City Plan 2009 - 2013 - City of Greater Geelong

WWW.GEELONGAUSTRALIA.COM.AU 

City Plan 

2009 - 2013 

City of Greater Geelong

I love Geelong because there are so 

many places to ride my horse. 

My friends and I go riding each weekend 

and it’s great to discover new tracks. 

Isabelle Anderson

Welcome to City Plan 2009-2013 

The City of Greater Geelong 

acknowledges the Wathaurong as the 

traditional custodians of this land. 

Our Vision 

Geelong: coast, country and 

suburbs is the best place to 

live through prosperous and 

cohesive communities in an 

exceptional environment.

4 City Plan 2009-2013 | City of Greater Geelong 

ABOUT CITY PLAN 

page 06 

ABOUT US 

page 07 

pages 14-15 

OUR COUNCIL 

COMMUNITY 

WELLBEING page 25 

COMMUNITY 

WELLBEING 

COMMUNITY 

WELLBEING 

GROWING THE 

ECONOMY 

GROWING THE 

ECONOMY 

GROWING THE 

ECONOMY 

Table of Contents 

Planning Framework 

Systemic Planning Process 

Gather Data 

Action 

Learning 

Critical 

Success 

Factors 

Sense 

Making 

Information (IM) 

Research, community engagement 

The Systemic 

Planning Process 

is based on the 

concept of continual 

learning from past 

experiences and 

actions in a strategic 

planning context. 

It is designed to promote commitment 

and accountability and links 

community needs, corporate strategic 

directions, plans and outcomes. 

It ensures that council decisions are 

evidence based and establishes clear 

measures of per formance to enable 

progress to be assessed and repor ted. 

Metrics 

Measure and report our progress 

toward achieving outcomes. 

Vision 

The Best Place to Live 

Processes 

Review performance 

and respond. 

Strategic Outcomes 

What we are trying to 

achieve or influence in 

each strategic direction 

Strategies 

Strategies / master 

plans that support the 

Strategic Directions 

Actions / Projects 

Priority Actions within 

Strategies / Master Plans 

Mission 

Building Relationships 


Plan of action to get from current, 

to future state. 

Community Wellbeing, 

Environment, 

Growing the Economy 


Resouce Plan 

Annual Budget 

Implement and Monitor 

An Agreed Vision 

Develop Micro-Plans 

Identify Gaps 

How to Close the Gaps 

A Word from Our Mayor 

John Mitchell - Mayor, 

City of Greater Geelong 

I am very proud to be serving the City of 

Greater Geelong community as Mayor. 

I’ve lived in Geelong all my life and could 

not imagine wanting to live anywhere else, 

nor working for a better purpose than 

making a difference in the lives of the 

people that I represent. 

These are certainly challenging times and 

I want to reassure you that we have put 

together a strong and responsible Budget for 

the 2009-2010 year as part of the City Plan 

for 2009-2013. 

In recognition of the economic climate the rate 

rise has been reduced compared to the figure 

previously forecast in City Plan but we have not 

reduced services, even whilst we continue to 

grow as a region. 

Welcome to the first City Plan of the current 

Council, elected in November 2008. 

We will spend $80.2 million on capital 

works projects ranging from upgrades to 

community facilities to improvements to road 

infrastructure. We have bought forward several 

projects that will stand us in good stead 

when the economy picks up again, and in the 

meantime, we are creating jobs. 

More than ever we need to be planning for and 

delivering services and projects that get to the 

heart of improving the lives of all in our City, 

now and in the future. 

Consequently, Council has identified key 

priorities that represent our long term 

ambitions for the municipality. They do not 

replace or take precedence over the core 

functions of Council or the immediate needs 

of our community. They do however have a 

critical part to play in the future of our region. 

These priority projects are listed on page 19-21. 

This City Plan is about the basics as well as 

delivering on a range of outcomes associated 

with community wellbeing, growing the 

economy, ensuring a sustainable built and 

natural environment, running efficient and 

effective government and representing the 

interests of local people at the State and 

Federal levels. 

It also demonstrates leadership through strong 

economic and financial responsibility. 

My vision is for the City of Greater Geelong to 

continue to be the best place to live, work and 

play. I am confident there is much wisdom 

and energy we can draw on as we work 

together to achieve this vision whilst tackling 

the current challenges. 

PLANNING 

FRAMEWORK 

SYSTEMIC PLANNING 

PROCESS page 09 

SHAPING GEELONG’S 

FUTURE 

Located some 75 kilometres from the Melbourne 

CBD, our municipality is made up of 12 wards and 

has an estimated resident population of 212,400*, 

and is growing. 1,611 new residential dwellings were 

approved in 2007-2008 with total residential dwellings 

estimated at 90,509. 

The municipality covers 1,245km , and is as 

diverse as it is exceptional. 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 readily accessible to 

the world renowned coastline of south-west 

Victoria via the Great Ocean Road, and the 

city centre adjoins the multi-award winning 

Waterfront overlooking Corio Bay. 

Geelong is located in an ideal setting with 

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 ... 

City Plan 2009-2013 is the key document that guides Council’s 

strategic direction for the next four years. It outlines the 

strategies and related actions that we will undertake to ensure 

the Geelong region remains the best place to live. Council will 

embark on an ambitious program of actions in 2009-2010, 

to work towards realising our strategic directions and 

associated outcomes, and Council’s key funding priorities. 

Community input into City Plan 

About Us 

About City Plan 

Community engagement has played a major 

role in developing the strategies and actions 

within City Plan 2009-2013, and will also play 

a major part in the implementation of these 

actions. Community engagement on City Plan 

2009-2013 takes many forms and includes: 

Strategies listed in City Plan have 

undergone a consultation process 

during their development and 

implementation phases. 

Constituents requests to their 

local Councillor. 

Council meeting to give public notice of 

proposed City Plan 2009-2013. 

A public notice in local newspapers 

calling for submissions on the draft 

(28 day submission period). 

Press releases and community 

newsletters on Council’s website and in 

local newspapers. 

Copies of the draft City Plan are available 

at all Customer Service Centres and also 

posted on Council’s website. 

City Plan / Annual Budget 

breakfast launch. 

The city is also a major centre for investment with more than 15,000 businesses 

and a highly skilled workforce of over 115,000 people. 

City Plan 2009-2013 is the Council Plan for the City of Greater Geelong as per the 

Local Government Act 1989 Section 125. 

Strategic Directions and Annual Action Plan 

How you can contribute to 

achieving our Community 

Wellbeing outcomes: 

Encourage a healthy lifestyle. 

Get active – take advantage of one of our 

900 areas of open space, or one of our 

300 playgrounds. 

Broaden your knowledge and skills 

by taking part in a local education or 

training course. 

Get involved in a community project. 

Become a volunteer. 

Visit your local Maternal Child 

Health Centre. 

Make the most of our dedicated 

walking and bike trails. 

Connect with your local neighbourhood. 

Visit your local aquatic and fitness centre. 

Become an active neighbourhood 

watch participant. 

Leave the car at home and walk or ride 

to work. 

Join a local sporting club or 

community group. 

Visit your local library. 

Be an active member of your community 

and have your say. 

Involve your children in playgroup or 

kinder activities. 

Walk your children to school, or 

commence a ‘Walking School Bus’. 


Objective: 

Securing Geelong’s 

Economic Future 

Geelong has a clear blueprint for its 

economic future. As a major city Geelong 

is an important national driver contributing 

considerably to gross domestic product, 

investment and employment growth. 

The three tiers of Government and peak 

groups are working together to ensure that 

businesses are attracted to and retained in 

Geelong. 

The City is emerging as a leader in several 

dynamic industries such as Knowledge, 

Innovation and Research, Advanced 

Manufacturing, Health, Tourism, Food and 

Horticulture. It is important that we continue to 

take advantage and attract industries in these 

growth sectors. 

Investor confidence in the region has been 

at an all time high with several major 

developments recently completed including the 

Transport Accident Commission headquarters, 

Deakin University’s Health Precinct at its 

Waterfront campus and the Edgewater 

apartments. It doesn’t stop here with further 

developments planned, including the much 

anticipated Armstrong Creek Urban Growth 

Area project. 

Our key focus areas in driving future economic 

development will be to provide leadership, 

broker new investment and support existing 

businesses and growth sectors. We must 

continue to be proactive and maximise our 

region’s competitive advantages and secure 

our economic future. More than ever before, 

Geelong truly is open for business. 

Over the next four years we will work with the 

community in aiming to deliver the following 

priority outcomes: 

Plan and develop the National Transport 

and Logistics Precinct. 

Development of the Cosmopolitan Heart. 

Managed Growth. 

Key strategies and master 

plans that will assist in 

delivering this strategic 

direction: 

Economic Development Strategy 

Municipal Strategic Statement 

Armstrong Creek Urban Growth Plan 

Heales Rd Industrial Estate Framework Plan 

Geelong Cultural Precinct Master Plan 

Geelong Retail Strategy 

Geelong Port Structure Plan 

Geelong Marine Industry Project (formerly 

Osborne House Master Plan) 

Central Geelong Structure Plan 

Central Geelong Place Management Plan 

Western Wedge Strategy (Transit Cities) 

Geelong Major Events Strategy 

Film and TV Strategy 

The importance of collaboration 

The aspirations we hold for our community 

cannot be achieved by Council alone. It 

will require collaboration from a number of 

stakeholders, including all levels of government 

through to local community groups. 

Achieving these outcomes will be a challenge, 

so it is important that over the next four years 

we focus on building relationships and working 

closely with stakeholders to ensure the best 

result for our community. 

Key stakeholders we have recognised for this 

strategic direction include: 

The community 

Federal and State Government departments 

Regional Development Australia / 

Regional Development Victoria 

Urban Development Institute of Australia 

Department of Innovation, Industry and 

Regional Development 

Committee for Geelong 

Chamber of Commerce 

Geelong Manufacturing Council 

Geelong Port Authority 

G21 – Geelong Region Alliance 

Vic Roads 

Barwon Water 

Gordon Institute and Deakin University 

Tourism Associations 

Challenges we face 

Every day we are faced with challenges, both 

global and regional. These challenges impact 

on our decision making in the immediate and 

long term. It is important we remain flexible so 

we can respond to the changing needs of our 

community as well as making the most of the 

opportunities that arise. 

Some of the challenges facing us in the 

pursuit of growing our economy include: 

The Global Financial Crisis and what it 

means for Geelong such as the reducing 

capacity for private sector investment, long 

term finance, confidence and commitment. 

Gaining government funding for key 

infrastructure projects. 

Convincing State and Federal Government 

to facilitate key infrastructure projects. 

Marketing our region as a great place to invest. 


Supporting the Delivery of our Strategic Outcomes 

To support the delivery of our strategic directions and outcomes we 

have identified several internal areas of focus. 

These are important as they not only guide us on how we service 

and communicate to our community, but also how we manage 

our staff and resources. We have set ourselves high standards to 

ensure that Geelong not only remains the best place to live, but that 

Council is the best place to work. 

Customer focused organisation: 

Over the past five years we have worked hard to 

build a culture of listening, understanding and 

proactively responding to internal and external 

customer needs. Our goal is to continue to be 

a customer-focused organisation that considers 

the customer’s perspective, and to maximise 

customer satisfaction. This is underpinned by 

our 21 Customer Service Commitments. 

Responsible financial management: 

We will provide a sound financial basis that 

supports our strategic priorities and enables us to 

deliver services and infrastructure that will ensure 

the sustainability of our region into the future. 

Safe work environment: 

We will provide a safe work environment by 

maintaining occupational health and safety 

(OHS) processes which meet and exceed 

current legislative standards, and by continually 

providing OHS training to all our staff. 

Motivated and skilled staff: 

We will encourage our staff to be motivated, 

well-trained and well-resourced to enable them 

to make informed decisions and to deliver 

efficient and effective services that benefit 

our community. 



Sustainable Built and Natural Environment 

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

Outcomes: 

Increased use of public and active transport: 

Options for accessible transport are key to 

sustainability and wellbeing, and are a top 

priority for our community. We will encourage a 

variety of transport modes, urban designs and 

active transport support programs that reduce 

our car dependence. We will give priority to 

these options in planning and development. 

A reduction in the organisation’s 

environmental footprint: 

We want to ensure that all decisions made 

by staff and Council reflect our philosophy of 

environmental sustainability. Whether we are 

planning for the future, designing projects, 

delivering capital works and services or buying 

goods and services, we will reduce the impact 

we have on our natural environment. 

Agreed standards for sustainable development 

are in operation: 

Reflecting our leadership role in the 

community, particularly in implementing the 

Planning Scheme and Building Code, we will 

ensure we meet Environmentally Sustainable 

Development Standards ourselves and 

encourage good design and development in 

the community. 

The Climate Change Adaptation Strategy 

is established: 

Climate change poses a risk in sustaining 

communities into the future. We need to 

ensure we have considered the likely changes 

that will take place in our region and have 

developed a plan to adapt to those changes. 

We will need to work closely with both the 

Federal and State Governments to achieve this 

and to implement the plan. 

Enhancement and protection of natural areas: 

Biological diversity is the natural wealth of 

our municipality and provides the basis for 

our life and prosperity. Our natural systems 

are under stress including waterways, natural 

habitat areas, coastline land and soil. The 

use of the region’s natural resources needs 

to be balanced against the impact on natural 

systems including the potential loss of habitat 

and biodiversity, introduced pests, declining 

soil health, deteriorating water quality and 

climate change impacts. 

Informed and engaged community: 

We will ensure the community is informed 

about matters that impact on their lives and 

have opportunities to participate in decision 

making processes by consulting widely and 

openly. 

Efficient service delivery: 

We will deliver efficient and effective services 

that meet the growing needs of 


The capital works program for 2009- 

2010 is proposed at $56.1 million of 

new capital projects, in addition to $28.0 

million of projects which will be carried 

forward from 2008-2009, and $3.2 

million carried forward into 2010-2011. 

Austin Ward 

Whittington Centre Hub 

St Albans Netball Club pavilion 

Newcomb Football Club floodlights 

Newcomb recycling project 

Beangala Ward 

Memorial Reserve clubroom upgrade 

Shell Rd development concept plan 

Collendina Reserve sports pavilion 

Surfside Family Hub design 

Brownbill Ward 

Landy Field sports lights 

Richmond Crescent Reserve improvements 

Geelong Playspace shade 

Western Oval Flower Stand upgrade 

Buckley Ward 

Grovedale Sports Club redevelopment 

Barwon Heads Village Park skate park 

Waurn Ponds Creek lighting upgrade 

Grovedale Family Hub design 

Ward Highlights 

This chart summarises the value of new capital works projects by Ward. Corporate projects, 

which are required to maintain the efficient ongoing operations of Council 

(eg. Plant Replacement program, Information Technology projects), are shown separately 

Facilities located in one ward are often regional facilities, which benefit the whole community not 

just those living in that particular ward. The value of projects, which fall into this category, have 

been divided evenly over the twelve wards unless specific allocations could be made. 

Cheetham Ward 

Leopold Community Hub 

Bellarine Rail Trail 

Leopold footpath linkages 

Northern Bellarine strategic footpaths 

Corio Ward 

North Shore multi-purpose rooms 

North Shore Family Hub design 

Goldsworthy Reserve upgrade 

Geelong Soccer and Sports Club upgrade 

Coryule Ward 

St Leonards bikepath/walking track 

Portarlington Streetscape upgrade 

Coryule Community Services Strategy 

Portarlington Kindergarten Stage 2 

Cowie Ward 

North Geelong Football and 

Netball Club lighting 

Geelong Rangers clubroom upgrade 

Vines Rd Shopping Centre parking upgrade 

Pettit Park upgrade 

Deakin Ward 

Queens Park water reuse project 

Geelong Ring Road retarding basins 

Augustine Reserve playground 

Highton Reserve pavilion design 

Kardinia Ward 

Belmont Library upgrade 

Waurn Ponds Library design 

South Barwon Cricket Club pavilion upgrade 

South Barwon Football and Netball Club 

netball courts upgrade 

Kildare Ward 

Kardinia Park netball improvements 

Elderslie Reserve improvements 

St Marys Football Club pavilion upgrade 

King Lloyd Reserve improvements 

Windermere Ward 

Corio Sporting Club upgrade 

Lara Lake Kindergarten upgrade 

Lara Sporting Club lighting 

Lara interim library 

Ward highlights for the 2009-2010 financial year include: 

Our Councillors 

Council Funding Priorities 

Our Council has identified key projects 

for the municipality, each of which is 

recognised as having particular strategic 

importance for the future of the Geelong 

region. These priorities represent Council’s 

long term ambitions for the municipality. 

They do not replace or take precedence 

over the core functions of Council. 

The priorities reflect the diverse needs within the municipality, ranging from large scale 

infrastructure development opportunities to grass roots community facilities. In identifying 

the priorities Council took into account the potential impacts of the current global financial 

climate, so economic stimulus and job creation are common themes. 

The following is a summary of the City of Greater Geelong funding priorities. An update on the progress 

of each of these projects will be reported to the community on a quarterly basis. 


Geelong Convention and 

Exhibition Centre 

Overview: 

Geelong is a multi-award winning convention 

destination, however a lack of suitable 

convention space limits our ability to capitalise 

on the growing national conference market 

which generates $17 billion annually. 

The proposed Geelong Convention and 

Exhibition Centre would include a purpose 

built conference and exhibition facility 

designed to cater for 1,200 delegates, with 

4,000 m of associated exhibition space. The 

development would also have banqueting 

facilities including meeting rooms, a business 

centre and some retail outlets. 

Benefits: 

Estimated delegate expenditure of 

$56 million per annum within the region. 

Creation of 600 construction jobs and 

700 ongoing EFT positions. 

The facility is estimated to earn 

$350 million in the first 20 years. 

Offers a large flexible space for 

community use. 

Enhances and activates the Waterfront. 

Objective: 

To improve the health and 

quality of life of all residents of 

Greater Geelong. 

In a sustainable, healthy community, 

people feel safe, have good employment 

and education opportunities, and are 

connected and engaged. 

Council’s contribution to Community Wellbeing 

ranges from traditional services such as home 

care and delivered meals for elderly residents, 

to open space and sporting facilities to keep 

people active, and facilities and libraries to 

support life long learning. 

They include new initiatives which will 

make a difference to priority issues in the 

Geelong region, for example, tackling obesity, 

supporting the ageing population, renewing 

relevant ageing infrastructure, and creating 

opportunities for young children. 

Over the next four years we will work with 

the community to deliver the following 


Improved healthy eating and 

physical activity 

Increased lifelong learning and literacy 

Liveable neighbourhoods 

Key strategies and 

master plans that will 

assist in delivering this 

strategic direction: 

Municipal Early Years Plan – 

Creating Communities for Children 

Geelong Strategic Health Plan 

Live Well Positive Ageing Strategy 

Greater Geelong Cycle Strategy 

Youth Strategy 


Walking More: Walking Safely 

Creativity Plus Strategy 

Disability Action Plan 

Various recreation reserve master plans 

that guide the management and future 

development of reserves 

Playground Upgrade Strategy 

Aquatic Infrastructure Strategy Plan 

Barwon Regional Drug Action Plan 

Domestic Animal (Dogs and Cats) 

Management Plan 

Bellarine Peninsula Strategic Plan 

Geelong Community Safety Strategy 














The community 

Local community and sporting groups 

and organisations 

Federal and State Government 

departments including: 

- Department of Planning and 

Community Development 

- Department of Health Services 

- Department of Education and Early 

Childhood Development, 

Barwon Health 

G21 (Geelong Region Alliance) 

Local media 

Volunteering Geelong 










pursuit of community wellbeing include: 

The potential increase in unemployment 

due to the global financial crisis and 

the impact this has on the wellbeing of 

those affected. 

The demands of a growing population on 

existing infrastructure. 

Impact of population and infrastructure 

growth on existing service levels. 

An increase in the demand for council 

services due to the shift in demographics; 

namely the ageing population and the 

increasing birth rate. 

Funding limitations and competing priorities 

on current and future community services. 

Making programs accessible to the 

community - affordable, relevant, timely 

and reachable. 

Meeting the needs of increased cultural 

diversity within the community. 

Community Wellbeing 



and Annual Action Plan 

City Plan 2009-2013 is structured around the three strategic 

directions which represent the key strengths required by our 

city to continue to prosper into the future. These strategic 

directions are Community Wellbeing, Growing the Economy 

and Sustainable Built and Natural Environment. 

They represent the issues of importance for the Greater Geelong community and identify 

the outcomes, strategies and strategic measures that are currently planned over the next 

four-year period, as well as detailed actions associated with implementing the first year of 

the City Plan. 

Outcome: 

Plan and Develop the National Transport and Logistics Precinct 

We will facilitate the National Transport and Logistics Precinct which is focused on strengthening 

our key existing assets such as Avalon Airport, the Port of Geelong, the Ring Road and Heales Road 

Industrial Estate. We will encourage new assets that compliment the existing assets such as the 

proposed Intermodal at Lara. 

Outcome: 

Development of the Cosmopolitan Heart 

The development of Geelong’s cosmopolitan heart will be driven through key projects that embrace our 

natural and built assets. 



How we will measure our progress in achieving this outcome: 

Measure 

Target 


Measure 

T a r g e t 

The City of Greater Geelong is made up of twelve wards, with 

one councillor elected to represent each ward. The Victorian 

Electoral Commission undertook a review of all Victorian 

electoral structures and as a result several of the City’s ward 

boundaries were changed. A detailed map of the new ward 

structure can be viewed on our website: 

www.geelongaustralia.com.au 

Our Council 

The Victorian Local Government elections were held in November 2008, 

with four new councillors and eight returning councillors elected to represent 

the City over the next four years. 

