ANNUAL REPORT 2007-2008 CITY OF GREATER GEELONG

ANNUAL REPORT 2007-2008
CITY OF GREATER GEELONG
WWW.GEELONGAUSTRALIA.COM.AU

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Geelong: coast, country and suburbs is the best place to live through prosperous and cohesive
communities in an exceptional environment.
But what does this really mean to our residents? What is it about our community or the environment
we live in that makes Geelong the best place to live?
Council’s commitment to engaging the community led us to again involving local primary school
children in giving their interpretation of the City’s vision.
An open invitation to primary schools from selected wards resulted in six being selected; Bell Park North
(Cowie ward), Ashby (Brownbill ward), Newcomb Park (Cheetham ward), Ocean Grove (Beangala ward),
Manifold Heights (Kildare ward) and South Geelong (Austin ward). Our vision was put into the hands of
senior students and they were asked to portray it through pictures.
The local community and environment is very important to our children. It is where they live, where
they learn, where they play and most importantly where they begin to build their future.
The artworks throughout this document depict this importance to our children and show the pride
they have in Geelong, and in particular their local community.
We would like to thank the staff and some 400 students for giving their time and for their
enthusiastic participation.
The vision, through their eyes, is why Geelong is the best place to live.
i

THE YEAR’S HIGHLIGHTS
Satyam Technology and Learning Centre
Council, in partnership with Deakin University and the Victorian Government
were successful in attracting global IT firm Satyam Computer Services to the
region. This is one of the biggest industry investments in the region for decades
and has the potential to deliver 2,000 new jobs. Construction is expected to
commence in 2009 in the Geelong Technology Precinct at Deakin’s Waurn
Ponds campus.
More information: Page 79 or visit www.geelongaustralia.com.au
Bellarine Aquatic and Sports Centre
Construction commenced on the Bellarine Aquatic and Sports Centre in
February 2008 and is due to open in December 2008. The centre, which is
a long held vision of the Bellarine community, is being built at Ocean Grove,
and is a partnership project involving the City of Greater Geelong and the
Victorian Government.
More information: Page 95 or visit www.geelongaustralia.com.au
Geelong EcoChallenge
As part of Council’s commitment to responding to climate change, EcoChallenge
was launched in May 2008. EcoChallenge is a corporate sustainability program
aimed at reducing the organisation’s own consumption of energy, water and
resources. It challenges our conventional thinking and works towards achieving
our vision of an ‘exceptional environment’.
OUR VISION:
“Geelong: coast, country and
suburbs is the best place to
live through prosperous and
cohesive communities in an
exceptional environment.”
OUR MISSION:
“Working cooperatively to
provide leadership and
services that are effective
and sustainable in meeting
the changing needs of our
communities.”
More information: Page 83 or visit www.geelongaustralia.com.au
ii

CONTENTS
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
OVERVIEW 2
About Us 3
Our History – from Jillong to Geelong 4
Geelong: Coast, Country and Suburbs –
the Best Place to Live 7
City of Greater Geelong at a Glance 9
Message from the Mayor 11
Message from the Chief Executive Officer 12
Our Councillors 13
Planning and Reporting Framework 20
THE YEAR IN REVIEW 22
A Snapshot of the Year’s Achievements 23
Outstanding Achievements 25
Customer Service Commitments and Achievements 26
Council Funding Priorities 30
Summary of Financial Results for
2007-2008 and Five Year Trends 32
CONTINUOUS IMPROVEMENT 37
Best Value 38
Community Engagement 40
OUR PEOPLE 46
Organisation Structure 47
Values and Behaviours 48
Our Chief Executive Officer 49
Divisional Operational Performance 50
Human Resource Management 56
Staff Profile 58
Employee Excellence Awards 60
Recognition of Service Awards 61
Our Volunteers 62
CORPORATE GOVERNANCE 64
Governance Framework 65
Internal Audit 66
Statutory Information 67
Council Appointments to Committees and Groups 70
PERFORMANCE 71
The Pillars: Highlights and Achievements 72
Health and Wellbeing 74
Economic Development 79
Environment 83
Community Safety and Security 87
Transportation 90
Parks Sport and Leisure 95
Education and Research 100
Arts Culture and Heritage 104
Telecommunications 108
Theme 1: Democracy 110
Theme 2: Best Value 113
2007-2008 Performance Statement 117
Victorian Local Government Indicators 123
STANDARD STATEMENTS AND
ANNUAL FINANCIAL REPORT 125
Understanding the Financial Report and
Financial Statements 126
Standard Statements 128
Annual Financial Report 138
CALENDAR OF EVENTS 191
INDEX 193
GLOSSARY 195
CONTACT COUNCIL 196
1
Waterfront Geelong

OVERVIEW
Welcome to the City of Greater Geelong’s
Annual Report for 2007-2008.
The City of Greater Geelong acknowledges
the Wathaurong as the traditional
custodians of this land.
Playground at Steampacket Gardens
2

ABOUT US
Located some 75 kilometres from the
Melbourne CBD, our municipality is made up
of 12 wards and has a growing population of
over 208,000.
The Annual Report 2007-2008 meets
with our commitment to be transparent in performance
reporting.
Our Council
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
The City of Greater Geelong’s City Plan
2007-2011 is the guiding document for
this Annual Report. City Plan describes
our strategic objectives and key strategies.
Council embarked on an ambitious
program of actions for 2007-2008 aligned
to the nine Pillars of a great city and the
two themes: Democracy and Best Value.
The Annual Report provides an update on
the highlights and achievements
emanating from this program. It also
states our objectives for the future and
lists the challenges ahead.
In 2007-2008 1,625 new residential dwellings were
approved, with total residential dwellings now exceedig
90,000. The city is also a major centre for investment
with over 13,000 businesses and a highly skilled
workforce of over 110,000 people.
The municipality covers 1,245km 2 , comprising country,
coastal and suburban areas. We are surrounded by water,
with Corio and Port Phillip Bays, the Barwon River, lakes,
wetlands and the open sea, beautiful parklands and
wildlife sanctuaries. In close proximity to national and
state parks, Geelong is also readily accessible to the world
renowned coastline of south-west Victoria via the Great
Ocean Road, and edges the multi-award-winning
Waterfront overlooking Corio Bay.
Geelong offers quality living, extensive job and business
opportunities and a wide range of recreational and
cultural events and activities. We are fortunate to have
some of Australia’s best educational facilities and a
comprehensive range of health care and community
services for residents across all age groups. Geelong truly
is the best place to live.
About This Annual Report
This Annual Report details the performance and
achievements of our Council for the period 1 July 2007
to 30 June 2008. The aim is to inform all Council
stakeholders including ratepayers, residents, businesses,
community and interest groups, news media, all levels of
government, Council staff and the wider general
community.
Geelong became a Local Government entity under the
Incorporation of the Town of Geelong Act (an Act of NSW
Parliament) on 12 October 1849.
Victoria's Local Government reform began in 1993
when the State Government introduced legislation to
combine more than 200 small local Councils into 78
larger Councils (now 79). At this time, six local Councils
and part of a seventh (Barrabool) were formed into
one large municipality called the City of Greater Geelong
(18 May 1993).
Since 1993 the structure of our Council has undergone
some significant changes.
Between 1993 and 1995 the City of Greater Geelong
was governed by four Commissioners appointed by the
State. In March 1995 the new City of Greater Geelong
held its first election. 12 Councillors were elected
with each Councillor representing one ward.
In late 1997 the Council was restructured by the State
Government and the 12 ward makeup was changed to
four wards. Subsequent to this, the second Council was
elected in 1998 consisting of nine Councillors.
In March 2001, the Council reverted to its current 12
ward system with 12 Councillors. A further review was
completed by the Victorian Electoral Commission
in May 2008 with the decision to maintain the current
structure, however some ward boundaries have been
modified. The ward boundary changes will take effect
for the General Election to be held in November 2008.
3

OUR HISTORY - FROM JILLONG TO GEELONG
Geelong has a long and proud history dating
back well before white settlement.
The Wathaurong people lived in the Geelong region for
more than 25,000 years before white settlers arrived with
various clans established in the area. White settlement
from the early 1800s had a devastating effect on the
Aboriginal people. Sheep destroyed much of the root
crops which the Wathaurong depended on, and
introduced diseases that cut a swathe through their
people causing birth rates and clan numbers to fall.
The significant level of activity of the Wathaurong people
is evident through approximately 140 archaeological sites
that have been found in the region.
The name Geelong itself comes from the term Jillong.
When the explorers Hume and Hovell arrived in the area
in 1824, they approached the Wathaurong people and
asked for the name of the area. They were informed that
the bay was called Jillong and the land Corio, or at least
this is how they construed the conversation.
The actual meaning of these two words has been subject
of much speculation over the years. There is a belief that
the Europeans had made a mistake in ascribing Corio to
the sea and Geelong to the land, when it should have
been the other way around. The debate goes on!
Following is a short chronological history of Geelong,
from the early 1800s through to today.
1802 - Lieut. John Murray from the Lady Nelson
discovered and explored Corio Bay.
1802 - Commander Matthew Flinders entered Port Phillip
Bay onboard the Investigator and climbed Station
Peak (now known as Flinders Peak at the
You Yangs).
1824 - Explorers Hume and Hovell reached the shore
of Corio Bay (close to the present Duck
Ponds Bridge).
1837 - Capt Foster Fyans arrived at Geelong as Police
Magistrate.
1837 - David Fisher built the first house in Geelong.
1838 - Geelong surveyed.
1838 - Geelong gazetted as a town.
1838 - First land sale held.
1840 - First issue of the “Geelong Advertiser” published.
1849 - Town of Geelong incorporated by special Act of
the New South Wales Legislative Council.
1850 - First meeting of Geelong Town Council held.
1853 - Geelong-Melbourne Railway commenced.
1857 - Post Office built at corner of Ryrie and
Gheringhap Streets.
1858 - Geelong Gas Company incorporated.
1859 - Geelong Yacht Club formed.
1861 - Geelong College founded.
1862 - Geelong- Ballarat railway opened.
1872 - Johnstone Park opened.
1872 - National Wool Museum built.
1877 - Geelong Railway Station building commenced.
1887 - Gordon Institute of Technology opened.
1890 - Cheetham Salt Works established.
1899 - Geelong Electric Syndicate granted consent to
install electric lights and power.
1905 - Harbour Trust for the Geelong Port passed
by Parliament.
1905 - New Racecourse and Agricultural Show
Grounds gazetted.
1908 - Geelong Waterworks and Sewerage Trust formed.
1908 - Geelong’s first car constructed by Humble
and Sons.
1910 - Ratepayer approval secured to develop Market
Square for retailing purposes.
1910 - Geelong declared a city.
1912 - Geelong Electric Tramway Service opened.
1912 - First automatic telephone exchange in
Australia opened at Geelong.
1914 - Geelong Grammar School opened in Corio.
1915 - Geelong High School officially opened.
1915 - Woollen Mills at North Geelong opened.
1917 - New City Hall, Geelong, officially opened.
1924 - Wards at Kitchener Memorial Hospital officially
opened.
1925 - Geelong Football Club won its first VFL Premiership.
1925 - Ford Motor Company commenced operations.
1926 - The ‘Palais’ opened in Moorabool Street.
1926 - Concrete Barwon Bridge officially opened.
1927 - Eastern Beach improvements commenced.
4

1927 - Barwon Heads – Ocean Grove Bridge
opened to traffic.
1929 - Geelong West declared a city.
1930 - Geelong’s first radio station 3GL (now K-Rock)
commenced transmission.
1933 - Apex Club first founded in Geelong.
1933 - Great Ocean Road scheme completed.
1961 - Parking metres introduced.
1965 - Coles opened Geelong’s first supermarket
in the city.
1963 - Alcoa aluminium smelter established.
1974 - Woollen Mills, for so long a feature of the city,
begun to disappear one by one.
1974 - South Barwon declared a city.
2001 - The Four Points by Sheraton Hotel opened on the
Geelong Waterfront.
2002 - Geelong Botanic Gardens opened its 21st Century
Garden extensions.
2004 - Skandia Group announced sponsorship of
Geelong’s Australia Day sailing regatta. Skandia
Geelong Week is now held over five days and is
Australia’s largest keel boat regatta.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
1934 - T&G Building completed.
1936 - Bulk handling and loading facilities for grain
erected at the port.
1937 - St Mary’s Church completed.
1937 - Pilkington Glass Works and International
Harvester commenced operations.
1944 - Grace McKeller complex secured for housing
the elderly.
1947 - Plan for orderly town planning adopted – a first
for Victoria.
1949 - Newtown declared a city.
1951 - Geelong Football Club won back-to-back
1952 VFL Premierships.
1954 - New suburbs created – East Geelong, Norlane
and Corio.
1954 - Shell Refinery opened.
1954 - Queen Elizabeth II visited Geelong.
1956 - Tramway system scrapped, replaced by diesel
buses – a first for Victoria.
1977 - Geelong Regional Commission established.
1977 - Deakin University established.
1984 - Market Square redevelopment commenced.
1988 - Queen Elizabeth II visited Geelong.
1989 - Municipality of Bellarine became a rural city.
1989 - Collapse of giant financier Farrow Corporation
(Pyramid).
1993 - Amalgamation of six Councils to form the City of
Greater Geelong.
1996 - Deakin University opened new campus on the
Geelong waterfront.
1996 - Port of Geelong Authority privatised.
1998 - Council exhibited a new Greater Geelong
Planning Scheme.
1999 - Waterfront redevelopment project completed
(commenced in 1996).
2000 - $27M revitalisation of Geelong’s Central Activities
Area commenced.
2004 - Jetstar commenced domestic flights from
Avalon Airport.
2005 - Relocation of the Transport Accident Commission
headquarters to Geelong announced.
2007 - His Holiness the Dalai Lama returned to Geelong
after his first visit in 2002.
2007 - Geelong Football Club broke a 44 year drought
winning the 2007 AFL Premiership.
2008 - Deakin University opened their Medical School –
offering the first rural and regional training
program in Victoria.
2008 - Indian IT company Satyam Computer Services
attracted to Geelong, potentially creating 2000
jobs.
2008 - Westfield completed $150M redevelopment of
Bay City Plaza shopping complex.
1959 - Regional Library opened.
5
Source: Walter AL, Chronological Table of Historical Events of Geelong and District 1802-1938 (1939); Houghton, Norman, Geelong – A Short History (2003)

THEN
NOW
Eastern Beach
6

GEELONG: COAST, COUNTRY AND SUBURBS -
THE BEST PLACE TO LIVE
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
7
From the early beginnings to now Geelong
certainly has been through some challenging
times and exciting changes.
Today, our region offers a diverse and exceptional lifestyle.
There are wide expanses of open space and diverse
waterways to enjoy, many kilometres of walking and bike
tracks, cultural experiences, great sporting facilities, world
class major events and fine dining and entertainment.
We have a strong economy with quality education
facilities, a cosmopolitan and vibrant community, and a
sustainable future outlook. Qualities that all contribute to
our city being the best place to live.
But our city isn’t standing still. The landscape is changing
right before our eyes with unprecedented levels of
investment and major construction underway. Our
economy remains strong with the transition from a
reliance on manufacturing as a source of employment
and wealth, to one where knowledge and services are
becoming strong contributors to growth.
Changing Economy
Council’s Economic Development Strategy 2005-2010
encourages the pursuit of industries that will maximise
the region’s competitive advantages, and in doing so
encourage investment and secure employment
opportunities in the future. The strategy recognises that
manufacturing industries such as Textiles, Clothing and
Footwear, Petrochemicals and Utilities are experiencing
declining employment, and identifies the growth sectors
that will drive modern dynamic economies such as
Knowledge, Innovation and Research, Advanced
Manufacturing, Health, Tourism, Food and Horticulture.
The City is emerging as a leader in several of these
dynamic industries, and we are beginning to reap the
benefits.
Despite rising interest rates, increased petrol prices and
severe drought conditions the region’s economy has
continued to perform well. In the past year
unemployment in our region decreased, median house
prices increased, non-residential building activity
increased markedly and a record number of tourists
visited the area. Add to this a number of major
investments and our economy is looking very healthy.
Investor confidence in Geelong continues to be at an
all time high. Projects recently completed include the
Westfield redevelopment, Waurn Ponds Plaza
development, the five-storey Harrison Place office
building, the State’s first Rural and Regional Medical
School at Deakin University’s Waurn Ponds campus and
the new all-weather racetrack at the Geelong Racecourse.
Further examples of investor confidence are the number
of cranes that currently occupy our skyline with many
construction projects in progress. These include the
construction of the Transport Accident Commission
headquarters, the Edgewater development on Geelong’s
Waterfront, Deakin University’s redevelopment of Dennys
Lascelles Wool Store to house its health precinct, Barwon
Health’s new Emergency Department at the Geelong
Hospital, St John of God Hospital expansion, Bellarine
Aquatic and Sports Centre development and the
Pakington Strand construction.
Future developments that will continue to drive our
economy include the Indian ICT Company Satyam
Computer Services Software Development and Learning
Centre at Deakin University’s Waurn Ponds Campus, the
Skilled Stadium refurbishment of the Ross Drew Stand,
the Bayside Tower complex and Mercer Street Silo
development in the Western Wedge precinct, and the
construction of the new Leisurelink Aquatic Centre in
Waurn Ponds.
Tourism continues to grow as an important economic
industry for our region. The establishment of a base for
Qantas off-shoot airline Jetstar at Avalon Airport - only 20
minutes from Geelong - has been a significant asset for
the region. Geelong also has a proven track record in
attracting major national and international events. Our
calendar of events includes the Australian International
Airshow, Skandia Geelong Week, and the Australian
qualifier the the Ironman 70.3 World Championships. In
the coming years we will also host the 2010 UCI Road
Cycling World Championships and the 2009 Australian
Masters Games. These will bring huge economic benefits
to the region.
Investment in innovative and smart industries will drive
Geelong’s future. Fundamental to this is the creation of an
environment to attract and retain dynamic and creative
people to facilitate this investment and generate business
activity.
Community Wellbeing
Community wellbeing is an important issue faced by all
Councils. Council activities play a key role in supporting
community wellbeing and in determining future directions
and priorities to meet community needs. Taking a lead on
key community issues, developing partnership

approaches to address key issues and advocating to State
and Federal Government, organisations and groups to
influence their activities are key roles for Council.
Trends such as changing demographics as the population
ages, risk of social isolation as more people live alone and
emerging chronic health issues including obesity, mental
health and substance abuse are having an impact on all
communities. Building community strength for the
socially disadvantaged through local activities that provide
them with the skills, information and long-term support to
build their capacity is a priority of this Council as is
managing concerns around community safety and
security.
The City has and will continue to address these areas
through the implementation of strategies such as the
Geelong Strategic Health Plan, Municipal Strategic
Statement, Youth Strategy, Geelong Community Safety
Strategy, Municipal Early Years Plan, Disability Action
Plan, and numerous township structure plans. All of these
plans have involved extensive community consultation to
ensure they reflect residents’ needs and aspirations.
Successful community building initiatives in Whittington,
Corio and Norlane, award winning child care and early
learning services, comprehensive home and community
care services and upgraded community facilities have
played a major role in improving the wellbeing of our
community.
These projects and initiatives help encourage social
cohesion, improved health, deliver better educational
outcomes, increase tolerance and reduce crime.
Built and Natural Environment
The impact of climate change is far reaching. It is no
longer just a phenomenon that is occurring in other parts
of the world but in fact happening in our own backyard.
Low rainfall and warmer seasonal weather have had an
adverse effect on the region’s recreation reserves, parks
and gardens and water storage levels.
Greenhouse emissions are a major concern, whilst urban
growth is putting pressure on traffic management and
also on our natural environment.
The City has undertaken many actions to alleviate these
impacts, and will continue to plan for the future through
the implementation of a number of strategies and actions
plans including:
> The Environment Management Strategy 2006-2011,
which addresses issues such as council policy,
programs and planning, education and partnerships,
biodiversity management, sustainable agriculture,
coastal and marine, waterways and wetlands, air
quality, resource use, waste, recycling and reuse and
urban settlements.
> The Sustainable Water Use Policy, which aims at
balancing the need for greater efficiencies in water use
with the service needs of the community. Council is
aiming at a 25 per cent reduction in potable water
consumption by 2015 and 30 per cent by 2030.
> Drought recovery initiatives including the conversion of
major sporting fields to drought tolerant turf, and major
water harvesting initiatives.
> The Greenhouse Reduction Strategy, which sets
minimum reduction targets for Council’s greenhouse
emissions of 30 per cent by 2010 and 60 per cent by
2025.
> The Armstrong Creek Urban Growth Plan, which aims
to become a model of sustainable living where natural
and cultural features are enhanced and community
interaction encouraged.
> The Municipal Strategic Statement, which ensures that
land development and growth within the region
balances the short and long term needs of the
community. This will ensure the growth of Geelong
is managed in a sustainable way.
> Encouraging walking, cycling and use of alternative
modes of transport through the creation of more bike
paths and walking tracks, a Park and Ride service, the
Walking School Bus program and implementing the
Greater Geelong Cycle Strategy. Delivering safe and
accessible linkages within and between townships is
the ultimate aim which in turn will reduce the reliance
on vehicles.
> Working towards a total waste management system
that maximises the recovery of material and minimises
the region's reliance on landfill.
The Future
With the region growing at such a rapid pace it is
important we consider the social, environmental and
economic aspects of every issue and balance short to
medium term interests with the long term, to ensure our
community continues to grow in a sustainable way.
Sustainable communities are places where people want
to live and work, now and in the future. They meet the
diverse needs of existing and future residents, are
sensitive to their environment, and contribute to a high
quality of life. They are safe and inclusive, well planned,
built and run, and offer equality of opportunity and good
services for all.
The City of Greater Geelong is working hard with the
community to ensure we act responsibly and secure the
future for the youth of today and beyond. Council
recognises that for a sustainable future we need to
protect and enhance our built and natural environment,
strengthen our communities and encourage new
investment in sustainable industries.
8

CITY OF GREATER GEELONG AT A GLANCE
Unit 2006-2007 2007-2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
STAFF
Annual Equivalent Fulltime (EFT) Staff EFT 1,219 1,236
Full time: 819
Part time: 345
Casual: 72
ECONOMIC
Recurrent Income $M 184.6 203.4
Recurrent Expenditure $M 178.2 193.9
Rates Revenue $M 106.9 115.4
Rates Revenue as a per cent of Recurrent Income per cent 57.9 56.7
Capital Expenditure $M 49.1 52.4
Working Capital Ratio (level of current assets available to meet current liabilities) per cent 113 136
Outstanding Loans Borrowings $M 16.6 14.7
Debt Servicing Ratio per cent 0.37 0.40
No. of Building Permits issued No. 5,022 5,161
Building Activity value $M 761,340 858,369
No. of Tourists visiting the region No. 3,610,000 4,063,000
COMMUNITY
No. of Kms of Footpath Renewed km 12.2 6.7
No. of Kms of Roads Resurfaced km 53.0 51.3
No. of Children in Council run Child Care Centres No. 1,055 1,070
No. of Hours of General Home Care Delivered by Council Hours 120,000 116,812
No. of Meals delivered (Meals on Wheels) by Council No. 147,000 120,489
No. of Dog Registrations No. 33,170 30,616
No. of Cat Registrations No. 12,000 10,414
ENVIRONMENT
Garbage Volumes (Kg/household) kg 388 434
Recycling Volumes (Kg/household) kg 303 338
Green Waste Volumes (Kg/household) kg 203* 294
Council Water Consumption KL 360,480 # 501,452
Mosquito breeding site treatments – no. of days sites treated aerially No. 22 29
Mosquito breeding site treatments – no. ground based treatments No. 321 657
No. of trees planted No. 1,700* 1,388*
9
* Decrease on prior years due to drought conditions.
# Significant drop in water consumption on 2005-2006 levels (1,013,222KL) due to enforced water restrictions and water saving initiatives.

Emily Benstead
South Geelong Primary
School
Age: 11
‘Geelong is a great place to
live because we have the
Barwon River which is a
lovely place to go walking and
bike riding with your family.’
10

MESSAGE FROM THE MAYOR
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
11
Cr. Bruce Harwood
Mayor
Welcome to the City of Greater Geelong
2007-2008 Annual Report, a summary of the
progress we have made in the last financial
year.
Following the election of the current Council in late 2004,
we set our vision, developed a four-year plan and chose
13 priorities that would be our particular focus during this
Council’s term, to build on our considerable competitive
strengths.
On page 30 you will find an update on Council’s 13
priorities and I am pleased with the progress we have
made.
Running a municipality of this size, with its mix of urban,
coastal and rural environments, is challenging. If you add
to that mix the growth pressures on our infrastructure,
you can understand why the issue of planning for growth
has been high on our agenda.
In the last year alone we adopted a revised City of Greater
Geelong Local Planning Policy Framework, with the
Housing Density Strategy, Western Wedge Framework,
Barwon Heads Structure Plan, Lara Structure Plan,
Central Geelong Structure Plan, Osborne House Precinct
Masterplan, Eastern Park and Geelong Botanic Gardens
Strategic Plan, and Geelong Port Structure Plan.
This has given great confidence to developers to invest
in our region.
The imminent completion of stage one and two of the
Ring Road in November 2008 is bound to amplify the
growth pressures and extend them to surrounding
municipalities such as Golden Plains and Surf Coast.
We are working with these Councils and others through
G21, to address such issues.
The State Government has encouraged us to release land
parcels in response to the increased demand for housing
and industrial land, but that cannot happen overnight.
We all want to ensure sustainability, and that means
allocating open space, considering water and waste
options and opportunities for community, cultural and
recreation facilities. It means providing employment zones
and having a seamless public transport system, one that
enables access to the Surf Coast and then across to the
Bellarine. We have also been working very closely with
Barwon Water to ensure we both understand what we
are trying to achieve for the future of this region.
Environmental sustainability has been a key platform
of this Council. In the past year we have signed the
Victorian Local Sustainability Accord, joined the G21
Climate Change Alliance, adopted a Greenhouse
Reduction Strategy and launched the EcoChallenge
initiative for staff.
The movement of people and traffic flows is something
we have grappled with in partnership with the State
Government and statutory bodies such as VicRoads and
V/Line. It is an imperfect science but there is a genuine
effort by us all to get it right.
Importantly the Greater Geelong Cycle Strategy was
released during the year. Cycling is just one solution, and
as it encourages exercise whilst reducing our impact on
the environment, it is a great solution.
Speaking of bikes, this year we were successful in
bidding for the 2010 UCI Road Cycling World
Championships. Geelong is fast becoming the major
events capital of Regional Australia. Our research tells us
that competitors identify Geelong as one of the best
environments to compete in because it is not a capital
city, there is little congestion, the bay and the beach are
attractive and we have the infrastructure to run worldclass
events.
Given that a successful event is one that has the
maximum number of competitors, I’d say we are looking
pretty good!
Events are renowned for the flow-on of economic impact
to other sectors of the economy. Our program of
diversifying economic activity to reduce the reliance on
traditional manufacturing has been ongoing during our
term. Next on the agenda is a conference and exhibition
centre. In 2006-2007 the economic impact of the
conferences we were able to host was $56.5 million, but
there were many we had to turn down because we simply
do not have a space large enough. In 2008-2009, this is
our number one priority.
My thanks to my fellow Councillors, CEO Kay Rundle and
Council staff for their commitment to making Geelong the
best place to live.
Cr Bruce Harwood
Mayor

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER
I remember when I first came to Geelong I was
struck by the number of people I met who felt
so passionate about the places in which they
live and Central Geelong.
It has now been over five years and that passion burns
bright. Time has passed quickly and the challenges of
growth have been many. After yet another successful year
where we ended on a strong financial note, we are in
good stead to meet the challenges of the 2008-2009 year.
Below are some trends that demonstrate the successes:
> Leap in the number of tourists visiting the region.
> Increase in the number of building permits issued.
> Increase in the value of building activity.
Kay Rundle
Chief Executive Officer
> Increase in patronage of our Swim Sport and Leisure
Centres.
In 2007-2008, the average residential ratepayer paid
$2.60 a day for services that ranged from the basics like
roads, parks, footpaths and maternal child health to
supporting events and festivals, youth, community
groups, home care and meals on wheels, leisure and
recreation facilities, the Geelong Art Gallery, libraries and
the National Wool Museum. In fact, we provide over 120
services to the community.
Most importantly in the past 12 months we spent $52
million on our capital works program to create new assets
such as the Legends Plaza. This money was also spent
on ensuring that the priority items from our $1.2 billion
worth of City assets were well maintained and upgraded.
Engaging our community helps us ensure that the
priorities of local people translate into strategy and
decision making. Over the year there were 120
opportunities for the community to actively participate
in the workings of Council.
In May we launched EcoChallenge, an awareness and
training program for staff to reduce our organisation’s
consumption of water, energy and resources. We have
already made considerable progress in cutting water and
energy use, but we need to do more, particularly if we are
to meet the targets set in our Greenhouse Reduction
Strategy, released in December 2007.
I am delighted that progress has been made on the issue
of civic accommodation. We currently have staff spread
over numerous sites, a situation that is costly and
frustrating. Council has the expectation that a state-ofthe-art
building that satisfies triple bottom line principles
of environmental sustainability, community use and
financial prudence will be the end result. In fact, it is
possible that we will be able to meet many of the
greenhouse targets we have set for the year 2020 simply
by how we build it.
In order to continually improve our service delivery to the
community, we spent over one million dollars on training
for staff in the 2007-2008 financial year. This ensures
standards are shared, encourages awareness, increases
knowledge and develops the skills of our staff.
In recognition of some truly wonderful efforts, many
service teams have won awards. One example is the
Annual Report - last year’s equivalent of this
document - which won a silver award at the 2007
Australasian Reporting Awards. A full listing of our awards
can be found on page 25.
One project I am very proud of is the Early Learning
Centre @ Rosewall. Working with Shell and the
Department of Education and Early Childhood
Development, we have reopened this service to provide
a 12-hour a week local education program for three to
four year-olds. The staff involved showed a real
commitment to ensuring that opportunities for early
learning are accessible for local children, and to working
with others in innovative ways to make it happen.
It is just one story in a sea of many that demonstrate
the dedication of staff to the City of Greater Geelong.
My thanks to every single staff member. Thanks also to
the Mayor and Councillors and to all who have partnered
with us. The Geelong region truly is a special place.
Kay Rundle
Chief Executive Officer
12

OUR COUNCILLORS
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Working towards making Geelong the
best place to live has been this Council’s
main aspiration since being elected in
November 2004.
Making informed decisions on all aspects of the
community, environment and economic wellbeing
through strong leadership and planning is of paramount
importance in achieving Council’s vision.
This is the final year of the current Council’s term and
they can be proud of the many achievements that have
seen remarkable development within the municipality.
The Role of Council
Council operates under the Local Government Act 1989
and is elected to provide leadership and good governance
for the municipality and the local community.
Council has a number of roles including:
> Taking into account the diverse needs of the local
community in decision making.
> Providing leadership by establishing strategic objectives
and monitoring their achievements.
> Ensuring that resources are managed in a responsible
and accountable manner.
> Advocating the interests of the local community to
other communities and governments.
> Fostering community cohesion and encouraging active
participation in civic life.
Council Elections
Victorian local government elections are held every
four years.
Councillors are elected by the community and they
represent the overall public interest of the region and their
respective ward. They take part in formulating, adopting
and reviewing the corporate plan, annual budget and
other operational plans, and also make informed
decisions on Council policies and funding requirements.
The Mayor is elected by the 12 Councillors for a one-year
term. The election of Mayor is usually held in December.
At the end of that one-year term, the Mayor may wish to
stand for re-election for a further term or decide to stand
down. The Mayor has several roles including chairing
Council meetings, ensuring that Council decisions are
carried out and representing the City at government, civic
and ceremonial functions.
The next local government elections will be held in
November 2008.
In January 2008, Deakin Ward Councillor Shane Dowling
tendered his resignation after six years as a Councillor. Cr
Dowling made an enormous contribution to the City of
Greater Geelong. A former Mayor, and portfolio holder for
Strategic and Economic Development, Cr Dowling was a
leading contributor in guiding the City to its current era of
prosperity.
A by-election for the Deakin Ward was held in May 2008,
with Councillor Andrew Katos being elected as the new
representative.
Electoral Boundary Review
Currently the City of Greater Geelong is made up of 12
wards, with one Councillor elected to represent each
ward. The Victorian Electoral Commission has completed
its electoral boundary review and recommended to the
Minister for Local Government that the City of Greater
Geelong maintains 12 Councillors to be elected from 12
single-councillor wards, with some modifications to ward
boundaries. The total voters of all electorates is 159,993,
with the average voters per councillor being 13,333, with
a deviation between -7.16 per cent and +8.93 per cent.
13

Port Phillip Bay
Victoria
Corio Bay
Cr Bruce Harwood (Mayor)
Ward: Kardinia
Bass Strait
City of Greater
Geelong
Melbourne
Balliang Creek
Portfolio: Communications, Tourism and Major Events
Elected to Council: February 2003
Local Belmont resident Bruce Harwood was re-elected to
Council in November 2004, having first joined Council
following a by-election for the Kardinia ward in February
2003. Cr Harwood was re-elected Mayor on 3 December
2007 for a second 12-month term.
Ballan Road
1
Little River
He has been a police officer for 25-years and is currently
a Detective, attached to the Geelong Criminal
Investigation Unit.
Moorabool River
Cr Harwood is involved in the following committees:
> Community Arts and Festivals Assessment Committee
> Geelong Major Events
> Committee for Geelong
> G21 - Geelong Regional Alliance
> Audit Advisory Committee (Until May 27, 2008)
> Planning Committee
> Performance Review Committee (CEO)
> Barwon Regional Waste Management Group
> Community Reference Committee Neighbourhood
Renewal - Norlane Corio
Telephone: (03) 5272 4891
Email: mayor@geelongcity.vic.gov.au
1 Windermere
2 Corio
3 Cowie
4 Kildare
5 Brownbill
6 Austin
7 Kardinia
8 Deakin
9 Buckley
10 Cheetham
11 Coryule
12 Beangala
Pettavel Road
2
3
4
5
6
7
8
9
Mount Duneed Road
10
Corio Bay
Port Phillip Bay
11
12
Bass Strait
14

Port Phillip Bay
Port Phillip Bay
Port Phillip Bay
Corio Bay
Corio Bay
Corio Bay
Bass Strait
Bass Strait
Bass Strait
Cr John Mitchell (Deputy Mayor)
Cr Lou Brazier
Cr Peter McMullin
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Ward: Austin
Portfolio: Sport and Recreation, Strategic Development
Elected to Council: November 2004
Cr Mitchell was born and raised in the Austin ward.
He has lived in the area for more than 40 years and is
married with three children. He is employed at V/Line and
has been an active participant in many local sports and
community organisations. He has been awarded life
memberships of the Thomson Football Club, the South
Barwon Swimming Club and the GCA Sharks Swimming
Club.
Cr Mitchell is involved in the following committees:
> Kardinia Park Steering Committee
> Central Geelong City Management Committee
> Geelong Major Events
> Geelong Safety Committee
> Planning Committee
Telephone: 0400 616 147
Email: councillor@geelongcity.vic.gov.au
Ward: Corio
Portfolio: Community Development, Indigenous Affairs
Elected to Council: March 1998 - March 2001,
November 2004
Cr Brazier was born in the U.S.A. and has been a
Geelong resident since 1993. Cr Brazier is a community
development worker and holds positions with numerous
groups and committees in the area. Her passions include
youth, senior citizens, community development and
better services for disadvantaged communities. She holds
several tertiary qualifications in her chosen professional
fields, and has an extensive health and community
services background.
Cr Brazier is involved in the following committes:
> Community Arts and Festivals Assessment Committee
> Windsor Park Steering Committee
> Geelong - East Timor Friendship Committee
> Geelong Regional Library Corporation
(from 11 Sept 2007)
> DW Hope Centre Feasibility Working Group
Telephone: 0402 454 790
Email: councillor@geelongcity.vic.gov.au
Ward: Buckley
Portfolio: Arts, Culture and Heritage, Economic
Development
Elected to Council: November 2004
A resident of Barwon Heads, Cr McMullin is a lawyer and
also has broad civic and business experience, combined
with a longstanding involvement in areas such as
education, social welfare and the arts.
He is currently the Chair of Regional Cities Victoria and
Deputy President of the Museums Board of Victoria.
Cr McMullin is involved in the following committees:
> Armstrong Creek Urban Growth Plan Steering
Committee
> Community Arts and Festivals Assessment Committee
> Geelong Regional Library Corporation
> Geelong Art Gallery
> Cultural Precinct Master Plan Steering Committee
> Planning Committee
> Geelong Heritage Centre
> Geelong Major Events
> Victorian Local Governance Association
Telephone: 0437 351 286
Email: councillor@geelongcity.vic.gov.au
15

Port Phillip Bay
Port Phillip Bay
Port Phillip Bay
Corio Bay
Corio Bay
Corio Bay
Bass Strait
Bass Strait
Bass Strait
Cr Andrew Katos
Cr Jan Farrell
Cr Barbara Abley AM
Ward: Beangala
Ward: Brownbill
Ward: Deakin
Portfolio: Finance
Elected to Council: May 2008
Cr Katos joined Council following a by-election in
May 2008.
Cr Katos is a lifelong resident of Geelong and the father of
a young family. He is passionate about our city and the
region and enjoys the opportunity of working with
residents and business owners to make a positive
contribution to the community.
Cr Katos is a small business owner in Central Geelong.
Cr Katos is involved in the following committees:
> Audit Advisory Committee
Cr Shane Dowling
(Resigned January 2008)
> Armstrong Creek Urban Growth Plan
Steering Committee
Portfolio: Democracy and Governance,
Education and Youth
Elected to Council: November 2004
Cr Farrell is a bookkeeper and small business consultant
and lives in Ocean Grove with her family, having made
the "sea change" from Melbourne over 17 years ago.
Having experienced first-hand the joy of raising a family
on the Bellarine Peninsula, Cr Farrell is keen to preserve
the wonderful character of the area and is passionate
about the unique identity of our wonderful coastal towns.
Cr Farrell is involved in the following committees:
> Audit Advisory Committee
> Geelong Drug Action Plan Committee
> Graffiti Reference Group
> Submissions Review Panel
> Bellarine Multi Arts Facility (Structure to be reviewed)
> Geelong Regional Library Corporation
> Courthouse Arts Youth Centre
> Geelong Safety Committee
> Planning Committee
Portfolio: Infrastructure, Parks and Gardens
Elected to Council: March 2001
Cr Abley moved to Geelong as a teenager and holds
several tertiary qualifications in her chosen professional
fields. She has an extensive health and community
services background. Cr Abley is a current member of
significant community groups and Boards of
Management including United Way Geelong
(Chairperson) and the Barwon Health Foundation.
Cr Abley was recognised in the 2007 Queens Birthday
Honours List with an Order of Australia Medal for service
to Local Government and Regional Development.
Cr Abley is involved in the following committees:
> Audit Advisory Committee
> Disability Street Access Advisory Committee
> Municipal Emergency Management
Planning Committee
> Planning Committee
> Geelong Major Events
> Barwon Regional Waste Management Group
> Performance Review Committee (CEO)
Telephone: 0407 042 856
Email: councillor@geelongcity.vic.gov.au
> Performance Review Committee (CEO)
> Municipal Association of Victoria
Telephone: 0437 103 035
Email: councillor@geelongcity.vic.gov.au
Telephone: 0419 358 223
Email: councillor@geelongcity.vic.gov.au
16

Port Phillip Bay
Port Phillip Bay
Port Phillip Bay
Corio Bay
Corio Bay
Corio Bay
Bass Strait
Bass Strait
Bass Strait
Cr David Saunderson
Cr Tom O’Connor
Cr Rod Macdonald
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Ward: Cowie
Portfolio: Multicultural Affairs
Elected to Council: March 2001
Cr Saunderson has always lived in Geelong’s northern
suburbs and has previously worked as a journalist and as
an Electorate Officer. His main aim for Council is to
deliver top quality services that meet communities'
expectations as well as working to improve the
community consultation processes.
Cr Saunderson is involved in the following committees:
> Planning Committee
> DW Hope Centre Feasibility Working Group
Telephone: 0409 809 860
Email: councillor@geelongcity.vic.gov.au
Ward: Coryule
Portfolio: Environment and Waste Management
Elected to Council: November 2004
Cr O’Connor is a past member of the Drysdale Football
Club as player, committee member and junior coach and
past president of both the Bellarine Recreation Aquatic
Community Centre project and Boroughcouttas Masters
Swimming Club based in Portarlington. Cr O'Connor is
passionate about the environment, youth and developing
opportunities for the community.
Cr O’Connor is involved in the following committees:
> Bellarine Rail Trail Advisory Committee
> Disability Advisory Committee
> Geelong Region Stormwater Reuse Project - Indented
Head Pilot Study
> Water Taskforce
> Barwon Regional Waste Management Group
> Planning Committee
> Association of Bayside Municipalities
Telephone: 0439 303 537
Ward: Cheetham
Portfolio: Planning, Economic Development, Strategic
Development
Elected to Council: November 2004
Cr Macdonald has lived within the Cheetham ward area
for over 15 years and now operates a small business in
Newcomb, having previously served with the Royal
Australian Air Force. He is active in the local community
and understands the issues affecting his ward.
Cr Macdonald is a strong advocate for residents and is
working to ensure their concerns and aspirations are
communicated to council.
Cr Macdonald is involved in the following committees:
> Bellarine Rail Trail Advisory Committee
> Planning Committee
> Water Taskforce
> Geelong Regional Library Corporation
> Community Renewal Committee - Whittington
Telephone: 0458 509 994
Email: councillor@geelongcity.vic.gov.au
Email: councillor@geelongcity.vic.gov.au
17

Port Phillip Bay
Port Phillip Bay
Corio Bay
Corio Bay
Bass Strait
Bass Strait
Cr Tony Ansett
Ward: Windermere
Portfolio: Historical Restoration, Rural and
Regional Affairs
Elected to Council: March 2001
Cr Ansett grew up in the area and was educated at Corio
Technical School. He has had a career specialising in
sales and marketing. “Fixing the basics and taking more
pride" has been high on Cr Ansett's agenda during his
term in Council and he describes himself as a "down to
earth family man" representing all ages with their issues
and concerns.
Cr Ansett is involved in the following committees:
> Community Arts and Festivals Assessment Committee
> Graffiti Reference Group
> Water Taskforce
> Beckley Park Committee
> Community Reference Committee Neighbourhood
Renewal - Norlane / Corio
> Lara (Secondary School) Local Proposal Committee
Subsequent Stage
Cr Dr Srechko ‘Stretch’ Kontelj OAM
Ward: Kildare
Portfolio: Major Projects
Elected to Council: March 1998
First elected in 1998, Cr Kontelj is in his third term on
Council. Cr Kontelj was born and educated in Geelong
and currently lives in Newtown. He has a long history
of community involvement, particularly in supporting
ethnic communities for which he was awarded an OAM
in the Queen's Birthday Honours List in 2001. In 2003
he was awarded the Centenary Medal for services to
Local Government. He holds Degrees from Monash and
Deakin University and in 1999 was awarded Deakin
University Law School’s first Doctorate in Juridical
Science.
Cr Kontelj is involved in the following committees:
• Planning Committee
• Water Taskforce
• Western Heights School Local Proposal
Telephone: 0419 327 303
Email: councillor@geelongcity.vic.gov.au
> Geelong Regional Library Corporation
(until 11 Sept 2007)
Telephone: (03) 5272 4893
Email: councillor@geelongcity.vic.gov.au
For a list of current councillor appointments to committees and groups not acknowledged here, see page 70.
18

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Council Meetings
Council meets on the second and fourth Tuesday of
each month. Any changes to this cycle or any additional
Special Meetings are publicised through the media.
Meetings are open to the public, and at the start of
ordinary meetings question time gives any member
of the community the opportunity to ask a question
on any Council-related matter.
Most meetings are held in the Council Chamber at City
Hall at 7.00pm, however on a quarterly basis Council
Meetings are held at venues around the municipality.
This encourages greater access to the Councillors and the
operations of Council. During the 12 months to June
2008 Council Meetings have been held at the following
locations:
> Buckley Ward, Grovedale Community Centre,
28 August 2007.
> Beangala Ward, St Leonards Memorial Hall,
26 February 2008.
> Kardinia Ward, Belmont Bowls Club,
27 May 2008.
Council Meeting Attendance
July 2007 - June 2008
A total of 22 Ordinary and one Special Council Meetings
were held during the period July 2007 to June 2008.
The attendance record of Councillors is set out in the
table below.
Name Ordinary Special Total
Cr Abley 21 1 22
Cr Ansett 20 1 21
Cr Brazier 18 1 19
Cr Dowling (Resigned 29 January) 10 1 11
Cr Farrell 22 1 23
Cr Harwood 22 1 23
Cr Kontelj 19 1 20
Cr Macdonald 19 1 20
Cr McMullin 21 1 22
Cr Mitchell 22 1 23
Cr O’Connor 20 1 21
Cr Saunderson 16 - 16
Cr Katos (Elected 13 May) 4 - 4
19

PLANNING AND REPORTING FRAMEWORK
How we Plan
Council’s Vision and Mission statement guide
the strategic direction for the City of Greater
Geelong. Our planning process ensures all
Council actions and resources are directed
towards achieving these outcomes.
Our rolling four-year City Plan is a vital part of this
framework. Through community consultation and
research, Councillors and staff have identified long term
objectives and strategic priorities to ensure the Geelong
region will be the best place to live both now, and into the
future. This plan is reviewed annually with actions for the
coming year determined, and budgets allocated.
Cascading from City Plan is a series of annual department
business plans. These plans detail how each functional
area will contribute to achieving City Plan and department
objectives in the coming year. Each employee is then
allocated a work plan outlining their tasks and
responsibilities.
This ensures accountability is built in at each level of the
planning framework and that all actions carried out across
the organisation are aligned to, and consistent with,
Council’s strategic objectives.
Executive
Scorecard, Quarterly
Council Reports,
and Annual Report
on organisation’s
performance
Managers
progress report on
Business Plan Status,
and Department
Scorecard
Community
Vision Mission
City Plan (4Years)
Annual Budget
Annual Department Business Plans
Staff member work plans/tasks
Corporate Values
> Integrity
> Responsibility
> Innovation
> Respect
Corporate Behaviours
including customer service
commitments, mindsets
and OHS standards
Performance measurement and reporting
Individual staff member
performance management and annual
performance appraisal
20

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
21
Council staff reviewing the new Leisurelink Aquatic Centre development
How we Review and Report
Performance
Continually monitoring performance against set objectives
is pivotal to our success. It allows us to assess how we
are performing and identify potential issues or
opportunities for improvement. This continuous
improvement process helps enable us to deliver the
best possible outcomes for the community.
Monthly Reporting
Department Managers report monthly to their General
Manager and Chief Executive Officer on their
department’s progress, through the Council’s
Performance Management System.
Quarterly Reporting
A quarterly progress report is presented to Council on the
organisation’s achievements against City Plan annual
actions. This report ensures the community is regularly
updated on the progress of all initiatives contained within
City Plan.
Annual Report
The Annual Report details the past 12 months
performance against the objectives, strategic priorities
and annual actions outlined in City Plan. It is structured
around the nine Pillars of a ‘great city’, and two Themes
required for the organisation to effectively operate. It also
provides detailed financial statements, and the range
of statutory information required under the Local
Government Act 1989.
Performance Appraisal System
Each employee is annually appraised on their
performance in carrying out their work plan tasks over the
previous 12 months. The review is strongly focused on
how the employee reflects Council’s values and corporate
behaviours. Future tasks, goals and aspirations are also
discussed, along with potential learning and development
opportunities.

