-2012 the City of Greater Geelong’s Customer Contact Centre received 192,309 phone calls, and continued to achieve results above the industry benchmark in all performance areas.

It should also be noted that these results were achieved in conjunction with another significant decrease in customer wait time. The average wait time for telephone customers was 12 seconds, which was seven seconds less than the previous year, and 15 seconds less than in 2009-2010. This marked improvement has largely been achieved by a continued commitment from the Customer Contact Centre team to improving wait time. A change of department structure has also provided opportunities for greater attention and monitoring of this service standard and review of approaches.

Customer Contact Centre Telephone Performance

Greeting Getting Best Enquiry Communication Service Through Practice Resolution Delivery

2011-2012 96 90 93 89 94 92 City of Greater Geelong (%)

2010-2011 94 86 83 91 91 82 City of Greater Geelong (%)

2011-2012 87 77 73 76 88 77 Industry Average (%) Customer Service Centres

The landscape across the City of Greater Geelong for face-to-face services is wide ranging and highly varied. It includes eight customer service centres across the municipality providing a wide range of services that traditionally require the physical presence of a customer service officer.

In 2011-2012 Customer Service Benchmarking Australia’s Mystery Shopping research showed mixed results. While all key results remain well within prescribed industry standards, key findings of this research reveal: • The average wait time increased from 26 seconds in 2010-2011 to 57 seconds in 2011-2012.This result provides an opportunity for review and improvement but remains well within our target of five minutes. • Face-to-face performance for greeting skills remains strong and stable at 92 and remains the highest performing area for Customer Service Centre performance. • Resolving enquires decreased slightly and our objective is to continue to improve the quality and accuracy of information provided to enable more effective customer interactions.

Customer Service Centre Performance

Wait time Greeting Enquiry Acceptable (Seconds) Quality (%) Resolution Manner(%) (%) City of Greater 57 92 86 88 Geelong (2011-2012)

City of Greater 26 92 88 96 Geelong (2010-2011)

Response to correspondence within timeframe

As part of the Customer Service Commitments, the City aspires to respond to correspondence received by mail and email within 10 working days. The result has remained relatively steady over the past five years. To improve this result, the City has reviewed the business classification scheme of Dataworks (document management system) and implemented a new structure in 2012. Ongoing group and one-on-one training continues each year to ensure staff are familiar with the Dataworks software and corporate document management processes.

Response to correspondence within 10 working days Future Directions

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 % responded to within 77 70 76 70 71 timeframe Future Directions

While there is good practice and measured examples of good customer service across the City the 2011-2014 Customer Service Strategy identifies a number of areas where improvement is required and will continue.

We will increasingly develop and use online tools, payment methods and social networking sites such as Facebook and Twitter to supplement other forms of customer engagement and to engage with people who prefer to communicate or make payments online.

The need for essential face-to-face service provision will continue and will benefit from a review/examination to ensure our operations provide value for money and consistency of service.

A further defining feature of face-to-face service provision will be the opening of councils “One Stop Shop” customer service centre in the Central Business District (100 Brougham Street).

We will also continue to consult with customers regarding our processes in our effort to deliver improved experiences.

Outcome: Responsible Financial Management

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

Measure Target Result Comments Liquidity Current Assets to tick Working Working Capital Ratio Current Liabilities ratio Capital Ratio greater than 1.5 was 1.64

Indebtedness Borrowing limit is no tick Borrowing Non-current Liabilities (borrowings) more than 60% of rate limit currently v. own revenue 40% sourced revenue (rate income)

Underlying Result Operating surplus tick 2011-2012 Operating surplus as percentage of greater than 1% of result was total total operating 4.6% operating revenue revenue

Investment Gap Capital expenditure cross Capital Capital expenditure relative to ratio is 1.5 to expenditure ratio depreciation depreciation was 1.6 tick – Target achieved cross – Target not achieved

Achievements

Details of the City’s Financial Performance for 2011-2012 and five year trends are outlined in the Summary of Financial Performance on pages 21-25, and in the Annual Financial Report and Standard Statements on pages 152-231.

Future Directions

The City will continue to update its long term financial plan to ensure it remains in a sound financial position. There are a number of large infrastructure projects such as the Geelong Library and Heritage Centre and integrated children’s centres which need to be taken into account as well as the existing defined benefit superannuation shortfall which will also need to be funded.

Outcome: Safe Work Environment

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

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

Health and Safety Plans

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

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

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

Committees and Consultation

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

Elected Health and Safety Representatives meet at quarterly forums where topics of interest are presented and discussed. Council continues to undertake consultation in regard to health and safety outside of formal committee structures, by involving employees in risk assessments, hazard assessments and incident investigations.

Lost time injury frequency rate Seeking to decrease cross Increase of 4% on (number of lost time injuries per million previous year hours worked)

Number of reported workplace injuries Seeking to decrease tick Decreased from 77 to 65

Percentage of Safety Plan actions 100% N/A No data available completed

Total Days Lost (LTI) Seeking to decrease cross Total days lost were 653 for 2011-2012, a 47% increase on previous year

Total OHS training hours provided Seeking to increase tick 335 people attended (number of persons receiving training x 1,995 hours of duration of training provided) training, a 111% increase on previous year tick – Target achieved cross – Target not achieved N/A – Data not available

Achievements

Occupational Health and Safety Initiatives

In 2011-2012 the number of reported workplace injuries increased slightly from 259 to 288, and the number of lost time injuries per million hours worked (Lost Time Injury Frequency Rate) increased from 18 on the previous year, to 19. Medical treatment incidents have reduced significantly from 33 in 2010-2011 to 12 in 2011-2012.

Overall, the City has experienced a large increase in the reporting of incidents – for example the reporting of "near miss" incidents which result in no injury have increased from 56 in 2010-2011 to 77 in 2011-2012.

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

Workplace Injuries and Reported Incidents

2009-2010 2010-2011 2011-2012

Minor Incident 211 182 224 Medical Incident 13 33 16 Lost Time Incident 45 44 49 Near Miss 32 56 76

This sustained performance can be attributed to a number of initiatives undertaken in the past 12 months including: • Development and implementation of a long term strategy to identify and control the root causes of injuries to City Services workers. • Continuation of the CitySafe compliance audit program. • Development of a "due diligence" checklist to be completed by all levels of management on an annual basis – this tests our adherence to both the Victorian OHS Act 2004 as well as "best practice" elements. • Audits of contractor activities to ensure continued adherence to the City’s OHS standards and requirements. • Corporate OHS training sessions, with 180 participants attending (equating to 769 hours). These statistics do not include the many job specific health and safety training activities that are carried out by individual departments.

Future Directions

The City of Greater Geelong is committed to the continuous improvement of its health and safety outcomes, providing a safe and healthy workplace for our employees, contractors, volunteers, visitors and others is given the highest priority.

In 2012-2013 the City will be investing considerable resources into the ongoing training and development of its staff, including the implementation of a six-day WorkSafe approved training program for 128 of our Supervisory staff.

The long term injury reduction strategy for our City Services department will also continue, with a main focus on the reduction of muscular skeletal injuries.

Overall, a predominant focus of all of our Occupational Health and Safety initiatives in 2012-2013 will be on cultural change – with the intent of further empowering and engaging our workforce in the topic of their safety at work. Specific projects around procedural/system review, behavioral safety programs and task analysis development will all heavily involve our workforce in a collaborative and proactive way – all enriching our culture and "the way we do things" in relation to safety.

Outcome: Motivated and Skilled Staff

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

For more information on the City of Greater Geelong organisation structure and staff profile, please refer to pages 48 and 53-54.

Measure Target Result Comments Expenditure per EFT on Seeking to tick $783 per EFT was training and development increase spent in 2011-2012, a 10% increase on previous year

Staff absenteeism (percentage of Seeking to cross Increased to 2.9% hours paid) decrease from 2.4% previous year

Turnover of permanent staff Seeking to tick Decreased to 5.9% decrease from 8.4% previous year

Overall staff satisfaction rating Seeking to N/A Survey to be increase conducted in 2013 tick – Target achieved cross – Target not achieved N/A – Data not available

Achievements

Enterprise Agreement Negotiations

Negotiations for the City of Greater Geelong's current Enterprise Agreement concluded in June 2011 with voting being undertaken in August 2011. The current agreement introduced a number of new initiatives to assist staff in adopting an effective work / life balance. One new initiative introduced was the support and recognition of Family Violence occurrences and establishing a framework to assist staff who could be impacted by this type of situation. This Agreement expires on 30 June 2014.

Human Resources Management Strategy 2010-2013

The City acknowledges that the qualities of our staff and their ability to adapt to a changing workplace are imperative to achieving the strategic directions identified in City Plan 2009-2013. To assist with this, in 2010 the City developed a Human Resources Management Strategy. This strategy considers the human resource implications of City Plan, and addresses the internal and external challenges faced in the human resources environment.

Key focus areas of the strategy are: • Employee relations and communication • Employee performance management • Management leadership • Employee rewards and recognition • Employee equity and welfare • Workforce planning • Employee attraction and retention • Employee training and development • Performance measurement and review.

A number of initiatives have been implemented from the Human Resources Strategy including an emerging leadership program, a review of our performance management systems and our induction program for new starters. Additionally, a number of priority actions have been identified within each of the above areas, and will be implemented over the coming years.

Training and Development

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

Almost $450,000 was spent on training and development across the organisation in 2011-2012, however this figure does not capture the extent of training at the City, as in many cases it is provided internally at no external cost to the organisation.

Training conducted included: • Following the success of the inaugural ACCELER8 Emerging Leaders Program a third intake of employees commenced in 2011 and another group commencing in 2012. This program provides an opportunity for eight permanent employees to attain practical leadership skills over 18 months. This is an initiative created to enhance the organisation’s career succession planning and attraction and retention strategies. • The Presentation skills program also commenced in 2011-2012. During the two day workshop employees are introduced to practical and proven techniques to improve and maximise presentation skills. • The Supervisors’ Tool Kit training also took place. This is a customised program designed to provide further information and training to all staff that are employed at the supervisor or team leader level and covers the topics and issues associated with the City of Greater Geelong’s organisation structure, managing staff and employee relations. • Difficult Conversations training was introduced to the Executive and Management team to ensure consistency throughout the organisation when dealing with difficult situations. This training will also be rolled out to staff at the Coordinator level. • The development of the leadership team continued by the commencement of comprehensive training for Coordinators. This training involved Myers Briggs personality testing, Emotional Intelligence and a 360-degree feedback program.

These are just some of the training and development opportunities that were added to the City’s annual training calendar. Other sessions offered to up skill staff ranged from Dealing with Conflict and Difficult Customers, Providing Effective Feedback, Skilled Minute Taking and Recruitment Skills Well4Life Program

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

A wide range of activities were undertaken during 2011-2012, designed to meet the diverse range of staff needs. This included WorkHealth checks, flu vaccinations, participation in the Australian Red Cross Blood Service program "The 2012 Victorian Club Red Challenge" and promotion of fundraising and awareness events such as RUOK day, Relay for Life, Hot Chocolate Day, Australia’s Biggest Morning Tea and FebFast.

Future Directions • Implementation of the new Enterprise Bargaining Agreement. • Implementation of key actions within the 2010-2013 Human Resource Management Strategy, including conducting an organisation-wide Employee Opinion Survey, and undertaking best practice reviews of our Rewards and Recognition program. • Improvements to the City’s online Employee Self Service system to increase its functionality.

Outcome: Efficient Service Delivery

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

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

Measure Target Result Comment Percentage of requests for Greater than 85% cross 81% of requests fulfilled in service fulfilled within timeframe standard time Percentage of Building Greater than 70% tick 2011-2012 result was Applications processed within 71% timeframe

Percentage of Planning Greater than 80% cross 2011-2012 result was Applications (DA) 49% processed within time frame

Waste minimisation Recycling - increase tick Increased 32kg kg/household Green Waste - increase tick Increased 32kg

Garbage - decrease cross Increased 43kg Community satisfaction Seeking to increase tick Indexed mean 74, rating for overall increased from 67 (Results performance in Waste for this year not directly Management comparable to previous year due to new survey methodology)

Community satisfaction Seeking to increase tick Parking 49 and Traffic rating for overall Management 59 performance in Traffic (Results for this year not Management and Parking directly comparable to facilities previous year due to new survey methodology)

Community satisfaction with Seeking to increase tick Indexed mean 58, local roads and footpaths increased from 49 (Results for this year not directly comparable to previous year due to new survey methodology)

Community satisfaction Seeking to increase tick Indexed mean 68, rating for overall performance increased from 62 (Results in the enforcement of by-laws for this year not directly comparable to previous year due to new survey methodology)

Community satisfaction Seeking to increase tick Indexed mean maintained rating for overall from previous result performance in Town (Results for this year not Planning Policy and directly comparable to approvals previous year due to new survey methodology)

Overall community satisfaction Seeking to increase tick Indexed mean increased from 60 to 63

Internal Corporate Services Maintain tick 2010 result maintained on survey overall satisfaction 2008 result (biennial rating survey) tick – Target achieved cross – Target not achieved

Achievements Requests for Service

In 2011-2012 the City of Greater Geelong responded to 80,475 requests for service, and 81.1 per cent of these were completed within the designated timeframe. Requests for service are generally made by residents and businesses for a range of services from missed bin collections, animal complaints, or tree maintenance to potholes or damage to amenities.

Each request for service type has a designated completion timeframe. The City closely monitors requests for service completion rates across all service areas to ensure the community’s expectations for service levels are being met.

The City’s performance in this area over the past five years is represented below. Since 2009-2010 there has been a 19 per cent increase in the number of requests, with the City maintaining a completion rate within the designated timeframe of just over 80 per cent.

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012

No. of requests for 67,613 58,485 67,781 74,640 80,475 service

% completed within 81.8 83.6 81.7 82.5 81.1 timeframe

Local Government Community Satisfaction Survey results 2012

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

Due to significant changes made to both content and methodology of the survey in 2012, results are unable to be directly compared to those of previous years. A summary of the City’s results is below. • Compared with the state and other regional centres, Geelong rated higher for the core performance measures of overall performance, customer service, and advocacy while community engagement and consultation rated lower. • The majority of respondents think the direction of Council has stayed the same over the past 12 months. • Geelong rates comparably to the state and other regional centres when it comes to Informing the community. • The highest rated services in terms of performance were arts centres and libraries (rated highest), waste management, recreational and sporting facilities and the appearance of public areas. • Areas rating lower for performance included parking facilities, Council’s general town planning policy, community consultation and engagement, planning and building permits, condition of local streets and footpaths and traffic management. All of these areas were identified as priority improvement areas (where performance rated below importance by 10 points or more) and most were also cited as improvement opportunities by survey respondents. The City will continue to look for improvements in these areas to meet the community’s expectations.

The full report on the City of Greater Geelong’s 2012 results can be viewed at www.geelongaustralia.com.au.

Future Directions New customer service centre to open at Brougham Street

The City of Greater Geelong will open its new customer service centre at 100 Brougham Street (former Australian Tax Office) in August 2012. The centre will consolidate much of the City’s main customer contact activities at a spacious and conveniently located reception centre.

The City has entered into a long term lease with the owners of the 100 Brougham Street premises enabling it to close down administrative operations at Myers Street. Approximately 240 City officers will be relocated to 100 Brougham Street, which when combined with the existing 150 staff members operating from the adjoining Corio Street premises, will make almost 400 staff located within the one precinct.

City departments to be located at 100 Brougham Street include: • Strategic Projects / Urban Design • Events, Central Geelong and Waterfront • City Development (incorporating the Building and Planning Department) • Engineering Services • Planning Strategy and Economic Development.

Planning and building permit applications will now be processed at the new Brougham Street premises as well as making payments and all other Council related over the counter transactions. The centre also incorporates free one hour customer car parking.

The Brougham Street Customer Service Centre will be open 8.00am to 5.00pm Monday to Friday.

New mobile website to be launched

The City will launch a new mobile website that lets smart phone users easily report a problem and access popular Council information. The website will be compatible with all popular smart phones and has been designed for maximum ease of use.

The mobile version of the Council website will have a menu specially designed to minimise the amount of typing required by the user with a large list of typical requests for service available from drop down menus meaning those wishing to request a service will most likely be able to navigate to a suitable category without having to type a long message.

In addition to the request for service function the mobile website features a list of Council road closures; a direct link to Council news and a calendar of events in the area. The City’s mobile website will integrate with the Council’s internal communications system with data you enter via the mobile website going directly to the relevant City department which allows for improved response times and increased efficiencies.

Unwanted household goods programs to continue

In the last 12 months the City has successfully conducted mattress and tyre programs where these items were able to be dropped off at our resource recovery centres at discounted costs. A car boot program has also been conducted and the City has also commenced a "Free Stuff" column in the Geelong Advertiser where residents can advertise free of charge their bulky household items. These items are advertised as free items and must be in good working order. The success of these programs will see them continue into the future.

Outcome: Informed and Engaged Community

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

Engagement is about involving the community in a decision making process. The views and needs expressed by the community will be balanced with other factors including budgetary, economic, environmental and social impacts as part of Council’s decision making process.

Effective engagement in the planning, development and delivery of Council services, activities and infrastructure not only promotes strong working relationships between Council and the community, it maximises the knowledge and experience upon which decisions are based, and leads to better outcomes for all.

Number of consultations conducted by Maintain tick 77 recorded consultations the City

Community satisfaction with Seeking to tick Indexed mean maintained community engagement increase from previous result (Results for this year not directly comparable to previous year due to new survey methodology) Community satisfaction with Seeking to tick Indexed mean maintained Council's advocacy and community increase from previous result (Results representation on key local issues for this year not directly comparable to previous year due to new survey methodology)

% consultations where Seeking to tick Maintained feedback is required is increase 2011-2012 result 73.8% provided to participants

Achievements

Community engagement training

Council is a corporate member of the International Association of Public Participation (IAP2), a not for profit organisation that advances the practice of community engagement and promotes the values and best practices associated with involving the public in decisions that affect their lives.

Council’s approach to community engagement is underpinned by the IAP2 Public Participation Spectrum which acknowledges different levels of engagement from simply providing information to the community through to placing the final decision- making in its hands.

Fundamental principles of effective community engagement are that we listen to the views within the community, we use that information to make informed decisions. We also provide feedback to participants and demonstrate how the community engagement influenced the outcome.

In recent years, Council has done much to strengthen its capacity to engage with the community, including developing a Community Engagement Action Plan. Providing IAP2 training to Council officers and Managers in the last 12 months has resulted in 113 staff becoming better informed about how to better engage with the community.

Other ongoing activities include: • Knowledge sharing through the use of an organisation wide engagement database. • Providing feedback to the community where appropriate. • Providing survey design and analysis capabilities within Council. • Implementing the Plain English Guide – a guide to writing clearly and simply.

Community engagement events in 2011-2012

In 2011-2012, the City conducted 77 engagement events and activities, allowing community members the opportunity to provide input into a broad range of projects, services, priorities and issues.

Methods of engagement included focus groups, telephone and face to face interviews, paper-based and online surveys, public meetings/forums, workshops and ongoing working groups. It is important for Council to know the views of its community. The following is a list of all projects consulted on during 2011-2012:

Activity Description Aged and Disability Services To gather client feedback on service delivery and Client feedback identify opportunities for improvements.

Amendment C186 – Former Amendment which proposes to re-zone the land from Leisurelink Belmont Public Park and Recreation Zone and Public Use Zone 6 to Mixed Use Zone and apply a schedule to the Design and Development Overlay to the land.

Amendment C204 and Planning Permit Amendment proposes to rezone the land from Residential – 673/2009 Pakington and Mervyn 1 to Business 1 and delete DDO14 and the Planning Streets Newtown Permit Application is for a retail and commercial development.

Amendment C220 – Alkara Avenue Amendment which proposes to rezone the Council land Lara Rezoning from Rural Living Zone to Public Park and Recreation Zone to support the adopted Lara Recreation Reserve Master Plan.

Amendment C239 – Review of DDO14 Amendment to delete DDO14 from Anakie and Batesford, for Anakie, Batesford and Ceres whilst retaining it permanently on Ceres. townships

Amendment C243 – GREP Amendment to incorporate a Native Vegetation Precinct Native Vegetation Precinct Plan Plan (NVPP) into the planning scheme and amend the extent of the application of Schedule 4 to the Environmental Significance Overlay (ESO4) in a manner consistent with the NVPP.

Amendment C245 – Review of Amendment which proposes to rezone the land from Design and Development 14 Residential 1 to Business 1 and delete DDO14 and is Overlay combined with a Planning Permit Application for a retail and commercial development.

Amendment C249 and Planning Permit Amendment to rezone part of the affected land from the – 243/2011 Rollins Rd Bell Post Hill Farming Zone and Public Park and Recreation Zone to the Residential 1 Zone.

Amendment C250 – St Leonards Amendment which proposes to rezone the land from Public Park and Recreation Zone to Residential 1 zone and also from Public Park and Recreation Zone to Residential 3 with Design and Development Overlay 14.

Amendment C253 – Bunnings Amendment to rezone the land from Industrial 2 Zone Store Norlane Rezoning to Business 4 Zone, and delete the Design and Development Overlay Schedule 20 covering the site.

Amendment C254 – Leopold Amendment to implement the findings from the adopted Structure Plan Leopold Structure Plan and Urban Design Framework. Amendment C265 – Overland flows Amendment which proposes to apply the Special Building Overlay, to land subject to overland flows resulting from storm events in Corio, Newcomb, Whittington and Portarlington East.

Amendment C67 and Planning Permit Amendment proposes a major redevelopment of the 1313/2009 and EES – Proposed Lonsdale golf course, and associated facilities at 69 Lonsdale Golf Course Development Fellows Rd, Point Lonsdale.

Armstrong Creek Boundary To seek resident feedback on boundary re-alignments Realignment and suburb naming with the Armstrong Creek Urban Growth Plan.

Australian Deaf Games 2012 To gather feedback from participants of the Australian Deaf Games 2012.

Barwon Heads Early Learning To display plans and assist community members with any Centre Public questions regarding the proposal of a new Early Learning Centre in Village Park, Barwon Heads.

Barwon Heads Village Park Draft To seek public comment and assist community members Master Plan with any questions regarding the draft plan.

Barwon Heads Walks Survey To better understand the issues around walking and footpaths in Barwon Heads and help prioritise future improvement opportunities.

Beacon Point Reserve Master Plan To seek public input into the development of the Beacon Point Reserve Master Plan. Boundary Re-alignments – Grovedale, To gather feedback on boundary realignments within Mount Duneed, Connewarre and Grovedale, Mount Duneed, Connewarre and Marshall. Marshall

CAOS Network Newsletter To gather feedback on the frequency and distribution of the CAOS network newsletter. Central Geelong Bus Users To assist with planning and continuous improvement of the public transport service in the region.

Ceres Temperance Hall To inform the future management of the Ceres Temperance Hall

City of Greater Geelong Childcare Under competitive neutrality guidelines, to gauge the – Public Interest level of public support for local government subsidising child care services.

City of Greater Geelong Draft To seek feedback on updates to fire plans reflecting Municipal Fire Management Plan both structural and chemical fires. City of Greater Geelong Draft To seek feedback on a draft Municipal Fire Management Municipal Fire Management Plan Plan. City Plan 2009-2013 (2012-13 To seek feedback on City Plan 2009-2013. Update) Adopted Draft

Community attitudes to poker machines To gauge community attitudes to poker machines at at Fyansford Hotel Fyansford Hotel. Community Update To gather feedback to assist in the delivery of future editions of Community Update. Connecting Our Community To identify resident's vision for their community's future to assist in the development of a Community Action Plan.

Connecting Thomson To gather ideas to shape the Thomson Community Action Plan.