The Role of Council 

Council operates under the Local 

Government Act 1989 and is elected to 

provide leadership and good governance for 

the municipality and the local community. 

Council has a number of roles including: 

Taking into account the diverse needs of 

the local community in decision making. 

Providing leadership by establishing strategic 

objectives and monitoring achievements. 

Ensuring that resources are managed in 

a responsible and accountable manner. 

Advocating the interests of the local 

community to other communities and 

governments. 

Fostering community cohesion and 

encouraging active participation in civic life. 

Our Council 

The 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 as Mayor 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. 


Civic Accommodation 

Overview: 

Council’s administrative and civic functions 

are currently spread over a number of 

locations. This project will examine the 

potential to construct a single office building 

on a site that Council has acquired within the 

Western Wedge precinct. 

Benefits: 

Improved customer service and business 

delivery through increased internal 

collaboration and communication. 

Energy and resource efficiencies. 

Long term cost saving due to significant 

reductions in rental and utility expenditure 

as well as costs saved on office refits due 

to growth and change. 

More efficient utilisation of staff and 

Council’s administrative functions. 

The economy will be stimulated through 

jobs created during construction and the 

freeing up of commercial space for further 

business investment. 

The Geelong Future Cities 

Project – Arts Precinct 

Overview: 

In partnership with the State Government, 

the Geelong Future Cities project aims to 

develop and implement a strategic, longterm, 

comprehensive master plan to create a 

precinct that enlivens the cultural life of the 

people of Greater Geelong and its visitors. 

To date the project has attracted $7.9 million 

in funding from the State Government. This 

will go towards the upgrade of the Courthouse 

Arts; planning of an upgrade to the Geelong 

Performing Arts Centre; and planning for 

an integrated Geelong Library and Heritage 

Centre. The project also includes an extension 

of the Geelong Gallery and an upgrade of the 

surrounding public realm. 

Benefits: 

Public sector investment will stimulate the 

regional economy. 

Significant increase in visitor numbers. 

State of the art facilities catering for a 

growing community. 

Collaborative cultural opportunities. 

Yarra Street Pier 

Overview: 

The former Yarra Street Pier was part of the 

Geelong Waterfront for more than 100 years 

until it was destroyed by fire in 1984. This 

project proposes to reconstruct the Yarra Street 

Pier providing a public facility that will enhance 

water access, major events, recreation, 

economic and tourism opportunities. 

Benefits: 

Private investments will lead to job creation 

and further indirect economic stimulus. 

The significant economic benefit of the 

Geelong Week sailing event will increase. 

Tourism related retail and other service 

activities along with improved public access 

will add a more vibrant level of activity to 

Central Geelong and the Waterfront. 

Improved environmental conditions in 

Corio Bay. 

Geelong Marine 

Industry Project 

Overview: 

The Geelong Marine Industry Project - 

which has been informed by the Osborne 

House Marine Precinct Masterplan - aims 

to develop an industrial marine precinct 

at St Helens on Corio Bay to support the 

recreational marine industry. 

Included in the precinct would be 

manufacturing, maintenance / repair, storage 

and slip / lift facilities - accompanied by 

marine based retail, clubhouse and improved 

facilities for boating, as well as a restored 

Osborne House homestead. 

Benefits: 

Stimulate job growth in the construction 

sector as well as creating permanent 

employment opportunities in the 

manufacturing, boating and tourism 

industries. 

Cater for the growing need for boating and 

marine industry facilities. 

Improved environmental outcomes. 

Mineral Springs Spa 

Overview: 

The natural mineral water present beneath Corio 

Bay presents a unique opportunity to further 

enhance the Waterfront precinct. 

To capitalise on this untapped source, Council 

proposes to establish a therapeutic mineral 

springs spa and bath house utilising naturally 

occurring mineral water that currently emanates 

from the coast embankment at Eastern Park. 

Benefits: 

Increased health and wellbeing 

opportunities for the local community. 

Increased tourism in the region adding 

stimulus to the local economy. 

Major investment through private 

development and operation. 

Transit Cities 

Overview: 

The Transit Cities program is a State 

Government initiative to improve the use of 

public transport by promoting high density 

developments around public transport hubs 

such as the Geelong Railway Station. 

An area bounded by Corio Bay, La Trobe 

Terrace, Ryrie Street and Moorabool Street 

known as the Western Wedge has been 

earmarked for redevelopment into a more 

intensive commercial and residential area. 

Benefits: 

Better use of existing social and physical 

infrastructure including public transport. 

More efficient use of land and resources. 

A thriving local economy in a revitalised 

urban centre. 

A fairer city through reduced 

social disadvantage. 





Outcome: 

Improved healthy eating and physical activity 

Physical health is critical to the wellbeing of the individual and community - enabling full participation 

in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are 

essential for good health. 


Measure 

Target 


Between 2004 and 2008 the City operated under a planning 

framework of nine pillars and two themes. This served us 

well but the changing economic, social and environmental 

landscape of our region has created new opportunities and 

challenges for our community. 

Shaping Geelong’s Future 

Based on research and consultation, Councillors and the Management Team have adopted 

three strategic directions which represent the key strengths required by our City to continue 

to prosper into the future. These strategic directions are Community Wellbeing, Growing the 

Economy, and Sustainable Built and Natural Environment. 

We have identified 11 key outcomes to assist us to achieve our strategic directions. A series of 

measures have been developed to assess our progress. Each year we will review these outcomes 

and measures, giving us the flexibility to respond to the ever changing needs of our community. 

The outcomes for our community are: 



Outcomes: 

Plan and Develop the National Transport 

and Logistics Precinct: 

We will facilitate the National Transport 

and Logistics Precinct which is focused on 

strengthening our key existing assets such as 

Avalon Airport, the Port of Geelong, the Ring 

Road and Heales Road Industrial Estate. 

We will encourage new assets that compliment 

the existing assets, such as the proposed 

Intermodal at Lara. 


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


Objective: Securing Geelong’s Economic Future 

Outcomes: 

Improved healthy eating and physical activity: 

Physical health is critical to the wellbeing of 

the individual and community - enabling full 

participation in life and minimising avoidable 

treatment costs. A balanced diet and regular 

physical activity are essential for good health. 

Increased lifelong learning and literacy: 

Supporting learning at all stages of life by offering 

a wide variety of experiences and resources 

enabling school readiness through early years, 

interaction and knowledge building and improved 

participation in the workforce and community. 

Liveable neighbourhoods: 

Creating places with easy access to local 

amenities such as shops, parks and reserves 

and community facilities, which encourage 

destination walking, a community focus and 

provide opportunities to reduce isolation. 

Development of the Cosmopolitan Heart: 

The development of Geelong’s cosmopolitan 

heart will be driven through key projects that 

embrace our natural and built assets. 

Managed Growth: 

Geelong will continue to position itself as the 

best place to live by fostering job creation, 

sustainable development practices and 

improved community wellbeing. 

Outcome: 

Managed Growth 

Geelong will continue to position itself as the best place to live by fostering job creation, sustainable 

development practices and improved community wellbeing. 


achieving our Growing the 

Economy outcomes: 

Boost our economy by shopping locally. 

Support small business operators. 

Use local service providers. 

Be welcoming to visitors and tourists. 

Take on an apprentice and help build 

Geelong’s future skills base. 

Hold your business conferences and 

events within the municipality. 

Broaden your skill base and knowledge 

by undertaking further education and 

training opportunities. 




Measure 

Target 

Cr John Doull 

Coryule Ward 

Elected to Council: November 2008 

Portfolio: Environment and 

Sustainability, Climate Change 

Telephone: 0448 560 897 

Email: abley@geelongcity.vig.gov.au 

Cr Doull represents the Coryule Ward which 

includes the townships of Clifton Springs, 

Indented Head, Portarlington, St Leonards and 

Northern Rural Bellarine. 

Cr Jan Farrell 

Beangala Ward 


Portfolio: Democracy and Governance, 

Education and Youth 

Telephone: 0437 103 035 

Email: jfarrell@geelongcity.vic.gov.au 

Cr Farrell represents the Beangala Ward which 

includes the townships of Ocean Grove and 

Point Lonsdale, as well as the rural area of 

Mannerim and parts of Marcus Hill. 

Cr Kylie Fisher 

Corio Ward 


Portfolio: Community Development 

Telephone: 0439 011 003 

Email: kfisher@geelongcity.vic.gov.au 

Cr Fisher represents the Corio Ward which 

includes the suburbs of Corio, Norlane and 

North Shore. 

Cr Cameron Granger 



Telephone: 0448 718 347 

Email: cgranger@geelongcity.vic.gov.au 

Cr Granger represents the Windermere Ward 

which takes in the townships of Avalon, Anakie, 

Lara, Little River, Lovely Banks, Point Wilson, 

Rosewall and Staughtonvale. 

Cr Bruce Harwood 

Kardinia Ward 

Elected to Council: February 2003 

Portfolio: Tourism, Major Events, 

Strategic Development 

Telephone: 0409 512 544 

Email: bharwood@geelongcity.vic.gov.au 

Cr Harwood represents the Kardinia Ward which 

includes Belmont and a large part of Grovedale. 

Cr Andrew Katos 

Deakin Ward 

Elected to Council: May 2008 

Portfolio: Planning, Finance 

Telephone: 0407 042 856 

Email: akatos@geelongcity.vic.gov.au 

Cr Katos represents the Deakin Ward which 

includes the suburbs of Wandana Heights, 

Highton and part of Waurn Ponds, and the 

township of Ceres. 

Cr Dr Srechko ‘Stretch’ Kontelj 

OAM KSJ 

Kildare Ward 

Elected to Council: March 1998 

Portfolio: Major Projects 

Telephone: 0419 327 303 

Email: stretch@geelongcity.vic.gov.au 

Cr Dr Kontelj represents the Kildare Ward which 

takes in the suburbs of Newtown/Chilwell, 

Manifold Heights and Herne Hill, the township 

of Fyansford and parts of Stonehaven. 

Cr Andy Richards 

Buckley Ward 


Portfolio: Parks and Gardens, 

Transport and Infrastructure 

Telephone: 0408 321 344 

Email: arichards@geelongcity.vic.gov.au 

Cr Richards represents the Buckley Ward which 

includes Barwon Heads, Breamlea, Mount 

Duneed, Waurn Ponds, parts of Grovedale and 

the semi-rural areas to the southern boundaries 

of the City. 

Cr David Saunderson 

Cowie Ward 


Telephone: 0409 809 860 

Email: dsaunderson@geelongcity.vic.gov.au 

Cr Saunderson represents the Cowie Ward 

which includes the suburbs of North Geelong, 

Bell Park, Bell Post Hill, Batesford and Hamlyn 

Heights. 



Cr John Mitchell 

Mayor 

Austin Ward 


Portfolio: Communications, Sport and 

Recreation, Heritage, Rural and 

Regional Affairs, Cultural Diversity 

Telephone: 0400 616 147 

Email: jmitchell@geelongcity.vic.gov.au 

Cr Mitchell represents the Austin Ward, which 

includes Breakwater, Moolap, Newcomb, 

Thomson, Whittington and St Albans Park. 

Cr Rod Macdonald 

Deputy Mayor 

Cheetham Ward 


Portfolio: Economic Development. 

Telephone: 0458 509 994 

Email: rmacdonald@geelongcity.vic.gov.au 

Cr Macdonald represents Cheetham Ward 

which includes the townships of Curlewis, 

Drysdale, Leopold and Wallington. 

Cr Barbara Abley AM DSJ 



Portfolio: Arts and Culture 

Telephone: 0419 358 223 

Email: abley@geelongcity.vig.gov.au 

Cr Abley represents Brownbill Ward which 

includes part of East Geelong, Geelong West, 

South Geelong, Drumcondra, Geelong and the 

Central Business District. 

12 

9 

10 

11 

2 

3 

4 

5 

6 

1 

Corio 

Bay 

8 

7 

Introducing our Councillors 

1 . Austin 

2. Cheetham 

3. Coryule 

4. Beangala 

5. Buckley 

6. Deakin 

7 . 

Kardinia 

8. Brownbill 

9. Kildare 

1 0 .Cowie 

1 1 . 

Corio 

1 2 . Windermere 

Heales Road Industrial Estate 

Overview: 

The Heales Road Industrial Estate, adjacent 

to the new Geelong Ring Road in Corio, is the 

most significant emerging industrial area west 

of Melbourne, and is expected to develop rapidly 

over the next five years. Demand for high quality 

industrial land has outstripped supply, but with 

the servicing of a 327 hectare area of the Estate 

with roads and reticulated services, it will provide 

sites for a wide range of industries, maximising 

the area’s very large economic potential. 

Benefits: 

Increased employment opportunities 

through the attraction of new industries. 

Provide stimulus to the local economy. 

Enhance the entry into Geelong. 

Compliments the National Freight and 

Logistics Precinct. 

Ring Road Extension to the 

Bellarine Peninsula 

Overview: 

A complete ring road facility through to the 

Bellarine Peninsula is a much sought after 

aspiration for our region. This link, including 

a possible river crossing is yet to receive 

commitment from the Federal and State 

Government and is currently a component of 

land use planning which is being undertaken as 

part of the Armstrong Creek Urban Growth area. 

Benefits: 

The easing of east west traffic congestion 

through Central Geelong. 

Reduction of traffic through residential 

suburbs and townships. 

Increased tourism opportunities as a result 

of easier accessibility. 

National Transport and 

Logistics Precinct 

Overview: 

Freight and logistics are an industry sector 

which will continue to grow in Australia, and 

in particular the Geelong region. This project 

aims to develop transport links between the 

Heales Road Industrial Estate, the Geelong 

Port and Avalon Airport, and support a freight 

intermodal facility north of Lara. 

Benefits: 

Employment opportunities across all 

sectors of the economy within our region. 

An intermodal facility would strengthen 

the precinct and give it enhanced national 

significance. 

Significant growth potential for new and 

existing business operations such as the 

Geelong Port and Avalon Airport. 

Armstrong Creek 

Overview: 

The vision for Armstrong Creek is a residential 

development that meets the highest standards 

of sustainable living. This is one of the largest 

strategic planning projects ever undertaken by the 

City and will provide for up to 22,000 dwellings 

and a potential population of 54,000 people. 

An Integrated Infrastructure Delivery Plan 

has been developed to guide the planning for 

infrastructure such as roads and drains, as 

well as community and social infrastructure 

that fosters social interaction, health and 

wellbeing and an environmentally sustainable 

way of living. 

Benefits: 

Growth is managed in a sustainable way 

and will provide for diversity in employment 

and social infrastructure. 

Creation of a potential 22,000 jobs. 

Additional construction jobs during the 

development stages. 

Community Renewal 

and Regeneration 

Overview: 

The City is currently involved in a number of 

whole of government responses to addressing 

disadvantage in parts of the municipality 

through improved social, economic, 

educational and physical environments. 

The key projects are: 

Corio Norlane Neighbourhood Renewal – 

community development. 

Corio Norlane Urban Renewal – 

upgrade of built environment, particularly 

public housing. 

Corio Norlane Schools Regeneration – 

consolidation and upgrade of 

educational facilities. 

Whittington Community Renewal. 

Portarlington Community Building Initiative. 

Benefits: 

Increased community involvement in 

decision making and activities enhancing 

community pride. 

Improve the built environment and create 

community employment initiatives. 

In Corio and Norlane, increased mix 

of public / private housing providing for a 

potential population increase of up 

to 30,000. 

In Corio and Norlane, new and remodeled 

schools serving as community hubs, 

including children’s services, community 

services and an adult learning precinct. 

Community Infrastructure 

Overview: 

Council currently provides more than 150 

kindergartens, senior citizens centres, 

libraries and community centres. A strategic 

approach to social infrastructure planning is 

being adopted due to these numerous ageing 

facilities becoming increasingly less fit for 

purpose and the requirement for additional 

facilities due to growth. 

Area specific social infrastructure plans 

will be developed with local communities. 

Implementation will be over the long term and 

will respond to greatest need and will take 

advantage of partnership and government 

funding opportunities. 

Benefits: 

Upgraded community infrastructure which 

meets service provision and environmental 

standards. 

Greater equity across the municipality. 

A greater “sense of place” which builds 

community identity and spirit. 

Easier access by grouping together 

services and working in partnership with 

other organisations. 




Outcome: 


Supporting learning at all stages of life by offering a wide variety of experiences and resources enabling: 

school readiness through early years 

interaction and knowledge building 

improved participation in the workforce and community. 



Measure 

Target 

Outcome: 


Creating places with easy access to local amenities such as shops, parks and reser ves and community facilities, 

which encourage destination walking, a community focus and provide opportunities to reduce isolation. 



Measure 

T a r g e t 

A WORD FROM 

OUR MAYOR page 08 

pages 30-31 pages 32-33 pages 34-35 

SHAPING GEELONG’S 

FUTURE 

pages 12-13 

WARD HIGHLIGHTS 

page 18 

COUNCIL FUNDING 

PRIORITIES page 19 


PRIORITIES 


PRIORITIES 

OUR COUNCILLORS 

STRATEGIC DIRECTIONS AND 

ANNUAL ACTION PLAN 

INTRODUCING OUR 

COUNCILLORS 

pages 16-17 

pages 10-11 

pages 26-27 pages 28-29 

page 22-23 

page 20-21

environmental action. 

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. As a growing region we recognise 

the sustainability of our built and natural 

environment is fundamental to being the 

best place to live. 

We will ensure that all decisions we make, big or 

small, take the sustainability of our environment 

into account. We will do this by minimising our 

impacts, setting standards and being efficient in 

our use of resources. In this way we will reduce 

our own environmental footprint. 




Increase the use of public and active 

transport across the municipality. 

Reduce our organisation’s 

environmental footprint. 

Develop and implement sustainability 

standards for all built form. 

Prepare and implement a strategy for 

adapting to climate change. 

Street Tree Policy 

Enhance our natural areas and increase the 

level of protection for precious habitats and 

areas of biodiversity. 

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. 

Four Year Plan 

Public Transport Strategy 

Environment Management Strategy 

Greenhouse Reduction Strategy and Local 

Action Plan 


Housing Diversity Strategy 

Township Structure Plans 

Armstrong Creek Urban Growth Plan 

Sustainable Water Futures Policy 

Rural Land Use Strategy 

Barwon Region Waste Management Plan 

Storm Water Quality Management Plan 

(including Healthy Waterways) 

Greater Geelong Cycling Strategy 

Geelong Wetlands Strategy 

Domestic Waste Water Strategy 

Eastern Park and Geelong Botanic Gardens 

Strategic Plan 

Clifton Springs Coastal Management Plan 

Limeburners Bay Management Plan 

Geelong Saleyards Conservation 


Barwon River Land Use and Open Space 

Corridor Plan 

Various Drainage and Flood Management 

strategies and plans 












The community 

Transport Companies 

Suppliers 

Developers 

Federal and State Government Departments 

Industry groups 

Interest groups 

G21 – Geelong Region Alliance 


Measure 








pursuit of a sustainable built and natural 

environment include: 

There may be a perception that addressing 

environmental issues is less important in 

light of the global financial crisis which may 

result in a push for cheaper developments 

and decreasing building and environmental 

standards. 

Being prepared to respond to government 

funding programs that benefit our 

environment. 

Major industries lobbying to get the most 

out of existing infrastructure rather than 

seeking to become greener. 

Climate change impacts. 

‘Go Green’ – there are many ways to reduce 

your carbon footprint and save our region’s 

precious resources. 

Plant indigenous plant species. 

Install water saving devices around 

your home. 

Recycle – reduce the amount of new 

materials you use or purchase. 

Reduce unnecessary heating and cooling. 

Buy appliances with the highest 

energy efficiency. 

Ride your bike to work or car pool with 

others in your local area. 

Walk your children to school, or commence 

a ‘Walking School Bus’. 

Use public transport, or take advantage of 

the City’s Park and Ride services. 

Vote with your ‘switch’ and take part in 

the annual Earth Hour event in March 

by switching off non-essential lights and 

electrical appliances for one hour to raise 

awareness towards the need to take action 

on climate change. 

Plant a tree. 

Choose low toxic and biodegradable 

cleaning products. 

Consider environmental standards when 

building or renovating. 

Take part in annual ‘Clean Up Australia 

Day’ activities. 

Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective and to maximise customer satisfaction. 

This is underpinned by our 21 Customer Service Commitments: 

The total budgeted 2009-2010 gross New Assets: 

expenditure for capital projects is $80.2M Projects which result in the creation of totally 

with capital income of $11.8M, making new assets. Council’s New Assets program 

Council’s commitment a net expenditure budget for 2009-2010 is $22.6M (income 

of $68.4M. 

$4.1M). Projects included in this category are 

A capital project is defined as works that result 

Street Construction Special Rates and Charges 

in the creation or improvement of an asset 

($2.5M), North Heales Rd subdivision ($2.5M), 

controlled by the City of Greater Geelong. 

drainage construction ($1.6M), cycling criterium 

Replacement of less than 100 per cent of an 

($1.4M), Corio Landfill rehabilitation ($1.0M), 

asset or replacement that does not extend the 

Eastern Beach children’s pool ($1.0M), civic 

life of an asset is not considered capital. 

accommodation ($1.0M), Lara Library ($0.8M), 

local roads construction ($0.8M), Leopold 

The Capital Projects Program is divided into Community Hub ($1.6M) and Waurn Ponds 

three categories: 

Library ($0.4M). 