THE YEAR
IN REVIEW
At Council we pride ourselves on providing
the best quality services. Over the last 12
months this has been exemplified by the
many outstanding achievements and
acknowledgements the city has been
recognised for.
Council's Learn to Swim Program
22

A SNAPSHOT OF THE YEAR’S ACHIEVEMENTS
This year has seen many milestones and events that council and the community can be proud of. Here is a snapshot of these achievements that
help to illustrate why our region is the best place to live.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
23
July 2007
> The Central Geelong Structure Plan is adopted, which
will guide land use and development for Central
Geelong over the next 20 years.
> The John Hansen Memorial Skate Park development
at Leopold completed.
> The Barwon Heads structure plan is made available
for public comment, and attracts more than 870
submissions over the four-week period.
> The Central Geelong Parking Precinct Plan is adopted,
to ensure that development within the City provides the
most effective distribution of parking spaces.
August 2007
> After a two-year review of the Municipal Strategic
Statement, Council adopts the new City of Greater
Geelong Local Planning Policy Framework, which
defines a collective vision for future land use and
development within the municipality.
> Customer Service delivery to our residents takes a step
forward with the launch of online requests for service,
building applications and enquires, and the paying of
accounts.
> A new water recycling facility at Elcho Park opens,
which will treat and use stormwater to irrigate the
Council-owned golf course
> 34 years after its original opening, the new look
Balyang Sanctuary is officially re-opened after
extensive redevelopment works.
> Council endorses the G21 Geelong Region Plan, a long
term plan for the sustainable future of the region.
September 2007
> The City of Greater Geelong’s Youth Strategy 2007-
2011 is launched, with many actions to be undertaken
in the coming 12 months.
> The $800,000 major refurbishment of Queens Park
Sports Pavilion is completed, ensuring it will continue
to cater to the community’s needs into the future.
> The Newcomb Library re-opens, complete with cutting
edge inventory technology, after a nine month re-build
and refit of the service.
> Geelong is named as the host city for the 2010 UCI
Road Cycling World Championship, a major coup for
our events expertise.
> Civil works commence on the $30 million Leisurelink
facility which is expected to be completed in summer
2009-2010.
October 2007
> Cats fans turn out en masse to honour the Geelong
Football Club at a street parade and presentation,
after winning the 2007 AFL Premiership.
> The new children’s activity area in Sparrow Park
Geelong West is opened.
> Council adopts the Osborne House Precinct Master
Plan, which paves the way for a marine-industry
cluster to service the recreational boating industry.
> The $1.5 million Barwon Heads Streetscape
redevelopment is completed, improving access for
pedestrians and creating a fresh new look for the
main street, Hitchcock Ave.
> The 2007 Victorian Seniors Festival Geelong is held
over the month, attracting more than 8,100
participants to the 72 events.
November 2007
> St Leonards celebrates its 150th anniversary with a
community festival, including the unveiling of a street
sculpture commissioned to reflect the natural and
cultural influences that have shaped the town.
> The revised Geelong Liquor Accord is launched, with a
key action being the installation of ID scanners within
Geelong’s major late-night entertainment venues.
> In a world first, wetlands in Geelong and the Japanese
city of Nagoya are linked through web cams, allowing
people to watch in real time the summer and winter
habitats of birds that migrate between the two cities.
> Geelong Otway Tourism wins the Meetings and
Business Tourism Award for the second year in a row,
and the Visitor Information and Services Award at the
2007 Melbourne Airport Victorian Tourism Awards.
> The City of Greater Geelong is ranked the number one
Council for customer service in the July-September
quarter by an independent benchmarking organisation.
December 2007
> The East West traffic improvements throughout the city
continue, with the completion of the Mercer, Malop
and Gheringhap St intersection.
> Council resolves to transfer land at the DW Hope
Centre to Diversitat, for the development of a
multi-purpose community hub for the northern
suburbs.

The City of Greater Geelong commits to reduce its
greenhouse gas emissions by 30 per cent by 2010,
and 60 per cent by 2025, through the implementation
of the Greehouse Reduction Strategy.
> The Old Post Office becomes a ‘youth hub’ with the
new-look Clockwork Young People’s Health Service
opening its doors, alongside Batforce, Diversitat,
Time for Youth, CASA and Council’s Youth
Development Unit.
> Memorial Park, Leopold’s main sports ovals have a
secure future following the completion of an irrigation
project that captures and stores industrial and
residential stormwater run off for use on the sports
grounds.
January 2008
> The Eastern Park and Geelong Botanic Gardens
Strategic Plan is adopted, providing a 50 year vision
and a 20 year implementation plan, with actions to
commence in the 2008-2009 financial year.
> Cr Shane Dowling resigns from his role as Councillor
of the Deakin Ward, after six years of service.
> The City of Greater Geelong’s five aquatic centres save
over 30 million litres of water over the summer through
the introduction of a number of water saving initiatives.
February 2008
> Newcomb and District Sports Club open their new
netball pavilion at Grinter Reserve, following a
$430,000 development which includes change rooms,
new showers and toilets, and a kitchenette.
> The completion of a community space in St Leonards
provides residents with a venue to meet and access a
range of services.
> Mayor Bruce Harwood joins State and Federal
Members of Parliament at a local ceremony to mark
the apology to the stolen generations.
> The Ocean Grove Soccer Grounds are re-opened
following their redevelopment and the installation
of temporary club rooms.
March 2008
> Council adopts the Greater Geelong Cycle Strategy,
which contains a number of recommendations and
actions aimed at fostering bicycle use in Geelong.
> Geelong announced as the location for the Hollywood
big budget film ‘Knowing’ starring Nicholas Cage.
> Whittington FlameFest held involving numerous
activities including a lantern parade.
April 2008
> Youth week kicks off with a range of skate, art and
musical activities held throughout the municipality,
along with the inaugural Impetus Youth Awards
ceremony.
> Council adopts a Gaming Policy to avoid
concentrations of machines in areas of economic
or social disadvantage.
> Global IT firm Satyam announces it will locate its
Australian operation at Deakin University’s Waurn
Ponds campus. This is one of the biggest industry
investments in the Geelong region for decades.
May 2008
> The Deakin ward by-election is held with Cr Andrew
Katos elected as the new Councillor for the ward.
> The City receives $24.5 million in State funding under
the Geelong Transit City Project to provide critical
infrastructure for the Western Wedge development.
> 80 hectares of industrial land at Heales Rd is offered
for sale by Expression of Interest, which will lead to
major investment and employment opportunities for
the region.
> Works commence on the $1.3 million Youth Activities
Area on the Waterfront.
> Expressions of Interest for the Haymarket car park site
are called for - a key step in the development of one of
Council’s top funding priorities.
> The corporate sustainability program EcoChallenge is
launched, with the aim of reducing the organisations
own consumption of energy, water and resources.
June 2008
> Council adopts the Aldershot Reserve Master Plan to
ensure the planned development of the area for the
next 10 years.
> The Belcher Fountain restoration project is launched
with the lighting of the gas lamp, more than 30 years
after it last burned.
> Council adopts the Domestic Animal (Dogs and Cats)
Management Plan to promote responsible pet
ownership, after considering more than 900 public
submissions.
> Work commences on the restoration of the historic
seawalls at Eastern Beach, which are 320 metres in
length and constructed in 1928-1929.
> The first artwork from the innovative Connecting
Identities project is unveiled, a sneak preview of what
will be on offer at the Memory Bank exhibition in July
2008.
24

OUTSTANDING ACHIEVEMENTS
In 2007-2008 the City of Greater Geelong received the following acknowledgements and awards for excellence and innovation in the delivery
of a range of services and projects.
Award Category Service Award
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
International
ESRI International Special Award in GIS Technology Adoption Information Technology Department
2007 Australasian Reporting Awards Silver Award for distinguished achievement in reporting City of Greater Geelong Annual Report 2006-2007
National
2007 Meeting and Events Industry Award Convention Bureau/Tourist Organisation – Finalist Geelong Otway Tourism
2007 Meeting and Events Industry Award Commendation - Environmental Contribution Geelong Otway Tourism
National Heart Foundation Local Government Award Programs that Promote Healthy Weight Healthy Beginnings Strategy (Family Services)
2007 Parks and Leisure Australia Planning Awards Winner - Regional Sports and Recreation Planning G21 Regional Sports Development Plan and Sport and Recreation /
Regional Infrastructure Strategy
Planning Institute of Australia – Planning Excellence Awards 2007 Commendation - Local Government Award Structure Plan Framework model and Bellarine Peninsula Strategic
Planning Program
Qantas Australian Tourism Awards 2007 Winner - Meetings and Business Tourism Geelong Otway Tourism
State
CFA Community Safety Award Winner Breamlea Fire Management Plan
2007 Melbourne Airport Victorian Tourism Awards Winner - Meeting and Business Tourism Geelong Otway Tourism
2007 Melbourne Airport Victorian Tourism Awards Winner - Visitor Information and Services Geelong Otway Tourism (The Geelong Visitor Information Centres)
2007 Melbourne Airport Victorian Tourism Awards Finalist – Specialised Tourism Services Geelong Otway Tourism (The Geelong Visitor Information Centres)
Office Of Disability Bar None Awards Certificate of Recognition - Service to the Community Robert Macleod – Potato Shed
2007 Victorian State Government Awards Finalist - Communities that are becoming more child Portarlington Early Years Network
and family friendly
2007 Victorian Crime and Violence Prevention Awards Gold Award for Excellence and Innovation in Crime Prevention Central Geelong Safety Program
Victorian Coastal Awards for Excellence 2008 Finalist - Coastal Planning Coastal Planning Program
Victorian Heart Foundation Local Government Award Programs that Promote Healthy Weight Healthy Beginnings Strategy (Family Services)
Regional
Alcoa Access Awards Community Inclusion Award Don’t Be a Couch Potato Project (Potato Shed)
Geelong Advertiser Business Excellence Awards 2007 Winner - Powercor Government Funded Award City Learning and Care Centres
Geelong Advertiser Business Excellence Awards 2007 Finalist - Attractions, Events and Services Award The Arena
Geelong Advertiser Business Excellence Awards 2007 Finalist - Powercor Government Funded Award City of Greater Geelong Customer Service Team
Regional Achievement and Community Awards Winner - Young People's Community Involvement Award Crash Course Productions
25

CUSTOMER SERVICE COMMITMENTS
AND ACHIEVEMENTS
With increasing community expectations of
Council to deliver timely and proficient
services and advice, customer service plays
a pivotal role across the whole organisation.
From Customer Service Centres, Leisure Facilities and
Child Care Centres to Local Laws officers and our road
maintenance crews, the commitment to providing
exceptional service is a high priority for the City.
In 2004 Council developed a set of customer service
commitments with the goal of improving our relationship
with our customers.
These commitments detail how we will deliver excellence
in customer service consistently across all parts of the
organisation. Indicators to measure our performance
against each commitment have been developed to ensure
we fulfill our commitments. The 21 commitments are:
Responsiveness
> We will respond to telephone messages within one
working day.
> We will respond to telephone calls within five rings.
> Correspondence received by mail and email will be
responded to within 10 working days. Planning and
other statutory correspondence will be responded to
in accordance with legislative requirements.
> We will meet corporate standards with all
correspondence.
> We will identify ourselves by name when responding
to phone or face-to-face enquires.
> We will make all reasonable efforts to supply all our
services in a timely manner with priority assistance to
customers affected by a public safety issue.
> Customer Requests for Service will be actioned within
defined service timelines.
> We will provide a method of follow-up for
Customer Requests.
Access
> Our Customer Service Line will be available for public
safety issues 24 hours a day, seven days a week.
> We will provide information that is current and
in plain language.
> We will offer a variety of payment methods.
> We will be available for contact by phone, on-line,
in writing and in person.
> We will assist visiting customers within five minutes.
Knowledge and Attitude
> We will ensure information provided is up to date.
> We will pro-actively explain processes and take
personal responsibility.
> We will act in a manner which is respectful to
the public.
Fair Treatment
> We will balance individual needs with the direction
of Council and resources available to achieve best
community outcomes.
> If we are unable to meet customer expectations we
will explain why.
> We will communicate and make available our
privacy policy.
Feedback
> We will encourage customer feedback and view it
as an opportunity to improve.
> We will measure our performance on a regular basis
to constantly improve our service.
26

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Customer Service Performance
2007-2008
In order to measure performance against our Customer
Service Commitments and identify opportunities for
continued improvement, the City of Greater Geelong
engaged Customer Service Benchmarking Australia to
conduct independent mystery shopping research
throughout 2007-2008.
The Customer Service benchmarking research is carried
out bi-monthly on the Customer Contact Centre, and
quarterly on all other Council contact centres and
face-to-face contact points. Each call/visit is marked on
40 assessment areas including connection time, greeting,
accuracy of information and inquiry resolution.
Comparisons of results are made between departments,
between previous periods results, as well as against
equivalent surveys undertaken on more than 150
Councils across Australia. The independent organisation
also identifies areas for improvement each period.
In the past 12 months, the City of Greater Geelong
has consistently achieved results above the industry
benchmark in many areas. This indicates the Customer
Service Commitments have gone a long way in
developing a culture built on listening, understanding
and proactively responding to internal and external
customer needs.
The following graphs represent a summary of the
organisations face-to-face and telephone customer
service performance over the past 12 months.
2007-2008 Face-to-Face Performance Summary
120
100
80
60
40
20
0
Wait time
(Seconds)
Greeting
quality
Enquiry
resolution
Acceptable
manner
2007-2008 Telephone Performance Summary
100
90
80
70
60
50
40
44
85
38
89 88 91
84
87 86 88
76
98
92
73
70
81
Council Industry Average
City of Greater Geelong
78
91
89
77 76
30
20
16
10
Council Industry Average
0
Connect time
(Seconds)
Greeting
Getting
through
Best
practice
Enquiry Communication
resolution
Service
delivery
City of Greater Geelong
27

Requests for Service
In addition to reviewing independent research on
Customer Service performance, the City of Greater
Geelong monitors several customer service commitments
through internal channels. This includes the percentage
of ‘Requests for Service’ which are completed within the
designated timeframe. Requests for service come from
the community and can be for a range of services, from
missed bin collections, animal complaints, tree
maintenance to potholes or damage to amenities.
The adjacent graph represents this measure over the past
four years. It shows that in 2007-2008 67 per cent of
requests were completed within the designated
timeframe. This has remained consistent over the past
four years despite a 28 per cent increase in requests
during this time.
While we acknowledge that requests will increase each
year, our challenge is to work towards a 100 per cent
completion rate within the timeframe.
80,000
75,541
100%
68,276
69,833
90%
80%
60,000
59,021
70%
60%
40,000
50%
40%
30%
20,000
20%
10%
0 0
2004-2005 2005-2006 2006-2007 2007-2008
No. of Requests for Service
% completed in timeframe
100%
Response to correspondence within timeframe
The City has also committed to responding to
correspondence received by mail and email within
10 working days. The adjacent graph shows that since
the Customer Service Commitments have been
implemented and become a focus for all staff,
performance has improved by 14 per cent.
80%
60%
40%
63
57
68
77
20%
0
Jan-June
2005*
2005-2006 2006-2007 2007-2008
% Correspondence responded to within timeframe
*Data collection only commenced January 2005 so this figure is for 6 months data only.
28

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Angus Urquhart
Manifold Heights
Primary School
Age: 11
‘I chose Limeburners Bay
because I think it is one of
the best views in Geelong and
it will be there for a long time
to come.’
29

COUNCIL FUNDING PRIORITIES
Council has identified 13 key projects for the municipality, each of which has particular strategic importance for the future of the Geelong region.
These priorities represent Council’s long term ambitions for the municipality. They do not replace or take precedence over the core functions of Council. An update on each of these priorities
for the year ending 30 June 2008 is detailed below.
The Projects Project Description Status Update
View of Geelong
FUNDED
Council resolved to assist the Geelong Gallery’s campaign to purchase the
historical Colonial painting View of Geelong by Eugene von Guerard, 1856.
COMPLETED
In July 2006 the View of Geelong headed home thanks to the extraordinary
enthusiasm shown for the painting by the Geelong community.
East West Traffic
FUNDED
The implementation of a range of traffic measures will target improved
conditions for vehicular access to the central activities area and through
traffic across the central Geelong area.
IMPROVEMENT
WORKS
CONTINUING
This project has been fully funded and seven sites have been completed, with
another three in progress. The remaining sites are expected to commence and
be completed within the 2008-2009 year.
Sites completed in 2007-2008 include:
> Mercer St / Gheringhap St / Malop St intersection.
> Malop St / Fitzroy St intersection.
> Latrobe Tce clearway.
Works have commenced at the following sites:
> Ryrie St / Sydney Pde / Swanston St intersection - works expected to be
completed by mid-July 2008.
> Garden St / Portarlington Rd intersection - works expected to be
completed early in 2008-2009.
Conference Centre
The proposal is to construct a 1,200 seat conference facility with exhibition
space and ancillary features such as meeting rooms, catering facilities and
associated administration space. This development is likely to be co-located
with a 4-5 Star Hotel.
BUSINESS CASE
DEVELOPMENT
A feasibility study has identified potential sites, developed conceptual layout
plans and examined potential capital cost, with a recommendation that the
centre be located close to the Waterfront.
Geelong Otway Tourism won the 2007 Australian Tourism Award for Meetings
and Business Tourism for the third time, highlighting the enormous potential and
economic benefit an asset of this kind could bring to the region.
Leisurelink Aquatic
Facility
FUNDED
Due to significant population growth in the South Geelong region and due to
asset deterioration Council resolved to replace the Leisurelink Aquatic
Centre. The new aquatic centre will provide for a replacement of all existing
facilities and also provide for additional facilities.
UNDER
CONSTRUCTION
Civil works on the $30 million facility commenced in September 2007, and is
expected to open in 2010. This is an exciting joint project between the City of
Greater Geelong and the State Government and is the biggest sports and leisure
project ever undertaken by Council. The centre will provide 21st Century
entertainment, recreation and fitness facilities for families.
Western Wedge
Infrastructure
The overall goal of the Western Wedge planning framework is to create a
diverse mix of residential, commercial, educational and recreational
developments that combine to create a vibrant hub in what has previously
been an under-utilised area. This area has unique development potential
given its ideal location next to the bay, the central business district and the
Geelong railway station.
IN PROGRESS
The vision for the Western Wedge has now been incorporated into the local
planning scheme, and master plans are underway or complete for three of the
key precincts (Cultural, Station and Inner Wedge). Detailed design of capital
improvement works will commence in 2008-2009.
30

The Projects Project Description Status Update
Cultural Precinct
PARTLY
FUNDED
To investigate options for the redevelopment of Geelong’s key cultural
facilities, including the Geelong Performing Arts Centre, the Geelong Gallery,
the Geelong Library, the Geelong Heritage Centre and the Courthouse Youth
Arts Centre.
IN PROGRESS
The City partnered with the State Government to fund a Master Plan which
proposes a redevelopment of the Cultural Precinct. $7.9 million was allocated in
the 2008-2009 State Budget for the design and upgrade of the Courthouse
Youth Arts Centre and for the development of detailed design and business cases
for the proposed expansion of the Geelong Regional Library, Performing Arts
Centre and the Heritage Centre.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Osborne Precinct
Haymarket Site
Development
Bellarine Aquatic
and Sports Centre
Yarra Street Pier
Civic Accommodation
FUNDED
To identify a long term appropriate use for the property that is in keeping
with community expectations. Ongoing community access and that the
Mansion part of the property remains in Council ownership are important
conditions of the proposal.
This project provides for a mixed development of commercial accommodation
and public parking at the Haymarket Car Park in Myers Street.
The development of an aquatic centre on the Bellarine Peninsula has long
been a top priority for peninsula residents. The project has secured State
Government funding of $2.5 million.
The project is the proposed construction of a public pier at the end of Yarra
Street, Fisherman’s Basin redevelopment and expansion of marina berths.
The objective of this project is to consolidate the current seven separate
Council offices to provide one central location for Council’s administrative
and civic functions, creating efficiencies for both Council staff and the
community.
IMPLEMENTATION
STRATEGY BEING
DEVELOPED
IN PROGRESS
UNDER
CONSTRUCTION
PLANNING STAGE
PLANNING STAGE
The Osborne Precinct Master Plan was adopted by Council in October 2007 and
planning and legal processes are now underway to develop an implementation
strategy, which will include identifying a preferred developer.
This will see Osborne House form the nucleus of a major development featuring
a marine centre of excellence and tourism facilities including a boutique hotel.
This project has the potential to create another major tourism and business draw
card for the Geelong region, and has generated great interest from the marine
industry.
A design for the preferred built form for the site has been completed, and
Expressions of Interest have been called for. It is expected a preferred developer
will be selected in September 2008.
When developed it will have sufficient on-site public car parking spaces available
for at least 300 cars.
Construction of the Bellarine Aquatic Centre commenced on the Ocean Grove site
in February 2008. Works are progressing well and the centre is expected to open
in December 2008 and will offer a range of facilities to cater for all ages and
abilities.
Stakeholder consultation on the project has been undertaken, with further
investigations and engineering design work with Parks Victoria continuing.
The site for Council Civic accommodation has been purchased within the
Western Wedge, between Mercer and Gheringhap Streets. In 2008-2009 the
detailed requirements for a projected six Green Star rated building and
appropriate co-located facilities will commence.
DW Hope Centre
FUNDED
The intention is to construct a multipurpose Arts and Cultural facility at the
DW Hope Centre. This will provide a base for Diversitat as well as provide
a centre for use by a wide range of ethnic communities throughout Geelong.
IN PROGRESS
In December 2007 Council resolved to transfer land at the DW Hope Centre to
Diversitat for the development of the Northern Community Hub. The
development is estimated to cost $2.75 million, with the Federal Government
committing $1.5 million and the State Government $1.0 million.
Construction is expected to commence in 2008-2009.
Mineral Springs Spa
This project proposes to build an iconic Mineral Springs Bathhouse within
the Waterfront precinct of Geelong. The Mineral Spring at Eastern Beach
represents a little known though highly unique physical and social resource
to the city.
CONCEPT DESIGN
CONSULTATION
A site specific concept design has been completed for the Eastern Beach site that
incorporates the requirements of the Eastern Park and Geelong Botanic Gardens
Strategic Plan.
Further design work and studies on the environmental impacts and traffic
implications will take place in 2008-2009.
31

SUMMARY OF FINANCIAL RESULTS
FOR 2007-2008 AND FIVE YEAR TRENDS
The following information presents financial
results for 2007-2008. More detail is contained
in the Standard Statements and Annual
Financial Report starting on page 125.
The break up of recurrent income and expenditure as shown
details where Council receives its funds and how those funds
are spent. In 2007-2008 Council received 54 per cent of its
recurrent income from rates. Council provides a diverse range
of services with employee costs representing 37 per cent of
Council’s recurrent expenditure.
2003-2004 2004-2005 2005-2006 2006-2007 2007-2008
$M $M $M $M $M
Recurrent Income
Rates 83.5 88.5 97.8 106.9 115.4
Government Grants 29.0 30.9 31.3 31.9 35.0
Fees and Charges 37.7 39.6 40.6 44.3 50.9
Interest 1.2 1.3 0.7 1.5 2.1
Total 151.4 160.3 170.4 184.6 203.4
Recurrent Expenses
Employee Benefits 55.2 61.8 65.6 69.1 73.1
General Works 51.7 54.0 56.3 60.3 67.8
Administration 9.0 9.1 10.8 10.0 11.8
Utilities 4.8 4.8 4.8 4.3 4.7
Depreciation 27.6 29.0 32.2 34.5 36.5
Total 148.3 158.7 169.7 178.2 193.9
Recurrent Result
Surplus (Deficit) 3.1 1.6 0.7 6.4 9.5
32

% 0
1 2
3 4 5
6 7
Financial Results
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Recurrent Result
The 2007-2008 recurrent result of $9.5M is Council’s
operating result excluding capital or one off items.
The 2007-2008 recurrent result represents 4.7 per cent
of Council’s annual turnover and was achieved with
regular operational review and tight cost controls across
the organisation. Council budgets for a low or breakeven
recurrent result to ensure efficient use of rates, grant and
fee income in providing services to the community.
The recurrent result includes $3.1M relating to
incomplete discretionary projects that will be completed
in 2008-2009. Further explanation of actual and budget
results is provided in the Standard Statements on pages
129-130.
Net Result
The 2007-2008 net result was $27.4M.
The non recurrent income items included income for
capital projects of $8.4M, cash contributions from
developers of $1.3M, assets received from developers
of $13.0M. Over the past five years the Net Result has
continued to be impacted by high levels of building and
subdivision activity, providing Council with assets
transferred from developers. The level of capital income
includes $2.7M relating to Leisurelink and Bellarine
Aquatic and Sports Centre.
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
$0.7M
$1.6M
$3.1M
2003-2004 $M 0
1 2
3 $3.1M 4 5
6 7 8 9 10
2004-2005
$1.6M
2005-2006
$0.7M
2006-2007
$6.4M
2007-2008
$9.5M
$M 0
1 2
3 4 5
6 7 8 9 10
2003-2004
$38.8M
2004-2005
$15.3M
2005-2006
$20.9M
2006-2007
$40.5M
2007-2008
$27.4M
2003-2004 $M 0
5 10 15 20 25 30 35 40 $38.8M 45 50
2004-2005
$15.3M
2005-2006
$20.9M
2006-2007
$40.5M
2007-2008
$27.4M
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
$M 0
5 10 15 20 25 30 35 40 45 50
$12.5M
$15.9M
$15.9M
$16.6M
$14.7M
$6.4M
$9.5M
2003-2004 $M 0
5 10
15 $15.9M 20 25
30 35
2004-2005
$12.5M
2005-2006
$15.9M
2006-2007
$16.6M
2007-2008
$14.7M
$M 0
5 10
15 20 25
30 35
2003-2004
2004-2005
4.76%
6.02%
33
2005-2006
2006-2007
2007-2008
4.40%
4.83%
5.08%

Loans
Council took out a loan of $3.1M in June 2008 to fund
capital works (specifically the Bellarine Aquatic and
Sports Centre). This loan was approved by the Australian
Loan Council and was included in the 2007-2008
Budget assumptions. An additional loan of $6.5M
for the Leisurelink facility was deferred.
Debt Commitment
The Debt Commitment ratio shows the percentage
of rates required to pay back principal and interest
on Council loans. Council’s ratio shows that a low
percentage of rates is used in loan servicing and after
taking out the new loan, Council continues to have the
capacity to meet its debt repayments.
Cash and Investments
The closing cash balance at the end of 2007-2008 has
decreased to $30.3M as a result of deferring the loan
of $6.5M, however this was offset by the lower than
expected capital expenditure. The cash balance covers
Council’s Long Service leave obligation of $10.7M and
provides funds to complete the carry over capital works
in the future.
Working Capital Ratio
The working capital ratio has improved in 2007-2008
due to the increase in the closing debtor balances.
Council continues to have a strong working capital
ratio and capacity to borrow as required for future
capital works.
2004-2005
2003-2004
$12.5M
$15.9M
2005-2006
2004-2005
$12.5M
$15.9M
2006-2007
$16.6M
2005-2006
$15.9M
2003-2004
2007-2008
$14.7M$15.9M
2006-2007
$16.6M
2004-2005
$12.5M
2007-2008
2005-2006 $M
2003-2004
0
5 10
$14.7M
15 $15.9M
20 25
30 35
2006-2007
2004-2005 $M 0
5 10 $12.5M 15 $16.6M 20 25
30 35
2007-2008
2005-2006
$14.7M$15.9M
2006-2007
$16.6M
$M 0
5 10
15 20
2007-2008
$14.7M
25
30 35
$M 0
5 10
15 20 25
30 35
2003-2004
6.02%
2004-2005
4.76%
2003-2004
6.02%
2005-2006
4.40%
2004-2005
4.76%
2006-2007
4.83%
2005-2006
4.40%
2003-2004
2007-2008
5.08%
6.02%
2006-2007
4.83%
2004-2005
4.76%
2007-2008
2005-2006 % 0
1 2
3 4
2003-2004
4.40%
5 5.08% 6 7
6.02%
2006-2007
2004-2005 % 0
1 2
3 4 4.76% 4.83% 5
6 7
2007-2008
2005-2006
4.40% 5.08%
2006-2007
4.83%
% 0
1 2
3 4 5
6 7
2007-2008
5.08%
% 0
1 2
3 4 5
6 7
2003-2004
$26.1M
2004-2005
2003-2004
$13.1M
$26.1M
2005-2006
2004-2005
$13.1M
$25.8M
2006-2007
$31.9M
2005-2006
$25.8M
2003-2004
2007-2008
$26.1M $30.3M
2006-2007
$31.9M
2004-2005
$13.1M
2007-2008
2005-2006
2003-2004
$M 0
5 10
15 20 25 $25.8M $26.1M
30
$30.3M
35
2006-2007
2004-2005 $M 0
5 10 $13.1M 15 20 25
30 $31.9M 35
2007-2008
2005-2006
$25.8M $30.3M
2006-2007
$31.9M
$M 0
2007-2008
5 10
15 20 25
30
$30.3M
35
$M 0
5 10
15 20 25
30 35
2003-2004
$1.16
2004-2005
2003-2004
$0.68
$1.16
2005-2006
2004-2005
$0.68
$1.04
2006-2007
$1.13
2005-2006
$1.04
2003-2004
2007-2008
$1.16 $1.36
2006-2007
$1.13
2004-2005
$0.68
2007-2008
$1.36
2005-2006
2003-2004
0 0.5 1 $1.04$1.16
1.5 2
2.5
$ of current assets per $ of current liability
2006-2007
2004-2005 0 0.5 $0.68 1 $1.13
1.5 2
2.5
$ 2007-2008
2005-2006 of current assets per $ of current liability
$1.04 $1.36
2006-2007
$1.13
0 0.5 1
1.5
2007-2008
$1.36
$ 2003-2004 of current assets per $ of current liability
$35.5M
2
2.5
2004-2005 0 0.5 1
1.5 2
$61.5M 2.5
2003-2004
$35.5M
$ 2005-2006 of current assets per $ of current liability
$38.9M
2004-2005
$61.5M
2006-2007
$49.1M
2005-2006
$38.9M
2003-2004
2007-2008
$35.5M
$52.4M
34

2006-2007
2007-2008
$1.13
$1.36
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Assets
Council has an extensive capital works program to renew,
upgrade and provide new assets to ensure the
continuation and improvement of services provided to
the community. Council spent $52.4M on capital
works in 2007-2008. This included:
• Road replacement and construction $11.1M
• Plant and vehicles $4.7M
• Bellarine Aquatic and Sports Centre $2.7M
• Drainage replacement and construction $2.6M
• Footpath replacement and construction $1.5M
• Land purchases $1.3M
• Corio Landfill rehabilitation $0.6M
• Leisurelink replacement $3.1M
• Drysdale Landfill Cell $1.0M
• Barwon Heads Streetscape $0.8M
• Kardinia Park Legends Boulevard $0.4M
• Geelong West Library Upgrade $0.7M
• Parking Meters Upgrade $0.6M
• North Shore Pavilion Upgrade $0.4M
Council's capital expenditure was high in 2004-2005
due to the development of Skilled Stadium.
0 0.5 1
1.5 2
2.5
$ of current assets per $ of current liability
Capital Program
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
0
Capital Expenditure $M
10 20
30 40 50
60 70
Infrastructure Maintenance and Renewal
$35.5M
$38.9M
$49.1M
$52.4M
$61.5M
2003-2004 2004-2005 2005-2006 2006-2007 2007-2008
$M $M $M $M $M
Parks and Road Maintenance 20.0 21.3 22.6 20.8 23.6
Road and Footpath Works 8.8 10.4 9.0 10.6 10.3
Building Maintenance 2.9 3.0 2.8 2.9 3.4
Recreation Infrastructure 1.1 2.0 2.2 2.3 2.7
Community Infrastructure 0.3 0.2 0.2 0.3 0.3
Total 33.1 36.9 36.8 36.9 40.3
Council budgets maintenance and renewal expenditure to maintain its assets in line with the priorities identified in its
asset management plans. Expenditure on Parks and Roads routine maintenance returned to 2005-2006 levels.
Expenditure in 2006-2007 was reduced due to maintenance grading program on unsealed roads and delays in
renovation programs in parks and reserves due to water restrictions.
35

Victorian Local Government Indicators Summary
The following indicators provide data for comparisons with other Councils and opportunities to assess our own performance and initiate improvements in our service delivery and relationships
with the community, businesses and government. A detailed version can be found on pages 123-124.
Indicator 2006-2007 2007-2008 Comment
Average Rates and Charges per Assessment $1,080 $1,156 Increase is in line with population and housing growth and the budgeted rates increases.
Average Rates and Charges per Residential Assessment $936 $976 Increase is in line with population and housing growth and the budgeted rates increases.
Average Liability per Assessment $559 $555 Remained constant due to drawdown of new loan and final repayment of $18M loan.
Operating Result per Assessment $411 $275 Decreased due to reduced asset recognition from revaluations.
Average Operating Expenditure per Assessment $1,856 $2,000 Increased due to increased payments for employee services and increased
expenditure on materials and services.
Community Satisfaction Rating for Overall Performance of Council (Indexed mean) 58 60 Remains consistent with previous year.
Average Capital Expenditure per Assessment $498 $526 Increase due to the commencement and/or completion of a number of large projects
including the Leisurelink facility, Bellarine Aquatic and Sports Centre and
Legends Boulevarde.
Renewal Gap on all Assets $0.48 per $1 $0.44 per $1 Renewal expenditure decreased by $0.8M in 2007-2008. As a percentage of total capital
expenditure, renewal expenditure decreased from 33.6 per cent to 29.7 per cent in 2007-
2008 due to the mix of projects and the level of expenditure on upgrade and new projects.
Renewal and Maintenance Gap $0.66 per $1 $0.65 per $1 The Capital Renewal and Maintenance Gap indicates that expenditure has remained
constant from year to year. Council will continue to address the level of maintenance and
renewal in line with its Asset Management Plans.
Advocacy and Community Representation on Key Local Issues (Indexed mean) 60 61 Remains consistent with previous year.
Engagement in Decision Making on Key Local Issues (Indexed mean) 54 56 Remains consistent with previous year, however significant improvement on
2005-2006 results.
36

CONTINUOUS
IMPROVEMENT
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Active participation in the community is
one of the key roles of Council.
Having a community focus and actively
engaging the community in current and
future issues are key drivers to improving
council services. By focusing on our
residents and visitors, services will offer
value for money and meet local needs.
Community engagement therefore helps
the organisation ensure that the priorities
of local people translate into strategy and
decision making.
37
Pako Festa, 2008

BEST VALUE
Council’s Best Value Policy is to cement a
continuous improvement culture across the
organisation beyond purely complying with
the Best Value legislation. The specific
outcomes of Best Value will guide Council
decisions regarding the future direction of
Council services.
Addressing the Best Value Principles
> Reports quarterly to the community on the progress
of City Plan actions.
> Sets annual business plans at a department level to
address actions and seek improvement opportunities
with the community’s best interest in mind. These
business plans also include audit and risk
management actions.
> Has developed executive and department scorecards
in order to measure performance against targets.
The Best Value Principles are part of the Local
Government Act 1989. They are:
(a) All services must meet quality and cost standards.
(b) All services must be responsive to the needs of the
community.
(c) A service must be accessible to those members of the
community for whom the service intended.
(d) A Council must achieve continuous improvement in
the provision of services for its community.
(e) A Council must develop a program of regular
consultation with its community in relation to the services
it provides.
> Undertakes an annual review of performance
measures and targets at corporate and department
level.
> Conducts a rigorous financial reporting process.
> Has seven customer service centres spread across the
municipality providing easy access for all residents,
and delivers services from numerous locations around
the region.
> Engages Customer Service Benchmarking Australia to
conduct independent mystery shopping research in
order to measure performance against the Customer
Service Commitments and identify opportunities for
continued improvement.
(f) A Council must report regularly to its community on
its achievements in relation to the principles above.
Council is proactive in addressing the Best Value
Principles in that it:
> Voluntarily participates in the statewide Local
Government Annual Community Satisfaction Survey.
Continuous improvement opportunities are identified
from the survey results.
> Consults regularly with the community on projects,
services, events and issues that effect the community.
> Produces an annual report to inform all stakeholders
including ratepayers, residents, businesses, community
and interest groups, news media, all levels of
government, Council staff and the wider general
community, and reflects our commitment to
performance reporting.
> Conducts annual performance reviews with all staff to
set work plans and identify training and development
opportunities.
> Provides internal and external training and
development opportunities to bring staff up to date
with systems and processes, and also to upskill our
workforce.
Council's Customer Service Call Centre
38