Corio Norlane Structure Plan To gather public feedback on the draft Corio Norlane Structure Plan. Cruise Ship Visit 2011 To gain feedback from ship passengers and visitors to the Waterfront.

Cruise Ship Visit 2012 To gain feedback from ship passengers and visitors to the Waterfront.

Domestic Animal Management To seek feedback in the preparation of the new Domestic Plan Review 2013-2016 Animal Management Plan. Draft Geelong Play Strategy To seek public comment on the draft Play Strategy.

Draft Windsor Park Master Plan Review To seek public comment on the reviewed Windsor Park Master Plan.

Drysdale Urban Design Framework To seek community input into the draft Urban Design Framework (UDF) for the Drysdale Town Centre. Evans Reserve Master Plan To seek public input into the development of the Evans Reserve Master Plan.

Ferris Wheel Precinct Visitors To gain feedback from visitors to the Ferris Wheel Precinct.

Festival of Sails To collect feedback that would assist in improving the quality of the event. G21 Regional Football (Soccer) To gather feedback on the draft G21 Regional Football Strategy (Soccer) Strategy. Geelong Arena Annex Master Plan To seek public comment on the draft Geelong Arena Annex Master Plan.

Geelong Highland Gathering To collect feedback that would assist in improving the quality of the event. Geelong Mayoral Ball 2011 To collect feedback that would assist in improving the quality of the event. Geelong Multi Sport 2012 To collect feedback that would assist in improving the quality of the event.

Geelong Offshore Superboat Classic To collect feedback that would assist in improving the 2011 quality of the event.

Geelong Region Skill Shortage To better understand the range and extent of skill shortages of local businesses that exists throughout the Region. Geelong Seniors Festival 2011 To gather feedback to help the City of Greater Geelong and event organisers think about how to encourage involvement.

Geelong Small Business 2012 To determine the business needs of small businesses in Geelong.

Geelong Visitor Access Centre To gauge support for the development of a Visitor Access Centre in Central Geelong. Grinter Community Garden To gauge interest and select a steering committee to guide the project. Horseshoe Bend Precinct Draft To seek preliminary feedback with regard to the land Master Plan use directions being proposed by the draft master plan.

Jayco Herald Sun Tour 2011 To collect feedback that would assist in improving the quality of the event.

Kingston Park Reserve Seeking input into developing a master plan and management plan for Kingston Park Reserve in Ocean Grove to guide the future management of the nature reserve and recreation space.

Melbourne Cup Sidewalk Sales To collect feedback that would assist in improving the Shoppers 2011 quality of the event.

National Celtic Festival 2012 To collect feedback that would assist in improving the quality of the event.

New Ocean Grove Integrated To assist community members with any questions regarding Children’s Centre the proposal of a new Integrated Children’s Centre in Ocean Grove.

Newcomb – Whittington Seeking public comment on the Draft Report of the Drainage/Flood Study Newcomb – Whittington Drainage / Flood Study which identifies properties that are affected by flood.

Pier Festival 2011 To collect feedback that would assist in improving the quality of the event.

Portarlington NE Group – To discuss the previously surveyed option for road Street Construction construction works in the Portarlington NE Group.

Potential Street Upgrade – To review and address issues residents have with Newcombe Street, Drysdale current condition and operation of the street.

Proposed Budget 2012-2013 To gather feedback on any proposal contained in the Proposed Budget 2012-2013 including Differential Rates.

Public Art To gauge the community support for public art in Geelong.

Public Toilet Strategy To gather feedback to inform the development of the Public Toilet Strategy. Rethink Your Rubbish To determine awareness of recycling programs available in the City of Greater Geelong. Road Renaming – Section Swan Gather feedback on renaming of a section of Swan Parade, St Leonards Parade, St Leonards.

South Barwon Football and To display plans, gather feedback and assist Netball Pavilion Upgrade community members with any questions regarding the facility upgrade.

Southern University Games 2011 To collect feedback that would assist in improving the quality of the event. St Albans Football and Netball To display plans, gather feedback and assist Pavilion Redevelopment community members with any questions regarding the facility redevelopment.

St Leonards Structure Plan Review To seek community input on issues and changes to the – Public comment township to inform the review of the St Leonards Structure Plan 2006.

Streets Are Alive 2011 To collect feedback that would assist in improving the quality of the event. Tour of Geelong 2011 To gain feedback of residents in the area on the event.

Visitor Perception 2011 To gather information on visitors’ perception of Central Geelong, the services, facilities and environment. What do you love about Geelong? To gather information that will help promote Geelong to visitors, investors, new residents and locals.

Whittington Land Use Concept Strategy To seek public comment on the draft Whittington Land Use Concept Strategy.

Victorian Local Government Indicators

The listed financial indicators are requested by the Department of Planning and Community Development from each Council in Victoria to provide a comparison of financial performance across Councils.

Overall Council’s financial indicators show a sound financial position and a continuing requirement to ensure asset renewal and maintenance is completed in line with the priorities identified in the Asset Management plans.

Indicator 2010-2011 2011-2012

1. Average Rates and Charges per Assessment Total rates and $140,869,000 $1,346.62 per $150,468,000 $1,422.99 per charges net billed assessment assessment Number of 104,609 105,741 assessments budget Increased in line with the population and housing growth and the budgeted rates increases. 2. Average Rates and Charges per Residential Assessment Rates and charges $102,854,504 $1,129.18 per $109,531,304 $1,181.72 per declared for residential residential residential and assessment assessment garbage and municipal charge excluding vacant land

Number of 91,088 92,688 residential assessments budget

Increased in line with the population and housing growth and the budgeted rates increases. 3. Average Liability per Assessment Total liabilities $89,834,000 $858.76 per $111,193,000 $1,051.56 per assessment assessment Number of 104,609 105,741 assessments budget

Increased due to the unfunded defined benefit superannuation liability. 4. Operating Result per Assessment Net Surplus $37,841,000 $361.74 per $19,682,000 $186.13 per assessment assessment

Number of 104,609 105,741 assessments budget

Decreased due to unfunded defined benefit superannuation ($23 million), this was despite a significant increase in rates and charges and subdivision asset recognition. 5. Average Operating Expenditure per Assessment Operating Expenditure $255,629,000 $2,443.66 per $283,305,00 $2,679.24 per assessment 0 assessment

Number of 104,609 105,741 assessments budget

Increased due to rise in payments to employees and for external services. 6. Community Satisfaction Rating for Overall Performance of Council Result from the 60 63 Annual Community Satisfaction Survey for Local Governments (Indexed mean)

In 2012, the DPCD Community Satisfaction Survey methodology and format was revised and conducted by a new research group on behalf of the DPCD. Due to these changes, 2012 results cannot be directly compared to previous years. The 2012 indexed mean score of 63 was above the Victorian State Index Score of 60.54 per cent of respondents rated overall performance as good or very good with a further 37 per cent rating it average. 7. Average Capital Expenditure per Assessment

Capital Expenditure $62,740,103 $599.76 per $65,268,960 $617.25 per assessment assessment

Number of assessments 104,609 105,741 budget

Increased due to capital projects expenditure on carry over items that were completed this financial year that were commenced in the previous year. These projects include Old Courthouse redevelopment, Eastern Beach Children’s Pool, Corio Landfill Rehabilitation and Waurn Ponds Library. 8. Renewal Gap on all assets Capital Renewal $17,366,000 For each $1.00 of $20,535,000 For each $1.00 of assets assets consumption consumption Council spends $0.50 Council spends on renewal. $0.45 on renewal.

Average Annual Asset 39,014,000 $41,386,000 Consumption

Renewal expenditure increased from $17.4 million in 2010-2011 to $20.5 million in 2011-2012. As a percentage of total capital expenditure, renewal expenditure increased from 27.7 per cent to 31.5 per cent in 2011-2012 due to the mix of projects and the level of expenditure on upgrade and new projects.

9. Renewal and Maintenance Gap Capital Renewal $66,555,343 For each $1.00 of $72,670,362 For each $1.00 of and asset asset consumption Maintenance consumption and and planned planned maintenance Council maintenance spends $0.72 on Council spends renewal and $0.68 on renewal maintenance and maintenance

Average Annual Asset $97,289,300 $101,365,036 Consumption plus Planned Maintenance

The Capital Renewal and Maintenance Gap indicates that expenditure has increased slightly in 2011-2012. Council will continue to address the level of maintenance and renewal in line with its Asset Management Plans. 10. Advocacy and Community Representation on Key Local Issues Result from the 59 57 Annual Community Satisfaction Survey for Local Governments (Indexed mean) In 2012, the DPCD Community Satisfaction Survey methodology and format was revised and conducted by a new research group on behalf of the DPCD. Due to these changes, 2012 results cannot be directly compared to previous years. The 2012 indexed mean score of 57 was above the Victorian State Index Score of 55.34 per cent of respondents rated overall performance as good or very good with a further 37 per cent rating it average. The City will continue to deliver Community Update to every household every two months, keeping them informed of what’s happening in their municipality and will also continue to lobby State and Federal government and peak bodies to deliver key projects for the community. The City is also launched a "Plain English Guide" internally to further improve external communication.

11. Engagement in Decision Making on Key Local Issues Result from the 54 54 Annual Community Satisfaction Survey for Local Governments (Indexed mean)

In 2012, the DPCD Community Satisfaction Survey methodology and format was revised and conducted by a new research group on behalf of the DPCD. Due to these changes, 2012 results cannot be directly compared to previous years. The 2012 indexed mean score of 54 was below the Victorian State Index Score of 57.63 per cent of respondents rated overall performance as good or very good with a further 29 per cent rating it average. Organisation-wide training in community engagement based on IAP2 principles took place in 2011- 2012 in order to provide an improved standard of engagement throughout the organisation. The City will continue to look for improvement in this area by keeping the community informed through the City’s "Have Your Say" section on its website and in local newspapers and Community Update, and also by continuing to provide feedback and future action plans on previously held engagement activity.

Governance

To enhance community confidence in the democratic process of Local Government, the City of Greater Geelong maintains an open and accountable governance framework.

Internal Audit

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

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

In 2011-2012 the Internal Audit department completed in excess of 90 per cent of a comprehensive risk based internal audit plan. The role also provides policy and procedure advice to the Executive Management Team, and actively manages Council’s fraud policy and awareness together with staff induction programs.

There is also an ongoing participation in information technology system development with maintenance reviews and their security requirements.

Audit Advisory Committee

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

The Committee’s corporate governance responsibilities include: • financial management • occupational health and safety • public liability, property and other insurance matters • risk and project management • overseeing of the internal and external audit functions of the City.

The Committee comprises six members, which is made up of three Councillors and three external professionals.

The present Audit Advisory Committee is: Chairperson: • Ms Linda MacRae (Principal of Local Solutions Pty Ltd specialising in financial and local government management) Members: • Cr John Mitchell (Mayor) • Cr Jan Farrell (Education and Youth, Community Safety portfolios) • Cr Barbara Abley AM DSJ (Arts and Culture portfolio) • Mr Peter Bollen (Former CEO Surf Coast Shire) • Mr Ross Fraser (Director Daneljo Pty Ltd - Financial Accounting, Risk Management, Auditing)

The Audit Advisory Committee meets quarterly and reports to Council.

Statutory Information

Information Privacy

The City of Greater Geelong is committed to protecting people's right to privacy and the responsible and fair handling of personal information, consistent with the Information Privacy Act, 2000 and Health Records Act 2001. Council has in place a policy that sets out the requirements for the management and handling of personal information. The policy is a public document available on request or on Council’s website. During the year ending 30 June 2012, one formal complaint was received regarding the use of full names on Dog Registration Notices. Following receipt of the complaint, the process was changed and names now appear in accordance with the format of Council Rates Notices – title, initial of first name and then surname.

Freedom of Information (FOI) The Freedom of Information (FOI) Act gives the community the right to access information in the possession of Council. Importantly, it provides access to information about the operation of Council, particularly the rules and practices which affect members of the public in their dealings with Council.

This general right of access to information is limited only by exceptions and exemptions, which have been prescribed to protect essential public interests and the private or business affairs of people about whom information is held by Council.

In keeping with the spirit of the legislation, Councils are expected to, as far as possible, facilitate and promote the disclosure of information promptly and at the lowest reasonable cost.

In the period from 1 July 2011 to 30 June 2012, the City of Greater Geelong received a total of 26 Freedom of Information requests. Of those, 19 were granted full or part access, one was denied, four were either withdrawn or no documents existed and two had not been finalised as at 30 June.

Whistleblower Legislation

The Whistleblowers Protection Act 2001 (the Act) commenced on 1 January 2002. The main purposes of the Act are to: • encourage and facilitate disclosures of improper conduct by public officers and public bodies • protect persons making those disclosures • provide for matters disclosed to be properly investigated and dealt with.

In accordance with the requirements of Section 68 of the Act, Council has established procedures to facilitate the making of disclosures; for investigations of disclosed matters and protection of persons from reprisals by the public body or any member, officer or employee of the public body because of disclosures.

There were no complaints against or allegations of improper conduct by Council staff pursuant to the provisions of the Act during the year to 30 June 2012.

Documents available for public inspection

Under the Local Government Act Councils are required to keep statutory registers and documents, which can be viewed on request, or in certain cases, on application. Available documents include: • Details of current allowances fixed for the Mayor and Councillors under Section 74 of the Act. • Details of the total annual remuneration for all senior officers in respect of the current financial year and the previous financial year, set out in a list that states: i. Ranges of remuneration of senior officers, where the difference between the lower amount and the higher amount in each range does not exceed $10,000. i i. The number of senior officers whose total annual remuneration falls within the ranges referred to in subparagraph (i). • Details of overseas or interstate travel (with the exception of interstate travel by land for less than three days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months, including the names of the Councillors or members of Council staff and the date, destination, purpose and total cost to the Council of the overseas or interstate travel, including accommodation costs. • Names of Council officers who were required to submit a return of interest during the financial year and the dates the returns were submitted. • Names of Councillors who submitted returns of interest during the financial year and the dates the returns were submitted. • Agendas for and minutes of ordinary and special meetings held in the previous 12 months kept under Section 93 of the Act except if the minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act. • A list of all special committees established by Council and the purpose for which each committee was established. • A list of all special committees established by the Council which were abolished or ceased to function during the financial year. • Minutes of meetings of special committees established under Section 86 of the Act and held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public under Section 89 of the Act. • A register of delegations kept under Sections 87 and 98 of the Act, including the dates on which the last reviews under Sections 86(6) and 98(6) of the Act took place. • Submissions received under Section 223 of the Act during the previous 12 months. • Agreements to establish regional libraries under Section 196 of the Act. • Details of all property, finance and operating leases involving land, buildings, plant, computer equipment or vehicles entered into by the Council as lessor or lessee, including the name of the other party to the lease and the terms and the value of the lease. • A register of authorised officers appointed under Section 224 of the Act. • A list of donations and grants made by the Council during the financial year, including the names of persons or bodies which have received a donation or grant and the amount of each donation or grant. • A list of the names of the organisations of which the Council was a member during the financial year and details of all membership fees and other amounts and services provided during that year to each organisation by the Council. • A list of contracts valued at $150,000 or more which the Council entered into during the financial year without first engaging in a competitive process and which are not contracts referred to in Section 186(5) of the Act. • Campaign donation returns lodged under Section 62 of the Act by candidates for election. National Competition Policy Compliance

In 2011-2012 the City of Greater Geelong complied with the requirements of the National Competition Policy, Competitive Neutrality and Trade Practices Act Legislation. Council is required to demonstrate ongoing compliance and provide certification by 30 September annually.

Charter of Human Rights and Responsibilities

In June 2006 the Victorian Parliament passed the Charter of Human Rights and Responsibilities Act 2006 (Vic). This Charter came into effect on 1 January 2008.

The Charter enshrines civil and political rights and some cultural rights into Victorian Law while promoting and protecting principles of freedom, respect, equality and dignity.

The City of Greater Geelong has conducted a number of awareness sessions for staff to ensure that human rights principles are considered in decision making processes.

Local Laws

At 30 June 2012 the following Local Laws remain current:

General Local Law 2005 (including amendments in 2006) This law regulates activities of people and provides standards and conditions for specified activities to protect people in, or the environment of, the municipal district.

Council Meeting Procedures Local Law 2009

This law relates to meetings of the City of Greater Geelong Council and special committees. The objectives include: • To provide for peace, order and good government, and ensure that Council’s decisions are made in the best interests of the people of the City of Greater Geelong. • To provide for the administration of Council’s powers and functions. • To regulate and control the election of Mayor and Acting Mayor. • To promote and encourage community participation.

Citizenship

Acquiring Australian Citizenship enables people to participate fully in our inclusive society regardless of their race, background, gender, religion, language or place of birth. In the 12 months to 30 June 2012, the City hosted seven major ceremonies, with special ceremonies conducted on the Geelong Waterfront as part of celebrations to mark Australia Day (26 January) and another at Simonds Stadium. Certificates of Australian Citizenship were presented by the Mayor of the City to 364 residents of Geelong, many of whom shared the occasion with the support of relatives and friends.

Risk Management

Councils Corporate Risk Management Policy and Strategy is linked to relevant City Plan aspects and provides ongoing direction for the City of Greater Geelong to manage risks at both strategic and operational levels.

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

The City’s risk register continues to be reviewed quarterly to ensure it is reflective of the activities and associated risks of all Council business. The status of this is reported regularly to Council.

The City’s Public Liability insurer conducts assessment audits on a bi-annual basis. This year, in place of the audit, insurers provided a targeted risk appraisal on Councils Waste Transfer Stations that allowed Council to review and develop improvements to these sites.

The City’s insurer undertook the annual Property Insurance Assessment, with the City of Greater Geelong scoring 99.3 per cent. The continued improvement in insurance audit results demonstrates that the City has in place a sound risk management framework.

Contractor Management

The City of Greater Geelong continues to employ a large number of contractors to assist with the delivery of a range of major projects and services. Over the past three years the systems and processes that govern how we manage contractors have been reviewed. A major outcome of this review was a online induction system, for which 384 inductions have been completed between 1 Jan 2011 and 30 June 2012.

The City of Greater Geelong continues to undertake regular audits and inspections of contractor activities, and plans to increase the level of contractor oversight in 2012- 2013. This allows for improvement opportunities to be identified and implemented in conjunction with relevant contractors. The net effect of this is improved safety for the contractors, employees and the public, as well as increased project efficiency due to less downtime. Asset Management

The City’s infrastructure consists of networks of local roads, footpaths, bridges, drains, parks and gardens and civic and community buildings. The City builds, holds, maintains and renews these assets on behalf of the community. Infrastructure contributes to the City’s transportation and recreational goals as well as providing civic amenity.

The City’s asset management 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 formed by evaluation of alternative means of service provision, full lifecycle costing, performance measurement and condition monitoring. Such work enables the City to determine appropriate infrastructure to be provided and the level at which assets need to be presented.

The phases of an asset’s lifecycle are: • Acquisition: involving the specification of asset type and the timing, financing and means of procurement. • Operation and maintenance: requiring performance levels, operating and maintenance schedules to be specified. • Renewal: rehabilitation and replacement schedules to be specified.

Activities for 2011-2012 included: • Condition assessment of the road network and monitoring levels of service for the road network. • Data Capture of the City’s Road Signs. • Revaluation of the drainage asset groups. • Administration of the City’s Municipal Road Management Plan as required by the Road management Act 2004, including routine and reactive inspections. • Addition of $16 million worth of subdivisional infrastructure to the asset register. • Critical assessment of the City of Greater Geelong Asset Management Plans. • Implementation of the Asset Management Improvement Strategy in accordance with the National Asset Management Framework. • Update of the Footpath Asset Management Plan • Introduction of an inspection regime for road signage, rail infrastructure and off- road paths

Asset management will continue to evolve and mature. The City will strive to be at the forefront of asset management through participation in the Municipal Association of Victoria’s "Step Program" which provides guidance to Victorian councils on their asset management effort.

Priorities for 2012-2013 include: • Compliance with the National Asset Management Framework • Administration of the City’s infrastructure data including input of subdivisional asset into the Hansen Asset Register. • Adoption of the Asset Management Policy • Review of the Corporate Asset Management Strategy • Update of the three-year renewal program for the road pavement and surfaces • Update of the Road Management Plan • Update of the Drainage Asset Management Plan • Review of Levels of Service for roads and footpaths

Council Appointments to Committees and Groups

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

Committee Councillor (2012)

Association of Bayside Cr Doull Municipalities

Audit Advisory Committee Mayor Cr Abley Cr Farrell

Barwon and Moorabool River Reserves Cr Doull Advisory Committee

Barwon Regional Waste Cr Richards Management Group Cr Doull Cr Harwood

Barwon South West Regional Advisory Cr E Kontelj Committee (Multiculturalism)

Bellarine Multi Arts Facility (Potato Cr Farrell Shed)

Bellarine Rail Trail Advisory Cr Macdonald Committee Cr Doull (substitute)

Central Geelong Marketing Cr Abley Committee

Committee for Geelong Mayor Community Arts and Festivals Mayor Assessment Committee Cr Abley Cr Farrell Cr Granger Cr E Kontelj

Community Renewal Committee – Cr Mitchell Whittington

Concerned Councils for the Cr Doull Moorabool River (CCMR) Corio Norlane Development Advisory Cr Fisher Committee Cr Granger (substitute)

Courthouse Arts Cr Farrell Development Hearing Panel Any Councillor rotating monthly

Disability Advisory Committee Cr Fisher (Chair) Cr Abley (substitute)

Disability Street Access Advisory Cr Abley Committee Cr Richards (substitute) fOrT Advisory Committee Cr Fisher G21 Geelong Region Alliance Mayor

Geelong Gallery Cr Abley Cr Granger (substitute) Geelong Convention and Exhibition Mayor Centre Proposal – Project Steering Cr Macdonald Group Cr Harwood Cr S Kontelj Cr Abley

Geelong Drug Action Plan Cr Farrell Committee

Geelong – East Timor Friendship Cr Granger Committee Cr Abley (substitute) Geelong Future Cities Steering Cr Abley Committee (formally Cultural Precinct Steering Committee)

Geelong Gambling Advisory Cr Farrell Committee

Geelong Heritage Centre Cr Granger Geelong Library and Heritage Project Mayor Control Group Cr Abley Cr S kontelj Cr Harwood

Geelong Major Events Mayor Cr Abley Cr Harwood Cr Fisher Cr Nelson (substitute)

Geelong Otway Tourism Cr Harwood Cr Mitchell (substitute)

G21 Arts and Culture Pillar Cr Granger (Chair) Cr Abley

G21 Economic Pillar Cr Macdonald Geelong Regional Alliance G21 Cr Richards (Chair) Cr Environment Pillar Doull

G21 Health and Wellbeing Pillar Cr Fisher

G21 Planning Pillar Cr Macdonald

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

G21 Water Taskforce Cr Doull Cr Richards (substitute)

Geelong Regional Library Cr Macdonald Corporation Cr Richards Cr Granger Cr Abley

Geelong Safety Committee Cr Farrell Cr Fisher

Graffiti Reference Group Cr Fisher Cr Farrell

Information Communication Cr Macdonald Technology Geelong Ltd Kardinia Park Steering Cr Kontelj Committee Cr Abley (substitute)

Local Learning and Employment Network Cr Fisher Cr Abley (substitute)

Multicultural Action Plan Advisory Cr E Kontelj Committee Municipal Association of Victoria Cr Richards Cr Granger (substitute) Municipal Association of Victoria – Arts Cr Abley and Cultural Advisory Municipal Emergency Cr Abley Cr Management Planning Nelson Committee

Performance Review Committee – Chief Mayor plus two other Councillors Executive

Planning Committee All Property Strategy Advisory All Committee Reference Group Central Geelong Mayor and other Cr as required

Shell Community Advisory Panel Cr Granger Cr Fisher (substitute)

Submissions Review Panel Cr Mitchell plus any 2 Councillors Terminals Reference Committee Cr Granger Victorian Local Governance Cr Doull Association Cr Mitchell (substitute)

Waste Strategy Project Control Group Cr Nelson Cr Richards (Chair) Cr Doull

Water Taskforce Cr Doull Cr Mitchell Cr Richards

Windsor Park Steering Cr Fisher Committee Cr Mitchell (substitute)

Note: Where a Councillor is listed as a substitute, this Councillor attends in place of representative

Best Value

Council’s Best Value Policy

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

Addressing the Best Value Principles

The Best Value Principles are part of the Local Government Act 1989. They are: (a) All services must meet quality and cost standards. (b) All services must be responsive to the needs of the community. (c) A service must be accessible to those members of the community for whom the service intended. (d) A Council must achieve continuous improvement in the provision of services for its community. (e) A Council must develop a program of regular consultation with its community in relation to the services it provides. (f) A Council must report regularly to its community on its achievements in relation to the principles above.