Asset Renewal: 

Asset Upgrades: 

This is a grouping of projects which replace Projects which result in the upgrade of an 

100 per cent of an existing asset. Examples of existing asset. These projects involve renewing 

projects in this grouping include footpath, road existing assets to a better standard than the 

and drainage replacement and playground original asset. Also included in this category 

renewal program. Council’s Asset Renewal is provision of new asset components as 

program budget for 2009-2010 is $19.2M an integral part of the upgraded asset. The 

(income $1.6M). Projects included in this estimated total expenditure on asset upgrades 

category are Federal Roads program ($1.6M), for the 2009-2010 financial year will be 

road surfacing program ($3.3M), light fleet $14.4M (income $6.1M). Projects included 

replacement ($2.3M), heavy and dedicated in this category include various sports ground 

plant replacement ($3.2 M), footpath renewal upgrades ($4.2M), streetscapes ($0.6M) and 

($1.9M), road rehabilitation ($1.7M), drainage various building upgrades ($8.3M). 

renewal ($0.7 M), kerb and channel renewal 

($1.0 M) and IT asset replacement ($1.0 M). 

Access 

Fair Treatment 

Our Customer Service Line will be available We will balance individual needs with the 

for public safety issues 24 hours a day, direction of Council and resources available 

seven days a week. 

to achieve the best community outcomes. 

We will provide information that is current If we are unable to meet customer 

and in plain language. 

expectations we will explain why. 

We will offer a variety of payment methods. We will communicate and make available 

We will be available for contact by phone, our privacy policy. 

on-line, in writing and in person. 

We will assist visiting customers within Feedback 

five minutes. 

We will encourage customer feedback and 

view it as an opportunity to improve. 

Knowledge and Attitude 

We will measure our performance on 

We will ensure information provided is up a regular basis to constantly improve 

to date. 

our service. 

We will proactively explain processes and 

take personal responsibility. 

We will act in a manner which is respectful 

to the public. 

Target 

Capital Program 2009-2010 

Infrastructure Leisure ($9.6M) 

A total of $9.6M is proposed for Infrastructure 

Leisure projects which cover parks, 

sportsgrounds, foreshore, aquatic facilities 

and playgrounds. 

The more significant projects include: 

Aquatics ($1.6M) – Leisurelink fixtures and 

equipment, Eastern Beach children’s pool. 

Parks ($0.9M) – Connections Park 

redevelopment, Rippleside Park, Coolabah 

Park, Thomson Reserve, Pettit Park. 

Sports grounds ($6.3M) – Cycling criterium, 

Highton Reserve Pavilion, Geelong Football 

Umpires League clubrooms, Kardinia Park 

netball courts, St Mary’s Football Club 

clubrooms upgrade, South Barwon Football 

and Netball Club netball courts and 

Memorial Reserve Ocean Grove clubrooms. 

Roads ($9.6M) 

The more significant projects include 

road surfacing program ($3.3M), federally 

funded Roads to Recovery projects ($1.6M), 

local roads construction ($0.8M), road 

rehabilitation ($1.7M), VicRoads funded works 

($0.5M) and roads other (bridges, culverts 

etc) ($0.6M). Increased amounts have been 

allocated in 2009-2010 to renewal programs 

road surfacing ($0.4M), roads other ($0.3M) 

and road rehabilitation ($0.2M). 

Fleet ($5.5M) 

The gross purchase cost of $5.5M on 

replacement of light fleet, heavy plant and 

dedicated plant increases by $0.6M relative to 

2008-2009. Trade and sale values for replaced 

units are estimated at $2.0M, leaving a net 

changeover expenditure of $3.5M. 

programs that reduce our car dependence. We will give priority to these options in planning and development. 


Measure 


Measure 

training to all our staff. 


Measure 


Measure 


T a r g e t 

T a r g e t 

T a r g e t 

T a r g e t 

Buildings ($11.6M) 

Streetscapes ($0.7M) 

Special Rates and Charges ($3.6M) 

For the 2009-2010 year, $11.6M will be For the 2009-2010 year, $0.7M will be For the 2009-2010 year, $3.6M will be 

expended on building projects – upgrades expended on streetscape projects. The more expended on Special Rates and Charges 

$8.4M and new $3.2M. The more 

significant projects include Whittington Centre projects. This includes street construction 

significant projects include Courthouse Arts Hub landscaping, Portarlington streetscape ($2.5M), drainage construction ($0.3M), 

redevelopment ($5.2M), Belmont Library and Western Wedge infrastructure – 

footpath construction ($0.3M) and kerb and 

upgrade ($0.6M), Disability Access program Cunningham Street. 

channel construction ($0.3M). 

($0.3M), children’s services facilities upgrades 

Footpaths ($2.0M) 

Carried Forward Works ($28.0M) 

($0.4M), community halls ($0.2M) and toilet 

The ongoing footpath replacement program At the end of each financial year there are 

block upgrades ($0.2M). New projects include 

proposes $1.9M in 2009-2010. Other projects, which are either incomplete or 

civic accommodation ($1.0M), Leopold 

expenditure includes bikepaths/walking tracks not commenced due to planning issues, 

Community Hub ($0.6M) and Waurn Ponds 

at St Leonards Lake. 

weather delays, extended consultation 

Library ($0.4). 

Kerb and Channel ($1.0M) 

etc. For the 2008-2009 project managers 

Drainage ($3.1M) 

The ongoing kerb and channel renewal 

have estimated that $28.0M of capital 

The more significant projects include drainage 

program proposes $1.0M for replacement of 

works will be incomplete and be carried 

construction which is an ongoing program of 

kerb and channel in full block sections, an 

forward into the 2009-2010 year. The more 

drainage related works including upgrading 

increase of $0.1M over 2008-2009. 

significant projects include the Leisurelink 

main drainage infrastructure ($1.6M), drainage 

Aquatic Centre replacement ($13.8M), Corio 

renewal program ($0.7M), Geelong Ring Road Land ($2.6M) 

Landfill rehabilitation ($2.6M), Vines Road 

retarding basins ($0.3M) and implementation of For the 2009-2010 year, $2.6M will be development ($3.0M), North Heales Rd 

the Stormwater Management Plan ($0.2M). An expended on purchase of land including North subdivision ($1.4M), Barwon Heads Skate 

increased amount of $0.4M has been allocated Heales Road subdivision ($2.5M) and New Park ($0.5M), Waterfront timber decking 

in 2009-2010 for drainage renewal programs. Corio and Station Estates ($0.1M). 

replacement ($0.8M), Skilled Stadium turf 

Computer Equipment ($1.8M) 

Waste Collection ($1.2M) 

replacement ($0.7M), and Geelong Motocross 

Expenditure on computer equipment renewal Further provision for Corio Landfill 

relocation ($0.7M). 

is proposed at $1.8M. The more significant rehabilitation of ($1.0M) has been made in 

projects include IT asset replacement program 2009-2010. The ongoing program for new 

($1.0M), field communications system ($0.5), property mobile bins is $0.2M. 

minor acquisitions program ($0.2M) and PAPL 

communications link ($0.2M). 

services or buying goods and services, we will reduce the impact we have on our natural environment. 


Measure 

Target 


Measure 

We will deliver efficient and effective services that meet the growing needs of our community. 


Measure 

Target 

The information provides the link between the objectives of City Plan 2009-2013 and the 

principles and assumptions in the Budget 2009-2010. The Budget 2009-2010 has more 

details on the following information and should be read in conjunction with the SRP. 


Target 

and encourage good design and development in the community. 


Measure 


T a r g e t 

We aim to foster a culture that embraces a consistent set of behaviours that reflect what we all truly value and believe in to deliver 

effective and efficient outcomes for our community. 

Act on our commitments. 

Be open, transparent, ethical 

and honest in our actions. 

Share information. 

Be accountable for our decisions Look for and implement better 

and everything we do. 

ways of doing things. 

Take pride in the job we 

Be open to learning. 

are doing. 

Be responsive to the changing 

Be loyal and support our work needs of the community. 

colleagues and organisation. 

Take responsibility for 

problem solving. 

The staff at the City of Greater Geelong are the key to delivering on the goals and objectives in 

City Plan. The Council’s ability to deliver is determined by the ability of the people. 

The following chart shows the Equivalent Full Time (EFT) staff Council employs to deliver services by 

Division as at March 2009. The EFT changes to increase service levels in 2009-2010 are shown as 

is the associated costs for these staff and a plan of costs for the next four years if staffing numbers 

were to remain constant. 

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. 

associated plans 

Information Technology Strategy 

Marketing Management Strategy 

Risk Management Strategy 

Occupational Health and Safety 

Management Strategy 

Community Fire Management Plan 

Municipal Emergency Management Plan 

Central Geelong Parking Precinct Plan 

Rating Strategy 

Risk and occupation health and 

safety management 

Communications and marketing 

Records management 

Financial management 

Provision and management of 

information technology services 

Property management 

Governance services 

Corporate planning and 

performance reporting 

The Strategic Resource Plan achieves a sustainable financial position for the Council. 

The plan generates a recurrent surplus, which shows that council can meet its day to day 

expenditure from recurrent income. The Plan includes the following assumptions: 

Operating Statement 

Salaries estimate include EBA increases, Asset sales includes sales reasonably 

banding increases and service changes expected to eventuate. Sales of industrial 

CPI of 3.0 per cent each year. 

linked to external funding sources. 

land will be utilised to fund capital works 

Rates income increases following budget Materials and plant and vehicles 

(development costs), as they eventuate. 

year are 4.0 per cent with growth of 1.0 per expenditure has increased by CPI and Recognition of infrastructure from 

cent each year. 

general works by CPI per year after the developers is projected at $15.0M p.a. for 

Municipal charge and garbage charge budget year. 

2010-2011 through to 2012-2013. 

increases at 3.0 per cent in line with CPI Interest expense has increased according 

in the years following the budget year to the borrowing strategy. Interest rate is 

dependant on environmental assurance and 

Balance Sheet 

expected to be retained at 5.75 per cent. 

new processing contracts. 

Council will borrow in line with expenditure Debtors have increased $0.3M per year in 

Government Grants to increase by CPI after on major projects as listed below. 

line with increased rates collectables after 

the budget year. 

Depreciation has increased between 4.0 2009-2010. 

User Fees and Charges have been adjusted and 4.3 per cent to cover new assets 

Creditors have increased $0.4M per year 

for one off items. Remaining user fees and constructed and vested in Council. 

in line with increased cost of goods after 

charges are to increase by CPI. 

Provision for Corio Landfill will continue until 2009-2010. 

Other Fees and Charges including Statutory 2011 when operations at the site will be Employee Benefit Provisions have increased 

Charges to increase by CPI in the years completed and the site will be rehabilitated. $0.8M per year. 

following the budget. 

The average provision is $0.8M per year. 


Measure 

Executive management consists of the Chief Executive Officer and six general managers 

who oversee policy, strategic direction and overall management of the organisation. 

There are 24 departments each of which is overseen by a senior manager, who are 

responsible for the organisation’s day to day operations and strategic management. 

Due to the recent resignation of our Chief Executive Officer Kay Rundle, the General Manager of 

Corporate Services Stephen Griffin has been appointed to the role of acting Chief Executive Officer 

until a new appointment is made. 

Telephone 

Pick up the phone between 8am and 5pm 

weekdays to call us on (+ 61 3) 5272 5272 

Post 

Write to us at: 


PO Box 104 

Geelong 3220 Australia 

Fax 

Send us a fax on (+ 61 3) 5272 4277 

Web 


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 

councillor@geelongcity.vic.gov.au 

OR phone them on (+ 61 3) 5272 4893 

Councillors 

Chief Executive Officer 

In Person 

You can always visit us at any 

one of our seven 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 

Community 

Target 

The 2009-2010 Budget provides for recurrent services of $216.1M. After accounting for non recurrent items including capital income and 

asset recognition, the 2009-2010 budget records a Net Operating Surplus of $34.4M. 

of Council’s income. 

Rate revenue is 61.0 per cent of total revenue 

and reflects an overall average of 4.9 per cent 

rate increase for average residential ratepayers 

and a lift in the Garbage charge from $183.50 

to $190.80 per tenement. Municipal charge 

increases from $75.50 per property to $78.50 

per property as a contribution to the fixed 

costs of Governance. 

Capital Expenditure 

Loans 

Council’s 2009-2010 expenditure on the 

diversity of services provided to residents. 

Rate Increase 

Service Increases 

Rate revenue is 61.0 per cent of total Infrastructure Maintenance and Renewal Capital Projects 

revenue and reflects a 4.9 per cent rate The 2009-2010 Budget continues the trend Total 2009-2010 budgeted expenditure for 

increase for residential, commercial and of increasing expenditure for infrastructure capital projects is $80.2M offset by $11.8M 

industrial ratepayers and a lift in the Waste maintenance in recognition of the need to income, making Council’s commitment a 

Collection Service Charge from $183.50 to address Council’s ageing infrastructure. The net expenditure of $68.4M. This includes an 

$190.80 per tenement. Municipal Charge increase of $3.1M includes an additional estimate of net carryover from 2008-2009 

increases from $75.50 to $78.50 per $1.6M for road and footpath renewal. 

projects $28.0M (which will be subject 

property as a contribution to the fixed costs 

to review at year-end) and an estimate of 

Recycling and Waste Service Charge 

of governance. 

deferred works into 2010-2011 of $3.0M. 

The Recycling and Waste Service Charge 

Overall, the effective increase in residential funds the residential recycling and waste The significant capital projects to be 

rates including movements in the Municipal collection service. This includes the costs undertaken in 2009-2010 in gross dollar value 

Charge and the Waste Collection Service of waste disposal and recycling and green include upgrades to sports grounds $6.2M, 

Charge is 4.9 per cent. 

waste processing, litter bin clearances, street Special Rates and Charges program $3.6M, 

Council prepares an annual Rating Strategy. 

cleaning and the net operating costs of the drainage construction $3.1M, Federal Roads 

The Rating Strategy for 2009-2010 contains 

waste transfer stations (Drysdale and North program $1.6M, road surfacing program $3.3 

Council policy, procedure, rate assistance and 

Geelong). This charge has increased to reflect M, footpath replacement program $2.0M, 

information on the City’s approach to raising 

CPI increments to collection contract and the buildings $11.8M including Courthouse Arts 

of property rates and will be updated to reflect 

increased cost of landfill disposal. The Waste redevelopment , land purchases $2.6M and 

Council’s budget deliberations. 

Collection Charge will increase from $183.50 Corio Landfill rehabilitation $1.0M. 

in 2008-2009 to $190.80 in 2009-2010. 

Borrowing Strategy 

In 2008-2009, a loan of $12.7M was taken up 

to fund capital works. Council has a capacity 

to borrow as prior to 2005-2006 it has not 

taken out long term loans since 1998. 

The 2009-2010 budget provides for $12.5M of 

borrowings to fund the redevelopment of the 

Leisurelink Aquatic Centre in Waurn Ponds. 

health, deteriorating water quality and climate change impacts. 


Measure 

In meeting this we must ensure the governance and financial management of the 

municipality is responsible, accountable and transparent. 

We must also provide a working environment that is not only safe and healthy but encourages 

learning and development opportunities for our staff. Engaging our community on a regular 

basis is important in meeting our challenges and outcomes as it not only serves as a way for 

us to inform, but for the community to provide valuable feedback, ultimately creating strong 

relationships and making Geelong the best place to live. 

maintenance in recognition of the need to address Council’s ageing infrastructure. 

Leisurelink facility. 

In 2008-2009 loans of $12.5M were taken up to fund capital works. Council has capacity to 

borrow as prior to 2005-2006 it had not taken out long term loans since 1998. 

and threats on our natural environment and our environmental capital. 

The response has been to adopt the Sustainable Water Futures Policy to implement important 

water saving and drought recovery initiatives. Council has responded in a positive way to climate 

change with the Greenhouse Reduction Strategy adopted in December 2007, with key initiatives to 

be funded in 2009-2010. 

T a r g e t 

Table of Contents 








Objective: 






leads the community in 

sustainable planning and 





Outcome: 

Increased use of public and active transport by the community 

Options for accessible transport are key to sustainability and wellbeing, and are a top priority for our 

community. We will encourage a variety of transport modes, urban designs and active transport support 

Outcome: 

A reduction in our organisation’s environmental footprint 

We want to ensure that all decisions made by staff and Council reflect our philosophy of environmental 

sustainability. Whether we are planning for the future, designing projects, delivering capital works and 

Outcome: 

Agreed standards for sustainable development are in operation 

Reflecting our leadership role in the community, particularly in implementing the Planning Scheme and 

Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves 

Outcome: 

The Climate Change Adaptation Strategy is established 

Climate change poses a risk in sustaining communities into the future. We need to ensure we have 

considered the likely changes that will take place in our region and have developed a plan to adapt to 

those changes. We will need to work closely with both the Federal and State Governments to achieve 

this and to implement the plan. 

Outcome: 

Enhanced and protected natural areas 

Biological diversity is the natural wealth of our municipality and provides the basis for our life and 

prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline 

land and soil. The use of the region’s natural resources needs to be balanced against the impact on 

natural systems including the potential loss of habitat and biodiversity, introduced pests, declining soil 

SUSTAINABLE BUILT AND 

NATURAL ENVIRONMENT 

pages 36-37 SUSTAINABLE BUILT AND pages 38 -39 SUSTAINABLE BUILT AND pages 40-41 




How you can contribute 

to achieving our 

Sustainable Built and Natural 

Environment outcomes: 

Our Mission 

We will focus on developing 

and maintaining ef fective 

working relationships to deliver 

Council’s strategic directions 

and high quality ser vices that 

meet the changing needs of 


DELIVERING 

CITY PLAN 

Delivering City Plan 

Our Values and Behaviours 

Council prides itself on delivering outcomes that serve 

residents’ needs through committed, motivated, enthusiastic, 

well trained and well resourced staff. 

Integrity 

We will: 

Responsibility 

We will: 

Innovation 

We will: 

Respect 

We will: 


Organisation Structure 

The City’s management structure is comprised of an executive 

management group, and a senior management group. 


Supporting the delivery of 

our strategic outcomes 

Like many organisations we face challenges which we 

must meet daily. Continuing to provide services to meet 

the requirements of a growing population with diverse 

needs is one of many. 

SUSTAINABLE BUILT AND 


pages 42-43 

OUR MISSION 

page 44 

OUR VALUES AND 

BEHAVIOURS page 45 

ORGANISATION 

STRUCTURE page 46 

SUPPORTING THE 

DELIVERY OF OUR 

STRATEGIC OUTCOMES 

page 47 





BUDGET 2009-2010 

Budget 2009-2010 Budget 2009 - 2010 

Customer Focused Organisation 

Over the past five years we have worked hard to build a culture of listening, understanding and 

proactively responding to internal and external customer needs. 

Responsible Financial Management 

We will provide a sound financial basis that supports our strategic priorities and enables us to deliver 

services and infrastructure that will ensure the sustainability of our region into the future. 

Informed and Engaged Community 

We will ensure the community is informed about matters that impact on their lives and have 

opportunities to participate in decision making processes by consulting widely and openly. 

Budget at a Glance 

The 2009-2010 City of Greater Geelong Operating 

Budget features a recurrent surplus of $4.6M to fund 

capital expenditure in 2009-2010. 

Infrastructure Maintenance 

The 2009-2010 Budget continues the trend of increasing expenditure for infrastructure 

Safe Work Environment 

We will provide a safe work environment by maintaining occupational health and safety (OHS) 

processes which meet and exceed current legislative standards and by continually providing OHS 

Efficient Service Delivery 



delivering our services: 

Asset Management Strategy and 

Council Income 

The following summarises the main sources 

Council Services 

The following provides an overview of 

Liquidity 

The 2009-2010 Budget provides for $12.5M of borrowings to fund the replacement of the 

Key Initiatives 2009-2010 Budget 

The City is experiencing an historic period of drought which is placing an array of pressures 

Motivated and Skilled Staff 

We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make 

informed decisions and to deliver efficient and effective services that benefit our community. 

The actions supporting the 

delivery of City Plan 

2009-2013 are part of 

Council’s ongoing day-to-day 

operations, including: 

Human resource management 

SUPPORTING THE DELIVERY 

OF OUR STRATEGIC OUTCOMES 

SUPPORTING THE DELIVERY 

pages 48-49 OF OUR STRATEGIC OUTCOMES pages 50-51 

BUDGET AT 

A GLANCE 

pages 52-53 

Budget 2009 - 2010 Budget 2009 - 2010 


Budget 2009 - 2010 

Human Resources 

Strengthening Our 

Community Assets 

Strategic Resource Plan 

The Strategic Resource Plan (SRP) is a four-year plan 

of the financial and human resources Council requires 

to implement the actions and deliver the goals and 

objectives set out in City Plan 2009-2013. 