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Josh Clark
Manifold Heights
Primary School
Age: 11
‘Geelong is the best place to
live because you can always
go to the You Yangs for a good
old BBQ.’
39

COMMUNITY ENGAGEMENT
The main purpose of engaging the community
is to improve our services and ensure that the
priorities of residents translate into Council’s
strategies and decision making.
By engaging our community we are providing them with
the opportunity to provide feedback on issues that are
important to them. Fundamental principles of effective
engagement are that we listen to what we are told, we
use what we have been told as part of our decision
making processes, we give feedback to participants and
provide evidence on how the results of the engagement
have been used.
Why Consult?
Effective consultation provides benefits for the Council,
our communities and our other stakeholders.
It helps us to:
> Understand the varying needs of our community
and stakeholders.
> Improve our planning processes.
> Better prioritise and deliver services in a more efficient
manner, which address the changing needs of the
community.
> Become aware of problems and issues early, giving us
a chance to put things right before they escalate.
> Foster working partnerships between our community,
stakeholders and Council.
> Symbolise our commitment to being open and
accountable.
> Strengthen our communities by supporting and
encouraging active participation in decision making.
For this to work in an effective manner it requires full
commitment from the Council, the community and
stakeholders consulted with.
How have we improved?
The City of Greater Geelong has undertaken significant
steps to strengthen our capacity to undertake effective
community consultation. We now have in place a well
structured consultation framework, policy and procedure,
and a new in-house purpose built consultation database.
This has provided us with the foundation for our
community engagement process, however we realise
there are areas we can improve on. Our focus for this
improvement includes:
> Advocating a consistent approach to consultation
throughout the organisation.
> Reducing duplication and tackling consultation
overload.
> Engaging the hard-to-reach groups within the
community.
> Utilising our internet technology.
> Where feasible, coordinating our consultations with
other agencies and stakeholders who are seeking
similar outcomes.
Consulting our staff
Staff are also given the opportunity to give feedback on
topics that are important to them, and at the same time
providing suggestions that will improve the organisations
efficiency.
Staff have been consulted in the last 12 months
on topics such as the Staff Rewards and Recognition
Program, Performance Management, Dataworks
(Document Management System), Occupational
Health and Safety and CONSULT (Council’s in-house
consultation database).
In 2009 the third Employee Opinion Survey will be held
seeking staff perceptions in a number of areas including
Communications, Recognition and Morale and other
employment issues. The action plan from the 2006
Employee Opinion Survey continues to be implemented
across the organisation with employee health and
wellbeing a key focus.
40

Community Consultation
2007-2008
Throughout 2007-2008 the City conducted over 120
consultation events, allowing community members the
opportunity to provide input into a broad range of
projects, services, priorities and issues of both local
and municipal-wide importance.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
One such example was the consultation on the Domestic
Animal (Dogs and Cats) Management Plan. Initially the
consultation period was to close late 2007 but as a result
of community feedback the City moved the closing date
for submissions out to February 2008. By accomodating
this request dog owners had greater opportunity to
participate and a total of 904 submissions were
subsequently received.
During the year many consultations involved multiple
events and different methods including focus groups,
telephone, door-knock and postal surveys, submissions,
public meetings and working groups. It’s important for us
to know the views of our community and we appreciate
the effort made in taking part in these activities.
The following is a list of projects consulted on during
2007-2008.
41 Local Laws officer offering advice to community members
41

Consultation events 2007-2008
Department Project Project Objective
Aged and Disability Services Client services To seek feedback on the services provided to Aged and Disability Services clients by Council.
Victorian Seniors' Festival Geelong 2007
To seek feedback on details such as reasons for participation or non-participation, information received about the
festival activities, and preferred information source.
Arts and Culture Potato Shed Morning Showtime program evaluation To seek feedback regarding this program.
Potato Shed Master Plan
Potato Shed theatre program
To seek input into the development of a master plan for the Potato Shed.
To seek feedback from patrons regarding the program of theatre events.
Capital Projects Rosewall kindergarten playground design To seek input from parents regarding playground design.
Corio and Moorabool Pony Club shed
Maintenance of Grovedale and Ocean Grove
soccer fields
Ocean Grove Skate Park
Richmond Reserve renovations and extension
To inform local residents and seek objections to building proposed shed.
To inform local residents of plan to carry out maintenance and irrigation works to soccer fields in Grovedale
and Ocean Grove.
To provide the opportunity to make submissions on the building of a skate park with connecting pathways, shade
shelter and drinking fountain at Shell Road Reserve.
To seek input from community members on the proposed renovations and extension works.
Central Geelong and Waterfront Melbourne Victory Soccer To determine public perception, level of awareness and issues of importance for visitors and
spectators of the event.
Geelong Farmers' Markets 2007
Central Geelong visitors' perception 2007
Central Geelong Marketing
Carousel visitors
To seek feedback from event patrons regarding awareness, attendance, expenditure and potential
areas for improvement of the market.
To seek input and feedback from visitors' regarding the perceptions of Central Geelong, its services,
facilities and environment.
To seek input from members of Central Geelong Marketing regarding the committee's roles and responsibilities,
terms of reference and performance levels.
To assess numbers of visitors to the Carousel.
City Development Geelong Eastern Boundary Review To seek public comment on the draft review report.
Community Development Strategic footpath design in Leopold To understand Leopold residents' walking habits and parts of the community that are most important to them.
To seek feedback on the draft design concepts.
Barwon Heads Skate Park
BMX dirt jumps, Rosewall
Whittington Community Renewal/Action
Grovedale Community Centre redevelopment
Whittington Men's Shed
To seek input and feedback into the location and design of a skate park in Barwon Heads.
To seek ideas and input from young people regarding the development of dirt jumps at Connections Park, Rosewall.
To confirm community aspirations for change in Whittington and to establish community priorities.
To form the incorporated association for the Grovedale Community Centre.
To establish interest in the development of a Men's Shed in Whittington and to seek initial ideas for a model.
42

Department Project Project Objective
Community Development (cont’d) Whittington Pride To promote and garner support of this group working on improvements to open spaces and community safety.
Whittington Festival To engage residents in the developing, organisation, planning and staging of the festival in 2008.
Leopold Community Hub development
Northern Bellarine Peninsula Walkability project
Whittington transport
To seek feedback on the draft concept designs for the Leopold community hub (open space).
To seek input and feedback from older residents in Portarlington, St Leonards and Indented Head to assist in the
design of consistent traffic management strategies, to promote walkability in these communities; and to add to
common measures used to address walkability across the Council.
To gain a better understanding of the barriers to mobility experienced by residents in Whittington.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Whittington FlameFest evaluation
To seek feedback about the event to assist in forming the future direction for the festival.
Corporate Strategy and Property Services City Plan 2008-2012 To seek public submission to the draft City Plan 2008-2012 document.
Local Government Annual Community
Satisfaction Survey
To measure community satisfaction of residents with Council services and facilities.
Engineering Services Review of the Road Management Plan To seek feedback on the draft Road Management Plan and various intervals in its development.
Travel Smart - parents
Travel Smart - principals
Hughes Street, Bell Post Hill upgrade
Bridge Street and Western Gully main drain
catchments drainage/flood study
Woolscour Lane and Horseshoe Bend Road,
Marshall rail crossing closure
To investigate the reasons preventing parents sending their children to school by walking or cycling.
To explore issues of parking and traffic management around schools, and how Council can work with schools better.
To seek feedback on the proposed Hughes Street footpath, car park and lighting upgrade.
To seek public submissions regarding this draft report.
To seek comment regarding Council's intention to permanently close Woolscour Lane at the railway crossing north of
of Horseshoe Bend Road, Marshall.
Environment and Natural Resources Limeburners Bay Management Plan To provide information on the draft management plan and to seek feedback regarding it.
Family Services City Learning and Care accreditation - Ariston To evaluate the current practices and standard of care within the centre to ensure continual improvement as well
as accreditation.
City Learning and Care accreditation - Belmont
To evaluate the current practices and standard of care within the centre to ensure continual improvement as well
as creditation.
Family Day Care accreditation
Northern Suburbs Early Years forum
Eastern Suburbs Early Years forum
Kindergarten information night
To evaluate the current practices and standard of care of Council's Family Day Care service to ensure continual
improvement as well as accreditation.
To identify local issues and strategies to strengthen support for children and families in the northern suburbs
(including Corio, Norlane and North Shore).
To identify local issues and strategies to strengthen support for children and families in the eastern suburbs
including Breakwater, East Geelong, Moolap, Newcomb, St Albans Park, Thomson and Whittington.
To provide parents with the opportunity to view the kindergarten program and facilities, and discuss any aspects
with staff.
43

Department Project Project Objective
Family Services (cont’d) Toy libraries To seek feedback from management committees about operational issues of Council's toy libraries, including
memberships, facilities, support required and potential areas for improvement.
Toy libraries
Northern suburbs vacation care
To seek feedback from parents regarding operational issues including demand for services, accessing libraries,
operational issues and potential areas for improvement.
To assess the feasibility of a vacation care service in the northern suburbs.
Finance Budget 2008-2009 To seek public submission on the draft Budget 2008-2009.
Health and Local Laws Domestic Animal (Dogs and Cats) To inform the community and seek feedback regarding the draft plan.
Management Plan
Mosquito Management Program
To seek feedback and opinions on the Mosquito Management Program for the 2007-2008 season.
Infrastructure Operations Community Emergency Risk Management To seek public submissions on the reviewed CERM plan.
(CERM) review
Major Project Development Central Geelong Urban Design Guidelines To seek submissions regarding the draft guidelines.
Marketing and Administration Feedback from a range of Geelong and To measure public perception, awareness and to identify any issues or improvement opportunities with these events.
region events
Geelong Major Events sponsorship recipients
Community Update
To seek feedback on the level of service provided by Council during the funding period.
To examine community awareness of and views on this publication in terms of function, format and content.
Planning Strategy and Economic Development Point Lonsdale Structure Plan To seek community input into identifying the key issues, vision setting and providing opportunity for comments on
the draft document.
Drysdale and Clifton Springs Structure Plan
West Fyans - Fyans Street Structure Plan
Geelong Port Structure Plan
Barwon Heads Structure Plan
Greater Geelong Planning Scheme Amendment
C129 (Municipal Strategic Statement, local
planning policies and associated zones
and overlays)
Geelong Region information communication
technology (ICT) opportunity study
Drysdale business town centre
To seek community input into identifying the key issues, vision setting and providing opportunity for comments on
the draft document.
To seek community input into identifying the key issues, vision setting and providing opportunity for comments on
the draft document.
To provide information on the Geelong Port Structure Plan and to seek feedback on the draft.
To provide information on the Barwon Heads Structure Plan and seek public submissions on the draft.
To provide information on the review of these documents and to seek public submissions.
To seek input from Geelong businesses to assist in the development of an ICT cluster for G21 region.
To seek input from business owners on the development of the Drysdale and Clifton Springs Structure Plan.
44

Department Project Project Objective
Sport and Recreation Geelong Cricket Club training facility To seek submissions from stakeholders into the proposed naming of the Geelong Cricket Club training facility.
Eastern Park and Geelong Botanic Gardens
Strategic Plan
Greater Geelong Cycle Strategy
Aldershot Reserve Landscape Plan
Elderslie Reserve Master Plan
To provide information regarding the strategic plan and to seek feedback from community members.
To provide information regarding the Cycle Strategy and to seek feedback from community members.
To assist in guiding the development and drafting of a landscape plan. Follow up information regarding the draft plan
and revised draft plan and seeking further feedback regarding both these documents.
To inform of developments to date and receive feedback and further input to use in development of the
Master Plan. To seek feedback regarding the final draft.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Lara Recreation study
Ground inspections
Water reuse initiatives
Sports and community club development
To seek feedback from local residents regarding the kinds of sports they like to participate in.
In partnership with sporting clubs, to monitor the condition and safety of sporting grounds throughout
the municipality.
In partnership with sporting clubs, to assess and monitor water reuse initiatives at grounds throughout
the municipality.
Working with clubs to assist with development through grants.
Urban Design Barwon Heads Hitchcock Avenue streetscape To provide information to residents and other stakeholders during the streetscape works.
redevelopment
45

OUR PEOPLE
The knowledge, skills, innovation, and
commitment of Council staff are our most
valuable assets and have been the driving
force behind our many achievements.
The following section outlines our
organisation structure, achievement
highlights for each division, and the key
achievements in human resource
management over the past 12 months.
Council's works crew in action
46

ORGANISATION STRUCTURE
The City’s management structure is comprised of executive management and a senior management group.
Executive management is comprised of the Chief Executive Officer and six general managers who oversee policy, strategic direction and overall management of the organisation.
The organisation’s structure consists of 25 departments, each of which are responsible for the day to day operations and strategic management.
COUNCILLORS
COMMUNITY
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
General Manager
Corporate Services
Stephen Griffin
Anthony Smith
(resigned June 08)
Manager Marketing
and Administration
Jeff Wall
Manager Corporate
Strategy and Property
Services
Lindsay Allan
Manager Financial
Services
Mike Kelly
Research and Policy
Advisor to the CEO
Fiona Dunbar
General Manager
City Services
Peter Reeve
Manager Engineering
Services
David Hannah
Manager Environment
and Natural Resources
Bernie Cotter
Manager Infrastructure
Operations
Darren Martin
General Manager
Community Services
Irene McGinnigle
Manager Aged and
Disability Services
Karen Pritchard
Manager Arts and
Culture
Di Shaw
Manager Community
Development
Paul Jamieson
Chief Executive Officer
Kay Rundle
General Manager
Major Projects
Stephen Wright
Manager Central
Geelong and Waterfront
Steve Bentley
Manager Tourism
Roger Grant
Manager Urban Design
Felix Hemingway
Manager Internal Audit
and Ombudsman’s Office
John Brown
General Manager
Development Sustainability
Kate Sullivan
Manager City
Development
Joanne Van Slageren
Manager Planning
Strategy and Economic
Development
Terry Demeo
Manager Health and
Local Laws
Gen Hindman
General Manager
Community Infrastructure
and Recreation
Dean Frost
Manager Sport
and Recreation
Paul Jane
Manager Capital Projects
Mark Gallon
Manager Leisure Services
Malcolm Kuhn
Manager Organisation
Development
Howard Oorloff
Manager Parks and
Support Services
Brendan Gaudion
Manager Family
Services
Robert Were
Manager Information
Technology
Andrew Downie
47
Manager
Customer Service
Tim McDonald

VALUES AND BEHAVIOURS
The City of Greater Geelong aims to foster a
culture that embraces a consistent set of
behaviours that reflect what we all truly value.
These values define what is expected of all employees
to achieve outstanding success when working at the
City of Greater Geelong.
Integrity
We will:
> Act on our commitments.
> Be open, transparent, ethical and honest in our actions.
> Share information.
Responsibility
We will:
> Be accountable for our decisions and everything we do.
Innovation
We will:
> Look for and implement better ways of doing things.
> Be open to learning.
> Be responsive to the changing needs of the community.
Respect
We will:
> Listen and seek to understand the views of others.
> Be considerate and courteous.
> Recognise everyone’s contribution and value
a job well done.
> Build positive relationships.
> Take pride in the job we are doing.
> Be loyal and support our work colleagues
and organisation.
> Take responsibility for problem solving.
Council works crew member
48

OUR CHIEF EXECUTIVE OFFICER
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
49
Kay Rundle
Chief Executive Officer
B.Soc.Work
G.Dip.Computing
G Dip.Bus.M.Bus
Kay Rundle commenced as Chief Executive
Officer with the City of Greater Geelong on
17 March 2003 and is the first female to be
appointed to this position at the City.
Kay started her working life as a social worker, completed
a degree in computing, followed by a Masters in
Business. She has worked in Local Government for over
25 years in eight different Councils. Kay's first experience
in management was as Manager - Community Support
Services with the Shire of Flinders in 1988. After a
variety of management roles, Kay became the CEO at
Maribyrnong City Council in 1999. She recently was
awarded the statewide SACS Award for Leadership in
Local Government.
Kay was the first elected president of Local Government
Professionals, an organisation formed to provide local
government staff with opportunities for professional
development. She is also a member of the State
Government's Barwon South West Region Regional
Management Forum, Regional Cities Victoria and the
Municipal Association of Victoria's Community Care
Partnerships Working Party. Kay is also a member of the
Gordon TAFE Board.
Providing advice to Council, ensuring the organisation
has the capacity to deliver the outcomes and decisions
of Council and relating to a wide variety of external
parties are very important aspects of her role. Kay is also
responsible for the day-to-day management of Council
operations in accordance with the Local Government Act,
City Plan and all legal, statutory and commercial
requirements.
Kay has overseen many achievements in her five years
with the City and in September 2007, Council extended
her contract for another five years. Kay is committed to
addressing the challenges that our rapidly growing
municipality will present in the coming years and will
continue to deliver on Council's vision for Geelong to be
the best place to live.

DIVISIONAL OPERATIONAL PERFORMANCE
Corporate Services
Stephen Griffin
General Manager
B. Applied Science
Dip Ed
G Dip Local Government Management
MBM
Anthony Smith
General Manager (resigned)
G.Dip Accounting
B.of Bus. (Administration)
On 6 June 2008 Anthony Smith left his position as General Manager of Corporate
Services. Anthony made a terrific contribution during his two and half years at the City.
Stephen Griffin joined the Executive Management Team on 14 July 2008. Stephen is
responsible for the provision of efficient and effective support systems that strengthen
the strategic and operational business requirements of the City of Greater Geelong.
Stephen’s Message:
“Having recently joined the division as General Manager in July, I have been
impressed with the commitment and achievements that have been made across the
Corporate Services area. The challenges ahead will be both demanding and exciting
and the Corporate Services team is well placed to meet these challenges”.
Functions provided:
> Corporate Strategy > Customer Service
> Information Technology > Organisation Development
> Marketing and Administration > Property Services
(incl. Major Events)
> Financial Services
Division’s EFT Staff: 158
Revenue ($000): $139,254
Expenditure ($000): $ 29,196
Assets ($000): $129,096
Achievements:
> Geelong awarded the 2010 UCI World Road Cycling Championships road race.
> Electoral representation review completed by Victorian Electoral Commission.
Current structure will remain however Ward Boundaries have been modified.
> Organisation Development introduce “OD Informer” newsletter and
Employee Induction DVD.
> Successfully implemented online request for service and payments.
> 2008 Municipal Revaluation Project completed.
> 2006-2007 Annual Report receives silver award at the Australasian Reporting Awards.
> Lease Management, CONSULT (repository for all consultation activity) and
Corporate Project Management Reporting systems installed.
> Successful major event calendar including Skandia Geelong Week, Australian Formula
1 Superboats, Jayco Bay Cycling Classic, AFL Grand Final Day Live Site and the
Geelong Football Club 2007 AFL Premiers Street Parade.
> Council ranked amongst the best for Customer Service out of 150 Councils
benchmarked.
50

City Services
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Peter Reeve
General Manager
Dip CE
Municipal Engineering Certificate
FIE Aust
Peter Reeve joined the Executive Management Team on 13 September 2004. Peter
is responsible for both the planning and operational elements of City Services. He
ensures the City’s services and infrastructure assets are maintained in the areas of
waste, street cleaning, traffic engineering, drains, roads, footpaths, corporate fleet,
parks and our environment and natural resources.
Peter’s Message:
“The staff at City Services continue to provide and maintain excellent services for our
community and visitors alike with an ever increasing emphasis on environmental
considerations. The rapid growth of the City provides us with considerable challenges
all of which we are capable of responding to in a positive way”.
Division’s EFT Staff: 368
Revenue ($000): $ 28,666
Expenditure ($000): $ 86,889
Assets ($000): $ 930,439
Functions provided:
> Engineering Services > Parks and Support Services
> Environment and Natural Resources > Waste Services
> Infrastructure Operations
Achievements:
> East West Traffic improvement works progressed with a further three sites
completed and two sites nearing completion.
> Moolap drainage and flood warning project completed.
> 51 kilometres of roads resurfaced and seven kilometres of footpaths renewed.
> All sporting reserves remained open for both summer and winter sports due to
careful management by Parks staff.
> Motor vehicle policy changes with environmental focus and greenhouse
reduction initiatives.
> Launch of the Geelong EcoChallenge corporate sustainability program aimed at
reducing the organisation’s own consumption of energy, water and resources.
> Adoption of the Greenhouse Reduction Strategy.
> Implementation of Bellarine TravelSmart project results in increased instances
of walking and cycling to school in six Bellarine schools by an average of
20 per cent.
> Developed Influenza Pandemic Plan which is now being used as a template by
the Department of Human Services.
51

Development Sustainability
Kate Sullivan
General Manager
B.Applied Science in Planning
G.Cert. Performance Management
Kate Sullivan joined the Executive Management Team on 10 August 2005. Kate is
responsible for the City Development, Health and Local Laws and Planning Strategy
and Economic Development departments. One of the key responsibilities of the
division is to responsibly manage land use and development within the municipality.
Kate’s Message:
“The Development Sustainability Division has delivered some major projects during
2007-2008, completing some key strategic pieces of work commenced in the last
two-three years. This work included a significant review of the Municipal Strategic
Statement, the Structure Plan Project which resulted in the development and
adoption of six structure plans, the adoption of Armstrong Creek Urban Growth
Plan and the development and adoption of the Domestic Animal Management Plan.
Along with the strategic work, the Division continued to deliver effective services
for planning, building, health, parking and animal management.”
Functions provided:
> City Development > Health and Local Laws
> Economic Development > Planning Strategy
Achievements:
> Council adopted the Armstrong Creek Urban Growth Plan Framework in May
2008 and has recommended its approval by the Minister for Planning.
> Barwon Heads and Geelong Port Structure Plans completed.
> Housing Diversity Strategy completed.
> Heales Road Industrial Estate Framework Plan adopted by Council, and
expressions of interest sought.
> Exhibition and completion of panel hearings for Municipal Strategic Statement
and local planning review amendment.
> Domestic Animal (Dogs and Cats) Management Plan adopted by Council.
> Four major planning scheme amendments approved which will result in 1,500
residential lots being released in Lara, Fyansford, Portarlington and Leopold.
> Parking Ticket Machine Replacement Program rolled out.
> Waste Water Management Plan developed.
Division’s EFT Staff : 144
Revenue ($000): $ 17,682
Expenditure ($000): $ 16,580
Assets ($000): $ 46,916
52

Major Projects
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Stephen Wright
General Manager
Dip CE
Municipal Engineering Certificate
G.Dip Bus.
GAICD
Stephen Wright joined the Executive Management Team on 21 July 2003. Stephen
is responsible for the supervision and implementation of major projects and the
development and management of Central Geelong and the Waterfront. He oversees
the Western Wedge development, as well as Tourism and Urban Design.
Stephen’s Message:
“The last year has seen the completion of a number of enhancements to
infrastructure throughout the municipality such as Hitchcock Avenue in Barwon
Heads. The Legends Plaza in Kardinia Park is an example of public art being used
to provide cultural diversity and recognise personal achievements. Projects
developed in conjunction with other agencies such as the Cultural Precinct and
Transit Cities have also progressed significantly over the past 12 months. These
two projects are poised to deliver some exciting improvements to life in Geelong
in the future.”
Division’s EFT Staff: 40
Revenue ($000): $ 2,525
Expenditure ($000): $ 6,814
Functions provided:
> Central Geelong and Waterfront Management
> Major Projects Development > Urban Design
> Tourism > Western Wedge Facilitation
Achievements:
> Geelong Otway Tourism won the 2007 Australian Tourism Award for Meetings
and Business Tourism for the third time.
> Development of a new strategic plan for Tourism 2007-2010.
> The City won a Gold Award at the 2007 Victorian Crime and Violence
Prevention Awards.
> Draft Urban Design Guidelines developed for Central Geelong.
> Osborne House Precinct Master Plan adopted by Council.
> Amendment C124 was approved which provides new planning controls to
encourage development in the Western Wedge precinct.
> Geelong Sports Legends Plaza completed and officially opened in
September 2007.
> Hitchcock Avenue (Barwon Heads) and East Geelong streetscape
projects completed.
> Successful Central Geelong events and activities held during the year included
the Central Geelong Farmers Market, Christmas in Central Geelong, Little Malop
Street Night Market, Melbourne Cup Sidewalk Sales and Arts in the Park.
Assets ($000): $ 74,772
53

Community Services
Irene McGinnigle
General Manager
Dip. Lib
BA
G.Dip Management
G.Dip Soc Science
Irene McGinnigle joined the Executive Management Team on 4 August 2003.
Irene is responsible for departments which ensure the health and wellbeing of the
community. Departments under her supervision provide cultural and community
programs and services to the diverse community.
Irene’s Message:
“So much of the work we do in Community Services has a better result because of
community involvement. This ranges from the 350 volunteers who delivered meals
on wheels, to the young people in Norlane who planned and managed the Skating
and Art (SKAART) Festival, to the 500 parents and children involved in the Pram
Stroll along the Waterfront. This is what makes Geelong such a great place to live”!
Division’s EFT Staff: 395
Revenue ($000): $ 22,932
Expenditure ($000): $ 40,075
Assets ($000): $ 112,306
Functions provided:
> Aged and Disability Services > Family Services
> Arts and Culture > Community Development
Achievements:
> Youth Strategy 2007-2011 launched.
> Whittington Community Renewal Project implementation including the
successful running of the Community Festival (Flamefest 2008).
> Management of the Portarlington community building initiative.
> City Learning and Care team won the 2007 Geelong Business Excellence Award
in the Government Funded category for the second year running.
> Establishment of Linking Schools and Early Years Project in partnership with
Best Start and Centre for Community Child Health.
> Home care offices established in Senior Citizen Centres, strengthening
relationships between clubs and staff.
> Introduction of Pocket PC Technology to provide Community Care staff with
electronic rosters, care plans and contacts, streamlining administration
processes.
> Geelong Cultural Precinct Master Plan developed. $7.9 million from State
Government allocated to stage one of the project.
> $146,497 allocated to 24 arts projects and seven events under the Community
Arts and Community Festivals Grant Programs.
> 128 community groups receive just over $241,000 under the Councillor
Community Grants Program.
54

Community Infrastructure and Recreation
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Dean Frost
General Manager
B.App. Sci (Human Movt)
G.Dip.Bus Admin
MBA
Dean Frost joined the Executive Management Team on 29 October 2007. Dean is
responsible for the management of Council’s capital works program (Community
Infrastructure) and the management of a broad range of recreation and leisure
services and open space assets. Key projects include the development of the
Bellarine Aquatic and Sports Centre and the Leisurelink Aquatic Centre.
Dean’s Message:
“Council continues to place a strong emphasis on the importance of recreation and
community facilities in enhancing the Geelong lifestyle. Council’s strategic approach
to responding to the drought via planting of drought tolerant grasses and innovative
water re-use and water saving initiatives has us well placed to respond to climate
change”.
Division’s EFT Staff: 128
Revenue ($000): $ 15,766
Expenditure ($000): $ 19,872
Functions provided:
> Sport and Recreation Services and Facilities
> Capital Projects Management
> Leisure Services and Facilities
Achievements:
> Conversion of playing fields to drought tolerant turf saving 16 million litres
of potable water.
> Water saving measures implemented at the City’s aquatic centres saving
32 million litres of potable water.
> Construction commenced on the Bellarine Aquatic and Sports Centre.
> Leisurelink Aquatic Centre detail design finalised and completion of civil works.
> Growth in Learn to Swim program with 11,000 term enrolments. Also
120 Learn to Swim scholarships funded and delivered across the region.
> Eastern Park and Geelong Botanic Gardens Strategic Plan adopted by Council.
> Greater Geelong Cycle Strategy adopted by Council.
> Multitude of events held at the Arena in 2007-2008 including basketball,
concerts, trade fairs and holiday programs.
> Recreation facility upgrades including Queens Park Pavilion, Barwon Heads
Village Park tennis courts, Belmont Football and Netball Club change rooms
and Goldsworthy Athletics Facility terrace construction.
Assets ($000): $ 74,089
55

HUMAN RESOURCE MANAGEMENT
Staff are our most valuable asset.
It is their contribution that achieves the
organisation’s goals and objectives, and we
strive to foster a dynamic environment that
enables each employee to fulfil their
potential.
The City seeks to be an employer of choice through its
many strategies and programs that address individuals’
career aspirations and personal wellbeing, while at the
same time creating a productive, healthy, customerfocused
and enjoyable workplace.
A range of employee related initiatives were undertaken in
the past 12 months to improve recruitment and retention
and further develop our organisation’s capability to thrive
in the future. Some of these included:
Employee Induction DVD
All new employees now receive an Induction DVD
with their New Employee Handbook, to complement
Council’s induction program. The DVD showcases a
number of Council employees and services to provide
new employees with a greater understanding of the
organisation.
Induction Program
This program was redesigned during the year and now
includes a half-day introductory and familiarisation
session on the organisation. This session also covers
OHS, risk management and fraud awareness procedures.
Job specific induction sessions are conducted
independent of this program.
Equal Opportunity
Council is committed to equal opportunity in the
workplace and has policies and procedures in place to
ensure that all staff members are treated fairly and
decisions are based on merit.
Following a review of the Harassment and Bullying
Prevention Policy, Council commenced conducting skill
based learning sessions for all staff in preventing
discrimination, harassment and bullying in the workplace.
This training is aimed at creating a working environment
that actively discourages unwanted behaviour, and
enables managers and supervisors to handle issues and
queries that may arise effectively and expediently.
Approximately 85 per cent of employees have undertaken
this training in the past two years.
Employee Assistance Program
The Employee Assistance Program is a confidential,
short-term focused counselling service offered to any
employee and their family who are experiencing
difficulties that affect their wellbeing, work performance,
or enjoyment in the workplace, as well as issues and
concerns of a personal nature. Throughout 2007-2008,
121 people were assisted through this program.
Well for Life Program
The aim of the Well for Life Program is to make healthy
living a priority for all staff, with a range of activities that
encourage employees to participate in wellbeing programs
and initiatives. This will then contribute to a healthier and
happier workforce, resulting in improved productivity,
service levels to the community, and retention.
Examples of the range of activities offered in the last year
include flu vaccinations, massage offers, support to staff
to participate in corporate sporting events and a quarterly
newsletter with health and wellbeing tips.
Learning and Development
The City of Greater Geelong is committed to providing
all employees with equal access to occupational and
personal development and learning opportunities. This
not only assists them in achieving their career potential,
but also promotes the development of a workforce which
has the knowledge, skills and potential necessary for the
effective and efficient functioning of the organisation. This
is increasingly important in a time where recruitment and
retention of skilled staff continues to be a challenge.
Over one million dollars was spent on training and
development in 2007-2008, with more than 1,100
opportunities taken up by staff (this excludes OHS
training).
OD Informer Online Newsletter
During 2007, Organisation Development introduced the
‘OD Informer’ - an online newsletter designed to keep
managers and coordinators up to date on the latest
human resource information and advice to assist in
managing their staff.
56

Bereavement Support Fund
Occupational Health and Safety
Health and Safety Plans
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
The City of Greater Geelong has established a
Bereavement Support Fund for the sole purpose of
assisting our employees’ families and beneficiaries in
the event of an employee’s death. Staff members can
volunteer to make ongoing or one-off contributions to
the fund.
Interlink
As part of the internal communications strategy the
bi-monthly staff newsletter, Interlink is circulated to all
employees. This includes a message from the Chief
Executive Officer addressing recent activities and
organisational goals and directions.
The purpose of Interlink is to strengthen staff
connectedness and facilitate the sharing of information,
ensuring effective internal two-way communication within
the City of Greater Geelong.
Councillor Weekly Update
The Councillor Weekly Update was introduced in late
2007, and is a weekly email communication comprising
information from each division on key issues, decisions,
project updates or matters that Councillors
and Council staff should be aware of.
Council is committed to ensuring that work is undertaken
in a way that ensures the continued health and safety
of all employees, contractors and the public.
This is achieved through the use of procedures,
guidelines and OHS management tools contained in
a safety management system known as CitySafe.
During 2007-2008, Council implemented a number
of programs and initiatives to address specific issues
including:
> Providing innovative scenario based OHS training to
all Community Care Workers.
> Providing all employees with easy to use pocket size
OHS hazard reporting booklets.
> Initiating a two-year CitySafe compliance
audit program.
> Developing and implementing improved safe systems
of work to meet the requirements of the 2007
construction OHS regulations.
> Auditing contractor activities to ensure continued
adherence to Council’s OHS standards and
requirements.
> In 2007-2008 Council held corporate Occupational
Health and Safety training sessions, with 662
participants attending (equating to 2,547 hours).
These statistics do not include the many job-specific
health and safety training that is carried out by
individual departments.
Each department within the City of Greater Geelong is
required to have a department-specific Health and Safety
Plan. These are an integral part of the organisation’s OHS
planning process. The continued improvement and
implementation of health and safety plans for all
departments ensures that hazards associated with daily
tasks are identified and appropriate control measures are
put in place to address them.
Committees Review
The City’s Occupational Health and Safety Committees
continue to meet regularly. The committees, in
conjunction with the trained Health and Safety
Representatives, ensure effective OHS communication
across the organisation. The City conducts regular
information sessions and discussion forums during the
year for its elected Health and Safety Representatives.
During 2007-2008 Council undertook a detailed review
of its committee and representative structure to ensure it
continues to align with the organisational structure.
57

STAFF PROFILE
As at June 30, 2008 the City of Greater Geelong employed 2,095 people, which is equivalent to 1,236 effective full time staff (EFT).
This makes the City one of the largest employers in the region
Staff turnover during 2007-2008 was 14.6 per cent, which was a small reduction on the previous years figure of 15.1 per cent.
Annual Effective Full Time * Staff by Year
Percentage of EFT by Employment Type
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
1,093
1,169
1,200
1,219
1,236
In order to deliver the broad range of services provided by
council, flexible employment arrangements are required.
This provides benefits for the community and our staff.
The distribution between these employment types is
shown below.
0 1000
1050 1100 1150 1200 1250
Number EFT
* Effective Full Time Staff = 38hrs per week
Total Headcount by Year
Annual headcount includes short-term and casual employees such as pool lifeguards, school holiday
program staff and school crossing supervisors.
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
0 1000
1250 1500 1750 2000 2250
Number of staff
1,873
2,107
2,056
2,067
2,095
Full time 66.2%
Part time 28.0%
Casual 5.8%
58

Gender Composition by Management Level (Total headcount)
Indicates the split between males and females in the various levels of employment within the City.
Executive
Managers
43%
57%
Department
20%
Managers 80%
Co-ordinators
35%
65%
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Age (Years)
65 & over
Other
Female
Male
35%
Staff numbers by Age Spread (Total headcount)
The age spread of Council’s staff is consistent with Australia’s ageing workforce trend.
This presents challenges in retaining and recruiting sufficient staff, as increasing numbers of our employees
move towards the retirement phase of their lives.
Council is continuing to address this issue through initiatives such as Jobs for Young People, Work Experience
Placements, succession planning, flexible working arrangements, family friendly policies, and learning and
development opportunities.
15-24
25-34
35-44
45-54
55-64
86
234
328
380
65%
456
611
0 100
200 300 400 500 600
Number of staff
59
Councillor Support Team

EMPLOYEE EXCELLENCE AWARDS
This program is designed to reward and recognise exceptional performance in customer service, health and safety/risk management, innovation
and business improvement or corporate behaviour.
During 2007-2008, 13 employees were recognised for their exceptional performance in one of those areas:
Month Name Position Department
July 2007 Stephen Parker Recreation Project Development Officer Swim, Sport and Leisure
August 2007 Jenny Zeinstra Property Leasing Officer Corporate Strategy and Property Services
September 2007 Frank Howard/Brian Happ Coordinator Facilities Maintenance/Leisure Services Corporate Strategy and Property
Facilities Maintenance Coordinator
Services/Leisure Services
October 2007 Leonie Dillon Rosewall Best Start Project Community Facilitator Family Services
November 2007 Bruno Preiato Parking and Animal Information Officer Health and Local Laws
Dec 2007 / Jan 2008 Hilary Robinson Maternal Child Health Nurse Family Services
February 2008 Greg Meade/Leon Websdale Team Leader Health & Amenities/Planning Investigations Officer Health and Local Laws/ City Development
March 2008 Joan Bai IT Applications Administrator Information Technology
April 2008 Danielle Hughes Youth Development Officer Community Development
May 2008 Alex Joseph Coordinator Construction and Partnerships Capital Projects
June 2008 Harvey Witcombe School Crossing Supervisor Health and Local Laws
60

RECOGNITION OF SERVICE AWARDS
Recognition of Service awards acknowledge the efforts and contributions of staff over 10, 20 and 30 year periods during 2007.
Currently at Council we have 423 staff who have completed over 10 years of service, 142 who have completed over 20 years of service, 17 who have completed 30 years of service
and one employee who has completed over 40 years of service.
The loyalty of staff that have completed service milestones this year are listed in the table below. They are a valuable asset to the organisation, as is the contribution they have made
to the community of Geelong.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
30 Years
Michael Finn Roger Harrison Peter Bohling Deborah Elea
20 Years
Gregory (Ted) Thirlwell John Bryce Maureen Ryan Julie Davey Henry Manzl
James Foran Louise Robinson Margaret Newman Victoria Stanford Norma Innes
David Skurrie Margaret Murphy Cheryl Craven Sandra Smith Roslyn Ash
Peter Berry Maria Vinken Rhonda Fraim Linda Prosser Kevin O'Hara
Andrew McInnes Jeanette Brady Margaret Gaitanis Suzanne Baker Carol Fisher
Adrian Cobb Neilma Marshall Mark Dittloff Milan Osolnik Richard Gordon
10 Years
Fiona Dunbar Ned Turcinov Robert Jones Shane Holliday Christine Foord
Marion Raftery Diane Johns Lila Ann Dempsey Helen Watson Belinda Lewis
Bud Chapell Karen Best Janet Blyton Darren Baensch Veronica Chamley
Neil Dickenson Mary Menzies Judith Ollis Christian Thorley Sarah Kushonda
Shane Poulter Maree Deans Marion Scott Lakshman Weerakkody Monique Abbott
Cameron Littlehales Ann King Gail O'Beirne Cheryl Hopwood Margaret Sirca
Shayne Fisher Joanne Riches Jeanette Speers Brett Ricchini Julia Filep
Bryan Wille Barbara Heine Heather Muir Heather McCawley Linda Bond
Geoffrey Cooper Carolyn Hurley Michele Kayler-Thomson Anthony Boseley Rebecca Balm
Joseph Schembri Rene Malesza Julie Lynch Julie Grech Jennifer Wadey
Noelene Pappin
61

OUR VOLUNTEERS
Volunteering is integral to the operations of
the City of Greater Geelong and makes an
invaluable contribution to our community.
Council depends on over 700 volunteers who
offer their time to deliver essential services to
the community.
Volunteers offer their commitment, support and
experience to assist community members and visitors to
Geelong - they form a vital part of the Greater Geelong
community. Our Volunteers are present at the following
locations:
The Geelong Heritage Centre
The Geelong Heritage centre holds Victoria's largest
regional archive and historical resources. The Heritage
Centre has approximately 15 dedicated volunteers who
assist with indexing and project-based assignments
working with newspapers, maps and plans, photographs
and archival records.
Meals on Wheels
Meals on Wheels volunteers deliver meals to the City of
Greater Geelong Aged and Disability Services clients. The
Food Service provided by Aged and Disability Services is
designed to provide nutritionally balanced meals to the
aged and people with disabilities to assist in maintaining
their independence in their own homes. The Meals on
Wheels program has more than 350 committed
volunteers. Many have been long serving volunteers for
more than 20 years with a few involved for over 30 years!
The volunteers deliver 120,000 hot and cold meals per
year to people assessed as nutritionally at risk.
They deliver from seven centres across Geelong and the
Bellarine Peninsula. As well as the meals program, the
volunteers provide important social contact and their visits
help the City to monitor the health and wellbeing of the
clients.
National Wool Museum
The National Wool Museum was established to showcase
our rich wool heritage from early settlement to present
day. It is Australia's only comprehensive museum of wool.
The museum has more than 80 keen volunteers.
The volunteers assist in a variety of ways in the museum
by conducting guided tours, welcoming patrons to the
museum, assisting in the gift shop along with loom,
spinning and knitting demonstrations.
Walking School Bus
Our Walking School Bus volunteers are based across the
municipality from the Bellarine Peninsula to our northern
suburbs. They provide a valuable resource to our
community and its schools. The program continues to
grow and whilst its primary aim is to improve safety for
children it is apparent the Walking School Bus is
delivering health, environmental and social benefits as
well. It also improves children's knowledge of their
neighbourhood and facilitates the development of
independence.
Major and Community Events
Our region hosts many major and community events
throughout the year and volunteers are a very important
part of the success of all our events. Volunteers staff
information kiosks and promote our city at events such
as Skandia Geelong Week, the National Triathlon
Championships and the Geelong Show. Volunteers
also provide invaluable assistance in running community
events such as the World’s Greatest Pram Stroll, the Pako
Festa and numerous community and arts festivals.
Youth Events and Activities
Volunteers are integral to ensuring the smooth running of
the Youth Development Unit’s many events and activities
for young people. Volunteers also sit on committees
which organise youth events and help plan youth
infrastructure projects.
62

