CITY OF GREATER GEELONG CITY PLAN 2006-2010

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The Mayor and Chief Executive Officer’s Message 3 Vision, Mission, Values and Behaviours 5 How we will measure our performance against outcomes 7 Strengths 9 Challenges 10 Introducing the Councillors 11 Customer Service Commitments 13 Budget at a Glance 14 Organisation Chart 22 City Plan Pillars and Themes 23

Health and Well Being 24

Economic Development 27

Environment 29

Community Safety and Security 31

Transportation 33

Parks, Sport and Leisure 35

Education and Research 38

Arts, Culture and Heritage 40

Telecommunications 42

Democracy 44

Best Value 46 Strategic Resource Plan 48 Best Value Information 55 Contact Us 56 2 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 THE MAYOR ANDCHIEFEXECUTIVE’SMESSAGE Chief ExecutiveOfficer Kay R Mayor Cr. Peter McMullin undle land useplanning. policies tobringgreaterclarity to thisvitalfunctionof Municipal StrategicStatementand relatedplanning year andtheyhavecommenced areviewofour dedicated toUrbanPlanning,was establishedduringthe effective engagement.Asafirststep,specialistunit, elected officialsatalllevelsofgovernmentthrough between membersofthepublic,developers,staffand This Counciliscommittedtoaddressingthetensions effort. every neighbourhoods, arecomplexanddifficult–butworth celebrating ourheritageandthediversityof needs ofsubsequentgenerationswhilstrespectingand decisions wemakeaboutcreatingacitythatmeetsthe Council’s strategiclanduseplanningprocesses.The A challenges mean. also willingtoengageindebateaboutwhatour speaking upforthebestinterestsofthisregion. We are being Victoria’ssecondlargestcityandareunitedin of As acommunitywearerecognisingtheimportance us weareexpandinginmorewaysthanone. challenging buttheyarealsoexcitingbecausetell our City. theissueswearefacing Certainly There issuchagreatsenseofoptimismthataboundsin public infrastructureforyearstocome. amenityand Council toprovideahighlevelofservice, long-term sustainablefinancialstrategythatwillenable 2010. We areconfidentthatthisCityPlanreflectsa On behalfofCouncil,wepresenttoyouCityPlan2006- par ticular emphasiscontinuestobeimproving Conductedacomprehensiveconsultation processfor > OpenedtheGeelongSpecialPlaySpaceforchildren > UpgradedSpringDaleNeighbourhoodCentre > pavilionsincludingVillagePark Upgradedsporting > > 102.0kmsofroad Resurfaced > Renewed 11.2kmsoffootpath > included: Other achievementsinthelasttwelvemonths the 120+ services provided. the 120+services inspection, parking,roadsandlibrariesareonlyafewof Garbage collection, parks, recreation, foodpremises and programs. services visitors relyonourday-to-day haven continue tocreateandimaginetheroadahead.Butwe We needtolockinthegainsofthesegoodtimesand Commonwealth Gamesprogram. ofthe2006 was themyriadofactivitiesweranaspart prepare forcompetitions.Ahitwithyoungandoldalike number ofworld-classteamshaveusedthefacilityto many accoladesfortherevampedKardiniaPool anda Another hugesuccesswasRescue 2006.We received They loveditsomuchtheyarecomingbackin2007. Chiba Lotte Marines,conducting theirtrainingcamp. have playedhosttoJapan’s leadingbaseballteam,the a The CityofGreaterGeelongtrulyisacityintransitionto diverse, thrivingandsustainablecity. Thispastyearwe the BellarineStrategic Plan of allabilities and BurdooReserve Conducted over2,400assessmentsoffoodpremises ’t forgottenthebasics.R esidents, businessesand 3 > Launched the renewed Environmental > Developing a lively Cultural Precinct > Refurbishing South Barwon Community Centre and Management Strategy Grovedale Neighbourhood Centre and extending > Making a decision on the long term use of Osborne Norlane Neighbourhood House > Used aerial spraying for the control of mosquitoes – a House first for Victoria > Supporting the 2007 Australian International Airshow > Encouraging the development of the Haymarket Site > Opened the Lara Lake Preschool > Streetscape works for Barwon Heads, East Geelong, > Developing an Aquatic Centre for the Bellarine Portarlington and St Leonards > Launched the Regional Migration Incentive Fund Peninsula > Upgrading a number of recreation facilities and > Advocating for the re-creation of the Yarra Street Pier The Best Place To Live reserves throughout the municipality > Encouraging the development of a Mineral Springs Our vision is > Providing improved access to community facilities for Spa on the edge of Corio Bay Geelong: Coast, Country and Suburbs is the best people with disabilities place to live through prosperous and cohesive > Supporting the development of an arts and cultural communities in an exceptional environment. venue within the DW Hope Centre Financial Position The budget to implement this year’s City Plan includes a For Geelong to be the best place to live we need to > Developing headquarters for Council staff and recurrent income of $177.3M, recurrent expenditure of support an economy that will continue to grow and activities $176.1M and gross capital expenditure of $52.7M. provide the jobs of tomorrow, embrace the changing face We also have a number of initiatives that are about of our community, care for our environment and ageing planning for new facilities down the track, delivering Council’s Commitment infrastructure and provide basic services that contribute innovative services, upgrading sporting and to the quality of life in our suburbs and townships. A City’s work is not just about what we want to do, it is neighbourhood facilities, and accelerating those capital also about what a modern city needs to do to provide for Council’s Top Priorities works related to ageing infrastructure and the need for its residents, businesses and visitors. improvements. Council has identified 13 priority projects that we want to Listening to our community is important to us. It is how focus on to make this vision a reality. All require either Some key activities for the next year are: we gain a sense of direction and deliver services that public or a mixture of private and public sector funding. > Replacing 12.0 kms of footpaths meet needs and is embodied in our mission statement: These priorities are ambitious and they will not happen > Resurfacing 96.0 kms of roads Working cooperatively to provide leadership and overnight, but we need to be bold in planning for our services that are effective and sustainable in future. > Redeveloping Balyang Sanctuary meeting the changing needs of our communities. The 13 priorities are: > Reopening Clifton Springs Dell As a Council we believe this City Plan demonstrates our > Doing all we can to assist the Geelong Art Gallery to > Replacing Landy Field Athletics Track willingness to listen and understand your needs, and to purchase “View of Geelong” by Eugene Von Guerard deliver on our promises. > Upgrading preschool facilities at Bell Post Hill and > Making improvements to the flow of East West Traffic Portarlington in line with the traffic management plan > Running innovative Children Services programs such > Advocating for the development of a major as Kids Go For Your Life, Safestart and Best Start Conference Centre on the Waterfront > Finalising the Armstrong Creek Structure Plan Cr. Peter McMullin Kay Rundle > Developing a new world class aquatic facility to Mayor Chief Executive Officer replace Leisurelink > Further developing the Geelong Biotechnology Cluster > Encouraging the development of infrastructure in the Western Wedge 4 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 Planning Framework andachievementofoutcomes. ofkey services ensure delivery The PlanningFramework andprocesssummarisestheapproachCityofGreaterGeelong takes to BEHAVIOURS VISION, MISSION,VALUES AND Strategies Actions Vision Tasks Pillars &Themes Outcomes Community (Measures) (Objectives) Organisational Capabilities Behaviours Outcomes Mission V alues

> Research and Community Consultation > Planning Process lnAct Plan heading Where isCouncil Key StrategicActivities > StandardStatements > StrategicResource Plan > Budget Actions > City PlanAnnualActions Strategies > Outcomes > Pillars andThemes > Vision > City Plan Targets – Measures – Objectives – > Tasks > Development Plan Staff Performance and OperationalActions > CityPlanAnnualActions > Mission > Business Plans Manager achieve ourplan What wearedoingto ’s Annual >> > Key StrategicActivities > > Budget Performance reviews > Management System Performance CityPlanAnnualActions > Reporting Quarterly CityPlan Outcomes > Annual R Perform against ourplan. How weareperforming Standard Statements – – T Measures argets eport

Measuring and Reporting Performance > 5 Vision Respect “Geelong: Coast, Country, and Suburbs is the best I will: place to live through prosperous and cohesive > Listen and seek to understand the views of others communities in an exceptional environment.” > Be considerate and courteous Mission > Recognise everyone’s contributions and value a job well done “Working cooperatively to provide leadership and services that are effective and sustainable in > Build positive relationships meeting the changing needs of our communities.” Values and Behaviours City Plan 2006-2010 is the Integrity Council Plan for the City of Greater Geelong as per the Local I will: Government Act 1989 Section > Act on my commitments 125. The headings in the Pillars > Be open, transparent, ethical and honest in and Themes section reflect the my actions Local Government Act 1989 > Share information Section 125 in that: Responsibility > The Objectives are the Strategic Objectives of the I will: Council. > Be accountable for my decisions and everything > The Strategies are the Strategies for achieving the I do Objectives for at least the next four years. > Take pride in the job I am doing > The Outcome Measures and Targets are the Strategic Indicators for monitoring the achievement of the > Be loyal and support my work colleagues and Objectives. organisation > Take responsibility for problem solving Innovation I will: > Look for and implement better ways of doing things > Be open to learning > Be responsive to the changing needs of the community

6 HOW WE WILL MEASURE OUR PERFORMANCE AGAINST OUTCOMES

Council is continuing to focus efforts on making Geelong the best place to live. To assist this effort we have developed outcomes under each Pillar and Theme. The outcomes are what we hope to achieve for the community as a result of

0 our actions. To determine if we are on our way to achieving these outcomes, we have established measures. 1 0

2 The measures will allow us to see how we are progressing toward our outcomes and ultimately our vision. - 6 0

0 Pillar/Theme Outcomes Measures (Target) 2

N Health and Well Being Physical Health > Life expectancy (I) A > Years of life lost due to ill health ( ) L I P Healthy Environment > Disease notifications (not to exceed the Victorian rate) Y

T > Immunisation coverage (to exceed Victorian rate) I C Life Stages Support > Health status of children (I) G > Preventable hospital admission for residents aged 70+ (Below state & regional levels) N

O > Community satisfaction with health and human services (Indexed mean of 66) L

E Connected and Engaged Community > % of residents involved in volunteering (I) E

G > % of residents who are a member of an organised group (I)

R > % of residents who have attended a community event (>50%) E

T Economic Development Employment Opportunities > Unemployment rates (I average difference between Geelong & Victoria) A E > Average weekly advertised job vacancies ( > ) R

G New Industry > Number of major investment enquiries (I) F

> Non domestic/residential building activity ( > ) O > Community satisfaction with economic development Y (trend towards highest score of other large rural cities and regional centres) T I

C Tourism > Average takings per room night occupied ($105.77) > Off peak average takings per room night occupied ($104.36) Environment Biodiversity Management > Species loss (0) > % cover of local indigenous vegetation (20% increase from 2000 levels by 2010) > Environmental weeds on council managed conservation reserves (50% reduction by 2010)

Water and Air Quality > Index of stream condition ( > ) > Beach quality index (0 closures)

> Air quality index ( > ) Sustainable Development > Building approvals meeting 5 star rating (100%) >

Waste, Recycling and Resource Use > Recycling & waste collection volumes ( > recycling & greenwaste garbage) Community Safety and Security Safe Community > Crime rate (not to exceed the Victorian rate)

> Community perception of safety ( > )

> COGG Survey ( > ) Emergency Management > Municipal Emergency Management plan is updated annually

= maintain, ( ) = increase, ( > ) = decrease 7 Key (I) > Transportation Road and Footpath Network > Community satisfaction with locals roads and footpaths ( > ) > Road traffic casualties (? in line with state target)

> Condition index of roads and footpaths ( > ) Bicycle Network > Total kms of off road bicycle tracks ( ) > Parks, Sport and Leisure Healthy Lifestyle > Levels of sport and physical activity (Move towards the Victorian average)

> Community satisfaction with recreational facilities ( > )

Active and Vibrant Public Spaces > Community satisfaction with the appearance of public areas ( > ) > Community satisfaction with level of maintenance in Parks ( ) >

> Community satisfaction with managing the City of Greater Geelong’s Parks & Reserves ( > ) Strong Sport and Recreation Networks > % of residents who are a member of a sporting group (I)