Financial Resources 

BUDGET AT 

A GLANCE 

pages 54-55 

STRATEGIC 

RESOURCE PLAN 

pages 56-57 

STRATEGIC 

RESOURCE PLAN 

pages 58-59 


Standard Income Statement 

Standard Statement of Cash Flow 


Standard Balance Sheet 

Standard Statement of Capital Program 

Contact Us 

If you need further assistance 

or information on a service or 

Council facility, simply contact us 

via one of the following easy ways: 

STRATEGIC 

RESOURCE PLAN 

pages 60-61 

STRATEGIC 

RESOURCE PLAN 

pages 62-63 

CONTACT US 

pages 64-65 

City Plan 2009-2013 | City of Greater Geelong 5

About City Plan 

City Plan 2009-2013 is the key document that guides Council’s 

strategic direction for the next four years. It outlines the 

strategies and related actions that we will undertake to ensure 

the Geelong region remains the best place to live. Council will 

embark on an ambitious program of actions in 2009-2010, 

to work towards realising our strategic directions and 

associated outcomes, and Council’s key funding priorities. 

City Plan 2009-2013 is the Council Plan for the City of Greater Geelong as per the 

Local Government Act 1989 Section 125. 

Community input into City Plan 

Community engagement has played a major 

role in developing the strategies and actions 

within City Plan 2009-2013, and will also play 

a major part in the implementation of these 

actions. Community engagement on City Plan 

2009-2013 takes many forms and includes: 

> Strategies listed in City Plan have 

undergone a consultation process 

during their development and 

implementation phases. 

> Constituents requests to their 

local Councillor. 

> Council meeting to give public notice of 

proposed City Plan 2009-2013. 

> A public notice in local newspapers 

calling for submissions on the draft 

(28 day submission period). 

> Press releases and community 

newsletters on Council’s website and in 

local newspapers. 

> Copies of the draft City Plan are available 

at all Customer Service Centres and also 

posted on Council’s website. 

> City Plan / Annual Budget 

breakfast launch. 


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table of 

contents

Geelong is characterised by its bayside 

location and the city’s waterfront precinct 

is a popular tourism destination. 

About Us 

Located some 75 kilometres from the Melbourne 

CBD, our municipality is made up of 12 wards and 

has an estimated resident population of 212,400*, 

and is growing. 1,611 new residential dwellings were 

approved in 2007-2008 with total residential dwellings 

estimated at 90,509. 

The city is also a major centre for investment with more than 15,000 businesses 

and a highly skilled workforce of over 115,000 people. 

The municipality covers 1,245km 2 , and is as 

diverse as it is exceptional. 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 readily accessible to 

the world renowned coastline of south-west 

Victoria via the Great Ocean Road, and the 

city centre adjoins the multi-award winning 

Waterfront overlooking Corio Bay. 

Geelong is located in an ideal setting with 

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 ... 

* Source: Community Profile (profile.id©), Estimated Resident Population as at 30 June 2009 

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Geelong serves as a cultural hub 

for the region and the city holds an 

important collection of public art. 

A Word from Our Mayor 

Welcome to the first City Plan of the current 

Council, elected in November 2008. 

I am very proud to be serving the City of 

Greater Geelong community as Mayor. 

I’ve lived in Geelong all my life and could 

not imagine wanting to live anywhere else, 

nor working for a better purpose than 

making a difference in the lives of the 

people that I represent. 

These are certainly challenging times and 

I want to reassure you that we have put 

together a strong and responsible Budget for 

the 2009-2010 year as part of the City Plan 

for 2009-2013. 

In recognition of the economic climate the rate 

rise has been reduced compared to the figure 

previously forecast in City Plan but we have not 

reduced services, even whilst we continue to 

grow as a region. 

We will spend $80.2 million on capital 

works projects ranging from upgrades to 

community facilities to improvements to road 

infrastructure. We have bought forward several 

projects that will stand us in good stead 

when the economy picks up again, and in the 

meantime, we are creating jobs. 

More than ever we need to be planning for and 

delivering services and projects that get to the 

heart of improving the lives of all in our City, 

now and in the future. 

Consequently, Council has identified key 

priorities that represent our long term 

ambitions for the municipality. They do not 

replace or take precedence over the core 

functions of Council or the immediate needs 

of our community. They do however have a 

critical part to play in the future of our region. 

These priority projects are listed on page 19-21. 

This City Plan is about the basics as well as 

delivering on a range of outcomes associated 

with community wellbeing, growing the 

economy, ensuring a sustainable built and 

natural environment, running efficient and 

effective government and representing the 

interests of local people at the State and 

Federal levels. 

It also demonstrates leadership through strong 

economic and financial responsibility. 

My vision is for the City of Greater Geelong to 

continue to be the best place to live, work and 

play. I am confident there is much wisdom 

and energy we can draw on as we work 

together to achieve this vision whilst tackling 

the current challenges. 

John Mitchell - Mayor, 



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Systemic Planning Process 

Gather Data 

Information (IM) 

Research, community engagement 

Action 

Learning 

Implement and Monitor 


Resouce Plan 

Annual Budget 

Metrics 

Measure and report our progress 

toward achieving outcomes. 

Processes 

Review performance 

and respond. 

Develop Micro-Plans 

Actions / Projects 

Priority Actions within 

Strategies / Master Plans 

The Systemic 

Planning Process 

is based on the 

concept of continual 

learning from past 

experiences and 

actions in a strategic 

planning context. 

It is designed to promote commitment 

and accountability and links 

community needs, corporate strategic 

directions, plans and outcomes. 

It ensures that council decisions are 

evidence based and establishes clear 

measures of performance to enable 

progress to be assessed and reported. 

Critical 

Success 

Factors 

How to Close the Gaps 

Sense 

Making 

An Agreed Vision 

Vision 

The Best Place to Live 

Mission 

Building Relationships 

Identify Gaps 


Plan of action to get from current, 

to future state. 

Community Wellbeing, 

Environment, 


Strategic Outcomes 

What we are trying to 

achieve or influence in 

each strategic direction 

Strategies 

Strategies / master 

plans that support the 


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Shaping Geelong’s Future 

Between 2004 and 2008 the City operated under a planning 

framework of nine pillars and two themes. This served us 

well but the changing economic, social and environmental 

landscape of our region has created new opportunities and 

challenges for our community. 

Based on research and consultation, Councillors and the Management Team have adopted 

three strategic directions which represent the key strengths required by our City to continue 

to prosper into the future. These strategic directions are Community Wellbeing, Growing the 

Economy, and Sustainable Built and Natural Environment. 

We have identified 11 key outcomes to assist us to achieve our strategic directions. A series of 

measures have been developed to assess our progress. Each year we will review these outcomes 

and measures, giving us the flexibility to respond to the ever changing needs of our community. 

The outcomes for our community are: 


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Future plans for the Geelong region take 

into account the economic, social and 

environmental needs of the municipality. 


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

Outcomes: 

Improved healthy eating and physical activity: 

Physical health is critical to the wellbeing of 

the individual and community - enabling full 

participation in life and minimising avoidable 

treatment costs. A balanced diet and regular 

physical activity are essential for good health. 


Objective: Securing Geelong’s Economic Future 

Increased lifelong learning and literacy: 

Supporting learning at all stages of life by offering 

a wide variety of experiences and resources 

enabling school readiness through early years, 

interaction and knowledge building and improved 

participation in the workforce and community. 

Liveable neighbourhoods: 

Creating places with easy access to local 

amenities such as shops, parks and reserves 

and community facilities, which encourage 

destination walking, a community focus and 

provide opportunities to reduce isolation. 

Outcomes: 

Plan and Develop the National Transport 

and Logistics Precinct: 

We will facilitate the National Transport 

and Logistics Precinct which is focused on 

strengthening our key existing assets such as 

Avalon Airport, the Port of Geelong, the Ring 

Road and Heales Road Industrial Estate. 

We will encourage new assets that compliment 

the existing assets, such as the proposed 

Intermodal at Lara. 

Development of the Cosmopolitan Heart: 

The development of Geelong’s cosmopolitan 

heart will be driven through key projects that 

embrace our natural and built assets. 

Managed Growth: 

Geelong will continue to position itself as the 

best place to live by fostering job creation, 

sustainable development practices and 

improved community wellbeing. 

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

Outcomes: 

Increased use of public and active transport: 

Options for accessible transport are key to 

sustainability and wellbeing, and are a top 

priority for our community. We will encourage a 

variety of transport modes, urban designs and 

active transport support programs that reduce 

our car dependence. We will give priority to 

these options in planning and development. 

A reduction in the organisation’s 

environmental footprint: 

We want to ensure that all decisions made 

by staff and Council reflect our philosophy of 

environmental sustainability. Whether we are 

planning for the future, designing projects, 

delivering capital works and services or buying 

goods and services, we will reduce the impact 

we have on our natural environment. 

Agreed standards for sustainable development 

are in operation: 

Reflecting our leadership role in the 

community, particularly in implementing the 

Planning Scheme and Building Code, we will 

ensure we meet Environmentally Sustainable 

Development Standards ourselves and 

encourage good design and development in 


The Climate Change Adaptation Strategy 

is established: 

Climate change poses a risk in sustaining 

communities into the future. We need to 

ensure we have considered the likely changes 

that will take place in our region and have 

developed a plan to adapt to those changes. 

We will need to work closely with both the 

Federal and State Governments to achieve this 

and to implement the plan. 

Enhancement and protection of natural areas: 

Biological diversity is the natural wealth of 

our municipality and provides the basis for 

our life and prosperity. Our natural systems 

are under stress including waterways, natural 

habitat areas, coastline land and soil. The 

use of the region’s natural resources needs 

to be balanced against the impact on natural 

systems including the potential loss of habitat 

and biodiversity, introduced pests, declining 

soil health, deteriorating water quality and 

climate change impacts. 


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Balyang Sanctuary is an outstanding 

natural feature adjacent to the city centre. 

Supporting the Delivery of our Strategic Outcomes 

To support the delivery of our strategic directions and outcomes we 

have identified several internal areas of focus. 

These are important as they not only guide us on how we service 

and communicate to our community, but also how we manage 

our staff and resources. We have set ourselves high standards to 

ensure that Geelong not only remains the best place to live, but that 

Council is the best place to work. 

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Customer focused organisation: 

Over the past five years we have worked hard to 

build a culture of listening, understanding and 

proactively responding to internal and external 

customer needs. Our goal is to continue to be 

a customer-focused organisation that considers 

the customer’s perspective, and to maximise 

customer satisfaction. This is underpinned by 

our 21 Customer Service Commitments. 

Responsible financial management: 

We will provide a sound financial basis that 

supports our strategic priorities and enables us to 

deliver services and infrastructure that will ensure 

the sustainability of our region into the future. 

Safe work environment: 

We will provide a safe work environment by 

maintaining occupational health and safety 

(OHS) processes which meet and exceed 

current legislative standards, and by continually 

providing OHS training to all our staff. 

Motivated and skilled staff: 

We will encourage our staff to be motivated, 

well-trained and well-resourced to enable them 

to make informed decisions and to deliver 

efficient and effective services that benefit 


Informed and engaged community: 

We will ensure the community is informed 

about matters that impact on their lives and 

have opportunities to participate in decision 

making processes by consulting widely and 

openly. 

Efficient service delivery: 

We will deliver efficient and effective services 

that meet the growing needs of 



Council meetings at held at the historic 

City Hall in Gheringhap Street. 

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Our Council 

The City of Greater Geelong is made up of twelve wards, with 

one councillor elected to represent each ward. The Victorian 

Electoral Commission undertook a review of all Victorian 

electoral structures and as a result several of the City’s ward 

boundaries were changed. A detailed map of the new ward 

structure can be viewed on our website: 


The Victorian Local Government elections were held in November 2008, 

with four new councillors and eight returning councillors elected to represent 

the City over the next four years. 

The Role of Council 

Council operates under the Local 

Government Act 1989 and is elected to 

provide leadership and good governance for 

the municipality and the local community. 

Council has a number of roles including: 

> Taking into account the diverse needs of 

the local community in decision making. 

>Providing leadership by establishing strategic 

objectives and monitoring achievements. 

>Ensuring that resources are managed in 

a responsible and accountable manner. 

>Advocating the interests of the local 

community to other communities and 

governments. 

>Fostering community cohesion and 

encouraging active participation in civic life. 

Our Council 

The 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 as Mayor 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. 

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Introducing our Councillors 

12 

1. Austin 

2. Cheetham 

3. Coryule 

4. Beangala 

5. Buckley 

6. Deakin 

7. Kardinia 

8. Brownbill 

9. Kildare 

10. Cowie 

11. Corio 

12. Windermere 

Cr John Mitchell 

Mayor 

Austin Ward 


Portfolio: Communications, Sport and 

Recreation, Heritage, Rural and 

Regional Affairs, Cultural Diversity 

Telephone: 0400 616 147 

Email: jmitchell@geelongcity.vic.gov.au 

Cr Mitchell represents the Austin Ward, which 

includes Breakwater, Moolap, Newcomb, 

Thomson, Whittington and St Albans Park. 

9 

6 

11 

10 

7 

8 

5 

Corio 

Bay 

1 

2 

4 

3 

Cr Rod Macdonald 

Deputy Mayor 

Cheetham Ward 


Portfolio: Economic Development. 

Telephone: 0458 509 994 

Email: rmacdonald@geelongcity.vic.gov.au 

Cr Macdonald represents Cheetham Ward 

which includes the townships of Curlewis, 

Drysdale, Leopold and Wallington. 


Cr Barbara Abley AM DSJ 



Portfolio: Arts and Culture 

Telephone: 0419 358 223 

Email: abley@geelongcity.vic.gov.au 

Cr Abley represents Brownbill Ward which 

includes part of East Geelong, Geelong West, 

South Geelong, Drumcondra, Geelong and the 

Central Business District. 

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Cr John Doull 

Coryule Ward 


Portfolio: Environment and 

Sustainability, Climate Change 

Telephone: 0448 560 897 

Email: jdoull@geelongcity.vic.gov.au 

Cr Doull represents the Coryule Ward which 

includes the townships of Clifton Springs, 

Indented Head, Portarlington, St Leonards and 

Northern Rural Bellarine. 

Cr Cameron Granger 



Telephone: 0448 718 347 

Email: cgranger@geelongcity.vic.gov.au 

Cr Granger represents the Windermere Ward 

which takes in the townships of Avalon, Anakie, 

Lara, Little River, Lovely Banks, Point Wilson, 

Rosewall and Staughtonvale. 

Cr Dr Srechko ‘Stretch’ Kontelj 

OAM KSJ 

Kildare Ward 


Portfolio: Major Projects 

Telephone: 0419 327 303 

Email: stretch@geelongcity.vic.gov.au 

Cr Dr Kontelj represents the Kildare Ward which 

takes in the suburbs of Newtown/Chilwell, 

Manifold Heights and Herne Hill, the township 

of Fyansford and parts of Stonehaven. 

Cr Jan Farrell 

Beangala Ward 


Portfolio: Democracy and Governance, 

Education and Youth 

Telephone: 0437 103 035 

Email: jfarrell@geelongcity.vic.gov.au 

Cr Farrell represents the Beangala Ward which 

includes the townships of Ocean Grove and 

Point Lonsdale, as well as the rural area of 

Mannerim and parts of Marcus Hill. 

Cr Bruce Harwood 

Kardinia Ward 

Elected to Council: February 2003 

Portfolio: Tourism, Major Events, 

Strategic Development 

Telephone: 0409 512 544 

Email: bharwood@geelongcity.vic.gov.au 

Cr Harwood represents the Kardinia Ward which 

includes Belmont and a large part of Grovedale. 

Cr Andy Richards 

Buckley Ward 


Portfolio: Parks and Gardens, 

Transport and Infrastructure 

Telephone: 0408 321 344 

Email: arichards@geelongcity.vic.gov.au 

Cr Richards represents the Buckley Ward which 

includes Barwon Heads, Breamlea, Mount 

Duneed, Waurn Ponds, parts of Grovedale and 

the semi-rural areas to the southern boundaries 

of the City. 

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Cr Kylie Fisher 

Corio Ward 


Portfolio: Community Development 

Telephone: 0439 011 003 

Email: kfisher@geelongcity.vic.gov.au 

Cr Fisher represents the Corio Ward which 

includes the suburbs of Corio, Norlane and 

North Shore. 

Cr Andrew Katos 

Deakin Ward 

Elected to Council: May 2008 

Portfolio: Planning, Finance 

Telephone: 0407 042 856 

Email: akatos@geelongcity.vic.gov.au 

Cr Katos represents the Deakin Ward which 

includes the suburbs of Wandana Heights, 

Highton and part of Waurn Ponds, and the 

township of Ceres. 

Cr David Saunderson 

Cowie Ward 


Telephone: 0409 809 860 

Email: dsaunderson@geelongcity.vic.gov.au 

Cr Saunderson represents the Cowie Ward 

which includes the suburbs of North Geelong, 

Bell Park, Bell Post Hill, Batesford and Hamlyn 

Heights. 



Ward Highlights 

The capital works program for 2009- 

2010 is proposed at $56.1 million of 

new capital projects, in addition to $28.0 

million of projects which will be carried 

forward from 2008-2009, and $3.2 

million carried forward into 2010-2011. 

This chart summarises the value of new capital works projects by Ward. Corporate projects, 

which are required to maintain the efficient ongoing operations of Council 

(eg. Plant Replacement program, Information Technology projects), are shown separately 

Facilities located in one ward are often regional facilities, which benefit the whole community not 

just those living in that particular ward. The value of projects, which fall into this category, have 

been divided evenly over the twelve wards unless specific allocations could be made. 

$5.8 

$5.8 

$4.4 

$4.4 

$14.7 

$14.7 

$3.7 

$3.7 2009 - 2010 

Capital Projects Program 

$3.7 

Gross Expenditure by Ward - 

$3.7 

$56.10M 

$2.3 

$3.5 

$2.3 

$3.5 

$2.5 

$3.5 

$2.5 

$3.5 

$3.3 

$2.7 

$3.3 $3.1 $3.0 $2.7 

$3.1 $3.0 

$14.7M Corporate 

$5.8M $14.7M Kildare Corporate 

$4.4M $5.8M Brownbill Kildare 

$3.7M $4.4M Corio Brownbill 

$3.7M Deakin Corio 

$3.5M $3.7M Beangala Deakin 

$3.5M Windermere Beangala 

$3.3M Kardinia 

$3.1M $3.3M Austin Kardinia 

$3.0M $3.1M Austin Coryule 

$2.7M $3.0M Buckley Coryule 

$2.5M $2.7M Cowie Buckley 

$2.3M $2.5M Cheetham Cowie 

$2.3M Cheetham 

$3.5M Windermere 

Ward highlights for the 2009-2010 financial year include: 

Austin Ward 

> Whittington Centre Hub 

> St Albans Netball Club pavilion 

> Newcomb Football Club floodlights 

> Newcomb recycling project 

Beangala Ward 

> Memorial Reserve clubroom upgrade 

> Shell Rd development concept plan 

> Collendina Reserve sports pavilion 

> Surfside Family Hub design 


> Landy Field sports lights 

> Richmond Crescent Reserve improvements 

> Geelong Playspace shade 

> Western Oval Flower Stand upgrade 

Cheetham Ward 

> Leopold Community Hub 

> Bellarine Rail Trail 

> Leopold footpath linkages 

> Northern Bellarine strategic footpaths 

Corio Ward 

> North Shore multi-purpose rooms 

> North Shore Family Hub design 

> Goldsworthy Reserve upgrade 

> Geelong Soccer and Sports Club upgrade 

Coryule Ward 

> St Leonards bikepath/walking track 

> Portarlington Streetscape upgrade 

> Coryule Community Services Strategy 

> Portarlington Kindergarten Stage 2 

9.6 

9.6 

Deakin Ward 

> Queens Park water reuse project 

> Geelong Ring 11.6 Road retarding basins 

> Augustine Reserve 11.6 playground 

> Highton Reserve pavilion design 

0.7 

9.6 

9.6 

5.5 

5.5 

Kardinia Ward 0.7 0.7 

0.71.0 

3.6 

> Belmont Library upgrade 1.01.2 

3.6 

> Waurn Ponds Library 1.2design 

1.8 

3.1 

> South Barwon Cricket Club 1.8 2.0 

pavilion 2.6 3.1 3.1 

2.0 upgrade 

2.6 3.1 

> South Barwon Football and Netball Club 

11.6 Buildings 

2.6 Land 

netball courts 11.6 9.6 upgrade Buildings Roads 

2.0 2.6 Footpaths Land 

9.6 Infrastructure Roads Leisure 1.8 2.0 Computer Footpaths Equipment 

5.5 9.6 Infrastructure Fleet Leisure 1.2 1.8 Waste Computer Collection Equipment 

Kildare Ward 3.6 5.5 Special Fleet Rates & Charges 1.0 1.2 Kerb Waste & Collection Channel 

3.1 3.6 Drainage Special Rates & Charges 0.7 1.0 Streetscapes Kerb & Channel 

> Kardinia Park 3.1 netball Miscellaneous Drainage improvements 

0.7 Plant Streetscapes & Equipment 

> Elderslie Reserve 3.1 Miscellaneous improvements 0.7 Plant & Equipment 

> St Marys Football Club pavilion upgrade 

> King Lloyd Reserve improvements 

Buckley Ward 

> Grovedale Sports Club redevelopment 

> Barwon Heads Village Park skate park 

> Waurn Ponds Creek lighting upgrade 

> Grovedale Family Hub design 

Cowie Ward 

>North Geelong Football and 

Netball Club lighting 

> Geelong Rangers clubroom upgrade 

> Vines Rd Shopping Centre parking upgrade 

> Pettit Park upgrade 


> Corio Sporting Club upgrade 

> Lara Lake Kindergarten upgrade 

> Lara Sporting Club lighting 

> Lara interim library 


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Geelong’s position as a waterfront city is one of our 

region’s biggest strengths and has led to a wide range 

of public and private development opportunities. 