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Geelong Otway Tourism
Geelong Otway Tourism has 130 enthusiastic volunteers
who are the first point of contact for more than 190,000
annual visitors to the four Visitor Information Centres in
Geelong. Volunteers provide a first point of face-to-face
and phone contact for enquires to the centres. Along with
this, the volunteers promote our region by staffing stands
at major events and conferences and compiling
information packs. The volunteers are also active in
promoting Geelong and the region at events such as the
Melbourne Show, leisure and holiday expos such as the
Caravan and Camping Show and the Home and Leisure
Show, along with answering over 20,000 telephone calls
per year.
In order to further improve the operation of our Volunteer
Network, Council continues to conduct information
sharing forums featuring guest presenters for our
volunteer coordinators who ensure the smooth running of
all of the City’s volunteer programs. Formally recognising
the work of our volunteers continues to be important to
the City with events such as a recognition ceremony and
morning tea during National Volunteers’ Week. Internet
information on volunteering at Council has been updated
and improved, and we continue to work on strengthening
our relationships with contacts in the broader Geelong
volunteering network.
For more information on volunteering with the City
of Greater Geelong, please contact Organisation
Development on (03) 5272 5272 or refer to:
www.geelongaustralia.com.au.
63
Visitor Information Centre volunteers

CORPORATE
GOVERNANCE
To enhance community confidence in the
democratic process of Local Government,
the City of Greater Geelong maintains an
open and accountable governance
framework.
City Hall, Geelong
64

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
QQ
QQ
QQ
GOVERNANCE
FRAMEWORK
The framework established by the City aims to support the
achievement of Council’s objectives in an open and
transparent manner.
Community
Council
CEO
65
Council and
Committees
Structures
Organisational Framework
Management
Structure
> Establishment of Committees
> Audit Committee Policy
> Terms of Reference
(Council and Committees)
> New Member Inductions
(Council and Committees)
> Effective Meetings and Quality Records
(Council and Committees)
> Self Evaluation
(Council and Committees)
Q
Internal Audit
Management
Standards
> Policies
> Delegations
> Code of Conduct
> Communication of
Standards
> Risk Management
- Management
Support
- Risk Management
Policy
> Strategic Planning
> Budgeting
> Financial, Social
and Environment
> Communication
> Internal Control
> Occupational Health
and Safety
> Human Resources
> Information
Technology
Q
Corporate
Objectives
Functions
Q
Q Q
Manage,
Monitor and
Review Risks
> Establish the
Context
> Identification
> Analysis
> Assessment
> Treatment
> Monitoring
and Review
of risks
Governance and Control
Accountability Framework
Control, Monitoring, Review
and Compliance
Internal
Reporting
> Internal Audit
> Council
Q
Monitoring
Review and
Compliance
> Executive Management Committee
> Audit Committee
> Risk Management Committee
> Local Law and Legislation
Committee
> Occupational Health and Safety
Committee
> New Ventures
> Grant Management
> Compliance
External
Accountability
External
Reporting
> External Audit
> Financial
Stewardship
> Performance
Reporting
> Corporate
Governance
and
Disclosure
> Management
Representation
Disclosure

INTERNAL AUDIT
The internal audit function is an independent,
objective assurance and consulting activity
designed to add value and improve the
City’s operations.
It assists the Council to achieve its objectives by bringing
a systematic, structured approach in recommending
improvement to the control environment, risk
management and governance processes.
Audit Achievements
In 2007-2008 Council completed in excess of 85 per
cent of a comprehensive risk based internal audit plan.
The role also provides policy and procedure advice to the
Executive and actively manages Council’s Fraud policy
and awareness programs. There is ongoing participation
in Information Technology system developments and
maintenance and their associated security.
Audit Advisory Committee
The City of Greater Geelong formed the Audit Advisory
Committee according to Section 86 of the Local
Government Act 1989. The Audit Advisory Committee
plays a key role in assisting the City to fulfil their
governance responsibilities, ethical practices and
accountability requirements. The Committee’s corporate
governance responsibilities includes financial
management, occupational health and safety, public
liability, property and other insurance matters, risk and
project management and overseeing of the internal and
external audit functions of the City. The Committee
comprises six members, which is made up of three
Councillors and three external professionals.
The present Audit Advisory Committee is:
Chairperson:
> Mayor, Cr Bruce Harwood (resigned from position of
Chairperson in May 2008. New appointment to be
made in early 2008-2009).
Members :
> Cr Barbara Abley.
> Cr Jan Farrell.
> Mr Michael Dowling (Principal of Dowling Corporate
Consulting Pty Ltd, fellow of the Institute of Chartered
Accountants).
> Mr Peter O’Callaghan (Principal of Wyndarra
Consultative specialising in risk management and
internal audit) Resigned at February 2008 meeting.
The new appointment Mr Peter Bollen (Former CEO
Surf Coast Shire) commences in August 2008.
> Ms Linda MacRae (Principal of Local Solutions Pty
Ltd specialising in financial and local government
management).
The Audit Advisory Committee meets quarterly
and reports to Council.
Waste management crew using safe work practices
66

STATUTORY INFORMATION
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Information Privacy
The City of Greater Geelong is committed to protecting
people's right to privacy and the responsible and fair
handling of personal information, consistent with the
Information Privacy Act, 2000 and Health Records
Act 2001.
Council has in place a policy that sets out the
requirements for the management and handling of
personal information. The policy is a public document
available on request or on Council’s web site. During the
year ending 30 June 2008 no formal complaints were
received.
Freedom of Information
The Freedom of Information (FOI) Act gives the
community the right to access information in the
possession of Council.
Importantly, it provides access to information about the
operation of Council, particularly the rules and practices
which affect members of the public in their dealings with
Council.
This general right of access to information is limited
only by exceptions and exemptions, which have been
prescribed to protect essential public interests and the
private or business affairs of people about whom
information is held by Council.
In keeping with the spirit of the legislation, Councils are
expected to, as far as possible, facilitate and promote the
disclosure of information promptly and at the lowest
reasonable cost.
In the period from 1 July 2007 to 30 June 2008, the
City of Greater Geelong received a total of 23 Freedom
of Information requests and of those, 13 were granted
full or part access, for one no documents existed, five
were either withdrawn or dealt with outside FOI and two
were denied access. At the end of the financial year two
applications were still being processed.
Whistleblower Legislation
The Whistleblowers Protection Act 2001 commenced on
1 January 2002. The main purposes of the Act are to:
> Encourage and facilitate disclosures of improper
conduct by public officers and public bodies.
> Protect persons making those disclosures.
> Provide for matters disclosed to be properly
investigated and dealt with.
Council has established procedures to protect people who
make disclosures from any reprisals as a result of that
disclosure. Council will also afford natural justice to any
person who is the subject of the disclosure. Copies of
Council Whistleblower Protection procedures are available
upon request.
During the year to 30 June 2008, Council did not receive
any complaints or reports or allegations of improper
conduct or detrimental action pursuant to the provisions
of section 104 of the Whistleblowers Protection Act.
Documents available for public inspection
Under the Local Government Act there is certain
information Councils are required to make available to
the public on request. That information is as follows:
> Details of current allowances fixed for the Mayor and
Councillors under Section 74 of the Act.
> Details of senior officers’ total salary packages for the
current financial year and the two previous years
including the gross salary, the amount of the Council
or employer contribution to superannuation, the value
of any motor vehicle provided by the Council and the
total value of any other benefits and allowances
provided by the Council.
> Details of overseas or interstate travel, with the
exception of interstate travel to a neighbouring
municipality, undertaken in an official capacity by
Councillors or any member of Council staff in the
previous 12 months, including the names of the
Councillors or members of Council staff and the date,
destination, purpose and total cost of the overseas or
interstate travel.
> Names of Council officers who were required to submit
a return of interest during the financial year and the
dates the returns were submitted.
> Names of Councillors who submitted returns of interest
during the financial year and the dates the returns
were submitted.
> Agendas for and minutes of ordinary and special
meetings held in the previous 12 months kept under
Section 93 of the Act, except where such minutes
relate to parts of meetings which have been closed to
members of the public under Section 89 of the Act.
> A list of all special committees established by Council
and the purpose for which each committee was
established.
> A list of all special committees established by the
Council which were abolished or ceased to function
during the financial year.
67

Minutes of meetings of special committees established
under Section 86 of the Act and held in the previous
12 months except where such minutes relate to parts
of meetings which have been closed to members of the
public under Section 89 of the Act.
> Applications for enrolment on the voters’ roll under
Sections 12 and 13 of the Act for the immediate past
roll and the next roll being prepared.
> Register of delegations kept under Section 87,
88 and 98 of the Act.
> Submissions received under Section 223 of the Act
during the previous 12 months.
> Agreements to establish regional libraries under
Section 196 of the Act.
> Details of all property, finance and operating leases
involving land, buildings, plant, computer equipment
and vehicles entered into by the Council as lessor or
lessee that includes the name of the other party to the
lease and the terms and the value of the lease.
> Register of authorised officers appointed under
Section 224 of the Act.
> A list of donations and grants made by the Council
during the financial year, including the names of
persons or bodies in receipt of a donation or grant
and the amount of each donation or grant.
> A list of the names of the organisations of which the
Council was a member during the financial year and
details of all membership fees and other amounts and
services provided during that year to each organisation
by the Council.
> A list of contracts valued at $100,000 or more which
the Council entered into during the financial year
without first engaging in a competitive process and
which are not contracts referred to in section 186(5)
of the Act.
National Competition Policy Compliance
In 2007-2008 the City of Greater Geelong complied
with the requirements of the National Competition Policy,
Competitive Neutrality and Trade Practices Act Legislation.
Council is required to demonstrate ongoing compliance
and provide certification by 30 September annually.
Local Laws
At 30 June 2008 the following Local Laws remain
current:
General Local Law 2005
This law regulates activities of people and provides
standards and conditions for specified activities to protect
people in, or the environment of, the municipal district.
An amending Local Law adopted in November 2006
extended the Local Law to include noise from vehicles,
anti-social behaviour in public places, control of the sale
of spray cans and camping in cars.
No.11 - Local Law Revision
(Revocation of Local Law No. 5 – Library)
The objective of this law is to revoke Local Law No.5,
which has been rendered obsolete.
No. 12 - Council Meeting Procedures Local Law
This law relates to meetings of the City of Greater Geelong
Council and special committees. The objectives include:
> To provide for peace, order and good government, and
ensure that Council’s decisions are made in the best
interests of the people of the City of Greater Geelong.
> To provide for the administration of Council’s powers
and functions.
> To regulate and control the election of Mayor and
Acting Mayor.
> To promote and encourage community participation.
Risk Management
Council’s Risk Management Policy and Corporate Risk
Management Strategy was reviewed and updated to
provide strategic direction to June 2011.
Council’s risk register continues to be reviewed on a six
monthly basis to ensure it is reflective of the activities and
associated risks of all Council departments.
A range of actions were developed to enhance the
management of risk at strategic and operational levels.
The strategy provides for regular monitoring, review and
reporting on the status of Council’s risks.
The City placed in the top ten of Victorian Council’s for
our insurer’s annual public Liability and Property
Insurance Assessment, scoring 91 per cent, improving
from last year’s score of 86 per cent. The state wide
average for the year was 74 per cent. The continued
improvement in results demonstrates that the City has
in place a sound risk management framework and risk
register.
Contractor Management
Each year the City of Greater Geelong engages a large
number of contractors to assist with the delivery of a
range of major projects and Council services. The city
has implemented a Contractor OHS Management process
to ensure works are undertaken in a way that does not
pose undue risks to contractors, their employees and
the public.
The process requires the contractor to meet a number of
legislative and corporate health and safety requirements
prior to commencing at any site. It also incorporates
onsite audits conducted by a City of Greater Geelong
representative, to ensure the contractor is fulfilling their
OHS obligations, and provide feedback on areas that
require improvement.
> Campaign Donation returns lodged under Section
62 of the Act by candidates for election.
68

Asset Management
Activities for 2007-2008 included:
Citizenship
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
The City’s infrastructure consists of networks of local
roads, footpaths, bridges, drains, parks and gardens and
civic and community buildings. Council creates, holds,
maintains and renews these assets on behalf of the
community. Infrastructure contributes to the City’s
transportation and recreational goals as well as
providing civic amenity.
The City’s Asset Management effort is considerable,
using a large proportion of Council’s financial and other
resources. It integrates with Council’s corporate, financial
business, budgetary, operational, human resources and
information technology plans.
Strategic Asset Management recognises the enduring
nature of infrastructure assets and ensures that the
community’s long-term investment can be realised over
its lifecycle. Asset management decisions are formed by
evaluation of alternative means of service provision, full
life cycle costing, and performance measurement and
monitoring. Such work enables Council to determine
appropriate infrastructure to be provided and the level
at which assets need to be maintained.
The phases of an asset’s life cycle are:
> Acquisition, involving the specification of asset type
and the timing, financing and means of procurement.
> Operation and maintenance, requiring performance
levels, operating and maintenance schedules to be
specified.
> Development of 3-year renewal programs for
pavements, road surfaces, footpaths and bus shelters.
> Condition assessment of engineering networks
including:
> Sealed roads, using state-of-the-art digital video
technology,
> Footpaths,
> Kerbs and Channel.
> Administration and revision of the City’s Municipal
Road Management Plan as required by the Road
Management Act 2004, including routine and
reactive inspections.
> Administration of the City’s infrastructure data
including input of $8.6 million worth of subdivisional
assets into the Hansen asset register.
> Upgrade of the City’s asset management software.
Asset management will continue to evolve and mature.
The City will strive to be at the forefront of asset
management through participation in the MAV’s “Step
Programme”. This initiative provides guidance to Victorian
councils on their asset management effort.
From the 2007-2008 review, the areas identified
for improvement were:
> Defining levels of service for infrastructure-based
services.
Acquiring Australian Citizenship enables people to
participate fully in our inclusive society, realise aspirations
and achieve their full potential, regardless of their race,
background, gender, religion, language or place of birth.
In the 12 months to 30 June 2008, the City hosted
twelve major ceremonies and several private ceremonies.
Certificates of Australian Citizenship were presented by
the Mayor of the City to 608 residents of Geelong, many
of whom shared the occasion with the support of relatives
and friends. A special ceremony was also conducted on
the Geelong Waterfront as part of celebrations to mark
Australia Day (26 January).
> Renewal, rehabilitation and replacement schedules
to be specified.
> Validating current and future levels of services
with the community.
These are priority actions for the City’s 2008-2009 Asset
Management Improvement Program.
69

COUNCIL APPOINTMENTS TO
COMMITTEES AND GROUPS
In addition to the list of current Councillor appointments to committees and groups on pages 14-18, the following is a list of those not
acknowledged previously.
Committee/Group Representative 2006-2007
Internal Governance - Advisory Committee to Council
Disability Street Access Advisory Committee
Cr Abley
Cr Harwood (substitute)
Kardinia Park Steering Committee
Cr Mitchell
Cr Abley (substitute)
Submissions Review Panel
Cr Farrell
(plus any two Councillors)
Windsor Park Steering Committee
Cr Brazier
Cr Saunderson (substitute)
Development Hearing Panel
Internal Governance – Council Committees of Management
Geelong - East Timor Friendship Committee
any Councillor
Cr Brazier
Cr Abley (substitute)
External Governance – Statutory Entities
Incorporated Association (Membership)
Municipal Association of Victoria
Cr Farrell
Cr McMullin (substitute)
Committee for Geelong
Mayor
Chief Executive Officer
Note: Where a Councillor is listed as a substitute, this Councillor attends in place of representative
70

PERFORMANCE
The following section reports on our
performance against City Plan 2007-2011
actions and strategies, as well as
highlighting accomplishments for 2007-2008.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
71
Skilled Stadium, home of the Geelong Football Club

THE PILLARS: HIGHLIGHTS
AND ACHIEVEMENTS
The City has identified the elements that
enable Council to respond to the changing
needs of the community and to ensure the
continued development of the region.
These elements are the nine Pillars of a ‘great city’
and the two Themes required for the organisation to
effectively operate.
Based on research and community consultation, a set of
objectives and outcomes was set for each of the Pillars
and Themes. Measures and targets were then set for each
outcome to ensure we are making progress, and to help
establish the future focus and actions of Council.
This section of the Annual Report details the highlights
and achievements across our pillars and themes, as well
as the future directions and remaining challenges.
Geelong Botanic Gardens
72

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Taya Barnett
Newcomb Park
Primary School
Age: 10
‘Geelong is a great place to
live because it has lots of
historical and interesting
places like the rotunda at
Johnstone Park which has
been around for many years.
So come and enjoy Geelong
like I do and I’m sure you will
too.’
73

HEALTH AND WELLBEING
Objective
To have an integrated approach to improving
the health, wellbeing and social capital of the
community.
Highlights
The City of Greater Geelong won a national award from
the Heart Foundation for its Healthy Beginnings Strategy
aimed at improving the health and wellbeing of children.
The strategy is a package of 11 complementary programs
and initiatives to improve the level of children's physical
activity and nutrition throughout Geelong. Programs
include the Start Right Eat Right Program, Romp and
Chomp Project, Geelong Kids Go For Your Life Project,
Learn to Swim Scholarship Program and Structured
Active Play in Early Childhood Project.
Geelong was a sea of blue and white on the first
Wednesday in October 2007 as tens of thousands
of fans turned out to honour the 2007 AFL Premiers,
the Geelong Football Club. The City of Greater Geelong
hosted a motorcade of the premiership players and team
officials before captain Tom Harley was presented with
the key to the city on stage at Johnstone Park. City staff
and contractors worked many hours to ensure that not
only the parade but also the Grand Final Day Live Site
and Supporters Day celebrations at Skilled Stadium went
off without a hitch. These post match celebrations raised
community spirit and connectedness for months after the
event.
Achievements
The new Youth Strategy 2007-2011 was launched in
September 2007. The Youth Strategy 2007-2011 will
play a fundamental role in ensuring the needs of the
region’s 41,000 young people are met. It aims to help
young people thrive and realise their potential in their
own community. The strategy identifies a range of actions
to be implemented within the following six areas: Places
and spaces; Advocacy; Youth participation; Programs
and events; Communication; and Capacity building.
Implementation of the Youth Strategy has commenced
with some of the initiatives carried out over the last 12
months including:
> City of Greater Geelong Impetus2008 Youth Awards.
> YouthCan website redevelopment.
> Place based youth activities held across the
municipality.
> Purchase of new portable skate ramps.
> YouthCan van refurbishment.
> Facilitation of events such as Youth Week, SKAART
(Skate and Art) and Get on Board.
The Whittington Community Renewal Project is a clear
example of what can be achieved when we form
cross-government, organisation and community
partnerships. In the past 12 months Council has
supported the project in the following ways:
> Conducted community engagement activities to
increase social connectedness.
> Developed the Community Gate Project.
> Held the Whittington Community Festival
(Flamefest).
> Conducted regular school holiday programs.
> Supported the development of an editorial committee
and publication of the Whittington Voice newsletter.
> Constructed Whittington Link barbeque and completed
tree planting.
> Formed a youth advisory committee.
In October 2007 over 8,000 people attended events held
during the 2007 Victorian Seniors Festival Geelong.
The festival comprised 72 events including performances
by the Melbourne Welsh Male Voice Choir, the Geelong
Senior Citizens' Super Vet Cycling Handicap, a workshop
on writing life stories or family histories, and an
information session on how to become a volunteer.
During the year the Grovedale Community Centre
received a major renovation and was established
as a Neighbourhood House, bringing the number of
Neighbourhood Houses in the municipality to 11.
Other community facilities to receive upgrades were St
Leonards community facility, Ruthven Street Playgroup
and the Ocean Grove Community Hall.
Future Directions
The development of the Youth Activities Area at the
Waterfront will provide the region’s young people with a
dedicated area for a wide range of sport and recreation
activities and events. The $1.3 million facility will include
skateable surfaces, half-court basketball, stages and
multi-purpose outdoor spaces. The unique aspect about
this facility is that young people will be heavily involved in
the management and maintenance, as well as organising
youth events to be held there.
74

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
The Wathaurong Children’s Health Centre will be built
alongside the recently completed Wathaurong
Multi-Purpose Indigenous Health Centre. This is a joint
partnership between the Wathaurong Aboriginal
Co-operative, City of Greater Geelong and the State and
Federal Governments. When completed, this facility will
respond to a recognised area of indigenous disadvantage
and will allow for specialised service provision to local
Aboriginal children.
Challenges
Addressing the changing health needs of children and
families and promoting healthy eating to mitigate effects
of obesity is a priority of the City of Greater Geelong.
The City will continue negotiating with the State
Government to provide funding for the Active-Play and
Healthy Eating Programs which are an important factor
in meeting the health needs of children.
The movement of the Baby Boomer cohort into older
age (55 and over) will see the regions ageing population
increase by 17 per cent by 2015. This will put increased
demands on related services and infrastructure. It is
important that these issues continue to be addressed
to meet the future needs of the community.
Did you know...
8,530 individual children were provided with
a Maternal Child Health Service at one of
council’s MCH centres in 2007-2008.
75
Newcomb Maternal Child Health Centre

Health and Wellbeing - Outcomes
Outcome Measure Target Source Target Achieved Comment
Physical Health Life Expectancy Department of Human Services website ✓ It should be noted that there is a
significant time lag between the
collection of, and reporting of data.
However the CoGG trend from
1997-2005 is in line with Vic
Region (increasing).
Years of life lost due to ill health (DALYs)
Department of Human Services website (i ) Data is not reported at Local
Government level.
Healthy Environment Disease notifications - disease rate per Not exceed Vic rate CoGG Health and Local Laws Blood Borne: ✓ Geelong had a lower incidence rate
100,00 population Enteric: ✓ for all the reported disease
Other infections notifiable: ✓ categories except Sexually
Sexually transmitted: ✕ transmitted, which was 3.7
Vaccine preventable: ✓
above the Victorian rate.
Vector borne: ✓
Zoonoses: ✓
Imm unisation coverage To exceed Vic rate CoGG Community Child Health Officer ✓ CoGG rates were higher than
Victorian Average in all 3 age
cohorts.
Life Stages Support Child health assessments (rates of Department of Human Services ✓ Significant improvement on
participation at 3.5 years)
2006-2007 result.
Preventable hospital admission for Below state and Department of Human Services (i) Data is not reported at Local
residents aged 70+ regional levels Government level.
Community satisfaction with health and
Annual Local Government Community Result has remained consistent
human services Satisfaction Survey over past three years.
Connected and % of residents involved in volunteering Department for Victorian Communities ✓ Survey is only run every second year
Engaged Communities Indicators of Community Strength so result is based on 2006 – 2007.
% of residents who are a member of an Department for Victorian Communities Survey is only run every second year
organised group Indicators of Community Strength so result is based on 2006 – 2007.
% of residents who have attended a Achieve >50% Department for Victorian Communities ✕ Survey is only run every second year
community event Indicators of Community Strength so result is based on 2006 – 2007.
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
76

Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Pillar : Health and Wellbeing
Physical Health
Donation to United Way to assist various welfare agencies
Improve disability access to buildings across the municipality
Kids Go For Your Life Program - healthy eating and physical activity behaviours with
local childhood services
Healthy Environment
Saleyards building upgrade addressing environmental health legislation
Status
Streetscape Works: Hughes St (Bell Park) and Beaford Ave (Bell Post Hill) shopping strips >
Streetscape Works: Shannon Avenue Shopping Centre
✓
Streetscape Works: Hitchcock Avenue, Barwon Heads
✓
Streetscape Works: Portarlington / Drysdale beautification program
✓
Mosquito control activities including helicopter application
Life Stages Support
School Holiday Programs incl Leopold/Ocean Grove/Belmont/Newtown
Develop the Maternal and Child Health Service Capital Infrastructure Development Plan >
Barwon Inclusion Support Agency - Providing support to child care services to promote the
inclusion of all children including those with additional needs into eligible Commonwealth
funded approved childcare
Grants to assist Senior Citizens month activities
Cloverdale Community Centre Upgrade - design >
Sponsorship of Youth Administration Young Achievers Award
Lara Youth Centre - program development for young people
Support the Youthcan Van - Info Deli Team
Youth Activities:Waterfront Program >
Youth Activities:Ocean Grove/Drysdale Programs
Youth Activities:General
Life Education Van donation
Contribution to Community Market and Carols by Candlelight at Windsor Park
Playground under surfacing program
✓
Life Stages Support (cont’d)
Community Facilities Upgrade: Ruthven Street Playgroup Upgrade
Community Facilities Upgrade: Corio Kindergarten heating
Community Facilities Upgrade: St Leonards community facility
Community Facilities Upgrade: Belmont Senior Citizens Centre - air conditioning
Community Facilities Upgrade: Fyans Park Kindergarten upgrade >
Community Facilities Upgrade: Normanby Street Pre School
✓
Community Facilities Upgrade: Ocean Grove Community Hall - access improvements ✓
Community Facilities Upgrade: Belmont City Learning and Care refurbishment, Norlane
West Kindergarten fencing
Community Facilities Upgrade - Centenary Hall (air conditioning) / Geelong West Town Hall
improvements / South Barwon Civic Centre improvements >
Playground development program: Kingston Estate
✓
Playground development program
Playgroup and parent support group activities targeted to disadvantaged groups and families
Family Relationship Service Partnership program - providing support to separated parents
Implement Leopold youth activities (Leopold Youth Action Team - The Outfit)
Contribution to 2007 Youth Awareness Day
✓
Contribution towards production of Piercing Truth quarterly magazine - produced by and
for young people
Outreach preparation for parenting and Indigenous Innovations programs
Youth Participation and Access Program
Connected and Engaged Community
Community infrastructure planning for Developer Contribution Plans >
Redevelopment of Connections Park Corio - includes playground and path renewal >
Conduct Community Building events (Grovedale Community Centre)
Portarlington Community Building Initiative >
Community Renewal: Whittington Renewal Project >
✓
✓
✓
✓
✓
✓
Key to status symbols (✓)Completed / Achieved () Completed for 2007-2008/repeated annually (>) In progress - To be completed in 2008-2009 (❖) On hold will determine future action
77

Tamie Baljak
Bell Park North
Primary School
Age: 11
‘I drew a picture of Barwon
River bike path because of
the beautiful landscape and
gorgeous wildlife. I went for
a bike education class with
school and loved it!’
78

ECONOMIC DEVELOPMENT
Objective
Achievements
Future Directions
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
To enhance the community’s prosperity by
developing Geelong’s competitive strengths.
Highlights
Council, in partnership with Deakin University and the
State Government was successful in attracting global IT
firm Satyam Computer Services to the region. This is
one of the biggest industry investments in the region for
decades and has the potential to deliver 2,000 new jobs.
Geelong has recognised strengths in a number of
knowledge based industries and this coup will give
considerable impetus to the firms already established in
the region. The City’s economic development strategy
recognises that innovative and smart industries will be
the key drivers in Geelong’s future economy. This venture
is confirmation of how Geelong’s economic profile is
diversifying and its skills base expanding.
In September 2007 it was announced that Geelong and
Melbourne had won the right to host the 2010 UCI Road
Cycling World Championships. Geelong will be the venue
for the road racing events and the time trials will be
staged in Melbourne. This will be the first time the event
has been held in the Southern Hemisphere. This has
been part of the City's major events strategy for some time
and for it to now be reality is very exciting, and a ringing
endorsement of Geelong's major events expertise.
In 2010 we can expect tens of thousands of visitors to
come to the Geelong region and television coverage of the
racing will reach an audience of several hundred million
people.
Geelong Otway Tourism won the 2007 Australian
Tourism Award for Meetings and Business Tourism.
This is the third time they have won this prestigious
award and this success shows the current economic
benefit and the potential this industry has in boosting the
local economy.
The Heales Road Industrial Estate Framework Plan was
adopted by Council in July 2007. Demand for high
quality industrial land has outstripped supply and this
new plan will permit a wider range, and a greater number
of industries. It will ensure the Heales Road Estate
maximises its very large economic potential. In May
2008 Expressions of Interest for the first land release
were sought.
During the year the Central Geelong Structure Plan was
adopted by Council. The structure plan will guide land
use and development for Central Geelong for the next 20
years with a key focus being to create clear links between
Central Geelong, the Waterfront and Geelong Railway
Station for people to walk or cycle. The Geelong Port
Structure Plan, also adopted in 2007, contains
guidelines to encourage development, and ensure the
economic benefit is maximised for future generations.
Adopted in October 2007, the Osborne House Precinct
Master Plan provides for a significant injection to the
local economy through marine based industry and
facilitates a sustainable use for the precinct’s heritage
buildings. The development of this precinct will provide
hundreds of jobs both directly and indirectly in other
related sectors.
The Minister for Planning's approval for Planning
Amendment C124 paves the way for some exciting new
private sector developments in the Western Wedge area
of central Geelong. The vision for the Western Wedge
aims to encourage new intensive development to locate
around the Geelong Railway Station, to take advantage of
the precinct's accessibility to public transport and
proximity
to Corio Bay and the Geelong city centre.
Development worth more than $120 million has
commenced in the Western Wedge area with the
Transport Accident Commission headquarters expected
to be completed early in 2009. The Edgewater
development on the Waterfront is well underway, as is
the redevelopment of the Dennys Lascelles Wool Store
to house Deakin University’s Health Precinct. A landmark
15 storey building is also planned and will provide a great
boost for this developing part of the City.
Our region’s economy will be boosted as Geelong’s major
events calendar continues to expand. The Waterfront and
Geelong will be abuzz with activity with the recent
announcement that Geelong would host the Victorian
round of the 2009 Triathlon Australia Challenge Series.
Events added to the calendar for next year also include
the Australian Masters Games, 2009 Australian
International Airshow and the Australasian Supercross
Championship to be held at Skilled Stadium.
79

Jayco Bay Cycling Classic, Eastern Beach
Challenges
Our ageing workforce coupled with the unprecedented
business growth we are experiencing means some locally
based businesses are finding it a challenge to find skilled
workers to fill vacancies. To combat this regional skills
shortage, the City is taking part in the State Government’s
Global Skills for Provincial Victoria Program 2008-2010,
which is designed to assist regional business growth by
attracting skilled workers to fill positions. This program
will support us in attracting a larger share of skilled
migrants arriving in Australia while at the same time
continuing our job creation programs aimed at local
young people.
The sufficient availability of industrial and employment
land that caters to ‘new economy’ industries such as
advanced manufacturing and assembly and logistics is a
high priority for Council as it continues to attract attention
from these emerging industry sectors.
80

Economic Development - Outcomes
Outcome Measure Target Source Target Achieved Comment
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Employment Opportunities Unemployment rate Maintain difference between Geelong Economic Indicators ✓
Geelong and Victoria
Bulletin (DEWR) June Quarter
Figures
Average weekly advertised job Geelong Economic Indicators ✓
vacancies - Geelong Advertiser
Bulletin
New Industry Number of major investment CoGG Economic Development - (i)
enquiries
EDU Invest Database Summary
Number of non domestic/non Pulse Building Intelligence Report ✕ Target not achieved due to record
residential building permits - Building Commission Victoria numbers of permits issued in
2006-2007.
Community satisfaction with Trend toward highest score in Annual Local Government
economic development LGA Group 3 Community Satisfaction Survey
Tourism Average takings ($) per room 3% increase per annum after ABS Survey of Tourist
night occupied CPI adjustment Accommodation
Key
Off peak average takings per 5% increase per annum ABS Survey of Tourist
room night occupied after CPI adjustment Accommodation
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Did you know...
In 2007-2008 5,039 building permits were issued,
with a total value of $850 million.
81

Delivering on our Commitments: 2007-2008
Annual Business Plan Action Update
Pillar : Economic Development
Status
Industry Support
Sponsor Geelong Business Excellence Program
Grants to support investment attraction
Geelong Food Industry Cluster Project >
Geelong Small Business Training Program - workshops and training grants
✓
New Industry
Contribution to Committee for Geelong
Seafood and Aqua-culture investment project
❖
Mineral Springs Bath House - design
✓
Yarra Street powerline relocation - Westfield Shopping Centre redevelopment
✓
Yarra Street Pier / Fishermans Basin redevelopment - technical and statutory
planning investigations >
Central Geelong: Looking Forward project - transforming our towns to achieve
vibrant cohesive communities >
Haymarket Site Development >
Tourism
Relocation of the Visitor Information Centre >
Provide for tourist information and administrative support centres within the Geelong region
Continue to bid for new events delegate boosting programs and increasing yield activity
Manage Central Geelong activities programs and Farmers Market
Support Chiba Geelong Day promotion
❖
Attraction of Today Show to Geelong >
Contribution to Major Events in Geelong
Australian Masters Games 2009 - part sponsorship
✓
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually
(❖) On hold will determine future action
Sanitarium Weet-Bix TRY-athlon, Eastern Beach
82

ENVIRONMENT
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Objective
To enhance, conserve and sustain the
diverse natural and built environment.
Highlights
Council adopted its Greenhouse Reduction Strategy in
December 2007. This strategy sets a minimum 30 per
cent greenhouse gas emission reduction target for 2010,
and a 60 per cent reduction goal for 2025. In committing
to these targets the City is making a serious commitment
to reducing greenhouse emissions across its many areas
of operation. The City's Greenhouse Reduction Strategy
was carried out as part of the Cities for Climate Protection
Program - an international initiative of which the City of
Greater Geelong is a member. The strategy recommends
the City works towards reducing its emissions while also
planning for the potential impacts of climate change.
As part of Council’s commitment to responding to climate
change, EcoChallenge was launched in May 2008.
EcoChallenge is a corporate sustainability program aimed
at reducing the organisation’s own consumption of
energy, water and resources. The EcoChallenge
challenges our conventional thinking, pushes our
environmental performance and looks at raising our
standards of awareness and knowledge. It is an example
of how the City is working to achieve Council’s vision of
an ‘exceptional environment’ for the Geelong region.
Achievements
In 2007 the City’s five major aquatic centres saved a total
of 32 million litres of water through the introduction of a
variety of water saving measures. This is the equivalent
to the annual average water consumption of 150
households. Key savings were achieved via the
installation of backwash water reuse systems at most
of the aquatic centres, the introduction of pool blankets,
installation of low flow shower heads, proactive leakage
maintenance and the promotion of water conservation
messages.
Other water saving initiatives conducted during the year
include the Memorial Park (Leopold) water harvesting
project. It is believed to be the first time in Australia that
a sporting complex of this size has been irrigated
exclusively using industrial and residential stormwater
run-off. Also a new water recycling facility at Elcho Park
Golf Course has the potential to save 12 to 15 million
litres of water per year. Water from utility infrastructure
pits is treated then reused to irrigate the golf course.
A number of plans to ensure sustainable growth were
adopted including the Central Geelong Structure Plan,
Barwon Heads Structure Plan, Housing Diversity Strategy
and the Lara Structure Plan.
In a world first, wetlands in Geelong and the Japanese
city of Nagoya were linked through a set of internet
cameras. A web camera in each location relays live
coverage of the wetlands allowing people to watch in real
time the summer and winter habitats of birds that migrate
between Geelong and Nagoya. The agreement between
our cities is an important step towards ensuring the
wetlands habitats at both ends of these birds' migration
route are protected and enhanced.
Future Directions
Council adopted the Armstrong Creek Urban Growth
Plan Framework in May 2008 and has recommended its
approval by the Minister for Planning. Armstrong Creek is
the designated growth area in the Geelong Region, and
has been recognised for this purpose since the 1980s.
The time has now come to commence the detailed
planning for this. The growth area will take around
25-years to fully develop, and will realise a population
in the order of 55,000 to be accommodated in 22,000
households. The first step in the planning process is to
provide the policy framework and statutory basis for the
Armstrong Creek Urban Growth Plan in the Greater
Geelong Planning Scheme, to facilitate the
implementation and realisation of the Urban Growth Plan,
and to identify and protect existing conditions and
environmentally sensitive areas. The City has undertaken
significant work on infrastructure planning with relevant
agencies during 2007-2008. This will inform the next
detailed level of planning as we move to precinct
structure planning for identified precincts.
83

Implementing the Local Action Plan contained within
the Greenhouse Response 2008-2011 together with the
actions contained within the Environment Management
Strategy will play a pivotal role in the way Council and
Geelong reduces its greenhouse gas emissions and
protects and enhances its natural environment.
Drought proofing our region remains high on Council’s
agenda and 2008-2009 will see a number of water
re-use projects take place including the Elcho Park Golf
Course/Barwon Prison Recycled Water Pipeline
development. The conversion of major sporting fields
to drought tolerant grasses will also continue, adding
to those completed since the program commenced in
2006.
Challenges
Community awareness about environmental issues
such as global climate change is higher than ever
before. There is also an increasing expectation that local
government demonstrates leadership in reducing
environmental impacts. The EcoChallenge is Council’s
commitment to reducing the organisation’s impact on
the environment.
The goal to develop a total waste management system
that maximises the recovery of material and minimises
the region's reliance on landfill will soon be a reality.
Community education will be paramount to the success
of this system.
Balancing the need for urban development with
protecting and enhancing the natural environment will
continue to be a challenge in a period of increasing
population growth. Extensive work completed on a
number of strategies and structure plans will guide
Council’s direction in managing these demands.
Balyang Sanctuary
84

Environment – Outcomes
Outcome Measure Target Source Target Achieved Comment
Biodiversity Management % cover of local indigenous 20% increase from 2000 to 2010 City of Greater Geelong (i) Annual revegetation programs
vegetation Biodiversity Strategy continue.
Environmental weeds on council 50% reduction from 2000 to 2010 City of Greater Geelong (i) Works will continue on managing
managed conservation reserves Biodiversity Strategy weeds in conservation reserves.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Water and Air Quality Index of stream condition - Increase % of good and excellent Victorian Rivers Index of Stream (i) Only reported every five years – next
Barwon River Basin ratings Condition report 2009.
Beach Water Quality 0 days enterococci >500/100ml EPA Beach Water Quality Report ✓ There were no days this financial
year where enterococci exceeded
500/100ml in our bay waters.
Air quality
EPA Air Quality Index for the
Geelong Region
Sustainable Development Building approvals meeting 100% City Development - CoGG ✓
5 star rating
Waste, Recycling and Recycling and waste collection Recycling Infrastructure Services -CoGG Recycling ✓
Resource Use volumes (kg/household) Green Waste Green Waste ✓
Garbage
Garbage ✕
25% reduction in Councils potable (750,000 kilolitres by 2015) Property Services - CoGG ✓ Usage is trending downwards
water consumption by 2015
however consumption continues to
be abnormally low due to stage 4
water restrictions.
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
85

Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Environment
Status
Waste Recycling and Resource Use
Water Saving Initiatives: Memorial Park (Leopold) water harvesting
✓
Water Saving Initiatives: Water leaks and efficient cleaning
Water Saving Initiatives: Backwash recycle system - Waterworld >
Water Saving Initiatives: Waste water/stormwater reuse at Kardinia Park
✓
Water reuse waste management and renewable energy annual conference
✓
Supply mobile bins to new properties
Construction of Drysdale Landfill Cell Four >
Tree removal program
Oval renovation program
Drought recovery at Waterworld and Kardinia Aquatic Centre >
Conversion of five major sporting fields to drought tolerant grasses
Steampacket Gardens Sustainable Turf replacement
✓
Contribution to Barwon Region Waste Management Group
Biodiversity Management
Balyang Sanctuary redevelopment
✓
Improve Councils environmental reserves
Avalon Boat Ramp upgrade >
Implementation of the Geelong Region Wetlands Project
Conduct weed control program
Undertake and maintain coastal reserves and infrastructure within the municipal boundary
Contribute to community groups working on Council parks
Maintain conservation reserves within the municipality
Implement Barwon River Land Use and Open Space Corridor Plan >
Water and Air Quality
Stormwater quality management plan implementation
Geelong healthy waterways program
Ramblers Rd drainage improvement program - addressing environmental concerns
✓
Implement Sustainable Water Use Plan: Elcho Park >
Implement Sustainable Water Use Plan: Queens Park
✓
Stormwater quality management - education design and research
Upgrade of all automatic irrigation systems as per new legislation
✓
Sustainable Development
Municipal Strategic Statement Review Project >
Armstrong Creek Urban Growth Plan >
Development of Planning Strategies including Bypass Study >
Did you know...
The conversion of 10 of the City’s key
sporting grounds to drought tolerant
grasses saved 16 million litres of water
in 2007-2008.
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually
(❖) On hold will determine future action
86

