City Plan 2009 - 2013 - City of Greater Geelong
City Plan 2009 - 2013 - City of Greater Geelong
City Plan 2009 - 2013 - City of Greater Geelong
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WWW.GEELONGAUSTRALIA.COM.AU<br />
<strong>City</strong> <strong>Plan</strong><br />
<strong>2009</strong> - <strong>2013</strong><br />
<strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong>
I love <strong>Geelong</strong> because there are so<br />
many places to ride my horse.<br />
My friends and I go riding each weekend<br />
and it’s great to discover new tracks.<br />
Isabelle Anderson
Welcome to <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong><br />
The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
acknowledges the Wathaurong as the<br />
traditional custodians <strong>of</strong> this land.<br />
Our Vision<br />
<strong>Geelong</strong>: coast, country and<br />
suburbs is the best place to<br />
live through prosperous and<br />
cohesive communities in an<br />
exceptional environment.
4 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
ABOUT CITY PLAN<br />
page 06<br />
ABOUT US<br />
page 07<br />
pages 14-15<br />
OUR COUNCIL<br />
COMMUNITY<br />
WELLBEING page 25<br />
COMMUNITY<br />
WELLBEING<br />
COMMUNITY<br />
WELLBEING<br />
GROWING THE<br />
ECONOMY<br />
GROWING THE<br />
ECONOMY<br />
GROWING THE<br />
ECONOMY<br />
Table <strong>of</strong> Contents<br />
<strong>Plan</strong>ning Framework<br />
Systemic <strong>Plan</strong>ning Process<br />
Gather Data<br />
Action<br />
Learning<br />
Critical<br />
Success<br />
Factors<br />
Sense<br />
Making<br />
Information (IM)<br />
Research, community engagement<br />
The Systemic<br />
<strong>Plan</strong>ning Process<br />
is based on the<br />
concept <strong>of</strong> continual<br />
learning from past<br />
experiences and<br />
actions in a strategic<br />
planning context.<br />
It is designed to promote commitment<br />
and accountability and links<br />
community needs, corporate strategic<br />
directions, plans and outcomes.<br />
It ensures that council decisions are<br />
evidence based and establishes clear<br />
measures <strong>of</strong> per formance to enable<br />
progress to be assessed and repor ted.<br />
Metrics<br />
Measure and report our progress<br />
toward achieving outcomes.<br />
Vision<br />
The Best Place to Live<br />
Processes<br />
Review performance<br />
and respond.<br />
Strategic Outcomes<br />
What we are trying to<br />
achieve or influence in<br />
each strategic direction<br />
Strategies<br />
Strategies / master<br />
plans that support the<br />
Strategic Directions<br />
Actions / Projects<br />
Priority Actions within<br />
Strategies / Master <strong>Plan</strong>s<br />
Mission<br />
Building Relationships<br />
Strategic Directions<br />
<strong>Plan</strong> <strong>of</strong> action to get from current,<br />
to future state.<br />
Community Wellbeing,<br />
Environment,<br />
Growing the Economy<br />
<strong>City</strong> <strong>Plan</strong><br />
Resouce <strong>Plan</strong><br />
Annual Budget<br />
Implement and Monitor<br />
An Agreed Vision<br />
Develop Micro-<strong>Plan</strong>s<br />
Identify Gaps<br />
How to Close the Gaps<br />
A Word from Our Mayor<br />
John Mitchell - Mayor,<br />
<strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
I am very proud to be serving the <strong>City</strong> <strong>of</strong><br />
<strong>Greater</strong> <strong>Geelong</strong> community as Mayor.<br />
I’ve lived in <strong>Geelong</strong> all my life and could<br />
not imagine wanting to live anywhere else,<br />
nor working for a better purpose than<br />
making a difference in the lives <strong>of</strong> the<br />
people that I represent.<br />
These are certainly challenging times and<br />
I want to reassure you that we have put<br />
together a strong and responsible Budget for<br />
the <strong>2009</strong>-2010 year as part <strong>of</strong> the <strong>City</strong> <strong>Plan</strong><br />
for <strong>2009</strong>-<strong>2013</strong>.<br />
In recognition <strong>of</strong> the economic climate the rate<br />
rise has been reduced compared to the figure<br />
previously forecast in <strong>City</strong> <strong>Plan</strong> but we have not<br />
reduced services, even whilst we continue to<br />
grow as a region.<br />
Welcome to the first <strong>City</strong> <strong>Plan</strong> <strong>of</strong> the current<br />
Council, elected in November 2008.<br />
We will spend $80.2 million on capital<br />
works projects ranging from upgrades to<br />
community facilities to improvements to road<br />
infrastructure. We have bought forward several<br />
projects that will stand us in good stead<br />
when the economy picks up again, and in the<br />
meantime, we are creating jobs.<br />
More than ever we need to be planning for and<br />
delivering services and projects that get to the<br />
heart <strong>of</strong> improving the lives <strong>of</strong> all in our <strong>City</strong>,<br />
now and in the future.<br />
Consequently, Council has identified key<br />
priorities that represent our long term<br />
ambitions for the municipality. They do not<br />
replace or take precedence over the core<br />
functions <strong>of</strong> Council or the immediate needs<br />
<strong>of</strong> our community. They do however have a<br />
critical part to play in the future <strong>of</strong> our region.<br />
These priority projects are listed on page 19-21.<br />
This <strong>City</strong> <strong>Plan</strong> is about the basics as well as<br />
delivering on a range <strong>of</strong> outcomes associated<br />
with community wellbeing, growing the<br />
economy, ensuring a sustainable built and<br />
natural environment, running efficient and<br />
effective government and representing the<br />
interests <strong>of</strong> local people at the State and<br />
Federal levels.<br />
It also demonstrates leadership through strong<br />
economic and financial responsibility.<br />
My vision is for the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> to<br />
continue to be the best place to live, work and<br />
play. I am confident there is much wisdom<br />
and energy we can draw on as we work<br />
together to achieve this vision whilst tackling<br />
the current challenges.<br />
PLANNING<br />
FRAMEWORK<br />
SYSTEMIC PLANNING<br />
PROCESS page 09<br />
SHAPING GEELONG’S<br />
FUTURE<br />
Located some 75 kilometres from the Melbourne<br />
CBD, our municipality is made up <strong>of</strong> 12 wards and<br />
has an estimated resident population <strong>of</strong> 212,400*,<br />
and is growing. 1,611 new residential dwellings were<br />
approved in 2007-2008 with total residential dwellings<br />
estimated at 90,509.<br />
The municipality covers 1,245km , and is as<br />
diverse as it is exceptional. We are surrounded<br />
by water, with Corio and Port Phillip Bays,<br />
the Barwon River, lakes, wetlands and the<br />
open sea, beautiful parklands and wildlife<br />
sanctuaries. In close proximity to national and<br />
state parks, <strong>Geelong</strong> is readily accessible to<br />
the world renowned coastline <strong>of</strong> south-west<br />
Victoria via the Great Ocean Road, and the<br />
city centre adjoins the multi-award winning<br />
Waterfront overlooking Corio Bay.<br />
<strong>Geelong</strong> is located in an ideal setting with<br />
quality living, extensive job and business<br />
opportunities and a wide range <strong>of</strong> recreational<br />
and cultural events and activities. We are<br />
fortunate to have some <strong>of</strong> Australia’s best<br />
educational facilities and a comprehensive<br />
range <strong>of</strong> health care and community services<br />
for residents across all age groups.<br />
<strong>Geelong</strong> truly is ...<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> is the key document that guides Council’s<br />
strategic direction for the next four years. It outlines the<br />
strategies and related actions that we will undertake to ensure<br />
the <strong>Geelong</strong> region remains the best place to live. Council will<br />
embark on an ambitious program <strong>of</strong> actions in <strong>2009</strong>-2010,<br />
to work towards realising our strategic directions and<br />
associated outcomes, and Council’s key funding priorities.<br />
Community input into <strong>City</strong> <strong>Plan</strong><br />
About Us<br />
About <strong>City</strong> <strong>Plan</strong><br />
Community engagement has played a major<br />
role in developing the strategies and actions<br />
within <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong>, and will also play<br />
a major part in the implementation <strong>of</strong> these<br />
actions. Community engagement on <strong>City</strong> <strong>Plan</strong><br />
<strong>2009</strong>-<strong>2013</strong> takes many forms and includes:<br />
Strategies listed in <strong>City</strong> <strong>Plan</strong> have<br />
undergone a consultation process<br />
during their development and<br />
implementation phases.<br />
Constituents requests to their<br />
local Councillor.<br />
Council meeting to give public notice <strong>of</strong><br />
proposed <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong>.<br />
A public notice in local newspapers<br />
calling for submissions on the draft<br />
(28 day submission period).<br />
Press releases and community<br />
newsletters on Council’s website and in<br />
local newspapers.<br />
Copies <strong>of</strong> the draft <strong>City</strong> <strong>Plan</strong> are available<br />
at all Customer Service Centres and also<br />
posted on Council’s website.<br />
<strong>City</strong> <strong>Plan</strong> / Annual Budget<br />
breakfast launch.<br />
The city is also a major centre for investment with more than 15,000 businesses<br />
and a highly skilled workforce <strong>of</strong> over 115,000 people.<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> is the Council <strong>Plan</strong> for the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> as per the<br />
Local Government Act 1989 Section 125.<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
How you can contribute to<br />
achieving our Community<br />
Wellbeing outcomes:<br />
Encourage a healthy lifestyle.<br />
Get active – take advantage <strong>of</strong> one <strong>of</strong> our<br />
900 areas <strong>of</strong> open space, or one <strong>of</strong> our<br />
300 playgrounds.<br />
Broaden your knowledge and skills<br />
by taking part in a local education or<br />
training course.<br />
Get involved in a community project.<br />
Become a volunteer.<br />
Visit your local Maternal Child<br />
Health Centre.<br />
Make the most <strong>of</strong> our dedicated<br />
walking and bike trails.<br />
Connect with your local neighbourhood.<br />
Visit your local aquatic and fitness centre.<br />
Become an active neighbourhood<br />
watch participant.<br />
Leave the car at home and walk or ride<br />
to work.<br />
Join a local sporting club or<br />
community group.<br />
Visit your local library.<br />
Be an active member <strong>of</strong> your community<br />
and have your say.<br />
Involve your children in playgroup or<br />
kinder activities.<br />
Walk your children to school, or<br />
commence a ‘Walking School Bus’.<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Objective:<br />
Securing <strong>Geelong</strong>’s<br />
Economic Future<br />
<strong>Geelong</strong> has a clear blueprint for its<br />
economic future. As a major city <strong>Geelong</strong><br />
is an important national driver contributing<br />
considerably to gross domestic product,<br />
investment and employment growth.<br />
The three tiers <strong>of</strong> Government and peak<br />
groups are working together to ensure that<br />
businesses are attracted to and retained in<br />
<strong>Geelong</strong>.<br />
The <strong>City</strong> is emerging as a leader in several<br />
dynamic industries such as Knowledge,<br />
Innovation and Research, Advanced<br />
Manufacturing, Health, Tourism, Food and<br />
Horticulture. It is important that we continue to<br />
take advantage and attract industries in these<br />
growth sectors.<br />
Investor confidence in the region has been<br />
at an all time high with several major<br />
developments recently completed including the<br />
Transport Accident Commission headquarters,<br />
Deakin University’s Health Precinct at its<br />
Waterfront campus and the Edgewater<br />
apartments. It doesn’t stop here with further<br />
developments planned, including the much<br />
anticipated Armstrong Creek Urban Growth<br />
Area project.<br />
Our key focus areas in driving future economic<br />
development will be to provide leadership,<br />
broker new investment and support existing<br />
businesses and growth sectors. We must<br />
continue to be proactive and maximise our<br />
region’s competitive advantages and secure<br />
our economic future. More than ever before,<br />
<strong>Geelong</strong> truly is open for business.<br />
Over the next four years we will work with the<br />
community in aiming to deliver the following<br />
priority outcomes:<br />
<strong>Plan</strong> and develop the National Transport<br />
and Logistics Precinct.<br />
Development <strong>of</strong> the Cosmopolitan Heart.<br />
Managed Growth.<br />
Key strategies and master<br />
plans that will assist in<br />
delivering this strategic<br />
direction:<br />
Economic Development Strategy<br />
Municipal Strategic Statement<br />
Armstrong Creek Urban Growth <strong>Plan</strong><br />
Heales Rd Industrial Estate Framework <strong>Plan</strong><br />
<strong>Geelong</strong> Cultural Precinct Master <strong>Plan</strong><br />
<strong>Geelong</strong> Retail Strategy<br />
<strong>Geelong</strong> Port Structure <strong>Plan</strong><br />
<strong>Geelong</strong> Marine Industry Project (formerly<br />
Osborne House Master <strong>Plan</strong>)<br />
Central <strong>Geelong</strong> Structure <strong>Plan</strong><br />
Central <strong>Geelong</strong> Place Management <strong>Plan</strong><br />
Western Wedge Strategy (Transit Cities)<br />
<strong>Geelong</strong> Major Events Strategy<br />
Film and TV Strategy<br />
The importance <strong>of</strong> collaboration<br />
The aspirations we hold for our community<br />