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Our Council has identified key projects 

for the municipality, each of which is 

recognised as having particular strategic 

importance for the future of the Geelong 

region. These priorities represent Council’s 

long term ambitions for the municipality. 

They do not replace or take precedence 

over the core functions of Council. 

The priorities reflect the diverse needs within the municipality, ranging from large scale 

infrastructure development opportunities to grass roots community facilities. In identifying 

the priorities Council took into account the potential impacts of the current global financial 

climate, so economic stimulus and job creation are common themes. 

The following is a summary of the City of Greater Geelong funding priorities. An update on the progress 

of each of these projects will be reported to the community on a quarterly basis. 

Geelong Convention and 

Exhibition Centre 

Overview: 

Geelong is a multi-award winning convention 

destination, however a lack of suitable 

convention space limits our ability to capitalise 

on the growing national conference market 

which generates $17 billion annually. 

The proposed Geelong Convention and 

Exhibition Centre would include a purpose 

built conference and exhibition facility 

designed to cater for 1,200 delegates, with 

4,000 m 2 of associated exhibition space. The 

development would also have banqueting 

facilities including meeting rooms, a business 

centre and some retail outlets. 

Benefits: 

> Estimated delegate expenditure of 

$56 million per annum within the region. 

> Creation of 600 construction jobs and 

700 ongoing EFT positions. 

> The facility is estimated to earn 

$350 million in the first 20 years. 

> Offers a large flexible space for 

community use. 

> Enhances and activates the Waterfront. 




The Geelong Future Cities 

Project – Arts Precinct 

Overview: 

In partnership with the State Government, 

the Geelong Future Cities project aims to 

develop and implement a strategic, longterm, 

comprehensive master plan to create a 

precinct that enlivens the cultural life of the 

people of Greater Geelong and its visitors. 

To date the project has attracted $7.9 million 

in funding from the State Government. This 

will go towards the upgrade of the Courthouse 

Arts; planning of an upgrade to the Geelong 

Performing Arts Centre; and planning for 

an integrated Geelong Library and Heritage 

Centre. The project also includes an extension 

of the Geelong Gallery and an upgrade of the 

surrounding public realm. 

Benefits: 

> Public sector investment will stimulate the 

regional economy. 

> Significant increase in visitor numbers. 

> State of the art facilities catering for a 

growing community. 

> Collaborative cultural opportunities. 


Yarra Street Pier 

Overview: 

The former Yarra Street Pier was part of the 

Geelong Waterfront for more than 100 years 

until it was destroyed by fire in 1984. This 

project proposes to reconstruct the Yarra Street 

Pier providing a public facility that will enhance 

water access, major events, recreation, 

economic and tourism opportunities. 

Benefits: 

> Private investments will lead to job creation 

and further indirect economic stimulus. 

> The significant economic benefit of the 

Geelong Week sailing event will increase. 

> Tourism related retail and other service 

activities along with improved public access 

will add a more vibrant level of activity to 

Central Geelong and the Waterfront. 

> Improved environmental conditions in 

Corio Bay. 

Geelong Marine 

Industry Project 

Overview: 

The Geelong Marine Industry Project - 

which has been informed by the Osborne 

House Marine Precinct Masterplan - aims 

to develop an industrial marine precinct 

at St Helens on Corio Bay to support the 

recreational marine industry. 

Included in the precinct would be 

manufacturing, maintenance / repair, storage 

and slip / lift facilities - accompanied by 

marine based retail, clubhouse and improved 

facilities for boating, as well as a restored 

Osborne House homestead. 

Benefits: 

> Stimulate job growth in the construction 

sector as well as creating permanent 

employment opportunities in the 

manufacturing, boating and tourism 

industries. 

> Cater for the growing need for boating and 

marine industry facilities. 

> Improved environmental outcomes. 

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The eastern edge of the Geelong Waterfront 

provides glorious views back towards the city. 

Mineral Springs Spa 

Overview: 

The natural mineral water present beneath Corio 

Bay presents a unique opportunity to further 

enhance the Waterfront precinct. 

To capitalise on this untapped source, Council 

proposes to establish a therapeutic mineral 

springs spa and bath house utilising naturally 

occurring mineral water that currently emanates 

from the coast embankment at Eastern Park. 

Benefits: 

> Increased health and wellbeing 

opportunities for the local community. 

> Increased tourism in the region adding 

stimulus to the local economy. 

> Major investment through private 

development and operation. 

Transit Cities 

Overview: 

The Transit Cities program is a State 

Government initiative to improve the use of 

public transport by promoting high density 

developments around public transport hubs 

such as the Geelong Railway Station. 

An area bounded by Corio Bay, La Trobe 

Terrace, Ryrie Street and Moorabool Street 

known as the Western Wedge has been 

earmarked for redevelopment into a more 

intensive commercial and residential area. 

Benefits: 

> Better use of existing social and physical 

infrastructure including public transport. 

> More efficient use of land and resources. 

> A thriving local economy in a revitalised 

urban centre. 

> A fairer city through reduced 

social disadvantage. 

Civic Accommodation 

Overview: 

Council’s administrative and civic functions 

are currently spread over a number of 

locations. This project will examine the 

potential to construct a single office building 

on a site that Council has acquired within the 

Western Wedge precinct. 

Benefits: 

> Improved customer service and business 

delivery through increased internal 

collaboration and communication. 

> Energy and resource efficiencies. 

> Long term cost saving due to significant 

reductions in rental and utility expenditure 

as well as costs saved on office refits due 

to growth and change. 

> More efficient utilisation of staff and 

Council’s administrative functions. 

> The economy will be stimulated through 

jobs created during construction and the 

freeing up of commercial space for further 

business investment. 

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Heales Road Industrial Estate 

Overview: 

The Heales Road Industrial Estate, adjacent 

to the new Geelong Ring Road in Corio, is the 

most significant emerging industrial area west 

of Melbourne, and is expected to develop rapidly 

over the next five years. Demand for high quality 

industrial land has outstripped supply, but with 

the servicing of a 327 hectare area of the Estate 

with roads and reticulated services, it will provide 

sites for a wide range of industries, maximising 

the area’s very large economic potential. 

Benefits: 

> Increased employment opportunities 

through the attraction of new industries. 

> Provide stimulus to the local economy. 

> Enhance the entry into Geelong. 

> Compliments the National Freight and 

Logistics Precinct. 

Ring Road Extension to the 

Bellarine Peninsula 

Overview: 

A complete ring road facility through to the 

Bellarine Peninsula is a much sought after 

aspiration for our region. This link, including 

a possible river crossing is yet to receive 

commitment from the Federal and State 

Government and is currently a component of 

land use planning which is being undertaken as 

part of the Armstrong Creek Urban Growth area. 

Benefits: 

> The easing of east west traffic congestion 

through Central Geelong. 

> Reduction of traffic through residential 

suburbs and townships. 

> Increased tourism opportunities as a result 

of easier accessibility. 

National Transport and 

Logistics Precinct 

Overview: 

Freight and logistics are an industry sector 

which will continue to grow in Australia, and 

in particular the Geelong region. This project 

aims to develop transport links between the 

Heales Road Industrial Estate, the Geelong 

Port and Avalon Airport, and support a freight 

intermodal facility north of Lara. 

Benefits: 

> Employment opportunities across all 

sectors of the economy within our region. 

> An intermodal facility would strengthen 

the precinct and give it enhanced national 

significance. 

> Significant growth potential for new and 

existing business operations such as the 

Geelong Port and Avalon Airport. 


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The Geelong Ring Road has dramatically reduced 

travel times between Geelong and Melbourne. 

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Overview: 

The vision for Armstrong Creek is a residential 

development that meets the highest standards 

of sustainable living. This is one of the largest 

strategic planning projects ever undertaken by the 

City and will provide for up to 22,000 dwellings 

and a potential population of 54,000 people. 

An Integrated Infrastructure Delivery Plan 

has been developed to guide the planning for 

infrastructure such as roads and drains, as 

well as community and social infrastructure 

that fosters social interaction, health and 

wellbeing and an environmentally sustainable 

way of living. 

Benefits: 

> Growth is managed in a sustainable way 

and will provide for diversity in employment 

and social infrastructure. 

> Creation of a potential 22,000 jobs. 

> Additional construction jobs during the 

development stages. 

Community Renewal 

and Regeneration 

Overview: 

The City is currently involved in a number of 

whole of government responses to addressing 

disadvantage in parts of the municipality 

through improved social, economic, 

educational and physical environments. 

The key projects are: 

> Corio Norlane Neighbourhood Renewal – 

community development. 

> Corio Norlane Urban Renewal – 

upgrade of built environment, particularly 

public housing. 

> Corio Norlane Schools Regeneration – 

consolidation and upgrade of 

educational facilities. 

> Whittington Community Renewal. 

> Portarlington Community Building Initiative. 

Benefits: 

> Increased community involvement in 

decision making and activities enhancing 

community pride. 

> Improve the built environment and create 

community employment initiatives. 

> In Corio and Norlane, increased mix 

of public / private housing providing for a 

potential population increase of up 

to 30,000. 

> In Corio and Norlane, new and remodeled 

schools serving as community hubs, 

including children’s services, community 

services and an adult learning precinct. 

Community Infrastructure 

Overview: 

Council currently provides more than 150 

kindergartens, senior citizens centres, 

libraries and community centres. A strategic 

approach to social infrastructure planning is 

being adopted due to these numerous ageing 

facilities becoming increasingly less fit for 

purpose and the requirement for additional 

facilities due to growth. 

Area specific social infrastructure plans 

will be developed with local communities. 

Implementation will be over the long term and 

will respond to greatest need and will take 

advantage of partnership and government 

funding opportunities. 

Benefits: 

> Upgraded community infrastructure which 

meets service provision and environmental 

standards. 

> Greater equity across the municipality. 

> A greater “sense of place” which builds 

community identity and spirit. 

> Easier access by grouping together 

services and working in partnership with 

other organisations. 

For further information please refer 

to the Council Funding Priorities 

2009 document on 


C I T Y O F 

G R E AT E R 

G E E LO N G / 

C O U N C I L 

F U N D I N G 

P R I O R I T I E S / 

2 0 0 9 


A network of walking trails has been 

established within the municipality to 

encourage walking, jogging and cycling. 


and Annual Action Plan 

City Plan 2009-2013 is structured around the three strategic 

directions which represent the key strengths required by our 

city to continue to prosper into the future. These strategic 

directions are Community Wellbeing, Growing the Economy 

and Sustainable Built and Natural Environment. 

They represent the issues of importance for the Greater Geelong community and identify 

the outcomes, strategies and strategic measures that are currently planned over the next 

four-year period, as well as detailed actions associated with implementing the first year of 

the City Plan. 


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Objective: 

To improve the health and 

quality of life of all residents of 

Greater Geelong. 

In a sustainable, healthy community, 

people feel safe, have good employment 

and education opportunities, and are 

connected and engaged. 

Council’s contribution to Community Wellbeing 

ranges from traditional services such as home 

care and delivered meals for elderly residents, 

to open space and sporting facilities to keep 

people active, and facilities and libraries to 

support life long learning. 

They include new initiatives which will 

make a difference to priority issues in the 

Geelong region, for example, tackling obesity, 

supporting the ageing population, renewing 

relevant ageing infrastructure, and creating 

opportunities for young children. 

Over the next four years we will work with 

the community to deliver the following 


> Improved healthy eating and 

physical activity 

> Increased lifelong learning and literacy 

> Liveable neighbourhoods 





> Municipal Early Years Plan – 

Creating Communities for Children 

> Geelong Strategic Health Plan 

> Live Well Positive Ageing Strategy 

> Greater Geelong Cycle Strategy 

> Youth Strategy 

> Municipal Strategic Statement 

> Walking More: Walking Safely 

> Creativity Plus Strategy 

> Disability Action Plan 

> Various recreation reserve master plans 

that guide the management and future 

development of reserves 

> Playground Upgrade Strategy 

> Aquatic Infrastructure Strategy Plan 

> Barwon Regional Drug Action Plan 

> Domestic Animal (Dogs and Cats) 


> Bellarine Peninsula Strategic Plan 

> Geelong Community Safety Strategy 














> The community 

> Local community and sporting groups 

and organisations 

> Federal and State Government 

departments including: 

- Department of Planning and 

Community Development 

- Department of Health Services 

- Department of Education and Early 

Childhood Development, 

> Barwon Health 

> G21 (Geelong Region Alliance) 

> Local media 

> Volunteering Geelong 










pursuit of community wellbeing include: 

> The potential increase in unemployment 

due to the global financial crisis and 

the impact this has on the wellbeing of 

those affected. 

> The demands of a growing population on 

existing infrastructure. 

> Impact of population and infrastructure 

growth on existing service levels. 

> An increase in the demand for council 

services due to the shift in demographics; 

namely the ageing population and the 

increasing birth rate. 

> Funding limitations and competing priorities 

on current and future community services. 

> Making programs accessible to the 

community - affordable, relevant, timely 

and reachable. 

> Meeting the needs of increased cultural 

diversity within the community. 

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Outcome: 

Improved healthy eating and physical activity 

Physical health is critical to the wellbeing of the individual and community - enabling full participation 

in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are 

essential for good health. 


Measure 

Growth in visitor numbers to Council owned leisure centres 

Percentage of residents who participate in organised sport 

Hospital admissions - diabetes 

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

and who fall within healthy weight range parametres 

Percentage of infants breast fed at six months of age 

Regular participation in any physical activity 

Regular participation in walking activity (bush and general) 

Target 

> Increase 

> Increase 

< Decrease 

> Increase 

> Increase 

> Increase 

> Increase 

Improved healthy eating and physical activity 2009-2010 Actions 2009-2010 

Gross Expenditure 

$ 

Swim, Sport and Leisure Upgrades: 

Kardinia Pool, Lara Pool and Waterworld concrete paving 

Leisurelink (new centre) furniture, fixtures and equipment 

Leisuretime Centre - badminton court replacement 

Geelong Arena - court remarking 

Recreation Reserve Upgrades: 

Landy Field sports lights installation 

Floodlighting safety design requirements 

Open Space Networks planning implementation 

Elderslie Reserve landscape works 

Connections Park (Rosewall) - year three of redevelopment plan implementation 

Transvaal Square Master Plan 

Thomson Reserve Master Plan implementation 

Newcomb Football Club floodlights 

Skilled Stadium - portable cricket wicket 

Rippleside Park improvements 

Marshall Reserve tennis facilities 

Waurn Ponds Creek lighting 

Coolabah Park improvements 

John Croft Reserve, Grovedale 

Minor capital renewal - Cheetham Ward 

Haines Reserve improvements 

North Geelong Football and Netball Club lighting 

Pettit Park car park improvements 

Lara Sporting Club - lighting 

Corio Sporting Club football and netball lighting 

Lara Tennis Club lighting and tennis court upgrade 

Sutcliffe Reserve ground improvements 

Ocean Grove Park scoping study 

Shell Road sporting infrastructure - concept plan 

Windmill Reserve resurfacing 

Peter Lowe Reserve resurfacing 

625,000 

1,902,000 


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Improved healthy eating and physical activity 2009-2010 Actions (Cont’d) 2009-2010 


$ 

Recreation Facility Upgrades: 

St Mary’s Football Club change room facilities 

Corio Moorabool Pony Club new clubrooms 

Collendina Reserve sports pavilion 

King Lloyd Reserve pavilion and car park improvements 

Eastern Beach Childrens Pool rebuild 

Geelong Football Umpires League clubroom upgrade 

Barwon Heads Village Park Skate Park 

North Shore Little League facility 

Highton Reserve pavilion improvements 

Richmond Crescent Reserve East Geelong Football Club pavilion improvements 

Grovedale Sports Club pavilion redevelopment 

Kardinia Park netball court development 

St Albans Netball Club pavilion - design and construction 

St Albans Football Club score board 

Memorial Reserve Ocean Grove Football Club clubroom 

West Oval Flower Stand refurbishment 

Landy Field improvement works 

Geelong Soccer and Sports Club clubroom design and lighting upgrade 

Goldsworthy Reserve upgrade 

Bell Post Hill Sports Club toilet upgrade 

Geelong Rangers toilet facility 

Queens Park Shaw Oval hard wicket cricket training facility relocation 

South Barwon Cricket Club pavilion 

Marshall Cricket Club - deck and storage 

South Barwon Football and Netball Club - redesign and rebuild of netball courts 

Barwon Heads Angling Club clubrooms 

Belmont Bowling Club deck 

Drysdale Sports and Cultural Precinct Master Plan 

Drysdale Sporting Clubs - planning project 

Leopold Sporting Clubs - planning project 

Hamlyn Park Bell Park Football Club Master Plan 

Portarlington Sports Precinct Master Plan 

Regional Soccer Strategy - infrastructure provision and sports development 

Playground Development Program: 

Geelong Play Space shade installation 

Augustine Reserve playground installation 

Deakin Estate playground installation 

Elderslie Reserve shade installation 

Playground undersurfacing program 

Portarlington Play Space Master Plan 

Core Playground Development Program 

Community Facilities Upgrades - Children Services Upgrades: 

Newtown/Chilwell Maternal Child Health Centre (Design) 

4,987,000 

669,000 

Cycling criterium track on Belmont Island - design and construction 1,345,000 

St Leonards Lake walking and bicycle track and safety works 100,000 

Playgroup support program for disadvantaged groups and families 84,100 

Food services delivery model implementation 60,000 

Bellarine Rail Trail - safety works 50,000 

Healthy eating and physical activity action plan for the aged 25,000 

30,000 

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The City has a number of programs and projects 

in place to support early childhood development. 

Outcome: 


Supporting learning at all stages of life by offering a wide variety of experiences and resources enabling: 

> school readiness through early years 

> interaction and knowledge building 

> improved participation in the workforce and community. 


Measure 

Playgroup and kindergarten enrolments 

Total number of library visits 

Participation in Adult, Community and Further Education 

U3A Membership 

Target 

> Increase 

> Increase 

> Increase 

> Increase 

Increased lifelong learning and literacy 2009-2010 Actions 2009-2010 


$ 

Libraries: 

1,827,400 

Belmont Library upgrade 

Lara interim library 

Waurn Ponds Library planning and design 

Geelong Regional Library contribution 4,954,231 

Connecting Identities: 

184,000 

Project implementation 

Memory Bank 

Murmur project 

Community Facility Upgrades - Children Services: Lara Lake Kindergarten detailed design; Surf Side Ocean 

465,000 

Grove Children’s Hub and Grovedale Community Hub concept design; Portarlington Kindergarten Stage 2 

build; minor MCH upgrades at Barwon Heads, Surfside and Hendy St Corio, Disbursements to Whittington War 

Memorial Kindergarten and Thomson Kindergarten 

School Holiday Program 507,734 

Development of Municipal Early Years (Infrastructure) Plan at Ocean Grove and Barwon Heads 240,000 

Geelong Kindergarten Association contribution 106,217 

Childrens Week activities 15,000 


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Urban design that provides improved accessibility is one way 

the City helps creates more liveable neighbourhoods. 

Outcome: 


Creating places with easy access to local amenities such as shops, parks and reserves and community facilities, 

which encourage destination walking, a community focus and provide opportunities to reduce isolation. 


Measure 

Percentage of residents who are a member of an organised group 

Percentage of residents involved in volunteering 

Community Satisfaction rating for overall performance in appearance of public areas 

Community Satisfaction rating for overall performance in recreation facilities 

Percentage of residents who feel the area has good facilities and services like shops, childcare, schools, libraries 

Perceptions of safety (at home, in the street, on public transport; day and night) 

Percentage of residents who feel multiculturalism makes life better 

Number of trees planted 

Participation at City of Greater Geelong Events 

Target 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

Liveable neighbourhood 2009-2010 Actions 2009-2010 


$ 

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Courthouse Arts redevelopment 5,217,000 

Youth activity programs, events and initiatives incl.: Courthouse Arts Funding, Youth Participation Program, 

Headspace Facility on Bellarine, Geelong Impetus Youth Awards, Piercing Truth Magazine, SKAART and Youth 

Action Teams 

Community Hub Projects: Leopold, North Shore and Coryule ward 740,000 

Community Facility Upgrades: Disability access program, Community halls upgrades, Mens Sheds East 

Geelong, Northern Suburbs Youth Activity Centre, Cloverdale Community Centre upgrade design, Lara 

Community Centre Masterplan, Potato Shed detail design 

742,198 

690,000 

Community Renewal: Whittington Link landscaping, Whittington community renewal 460,000 

Community Building: 

Whittington community building festival 

Portarlington Community Facilitation project 

Norlane Reference Committee 

Whittington community building and engagement 

100,000 

34,463 

15,000 

50,000 

Streets Ahead safety program for primary school aged children in Whittington area 93,202 

Bell Post Hill/Bell Park/North Geelong Social Needs Study 40,000 

St Leonards (Coles St) Precinct Master Plan 40,000 



Other 2009-2010 initiatives/actions that support Community Wellbeing 2009-2010 


$ 

Community Grant program 240,000 

Safestart Program - for children 0-8 years of age focusing on initiatives preventing unintentional child injury 116,965 

Gants to support community arts 90,000 

Grants to support community festivals 70,000 

Contribution to Diversitat for new facility at DW Hope Centre 50,000 

Best Start Program - improving the health, development and wellbeing of children from birth to school age 42,398 

Development of policy and action plan to support multicultural communities 40,000 

Outreach Preparation for Parenting Service 40,000 

Development and initial implementation of Reconciliation Action Plan to support aboriginal residents 20,000 

Ongoing Community Wellbeing Services and Activities for the Community 

Child care at seven City Learning and Care centres, management of the family day care service and the 

operation of stand alone Council-run Kindergartens at Rosewall and Whittington. 