COMMUNITY SAFETY AND SECURITY
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Objective
To create a sense of security throughout
the community.
Highlights
Recent amendments to the Domestic (Feral and
Nuisance) Animals Act 1994 has resulted in Council
developing the Domestic Animal (Dogs and Cats)
Management Plan. Adopted in June 2008, the plan
addresses three key areas; responsible pet ownership,
dogs in public places and leadership. The plan was
subject to significant community consultation and
following 904 submissions a management plan was
developed to balance the needs of the community while
promoting responsible pet ownership. The guiding
principles that underpin the actions are:
> The belief that pets contribute to our quality of life.
> A requirement to balance the needs of those who own
pets and those who do not.
> To value responsible pet ownership.
> Proactive animal management and education.
> Ensuring the environment is protected from the
negative impacts of dogs and cats.
> To work in partnership with others.
> Council playing a leadership role in animal
management.
The revised 2007 Liquor Accord was launched in
November following extensive work by the City of Greater
Geelong, the Geelong Nightlife and Bar Association,
Victoria Police and the Department of Criminology at
Deakin University. The first Liquor Accord was signed by
licensees in 1991 and aimed at reducing risks to the
public in and around licensed premises. It has been
revised several times since then to take into account
changing trends and public attitudes and has played an
important part in improving safety in the city area. The
revised Accord includes the introduction of the Night
Watch radio program, ID scanners at certain prominent
entertainment venues and the introduction of self-audit
checklists for venues signing up to the Accord.
Achievements
A Gold Award won by the City at the 2007 Victorian
Crime and Violence Prevention Awards was a tribute to an
excellent partnership between Council, Victoria Police,
Deakin University, Central Geelong traders and the
Geelong Nightlife Association. The award taken out by the
Central Geelong Safety Program was recognition of the
intensive work that had been done in reducing anti-social
behaviour in Central Geelong.
The City’s Learn to Swim program achieved record
numbers during 2007-2008 with over 11,000 term
enrolments. With classes available from six months of
age, children and adults learn water safety and survival
skills and develop stoke techniques in a fun and
progressive learning environment. The City also funded
and delivered 120 Learn to Swim scholarships across the
region.
The City was one of only two councils in Victoria to
complete a draft Influenza Pandemic Plan. The key
aspects of the plan are about ensuring business
continuity, effective communications to the community,
and supporting agencies as part of emergency
management planning. The City’s plan is now being used
as a template by the Department of Human Services.
Future Directions
The Domestic Animal (Dogs and Cats) Management
Plan implementation kicks off in 2008-2009 with several
actions scheduled in year one of the plan. Community
awareness and education on responsible pet ownership
and dogs in public places will be the main areas of focus.
Year two of the plan will see the introduction of cat
confinement between sunset and sunrise across the
municipality.
Central Geelong Safety remains a priority for this Council
with further security upgrades scheduled for the precinct.
Safety camera upgrades and lighting improvements will
continue and a 24-hour access public toilet will also be
installed in the precinct.
With the region currently under water restrictions imposed
by Barwon Water, greywater recycling in gardens is
becoming common practice amongst households.
Greywater in some cases may contain bacteria and
chemicals so it is important that it is used in a safe
manner. Council will assist the community by
implementing Waste Water Management strategies
that safeguard residential gardens in a safe manner.
87

Challenges
Drought conditions in the region will continue to increase
the risk of bushfires so it is important that safety plans are
strictly adhered to. The Breamlea Fire Management Plan
is an example of the City, residents and the Country Fire
Authority working together to form a plan that sets out
bushfire prevention measures as well as strategies to
reduce the impact of a bushfire. Council needs to
continue promoting bushfire awareness and prevention
measures while at the same time taking into account
environmental needs.
Community safety and policing is an important issue and
Council will continue to advocate on behalf of the
community to make the municipality safe for residents
and visitors.
Did you know...
The City of Greater Geelong has
30,616 registered dogs and 10,414
registered cats which is the largest
registered database in the state.
Council Local Laws officers at work
88

Community Safety and Security - Outcomes
Outcome Measure Target Source Target Achieved Comment
Safe Community Crime rate per 100,000 Not exceed Victorian rate Victoria Police Provisional Crime ✓ Victorian Rate 7,185 offences per
population Statistics 100,000, Geelong 6,204 per
100,000 people.
Emergency Management Municipal Emergency Updated annually Annual Municipal Emergency ✓ Plan updated in October 2007.
Management Plan is updated
Plan
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Community Safety and Security
Safe Community
Status
St Leonards Lake safety improvements >
Supervision for school crossings
Contribution to Life Saving
East Geelong Food Services centre driveway construction to improve safety for volunteers ✓
Ritchie Boulevard lighting improvements
✓
Central Geelong safety lighting improvements and camera upgrade >
Safestart program for children in 0-8 age group focusing on preventing unintentional child
injury initiatives
Emergency Management
Emergency management and response program
Contribution to Emergency Management program
Emergency maintenance (unplanned) on Council facilities
Safe Built Environment
Toilet block upgrades
Central Geelong public toilets >
Central Geelong footpath cleaning
Street Lighting
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually
(❖) On hold will determine future action
89

TRANSPORTATION
Objective
To enhance and improve the region’s local,
public and freight transport systems and
infrastructure.
Highlights
Improvement works at the Mercer, Malop and Gheringhap
Street intersection were completed during the year. Works
at the intersection were part of Council's wider East-West
Traffic Strategy, aimed at improving the flow of vehicles,
cyclists and pedestrians. One of the very important
benefits of the new signalised intersection (replacing the
previous roundabout) is the much-improved levels of
pedestrian safety that it has brought to this busy part of
Central Geelong. Other sites completed during the year
include Malop and Fitzroy Street intersection and the
Latrobe Tce clearway. Works that have commenced
during the year and due for completion early in
2008-2009 include the Ryrie Street, Sydney Parade
and Swanston Street intersection and the Garden Street
and Portarlington Road intersection.
Extensive consultation with cyclists and other road and
trail users was carried out during the preparation of the
Greater Geelong Cycle Strategy. Adopted by Council in
March 2008, the strategy will provide Council with
guidance on expanding Geelong’s on and off road cycle
network, improving bicycle facilities, enhancing cyclist
education and delivering promotions that encourage
people to cycle as a means of transport, recreation and
sport. Some of the major recommendations of the strategy
include:
> Building better links between paths, improving signage
and developing safe crossing points.
> Education programs aimed at schools and workplaces
to encourage greater use of bicycles for daily
commuting.
> The construction of an amalgamated home of cycling
containing a criterium circuit for road racing and
training, plus a mountain bike trail and BMX facilities.
The adoption of the Greater Geelong Cycle Strategy is very
timely given the upcoming 2010 World Road Cycling
Championships being held in Geelong. It also gives more
impetus to our to bid to establish Geelong as a major
cycling city. Implementation of this strategy will
commence in 2008-2009.
Achievements
The Central Geelong Parking Precinct Plan was adopted
by Council following consideration of public submissions
and comments received through consultation. The plan
applies to the whole of Central Geelong including the
Waterfront and will ensure the most effective distribution
of parking spaces. The plan also enables the City to
collect funds from developers in lieu of them providing the
prescribed amount of parking at their development site.
This revenue would then be used by the City to develop
public car parking infrastructure, ensuring the best
possible use of available parking spaces.
A new project called TravelSmart was launched in July
2007. Jointly funded by the City of Greater Geelong and
the Department of Infrastructure, it is aimed at increasing
the number of children who walk or ride to school. Thirty
years ago 70 per cent of children walked or rode their
bikes to school. Just one generation later only 30 per cent
of primary school children walk or ride to school. There
are six primary schools from the Bellarine Peninsula
involved in the TravelSmart program: Drysdale, Clifton
Springs, Barwon Heads, Leopold as well as Our Lady Star
of the Sea and Surfside - both in Ocean Grove. This
project has seen walking and cycling to school increase
by 20 per cent at these schools.
The Walking School Bus program saw two more schools
added bringing the total to ten participating schools with
70 fully trained volunteers.
Future Directions
The Leopold Strategic Footpath Network will improve the
amenity of Leopold and will mean more footpaths that
link community facilities. This will also play a big part in
improving access for people with disabilities. The project
design involved a great deal of community consultation,
with works due to commence in 2008-2009.
A new link from the Geelong Railway Station to Mercer
Street will be created after Council received State
Government funding for the Geelong Transit City project.
Street improvements through to the new Transport
Accident Commission headquarters will also be funded.
The $24.5 million in State funding to be spread over four
years will also further assist development of Geelong’s
Western Wedge precinct.
90

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Challenges
Improvements to the Geelong bus services have been
minimal since 1980. Due to population growth and our
expanding suburbs, routes in Geelong have grown over
the years, and they meander around rather than having
a trunk-line approach. G21, the Public Transport Users'
Association, bus companies, disability groups, the City
of Greater Geelong, Surf Coast and Golden Plains
councils have all been included in discussions with the
State Government to improve the public transport
system. The challenge is not only to upgrade services
in the Geelong area, but to also ensure connections
between the timetables for rail and public bus transport
are integrated.
Managing traffic flow through the city during peak times
is also a priority of Council and along with the East West
Traffic improvements, further Park and Ride services will
be investigated in an effort to ease traffic and parking
congestion in the city.
91 Park and Ride bus service

Transportation - Outcomes
Outcome Measure Target Source Target Achieved Comment
Road and Footpath Network Community satisfaction with local Local Government Community Result has remained consistent over
roads and footpaths Satisfaction Survey past three years.
Road traffic fatalities and injuries VicRoads CrashStats ✕ Serious injuries There was a 50% decrease in
✓ Fatalities fatalities on our roads, however
a 13% increase in serious injuries.
Bicycle Network Total kms of off road bicycle tracks Engineering Services - CoGG ✓
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Did you know...
The Magic Meter Elves gave away 64,308 minutes of free
parking in Central Geelong over the 2007 Christmas period.
This equates to nearly $2,000 in free parking!
92

Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Transportation
Status
Local Public Transport
Provision of new bus shelters in Portarlington and Drysdale
✓
Central Geelong Park and Ride shuttle service
Summer Circuit bus service
Bus Stop upgrades (Disabled Discrimination Act compliance)
✓
Road and Footpath Network
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Light fleet program
Heavy and dedicated plant replacement
Construct and design local roads including Federal Roads Program and Vic Roads funded works
Major traffic work construction
Implement Central Geelong Parking Strategy actions including changed parking arrangements
and additional lighting and signage
Ocean Grove Traffic Study improvements
Road Network - Conduct condition rating for seals and pavements
Develop traffic plans across the city
Road Safety program
Footpath renewal program
Kerb and Channel renewal program
Drainage design and construction program
Conduct major culvert guardrail replacement / implementation program
Special Rates and Charges to carry out roads footpaths and drainage works
East West traffic improvement works
Car Park Construction at 9 Belmont Street, and Belmont Bowling Club
Leopold Strategic Footpaths - design
Point Henry traffic and landscape improvements
Bicycle Network
Bicycle infrastructure recurrent program maintenance
✓
✓
✓
✓
✓
✓
Did you know...
There are 3,950 off-street and 5,400 on
street car park spaces in Central Geelong.
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually
(❖) On hold will determine future action
93

Bellarine Rail Trail
94

PARKS SPORT AND LEISURE
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Objective
To improve quality of life by providing
opportunities for physical activity and
open space for reflection, relaxation, social
interaction and the experiences of nature.
Highlights
The first 14 inductees into the Geelong Sports Legends
Plaza were unveiled in September 2007 at an official
opening ceremony, featuring family members of many
of the sports legends. The Legends Plaza comprises a
series of two metre tall displays featuring an image of
each sports legend and a brief summary of their best
known achievements. Located at Kardinia Park, the
spiritual home of sport achievement in Geelong, the
Plaza honours sporting achievements and acknowledges
the positive influence sport has on people’s lives. The
Legends Plaza not only represents our rich sporting
history, but stands as an inspiration to current and future
athletes from across our region to strive to achieve
success in their chosen field.
Construction commenced on the Bellarine Aquatic and
Sports Centre in February 2008 and is due to open in
December 2008. The centre, being built at Ocean Grove,
is a partnership project involving the City of Greater
Geelong which is contributing $5.5 million and the State
Government which is providing $2.5 million. The Centre
is a long-held vision of the Bellarine community and will
cater to all ages and abilities. It will include facilities such
as an eight-lane 25 metre pool, program pool space for
all levels of Learn to Swim, water play facilities, outdoor
recreation space, provision for some warm water exercise
and a disabled/family change area.
Achievements
In January 2008, Council endorsed the Eastern Park
and Geelong Botanic Gardens Strategic Plan and
recommended the start of implementation. The Strategic
Plan provides a 50 year vision for the park and a 20 year
implementation plan. The Plan has been developed in
three stages:
> Stage one - Heritage Conservation Assessment:
identifies heritage elements.
> Stage two - The Master Plan: 32 actions for
improvements.
> Stage three - The Management Plan: addresses
key management issues.
The Plan will achieve the aim of enhancing the Park
while protecting the much admired heritage and natural
elements. Future projects include a boardwalk to link
Eastern Beach with Eastern Park and the Geelong
Botanic Gardens, a sculpture park, amphitheatre for
outdoor events, an educational facility, and transforming
the Walter Conservatory into a restaurant, café and
function space.
During the year several sporting facilities and reserves
received upgrades. The Queens Park sports reserve
upgrade was completed with the pavilion receiving a
major refurbishment, Newcomb and District Sports Club
new netball pavilion was completed, the Barwon Heads
Village Park tennis court and playground upgrade were
finished and the new Ocean Grove soccer grounds were
officially opened.
The rejuvenation of Sparrow Park has seen the
development of a new learn to skate area, new
tricycle/scooter track and a new playground for older
children amongst the exciting new additions to the
popular park. Outdoor power was also installed allowing
for the Geelong West Brass Band to perform recitals in
the park. Local residents were actively involved in the
upgrade and people of all ages will benefit from the
works.
The new Corio Community Park was also opened during
the year. The once underutilised space has become a
place of vibrancy, pride and activity that is accessible to
people of all ages, cultural backgrounds and abilities. This
partnership project in the northern suburbs has seen the
installation of a playground for young children, barbeque
area, rotunda, walking tracks and a community arts
space. Further works are planned for a playground for
older children, bollards, new garden beds and extra
fencing. Corio Community Park is a family-friendly place
designed for everyone to access leisure and recreational
activities.
95

Future Directions
Main construction works are soon to commence on the
$30 million Leisurelink Aquatic Centre. This is the
biggest sports and leisure project ever undertaken by
Council and the end result will be a spectacular gym
and aquatic centre that caters to all ages and abilities.
A 50-metre indoor pool (legacy from the 2007 FINA
World Swimming Championships), spacious gym and
aerobics complex and theme park style waterslides are
among the key features of the new Leisurelink. It will
cater for the growing communities in the South Barwon
area and allow for expansion of the Leisurelink
membership base and learn to swim programs. This is
an exciting joint project between the City of Greater
Geelong and the State Government. The new Leisurelink
is expected to open in summer 2009-2010.
The home of the Geelong Football Club, Skilled Stadium
will receive a $30 million upgrade commencing at the
end of the 2008 AFL season. Council will contribute
$2 million to the project that will see the redevelopment
of the Ross Drew Stand and the Past Players Stand.
The project will create an additional 3,000 seats,
increasing capacity of Skilled Stadium to 30,000.
There will be state-of-the-art training, gymnasium and
rehabilitation facilities, more spectator facilities for people
with a disability, expanded corporate entertainment
facilities, improved administration premises and new
turf maintenance facilities.
Challenges
One of the legacies of amalgamation in the mid nineties
was a large network of community and recreation
facilities, many of which were due for upgrading. In a
municipality of our size, upgrading our numerous
recreation reserves and facilities is a never-ending task,
but we have made great strides in recent years. With new
facilities such as the Bellarine Aquatic and Sports Centre
and Leisurelink Aquatic Centre under construction, it is
also important we continue to upgrade our existing sport,
recreation and aquatic facilities, as these are important
community assets.
Periods of drought and water restrictions will continue to
pose challenges for Council when it comes to preserving
sporting grounds, reserves, parks and gardens.
Maintaining service levels and minimising the impact on
various leisure facilities will be a priority for Council in
continuing to improve quality of life by providing
opportunities for physical activity, relaxation and social
interaction.
Did you know...
Council’s Leisure centres have
over 9,400 members.
Geelong Sports Legends Plaza, Kardinia Park
96

Parks, Sport and Leisure – Outcomes
Outcome Measure Target Source Target Achieved Comment
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Healthy Lifestyle Levels of sport and physical activity Exceed Victorian Rate Exercise Recreation and Sport (i) Survey no longer run.
Survey (ERASS) - Sport and
Recreation Victoria
Community satisfaction with Annual Local Government
recreational facilities
Community Satisfaction Survey
Active and Vibrant Public Community satisfaction with the Annual Local Government
Spaces appearance of public areas Community Satisfaction Survey
Community satisfaction with level Integrated Open Space Services - (i) Survey no longer run.
of maintenance in parks
Park User Satisfaction Survey
Community satisfaction with Integrated Open Space Services - (i) Survey no longer run.
managing parks and reserves
Park User Satisfaction Survey
Strong Sport and Recreation % of residents who participate in DVC Indicators of Community ✓ Survey is only run every second year
Networks organised sport Strength so achievement based on
2006-2007 results.
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Did you know...
Council supports more than 560 community, sport and
recreation clubs and organisations, and over 60 sport and
recreation pavilions and clubhouses.
97

Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Parks Sports and Leisure
Status
Pillar : Parks Sports and Leisure
Status
Healthy Lifestyle
Leisurelink Aquatic Centre replacement facility >
Facility maintenance - aquatic centres OHS
Bellarine Aquatic and Sports Centre - construction >
Gymnasium equipment replacement program >
Lara Pool change room upgrade >
Cyclical and programmed maintenance
Major facility maintenance - aquatic centres
Bellarine Rail Trail infrastructure development improvements and landscaping >
Grants from Sport and Recreation Victoria to fund minor facility upgrades
Hovell Creek Walking Trail - continuation to Serendip
✓
Implement recommendations from the Walking Study >
Sport and Recreation Victoria Country Football and Netball grant program for facility
development
Newcomb Walk design and construction
Waterworld gymnasium expansion >
Office space redevelopment at the Arena
✓
Active and Vibrant Public Spaces
Contribution to Equine Development signage >
Implement elements of the Whittington Link Landscape Plan
✓
Skate Ramp replacement
✓
Moorpanyal Park
✓
Contribution towards Geelong Lawn Tennis Clubs indoor tennis project
✓
Richmond Crescent facility upgrade contribution >
Contribution towards East Geelong Primary School soccer goals purchase
✓
Contribution towards East Geelong Croquet Club upgrade works
✓
Contribution towards Eastern Park Bowls Club shade structures and improvements
✓
Contribution towards Drysdale Primary School change facilities
✓
Contribution towards Bell Park Sports Club irrigation works
✓
Geelong Baseball Centre improvement works
✓
Geelong Hockey Pitch replacement/upgrade
✓
Floodlight Core Program
Windsor Park - drainage works
✓
✓
Active and Vibrant Public Spaces
Skilled Stadium - Brownlow Stand lift upgrade
Flinders Peak Facilities upgrade (Rugby Club)
Goldsworthy Athletics facility terrace construction
St Marys Football Club change rooms - design
Friers Reserve Sports Pavilion - planning and design of new change facilities
Kardinia Park shade shelter and barbeque facilities
Lara Baseball - training nets, lighting, change rooms and toilet block
BMX track at Chirnside Park >
Corio and Moorabool Pony Club clubrooms >
Bell Post Hill (Myers Reserve) lighting
✓
Surfside Tennis - lighting >
Highton Reserve Landscape Plan implementation >
Collendina Reserve Sports Pavilion >
Temporary changerooms at Shell Road Reserve Ocean Grove
✓
East Belmont Football and Netball Club change rooms
✓
King Lloyd Reserve facility improvements >
Elderslie Reserve Landscape Plan implementation >
Herne Hill Reserve (St Josephs Football Club) lighting
✓
Herne Hill Reserve (St Josephs Football Club) boundary fence replacement
✓
Leopold Cricket Club practice wicket safety netting >
Memorial Park Pavilion works - design
✓
St Albans Reserve lighting
✓
Barwon Heads Community Arts Garden toilet installation >
Lake Lorne Pony Club jumps construction
✓
Ground renovation program
Recreation Reserve car park re-sheeting
Grovedale Reserve soccer fields - lighting, beautification works, new pavilion design and
car park sealing >
Sparrow Park Masterplan implementation >
Corio Community Park
Thomson Reserve facilities >
✓
✓
✓
✓
✓
✓
❖
✓
Key to status symbols (✓)Completed / Achieved () Completed for 2007-2008/repeated annually (>) In progress - To be completed in 2008-2009 (❖) On hold will determine future action
98

Geelong Special Play Space, Eastern Park
Active and Vibrant Public Spaces (cont'd)
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Western Oval netball change facilities >
Barwon Heads Village Park
✓
Drysdale Reserve facility works >
Queens Park Sporting Pavilion
✓
North Geelong Football and Netball Club Pavilion >
Bakers Oval
✓
North Shore Sports Club pavilion and change rooms
✓
Eastern Beach retaining wall reconstruction >
Eastern Beach childrens pool detailed construction plans >
Rebuild Eastern Beach dive tower >
Elcho Park Golf Club first hole pro shop and club room upgrade
✓
Relocate Geelong Motocross Club from Breakwater Road >
Contribution towards St Leonards Yacht Club viewing deck construction
✓
Strong Sport and Recreation Networks
Contribution to Barwon Sports Academy
Open Space Networks Study and Acquisitions Plan - purchase of land in Lara
✓
Geelong Cricket Association contribution for ground maintenance
Sponsor local recreation programs
Community Sports Forum in Portarlington
❖
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually (❖) On hold will determine future action
Did you know...
The City of Greater Geelong
has 279 Playgrounds.
99

EDUCATION AND RESEARCH
Objective
To support and enhance the City’s position
and reputation as a leading centre for
education, training and research.
Highlights
On the 27 September 2007 the Newcomb Library
reopened after being totally rebuilt and refitted. The
library is the first in the Geelong Regional Library
network to introduce Radio Frequency Identification
(RFID). This cutting edge technology is a new way of
keeping inventory and circulating the library collections.
It improves services to members by allowing them to
check-out their own items, giving staff more time to
attend to customers' needs. Other new features include
increased audio-visual collections, an audible
scanner/reader to help members of the community with
vision impairment or low literacy, a baby play panel and
children's furniture in the children's area, Playstation3
and Xbox for young people, and increased access to
information technology including the internet and word
processing facilities.
The Newcomb Library had been a central part of the local
community for 26 years, providing library collections and
services such as story-times and holiday programs. We
anticipate growth in activity at the library as more and
more people discover all the new and wonderful
resources and facilities on offer.
Council re-opened the Early Learning Centre @ Rosewall
(formerly known as Rosewall Kindergarten) at the
beginning of the school year following its closure by the
previous licensee early in 2007. The Centre provides an
education program for 12 hours per week over two days
for three and four year-old children. In addition a
nutritious lunch is provided for each child thanks to the
kind sponsorship of Shell. It is vital that children in the
Rosewall area have access to high quality kindergarten
programs in their local community. This has been made
possible with the support from the State Department of
Education and Early Childhood Development and Shell.
Achievements
The children at Belmont City Learning and Care now
have great new play areas to enjoy thanks to the recent
upgrade. The renovations completed in March also
included improvements to the bathroom and laundry.
Normanby Street Pre-School also had a minor
refurbishment with the kitchen, office and storage
cupboards receiving an upgrade.
The opening of the Deakin Medical School in Geelong
is a fitting tribute to the quality of teaching and research
undertaken at the university. Council formerly supported
Deakin’s bid to achieve the first regional medical school
and this now confirms its place as one of the most
important institutions in the Geelong region. It is
estimated that the new medical centre will increase
the output of the regional educational sector by almost
20 per cent.
Future Directions
Great care is being taken to protect the original features
during the upgrading of the historic Geelong West
Library. Once complete this important community asset
will again take its place as one of Geelong West’s
significant buildings while at the same time bringing the
library into the 21st Century both for the borrowers and
the library staff. A key feature of the development will be
the incorporation of the existing Geelong West Customer
Service Centre into the new complex. The complete
refurbishment due to be completed in September 2009
will also include improved disability access and greater
community computer facilities.
The Lara Library and the Belmont Library are also
scheduled to have upgrades commence in the next 12
months.
A joint project between Council, Western Heights College
and the Department of Education and Early Childhood
Development will see a world class school and
community facility developed in Vines Road. The
proposal involves the consolidation of Western Heights
College’s existing three campuses alongside a new
community building where the Vines Road Community
Centre and Vines Road Senior Citizens activities will
operate. The key feature of the combined facility will be
the ability of local residents to share in the use of many of
the new facilities including the library, sports facilities and
performing arts centre.
100

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Challenges
A feasibility study on the establishment of a centralised
biotechnology laboratory in Geelong has found that
demand for laboratory space was growing and there were
significant job increases in the bio-sciences field.
The study, commissioned by the City on behalf of the
BioGeelong network, found that although it is difficult
to define the level of demand for such a facility at the
moment, the concept of a BioGeelong Central Laboratory
is worth pursuing in the future. The challenge now is for
the local biotechnology sector, through the BioGeelong
network, to build its profile with a view to attracting
investment.
The region’s education levels are lower than the average
for Victoria and Australia in all but the trades. Skills gap
analysis also shows significant gaps in current industry
needs. The G21 Lifelong Learning Pillar is pursuing a
number of actions to better engage the community in
formal and informal learning including education and
training for marginalised industry sectors, reskilling and
youth unemployment initiatives.
Did you know...
The Geelong region has 71 primary
schools, 24 secondary schools across
30 locations, and 49 kindergartens.
101
City Learning and Care, Ariston House

Education and Research – Outcomes
Outcome Measure Target Source Target Achieved Comment
Lifelong Learning Total post secondary enrolments CoGG Economic Development - Deakin University : ✓
(Deakin University, The Gordon Economic Indicators Bulletin Gordon Tafe: ✓
Institute of Tafe)
Total number of library visits Annual Survey of Victorian Public ✕ The libraries experienced a
Libraries
decline in visits by 4.2%, however
this was expected due to closure
of three libraries for between 3-9
months.
Skill and Industry Alignment Trainees and Apprenticeships Office of Training and Tertiary ✓
Education, Department of
Education and Training Victoria
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Education and Research
Status
Lifelong Learning
Contribution to Geelong Kindergarten Association
Portarlington PS - Home Reading Library
Vines Road Community Centre redevelopment in conjunction with Education Department >
Design development for library upgrades >
Chilwell Library - consultation, planning and design of upgrade >
Education Programs - Catholic Regional College and Bellarine Secondary College
✓
Contribution to Neighbourhood Houses activities
Geelong Regional Library contribution
Newcomb Library upgrade
✓
Geelong West Library upgrade >
Best Start Program - improving the health, development and wellbeing of children from
before birth through transition to school
Skill and Industry alignment
Development of Geelong Biotechnology cluster >
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually (❖) On hold will determine future action
102

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
103 Buckley Falls

ARTS CULTURE AND HERITAGE
Objective
To promote vibrant, diverse and innovative
arts and cultural experiences for the
community, including the celebration
of our heritage.
Highlights
The Geelong Cultural Precinct received $7.9 million from
the State Government to fund stage one of this exciting
project. The precinct includes the city’s key cultural
facilities, namely the Geelong Performing Arts Centre
(GPAC), the Geelong Gallery, the Geelong Library, the
Geelong Heritage Centre and the Courthouse Youth Arts
Centre. The State Government partnered with the City in
developing a master plan to identify the best ways of
redeveloping the precinct. The objective is to have a
higher level of street activity in the precinct, upgrade
the library so that it is a modern facility, to see GPAC
expanded with a range of studio and performing spaces
that are more flexible, and to really invigorate the
Courthouse.
The funding will be split over two years with $2 million in
2008-2009 for the design of the Courthouse Youth Arts
Centre. It will also fund the detailed design and business
cases for the Geelong Performing Arts Centre, the Geelong
Library and the Geelong Heritage Centre. $5.9 million
has been allocated in 2009-2010 for the Courthouse
Youth Arts Centre upgrade.
The fully restored Belcher Fountain has been installed at
the newly redeveloped intersection of Mercer, Malop and
Gheringhap Streets. The historic fountain, first installed at
the intersection in 1884, was moved into Johnstone Park
in 1927, to make way for Geelong's tramways service.
When the trams stopped in the early 1950s the fountain
went back onto the plantation in the middle of the
intersection, but eventually it fell into disrepair.
The position in which the fountain has been installed is
very close to the position it occupied in 1884, and makes
an impressive feature of this iconic Geelong intersection.
Achievements
The Community Arts and Community Festivals Grants
Programs are City of Greater Geelong initiatives which
aim to encourage and strengthen the initiation,
development and delivery of festivals, arts projects and
programs to increase participation in arts and cultural
activity across the municipality. In February 2008 a
special ceremony was held at City Hall to present
cheques to the successful applicants. 24 arts projects
were funded, receiving a total of $98,997 and seven
events were funded receiving a total of $47,500.
The St Leonards community celebrated its 150th
anniversary in 2007 with several major community
based projects including a street sculpture, history book
and a community festival. The sculpture titled Coles
Journey draws on many of the natural and cultural
influences that have shaped St Leonards, and the
publication of a history book is a fabulous way of marking
this important milestone. In total the City of Greater
Geelong contributed $29,600 to the St Leonards 150th
celebrations. The St Leonards Progress Association and
the Wathaurong Aboriginal Co-operative did an
outstanding job to commemorate this important milestone
in the town’s history.
Council was joined by State and Federal Members of
Parliament to mark the historic apology to the stolen
generations with a local ceremony in February 2008.
The City of Greater Geelong has taken the lead on
indigenous reconciliation having acknowledged Aboriginal
disadvantage and injustice back in 1997. The ceremony
was a way for the people of Geelong to demonstrate their
ongoing commitment to the values of equality, respect
and dignity, which are the birthright of all members of
our community.
104

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Future Directions
Connecting Identities is a three-year project which is a
component of the national project Generations. The City
of Greater Geelong is one of just five local governments
Australia-wide to be participating in the Generations
project in which each council addresses a key issue
through the arts. As the three elements of Connecting
Identities unfold over the coming two years, many people
will be involved through the sharing of stories, memories,
music and artwork. There will also be a journey across
the municipality to rediscover the memories embedded in
the landscape. The three elements to the project are:
> Memory Bank – a collection of people’s stories in
digital and other forms.
> Mouth to Mountain – a journey spanning 24 hours
that will take place in May 2009. The journey will
connect communities across the municipality from the
mouth of the Barwon River to the top of the You Yangs.
> M2M in Concert – an event to bring together the songs
from Mouth to Mountain, aerial photography and film
from the 24-hour journey in celebration of Geelong
communities.
The Newtown Heritage Study Review 2008 is underway.
This review is taking place in response to identified gaps
in the previous study that took place in 1991, the
removal of significant buildings in the area and also due
to community support for the review to be undertaken.
To date the review has identified 11 heritage precinct
areas and 30 individual properties. This significant study
will be finalised in late 2008. Late in 2007 Council
adopted the Belmont Heritage Amendment which applied
a heritage overlay to 109 significant heritage places.
Challenges
Appreciation and celebration of the heritage of the region
and the diverse cultures that influence its development
is an essential element of a thriving region. This
understanding helps to build harmonious and culturally
rich communities. Nurturing the region’s creative
capability and reputation is important as is exploring
opportunities for artists. Events such as the ShootOut
24-hour Filmmaking Festival, the Pako Festa, regional
celebrations and food and wine events all help
to create an image of a region that is vibrant, creative and
diverse. Efforts should continue to increase the volume
and value of such events.
Did you know...
The Geelong Heritage Centre has 1,200 metres
of shelved archives and 30kms of microfilm dating
back to 1838!
105

Arts, Culture and Heritage – Outcomes
Outcome Measure Target Source Target Achieved Comment
Active and Vibrant Arts and Visitation rates to major cultural CoGG Arts and Culture ✓
Cultural Community
venues in Geelong (GPAC, Potato
Shed, Geelong Gallery, Costa Hall)
Number of arts opportunities CoGG Arts and Culture ✓
advertised in Arts Bulletin
Registration of Arts and Cultural CoGG Arts and Culture ✕ A small decline was experienced
organisations in Arts Directory
this year.
Heritage Protection Maintain number of significant CoGG City Development
heritage places, and number of
places subject to Heritage Overlay
Strategic Planning
Active management of heritage CoGG Arts and Culture Significant collections include
collections Maritime Centre at Osborne House,
furniture at Customs House in
Brougham Street, National Wool
Museum and the Geelong Heritage
Centre.
Visitation rates of Heritage CoGG Arts and Culture ✕
Collections (National Wool Museum,
Geelong Heritage Centre, Geelong
Maritime Museum, Ford Discovery
Centre)
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
106

Delivering on our Commitments: 2007-2008 Annual Business
Plan Action Update
Pillar : Arts Culture and Heritage Status
Heritage Protection
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
National Wool Museum collection significance assessment >
Lara Heritage Festival donation
✓
St Leonards commemorative artwork for 150th anniversary celebrations
✓
Osborne Precinct - planning and feasibility study
✓
Active and Vibrant Arts and Culture Community
Skate and Art project (SKAART) contribution
Geelong Art Gallery contribution
Geelong Maritime Museum contribution
Grants to support Community Arts
Support the Courthouse Youth Art Centre
Grants to support Community Festivals
Potato Shed facility renewal and public address system
✓
Potato Shed Masterplan development >
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually (❖) On hold will determine future action
107
Osborne House

TELECOMMUNICATIONS
Objective
To promote the development of a network
of telecommunications to maximise liveability
and prosperity.
Highlights
The rollout of Pocket PCs to over 300 home carers has
allowed the Aged and Disability team to improve the
delivery of their services, by increasing scheduling
efficiency and reducing administration tasks. The Team
Leaders can now review and evaluate the demands on
their teams and therefore provide better Customer Service
to clients. The reduction in administration tasks within
the office has allowed more time to be spent on
improving carers' schedules. The systems also provide
better quality of information upon which planning can be
done. Significant time savings have been made in several
departments due to streamlining of information flowing
between them.
Council’s PABX (internal telephone system) was replaced
with the Voice Over Internet Protocol communication
system during the year. The replacement of the ageing
system will be extremely beneficial with improvements to
communications across all areas of Council. The
conversion from three digit extensions to four digit will
take place in 2008-2009.
Achievements
A Community Directory was developed and launched for
internal use on Council’s Intranet. It has been regularly
used by Council staff with approximately 8,000 hits each
month. Community Directory will provide residents and
the general public access to a listing and contact details
of a range of groups, associations, services, clubs and
organisations within the City of Greater Geelong.
The directory will be launched onto the Geelong Australia
website in September 2008.
During the year the online community profiling and
population forecasting website (hosted by ID Consulting)
received an upgrade to include data from the 2006
Census and our own urban development strategies, up to
2031. The website provides data in simple, clear tables
and charts with concise factual commentary. Information
can be found on drivers of population change in Greater
Geelong and its suburbs and changes in population,
dwellings, age structures and households.
Future Directions
The City will implement a new range of online services
and a dramatically improved council website in late
2008. Council is seeking to conform to best practice web
standards with a simple customer interface that enables
efficiency improvements for our customers.
Enhancements include increases in online payment
facilities and transactions, greater availability of online
forms, enhanced search capabilities and an easily
accessible A-Z list of council services.
The City is embarking on the development of 3D visual
capability for use in community, engineering, strategic
and statutory planning. The project will produce a limited
3D capacity across all residential areas allowing for area,
height and distance analysis, and a fully rendered 3D
model of a five km 2 area surrounding Central Geelong and
the Western Wedge precinct. This model will be a vital
communication tool for future development in the CBD
area.
Challenges
There is a need to improve the Information
Communication Technology (ICT) capability, education
and ability of businesses across the region. The G21
Telecommunications Needs Assessment has commenced
to tackle this issue by developing initiatives to market and
promote ICT use and systems within both the business
and community sectors of the G21 region.
A comprehensive and extensive telecommunications
environment exists in the Geelong region with
a significant number of facilities-based licensed
communications carriers competing for business. Council
will continue to work closely with telecommunication
carriers to ensure that local businesses enjoy the latest
technology available at the most competitive rates.
108

Telecommunications Outcomes
Outcome Measure Target Source Target Achieved Comment
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
109
Telecommunications Access % broadband customers Spend/Demand - ✓
Telecommunications in Regional
and Rural Victoria. Barwon South
Western Region - Multimedia
Victoria
Unmet demand for broadband Regional and Rural Victoria ✓ Geelong continues to be one of the
Telecommunication Spend
best connected regional cities in the
Demand - South Western Region -
country (Based on 2006 Regional
Multimedia Victoria
Telecommunications Spend and
Demand Reports).
e-Business % of all receipted Council bills End of Financial Year Internal and ✓
paid electronically
External Receipting
Number of page views on the CoGG - I.T department ✓ Page views increased by over
Geelong Australia website
441,000 this financial year, to a
total of more than 6.2 million.
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Telecommunications Status
e-Business
Upgrade of Community Profile and Population Forecast data
Oracle Financials upgrade to version 11510
Information Technology equipment acquisition program
Information Technology asset replacement program
Telecommunication Access
Councils PABX replacement
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually
(❖) On hold will determine future action
✓
✓
✓
Did you know...
In 2007-2008, 37.5% of all receipted Council bills
were paid over the telephone or on the internet.