cannot be achieved by Council alone. It<br />
will require collaboration from a number <strong>of</strong><br />
stakeholders, including all levels <strong>of</strong> government<br />
through to local community groups.<br />
Achieving these outcomes will be a challenge,<br />
so it is important that over the next four years<br />
we focus on building relationships and working<br />
closely with stakeholders to ensure the best<br />
result for our community.<br />
Key stakeholders we have recognised for this<br />
strategic direction include:<br />
The community<br />
Federal and State Government departments<br />
Regional Development Australia /<br />
Regional Development Victoria<br />
Urban Development Institute <strong>of</strong> Australia<br />
Department <strong>of</strong> Innovation, Industry and<br />
Regional Development<br />
Committee for <strong>Geelong</strong><br />
Chamber <strong>of</strong> Commerce<br />
<strong>Geelong</strong> Manufacturing Council<br />
<strong>Geelong</strong> Port Authority<br />
G21 – <strong>Geelong</strong> Region Alliance<br />
Vic Roads<br />
Barwon Water<br />
Gordon Institute and Deakin University<br />
Tourism Associations<br />
Challenges we face<br />
Every day we are faced with challenges, both<br />
global and regional. These challenges impact<br />
on our decision making in the immediate and<br />
long term. It is important we remain flexible so<br />
we can respond to the changing needs <strong>of</strong> our<br />
community as well as making the most <strong>of</strong> the<br />
opportunities that arise.<br />
Some <strong>of</strong> the challenges facing us in the<br />
pursuit <strong>of</strong> growing our economy include:<br />
The Global Financial Crisis and what it<br />
means for <strong>Geelong</strong> such as the reducing<br />
capacity for private sector investment, long<br />
term finance, confidence and commitment.<br />
Gaining government funding for key<br />
infrastructure projects.<br />
Convincing State and Federal Government<br />
to facilitate key infrastructure projects.<br />
Marketing our region as a great place to invest.<br />
Growing the Economy<br />
Supporting the Delivery <strong>of</strong> our Strategic Outcomes<br />
To support the delivery <strong>of</strong> our strategic directions and outcomes we<br />
have identified several internal areas <strong>of</strong> focus.<br />
These are important as they not only guide us on how we service<br />
and communicate to our community, but also how we manage<br />
our staff and resources. We have set ourselves high standards to<br />
ensure that <strong>Geelong</strong> not only remains the best place to live, but that<br />
Council is the best place to work.<br />
Customer focused organisation:<br />
Over the past five years we have worked hard to<br />
build a culture <strong>of</strong> listening, understanding and<br />
proactively responding to internal and external<br />
customer needs. Our goal is to continue to be<br />
a customer-focused organisation that considers<br />
the customer’s perspective, and to maximise<br />
customer satisfaction. This is underpinned by<br />
our 21 Customer Service Commitments.<br />
Responsible financial management:<br />
We will provide a sound financial basis that<br />
supports our strategic priorities and enables us to<br />
deliver services and infrastructure that will ensure<br />
the sustainability <strong>of</strong> our region into the future.<br />
Safe work environment:<br />
We will provide a safe work environment by<br />
maintaining occupational health and safety<br />
(OHS) processes which meet and exceed<br />
current legislative standards, and by continually<br />
providing OHS training to all our staff.<br />
Motivated and skilled staff:<br />
We will encourage our staff to be motivated,<br />
well-trained and well-resourced to enable them<br />
to make informed decisions and to deliver<br />
efficient and effective services that benefit<br />
our community.<br />
<strong>Plan</strong>ning Framework<br />
<strong>Plan</strong>ning Framework<br />
Sustainable Built and Natural Environment<br />
Objective: The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> leads the community in sustainable planning and environmental action<br />
Outcomes:<br />
Increased use <strong>of</strong> public and active transport:<br />
Options for accessible transport are key to<br />
sustainability and wellbeing, and are a top<br />
priority for our community. We will encourage a<br />
variety <strong>of</strong> transport modes, urban designs and<br />
active transport support programs that reduce<br />
our car dependence. We will give priority to<br />
these options in planning and development.<br />
A reduction in the organisation’s<br />
environmental footprint:<br />
We want to ensure that all decisions made<br />
by staff and Council reflect our philosophy <strong>of</strong><br />
environmental sustainability. Whether we are<br />
planning for the future, designing projects,<br />
delivering capital works and services or buying<br />
goods and services, we will reduce the impact<br />
we have on our natural environment.<br />
Agreed standards for sustainable development<br />
are in operation:<br />
Reflecting our leadership role in the<br />
community, particularly in implementing the<br />
<strong>Plan</strong>ning Scheme and Building Code, we will<br />
ensure we meet Environmentally Sustainable<br />
Development Standards ourselves and<br />
encourage good design and development in<br />
the community.<br />
The Climate Change Adaptation Strategy<br />
is established:<br />
Climate change poses a risk in sustaining<br />
communities into the future. We need to<br />
ensure we have considered the likely changes<br />
that will take place in our region and have<br />
developed a plan to adapt to those changes.<br />
We will need to work closely with both the<br />
Federal and State Governments to achieve this<br />
and to implement the plan.<br />
Enhancement and protection <strong>of</strong> natural areas:<br />
Biological diversity is the natural wealth <strong>of</strong><br />
our municipality and provides the basis for<br />
our life and prosperity. Our natural systems<br />
are under stress including waterways, natural<br />
habitat areas, coastline land and soil. The<br />
use <strong>of</strong> the region’s natural resources needs<br />
to be balanced against the impact on natural<br />
systems including the potential loss <strong>of</strong> habitat<br />
and biodiversity, introduced pests, declining<br />
soil health, deteriorating water quality and<br />
climate change impacts.<br />
Informed and engaged community:<br />
We will ensure the community is informed<br />
about matters that impact on their lives and<br />
have opportunities to participate in decision<br />
making processes by consulting widely and<br />
openly.<br />
Efficient service delivery:<br />
We will deliver efficient and effective services<br />
that meet the growing needs <strong>of</strong><br />
our community.<br />
The capital works program for <strong>2009</strong>-<br />
2010 is proposed at $56.1 million <strong>of</strong><br />
new capital projects, in addition to $28.0<br />
million <strong>of</strong> projects which will be carried<br />
forward from 2008-<strong>2009</strong>, and $3.2<br />
million carried forward into 2010-2011.<br />
Austin Ward<br />
Whittington Centre Hub<br />
St Albans Netball Club pavilion<br />
Newcomb Football Club floodlights<br />
Newcomb recycling project<br />
Beangala Ward<br />
Memorial Reserve clubroom upgrade<br />
Shell Rd development concept plan<br />
Collendina Reserve sports pavilion<br />
Surfside Family Hub design<br />
Brownbill Ward<br />
Landy Field sports lights<br />
Richmond Crescent Reserve improvements<br />
<strong>Geelong</strong> Playspace shade<br />
Western Oval Flower Stand upgrade<br />
Buckley Ward<br />
Grovedale Sports Club redevelopment<br />
Barwon Heads Village Park skate park<br />
Waurn Ponds Creek lighting upgrade<br />
Grovedale Family Hub design<br />
Ward Highlights<br />
This chart summarises the value <strong>of</strong> new capital works projects by Ward. Corporate projects,<br />
which are required to maintain the efficient ongoing operations <strong>of</strong> Council<br />
(eg. <strong>Plan</strong>t Replacement program, Information Technology projects), are shown separately<br />
Facilities located in one ward are <strong>of</strong>ten regional facilities, which benefit the whole community not<br />
just those living in that particular ward. The value <strong>of</strong> projects, which fall into this category, have<br />
been divided evenly over the twelve wards unless specific allocations could be made.<br />
Cheetham Ward<br />
Leopold Community Hub<br />
Bellarine Rail Trail<br />
Leopold footpath linkages<br />
Northern Bellarine strategic footpaths<br />
Corio Ward<br />
North Shore multi-purpose rooms<br />
North Shore Family Hub design<br />
Goldsworthy Reserve upgrade<br />
<strong>Geelong</strong> Soccer and Sports Club upgrade<br />
Coryule Ward<br />
St Leonards bikepath/walking track<br />
Portarlington Streetscape upgrade<br />
Coryule Community Services Strategy<br />
Portarlington Kindergarten Stage 2<br />
Cowie Ward<br />
North <strong>Geelong</strong> Football and<br />
Netball Club lighting<br />
<strong>Geelong</strong> Rangers clubroom upgrade<br />
Vines Rd Shopping Centre parking upgrade<br />
Pettit Park upgrade<br />
Deakin Ward<br />
Queens Park water reuse project<br />
<strong>Geelong</strong> Ring Road retarding basins<br />
Augustine Reserve playground<br />
Highton Reserve pavilion design<br />
Kardinia Ward<br />
Belmont Library upgrade<br />
Waurn Ponds Library design<br />
South Barwon Cricket Club pavilion upgrade<br />
South Barwon Football and Netball Club<br />
netball courts upgrade<br />
Kildare Ward<br />
Kardinia Park netball improvements<br />
Elderslie Reserve improvements<br />
St Marys Football Club pavilion upgrade<br />
King Lloyd Reserve improvements<br />
Windermere Ward<br />
Corio Sporting Club upgrade<br />
Lara Lake Kindergarten upgrade<br />
Lara Sporting Club lighting<br />
Lara interim library<br />
Ward highlights for the <strong>2009</strong>-2010 financial year include:<br />
Our Councillors<br />
Council Funding Priorities<br />
Our Council has identified key projects<br />
for the municipality, each <strong>of</strong> which is<br />
recognised as having particular strategic<br />
importance for the future <strong>of</strong> the <strong>Geelong</strong><br />
region. These priorities represent Council’s<br />
long term ambitions for the municipality.<br />
They do not replace or take precedence<br />
over the core functions <strong>of</strong> Council.<br />
The priorities reflect the diverse needs within the municipality, ranging from large scale<br />
infrastructure development opportunities to grass roots community facilities. In identifying<br />
the priorities Council took into account the potential impacts <strong>of</strong> the current global financial<br />
climate, so economic stimulus and job creation are common themes.<br />
The following is a summary <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> funding priorities. An update on the progress<br />
<strong>of</strong> each <strong>of</strong> these projects will be reported to the community on a quarterly basis.<br />
Our Councillors<br />
<strong>Geelong</strong> Convention and<br />
Exhibition Centre<br />
Overview:<br />
<strong>Geelong</strong> is a multi-award winning convention<br />
destination, however a lack <strong>of</strong> suitable<br />
convention space limits our ability to capitalise<br />
on the growing national conference market<br />
which generates $17 billion annually.<br />
The proposed <strong>Geelong</strong> Convention and<br />
Exhibition Centre would include a purpose<br />
built conference and exhibition facility<br />
designed to cater for 1,200 delegates, with<br />
4,000 m <strong>of</strong> associated exhibition space. The<br />
development would also have banqueting<br />
facilities including meeting rooms, a business<br />
centre and some retail outlets.<br />
Benefits:<br />
Estimated delegate expenditure <strong>of</strong><br />
$56 million per annum within the region.<br />
Creation <strong>of</strong> 600 construction jobs and<br />
700 ongoing EFT positions.<br />
The facility is estimated to earn<br />
$350 million in the first 20 years.<br />
Offers a large flexible space for<br />
community use.<br />
Enhances and activates the Waterfront.<br />
Objective:<br />
To improve the health and<br />
quality <strong>of</strong> life <strong>of</strong> all residents <strong>of</strong><br />
<strong>Greater</strong> <strong>Geelong</strong>.<br />
In a sustainable, healthy community,<br />
people feel safe, have good employment<br />
and education opportunities, and are<br />
connected and engaged.<br />
Council’s contribution to Community Wellbeing<br />
ranges from traditional services such as home<br />
care and delivered meals for elderly residents,<br />
to open space and sporting facilities to keep<br />
people active, and facilities and libraries to<br />
support life long learning.<br />
They include new initiatives which will<br />
make a difference to priority issues in the<br />
<strong>Geelong</strong> region, for example, tackling obesity,<br />
supporting the ageing population, renewing<br />
relevant ageing infrastructure, and creating<br />
opportunities for young children.<br />
Over the next four years we will work with<br />
the community to deliver the following<br />
priority outcomes:<br />
Improved healthy eating and<br />
physical activity<br />
Increased lifelong learning and literacy<br />
Liveable neighbourhoods<br />
Key strategies and<br />
master plans that will<br />
assist in delivering this<br />
strategic direction:<br />
Municipal Early Years <strong>Plan</strong> –<br />
Creating Communities for Children<br />
<strong>Geelong</strong> Strategic Health <strong>Plan</strong><br />
Live Well Positive Ageing Strategy<br />
<strong>Greater</strong> <strong>Geelong</strong> Cycle Strategy<br />
Youth Strategy<br />
Municipal Strategic Statement<br />
Walking More: Walking Safely<br />
Creativity Plus Strategy<br />
Disability Action <strong>Plan</strong><br />
Various recreation reserve master plans<br />