School holiday programs at five locations across the municipality. 

The Regional Parenting Service, which provides parenting information and support. 

Barwon Inclusion Support Agency, providing support to families, children and staff in the child care industry 

who care for children with additional needs. 

Provision of Maternal and Child Health services through 22 centres with additional specialist support 

services provided into the home as required. 

Immunisation provided from six venues across the municipality. 

Services, facilities and activities that support and promote youth issues and the needs of young people. 

This includes producing the Piercing Truth Magazine, The YouthCan Van, Skate Program and the Geelong 

Youth awards. 

Aged and disability services including respite, personal and general care programs, both in-home and within 


Provision of senior citizens activities and services including meals on wheels and home maintenance. 

Community development and community building and renewal activities. 

Volunteer management. 

Co-ordination and sponsorship of community events and festivals. 

Support of local sporting and community groups. 

Provision of sport, recreation and leisure facilities to promote physical health and wellbeing. 

The management of indoor and outdoor aquatic and fitness centres including Waterworld, Splashdown, 

Leisurelink, Kardinia Aquatic Centre, Lara pool, and the Bellarine Aquatic and Sports Centre. 

The management of leisure centres and stadiums including the Geelong Arena, Skilled Stadium/Sports House, 

Barwon Valley Activity Centre, Surfside Centre, the Geelong Baseball Centre and the Leisuretime Centre. 

The management and operation of golf courses – Balyang Par 3, Elcho Park and Queens Park. 

The provision and maintenance of parks and playgrounds within the municipality, including the Geelong 

Botanical Gardens. 

The provision and maintenance of sporting grounds and public reserves. This includes turf management, 

the management and allocation of Government sporting grants, managing water restrictions, and upgrade of 

facilities such as clubrooms and lighting. 

Support, guidance and assistance to local sporting and social clubs and associations. 

The construction and maintenance of safe walking and bicycle paths. 

Support of the Geelong Regional Library Corporation, including the maintenance and redevelopment of the 

11 library buildings in the municipality. 

Support to arts and cultural services, programs, festivals and events, including the disbursement of the 

Community Arts and Community Festival grants. 

Production of the Arts Directory, Arts Bulletin and the Central Geelong Arts and Culture Walking Trail booklet. 

Operation of Arts and Cultural facilities such as the National Wool Museum, the Geelong Heritage Centre 

and the Potato Shed. 

Maintaining a safe community including the operation of Central Geelong safety cameras, street lighting, 

promoting and participating in activities to improve Central Geelong safety. 



achieving our Community 

Wellbeing outcomes: 

> Encourage a healthy lifestyle. 

> Get active – take advantage of one of our 

900 areas of open space, or one of our 

300 playgrounds. 

> Broaden your knowledge and skills 

by taking part in a local education or 

training course. 

> Get involved in a community project. 

> Become a volunteer. 

> Visit your local Maternal Child 

Health Centre. 

> Make the most of our dedicated 

walking and bike trails. 

> Connect with your local neighbourhood. 

> Visit your local aquatic and fitness centre. 

> Become an active neighbourhood 

watch participant. 

> Leave the car at home and walk or ride 

to work. 

> Join a local sporting club or 

community group. 

> Visit your local library. 

> Be an active member of your community 

and have your say. 

> Involve your children in playgroup or 

kinder activities. 

> Walk your children to school, or 

commence a ‘Walking School Bus’. 

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Objective: 

Securing Geelong’s 

Economic Future 

Geelong has a clear blueprint for its 

economic future. As a major city Geelong 

is an important national driver contributing 

considerably to gross domestic product, 

investment and employment growth. 

The three tiers of Government and peak 

groups are working together to ensure that 

businesses are attracted to and retained in 

Geelong. 

The City is emerging as a leader in several 

dynamic industries such as Knowledge, 

Innovation and Research, Advanced 

Manufacturing, Health, Tourism, Food and 

Horticulture. It is important that we continue to 

take advantage and attract industries in these 

growth sectors. 

Investor confidence in the region has been 

at an all time high with several major 

developments recently completed including the 

Transport Accident Commission headquarters, 

Deakin University’s Health Precinct at its 

Waterfront campus and the Edgewater 

apartments. It doesn’t stop here with further 

developments planned, including the much 

anticipated Armstrong Creek Urban Growth 

Area project. 

Our key focus areas in driving future economic 

development will be to provide leadership, 

broker new investment and support existing 

businesses and growth sectors. We must 

continue to be proactive and maximise our 

region’s competitive advantages and secure 

our economic future. More than ever before, 

Geelong truly is open for business. 




> Plan and develop the National Transport 

and Logistics Precinct. 

> Development of the Cosmopolitan Heart. 

> Managed Growth. 



delivering this strategic 

direction: 

> Economic Development Strategy 


> Armstrong Creek Urban Growth Plan 

> Heales Rd Industrial Estate Framework Plan 

> Geelong Cultural Precinct Master Plan 

> Geelong Retail Strategy 

> Geelong Port Structure Plan 

> Geelong Marine Industry Project (formerly 

Osborne House Master Plan) 

> Central Geelong Structure Plan 

> Central Geelong Place Management Plan 

> Western Wedge Strategy (Transit Cities) 

> Geelong Major Events Strategy 

> Film and TV Strategy 















> Federal and State Government departments 

> Regional Development Australia / 

Regional Development Victoria 

> Urban Development Institute of Australia 

> Department of Innovation, Industry and 

Regional Development 

> Committee for Geelong 

> Chamber of Commerce 

> Geelong Manufacturing Council 

> Geelong Port Authority 

> G21 – Geelong Region Alliance 

> Vic Roads 

> Barwon Water 

> Gordon Institute and Deakin University 

> Tourism Associations 










pursuit of growing our economy include: 

> The Global Financial Crisis and what it 

means for Geelong such as the reducing 

capacity for private sector investment, long 

term finance, confidence and commitment. 

> Gaining government funding for key 

infrastructure projects. 

> Convincing State and Federal Government 

to facilitate key infrastructure projects. 

> Marketing our region as a great place to invest. 

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Avalon Airport is one of the fastest growing 

passenger terminals in Australia and supports 

a substantial aircraft maintenance industry. 

Outcome: 

Plan and Develop the National Transport and Logistics Precinct 

We will facilitate the National Transport and Logistics Precinct which is focused on strengthening 

our key existing assets such as Avalon Airport, the Port of Geelong, the Ring Road and Heales Road 

Industrial Estate. We will encourage new assets that compliment the existing assets such as the 

proposed Intermodal at Lara. 


Measure 

Target 

Heales Rd number of serviced lots available for sale 

10 available for sale 

Avalon International Terminal approved Completion 2010 

Business Plan for National Transport Freight and Logistics Hub agreed Completion 2009-2010 

Intermodal planning process completed Completion 2010 

Selection of preferred developer for Geelong Marine Industry Project Completion 2010 

Plan and Develop the National Transport and 

Logistics Precinct 2009-2010 actions 

2009-2010 


$ 

North Heales Road Industrial Precinct subdivision 2,490,000 

Geelong Marine Industry Project - expression of interest stage 50,000 


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The Farmers Market adds to the 

vibrancy of Central Geelong. 

Outcome: 

Development of the Cosmopolitan Heart 

The development of Geelong’s cosmopolitan heart will be driven through key projects that embrace our 

natural and built assets. 


Measure 

Target 

Civic Accommodation financial options process completed October 2009 

Courthouse Arts construction completed June 2010 

Agreed plan for Yarra St Pier developed November 2009 

Library Heritage Centre business case completed and submitted to State Government November 2009 

GPAC business case completed and submitted to State Government November 2009 

Overall satisfaction with Central Geelong 

> Increase 

Cultural Precinct visitation 

> Increase 

(Geelong Gallery, Library, Heritage Centre, Courthouse Arts, GPAC) 

Central Geelong presentation – Cleanliness Index 

> Increase 

Development of the Cosmopolitan Heart 2009-2010 actions 2009-2010 


$ 

Geelong Art Gallery contribution 818,000 

Geelong Central City Management - programs and activities 551,364 

National Wool Museum Master Plan development 35,000 

Development of a social history of the Palais 12,000 

Bud lighting of trees in Geelong West precinct 10,000 

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Outcome: 

Managed Growth 

Geelong will continue to position itself as the best place to live by fostering job creation, sustainable 

development practices and improved community wellbeing. 


Measure 

Target 

Regional unemployment rate 

Maintain the average difference between the 

Geelong and Victorian unemployment rate 

Geelong Urban Growth Strategy completed December 2010 

Investment (number and value of building permits) – domestic and non-domestic 

> Increase 

Years supply of zoned residential land available in the Geelong region 10+ years available of residential lots by 2013 


March 2010 

Structural Plans for N. E. Employment Precinct and 

East Precinct residential area completed 

Armstrong Creek State Government funding bid submitted March 2010 

Scope and business case for Managing Growth Resource Plan completed June 2010 

Managed Growth 2009-2010 actions 2009-2010 


$ 

Skilled Stadium contribution to new stand 1,500,000 

Civic Accommodation project - investigation and feasibility 1,000,000 

G21 - Geelong Region Strategic Alliance contribution 361,000 

Implementation of Armstrong Creek Urban Growth Plan 250,000 

Skilled Migration Project 2008-2011 110,000 

Development of Geelong Region Information and 

60,000 

Communication Technology (ICT) Industry Cluster 

Lara Shopping Centre - Stage planning 50,000 

G21 Marketing Alliance - to undertake regional marketing initiatives 30,000 

Increased berthing infrastructure for Waterfront events 30,000 

Leopold Recreational and Retail Precinct Planning - investigation into centre extension 30,000 

Geelong Urban Growth Strategy 

Part of recurrent operations 


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Geelong is the host city for the 2010 UCI 

Road Cycling World Championships. 

Other 2009-2010 initiatives/actions that support Growing the Economy 2009-2010 


$ 

Contribution to Geelong Major Events 855,000 

Conference Marketing and Delegate Boosting programs 299,749 

Provide for tourist information and administrative support centres 

within the Geelong region 

258,410 

UCI Road Cycling World Championships - support 120,000 

Channel 31 - increased Geelong presence on television 95,000 

Development of the Geelong biotechnology industry 66,322 

Incentive grants to support investment attraction 25,000 

Geelong Bellarine Strategic Tourism Program 20,000 

Contribution to the Geelong Manufacturing Council 20,000 

Ongoing Growing the Economy Services and Activities for the Community 

Industry and business support including promoting and supporting increased economic activity, employment 

opportunities and investment. 

Attracting, supporting, funding and hosting of major events and festivals. 

Promotion and management of Central Geelong and Waterfront, and operation of the Carousel. 

Promoting the Geelong region as a business and leisure tourism destination including operation of the Visitor 

Information Centres. 

Urban revitalisation of Central Geelong and townships. 

Management of venues such as Skilled Stadium and The Arena which host national and international 

sporting and entertainment events. 

Planning scheme amendments to rezone land, and facilitate sustainable development of retail centres and 

industrial land developments. 

The management and coordination of major planning developments such as the Western Wedge and 

Armstrong Creek, to ensure continued sustainable economic growth of the region. 

Attracting and supporting the investment of Innovation, Knowledge and Research Industries within the 

region. 

Maintenance and data updates of the City of Greater Geelong Community Profile and Forecast website, 

which can be accessed by community groups, investors, business, students and the general public. 


achieving our Growing the 

Economy outcomes: 

> Boost our economy by shopping locally. 

> Support small business operators. 

> Use local service providers. 

> Be welcoming to visitors and tourists. 

> Take on an apprentice and help build 

Geelong’s future skills base. 

> Hold your business conferences and 

events within the municipality. 

> Broaden your skill base and knowledge 

by undertaking further education and 

training opportunities. 

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Objective: 


leads the community in 

sustainable planning and 

environmental action. 

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. As a growing region we recognise 

the sustainability of our built and natural 

environment is fundamental to being the 

best place to live. 

We will ensure that all decisions we make, big or 

small, take the sustainability of our environment 

into account. We will do this by minimising our 

impacts, setting standards and being efficient in 

our use of resources. In this way we will reduce 

our own environmental footprint. 




> Increase the use of public and active 

transport across the municipality. 

> Reduce our organisation’s 

environmental footprint. 

> Develop and implement sustainability 

standards for all built form. 

> Prepare and implement a strategy for 

adapting to climate change. 

> Enhance our natural areas and increase the 

level of protection for precious habitats and 

areas of biodiversity. 






> Public Transport Strategy 

> Environment Management Strategy 

> Greenhouse Reduction Strategy and Local 

Action Plan 


> Housing Diversity Strategy 

> Township Structure Plans 

> Armstrong Creek Urban Growth Plan 

> Sustainable Water Futures Policy 

> Rural Land Use Strategy 

> Barwon Region Waste Management Plan 

> Storm Water Quality Management Plan 

(including Healthy Waterways) 

> Greater Geelong Cycling Strategy 

> Geelong Wetlands Strategy 

> Domestic Waste Water Strategy 

> Eastern Park and Geelong Botanic Gardens 

Strategic Plan 

> Clifton Springs Coastal Management Plan 

> Limeburners Bay Management Plan 

> Geelong Saleyards Conservation 


> Barwon River Land Use and Open Space 

Corridor Plan 

> Various Drainage and Flood Management 

strategies and plans 

> Street Tree Policy 















> Transport Companies 

> Suppliers 

> Developers 

> Federal and State Government Departments 

> Industry groups 

> Interest groups 

> G21 – Geelong Region Alliance 










pursuit of a sustainable built and natural 

environment include: 

> There may be a perception that addressing 

environmental issues is less important in 

light of the global financial crisis which may 

result in a push for cheaper developments 

and decreasing building and environmental 

standards. 

> Being prepared to respond to government 

funding programs that benefit our 

environment. 

> Major industries lobbying to get the most 

out of existing infrastructure rather than 

seeking to become greener. 

> Climate change impacts. 

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Geelong is linked to Melbourne and Victoria’s 

western precincts by rail and road. 

Outcome: 

Increased use of public and active transport by the community 

Options for accessible transport are key to sustainability and wellbeing, and are a top priority for our 

community. We will encourage a variety of transport modes, urban designs and active transport support 

programs that reduce our car dependence. We will give priority to these options in planning and development. 


Measure 

Modes of transport used in getting to work / school 

Geelong Train Station usage - 5,000 persons per day by 2025 

Regular participation in walking activity (general) 

Regular participation in cycling activity (excludes triathlon / competition) 

Target 

> Increase 

> Increase 

> Increase 

> Increase 

Increase use of public and active transport 2009-2010 actions 2009-2010 


$ 

Western Wedge walkability infrastructure - Cunningham Street - improved pedestrian amenity linking Waterfront 

150,000 

and central retail precincts 

Central Geelong Park and Ride shuttle service 125,000 

Travel Smart -Stage Two 120,000 

Building Bellarine Connections - Bellarine Peninsula community transport project 112,480 

Bicycle infrastructure program 90,000 

Western Wedge walkability infrastructure - pedestrian signage scheme 70,000 

Summer Circuit Bus service 58,875 

Leopold Footpath linkages - Stage 2 50,000 

30 year Road Transport Strategy development 40,000 

North Bellarine (Drysdale) strategic footpaths project 25,000 

Walkability project Corio / Norlane (walking / riding tracks) 20,000 

Peninsula Park and Ride service (Ocean Grove / Barwon Heads) 10,000 

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Outcome: 

A reduction in our organisation’s environmental footprint 

We want to ensure that all decisions made by staff and Council reflect our philosophy of environmental 

sustainability. Whether we are planning for the future, designing projects, delivering capital works and 

services or buying goods and services, we will reduce the impact we have on our natural environment. 


Measure 

30 per cent emissions reduction target as a minimum from 2006 levels by 

2010, 60 per cent reduction by 2025 

Percentage green energy purchase 

Number of vehicles using low emission or alternative fuels in Councils vehicle fleet 

Council’s purchase and use of products made from recycled and renewable materials 

Target 

< Decrease emissions 

> Increase 

> Increase 

> Increase 

Reducing our organisation’s environmental footprint 2009-2010 actions 2009-2010 


$ 

Greenhouse Reduction Local Action Plan - year two implementation 300,000 

Trial installation of energy efficient street lights 30,000 

Greenhouse Reduction Strategy - environmental audits 20,000 


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Geelong’s appeal as a lifestyle city has contributed 

to continued strong population growth. 

Outcome: 

Agreed standards for sustainable development are in operation 

Reflecting our leadership role in the community, particularly in implementing the Planning Scheme and 

Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves 

and encourage good design and development in the community. 


Measure 

Implementation of STEP Program 

(STEP program - encouraging positive sustainable built environment outcomes through the planning process. 

This is a Moreland City Council initiative) 

Target 

June 2011 

Agreed standards for sustainable development 2009-2010 actions 

Actions working towards achieving this outcome are part of the recurrent ongoing services of Council 

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Outcome: 

The Climate Change Adaptation Strategy is established 

Climate change poses a risk in sustaining communities into the future. We need to ensure we have 

considered the likely changes that will take place in our region and have developed a plan to adapt to 

those changes. We will need to work closely with both the Federal and State Governments to achieve 

this and to implement the plan. 


Measure 

The existence of an adopted Climate Change Adaptation Strategy 

Target 

(1) Adoption 

(2) Implementation 

Climate Change Adaptation Strategy 2009-2010 actions 2009-2010 


$ 

Water saving and drought recovery program: 

1,739,040 

Ground renovation / improvement program 

Queens Park water re-use project 

Newcomb recycling project 

Significant tree watering project 

Conversion of sporting fields to drought tolerant grasses 

Maintenance on sporting grounds - warm season turf 

Drought related tree removals 

Development of a Climate Change Adaptation Strategy 50,000 


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Environmental sustainability is a fundamental 

principle of the City’s strategic planning. 

Outcome: 

Enhanced and protected natural areas 

Biological diversity is the natural wealth of our municipality and provides the basis for our life and 

prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline 

land and soil. The use of the region’s natural resources needs to be balanced against the impact on 

natural systems including the potential loss of habitat and biodiversity, introduced pests, declining soil 

health, deteriorating water quality and climate change impacts. 


Measure 

Control of noxious weed re-infestation and re-growth on Council’s conservation reserves 

Reduction in pest animal and vermin numbers in Council reserves 

Survival rate of native revegetation program 

Number of Council managed water bodies rehabilitated 

Target 

95% success rate in control program 

90% success rate in reduction program 

90% survival rate of native revegetation program 

One completed annually 

Enhancement and protection of our natural areas 2009-2010 actions 2009-2010 


$ 

Council environmental reserves improvement works 305,000 

Coastal and conservation reserves and infrastructure maintenance 289,468 

Geelong Saleyards Conservation Management Plan works 286,800 

Stormwater Quality Management Plan Implementation 200,000 

Fire management of roadside biodiversity conservation areas 120,000 

Geelong Healthy Waterways program 75,000 

Geelong Botanic Gardens irrigation system replacement 70,000 

Water quality programs 42,000 

Breamlea Biomass Reduction program 40,000 

Vermin control program 29,000 

Weed control program 27,000 

Botanic Gardens Master Plan - stage two implementation 25,000 

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Other 2009-2010 initiatives/actions that support a Sustainable Built 

and Natural Environment 

Roads - construction and design including local roads, Federal Roads Program 

and Vic Roads funded works 



$ 

8,936,000 

Special rates and charges to carry out roads, footpath and drainage works 3,350,000 

Drainage design and construction program 2,840,000 

Footpath renewal program 2,500,000 

Kerb and channel renewal program 1,600,000 

Corio Landfill rehabilitation 1,000,000 

Streetscape upgrades - Portarlington, TAC Precinct 642,000 

Traffic management - investigation, design and construction 686,000 

Tree planting, establishment and aftercare 297,000 

East-West Traffic improvements - signal linking 100,000 

Geelong Botanic Gardens - glasshouse refitting 63,000 

Ongoing Sustainable Built and Natural Environment services and activities for the community 

Environmental protection and management programs including: 

> Flora and fauna 

> Biodiversity conservation 

> Weed and vermin control 

> Bush land regeneration 

> Coastal, wetland and conservation reserve protection and management 

> Education and awareness publications and activities 

> Land use plans to provide direction on permissible uses and management of crown and 

council owned land. 

Commercial and residential garbage, recycling and green waste collection. 

Planning and processing of planning scheme amendments to facilitate sustainable land use and 

development in the municipality and ensure sustainable urban design of our natural and built environment. 

The assessment and processing of planning and building applications and permits. 

The management and regeneration of public parks and reserves. 

The design, construction, maintenance and repairs of local roads, footpaths, and storm water drains. 

Provision and maintenance of bicycle and walking tracks. 

Advocating for public transport improvements and supporting and promoting its use. 

Maintaining a healthy built and natural environment through pest control and street / public 

facilities cleaning services. 

The conservation of the municipality’s historic buildings, through Heritage studies to identify and document 

buildings and areas of historical and cultural significance, and the management of Heritage overlays. 

A free Heritage Advisory Service to assist owners of properties subject to a Heritage Overlay in making 

informed decisions about restoration, maintenance, alterations and additions to their buildings. 