Council is proactive in addressing the Best Value Principles in that it: • Voluntarily participates in the statewide Local Government Annual Community Satisfaction Survey. Continuous improvement opportunities are identified from the survey results. • Consults regularly with the community on projects, services, events and issues that affect them, and maintains a database of all consultations conducted by the City, including the results. • Reports quarterly to the community on the progress of City Plan actions. • Reviewed the Victorian Auditor General’s 2011 report into Business Planning for Major Capital Works and Recurrent Services in Local Government and has begun to implement recommended changes from the review to Council Plan and Annual Budget planning and development processes. • Sets annual business plans at a department level to address actions and seek improvement opportunities with the community’s best interest in mind. These business plans also include audit and risk actions. • Implemented a project proposal and reporting system, to capture potential projects, assess their viability for funding, and then monitor the delivery of those that proceed. • Has redeveloped the executive scorecard to best monitor council services and operations. Executive scorecard measures are monitored monthly and reviewed annually. The redevelopment of department scorecards is also continuing. • Undertakes an annual review of performance measures and targets. • Participated actively in the Essential Services Commission’s (ESC) Local Government Reporting Framework review process and pilot report program. Despite the cessation of the ESC’s initiative, some of the measures were taken up in the City’s Executive Scorecard. • Produces an annual report to inform all stakeholders including ratepayers, residents, businesses, community and interest groups, news media, all levels of government, Council staff and the wider general community, and reflects our commitment to performance reporting. • Conducts a rigorous financial reporting process, including monthly reporting to Executive Management and quarterly reporting to Council. • Provides internal and external training and development opportunities to bring staff up to date with systems and processes and also to up skill our workforce. In 2011- 2012 comprehensive training program in community engagement was implemented. This training is based on the International Association for Public Participation (IAP2) core values and spectrum. • Has eight customer service centres spread across the municipality providing easy access for all residents, and delivers services from numerous locations around the region. • Engage Customer Service Benchmarking Australia to conduct independent mystery shopping research in order to measure performance against the Customer Service Commitments and identify opportunities for continued improvement. • Conducts annual performance reviews with all staff to set work plans and identify training and development opportunities.

External Funding

In 2011-2012 the City of Greater Geelong received $56.9 million in Federal and State funding.

This is a decrease of $3.9 million on that received in 2010-2011. The decrease in funding can be attributed to projects such as the Old Courthouse, Waurn Ponds Library, Central Geelong Bus Super Stop and the Ocean Grove Integrated Children’s Centre attracting $10.2 million in the previous year.

Funding received during the year included: Federal • Grants Commission funding of $24.2 million. • $2.6 million received for early childhood development to go towards the running the City’s Learning and Care Centres and associated programs. • $1.7 million for the Federal Roads Program. • The Geelong Library and Heritage Centre redevelopment received $1.5 million. • $1.4 million for Community Aged Care Packages. • $1.2 million for Family Day Care operations and family assistance programs. • Eastern Park stormwater recycling project received $0.4 million. • Kardinia Park Netball Pavilion redevelopment received $0.3 million. • School holiday program received $0.2 million. • Splashdown Leisure Centre co-generation plant project received $0.2 million. • Shell Road Reserve sporting infrastructure project received $0.2 million. • $0.1 million towards indigenous kindergarten assistance programs.

State • Aged and disability service programs received just over $9.9 million dollars in funding from the Department of Human Services. Programs funded included personal, respite and general care management, home maintenance, meals on wheels, mobile device purchases and senior citizen activities and programs. • $2.9 million was received from the Department of Education and Early Childhood Development for Community Child Health services and other programs such as Best Start, Playgroup Support and Early Start Kindergarten partnerships. • The Corio-Norlane regeneration project received $1.1 million and the Whittington Community Renewal project received a further $0.2 million to support the project and various associated activities. • $1.0 million was received for the Central Geelong laneways project. • A number of sport and recreation projects received almost $1.3 million in funding including Breamlea bike track development, Hamlyn Park Reserve improvements, Barwon Soccer Club upgrade, Barwon Valley Fun Park redevelopment, Shell Road Reserve soccer lights, McDonald Reserve clubrooms, Highton Tennis Club pavilion, Drysdale netball court, Thomson Reserve tennis redevelopment and Breakwater Reserve improvements. • Environment projects including the Barwon River Parkland project, coastal tender program and Clifton Springs beach protection works received $0.7 million. • The National Partnership Agreement on Preventative Health program received $0.7 million. • Road maintenance programs received $0.6 million. • The City received $0.5 million contribution towards the G21 Regional Land Use Plan development. • School crossings supervisor subsidy grant of $0.5 million was received, contributing to this $1.6 million program. The City of Greater Geelong has 171 school crossings, the largest in the state. • The Vines Road development received $0.5 million. • The Elcho drainage system construction received $0.5 million. • The development of Armstrong Creek received $0.3 million for the Health and Community Care Centre, Neighbourhood Activity Centre Community Pavilion, sport development planning and the community infrastructure project. • $0.3 million was received for economic development programs including the Skilled Migration Program, Employment Growth through Cluster Facilitation program, I C T Cluster facilitation, SEGRA Conference and the Regional Living Expo. • The Central Geelong Bus Super Stop, Night Bus service and Building Bellarine Connections public transport program received $0.3 million. • The youth suicide prevention program for same sex and gender query youth received $0.2 million. • Belmont car park construction received $0.2 million. • The completion of the Waurn Ponds Library and the Drysdale Library refurbishment received $0.1 million. • $0.1 million was received for landscape works at the North Shore train station. • The Grovedale Neighbourhood House received funding of $44,495 from the Department of human Services’ Neighbourhood House Coordination Program.

For further information on the full amount received by category please refer to Note 4 in the 2011-2012 Annual Financial Report on page 173.

Community Arts and Festivals Grants Program

The Community Arts and Community Festivals Grants Program is part of the implementation of Creativity +, Council’s Culture Strategy which aims to build the cultural strengths and raise the profile of the Geelong municipality as a creative region.

Community festivals and arts projects add to the vibrancy of Geelong and provide more recreation opportunities for residents. Through this program Council is able to help local community groups to get a wide range of projects up and running.

In 2011-2012, the City of Greater Geelong contributed $213,760 to 47 community groups through its Community Arts and Community Festivals Grants Programs. From 44 applications received, $114,400 was provided to 25 community arts projects for concerts, theatre programs and a range of art projects. 33 applications were received for community festival grants with 22 community festivals successful in receiving $99,360, including the Barwon Heads Festival of the Sea, 2012 Blokes Day Out, Poppykettle Festival and the St Leonards Community Festival.

Below is a full list of successful applicants for 2011-2012.

2011-2012 Community Festival Grants Program

EVENT ORGANISATION/AUSPICE GRANT ($)

Barwon Heads Festival of the Sea Barwon Heads Festival of the Sea Ltd. 10,500 (Triennial) Portarlington Mussel Festival (Triennial) Portarlington Mussel Festival Inc. 8,000

Splash! Dance Festival (Triennial) Geelong Dance Network Inc. 8,000

Poppykettle Festival (Triennial) The Geelong Performing Arts Centre 8,000 Festival of Glass Drysdale Clifton Springs Community 6,000 Association Inc.

Geelong Heritage Festival 2012 Geelong and Region branch National 6,000 "Innovation and Invention" trust of Australia (Victoria)

Off the Page – Festival of Reading Geelong Regional Libraries / Geelong 4,000 and Writing for Young People Regional Library Corporation

Plant Meet and Eat Cloverdale Community Centre 6,000 Alliance Francaise de Geelong, French Alliance Francaise de Geelong 5,000 Film Festival

St Leonards Community Festival St Leonards Progress Association 4,000

Food of the World Festival Diversitat 4,000 Reconciliation in the Park Geelong One Fire Reconciliation Group 6,000 (GOFRG) New Years Revolution Courthouse ARTS 6,000

2011 Blokes Day Out Barwon Health 4,000

Festival of Music in Geelong’s Churches Music at the Basilica Inc. 5,000 Bellarine Agricultural Show Bellarine Agricultural Society Inc. 3,860

Karingal Karnivale Karingal Inc. 3,000 Summer Rock Festival Geelong Jukebox Rockers Incorporated 2,000

99,360

2011-2012 Community Arts Grants Program

EVENT ORGANISATION/AUSPICE GRANT ($)

Three magpies Perched in a Tree Geelong Regional Local Learning 6,000 (Biennial) Employment Networks

Samsara – a song cycle for Corio and Bluebird Foundation Inc. 6,000 Norlane (Biennial)

New Spaces, New Ideas (Biennial) Back to Back Theatre 6,000 Green mapping the Northern Suburbs Corio-Norlane Green Network 6,000 (Auspice: Northern Geelong Rental Housing Co-operative LTD)

I Met Geelong the Other Day Courthouse ARTS 6,000 Music at the Basilica Inc “Seasons” Concert Music at the Basilica Inc. 4,000 Series Corio in Shorts Cloverdale Community Centre 6,000 Blues Boot Camp Wayne Jury (Auspice: Sleepy Hollow 6,000 Blues Club)

Kids with the Cameras Sarah Hayes (Auspice: Courthouse 6,000 ARTS)

Nautical “not necessarily nice” Exhibition Geelong Patchwork and Quilters’ Guild 1,500 Inc.

Bread and Butterflies Sally Pearson (Auspice: Theatre 3222 6,000 Inc.)

Hand Made in Geelong: Craft with a Critical Geelong Arts Alliance 6,000 Edge

Growing Art Diversitat 5,000 Geelong VCE Students Exhibition and Arts Geelong Art Society Inc. 2,200 Awards

5x5 Everyday Urbanism Workshop Reform Design Lab (Auspice: 3,500 Courthouse ARTS)

Portarlington Street Sculpture Port Arts Network 6,000 Riches and Stitches Embroidery Exhibition The Embroiderers Guild of Victoria 4,000

Antarctica Exhibition Osborne Park Association Inc. 3,000 Geelong Advertiser Music Scholarship Geelong Advertiser Music 6,000 ScholarshipTrust (Auspice: Geelong Performing Arts Centre)

A Business Plan for Arts and Osborne The Osborne Park Association Inc. 4,000 House

Concert Series 2012 Geelong Chamber Music Society Inc. 6,000

Headcase – An Original Contemporary Xavier McGettigan (Auspice: 5,000 Dance Theatre Production Courthouse ARTS)

From Street Scape to Art Scape SpringDale Neighbourhood Centre 2,000 Dance and Music / Taar-Setaar-Daf- Geelong Iranian Society 1,200 Tonbak Workshop

Masters in the Making Bron Lawson (Auspice: Bluebird 1,000 Foundation Inc.)

114,400 Councillor Community Grants Program

The Councillor Community Grants Program is offered to facilitate community projects and activities undertaken by incorporated not-for-profit organisations and groups within the City of Greater Geelong. Each year funding is provided to a wide variety of community groups and organisations including preschools, sporting clubs, service clubs and community associations.

In 2011-2012, the program saw $240,000 distributed amongst 144 community groups. Through the Councillor Community Grants program Council has been able to assist in delivering a diverse range of projects and events that benefit the Geelong community.

Below is the full list of successful applicants for 2011-2012.

COMMUNITY GROUP PROJECT TITLE GRANT ($)

1st Eastern Park (Try Boys) Scout Getting Started in Scouts 2,000 Group under the auspices of Scout Association of Australia

Anakie Football Netball Club Deep Fryer 3,850 Asbestos Information Support Asbestos Support Groups 1,450 Services

AUCA Association Union of Life in Australia Film project 430 Cultures Australia under the auspices of Congolese Association Inc.

Australian Slovenian Cultural and Sound, media and technology 1,750 Sports Association "Ivan Cankar" systems upgrade Geelong Inc.

Autism Awareness Walk Geelong Autism Awareness Walk Geelong 2,250 under the auspices of Gateway 2012 Support Services

Barwon Centre Against Sexual Sexual Assault – We say NO! 2,050 Assault (CASA)

Barwon Grove Girl Guides Purchase of trailer 3,250 under the auspices of Girl Guides Victoria

Barwon Heads Senior Citizens Centre Purchase of quilting machine 1,570

BATForce A Place for Young People 2,400 Batman Park Carpet Bowls Club Replacement of carpet for indoor 1,565 under the auspices of Indented bowls Head Community Association Inc.

Bay City Buccaneers Inc. Uniform purchase 450 Bell Park Sports and Recreation Junior football jumpers 2,000 Club (Football - Juniors)

Bell Park Sports Club Junior training ground development 2,050

Bellaire Primary School Reggio Emilia inspired prep program 1,900

Bellarine and District Netball Goal post covers 1,300 Association Inc

Bellarine Anglican Parish Hot Stuff - installation of commercial 2,200 kitchen

Bellarine Landcare Community Nursery water harvesting 1,220 Nursery

Bellarine Secondary College Youth Fest - Goes Global 2,000 Bellarine Woodworkers Inc. Dust Extraction 2,500 Belmont Bowls Club Inc. Update kitchen bench top 2,500 Belmont Primary School Playground development 3,000 Belmont Senior Citizens Inc. Computer and printer 1,000 Blokes Day Out Launch Committee Barwon Health 725

Bluebird Foundation Inc Website 1,350 Bravehearts Inc. DITTOS Keep Safe Adventure 1,300 Personal Safety School Based Program

Breast Cancer Comfort Cushions Breast Cancer cushions 1,800 Chany Community Association of NUER Non-Formal Language School 850 Australia

Children's Book Council of 600 Australia - Vic Geelong Region

Chilwell Primary School Bell tower restoration project 2,850 Clifton Springs Tennis Club Inc. Clubroom heating/cooling 1,800 Club Italia Geelong Purchase of television and recorder 1,800

Continence Foundation of Aust, Vic Fun Fitness and the Pelvic Floor 350 Branch Inc.

Corio Bay Stingrays Basketball Club Uniforms and branding 2,500 Under the auspices of Corio Bay Basketball Association

Corio Squash Club Inc. Geelong Open Squash Event 1,000 Diversitat Futsal 550 Diversity and Disability under the Self Advocacy and Independence 2,400 auspices of Migrant Resource Support Group Centre North West Region

DoCare Geelong Co–operative Life Stories – Activities for Older 1,250 People

Dragons Abreast Geelong Inc. Purchase of equipment 1,000 Drumcondra Bowling Club Installation of air–conditioning units 2,500

Drysdale Bowling and Croquet Club Club shirts 1,000 Inc. – Croquet Section

Drysdale Senior Citizens Lighter tables 600 ERMHA – Eastern Regions Mental Intensive Support Program 1,450 Health Association

Fight Cancer Foundation Purchase of equipment 500 Filipino Australian Friendship 30th Anniversary celebrations 1,600 Association of Geelong Inc.

Food Skil Start Up Costs "2 and 5" Fresh 2,500 Food Markets

Friends of the Bluff Barwon Heads Community Show 2,000 Bags

Funtasia under the auspices of Funtasia (Sporting and Social 1,400 Leisure Networks Activities for people with high support needs)

Fyans Park Primary School iLearn with iPads 1,000 Geelong Archers Inc. Equipment replacement 500 Geelong Cement Bowls Club Painting club house project 1,000 Geelong Cross Country Club Dawnbuster Fun Run traffic 1,030 management

Geelong Cycling Club 100 Year Celebration Event 1,200 Geelong Ethnic Communities Surf for Life program 1,550 Council (Diversitat)

Geelong Food Relief Centre Upgrade to power phasing 650 Geelong Grove Retirement Wood Toys for South East Asian 800 Village Woodwork Group countries

Geelong Handweavers and Advanced techniques workshops 1,250 Spinners Guild Inc.

Geelong Lutheran College Purchase of marquees 2,940 Geelong One Fire Reconciliation Development phase of a website 900 Group

Geelong Ostomy Inc. Computers 1,300 Geelong Rowing Association Defibrillator 2,750 Geelong Technical Education Centre Breamlea project film night 3,000

Geelong West Brass Band Centenary celebrations 3,000 Geelong West Neighbourhood House Workshops 1,405 Inc.

Geelong West Tennis Club Inc. 100 Year Centenary 1,500 Geelong YMCA Little ED GYM 2,100 Geelong Youth Choir Inc. Promotional banner 705 Grovedale Primary School Vegetable garden and chicken coop 3,000 area

Highton Bowls Club Bar fridge 3,000 Highton Bowls Club Bar fridge 1,000 Highton Primary School Grade 5/6 exhibition 2,500 Hope Bereavement Services Inc. Memorial balloon release 640 Indented Head Community Purchase of new printer 500 Association Inc.

Islamic Society of Geelong Upgrade of windows and doors 1,110 Kardinia Youth Under the Youth Leadership program 1,150 auspices of Kardinia Community Services

Karenni Communal Welfare Kay Thoe Bo Festival – Sacred 500 Committee Geelong (KnCWCG) Pole Festival under the auspices of Diversitat

Lara Bowling Club Inc. Purchase of defibrillator 1,500 Lara Sub Branch R.S.L Hot water system 1,200 Leopold Hall Incorporated Solar panels 1,550 Leopold Little Athletics Club Triple/long jump pit 2,500 under the auspices of Leopold Primary School

Leopold Senior Citizens Double sink and hand basin 900 Leopold Sportsman Club Inc. Camera for coaching 280 (Bowling Club Section)

Leopold Toy Library Inc. Space and Safety project 420 Lions Branch Club of Corio/Norlane Northern Bay College breakfast 2,500 under the auspices of Lions Club of Lara

MG Car Club Geelong Inc. Classic Car Display 2012 2,350 MIS Playgroup under the auspices of Running of playgroup 1,000 Polish Community Council Vic

Mission to Seafarers Geelong Inc. 1,000 Montpellier Primary School Development of outdoor area 3,000 seating/BBQ

Mothers Day Classic under the Geelong Mother's Day Classic 1,550 auspices of Women in Super

National Servicemen's Assoc of Memorial Service for Kokoda 2,800 Australia – Geelong and District veterans Sub–branch

Nelson Park Auskick under the Football jumpers 900 auspices of Aust Football League (Vic) Newtown City Hockey Club Replacement of oven 1,000 Newtown Pipe Band Purchase of new chanters 1,000 Newtown Primary School Irrigation for new oval 2,000 Norlane Bowling Club Inc. Improved security 1,500

Norlane Senior Citizens Club Purchase of outdoor furniture 1,000 North Geelong Soccer Club New training equipment 2,550 North Geelong Soccer Club (for Go For Your Life 2012 7,000 Bell Park Sports Club)

North Shore Recreation Club Equipment 1,600 North Shore Residents Group Inc. Moorpanyl 1000 Swim 1,100 Northern Bay College – Hands on Football oval bench replacement 1,750 Learning

Oberon South Primary School School improvements 3,000 Ocean Grove Arts Network Outdoor cinema 2,000 Ocean Grove and District Men's Shed Cordless drill and electric sander 1,000

Ocean Grove Angling Club Inc. Battle of the Bridge 395 Ocean Grove Business Association Christmas decorations 2,000

Ocean Grove Collendina Cobras Football jumpers 2,000 Junior Football Club

Ocean Grove Community Garden Ocean Grove Community Garden 2,000 under the auspices of Ocean Grove Neighbourhood Centre

Ocean Grove Neighbourhood Centre Drop In Uniforms 2,000

Ocean Grove Park Inc. Play park equipment addition 1,000 Ocean Grove Senior Citizens Update existing score boards 890 Ocean Grove Toy Library Inc. Storage and play items 1,000 Portarlington Cricket Club Restoration of bar facilities 2,000 Portarlington Drysdale Lions Club Australia Day 1,500 Portarlington Neighbourhood House Replacement chairs 2,160

Rice Village Quality of Life Project 1,540 Rosewall Over 50's under the Over 50's 10th birthday event and 1,500 auspices of Rosewall Community activities Centre

Rotaract Club of Belmont Drama camp 1,650 Rotary Club of Drysdale 36th Easter Art Show and 2nd VCE 1,300 Student Exhibition S2T – Strive 2 Thrive under the Strive 2 Thrive program 1,400 auspices of St John of God Healthcare

South Barwon Cricket Club Concreting project 3,000 Springdale Neighbourhood Centre iPads project 4,000

St Albans Football and Netball Senior football jumpers and netball 4,000 Club – Senior Section uniforms St Albans Football Club – Auskick Auskick jumpers 1,500 Section St John's Anglican Church Highton Highton Community Christmas Carols 2,200 2011

St John's Lutheran School Mothers Day fete 1,000 St Josephs Cricket Club Defibrillator 1,500 St Leonards Progress Association Memorial Hall restoration 5,000 St Leonards Tennis Group Replace net posts and net winders 1,000 St Luke's Highton Uniting Church Installation of DVD recording in the 1,500 church St Thomas Aquinas Norlane and St Learning Better Together planning 200 Francis Xavier day St Thomas Aquinas Norlane and St Learning Better Together planning 135 Francis Xavier day

The Bosnian Lily Geelong Association Bosnian new year event 550 Inc.

The Compassionate Friends Victoria Establishment of TCF's Grief Centre 600 Inc. Library The Lions Breakfast Club Walk the Walk (Bob McGovan Path) 500 Thomson Football and Netball Club – Senior football jumpers and netball 4,000 Senior Sections uniforms UN Women Australia Geelong International Women’s Day hosted 1,550 Committee by UN Women Geelong VALID – Victorian League Having a Say Conference 2012 2,500 Individuals with Disability

Vietnam Veterans Association of National Congress – Bus 900 Aust – Geelong and District Sub– Transport for Delegates branch

Vietnam Veterans Assoc of Aust – Replacement of blinds 1,990 Geelong and District Sub–branch

Vines Road Senior Citizens Club Seeing the Difference 1,050 Wathaurong Aboriginal Co–operative Community Health Day 450

Western Heights Uniting Church 800 – The Listening Post

Whittington Senior Citizens Purchase flat screen television 1,900 Whittington Senior Citizens Purchase of communication 100 equipment

William Park Memorial Kindergarten Bathroom renovation, new 1,450 cupboards and bench tops

Total Grants 240,000

Domestic Animal (Dogs and Cats) Management Plan 2011-2012 Update

The City of Greater Geelong prepared and adopted the Domestic Animal Management Plan (DAM Plan) 2008-2011 (extended to 2012) in relation to the keeping and management of domestic dogs and cats within the municipality.

The City consulted with community, stakeholders and special interest groups to develop a plan designed to address community expectations in a balanced manner and to reduce the negative impact pets can have on the natural environment and members of the community.

This DAM Plan focused on meeting community expectations, ensuring the City met its statutory requirements under the Domestic Animals Act 1994, and reduced negative impact pets can have on the natural environment.