that guide the management and future<br />
development <strong>of</strong> reserves<br />
Playground Upgrade Strategy<br />
Aquatic Infrastructure Strategy <strong>Plan</strong><br />
Barwon Regional Drug Action <strong>Plan</strong><br />
Domestic Animal (Dogs and Cats)<br />
Management <strong>Plan</strong><br />
Bellarine Peninsula Strategic <strong>Plan</strong><br />
<strong>Geelong</strong> Community Safety Strategy<br />
The importance <strong>of</strong> collaboration<br />
The aspirations we hold for our community<br />
cannot be achieved by Council alone. It<br />
will require collaboration from a number <strong>of</strong><br />
stakeholders, including all levels <strong>of</strong> government<br />
through to local community groups.<br />
Achieving these outcomes will be a challenge,<br />
so it is important that over the next four years<br />
we focus on building relationships and working<br />
closely with stakeholders to ensure the best<br />
result for our community.<br />
Key stakeholders we have recognised for this<br />
strategic direction include:<br />
The community<br />
Local community and sporting groups<br />
and organisations<br />
Federal and State Government<br />
departments including:<br />
- Department <strong>of</strong> <strong>Plan</strong>ning and<br />
Community Development<br />
- Department <strong>of</strong> Health Services<br />
- Department <strong>of</strong> Education and Early<br />
Childhood Development,<br />
Barwon Health<br />
G21 (<strong>Geelong</strong> Region Alliance)<br />
Local media<br />
Volunteering <strong>Geelong</strong><br />
Challenges we face<br />
Every day we are faced with challenges, both<br />
global and regional. These challenges impact<br />
on our decision making in the immediate and<br />
long term. It is important we remain flexible so<br />
we can respond to the changing needs <strong>of</strong> our<br />
community as well as making the most <strong>of</strong> the<br />
opportunities that arise.<br />
Some <strong>of</strong> the challenges facing us in the<br />
pursuit <strong>of</strong> community wellbeing include:<br />
The potential increase in unemployment<br />
due to the global financial crisis and<br />
the impact this has on the wellbeing <strong>of</strong><br />
those affected.<br />
The demands <strong>of</strong> a growing population on<br />
existing infrastructure.<br />
Impact <strong>of</strong> population and infrastructure<br />
growth on existing service levels.<br />
An increase in the demand for council<br />
services due to the shift in demographics;<br />
namely the ageing population and the<br />
increasing birth rate.<br />
Funding limitations and competing priorities<br />
on current and future community services.<br />
Making programs accessible to the<br />
community - affordable, relevant, timely<br />
and reachable.<br />
Meeting the needs <strong>of</strong> increased cultural<br />
diversity within the community.<br />
Community Wellbeing<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions<br />
and Annual Action <strong>Plan</strong><br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> is structured around the three strategic<br />
directions which represent the key strengths required by our<br />
city to continue to prosper into the future. These strategic<br />
directions are Community Wellbeing, Growing the Economy<br />
and Sustainable Built and Natural Environment.<br />
They represent the issues <strong>of</strong> importance for the <strong>Greater</strong> <strong>Geelong</strong> community and identify<br />
the outcomes, strategies and strategic measures that are currently planned over the next<br />
four-year period, as well as detailed actions associated with implementing the first year <strong>of</strong><br />
the <strong>City</strong> <strong>Plan</strong>.<br />
Outcome:<br />
<strong>Plan</strong> and Develop the National Transport and Logistics Precinct<br />
We will facilitate the National Transport and Logistics Precinct which is focused on strengthening<br />
our key existing assets such as Avalon Airport, the Port <strong>of</strong> <strong>Geelong</strong>, the Ring Road and Heales Road<br />
Industrial Estate. We will encourage new assets that compliment the existing assets such as the<br />
proposed Intermodal at Lara.<br />
Outcome:<br />
Development <strong>of</strong> the Cosmopolitan Heart<br />
The development <strong>of</strong> <strong>Geelong</strong>’s cosmopolitan heart will be driven through key projects that embrace our<br />
natural and built assets.<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
T a r g e t<br />
The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> is made up <strong>of</strong> twelve wards, with<br />
one councillor elected to represent each ward. The Victorian<br />
Electoral Commission undertook a review <strong>of</strong> all Victorian<br />
electoral structures and as a result several <strong>of</strong> the <strong>City</strong>’s ward<br />
boundaries were changed. A detailed map <strong>of</strong> the new ward<br />
structure can be viewed on our website:<br />
www.geelongaustralia.com.au<br />
Our Council<br />
The Victorian Local Government elections were held in November 2008,<br />
with four new councillors and eight returning councillors elected to represent<br />
the <strong>City</strong> over the next four years.<br />
The Role <strong>of</strong> Council<br />
Council operates under the Local<br />
Government Act 1989 and is elected to<br />
provide leadership and good governance for<br />
the municipality and the local community.<br />
Council has a number <strong>of</strong> roles including:<br />
Taking into account the diverse needs <strong>of</strong><br />
the local community in decision making.<br />
Providing leadership by establishing strategic<br />
objectives and monitoring achievements.<br />
Ensuring that resources are managed in<br />
a responsible and accountable manner.<br />
Advocating the interests <strong>of</strong> the local<br />
community to other communities and<br />
governments.<br />
Fostering community cohesion and<br />
encouraging active participation in civic life.<br />
Our Council<br />
The councillors are elected by the<br />
community and they represent the<br />
overall public interest <strong>of</strong> the region and<br />
their respective ward. They take part in<br />
formulating, adopting and reviewing the<br />
corporate plan, annual budget and other<br />
operational plans and also make informed<br />
decisions on Council policies and funding<br />
requirements.<br />
The Mayor is elected by the 12 councillors<br />
for a one year term. The election <strong>of</strong> Mayor is<br />
usually held in December. At the end <strong>of</strong> that<br />
one year term, the Mayor may wish to stand<br />
for re-election as Mayor for a further term or<br />
decide to stand down. The Mayor has several<br />
roles including chairing Council meetings,<br />
ensuring that Council decisions are carried out<br />
and representing the city at government, civic<br />
and ceremonial functions.<br />
Our Councillors<br />
Civic Accommodation<br />
Overview:<br />
Council’s administrative and civic functions<br />
are currently spread over a number <strong>of</strong><br />
locations. This project will examine the<br />
potential to construct a single <strong>of</strong>fice building<br />
on a site that Council has acquired within the<br />
Western Wedge precinct.<br />
Benefits:<br />
Improved customer service and business<br />
delivery through increased internal<br />
collaboration and communication.<br />
Energy and resource efficiencies.<br />
Long term cost saving due to significant<br />
reductions in rental and utility expenditure<br />
as well as costs saved on <strong>of</strong>fice refits due<br />
to growth and change.<br />
More efficient utilisation <strong>of</strong> staff and<br />
Council’s administrative functions.<br />
The economy will be stimulated through<br />
jobs created during construction and the<br />
freeing up <strong>of</strong> commercial space for further<br />
business investment.<br />
The <strong>Geelong</strong> Future Cities<br />
Project – Arts Precinct<br />
Overview:<br />
In partnership with the State Government,<br />
the <strong>Geelong</strong> Future Cities project aims to<br />
develop and implement a strategic, longterm,<br />
comprehensive master plan to create a<br />
precinct that enlivens the cultural life <strong>of</strong> the<br />
people <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> and its visitors.<br />
To date the project has attracted $7.9 million<br />
in funding from the State Government. This<br />
will go towards the upgrade <strong>of</strong> the Courthouse<br />
Arts; planning <strong>of</strong> an upgrade to the <strong>Geelong</strong><br />
Performing Arts Centre; and planning for<br />
an integrated <strong>Geelong</strong> Library and Heritage<br />
Centre. The project also includes an extension<br />
<strong>of</strong> the <strong>Geelong</strong> Gallery and an upgrade <strong>of</strong> the<br />
surrounding public realm.<br />
Benefits:<br />
Public sector investment will stimulate the<br />
regional economy.<br />
Significant increase in visitor numbers.<br />
State <strong>of</strong> the art facilities catering for a<br />
growing community.<br />
Collaborative cultural opportunities.<br />
Yarra Street Pier<br />
Overview:<br />
The former Yarra Street Pier was part <strong>of</strong> the<br />
<strong>Geelong</strong> Waterfront for more than 100 years<br />
until it was destroyed by fire in 1984. This<br />
project proposes to reconstruct the Yarra Street<br />
Pier providing a public facility that will enhance<br />
water access, major events, recreation,<br />
economic and tourism opportunities.<br />
Benefits:<br />
Private investments will lead to job creation<br />
and further indirect economic stimulus.<br />
The significant economic benefit <strong>of</strong> the<br />
<strong>Geelong</strong> Week sailing event will increase.<br />
Tourism related retail and other service<br />
activities along with improved public access<br />
will add a more vibrant level <strong>of</strong> activity to<br />
Central <strong>Geelong</strong> and the Waterfront.<br />
Improved environmental conditions in<br />
Corio Bay.<br />
<strong>Geelong</strong> Marine<br />
Industry Project<br />
Overview:<br />
The <strong>Geelong</strong> Marine Industry Project -<br />
which has been informed by the Osborne<br />
House Marine Precinct Masterplan - aims<br />
to develop an industrial marine precinct<br />
at St Helens on Corio Bay to support the<br />
recreational marine industry.<br />
Included in the precinct would be<br />
manufacturing, maintenance / repair, storage<br />
and slip / lift facilities - accompanied by<br />
marine based retail, clubhouse and improved<br />
facilities for boating, as well as a restored<br />
Osborne House homestead.<br />
Benefits:<br />
Stimulate job growth in the construction<br />
sector as well as creating permanent<br />
employment opportunities in the<br />
manufacturing, boating and tourism<br />
industries.<br />
Cater for the growing need for boating and<br />
marine industry facilities.<br />
Improved environmental outcomes.<br />
Mineral Springs Spa<br />
Overview:<br />
The natural mineral water present beneath Corio<br />
Bay presents a unique opportunity to further<br />
enhance the Waterfront precinct.<br />
To capitalise on this untapped source, Council<br />
proposes to establish a therapeutic mineral<br />
springs spa and bath house utilising naturally<br />
occurring mineral water that currently emanates<br />
from the coast embankment at Eastern Park.<br />
Benefits:<br />
Increased health and wellbeing<br />
opportunities for the local community.<br />
Increased tourism in the region adding<br />
stimulus to the local economy.<br />
Major investment through private<br />
development and operation.<br />
Transit Cities<br />
Overview:<br />
The Transit Cities program is a State<br />
Government initiative to improve the use <strong>of</strong><br />
public transport by promoting high density<br />
developments around public transport hubs<br />
such as the <strong>Geelong</strong> Railway Station.<br />
An area bounded by Corio Bay, La Trobe<br />
Terrace, Ryrie Street and Moorabool Street<br />
known as the Western Wedge has been<br />
earmarked for redevelopment into a more<br />
intensive commercial and residential area.<br />
Benefits:<br />
Better use <strong>of</strong> existing social and physical<br />
infrastructure including public transport.<br />
More efficient use <strong>of</strong> land and resources.<br />
A thriving local economy in a revitalised<br />
urban centre.<br />
A fairer city through reduced<br />
social disadvantage.<br />
Our Councillors<br />
Our Councillors<br />
Council Funding Priorities<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Outcome:<br />
Improved healthy eating and physical activity<br />
Physical health is critical to the wellbeing <strong>of</strong> the individual and community - enabling full participation<br />
in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are<br />
essential for good health.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Between 2004 and 2008 the <strong>City</strong> operated under a planning<br />
framework <strong>of</strong> nine pillars and two themes. This served us<br />
well but the changing economic, social and environmental<br />
landscape <strong>of</strong> our region has created new opportunities and<br />
challenges for our community.<br />
Shaping <strong>Geelong</strong>’s Future<br />
Based on research and consultation, Councillors and the Management Team have adopted<br />
three strategic directions which represent the key strengths required by our <strong>City</strong> to continue<br />
to prosper into the future. These strategic directions are Community Wellbeing, Growing the<br />
Economy, and Sustainable Built and Natural Environment.<br />
We have identified 11 key outcomes to assist us to achieve our strategic directions. A series <strong>of</strong><br />
measures have been developed to assess our progress. Each year we will review these outcomes<br />
and measures, giving us the flexibility to respond to the ever changing needs <strong>of</strong> our community.<br />
The outcomes for our community are:<br />