How you can contribute 

to achieving our 

Sustainable Built and Natural 

Environment outcomes: 

> ‘Go Green’ – there are many ways to reduce 

your carbon footprint and save our region’s 

precious resources. 

> Plant indigenous plant species. 

> Install water saving devices around 

your home. 

> Recycle – reduce the amount of new 

materials you use or purchase. 

> Reduce unnecessary heating and cooling. 

> Buy appliances with the highest 

energy efficiency. 

> Ride your bike to work or car pool with 

others in your local area. 

> Walk your children to school, or commence 

a ‘Walking School Bus’. 

> Use public transport, or take advantage of 

the City’s Park and Ride services. 

> Vote with your ‘switch’ and take part in 

the annual Earth Hour event in March 

by switching off non-essential lights and 

electrical appliances for one hour to raise 

awareness towards the need to take action 

on climate change. 

> Plant a tree. 

> Choose low toxic and biodegradable 

cleaning products. 

> Consider environmental standards when 

building or renovating. 

> Take part in annual ‘Clean Up Australia 

Day’ activities. 


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The Bellarine Rail Trail provides a 

pedestrian and cycle route across 

the popular Bellarine Peninsula. 

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Our Mission 

We will focus on developing 

and maintaining effective 

working relationships to deliver 

Council’s strategic directions 

and high quality services that 

meet the changing needs of 


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The City commits many millions to road 

and footpath maintenance each year. 

Our Values and Behaviours 

Council prides itself on delivering outcomes that serve 

residents’ needs through committed, motivated, enthusiastic, 

well trained and well resourced staff. 

We aim to foster a culture that embraces a consistent set of behaviours that reflect what we all truly value and believe in to deliver 

effective and efficient outcomes for our community. 

Integrity 

We will: 

> Act on our commitments. 

> Be open, transparent, ethical 

and honest in our actions. 

> Share information. 

Responsibility 

We will: 

> Be accountable for our decisions 

and everything we do. 

>Take pride in the job we 

are doing. 

> Be loyal and support our work 

colleagues and organisation. 

> Take responsibility for 

problem solving. 

Innovation 

We will: 

> Look for and implement better 

ways of doing things. 

> Be open to learning. 

> Be responsive to the changing 

needs of the community. 

Respect 

We will: 

> Listen and seek to understand 

the views of others. 

> Be considerate and courteous. 

> Recognise everyone’s 

contribution and value a job 

well done. 

> Build positive relationships. 

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Organisation Structure 

The City’s management structure is comprised of an executive 

management group, and a senior management group. 

Executive management consists of the Chief Executive Officer and six general managers 

who oversee policy, strategic direction and overall management of the organisation. 

There are 24 departments each of which is overseen by a senior manager, who are 

responsible for the organisation’s day to day operations and strategic management. 

Due to the recent resignation of our Chief Executive Officer Kay Rundle, the General Manager of 

Corporate Services Stephen Griffin has been appointed to the role of acting Chief Executive Officer 

until a new appointment is made. 

Councillors 

Community 

Chief Executive Officer 

To be appointed 

Research and Policy 

Advisor to the CEO 

Fiona Dunbar 

Internal Audit and 

Ombudsman Office 

John Brown 

Corporate 

Services 

Stephen Griffin 

Economic 

Development 

and Planning 

Kate Sullivan 

Community Service 

Irene 

McGinnigle 

Major Projects 

Stephen Wright 

City Services 

To be appointed 

Community 

Infrastructure 

and Recreation 

Dean Frost 

Marketing and 

Administration 

Jeff Wall 

City Development 

Joanne Van Slageren 

Aged and 

Disability Services 

Karen Pritchard 

Central Geelong and 

Waterfront 

Steve Bentley 

Engineering Services 

David Hannah 

Sport and Recreation 

Paul Jane 

Corporate Strategy 

and Property Services 

Lindsay Allan 

Planning Strategy 

and Economic 

Development 

Terry Demeo 

Arts and Culture 

Kaz Paton 

Tourism 

Roger Grant 

Environment and 

Natural Resources 

Bernie Cotter 

Capital Projects 

Mark Gallon 

Financial Services 

Mike Kelly 

Community 

Development 

Paul Jamieson 

Urban Design 

Felix Hemingway 

Infrastructure 

Operations 

Darren Martin 

Leisure Services 

Malcolm Kuhn 

Organisation 

Development 

Howard Oorloff 

Family Services 

Robert Were 

Parks and 

Support Services 

Brendan Gaudion 

Information 

Technology 

Andrew Downie 

Health and 

Local Laws 

Gen Hindman 

Customer Service and 

Councillor Support 

Tim McDonald 


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The City’s strategic plans are governed by the diverse 

needs of the Greater Geelong community. 

Supporting the delivery of 

our strategic outcomes 

Like many organisations we face challenges which we 

must meet daily. Continuing to provide services to meet 

the requirements of a growing population with diverse 

needs is one of many. 

In meeting this we must ensure the governance and financial management of the 

municipality is responsible, accountable and transparent. 

We must also provide a working environment that is not only safe and healthy but encourages 

learning and development opportunities for our staff. Engaging our community on a regular 

basis is important in meeting our challenges and outcomes as it not only serves as a way for 

us to inform, but for the community to provide valuable feedback, ultimately creating strong 

relationships and making Geelong the best place to live. 

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Customer Focused Organisation 

Over the past five years we have worked hard to build a culture of listening, understanding and 

proactively responding to internal and external customer needs. 

Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective and to maximise customer satisfaction. 

This is underpinned by our 21 Customer Service Commitments: 

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 proactively explain processes and 

take personal responsibility. 

> We will act in a manner which is respectful 

to the public. 

Fair Treatment 

> We will balance individual needs with the 

direction of Council and resources available 

to achieve the 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. 


Measure 

Target 

Percentage of correspondence responded to within 10 working days 100% 

Customer Service Index – Getting Through (60 per cent time to live operator, 40 per cent Greeting Skills) Greater than 85% 

Customer Service Index – Service Delivery (50 per cent Manner, 50 per cent Enquiry Resolution) Greater than 85% 

Average total connect time (seconds) 

Less than 30 seconds 

Community satisfaction with customer contact 

Increase from 2008 base 


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Responsible Financial Management 

We will provide a sound financial basis that supports our strategic priorities and enables us to deliver 

services and infrastructure that will ensure the sustainability of our region into the future. 


Measure 

Liquidity 

Working Capital Ratio 

Indebtedness 

Non-current Liabilities (borrowings) v. own sourced revenue (rate income) 

Underlying Result 

Operating surplus as percentage of total operating revenue 

Investment Gap 

Capital expenditure relative to depreciation 

Target 

Current Assets to Current Liabilities ratio 

between 1 and 1.5 

Borrowing limit is no more than 

60% of rate revenue 

Operating surplus is 1% of total 

operating revenue 

Capital expenditure ratio is 1.5 to depreciation 

Safe Work Environment 

We will provide a safe work environment by maintaining occupational health and safety (OHS) 

processes which meet and exceed current legislative standards and by continually providing OHS 

training to all our staff. 


Measure 

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

Number of reported workplace injuries 

Percentage of safety plan actions completed 

Total Days Lost (LTI) 

Total OHS training hours provided (number of persons receiving training x duration of training provided) 

Target 

< Decrease 

< Decrease 

100% complete 

< Decrease 

> Increase 

Motivated and Skilled Staff 

We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make 

informed decisions and to deliver efficient and effective services that benefit our community. 


Measure 

Expenditure per EFT on training and development 

Staff absenteeism (percentage of hours paid) 

Turnover of permanent staff 

Overall staff satisfaction rating 

Target 

> Increase 

< Decrease 

< Decrease 

> Increase 

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Informed and Engaged Community 

We will ensure the community is informed about matters that impact on their lives and have 

opportunities to participate in decision making processes by consulting widely and openly. 


Measure 

Number of consultations conducted by the City 

Community satisfaction with community engagement 

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

Target 

Maintain 

> Increase 

> Increase 

Efficient Service Delivery 

We will deliver efficient and effective services that meet the growing needs of our community. 


Measure 

Target 

Percentage of requests for service fulfilled within standard time Greater than 85% 

Percentage of Building Applications processed within timeframe Greater than 70% 

Percentage of Planning Applications (DA) processed within time frame Greater than 80% 

Waste minimisation 

Recycling 

Green Waste 

Garbage 

Community Satisfaction rating for overall performance in Waste Management 

Community Satisfaction rating for overall performance in Traffic Management and Parking facilities 

Community satisfaction with local roads and footpaths 

Community Satisfaction rating for overall performance in the enforcement of by-laws 

Community Satisfaction rating for overall performance in Town Planning Policy and approvals 

Overall community satisfaction 

Internal Corporate Services survey overall satisfaction rating 

Recycling - > Increase 

Green Waste - > Increase 

Garbage - < Decrease 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

> Increase 

Maintain 


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The City encourages responsible pet ownership. 

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Ongoing services and activities for the community 

The operation of seven customer service centres across the municipality to provide easy access for all 

residents, as well as deliver services from numerous locations around the region. 

Council meetings. 

Council Elections. 

Citizenship Ceremonies and Civic Functions. 

Management of the Geelong Australia website and its content. 

Provision of online payment services including resident’s rates, pet registrations, parking infringements 

and other Council invoices. 

Review of objections to infringement notices. 

The enforcement of local laws relating to the environmental health. This involves food and health premises 

inspections, environmental pollution, pest control and tobacco control. 

Programmed and emergency maintenance and upgrades of the 760 Council owned buildings, including 

sporting facilities, community centres, halls, neighborhood houses and Senior Citizens Centres. 

Pet and animal management including registrations, nuisance, stray or wandering animals, 

and impounded animals. 

The co-ordination of emergency responses during major emergencies, such as bush fires or flooding. 

Consultations with the community on a broad range projects, services, events and issues 

that impact on them. 

Representation on and support of the G21 Geelong Region Alliance to ensure the long term strategic and 

sustainable development of the region. 

Representation on various Committees of Management. 

The provision of communications material including City News, Media Releases, 

Annual Calendar and Community Update. 

Traffic management within the municipality – managing the safety and access of traffic including 

roundabouts, traffic islands, speed humps and signage. 

Upgrade and maintenance of street furniture, bus stops, road signs, line-marking, street lighting and trees. 

Parking in all areas within the municipality, including local laws patrols, permits and 

commercial car park management. 



delivering our services: 

> Asset Management Strategy and 

associated plans 

> Information Technology Strategy 

> Marketing Management Strategy 

> Risk Management Strategy 

> Occupational Health and Safety 

Management Strategy 

> Community Fire Management Plan 

> Municipal Emergency Management Plan 

> Central Geelong Parking Precinct Plan 

> Rating Strategy 

The actions supporting the 

delivery of City Plan 

2009-2013 are part of 

Council’s ongoing day-to-day 

operations, including: 

> Human resource management 

> Risk and occupation health and 

safety management 

> Communications and marketing 

> Records management 

> Financial management 

> Provision and management of 

information technology services 

> Property management 

> Governance services 

> Corporate planning and 

performance reporting 


Budget 2009-2010 

Budget at a Glance 

The 2009-2010 City of Greater Geelong Operating 

Budget features a recurrent surplus of $4.6M to fund 

7.9 

5.1 

38.2 

capital expenditure in 2009-2010. 

7.8 

5.2 

37.0 

23.6 

20.1 

The 2009-2010 Budget provides for recurrent services of $216.1M. After accounting for non recurrent items including capital income and 

asset recognition, the 2009-2010 budget records a Net Operating Surplus of $34.4M. 

50.2 

Budget 2008-2009 

$M 

Projection 2008-2009 

$M 

Budget 2009-2010 

$M 

Variance to Prior Budget 

Fav/(Unfav) $M 

Recurrent 53.5 

80.1 

Income 83.2 

202.9 207.1 216.1 13.2 

Expenditure 200.5 202.3 211.5 11.0 

Recurrent Surplus / (Deficit) 2.4 4.8 4.6 2.2 

Non-Recurrent 

Prior Year 

Gross 


Gross 

Income Expenditure Expenditure 26.3 32.7 31.9 5.6 

$M $M 

City Expenditure Services $80.1 $83.2 2.1 2.3 2.1 0 

Community Services $50.2 

Corporate Non-Recurrent Services & Surplus Chief Executive / (Deficit) $37.0 

$53.5 

$38.2 24.2 30.4 29.8 5.6 

Community Net Surplus Infrastructure / (Deficit) & Recreation $20.1 

Major Projects $5.2 

$23.6 

$5.1 

26.6 35.2 34.4 7.8 

Economic Capital Expenditure Development & Planning $7.8 $7.9 77.6 75.2 80.2 2.6 


The following summarises the main sources 

of Council’s income. 

Council Services 

The following provides an overview of 

Council’s 2009-2010 expenditure on the 

diversity of services provided to residents. 

t 

47.7 

45.5 

36.0 


131.4 


$216.1M 

$5.8 

(Prior year $202.9M) 

$4.4 122.3 

33.8 

1.3 $3.7 

1.0 

$3.7 

$3.7 

$2.3 

Prior Year $M 2009-2010 $M 

$3.5 

Rates and Charges $122.3 $131.4 

$2.3 

Fees and Charges $45.5 $47.7 $3.5 

$2.5 

$3.5 

Government Grants $33.8 $36.0 

$2.5 

Interest on Investments $1.3 $1.0 $3.5 

$3.3 

$2.7 

$3.1 $3.3 $3.0 

$2.7 

$3.1 $3.0 

Rate revenue is 61.0 per cent of total revenue 

and reflects an overall average 

$14.7M 

of 4.9 

Corporate $3.3M Kardinia 

$5.8M Kildare $14.7M per cent Corporate $3.1M $3.3M Austin Kardinia 

rate increase for average residential 

$5.8M Kildare $3.1M Austin 

$4.4M Brownbill ratepayers 

$4.4M Brownbill $3.0M $3.0M Coryule Coryule 

and a lift in the Garbage charge $3.7M from Corio $3.7M $183.50 Corio $2.7M $2.7M Buckley Buckley 

$3.7M Deakin $3.7M Deakin $2.5M $2.5M Cowie Cowie 

to $190.80 per tenement. Municipal $3.5M Beangala $3.5M charge Beangala $2.3M $2.3M Cheetham Cheetham 

increases from $75.50 per property $3.5M Windermere to $3.5M $78.50 Windermere 

per property as a contribution to the fixed 

costs of Governance. 


$3.7 

$4.4 

$5.8 

9.6 

$14.7 

9.6 

$14.7 

9.6 

23.6 

23.6 

53.5 

50.2 

53.5 

5.1 

5.1 

20.1 

20.1 

50.2 

5.2 

7.9 

7.9 

7.8 

37.0 

38.2 

Prior Year 2009-2010 

Prior Year Gross 2009-2010 Gross 

Gross Expenditure Gross Expenditure 

Expenditure $M Expenditure $M 

City Services $M $80.1 $M $83.2 

City Community Services Services $80.1 $50.2 $83.2 $53.5 

Community Corporate Services & Chief Executive $50.2 $37.0 $53.5 $38.2 

Corporate Community Services Infrastructure & Chief Executive & Recreation $37.0 $20.1 $38.2 $23.6 

Community Infrastructure & Recreation $20.1 $23.6 

Major Major Projects Projects $5.2 $5.2 $5.1 $5.1 

Economic Development Development & Planning & Planning $7.8 $7.8 $7.9 $7.9 

47.7 

5.2 

7.8 

38.2 

2009-2010 37.0 

Gross Expenditure on 

Council Services - 

$211.5M 

(Prior year $200.4M) 

80.1 

83.2 

80.1 

83.2 

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Infrastructure Maintenance 

The 2009-2010 Budget continues the trend of increasing expenditure for infrastructure 

maintenance in recognition of the need to address Council’s ageing infrastructure. 

2004-2005 

Budget 

$M 

2005-2006 

Budget 

$M 

2006-2007 

Budget 

$M 

2007-2008 

Budget 

$M 

2008-2009 

Budget 

$M 


Budget 

$M 

Parks and Road Maintenance 20.9 22.6 23.0 24.2 25.8 27.5 

Road and Footpath Renewal 9.5 9.6 10.6 9.7 11.9 13.5 

Building Maintenance 2.5 2.6 2.7 3.1 3.1 3.1 

Recreation Infrastructure 1.9 2.5 2.1 2.8 2.2 2.1 

Community Development 0.3 0.3 0.3 0.3 0.3 0.2 

Total 35.1 37.6 38.7 40.1 43.3 46.4 

Liquidity 

The 2009-2010 Budget provides for $12.5M of borrowings to fund the replacement of the 

Leisurelink facility. 

In 2008-2009 loans of $12.5M were taken up to fund capital works. Council has capacity to 

borrow as prior to 2005-2006 it had not taken out long term loans since 1998. 

2004-2005 

Actual 

$M 

2005-2006 

Actual 

$M 

2006-2007 

Actual 

$M 

2007-2008 

Actual 

$M 


Projection 

$M 


Budget 

$M 

Net Cash – Surplus (Deficit) 0.6 9.9 15.3 15.6 9.6 (8.6) 

Total Loans 12.5 15.9 16.6 14.7 26.2 36.0 

Cash / Investments 13.1 25.8 31.9 30.3 35.8 27.4 

Key Initiatives 2009-2010 Budget 

The City is experiencing an historic period of drought which is placing an array of pressures 

and threats on our natural environment and our environmental capital. 

The response has been to adopt the Sustainable Water Futures Policy to implement important 

water saving and drought recovery initiatives. Council has responded in a positive way to climate 

change with the Greenhouse Reduction Strategy adopted in December 2007, with key initiatives to 

be funded in 2009-2010. 

Drought Recovery 

Tree Removal 

Drought Tolerant Grass 

Oval Renovation 

Significant Tree Watering 

Water Saving 

Swimming pools – reuse of water 

Queens Park Water Reuse 

Upgrade of Automatic Irrigation Systems 

Stormwater reuse facility 

Climate Change 0.7 

$M 

0.8 

1.1 

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Strengthening Our 

Community Assets 

The total budgeted 2009-2010 gross 

expenditure for capital projects is $80.2M 

with capital income of $11.8M, making 

Council’s commitment a net expenditure 

of $68.4M. 

A capital project is defined as works that result 

in the creation or improvement of an asset 

controlled by the City of Greater Geelong. 

Replacement of less than 100 per cent of an 

asset or replacement that does not extend the 

life of an asset is not considered capital. 

The Capital Projects Program is divided into 

three categories: 

Asset Renewal: 

This is a grouping of projects which replace 

100 per cent of an existing asset. Examples of 

projects in this grouping include footpath, road 

and drainage replacement and playground 

renewal program. Council’s Asset Renewal 

program budget for 2009-2010 is $19.2M 

(income $1.6M). Projects included in this 

category are Federal Roads program ($1.6M), 

road surfacing program ($3.3M), light fleet 

replacement ($2.3M), heavy and dedicated 

plant replacement ($3.2 M), footpath renewal 

($1.9M), road rehabilitation ($1.7M), drainage 

renewal ($0.7 M), kerb and channel renewal 

($1.0 M) and IT asset replacement ($1.0 M). 


New Assets: 

Projects which result in the creation of totally 

new assets. Council’s New Assets program 

budget for 2009-2010 is $22.6M (income 

$4.1M). Projects included in this category are 

Street Construction Special Rates and Charges 

($2.5M), North Heales Rd subdivision ($2.5M), 

drainage construction ($1.6M), cycling criterium 

($1.4M), Corio Landfill rehabilitation ($1.0M), 

Eastern Beach children’s pool ($1.0M), civic 

accommodation ($1.0M), Lara Library ($0.8M), 

local roads construction ($0.8M), Leopold 


Library ($0.4M). 

Asset Upgrades: 

Projects which result in the upgrade of an 

existing asset. These projects involve renewing 

existing assets to a better standard than the 

original asset. Also included in this category 

is provision of new asset components as 

an integral part of the upgraded asset. The 

estimated total expenditure on asset upgrades 

for the 2009-2010 financial year will be 

$14.4M (income $6.1M). Projects included 

in this category include various sports ground 

upgrades ($4.2M), streetscapes ($0.6M) and 

various building upgrades ($8.3M). 

Capital Program 2009-2010 

Infrastructure Leisure ($9.6M) 

A total of $9.6M is proposed for Infrastructure 

Leisure projects which cover parks, 

sportsgrounds, foreshore, aquatic facilities 

and playgrounds. 

The more significant projects include: 

> Aquatics ($1.6M) – Leisurelink fixtures and 

equipment, Eastern Beach children’s pool. 

> Parks ($0.9M) – Connections Park 

redevelopment, Rippleside Park, Coolabah 

Park, Thomson Reserve, Pettit Park. 

> Sports grounds ($6.3M) – Cycling criterium, 

Highton Reserve Pavilion, Geelong Football 

Umpires League clubrooms, Kardinia Park 

netball courts, St Mary’s Football Club 

clubrooms upgrade, South Barwon Football 

and Netball Club netball courts and 

Memorial Reserve Ocean Grove clubrooms. 

Roads ($9.6M) 

The more significant projects include 

road surfacing program ($3.3M), federally 

funded Roads to Recovery projects ($1.6M), 

local roads construction ($0.8M), road 

rehabilitation ($1.7M), VicRoads funded works 

($0.5M) and roads other (bridges, culverts 

etc) ($0.6M). Increased amounts have been 

allocated in 2009-2010 to renewal programs 

road surfacing ($0.4M), roads other ($0.3M) 

and road rehabilitation ($0.2M). 