The DAM Plan has identified three key objectives:  Responsible Pet Ownership  Dogs in Public Places  Leadership. The City of Greater Geelong has one of the largest dog and cat populations of any Victorian municipality with 46,695 registered pets as of February 2012.

As 2011-2012 was the final year of the plan, considerable efforts, were spent consolidating and delivering on initiatives that were established throughout the plan.

This report is a summary of the actions that have taken place during the last twelve months or were ongoing throughout the life of the plan.

This report also includes information resulting in the mandatory actions undertaken in relation to Restricted Breeds - Pit Bull Terriers.

Responsible Pet Ownership

RPO 1 Explore partnerships to increase animal pound capacity within the municipality

A review of the pound facilities at the existing pound site at Moolap was Phase 1 conducted during 2011-2012. The review focused on: Completed • Examining the existing facilities in accordance with the Code of Practice. Phase 2 2012- • Determining whether it would be feasible to build an additional Pound facility in 2013 the northern suburbs. • Take into consideration the future growth of the community, and subsequent increase in animal population until 2031. The challenge was to determine whether the existing site at Moolap was adequate to absorb community growth impacts and could sustain the required service delivery of a regional pound. The feasibility study determined the Moolap site is adequate until 2031. This was based on: • The introduction of multi animal vans which have capacity to hold animals in air conditioned comfort for longer periods of time, allowing animal officers to reunite animals direct to owners, causing less impact on pound facilities. • To replicate infrastructure, staffing, services and overheads together with a suitable site in the northern suburbs becomes financially prohibitive and could be in the vicinity of several million dollars. • The existing site has the capacity to handle growth without impacting on neighbouring properties, is in a central location within the municipality and growth areas, providing easy access which is an important customer service aspect. • The study did determine considerable facilities needed to be consolidated and upgraded to conform to the current Code of Practice. These works will become Phase 2 of the project and will take place in 2012-2013. Provision has been made in the 2012-2013 budget for these upgrades to be undertaken.

RPO 2 Review all processes, policies and procedures associated with responsible pet ownership to ensure they are relevant and current.

Processes, and policies have been continually reviewed throughout 2011- Completed 2012 to ensure procedures and practices conform to current legislation requirements.

RPO 3 Develop and make available information on pet selection Throughout the four years of the plan, the City promoted the importance of pet Ongoing 2012- selection at various workshops, in promotional material, such as Tag Time 2013 News and on the Geelong Australia website. Through consultation with stakeholders, industry (including Vet Behaviourists) and the City’s Animal Officers, the right pet selection is one of the key factors for the future direction of animal management. Particularly with Geelong facing an expanding population which often results in increased pet ownership. Of major concern is lifestyle change, people being time poor etc, residents are now opting for smaller residential blocks. For this reason pet selection will be a high profile action in the new Domestic Animal Management Plan for 2013– 2017.

RPO 4 Develop and deliver, in conjunction with external partners, an education program that encourages pet identification and promotes desexing of pets, responsible pet ownership and the benefits of keeping pets healthy and well-socialised.

A series of education workshops were held in 2009 and 2010 with Craig and Completed Tracey Murray Animal Behaviour Specialists. Year 2/3 These events focused on: • The psychology of animal behaviour • Using motivators other than food • Practical demonstrations • Selecting the right pet for your family/lifestyle • Specific cat training sessions on how to manage the cat curfew. Each workshop was well attended by the community.

RPO 5 Introduce cat confinement between sunset and sunrise across the municipality.

Council introduced a cat confinement program into the Geelong municipality in Completed early 2010. This campaign promotes that cats are to be confined between Year 2/3 sunset and sunrise. The City continues to promote the benefit of this initiative to the community via by the following means: • Letter drops in problematic areas in response to customer complaints. • Tag Time Council’s annual newsletter features articles on cats causing problems in the suburbs. • Specific cat training sessions through education workshops. • Ongoing cat confinement articles posted on the Geelong Australia website. • Periodic promotion of the cat confinement program on Community Billboards. Council continues to offer a “Cat Trap Program” which is the loan of complimentary cat cages to community members, who are experiencing difficulty with roaming cats. Once the animal has been captured, Animal officers will collect the cage. If the cat is wearing its registration tag it is returned to its owner. Alternatively any unidentified cats are taken to Geelong Animal Welfare for processing. Roaming and undesexed cats continue to remain a problem for the community. This problem will be a high priority for the Domestic Animal Management Plan 2013-2017.

RPO 6 Introduce compulsory microchipping for all pets. The introduction of compulsory microchipping for all pets has been managed by Completed a series of Microchipping and Registration Roadshows. These roadshows are taken out to various community locations, particularly areas where people do not have access to regular transport. During 2010-2012 a total of 26 roadshows were held, resulting in an additional 1,570 registrations and 1,558 microchipped pets. These roadshows were exceptionally well received by the community. The project provides: • Raised awareness to pet owners of their obligation to register and microchip pets by three months of age. • Pet owners with a discounted microchipping and registration service. • An opportunity to target areas where low registration numbers were highlighted together with high incidents of errant animal behaviour. • An easy, friendly, accessible service, for all community. Due to the success of this initiative, the program will continue to operate in 2012- 2013.

RPO 7 Introduce compulsory desexing for all pets except where exemptions have been granted e.g. registered breeders.

Initial research has found that many pet owners understand the benefit of Ongoing desexing their pet and are supportive of the idea; however, the cost factor is a 2012-2013 considerable deterrent to many. Due to other unplanned activities and new legislation, this study was deferred. Given the sensitivity and cost of desexing a cat or dog for pet owners, and the need to conduct more research, the City has included this issue in the review of the Domestic Animal Management Plan for 2012-2013 as a high priority.

Dogs in Public Places DPP 1 Develop Shared Pathway Use Charter

The Shared Pathway Charter was developed, adopted by Council, and Completed implemented during 2011/2012. The Shared Pathways Charter promotes safe and cooperative behaviour by dog owners, cyclists and pedestrians as shared users of public pathways, tracks and trails within the City of Greater Geelong, to be achieved through the promotion of the use of Lead the Way – Care, Share and Respect. • Be a caring dog walker • Share the space • Be a respectful cyclist • Be respectful to residents. The Shared Pathways Charter is designed to be an educative tool and is a complementary overlay to the regulatory signage on Council’s pathways. Installation has been completed at Adrian Mannix Reserve – Clifton Springs, Ramblers Walk-Point Richards, and Barwon River – (Queens Park to Buckley Falls). Installation on the Ted Wilson Track and Waurn Ponds Creek will commence 2012-2013. DPP 2 Develop community awareness brochure/information on popular off leash areas The City developed and implemented a “Walk Time” a pocket-sized dog walking Completed map in 2010. Due to the popularity of the user friendly guide, a revised edition Year 2/3 was produced for 2011-2012. “Walk Time” was produced as a means to identify on and off lead areas in the municipality and provided a comprehensive overview on the current dog regulations. “Walk Time” also reinforced the requirement for dogs to be under “Effective Control” at all times particularly in off lead areas. “Walk Time” will be reviewed in 2012-2013 inline with outcomes of the Domestic Animal Management Plan consultation.

DPP 3 Develop and deliver an education program to communicate information on dogs in public places

Refer to RPO 4. Completed Year 2/3 DPP 4 Explore partnerships to establish pet activity areas

A pet activity area is a purpose-built dog agility space that is fully fenced and Ongoing 2012- allows for dogs to interact and socialise with other dogs and humans. By having 2013 an enclosed space, dogs are able to be off leash in a safe environment and pet owners can practice training techniques including effective control and recall. Pet activity parks also aid in animal and community socialisation, as well as reducing dog behavioural issues. Contact has been made with a number of municipalities to discuss the advantages and disadvantages of pet activity areas. Information has been sourced regarding land space requirements, approximate costs, and equipment needs. A potential site has been identified and funding options need to be explored.

DPP 5 Review all processes, policies and procedures relating to dogs in public places and dog control and ensure they are relevant and current

Processes, policies and procedures are reviewed constantly as part of Completed delivering continued business improvement. Additionally reviews will continue to ensure that current legislative requirements are addressed and adhered to. In 2011 following the death of a young child in Melbourne, legislation changed in relation to the keeping of restricted breed dogs – in this instance the American Pit Bull Terrier dog. The cancellation of a previous amnesty in relation to pitbull terrier registrations, the introduction of the new restricted breed legislation, the establishment of a “hot line” for community, all took staff off line and away from their core duties. Due to numerous calls and suspected sighting notifications of pitbull type dogs resulted in an increase to Animal Officers workload. Staff managed this situation to support legislation, by being adherent to the policies and procedures as introduced by State Government. The ongoing impact will be the need to conduct 1400 suspected restricted breed audits (pitbull type dogs) for 2012-2013. DPP 6 Review provision of the dog excrement bag/dispenser program Dog owners are encouraged to pick dog waste and dispose of it thoughtfully. Completed Council provides litter bins and plastic bags at many of the parks in the municipality, and along the tracks and trails for this purpose. It is a requirement of Council’s General Local Law 2005 that those walking/exercising a dog must carry a receptacle to clean up after their dog. With the removal of a number of “dog poo” bins along the Barwon River – dog excrement piles appear to be increasing much to the dissatisfaction of the community. There is a difference between “dog poo bins” which need to be emptied manually and litter bins which can be emptied in the current garbage trucks. This has highlighted the opportunity to implement an education program that dog owners can dispose of waste in litter bins. All dog control signage promotes the picking up and disposing of dog poo. Council provides “Pooch Paks” free of charge from any customer service centre. The “Pooch Paks” which clip on to your dogs collar, or lead, allows the dog owner to carry a supply of plastic bags with them for cleaning up after their dog. This remains a major ongoing problem and has been identified as a high priority for the 2012-2013 year.

Leadership Actions

L1 Implement a data collection process and measure performance

To improve service delivery to the community, five animal officers have each Completed been allocated a defined area in the municipality which they are responsible for. This includes: • Undertaking patrols along pathways (on foot and cycle) • Issuing of infringements for non-compliance • Providing education to pet owners • Improved case management of animal amenity complaints. Additionally an animal collections officer is responsible for the day to day collection of dogs and cats across the 1248 km2 municipality. By implementing this system it allows for: • Efficient and effective service levels • Continuity of service between 7.00am-7.00pm • Opportunity to develop relationships with stakeholders • Accountability and streamlined processes. With limited resources these measures provide the most efficient and effective service that the unit can deliver. All officers individually meet with Team Leaders on a weekly basis and fortnightly as a team where work performance and work loads are discussed and monitored. Annually in September performance appraisals are conducted where training schedules and KPI’s are set for the following 12 months. A review of the previous 12 months is conducted with a benchmark being established towards improving better work practices.

L2 Attend seminars and briefings related to current issues/emerging trends in animal management Members of the Animal Team attended the following training in the past twelve Completed months: • Livestock handling and management • Domestic animal handling and management • Bicycle safe riding techniques • First Aid Level 1 • Occupation Health and Safety • Identify and respond to animal behaviour • Dealing with investigations. Additionally staff attended seminars and training sessions including those operated by the Bureau of Animal Welfare, City of Greater Geelong, service providers and in-house training as required.

L3 Conduct web based and literary searches of current issues/trends in animal management and incorporate findings into practice

The City’s website provides information to residents on current issues and Completed trends regarding domestic animal management. The City continues to use the website as a means of promoting and obtaining relevant material on animal management. Likewise the City continues to conduct research into best practice methodologies and incorporates findings into service delivery as required. L4 Conduct an Annual Review of this Plan This is the final year of a four year plan to be completed. During this year of the Completed current program, a consultation and review of the Domestic Animal Management Plan has been undertaken in preparation for 2013-2017 Domestic Animal Management Plan. It is envisaged a new plan will be finalised by December 2012.

L5 Develop a communication strategy for education programs on various aspects of responsible pet ownership

A new marketing and communication strategy was developed and implemented Completed in June 2011. L6 Evaluate methods of distributing information to the community to ensure the target audience is well informed and that access is user friendly and readily available

Department of Primary Industries and the City annually produce a variety of Completed material on Responsible Pet Ownership and other brochures of educational Year 3 benefit. This material is distributed on request to Council customer service centres, animal welfare, pet stores, dog clubs, schools, veterinarians, community user groups and pet owners. A system has been developed to record where the brochures are being distributed to, and why they are required. This system tracks brochure supplies and when reordering is required. The City’s website is always available for community to source information on domestic animal management. During 2011-2012 the City worked with the pound contractors to improve web content with ways to promote the adoption or rehousing of animals from the pound. The City has identified the opportunity to introduce "Tag Time E News", a quarterly email newsletter to interested community members and pet owners. This newsletter will have the ability to report on current pet issues as well as being a key method for educating the community on specific issues that are impacting on residents e.g. dog waste. The first edition will be released in August 2012. Annual Financial Report for the Year Ended 30 June 2012

Annual Financial Report Table of Contents Understanding the Financial Report and Financial Statements Financial Statements Comprehensive Income Statement Balance Sheet Statement of Changes in Equity Cash Flow Statement Notes to Financial Statements Introduction Significant Accounting Policies Note 1 Rates and Charges Note 2 Fees and Charges Note 3 Grants Note 4 Capital Income Note 5 Employee Benefits Note 6 Materials and Services Note 7 Provisions Expense Note 8 Bad and Doubtful Debts Note 9 Depreciation and other Write Downs Note 10 Gain / (Loss) on Disposal of Assets Note 11 Previously Unrecognised Assets Note 12 Investments in Associates Note 13 Contributions - Non Monetary Assets Note 14 Cash and Cash Equivalents Note 15 Trade and Other Receivables Note 16 Financial Assets Note 17 Other Assets Note 18 Inventories Note 19 Property, Infrastructure, Plant and Equipment Note 20 Trade and Other Payables Note 21 Refundable Deposits Note 22 Employee Benefits Note 23 Interest Bearing Loans and Borrowings Note 24 Landfill Provision Note 25 Other Liabilities Note 26 Reserves Note 27 Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit) Note 28 Reconciliation of Cash and Cash Equivalents Note 29 Financing Arrangements Note 30 Superannuation Note 31 Commitments Note 32 Operating Leases Note 33 Contingent Liabilities and Contingent Assets Note 34 Financial Instruments Note 35 Events Occurring after Balance Date Note 36 Related Party Transactions Note 37 Revenue, expenses and assets by functions/activities Note 38 Financial Ratios (Performance indicators) Note 39 Capital Expenditure Note 40 Pending Accounting Standards Note 41 Auditors Remuneration Note 42 Certification of the Financial Report Standard Statements Basis of Preparation of Standard Statements Standard Income Statement Standard Balance Sheet Standard Cash Flow Statement Standard Statement of Capital Works Council Certification of the Standard Statements and Independent Auditor’s Report

Understanding the Financial Report and Financial Statements

Council’s Financial Report, Standard Statements and Performance Statement are prepared in accordance with the Australian Accounting Standards, the Local Government Act 1989 and the Auditor General’s model accounts.

The Financial Report, Standard Statements and Performance Statement are audited by the Auditor General Victoria’s agent and are approved in principle by both the Council’s Audit Advisory Committee and by Council. The reports are then forwarded to the Auditor General’s Office for finalisation and provision of independent opinions for the Financial Report and Standard Statements combined and also for the Performance Statement.

Standard Statements

The Standard Statements compare the actual result for the financial year to the Annual Budget as originally adopted and provide explanations for any major variances.

There are four Standard Statements which are prepared using the same accounting basis as the Financial Statements.

Standard Income Statement

This statement highlights the recurrent surplus which excludes distortions of capital income and asset recognition and provides a result that reflects how Council uses rates and regular income to meet recurrent expenditure.

Standard Balance Sheet

This statement also mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Cash Flow Statement This statement mirrors the statement made according to Accounting Standards in the Annual Financial Report.

Standard Statement of Capital Works

This statement provides detail of capital expenditure by asset type and distinguishes renewal, upgrade and new capital expenditure.

Financial Statements

The financial statements consist of four financial reports, explanatory notes supporting the reports and endorsement from the Council and the Victorian Auditor General.

The four financial reports are: • Comprehensive Income Statement • Balance Sheet • Statement of Changes in Equity • Cash Flow Statement

The explanatory notes detail Council’s accounting policies and the make up of the values contained in the statements.

Comprehensive Income Statement

The Comprehensive Income Statement measures Council’s performance over the year.

It lists the sources of the Council’s revenue under various income headings and the expenses incurred in running the Council during the year. The expenses relate only to the "Operations" and do not include the cost associated with the purchase or the building of assets. Expenses do include an item for depreciation which is the value of the assets used up during the year.

Balance Sheet

The Balance Sheet shows the assets Council owns and what it owes (liabilities) as at 30 June 2012.

The bottom line of the Balance Sheet is Net Assets which is the net worth of the Council which has been built up over many years.

The assets and liabilities are separated into Current and Non Current. Current refers to assets or liabilities that will fall due within the next 12 months (except Long Service Leave refer note 1(j) within the Notes to the accounts).

Statement of Changes in Equity

The Statement of Changes in Equity summarises the change in value of Total Ratepayers Equity. The value of equity can only change as a result of: • the profit or loss from operations described as surplus or deficit in the income statement • the use of monies from Council’s Reserves • a change in the value of non-current assets resulting from a revaluation of these assets.

Cash Flow Statement

The Cash Flow Statement summarises Council’s cash payments and receipts for the year and the level of cash at the end of the financial year.

Cash in this statement refers to Bank Deposits and investments capable of being quickly converted to cash.

Council’s cash arises from, and is used in, three main areas: • Cash Flows from Operating Activities – summarises all income and expenses relating to Council operations, including service delivery and maintenance • Cash Flows from Investing Activities – relates to capital works payments recorded as assets in the Balance Sheet as well as receipts for the sale of assets • Cash Flows from Financing Activities – represents repayments of and receipts from loans.

Notes to the Accounts

The Notes to the Accounts are an informative section of the report and enable the reader to understand the basis on which the values shown in the accounts are established. The notes also advise if there has been any change to the Accounting Standards, Policy or Legislation that has impacted on the preparation of the standards.

Within the four Financial Statements, there is a “Note” column to indicate which Note the reader can refer to for additional information. This is particularly useful where there has been a significant change from the previous year’s comparative figure.

Statements by the Principal Accounting Officer, CEO and Councillors

The Financial Statements, Standard Statements and the Performance Statement require certification under the Local Government Act 1989. The certifications are made by a combination of the Principal Accounting Officer, the Chief Executive Officer and two Councillors, on behalf of the Council, as a written undertaking to the Statements being correct and not misleading.

Auditor General’s Report

This document provides a written undertaking of the accuracy, fairness and completeness of the accounts. The audit report from the Auditor General provides an independent view of the statements and advises the reader if there are any issues of concern.

Standard Statements

Basis of preparation of Standard Statements

Council is required to prepare and include audited Standard Statements within its Annual Report. A Standard Income Statement, a Standard Balance Sheet, a Standard Cash Flow Statement, and a Standard Statement of Capital Works is required, together with explanatory notes.

These statements and supporting notes form a special purpose financial report prepared to meet the requirements of the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004.

The statements were prepared on accounting bases that are consistent with those used for the General Purpose Financial Statements, but are also prepared to the same level of detail and format as the regular quarterly reporting to Council. The statements are consistent with the reporting format in the 2011-2012 Strategic Resource Plan and the 2011-2012 Budget.

The Standard Statements are not a substitute for the General Purpose Financial Statements, which are included in the Annual Report. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative professional pronouncements.

The Standard Statements compare Council’s financial plan, expressed through its budget, with actual performance. Council has provided an explanation of material variances. These explanations including contributory factors are provided with respect to each of the main categories reported in the Standard Statements.

The budget figures included in the Statements are those adopted by Council on 28 June 2011.

The Standard Income Statement highlights the recurrent result which is the result of the day to day transactions within Council's control. Council actively manages the incomes and expenditures that make up this result to ensure that the municipality receives the best value service possible within the incomes available. The non recurrent incomes and expenditures are one off activities or items outside Council's operating activities that have contributed both in cash and non cash terms.

The Standard Cashflow Statement and the Standard Balance Sheet are consistent with both the format in the annual accounts and the quarterly management report.

The Standard Statement of Capital Works is consistent with the format reported in the 2011-2012 Budget. Comprehensive Income Statement For the Year Ended 30 June 2012

Note 2012 2011 $'000 $'000 Revenue Rates and Charges 2 151,129 141,457

Fees and Charges 3 59,683 64,501 Grants - Operating 4 47,052 40,391 Capital Income 5 18,006 25,602 Interest Income 3,458 3,393 Net gain(loss) on Disposal of Property, Infrastructure, Plant and Equipment 11 812 (162) Investments in Associates 13 518 (128) Contributions - Non Monetary Assets 14 20,480 16,027 Previously Unrecognised Assets 12 1,849 2,389

Total Revenue 302,987 293,470 Expenses Employee Benefits 6 125,314 99,139

Materials and Services 7 87,800 90,302 Administration 6,393 6,436 Professional Services 5,511 3,770 Utilities 7,223 6,611 Provision for Landfill 8 1,140 1,595 Bad and Doubtful Debts 9 644 657 Depreciation and other Write Downs 10 47,240 44,766 Financing Costs 2,040 2,353 Total Expenses 283,305 255,629

Profit / (loss) 19,682 37,841 Other Comprehensive Income

Net Asset revaluation increment (decrement) 27(a) 63,719 21,142 reversals Comprehensive Result 83,401 58,983

The above comprehensive income statements should be read in conjunction with the accompanying notes.