Education and Research Lifelong Learning > Total post secondary enrolments (Deakin, Gordon, ACFE) ( > )

> Total number of library visits ( > )

> Internet usage ( > ) > Early literacy assessment (Maintain benchmarks) Skill and Industry Alignment > Trainees and apprentices ( ) > > Industry structure (Trend toward the growing industry sectors in the state) Arts, Culture and Heritage Active and Vibrant Arts and Culture Community > Visitation rates to major cultural venues in Geelong (I) > Number of arts opportunities advertised in arts bulletin (I) > Membership of Arts and Cultural organisations (I) Heritage Protection > Number of heritage places (I) > Active management of heritage collection ( ) > > Visitation rates of heritage collections ( ) >

Telecommunications Telecommunications Access > Number of telecommunications customers ( > broadband) > Unmet demand for ADSL and cable ( > )

e-Business > % Council bills paid electronically ( > )

> Number of hits on the Geelong Australia website ( > ) Democracy Community Involvement and Representation > Community satisfaction with community engagement (Indexed mean of 59) > Community satisfaction for Council’s advocacy and community representation on key local issues (Indexed mean of 63) > Percentage of people who voted in the Council election (80%) Governance > Number of audit qualifications (0) > Government and Risk Management Self-Assessment score (80%) Best Value Customer Service > Community satisfaction with customer contact (73) > % of requests for service fulfilled within standard time (100%) > % of correspondence fulfilled within 10 working days (100%) > % of calls answered within 20 seconds (100%) Workforce Management > Employee satisfaction rate ( ) > > Staff absenteeism (I) > Productivity – number of EFT per population or rate assessment Financial Management > Net debt ($5,379K) > Average rate per residential assessment ($811) > % of net capital budget on new assets (30%), on upgrading assets (40%), on asset replacement (40%) > Actual Infrastructure maintenance to required infrastructure maintenance (80%) Risk Management > Lost time injury frequency rate (20% reduction from 03/04)

> % of treatment plans completed within agreed time frames ( > )

Continuous Improvement > Overall community satisfaction ( > )

> Overall corporate services survey result ( > )

= maintain, ( ) = increase, ( > ) = decrease Key ( ) > I 8 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 > Aprioritytourismdestinationwithagrowing > sectorsoffering Growingdiversityofindustry > Region notedforhostingsignificantinternationaland > Victoria’ssecond largestmunicipalitywitha > What makes usaprosperouscommunity? the vision. strengths inthemainareaslisted our aimforthefuture.Geelonghas exceptional environment”,setsout and cohesivecommunitiesinan place tolivethroughprosperous Country, andSuburbsisthebest Our vision“Geelong:Coast, STRENGTHS primar Oldham AgriculturalCollegeand awiderangeof Deakin University training andeducationviafacilitiessuchasCSIRO, R range offoodandwine. enthusiasm andawarenessoftheregion’s diverse and cultureinformationtechnology. areas suchasleisure,construction, tourism,arts employment oppor Geelong Week. International AirShow, Pako Festa andSkandia andculturaleventsincludingAustralian local sporting population ofover200,000andgrowing. ange ofresearchanddevelopmentcapability, y andsecondar , GordonInstituteofTAFE, Marcus tunities acrossawiderangeof y schools. HighlevelsofsatisfactionamongGeelongresidents > > > > > What makes usacohesivecommunity? Enhancedconnectivity withMelbourne,surrounding > with thecommunityinwhichtheylive. clubs, groupsandorganisations. A widerangeofspor festivals throughouttheyear. andmusic,cultureheritage arts performing Vibrant ar Geelong residentshelpingoutasavolunteer. withoverathirdof Active communityparticipation of residentsbornoverseas. Richly diverseculturalheritagewithover20percent expansion of Jetstar services atAvalon Airport. expansion ofJetstarservices Marshalltown railwaystationandthecontinued Ring Road), Regional Fast Rail Project, and road andrailinfrastructure,Westconnect (Geelong regional centresandinterstateviaupgradestomajor ts andculturalcommunitywithgalleries, ting, recreationandcommunity > Beautifulparksand gardensincludingtheaward- > Morethan100buildings classifiedbytheNational > Wildlife SanctuariesincludingBalyang,Serendip, > Multi-award-winning GeelongWaterfront overlooking > What makes ourenvironmentexceptional? Located withinanhouroflargenationalandstate > > Surrounded bybay(CorioandP Botanic Gardens. GardenattheGeelong winning 21stCentury Grange. House, Portarlington Milland Barwon Trust includingTheNationalWool Museum,Customs Sanctuary. Jirrahlinga Koala andWildlife andLittleRiverEarth cafes andrestaurants. swimming enclosure,Carousel,BaywalkBollards, Deco Corio BaywiththeEasternBeachArt parks suchastheBrisbaneR south-west VictoriaviatheGreatOceanRoad. Ready access to the world-renowned coastline of (Reedy Swamp)andopen sea (BassStrait). (Bar Marine Park. Y ou-Yangs Forest Park andthePort PhillipHeads won River),lake(LakeConnewarre),wetlands anges NationalP or t PhillipBay),river ark, 9 CHALLENGES

1. Community Connectedness Challenges Challenges Ongoing pressure to balance economic benefits with Strong economic growth must be balanced with services Trends sustainable development and protection for the and facilities that ensure the benefits are shared across There is increasing social isolation caused by changes to environment. Urban design and planning issues will all sectors of the community. Training and skill household structure, lifestyle and work patterns. Social require the inclusion of principles of sustainability to development needs to be aligned with areas of skill changes driving a decrease in household size, the shift in protect the unique features of the municipality. shortages. workforce participation including more part-time, casual and non-standard work hours, concerns around safety 3. Population Growth 5. Ageing Infrastructure and security and increased mobility and immigration Trends Trends patterns have impacted on connections between people. Already the second largest Victorian municipality and There are increasing community expectations for the The community increasingly expects to actively growing, Geelong is predicted to experience a significant provision of high quality Council services and facilities. participate in democratic processes and be consulted on increase in older members of the community as the The reduction of risk and the maintenance of existing decisions that affect their lives. At the same time there is population ages and mature-aged people choose to retire assets will continue to impact on planning and budgeting growing cynicism in the capacity of Governments to to coastal areas. Ageing “baby-boomers”, people living across all areas of Council responsibility. effectively represent people’s interests. longer and lower fertility rates will mean that children will make up a smaller proportion of the population. Challenges Challenges Community expectations about the minimum levels of Disconnected communities may experience increases in Challenges services and facility provision and rising maintenance social disadvantage and resulting health and well being With the population of Geelong continuing to age and an costs will continue to provide challenges for Council as issues. Services and support should encourage influx of new residents, demand for services and the more stringent State Government funding and pressure to community engagement and connectedness. need to balance economic benefits with environmentally contain rate increases impact on planning and budgeting 2. Environmental Sustainability sustainable development are major challenges for the across all areas of Council responsibility. future. Trends 4. Regional Economic Development Increasing population creates demand for housing and facilities and impacts on land use, the consumption of Trends energy, natural resources and waste management. The Enhanced connectivity with Melbourne, surrounding protection of the natural environment and the impact of regional centres and interstate via upgrades to major road climate change will increase in importance. Low usage of and rail infrastructure and the expansion of Jetstar public transport and a high reliance on private motor services at Avalon continue to provide more opportunities vehicles will contribute to the depletion of natural for tourism and commercial ventures. A lessening of jobs resources and increases in pollution. in traditional industry sectors and an increase of available jobs in new industry sectors has resulted in increased employment opportunities and some skill shortages. While house prices rise, affordability has dropped contributing to the increased gap between areas of wealth and poverty in the community. 10

CITY OF GREATER GEELONG CITY PLAN 2006 - 2010

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e r Melbourne 11 Ba s s ort Port Stra Phi it 12 l li p Bay 5 Br 4 Kil 3 Co 2 Co 12 B 11 C 10 C 9 Buck 8 De 7 Kar 6 Aus 1 Wi ownbi wie rio dare nder akin ory hee eang din tin ley ule tham ia mere ala l l Email: [email protected] T Multicultural andIndigenousAffairs Portfolio: CommunityDevelopment, W (Deputy Mayor) Cr LouBrazier Email: mayor@geelongcity Fax: (03)52270275 Telephone: (03)52270891 Communications Culture,Heritageand Portfolio: Arts, W Cr Peter McMullin(Mayor) elephone: 0402 454790 ard: Corio ard: Buckley .vic.gov.au Corio Bay Corio Ba s s P Bay ort ort Stra Phi it l li Ba p Bay s s P ort ort Stra Phi it l li p Bay Email: [email protected] Telephone: (03)5243 9485 Portfolio: Tourism andMajorEvents W Cr BruceHarwood Email: [email protected] T andRecreationPortfolio: Sport W Cr JohnMitchell elephone: 0400616147 ard: Kardinia ard: Austin C orio Cor io Bay Bay Ba B s a s P s ort ort s P Stra ort ort Stra Phi it Phi it l li l p Bay li p Bay 11 Port Phillip Bay Port Phillip Bay Port Phillip Bay Port Phillip Bay

Corio Bay Corio Bay Corio Bay Corio Bay

Bass Strait Bass Strait Bass Strait Bass Strait Cr Shane Dowling Cr Barbara Abley Cr Tom O’Connor Cr Tony Ansett Ward: Deakin Ward: Brownbill Ward: Coryule Ward: Windermere Portfolio: Economic and Strategic Portfolio: Infrastructure, Parks Portfolio: Environment and Portfolio: Telecommunications, Rural Development and Gardens Waste Minimisation and Regional Affairs Telephone: 0418 883 859 Telephone: 0419 358 223 Telephone: 0439 303 537 Telephone: 0438 887 053 Email: [email protected] Email: [email protected] Email: [email protected] Email: [email protected]

Port Phillip Bay Port Phillip Bay Port Phillip Bay Port Phillip Bay Corio Bay Corio Bay Corio Bay Corio Bay

Bass Strait Bass Strait Bass Strait Bass Strait

Cr Jan Farrell Cr David Saunderson Cr Rod Macdonald Cr Dr Srechko ‘Stretch’ Ward: Beangala Ward: Cowie Ward: Cheetham Kontelj OAM Portfolio: Governance, Education Portfolio: Finance Portfolio: Planning Ward: Kildare and Youth Telephone: 0409 809 860 Telephone: 0437 853 536 Portfolio: Major Projects Telephone: 0437 103 035 Email: [email protected] Email: [email protected] Telephone: 0419 327 303 Email: [email protected] Email: [email protected]

12 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 > Customer requests for service willbeactionedwithin Customerrequestsforservice > We tosupplyallour willmakeall reasonableefforts > We ourselvesbynamewhenresponding willidentify > We willmeetcorporate standardswithall > Correspondence receivedbymailande-mailwillbe > We willrespondtotelephonecallswithinfiverings > > Responsiveness Commitments: Service deliver. Theseareour21Customer weaspireto standard ofservice We’ve putdownonpaperthe > CUSTOMER SERVICECOMMITMENTS defined ser customers affectedbyapublicsafetyissue ser to phoneorfaceenquiries correspondence in accordancewithlegislativerequirements correspondencewillberespondedto other statutory responded towithin10workingdays.Planningand working day W customer requests We willprovideamethodoffollow-up for e willrespondtotelephonemessageswithinone vices inatimelymannerwithpriorityassistanceto vice timelines We willactina manner, whichisrespectfulto > We explainprocessesandtake willpro-actively > We willensureinformationprovidedisuptodate > Knowledge &Attitude We willassistvisitingcustomerswithinfiveminutes > We willbeavailableforcontactbyphone,on-line,in > We willofferavarietyofpaymentmethods > We willprovideinformationthatiscurrentandin > Linewillbeavailablefor OurCustomerService > Access the public personal responsibility writing andinperson plain language a week public safetyissues24hoursaday, sevendays We onaregularbasis willmeasureourperformance > We willencouragecustomerfeedbackandviewitas > Feedback We willcommunicateandmakeavailableour > Ifweareunable tomeetcustomerexpectationswe > We willbalanceindividualneedswiththedirectionof > Fair Treatment regular basis. continually improveser a QualityAssuranceProgram toevaluateand delivered atthehighestlevel,Councilwillconduct To committmentsare ensurethatcustomerservice ser against customer performance How wewillmeasureour to constantlyimproveourser an oppor privacy policy will explainwhy community outcomes Council andresourcesavailabletoachievebest vice committments? tunity toimprove vice deliver vice y levelsona 13 BUDGET AT A GLANCE

The 2006-2007 City of Greater Geelong Operating Budget features a recurrent surplus of $1.2M to fund increases in capital expenditure. The 2006-2007 Budget provides for recurrent services of $176.1M. After accounting for non recurrent items including capital income and asset recognition, the 2006-2007 budget records a Net Operating Surplus of $35.5M.