<strong>Plan</strong>ning Framework<br />
<strong>Plan</strong>ning Framework<br />
Outcomes:<br />
<strong>Plan</strong> and Develop the National Transport<br />
and Logistics Precinct:<br />
We will facilitate the National Transport<br />
and Logistics Precinct which is focused on<br />
strengthening our key existing assets such as<br />
Avalon Airport, the Port <strong>of</strong> <strong>Geelong</strong>, the Ring<br />
Road and Heales Road Industrial Estate.<br />
We will encourage new assets that compliment<br />
the existing assets, such as the proposed<br />
Intermodal at Lara.<br />
Community Wellbeing<br />
Objective: To improve the health and quality <strong>of</strong> life <strong>of</strong> all residents <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Growing the Economy<br />
Objective: Securing <strong>Geelong</strong>’s Economic Future<br />
Outcomes:<br />
Improved healthy eating and physical activity:<br />
Physical health is critical to the wellbeing <strong>of</strong><br />
the individual and community - enabling full<br />
participation in life and minimising avoidable<br />
treatment costs. A balanced diet and regular<br />
physical activity are essential for good health.<br />
Increased lifelong learning and literacy:<br />
Supporting learning at all stages <strong>of</strong> life by <strong>of</strong>fering<br />
a wide variety <strong>of</strong> experiences and resources<br />
enabling school readiness through early years,<br />
interaction and knowledge building and improved<br />
participation in the workforce and community.<br />
Liveable neighbourhoods:<br />
Creating places with easy access to local<br />
amenities such as shops, parks and reserves<br />
and community facilities, which encourage<br />
destination walking, a community focus and<br />
provide opportunities to reduce isolation.<br />
Development <strong>of</strong> the Cosmopolitan Heart:<br />
The development <strong>of</strong> <strong>Geelong</strong>’s cosmopolitan<br />
heart will be driven through key projects that<br />
embrace our natural and built assets.<br />
Managed Growth:<br />
<strong>Geelong</strong> will continue to position itself as the<br />
best place to live by fostering job creation,<br />
sustainable development practices and<br />
improved community wellbeing.<br />
Outcome:<br />
Managed Growth<br />
<strong>Geelong</strong> will continue to position itself as the best place to live by fostering job creation, sustainable<br />
development practices and improved community wellbeing.<br />
How you can contribute to<br />
achieving our Growing the<br />
Economy outcomes:<br />
Boost our economy by shopping locally.<br />
Support small business operators.<br />
Use local service providers.<br />
Be welcoming to visitors and tourists.<br />
Take on an apprentice and help build<br />
<strong>Geelong</strong>’s future skills base.<br />
Hold your business conferences and<br />
events within the municipality.<br />
Broaden your skill base and knowledge<br />
by undertaking further education and<br />
training opportunities.<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Cr John Doull<br />
Coryule Ward<br />
Elected to Council: November 2008<br />
Portfolio: Environment and<br />
Sustainability, Climate Change<br />
Telephone: 0448 560 897<br />
Email: abley@geelongcity.vig.gov.au<br />
Cr Doull represents the Coryule Ward which<br />
includes the townships <strong>of</strong> Clifton Springs,<br />
Indented Head, Portarlington, St Leonards and<br />
Northern Rural Bellarine.<br />
Cr Jan Farrell<br />
Beangala Ward<br />
Elected to Council: November 2004<br />
Portfolio: Democracy and Governance,<br />
Education and Youth<br />
Telephone: 0437 103 035<br />
Email: jfarrell@geelongcity.vic.gov.au<br />
Cr Farrell represents the Beangala Ward which<br />
includes the townships <strong>of</strong> Ocean Grove and<br />
Point Lonsdale, as well as the rural area <strong>of</strong><br />
Mannerim and parts <strong>of</strong> Marcus Hill.<br />
Cr Kylie Fisher<br />
Corio Ward<br />
Elected to Council: November 2008<br />
Portfolio: Community Development<br />
Telephone: 0439 011 003<br />
Email: kfisher@geelongcity.vic.gov.au<br />
Cr Fisher represents the Corio Ward which<br />
includes the suburbs <strong>of</strong> Corio, Norlane and<br />
North Shore.<br />
Cr Cameron Granger<br />
Windermere Ward<br />
Elected to Council: November 2008<br />
Telephone: 0448 718 347<br />
Email: cgranger@geelongcity.vic.gov.au<br />
Cr Granger represents the Windermere Ward<br />
which takes in the townships <strong>of</strong> Avalon, Anakie,<br />
Lara, Little River, Lovely Banks, Point Wilson,<br />
Rosewall and Staughtonvale.<br />
Cr Bruce Harwood<br />
Kardinia Ward<br />
Elected to Council: February 2003<br />
Portfolio: Tourism, Major Events,<br />
Strategic Development<br />
Telephone: 0409 512 544<br />
Email: bharwood@geelongcity.vic.gov.au<br />
Cr Harwood represents the Kardinia Ward which<br />
includes Belmont and a large part <strong>of</strong> Grovedale.<br />
Cr Andrew Katos<br />
Deakin Ward<br />
Elected to Council: May 2008<br />
Portfolio: <strong>Plan</strong>ning, Finance<br />
Telephone: 0407 042 856<br />
Email: akatos@geelongcity.vic.gov.au<br />
Cr Katos represents the Deakin Ward which<br />
includes the suburbs <strong>of</strong> Wandana Heights,<br />
Highton and part <strong>of</strong> Waurn Ponds, and the<br />
township <strong>of</strong> Ceres.<br />
Cr Dr Srechko ‘Stretch’ Kontelj<br />
OAM KSJ<br />
Kildare Ward<br />
Elected to Council: March 1998<br />
Portfolio: Major Projects<br />
Telephone: 0419 327 303<br />
Email: stretch@geelongcity.vic.gov.au<br />
Cr Dr Kontelj represents the Kildare Ward which<br />
takes in the suburbs <strong>of</strong> Newtown/Chilwell,<br />
Manifold Heights and Herne Hill, the township<br />
<strong>of</strong> Fyansford and parts <strong>of</strong> Stonehaven.<br />
Cr Andy Richards<br />
Buckley Ward<br />
Elected to Council: November 2008<br />
Portfolio: Parks and Gardens,<br />
Transport and Infrastructure<br />
Telephone: 0408 321 344<br />
Email: arichards@geelongcity.vic.gov.au<br />
Cr Richards represents the Buckley Ward which<br />
includes Barwon Heads, Breamlea, Mount<br />
Duneed, Waurn Ponds, parts <strong>of</strong> Grovedale and<br />
the semi-rural areas to the southern boundaries<br />
<strong>of</strong> the <strong>City</strong>.<br />
Cr David Saunderson<br />
Cowie Ward<br />
Elected to Council: March 2001<br />
Telephone: 0409 809 860<br />
Email: dsaunderson@geelongcity.vic.gov.au<br />
Cr Saunderson represents the Cowie Ward<br />
which includes the suburbs <strong>of</strong> North <strong>Geelong</strong>,<br />
Bell Park, Bell Post Hill, Batesford and Hamlyn<br />
Heights.<br />
Our Councillors<br />
Our Councillors<br />
Cr John Mitchell<br />
Mayor<br />
Austin Ward<br />
Elected to Council: November 2004<br />
Portfolio: Communications, Sport and<br />
Recreation, Heritage, Rural and<br />
Regional Affairs, Cultural Diversity<br />
Telephone: 0400 616 147<br />
Email: jmitchell@geelongcity.vic.gov.au<br />
Cr Mitchell represents the Austin Ward, which<br />
includes Breakwater, Moolap, Newcomb,<br />
Thomson, Whittington and St Albans Park.<br />
Cr Rod Macdonald<br />
Deputy Mayor<br />
Cheetham Ward<br />
Elected to Council: November 2004<br />
Portfolio: Economic Development.<br />
Telephone: 0458 509 994<br />
Email: rmacdonald@geelongcity.vic.gov.au<br />
Cr Macdonald represents Cheetham Ward<br />
which includes the townships <strong>of</strong> Curlewis,<br />
Drysdale, Leopold and Wallington.<br />
Cr Barbara Abley AM DSJ<br />
Brownbill Ward<br />
Elected to Council: November 2001<br />
Portfolio: Arts and Culture<br />
Telephone: 0419 358 223<br />
Email: abley@geelongcity.vig.gov.au<br />
Cr Abley represents Brownbill Ward which<br />
includes part <strong>of</strong> East <strong>Geelong</strong>, <strong>Geelong</strong> West,<br />
South <strong>Geelong</strong>, Drumcondra, <strong>Geelong</strong> and the<br />
Central Business District.<br />
12<br />
9<br />
10<br />
11<br />
2<br />
3<br />
4<br />
5<br />
6<br />
1<br />
Corio<br />
Bay<br />
8<br />
7<br />
Introducing our Councillors<br />
1 . Austin<br />
2. Cheetham<br />
3. Coryule<br />
4. Beangala<br />
5. Buckley<br />
6. Deakin<br />
7 .<br />
Kardinia<br />
8. Brownbill<br />
9. Kildare<br />
1 0 .Cowie<br />
1 1 .<br />
Corio<br />
1 2 . Windermere<br />
Heales Road Industrial Estate<br />
Overview:<br />
The Heales Road Industrial Estate, adjacent<br />
to the new <strong>Geelong</strong> Ring Road in Corio, is the<br />
most significant emerging industrial area west<br />
<strong>of</strong> Melbourne, and is expected to develop rapidly<br />
over the next five years. Demand for high quality<br />
industrial land has outstripped supply, but with<br />
the servicing <strong>of</strong> a 327 hectare area <strong>of</strong> the Estate<br />
with roads and reticulated services, it will provide<br />
sites for a wide range <strong>of</strong> industries, maximising<br />
the area’s very large economic potential.<br />
Benefits:<br />
Increased employment opportunities<br />
through the attraction <strong>of</strong> new industries.<br />
Provide stimulus to the local economy.<br />
Enhance the entry into <strong>Geelong</strong>.<br />
Compliments the National Freight and<br />
Logistics Precinct.<br />
Ring Road Extension to the<br />
Bellarine Peninsula<br />
Overview:<br />
A complete ring road facility through to the<br />
Bellarine Peninsula is a much sought after<br />
aspiration for our region. This link, including<br />
a possible river crossing is yet to receive<br />
commitment from the Federal and State<br />
Government and is currently a component <strong>of</strong><br />
land use planning which is being undertaken as<br />
part <strong>of</strong> the Armstrong Creek Urban Growth area.<br />
Benefits:<br />
The easing <strong>of</strong> east west traffic congestion<br />
through Central <strong>Geelong</strong>.<br />
Reduction <strong>of</strong> traffic through residential<br />
suburbs and townships.<br />
Increased tourism opportunities as a result<br />
<strong>of</strong> easier accessibility.<br />
National Transport and<br />
Logistics Precinct<br />
Overview:<br />
Freight and logistics are an industry sector<br />
which will continue to grow in Australia, and<br />
in particular the <strong>Geelong</strong> region. This project<br />
aims to develop transport links between the<br />
Heales Road Industrial Estate, the <strong>Geelong</strong><br />
Port and Avalon Airport, and support a freight<br />
intermodal facility north <strong>of</strong> Lara.<br />
Benefits:<br />
Employment opportunities across all<br />
sectors <strong>of</strong> the economy within our region.<br />
An intermodal facility would strengthen<br />
the precinct and give it enhanced national<br />
significance.<br />
Significant growth potential for new and<br />
existing business operations such as the<br />
<strong>Geelong</strong> Port and Avalon Airport.<br />
Armstrong Creek<br />
Overview:<br />
The vision for Armstrong Creek is a residential<br />
development that meets the highest standards<br />
<strong>of</strong> sustainable living. This is one <strong>of</strong> the largest<br />
strategic planning projects ever undertaken by the<br />
<strong>City</strong> and will provide for up to 22,000 dwellings<br />
and a potential population <strong>of</strong> 54,000 people.<br />
An Integrated Infrastructure Delivery <strong>Plan</strong><br />
has been developed to guide the planning for<br />
infrastructure such as roads and drains, as<br />
well as community and social infrastructure<br />
that fosters social interaction, health and<br />
wellbeing and an environmentally sustainable<br />
way <strong>of</strong> living.<br />
Benefits:<br />
Growth is managed in a sustainable way<br />
and will provide for diversity in employment<br />
and social infrastructure.<br />
Creation <strong>of</strong> a potential 22,000 jobs.<br />
Additional construction jobs during the<br />
development stages.<br />
Community Renewal<br />
and Regeneration<br />
Overview:<br />
The <strong>City</strong> is currently involved in a number <strong>of</strong><br />
whole <strong>of</strong> government responses to addressing<br />
disadvantage in parts <strong>of</strong> the municipality<br />
through improved social, economic,<br />
educational and physical environments.<br />
The key projects are:<br />
Corio Norlane Neighbourhood Renewal –<br />
community development.<br />
Corio Norlane Urban Renewal –<br />
upgrade <strong>of</strong> built environment, particularly<br />
public housing.<br />
Corio Norlane Schools Regeneration –<br />
consolidation and upgrade <strong>of</strong><br />
educational facilities.<br />
Whittington Community Renewal.<br />
Portarlington Community Building Initiative.<br />
Benefits:<br />
Increased community involvement in<br />
decision making and activities enhancing<br />
community pride.<br />
Improve the built environment and create<br />
community employment initiatives.<br />
In Corio and Norlane, increased mix<br />
<strong>of</strong> public / private housing providing for a<br />
potential population increase <strong>of</strong> up<br />
to 30,000.<br />
In Corio and Norlane, new and remodeled<br />
schools serving as community hubs,<br />
including children’s services, community<br />
services and an adult learning precinct.<br />
Community Infrastructure<br />
Overview:<br />
Council currently provides more than 150<br />
kindergartens, senior citizens centres,<br />
libraries and community centres. A strategic<br />
approach to social infrastructure planning is<br />
being adopted due to these numerous ageing<br />
facilities becoming increasingly less fit for<br />
purpose and the requirement for additional<br />
facilities due to growth.<br />
Area specific social infrastructure plans<br />
will be developed with local communities.<br />
Implementation will be over the long term and<br />
will respond to greatest need and will take<br />
advantage <strong>of</strong> partnership and government<br />
funding opportunities.<br />
Benefits:<br />
Upgraded community infrastructure which<br />
meets service provision and environmental<br />
standards.<br />
<strong>Greater</strong> equity across the municipality.<br />
A greater “sense <strong>of</strong> place” which builds<br />