Balance Sheet As at 30 June 2012

Note 2012 2011 $'000 $'000

Assets

Current Assets Cash and Cash Equivalents 15 2,824 7,981 Trade and Other Receivables 16 8,880 12,729 Financial Assets 17 71,374 58,322 Other Assets 18 177 204 Inventories 19 851 783 Total Current Assets 84,106 80,019 Non-Current Assets Trade and Other Receivables 16 1,815 1,156 Investments in Associates 13 9,084 8,566 Property, Infrastructure, Plant and Equipment 20 1,720,080 1,620,583 Total Non-Current Assets 1,730,979 1,630,305 Total Assets 1,815,085 1,710,324

Liabilities Current Liabilities Trade and Other Payables 21 16,267 15,583 Refundable Deposits 22 2,296 2,016 Employee Benefits 23 21,082 22,549 Interest Bearing Loans and Borrowings 24 6,298 5,871 Unfunded Superannuation 31 5,300 - Total Current Liabilities 51,243 46,019

Non-Current Liabilities

Employee Benefits 23 3,421 2,015 Interest Bearing Loans and Borrowings 24 20,439 25,638 Landfill Provision 25 17,125 15,985 Other Liabilities 26 794 177 Unfunded Superannuation 31 18,171 - Total Non-Current Liabilities 59,950 43,815 Total Liabilities 111,193 89,834 Net Assets 1,703,891 1,620,490

Equity Accumulated Surplus 926,873 928,795 Reserves 27 777,018 691,695

Total Equity 1,703,891 1,620,490

The above balance sheet should be read in conjunction with the accompanying notes

Statement of Changes in Equity For the Year Ended 30 June 2012

Asset 2012

Accumulated Revaluation Other Total Surplus 2012 Reserve Reserves 2012 $'000 2012 $'000 2012 $'000 $'000 Balance at beginning of the financial year 1,620,490 928,795 650,921 40,774 Profit (loss) for the year 19,682 19,682 - - Asset Revaluation Note 27 (a) 63,719 - 63,719 - Transfers to other reserves Note 27(b) - ( 63,418) - 63,418 Transfers from other reserves Note27(b) - 41,814 - ( 41,814) Balance at end of the financial year 1,703,891 926,873 714,640 62,378

Asset 2011

Accumulated Revaluation Other Total Surplus 2011 Reserve Reserves 2011 $'000 2011 $'000 2011 $'000 $'000 Balance at beginning of the 1,561,507 898,904 629,779 32,824 financial year Profit (loss) for the year 37,841 37,841 - - Asset Revaluation Note 27 (a) 21,142 - 21,142 - Transfers to other reserves Note 27 (b) - (41,811) - 41,811 Transfers from other reserves Note 27 (b) - 33,861 - ( 33,861) Balance at end of the financial year 1,620,490 928,795 650,921 40,774

The above statement of changes in equity should be read with the accompanying notes

Cashflow Statement For the Year Ended 30 June 2012

Cash flows from operating activities

2012 2011 Inflows/ Inflows/ (Outflows) (Outflows) $'000 $'000 Cash flows from operating activities Rates 151,911 144,494 User charges and fines (inclusive of GST) 66,663 65,055 Grants (inclusive of GST) 48,023 41,640 Interest 3,457 3,393 Net GST refund/payment 9,051 7,704 Payments to suppliers (inclusive of GST) (118,305) (117,714) Payments to employees (including redundancies) (101,918) (92,495) Net cash provided by (used in) operating activities Note 58,882 52,077 28 Cash flows from investing activities Payments for property, infrastructure, plant and equipment (65,269) (62,740) Proceeds from sale of property, infrastructure, 2,494 1,791 plant and equipment Capital Income 18,621 23,436 Net cash provided by (used in) investing activities (44,154) (37,513) Cash flows from financing activities Finance costs (2,061) (2,376) Proceeds from interest bearing loans - - Repayment of interest bearing loans (4,772) (4,525) Net cash provided by (used in) financing activities (6,833) (6,901) Net increase (decrease) in cash and cash equivalents 7,895 7,663 Cash and cash equivalents at the beginning of the financial 66,303 58,640 year Cash and cash equivalents at the end of the financial 74,198 66,303 year Note 29 Financing Arrangements Note 30 Restrictions on Cash Assets Note 17

The above cash flow statement should be read with the accompanying notes

Notes to the Financial Report For the Year Ended 30 June 2012

Introduction (a) The City of Greater Geelong was established under the City of Greater Geelong Act 1993 on 18 May 1993, and is a body corporate. The Council's main office is located at 30 Gheringhap Street Geelong. (b) The purpose of the Council is to: - provide for the peace, order and good government of its municipal district; - to promote the social, economic and environmental viability and sustainability of the municipal district; - to ensure that resources are used efficiently and effectively and services are provided in accordance with the Best Value Principles to best meet the needs of the local community; - to improve the overall quality of life of people in the local community; - to promote appropriate business and employment opportunities; - to ensure that services and facilities provided by the Council are accessible and equitable; - to ensure the equitable imposition of rates and charges; and - to ensure transparency and accountability in Council decision making.

This financial report is a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement, and notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Finance and Reporting) Regulations 2004.

Note 1 Significant Accounting Policies

(a) Basis of accounting This financial report has been prepared on the accrual and going concern basis. This financial report has been prepared under the historical cost convention, except land, buildings and infrastructure which are revalued to fair value in accordance with Council policy. Details of asset valuations are set out in the relevant notes. Investments in Associates is accounted for using the equity method.

In the application of the Australian Accounting Standards ("AAS's") management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. These estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstance, the results of which form the basis for making the judgements. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision, and future periods if the revision affects both the current and future periods.

Judgements made by management in the application of AAS's that have significant effects on the financial statements and estimates with a risk of material adjustments in the next year are disclosed throughout the notes in the financial statements.

Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.

The financial statements are presented in Australian Dollars which is the Council's functional currency.

Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.

All entities controlled by Council that have material assets or liabilities, such as Special Committees of Management, have been included in this financial report. All transactions between these entities and the Council have been eliminated in full.

(b) Revenue Recognition

Rates and grants

Rates and grants are recognised as revenues when the Council obtains control over the assets comprising these receipts.

Control over assets acquired from rates is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates.

Uncollected rates are recognised as receivables after provision for amounts considered to be at risk. Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer.

Income is recognised when the Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the contribution will flow to the Council and the amount of the contribution can be measured reliably.

Where grants recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant or contribution is disclosed in note 4. The note also discloses the amount of unused grant from prior years that was expended on Council’s operations during the current year.

A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at balance date.

Fees and Charges

User fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs.

A provision for doubtful debts is recognised when collection in full is no longer probable.

Sale of Property, Plant and Equipment

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Rental

Rents are recognised as revenue when the payment is due or the payment is received, whichever first occurs. Rental payments received in advance are recognised as a prepayment until they are due.

Interest Income

Interest is recognised progressively as it is earned.

(c) Depreciation and amortisation of non-current assets All non current assets having limited useful lives are systematically depreciated over their useful lives to the Council in a manner which reflects consumption of the service potential in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.

Where infrastructure assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.

Road earthworks are not depreciated because they have an indefinite useful life.

Depreciation is provided on a straight line basis using a range of rates which are reviewed annually.

Major depreciation periods used are listed below and are consistent with the prior year :

Period Buildings 20-100 years Plant and Equipment Heavy Plant and Equipment, Commercial Vehicles 10 years Furniture and Fittings 10 years Personal Computers 3 years Computer Equipment 4-5 years Software 4 years Light Motor Vehicles 6.67 years Infrastructure Spray Seal 12 years Asphalt Seal 25 years Pavement 80 years Drainage 100 years Kerbs and Channel 60 years Footpaths and Bike paths 50 years Recreation 7-80 years

(d) Repairs and maintenance

Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

(e) Borrowing costs

Borrowing costs are recognised as an expense in the period in which they are incurred.

Borrowing costs include interest on bank overdrafts, interest on borrowings, and finance lease charges. (f) Recognition and measurement of assets

Acquisition

The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition.

Non-monetary assets received in the form of grants or donations or gifted assets are recognised as assets and revenues at their fair value at the date of receipt.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.

Fair value is the amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length transaction. Where there is no market, depreciated replacement value approximates fair value.

In accordance with Council's Asset Accounting Policy, the threshold applied when recognising assets within an applicable asset class is $1,000 which is consistent with the prior year.

Revaluation

Subsequent to the initial recognition of assets, non-current physical assets, other than Plant and Equipment, Recreation and Infrastructure Other, are measured at their fair value, being the amount for which the assets could be exchanged between knowledgeable willing parties in an arms length transaction. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date the class of asset was revalued.

Council has a revaluation timetable for all assets held at fair value. The valuation is performed either by experienced Council officers or independent experts.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

Land and Buildings were revalued as at 1/1/2012. Asset values for land increased by $33.7M, buildings by $2.5M and land under roads by $0.21M. Drainage assets were revalued as at 1/4/2012. Total increase to asset revaluation reserve was $27.3M. Kerb and Channel, Footpaths and Bike paths were revalued as at 1/4/2011. Assessments showed no material difference between actual value and carrying value as at 30 June 2012.

Road Pavement and Road Seals were revalued as at 1/4/2009 and Roads Other were revalued as at 1/10/2006.

Asset Revaluation Cycles Roads Seal 5 years (f) Road Pavement 5 years Recognition Kerb and Channel 5 years and measurement Footpaths and Bike paths 5 years of assets Roads Other 5 years (continued) Land and Buildings 2 years Drainage 6 years Leasehold improvements

Leasehold improvements are recognised at cost and are amortised over the unexpired period of the lease or the estimated useful life of the improvement, whichever is the shorter.

Land under roads

Council does not recognise the value of land under roads it controlled prior to 1 July 2008. Land under roads acquired after 30 June 2008 is brought to account using the fair value basis.

(g) Cash and cash equivalents

For the purposes of the statement of cash flow, cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts. For purposes of the balance sheet, term deposits and bills are classified as financial assets and bank overdrafts are classified as interest bearing loans and borrowings.

(h) Financial Assets

For purposes of the balance sheet, term deposits and bills are classified as financial assets. Bank Deposits and Term Deposits are measured at fair value. Interest revenues are recognised as they accrue. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense. i) Accounting for investments in associates

Council's investment in associates is accounted for by the equity method as the Council has the ability to influence rather than control the operations of the entities. The investment is initially recorded at the cost of acquisition and adjusted thereafter for post-acquisition changes in the Council's share of the net assets of the entities. The Council's share of the financial result of the entities is recognised in the income statement.

The Council has an interest in the Geelong Regional Library Corporation, the Regional Kitchen Pty Ltd and RFK Pty Ltd (trading as Community Chef). They are recorded as non current investments with Council's share of net assets being recognised.

(j) Employee benefits

Wages and salaries

Liabilities for wages and salaries and rostered days off are recognised and measured as the amount unpaid at balance date and include appropriate oncosts such as workers compensation and payroll costs.

Annual leave

Annual leave entitlements are accrued on a pro rata basis in respect of services provided by employees up to balance date. Annual Leave expected to be paid within 12 months is measured at nominal value based on the amount, including appropriate oncosts, expected to be paid when settled. Annual leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

Long service leave

Long service leave entitlements payable are assessed at balance date having regard to expected employee remuneration rates on settlement, employment related oncosts and other factors including accumulated years of employment, on settlement, and experience of employee departure per year of service. Long service leave expected to be paid within 12 months is measured at nominal value based on the amount expected to be paid when settled. Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

Classification of employee benefits

An employee benefit liability is classified as a current liability if the Council does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the period. This would include all annual leave and unconditional long service leave entitlements.

Superannuation

The superannuation expense for the reporting year is the amount of the statutory contribution the Council makes to the superannuation plan which provides benefits to its employees together with any movements (favourable/unfavourable) in the position of any defined benefits schemes. Details of these arrangements are recorded in note 31.

(k) Leases

Operating leases

Lease payments for operating leases are required by the accounting standard to be recognised on a straight line basis, rather than expected in the years in which they are incurred.

(l) Refundable Deposits

Amounts received as tender deposits, sundry deposits, street crossing deposits, hall bonds, and other amounts controlled by Council which have to be paid back, are included in the amount disclosed as Refundable Deposits within current liabilities until they are returned or forfeited.

(m) Allocation between current and non-current In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next twelve months, being the Council's operational cycle, or if the Council does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date.

(n) Web site costs

Costs in relation to websites are charged as an expense in the period in which they are incurred.

(o) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST.

Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(p) Impairment of assets

At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the asset's carrying value. Any excess of the asset's carrying value over its recoverable amount is expensed to the income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment does not exceed the amount in the revaluation surplus for that same class of asset.

(q) Rounding Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars.

(r) Non-current assets held for sale A non-current asset held for sale is measured at the lower of its carrying amount and fair value less costs to sell.

(s) Financial Guarantees Financial guarantee contracts are recognised as a liability at the time the guarantee is issued. The liability is initially measured at fair value, and if there is a material increase in the likelihood that the guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognized less cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to factors including the probability of default by the guaranteed party and the likely loss to Council in the event of default.

(t) Provisions

Provisions are recognised when the Council has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured.

(u) Trade and other receivables and inventories

Trade and other receivables

Receivables are carried at amortised cost using the effective interest rate method. A provision for doubtful debts is recognised when there is objective evidence that an impairment has occurred.

Inventories

Inventories held for distribution are measured at cost adjusted when applicable for any loss of service potential. Other inventories are measured at the lower of cost and net realisable value. Note 2 Rates and Charges

Council uses Capital Improved Values as the basis of valuation of all properties within the municipal district. The Capital Improved Value of a property is the total market value of the land plus buildings and other improvements.

The valuation base used to calculate general rates for 2011-2012 was $39.02M (2010- 2011 $35.33M).

2012 2011 $'000 $'000 Residential 82,142 75,938 Commercial 16,883 15,951 Industrial 7,773 7,260 Petroleum Production Land 2,835 2,836 Aluminium Production Land 850 847 Automobile Manufacture Land 510 508 Vacant Land 5,564 5,380 Farm/Rural 4,015 4,116 Cultural and Recreation 192 162 Mixed Use 433 366 Late Licence Premises 695 712 Garbage Charge 20,423 18,763 Municipal Charge 8,814 8,618 151,129 141,457

A new general revaluation has been conducted as at 1 January 2012, and the valuation was applied in the rating year commencing 1 July 2012.

The date of the previous general revaluation of land for rating purposes within the municipal district was 1 January 2010, and valuation first applied to the rating period commencing 1 July 2010.

Note 3 Fees and Charges

2012 2012 $'000 $'000 Recreation 15,032 13,006 Commercial Waste Collection and Waste Disposal 9,544 18,495 Local Laws and Traffic 5,313 5,003 Emergency Management 102 695 Subdivisions and Development 4,428 3,624 Car Parking 7,479 7,277 Family and Children's Services 3,700 3,690 Rental and Leasing 3,502 3,434 Aged Services 2,834 2,493 Road Works 1,547 1,134 National Wool Museum 648 661 Risk Management 163 47 Parks 452 638 Revenue and Valuations 739 391 Central Geelong City Management 630 572 Environment 1,217 1,046

Other 350 201 Waterfront 299 300 Marketing / Major Events 208 518 Historical Records 82 64 Arts and Culture 192 174 Planning 1,222 1,038 59,683 64,501

Note 4 Grants

2012 2011 $'000 $'000 Grants were received in respect of the following : Commonwealth Government Grants Commission 24,202 18,736 Family and Children 4,049 3,479 Roads to Recovery 1,750 1,550 Aged Services 1,438 1,400 Government Funded Traineeships 109 151 Youth - 15 Recreation and Open Space 966 4,118 Infrastructure Management 105 40 Fleet 162 190 Library Heritage Centre 1,500 - Leisure Services 227 227 34,508 29,906 State Government Aged Services 9,897 9,562 Family and Children 2,877 3,075 Community Development 858 705 Economic Development 540 395 Infrastructure Management 1,698 602 School Crossing 509 498 Open Space Planning and Development 1,175 9,945 Youth 345 713 Environment and Planning 1,749 1,796 Urban Design - 1,462 Roads 347 743 Armstrong Creek 70 200 Emergency Response - Flood / Fire 159 56 Recreation Sport and Leisure 105 640 Healthy Communities 686 - Arts and Culture _ 141 Health Services 74 65 Central Geelong/Waterfront 1,194 200 Parking and Traffic Management 49 65 Other 50 - Total 22,382 30,863 Total Grants 56,890 60,769 Recurrent 47,052 40,391 Non recurrent / Capital (Note 5) 9,838 20,378 Total 56,890 60,769

Note 4 Grants (continued)

2012 2011 $'000 $'000 Conditions on Grants Grants received during the year that were obtained on condition that they be expended in a specified manner but had not occurred at balance date: Recreation Sport and Leisure 100 _ Economic Development 120 290 220 290 Grants which were received in prior years and were expended during the current year in the manner specified by the grantor were: Recreation Sport and Leisure - 2,606 Family and Child - 20 Community Development - - Economic Development 290 35 290 2,661

Net increase (decrease) in restricted assets resulting from grant (70) (2,371) revenues for the year.

Note 5 Capital Income Grants (Note 4) 9,838 20,378 Developer Cash Contributions 2,417 1,811 Contributions to Council Assets 3,720 2,998 Special Rates 2,031 415 18,006 25,602

* In accordance with legislation, developers contributions must be expended for particular purposes so Council has transferred them to a Reserve until expended. 2012 2011 $'000 $'000 Note 6 Employee Benefits

Wages and Salaries 81,992 76,970

Long Service Leave 2,631 2,253 Annual Leave 7,174 6,425 Superannuation 31,260 11,787 Workcover 1,958 1,704 Redundancy 299 - 125,314 99,139 Note 7 Materials and Services

Contractors 31,189 28,379 Levies 13,670 21,209 Materials 6,924 6,630 Plant/Equipment/Vehicle Costs 6,161 5,909 Supplementary Labour 5,432 4,446 Maintenance - Buildings and Emergency 3,707 3,908 Contributions - Recurrent 5,053 4,916 Other 15,664 14,905 87,800 90,302

Note 8 Provisions Expense

An estimate of the costs to rehabilitate the Corio Landfill site, which was closed December 2011, has been included in the accounts.

Landfill Provision - Finance Charge 1,140 1,007 Increase/Decrease) in the discounted amount arising because of the - 588 time and effect of any change in the discount rate, or the revision of future cost estimates. 1,140 1,595 Note 9 Bad and Doubtful Debts

Infringement Debtors 502 732

Sundry Debtors 142 (75) 644 657

2012 2011 $'000 $'000 Note 10 Depreciation and other Write Downs Buildings 7,063 6,548

Plant and Equipment 5,538 5,458 Infrastructure 28,785 27,008 41,386 39,014

Book Value of Assets Replaced - Infrastructure 5,854 5,752 5,854 5,752 Total 47,240 44,766

Note 11 Gain / (Loss) on Disposal of Assets

Proceeds from Sale of Land and Buildings 1,038 424

Less: Book Value of Assets Sold or transferred for nil 540 579 consideration 498 (155)

Proceeds from Sale of Plant 1,456 1,407

Less : Book Value of Assets Sold 1,142 1,414 314 (7)

Net gain (Loss) on Disposal 812 (162)

2012 2011 $'000 $'000 Note 12 Previously Unrecognised Assets In 2011/2012 Council recognised $1.8M of drainage assets. (2010/11; 1,849 2,154 $2.2M) In 2010/2011 Council recognised $0.2M of building assets - 235 1,849 2,389 Note 13 Investments in Associates Investments in associates accounted for using the equity method are: - Geelong Regional Library Corporation 7,768 7,204 - RFK Pty Ltd - - - Regional Kitchen Pty Ltd 1,316 1,362 9,084 8,566 i) Equity in Geelong Regional Library Corporation Principle activity is to provide Library Services to member municipalities. Council holds 83.40% (2011 85.76%) of equity in the corporation. Council has four directors on the Board of seven. Council has the ability to influence the Library rather than control its operations. Incorporated in Australia.

Council's Share of Accumulated Surplus

Council's share of accumulated surplus as at beginning of financial 3,869 3,735 year Share of operating surplus (loss) 564 134 Council's share of accumulated surplus at end of financial year 4,433 3,869 Movement of Carrying Value of Investment Carrying value of investment at start of year 7,204 7,070 Share of operating surplus for year 564 134 Carrying value of investment at end of year 7,768 7,204 i i) Equity in RFK Pty Ltd Trading as Community Chef, City of Greater Geelong shareholding is 9.21% (2011 9.21%) of ordinary shares. Incorporated in Australia.

Council's Share of Accumulated Surplus Council's share of accumulated surplus as at beginning of financial year Share of operating surplus (loss) - - Council's share of accumulated surplus at end of financial year _ _ Movement of Carrying Value of Investment Carrying value of investment at start of year - - Share of operating surplus for year - - Carrying value of investment at end of year - -

Loss to be recognised is $0.756M in 2012 (2011 $0.584M). Total loss is $1.366M (2011 :$0.6M) which is required to be recognised prior to any share in future profits being recognised by the Council.

Note 13 Investments in Associates (continued)

2012 2011 $'000 $'000 i i i) Equity in Regional Kitchen Pty Ltd City of Greater Geelong Shareholding is 7.55% (2011 7.55%) of ordinary shares. Incorporated in Australia.

Council's Share of Equity Contribution

Council's share of equity contribution at beginning of financial 200 200 year Council's share of equity contribution made during the year _ _ Council's share of equity contribution at end of financial year 200 200

Council's Share of Accumulated Surplus

Council's share of accumulated surplus as at beginning of 1,162 1,424 financial year Share of operating surplus (loss) (46) (262) Council's share of accumulated surplus at end of financial 1,116 1,162 year Movement of Carrying Value of Investment Carrying value of investment at start of year 1,362 1,624 Share of operating surplus for year (46) (262) Share of equity contribution for year - - Carrying value of investment at end of year 1,316 1,362

Note 14 Contributions - Non Monetary Assets Infrastructure assets such as roads, drainage and footpaths created by developers become part of the Council's assets when titles are issued to the Developer for individual lots. These assets have been received in kind and do not reflect a cash outlay by Council. Council also received land from developers as part of their required 5% contribution of Public Open Space.

2012 2011 $'000 $'000 Infrastructure 17,018 12,190 Land 3,462 3,837 20,480 16,027 Note 15 Cash and Cash Equivalents

Cash on hand 102 80 Cash at bank 2,722 7,595 Cash at Call 2,824 306 7,981 Users of the financial report should refer to Note 32 for details of existing Council commitments

Note 16 Trade and Other Receivables Current

Rates Receivables 2,041 1,841 Less Provision for Doubtful Debts (372) (369) Other Debtors 11,477 14,930 Less Provision for Doubtful Debts (4,266) (3,673) 8,880 12,729 Non-current Deferred Debtors 1,717 1,058 Community Chef Refundable Deposit 98 98 1,815 1,156 Total 10,695 13,885

2012 2011 $'000 $'000 Note 17 Financial Assets Current Investments at amortised cost (Note 1h) 71,374 58,322

Represented by - Bank Bills - 907 - Term Deposits 71,374 57,415 71,374 58,322 Council's investments are held at various financial institutions, and represented by:

Unrestricted 54,384 42,169 Subject to external and internal restrictions 16,990 16,153 71,374 58,322 Council has financial assets that are subject to restrictions. Restrictions have been imposed by external and internal requirements on the following: Long Service Leave 14,474 13,847 Refundable Deposits 2,296 2,016 Unexpended Grants 220 290 16,990 16,153

Council has maintained a cash balance sufficient to cover its calculated cash LSL balance.

Council has Statutory Reserves in 2012 of $0.2M (2011 $0.2M) which are commitments that Council will include in its future budgets and are included in the unrestricted cash amount.

2012 2011 $'000 $'000 Note 18 Other Assets Prepaid Expenses 177 204 177 204 Note 19 Inventories Stores and Materials at Cost 851 783 851 783

2012 2011 $'000 $'000 20 Property, Infrastructure, Plant and Equipment Summary at cost 358,936 369,443 Less accumulated depreciation 104,435 94,642 254,501 274,801 at fair value as at 1 April 2012 353,726 - Less accumulated depreciation 103,829 - 249,897 - at fair value as at 1 January 2012 771,339

Less accumulated depreciation 4,046 - 767,293 - at fair value as at 1 April 2011 360,351 359,410

Less accumulated depreciation 204,774 199,906 155,577 159,504

at fair value as at 1 January 2010 _ 696,540

Less accumulated depreciation - 9,721 - 686,819

at fair value as at 1 April 2009 495,101 495,727 Less accumulated depreciation 237,261 231,247 257,840 264,480

at fair value as at 1 October 2006 81,811 81,763

at fair value as at 1 July 2005 282,322

Less accumulated depreciation - 83,941

198,381

Total 1,720,080 1,620,583

(a) Property Land at cost - 2,437 at fair value as at 1 January 2012 569,594 - at fair value as at 1 January 2010 - 530,462

569,594 532,899

Note 20 Property, Infrastructure, Plant and Equipment (continued)

2012 2011 $'000 $'000 Land Under Roads at fair value as at 01 January 2012 3,566 - at fair value as at 01 January 2010 - 2,513

3,566 2513

Buildings

at cost 5,996 24,162 Less accumulated depreciation 30 334 5,966 23,828

at fair value as at 1 January 2012 198,179 -

Less accumulated depreciation 4,046 - 194,133 - at fair value as at 1 January 2010 - 163,565

Total Buildings 200,099 177,672 Total Property 773,259 713,084

Land and Buildings and Land Under Roads were revalued as at 1/1/2012 by Brian Robinson of WestLink Consulting A.A.P.I C.P.V. Member No.970 using fair value. The valuation of buildings is at fair value, being market value for non specialised buildings, and current replacement cost less accumulated depreciation at the date of valuation for specialised buildings.