Fleet ($5.5M) 

The gross purchase cost of $5.5M on 

replacement of light fleet, heavy plant and 

dedicated plant increases by $0.6M relative to 

2008-2009. Trade and sale values for replaced 

units are estimated at $2.0M, leaving a net 

changeover expenditure of $3.5M. 

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Skilled Stadium is the home of AFL football in Geelong 

and hosts many other sporting events each year. 

Buildings ($11.6M) 

For the 2009-2010 year, $11.6M will be 

expended on building projects – upgrades 

$8.4M and new $3.2M. The more 

significant projects include Courthouse Arts 

redevelopment ($5.2M), Belmont Library 

upgrade ($0.6M), Disability Access program 

($0.3M), children’s services facilities upgrades 

($0.4M), community halls ($0.2M) and toilet 

block upgrades ($0.2M). New projects include 

civic accommodation ($1.0M), Leopold 


Library ($0.4). 

Drainage ($3.1M) 

The more significant projects include drainage 

construction which is an ongoing program of 

drainage related works including upgrading 

main drainage infrastructure ($1.6M), drainage 

renewal program ($0.7M), Geelong Ring Road 

retarding basins ($0.3M) and implementation of 

the Stormwater Management Plan ($0.2M). An 

increased amount of $0.4M has been allocated 

in 2009-2010 for drainage renewal programs. 

Computer Equipment ($1.8M) 

Expenditure on computer equipment renewal 

is proposed at $1.8M. The more significant 

projects include IT asset replacement program 

($1.0M), field communications system ($0.5), 

minor acquisitions program ($0.2M) and PAPL 

communications link ($0.2M). 

Streetscapes ($0.7M) 


expended on streetscape projects. The more 

significant projects include Whittington Centre 

Hub landscaping, Portarlington streetscape 

and Western Wedge infrastructure – 

Cunningham Street. 

Footpaths ($2.0M) 

The ongoing footpath replacement program 

proposes $1.9M in 2009-2010. Other 

expenditure includes bikepaths/walking tracks 

at St Leonards Lake. 

Kerb and Channel ($1.0M) 

The ongoing kerb and channel renewal 

program proposes $1.0M for replacement of 

kerb and channel in full block sections, an 

increase of $0.1M over 2008-2009. 

Land ($2.6M) 


expended on purchase of land including North 

Heales Road subdivision ($2.5M) and New 

Corio and Station Estates ($0.1M). 

Waste Collection ($1.2M) 

Further provision for Corio Landfill 

rehabilitation of ($1.0M) has been made in 

2009-2010. The ongoing program for new 

property mobile bins is $0.2M. 

Special Rates and Charges ($3.6M) 


expended on Special Rates and Charges 

projects. This includes street construction 

($2.5M), drainage construction ($0.3M), 

footpath construction ($0.3M) and kerb and 

channel construction ($0.3M). 

Carried Forward Works ($28.0M) 

At the end of each financial year there are 

projects, which are either incomplete or 

not commenced due to planning issues, 

weather delays, extended consultation 

etc. For the 2008-2009 project managers 

have estimated that $28.0M of capital 

works will be incomplete and be carried 

forward into the 2009-2010 year. The more 

significant projects include the Leisurelink 

Aquatic Centre replacement ($13.8M), Corio 

Landfill rehabilitation ($2.6M), Vines Road 

development ($3.0M), North Heales Rd 

subdivision ($1.4M), Barwon Heads Skate 

Park ($0.5M), Waterfront timber decking 

replacement ($0.8M), Skilled Stadium turf 

replacement ($0.7M), and Geelong Motocross 

relocation ($0.7M). 

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Customer service is a primary focus 

of the City’s daily operations. 

Strategic Resource Plan 

The Strategic Resource Plan (SRP) is a four-year plan 

of the financial and human resources Council requires 

to implement the actions and deliver the goals and 

objectives set out in City Plan 2009-2013. 

The information provides the link between the objectives of City Plan 2009-2013 and the 

principles and assumptions in the Budget 2009-2010. The Budget 2009-2010 has more 

details on the following information and should be read in conjunction with the SRP. 


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Human Resources 

The staff at the City of Greater Geelong are the key to delivering on the goals and objectives in 

City Plan. The Council’s ability to deliver is determined by the ability of the people. 

The following chart shows the Equivalent Full Time (EFT) staff Council employs to deliver services by 

Division as at March 2009. The EFT changes to increase service levels in 2009-2010 are shown as 

is the associated costs for these staff and a plan of costs for the next four years if staffing numbers 

were to remain constant. 

Equivalent Full Time (EFT) Employment by Division and associated costs* 

EFT as at 

April 2009 

Projection 

of costs 


$000 

Increase in 

EFT from Prior 

Year Budget 

Budget 


$000 

Plan 

2010-2011 

$000 


2011-2012 

$000 



$000 

Corporate Services 168.11 11,751 (5.32) 12,647 13,130 13,694 14,282 

City Services 331.58 21,189 0.21 22,384 23,363 24,366 25,412 

Economic Development and Planning 75.74 6,084 (2.28) 6,277 6,520 6,799 7,092 

Community Services 395.46 30,151 (11.40) 31,375 32,689 34,094 35,557 

Community Infrastructure and Recreation 238.44 8,481 (28.43) 10,238 10,685 11,144 11,623 

Major Projects 35.96 2,738 1.41 2,743 2,898 3,022 3,152 

CEO 3.80 1,120 0.00 1,160 1,268 1,323 1,379 

Sub Total 1,249.09 81,514 45.81 86,824 90,553 94,442 98,497 

*Cost Assumption is that staffing numbers will remain constant with the 2009-2010 numbers in the Plan years. 

Financial Resources 

The Strategic Resource Plan achieves a sustainable financial position for the Council. 

The plan generates a recurrent surplus, which shows that council can meet its day to day 

expenditure from recurrent income. The Plan includes the following assumptions: 

Operating Statement 

> CPI of 3.0 per cent each year. 

> Rates income increases following budget 

year are 4.0 per cent with growth of 1.0 per 

cent each year. 

> Municipal charge and garbage charge 

increases at 3.0 per cent in line with CPI 

in the years following the budget year 

dependant on environmental assurance and 

new processing contracts. 

> Government Grants to increase by CPI after 

the budget year. 

> User Fees and Charges have been adjusted 

for one off items. Remaining user fees and 

charges are to increase by CPI. 

> Other Fees and Charges including Statutory 

Charges to increase by CPI in the years 

following the budget. 

> Salaries estimate include EBA increases, 

banding increases and service changes 

linked to external funding sources. 

> Materials and plant and vehicles 

expenditure has increased by CPI and 

general works by CPI per year after the 

budget year. 

> Interest expense has increased according 

to the borrowing strategy. Interest rate is 

expected to be retained at 5.75 per cent. 

Council will borrow in line with expenditure 

on major projects as listed below. 

> Depreciation has increased between 4.0 

and 4.3 per cent to cover new assets 

constructed and vested in Council. 

> Provision for Corio Landfill will continue until 

2011 when operations at the site will be 

completed and the site will be rehabilitated. 

The average provision is $0.8M per year. 

> Asset sales includes sales reasonably 

expected to eventuate. Sales of industrial 

land will be utilised to fund capital works 

(development costs), as they eventuate. 

> Recognition of infrastructure from 

developers is projected at $15.0M p.a. for 

2010-2011 through to 2012-2013. 

Balance Sheet 

> Debtors have increased $0.3M per year in 

line with increased rates collectables after 

2009-2010. 

> Creditors have increased $0.4M per year 

in line with increased cost of goods after 

2009-2010. 

> Employee Benefit Provisions have increased 

$0.8M per year. 

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Capital Expenditure 

Major Initiatives 


$M 

2010-2011 

$M 

2011-2012 

$M 


$M 

Projects 49.30 48.04 48.51 44.53 

Arts Precinct - - 4.00 4.00 

Courthouse Arts redevelopment 5.21 - - - 

Parking Precinct - - - 2.50 

Armstrong Creek - - - 3.00 

Vines Road - 2.56 - - 

Waurn Ponds Library 0.40 5.17 - - 

Community Infrastructure 0.25 5.20 - 3.00 

Plus carry over from previous year 28.00 3.00 3.00 3.00 

Less carry over to next year (3.00) (3.00) (3.00) (3.00) 

Capital Expenditure 80.17 60.97 52.51 57.03 

Corio Landfill rehabilitation 1.00 0.50 1.04 4.95 

Loans 


$M 

2010-2011 

$M 

2011-2012 

$M 


$M 

Leisurelink Aquatic Centre 12.50 - - - 

City Library - - 4.00 4.00 

Armstrong Creek - - - 3.00 

Total Loans 12.50 - 4.00 7.00 

Rate Increase 

Rate revenue is 61.0 per cent of total 

revenue and reflects a 4.9 per cent rate 

increase for residential, commercial and 

industrial ratepayers and a lift in the Waste 

Collection Service Charge from $183.50 to 

$190.80 per tenement. Municipal Charge 

increases from $75.50 to $78.50 per 

property as a contribution to the fixed costs 

of governance. 

Overall, the effective increase in residential 

rates including movements in the Municipal 

Charge and the Waste Collection Service 

Charge is 4.9 per cent. 

Council prepares an annual Rating Strategy. 

The Rating Strategy for 2009-2010 contains 

Council policy, procedure, rate assistance and 

information on the City’s approach to raising 

of property rates and will be updated to reflect 

Council’s budget deliberations. 


Service Increases 

Infrastructure Maintenance and Renewal 

The 2009-2010 Budget continues the trend 

of increasing expenditure for infrastructure 

maintenance in recognition of the need to 

address Council’s ageing infrastructure. The 

increase of $3.1M includes an additional 

$1.6M for road and footpath renewal. 

Recycling and Waste Service Charge 

The Recycling and Waste Service Charge 

funds the residential recycling and waste 

collection service. This includes the costs 

of waste disposal and recycling and green 

waste processing, litter bin clearances, street 

cleaning and the net operating costs of the 

waste transfer stations (Drysdale and North 

Geelong). This charge has increased to reflect 

CPI increments to collection contract and the 

increased cost of landfill disposal. The Waste 

Collection Charge will increase from $183.50 

in 2008-2009 to $190.80 in 2009-2010. 

Capital Projects 

Total 2009-2010 budgeted expenditure for 

capital projects is $80.2M offset by $11.8M 

income, making Council’s commitment a 

net expenditure of $68.4M. This includes an 

estimate of net carryover from 2008-2009 

projects $28.0M (which will be subject 

to review at year-end) and an estimate of 

deferred works into 2010-2011 of $3.0M. 

The significant capital projects to be 

undertaken in 2009-2010 in gross dollar value 

include upgrades to sports grounds $6.2M, 

Special Rates and Charges program $3.6M, 

drainage construction $3.1M, Federal Roads 

program $1.6M, road surfacing program $3.3 

M, footpath replacement program $2.0M, 

buildings $11.8M including Courthouse Arts 

redevelopment , land purchases $2.6M and 

Corio Landfill rehabilitation $1.0M. 

Borrowing Strategy 

In 2008-2009, a loan of $12.7M was taken up 

to fund capital works. Council has a capacity 

to borrow as prior to 2005-2006 it has not 

taken out long term loans since 1998. 

The 2009-2010 budget provides for $12.5M of 

borrowings to fund the redevelopment of the 

Leisurelink Aquatic Centre in Waurn Ponds. 

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The Bellarine Peninsula is characterised 

by historic coastal townships and is a 

popular residential and recreational area.


Standard Income Statement 


Recurrent Income 

Budget 


$000s 

Budget 


$000s 


2010-2011 

$000s 


2011-2012 

$000s 



$000s 

Rates and Charges 122,299 131,366 137,275 143,845 150,734 

Government Grants 33,743 36,026 37,107 38,220 39,637 

User Charges 32,764 34,749 35,445 36,849 37,614 

Other Fees and Charges 12,767 12,936 13,195 13,591 13,998 

Interest Investments 1,301 1,001 1,300 1,300 1,300 

Total Recurrent Income 202,874 216,078 224,322 233,805 243,013 

Recurrent Expenditure 

Employee Related 

Salaries 79,107 85,222 88,887 92,709 96,695 

Workcover / Superannuation 1,787 1,418 1,666 1,733 1,802 

80,894 86,824 90,553 94,441 98,497 

Goods and Services 

General Works - Materials 5,821 5,952 6,131 6,314 6,504 

General Works - Plant, Vehicle Costs 5,069 5,554 5,721 5,892 6,069 

General Works - External Services 52,808 55,668 56,241 57,928 59,666 

Administration 8,658 8,409 8,038 9,118 10,031 

Professional Services 3,138 2,922 2,537 3,158 2,738 

Utilities 6,053 6,523 6,784 7,055 7,267 

81,547 85,028 86,251 89,467 92,275 

Depreciation 37,336 39,171 40,738 42,368 44,168 

Landfill Provision 584 677 714 590 1,362 

(Gain) / Loss on Sale of Plant and Equipment 81 (209) (111) (104) (121) 

Total Recurrent Expenditure 200,442 211,491 218,145 226,762 236,181 

Recurrent Surplus /(Deficit) 2,432 4,587 6,177 7,042 6,832 

Non-Recurrent Income 

Capital Grants and Income 7,832 11,805 14,176 7,116 5,616 

Developer Cash Contributions 1,120 1,100 1,000 1,000 1,000 

Gain / (Loss) on Sale of Property 826 2,540 880 280 30 

Recognition of Infrastructure 16,500 16,500 15,000 15,000 15,000 

Total Non-Recurrent Income 26,278 31,945 31,056 23,396 21,646 

Non-Recurrent Expenditure 

Loss on Disposal of Infrastructure 2,100 2,100 2,550 2,550 2,550 

Unfunded Superannuation 0 0 1,000 1,000 0 

Total Non-Recurrent Expenditure 2,100 2,100 3,550 3,550 2,550 

Non-Recurrent Surplus / (Deficit) 24,178 29,845 27,506 19,846 19,096 

NET SURPLUS / (DEFICIT) 26,610 34,432 33,683 26,888 25,928 


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Standard Statement of Cash Flow 


Cash Flows from Operating Activities 

Receipts 

Budget 


$000s 

Budget 


$000s 


2010-2011 

$000s 


2011-2012 

$000s 



$000s 

General Rates 122,299 131,304 127,227 143,796 150,682 

Fees and Charges 48,330 50,574 51,302 53,208 54,384 

GST Recoveries on Operating Transactions 5,464 5,627 5,627 5,627 5,627 

Investment Income 1,301 1,001 1,300 1,300 1,300 

Government Grants 35,448 37,781 38,862 39,975 41,122 

212,842 226,287 234,318 243,906 253,115 

Payments 

Employee Costs (79,805) (85,181) (89,732) (94,586) (97,605) 

General Works / Utilities / Disbursements (79,130) (83,353) (84,971) (86,190) (88,439) 

Administration / Professional Services (10,637) (10,355) (10,229) (11,120) (10,911) 

Interest Expense (2,045) (1,918) (2,088) (2,098) (2,800) 

(171,617) (180,807) (187,020) (193,995) (199,755) 

Net Cash Inflow from Operating Activities 41,225 45,480 47,298 49,912 53,360 

Cash Flows from Investing Activities 

Capital Expenditure (77,609) (80,169) (60,968) (52,505) (57,033) 

Landfill Rehabilitation (2,340) (1,000) (500) (1,043) (4,945) 

Proceeds from Sale of Land and Buildings 2,730 2,540 1,800 350 100 

Proceeds from Sale of Plant and Equipment 1,851 12,039 1,853 1,735 2,013 

Developer Cash Contributions 1,120 1,100 1,000 1,000 1,000 

Income for Capital Expenditure 7,832 11,805 14,176 7,116 5,616 

Net Cash Outflow from Investing Activities (66,416) (63,685) (42,639) (43,347) (53,249) 

Cash Flows from Financing Activities 

Repayment of Borrowings (2,101) (2,704) (3,362) (3,881) (5,426) 

Proceeds from New Loans 18,675 12,500 0 4,000 7,000 

Net Cash Outflow from Financial Activities 16,574 9,796 (3,362) 119 14,574 

Net Increase / (Decrease) in Cash Held (8,617) (8,409) 1,297 6,684 1,686 

Cash at the Beginning of the Financial Year 29,882 35,843 27,434 28,731 35,414 

Cash at the end of the Financial Year 21,265 27,434 28,731 35,414 37,100 

Loan Balance 31,133 36,033 32,671 32,790 34,364 

Net Cash (Deficit ) / Surplus (9,868) (8,599) (3,940) 2,624 2,736 

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Standard Balance Sheet 


*Year End 30 June Balances 

Current Assets 

Budget 


$000s 

Budget 


$000s 


2010-2011 

$000s 


2011-2012 

$000s 



$000s 

Cash and Investments 21,265 27,434 28,731 35,414 37,100 

Receivables 8,387 8,687 8,987 9,287 9,587 

Prepayments 75 78 82 86 91 

Inventories 437 495 476 490 505 

Total Current Assets 30,163 36,694 38,276 45,278 47,283 

Current Liabilities 

Payables 15,510 16,197 16,425 16,886 17,415 

Interest Bearing Liabilities 3,101 3,362 3,881 5,426 6,298 

Unearned Income 1,182 1,182 1,182 1,182 1,182 

Provisions 14,376 15,180 15,697 16,228 16,872 

Total Current Liabilities 34,170 35,921 37,185 39,721 41,767 

Net Current Assets (4,007) 773 1,091 5,557 5,516 

Non-Current Assets 

Property, Plant and Equipment 1,374,644 1,454,685 1,484,703 1,505,589 1,528,942 

Investments 5,561 6,765 6,765 6,765 6,765 

Receivables 1,885 1,941 1,923 1,906 1,889 

Total Non-Current Assets 1,382,090 1,463,391 1,493,391 1,514,260 1,537,596 

Non-Current Liabilities 

Creditors and Provisions 3,421 3,921 4,225 4,550 4,797 

Loans 28,032 32,671 28,790 27,364 28,066 

Landfill Provision 3,664 3,822 4,036 3,583 0 

Total Non-Current Liabilities 35,117 40,414 37,051 35,497 32,863 

Net Assets 1,342,966 1,423,749 1,457,432 1,484,320 1,510,248 

Ratepayers Equity 

Accumulated Surplus 878,107 923,932 957,615 984,503 1,010,431 

Asset Revaluation Reserve 453,977 496,487 496,487 496,487 496,487 

Reserves 10,882 3,330 3,330 3,330 3,330 

Total Equity 1,342,966 1,423,749 1,457,432 1,484,320 1,510,248 


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Standard Statement of Capital Program 


Project Category 

2009-2010 Budget 

Gross Income Net 

Expenditure $000s Cost 

$000s $000s 

Infrastructure Leisure 9,556 885 8,671 

Roads 9,607 2,050 7,557 

Fleet 5,524 2,039 3,485 

Buildings 11,644 5,654 5,990 

Drainage 3,090 0 3,090 

Computer Equipment 1,818 0 1,818 

Streetscapes 650 100 550 

Footpaths 2,025 0 2,025 

Miscellaneous 3,045 0 3,045 

Kerb and Channel 1,000 0 1,000 

Land 2,590 2,490 100 

Waste Collection 1,215 1,000 215 

Plant and Equipment 740 0 740 

Special Rates and Charges Program 3,600 2,050 1,550 

2010-2011 Plan 



$000s $000s 

2011-2012 Plan 



$000s $000s 

2012-2013 Plan 



$000s $000s 

Total 56,104 16,268 9,836 61,978 7,629 54,349 61,468 16,029 45,439 53,548 8,851 44,697 

Reconciliation 

Design 7 7 0 

Construction 58 58 0 

Asset Sales Income (2,490) 2,490 

Plant Replacement Program (2,039) 2,039 (2,013) 2,013 (1,853) 1,853 (1,735) 1,735 

Landfill Provision (1,000) (1,000) 

Carry over from Previous Year 28,000 0 28,000 3,000 0 3,000 3,000 0 3,000 3,000 0 3,000 

Carry over to Next Year (3,000) 0 (3,000) (3,000) 0 (3,000) (3,000) 0 (3,000) (3,000) 0 (3,000) 

Total 24,065 (4,464) 28,529 0 (2,013) 2,013 0 (1,853) 1,853 0 (1,735) 1,735 

Operating Statement Total 80,169 11,804 68,365 61,978 5,616 56,362 61,468 14,176 47,292 53,548 7,116 46,432 

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Contact Us 

If you need further assistance 

or information on a service or 

Council facility, simply contact us 

via one of the following easy ways: 

Telephone 

Pick up the phone between 8am and 5pm 

weekdays to call us on (+ 61 3) 5272 5272 

Post 

Write to us at: 


PO Box 104 

Geelong 3220 Australia 

Fax 

Send us a fax on (+ 61 3) 5272 4277 

Web 


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 

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 seven 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 


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Blue Waters Lake in Ocean Grove is a popular walking 

destination and home to a large variety of bird life. 

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City Plan and Annual Budget Summary 2009 | City of Greater Geelon

City Plan 2009-2013 

CITY OF GREATER GEELONG 

PO BOX 104 

GEELONG 3220 AUSTRALIA 

GENERAL ENQUIRIES 

03 5272 5272 


WWW.GEELONGAUSTRALIA.COM.AU 

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City Plan 2009 - 2013 - City of Greater Geelong

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