community identity and spirit.<br />
Easier access by grouping together<br />
services and working in partnership with<br />
other organisations.<br />
Our Councillors<br />
Our Councillors<br />
Council Funding Priorities<br />
Outcome:<br />
Increased lifelong learning and literacy<br />
Supporting learning at all stages <strong>of</strong> life by <strong>of</strong>fering a wide variety <strong>of</strong> experiences and resources enabling:<br />
school readiness through early years<br />
interaction and knowledge building<br />
improved participation in the workforce and community.<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Outcome:<br />
Liveable neighbourhoods<br />
Creating places with easy access to local amenities such as shops, parks and reser ves and community facilities,<br />
which encourage destination walking, a community focus and provide opportunities to reduce isolation.<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
T a r g e t<br />
A WORD FROM<br />
OUR MAYOR page 08<br />
pages 30-31 pages 32-33 pages 34-35<br />
SHAPING GEELONG’S<br />
FUTURE<br />
pages 12-13<br />
WARD HIGHLIGHTS<br />
page 18<br />
COUNCIL FUNDING<br />
PRIORITIES page 19<br />
COUNCIL FUNDING<br />
PRIORITIES<br />
COUNCIL FUNDING<br />
PRIORITIES<br />
OUR COUNCILLORS<br />
STRATEGIC DIRECTIONS AND<br />
ANNUAL ACTION PLAN<br />
INTRODUCING OUR<br />
COUNCILLORS<br />
pages 16-17<br />
pages 10-11<br />
pages 26-27 pages 28-29<br />
page 22-23<br />
page 20-21
environmental action.<br />
The impact <strong>of</strong> climate change is far<br />
reaching. It is no longer just a phenomenon<br />
that is occurring in other parts <strong>of</strong> the<br />
world but in fact happening in our own<br />
backyard. As a growing region we recognise<br />
the sustainability <strong>of</strong> our built and natural<br />
environment is fundamental to being the<br />
best place to live.<br />
We will ensure that all decisions we make, big or<br />
small, take the sustainability <strong>of</strong> our environment<br />
into account. We will do this by minimising our<br />
impacts, setting standards and being efficient in<br />
our use <strong>of</strong> resources. In this way we will reduce<br />
our own environmental footprint.<br />
Over the next four years we will work with the<br />
community in aiming to deliver the following<br />
priority outcomes:<br />
Increase the use <strong>of</strong> public and active<br />
transport across the municipality.<br />
Reduce our organisation’s<br />
environmental footprint.<br />
Develop and implement sustainability<br />
standards for all built form.<br />
Prepare and implement a strategy for<br />
adapting to climate change.<br />
Street Tree Policy<br />
Enhance our natural areas and increase the<br />
level <strong>of</strong> protection for precious habitats and<br />
areas <strong>of</strong> biodiversity.<br />
Responsiveness<br />
We will respond to telephone messages<br />
within one working day.<br />
We will respond to telephone calls within<br />
five rings.<br />
Correspondence received by mail and<br />
email will be responded to within 10<br />
working days. <strong>Plan</strong>ning and other statutory<br />
correspondence will be responded to in<br />
accordance with legislative requirements.<br />
We will meet corporate standards with<br />
all correspondence.<br />
We will identify ourselves by name<br />
when responding to phone or<br />
face-to-face enquires.<br />
We will make all reasonable efforts to<br />
supply all our services in a timely manner<br />
with priority assistance to customers<br />
affected by a public safety issue.<br />
Customer requests for service will be<br />
actioned within defined service timelines.<br />
We will provide a method <strong>of</strong> follow-up for<br />
customer requests.<br />
Four Year <strong>Plan</strong><br />
Public Transport Strategy<br />
Environment Management Strategy<br />
Greenhouse Reduction Strategy and Local<br />
Action <strong>Plan</strong><br />
Municipal Strategic Statement<br />
Housing Diversity Strategy<br />
Township Structure <strong>Plan</strong>s<br />
Armstrong Creek Urban Growth <strong>Plan</strong><br />
Sustainable Water Futures Policy<br />
Rural Land Use Strategy<br />
Barwon Region Waste Management <strong>Plan</strong><br />
Storm Water Quality Management <strong>Plan</strong><br />
(including Healthy Waterways)<br />
<strong>Greater</strong> <strong>Geelong</strong> Cycling Strategy<br />
<strong>Geelong</strong> Wetlands Strategy<br />
Domestic Waste Water Strategy<br />
Eastern Park and <strong>Geelong</strong> Botanic Gardens<br />
Strategic <strong>Plan</strong><br />
Clifton Springs Coastal Management <strong>Plan</strong><br />
Limeburners Bay Management <strong>Plan</strong><br />
<strong>Geelong</strong> Saleyards Conservation<br />
Management <strong>Plan</strong><br />
Barwon River Land Use and Open Space<br />
Corridor <strong>Plan</strong><br />
Various Drainage and Flood Management<br />
strategies and plans<br />
cannot be achieved by Council alone. It<br />
will require collaboration from a number <strong>of</strong><br />
stakeholders, including all levels <strong>of</strong> government<br />
through to local community groups.<br />
Achieving these outcomes will be a challenge,<br />
so it is important that over the next four years<br />
we focus on building relationships and working<br />
closely with stakeholders to ensure the best<br />
result for our community.<br />
Key stakeholders we have recognised for this<br />
strategic direction include:<br />
The community<br />
Transport Companies<br />
Suppliers<br />
Developers<br />
Federal and State Government Departments<br />
Industry groups<br />
Interest groups<br />
G21 – <strong>Geelong</strong> Region Alliance<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
global and regional. These challenges impact<br />
on our decision making in the immediate and<br />
long term. It is important we remain flexible so<br />
we can respond to the changing needs <strong>of</strong> our<br />
community as well as making the most <strong>of</strong> the<br />
opportunities that arise.<br />
Some <strong>of</strong> the challenges facing us in the<br />
pursuit <strong>of</strong> a sustainable built and natural<br />
environment include:<br />
There may be a perception that addressing<br />
environmental issues is less important in<br />
light <strong>of</strong> the global financial crisis which may<br />
result in a push for cheaper developments<br />
and decreasing building and environmental<br />
standards.<br />
Being prepared to respond to government<br />
funding programs that benefit our<br />
environment.<br />
Major industries lobbying to get the most<br />
out <strong>of</strong> existing infrastructure rather than<br />
seeking to become greener.<br />
Climate change impacts.<br />
‘Go Green’ – there are many ways to reduce<br />
your carbon footprint and save our region’s<br />
precious resources.<br />
<strong>Plan</strong>t indigenous plant species.<br />
Install water saving devices around<br />
your home.<br />
Recycle – reduce the amount <strong>of</strong> new<br />
materials you use or purchase.<br />
Reduce unnecessary heating and cooling.<br />
Buy appliances with the highest<br />
energy efficiency.<br />
Ride your bike to work or car pool with<br />
others in your local area.<br />
Walk your children to school, or commence<br />
a ‘Walking School Bus’.<br />
Use public transport, or take advantage <strong>of</strong><br />
the <strong>City</strong>’s Park and Ride services.<br />
Vote with your ‘switch’ and take part in<br />
the annual Earth Hour event in March<br />
by switching <strong>of</strong>f non-essential lights and<br />
electrical appliances for one hour to raise<br />
awareness towards the need to take action<br />
on climate change.<br />
<strong>Plan</strong>t a tree.<br />
Choose low toxic and biodegradable<br />
cleaning products.<br />
Consider environmental standards when<br />
building or renovating.<br />
Take part in annual ‘Clean Up Australia<br />
Day’ activities.<br />
Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective and to maximise customer satisfaction.<br />
This is underpinned by our 21 Customer Service Commitments:<br />
The total budgeted <strong>2009</strong>-2010 gross New Assets:<br />
expenditure for capital projects is $80.2M Projects which result in the creation <strong>of</strong> totally<br />
with capital income <strong>of</strong> $11.8M, making new assets. Council’s New Assets program<br />
Council’s commitment a net expenditure budget for <strong>2009</strong>-2010 is $22.6M (income<br />
<strong>of</strong> $68.4M.<br />
$4.1M). Projects included in this category are<br />
A capital project is defined as works that result<br />
Street Construction Special Rates and Charges<br />
in the creation or improvement <strong>of</strong> an asset<br />
($2.5M), North Heales Rd subdivision ($2.5M),<br />
controlled by the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong>.<br />
drainage construction ($1.6M), cycling criterium<br />
Replacement <strong>of</strong> less than 100 per cent <strong>of</strong> an<br />
($1.4M), Corio Landfill rehabilitation ($1.0M),<br />
asset or replacement that does not extend the<br />
Eastern Beach children’s pool ($1.0M), civic<br />
life <strong>of</strong> an asset is not considered capital.<br />
accommodation ($1.0M), Lara Library ($0.8M),<br />
local roads construction ($0.8M), Leopold<br />
The Capital Projects Program is divided into Community Hub ($1.6M) and Waurn Ponds<br />
three categories:<br />
Library ($0.4M).<br />
Asset Renewal:<br />
Asset Upgrades:<br />
This is a grouping <strong>of</strong> projects which replace Projects which result in the upgrade <strong>of</strong> an<br />
100 per cent <strong>of</strong> an existing asset. Examples <strong>of</strong> existing asset. These projects involve renewing<br />
projects in this grouping include footpath, road existing assets to a better standard than the<br />
and drainage replacement and playground original asset. Also included in this category<br />
renewal program. Council’s Asset Renewal is provision <strong>of</strong> new asset components as<br />
program budget for <strong>2009</strong>-2010 is $19.2M an integral part <strong>of</strong> the upgraded asset. The<br />
(income $1.6M). Projects included in this estimated total expenditure on asset upgrades<br />
category are Federal Roads program ($1.6M), for the <strong>2009</strong>-2010 financial year will be<br />
road surfacing program ($3.3M), light fleet $14.4M (income $6.1M). Projects included<br />
replacement ($2.3M), heavy and dedicated in this category include various sports ground<br />
plant replacement ($3.2 M), footpath renewal upgrades ($4.2M), streetscapes ($0.6M) and<br />
($1.9M), road rehabilitation ($1.7M), drainage various building upgrades ($8.3M).<br />
renewal ($0.7 M), kerb and channel renewal<br />
($1.0 M) and IT asset replacement ($1.0 M).<br />
Access<br />
Fair Treatment<br />
Our Customer Service Line will be available We will balance individual needs with the<br />
for public safety issues 24 hours a day, direction <strong>of</strong> Council and resources available<br />
seven days a week.<br />
to achieve the best community outcomes.<br />
We will provide information that is current If we are unable to meet customer<br />
and in plain language.<br />
expectations we will explain why.<br />
We will <strong>of</strong>fer a variety <strong>of</strong> payment methods. We will communicate and make available<br />
We will be available for contact by phone, our privacy policy.<br />
on-line, in writing and in person.<br />
We will assist visiting customers within Feedback<br />
five minutes.<br />
We will encourage customer feedback and<br />
view it as an opportunity to improve.<br />
Knowledge and Attitude<br />
We will measure our performance on<br />
We will ensure information provided is up a regular basis to constantly improve<br />
to date.<br />
our service.<br />
We will proactively explain processes and<br />
take personal responsibility.<br />
We will act in a manner which is respectful<br />
to the public.<br />
Target<br />
Capital Program <strong>2009</strong>-2010<br />
Infrastructure Leisure ($9.6M)<br />
A total <strong>of</strong> $9.6M is proposed for Infrastructure<br />
Leisure projects which cover parks,<br />
sportsgrounds, foreshore, aquatic facilities<br />
and playgrounds.<br />
The more significant projects include:<br />
Aquatics ($1.6M) – Leisurelink fixtures and<br />
equipment, Eastern Beach children’s pool.<br />
Parks ($0.9M) – Connections Park<br />
redevelopment, Rippleside Park, Coolabah<br />
Park, Thomson Reserve, Pettit Park.<br />
Sports grounds ($6.3M) – Cycling criterium,<br />
Highton Reserve Pavilion, <strong>Geelong</strong> Football<br />
Umpires League clubrooms, Kardinia Park<br />
netball courts, St Mary’s Football Club<br />
clubrooms upgrade, South Barwon Football<br />
and Netball Club netball courts and<br />
Memorial Reserve Ocean Grove clubrooms.<br />
Roads ($9.6M)<br />
The more significant projects include<br />
road surfacing program ($3.3M), federally<br />
funded Roads to Recovery projects ($1.6M),<br />
local roads construction ($0.8M), road<br />
rehabilitation ($1.7M), VicRoads funded works<br />
($0.5M) and roads other (bridges, culverts<br />
etc) ($0.6M). Increased amounts have been<br />
allocated in <strong>2009</strong>-2010 to renewal programs<br />
road surfacing ($0.4M), roads other ($0.3M)<br />
and road rehabilitation ($0.2M).<br />
Fleet ($5.5M)<br />
The gross purchase cost <strong>of</strong> $5.5M on<br />
replacement <strong>of</strong> light fleet, heavy plant and<br />
dedicated plant increases by $0.6M relative to<br />
2008-<strong>2009</strong>. Trade and sale values for replaced<br />
units are estimated at $2.0M, leaving a net<br />
changeover expenditure <strong>of</strong> $3.5M.<br />
programs that reduce our car dependence. We will give priority to these options in planning and development.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
training to all our staff.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Four Year <strong>Plan</strong><br />
T a r g e t<br />
T a r g e t<br />
T a r g e t<br />
T a r g e t<br />
Buildings ($11.6M)<br />
Streetscapes ($0.7M)<br />