2012 2011 $'000 $'000 (b) Plant and Equipment Plant and Equipment at cost 57,937 54,179 Less accumulated depreciation 39,388 36,362 18,549 17,817 Leasehold Improvements at cost 1,503 1,293 Less accumulated depreciation 874 778 629 515 Light Vehicles at cost 7,749 7,440 Less accumulated depreciation 2,395 2,255 5,354 5,185

Total Plant and Equipment 24,532 23,517

2012 2011 $'000 $'000 (c) Infrastructure Road Pavement at cost 12,746 9,648 Less accumulated depreciation 261 131 12,485 9,517

at fair value as at 1 April 2009 393,096 391,299

Less accumulated depreciation 175,116 170,897 217,980 220,402 Total Road Pavement 230,465 229,919 Road Seal at cost 17,912 13,292 Less accumulated depreciation 1,224 646 16,688 12,646 at fair value as at 1 April 2009 102,005 104,428

Total Road Seal 56,548 56,724 Roads Other at cost 21,987 18,849 Less accumulated depreciation 783 538 21,204 18,311 at fair value as at 1 October 2006 81,811 81,763 Less accumulated depreciation 46,839 45,165 34,972 36,598 Total Roads Other 56,176 54,909 Footpaths and Bike paths at cost 8,301 4,138 Less accumulated depreciation 125 21 8,176 4,117 at fair value as at 1 April 2011 187,993 188,434 Less accumulated depreciation 105,485 103,143 82,508 85,291 Total Footpaths and Bike paths 90,684 89,408

2012 2011 $'000 $'000 (c ) Infrastructure (continued) Kerb and Channel at cost 4,162 2,165 Less accumulated depreciation 53 9 4,109 2,156

at fair value as at 1 April 2011 172,358 170,976

Less accumulated depreciation 99,289 96,763 73,069 74,213 Total Kerb and Channel 77,178 76,369 Drainage at cost 1,417 21,069 Less accumulated depreciation 4 637 1,413 20,432

at fair value as at 1 April 2012 353,726 - Less accumulated depreciation 103,829 - 249,897 - at fair value as at 1 July 2005 - 282,322

Total Drainage 251,310 218,813 Recreation at cost 118,967 106,604 Less accumulated depreciation 23,577 18,776 95,390 87,828 Total Recreation 95,390 87,828 Infrastructure Other at cost 58,429 57,079 Less accumulated depreciation 35,721 34,155 22,708 22,924 Total Infrastructure Other 22,708 22,924

Total Infrastructure 880,459 836,894

Note 20 Property, Infrastructure, Plant and Equipment (continued) (c) Infrastructure (continued)

Drainage assets have been revalued as at 1/4/2012 by Council officers at fair value using depreciated replacement cost.

Road Seals and Road Pavements were revalued as at 1/4/2009 by Council officers, at fair value based on depreciated replacement cost.

Roads Other were valued at fair value as at 1/10/2006 by Council officers using depreciated replacement cost.

Footpaths, Bike paths and Kerb and Channel are valued at fair value as at 1/04/2011 by Council officers using depreciated replacement cost.

2012 2011 $'000 $'000 (d) Works in progress Buildings at cost 6,960 15,422 Plant & Equipment at cost 681 559 Infrastructure at cost 34,189 31,107 Total Works in progress 41,830 47,088 Total Property, Plant and Equipment and Infrastructure 1,720,080 1,620,583 Note 20 – Property, Infrastructure, Plant and Equipment (continued)

2012 Balance at Acquisition Depreciation WDV of Revaluation Balance at disposals beginning of of assets (note 10) increments Transfers end of financial year $'000 (note 11) (decrements) financial year $'000 $'000 $'000 (note 27) $'000 $'000 $'000

Property Land 532,899 3,462 - (429) 33,655 7 569,594 Land Under Roads 2,513 843 - - 210 - 3,566 Buildings 177,672 13,953 (7,063) (111) 2,492 13,156 200,099 Total Property 713,084 18,258 (7,063) (540) 36,357 13,163 773,259 Plant and Equipment Plant and Equipment 17,817 4,812 (4,324) (333) - 577 18,549 Leasehold Improvements 515 210 (96) - - - 629 Light Vehicles 5,185 2,095 (1,118) (809) - - 5,353 Total Plant and Equipment 23,517 7,117 (5,538) (1,142) - 577 24,531 Infrastructure Road Pavement 229,919 7,957 (5,175) (2,238) - 2 230,465 Road Seal 56,724 5,973 (4,763) (1,488) - 102 56,548 Road Other 54,909 2,052 (2,075) (141) - 1,431 56,176 Footpaths and Bike paths 89,408 4,884 (4,070) (451) - 913 90,684 Kerb and Channel 76,369 3,731 (2,917) (186) - 181 77,178 Drainage 218,813 9,167 (3,192) (1,255) 27,362 415 251,310 Infrastructure Other 22,924 563 (1,566) - - 787 22,708 Recreation 87,828 6,454 (5,027) (95) - 6,231 95,391 Total Infrastructure 836,894 40,781 (28,785) (5,854) 27,362 10,062 880,460 Works in progress Buildings 15,422 6,195 - - - (14,657) 6,960 Plant and Equipment 559 575 - - - (453) 681 Infrastructure 31,107 14,622 - - - (11,540) 34,189 Total Works in progress 47,088 21,392 - - - (26,650) 41,830 Total Property, Infrastructure, 1,620,583 87,548 (41,386) (7,536) 63,719 (2,848) 1,720,080 Plant and Equipment

Note 20 – Property, Infrastructure, Plant and Equipment (continued)

2011 Balance at Acquisition Depreciation WDV of Revaluation Balance at Disposals beginning of of assets (note 10) increments Transfers end of financial year $'000 (note 11) (decrements) financial year $'000 $'000 $'000 (note 27) $'000 $'000 $'000

Property Land 529,383 3,542 - (230) - 204 532,899 Land Under Roads 1,810 703 - - - - 2,513 Buildings 164,313 3,381 (6,548) (349) - 16,875 177,672 Total Property 695,506 7,626 (6,548) (579) - 17,079 713,084 Plant and Equipment Plant and Equipment 18,567 3,827 (4,160) (436) - 19 17,817 Leasehold Improvements 690 28 (203) - - - 515 Light Vehicles 4,831 2,427 (1,095) (978) - - 5,185 Total Plant and Equipment 24,088 6,282 (5,458) (1,414) - 19 23,517 Infrastructure Road Pavement 227,480 7,912 (5,065) (1,207) - 799 229,919 Road Seal 56,992 3,865 (4,639) (1,327) - 1,833 56,724 Road Other 53,308 3,591 (1,977) (187) - 174 54,909 Footpaths and Bike paths 66,690 3,975 (2,806) (895) 21,142 1,302 89,408 Kerb and Channel 78,963 2,843 (2,855) (227) (3,227) 872 76,369 Drainage 215,398 7,472 (2,995) (1,167) - 105 218,813 Infrastructure Other 21,105 2,933 (2,102) - - 988 22,924 Recreation 72,977 5,225 (4,569) (742) - 14,937 87,828 Total Infrastructure 792,913 37,816 (27,008) (5,752) 17,915 21,010 836,894 Works in progress Buildings 34,953 10,110 - - - (29,641) 15,422 Plant and Equipment 58 547 - - - (46) 559 Infrastructure 21,560 18,871 - - - (9,324) 31,107 Total Works in progress 56,571 29,528 - - - (39,011) 47,088 Total Property, Infrastructure, 1,569,078 81,252 (39,014) (7,745) 17,915 (903) 1,620,583 Plant and Equipment 2012 2011 $'000 $'000 Note 21 - Trade and Other Payables Unsecured Trade Creditors 13,775 13,160 Loan Interest Accrued 99 120 Prepaid Memberships for Leisure Facilities 1,407 1,398 Unearned Income 854 905 Prepaid Rates 132 - 16,267 15,583 Note 22 - Refundable Deposits

Refundable Deposits 2,296 2,016 2,296 2,016 These deposits are maintenance bonds, landscaping bonds, relocation deposits, open space works levies, and contract deposits.

Note 23 – Employee Benefits

Other Annual Long Service $'000 Leave Leave$'000 2012 $'000

Balance at beginning of the financial year 2,383 7,471 14,710 Additional provisions 616 8,185 2,949 Amounts used (2,383) (7,487) (1,941) Balance at the end of the financial year 616 8,169 15,718 2011

Balance at beginning of the financial year 1,911 6,909 13,684 Additional provisions 2,383 5,548 2,948 Amounts used (1,911) (4,986) (1,922) Balance at the end of the financial year 2,383 7,471 14,710

2012 2011 $'000 $'000 (i) Current Annual leave 8,169 7,471 Long service leave 12,297 12,695 Other 616 2,383 21,082 22,549 Current Long Service Leave has been determined as the amount employees are entitled to at balance date. Based on past history, it is estimated that approximately $1M will be paid out in Long Service Leave in 2012/2013 (2011/2012: $1M) 2012 2011 $'000 $'000 (i i) Non-current Long service leave 3,421 2,015 3,421 2,015 Aggregate carrying amount of employee benefits: Current 21,082 22,549 Non-current 3,421 2,015 24,503 24,564 The following assumptions were adopted in measuring the present value of long service leave and retiring gratuity:

Weighted average increase in employee costs 4.31% 4.60% Weighted average discount rates 2.94% 5.28% Weighted average settlement period 10 10

Note 23 – Employee Benefits (continued)

2012 2011 $'000 $'000 (i) Current

All annual leave and the long service leave entitlements representing 7 or more years of continuous service - Short-term employee benefits that fall due within 9,785 10,854 12 months after the end of the period measured at nominal value

- Other long-term employee benefits that do not fall 11,297 11,695 due within 12 months after the end of the period measured at present value

21,082 22,549 (ii) Non-current Long service leave representing less than 7 years of 3,421 2,015 continuous service measured at present value

Note 24 - Interest Bearing Loans and Borrowings

2012 2011 $'000 $'000 Current Borrowings - secured 5,268 4,841 Other Loans - Unsecured (These are non interest 1,030 1,030 bearing loans) 6,298 5,871 Non-current Borrowings - secured 20,439 25,638

Total 26,737 31,509 The maturity profile for Council's borrowings is: Not later than one year 6,298 5,871 Later than one year and not later than five years 17,498 19,659 Later than five years 2,941 5,979 26,737 31,509 The security on the borrowings is the City of Greater Geelong Municipal Rates.

Finance leases Council has no finance leases at balance date

Note 25 – Landfill Provision

2012 2011 $'000 $'000 Corio Landfill Rehabilitation Provision Non-current 17,125 15,985 Balance at beginning of the financial year 15,985 14,390 Amounts used - 0 Finance Charge 1,140 1,007 lncrease/(decrease) in the discounted amount arising - 588 because of time and/or the revision of future cost estimates. Balance at the end of the financial year 17,125 15,985

Key estimates, assumptions and judgements

The Corio Landfill site ceased operation in December 2011. The provision for landfill restoration has been calculated based on the present value of the expected works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the rehabilitation and related costs. The discount rate applied on these calculations for the past two years has been 7%.

Note 26 - Other Liabilities

2012 2011 $'000 $'000 Developer Contributions - Sec 173 Agreements 794 177

2012 2011 $'000 $'000 Asset Revaluation Reserve 714,640 650,921 Statutory Reserves 200 200 Discretionary Reserves 62,178 40,574 777,018 691,695

Balance at Increment Balance at beginning of (decrement) end of reporting reporting period period $'000 $'000 $'000 Asset Revaluation Reserve

2012 Land and Buildings 482,461 36,357 518,818

Infrastructure Sealed and Unsealed Roads 60,655 - 60,655 Roads Other 15,390 - 15,390 Footpath and Bike paths 25,537 - 25,537 Drainage 66,878 27,362 94,240 168,460 27,362 195,822

Total Asset Revaluation Reserve 650,921 63,719 714,640 2011 Land and Buildings 482,461 482,461

Infrastructure Sealed and Unsealed Roads 60,655 - 60,655 Roads Other 15,390 - 15,390 Footpath and Bike paths 4,395 21,142 25,537 Drainage 66,878 - 66,878 147,318 21,142 168,460

Total Asset Revaluation 629,779 21,142 650,921 Reserve

The Asset Revaluation Reserve records the increase and any subsequent decrease in the value of assets held at fair value.

Note 27 – Reserves (continued) (b) Other Reserves Statutory Reserves Council maintains three Statutory reserves to record funds collected from developers under the Planning and Environment Act, Subdivisions Act and Local Government Act. Council identifies, as part of the budget process, capital works relevant to these reserves and records the capital

Balance at Transfers to Transfers Balance at 30/6/2011 Reserves from 30/6/2012 $'000 $'000 Reserves $'000 $'000 Car Parking Reserve 200 - - 200 Public Open Space Reserve - 174 174 - Main Drainage Reserve - 1,334 1,334 - Total Statutory Reserves 200 1,508 1,508 200

Discretionary Reserves

Council maintains a Deferred Works Reserve to record the estimated amount of Capital Expenditure that is expected to complete the capital projects that were approved in the previous year's budget, but had not been completed at year end. Council maintains an Asset Development Reserve to record funds provided to Council for development of coastal infrastructure.

Council has an Asset Redevelopment Reserve to record funds provided to Council to reinstate decking around the Carousel as required. The outstanding balances of the reserves are listed below. The movements to and from reserves are shown in the Statement of Changes in Equity.

Balance at Transfers Transfers Balance at 30/6/2011 to from 30/6/2012 $'000 Reserves Reserves $'000 $'000 $'000 Deferred Works Reserve 40,000 61,000 40,000 61,000 Asset Development Reserve 268 - - 268 Asset Redevelopment Reserve 306 - 306 - DCP Reserve - Jetty Road Stage 1 - 721 - 721 DCP Reserve - Armstrong Creek East Precinct - 115 - 115 Water Quality Levy - 74 - 74 Total Discretionary Reserves 40,574 61,910 40,306 62,178

Note 28 - Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit)

2012 2011 $'000 $'000 Profit / (loss) 19,682 37,841 Depreciation and Infrastructure write-off 47,240 44,766 (Profit) / Loss on disposal of property, infrastructure, plant and (812) 162 equipment Capital Income (18,621) (23,436) Equity Share in Investment in Associates Surplus (518) 128 Assets received in Kind (20,480) (16,027) Assets previously Unrecognised (1,849) (2,389) Finance Costs 2,040 2,380 Change in assets and liabilities: (lncrease)/Decrease in Trade and Other Receivables 3,191 (2,978) (lncrease)/Decrease in Prepayments 27 243 (lncrease)/Decrease in Inventories (68) 8 lncrease/(Decrease) in Trade and Other Payables 1,301 3,277 lncrease/(Decrease) in Refundable Deposits 280 376 (Decrease)/Increase in Employee Benefits (61) 2,060 lncrease/(Decrease) in Landfill Provisions 1,140 1,595 lncrease/(Decrease) in Unfunded Superannuation 23,471 - (Decrease)/Increase in Work in Progress 2,919 4,071

Net cash provided by/(used in) operating activities 58,882 52,077

Note 29 - Reconciliation of Cash and Cash Equivalents

Cash and cash equivalents (note 15) 2,824 7,981

Financial Assets (note 17) 71,374 58,322 74,198 66,303 Note 30 - Financing Arrangements

Bank overdraft 5,000 5,000 Used Facilities - Overdraft (Note 24) - - Loans - Unsecured 1,030 1,030 Loans - Secured 26,737 31,509 Used facilities - Loans (Note 24) (27,767) (32,539)

Unused facilities 5,000 5,000 Loan Facility Details (Note 35a)

Note 31 - Superannuation Post-employment Benefit

Council makes employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). Obligations for making contributions are recognised as an expense in profit or loss when they are due. The Fund has two categories of membership, each of which is funded differently.

The Fund's accumulation category, Vision Super Saver, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (9% required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

The Fund's Defined Benefit Plan is a multi-employer sponsored plan. As the Fund's assets and liabilities are pooled and are not allocated by employer, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided under Paragraph 32 (b) of AASB 119, Council does not use defined benefit accounting for these contributions.

Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund's Actuary. On the basis of the results of the most recent full actuarial investigation conducted by the Fund's actuary as at 31 December 2008, Council makes the following contributions: - 9.25% of members' salaries (same as previous year); - the difference between resignation and retrenchment benefits paid to any retrenched employees (same as previous year);

Fund surplus or deficit (ie the difference between fund assets and liabilities) are calculated differently for funding purposes (ie calculating required contributions) and for the calculation of accrued benefits as required in AAS 25 to provide the values needed for the AASB 119 disclosure in Council's financial statements. AAS25 requires that the present value of the benefit liability which is calculated in respect of membership completed at the calculation date makes no allowance for future benefits that may accrue.

The Local Authorities Superannuation Fund latest 31 December 2011 actuarial investigation identified an unfunded liability of $406M excluding the contributions tax in the defined benefit fund of which we are a member. Council was made aware of the expected shortfall through the year and was informed formally of their share of the short fall on 1 August 2012 which amounted to $23.47M. Council has elected to pay this short fall with a payment of $5.3M in the 2012/13 financial year and the balance to be paid on the 1 July 2013. Council has accounted for this short fall in the Comprehensive Income Statement in Employee Benefits and in the Balance Sheet in Unfunded Superannuation.

Defined Benefit Plans 2012 2011 $'000 $'000 Employer contributions to Local Authorities 1,481 5,920 Superannuation Fund (Vision Super) Employer contributions to other institutions - - 1,481 5,920

Employer contributions payable to Local Authorities 23,471 - Superannuation Fund (Vision Super) at reporting date Employer contributions payable to other institutions - - 23,471 -

Accumulation Funds Employer contributions to Local Authorities 5,051 4,876 Superannuation Fund (Vision Super)

Employer contributions to other institutions 1,257 991

6,308 5,867 Employer contributions payable to Local Authorities - 129 Superannuation Fund (Vision Super) at reporting date Employer contributions payable to other institutions - 31 - 160

Note 32 - Commitments

The Council has entered into the following commitments due:

2012 Not later Later than Later than 2 Later than Total than 1 year 1 year and years and 5 years $'000 $'000 not later not later $'000 than 2 than 5 years years $'000 $'000 Operating Turf Maintenance 464 - 464 Building maintenance 215 42 42 - 299 Management of Geelong Resource Recovery Centre 752 752 752 - 2,256 Drysdale Transfer Station - Hook, Trucks and Bins 186 186 186 - 558 Gymnasium Equipment 139 139 139 - 417 Provision of Security Services 145 145 145 - 435 Cleaning contracts for Council buildings 1,102 901 901 - 2,904 Other 550 430 430 69 1,479 Home maintenance services 56 - - 56 Provision of Immunisation Services 335 335 335 1,005 Total 3,944 2,930 2,930 69 9,873 Capital

Building and Other Structures 14,280 - - - 14,280 Total 14,280 - - - 14,280

2012 Not later Later than Later than Later than Total than 1 year 1 year 2 years and 5 years $'000 $'000 and not not later $'000 later than than 5 2 years years $'000 $'000

Operating Turf Maintenance 457 464 464 - 1,385 Building maintenance 270 215 215 - 700 Management of Geelong Resource Recovery Centre 752 752 752 - 2,256 Drysdale Transfer Station - Hook, Trucks and Bins 557 186 186 - 929 Gymnasium Equipment 139 139 139 - 417 Provision of Security Services 145 145 145 - 435 Cleaning contracts for Council buildings 697 630 307 - 1,634 Other 252 180 180 69 681 Home maintenance services 56 56 - - 112 Total 3,325 2,767 2,388 69 8,549 Capital Building and Other Structures 25,913 - - - 25,913 Total 25,913 - - - 25,913

In addition to the above commitments Council has entered into a number of contracts for operating expenditure based on schedule of rates. The value of the contractual commitments cannot be accurately determined as they depend on the level of services provided to Council.

Note 33 - Operating Leases

2012 2011 $'000 $'000 (a) Operating Lease Commitments

At the reporting date, the Council had the following obligations under non-cancellable operating leases for the lease of equipment and land and buildings for use within Council's activities (these obligations are not recognised as liabilities): Not later than one year 2,544 1,176 Later than one year and not later than five years 7,121 2,254 Later than five years 7,241 8 16,906 3,438 (b) Operating Lease Receivables

The Council has entered into commercial property leases on its property, consisting of surplus freehold complexes. These properties held under operating leases have remaining non-cancellable leases terms of between 1 and 40 years. Future Minimum rentals received under non-cancellable operating leases are as follows: Not later than one year 2,977 2,922 Later than one year and not later than five years 7,279 7,321 Later than five years 25,792 25,511 36,048 35,754

34 Contingent Liabilities and Contingent Assets Contingent liabilities (a) Council acknowledges a future obligation for rehabilitation, after care and future contamination liability for its two landfill sites in accordance with the requirements set out by the Environment Protection Authority. Apart from the rehabilitation of Corio landfill that has been provided for, the liability for Drysdale cannot be readily quantified. The Capital Works and Operating budgets include ongoing works at the sites in future years.

(b) The City of Greater Geelong is the guarantor for a number of community organisation loans.

Community Groups

Original Outstanding Outstanding Guarantee Guarantee Guarantee $'000 30/6/2012 30/6/2011 $'000 $'000 Barwon Heads Bowling Club Inc. 70 3 18 Geelong and East Belmont Baseball Club 70 - 6 Bell Post Hill Sports and Recreation Club 130 23 46 Geelong Hockey Association 150 105 118 Geelong Football Umpires League 250 125 250 Total 670 256 438

(c) All matters from previous years not listed here have been settled. (d) There are no other material contingent liabilities at the date of this report.

Contingent Assets

In the course of creating new subdivisions, developers construct infrastructure assets which are vested with Council when Council issues a Statement of Compliance. These assets are brought to account as revenue (Contributions - Non Monetary Assets) and capitalised.

At reporting date, developers had commenced construction of assets that will eventually be transferred to the Council subject to Council issuing a Statement of Compliance.

Council cannot reliably measure the value of the assets involved prior to completion.

Note 35 - Financial Instruments (a) Accounting Policy, terms and conditions

Recognised Note Accounting Policy Terms and Conditions financial instruments Financial Assets Cash and 15 Cash on hand is valued at face Cash on Hand is managed according to cash value. normal expenditure approval procedures. equivalents

Interest is recognised as it Funds returned fixed interest rate of accrues. between 3.50% and 4.75% (2011 4.29% and 4.55%). Bank Bills Bills are redeemed for purchase price plus interest at maturity. Bills are held for periods between 30 to 180 days. Interest ranged between 4.70% to 6.25% (2011 5.90% to 6.25%).

Term Deposits Term deposits return fixed interest rates of between 5.50% and 6.50% (2011 5.68% and 7.05%). Term Deposits are held for a variety of periods but not longer than 12 months.

Other 17 Units in Trust Withdrawals are at call 24 to 48 hours Financial notice. These investments attract floating Assets interest rates of between 4.40% and 4.70% ( 2011 4.70% and 6.2%) net of fees payable.

Trade and 16 Receivables are carried at General and deferred debtors are other nominal amounts due less any unsecured and interest free. Credit terms receivables provision for doubtful debts. A are usually 30 days. provision for doubtful debts is recognised when collection in full is no longer probable. Collectability of overdue accounts is assessed on an ongoing basis.

Bank 24 The Council's bank account is Council has a $5M overdraft facility. It is overdraft closely monitored to ensure secured by a mortgage over Council's that cash invested is general rates and is repayable on maximised. The overdraft demand. The interest rate, when the reflects unpresented cheques overdraft is used, is less than 7%pa. at balance day.