THEME 1: DEMOCRACY
Objective
To provide strategic leadership and foster
participation to achieve the long-term vision
and aspirations of our community.
Highlights
The Councillor Community Grants Program has seen just
over $241,000 distributed amongst 128 community
groups. The program is offered to facilitate community
projects and activities undertaken by incorporated
not-for-profit organisations and groups within the City
of Greater Geelong. This funding has been provided to
a wide variety of community groups and organisations
including preschools, sporting clubs, service clubs and
community associations. Through the Councillor
Community Grants Program, Council has been able to
help deliver a diverse range of projects and events that
benefit the Geelong community.
Throughout 2007-2008 the City conducted over 120
consultation events, allowing community members the
opportunity to provide input into a broad range of
projects, services, priorities and issues of both local and
municipal-wide importance. Some of the main
consultations that took place this year were in regard to
the Domestic Animal Management Plan, Greater Geelong
Cycle Strategy, Eastern Park and Geelong Botanic
Gardens Strategic Plan and the Armstrong Creek Urban
Growth Plan.
Achievements
G21 (Geelong Regional Alliance) is an alliance of five
Councils (Greater Geelong, Surf Coast, Colac Otway,
Golden Plains and Queenscliffe) and more than 150
participating local organisations working together towards
a common vision: "making the Geelong Region Australia's
most desirable destination for living, visiting and investing
- renowned for its vibrant, cohesive community,
exceptional physical environment and vigorous economy”.
The G21 Geelong Region Plan – A Sustainable Growth
Strategy was endorsed by Council in August prior to its
launch in September 2007. The Plan identifies and
addresses the challenges we will face in the areas of
environment, land planning, community strength and the
economy. It provides a platform for the entire Geelong
region to speak with one voice to all levels of government.
It also provides a forum to discuss ‘big picture’ regional
issues across interest groups and municipalities.
An electoral representation review of Greater Geelong
City Council conducted by the Victorian Electoral
Commission (VEC) was completed during May 2008.
By notice in the Victoria Government Gazette of 12 June
2008 the Minister for Local Government, Richard Wynne
implemented an Electoral Structure of 12 Councillors
elected from 12 single-Councillor wards. While the
electoral system remains the same, Ward boundaries
have been modified. Current Wards will continue for the
remainder of the term of office. New wards will take effect
for the purpose of the general election to be held in
November 2008 and thereafter.
For the second year running Council embarked on an
exercise with seven local primary schools. Dubbed the
“Best Place to Live School Art Project”, senior students
from South Geelong, Ashby, Manifold Heights, Ocean
Grove, Newcomb Park, Bell Park North and Whittington
primary schools were asked to portray our vision through
pictures. Selected pieces of artwork have appeared in City
Plan 2008-2012 and in the Annual Report 2007-2008.
All the artwork was displayed over a five-week period at
the Carousel on the Waterfront and also at City Hall, and
was well received by the community.
Future Directions
A council is elected to provide leadership for the good
governance of the municipal district and the local
community. The next General Election for the City of
Greater Geelong will be held in November 2008, at
which all Councillor positions will be decided for a
four-year term.
Challenges
Our research shows that the community has an increased
expectation to be consulted on Council activities,
planning, facilities and services. Our commitment to
engaging and consulting with the community, including
the hard to reach groups, needs to remain high on the
agenda in order to achieve the long-term vision and
aspiration of our community.
110

Democracy – Outcomes
Outcome Measure Target Source Target Achieved Comment
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Community Involvement Community satisfaction with Annual Local Government
and Representation community engagement Community Satisfaction Survey
Community satisfaction with Annual Local Government
Council’s advocacy and community
representation on key local issues
Community Satisfaction Survey
% of people who voted in the 80% during an election year Victorian Electoral Commission (i) Election will be held in November
Council election 2008.
Governance Number of audit qualifications Nil CoGG Risk Management ✓
Key
Government and Risk Management 80% CoGG Risk Management - (i) This is scheduled to be completed in
Self-Assessment score Government and Risk the 2008-2009 financial year.
Management Self Assessment
Checklist
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Did you know...
In 2007-2008, 608 persons were conferred
with Australian Citizenship at ceremonies held
within the municipality.
111

Delivering on our Commitments: 2007-2008 Annual
Business Plan Action Update
Pillar : Democracy Status
Community Involvement and Representation
Community Survey
G21 Strategic Alliance contribution
Wandana Heights - land purchase for community purposes
Community Grant Program
Governance
Annual Report production
City Plan production
Public Information about Council Services
Ward Boundaries review
Conduct Council Meetings (in areas outside of City Hall)
❖
✓
✓
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually
(❖) On hold will determine future action
Customer Service Centre at City Hall
112

THEME 2: BEST VALUE
Objective
Achievements
Future Directions
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
To effectively deliver a range of
sustainable services that meet the
needs of the community.
Highlights
In order to measure Customer Service performance and
identify opportunities for continued improvement, the City
of Greater Geelong engaged Customer Service
Benchmarking Australia to conduct independent mystery
shopping research throughout 2007-2008. In the past
12 months, the City of Greater Geelong has consistently
achieved results above the industry benchmark in many
areas, placing us amongst the best of the 150 Councils
evaluated Australia wide. The results indicate our
Customer Service Commitments have gone a long way in
developing a culture built on listening, understanding and
pro-actively responding to internal and external customer
needs.
The City’s Centre Based Long Day Care department
recently conducted Occupational Health and Safety Audits
in conjunction with Work Safe Victoria. The excellent
results have led to this children’s services project being
used as a benchmark for industry standards. The City
also scored very well in the recent Civic Mutual Plus
Public Liability Insurance Audit with a rating of 91 per
cent, demonstrating the City’s commitment to risk
management.
Providing staff with training and development
opportunities is very important for their future growth and
also for the continuous improvement of Council
operations. In 2007-2008 more than 1,700 training and
development opportunities were undertaken, on topics
such as Occupational Health and Safety, Bullying and
Harassment, traineeships, recognised qualification
courses and many other department and job-specific
training courses. An example of a department taking part
in specified training was our Local Laws officers
participating in tourism training. As these officers spend a
lot of time in the public eye, they are now able to provide
broader levels of service to tourists and residents during
their day to day operations.
The installation of a Corporate Project Management
Reporting System will provide project managers with one
tool that allows them to plan all stages of a project and
report against staged milestones. With so many projects
underway or planned to commence, this will greatly assist
Council with keeping track of progress on all projects and
improve project management as a whole.
Council’s commitment to performance accountability and
reporting transparency has continued with the stage two
roll out of the Performance Management Reporting
processes. Department plans and scorecards have
provided managers with a snapshot of their department’s
progress toward meeting objectives, and has also assisted
them with future department planning.
The City will introduce an online employee self service
system which will allow staff to perform the following
human resource functions using Council’s intranet:
> View and change personal and contact details.
> View current leave balances and view leave history.
It will also include access to online leave requests,
pending leave requests and current bookings.
> View payslip information, eliminating the need to
provide pay advice in hard copy form to those
employees with access to a computer.
Council will hold its third Employee Opinion Survey in
2009. The survey seeks to obtain information on
employee perceptions on a wide range of organisational
issues including organisational values, job satisfaction,
motivational factors and to provide employees with the
chance to identify opportunities for improvement.
The internal Management and Leadership program will
continue to grow. The existing 360 Degree program has
aided in establishing training and developmental
programs to enhance strengths and bridge skills gaps.
The next phase will involve the establishment of a
succession program which will entail the further
development and training of our co-ordinators,
particularly in the people skills areas of Emotional
Intelligence. An Emerging Leaders' program is also
planned, where future 'leaders' of the City are identified,
trained and developed over an 18-month period.
113

Challenges
The objective to provide a suitable central location for
Council’s administrative and civic functions has been
partly met with the purchase of land in the Western
Wedge. The next step will be to commission a scoping
study to investigate the consolidation of its administrative
offices into one location in regard to financial viability and
benefits such as greater efficiency, better service delivery
and improved environmental outcomes.
Recruitment and retention of staff will continue to be
a challenge for Council. We will address these issues
through methods such as training and development,
family friendly organisation policies, our Well For Life
program and our Reward and Recognition program.
Providing staff with a work-life balance while maintaining
service requirements will also be an important factor in
workforce management as our working population ages.
Did you know...
Council manages more than 460 leases in Council
owned buildings, and is the Committee of
Management for a further 114 properties in the
municipality.
Geelong Gallery
114

Best Value – Outcomes
Outcome Measure Target Source Target Achieved Comment
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Customer Service Community satisfaction with Annual Local Government ✓ There was a significant improvement
customer contact Community Satisfaction Survey in this measure in 2007-2008.
% of requests for service fulfilled CoGG RFS (request for service) Service level maintained despite an
within standard time
8% increase in requests compared
to 2006-2007.
% of correspondence fulfilled Corporate Records - Dataworks ✓
within 10 working days
% of calls answered within 5 rings Call Centre Manager Software ✓ 88% of calls were answered within
the required timeframe, which is
12% higher than the industry
average.
Workforce Management Employee satisfaction rate CoGG Employee Opinion Survey (i) The next employee opinion survey
will take place in 2009.
Staff absenteeism (% of hours paid) CoGG Empower Staff absenteeism has remained
consistent between 2.4% - 2.8% for
the past five years.
Financial Management Net debt Actual result favourable to budget. CoGG Financial Services ✓
Average rate increase (including % Increase to be less than or CoGG Financial Services ✓
Waste and Municipal charge) equal to Vic average Municipal Association of Victoria
% of net capital budget on new 30% CoGG Financial Services ✓
assets
% of net capital budget on 40% CoGG Financial Services ✕
upgrading assets
% of net capital budget on on 40% CoGG Financial Services ✕
asset replacement
Actual infrastructure maintenance 80% CoGG Financial Services ✓
to required infrastructure
maintenance
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
115

Best Value – Outcomes (Cont’d)
Outcome Measure Target Source Target Achieved Comment
Risk Management Lost time injury frequency rate CoGG Risk Management
(number of lost time injuries
per hours worked)
% of treatment plans on schedule 80% CoGG Risk Management ✓
Continuous Improvement Overall community satisfaction Annual Local Government
Community Satisfaction Survey
Overall corporate services survey Internal Services Customer (i) Survey scheduled to be completed
result Satisfaction Survey by December 2008.
Key
() = maintain, () = increase, () = decrease, (✓) = target achieved, (✕) = target not achieved, (i ) = no new data available
Delivering on our Commitments: 2007-2008 Annual Business Plan Action Update
Pillar : Best Value Status
Customer Service
Customer Service audit of service standards
Workforce Management
Working with Childrens Check (WWC) - adherence to new legislation
Civic accommodation - purchase of land in Western Wedge precinct
✓
Financial Management
2008 General Rate Revaluation / Supplementaries Valuations ✓
Risk Management
Council building roof safety access program
Customs House lift and ramp installation >
Council building fire protection upgrades
City Hall Fire Services upgrade stage 3
✓
Continuous Improvement
Provide comprehensive training across the organisation
CorVu Corporate Project Management Reporting installation
✓
Key to status symbols
(✓)Completed / Achieved (>) In progress - To be completed in 2008-2009
() Completed for 2007-2008/repeated annually (❖) On hold will determine future action
116

2007-2008 PERFORMANCE STATEMENT
PILLARS - Key Strategic Activity
Target Measure Status Comments
Pillar 1. Health and Wellbeing: Complete year one of Whittington Community Renewal Project
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Whittington Community
Renewal Project – Year one
of three year project
Completion of year one
implementation actions in
Whittington Community
Renewal Plan by June 30,
2008.
Year one actions
completed. Project
continues in
2008-2009.
Pillar 2. Economic Development: Develop a concept design for a Mineral Springs Bath House at Eastern Beach
Detailed design of Mineral
Springs Bath House at Eastern
Beach
Development of designs of
Mineral Springs Bath House
by 30 June, 2008.
Design phase
completed.
Pillar 3. Environment: Install a backwash recycle system at Waterworld aquatic centre
Installation of backwash recycle
system at Waterworld aquatic
centre
Complete installation of
backwash recycle system at
Waterworld aquatic centre by
30 June, 2008.
Project nearing
completion.
Expected to be fully
operational in early
August 2008.
Pillar 4. Community Safety and Security: Upgrade Central Geelong safety cameras
Central Geelong safety camera
upgrade
Complete upgrade of Central
Geelong safety cameras by 30
June, 2008.
Project to be
completed early in
2008-2009. Funds
to carry over.
Council activities have included:
> Community engagement activities to increase social connectedness.
> Community Gate Project.
> Whittington Community Festival held.
> Regular school holiday programs conducted.
> Supporting the development of an editorial committee and publication of the Whittington Voice newsletter.
> Whittington Link barbeque constructed and tree planting completed.
> Youth advisory committee formed and meeting regularly.
The concept design for a Regional Destination Spa was completed. The next step in this project is to take the building concept
design to public consultation. Further investigation is also required on the environmental implications such as energy
consumption, regulated drawing of mineral water resource and sea water, management and disposal of seawater and traffic
and car parking.
This project when completed will return approximately 80 per cent of the backwash water to the pool at better
quality than tap water.
Holding tanks, underground pipes and services have all been installed. Backwash tank has been modified and the plant room
has been constructed. Awaiting delivery on the reverse osmosis component which when delivered will only take a week to
install, completing the project.
The project when complete will provide more cameras and improve the reliability of images.
To date, Council has committed to purchase three new cameras to be installed at three new locations. Quotes for the supply and
installation of fibre optic cable are due back at the end of July 2008.
117

PILLARS - Key Strategic Activity
Target Measure Status Comments
Pillar 5. Transportation: Continue East/West Traffic improvement works
Continue East/West Traffic
Improvement works. Works
listed for 2007-2008 are:
> Mercer St / Gheringhap St /
Malop St intersection
> Ryrie St / Sydney Pde /
Swanston St intersection
> Garden St / Portarlington Rd
intersection
> Gheringhap St / Ryrie St
intersection
> Latrobe Tce clearway
East/West Traffic improvement
works listed for 2007-2008
financial year to be completed
by 30 June, 2008.
Of the five actions
listed, two have
been completed,
two will be
completed in July
2008 and one is
yet to commence.
Unspent funds to
be carried over into
2008-2009.
Progress on 2007-2008 listed works:
> Mercer St / Gheringhap St / Malop St intersection has been completed with the roundabout replaced by traffic signals.
The restored Belcher Fountain has also been installed at the intersection.
> Ryrie St / Sydney Pde / Swanston St intersection works commenced in April and is expected to be completed
by mid-July 2008.
> Garden St / Portarlington Rd intersection works are in progress and due to be completed early in 2008-2009.
> Gheringhap St / Ryrie St intersection works have been deferred to 2008-2009.
> Latrobe Tce clearway has been completed.
> Malop St / Fitzroy St intersection works were brought forward to 2007-2008 (originally programmed to be completed
in 2008-2009) and was completed in November 2007.
Pillar 6. Parks, Sport and Leisure: Goldsworthy Athletics Reserve terrace construction
Goldsworthy Athletics Facility
terrace construction
Complete construction of
terrace at Goldsworthy Athletics
Facility by 30 June, 2008.
Project completed.
Spectator terracing at Goldsworthy Athletics Reserve was completed.
Pillar 7. Education and Research: Complete design and consultation and commence construction of the Vines Road Community Centre development
Vines Road Community Centre
development (in conjunction
with the Education Department)
Complete design, consultation
and commence construction of
Vines Road Community Centre
by 30 June, 2008.
Design and
consultation
completed.
Construction yet to
commence.
The outcome for the community of the Vines Road Community Centre redevelopment will be a new school complex which
incorporates a wide range of community services and recreation facilities including a rebuilt community centre / senior citizens
centre, netball courts, oval, library and a performing arts centre.
The concept designs have been completed and consultation has taken place. Negotiations on agreements are continuing and
once completed land will be sold, tender advertised and construction will commence under the management of the Department
of Education and Early Childhood Development.
Pillar 8. Arts, Culture and Heritage: Conduct Community Arts Grant Program
Community Arts Grant Program
Provide grants for community
arts groups and activities during
2007-2008 as per budget.
2007-2008
program
completed.
30 groups applied for a grant under the Community Arts Grant Program with 24 groups successful in receiving grants totalling
$98,997. A grant ceremony was held in February 2008 to provide an opportunity to showcase the community projects as well
as a networking opportunity for community groups.
Pillar 9. Telecommunications: Replace Council’s ageing internal telephone system with Voice Over Internet Protocol communication system
Council’s internal telephone
system (PABX) replacement
with Voice Over Internet
Protocol communication system
Replace Council’s internal
telephone system (PABX) with
Voice Over Internet Protocol
communication system by 30
June, 2008.
2007-2008 project
actions completed.
All infrastructure has been installed and software has been upgraded and is in production. The extension of the system to make
it hybrid and provide Voice Over IP capability has been installed and is operational. The four digit extension changeover has
been scheduled to be completed in 2008-2009.
118

THEMES - Key Strategic Activity
Target Measure Status Comments
Theme 1. Democracy: Conduct the Councillor Community Grant Program
Councillor Community Grant
Program
Allocate Councillor grants to
community groups during
2007-2008 as per budget.
2007-2008
program
completed.
128 community groups were successful in gaining grants totalling $241,085 under the Councillor Community Grants Program.
Theme 2. Best Value: Install the CorVu Corporate Project Management Reporting System
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
CorVu Corporate Project
Management Reporting system
installation
Install CorVu Corporate Project
Management Reporting system
by 30 June, 2008.
Project completed.
The aim of the project is to be able to report on projects from concept stage through to project completion.
The project concept, proposal and charter stages have been completed and implemented as per the project plan.
Post implementation review and reporting have been scheduled to be completed in 2008-2009.
119

CITY OF GREATER GEELONG
COUNCIL APPROVAL OF THE PERFORMANCE STATEMENT
120

CITY OF GREATER GEELONG
INDEPENDENT AUDIT REPORT
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
121

Kazuki Izumitani
Ocean Grove
Primary School
Age: 12
‘I think that the Geelong
area is the best place to be
because of the view of the
sea especially off the Barwon
Heads Bridge at night.’
122

CITY OF GREATER GEELONG
VICTORIAN LOCAL GOVERNMENT INDICATORS
The listed financial indicators are requested by the Department of Victorian Communities from each Council in Victoria to provide a comparison of financial performance across Councils.
Overall Council's financial indicators show a sound financial position and a continuing requirement to ensure asset renewal and maintenance is completed in line with the priorities
identified in the Asset Management plans.
Indicators 2006-2007 Results 2007-2008 Results
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
1. Average Rates and Charges per Assessment
Total Rates and charges net billed $106,482,000 $1,080.27 $115,360,000 $1,156.93
Number of assess ments budget 98,570 per assessment 99,712 per assessment
Councils rates per assessment have increased in line with the population and housing growth and the budgeted rates increases.
2. Average Rates and Charges per Residential Assessment
Rates and charges declared for residential and garbage and municipal charge excluding vacant land $80,137,610 $935.96 $85,032,094 $976.64
Number of residential assessments budget 85,621 per residential 87,066 per residential
assessment
assessment
Councils rates per residential assessment have increased in line with the population and housing growth and the budgeted rates increases.
3. Average Liability per Assessment
Total liabilities $55,129,000 $559.29 $55,332,000 $554.92
Number of assessments budget 98,570 per assessment 99,712 per assessment
Liabilities per assessment has remained constant due to the new loan of $3.12M taken out in 2007-2008 and the final repayments of the $18M loan.
4. Operating Result per Assessment
Net Surplus $40,485,000 $410.72 $27,399,000 $274.78
Number of assessments budget 98,570 per assessment 99,712 per assessment
The operating result per assessment has decreased due to reduced asset recognition from revaluations.
5. Average Operating Expenditure per Assessment
Operating Expenditure $182,974,000 $1,856.28 $199,426,000 $2000.02
Number of assessments budget 98,570 per assessment 99,712 per assessment
The average operating expenditure per assessment has increased because of the increased payments to employees and increased expenditure on materials and services.
6. Community Satisfaction Rating for Overall Performance of Council
Result from the Annual Community Satisfaction Survey for Local Governments (Indexed mean) 58 60
Remains consistent with previous year, however significant improvement on 2005-2006 results.
123

CITY OF GREATER GEELONG
VICTORIAN LOCAL GOVERNMENT INDICATORS (cont’d)
Indicators 2006-2007 Results 2007-2008 Results
7. Average Capital Expenditure per Assessment
Capital Expenditure $49,067,386 $497.79 $52,441,476 $525.93
Number of assessments budget 98,570 per assessment 99,712 per assessment
Capital Expenditure per assessment has increased in 2007-2008 due to the commencement and/or completion of a number of large projects during the year including the Leisurelink facility, Bellarine Aquatic and
Sports Centre and the Legends Boulevarde.
8. Renewal Gap on all assets
Capital renewal $16,463,000 For each $1 of asset $15,598,000 For each $1 of asset
consumption Council
consumption Council
Average Annual Asset Consumption $34,279,000 spends $0.48 $35,560,000 spends $0.44
on renewal
on renewal
Renewal expenditure decreased from $16.4M in 2006-2007 to $15.6M in 2007-2008. As a percentage of total capital expenditure, renewal expenditure decreased from 33.6% to 29.7% in 2007-2008 due to the
mix of projects and the level of expenditure on upgrade and new projects.
9. Renewal and Maintenance Gap
Capital Renewal and Maintenance $52,155,841 For each $1 of asset $52,904,739 For each $1 of asset
consumption and
consumption and
Average Annual Asset Consumption plus Planned Maintenance $79,494,360 planned maintenance $82,360,424 planned maintenance
Council spends $0.66 Council spends $0.65
on renewal and
on renewal and
maintenance
maintenance
The Capital Renewal and Maintenance Gap indicates that expenditure has remained constant from year to year . Council will continue to address the level of maintenance and renewal in line with its Asset
Management Plans.
10. Advocacy and Community Representation on Key Local Issues
Result from the Annual Community Satisfaction Survey for Local Governments (indexed mean) 60 61
Remains consistent with previous year.
11. Engagement in Decision Making on Key Local Issues
Result from the Annual Community Satisfaction Survey for Local Governments (indexed mean) 54 56
Remains consistent with previous year, however significant improvement on 2005-2006 results.
124

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
STANDARD
STATEMENTS
AND ANNUAL
FINANCIAL
REPORT
125 Waterfront Geelong

UNDERSTANDING THE FINANCIAL REPORT
AND FINANCIAL STATEMENTS
Council’s Financial Report, Standard Statements and
Performance Statement are prepared in accordance with
the Australian Accounting Standards, the Local
Government Act 1989 and the Auditor General’s
model accounts.
The Financial Report, Standard Statements and
Performance Statement are audited by the Auditor
General Victoria’s agent and are approved in principle by
both the Council’s Audit Advisory Committee and by
Council. The reports are then forwarded to the Auditor
General’s Office for finalisation and provision of
independent opinions for the Financial Report and
Standard Statements combined and also for the
Performance Statement.
Standard Statements
The Standard Statements compare the actual result for
the financial year to the Annual Budget as originally
adopted and provide explanations for any major
variances.
There are four Standard Statements which are prepared
using the same accounting basis as the Financial
Statements.
> Standard Income Statement
This statement highlights the recurrent surplus which
excludes distortions of capital income and asset
recognition and provides a result that reflects how
Council uses rates and regular income to meet
recurrent expenditure.
> Standard Balance Sheet
This statement also mirrors the statement made according
to Accounting Standards in the Annual Financial Report.
> Standard Cash Flow Statement
This statement mirrors the statement made according to
Accounting Standards in the Annual Financial Report.
> Standard Statement of Capital Works
This statement provides detail of capital expenditure by
asset type and distinguishes renewal, upgrade and new
capital expenditure.
Financial Statements
The financial statements consist of four financial reports,
explanatory notes supporting the reports and
endorsement from the Council and the Victorian
Auditor General.
The four financial reports are:
> Income Statement
> Balance Sheet
> Statement of Changes in Equity
> Cash Flow Statement
The explanatory notes detail Council’s accounting
policies and the make up of the values contained in
the statements.
Income Statement
The Income Statement measures Council’s performance
over the year.
It lists the sources of the Council’s revenue under various
income headings and the expenses incurred in running
the Council during the year. The expenses relate only to
the ‘Operations’ and do not include the cost associated
with the purchase or the building of assets. Expenses
do include an item for depreciation which is the value
of the assets used up during the year.
Balance Sheet
The Balance Sheet shows the assets Council owns and
what it owes (liabilities) as at 30 June 2008.
The bottom line of the Balance Sheet is Net Assets which
is the net worth of the Council which has been built up
over many years.
The assets and liabilities are separated into Current and
Non-Current. Current refers to assets or liabilities that will
fall due within the next 12 months (except Long Service
Leave refer note 1(j) within the Notes to the accounts).
Statement of Changes in Equity
The Statement of Changes in Equity summarises the
change in value of Total Ratepayers Equity. The value of
equity can only change as a result of:
> The profit or loss from operations described as surplus
or deficit in the income statement.
> The use of monies from Council’s Reserves.
> A change in the value of non-current assets resulting
from a revaluation of these assets.
126

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Cash Flow Statement
The Statement of Cash Flows summarises Council’s cash
payments and receipts for the year and the level of cash
at the end of the financial year.
Cash in this statement refers to Bank Deposits and
investments capable of being quickly converted to cash.
Council’s cash arises from, and is used in, three main
areas:
> Cash Flows from Operating Activities – summarises all
income and expenses relating to Council operations,
including service delivery and maintenance.
> Cash Flows from Investing Activities – relates to capital
works payments recorded as assets in the Balance
Sheet as well as receipts for the sale of assets.
> Cash Flows from Financing Activities – represents
repayments of and receipts from loans.
Notes to the Accounts
The Notes to the Accounts are an informative section of
the report and enable the reader to understand the basis
on which the values shown in the accounts are
established. The notes also advise if there has been any
change to the Accounting Standards, Policy or Legislation
that has impacted on the preparation of the standards.
Within the four Financial Statements, there is a “Note”
column to indicate which Note the reader can refer to for
additional information. This is particularly useful where
there has been a significant change from the previous
year’s comparative figure.
Statements by the Principal Accounting
Officer, CEO and Councillors
The Financial Statements, Standard Statements and the
Performance Statement require certification under the
Local Government Act 1989. The certifications are made
by a combination of the Principal Accounting Officer, the
Chief Executive Officer and two Councillors, on behalf of
the Council, as a written undertaking to the Statements
being correct and not misleading.
Auditor General’s Report
This document provides a written undertaking of the
accuracy, fairness and completeness of the accounts.
The audit report from the Auditor General provides an
independent view of the statements and advises the
reader if there are any issues of concern.
127

Standard Statements
Basis of preparation of Standard
Statements
Council is required to prepare and include audited
Standard Statements within its Annual Report. A Standard
Income Statement, a Standard Balance Sheet, a Standard
Cash Flow Statement, and a Standard Statement of
Capital Works is required, together with explanatory
notes.
These statements and supporting notes form a special
purpose financial report prepared to meet the
requirements of the Local Government Act 1989 and
Local Government (Finance and Reporting) Regulations
2004.
The statements were prepared on accounting bases that
are consistent with those used for the General Purpose
Financial Statements, but are also prepared to the same
level of detail and format as the regular quarterly reporting
to Council. The statements are consistent with the
reporting format in the 2007-2008 Strategic Resource
Plan and the 2007-2008 Budget.
The budget figures included in the Statements are those
adopted by Council on 26 June 2007.
The Standard Income Statement highlights the recurrent
result which is the result of the day to day transactions
within Council's control. Council actively manages the
incomes and expenditures that make up this result to
ensure that the municipality receives the best value
service possible within the incomes available. The nonrecurrent
incomes and expenditures are one off activities
or items outside of Council's operating activities that have
contributed both in cash and non cash terms.
The Standard Cashflow Statement and the Standard
Balance Sheet are consistent with both the format in the
annual accounts and the quarterly management report.
The Standard Statement of Capital Works is consistent
with the format reported in the 2007-2008 Budget.
The Standard Statements are not a substitute for the
General Purpose Financial Statements, which are
included in the Annual Report. They have not been
prepared in accordance with all Australian Accounting
Standards or other authoritative professional
pronouncements.
The Standard Statements compare Council’s financial
plan, expressed through its budget, with actual
performance. Council has provided an explanation of
material variances. These explanations including
contributory factors are provided with respect to each of
the main categories reported in the Standard Statements.
128

CITY OF GREATER GEELONG STANDARD STATEMENTS
STANDARD INCOME STATEMENT AS AT 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
2007-2008 2007-2008
Actual Budget Variance
$000 $000 $000
RECURRENT INCOME
Rates and Charges 115,382 114,634 748
Government Grants 34,987 31,563 3,424
User Charges 37,498 32,231 5,267
Other Fees and Charges 13,422 12,498 924
Interest Investments 2,132 1,026 1,106
TOTAL RECURRENT INCOME 203,421 191,952 11,469
RECURRENT EXPENDITURE
Employee Related
Salaries 66,038 74,050 8,012
Workcover/Superannuation 7,058 1,897 (5,161)
73,096 75,947 2,851
Goods and Services
General Works - Materials 5,080 5,463 383
General Works - Plant/Equipment/Vehicle Costs 5,824 4,589 (1,235)
General Works - External Services 56,893 49,222 (7,671)
Administration 7,719 7,229 (490)
Professional Services 4,132 3,979 (153)
Utilities 4,708 5,428 720
Depreciation 35,560 35,955 395
Landfill Provision 940 510 (430)
(Gain)/Loss on Sale of Plant and Equipment (7) 81 88
TOTAL RECURRENT EXPENDITURE 193,945 188,403 (5,542)
RECURRENT SURPLUS/(DEFICIT) 9,476 3,549 5,927
NON-RECURRENT INCOME
Investments in Associates 1,005 - 1,005
Subdivision - Asset Recognition 13,008 16,500 (3,492)
Capital Grants and Income 8,419 9,425 (1,006)
Developer Contributions 1,327 1,920 (593)
Gain/(Loss) on Sale of Property (356) 2,913 (3,269)
TOTAL NON-RECURRENT INCOME 23,403 30,758 (7,355)
NON-RECURRENT EXPENDITURE
Costs expensed from work in progress 2,086 - (2,086)
Disposal of Infrastructure 3,394 2,000 (1,394)
TOTAL NON-RECURRENT EXPENDITURE 5,480 2,000 (3,480)
NON-RECURRENT SURPLUS/(DEFICIT) 17,923 28,758 (10,835)
NET SURPLUS/(DEFICIT) 27,399 32,307 (4,908)
129

CITY OF GREATER GEELONG STANDARD STATEMENTS
NOTES TO STANDARD INCOME STATEMENT
The Recurrent Surplus for 2007-2008 of $9.5M was
$5.9M favourable to budget which was offset by Non-
Recurrent activity.
Recurrent Income of $203.4M was $11.5M favourable
to budget mainly due to:
> High landfill volumes $4.9M favourable offset by EPA
costs (see below).
> Grants commission receipts $0.9M favourable.
> Increased reinstatements for other utilities $0.4M
favourable.
> Various unbudgeted state grants $2.2M favourable.
> Car Parking Fees and Fines $1.3M favourable.
> Rates generation $0.7M favourable.
> Other income including interest $1.1M favourable
to budget.
Recurrent Expenditure of $193.9M was $5.5M
unfavourable to budget mainly due to:
> EPA costs associated with landfill activity $4.3M
unfavourable.
> Insurance premium was $0.3M favourable to budget.
> Employee expenses $2.9M favourable offset by
supplementary labour $2.4M unfavourable.
> Utilities were $0.7M favourable to budget including
savings due to restricted water usage equivalent to
$0.5M.
> Interest costs $0.4M favourable to budget due to
deferral of loan take up and sum reduced to $3.1M.
> Other expenses $1.6M unfavourable to budget.
The Non-Recurrent Result was $10.8M unfavourable to
budget. This was due to unfavourable Asset recognition
$3.5M, unfavourable Capital Income $1.0M, mainly due
to Special Rates and Charges Schemes, unfavourable
Developer Contributions $0.6M and unfavourable Gain
on Sale of Property $3.3M. Income recognised as
Investment in Associates was $1.0m favourable. Finally
there was higher than budgeted disposals of infrastructure
assets $1.4M unfavourable and costs expensed from
Capital Work in Progress of $2.1M unfavourable.
> Contractors $0.6M favourable however plant hire etc
$1.0m unfavourable.
> Emergency maintenance $0.5M unfavourable.
> Administration costs including doubtful debts and
computer costs $0.9M unfavourable.
> Consultants $0.3M favourable.
130

CITY OF GREATER GEELONG STANDARD STATEMENTS
STANDARD BALANCE SHEET AS AT 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
2007-2008 2007-2008
Actual Budget Variance
$000 $000 $000
CURRENT ASSETS
Cash and Investments 30,266 18,440 11,826
Receivables 13,714 7,923 5,791
Prepayments 74 71 3
Inventories 873 389 484
TOTAL CURRENT ASSETS 44,927 26,823 18,104
CURRENT LIABILITIES
Payables 13,711 14,470 759
Loans 2,211 3,034 823
Refundable Deposits 1,352 1,182 (170)
Employee Benefits 15,449 13,655 (1,794)
TOTAL CURRENT LIABILITIES 32,723 32,341 (382)
NET CURRENT ASSETS 12,204 (5,518) 17,722
NON-CURRENT ASSETS
Property Plant and Equipment 1,314,305 1,292,257 22,048
Investments 6,765 4,958 1,807
Receivables 776 1,885 (1,109)
TOTAL NON-CURRENT ASSETS 1,321,846 1,299,100 22,746
NON-CURRENT LIABILITIES
Developer Contributions 129 - (129)
Loans 12,519 18,036 5,517
Employee Benefits 2,896 3,053 157
Landfill Provision 6,220 5,569 (651)
TOTAL NON-CURRENT LIABILITIES 21,764 26,658 4,894
NET ASSETS 1,312,286 1,266,924 45,362
REPRESENTED BY:
RATEPAYER EQUITY
Accumulated Surplus 825,063 854,250 (29,187)
Asset Revaluation Reserve 454,688 405,107 49,581
Reserves 32,535 7,567 24,968
TOTAL RATEPAYER EQUITY 1,312,286 1,266,924 45,362
131

CITY OF GREATER GEELONG STANDARD STATEMENTS
NOTES TO STANDARD BALANCE SHEET
The Balance Sheet highlights that Council has a very
strong asset position with over $1.3 billion worth of
assets which are used to provide services to the
community.
Variances to Budget
The major variance to budget is the increase in noncurrent
assets of $22.7M. The main factors were:
> Difference in Budgeted Property Plant and Equipment
at 1-07-2007 compared to Actual Property Plant and
Equipment at 1-07-2007 (ie. difference is the
underspend in capital in the 2006-2007 year).
> The effect of the revaluation of Council Owned Land
and Buildings $50.0M.
Current assets were $18.1M favourable to budget with
an increase in cash due to lower than budgeted capital
expenditure and a higher than budgeted 1 July 2007
cash position. Receivables were also higher due to
invoices being raised for grants in relation to the two
aquatic centres.
Non-current liabilities were $4.9M under budget mainly
due to the deferral of loan amounts associated with the
Leisurelink Replacement facility.
132

CITY OF GREATER GEELONG STANDARD STATEMENTS
STANDARD CASH FLOW STATEMENT FOR YEAR ENDED 30 JUNE 2008
2007-2008 2007-2008
Actual Budget Variance
$000 $000 $000
Inflows / Inflows / Inflows /
(Outflows) (Outflows) (Outflows)
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Cash Flows from Operating Activities
Receipts
General Rates 116,780 114,449 2,331
Fees and Charges 48,125 47,545 580
Investment Income 2,132 1,026 1,106
GST Recoveries on Operating Transactions 7,157 5,464 1,693
Government Grants 35,709 33,233 2,476
209,903 201,717 8,186
Payments
Employee Costs (71,545) (74,739) 3,194
General Works / Utilities / Disbursements (85,011) (73,424) (11,587)
Administration / Professional Services (11,930) (10,791) (1,139)
Interest Expense (905) (1,301) 396
(169,391) (160,255) (9,136)
Net Cash Inflow from Operating Activities before Capital Income 40,512 41,462 (950)
Cash Flows from Investing Activities
Payments for Land and Buildings, Plant and Equipment and Infrastructure Assets (52,441) (69,707) 17,266
Capital Income 8,419 9,425 (1,006)
Proceeds from Sale of Land and Buildings 500 5,424 (4,924)
Proceeds from Sale of Plant and Equipment 1,732 1,783 (51)
Developer Cash Contribution 1,456 1,920 (464)
Net Cash Outflow from Investing Activities (40,334) (51,155) 10,821
Cash Flows from Financing Activities
Repayment of Borrowings (4,967) (5,138) 171
Proceeds from New Loans 3,125 9,625 (6,500)
Net Cash Outflow from Financial Activities (1,842) 4,487 (6,329)
Net Increase (Decrease) in Cash Held (1,664) (5,206) 3,542
Cash at the Beginning of the Financial Year 31,930 23,646 8,284
Cash at the End of the Financial Period 30,266 18,440 11,826
133

CITY OF GREATER GEELONG STANDARD STATEMENTS
NOTES TO STANDARD CASH FLOW STATEMENT
Council's cash position at the end of the year is $30.3M.
This will provide funds to complete projects carried over
from 2007-2008 and working capital to ensure service
provision continues in 2008-2009.
Variances to Budget
The net cash flow from operating activities of $40.5M
was $1.0M unfavourable to budget.
Operating receipts were $8.1M favourable to budget with
additional fees and charges for services provided, grants
and rates. Operating Expenditure was $9.1M
unfavourable due to increased payments for materials and
services and increased supplementary labour costs. This
was partially offset by lower employee costs and reduced
interest expense due to the deferral of the loan relating to
Leisurelink Aquatic Facility.
The Operating Activity Net Cash Inflow was effected by
income charged but not yet receipted $3.6M.
Cash flows from investing activities were $10.8M
favourable to budget.
Capital expenditure was $17.3M favourable to budget.
Incompleted works are reassessed and most of the works
not completed will be included in the carried over works
to be completed next year.
Capital income was $1.0M unfavourable to budget
mainly due to special rates and charges schemes not
commenced ($1.6M).
Outflows from financing activities were $6.3M
unfavourable due the deferral of the drawdown of the
$6.5m loan.
134

CITY OF GREATER GEELONG STANDARD STATEMENTS
STANDARD STATEMENT OF CAPITAL WORKS AS AT 30 JUNE 2008
Project Category Asset Renewals Asset Upgrades New Assets Gross Expenditure Income Net Cost
$000 $000 $000 $000 $000 $000
Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Infrastructure Leisure 935 888 6,315 5,765 15,150 9,680 22,400 16,333 4,142 4,498 18,258 11,835
Roads 5,043 6,418 2,677 2,406 2,263 2,317 9,983 11,141 3,111 2,552 6,872 8,588
Fleet 4,682 4,697 - - - - 4,682 4,697 - - 4,682 4,697
Buildings - 5 2,902 4,523 2,146 485 5,048 5,013 24 322 5,024 4,691
Drainage 435 537 - - 2,000 2,066 2,435 2,603 - 55 2,435 2,548
Computer Equipment 2,305 877 123 257 300 259 2,728 1,393 50 78 2,678 1,315
Streetscapes - - 200 1,062 30 137 230 1,199 - 206 230 993
Footpaths 1,450 1,472 - - 100 75 1,550 1,547 - - 1,550 1,547
Miscellaneous - - 132 134 2,518 2,217 2,650 2,351 - 228 2,650 2,123
Kerb and Channel 600 616 - - - - 600 616 - - 600 616
Land - - - - 3,610 1,293 3,610 1,293 - - 3,610 1,293
Waste Collection - - - - 1,270 1,791 1,270 1,791 - - 1,270 1,791
Plant and Equipment 60 88 41 45 - 647 101 780 - 36 101 744
Special Rates and Charges Program - - - - 3,550 1,684 3,550 1,684 2,000 444 1,550 1,240
TOTAL 15,510 15,598 12,390 14,192 32,937 22,651 60,837 52,441 9,327 8,419 51,510 44,021
Reconciliation
Construction 85 - 85 - - -
Design 12 - 12 - - -
Carry over from 2006-2007 12,773 - - - 12,773 -
Carry over to 2008-2009 (4,000) - - - (4,000) -
TOTAL 8,870 - 97 - 8,773 -
CAPITAL WORKS TOTAL 69,707 52,441 9,424 8,419 60,283 44,021
135

CITY OF GREATER GEELONG STANDARD STATEMENTS
NOTES TO STANDARD STATEMENT OF CAPITAL WORKS
Council has an extensive capital works program to renew,
upgrade and provide new assets to ensure the continuation
and improvement of services provided to the community.
Council spent $52.4M on capital works in 2007-2008.
This included :
$M
Road replacement and construction 11.1
Plant and vehicles 4.7
Leisurelink Aquatic Centre replacement 3.1
Bellarine Aquatic and Sports Centre 2.7
Drainage replacement and construction 2.6
Footpath replacement and construction 1.5
Land Purchases 1.3
Drysdale Landfill Cell 1.0
Barwon Heads Streetscape 0.8
Geelong West Library upgrade 0.7
Corio Landfill rehabilitation 0.6
Variances to Budget
Capital expenditure was $17.3M favourable to budget.
The major projects still to be completed are Leisurelink
Aquatic Facility $9.9M, Bellarine Aquatic and Sports
Centre $2.6M, Vines Rd redevelopment $1.8M,
Waterfront timber decking $1.2M, fit out of Customs
House $1.2M, Eastern Beach Seawalls $1.0M and
Central Region Youth Precinct $0.9M.
Capital income was ($1.0M) unfavourable to budget.
Main unfavourable variances included Special Rates and
Charges ($1.6M) and Bellarine Aquatic and Sports Centre
($0.5M). These were offset by favourable variances for
Buildings $0.3M, Streetscapes $0.2M and Miscellaneous
$0.6M.
Council has $29.2M worth of works that have not been
completed in 2007-2008 but will be carried forward to
be completed in future years. This is made up of $17.3M
underspent in 2007-2008, plus $4M budgeted carry
over, $8.2M additional carry over from 2006-2007 and
authorised changes to 2007-2008 Budget of ($0.4M).
Parking Meters upgrade 0.6
North Shore Pavilion upgrade 0.4
Kardinia Park Legends Boulevard 0.4
136

CITY OF GREATER GEELONG STANDARD STATEMENTS
COUNCIL APPROVAL OF THE STANDARDS STATEMENTS
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
137

ANNUAL FINANCIAL REPORT CONTENTS
FINANCIAL REPORT Note Page
Financial Statements
Income Statement 139
Balance Sheet 140
Statement of Changes in Equity 141
Cash Flow Statement 142
Notes to Financial Statements
Introduction 143
Significant Accounting Policies 1 143
Rates and Charges 2 148
Fees and Charges 3 149
Grants 4 150
Capital Income 5 151
Employee Benefits 6 152
Materials and Services 7 152
Provisions Expense 8 152
Bad and Doubtful Debts 9 152
Depreciation and other Write Downs 10 153
Gain / (Loss) on Disposal of Assets 11 153
Previously Unrecognised Assets 12 153
Investments in Associates 13 154
Contributions - Non Monetary Assets 14 155
Net Asset Revaluation Increment 15 155
Cash and Cash Equivalents 16 156
Trade and Other Receivables 17 156
Financial Assets 18 156
Note
Page
Other Assets 19 157
Inventories 20 157
Property, Infrastructure, Plant and Equipment 21 157
Trade and Other Payables 22 164
Refundable Deposits 23 164
Employee Benefits 24 164
Interest Bearing Loans and Borrowings 25 166
Landfill Provision 26 166
Other Liabilities 27 166
Reserves 28 167
Reconciliation of Cash Flows from Operating
Activities to Surplus (Deficit) 29 169
Reconciliation of Cash and Cash Equivalents 30 169
Financing Arrangements 31 169
Superannuation 32 170
Commitments 33 172
Operating Leases 34 173
Contingent Liabilities and Contingent Assets 35 174
Financial Instruments 36 175
Events Occurring after Balance Date 37 180
Related Party Transactions 38 180
Revenue, expenses and assets by functions/activities 39 182
Financial Ratios (Performance indicators) 40 184
Capital Expenditure 41 186
Pending Accounting Standards 42 187
Auditors Remuneration 43 187
Certification of the Financial Report 188
138

CITY OF GREATER GEELONG
INCOME STATEMENT FOR THE YEAR ENDED 30 JUNE 2008
Note 2008 2007
$000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Revenue
Rates and Charges 2 115,382 106,874
Fees and Charges 3 50,792 44,345
Grants - Operating 4 34,987 31,939
Capital Income 5 9,875 7,363
Interest Income 2,132 1,484
Total Revenue 213,168 192,005
Expenses
Employee Benefits 6 73,096 69,127
Materials and Services 7 69,885 61,121
Administration 5,850 5,553
Professional Services 4,132 2,913
Utilities 4,708 4,280
Provision for Landfill 8 940 219
Bad and Doubtful Debts 9 971 677
Depreciation and other Write Downs 10 38,954 38,209
Financing Costs 897 832
Total Expenses 199,433 182,931
Net gain(loss) on disposal of property, infrastructure, plant and equipment 11 (349) 537
Previously Unrecognised Assets 12 857 8,534
Investments in Associates 13 1,005 454
Contributions - Non Monetary Assets 14 12,151 14,079
Net Asset Revaluation Increment 15 - 7,807
Surplus for the Year 27,399 40,485
The above income statement should be read with the accompanying notes
139

CITY OF GREATER GEELONG
BALANCE SHEET AS AT 30 JUNE 2008
Note 2008 2007
$000 $000
Assets
Current Assets
Cash and Cash Equivalents 16 (301) 1,857
Trade and Other Receivables 17 13,714 6,986
Financial Assets 18 31,412 30,864
Other Assets 19 74 64
Inventories 20 873 689
Total Current Assets 45,772 40,460
Non-Current Assets
Trade and Other Receivables 17 776 1,977
Investments in Associates 13 6,765 5,560
Property, Infrastructure, Plant and Equipment 21 1,314,305 1,242,008
Total Non-Current Assets 1,321,846 1,249,545
Total Assets 1,367,618 1,290,005
Liabilities
Current Liabilities
Trade and Other Payables 22 13,711 13,662
Refundable Deposits 23 1,352 1,461
Employee Benefits 24 15,449 13,977
Interest Bearing Loans and Borrowings 25 3,056 6,788
Total Current Liabilities 33,568 35,888
Non-Current Liabilities
Employee Benefits 24 2,896 2,808
Interest Bearing Loans and Borrowings 25 12,519 10,575
Landfill Provision 26 6,220 5,858
Other Liabilities 27 129 -
Total Non-Current Liabilities 21,764 19,241
Total Liabilities 55,332 55,129
Net Assets 1,312,286 1,234,876
Equity
Accumulated Surplus 825,063 804,183
Reserves 28 487,223 430,693
Total Equity 1,312,286 1,234,876
The above balance sheet should be read with the accompanying notes
140

CITY OF GREATER GEELONG
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2008
Asset
Accumulated Revaluation Other
Total Surplus Reserve Reserves
2008 2008 2008 2008
2008 Note $000 $000 $000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Balance at beginning of the financial year 1,234,876 804,183 404,677 26,016
Surplus (deficit) for the year 27,399 27,399 - -
Net asset revaluation increment (decrement) 28 (a) 50,011 - 50,011 -
Transfers to other reserves 28 (b) - (31,327) - 31,327
Transfers from other reserves 28 (b) - 24,808 - (24,808)
Balance at end of the financial year 1,312,286 825,063 454,688 32,535
Asset
Accumulated Revaluation Other
Total Surplus Reserve Reserves
2007 2007 2007 2007
2007 $000 $000 $000 $000
Balance at beginning of the financial year 1,185,000 762,653 395,286 27,061
Surplus (deficit) for the year 40,485 40,485 - -
Net asset revaluation increment (decrement) 28 (a) 9,391 - 9,391 -
Transfers to other reserves 28 (b) - (23,908) - 23,908
Transfers from other reserves 28 (b) - 24,953 - (24,953)
Balance at end of the financial year 1,234,876 804,183 404,677 26,016
The above statement of changes in equity should be read with the accompanying notes
141

CITY OF GREATER GEELONG
CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
Inflows/
Inflows/
(Outflows)
(Outflows)
Note $000 $000
Cash flows from operating activities
Rates 116,780 108,341
User charges and fines (inclusive of GST) 48,125 46,854
Grants (inclusive of GST) 35,709 32,922
Interest 2,132 1,484
Net GST refund/payment 7,157 5,324
Payments to suppliers (inclusive of GST) (96,941) (82,441)
Payments to employees (including redundancies) (71,545) (68,087)
Net cash provided by (used in) operating activities 29 41,417 44,397
Cash flows from investing activities
Payments for property, infrastructure, plant and equipment (52,441) (49,067)
Proceeds from sale of property, infrastructure, plant and equipment 11 2,232 3,651
Capital Income 5 9,875 7,363
Net cash provided by (used in) investing activities (40,334) (38,053)
Cash flows from financing activities
Finance costs (905) (840)
Proceeds from interest bearing loans 3,125 5,000
Repayment of interest bearing loans (4,967) (4,333)
Net cash provided by (used in) financing activities (2,747) (173)
Net increase (decrease) in cash and cash equivalents (1,664) 6,171
Cash and cash equivalents at the beginning of the financial year 31,930 25,759
Cash and cash equivalents at the end of the financial year 30 30,266 31,930
Financing Arrangements 31
Restrictions on Cash Assets 18
The above cash flow statement should be read with the accompanying notes
142

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
143
Introduction
(a) The City of Greater Geelong was established under the
City of Greater Geelong Act 1993 on 18 May 1993,
and is a body corporate. The Council's main office is
located at 30 Gheringhap Street Geelong.
(b) The purpose of the Council is to:
> Provide for the peace, order and good government of
its municipal district.
> To promote the social, economic and environmental
viability and sustainability of the municipal district.
> To ensure that resources are used efficiently and
effectively and services are provided in accordance
with the Best Value Principles to best meet the needs
of the local community.
> To improve the overall quality of life of people in the
local community.
> To promote appropriate business and employment
opportunities.
> To ensure that services and facilities provided by the
Council are accessible and equitable.
> To ensure the equitable imposition of rates and
charges.
> To ensure transparency and accountability in Council
decision making.
This financial report is a general purpose financial report
that consists of an Income Statement, Balance Sheet,
Statement of Changes in Equity, Cash Flow Statement,
and notes accompanying these financial statements. The
general purpose financial report complies with Australian
Accounting Standards, other authoritative
pronouncements of the Australian Accounting Standards
Board, the Local Government Act 1989, and the Local
Government (Finance and Reporting) Regulations 2004.
1 Significant Accounting Policies
(a) Basis of accounting
This financial report has been prepared on the accrual
and going concern basis.
This financial report has been prepared under the
historical cost convention, except certain non current
assets which are revalued to fair value in accordance with
Council policy. Details of asset valuations are set out in
the relevant notes.
Unless otherwise stated, all accounting policies are
consistent with those applied in the prior year. Where
appropriate, comparative figures have been amended to
accord with current presentation, and disclosure has been
made of any material changes to comparatives.
All entities controlled by Council that have material assets
or liabilities, such as Special Committees of Management,
have been included in this financial report. All
transactions between these entities and the Council
have been eliminated in full.
(b) Revenue recognition
Rates and grants
Rates and grants are recognised as revenues when the
Council obtains control over the assets comprising these
receipts.
Control over assets acquired from rates is obtained at the
commencement of the rating year as it is an enforceable
debt linked to the rateable property or, where earlier, upon
receipt of the rates.
Uncollected rates are recognised as receivables after
provision for amounts considered to be at risk.
Control over granted assets is normally obtained upon
their receipt (or acquittal) or upon earlier notification that
a grant has been secured, and are valued at their fair
value at the date of transfer.
Income is recognised when the Council obtains control of
the contribution or the right to receive the contribution, it
is probable that the economic benefits comprising the
contribution will flow to the Council and the amount of
the contribution can be measured reliably.
Where grants recognised as revenues during the financial
year were obtained on condition that they be expended in
a particular manner or used over a particular period and
those conditions were undischarged at balance date, the
unused grant or contribution is disclosed in note 4. The
note also discloses the amount of unused grant from prior
years that was expended on Council’s operations during
the current year.
A liability is recognised in respect of revenue that is
reciprocal in nature to the extent that the requisite service
has not been provided at balance date.
Fees and Charges
User fees and fines (including parking fees and fines) are
recognised as revenue when the service has been
provided, the payment is received, or when the penalty
has been applied, whichever first occurs.
A provision for doubtful debts is recognised when
collection in full is no longer probable.
Sale of Property, Plant and Equipment
The profit or loss on sale of an asset is determined when
control of the asset has irrevocably passed to the buyer.