Special Rates and Charges ($3.6M)<br />
For the <strong>2009</strong>-2010 year, $11.6M will be For the <strong>2009</strong>-2010 year, $0.7M will be For the <strong>2009</strong>-2010 year, $3.6M will be<br />
expended on building projects – upgrades expended on streetscape projects. The more expended on Special Rates and Charges<br />
$8.4M and new $3.2M. The more<br />
significant projects include Whittington Centre projects. This includes street construction<br />
significant projects include Courthouse Arts Hub landscaping, Portarlington streetscape ($2.5M), drainage construction ($0.3M),<br />
redevelopment ($5.2M), Belmont Library and Western Wedge infrastructure –<br />
footpath construction ($0.3M) and kerb and<br />
upgrade ($0.6M), Disability Access program Cunningham Street.<br />
channel construction ($0.3M).<br />
($0.3M), children’s services facilities upgrades<br />
Footpaths ($2.0M)<br />
Carried Forward Works ($28.0M)<br />
($0.4M), community halls ($0.2M) and toilet<br />
The ongoing footpath replacement program At the end <strong>of</strong> each financial year there are<br />
block upgrades ($0.2M). New projects include<br />
proposes $1.9M in <strong>2009</strong>-2010. Other projects, which are either incomplete or<br />
civic accommodation ($1.0M), Leopold<br />
expenditure includes bikepaths/walking tracks not commenced due to planning issues,<br />
Community Hub ($0.6M) and Waurn Ponds<br />
at St Leonards Lake.<br />
weather delays, extended consultation<br />
Library ($0.4).<br />
Kerb and Channel ($1.0M)<br />
etc. For the 2008-<strong>2009</strong> project managers<br />
Drainage ($3.1M)<br />
The ongoing kerb and channel renewal<br />
have estimated that $28.0M <strong>of</strong> capital<br />
The more significant projects include drainage<br />
program proposes $1.0M for replacement <strong>of</strong><br />
works will be incomplete and be carried<br />
construction which is an ongoing program <strong>of</strong><br />
kerb and channel in full block sections, an<br />
forward into the <strong>2009</strong>-2010 year. The more<br />
drainage related works including upgrading<br />
increase <strong>of</strong> $0.1M over 2008-<strong>2009</strong>.<br />
significant projects include the Leisurelink<br />
main drainage infrastructure ($1.6M), drainage<br />
Aquatic Centre replacement ($13.8M), Corio<br />
renewal program ($0.7M), <strong>Geelong</strong> Ring Road Land ($2.6M)<br />
Landfill rehabilitation ($2.6M), Vines Road<br />
retarding basins ($0.3M) and implementation <strong>of</strong> For the <strong>2009</strong>-2010 year, $2.6M will be development ($3.0M), North Heales Rd<br />
the Stormwater Management <strong>Plan</strong> ($0.2M). An expended on purchase <strong>of</strong> land including North subdivision ($1.4M), Barwon Heads Skate<br />
increased amount <strong>of</strong> $0.4M has been allocated Heales Road subdivision ($2.5M) and New Park ($0.5M), Waterfront timber decking<br />
in <strong>2009</strong>-2010 for drainage renewal programs. Corio and Station Estates ($0.1M).<br />
replacement ($0.8M), Skilled Stadium turf<br />
Computer Equipment ($1.8M)<br />
Waste Collection ($1.2M)<br />
replacement ($0.7M), and <strong>Geelong</strong> Motocross<br />
Expenditure on computer equipment renewal Further provision for Corio Landfill<br />
relocation ($0.7M).<br />
is proposed at $1.8M. The more significant rehabilitation <strong>of</strong> ($1.0M) has been made in<br />
projects include IT asset replacement program <strong>2009</strong>-2010. The ongoing program for new<br />
($1.0M), field communications system ($0.5), property mobile bins is $0.2M.<br />
minor acquisitions program ($0.2M) and PAPL<br />
communications link ($0.2M).<br />
services or buying goods and services, we will reduce the impact we have on our natural environment.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
We will deliver efficient and effective services that meet the growing needs <strong>of</strong> our community.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
The information provides the link between the objectives <strong>of</strong> <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> and the<br />
principles and assumptions in the Budget <strong>2009</strong>-2010. The Budget <strong>2009</strong>-2010 has more<br />
details on the following information and should be read in conjunction with the SRP.<br />
Four Year <strong>Plan</strong><br />
Target<br />
and encourage good design and development in the community.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Four Year <strong>Plan</strong><br />
T a r g e t<br />
We aim to foster a culture that embraces a consistent set <strong>of</strong> behaviours that reflect what we all truly value and believe in to deliver<br />
effective and efficient outcomes for our community.<br />
Act on our commitments.<br />
Be open, transparent, ethical<br />
and honest in our actions.<br />
Share information.<br />
Be accountable for our decisions Look for and implement better<br />
and everything we do.<br />
ways <strong>of</strong> doing things.<br />
Take pride in the job we<br />
Be open to learning.<br />
are doing.<br />
Be responsive to the changing<br />
Be loyal and support our work needs <strong>of</strong> the community.<br />
colleagues and organisation.<br />
Take responsibility for<br />
problem solving.<br />
The staff at the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> are the key to delivering on the goals and objectives in<br />
<strong>City</strong> <strong>Plan</strong>. The Council’s ability to deliver is determined by the ability <strong>of</strong> the people.<br />
The following chart shows the Equivalent Full Time (EFT) staff Council employs to deliver services by<br />
Division as at March <strong>2009</strong>. The EFT changes to increase service levels in <strong>2009</strong>-2010 are shown as<br />
is the associated costs for these staff and a plan <strong>of</strong> costs for the next four years if staffing numbers<br />
were to remain constant.<br />
Listen and seek to understand<br />
the views <strong>of</strong> others.<br />
Be considerate and courteous.<br />
Recognise everyone’s<br />
contribution and value a job<br />
well done.<br />
Build positive relationships.<br />
associated plans<br />
Information Technology Strategy<br />
Marketing Management Strategy<br />
Risk Management Strategy<br />
Occupational Health and Safety<br />
Management Strategy<br />
Community Fire Management <strong>Plan</strong><br />
Municipal Emergency Management <strong>Plan</strong><br />
Central <strong>Geelong</strong> Parking Precinct <strong>Plan</strong><br />
Rating Strategy<br />
Risk and occupation health and<br />
safety management<br />
Communications and marketing<br />
Records management<br />
Financial management<br />
Provision and management <strong>of</strong><br />
information technology services<br />
Property management<br />
Governance services<br />
Corporate planning and<br />
performance reporting<br />
The Strategic Resource <strong>Plan</strong> achieves a sustainable financial position for the Council.<br />
The plan generates a recurrent surplus, which shows that council can meet its day to day<br />
expenditure from recurrent income. The <strong>Plan</strong> includes the following assumptions:<br />
Operating Statement<br />
Salaries estimate include EBA increases, Asset sales includes sales reasonably<br />
banding increases and service changes expected to eventuate. Sales <strong>of</strong> industrial<br />
CPI <strong>of</strong> 3.0 per cent each year.<br />
linked to external funding sources.<br />
land will be utilised to fund capital works<br />
Rates income increases following budget Materials and plant and vehicles<br />
(development costs), as they eventuate.<br />
year are 4.0 per cent with growth <strong>of</strong> 1.0 per expenditure has increased by CPI and Recognition <strong>of</strong> infrastructure from<br />
cent each year.<br />
general works by CPI per year after the developers is projected at $15.0M p.a. for<br />
Municipal charge and garbage charge budget year.<br />
2010-2011 through to 2012-<strong>2013</strong>.<br />
increases at 3.0 per cent in line with CPI Interest expense has increased according<br />
in the years following the budget year to the borrowing strategy. Interest rate is<br />
dependant on environmental assurance and<br />
Balance Sheet<br />
expected to be retained at 5.75 per cent.<br />
new processing contracts.<br />
Council will borrow in line with expenditure Debtors have increased $0.3M per year in<br />
Government Grants to increase by CPI after on major projects as listed below.<br />
line with increased rates collectables after<br />
the budget year.<br />
Depreciation has increased between 4.0 <strong>2009</strong>-2010.<br />
User Fees and Charges have been adjusted and 4.3 per cent to cover new assets<br />
Creditors have increased $0.4M per year<br />
for one <strong>of</strong>f items. Remaining user fees and constructed and vested in Council.<br />
in line with increased cost <strong>of</strong> goods after<br />
charges are to increase by CPI.<br />
Provision for Corio Landfill will continue until <strong>2009</strong>-2010.<br />
Other Fees and Charges including Statutory 2011 when operations at the site will be Employee Benefit Provisions have increased<br />
Charges to increase by CPI in the years completed and the site will be rehabilitated. $0.8M per year.<br />
following the budget.<br />
The average provision is $0.8M per year.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Executive management consists <strong>of</strong> the Chief Executive Officer and six general managers<br />
who oversee policy, strategic direction and overall management <strong>of</strong> the organisation.<br />
There are 24 departments each <strong>of</strong> which is overseen by a senior manager, who are<br />
responsible for the organisation’s day to day operations and strategic management.<br />
Due to the recent resignation <strong>of</strong> our Chief Executive Officer Kay Rundle, the General Manager <strong>of</strong><br />
Corporate Services Stephen Griffin has been appointed to the role <strong>of</strong> acting Chief Executive Officer<br />
until a new appointment is made.<br />
Telephone<br />
Pick up the phone between 8am and 5pm<br />
weekdays to call us on (+ 61 3) 5272 5272<br />
Post<br />
Write to us at:<br />
<strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
PO Box 104<br />
<strong>Geelong</strong> 3220 Australia<br />
Fax<br />
Send us a fax on (+ 61 3) 5272 4277<br />
Web<br />
www.geelongaustralia.com.au<br />
Email<br />
Get online and drop us an email at<br />
contactus@geelongcity.vic.gov.au<br />
Mayor and Councillors<br />
Email them at<br />
mayor@geelongcity.vic.gov.au<br />
councillor@geelongcity.vic.gov.au<br />
OR phone them on (+ 61 3) 5272 4893<br />
Councillors<br />
Chief Executive Officer<br />
In Person<br />
You can always visit us at any<br />
one <strong>of</strong> our seven conveniently located<br />
Customer Service Centres:<br />
<strong>Geelong</strong><br />
<strong>City</strong> Hall, 30 Gheringhap Street<br />
131 Myers St<br />
<strong>Geelong</strong> West<br />
153A Pakington Street<br />
Belmont<br />
Library, 163 High Street<br />
Corio<br />
Corio Shopping Centre<br />
Drysdale<br />
18- 20 Hancock Street<br />
Ocean Grove<br />
Cnr The Avenue and Presidents Avenue<br />
Community<br />
Target<br />
The <strong>2009</strong>-2010 Budget provides for recurrent services <strong>of</strong> $216.1M. After accounting for non recurrent items including capital income and<br />
asset recognition, the <strong>2009</strong>-2010 budget records a Net Operating Surplus <strong>of</strong> $34.4M.<br />
<strong>of</strong> Council’s income.<br />
Rate revenue is 61.0 per cent <strong>of</strong> total revenue<br />
and reflects an overall average <strong>of</strong> 4.9 per cent<br />
rate increase for average residential ratepayers<br />
and a lift in the Garbage charge from $183.50<br />
to $190.80 per tenement. Municipal charge<br />
increases from $75.50 per property to $78.50<br />
per property as a contribution to the fixed<br />
costs <strong>of</strong> Governance.<br />
Capital Expenditure<br />
Loans<br />
Council’s <strong>2009</strong>-2010 expenditure on the<br />
diversity <strong>of</strong> services provided to residents.<br />
Rate Increase<br />
Service Increases<br />
Rate revenue is 61.0 per cent <strong>of</strong> total Infrastructure Maintenance and Renewal Capital Projects<br />
revenue and reflects a 4.9 per cent rate The <strong>2009</strong>-2010 Budget continues the trend Total <strong>2009</strong>-2010 budgeted expenditure for<br />
increase for residential, commercial and <strong>of</strong> increasing expenditure for infrastructure capital projects is $80.2M <strong>of</strong>fset by $11.8M<br />
industrial ratepayers and a lift in the Waste maintenance in recognition <strong>of</strong> the need to income, making Council’s commitment a<br />
Collection Service Charge from $183.50 to address Council’s ageing infrastructure. The net expenditure <strong>of</strong> $68.4M. This includes an<br />
$190.80 per tenement. Municipal Charge increase <strong>of</strong> $3.1M includes an additional estimate <strong>of</strong> net carryover from 2008-<strong>2009</strong><br />
increases from $75.50 to $78.50 per $1.6M for road and footpath renewal.<br />
projects $28.0M (which will be subject<br />
property as a contribution to the fixed costs<br />
to review at year-end) and an estimate <strong>of</strong><br />
Recycling and Waste Service Charge<br />
<strong>of</strong> governance.<br />
deferred works into 2010-2011 <strong>of</strong> $3.0M.<br />
The Recycling and Waste Service Charge<br />
Overall, the effective increase in residential funds the residential recycling and waste The significant capital projects to be<br />
rates including movements in the Municipal collection service. This includes the costs undertaken in <strong>2009</strong>-2010 in gross dollar value<br />
Charge and the Waste Collection Service <strong>of</strong> waste disposal and recycling and green include upgrades to sports grounds $6.2M,<br />
Charge is 4.9 per cent.<br />
waste processing, litter bin clearances, street Special Rates and Charges program $3.6M,<br />
Council prepares an annual Rating Strategy.<br />