Variance Budget Projection Budget to Prior Budget 2005-2006 2005-2006 2006-2007 Fav/(Unfav) $M $M $M $M Recurrent Income 167.3 170.2 177.3 10.0 Expenditure 167.3 170.5 176.1 (8.8) Recurrent Surplus/(Deficit) 0.0 (0.3) 1.2 1.2 Non-Recurrent Income 31.2 32.3 35.8 4.6 Expenditure 2.0 2.0 1.5 0.5 Non-Recurrent Surplus/(Deficit) 29.2 30.3 34.3 5.1 Net Surplus/(Deficit) 29.2 30.0 35.5 6.3 Note: Capital Expenditure 48.4 45.0 52.7 (4.3)

14 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 has nottakenoutlongtermloanssince1998. Council hascapacitytoborrowasprior2005-2006it loans of$7Mweretakenuptofundcapitalworks. to fundthereplacementofLeisurelink. In2005-2006 The 2006-2007budgetprovidesfor$5Mofborrowings Key AreasofFocus oa on 322. 591. 5916.7 17.3 15.9 18.1 12.5 13.1 15.9 26.1 27.2 26.0 of theneedtoaddressCouncil’sageinginfrastructure. 23.2 30.8 expenditure forinfrastructuremaintenanceinrecognition The 2006-2007budgetcontinuesthetrendofincreasing Infrastructure Maintenance Cash/Investments Total Loans Net Cash–Surplus(Deficit) oa 773. 313. 7638.7 37.6 2.1 2.7 35.1 10.6 2.5 2.6 33.1 9.6 1.9 2.5 31.7 9.5 1.1 2.9 27.7 8.8 1.3 2.8 8.4 1.6 2.5 8.2 Total Community Development Recreation Infrastructure Building Maintenance Road andFootpath Renewal P arks andR oad Maintenance 0120 0220 0320 0420 0520 2006-2007 2005-2006 2004-2005 2003-2004 2002-2003 2001-2002 0120 0220 0320 0420 0520 2006-2007 2005-2006 2004-2005 2003-2004 2002-2003 2001-2002 ugtBde ugtBde ugtBudget Budget Budget Budget Budget Budget culAta culAta rjcinBudget Projection Actual Actual Actual Actual 15.2 . 11 020621(1.5) 2.1 0.6 10.2 (1.1) 6.4 M$ M$ M$M $M $M $M $M $M . . . . . 0.3 0.3 0.3 0.3 0.2 0.2 M$ M$ M$M $M $M $M $M $M 19.0 20.0 092. 23.0 22.6 20.9 15 Council Income Council Services The graph below summarises the main sources of The graph below provides an overview of Council’s Council’s income. expenditure on the diversity of services provided to residents. 2006-2007 Council Income – $177.3M (Prior year $167.3M) 2006-2007 Gross Expenditure on Council Services – $176.1M (Prior year $167.3M) Interest on investments

$1.0M Corporate Services and Chief Executive $1.0M

$23.7M Rates & Charges $24.7M

$97.6M City Services $106.1M

$69.0M Government Grants $71.7M

$30.2M Sustainable Development and Urban Planning $30.3M

$18.3M Fees & Charges $18.7M

$38.6M Community & Recreation $39.9M

$52.9M $57.6M Prior Year Gross Expenditure $M

2006-2007 Gross Expenditure $M Major Projects

$3.4M Rate revenue as a percentage of total revenue is $3.4M 60 percent and reflects an overall average of 7.4 percent rate increase for average residential ratepayers and a lift in the Garbage charge from $166.80 to $173.50 per Prior Year Gross Expenditure $M tenement. Municipal charge increases from $62.40 per 2006-2007 Gross Expenditure $M property to $68.30 per property as a contribution to the fixed costs of Governance.

16 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 programs arelistedbelow. Theseprogramshavebeenpartlyfundedthrough$2.3M savingsinoperatingcosts. of initiativescommencedin2005-2006$1.2M,andcommunitypriorities of $1.2M.Theprojectsinthese ageing infrastructureof$1.2M,priorityprojects$1.8MincludingtheEast West trafficimprovements, completion The 2006-2007budgetcontainsavarietyofinitiativesandimprovements.Council hasfundedimprovementsto KEY INCREMENTS2006-2007BUDGET Net Increase Cost R Total Indigenous Children'sHealthCentre Contribution Environment managementStrategy- BushCrewinitiative Contribution touniqueColonialP additional contribution COGG Library Other Increments Increased allocationtoCouncilorCommunityPriorities Community P CricketMyers Reserve andFootball Pavilion Upgrade Flinders P Queens P Shell R BMXClubroom Grinter Reserve Norlane NeighbourhoodHouse F Council Priorities: Osborne House,MineralSprings,Yarra StreetPier Springs Re-open DellClifton Belmont CarPark Purchase East West Traffic ImprovementMeasures Other CouncilPriorities F Road Surfacing East GeelongStreetscape Moolap Drainage Ageing Infrastructure ootpath unding tocomplete2005-2006P eductions /Savings oad R ark Spor eak ChangeR eser riorities increase ve ting Pavilion Upgrade ooms ainting "View ofGeelong" rojects (2.26) 1.16 4.53 6.79 1.46 1.20 1.77 1.20 $M 17 Managing Our Community Assets Each year through the annual budget process, Council 2. New Assets: Projects which result in the creation of allocates financial resources to maintain and renew totally new assets. Council’s New Assets Program What do we mean by an asset? We mean community assets. Budget for 2006-2007 is $19.2M (income $4.7M). Projects included in this category include various the items the City holds, maintains, To report damage to community assets at any time Sportsground Upgrades ($5.3M), Hitchcock Avenue renews or creates on behalf of residents you can: and visitors. It’s a massive list and we streetscape ($1.4M), Geelong Central Program Phone Council on 5227 0270 (24 hour service) or ($1.2M), and East West Traffic Improvements work very hard to ensure the City’s assets E-mail [email protected] ($1.0M). are the best they can be. 3. Asset Upgrades: Projects which result in the upgrade Council buildings and infrastructure assets alone were Strengthening Our of an existing asset. These projects involve renewing 1 worth $1.1Billion . Some of the more tangible Community Assets existing assets to a better standard than the original community assets are: asset. Also included in this category is provision of > Roads2: Paved and unpaved roads, kerbs and The total budgeted 2006-2007 gross new asset components as an integral part of the channels, ground level car parking, foot/bike paths both expenditure for capital projects is $52.7M upgraded asset. The estimated total expenditure on on and off the road with capital income of $9.5M, leaving asset upgrades for the 2006-2007 financial year will be $13.3M (income $1.4M). Projects included in > Bridges: Bridges and all major culverts Council a net expenditure of $43.2M. this category include the Federal Roads Program > Drains: Stormwater pipes, open drains, pits, litter A capital project is defined as works that result in the ($2.7M), Road Surfacing program ($2.3M), Light traps and flood mitigation measures such as dams creation or improvement of an asset controlled by the Fleet Replacement ($2.1M), Heavy and Dedicated and some levee banks3 City of Greater Geelong. Replacement of less than Plant Replacement ($1.8M), and Footpath renewal 100 percent of an asset or replacement that does not ($1.5M). > Parks and Gardens: Passive parks (neighbourhood extend the life of an asset is not considered capital. parks), golf courses, sporting grounds, bushland parks, playgrounds and associated fencing and park The Capital Projects Program is divided into three furniture, and categories: > Buildings (civic and community): Council owned 1. Asset Renewal: This is a grouping of projects which buildings, such as Council offices, libraries, halls and replace 100 percent of an existing asset. Examples of meeting rooms, public toilets, maternal and child projects in this grouping include footpath, road and health centres, commercial buildings owned by drainage replacement and playground renewal Council. It also includes multi level car parks, senior program. Council’s Asset Renewal Program Budget citizens centres, aquatic and leisure centres, sporting for 2006-2007 is $15.6M (income $5.5M). Projects pavilions, clubrooms and grandstands, street rubbish included in this category are replacement for bins, seating and street signs. Leisurelink ($5.0M), Corio Landfill Rehabilitation ($2.1M), Street Construction Special Rates and Charges ($2.5M), Drainage Construction Special Rates and Charges ($1.6M), and Moorabool Street Drainage ($0.7M).

1 The City of Greater Geelong – Annual Report 2004-2005 2 Major roads and freeways are owned and maintained by the Victorian State Government 3 18 Some levee banks are the responsibility of Water and the Catchment Management authorities as well as other various bodies CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 Special Rates andCharges. Neighbourhood HouseandtheStreetConstruction- Upgrade-GeelongWest,Drainage, Library Norlane Landlords Fitout ofCustomsHouse,MooraboolStreet Legends Boulevard,Central Region Youth Precinct, projects includetheCAAMooraboolStreet,KardiniaPark intothe2006-2007year.forward Themoresignificant (gross) ofcapitalworkswillbeincompleteandcarried etc. For the2005-2006yearitisforecastthat$12.6M planning issues,weatherdelays,extendedconsultation which areeitherincompleteornotcommenceddueto At theendofeachfinancialyearthereareprojects, Carried F Scoping andDesign. Seawalls. Aquatics($0.4M)-BellarineAquaticCentre Netball Facilities. Foreshore ($0.5M)-EasternBeach Facilities, ClubandElderslieReserve LaraSporting Upgrade, BakersOval,NewcombeandDistrictNetball WesternThomson Reserve, Pavilion Oval,EvansReserve PavilionReserve Upgrade,GrovedaleRecreation Reserve, QueensParkShell RdReserve, Pavilion Upgrade,Myers Windsor Park grounds($5.7M)- Redevelopment. Sports Redevelopment, SparrowParkSanctuary Masterplanand HeadsVillageParkBarwon Masterplan, Balyang include: Parks LandscapePlan, ($2.0M)-MyersReserve $2.0M over2005-2006.Themoresignificantprojects Aquatic Facilities andPlaygrounds.Thisisanincreaseof projects whichcoversParks, Foreshore, Sportsgrounds, A totalof$15.4MisproposedforInfrastructureLeisure Infrastructure Leisure($15.4M) Capital Program 2006-2007 or ward Works ($12.6M) Community AssetsR Facilities Upgrade($0.3M),Newcomb Central Disability Accessprogram($0.3M), ChildrensServices building projects.Themoresignificant projectsinclude For the2006-2007 year, $3.0Mwillbeexpendedon Buildings ($3.0M) ($0.3M). implementation oftheStormwaterManagementPlan ($0.7M), DrainageRenewal Program ($0.3M)and infrastructure ($1.6M),MooraboolStreetDrainage related worksincludingupgradingmaindrainage Construction whichisanongoingprogramofdrainage The moresignificantprojectsincludeDrainage Drainage ($3.4M) and Kerb andChannelConstruction ($0.3M). Construction ($0.3M),Footpath Construction($0.3M) projects includeStreetConstruction($2.5M),Drainage Special Rates andCharges projects.Themoresignificant For the2006-2007year, $2.3Mwillbeexpendedon Special R changeover expenditureof$2.3M. replaced unitsareestimatedat$1.6M,leavinganet $0.5M relativeto2005-2006.T Light Fleet,HeavyPlantandDedicatedreducesby The grosspurchasecostof$3.9Monreplacement Fleet ($3.9M) $0.5M andtheEastWest Traffic project. of due toanincreaseinfundingofRoads toRecovery Improvement ($1.0M).Theincreaseover2005-2006is R projects ($2.7M),Local Roads Construction($0.8M), program ($2.3M),Federally Funded Roads toRecovery The moresignificantprojectsincludeRoad Surfacing Roads ($8.6M) Neighbourhood House ($0.2M). Community CentreUpgrade($0.3M) andNorlane oad Rehabilitation ($0.9M) andEastWest Traffic ates andCharges($3.6M) elocation ($0.4M),SouthBar rade andsalevaluesfor won ($0.1M). Belmont ($0.4M) andNewCorioStation Estates purchase oflandincluding forcarparkingat For the2006-2007 year, $0.5Mwillbeexpendedon Land ($0.5M) full blocksections. proposes $0.6Mforreplacementofkerbandchannelin The ongoingkerbandchannelrenewalprogram Kerb andChannel($0.6M) Program ($0.2M). R The moresignificantprojectsincludeITAsset at $0.8M,areductionof$0.3Mrelativeto2005-2006. Expenditure oncomputerequipmentrenewalisproposed Computer Equipment($0.8M) $1.5M in2006-2007. The ongoingfootpathreplacementprogramproposes F Geelong HeritageCentreCompactus. Management Salaries,Furniture Replacement and range ofmiscellaneousprojectsincludingProject F Miscellaneous ($1.7M) mobilebinsis$0.2M. ongoing programfornewproperty in 2006-2007and$2.1Mhasbeenallocated.The Progressive rehabilitationofCorioLandfillsitewilloccur Waste Collection($2.3M) Geelong ShoppingCentreImprovement($0.2M). Central Program -MooraboolStreet($1.2M)andEast Avenue StreetscapeImprovement($1.4M),Geelong of $2.88Mduetothefollowingprojects:Hitchcock streetscape projects.Thisisanincreaseon2005-2006 For the2006-2007year, $3.0Mwillbeexpendedon Streetscapes ($3.0M) or the2006-2007year, $1.7Mwillbebudgetedona eplacement P ootpaths ($1.5M) rogram ($0.6M)andMinorAcquisitions 19 Ward Summary “Living within walking distance from such a Facilities located in one ward are often regional facilities, diverse range of cafés, restaurants and which benefit the whole community not just those living shops is why we love living in Geelong” in that particular ward. The value of projects, which fall into this category, have been divided evenly over the twelve wards unless specific allocations could be made. This chart summarises value of capital works by Ward. Corporate projects, which are required to maintain the efficient ongoing operations of Council (eg. Plant Replacement Program, Information Technology projects), are shown separately.