Trade and 21 Liabilities are recognised for Creditors are unsecured, not subject to other expenses incurred to balance interest charges and are normally settled payables date and payable in the next within 30 days of invoice receipt. financial year, whether invoices have been received or not. Interest- 24 Secured loans are carried at Loans are secured over the general bearing loans the principle amount rates of the Council. The interest rate for and outstanding. Loans are each loan is fixed for the period of the borrowings - subject to borrowing limits loan. Council took out a loan of $7M in Secured imposed by the State May 2006, repayable over 10 years at Loans Government under the Loan 6.4%. Council took out a loan of $5M in Council approval June 2007, repayable over 10 years at arrangements. Interest is 6.97%. Council took out a loan of charged as an expense as it $3.125M in June 2008, repayable over accrues. 10 years at 8.573%. Council took out a loan of $12.675M in June 2009, repayable over 10 years at 7.42%. Council took out a loan of $12.5M in Feb 2010, repayable over 5 years at 6.83%.

- Unsecured 24 Unsecured loans are carried Unsecured loans comprise of two Loans at the principle amount interest free loans from the Department outstanding. of Planning and Development to fund the purchase of the former Geelong Post Office and former Geelong Gaol.

All contractual financial assets are categorised as loans and receivables and all contractual financial liabilities are categorised as financial liabilities at amortised cost.

Note 35 - Financial Instruments (continued) (b) Interest Rate Risk

The exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

This table also represents the contractual maturities for financial assets and liabilities.

Fixed interest maturing in: 2012 Floating 1 year Over 1 to More than Non-interest Total $'000 interest or less 5 years 5 years bearing rate $'000 $'000 $'000 $'000 $'000 Financial assets Cash and cash 2,722 - - - 102 2,824 equivalents Other financial assets 71,374 - - - - 71,374 Trade and other - - - - 10,515 10,515 receivables Total financial assets 74,096 - - - 10,617 84,713

Weighted average 4.32% 6.27% interest rate Financial liabilities Trade and other - - - - 13,775 13,775 payables Secured loans - 5,268 17,498 2,941 - 25,707 Unsecured loans - - - - 1,030 1,030 Total financial - 5,268 17,498 2,941 14,805 40,512 liabilities Weighted average 7.53% 7.03% 7.13% 7.56% interest rate Net financial assets 74,096 (5,268) (17,498) (2,941) (4,188) 44,201 (liabilities)

Note 35 - Financial Instruments (continued) (b) Interest Rate Risk (continued)

Fixed interest maturing in: 2011 Floating 1 year or Over 1 to More Non- Total interest less 5 years than 5 interest $'000 rate $'000 $'000 $'000 years bearing $'000 $'000 Financial assets

Cash and cash 7,901 - - - 80 7,981 equivalents Other financial assets 58,322 - - - - 58,322 Trade and other - - - - 13,116 13,116 receivables Total financial assets 66,223 - - - 13,196 79,419

Weighted average 4.46% 5.97% interest rate Financial liabilities Bank overdraft ------

Trade and other - - - - 13,160 13,160 payables Secured loans - 4,841 19,659 5,979 - 30,479 Unsecured loans - - - - 1,030 1,030 Total financial Liabilities - 4,841 19,659 5,979 14,190 44,669 Weighted average 9.43% 7.00% 7.04% 7.53% interest rate Net financial assets 66,223 (4,841) (19,659) (5,979) (994) 34,751 (liabilities)

Note 35 - Financial Instruments (continued) (c) Net Fair Values The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

Financial Instruments Total carrying Aggregate net fair amount as per value Balance Sheet 2012 2011 2012 2011 $'000 $'000 $'000 $'000 Financial assets Cash at Bank 2,722 7,901 2,722 7,901 Cash on Hand 102 80 102 80 Other Financial Assets 71,374 58,322 71,374 58,322 Other Debtors 10,515 13,116 10,515 13,116 Total Financial Assets 84,713 79,419 84,713 79,419 Financial liabilities Trade and Other Creditors 13,775 13,160 13,775 13,160 Secured Loans 25,707 30,479 27,898 32,083 Unsecured Loans 1,030 1,030 1,030 1,030 Total Financial Liabilities 40,512 44,669 42,703 46,273

The carrying value for cash at bank and on hand, other debtors, units in trust, deposits at call, bank bills, cash and overdraft, creditors and unsecured loans approximates the fair value because of their short term to maturity. Long term Other Debtors also approximates net fair value. The net fair value of secured loans at fixed interest rates has been measured by discounting contracted future cash flows by prevailing market interest rates.

(d) Credit Risk

The maximum exposure to credit risk at balance date in relation to each class of asset is represented by the carrying amount of these assets as indicated in the Balance Sheet.

(e) Risks and Mitigation

The risks associated with our main financial instruments and our policies for minimising these risks are detailed below.

Market Risk

Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Council's exposures to market risk are primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk exposure are discussed below.

Note 35 - Financial Instruments (continued) (e) Risks and Mitigation (continued)

Interest Rate Risk

Interest rate risk refers to the risk that the fair value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing financial assets and liabilities that we use. Non derivative interest bearing assets are predominantly short term liquid assets. Council's interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk.

Council's loan borrowings are sourced from major Australian banks by a tender or quoting process. Overdrafts are arranged with major Australian banks. Council manages interest rate risk on our net debt portfolio by: - ensuring access to diverse sources of funding; - reducing risks of refinancing by managing in accordance with target maturity profiles; and - setting prudential limits on interest repayments as a percentage of rate revenue.

Council manages the interest rate exposure on its net debt portfolio by appropriate budgeting strategies and obtaining approval for borrowings from the Australian Loan Council each year.

Investment of surplus funds is made with appropriate financial institutions under the Local Government Act 1989. Council manages interest rate risk by adopting an investment policy that ensures: - conformity with State and Federal regulations and standards, - adequate safety, - appropriate liquidity, - diversification by credit rating, financial institution and investment product, - monitoring of return on investment, - benchmarking of returns and comparison with budget.

Maturity will be staggered to provide for interest rate variations and to minimise risk.

Credit Risk

Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. Council is exposed to credit risk on all financial assets included in our balance sheet. To help manage this risk: - Council has a policy for establishing our credit limits for the entities that the Council deal with; - Council may require collateral where appropriate; and - Council only invests surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.

Trade and other receivables consist of a large number of customers, spread across the consumer, business and government sectors. Council does not have any significant credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is raised. Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when Council provides a guarantee for another party. Details of our contingent liabilities are disclosed in note 34.

2012 $'000 Movement in Provision for Doubtful Debts Balance at the beginning of the year 4,042 New Provisions recognised during the year 644 Amounts already provided for and written off as uncollectible (46) Balance at end of year 4,640

Ageing of Trade and Other Receivables

At balance date other debtors representing financial assets were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of the Council's Trade and Other Receivables was:

2012 2011 $'000 $'000 Current (not yet due) 2,606 5,026 Past due by up to 90 days 860 2,826 Past due between 91 and 180 64 76 Past due between 181 and 365 days - - Past due by more than 1 year - - Total Trade and Other Receivables 3,530 7,928

Ageing of individually impaired Trade and Other Receivables

At balance date, other debtors representing financial assets with a nominal value of $0.3M (2011 $0.2M) were impaired. The amount of the provision raised against these debtors was $0.3M (2011 $0.2M). The individually impaired debtors relate to general and sundry debtors and have been impaired as a result of their doubtful collection. Some of the long outstanding past due amounts are on payment arrangements.

The ageing of Trade and Other Receivables that have been individually determined as impaired at reporting date was:

2012 2011 $'000 $'000 Current (not yet due) - - Past due by up to 90 days - - Past due between 91 and 180 82 48 Past due between 181 and 365 days 96 8 Past due by more than 1 year 91 120 Total Trade and Other Receivables 269 176

Liquidity Risk

Liquidity risk includes the risk that, as a result of our operational liquidity requirements: - Council will not have sufficient funds to settle a transaction on the date; - Council will be forced to sell financial assets at a value which is less than what they are worth; or - Council may be unable to settle or recover financial assets at all. To help reduce these risks we: - have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained; - have readily accessible standby facilities and other funding arrangements in place; - have a liquidity portfolio structure that requires surplus funds to be invested within the various bands of liquid instruments; - monitor budget to actual performance on a regular basis; and - set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.

Council's exposure to liquidity risk is deemed insignificant based on prior periods' data and current assessment of risk.

(f) Sensitivity disclosure analysis

Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, the Council believes the following movements are "reasonably possible" over the next 12 months (Base rates are sourced from the Reserve Bank of Australia): - A parallel shift of +1% and −1% in market interest rates (AUD) from year-end rates of approximately 3%. The table below discloses the impact on net operating result and equity for each category of financial instruments held by Council at year-end, if the above movements were to occur.

30 June 2012 Interest Rate Risk −1% +1% Financial Assets Carrying Result Equity Result Equity Amount $'000 $'000 $'000 $'000 $'000 Cash and Cash Equivalents 2,722 (27 (27) 27 27 Other Financial Assets 71,374 (714)) (714) 714 714 Trade and Other Receivables 179 (2 (2) 2 2 Financial Liabilities ) Interest Bearing Loans and 26,737 (267) (267) 267 267 Liabilities Payables 16,267 (163) (163) 163 163

Note 35 - Financial Instruments (continued) (f) Sensitivity disclosures analysis (continued)

30 June 2011 Interest Rate Risk −1% +1% Financial Assets Carrying Result Equity Result Equity Amount $'000 $'000 $'000 $'000 $'000 Cash and Cash Equivalents 7,981 (80) (80) 80 80 Other Financial Assets 58,322 (583) (583) 583 583 Trade and Other Receivables 769 (8) (8) 8 8 Financial Liabilities Interest Bearing Loans and 31,509 (315) (315) 315 315 Liabilities Payables 15,583 (156) (156) 156 156

Note 36 - Events Occurring after Balance Date

The amount of the Defined Benefit Unfunded Superannuation Call was confirmed on 1 August 2012 and the amount has been included in the results for the current financial year.

Note 37 - Related Party Transactions

(i) Responsible Persons

Names of persons holding the position of a Responsible Person at the Council at any time during 2011/2012 are:

Councillors Elected 29 November 2008 Cr Barbara Abley Cr Srechko Kontelj Cr Bruce Harwood Cr Jan Farrell Cr Rod Macdonald Cr John Mitchell (Mayor) Cr Cameron Granger Cr Kylie Fisher Cr Andy Richards Cr John Doull

Councillor Elected 6 March 2010 Cr Eddy Kontelj (Appointed 6 March 2010)

Councillor Elected 5 March 2011 Cr Ron Nelson (Appointed 5 March 2011)

Chief Executive Officer Stephen Griffin (Appointed 11 August 2009)

(i i) Remuneration of Responsible Persons

The number of Responsible Officers, whose total remuneration from Council and any related entities fall within the following bands:

2012 2011 No. No. $1 - $10,000 - 1

$10,001 - $20,000 - 1 $20,001 - $30,000 9 8 $30,001 - $40,000 2 2 $70,001 - $80,000 - - $80,001 - $90,000 - 1 $90,001 - $100,000 1 - $300,001 - $310,000 1 1 13 14 $'000 $'000 Total Remuneration for the reporting year for 734 706 Responsible Persons included above amounted to:

(i v) No Retirement Benefits were paid to Responsible Persons in 2011/2012 (Nil 2010/2011). (v) No loans have been made, guaranteed or secured by the Council to a Responsible Person of the Council during the reporting period. (v i) Other Transactions

The Council has entered into transactions with Responsible Persons, Senior Officers and Related parties within normal customer or employee relationships on terms and conditions no more favourable than those available in similar arm's length transactions. There were no significant transactions with Responsible Persons or Senior Officers.

Note 37 - Related Party Transactions (continued) (v i i i)Senior Officers Remuneration

A Senior Officer other than a Responsible Person, is an officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration exceeds $127,000.

The Senior Officers of the City of Greater Geelong who reported directly to the Chief Executive Officer during the year were: Dean Frost - General Manager Projects, Recreation and Central Geelong Jeff Wall - General Manager Corporate Services. Gary Van Driel - General Manager City Services. Peter Bettess - General Manager Economic Development, Planning and Tourism. Jenny McMahon - General Manager Community Services.

The number of Senior Officers of Council whose total remuneration exceeds $127,000 including any superannuation benefits from the Council and any related entity falls within the following bands:

Income Range: 2012 2011 No. No. $120,001 - $130,000 2 7 $130,001 - $140,000 8 6 $140,001 - $150,000 8 11 $150,001 - $160,000 5 2 $160,001 - $170,000 3 1 $180,001 - $190,000 - 1 $190,001 - $200,000 - - $200,001 - $210,000 4 4 $210,001 - $220,000 1 - $310,001 - $320,000 1 1 32 33 $'000 $'000 Total Remuneration for the reporting year for Senior Officers 4,848 4,992 included above, amounted to

(v i i i)Retirement Benefits of nil were paid to Senior Officers in 2011/2012 (Nil 2010/2011). (i x) No loans have been made, guaranteed or secured by the Council to a Senior Officer of the Council during the reporting period. (x) Other Transactions The Council has entered into transactions with Responsible Persons, Senior Officers and Related parties within normal customer or employee relationships on terms and conditions no more favourable than those available in similar arm's length transactions. There were no significant transactions with Responsible Persons or Senior Officers.

Note 38 - Revenue, expenses and assets by functions/activities

2012 2011 $'000 $'000 Revenue Rates 151,129 141,457 Grants Commission 24,202 18,739 Corporate Services 9,199 7,472 City Services 40,521 42,960 Community Services 42,043 39,952 Projects, Recreation and Central Geelong 26,224 35,604 Economic Development, Planning and Tourism 9,668 7,286

Total Revenue 302,986 293,470 Expenditure Corporate Services 63,044 41,740 City Services 108,063 110,002 Community Services 62,002 57,871 Projects, Recreation and Central Geelong 37,258 34,831 Economic Development, Planning and Tourism 12,937 11,185 Total Expenditure 283,304 255,629 Net Result 19,682 37,841

Note 38 - Revenue, expenses and assets by functions/activities (continued) Assets Attributed to Functional Activities

2012 2011 $'000 $'000 Corporate Services - Current Assets 84,105 80,019 - Other Assets 123,590 120,681 City Services - Other Assets 1,145,980 1,089,615 Projects, Recreation and Central Geelong - Other 227,885 213,613 Assets Community Services - Other Assets 189,565 171,846 Economic Development, Planning and Tourism - Other 43,960 34,550 Assets Total Assets Attributed to Functional Activities 1,815,085 1,710,324 Total assets shown above reconciles with the amounts shown for assets in the Balance Sheet as follows: Current Assets 84,106 80,019 Non-Current Assets 1,730,979 1,630,305 1,815,085 1,710,324

Functions

The components of functions and activities relating to Council programs are as follows:

Rates General rates, interest on rates, supplementary rates, garbage charges and municipal charges.

Grants Commission General purpose grant untied for any specific purpose.

Corporate Services General administrative operations and Governance including the Chief Executive Division.

City Services Design, Construction, Parks, Works, Botanic Gardens, Plant and Engineering, Environment and Natural Resources.

Economic Development, Planning and Tourism Economic Development, Public Safety, Planning and Building Control, Tourism

Community Services Aged Services, Library Services, Family Services, Community Development Law and Order

Projects, Recreation and Central Geelong Recreation Sport and Leisure Services, Urban Design, Waterfront Management, Central Activities Area and Capital Projects

Note that further description of functions is contained within the review of annual activities for each division in the Annual Report.

Note 39 - Financial ratios - Performance indicators

(a) Debt servicing ratio (to identify the capacity of Council to service its outstanding debt)

2012 $'000 (%) Debt servicing costs/Total revenue 2,040/302,986 = 0.67%

2011 $'000 (%) 2,353/293,470 = 0.80%

2010 $'000 (%) 2,051/259,538 = 0.79%

Debt servicing costs refer to the payment of interest on loan borrowings and bank overdraft.

The ratio expresses the amount of interest paid as a percentage of Council's total revenue.

(b) Debt commitment ratio (to identify Council's debt redemption strategy)

2012 $'000 (%) Debt servicing and redemption costs/Rate revenue 6,812/151,129 = 4.51%

2011 $'000 (%) 6,878/141,457 = 4.86%

2010 $'000 (%) 4,741/133,056 = 3.56%

The strategy involves the payment of loan principal and interest.

The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.

(c) Revenue ratio (to identify Council's dependence on non-rate income)

2012 $'000 (%) Rate revenue/Total revenue 151,129/302,986 = 49.88%

2011 $'000 (%) 141,457/293,470 = 48.20%

2010 $'000 (%) 133,056/259,538 = 51.27%

The level of Council's reliance on rate revenue is determined by assessing rate revenue as a proportion of the total revenue of Council.

(d) Debt Exposure Ratio (to identify Council's exposure to debt)

2012 $'000 (%) Total indebtedness/Total realisable assets 94,203/908,552 = 10.37%

2011 $'000 (%) 73,681/848,712 = 8.68%

2010 $'000 (%) 70,190/830,090 = 8.46%

For the purposes of the calculation of financial ratios, realisable assets are those assets which can be sold and which are not subject to any restriction on realisation or use.

Infrastructure assets, restricted assets and investments in associates are excluded from total assets when calculating Council's realisable assets.

This ratio enables assessment of Council's solvency and exposure to debt. Total liabilities are compared to total realisable assets which are all Council's assets and are not subject to any restriction and are able to be realised. The ratio expresses indebtedness as a percentage of realisable assets.

(e) Working Capital Ratio (to assess Council's ability to meet current commitments)

2012 $'000 (%) Current assets/Current liabilities 84,106/51,243 = 164.13%

2011 $'000 (%) 80,019/46,019 = 173.88%

2010 $'000 (%) 70,035/39,229 = 178.53%

The ratio expresses the level of current assets the Council has available to meet its current liabilities. Previous years ratios have been amended to reflect Long Service Leave relating to service over 7 years as current rather than the expected annual payments as current.

(f) Adjusted Working Capital Ratio (to assess Council's ability to meet current commitments)

2012 $'000 (%) Current assets/Current liabilities 84,106/39,946 = 210.55%

2011 $'000 (%) 80,019/34,324 = 233.12%

2010 $'000 (%) 70,035/29,432 = 237.96%

The ratio expresses the level of current assets the Council has available to meet its current liabilities.

Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date, but is not likely to fall due within 12 months after the end of the period.

Note 40 - Capital Expenditure

2012 2011 $'000 $'000 Capital expenditure areas Infrastructure Leisure 13,619 17,350 Roads 12,953 10,833 Fleet 4,721 4,600 Buildings 13,808 10,144 Drains 4,752 3,055 Computer Equipment 2,107 1,503 Streetscapes 505 2,519 Footpaths 2,535 1,801 Other 6,799 7,220 Kerb and Channel 1,011 1,000 Land 46 55 Waste Collection 1,469 1,585 Plant and Equipment 272 211 Special Rates and Charges Program 672 864 Total capital works 65,269 62,740 Represented by: Renewal - Note (a) 20,535 17,366 Upgrade - Note (b) 20,088 16,352 New assets 24,646 29,022 Total capital works 65,269 62,740

Property, infrastructure, plant and equipment movement

The movement between the previous year and the current year in property, infrastructure, plant and equipment as shown in the Balance Sheet links to the net of the following items:

2012 2011 $'000 $'000 Total capital works 65,269 62,740 Expensed from Work in Progress - Note 20 (2,848) (4,130) Landfill expensed to provision - Note 25 - - Asset revaluation movement - Note 27 63,719 21,142 Depreciation and Other Write Downs - Note 10 (47,240) (44,766) Written down value of assets sold - Note 11 (1,682) (1,953) Recognition of Infrastructure 22,329 18,416 Capitalised Salaries Expensed (50) 56 Net movement in property, plant and equipment – Note 20 99,497 51,505

(a) Renewal

Expenditure on an existing asset which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub- components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time.

(b) Upgrade

Expenditure which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council’s asset base.

Note 41 - Pending Accounting Standards

The following Australian Accounting Standards have been issued or amended and are applicable to the Council but are not yet effective. They have not been adopted in preparation of the financial statements at reporting date.

Standard / Interpretation Summary Applicable for Impact on Local annual reporting Government periods beginning financial or ending on statements

AASB 9: Financial These standards are Applicable for annual These changes are Instruments and AASB applicable retrospectively reporting periods expected to provide 2010-11: Amendments to and amend the classification commencing on or some simplification Australian Accounting and measurement of financial after 1 January in the accounting for Standards arising from assets. Council has not yet 2013. and disclosure of AASB 9 [AASB 1, 3, 4, 5, 7, determined the potential financial 101, 102, 108, 112, 118, impact on the financial instruments. 121, 127, 128, 131, 132, statements. Specific changes 136, 139, 1023 and 1038 include: and interpretations 10 and 12] - simplifying the classifications of financial assets into those carried at amortised cost and those carried at fair value; - removing the tainting of rules associated with held-to- maturity assets - simplifying the requirements for embedded derivatives; - removing the requirements to separate and fair value embedded derivatives for financial assets carried at amortised cost; - allowing an irrevocable election on initial recognition to present gains and losses on investments in equity instruments that are not held for trading in other comprehensive income. Dividends in respect of these investments that are a return on investment can be recognised in profit or loss and there is not impairment or recycling on disposal of the instrument and - reclassifying financial assets where there is a change in an entity's business model as they are initially classified based on: a. the objective of the entity's business model for managing the financial assets; and b. the characteristics of the contractual cash flows.

Note 41 - Pending Accounting Standards (continued)

Standard / Interpretation Summary Applicable for Impact on Local annual reporting Government periods beginning financial or ending on statements

AASB 2011-3 Amendments These Standards are aimed Applicable for These amendments to Australian Accounting at limiting certain recognition reporting periods are not expected to Standards - Orderly and measurement options to commencing on or impact Council. Adoption of Changes to the align with GFS, and after 1 July 2011. ABS GFS Manual and supplemented by additional Related Amendments. disclosures. Key Characteristics of the These standards detail with Applicable for annual These amendments Public Sector with Potential numerous non-urgent but reporting periods are not expected to implications for Financial necessary changes to commencing on or impact Council. Reporting accounting standards arising after 1 January 2011. from the IASB's annual improvements project. Amendments to Australian These standards detail the Applicable for annual These amendments Accounting Standards proposed changes to be reporting periods are not expected to -Financial Instruments; made to the recognition, commencing on or impact Council. Disclosures, Recognition disclosure and measurement after 1 July 2011 but and Measurement (AASB 7, of impairment of financial before 1 July 2012. 139) instruments.

AASB 2010-9:Amendments These amendments specify Applicable for annual These amendments to Australian Accounting requirements for entities reporting periods are not expected to Standards - Additional using the full cost method in commencing on or impact Council. Exemptions for First-time place of the retrospective after 1 January 2011. Adopters (AASB 1) application of Australian Accounting Standards for oil and gas assets, and exempt entities with existing leasing contracts from reassessing the classification of those contracts in accordance with Interpretation 4 when the application of their previous accounting policies would have given the same outcome. AASB 2010-10: These amendments clarify Applicable for annual These amendments Amendments to Australian that rights, options or reporting periods are not expected to Accounting Standards - warrants to acquire a fixed commencing on or impact Council. Classification of Rights number of an entity's own after 1 February Issues (AASB 132) equity instrument for a fixed 2011. amount in any currency are equity instruments if the entity offers the rights, options or warrants pro-rata to all existing owners of the same class of its own non derivative equity instruments.

Note 42 - Auditors Remuneration

2012 2011 $'000 $'000 Fee to Conduct External Audit - Auditor General 72 72 72 72

City of Greater Geelong 2011/2012 Financial Report For the Year Ended 30 June 2012

Certificate of the Financial Report

In my opinion the accompanying financial statements have been prepared in accordance with the Local Government Act 1989, the Local Government (Finance and Reporting) Regulations 2004, Australian Accounting Standards and other mandatory professional reporting requirements.