cleaning and the net operating costs <strong>of</strong> the drainage construction $3.1M, Federal Roads<br />
The Rating Strategy for <strong>2009</strong>-2010 contains<br />
waste transfer stations (Drysdale and North program $1.6M, road surfacing program $3.3<br />
Council policy, procedure, rate assistance and<br />
<strong>Geelong</strong>). This charge has increased to reflect M, footpath replacement program $2.0M,<br />
information on the <strong>City</strong>’s approach to raising<br />
CPI increments to collection contract and the buildings $11.8M including Courthouse Arts<br />
<strong>of</strong> property rates and will be updated to reflect<br />
increased cost <strong>of</strong> landfill disposal. The Waste redevelopment , land purchases $2.6M and<br />
Council’s budget deliberations.<br />
Collection Charge will increase from $183.50 Corio Landfill rehabilitation $1.0M.<br />
in 2008-<strong>2009</strong> to $190.80 in <strong>2009</strong>-2010.<br />
Borrowing Strategy<br />
In 2008-<strong>2009</strong>, a loan <strong>of</strong> $12.7M was taken up<br />
to fund capital works. Council has a capacity<br />
to borrow as prior to 2005-2006 it has not<br />
taken out long term loans since 1998.<br />
The <strong>2009</strong>-2010 budget provides for $12.5M <strong>of</strong><br />
borrowings to fund the redevelopment <strong>of</strong> the<br />
Leisurelink Aquatic Centre in Waurn Ponds.<br />
health, deteriorating water quality and climate change impacts.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
In meeting this we must ensure the governance and financial management <strong>of</strong> the<br />
municipality is responsible, accountable and transparent.<br />
We must also provide a working environment that is not only safe and healthy but encourages<br />
learning and development opportunities for our staff. Engaging our community on a regular<br />
basis is important in meeting our challenges and outcomes as it not only serves as a way for<br />
us to inform, but for the community to provide valuable feedback, ultimately creating strong<br />
relationships and making <strong>Geelong</strong> the best place to live.<br />
maintenance in recognition <strong>of</strong> the need to address Council’s ageing infrastructure.<br />
Leisurelink facility.<br />
In 2008-<strong>2009</strong> loans <strong>of</strong> $12.5M were taken up to fund capital works. Council has capacity to<br />
borrow as prior to 2005-2006 it had not taken out long term loans since 1998.<br />
and threats on our natural environment and our environmental capital.<br />
The response has been to adopt the Sustainable Water Futures Policy to implement important<br />
water saving and drought recovery initiatives. Council has responded in a positive way to climate<br />
change with the Greenhouse Reduction Strategy adopted in December 2007, with key initiatives to<br />
be funded in <strong>2009</strong>-2010.<br />
T a r g e t<br />
Table <strong>of</strong> Contents<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
Sustainable Built and Natural Environment<br />
Objective:<br />
The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Key strategies and<br />
master plans that will<br />
Challenges we face<br />
Every day we are faced with challenges, both<br />
leads the community in<br />
sustainable planning and<br />
assist in delivering this<br />
strategic direction:<br />
The importance <strong>of</strong> collaboration<br />
The aspirations we hold for our community<br />
Outcome:<br />
Increased use <strong>of</strong> public and active transport by the community<br />
Options for accessible transport are key to sustainability and wellbeing, and are a top priority for our<br />
community. We will encourage a variety <strong>of</strong> transport modes, urban designs and active transport support<br />
Outcome:<br />
A reduction in our organisation’s environmental footprint<br />
We want to ensure that all decisions made by staff and Council reflect our philosophy <strong>of</strong> environmental<br />
sustainability. Whether we are planning for the future, designing projects, delivering capital works and<br />
Outcome:<br />
Agreed standards for sustainable development are in operation<br />
Reflecting our leadership role in the community, particularly in implementing the <strong>Plan</strong>ning Scheme and<br />
Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves<br />
Outcome:<br />
The Climate Change Adaptation Strategy is established<br />
Climate change poses a risk in sustaining communities into the future. We need to ensure we have<br />
considered the likely changes that will take place in our region and have developed a plan to adapt to<br />
those changes. We will need to work closely with both the Federal and State Governments to achieve<br />
this and to implement the plan.<br />
Outcome:<br />
Enhanced and protected natural areas<br />
Biological diversity is the natural wealth <strong>of</strong> our municipality and provides the basis for our life and<br />
prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline<br />
land and soil. The use <strong>of</strong> the region’s natural resources needs to be balanced against the impact on<br />
natural systems including the potential loss <strong>of</strong> habitat and biodiversity, introduced pests, declining soil<br />
SUSTAINABLE BUILT AND<br />
NATURAL ENVIRONMENT<br />
pages 36-37 SUSTAINABLE BUILT AND pages 38 -39 SUSTAINABLE BUILT AND pages 40-41<br />
NATURAL ENVIRONMENT<br />
NATURAL ENVIRONMENT<br />
Strategic Directions and Annual Action <strong>Plan</strong><br />
How you can contribute<br />
to achieving our<br />
Sustainable Built and Natural<br />
Environment outcomes:<br />
Our Mission<br />
We will focus on developing<br />
and maintaining ef fective<br />
working relationships to deliver<br />
Council’s strategic directions<br />
and high quality ser vices that<br />
meet the changing needs <strong>of</strong><br />
our community.<br />
DELIVERING<br />
CITY PLAN<br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
Our Values and Behaviours<br />
Council prides itself on delivering outcomes that serve<br />
residents’ needs through committed, motivated, enthusiastic,<br />
well trained and well resourced staff.<br />
Integrity<br />
We will:<br />
Responsibility<br />
We will:<br />
Innovation<br />
We will:<br />
Respect<br />
We will:<br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
Organisation Structure<br />
The <strong>City</strong>’s management structure is comprised <strong>of</strong> an executive<br />
management group, and a senior management group.<br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
Supporting the delivery <strong>of</strong><br />
our strategic outcomes<br />
Like many organisations we face challenges which we<br />
must meet daily. Continuing to provide services to meet<br />
the requirements <strong>of</strong> a growing population with diverse<br />
needs is one <strong>of</strong> many.<br />
SUSTAINABLE BUILT AND<br />
NATURAL ENVIRONMENT<br />
pages 42-43<br />
OUR MISSION<br />
page 44<br />
OUR VALUES AND<br />
BEHAVIOURS page 45<br />
ORGANISATION<br />
STRUCTURE page 46<br />
SUPPORTING THE<br />
DELIVERY OF OUR<br />
STRATEGIC OUTCOMES<br />
page 47<br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
Delivering <strong>City</strong> <strong>Plan</strong><br />
BUDGET <strong>2009</strong>-2010<br />
Budget <strong>2009</strong>-2010 Budget <strong>2009</strong> - 2010<br />
Customer Focused Organisation<br />
Over the past five years we have worked hard to build a culture <strong>of</strong> listening, understanding and<br />
proactively responding to internal and external customer needs.<br />
Responsible Financial Management<br />
We will provide a sound financial basis that supports our strategic priorities and enables us to deliver<br />
services and infrastructure that will ensure the sustainability <strong>of</strong> our region into the future.<br />
Informed and Engaged Community<br />
We will ensure the community is informed about matters that impact on their lives and have<br />
opportunities to participate in decision making processes by consulting widely and openly.<br />
Budget at a Glance<br />
The <strong>2009</strong>-2010 <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> Operating<br />
Budget features a recurrent surplus <strong>of</strong> $4.6M to fund<br />
capital expenditure in <strong>2009</strong>-2010.<br />
Infrastructure Maintenance<br />
The <strong>2009</strong>-2010 Budget continues the trend <strong>of</strong> increasing expenditure for infrastructure<br />
Safe Work Environment<br />
We will provide a safe work environment by maintaining occupational health and safety (OHS)<br />
processes which meet and exceed current legislative standards and by continually providing OHS<br />
Efficient Service Delivery<br />
Key strategies and master<br />
plans that will assist in<br />
delivering our services:<br />
Asset Management Strategy and<br />
Council Income<br />
The following summarises the main sources<br />
Council Services<br />
The following provides an overview <strong>of</strong><br />
Liquidity<br />
The <strong>2009</strong>-2010 Budget provides for $12.5M <strong>of</strong> borrowings to fund the replacement <strong>of</strong> the<br />
Key Initiatives <strong>2009</strong>-2010 Budget<br />
The <strong>City</strong> is experiencing an historic period <strong>of</strong> drought which is placing an array <strong>of</strong> pressures<br />
Motivated and Skilled Staff<br />
We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make<br />
informed decisions and to deliver efficient and effective services that benefit our community.<br />
The actions supporting the<br />
delivery <strong>of</strong> <strong>City</strong> <strong>Plan</strong><br />
<strong>2009</strong>-<strong>2013</strong> are part <strong>of</strong><br />
Council’s ongoing day-to-day<br />
operations, including:<br />
Human resource management<br />
SUPPORTING THE DELIVERY<br />
OF OUR STRATEGIC OUTCOMES<br />
SUPPORTING THE DELIVERY<br />
pages 48-49 OF OUR STRATEGIC OUTCOMES pages 50-51<br />
BUDGET AT<br />
A GLANCE<br />
pages 52-53<br />
Budget <strong>2009</strong> - 2010 Budget <strong>2009</strong> - 2010<br />
Budget <strong>2009</strong> - 2010 Budget <strong>2009</strong> - 2010<br />
Budget <strong>2009</strong> - 2010<br />
Human Resources<br />
Strengthening Our<br />
Community Assets<br />
Strategic Resource <strong>Plan</strong><br />
The Strategic Resource <strong>Plan</strong> (SRP) is a four-year plan<br />
<strong>of</strong> the financial and human resources Council requires<br />
to implement the actions and deliver the goals and<br />
objectives set out in <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong>.<br />
Financial Resources<br />
BUDGET AT<br />
A GLANCE<br />
pages 54-55<br />
STRATEGIC<br />
RESOURCE PLAN<br />
pages 56-57<br />
STRATEGIC<br />
RESOURCE PLAN<br />
pages 58-59<br />
Budget <strong>2009</strong> - 2010 Budget <strong>2009</strong> - 2010<br />
Standard Income Statement<br />
Standard Statement <strong>of</strong> Cash Flow<br />
Budget <strong>2009</strong> - 2010 Budget <strong>2009</strong> - 2010<br />
Standard Balance Sheet<br />
Standard Statement <strong>of</strong> Capital Program<br />
Contact Us<br />
If you need further assistance<br />
or information on a service or<br />
Council facility, simply contact us<br />
via one <strong>of</strong> the following easy ways:<br />
STRATEGIC<br />
RESOURCE PLAN<br />
pages 60-61<br />
STRATEGIC<br />
RESOURCE PLAN<br />
pages 62-63<br />
CONTACT US<br />
pages 64-65<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 5
About <strong>City</strong> <strong>Plan</strong><br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> is the key document that guides Council’s<br />
strategic direction for the next four years. It outlines the<br />
strategies and related actions that we will undertake to ensure<br />
the <strong>Geelong</strong> region remains the best place to live. Council will<br />
embark on an ambitious program <strong>of</strong> actions in <strong>2009</strong>-2010,<br />
to work towards realising our strategic directions and<br />
associated outcomes, and Council’s key funding priorities.<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> is the Council <strong>Plan</strong> for the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> as per the<br />
Local Government Act 1989 Section 125.<br />
Community input into <strong>City</strong> <strong>Plan</strong><br />
Community engagement has played a major<br />
role in developing the strategies and actions<br />
within <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong>, and will also play<br />
a major part in the implementation <strong>of</strong> these<br />
actions. Community engagement on <strong>City</strong> <strong>Plan</strong><br />
<strong>2009</strong>-<strong>2013</strong> takes many forms and includes:<br />
> Strategies listed in <strong>City</strong> <strong>Plan</strong> have<br />
undergone a consultation process<br />
during their development and<br />
implementation phases.<br />
> Constituents requests to their<br />
local Councillor.<br />
> Council meeting to give public notice <strong>of</strong><br />
proposed <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong>.<br />
> A public notice in local newspapers<br />
calling for submissions on the draft<br />
(28 day submission period).<br />
> Press releases and community<br />
newsletters on Council’s website and in<br />
local newspapers.<br />
> Copies <strong>of</strong> the draft <strong>City</strong> <strong>Plan</strong> are available<br />
at all Customer Service Centres and also<br />
posted on Council’s website.<br />
> <strong>City</strong> <strong>Plan</strong> / Annual Budget<br />
breakfast launch.<br />
6 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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contents
<strong>Geelong</strong> is characterised by its bayside<br />
location and the city’s waterfront precinct<br />
is a popular tourism destination.<br />
About Us<br />
Located some 75 kilometres from the Melbourne<br />
CBD, our municipality is made up <strong>of</strong> 12 wards and<br />
has an estimated resident population <strong>of</strong> 212,400*,<br />
and is growing. 1,611 new residential dwellings were<br />
approved in 2007-2008 with total residential dwellings<br />