2006-2007 Capital Projects Program Gross Expenditure by Ward (Regional Projects Allocated to Wards)

Corporate $6.74M 14.0% Austin $3.22M 6.7% Beangala $3.30M 6.9% Brownbill $3.51M 7.3% Buckley $4.85M 10.1% Cheetham $3.07M 6.4% Corio $3.42M 7.1% Coryule $4.52M 9.4% Cowie $2.42M 5.0% Deakin $3.18M 6.6% Kardinia $2.75M 5.7% Kildare $2.94M 6.1% Windermere $4.16M 8.7%

20 Victoria

Melbourne City of Greater Geelong

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A Snap Shot of Capital Expenditure by Ward Port Phillip Bay 2

3 Corio Bay 4 Austin Ward Corio Ward Windermere5 Ward 1 Windermere

P 6 2 Corio > Thomson Reserve Master Plan e

> Corio Sports Club Upgrade t > Federal Roads Program 11 t 7 3 Cowie

a 10 v

> Road Surface Program > Waterworld Renovations e >8 Road Surface Program

l 4 Kildare

R Victoria 12 o 5 Brownbill

> Footpath Renewal Program > Road Surface Program a > Lara Sporting9 Club Upgrade d > East Geelong Streetscape Improvements > Norlane Neighbourhood House > Special Rates and Charges Street Schemes 6 Austin 7 Kardinia

0 Mou nt Duneed Melbourne 1 Ro Beangala Ward Coryule Ward ad City of Greater 8 Deakin 0

2 Geelong > Special Rates and Charges Street Schemes 9 Buckley - > Special Rates and Charges Street Schemes

6 Bass Strait 10 Cheetham

0 > Bellarine Peninsula Recreation and Leisure > Drainage Construction Program

0 11 Coryule B 2 Needs Study Implementation

> Kerb and Channel Program a ll 12 Beangala N ia B A > Bellarine Aquatic Centre Scoping n > Drysdale Reserve a g L l l C a P and Design re n e k Y

Cowie Ward R

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Brownbill Ward a C > Evans Reserve Pavilion Upgrade d

G > Footpath Renewal Program L

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> Road Surfacing Program M

o R

> Western Oval Master Plan o E

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T Deakin Ward b A Buckley Ward o E o > Queens Park Pavilion Upgrade l

R R

G i > Hitchcock Avenue Streetscape v > Highton Car Park Toilet Relocation e

F r

O > Barwon Heads Village Park Masterplan > Drainage Construction Program Y Port Phillip Bay

T Implementation I > Barwon Boulevard 2 C > Grovedale Recreation Reserve Oval and Pavilion Upgrade Kardinia Ward 3 Corio Bay > Grovedale Neighbourhood Centre > Local Roads Construction 4 5 1 Windermere > Belmont Pavilion Upgrade

Cheetham Ward P 6 2 Corio e

t 11 > South Barwon Community Centre Upgrade t 7 3 Cowie

a 10 > Newcomb & District Netball Facilities v

e 8 l 4 Kildare

> South Barwon Cricket Club Pavilion Upgrade > Drainage - Moolap R 12 o 5 Brownbill a 9 > Footpath Renewal Program Kildare Ward d 6 Austin > Road Rehabilitation Program 7 Kardinia > Road Surfacing Program Mount D uneed Road > Elderslie Reserve Netball Facilities Upgrade 8 Deakin 9 Buckley > Footpath Renewal Program Bass Strait 10 Cheetham > Drainage Construction Program 11 Coryule 21 12 Beangala ORGANISATION CHART

COMMUNITY

Chief Executive Officer Kay Rundle

Research & Policy Personal Assistant Advisor to CEO Chief Executive Fiona Dunbar Adelle Giles

General Manager General Manager City General Manager General Manager General Manager Major Director Urban Planning Corporate Services Services Sustainable Development Community & Recreation Projects Kate Sullivan Anthony Smith Peter Reeve Stuart Walker Irene McGinnigle Stephen Wright

Personal Assistant Personal Assistant Personal Assistant Personal Assistant Personal Assistant Personal Assistant Urban Manager Risk Assessment Corporate Services City Services Sustainable Development Community & Recreation Major Projects Planning & Audit Lynette Vassallo Karen McKiernan Vanessa Temelkovski Dallas Stefanovic Teresa Seg Jane Preston-Smith John Brown

Manager Marketing & Manager Engineering Manager Economic Manager Aged & Manager Urban Design Manager City Ombudsman (pt) Administration Services Development Disability Services Stephen Scott Development Mary Lewis Jeff Wall David Hannah Anton Mayer Karen Pritchard Joanne Van Slageren

Acting Manager Fleet Manager Central Manager Corporate Manager Environment Manager Arts & Culture Senior Project Officer & Administration Geelong & Waterfront Strategy Bernie Cotter Di Shaw Cameron Brenton Lindsay Allan Bryan Wille Steve Bentley

Manager Financial Manager Infrastructure Manager Tourism Manager Community Project Facilitator Services Operations Roger Grant Development Western Wedge Mike Kelly Alex Sandles Paul Jamieson Kathy Timmins

Manager Organisation Acting Manager Parks Manager Health & Manager Family Development Brendan Gaudion Local Laws Services Howard Oorloff Gen Hindman Robert Were

Manager Information Manager Recreation Technology & Open Space Andrew Downie Chris Lewis

Manager Corporate Manager Swim, Sport Property & Leisure Alan Grant Dean Frost 22 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 CITY PLAN PILLARS ANDTHEMES PILLARS CITY PLAN around with allourpets” around have lotsof spacetorideourbikes andrun “ We becausewe loveliving inthecountry contributors totheseareas. and Themearenotexhaustivebutrepresentthemain teamsandactivitieslistedundereachPillarThe service implement them. The actionshaveestimatedexpenditureslistedto designed toachievetheobjectivesandoutcomeslisted. The AnnualBusinessPlanActions2006-2007are wesharewiththeGreaterGeelongcommunity.importance next fouryears.Itrepresentsthevisionandissuesof City Plan2006-2010willguideCouncil’sactivitiesforthe the objectiveshavealsobeenidentified. Pillars andThemes.Strategiesthatcontributetoachieving objectives andoutcomeshasbeensetforeachofthe Based onresearchandcommunityconsultation, asetof focus ofCouncil. framework andareusedtoestablishtheactions Pillars andThemesarethebasisofadoptedplanning two Themesrequiredtoeffectivelyfunction. Together the These elementsaretheninePillars andthe ofa‘greatcity’ and toensurecontinueddevelopmentoftheregion. Council torespondthechangingneedsofcommunity The Cityhasidentifiedtheelementsthatwouldenable 9 T 8 Ar 7 EducationandResearch 6 Parks, andLeisure Sport 5 Transportation 4 CommunitySafetyandSecurity 3 Environment Themes 2 EconomicDevelopment 1 HealthandW Pillars elecommunications ts, Cultureand Heritage ell Being 2 BestV 1 Democracy alue 23 1 HEALTH AND WELL BEING

Objective Outcomes Strategies

To have an integrated approach to Physical Health > Bellarine Peninsula Strategic Plan improving the health, well being and Measures/Target > Disability Action Plan social capital of the community. > Life expectancy (I) > Drug Action Plan Greater Geelong > Years of life lost due to ill health (I) > Early Years Services Strategic Plan > Geelong Strategic Health Plan > Mosquito Management Plan Healthy Environment Measures/Target > Walking More: Walking Safely (Walking Strategy) > Disease notifications (not to exceed the Victorian rate) > Immunisation coverage (to exceed Victorian rate)

Life Stages Support Measures/Target

> Health status of children (I) > Preventable hospital admission for residents aged 70+ (Below state and regional levels) > Community satisfaction with health and human services (Indexed mean of 66)

Connected & Engaged Community Measures/Target

> % of residents involved in volunteering (I) > % of residents who are a member of an organised group (I) Key > % of residents who have attended a community > event (>50%) (I) = maintain, ( > ) = increase, ( ) = decrease, 24 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 W Kansas Cour oqiocnrlatvte nldn eiotrapiain22202,0 252,200 20,000 1,500 272,200 0 1,500 Life StagesSupport Prepare Municipal HealthPlan2006-2008 Mosquito controlactivitiesincludinghelicopterapplication Rosewall CommunityCentreexpansion East GeelongShoppingCentre(Stage2),StLeonards,Portarlington, ward) Coryule (Sharland RdandPlantationCorio, HitchcockAveHeads,Batesford, Barwon Works:Streetscape Healthy Environment passesforwastedisposal(CleanUpAustraliaDay) Assist communitygroupswithvehicleentry Donation tocorporationsfosterahealthycommunity Donation toUnitedWay toassistvariouswelfareagencies St Leonards’communitycentrefeasibilitystudy I Physical Health Annual BusinessPlanActions2006-2007 rvd aiiao o otrigo omnt aiiainPoet5,1 5890 23,455 55,819 40,000 74,243 55,819 0 97,698 40,000 groupactivitiestargetedtodisadvantagedgroupsandfamilies Playgroup andparentsupport Life EducationV Provide facilitatorforPortarlington CommunityFacilitation Project Grants toassistSeniorCitizensWeek activities Waurn Ponds skateparksafetyandshadeworks Leopold MemorialR Bar Playgr Clockwork accommodationproject–designwork School Holidayprogram(new)–LeopoldPrimary Youth NeedsStudy–Leopold Contribution toCommunityMarket andCarolsbyCandlelightatWindsor Park (South Bar Community Facility Upgrades: poedsblt cest ulig costemncplt 0,0 300,000 0 300,000 mprove disabilityaccesstobuildingsacrossthemunicipality estern Beach,P won V ound DevelopmentP alley F won CommunityCentre,KiraleeKindergarten,BellPost HillKindergarten) t, LandaleCour un P an donation ioneer P eser ark, ConnectionP ve, P ark, P r t andKingsleyCour ogram: aech P evensy P ark (Leopold),EvandaleA ark R ark, IsingStreet,CarmichaelCour osewall, Kanooka,Jamina,GeelongWest Oval, t (Corio) ve (Portarlington) t (Leopold), 0620 0620 2006-2007 2006-2007 2006-2007 xedtr noeNetExpenditure Income Expenditure ,8,0 0,0 1,078,000 705,000 1,783,000 1,0 615,000 0 615,000 450,000 000020,000 25,000 0 15,000 50,000 50,000 0 20,000 0 75,000 15,000 50,000 000020,000 25,000 40,000 0 15,000 0 0 0 20,000 25,000 40,000 15,000 ,0 5,000 0 5,000 ,0 5,000 0 8,000 5,000 $ $ ($) ($) ($) 30,000 0 420,000 8,000 25 2006-2007 2006-2007 2006-2007 Expenditure Income Net Expenditure Annual Business Plan Actions 2006-2007 ($) ($) ($) Provide support for various family and community events 18,000 0 18,000 Culturally Equitable Gateways program 51,597 51,000 597 (for people with non English speaking backgrounds) Promote the inclusion of all children into eligible Commonwealth funded 327,167 239,943 87,224 Children’s Services within the Barwon Region Establish and maintain healthy eating and physical 50,000 50,000 0 activity behaviours with local childhood services Implementation of the Live Well Program (positive ageing) 7,000 0 7,000 Revitalisation of the Senior Citizen Centres 30,000 0 30,000 Sponsorship of Youth Administration Young Achievers Award 5,000 0 5,000 Connected and Engaged Community Support service to local indigenous families to enhance 43,677 0 43,677 the health and well being of young children Contribution to Indigenous Health and Children’s Centre 200,000 0 200,000 Donation to East Timor benefit fund 1,000 0 1,000 Promote Walking School Bus program to local schools 15,000 9,000 6,000 Service teams that contribute to this Pillar Local Laws and Environmental Health Community and Recreation Administration Aged Care including Senior Citizen Centres Family Day Care Community Buses Parenting Resource Unit Youth Development Childcare Centres and Holiday Programs Community Child Health Community Centres and Facilities Activities that contribute to this Pillar Municipal Health Plan Family Relationship Services Program