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
1 Significant Accounting Policies (cont’d)
(b) Revenue recognition (cont’d)
Interest Income
Interest is recognised as revenue on a proportional basis
when the payment is due, the value of the payment is
notified, or the payment is received, whichever first
occurs.
(c) Depreciation and amortisation of non-current assets
All non current assets having limited useful lives are
systematically depreciated over their useful lives to the
Council in a manner which reflects consumption of the
service potential in those assets. Estimates of remaining
useful lives and residual values are made on a regular
basis with major asset classes reassessed annually.
Depreciation rates and methods are reviewed annually.
Where infrastructure assets have separate identifiable
components that are subject to regular replacement, these
components are assigned distinct useful lives and residual
values and a separate depreciation rate is determined for
each component.
Road earthworks are not depreciated because they have
an indefinite useful life.
Depreciation is provided on a straight line basis using a
range of rates which are reviewed annually.
Major depreciation periods used are listed and are
consistent with the prior year:
Buildings
Plant and Equipment
Heavy Plant and Equipment,
Commercial Vehicles
Furniture and Fittings
Personal Computers
Computer Equipment
Software
Light Motor Vehicles
Infrastructure
Spray Seal
Asphalt Seal
Pavement
Drainage
Kerbs and Channel
Footpaths and Bike paths
Recreation
(d) Repairs and maintenance
Period
20-100 years
10 years
10 years
3 years
4-5 years
4 years
6.67 years
12 years
25 years
80 years
100 years
60 years
50 years
7-80 years
Routine maintenance, repair costs, and minor renewal
costs are expensed as incurred. Where the repair relates
to the replacement of a component of an asset and the
cost exceeds the capitalisation threshold the cost is
capitalised and depreciated. The carrying value of the
replaced asset is expensed.
(e) Borrowing costs
Borrowing costs are recognised as an expense in the
period in which they are incurred.
Borrowing costs include interest on bank overdrafts,
interest on borrowings, and finance lease charges.
(f) Recognition and measurement of assets
Acquisition
The purchase method of accounting is used for all
acquisitions of assets, being the fair value of assets
provided as consideration at the date of acquisition
plus any incidental costs attributable to the acquisition.
Non-monetary assets received in the form of grants or
donations or gifted assets are recognised as assets and
revenues at their fair value at the date of receipt.
Where assets are constructed by Council, cost includes all
materials used in construction, direct labour, borrowing
costs incurred during construction, and an appropriate
share of directly attributable variable and fixed overheads.
Fair value is the amount for which the asset could be
exchanged between knowledgeable willing parties in an
arm's length transaction. Where there is no market,
depreciated replacement value approximates fair value.
In accordance with Council's Asset Accounting Policy, the
threshold applied when recognising assets within an
applicable asset class is $1,000 and is consistent with
the prior year.
144

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
1 Significant Accounting Policies (cont’d)
(f) Recognition and measurement of assets (cont’d)
Revaluation
Subsequent to the initial recognition of assets, noncurrent
physical assets, other than Plant and Equipment,
Recreation and Infrastructure Other, are measured at their
fair value, being the amount for which the assets could be
exchanged between knowledgeable willing parties in an
arms length transaction. At balance date, the Council
reviewed the carrying value of the individual classes of
assets measured at fair value to ensure that each asset
materially approximated its fair value. Where the carrying
value materially differed from the fair value at balance
date the class of asset was revalued.
Council has a revaluation timetable for all assets held at
fair value. The valuation is performed either by
experienced Council officers or independent experts.
Where the assets are revalued, the revaluation increments
are credited directly to the asset revaluation reserve,
except to the extent that an increment reverses a prior
year decrement for that class of asset that had been
recognised as an expense, in which case the increment is
recognised as revenue up to the amount of the expense.
Revaluation decrements are recognised as an expense
except where prior increments are included in the asset
revaluation reserve for that class of asset, in which case
the decrement is taken to the reserve to the extent of the
remaining increments. Within the same class of assets,
revaluation increments and decrements within the year
are offset.
Kerb and Channel, Footpaths / Bike paths and Roads
Other were revalued as at 1-10-2006. Drainage assets
were revalued as at 1-7-2005. Assessments showed no
material difference between actual value and carrying
value as at 30 June 2008.
Land and Buildings were revalued as at 1-1-2008 in line
with the municipal valuation. The asset values increased
$50.0M, there was a write off to the Income Statement of
$0.7M for assets disposed and an increase to the Asset
Revaluation Reserve of $50.0M.
Asset Revaluation
Roads Seal
Road Pavement
Kerb and Channel
Footpaths and Bike paths
Roads Other
Land and Buildings
Drainage
Cycles
5 years
5 years
5 years
5 years
5 years
2 years
6 years
Road Seals and Road Pavements were revalued as at
1-11-2004. Assessment showed no material differences
between actual value and carrying value as at 30 June
2008.
Leasehold improvements
Leasehold improvements are recognised at cost and are
amortised over the unexpired period of the lease or the
estimated useful life of the improvement, whichever is the
shorter.
Land under roads
The Council has elected not to recognise land under roads
as an asset in accordance with AASB 1045 Land under
Roads, which extends the requirement to recognise and
measure land under roads as an asset of Council until 1
July 2008.
(g) Cash and cash equivalents
For the purposes of the cash flow statement, cash and
cash equivalents include cash on hand, deposits at call,
and other highly liquid investments with original
maturities of three months or less, net of outstanding
bank overdrafts.
(h) Investments
Managed funds are valued at fair value, being market
value, at balance date. Bank deposits and Term deposits
are measured at cost. Interest revenues are recognised as
they accrue. Any unrealised gains and losses on holdings
at balance date are recognised as either a revenue or
expense.
(i) Accounting for investments in associates
Council's investment in associates is accounted for by the
equity method as the Council has the ability to influence
rather than control the operations of the entities. The
investment is initially recorded at the cost of acquisition
and adjusted thereafter for post-acquisition changes in
the Council's share of the net assets of the entities. The
Council's share of the financial result of the entities is
recognised in the income statement.
The Council has an interest in the Geelong Regional
Library Corporation, the Regional Kitchen Pty Ltd and
RFK Pty Ltd (trading as Community Chef). They are
recorded as non current investments with Council's share
of net assets being recognised.
145

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
1 Significant Accounting Policies (cont’d)
(j) Employee benefits
Wages and salaries
Liabilities for wages and salaries and rostered days off
are recognised and measured as the amount unpaid at
balance date and include appropriate on-costs such
as workers compensation and payroll costs.
Annual leave
Annual leave entitlements are accrued on a pro rata basis
in respect of services provided by employees up to
balance date. Annual Leave expected to be paid within
12 months is measured at nominal value based on the
amount, including appropriate on-costs, expected to be
paid when settled. Annual leave expected to be paid later
that one year has been measured at the present value of
the estimated future cash outflows to be made for these
accrued entitlements. Commonwealth bond rates are
used for discounting future cash flows.
Long service leave
Long service leave entitlements payable are assessed at
balance date having regard to expected employee
remuneration rates on settlement, employment related oncosts
and other factors including accumulated years of
employment, on settlement, and experience of employee
departure per year of service. Long service leave expected
to be paid within 12 months is measured at nominal
value based on the amount expected to be paid when
settled. Long service leave expected to be paid later than
one year has been measured at the present value of the
estimated future cash outflows to be made for these
accrued entitlements. Commonwealth bond rates are
used for discounting future cash flows.
Classification of employee benefits
An employee benefit liability is classified as a current
liability if the Council does not have an unconditional
right to defer settlement of the liability for at least 12
months after the end of the period. This would include
all annual leave and unconditional long service leave
entitlements.
Superannuation
The superannuation expense for the reporting year is the
amount of the statutory contribution the Council makes to
the superannuation plan which provides benefits to its
employees together with any movements
(favourable/unfavourable) in the position of any defined
benefits schemes. Details of these arrangements are
recorded in note 32.
(k) Leases
Finance leases
Leases of assets where substantially all the risks and
benefits incidental to ownership of the asset, but not
the legal ownership, are transferred to the Council are
classified as finance leases. Council holds no finance
leases at balance date.
Operating leases
Lease payments for operating leases are recognised as an
expense in the years in which they are incurred as this
reflects the pattern of benefits derived by the Council.
(l) Refundable Deposits
Amounts received as tender deposits, sundry deposits,
street crossing deposits, hall bonds, and other amounts
controlled by Council which have to be paid back, are
included in the amount disclosed as Refundable Deposits
within current liabilities.
(m) Allocation between current and non-current
In the determination of whether an asset or liability is
current or non-current, consideration is given to the time
when each asset or liability is expected to be settled. The
asset or liability is classified as current if it is expected to
be settled within the next twelve months, being the
Council's operational cycle, or if the Council does not
have an unconditional right to defer settlement of a
liability for at least 12 months after the reporting date.
(n) Web site costs
Costs in relation to websites are charged as an expense in
the period in which they are incurred.
(o) Goods and Services Tax (GST)
Revenues, expenses and assets are recognised net of the
amount of GST, except where the amount of GST incurred
is not recoverable from the Australian Tax Office. In these
circumstances the GST is recognised as part of the cost of
acquisition of the asset or as part of an item of the
expense. Receivables and payables in the balance sheet
are shown inclusive of GST.
Cash flows are presented in the cash flow statement on a
gross basis, except for the GST component of investing
and financing activities, which are disclosed as operating
cash flows.
146

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
1 Significant Accounting Policies (cont’d)
(p) Impairment of assets
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
At each reporting date, the Council reviews the carrying
value of its assets to determine whether there is any
indication that these assets have been impaired. If such
an indication exists, the recoverable amount of the asset,
being the higher of the asset's fair value less costs to sell
and value in use, is compared to the asset's carrying
value. Any excess of the asset's carrying value over its
recoverable amount is expensed to the income statement.
(q) Rounding
Unless otherwise stated, amounts in the financial report
have been rounded to the nearest thousand dollars.
(r) Non-current assets held for sale
A non-current asset held for sale is measured at the lower
of its carrying amount and fair value less costs to sell.
(s) Financial Guarantees
Financial guarantee contracts are recognised as a liability
at the time the guarantee is issued. The liability is
initially measured at fair value, and if there is a material
increase in the likelihood that the guarantee may have to
be exercised, at the higher of the amount determined in
accordance with AASB 137 Provisions, Contingent
Liabilities and Contingent Assets and the amount initially
recognised less cumulative amortisation, where
appropriate. In the determination of fair value,
consideration is given to factors including the probability
of default by the guaranteed party and the likely loss to
Council in the event of default.
147

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2 Rates and Charges
Council uses Capital Improved Values as the basis of valuation of all properties within the municipal district. The Capital Improved Value of
a property is the total market value of the land plus buildings and other improvements.
2008 2007
$000 $000
The valuation base used to calculate general rates for 2007-2008 was $29.977 million (2006-2007 $29.188 million).
Residential 62,482 58,407
Commercial 11,131 10,530
Industrial 5,848 5,587
Petroleum Production Land 2,653 2,521
Aluminium Production Land 917 872
Automobile Manufacture Land 518 493
Vacant Land 4,179 4,060
Farm/Rural 3,103 1,338
Cultural and Recreation 142 153
Mixed Use 267 238
Late Licence Premises 591 563
Garbage Charge 16,283 15,362
Municipal Charge 7,268 6,750
115,382 106,874
The date of the last general revaluation of land for rating purposes within the municipal district was 1 January 2006, and the valuation first applied to the rating
period commencing 1 July 2006.
A new general revaluation has been conducted as at 1 January 2008, and the valuation will be first applied in the rating year commencing 1 July 2008.
148

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
3 Fees and Charges
2008 2007
$000 $000
Recreation 8,344 9,005
Commercial Waste Collection and Waste Disposal 11,588 7,220
Local Laws and Traffic 5,802 4,854
Subdivisions and Development 4,364 3,771
Car Parking 5,801 5,176
Family and Children’s Services 3,032 3,094
Rental and Leasing 3,202 3,077
Aged Services 2,465 2,450
Road Works 1,371 1,378
National Wool Museum 548 599
Risk Management 16 35
Parks 1,016 912
Revenue and Valuations 926 600
Central Geelong City Management 1,101 555
Environment 294 722
Other 289 232
Waterfront 237 251
Marketing / Major Events 152 120
Historical Records 87 97
Arts and Culture 131 107
Planning 26 90
50,792 44,345
149

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
4 Grants
2008 2007
$000 $000
Grants were received in respect of the following:
Commonwealth Government
Grants Commission 16,690 15,591
Family and Children 3,256 3,044
Roads to Recovery 1,422 1,311
Major Projects - 667
Aged Services 1,322 1,229
Govt Funded Traineeships 133 -
Youth 212 183
Emergency Response - 66
Recreation and Open Space 50 45
Infrastructure Management 14 41
Fleet 120 116
Other Grants 6 55
Cultural Development 45 -
23,270 22,348
State Government
Aged Services 8,230 7,194
Family and Children 2,799 1,936
Community Development 933 350
Economic Development 417 455
Infrastructure Management 58 300
School Crossing 414 414
Open Space Planning and Development 170 292
Youth 392 391
Environment and Planning 729 217
Urban Design - 70
Roads 742 340
Community Safety 100 -
Govt Funded Traineeships 5 164
Emergency Response - Flood / Fire 21 22
Recreation Sport and Leisure 2,627 458
Major Events 13 21
Recycling 16 40
Health Services 64 56
Central Geelong/Waterfront 710 -
Parking and Traffic Management 492 321
Strategic Implementation - 275
Other Grants 25 28
Total 18,957 13,344
Total Grants 42,227 35,692
Recurrent 34,987 31,939
Non-recurrent / Capital (Note 5) 7,240 3,753
Total 42,227 35,692
150

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
4 Grants (cont’d)
Conditions on Grants
2008 2007
$000 $000
Grants received during the year that were obtained on condition that they be expended in a specified manner but had not occurred at balance date:
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Family and Children Family Day Care and Out of Schools Program 147 240
Youth - Best Start Program - -
Recreation Sport and Leisure 253 2
Community Development - 100
Aged - Rural Access and Home Modifications - 50
400 392
Grants which were received in prior years and were expended during the current year in the manner specified by the grantor were:
Rec Sport and Leisure 2 -
Family and Child 240 228
Community Development 100 -
Youth - Best Start Program - 43
Major Events - Commonwealth Games - 36
Aged Services 50 28
Waste Management - Recycling Pilot - 35
392 370
Net increase (decrease) in restricted assets resulting from grant revenues for the year: 8 22
5 Capital Income
Grants (Note 4) 7,240 3,753
Developer Cash Contributions 1,456 1,623
Contributions to Council Assets 857 2,218
Special Rates 322 (231)
9,875 7,363
In accordance with legislation, developer’s contributions must be expended for particular purposes so Council has transferred them to
a Reserve until expended.
151

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
6 Employee Benefits
2008 2007
$000 $000
Wages and Salaries 59,198 55,489
Long Service Leave 1,842 1,720
Annual Leave 4,963 4,625
Superannuation 5,567 5,248
Workcover 1,524 1,674
Redundancy 2 371
73,096 69,127
7 Materials and Services
Contractors 24,630 21,890
Levies 10,952 7,705
Materials 5,080 4,975
Plant/Equipment/Vehicle Costs 5,824 6,298
Supplementary Labour 4,146 3,172
Maintenance - Buildings and Emergency 3,569 3,043
Contributions - Recurrent 3,809 3,374
Other 11,875 10,664
69,885 61,121
8 Provisions Expense
An estimate of the costs to rehabilitate the Corio Landfill site, has been included in the accounts. It is expected Corio Landfill site operations
and rehabilitation will be completed by 2010.
Landfill Provision - Finance Charge 445 461
Increase/(Decrease) in the discounted amount arising because of the time and effect of any change in the discount rate, or the revision of future cost estimates. 495 (242)
940 219
9 Bad and Doubtful Debts
Infringement Debtors 887 718
Sundry Debtors 84 (41)
971 677
152

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
10 Depreciation and other Write Downs
2008 2007
$000 $000
Buildings 5,021 4,638
Plant and Equipment 5,180 4,948
Infrastructure 25,359 24,693
35,560 34,279
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Book Value of Assets Replaced 3,394 3,930
3,394 3,930
Total 38,954 38,209
11 Gain / (Loss) on Disposal of Assets
Proceeds from Sale of Land and Buildings 500 1,867
Less : Book Value of Assets Sold or transferred for nil consideration 856 1,287
(356) 580
Proceeds from Sale of Plant 1,732 1,784
Less : Book Value of Assets Sold 1,725 1,827
7 (43)
Net gain (Loss) on Disposal (349) 537
12 Previously Unrecognised Assets
In 2007-2008 Council recognised $0.9M of Drainage Assets. 857 8,534
153

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
13 Investments in Associates
Investments in associates accounted for by the equity method are:
> Geelong Regional Library Corporation
> RFK Pty Ltd
> Regional Kitchen Pty Ltd
i) Equity in Geelong Regional Library Corporation
Principle Activity is to provide Library Services to member municipalities. Council holds 85.68% of equity in the corporation. Council has four directors on the Board of seven. Council
has the ability to influence the Library rather than control its operations.
2008 2007
$000 $000
Council's Share of Accumulated Surplus
Council's share of accumulated surplus as at beginning of financial year 2,225 1,771
Share of operating surplus (loss) 452 454
Council's share of accumulated surplus at end of financial year 2,677 2,225
Movement of Carrying Value of Investment
Carrying value of investment at start of year 5,560 5,108
Share of operating surplus for year 452 454
Carrying value of investment at end of year 6,012 5,562
ii) Equity in RFK Pty. Ltd.
Trading as Community Chef, City of Greater Geelong shareholding 10.4%
Council's Share of Accumulated Surplus
Council's share of accumulated surplus as at beginning of financial year - -
Share of operating surplus (loss) 14 -
Council's share of accumulated surplus at end of financial year 14 -
Movement of Carrying Value of Investment
Carrying value of investment at start of year - -
Share of operating surplus for year 14 -
Carrying value of investment at end of year 14 -
154

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
13 Investments in Associates (cont’d)
iii) Equity in Regional Kitchen Pty. Ltd.
City of Greater Geelong Shareholding 8.9%
2008 2007
$000 $000
Council's Share of Equity Contribution
Council's share of equity contribution at beginning of financial year - -
Council's share of equity contribution made during the year 200 -
Council's share of equity contribution at end of financial year 200 -
Council's Share of Accumulated Surplus
Council's share of accumulated surplus as at beginning of financial year - -
Share of operating surplus (loss) 539 -
Council's share of accumulated surplus at end of financial year 539 -
Movement of Carrying Value of Investment
Carrying value of investment at start of year - -
Share of operating surplus for year 539 -
Share of equity contribution for year 200 -
Carrying value of investment at end of year 739 -
14 Contributions - Non Monetary Assets
Infrastructure assets such as roads, drainage and footpaths created by developers become part of the Council's assets when titles are issued to
the Developer for individual lots. These assets have been received in kind and do not reflect a cash outlay by Council. Council also received land
from developers as part of their required 5% contribution of Public Open Space.
Infrastructure 8,080 10,687
Land 4,071 3,392
12,151 14,079
15 Net Asset Revaluation Increment
Reversal of previous devaluation of footpaths and kerbing through income statement in prior periods. - 7,807
- 7,807
155

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
16 Cash and Cash Equivalents
2008 2007
$000 $000
Cash on hand 52 36
Cash at bank (470) 1,712
Bank bills 117 109
(301) 1,857
17 Trade and Other Receivables
Current
Rates Receivables 1,676 638
Less Provision for Doubtful Debts (353) (332)
Other Debtors 13,636 7,590
Less Provision for Doubtful Debts (1,245) (910)
13,714 6,986
Non-current
Deferred Debtors 776 1,977
Less Provision for Doubtful Debts - -
776 1,977
Total 14,490 8,963
18 Financial Assets
Current
Investments (Note 1h) 31,412 30,864
Council's investments are held at various financial institutions, and represented by:
Unrestricted 18,964 19,385
Subject to external restrictions 12,448 11,479
31,412 30,864
Council has financial assets that are subject to restrictions. Restrictions have been imposed by regulations or other external requirements on the following:
Long Service Leave 10,696 9,626
Refundable Deposits 1,352 1,461
Unexpended Grants 400 392
12,448 11,479
Restricted asset for Long Service Leave is based on the Local Government (Long Service Leave) Regulations 2002 and does not necessarily equate
to the long service leave liability disclosed in note 24 due to a different basis of calculation prescribed by the regulation.
Council has Statutory Reserves of $1.0M ($2.37M in 2007) which are commitments that Council will include in its future budgets and are included
in the unrestricted cash amount.
156

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
$000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
19 Other Assets
Prepaid Expenses 74 64
74 64
20 Inventories
Stores and Materials at Cost 873 689
873 689
21 Property, Infrastructure, Plant and Equipment
Summary
at cost 260,829 230,665
Less accumulated depreciation 69,937 59,100
190,892 171,565
at fair value as at 1 January 2008 539,885 -
Less accumulated depreciation 2,562 -
537,323 -
at fair value as at 1 October 2006 391,443 392,324
Less accumulated depreciation 218,963 213,075
172,480 179,249
at fair value as at 1 January 2006 - 478,550
Less accumulated depreciation - 5,980
- 472,570
at fair value as at 1 July 2005 269,254 266,002
Less accumulated depreciation 75,655 72,972
193,599 193,030
at fair value as at 1 November 2004 423,956 424,435
Less accumulated depreciation 203,945 198,841
220,011 225,594
Total 1,314,305 1,242,008
157

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
21 Property, Infrastructure, Plant and Equipment (cont’d)
2008 2007
$000 $000
(a) Property
Land
at cost 1,945 3,140
at fair value as at 1 January 2006 - 358,914
at fair value as at 1 January 2008 406,009 -
Total Land 407,954 362,054
Buildings
at cost 5,974 11,730
Less accumulated depreciation
30 112
5,944 11,618
at fair value as at 1 January 2008 133,876 -
Less accumulated depreciation 2,562 -
131,314 -
at fair value as at 1 January 2006 - 119,636
Less accumulated depreciation - 5,980
- 113,656
Total Buildings 137,258 125,274
Total Property 545,212 487,328
Land and Buildings were revalued as at 1-01-2008 by Robert Tot A.A.P.I C.P.V. Member No.3523 using fair value. The valuation of buildings is at fair
value, being market value for non specialised buildings, and current replacement cost less accumulated depreciation at the date of valuation for
specialised buildings.
(b) Plant and Equipment
Plant and Equipment
at cost 46,467 43,646
Less accumulated depreciation 29,228 26,226
17,239 17,420
Leasehold Improvements
at cost 766 658
Less accumulated depreciation 254 136
512 522
Light Vehicles
at cost 6,790 6,550
Less accumulated depreciation 1,831 1,649
4,959 4,901
Total Plant and Equipment 22,710 22,843
158

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
$000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
21 Property, Infrastructure, Plant and Equipment (cont’d)
(c) Infrastructure
Road Pavement
at cost 9,820 7,113
Less accumulated depreciation 182 85
9,638 7,028
at fair value as at 1 November 2004 370,133 370,506
Less accumulated depreciation 163,345 159,791
206,788 210,715
Total Road Pavement 216,426 217,743
Road Seal
at cost 13,685 10,623
Less accumulated depreciation 913 457
12,772 10,166
at fair value as at 1 November 2004 53,823 53,929
Less accumulated depreciation 40,600 39,050
13,223 14,879
Total Road Seal 25,995 25,045
Roads Other
at cost 7,686 3,229
Less accumulated depreciation 64 10
7,622 3,219
at fair value as at 1 October 2006 86,274 87,583
Less accumulated depreciation 43,409 41,791
42,865 45,792
Total Roads Other 50,487 49,011
Footpaths and Bike paths
at cost 6,760 3,311
Less accumulated depreciation 100 17
6,660 3,294
at fair value as at 1 October 2006 141,926 142,496
Less accumulated depreciation 86,120 84,416
55,806 58,080
Total Footpaths and Bike paths 62,466 61,374
159

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
21 Property, Infrastructure, Plant and Equipment (cont’d)
(c) Infrastructure (cont’d)
2008 2007
$000 $000
Kerb and Channel
at cost 3,841 2,323
Less accumulated depreciation 55 10
3,786 2,313
at fair value as at 1 October 2006 163,243 162,245
Less accumulated depreciation 89,434 86,868
73,809 75,377
Total Kerb and Channel 77,595 77,690
Drainage
at cost 12,010 7,411
Less accumulated depreciation 146 60
11,864 7,351
at fair value as at 1 July 2005 269,254 266,002
Less accumulated depreciation 75,655 72,972
193,599 193,030
Total Drainage 205,463 200,381
Recreation
at cost 70,416 65,991
Less accumulated depreciation 11,978 8,783
58,438 57,208
Total Recreation 58,438 57,208
Infrastructure Other
at cost 47,607 45,565
Less accumulated depreciation 25,156 21,555
22,451 24,010
Total Infrastructure Other 22,451 24,010
Total Infrastructure 719,321 712,462
Road Seals and Road Pavements were revalued as at 1-11-2004 by Council officers, at fair value based on depreciated replacement cost.
Roads Other, Footpaths, Bike paths, Kerb and Channel are valued at fair value as at 1-10-2006 by Council officers using depreciated replacement cost.
Drainage assets have been revalued as at 1-07-2005 by Council officers at fair value using depreciated replacement cost.
160

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
$000 $000
21 Property, Infrastructure, Plant and Equipment (cont’d)
(d) Works in progress
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Buildings
at cost 10,319 2,882
Plant and Equipment
at cost 407 120
Infrastructure
at cost 16,336 16,373
Total Works in progress 27,062 19,375
Total Property, Plant and Equipment and Infrastructure 1,314,305 1,242,008
161

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
21 Property, Infrastructure, Plant and Equipment (cont’d)
Revaluation
Balance at WDV of increments
beginning of Acquisition Depreciation disposals (decrements) Balance at end of
financial year of assets (note 10) (note 11) (note 28) Transfers financial year
2008 $000 $000 $000 $000 $000 $000 $000
Property
Land 362,054 5,772 - (578) 40,561 145 407,954
Buildings 125,274 5,891 (5,021) (278) 9,450 1,942 137,258
Total Property 487,328 11,663 (5,021) (856) 50,011 2,087 545,212
Plant and Equipment
Plant and Equipment 17,420 4,437 (4,134) (647) - 163 17,239
Leasehold Improvements 522 108 (118) - - - 512
Light Vehicles 4,901 2,064 (928) (1,078) - - 4,959
Total Plant and Equipment 22,843 6,609 (5,180) (1,725) - 163 22,710
Infrastructure
Road Pavement 217,743 4,458 (4,931) (964) - 120 216,426
Road Seal 25,045 3,472 (2,973) (241) - 692 25,995
Road Other 49,011 3,855 (2,005) (1,035) - 661 50,487
Footpaths and Bike paths 61,374 3,972 (2,920) (350) - 390 62,466
Kerb and Channel 77,690 2,625 (2,712) (174) - 166 77,595
Drainage 200,381 5,087 (2,770) (465) - 3,230 205,463
Infrastructure Other 24,010 1,244 (3,601) (159) - 957 22,451
Recreation 57,208 2,849 (3,447) (6) - 1,834 58,438
Total Infrastructure 712,462 27,562 (25,359) (3,394) - 8,050 719,321
Works in progress
Buildings 2,882 7,754 - - - (317) 10,319
Plant and Equipment 120 308 - - - (21) 407
Infrastructure 16,373 10,911 - - - (10,948) 16,336
Total Works in progress 19,375 18,973 - - - (11,286) 27,062
Total Property, Infrastructure, Plant and Equipment 1,242,008 64,807 (35,560) (5,975) 50,011 (986) 1,314,305
162

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
21 Property, Infrastructure, Plant and Equipment (cont’d)
Revaluation
Balance at WDV of increments
beginning of Acquisition Depreciation disposals (decrements) Balance at end of
financial year of assets (note 10) (note 11) (note 28) Transfers financial year
2007 $000 $000 $000 $000 $000 $000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Property
Land 353,843 8,521 - (406) - 96 362,054
Buildings 122,822 5,329 (4,638) (881) (112) 2,754 125,274
Total Property 476,665 13,850 (4,638) (1,287) (112) 2,850 487,328
Plant and Equipment
Plant and Equipment 17,967 3,770 (3,934) (639) - 256 17,420
Leasehold Improvements - 105 (102) - - 519 522
Light Vehicles 4,852 2,149 (912) (1,188) - - 4,901
Total Plant and Equipment 22,819 6,024 (4,948) (1,827) - 775 22,843
Infrastructure
Road Pavement 217,736 4,705 (4,882) (804) - 988 217,743
Road Seal 23,674 4,321 (2,942) (381) - 373 25,045
Road Other 40,042 4,864 (1,790) (1,107) 5,108 1,894 49,011
Footpaths and Bike paths 44,727 6,861 (2,616) (183) 11,876 709 61,374
Kerb and Channel 76,942 2,907 (2,643) (112) 325 271 77,690
Drainage 196,138 6,361 (2,707) (465) - 1,054 200,381
Infrastructure Other 25,156 2,098 (3,798) - - 554 24,010
Recreation 55,869 4,758 (3,315) (878) - 774 57,208
Total Infrastructure 680,284 36,875 (24,693) (3,930) 17,309 6,617 712,462
Works in progress
Buildings 2,743 2,613 - - - (2,474) 2,882
Plant and Equipment 634 95 - - - (609) 120
Infrastructure 13,308 11,030 - - - (7,965) 16,373
Total Works in progress 16,685 13,738 - - - (11,048) 19,375
Total Property, Infrastructure, Plant and Equipment 1,196,453 70,487 (34,279) (7,044) 17,197 (806) 1,242,008
163

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
$000 $000
22 Trade and Other Payables
Trade Creditors 11,974 12,216
Loan Interest Accrued 43 50
Prepaid Memberships for Leisure Facilities 988 906
Unearned Income 706 490
13,711 13,662
23 Refundable Deposits
Refundable Deposits 1,352 1,461
1,352 1,461
These deposits are maintenance bonds, landscaping bonds, relocation deposits, open space works levies, and contract deposits.
24 Employee Benefits
Other Annual Leave Long Service Leave
2008 $000 $000 $000
Balance at beginning of the financial year 840 5,667 10,278
Additional provisions 1,143 5,106 2,249
Amounts used (840) (4,782) (1,316)
Balance at the end of the financial year 1,143 5,991 11,211
2007
Balance at beginning of the financial year 1,006 5,341 9,398
Additional provisions 840 4,546 2,118
Amounts used (1,006) (4,220) (1,238)
Balance at the end of the financial year 840 5,667 10,278
164

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
$000 $000
24 Employee Benefits (cont’d)
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
(i) Current
Annual leave 5,991 5,667
Long service leave 8,315 7,470
Other 1,143 840
15,449 13,977
Current Long Service Leave has been determined as the amount employees are entitled to at balance date. Based on past history,
it is estimated that approximately $1M will be paid out in Long Service Leave in 2008-2009.
(ii) Non-current
Long service leave 2,896 2,808
2,896 2,808
Aggregate carrying amount of employee benefits:
Current 15,449 13,977
Non-current 2,896 2,808
18,345 16,785
The following assumptions were adopted in measuring the present value of long service leave and retiring gratuity:
Weighted average increase in employee costs 4.50% 4.50%
Weighted average discount rates 6.45% 6.36%
Weighted average settlement period 10 10
(i) Current
All annual leave and the long service leave entitlements representing 10 or more years of continuous service
Short-term employee benefits that fall due within 12 months after the end of the period measured at nominal value 8,133 7,507
Other long-term employee benefits that do not fall due within 12 months after the end of the period measured at present value 7,316 6,470
15,449 13,977
(ii) Non-current
Long service leave representing less than 10 years of continuous service measured at present value 2,896 2,808
165

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
25 Interest Bearing Loans and Borrowings
Current
Bank overdraft (Unpresented Cheques) 845 791
Borrowings - secured 1,181 4,967
Other Loans - Unsecured (These are non interest bearing loans) 1,030 1,030
3,056 6,788
Non-current
Borrowings - secured 12,519 10,575
Total 15,575 17,363
The maturity profile for Council's borrowings is:
Not later than one year 3,056 6,788
Later than one year and not later than five years 5,626 4,306
Later than five years 6,893 6,269
15,575 17,363
Finance leases
Council has no finance leases at balance date
26 Landfill Provision
Corio Landfill Rehabilitation Provision
Non-current 6,220 5,858
Balance at beginning of the financial year 5,858 6,830
Amounts used (578) (1,191)
Increase/(decrease) in the discounted amount arising because of time and the effect of any change in the discount rate, or the revision of future cost estimates. 940 219
Balance at the end of the financial year 6,220 5,858
27 Other Liabilities
Developer Contributions - Sec 173 Agreement Wandana Heights 129 -
166

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
28 Reserves
(a) Asset revaluation Reserve
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Balance at
Balance at
begining of
end of
reporting Increment reporting
period (decrement) period
$000 $000 $000
2008
Land and Buildings 299,109 50,011 349,120
Infrastructure
Sealed and Unsealed Roads 18,905 - 18,905
Roads Other 15,390 - 15,390
Footpath and Bike paths 4,395 - 4,395
Drainage 66,878 - 66,878
105,568 - 105,568
Total Asset Revaluation Reserve 404,677 50,011 454,688
2007
Land and Buildings 299,222 (113) 299,109
Infrastructure
Sealed and Unsealed Roads 18,905 - 18,905
Roads Other 10,281 5,109 15,390
Footpath and Bike paths - 4,395 4,395
Drainage 66,878 - 66,878
96,064 9,504 105,568
Total Asset Revaluation Reserve 395,286 9,391 404,677
The Asset Revaluation Reserve records the increase and any subsequent decrease in the value of assets held at fair value.
167

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
2008 2007
$000 $000
28 Reserves (cont’d)
(b) Other Reserves
Statutory Reserves
Council maintains three Statutory reserves to record funds collected from developers under the Planning and Environment Act, Subdivisions Act and
Local Government Act. Council identifies, as part of the budget process, capital works relevant to these reserves and records the capital expenditure
as settlement of the obligations created in collecting the levies. The outstanding balance at year end is listed below. The movement to and from reserves
are shown in the Statement of Changes in Equity.
Car Parking Reserve 42 337
Public Open Space Reserve 834 1,191
Main Drainage Reserve 136 841
Total Statutory Reserves 1,012 2,369
Discretionary Reserves
Council maintains a Deferred Works Reserve to record the estimated amount of Capital Expenditure that is expected to
complete the capital projects that were approved in the previous year's budget, but had not been completed at year end.
Council maintains an Asset Development Reserve to record funds provided to Council for development of coastal infrastructure.
Council has an Asset Redevelopment Reserve to record funds provided to Council to reinstate decking around the Carousel as required.
The outstanding balances of the reserves are listed below. The movements to and from reserves are shown in the Statement of Changes in Equity.
Deferred Works Reserve 30,000 22,115
Asset Development Reserve 332 332
Asset Redevelopment Reserve 1,191 1,200
Total Discretionary Reserves 31,523 23,647
168