Principal Accounting Officer Michael Kelly CPA Dated: 28/08/2012 Geelong

In our opinion the accompanying financial statements present fairly the financial transactions of the City of Greater Geelong for the year ended 30 June 2012 and the financial position of the Council as at that date.

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

We have been authorised by the Council on 28 August 2012 to certify the financial statements in their final form.

Councillor John Mitchell (Mayor) Dated: 28/08/2012 Geelong

Councillor Bruce Harwood Dated: 28/08/2012 Geelong

Chief Executive Officer Stephen Griffin Dated: 28/08/2012 Geelong

Standard Statements For the Year Ended 30 June 2012

Basis of preparation of Standard Statements

Council is required to prepare and include audited Standard Statements within its Annual Report. A Standard Income Statement, a Standard Balance Sheet, a Standard Cash Flow Statement, and a Standard Statement of Capital Works is required, together with explanatory notes. These statements and supporting notes form a special purpose financial report prepared to meet the requirements of the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004.

The statements were prepared on accounting basis that are consistent with those used for the General Purpose Financial Statements, but are also prepared to the same level of detail and format as the regular quarterly reporting to Council. The statements are consistent with the reporting format in the 2011-2012 Strategic Resource Plan and the 2011-2012 Budget.

The Standard Statements are not a substitute for the General Purpose Financial Statements, which are included in the Annual Report. They have not been prepared in accordance with all Australian Accounting Standards or other authoritative professional pronouncements.

The Standard Statements compare Council’s financial plan, expressed through its budget, with actual performance. Council has provided an explanation of material variances. These explanations including contributory factors are provided with respect to each of the main categories reported in the Standard Statements.

The budget figures included in the Statements are those adopted by Council on 28 June 2011.

The Standard Income Statement highlights the recurrent result which is the result of the day to day transactions within Council's control. Council actively manages the incomes and expenditures that make up this result to ensure that the municipality receives the best value service possible within the incomes available. The non recurrent incomes and expenditures are one off activities or items outside Council's operating activities that have contributed both in cash and non cash terms.

The Standard Cashflow Statement and the Standard Balance Sheet are consistent with both the format in the annual accounts and the quarterly management report.

The Standard Statement of Capital Works is consistent with the format reported in the 2011-2012 Budget.

Standard Income Statement As at 30 June 2012

2011-2012 2011-2012 Variance Actual Budget $'000 $'000 $'000 RECURRENT INCOME Rates and Charges 151,129 150,371 758 Government Grants 47,052 39,050 8,002 User Charges 45,270 41,184 4,086 Other Fees and Charges 9,251 9,934 (683) Sundry Income 5,162 5,023 139 Interest Investments 3,458 2,101 1,357 TOTAL RECURRENT INCOME 261,322 247,663 13,659 RECURRENT EXPENDITURE

Employee Related Salaries 99,885 102,660 2,775 1,958 2,132 174 Workcover/Superannuation 101,843 104,792 2,949 Goods and Services General Works - Materials 6,924 6,784 (140) General Works - Plant/Equipment/Vehicle Costs 6,161 5,566 (595) General Works - External Services 70,407 64,568 (5,839) Administration 9,077 9,247 170 Professional Services 5,511 3,472 (2,039) Utilities 7,223 7,403 180 Depreciation 41,386 43,091 1,705 Landfill Provision 1,140 1,140 - (Gain)/Loss on Sale of Plant & Equipment (314) (400) (86) TOTAL RECURRENT EXPENDITURE 249,358 245,663 (3,695)

RECURRENT SURPLUS/(DEFICIT) 11,964 2,000 9,964

NON-RECURRENT INCOME Investments in Associates 518 - 518 Subdivision - Asset Recognition 22,329 24,000 (1,671) Capital Grants and Income 15,589 7,118 8,471 Developer Contributions 2,417 1,450 967 Gain/(Loss) on Sale of Property 498 675 (177) TOTAL NON-RECURRENT INCOME 41,351 33,243 8,108

NON-RECURRENT EXPENDITURE

Unfunded Superannuation 23,471 - (23,471) Costs expensed from work in progress 4,308 - (4,308) Disposal of Infrastructure 5,854 2,110 (3,744) TOTAL NON-RECURRENT EXPENDITURE 33,633 2,110 (31,523)

NON-RECURRENT SURPLUS/(DEFICIT) 7,718 31,133 (23,415)

NET SURPLUS/(DEFICIT) 19,682 33,133 (13,451)

Notes to Standard Income Statement

The Recurrent Surplus for 2011-2012 of $12.0M was $10.0M favourable to budget. Recurrent Income of $261.3M was $13.7M favourable to budget mainly due to: - High landfill volumes $3.5M favourable offset by EPA costs (see below), - Various unbudgeted State and Federal grants $8.0M favourable, - Car Parking Fees ($0.4M) unfavourable, - Rates generation $0.8M favourable, - Interest on Investments $1.4M favourable, - Design & Supervision Fees $0.8M favourable - Reimbursements & Recovery Income $0.3M favourable - Parking & Animal Fines ($0.6M) unfavourable and - Other income ($0.1M) unfavourable to budget. Recurrent Expenditure of $249.4M was ($3.7M) unfavourable to budget mainly due to: - EPA costs associated with landfill activity ($1.9M) unfavourable, - Plant hire etc ($0.5M) unfavourable - Building maintenance($0.6M) unfavourable - Consultants ($0.2M) unfavourable and legal expenses ($0.2M) unfavourable, - Supplementary labour ($2.5M) unfavourable, - Employee Related Costs $3.6M favourable, - Other expenses ($1.4M) unfavourable to budget.

The Non Recurrent Result was ($23.4M) unfavourable to budget. There was higher than budgeted disposals of infrastructure assets ($3.7M), Unfunded Superannuation ($23.5M), unfavourable Gain on Sale of Property ($0.2M) and unfavourable costs expensed from Capital Work in Progress of ($4.3M). These movements were partially offset by favourable Capital Income $8.5M and Developer Contributions $1.0M.

Standard Balance Sheet As at 30 June 2012

2011-2012 2011- Variance Actual 2012Bud $'000 $'000 get $'000 CURRENT ASSETS Cash and Investments 74,198 42,165 32,033 Receivables 8,879 10,013 (1,134) Prepayments (160) 86 (246) Inventories 851 494 357 TOTAL CURRENT ASSETS 83,768 52,758 31,010 CURRENT LIABILITIES Payables 15,930 13,268 (2,662) Loans 6,298 9,309 3,011 Refundable Deposits 2,296 1,182 (1,114) Employee Benefits 26,382 22,707 (3,675) TOTAL CURRENT LIABILITIES 50,906 46,466 (4,440) NET CURRENT ASSETS 32,862 6,292 26,570

NON-CURRENT ASSETS Property Plant and Equipment 1,720,080 1,703,595 16,485 Investments 9,084 8,694 390 Receivables 1,815 916 899 TOTAL NON-CURRENT ASSETS 1,730,979 1,713,205 17,774 NON-CURRENT LIABILITIES Developer Contributions 794 - (794) Loans 20,439 44,404 23,965 Employee Benefits 21,592 5,063 (16,529) Landfill Provision 17,125 12,423 (4,702) 59,950 61,890 1,940 TOTAL NON-CURRENT LIABILITIES NET ASSETS 1,703,891 1,657,607 46,284 Represented by: RATEPAYER EQUITY Accumulated Surplus 926,873 989,359 (62,486) Asset Revaluation Reserve 714,640 650,918 63,722 Reserves 62,378 17,330 45,048 TOTAL RATEPAYER EQUITY 1,703,891 1,657,607 46,284

Notes to Standard Balance Sheet

The Balance Sheet highlights that Council has a very strong asset position with approximately $1.7 billion worth of assets which are used to provide services to the community.

Variances to Budget

The major variance to budget is the increase in non current assets of $17.8M. The main factors were: - Difference in Budgeted Property Plant and Equipment as at 1/7/11 compared to Actual Property Plant and Equipment as at1/7/11 (ie. difference is the delay in capital spend in the 2010/2011 year). - the effect of the revaluation Land and Buildings - $36.41M and Drainage Assets - $27.3M.

Current assets were $31.0M favourable to budget with an increase in cash due to lower than budgeted capital expenditure, higher than budgeted 1 July 2011 cash position and early receipt of the first instalment of the 2012/2013 Grants Commission Payment.

Current liabilities were ($4.4M) unfavourable to budget due to inclusion of current portion of the unfunded superannuation call.

Non current liabilities were ($1.9M) unfavourable to budget with a higher than budgeted Landfill Provision ($4.7M unfavourable) as a consequence of rehabilitation work being delayed for Corio Landfill rehabilitation. Loan balance was $24.0M lower than budget due to delaying the drawdown of budgeted loans and Employee benefits were $16.5M higher than budget due to the inclusion of the non current component of the unfunded superannuation call in employee benefits.

Standard Cash Flow Statement For Year ended 30 June 2012

2011-2012 2011-2012 Variance Actual Budget $'000 $'000 $'000 Inflows / Inflows / Inflows / (Outflows) (Outflows) (Outflows) Cash Flows from Operating Activities Receipts General Rates 151,911 150,132 1,779 Fees and Charges 66,663 59,432 7,231 Investment Income 3,457 2,101 1,356 GST Recoveries on Operating Transactions 9,051 5,627 3,424 Government Grants 48,023 40,804 7,219 279,105 258,096 21,009 Payments Employee Costs (101,918) (101,302) (616) General Works / Utilities / Disbursements (104,671) (95,309) (9,362) Administration / Professional Services (13,634) (11,215) (2,419) Interest Expense (2,061) (2,446) 385 (222,284) (210,272) (12,012)

Net Cash Inflow from Operating 56,821 47,824 8,997 Activities before Capital Income Cash Flows from Investing Activities Payments for Land and Buildings, Plant and (65,269) (80,779) 15,510 Equipment and Infrastructure Assets Landfill Rehabilitation - (5,008) 5,008 Capital Income 15,587 7,118 8,469 Proceeds from Sale of Land and Buildings 1,038 1,700 (662) Proceeds from Sale of Plant and Equipment 1,456 1,735 (279) Developer Cash Contribution 3,034 1,450 1,584 Net Cash Outflow from Investing Activities (44,154) (73,784) 29,630 Cash Flows from Financing Activities Repayment of Borrowings (4,772) (4,996) 224 Proceeds from New Loans - 27,200- (27,200)

Net Cash Outflow from Financial Activities (4,772) 22,204 (26,976) Net Increase (Decrease) in Cash Held 7,895 (3,756) 11,651

Cash at the Beginning of the Financial Year 66,303 45,921 20,382

Cash at the End of the Financial Period 74,198 42,165 32,033

Notes to Standard Cash Flow Statement

Council's cash position at the end of the year is $74.20M. This will provide funds to complete projects carried over from 2011-2012 and working capital to ensure service provision continues in 2012-2013.

Variances to Budget

The net cash flow from operating activities of $56.8M was $9.0M favourable to budget. Operating receipts were $21.0M favourable to budget with additional Landfill income, interest, grants and rates received. Operating Expenditure was ($12.0M) unfavourable due to increased payments for materials & services, EPA levy on Landfill volumes, increased supplementary labour costs and additional expenditure on consultants and legal expenses. This was partially offset by lower employee costs and utilities costs.

Cash flows from investing activities were $29.6M favourable to budget. Landfill Rehabilitation expenditure was $5.08M favourable to budget. Rehabilitation was delayed and will be included in the carried over works to be completed next year.

Capital income was $8.5M favourable to budget mainly due to government grants for capital projects not yet completed.

Sale of Property proceeds were ($0.9M) unfavourable to Budget.

Standard Statement Of Capital Works As at 30 June 2012

Project Category Asset Renewals Asset Upgrades New $'000 $'000 Assets $'000 Budget Actual Budget Actual Budget Actual Infrastructure Leisure 1,332 654 5,883 9,955 3,175 3,011 Roads 9,425 9,345 400 684 1,618 2,924 Fleet 4,376 4,721 - - 95 - Buildings 785 355 3,611 9,198 25,463 4,256 Drainage 937 877 - - 3,425 3,875 Computer Equipment 1,091 1,451 60 113 471 543 Streetscapes 40 - 68 111 61 394 Footpaths 2,155 1,947 - - 100 588 Miscellaneous - - 117 27 2,334 3,198 Kerb and Channel 1,030 1,011 - - - - Land - - - - 73 46 Waste Collection - - - - 2,723 1,469 Plant and Equipment 62 174 - - 130 99 Special Rates and - - - - 3,708 672 Charges Program Geelong Ring - - - - 3,024 2,651 Road Employment Precinct Water Saving Initiatives - - - - 942 920 TOTAL 21,233 20,535 10,139 20,088 47,342 24,646

[Standard Statement Of Capital Works - table continued]

Project Category Gross Expenditure Income Net Cost $'000 $'000 $'000 Budget Actual Budget Actual Budget Actual Infrastructure Leisure 10,390 13,620 560 2,017 9,830 11,603 Roads 11,443 12,953 2,300 4,123 9,143 8,830 Fleet 4,471 4,721 1,735 - 2,736 4,721 Buildings 29,859 13,809 584 3,408 29,275 10,402 Drainage 4,362 4,752 470 171 3,892 4,581 Computer Equipment 1,622 2,107 - 53 1,622 2,054 Streetscapes 169 505 - 1,015 169 (510) Footpaths 2,255 2,535 - 277 2,255 2,258 Miscellaneous 2,451 3,225 - 30 2,451 3,195 Kerb and Channel 1,030 1,011 - - 1,030 1,011 Land 73 46 - - 73 46 Waste Collection 2,723 1,469 500 1,270 2,223 199 Plant and Equipment 192 273 - 10 192 263 Special Rates and 3,708 672 2,111 84 1,597 588 Charges Program Geelong Ring 3,024 2,651 - 2,588 3,024 63 Road Employment Precinct Water Saving Initiatives 942 920 520 456 422 464 TOTAL 78,714 65,269 8,780 15,502 69,934 49,768 Reconciliation Construction 66 - 66 80 - (80) Design 7 - 7 5 - (5) Plant Replacement (1,735) 1,735 Landfill Provision (1,820) - - - (1,820) - Carry over from 2009/10 24,000 - - - 24,000 - Carry over to 2011/12 (17,000) - - - (17,000) - TOTAL 5,253 - (1,662) 85 6,915 (85) CAPITAL WORKS 83,967 65,269 7,118 15,587 76,849 49,683

Notes to Standard Statement of Capital Works

Council has an extensive capital works program to renew, upgrade and provide new assets to ensure the continuation and improvement of services provided to the community. Council spent $65.3M on capital works in 2011-2012. This included :

$M - Road replacement and construction: 9.1 - Drainage replacement and construction: 4.8 - Plant and vehicles: 4.7 - Eastern Beach Children's Pool: 3.5 - Old Courthouse Redevelopment: 3.4 - Footpath replacement and construction: 2.5 - Waurn Ponds Library: 2.3 - Construction O'Briens Rd: 1.9 - IT Asset Replacements: 1.0 - Kerb and Channel replacement and construction: 1.0 - Drysdale Landfill Cell 4A: 0.9 - Lara Lake preschool: 0.9 - Eastern Park Stormwater Project: 0.9 - Allanvale Kindergarten Extension: 0.8 - Corio Sporting Club Upgrade: 0.7 - Grovedale Cricket Clubroom Upgrade: 0.7 - Lara Recreation Reserve: 0.6 - O'Briens Rd Retarding Basin: 0.5 - Kardinia Park Netball Court Development: 0.5 - Lara Library: 0.5 - Ocean Grove Kindergarten Extension: 0.5

Variances to Budget

Capital expenditure was $18.7M favourable to budget. The major projects still to be completed are Civic Accommodation $22.0M, Corio Landfill Rehabilitation $10.0M, Ocean Grove Integrated Children's Centre $3.8M, Shell Rd Reserve Sporting Infrastructure $1.8M, Geelong Library and Heritage Centre $1.4M, Rosewall Kindergarten Rebuild $1.1M, Drysdale Landfill Cell $0.9M, Corio-Norlane regeneration Project $0.91M, Leopold Community Hub $0.9M, Griggs Creek Rehabilitation $0.8M, Geelong Motocross Club Relocation $0.7M and St Leonards Recreation Reserve $0.6M.

Capital income was $8.5M favourable to budget. Main favourable variances included Geelong Library and Heritage Centre $1.5M, Corio-Norlane Regeneration Project $1.1M, Rosewall Kindergarten Rebuild $1.1M and Central Geelong Laneways $1.0M.

Capital Projects funding of $58.8M has not been expended in 2011-2012 and will be carried forward to be completed in future years.

Certification of the Standard Statements

Statement by Principal Accounting Officer

In my opinion the accompanying Standard Statements have been prepared on accounting bases consistent with the financial statements and in accordance with the Local Government Act 1989 and the Local Government (Finance and Reporting) Regulations 2004.

Principal Accounting Officer Michael Kelly CPA Dated: 28/08/2012 Geelong

In our opinion the accompanying Standard Statements have been prepared on accounting bases consistent with the financial statements and in accordance with the Local Government Act 1989 and the Local Government (Finance and Reporting) Regulations 2004.

As at the date of signing, we are not aware of any circumstances which would render any particulars in the Standard Statements to be misleading or inaccurate.

We have been authorised by the Council on 28 August 2012 to certify the Standard Statements in their final form.

Councillor John Mitchell (Mayor) Dated :28/08/2012 Geelong

Councillor Bruce Harwood Dated: 28/08/2012 Geelong

Chief Executive Officer Stephen Griffin Dated : 28/08/2012 Geelong

VAGO Victorian Auditor-General's Office

Level 24.35 Collins Street Melbourne VIC 3000 Telephone 6 1 3 8 6 0 1 7 0 0 0 Facsimile 6 1 3 6 6 0 1 7 0 1 0 Email [email protected] Website www.audit.vic.gov.au

INDEPENDENT AUDITOR'S REPORT

To the Councillors, Greater Geelong City Council

The Financial Report and Standard Statements

The accompanying financial report for the year ended 30 June 2012 of Greater Geelong City Council which comprises comprehensive income statement, balance sheet, statement of changes in equity, cashflow statement, notes comprising a summary of the significant accounting policies and other explanatory information, and the certification of the financial report has been audited. The accompanying standard statements for the year ended 30 June 2012 of the Council which comprises standard income statement, standard balance sheet, standard cash flow statement, standard statement of capital works, the related notes and the certification of the standard statements have been audited

The Councillors' Responsibility for the Financial Report and Standard Statements

The Councillors of the Greater Geelong City Council are responsible for the preparation and the fair presentation of: • the financial report in accordance with Australian Accounting Standards, and the financial reporting requirements of the Local Government Act 1989 • the standard statements in accordance with the basis of preparation as described in note 1 to the statements and the requirements of the Local Government Act 1989

The Councillors are responsible for such Internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial report and standard statements that are free from material misstatement, whether due to fraud or error.

Auditor's Responsibility

As required by the Audit Act 1994 and the Local Government Act 1989, my responsibility is to express an opinion on the financial report and standard statements based on the audit, which has been conducted In accordance with Australian Auditing Standards. Those standards require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance whether the financial report and standard statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report and standard statements The audit procedures selected depend on judgement, including the assessment of the risks of material misstatement of the financial report and standard statements, whether due to fraud or error In making those risk assessments, consideration is given to the Internal control relevant to the entity's preparation and fair presentation of the financial report and standard statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control An audit also includes evaluating • the appropriateness of the accounting policies used In the financial report • the reasonableness of accounting estimates made by the Councillors • the overall presentation of the financial report and standard statements.

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

Independence

The Auditor-General's independence is established by the Constitution Act 1975. The Auditor-General is not subject to direction by any person about the way in which his powers and responsibilities are to be exercised. In conducting the audit, the Auditor-General, his staff and delegates complied with all applicable independence requirements of the Australian accounting profession.

Opinion

In my opinion: (a) the financial report presents fairly, in all material respects, the financial position of Greater Geelong City Council as at 30 June 2012 and of its financial performance and its cash flows for the year then ended in accordance with applicable Australian Accounting Standards, and the financial reporting requirements of the Local Government Act 1989. (b) The standard statements present fairly, in all material respects, in accordance with the basis of preparation as described in note 1 to the statements and comply with the requirements of the Local Government Act 1989

Basis of Accounting for Standard Statements

Without modifying my opinion, I draw attention to Note 1 to the standard statements, which describes the basis of accounting The standard statements are prepared to meet the requirements of the Local Government Act 1989. As a result, the standard statements may not be suitable for another purpose.

Matters Relating to the Electronic Publication of the Audited Financial Report and Standard Statements

This auditor's report relates to the financial report and standard statements of the Greater Geelong City Council for the year ended 30 June 2012 included both in the Greater Geelong City Council's annual report and on the website. The Councillors of the Greater Geelong City Council are responsible for the integrity of the Greater Geelong City Council's website. The auditor's report refers only to the subject matter described above It does not provide an opinion on any other information which may have been hyperlinked to/from these statements. If users of the financial report and standard statements are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the audited financial report and standard statements to confirm the information contained in the website version of the financial report and standard statements.

DDR Pearson Auditor-General

MELBOURNE 31 August 2012

Global Reporting Initiative Index

The Global Reporting Initiative (GRI) is a network-based organisation that has developed the world’s most widely used sustainability reporting framework. This framework sets out the principles and indicators that organisations can use to measure and report their economic, environmental, and social performance. The cornerstone of the framework is the Sustainability Reporting Guidelines.

The City of Greater Geelong addresses the following Sustainability Reporting Guidelines within the 2011-2012 Annual Report:

Glossary

2011-2012 Annual Business Plan LGA The business plan the City will pursue over a Local Government Act 1989. 12 month period to achieve the objectives and strategies in the City Plan. Asset Local Laws Property owned by the City. Those laws under the jurisdiction of the Council and enforced by City Staff and/or Victoria Police. Best Value Non-capital projects The review of all services provided by A discretionary project that does not Council to ensure they meet the quality and result in the creation of an asset. cost standards and the needs of the community. LGA s208A – s208G. Capital Projects Ordinary Council Meeting Projects that result in the creation or Regular scheduled Council Meetings held improvement of an asset. twice a month. City Plan Outcome The Council Plan that sets out the A result of actions focused on objectives objectives and strategies the City will strive to achieve over a four-year period. CoGG Performance Indicators City of Greater Geelong Measures used to monitor the performance of the city in achieving its objectives in the 2008- 2012 City Plan. Councillors Portfolio Elected representatives of Council who A specific area of responsibility allocated serve a four year term. to each Councillor. EFT Special Council Meeting Equivalent Full-time Employment – 1 EFT is Those Council Meetings held for special equivalent to one person working 38 hours purposes and in addition to the twice monthly per week. ordinary Council Meetings.

Financial Year Strategic Directions This document reports on the financial The three key areas that council will focus on in year from 1 July 2010 to 30 June 2011. the next four years, as outlined in City Plan 2009-2013. G21 – Geelong Region Alliance Strategy A regional alliance of municipalities, A plan to implement the long-term business and organisations to plan for the objectives of the organisation. See City future development in the Geelong Plan. Region. Governance Targets and Measures Administration of the City’s compliance with Target – level of performance to be the LGA. achieved. Measure – method of determining if the outcome has been achieved.

Infrastructure Victorian Local Government Indicators Long term assets / structures that provide Results from the community Satisfaction services to the community. survey conducted by the Department for Victorian Communities and Local Governments Internal Audit Ward An independent appraisal function which Defined electoral area to which a examines and evaluates the City of Greater representative is elected as Councillor. Geelong’s financial, management and internal control systems.

Contact Us

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

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