26 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 2 ( K competitive strength. prosperity bydevelopingGeelong’s To enhancethecommunity’s Objective I ey ) = maintain CNMCDEVELOPMENT ECONOMIC , ()=increase, )=decrease,

> > > Average takingsperroomnightoccupied ($105.77) > Measures/Target T > Measures/T New Industry Communitysatisfaction witheconomicdevelopment > Nondomestic/residential buildingactivity() > Employment Opportunities Unemployment rates ( > Measures/Target > Average weekly advertised jobvacancies() Average weeklyadvertised > ucmsStrategies Outcomes ourism ($104.36) Off peakaveragetakingsperroomnightoccupied and regionalcentres) (trend towardshighestscoreofotherlargeruralcities Geelong &Victoria) Number ofmajorinvestmentenquiries( arget I average differencebetween I ) > > Western Wedge Strategy > > UrbanDesignMinorProjects Program > > MineralSpringsStudy > > GreatOceanRoad Tourism Development Plan > GeelongRetail Strategy2006 > GeelongOtwayTourism StrategicBusinessPlan > EventsPrecinct Feasibility Study > EconomicDevelopmentStrategy > Study CommercialMarineIndustry > CentralGeelongStrategic andStructurePlan > CentralGeelongCity ManagementStrategic > CentralActivitiesAreaRevitalisation Program > BelmontOutlineDevelopmentPlan > Plan 2006-2010 W Seafood/Aquaculture Industr Melbourne andSurroundsDevelopmentPlan ater front GeelongMasterPlan y Study 27 2006-2007 2006-2007 2006-2007 Expenditure Income Net Expenditure Annual Business Plan Actions 2006-2007 ($) ($) ($) Industry Support Contribution to Portarlington Safe Harbour feasibility study / Contribution to Bellarine Peninsula Railway 45,000 0 45,000 Grants to support investment attraction 40,000 0 40,000 Sponsor Geelong Business Excellence Program 5,400 0 5,400 Export Advisor Program - assist companies in region to develop Export networks 95,600 95,600 0 Provide incentives to encourage small to medium enterprises to upskill 25,000 25,000 0 New Industry Purchase land at 9 Belmont Street, Belmont 380,000 0 380,000 Purchase land at new Corio/Station estates as part of voluntary purchase scheme 100,000 0 100,000 Complete Central Geelong Program physical improvements 1,236,538 0 1,236,538 Feasibility study on proposed build of a public pier at the end of Yarra Street, 50,000 0 50,000 Fisherman’s Basin redevelopment and expansion of marina berths Contribution to Committee of Geelong 20,000 0 20,000 Seafood and Aqua-culture investment project 25,000 0 25,000 Plan for a proposal to build an iconic Mineral Springs Bathhouse 50,000 0 50,000 within the Waterfront precinct of Geelong Produce Investment Attraction materials promoting Geelong 25,000 0 25,000 as a place to live, work and invest Tourism Urban Design Minor Projects Program 30,000 0 30,000 Manage Central Geelong activities and programs and Farmers Market 517,500 517,500 0 2007 Australian International Airshow 380,000 0 380,000 Contribution to Major Events in Geelong 855,000 0 855,000 Develop concept for Geelong Convention Venue 240,000 0 240,000 Provide for tourist information and administrative support centres within the Geelong region 260,450 0 260,450 Continue to bid for new events, delegate boosting programs and increasing yield activity 243,443 0 243,443 Service teams that contribute to this Pillar Economic Development City Development, Planning and Building Western Wedge Administration and Strategic Plan Events and Marketing Services Corporate Property Major Projects Administration, Urban Design, Geelong Central Waterfront Management and Carousel Operations Geelong Otway Tourism, Information Centres and Conference Marketing Activities that contribute to this Pillar Manage Central Geelong and Farmers Market

28 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 3 ( Key Image courtesy EarlCarter Image courtesy environment. the diversenaturalandbuilt To andsustain enhance,conserve, Objective I ) = maintain, ()=increase,decrease, ENVIRONMENT

> > Buildingapprovalsmeeting5starrating(100%) > Measures/T Sustainable Development Airqualityindex() > Beachqualityindex(0closures) > Indexofstreamcondition() > Measures/Target Water andAirQuality Environmentalweeds oncouncilmanaged > %coveroflocal indigenousvegetation > Speciesloss(0) > Measures/Target Biodiversity Management ucmsStrategies Outcomes Recycling andwastecollection volumes > Measures/T Waste, Recycling andResource Use conservation reserves (50%reductionby2010) reserves conservation (20% increasefrom2000levelsby2010) ( recyclingand greenwastegarbage) > arget arget

>

> > StructurePlanProjects > > MunicipalStrategicStatementReview > > Waste andLitterEducation Strategy > > EnvironmentalManagement Strategy > > > SpringsForeshore ManagementPlan Clifton > BuckleyFalls Park ManagementPlan > BreamleaForeshore MasterPlan > BoulevardsStrategy > BlueWaters LakeLandscapeMasterPlan > BiodiversityManagementStrategy > Region Waste Barwon ManagementPlan > W Stormwater QualityManagementPlan(Healthy Energy Conser Leopold – – OceanGrove – – StLeonards – Drysdale – Portarlington /IndentedHead – Armstrong CreekUrbanGrowthPlan W Corio BayCoastalActionPlan aterways) aste ManagementF Bar Lara won Heads vation Strategy uture DirectionsStrategy 29 2006-2007 2006-2007 2006-2007 Expenditure Income Net Expenditure Annual Business Plan Actions 2006-2007 ($) ($) ($) Biodiversity Management Breamlea Master Plan actions 12,000 0 12,000 Redevelop Balyang sanctuary 300,000 0 300,000 Improve Councils’ conservation, coastal and waterway reserves 140,000 0 140,000 Stage 2 reopening of the Dell at Clifton Springs 240,000 0 240,000 Contribute to community groups working on Council parks 50,000 0 50,000 Adopt and implement Geelong Region Wetlands Project 75,835 75,000 835 Undertake and maintain Coastal activity within the municipal boundary 138,000 0 138,000 Water and Air Quality Geelong healthy waterways program 75,000 0 75,000 Stormwater quality management plan implementation 375,000 0 375,000 Upgrade automatic irrigation system to meet statutory obligations 138,000 0 138,000 Sustainable Development Structure Plan Projects: (Barwon Heads, Portarlington, Drysdale, Ocean Grove) 300,000 0 300,000 Armstrong Creek Urban Growth Plan 65,000 0 65,000 Municipal Strategic Statement Review Project 250,000 0 250,000 Waste, Recycling and Resource Use Supply mobile bins to new properties 170,000 0 170,000 Rehabilitation of Corio Landfill facility 2,100,000 2,100,000 0 Contribution to Barwon Region waste management group 89,000 0 89,000 Service teams that contribute to this Pillar Waste, Collection and Recycling, Green Waste Service, Landfill Operations, Litter Service and Transfer Stations Strategic Planning, Heritage Service and Developer Contributions Environment Management and Administration

30 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 4 ( K security throughoutthecommunity. To createasenseofsafetyand Objective I ey ) = maintain, ()=increase,decrease, OMNT AEYADSECURITY AND SAFETY COMMUNITY

> > MunicipalEmergency Managementplanisupdated > Measures/Target ucmsStrategies Outcomes > Communityperceptionofcrime() > Crimerate(TBD) Measures/Target Safe Community Emergency Management

annually > StreetsAhead–CommunityBuildingStrategy > Road SafetyStrategy > PlaygroundUpgradeProgram > MunicipalEmergency ManagementPlan- > GraffitiStrategy > GeelongLocal SafetyPlan > GeelongFloodMitigationStrategy > CommunityFire Prevention Strategy > AnimalManagementStrategy > MEMPLan 31 2006-2007 2006-2007 2006-2007 Expenditure Income Net Expenditure Annual Business Plan Actions 2006-2007 ($) ($) ($) Safe Community Replace fencing in West Fyans St (Leachwood Gardens), Newtown 10,000 0 10,000 Design and commence construction of Eastern Beach seawalls 400,000 0 400,000 Construct chemical storage shed at Geelong Botanic Gardens 60,000 0 60,000 Assist with fire recovery at Anakie 22,500 0 22,500 Safestart program for children in 0-8 age group focusing on preventing unintentional child injury initiatives 362,000 212,000 150,000 Contribute to Neighbourhood Watch Program 2,000 0 2,000 Contribute to Life Saving 22,500 0 22,500 Supervision for School Crossings 1,263,791 415,000 848,791 Ensure the stability and access to the Clifton Springs Dell 155,000 0 155,000 Safe Built Environment Toilet block upgrades (incl. Highton car park) 350,000 0 350,000 Street Lighting 1,853,000 0 1,853,000 Emergency Management Contribution to Emergency Management program 42,250 0 42,250 Service teams that contribute to this Pillar Community Development Recreation and Open Space Street Lighting Operations Administration Activities that contribute to this Pillar Local Government administration of Animal Control Community Safety

32 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 5 ( K I infrastructure. transpor region’s local,publicandfreight To enhanceandimprovethe Objective ey ) = maintain, ()=increase,decrease, TRANSPORTATION t systemsand

> > > Total kmsofoffroadbicycletracks() Measures/T Bicycle Network Conditionindexofroads andfootpaths() > > > Measures/Target Road andFootpath Network ucmsStrategies Outcomes Roadtraffic casualties( in linewithstatetarget) footpaths () Community satisfactionwithlocalsroadsand arget