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
29 Reconciliation of Cash Flows from Operating Activities to Surplus (Deficit)
2008 2007
$000 $000
Surplus for the Year 27,399 40,485
Depreciation and Infrastructure write-off 38,954 38,209
(Profit)Loss on disposal of property, infrastructure, plant and equipment 349 (537)
Capital Income (9,875) (7,363)
Equity Share in Geelong Library Surplus (1,205) (454)
Assets received in Kind (12,151) (14,079)
Assets previously Unrecognised (857) (8,534)
Gain on Revaluation - (7,807)
Capitalised Salaries Expensed 64 -
Finance Costs 905 840
Change in assets and liabilities:
(Increase)/Decrease in Trade and Other Receivables (5,526) 155
(Increase)/Decrease in Prepayments (10) -
(Increase)/Decrease in Inventories (184) (48)
Increase/(Decrease) in Trade and Other Payables 178 1,186
Increase/(Decrease) in Refundable Deposits (109) 279
(Decrease)/Increase in Employee Benefits 1,559 1,040
Increase/(Decrease) in Landfill Provisions 940 219
(Decrease)/Increase in Work in Progress 986 806
Net cash provided by/(used in) operating activities 41,417 44,397
30 Reconciliation of Cash and Cash Equivalents
Cash and cash equivalents (note 16) (301) 1,857
Cash and Investments (note 18) 31,412 30,864
Less bank overdraft (note 25) (845) (791)
30,266 31,930
31 Financing Arrangements
Bank overdraft 5,000 5,000
Used Facilities - Overdraft (845) (791)
Loans 14,730 16,572
Used facilities - Loans (14,730) (16,572)
Unused facilities 4,155 4,209
169

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
32 Superannuation
Post-employment Benefit
Council makes employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). Obligations for making contributions are
recognised as an expense in profit or loss when they are due. The Fund has two categories of membership, each of which is funded differently.
The Fund's accumulation category, Vision Super Saver, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed
percentage of employee earnings (9% required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the superannuation benefits accruing to employees
are represented by their share of the net assets of the Fund. From 1 July 2008 employers are required to pay superannuation guarantee contributions based on Ordinary Time
Earnings (OTE) which may put upward pressure on contribution levels.
The Fund's Defined Benefit Plan is a multi-employer sponsored plan. As the Fund's assets and liabilities are pooled and are not allocated by employer, the Actuary is unable to allocate
benefit liabilities, assets and costs between employers. As provided under Paragraph 32 (b) of AASB 119, Council does not use defined benefit accounting for these contributions.
Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund's Actuary. On the basis of the results of the
most recent full actuarial
investigation conducted by the Fund's actuary as at 31 December 2005, the Trustee has determined that the current funding arrangements are adequate for the expected Defined Benefit
Plan liabilities. Council makes the
following contributions:-
> 9.25% of members' salaries (same as previous year);
> the difference between resignation and retrenchment benefits paid to any retrenched employees (same as previous year);
The Fund's liability for accrued benefits was determined in the 30 June 2007 actuarial investigation pursuant to the requirements of Australian Accounting Standard AAS25 as follows:
30-06-2007
$000
Net Market Value of Assets 4,102,154
Accrued Benefits (per accounting standards) 3,923,436
Difference between Assets and Accrued Benefits 178,718
Vested Benefits 3,572,589
170

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
32 Superannuation (cont’d)
The Accrued Benefits liability has been determined by the Actuary at 30 June 2007 outside of the full actuarial review which is normally undertaken
every three years and most recently performed as at 31 December 2007. This liability is calculated to satisfy the requirements of AAS 25 and is not
reflected in the audited financial statements of the Fund at 30 June 2007.
2008 2007
$000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
The financial assumptions used to calculate the Accrued Benefits for the defined benefit category of the Fund were:
Net Investment Return - 8.0% p.a.
Salary Inflation - 5.5% p.a.
Price Inflation - 3.0% p.a.
Defined Benefit Plans
Employer contributions to Local Authorities Superannuation Fund (Vision Super) 1,528 1,442
Employer contributions to other institutions - -
1,528 1,442
Employer contributions payable to Local Authorities Superannuation Fund (Vision Super) at reporting date - -
Employer contributions payable to other institutions - -
- -
Accumulation Funds
Employer contributions to Local Authorities Superannuation Fund (Vision Super) 3,835 3,708
Employer contributions to other institutions 204 98
4,039 3,806
Employer contributions payable to Local Authorities Superannuation Fund (Vision Super) at reporting date 30 137
Employer contributions payable to other institutions 2 -
32 137
171

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
33 Commitments
The Council has entered into the following commitments due:
Later than 2
Later than 1 year
years and not
Not later than and not later than later than 5 Later than 5
1 year 2 years years years Total
$000 $000 $000 $000 $000
2008
Operating
Immunisation services 312 324 - - 636
Building maintenance 659 135 148 - 942
Consultancies 957 113 - - 1,070
Cleaning contracts for Council buildings 600 297 303 - 1,200
Other 211 4 - - 215
Home maintenance services 65 - - - 65
Total 2,804 873 451 4,128
Capital
Building and Other Structures 16,627 - - - 16,627
Total 16,627 - - - 16,627
2007
Operating
Immunisation services 300 312 324 - 936
Building maintenance 308 150 254 - 712
Consultancies 292 133 133 - 558
Cleaning contracts for Council buildings 630 - - - 630
Other 574 70 4 - 648
Home maintenance services 43 43 - - 86
Total 2,147 708 715 3,570
Capital
Building and Other Structures 16,548 - - - 16,548
Total 16,548 - - - 16,548
In addition to the above commitments Council has entered into a number of contracts for operating expenditure based on schedule of rates. The value of the contractual commitments
cannot be accurately determined as they depend on the level of services provided to Council.
172

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
34 Operating Leases
(a) Operating Lease Commitments
At the reporting date, the Council had the following obligations under non-cancellable operating leases for the lease of equipment and land and
buildings for use within Council's activities (these obligations are not recognised as liabilities):
2008 2007
$000 $000
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Not later than one year 1,413 1,084
Later than one year and not later than five years 2,257 1,992
Later than five years 1 32
3,671 3,108
(b) Operating Lease Receivables
The Council has entered into commercial property leases on its property, consisting of surplus freehold complexes.
These properties held under operating leases have remaining non-cancellable leases terms of between 1 and 40 years.
Future Minimum rentals received under non-cancellable operating leases are as follows:
Not later than one year 3,319 2,399
Later than one year and not later than five years 8,229 6,150
Later than five years 4,773 5,565
16,321 14,114
173

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
35 Contingent Liabilities and Contingent Assets
Contingent Liabilities
(a) Council acknowledges a future obligation for rehabilitation, after care and future contamination liability for its two landfill sites in accordance with the requirements set out by the Environment
Protection Authority. Apart from the rehabilitation of Corio landfill that has been provided for, this liability cannot be readily quantified. The Capital Works and Operating budgets
include ongoing works at the sites in future years.
(b) The City of Greater Geelong is the guarantor for a number of community organisation loans.
Outstanding
Original
Guarantee
Guarantee 30-06-2008
Community Groups $000 $000
Barwon Heads Bowling Club Inc. 70 47
Bell Park Sports and Recreation Club 120 48
Geelong and East Belmont Baseball Club 70 24
Bell Post Hill Sports and Recreation Club 130 120
Geelong Hockey Association 150 150
Total 540 389
(c) All matters from previous years not listed here have been settled.
(d) There are no other material contingent liabilities at the date of this report.
Contingent Assets
In the course of creating new subdivisions developers construct infrastructure assets which are vested with Council when Council issues a Statement of Compliance. These assets are
bought to account as revenue (Contributions - Non Monetary Assets) and capitalised.
At reporting date, developers had commenced construction of assets that will eventually be transferred to the Council subject to Council issuing a Statement of Compliance.
Council cannot reliably measure the value of the assets involved prior to completion.
174

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
36 Financial Instruments
(a) Accounting Policy, terms and conditions
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Recognised financial instruments Note Accounting Policy Terms and Conditions
Financial Assets
Cash and cash equivalents 16 Cash on hand is valued at face value. Cash on Hand is managed according to normal expenditure approval procedures.
Interest is recognised as it accrues. Funds returned fixed interest rate of between 6.19% and 7.38% (5.70% to 6.15%
in 2006-2007)
Bank Bills
Bills are redeemed for purchase price plus interest at maturity. Bills are held for
periods between 30 to 60 days. Interest ranged between 6.40% to 8.04%.
Term Deposits Term deposits return fixed interest rates of between 6.83% and 8.14%.
Term Deposits are held for periods of 30, 60 or 90 days.
Other Financial Assets 18 Units in Trust Withdrawals are at call 24 to 48 hours notice. These investments attract floating
interest rates of between 1.95% and 8.11% net of fees payable.
Trade and other receivables 17 Receivables are carried at nominal amounts due less any General and deferred debtors are unsecured and interest free. Credit terms are
provision for doubtful debts. A provision for doubtful debts usually 30 days.
is recognised when collection in full is no longer probable.
Collectability of overdue accounts is assessed on an ongoing
basis.
Financial Liabilities
Bank overdraft 25 The Council's bank account is closely monitored to ensure that Council has a $5M overdraft facility. It is secured by a mortgage over Council's
cash invested is maximised. The overdraft reflects unpresented general rates and is repayable on demand, interest rate, when the overdraft is
cheques at balance day.
used, is < 11%pa.
Trade and other payables 22 Liabilities are recognised for expenses incurred to balance date Creditors are unsecured, not subject to interest charges and are normally settled
and payable in the next financial year, whether invoices have within 30 days of invoice receipt.
been received or not.
Interest-bearing loans and borrowings Secured loans are carried at the principle amount outstanding. Loans are secured over the general rates of the Council. The interest rate for each
- Secured Loans 25 Loans are subject to borrowing limits imposed by the State loan is fixed for the period of the loan. Council took out a loan of $7M in May
Government under the Loan Council approval arrangements. 2006, repayable over 10 years at 6.4%. Council took out a loan of $5M in June
Interest is charged as an expense as it accrues.
2007, repayable over 10 years at 6.97%. Council took out a loan of $3.125 M
in June 2008, repayable over 10 years at 8.573%.
- Unsecured Loans 25 Unsecured loans are carried at the principle amount Unsecured loans comprise of two interest free loans from the Department of
outstanding.
Planning and Development to fund the purchase of the former Geelong Post Office
and former Geelong Gaol.
175

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
36 Financial Instruments (cont’d)
(b) Interest Rate Risk
The exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:
Fixed interest maturing in:
Floating Over 1 to 5 More than Non-interest
Interest rate 1 year or less years 5 years bearing Total
$000 $000 $000 $000 $000 $000
2008
Financial assets
Cash and cash equivalents (470) 117 - - 52 (301)
Other financial assets 31,412 - - - - 31,412
Trade and other receivables - - - - 11,683 11,683
Total financial assets 30,942 117 - - 11,735 42,794
Weighted average interest rate 6.88% 7.11%
Financial liabilities
Bank overdraft 845 - - - - 845
Trade and other payables - - - - 15,063 15,063
Secured loans - 1,181 5,626 6,893 - 13,700
Unsecured loans - - - - 1,030 1,030
Total financial liabilities 845 1,181 5,626 6,893 16,093 30,638
Weighted average interest rate 10.40% 6.96% 6.98% 7.19%
Net financial assets (liabilities) 30,097 (1,064) (5,626) (6,893) (4,358) 12,156
2007
Financial assets
Cash and cash equivalents 1,712 109 - - 36 1,857
Other financial assets 30,864 - - - - 30,864
Trade and other receivables - - - - 7,748 7,748
Total financial assets 32,576 109 - - 7,784 40,469
Weighted average interest rate 6.40% 6.16%
Financial liabilities
Bank overdraft 791 - - - - 791
Trade and other payables - - - - 15,123 15,123
Secured loans - 4,967 4,306 6,269 - 15,542
Unsecured loans - - - - 1,030 1,030
Total financial liabilities 791 4,967 4,306 6,269 16,153 32,486
Weighted average interest rate 9.75% 6.32% 6.62% 6.66%
Net financial assets (liabilities) 31,785 (4,858) (4,306) (6,269) (8,369) 7,983
176

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
36 Financial Instruments (cont’d)
(c) Net Fair Values
The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Total carrying amount as per
Aggregate net fair
Balance Sheet
value
2008 2007 2008 2007
Financial Instuments $000 $000 $000 $000
Financial assets
Cash at Bank (470) 1,712 (470) 1,712
Cash on Hand 52 36 52 36
Bank Bills 117 109 117 109
Other Financial Assets 31,412 30,864 31,412 30,864
Other Debtors 11,683 7,748 11,683 7,748
Total financial assets 42,794 40,469 42,794 40,469
Financial liabilities
Bank Overdraft 845 791 845 791
Trade and Other Creditors 15,063 15,123 15,063 15,123
Secured Loans 13,700 15,542 13,318 15,174
Unsecured Loans 1,030 1,030 1,030 1,030
Total financial liabilities 30,638 32,486 30,256 32,118
The carrying value for cash at bank and on hand, other debtors, units in trust, deposits at call, bank bills, cash and overdraft, creditors and unsecured loans approximates the fair value
because of their short term to
maturity. Long term Other Debtors also approximates net fair value. The net fair value of secured loans at fixed interest rates has been measured by discounting contracted future cash
flows by prevailing market interest rates.
(d) Credit Risk
The maximum exposure to credit risk at balance date in relation to each class of asset is represented by the carrying amount of these assts as indicated in the Balance Sheet.
(e) Risks and Mitigation
The risks associated with our main financial instruments and our policies for minimising these risks are detailed below.
Market Risk
Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Council's exposures to market risk are primarily
through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk. Components of market risk to which we are exposed are discussed
below.
177

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
36 Financial Instruments (cont’d)
(e) Risks and Mitigation (cont’d)
Interest Rate Risk
Interest rate risk refers to the risk that the fair value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest
rate risk arises from interest bearing financial assets and liabilities that we use. Non derivative interest bearing assets are predominantly short term liquid assets. Our interest rate liability
risk arises primarily from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk.
Our loan borrowings are sourced from major Australian banks by a tender or quoting process. Overdrafts are arranged with major Australian banks. We manage interest rate risk on
our net debt portfolio by:
> ensuring access to diverse sources of funding;
> reducing risks of refinancing by managing in accordance with target maturity profiles; and
> setting prudential limits on interest repayments as a percentage of rate revenue.
We manage the interest rate exposure on our net debt portfolio by appropriate budgeting strategies and obtaining approval for borrowings from the Australian Loan Council each year.
Investment of surplus funds is made with appropriate financial institutions under the Local Government Act 1989. We manage interest rate risk by adopting an investment policy
that ensures:
> conformity with State and Federal regulations and standards,
> adequate safety,
> appropriate liquidity,
> diversification by credit rating, financial institution and investment product,
> monitoring of return on investment,
> benchmarking of returns and comparison with budget.
Maturity will be staggered to provide for interest rate variations and to minimise risk.
Credit Risk
Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. We have exposure to credit risk on
all financial assets included in our balance sheet. To help manage this risk:
> we have a policy for establishing our credit limits for the entities that we deal with;
> we may require collateral where appropriate; and
> we only invest surplus funds with financial institutions which have a recognised credit rating specified in our investment policy.
Trade and other receivables consist of a large number of customers, spread across the consumer, business and government sectors. We do not have any significant credit risk exposure
to a single customer or groups of customers. Ongoing credit evaluation is performed on the financial condition of our customers and, where appropriate, an allowance for doubtful debts is
raised.
We may also be subject to credit risk for transactions which are not included in the balance sheet, such as when we provide a guarantee for another party. Details of our contingent
liabilities are disclosed in note 35.
178

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
36 Financial Instruments (cont’d)
(e) Risks and Mitigation (cont’d)
Liquidity Risk
Liquidity risk includes the risk that, as a result of our operational liquidity requirements:
> we will not have sufficient funds to settle a transaction on the date:
> we will be forced to sell financial assets at a value which is less than what they are worth; or
> we may be unable to settle or recover financial assets at all.
To help reduce these risks we:
> have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained;
> have readily accessible standby facilities and other funding arrangements in place;
> have a liquidity portfolio structure that requires surplus funds to be invested within the various bands of liquid instruments;
> monitor budget to actual performance on a regular basis; and
> set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.
The Council's exposure to liquidity risk is deemed insignificant based on prior periods' data and current assessment of risk.
(f) Sensitivity disclosure analysis
Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, the Council believes the following
movements are 'reasonably possible' over the next 12 months (Base rates are sourced from the Federal Bank of Australia):
> A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of 9%.
The table below discloses the impact on net operating result and equity for each category of financial instruments held by the Council at year-end, if the above movements were to occur.
30 June 2008 Interest Rate Risk
-1%
+1%
Carrying Amount Result Equity Result Equity
$000 $000 $000 $000 $000
Financial assets
Cash and Cash Equivalents (301) 3 3 (3) (3)
Other Financial Assets 31,412 (314) (314) 314 314
Trade and Other Receivables 14,490 (145) (145) 145 145
179
Financial Liabilities
Interest Bearing Loans and Liabilities 14,730 (147) (147) 147 147
Payables 13,711 (137) (137) 137 137

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
37 Events Occurring after Balance Date
No matter or circumstances has arisen since the end of the financial period to 30 June 2008 that has significantly affected or may significantly affect the operations of the Council.
38 Related party transactions
(i) Responsible Persons
Names of persons holding the position of a Responsible Person at the Council at any time during 2007-2008 are:
Councillors
Elected 17 March 2001: Elected 22 February 2002: Elected 25 November 2003: Elected 3 May 2008
Cr Barbara Abley Cr Bruce Harwood (Mayor) Cr Peter McMullin Cr Andrew Katos
Cr Tony Ansett
Cr Lou Brazier
Cr Shane Dowling
Cr Jan Farrell
(resigned 29th January 2008)
Cr Rod Macdonald
Cr Srechko Kontelj
Cr John Mitchell
Cr David Saunderson
Cr Tom O'Connor
Chief Executive Officer
Kay Rundle
(ii) Remuneration of Responsible Persons
The number of Responsible Officers, whose total remuneration from Council and any related entities fall within the following bands:
2008 2007
No.
No.
$1 - $10,000 2 -
$10,001 - $20,000 5 7
$20,001 - $30,000 5 3
$30,001 - $40,000 - 1
$40,001 - $50,000 - 1
$50,001 - $60,000 1 -
$270,001 - $280,000 - 1
$330,001 - $340,000 1 -
14 13
$000 $000
Total Remuneration for the reporting year
for Responsible Persons included above
amounted to: 617 548
180

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
38 Related party transactions (cont’d)
(iii) Senior Officers Remuneration
A Senior Officer other than a Responsible Person, is an officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration
exceeds $100,000.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
The Senior Officers of the City of Greater Geelong who reported directly to the Chief Executive Officer during the year were:
Anthony Smith - General Manager Corporate Services - resigned 30 May 2008
Irene McGinnigle - General Manager Community Services
Peter Reeve - General Manager City Services
Stephen Wright - General Manager Major Projects
Dean Frost - General Manager Community Infrastructure and Recreation - commenced 25 October 2007
Kate Sullivan - General Manager Development Sustainability
The number of Senior Officers of Council whose total remuneration exceeds $100,000 including any superannuation benefits from the Council and any related entity falls within
the following bands:
2008 2007
No.
No.
$100,001 - $110,000 7 7
$110,001 - $120,000 9 4
$120,001 - $130,000 12 8
$130,001 - $140,000 4 6
$140,001 - $150,000 2 -
$170,001 - $180,000 - 2
$180,001 - $190,000 6 3
$230,001 - $240,000 - 1
$300,001 - $310,000 - 1
40 32
(iv) No retirement Benefits were paid to Senior Officers in 2007-2008 ($246,258 during 2006-2007).
(v) No loans have been made, guaranteed or secured by the Council to a Responsible Person / Senior Officer of the Council during the reporting period.
(vi) Other Transactions
$000 $000
Total Remuneration for the reporting year
for Responsible Persons included above
amounted to: 5,224 4,446
181
The Council has entered into transactions with Responsible Persons, Senior Officers and Related parties within normal customer or employee relationships on terms and conditions no
more favourable than those available in similar arm's length transactions. There were no significant transactions with Responsible Persons or Senior Officers.

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
39 Revenue, expenses and assets by functions/activities
2008 2007
$000 $000
Revenue
Rates 115,832 106,874
Grants Commission 16,690 15,591
Corporate Services 6,732 6,961
City Services 28,666 37,391
Community Services 22,932 -
Community Infrastructure and Recreation 15,766 38,052
Major Projects 2,525 2,369
Development Sustainability 17,682 16,221
Total Revenue 226,825 223,459
Expenditure
Corporate Services 29,196 25,042
City Services 86,889 80,777
Community Services 40,075 -
Community Infrastructure and Recreation 19,872 55,684
Major Projects 6,814 5,489
Development Sustainability 16,580 15,982
Total Expenditure 199,426 182,974
Net Result 27,399 40,485
Assets Attributed to Functional Activities
Corporate Services - Current Assets 45,771 40,465
- Other Assets 83,325 71,166
City Services - Other Assets 930,439 899,190
Community Infrastructure and Recreation - Other Assets 74,089 165,169
Community Services - Other Assets 112,306 -
Major Projects - Other Assets 74,772 70,331
Development Sustainability - Other Assets 46,916 43,684
Total Assets Attributed to Functional Activities 1,367,618 1,290,005
Total assets shown above reconciles with the amounts shown for assets in the Balance Sheet as follows:
Current Assets 45,772 40,460
Non-Current Assets 1,321,846 1,249,545
1,367,618 1,290,005
182

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
39 Revenue, expenses and assets by functions/activities (cont’d)
Functions
The components of functions and activities relating to Council programs are as follows:
> Rates: General rates, interest on rates, supplementary rates, garbage charges and municipal charges.
> Grants Commission: General purpose grant untied for any specific purpose.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
> Corporate Services: General administrative operations and Governance including the Chief Executive Division.
> City Services: Design, Construction, Parks, Works, Botanical Gardens, Plant and Engineering, Environment and Natural Resources.
> Development Sustainability: Economic Development, Public Safety, Law and Order, Planning and Building Control.
> Community Services: Aged Services, Library Services, Family Services and Community Development.
> Community Infrastructure and Recreation: Recreation Sport and Leisure Services.
> Major Projects: Tourism, Urban Design, Western Wedge, Waterfront Management and Central Activities area.
Note that further description of functions is contained within the review of annual activities for each division in the Annual Report.
183

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
40 Financial ratios - Performance indicators
(a) Debt servicing ratio (to identify the capacity of Council to service its outstanding debt)
2008 2007 2006
$000 (%) $000 (%) $000 (%)
Debt servicing costs 897 = 0.40% 832 = 0.37% 714 = 0.37%
Total revenue 226,825 223,459 194,278
Debt servicing costs refer to the payment of interest on loan borrowings and bank overdraft.
The ratio expresses the amount of interest paid as a percentage of Council's total revenue.
(b) Debt commitment ratio (to identify Council's debt redemption strategy)
Debt servicing & redemption costs 5,864 = 5.08% 5,165 = 4.83% 4,215 = 4.76%
Rate revenue 115,382 106,874 88,506
The strategy involves the payment of loan principal and interest.
The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.
(c) Revenue ratio (to identify Council's dependence on non-rate income)
Rate revenue 115,382 = 50.87% 106,874 = 47.83% 88,506 = 44.85%
Total revenue 226,825 223,459 197,352
The level of Council's reliance on rate revenue is determined by assessing rate revenue as a proportion of the total revenue of Council.
184

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
40 Financial ratios - Performance indicators (cont’d)
(d) Debt Exposure Ratio (to identify Council's exposure to debt)
2008 2007 2006
$000 (%) $000 (%) $000 (%)
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Total indebtedness 42,884 = 6.82% 43,650 = 7.79% 37,129 = 7.44%
Total realisable assets 629,084 560,504 499,011
For the purposes of the calculation of financial ratios, realisable assets are those assets which can be sold and which are not subject to any restriction on realisation or use.
Infrastructure assets, restricted assets and investments in associates are excluded from total assets when calculating Council's realisable assets.
This ratio enables assessment of Council's solvency and exposure to debt. Total liabilities are compared to total realisable assets which are all Council's assets and are not subject to any restriction and are able to be
realised. The ratio expresses indebtedness as a percentage of realisable assets.
(e) Working Capital Ratio (to assess Council's ability to meet current commitments)
Current assets 45,772 = 136.36% 40,460 = 112.74% 21,146 = 68.18%
Current liabilities 33,568 35,888 31,015
The ratio expresses the level of current assets the Council has available to meet its current liabilities. Previous years ratios have been amended to reflect Long Service Leave relating to service over 10 years as current
rather than the expected annual payments as current.
(f) Adjusted Working Capital Ratio (to assess Council's ability to meet current commitments)
Current assets 45,772 = 174.35% 40,460 = 138.47% 21,146 = 84.19%
Current liabilities 26,253 29,218 25,116
The ratio expresses the level of current assets the Council has available to meet its current liabilities.
Current liabilities have been reduced to reflect the long service leave that is shown as a current liability because Council does not have an unconditional right to defer settlement of the liability for at least twelve months
after the reporting date, but is not likely to fall due within 12 months after the end of the period.
185

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
41 Capital expenditure
2008 2007
Note $000 $000
Capital expenditure areas
Infrastructure Leisure 16,333 13,545
Roads 11,141 9,071
Fleet 4,697 4,308
Buildings 5,013 4,184
Drains 2,603 5,163
Computer Equipment 1,393 1,294
Streetscapes 1,199 2,743
Footpaths 1,547 1,490
Other 2,351 62
Kerb and Channel 616 618
Land 1,293 2,821
Waste Collection 1,791 1,366
Plant and Equipment 780 767
Special Rates and Charges Program 1,684 1,635
Total capital works 52,441 49,067
Represented by:
Renewal (a) 15,598 16,463
Upgrade (b) 14,192 16,434
New assets 22,651 16,170
Total capital works 52,441 49,067
Property, infrastructure, plant and equipment movement
The movement between the previous year and the current year in property, infrastructure, plant and equipment as shown in the
Balance Sheet links to the net of the following items:
Total capital works 52,441 49,067
Expensed from Work in Progress 21 (986) (806)
Landfill expensed to provision 26 (578) (1,191)
Asset revaluation movement 28 50,011 9,391
Depreciation and Other Write Downs 10 (38,954) (38,209)
Written down value of assets sold 11 (2,581) (3,114)
Recognition of Infrastructure 13,009 30,417
Capitalised Salaries Expensed (64) -
Net movement in property, plant and equipment 21 72,298 45,555
186

CITY OF GREATER GEELONG
NOTES TO THE FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2008
41 Capital expenditure (cont’d)
(a) Renewal
Expenditure on an existing asset which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material)
in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may
reduce future operating and maintenance expenditure if completed at the optimum time.
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
(b) Upgrade
Expenditure which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure
is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the
increase in the Council’s asset base.
42 Pending Accounting Standards
The following Australian Accounting Standards have been issued or amended and are applicable to the Council but are not yet effective. They have not been adopted in preparation
of the financial statements at reporting date.
Application Application
date of
date for
AASB amendment Standard affected Outline of amendment standard Council
AASB 1004 Contributions AAS 27 Financial Reporting by Local Governments As this Standard broadly reproduces the requirements relating to contributions 01-Jul-2008 01-Jul-2008
contained in AAS 27, there will be no direct impact on the financial report.
AASB 1051 Land Under Roads AAS 27 Financial Reporting by Local Governments In respect to land under roads acquired before 30 June 2008; allows a Council to elect 01-Jul-2008 01-Jul-2008
to recognise or not to recognise an asset; requires any adjustment upon recognition
to be made against accumulated surplus; requires a Council to disclose its accounting
policy; allows a Council to elect to adopt the fair value or a previous revaluation;
requires any above elections to be made effective as at 1 July 2008. Requires that
land under roads acquired after 30 June 2008 is accounted for in accordance with AASB 116.
AASB 1052 Disaggregated AAS 27 Financial Reporting by Local Governments As this Standard broadly reproduces the requirements relating to disaggregated 01-Jul-2008 01-Jul-2008
Disclosures
disclosures contained in AAS 27, there will be no direct impact on the financial report.
AASB 2007-9 Amendments to AAS 27 Financial Reporting by Local Governments As this Standard broadly reproduces the requirements relating to certain relevant 01-Jul-2008 01-Jul-2008
Australian Accounting Standards Amendments to AASB 3, AASB 5, AASB 8 requirements contained in AAS 27, there will be no direct impact
arising from the review AASB 101, AASB 114, AASB 116, on the financial report
of AAS's 27, 29 and 31 AASB 127, AASB 137
2008 2007
$000 $000
43 Auditors Remuneration
Fee to Conduct External Audit - Auditor General 68 66
68 66
187

CITY OF GREATER GEELONG
COUNCIL APPROVAL OF THE FINANCIAL REPORT
188

CITY OF GREATER GEELONG
INDEPENDENT AUDIT REPORT OF THE FINANCIAL REPORT AND STANDARD STATEMENTS
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
189

Tiarnee Cornwill
South Geelong
Primary School
‘Geelong is the best place to
live because we have
beautiful Botanic Gardens.
I go there with my family and
I love the flowers. It is
relaxing there.’
190

CALENDAR OF EVENTS
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
Are you interested in what happened around
the Geelong region in the last financial year?
The following are just some of the events and
activities that took place.
July 2007
5 – 8 Splash!dance Festival,
Geelong Performing Arts Centre
17 Missy Higgins in Concert, The Arena
22 Hyundai A League Pre Season Cup,
Melbourne Victory versus Newcastle Jets,
Skilled Stadium
25 Geelong Advertiser Business Excellence
Awards, Kardinia Heights Centre
29 Workplace Big Day Out,
Leisuretime Centre
22 July – 2 August
Alcoa Celebrate All Abilities Festival,
Geelong
August 2007
12 Vietnam Veteran’s Remembrance Day,
Osborne Park
17 Victoria Police Pipe and Show Bands,
The Geelong Arena
19 Bellarine Rail Trail Fun Run,
Geelong to Queenscliff
27 Smart Geelong Research and Learning Expo,
Geelong
September 2007
13 - 14 Roadsafe Young Drivers Conference,
Geelong
21 - 23 Shoot Out Geelong 24 Hour Filmmaking
Festival, Central Geelong and Waterfront
Geelong
24 - 26 Victorian Teachers Games,
Various locations in Geelong
28 - 30 U15 Australian Badminton Tournament,
Leisuretime Centre
29 Grand Final Day Live Site,
Skilled Stadium
October 2007
1 - 31 Geelong Senior’s Festival, Geelong
3 2007 AFL Premier’s Street Parade, Geelong
13 Alcoa Australian Corporate Head of the River,
Barwon River
17 Ride to Work Day, Johnstone Park Geelong
18 – 21 The Royal Geelong Show,
Geelong Showgrounds
20 - 28 Children’s Week Geelong, Various locations
24 PETstock Geelong Cup, Geelong Racecourse
28 World’s Greatest Pram Stroll,
Waterfront Geelong and Portarlington
November 2007
3 St Leonards Community and Arts Festival,
St Leonards
10 – 11 Waterwise Gardening Expo, Eastern Park
18 SKAART Festival Three, Windsor Park Norlane
24 Bostock Russian Cup Volleyball Tournament
(National Event), Leisuretime Centre
December 2007
1 Air Radiators Denis Walter Carols by the Bay,
Eastern Beach Reserve, Geelong
2 – 7 National Schools Basketball Tournament,
The Geelong Arena
2 Ron Clarke Classic, John Landy Field, Geelong
7 Gala Day Parade and Family Fun Day,
Central Geelong and Johnstone Park
24 Carols by Candlelight, Johnstone Park
January 2008
1 ANZ Family Fun Day on the Waterfront,
Geelong Waterfront
3 – 5 Jayco Bay Cycling Classic,
Eastern Beach and Portarlington
6 Amy’s Ride, Eastern Park
12 Portarlington Mussel Festival, Portarlington
25 – 28 Skandia Geelong Week, Waterfront Geelong
26 Australia Day Celebrations, Rippleside Park
February 2008
2 – 3 WH Pincott Barwon Regatta,
Barwon River, Geelong
3 Gatorade Triathlon Series, Portarlington
3 – 4 Toast to the Coast, Bellarine Peninsula
191

7 Cat Empire in Concert, The Geelong Arena
8 - 10 Having a Say Conference, Geelong
10 Snap Ironman 70.3 Geelong,
Eastern Beach Reserve
16 Watpac Inter Dominion Qualifying Heats,
Beckley Park
17 Sanitarium Weet-Bix Kids TRY-athlon,
Eastern Beach Reserve
20 Inaugural Community Arts and Community
Festivals Grants Award Night,
City Hall Geelong
21 – 22 The Geelong Tour (Cycling), Portarlington
23 Pako Festa, Geelong West
23 – 24 Relay for Life, Beckley Park Corio
March 2008
1 – 2 Sykes Racing Head of the Schoolgirls Regatta,
Barwon River
2 Clean up Australia Day, Various locations
3 UCI Womens World Cup, Waterfront Geelong
8 – 10 Whyte, Just and Moore Wooden Boat Festival,
Royal Geelong Yacht Club
9 Arts in the Park, Johnstone Park Geelong
9 18th Annual Bellarine Agricultural Show,
Portarlington
14 - 16 Lara Heritage Festival,
Lara Sporting Club ovals
15 Dogs’ Day Out, Belmont
16 Geelong Highland Gathering, Queens Park
11 - 16 Barwon Heads Festival of the Sea,
Barwon River Foreshore
20 Whittington Flame Fest, Whittington Link
21 - 24 39th Jaguar National Rally, Geelong
25 – 30 Bounce Geelong,
Central Geelong and Waterfront Geelong
31 March – 6 April
National Youth Week, Various locations
April 2008
4 Geelong Summit, City Hall Geelong
5 Stampede (Country Music Festival),
Eastern Park Geelong
6 ‘Get on Board’ Beach Day,
Ocean Grove Main Beach
10 Impetus Geelong Youth Awards,
City Hall Geelong
17 – 19 Alcoa Poppykettle Festival, Johnstone Park
and Geelong Performing Arts Centre
25 ANZAC Day March and Dawn Services
Various locations in Geelong
25 – 27 Australian F1 Superboat Grand Prix,
Corio Bay, Geelong
27 Bellarine Rail Trail Fun Day, Drysdale
27 Bellarine Skate Series Grand Final,
Point Lonsdale
May 2008
3 – 4 Enterprize Pirate Weekend, Steampacket Jetty
17 Geelong Dancesport Classic,
South Barwon Civic Centre Belmont
18 RSPCA Million Paws Walk, Eastern Park
25 Wool Expo, Waterfront Geelong
28 2008-2012 City Plan and Annual Budget
Breakfast Launch, City Hall Geelong
June 2008
2 - 6 World Environment Day (a week of activities),
Various locations
6 – 9 National Celtic Festival,
Township of Portarlington
8 - 9 Victorian Racquetball Championships,
Leisuretime Centre
14 Spud Fest, Potato Shed, Drysdale
192

INDEX
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
193
A
Page
Arts, Culture and Heritage Pillar 104
Annual Financial Report 138
Armstrong Creek 83
Asset Management 69
Audit Advisory Committee 66
Auditor General’s Reports; Financial Report and Standard Statements 189
Auditor General’s Reports; Performance Statement 121
Awards – Outstanding achievements 25
B
Bellarine Aquatic Centre
ii,31,95
Belcher Fountain 104
Best Place to Live School Artwork Program i, 110
Best Value 38,113
C
Calendar of Events 191
Central Geelong Parking Precinct Plan 90
Chief Executive Officer 49
Chief Executive Officer’s Message 12
Citizenship 69
City of Greater Geelong at a Glance 9
City Services (Division) 51
Civic Accommodation 31
Community Services (Division) 54
Community Consultations 2007-2008 41-45
Community Engagement 40
Community Infrastructure and Recreation (Division) 55
Community Safety and Security Pillar 87
Conference Centre 30
Contact Council 196
Continuous Improvement 37
Corporate Services (Division) 50
Council appointments to Committees and Groups 14-18,70
Council Elections 13
Council Funding Priorities 30
Council Meetings 19
Councillors 13
Cultural Precinct 31,104
Customer Service Commitments and Achievements 26
D
Democracy Theme 110
Development Sustainability (Division) 52
Documents Available for Public Inspection 67
Domestic Animal (Dogs and Cats) Management Plan 41,87
DW Hope Centre 31
E
Early Learning Centre @ Rosewall 12,100
Eastern Park and Geelong Botanic Gardens Strategic Plan 95
East West Traffic 30,90
Economic Development Pillar 79
Education and Research Pillar 100
Employee Excellence Awards 60
Environment Pillar 83
Equal Employment Opportunity 56
F
Freedom of Information Act 67
G
G21 Geelong Region Alliance 110
Geelong EcoChallenge
ii,83
Geelong Sports Legends Plaza 95
Glossary 195
Greater Geelong Cycling Strategy 90
Greenhouse Reduction Strategy 83
Governance Framework 65
H
Haymarket Site Development 31
Health and Wellbeing Pillar 74
Healthy Beginnings Strategy 74
Heales Road Industrial Estate Framework Plan 79
History of Geelong 4
Human Resource Management 56

I
Internal Audit 66
L
Learning and Development 56
Leisurelink Aquatic Centre 30,96
Local Laws 68
M
Major Projects (Division) 53
Mayor 14
Mayor’s Message 11
Mineral Springs Spa 31
N
National Competition Policy Compliance 68
Newcomb Library 100
O
Occupational Health and Safety 57
Organisation Structure 47
Osborne Precinct 31
P
Parks, Sport and Leisure Pillar 95
Performance Statement 2007-2008 117
Planning and Reporting Framework 20
R
Risk Management Program 68
S
Satyam Computer Services
ii,79
Service Milestones 61
Staff Profile 58
Standard Statements 128-137
Statutory Information 67
Summary of Financial Results 32-35
T
Telecommunications Pillar 108
Transportation Pillar 90
V
Victorian Local Government Indicators 36,123
Vision and Mission
ii
Values and Behaviours 48
Volunteers 62
W
Walking School Bus Program 62,90
Ward Map 14
Western Wedge Infrastructure 30,79
Whistleblower Legislation 67
Whittington Community Renewal 74
Y
Yarra Street Pier 31
Youth Strategy 2007-2011 74
194

GLOSSARY
CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
2007-2008 Annual Business Plan
The business plan the City will pursue over a 12 month period to achieve the objectives
and strategies in the City Plan.
Asset
Property owned by the City.
Best Value
The review of all services provided by Council to ensure they meet the quality and cost
standards and the needs of the community. LGA s208A – s208G.
Capital Projects
Projects that result in the creation or improvement of an asset.
City Plan
The Council Plan that sets out the objectives and strategies the City will strive to achieve
over a four-year period.
CoGG
City of Greater Geelong
Councillors
Elected representatives of Council who serve a four year term.
EFT
Effective Full-time Employment – 1 EFT is equivalent to one person working 38 hours
per week.
Financial Year
This document reports on the financial year from 1 July 2007 to 30 June 2008.
G21 – Geelong Region Alliance
A regional alliance of municipalities, business and organisations to plan for the future
development in the Geelong Region.
Governance
Administration of the City’s compliance with the LGA.
Infrastructure
Long term assets / structures that provide services to the community.
Internal Audit
An independent appraisal function which examines and evaluates the City of Greater
Geelong’s financial, management and internal control systems.
LGA
Local Government Act 1989.
Local Laws
Those laws under the jurisdiction of the Council and enforced by City Staff and/or Victoria
Police.
Non-capital projects
A discretionary project that does not result in the creation of an asset.
Objective
Key to be achieved. City Plan objectives are over a four year period.
Ordinary Council Meeting
Regular scheduled Council Meetings held twice a month.
Outcome
A result of actions focused on objectives
Performance Indicators
Measures used to monitor the performance of the city in achieving its objectives in the
2007-2011 City Plan.
Pillars
Platform for the alignment of objectives and priorities relating to development of the city
in the City Plan 2007-2011.
Portfolio
A specific area of responsibility allocated to each Councillor.
Service Review
See Best Value.
Special Council Meeting
Those Council Meetings held for special purposes and in addition to the twice monthly
ordinary Council Meetings.
Strategy
A plan to implement the long-term objectives of the organisation. See City Plan.
Targets and Measures
Target – level of performance to be achieved.
Measure – method of determining if the outcome has been achieved.
Themes
Platform for the alignment of objectives and priorities relating to the operational aspects
of the City in the City Plan.
Triple Bottom Line
Method used to ensure that economic, social and environmental factors are taken
equally into consideration when measuring the success of an objective.
Victorian Local Government Indicators
Results from the community Satisfaction survey conducted by the Department for Victorian
Communities and Local Governments
Ward
Defined electoral area to which a representative is elected as Councillor.
195

CONTACT COUNCIL
Many of the City’s services and projects are listed in this
Annual Report but if you need further assistance or information
on a service or facility not listed, simply contact us
via one of the following easy ways:
Web
www.geelongaustralia.com.au
Telephone
Pick up the phone between 8am and 5pm weekdays to
call us on (+ 61 3) 5272 5272.
Post
Write to us at:
City of Greater Geelong
PO Box 104
Geelong 3220 Australia
Fax
Send us a fax on (+ 61 3) 5272 4277.
Email
Get online and drop us an email at
contactus@geelongcity.vic.gov.au
Mayor and Councillors
Email them at
mayor@geelongcity.vic.gov.au and
councillor@geelongcity.vic.gov.au
OR phone them on (+ 61 3) 5272 4893.
In Person
You can always visit us at any one of our six conveniently
located Customer Service Centres:
Geelong
City Hall, 30 Gheringhap Street, 131 Myers St
Geelong West
153A Pakington Street
Belmont
Library, 163 High Street
Corio
Corio Shopping Centre
Drysdale
18- 20 Hancock Street
Ocean Grove
Cnr The Avenue and Presidents Avenue
196

CITY OF GREATER GEELONG ANNUAL REPORT 2007-2008
197 Corio Bay

This Annual Report is printed
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ANNUAL REPORT 2007-2008
CITY OF GREATER GEELONG
PO BOX 104
GEELONG 3220 AUSTRALIA
GENERAL ENQUIRIES
03 5272 5272
www.geelongaustralia.com.au
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