> >

>

> IntermodalInterchange > GeelongTransport StrategyincludingInner > Region StrategicBicyclePlan Barwon > Road NetworkAssetManagementPlan > AssetManagement Plan includingFootpaths > Access tothePort ofGeelong T Regional and Local ModalInterchangePlan, Grove Roads Study, Public Transport Ser West Traffic Study, BusRoute Networkand South West AreaTraffic Study, CAAEast including Roads, Pavements andSurfaces and Parking Meters ravel DemandManagementPlan vice R eview , LaraT raffic Study, Ocean , T ruck 33 2006-2007 2006-2007 2006-2007 Expenditure Income Net Expenditure Annual Business Plan Actions 2006-2007 ($) ($) ($) Road and Footpath Network Footpath Renewal program 1,450,000 0 1,450,000 Special Rates and Charges to carry out roads, footpaths and drainage works 3,550,000 2,000,000 1,550,000 Drainage design and construction including Moorabool Street and Moolap 3,140,921 0 3,140,921 Kerb and Channel Renewal program 600,000 0 600,000 Conduct Major Culvert Guardrail Replacement/Installation program 100,000 0 100,000 Implement the Federal Roads to Recovery program 2,649,452 2,649,452 0 Construct and design local roads and streets including Barwon Boulevarde 4,823,896 200,000 4,623,896 and Vic Roads funded works Heavy and Dedicated Plant Replacement 1,809,100 519,000 1,290,100 Light Fleet program 2,086,900 1,077,000 1,009,900 East West Traffic improvement works 1,000,000 0 1,000,000 Minor Plant and Equipment program 60,000 0 60,000 Rothwell Bridge path – design 10,000 0 10,000 Contribution towards roundabout development at Vines Rd/Glengate Ave intersection 50,000 0 50,000 Service teams that contribute to this Pillar Engineering, Roads, Traffic Management, Kerb and Channel, Drainage, Footpaths, Car parks, Line marking, Bridges and Culverts, Cleaning, Street Signs, Asset Administration, Bicycle Paths

34 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 6 ( Key of nature. interaction andtheexperiences reflection, relaxation, social activity andopenspacefor forphysical providing opportunities To improvequalityoflifeby Objective I ) = maintain A K,SOTADLEISURE PARKS, SPORT AND , ()=increase, )=decrease,

> > > > % of residents who are a member of a sporting %ofresidentswhoareamembersporting > Measures/Target Strong Spor Communitysatisfactionwithlevelofmaintenancein > Strategies > Measures/T Active andV Communitysatisfaction withrecreationalfacilities() > andphysicalactivity(Movetowardsthe Levels ofsport > Measures/Target Healthy Lifestyle Outcomes Greater Geelong’sP Community satisfactionwithmanagingtheCityof group P areas () Community satisfactionwiththeappearanceofpublic Victorian average) arks () ( I

> > arget ) t andR ibrant P arks & Reserves () arks &Reserves ecreation Networks ublic Spaces

>

> Yarra St Pier Study > Windsor Park MasterPlan > MasterPlan ThomsonReserve > SparrowPark MasterPlan > > RipplesidePark ManagementPlan > > LandscapePlan MyersReserve > > > LandscapePlan HightonReserve > Grovedale,Waurn Ponds OpenSpaceand > GeelongWest OvalMasterPlan > GeelongRegional BaseballComplex > GeelongCityForeshore (Waterfront) Boating > Fountain ofFriendship Park MasterPlan > > BellarineRecreation andLeisure NeedsStudy > RiverLanduseandOpenSpace Barwon > HeadsVillagePark Barwon ManagementPlan > BakersOvalMasterPlan > AthleticsFacility NeedsStudy > AssetManagement Plan(Parks andRecreation) > ArenaFeasibility Study > AquaticInfrastructure StrategyPlan(AISP) > Recreation Facility NeedsStudy Strategy andMasterPlan ManagementPlan Eastern BeachConservation Corridor Plan including theLeisurelink Scoping Study Skilled StadiumMasterPlan Open SpaceNetworksStudy Lara LakelandsLandscapePlan Kardinia Park MasterPlan 35 2006-2007 2006-2007 2006-2007 Expenditure Income Net Expenditure Annual Business Plan Actions 2006-2007 ($) ($) ($) Healthy Lifestyle Swim, Sport and Leisure upgrades: 5,940,000 0 5,940,000 - Leisurelink Replacement Facility - Bellarine Aquatic Centre (Shell Rd, Ocean Grove) – scope and design - Waterworld outdoor area - Facility maintenance Geelong Arena maintenance and improvement program 227,000 0 227,000 Hovell Creek Walking Trail – continuation to Serendip 35,000 0 35,000 Renew assets at Fisherman’s Basin 50,000 0 50,000 Landy Field synthetic athletics track replacement 1,200,000 1,200,000 0 Implement recommendations from the Walking Study 100,000 0 100,000 Grants from Sport and Recreation Victoria to fund Minor Facility upgrades 150,000 60,000 90,000 Upgrade Geelong Motor cross facility to meet safety requirements 60,000 0 60,000 Active and Vibrant Public Spaces Recreation Facility upgrades: 4,752,300 261,500 4,490,800 - BMX clubroom at Grinter Reserve - Grovedale Recreation Reserve Upgrade - Shell Road Reserve facilities - Queens Park Sporting Pavilion - Myers Reserve Cricket and Football Club Pavilion - Flinders Peak change rooms - Western Oval Netball change rooms and lights - Thomson Reserve facilities - Newcomb and District Netball Club facilities - Recreation facilities in Leopold - Corio Sports Club women’s change rooms - North Shore Sports Club change room design - Drysdale Recreation Reserve facilities - Clifton Springs skate park improvements - Portarlington skate park improvements - Corio Bay Sporting Club clubrooms - Hume Reserve spectator facilities - South Barwon Cricket Club Pavilion - Elderslie Reserve netball change rooms - St Josephs netball facilities - Lara Sporting Club Cricket practice facility - Lara Sporting Club Football change rooms - Lara Sporting Club Netball facilities - Lara Tennis Club clubrooms and new court design - Belmont Park Pavilion

36 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 mlmn cin foe pc ewrssuyadaqiiin ln300030000 50,000 100,000 300,000 0 0 300,000 50,000 Swim, Spor 100,000 Geelong BaseballCentre Parks Management Recreation andOpenSpace Skilled StadiumManagementandF teamsthatcontributetothisPillar Service Sponsor localrecreationprograms Contribute toGeelongCrick Implement actionsofopenspacenetworksstudyandacquisitionsplan Strong Spor (incl. EasternPark MasterPlan, GreaterGeelongCyclingStrategy, BuildingDesignService) Recreation Planning: Facilitate theAdopt-a-Park program Upgrade assetsfromNewcombCentralcontribution Eastern BeachEmbankmentandRetaining Wall reconstruction Contribution towardstraillinkdevelopment–Fyansford CommontoWaterfront Recreation upgrades: Reserve Annual BusinessPlanActions2006-2007 - Village Park Heads) (Barwon - SparrowPark - Bakers Oval - Western Oval groundlightingfacilities - CollendinaSports - RichmondReserve - StAlbansR - Groundrenovationprogram - Recreationcarparkre-sheeting Reserve - EasternPark CroquetClubcontributiontomaintenance - QueensPark fireservices Reserve - QueensPark electricalsubstation - MoorpanyalPark - LaraLakes - F - Fountain ofFriendship Park - BellarineSecondar - CatholicRegional Collegeoval - Portarlington (includingPony Reserve clubgroundworks) - Windsor Park - WhittingtonLinkcrick rank MannR t andLeisureF t andR eserve lightingfacilities eserve ecreation Networks eser ve (Stage2) y Collegeoval acilities includingTheArena et Associationtomaintaingrounds et pitch ootball House 2 xedtr noeNetExpenditure Income Expenditure ,4,0 1,840,000 0 1,840,000 0-0720-072006-2007 2006-2007 006-2007 4,0 000190,000 50,000 240,000 350,000 188,800 500015,000 0 15,000 ,0 5,000 0 5,000 $ $ ($) ($) ($) 0 0 350,000 188,800 37 7 EDUCATION AND RESEARCH

Objective Outcomes Strategies

To support and enhance the City’s Lifelong Learning > Best Start Strategy position and reputation as a > Greater Geelong Branch Library Network Measures/Target leading centre for education, Strategy > Total post secondary enrolments (Deakin, Gordon, training and research.

Adult Community Further Education) ( > )

> Total number of library visits ( > )

> Internet usage ( > ) > Early literacy assessment (Maintain benchmarks)

Skill and Industry Alignment

Measures/Target

> Trainees and apprentices ( > ) > Industry structure (Trend toward the growing industry sectors in the state)

Key >

(I) = maintain, ( > ) = increase, ( ) = decrease, 38 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 udn opooergoa irto oass kl hrae 0009,0 0 3,528,766 90,000 0 54,123 90,000 401,500 3,528,766 40,000 150,000 94,123 Participate Geelong locallearningandemploymentnetwork intheSmart Activities thatcontributetothisPillar Economic Development 551,500 Agency Inclusion Support andCulture Arts teamsthatcontributetothisPillar Service Funding topromoteregionalmigrationassistskillshortages Develop Geelongbiotechnologycluster Alignment Skill andIndustry Association Contribution toGeelongKindergarten Corporation Contribution totheGeelongRegional Library throughtransitiontoschool before birth program–improvingthehealth,developmentandwellbeingofchildrenfrom Best Start Neighbourhood Houses(includingcontributiontoactivities,NorlaneandGrovedaleupgrades) upgrades Design developmentforlibrary Lifelong Learning Annual BusinessPlanActions2006-2007 2 xedtr noeNetExpenditure Income Expenditure 0-0720-072006-2007 2006-2007 006-2007 6,0 161,300 0 0 200,000 161,300 200,000 0004,0 40,000 40,000 80,000 $ $ ($) ($) ($) 39 8 ARTS, CULTURE AND HERITAGE

Objective Outcomes Strategies

To promote vibrant, diverse and Active and Vibrant Arts > Creativity Plus Strategy innovative arts and cultural and Culture Community > Film and TV Strategy experiences for the community, Measures/Target > Geelong Botanic Gardens and Eastern Park Master Plan including the celebration of our > Visitation rates to major cultural venues in heritage. > Geelong Heritage Centre Collection Geelong (I) Implementation Strategy > Number of arts opportunities advertised in arts > Osborne House Master Plan bulletin (I)

> Membership of Arts & Cultural organisations (I)

Heritage Protection

Measures/Target

> Number of heritage places (I)

> Active management of heritage collection ( > )

> Visitation rates of heritage collections ( > )

Key >

(I) = maintain, ( > ) = increase, ( ) = decrease, 40 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 sitteGeogAtGleywt h ucaeo h nqeVe fGeogclna anig60000600,000 Facility the BellarineMulti-Arts Support Service Heritage Advisory Participate inStateGovernmentfeasibilitystudiesofCulturalPrecinct 0 Activities thatcontributetothisPillar Urban Design Cultural DevelopmentUnit Geelong HeritageCentre andCultureAdministration Arts National W teamsthatcontributetothisPillar Service Osborne Houseplanning Upgrade GeelongHeritageCentrestoragefacility 600,000 Heritage Protection Contribution toSkateandAr project Contribution toLaraArtwork Sponsor AustraliaDayFestival programs andArts FestivalGrants tosupport relatedprogramsandgroups CommunityArts Grants tosupport Youth theCourthouse Support Centre Art Geelong MaritimeMuseumcontribution contribution Gallery Geelong Art withthepurchaseofuniqueView ofGeelongcolonialpainting Gallery Assist theGeelongArt andCultureCommunity Active andVibrantArts Annual BusinessPlanActions2006-2007 ool Museum,OperationsandExhibitions t project(SKAART) 0620 0620 2006-2007 2006-2007 2006-2007 xedtr noeNetExpenditure Income Expenditure 3,0 00080,200 187,460 50,000 519,168 0 0 130,200 187,460 519,168 000050,000 30,000 10,000 18,000 40,500 70,000 0 0 0 0 0 0 50,000 30,000 10,000 18,000 40,500 70,000 ,0 8,000 0 8,000 $ $ ($) ($) ($) 41 9 TELECOMMUNICATIONS

Objective Outcomes Strategies

To promote the development of a Telecommunication Access > Asset Management Plan (Computer and IT) network of telecommunications to Measures/Target > Telecommunications – Local calls to maximise liveability and prosperity. Melbourne: provide equitable access to > Number of telecommunications customers telecommunications to the Melbourne

( > broadband) metropolitan area > Unmet demand for ADSL and cable ( > )

e-Business

Measures/Target

> % Council bills paid electronically ( > )

> Number of hits on the Geelong Australia website ( > )

Key >

(I) = maintain, ( > ) = increase, ( ) = decrease, 42 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 eeomn n eerhit mrigtcnlge n eieyo oni evcsvaeetoi en 000020,000 18,000 0 0 20,000 ofmetropolitannetworkandcallcostarea Continue tolobbyforGeelongbeconsideredpart 18,000 Facilitate thecontinuedrolloutofbroadbandservices Activities thatcontributetothisPillar Information Technology teamsthatcontributetothisPillar Service viaelectronicmeans ofCouncilservices Development andresearchintoemergingtechnologiesdelivery maintenance Corporate software Implement remainingePathway modules(Applications,Payments, CustomerInquiry, Requests andBookings) Acquire InformationTechnology equipment Information Technology assetsreplacementprogram e-Business Annual BusinessPlanActions2006-2007 0620 0620 2006-2007 2006-2007 2006-2007 xedtr noeNetExpenditure Income Expenditure 0,0 200,000 600,000 0 0 200,000 600,000 249082,439 0 82,439 $ $ ($) ($) ($) 43 1 DEMOCRACY

Objective Outcomes Strategies

To provide strategic leadership, and Community Involvement & Representation > Best Practice Governance Strategy foster participation to achieve the (maintaining an open and accountable Measures/Target long-term vision and aspiration of Governance Strategy): including Committees, > Community satisfaction with community engagement Community Empowerment, Community our community. (Indexed mean of 59) participation and confidence in Local Government Strategy, Councillor Code of > Community satisfaction for Council’s advocacy and Conduct community representation on key local issues (Indexed mean of 63) > Community Consultation Program Framework and Toolkit > Percentage of people who voted in the Council election (80%) > G21 Participation > Marketing and Communications Strategy

Governance

Measures/Target > Number of audit qualifications (0) > Government and Risk Management Self-Assessment score (80%)

44 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 odc oni etns(nldn naesotieo iyHl)50005,000 0 5,000 Undertake communityconsultationonkey proposedchangestotheRating Strategy Council Election registers Maintain statutory Activities thatcontributetothisTheme Office oftheOmbudsman Governance, CouncilMembersandAdministration Corporate Strategy Events andMark Administration Corporate Services teamsthatcontributetothisTheme Service Produce AnnualReport andCityPlanAnnualBudget Public information aboutCouncilServices Conduct CouncilMeetings(includinginareasoutsideofCityHall) Governance Funding forCouncillorcontingency Community SatisfactionSurvey Contribute toG21StrategicAlliance C Annual BusinessPlanActions2006-2007 ommunity Involvement&Representation eting Services, Administration, MediaServices eting Services, 0620 0620 2006-2007 2006-2007 2006-2007 xedtr noeNetExpenditure Income Expenditure 5,0 150,000 240,000 420,000 0 0 0 150,000 240,000 420,000 000070,000 25,000 0 0 70,000 25,000 $ $ ($) ($) ($) 45 2 BEST VALUE

Objective Outcomes

To effectively deliver a range of Customer Service Risk Management sustainable services that meet the Measures/Target Measures/Target needs of the community. > Community satisfaction with customer contact (73) > Lost time injury frequency rate (20% reduction from 03/04) > % of requests for service fulfilled within standard time (100%) > % of treatment plans completed within agreed time

frames ( > ) > % of correspondence fulfilled within 10 working days (100%) > % of calls answered within 20 seconds (100%) Continuous Improvement

Measures/Target

> Overall community satisfaction ( > ) Workforce Management

> Overall corporate services survey result ( > ) Measures/Target

> Employee satisfaction rate ( > ) > Staff absenteeism (I) Strategies > Productivity – number of EFT per population or rate assessment > Accommodation Strategy > City Plan 2006-2010 Financial Management > Council Asset Management Strategy > Customer Service Strategy Measures/Target > Information Technology Strategy > Net debt (+$5,379K) > Internal Audit Plan > Average rate per residential assessment ($811) > Managers Annual Business Plan > % of net capital budget on new assets (30%), on > OH & S Strategy upgrading assets (40%), on asset replacement > Organisation Development Strategy

(40%) > Actual Infrastructure maintenance to > Review Policies and Procedures required infrastructure maintenance (80%) Key > Risk Management Strategy >

(I) = maintain, ( > ) = increase, ( ) = decrease, > Service Review Strategy (Best Value) 46 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 Respond tocommunityqueriesregardingcarparkingconcerns Performance Managementimplementation Activities thatcontributetothisTheme Contracts andPurchasing Building Leases Customer Service Fleet Administration Information Technology Buildings MaintenanceandAdministration Records Management Finance andFinancial Reporting Audit, RiskManagement,W Organisation Development Ser Prepare Disability Action Plan2006-2009 Conduct anemployeeopinionsur Provide comprehensive trainingacrosstheorganisation Continuous Improvement P Risk Management Capital programsupport Council officeimprovementsandfurniturereplacement Financial Management Standards AuditofService Customer Service Customer Service Annual BusinessPlanActions2006-2007 rovide saferoofaccesssystemsonCouncilbuildings vice teamsthatcontributetothisTheme ork coverandInsurance vey 0620 0620 2006-2007 2006-2007 2006-2007 xedtr noeNetExpenditure Income Expenditure ,2,4 1,425,643 0 1,425,643 2,0 125,000 0 125,000 5,0 350,000 0 350,000 000030,000 25,000 40,000 0 0 40,000 0 0 30,000 25,000 40,000 40,000 $ $ ($) ($) ($) 47 STRATEGIC RESOURCE PLAN

The Strategic Resource Plan (SRP) Human Resources is a four-year plan of the financial The staff at the City of Greater Geelong are the key to and human resources Council delivering on the goals and objectives in City Plan. The Council’s ability to deliver is determined by the ability of requires to implement the actions the people. To this end an Organisational Development and deliver the goals and objectives Strategy is being finalised. It will focus on actions that set out in City Plan 2006-2010. will assist people to develop the capabilities needed to improve business performance and achieve The information provides the link between the objectives organisational objectives. of City Plan 2006-2010 and the principles and assumptions in the Budget 2006-2007. The Budget The following chart shows the Effective Full Time (EFT) 2006-2007 has more details on the following staff Council employs to deliver services by Division as at information and should be read in conjunction with April 2006. The EFT changes to increase service levels the SRP. in 2006-2007 are shown as is the associated costs for these staff and a plan of costs for the next four years if staffing numbers were to remain constant.

Effective Full Time (EFT) Employment by Division and associated costs* Projection Increase EFT as at of costs in EFT in Budget Plan Plan Plan April 2005-2006 2006-2007 2006-2007 2007-2008 2008-2009 2009-2010 2006 $’000 Budget $’000 $’000 $’000 $’000 Corporate Services 135.77 8,840 - 9,371 9,745 10,135 10,541 City Services 331.59 17,194 - 19,094 19,858 20,653 21,479 Sustainable Development 97.09 5,913 - 6,331 6,584 6,848 7,122 Urban Planning 74.27 4,763 2 4,551 4,733 4,922 5,119 Community and Recreation 529.22 28,108 1.8 30,057 31,260 32,510 33,810 Major Projects 24.60 1,314 - 1,430 1,488 1,547 1,609 CEO 3.94 551 - 1,075 1,118 1,163 1,209 Sub Total 1,196.48 66,683 3.8 71,910 74,786 77,778 80,889 *Cost Assumption is that staffing numbers will remain constant with the 2006-2007 numbers in the Plan years

48 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 > Salaries to increase by 4 percent after thebudget Salariestoincreaseby4percentafter > OtherFees andChargestoincreaseby1percentless > GovernmentGrantsandUserChargestoincreaseby > Municipalchargeand garbagechargeincreasesat > > > Operating Statement The Planincludesthefollowingassumptions: recurrent income. council canmeetitsdaytoexpenditurefrom The plangeneratesarecurrentsurplus,whichshowsthat position fortheCouncil. achieves asustainablefinancial The strategicresourceplan FINANCIAL RESOURCES year asanestimateoffutureEBAincreases. than CPItoreflectgovernmentrestrictions. thebudgetyear.CPI after budget year. 3 percentinlinewithCPItheyearsfollowing years inordertofundCapitalP 2007 andthenaboveCPIincreasesinthefollowing Rates incomeincreasesof 8.8 percentin2006- CPI of3percenteachyear . rogram commitments. Recognition ofInfrastructurefromDevelopershas > DeveloperCashContributionshaveincreasedfrom > Provision forCorioLandfillwillcontinueuntil2010 > > > toincrease Administrationand Professional Services > MaterialsandPlant andVehicles expenditurehas > 2006-2007 inlinewithslowergrowth. decreased from$22.5Mto$15.0Mperyearafter Plans andnewDeveloperContributionSchemes. beyond asaresultoftheintroductionInfrastructure $2.4M in2006-2007to$8.5M2007-2008and provision is$0.5Mperyear. site willberehabilitated.Theaveragechargeto when operationsatthesitewillbecompletedand constructed andvestedinCouncil. Depreciation hasincreasedtocovernewassets reflect expectedsavingsfromtelecommunications. Utilities aretoincreasebyCPIless1percent in linewithCPI. assets. the maintenancerequiredforaginginfrastructure levelsandaddress higher thanCPItofundservice thebudgetyear.5 percentperyearafter Thisis increased by4percentandGeneralWorks by to reflectCouncil’sbudgetdeliberations. approach toraisingofproper Procedure, Rate assistanceandinformationontheCity’s Rating Strategyfor2006-2007 containsCouncilPolicy, following detailedanalysisandpublicconsultation Council preparesacomprehensiveRating Strategyyearly chargeis6.9percent. Collection Service movements intheMunicipalchargeandWaste Overall, theeffectiveincreaseinratesincluding the fixedcostsofgovernance. from $62.40to$68.30perproper to $173.50pertenement.Municipalchargeincreases inthe Waste chargefrom$166.80 lift Collection Service residential, commercialandindustrialratepayersa 60 percentandreflectsa7.4rateincreasefor R R EmployeeBenefit Provisionsincreased $0.8M have > Creditorshaveincreased $0.5Mperyearinlinewith > Debtorshaveincreased $0.3Mperyearinlinewith > Balance Sheet ate revenueasapercentageoftotalis ate Increase 2006-2007. costsafter per yearinlinewithhighersalary 2006-2007. increased costofgoodsafter 2006-2007. increased ratescollectablesafter ty ratesandwillbeupdated ty asacontributionto . The 49 Capital Expenditure

2006-2007 2007-2008 2008-2009 2009-2010 Major Initiatives $M $M $M $M Projects 41.1 41.0 46.5 52.4 Leisurelink Replacement 5.0 10.0 3.0 - Library - 4.0 - - Plus Carry Over from previous year 12.6 6.0 4.0 2.0 Less Carry Over to next year (6.0) (4.0) (2.0) - Capital Expenditure 52.7 57.0 51.5 54.4

Corio Landfill Rehabilitation 2.1 2.2

2006-2007 2007-2008 2008-2009 2009-2010 Loans $M $M $M $M New loans for Leisurelink replacement 5.0 10.0 5.0

Service Increases Capital Projects Borrowing Strategy Infrastructure Maintenance and Renewal Total 2006-2007 budgeted expenditure for capital In 2005-2006, loans of $7.0M were taken up to fund projects is $52.7M offset by $9.5M income, leaving capital works. Council has a capacity to borrow as prior The 2006-2007 Budget continues the trend of Council a net expenditure of $43.2M. This includes an to 2005-2006 it has not taken out long term loans increasing expenditure for Infrastructure Maintenance in estimate of net carryover from 2005-2006 projects since 1998. recognition of the need to address Council’s ageing $10.5M (which will be subject to review at year end) The 2006-2007 budget provides for $5.0M of infrastructure. The increase of $1.2M includes $0.4M and an estimate of deferred works into 2007-2008 borrowings to fund the commencement of the for Parks and Roads routine maintenance and $1.0M for of $6.0M. Road and Footpath renewal. redevelopment of the Leisurelink recreation facility on a The significant capital projects to be undertaken in new site. Recycling and Waste Service Charge 2006-2007 in gross dollar value include upgrades to New loans totalling $15.0M will be required to fund the sportsgrounds $5.3M, plant replacement program The Recycling of Waste Service Charge funds the redevelopment of the Leisurelink recreation facility for the $3.9M, special rates and charges program $3.6M, residential recycling and waste collection service. This two years commencing 2007-2008. Drainage construction $3.4M, Federal Roads program includes the costs of waste disposal and recycling and $2.7M, road surfacing program $2.3M, footpath green waste processing, litter bin clearances, street replacement program $1.5M, replacement facility for cleaning and the net operating costs of the waste transfer Leisurelink $5.0M, Landy Field Athletic Track $1.2M stations (Drysdale and North Geelong). This charge has and East/West Traffic improvements $1.0M. increased to reflect CPI increments to collection contract and the increased cost of landfill disposal. The waste collection charge will increase from $166.80 in 2005-2006 to $173.50 in 2006-2007. 50 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 an(os nSl fPoet 23 ,1 0 0 100 15,000 100 412 15,000 100 15,000 536 5,572 36,523 22,510 35,460 5,463 1,419 510 (173) 3,749 21,200 34,427 5,356 (263) 627 (173) 3,640 33,424 5,251 5,726 (173) 3,534 1,055 72,623 31,128 5,172 5,421 Recognition ofInfrastructure 8,266 5,505 Gain/(Loss) onSaleofProperty 69,830 (115) 3,431 Developer CashContributions 4,973 Capital GrantsandIncome 7,948 5,294 Non-Recurrent Income 67,144 3,442 (350) 1,000 4,782 R 64,562 T 7,642 5,090 31,299 (Gain)/Loss onSaleofPlantandEquipment 1,000 4,598 Landfill Provision 11,930 198,574 59,862 33,069 30,387 Depreciation 7,348 4,992 1,000 191,169 11,696 4,447 121,275 32,106 29,502 Utilities 6,806 183,645 Professional Services 1,026 11,467 115,979 Administration 31,171 28,643 177,270 General W 110,505 General Works –Plant,Vehicle Costs 11,242 1,026 30,263 28,135 General Works –Materials 167,336 Goods andServices 106,096 10,457 30,153 Workcover/Superannuation 97,565 Salaries Employee Related Recurrent Expenditure Total Recurrent Income Interest Investments Other Fees andCharges User Charges Government Grants Rates andCharges Recurrent Income etutrn 0 0 0 31,684 0 31,663 30,580 31,136 1,500 0 30,580 35,510 1,500 32,080 30,340 500 29,248 1,500 32,080 34,337 31,840 1,500 29,230 35,837 1,500 Net Surplus/(Deficit) 31,230 Non-Recurrent Surplus/(Deficit) T Restructuring Loss onDisposalofInfrastructure Non-Recurrent Expenditure Total Non-Recurrent Income otal R tlNnRcretEpniue2001501501501,500 1,500 1,500 1,500 2,000 otal Non-Recurrent Expenditure ecurrent Surplus/(Deficit) ecurrent Expenditure orks –ExternalSer vices 0520 0620 0720 0820 2009-2010 2008-2009 2007-2008 2006-2007 2005-2006 167,318 68,817 66,668 3574,9 7074,8 51,858 49,389 47,037 44,797 43,507 00s$0’ 00s$0’ $000’s $000’s $000’s $000’s $000’s ugtBde lnPa Plan Plan Plan Budget 2,520 7,741 7,773 7,515 7,297 7,084 7,008 18 176,097 1907,8 77880,889 70,251 77,778 74,786 71,910 ,7 9 ,8 1,104 1,083 796 1,173 ,2 ,0 ,0 8,500 8,500 8,500 2,420 9,488 182,849 73,299 ,4 ,8 8,480 8,480 8,240 190,086 64679,818 76,486 197,470 4 YearPlan STANDARD INCOMESTATEMENT 51 STANDARD STATEMENT OF CASH Budget Budget Plan Plan Plan FLOW 4 Year Plan 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 $000’s $000’s $000’s $000’s $000’s Cash Flows from Operating Activities

Receipts General Rates 97,565 106,096 110,505 115,979 121,275 Fees and Charges 41,401 42,348 43,577 44,799 45,944 GST Recoveries on Operating Transactions 5,150 5,305 5,464 5,627 5,627 Investment Income 1,026 1,026 1,000 1,000 1,000 Government Grants 31,674 31,838 32,841 33,861 34,824 176,816 186,613 193,388 201,266 208,670 Payments Employee Costs (65,566) (71,442) (73,833) (77,120) (80,205) General Works / Utilities / Disbursements (67,789) (68,713) (71,073) (74,199) (77,193) Administration / Professional Services (9,830) (9,871) (10,554) (10,565) (11,043) Interest Expense (1,531) (1,531) (1,160) (1,532) (1,389) (144,716) (151,558) (156,621) (163,416) (169,829) Net Cash Inflow from Operating Activities 32,100 35,055 36,766 37,850 38,841

Cash Flows from Investing Activities Capital Expenditure (48,393) (52,739) (57,010) (51,499) (56,384) Landfill Rehabilitation 0 (2,100) 0 (2,150) 0 Proceeds from Sale of Land and Buildings 1,324 2,682 370 370 370 Proceeds from Sale of Plant and Equipment 2,077 1,596 1,900 1,900 1,900 Developer Cash Contributions 2,520 2,420 8,500 8,500 8,500 Income for Capital Expenditure 7,773 9,488 8,240 8,480 8,480 Net Cash Outflow from Investing Activities (34,699) (38,653) (38,000) (34,399) (37,134)

Cash Flows from Financing Activities Repayment of Borrowings (3,832) (4,189) (4,823) (2,270) (2,411) Proceeds from New Loans 7,000 5,000 10,000 5,000 0 Net Cash Outflow from Financial Activities 3,168 811 5,177 2,730 (2,411) Net Increase / (Decrease) in Cash Held 569 (787) 3,943 6,181 (704) Cash at the Beginning of the Financial Year 20,474 18,048 15,261 19,205 27,385 Cash at the end of the Financial Year 21,043 15,261 19,205 25,385 26,682 Loan Balance 15,660 16,717 21,894 24,624 22,213 Net Cash (Deficit)/Surplus 5,383 (1,456) (2,689) 761 4,469

52 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 rvsos6516506877117,376 577 7,111 561 440 15,945 156 6,857 2,600 15,350 544 423 6,500 2,411 8,524 148 14,759 35,802 528 407 6,531 2,270 8,224 14,183 141 34,181 513 26,682 372 14,016 4,823 7,924 27,677 135 25,385 4,511 7,624 23,392 360 138 19,205 28,056 6,515 15,261 Provisions Unearned Income Interest BearingLiabilities 21,043 Payables Current Liabilities Total CurrentAssets Inventories Prepayments Receivables Cash andInvestments Current Assets on 1191,9 9642,1 19,613 900,942 4,068 338 865,748 22,213 3,805 34,101 830,576 19,624 341 5,569 36,018 795,313 11,894 344 776,015 5,208 34,789 11,149 26,102 4,782 347 T 1,248,016 R 24,765 Asset R 1,218,804 26,498 350 Accumulated Surplus 1,191,415 Ratepayers Equity 1,242,720 4,9184,958 4,958 4,958 25,433 1,157,481 Net Assets 1,211,506 Total Liabilities Non-Current 1,128,512 24,430 1,186,113 Landfill Provision Loans 1,152,176 Creditors andP 26,035 Liabilities Non-Current 1,123,244 Total 25,571 Assets Non-Current Receivables Investments Property, Plant&Equipment Assets Non-Current Net CurrentAssets Total CurrentLiabilities otal Equity sre 2531,3 2078474,987 8,497 12,007 16,133 12,503 eserves evaluation R rovisions eser e317,715317,290 317,290 ve 0520 0620 0720 0820 2009-2010 2008-2009 2007-2008 2006-2007 2005-2006 1,106,233 1,106,233 00s$0’ 00s$0’ $000’s $000’s $000’s $000’s $000’s ugtBde lnPa Plan Plan Plan Budget Budget 2,486 8,834 1,128,736 1,128,736 (2,643) 9,000 1,159,873 ,5,7 ,9,3 1,223,219 1,191,535 1,159,873 3,247 9,596 ,9,3 1,223,219 1,191,535 10,000 ,4 9,304 8,749 10,420 *Year End30JuneBalances 4 YearPlan STANDARD SHEET BALANCE 53 Standard Statement of Capital Program 4 Year Plan

2006-2007 Budget 2007-2008 Plan 2008-2009 Plan 2009-2010 Plan Gross Income Net Cost Gross Income Net Cost Gross Income Net Cost Gross Income Net Cost Expenditure $000’s $000’s Expenditure $000’s $000’s Expenditure $000’s $000’s Expenditure $000’s $000’s Project Category $000’s $000’s $000’s $000’s Infrastructure Leisure 15,367 1,822 13,545 Roads 8,584 2,849 5,735 Fleet 3,896 1,596 2,300 Buildings 2,995 400 2,595 Drainage 3,441 0 3,441 Computer Equipment 818 0 818 Streetscapes 2,995 705 2,290 Footpaths 1,460 0 1,460 Miscellaneous 1,576 50 1,526 Kerb and Channel 600 0 600 Land 480 0 480 Waste Collection 2,270 2,100 170 Plant and Equipment 60 0 60 Special Rates and Charges Program 3,550 2,000 1,550 Total 48,092 11,522 36,570 55,010 10,240 44,770 49,499 10,480 39,019 54,384 10,480 43,904

Reconciliation Design 12 12 0 Construction 90 90 0 Asset Sales Income (200) 200 Plant Replacement Program (1,596) 1,596 Developer Contributions (1,500) 1,500 Landfill Rehabilitation (2,100) (1,000) (1,100) Carry over from Previous Year 12,645 2,160 10,485 Carry over to Next Year (6,000) 0 (6,000) Total 4,647 (2,034) 6,681 2,000 (2,000) 0 2,000 (2,000) 0 2,000 (2,000) 0 Operating Statement Total 52,739 9,488 43,251 57,010 8,240 44,770 51,499 8,480 39,019 56,384 8,480 43,904

54 CITY OF GREATER GEELONG CITY PLAN 2006 - 2010 bay allonourdoorstep.” with beaches,parks,ariverandwonderful - placetobringupchildren “Geelong isagreat INFORMATION BEST VALUE Review for a specific service ifdeemednecessary.Review foraspecific service retains theoptionofconductingafullBestV The proposedContinuousImprovementframework practices. measurement andreporting principles intobusinessplanning,performance toincorporateBestValuean excellentopportunity completion ofthefirstphaseBestValue andprovides solution implementationhascoincidedwellwiththe The timingoftheproposedPerformance Management ser improvement intothenormalbusinessplanningand integratecontinuous this approachistofurther has beendevelopedandapproved.Themainpurposeof principles arevisedContinuousImprovementF To ensurefuturecompliancewiththeBestValue Principles therein. retaining theBestV repeal theBestValue totheMinister, reporting whilst Minister. Themostsignificantrecommendationswereto recommendations allofwhichwereacceptedbythe containedfive Minister ofLocal Government. Thereport review ofBestValue itsfindingstothe andhasreported During 2004,theBestValue a Commissionundertook toCouncil. Review report review andpresentedaService a unitshavingundertaken completed, withallservice BestValue ReviewThe City’s schedulehasbeen Service vice deliver y processes. alue L egislation andtheBestValue alue Ser ramework vice 55 CONTACT US

Many of the City’s services and projects are listed in this Post City Plan but if you need further assistance or information on a service or facility not listed, simply Write to us at: contact us via one of the following easy ways: City of Greater Geelong PO Box 104 Geelong 3220 In person Australia You can always visit us for personal over the counter Telephone service at any one of our seven conveniently located Pick up the phone between 8.00am and 5.00pm Customer Service Centres: weekdays to call us on (+61 3) 5227 0270. Your Geelong questions can be answered by just dialling one number (and if we can’t help you, we’ll do out best to tell you - City Hall, 30 Gheringhap Street who can). - 131 Myers Street Fax Geelong West Send us a fax on (+ 61 3) 5227 0277. If you have a - 10-12 Albert Street question and some accompanying documents or Belmont information, then send us a fax. - Library, 163 High Street Web Corio The City's website is a great source of information available to you 24 hours a day, 365 days a year. - Corio Village Shopping Centre Log on to the web at www.geelongaustralia.com.au Drysdale Mayor and Councillors - 18-20 Hancock Street There’s also a hotline to the Mayor and Councillors if Ocean Grove that’s who you're looking for. Email them at - Cnr The Avenue and Presidents Avenue [email protected] and [email protected] Email or phone them on (+ 61 3) 5227 0893. Don’t forget the speed of email. Get online and drop us an email at [email protected]

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