estimated at 90,509.<br />
The city is also a major centre for investment with more than 15,000 businesses<br />
and a highly skilled workforce <strong>of</strong> over 115,000 people.<br />
The municipality covers 1,245km 2 , and is as<br />
diverse as it is exceptional. We are surrounded<br />
by water, with Corio and Port Phillip Bays,<br />
the Barwon River, lakes, wetlands and the<br />
open sea, beautiful parklands and wildlife<br />
sanctuaries. In close proximity to national and<br />
state parks, <strong>Geelong</strong> is readily accessible to<br />
the world renowned coastline <strong>of</strong> south-west<br />
Victoria via the Great Ocean Road, and the<br />
city centre adjoins the multi-award winning<br />
Waterfront overlooking Corio Bay.<br />
<strong>Geelong</strong> is located in an ideal setting with<br />
quality living, extensive job and business<br />
opportunities and a wide range <strong>of</strong> recreational<br />
and cultural events and activities. We are<br />
fortunate to have some <strong>of</strong> Australia’s best<br />
educational facilities and a comprehensive<br />
range <strong>of</strong> health care and community services<br />
for residents across all age groups.<br />
<strong>Geelong</strong> truly is ...<br />
* Source: Community Pr<strong>of</strong>ile (pr<strong>of</strong>ile.id©), Estimated Resident Population as at 30 June <strong>2009</strong><br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 7
<strong>Geelong</strong> serves as a cultural hub<br />
for the region and the city holds an<br />
important collection <strong>of</strong> public art.<br />
A Word from Our Mayor<br />
Welcome to the first <strong>City</strong> <strong>Plan</strong> <strong>of</strong> the current<br />
Council, elected in November 2008.<br />
I am very proud to be serving the <strong>City</strong> <strong>of</strong><br />
<strong>Greater</strong> <strong>Geelong</strong> community as Mayor.<br />
I’ve lived in <strong>Geelong</strong> all my life and could<br />
not imagine wanting to live anywhere else,<br />
nor working for a better purpose than<br />
making a difference in the lives <strong>of</strong> the<br />
people that I represent.<br />
These are certainly challenging times and<br />
I want to reassure you that we have put<br />
together a strong and responsible Budget for<br />
the <strong>2009</strong>-2010 year as part <strong>of</strong> the <strong>City</strong> <strong>Plan</strong><br />
for <strong>2009</strong>-<strong>2013</strong>.<br />
In recognition <strong>of</strong> the economic climate the rate<br />
rise has been reduced compared to the figure<br />
previously forecast in <strong>City</strong> <strong>Plan</strong> but we have not<br />
reduced services, even whilst we continue to<br />
grow as a region.<br />
We will spend $80.2 million on capital<br />
works projects ranging from upgrades to<br />
community facilities to improvements to road<br />
infrastructure. We have bought forward several<br />
projects that will stand us in good stead<br />
when the economy picks up again, and in the<br />
meantime, we are creating jobs.<br />
More than ever we need to be planning for and<br />
delivering services and projects that get to the<br />
heart <strong>of</strong> improving the lives <strong>of</strong> all in our <strong>City</strong>,<br />
now and in the future.<br />
Consequently, Council has identified key<br />
priorities that represent our long term<br />
ambitions for the municipality. They do not<br />
replace or take precedence over the core<br />
functions <strong>of</strong> Council or the immediate needs<br />
<strong>of</strong> our community. They do however have a<br />
critical part to play in the future <strong>of</strong> our region.<br />
These priority projects are listed on page 19-21.<br />
This <strong>City</strong> <strong>Plan</strong> is about the basics as well as<br />
delivering on a range <strong>of</strong> outcomes associated<br />
with community wellbeing, growing the<br />
economy, ensuring a sustainable built and<br />
natural environment, running efficient and<br />
effective government and representing the<br />
interests <strong>of</strong> local people at the State and<br />
Federal levels.<br />
It also demonstrates leadership through strong<br />
economic and financial responsibility.<br />
My vision is for the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> to<br />
continue to be the best place to live, work and<br />
play. I am confident there is much wisdom<br />
and energy we can draw on as we work<br />
together to achieve this vision whilst tackling<br />
the current challenges.<br />
John Mitchell - Mayor,<br />
<strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
8 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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<strong>Plan</strong>ning Framework<br />
Systemic <strong>Plan</strong>ning Process<br />
Gather Data<br />
Information (IM)<br />
Research, community engagement<br />
Action<br />
Learning<br />
Implement and Monitor<br />
<strong>City</strong> <strong>Plan</strong><br />
Resouce <strong>Plan</strong><br />
Annual Budget<br />
Metrics<br />
Measure and report our progress<br />
toward achieving outcomes.<br />
Processes<br />
Review performance<br />
and respond.<br />
Develop Micro-<strong>Plan</strong>s<br />
Actions / Projects<br />
Priority Actions within<br />
Strategies / Master <strong>Plan</strong>s<br />
The Systemic<br />
<strong>Plan</strong>ning Process<br />
is based on the<br />
concept <strong>of</strong> continual<br />
learning from past<br />
experiences and<br />
actions in a strategic<br />
planning context.<br />
It is designed to promote commitment<br />
and accountability and links<br />
community needs, corporate strategic<br />
directions, plans and outcomes.<br />
It ensures that council decisions are<br />
evidence based and establishes clear<br />
measures <strong>of</strong> performance to enable<br />
progress to be assessed and reported.<br />
Critical<br />
Success<br />
Factors<br />
How to Close the Gaps<br />
Sense<br />
Making<br />
An Agreed Vision<br />
Vision<br />
The Best Place to Live<br />
Mission<br />
Building Relationships<br />
Identify Gaps<br />
Strategic Directions<br />
<strong>Plan</strong> <strong>of</strong> action to get from current,<br />
to future state.<br />
Community Wellbeing,<br />
Environment,<br />
Growing the Economy<br />
Strategic Outcomes<br />
What we are trying to<br />
achieve or influence in<br />
each strategic direction<br />
Strategies<br />
Strategies / master<br />
plans that support the<br />
Strategic Directions<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 9
<strong>Plan</strong>ning Framework<br />
Shaping <strong>Geelong</strong>’s Future<br />
Between 2004 and 2008 the <strong>City</strong> operated under a planning<br />
framework <strong>of</strong> nine pillars and two themes. This served us<br />
well but the changing economic, social and environmental<br />
landscape <strong>of</strong> our region has created new opportunities and<br />
challenges for our community.<br />
Based on research and consultation, Councillors and the Management Team have adopted<br />
three strategic directions which represent the key strengths required by our <strong>City</strong> to continue<br />
to prosper into the future. These strategic directions are Community Wellbeing, Growing the<br />
Economy, and Sustainable Built and Natural Environment.<br />
We have identified 11 key outcomes to assist us to achieve our strategic directions. A series <strong>of</strong><br />
measures have been developed to assess our progress. Each year we will review these outcomes<br />
and measures, giving us the flexibility to respond to the ever changing needs <strong>of</strong> our community.<br />
The outcomes for our community are:<br />
10 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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<strong>Plan</strong>ning Framework<br />
Future plans for the <strong>Geelong</strong> region take<br />
into account the economic, social and<br />
environmental needs <strong>of</strong> the municipality.<br />
Community Wellbeing<br />
Objective: To improve the health and quality <strong>of</strong> life <strong>of</strong> all residents <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Outcomes:<br />
Improved healthy eating and physical activity:<br />
Physical health is critical to the wellbeing <strong>of</strong><br />
the individual and community - enabling full<br />
participation in life and minimising avoidable<br />
treatment costs. A balanced diet and regular<br />
physical activity are essential for good health.<br />
Growing the Economy<br />
Objective: Securing <strong>Geelong</strong>’s Economic Future<br />
Increased lifelong learning and literacy:<br />
Supporting learning at all stages <strong>of</strong> life by <strong>of</strong>fering<br />
a wide variety <strong>of</strong> experiences and resources<br />
enabling school readiness through early years,<br />
interaction and knowledge building and improved<br />
participation in the workforce and community.<br />
Liveable neighbourhoods:<br />
Creating places with easy access to local<br />
amenities such as shops, parks and reserves<br />
and community facilities, which encourage<br />
destination walking, a community focus and<br />
provide opportunities to reduce isolation.<br />
Outcomes:<br />
<strong>Plan</strong> and Develop the National Transport<br />
and Logistics Precinct:<br />
We will facilitate the National Transport<br />
and Logistics Precinct which is focused on<br />
strengthening our key existing assets such as<br />
Avalon Airport, the Port <strong>of</strong> <strong>Geelong</strong>, the Ring<br />
Road and Heales Road Industrial Estate.<br />
We will encourage new assets that compliment<br />
the existing assets, such as the proposed<br />
Intermodal at Lara.<br />
Development <strong>of</strong> the Cosmopolitan Heart:<br />
The development <strong>of</strong> <strong>Geelong</strong>’s cosmopolitan<br />
heart will be driven through key projects that<br />
embrace our natural and built assets.<br />
Managed Growth:<br />
<strong>Geelong</strong> will continue to position itself as the<br />
best place to live by fostering job creation,<br />
sustainable development practices and<br />
improved community wellbeing.<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 11
<strong>Plan</strong>ning Framework<br />
Sustainable Built and Natural Environment<br />
Objective: The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> leads the community in sustainable planning and environmental action<br />
Outcomes:<br />
Increased use <strong>of</strong> public and active transport:<br />
Options for accessible transport are key to<br />
sustainability and wellbeing, and are a top<br />
priority for our community. We will encourage a<br />
variety <strong>of</strong> transport modes, urban designs and<br />
active transport support programs that reduce<br />
our car dependence. We will give priority to<br />
these options in planning and development.<br />
A reduction in the organisation’s<br />
environmental footprint:<br />
We want to ensure that all decisions made<br />
by staff and Council reflect our philosophy <strong>of</strong><br />
environmental sustainability. Whether we are<br />
planning for the future, designing projects,<br />
delivering capital works and services or buying<br />
goods and services, we will reduce the impact<br />
we have on our natural environment.<br />
Agreed standards for sustainable development<br />
are in operation:<br />
Reflecting our leadership role in the<br />
community, particularly in implementing the<br />
<strong>Plan</strong>ning Scheme and Building Code, we will<br />
ensure we meet Environmentally Sustainable<br />
Development Standards ourselves and<br />
encourage good design and development in<br />
the community.<br />
The Climate Change Adaptation Strategy<br />
is established:<br />
Climate change poses a risk in sustaining<br />
communities into the future. We need to<br />
ensure we have considered the likely changes<br />
that will take place in our region and have<br />
developed a plan to adapt to those changes.<br />
We will need to work closely with both the<br />
Federal and State Governments to achieve this<br />
and to implement the plan.<br />
Enhancement and protection <strong>of</strong> natural areas:<br />
Biological diversity is the natural wealth <strong>of</strong><br />
our municipality and provides the basis for<br />
our life and prosperity. Our natural systems<br />
are under stress including waterways, natural<br />
habitat areas, coastline land and soil. The<br />
use <strong>of</strong> the region’s natural resources needs<br />
to be balanced against the impact on natural<br />
systems including the potential loss <strong>of</strong> habitat<br />
and biodiversity, introduced pests, declining<br />
soil health, deteriorating water quality and<br />
climate change impacts.<br />
12 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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<strong>Plan</strong>ning Framework<br />
Balyang Sanctuary is an outstanding<br />
natural feature adjacent to the city centre.<br />
Supporting the Delivery <strong>of</strong> our Strategic Outcomes<br />
To support the delivery <strong>of</strong> our strategic directions and outcomes we<br />
have identified several internal areas <strong>of</strong> focus.<br />
These are important as they not only guide us on how we service<br />
and communicate to our community, but also how we manage<br />
our staff and resources. We have set ourselves high standards to<br />
ensure that <strong>Geelong</strong> not only remains the best place to live, but that<br />
Council is the best place to work.<br />
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Customer focused organisation:<br />
Over the past five years we have worked hard to<br />
build a culture <strong>of</strong> listening, understanding and<br />
proactively responding to internal and external<br />
customer needs. Our goal is to continue to be<br />
a customer-focused organisation that considers<br />
the customer’s perspective, and to maximise<br />
customer satisfaction. This is underpinned by<br />
our 21 Customer Service Commitments.<br />
Responsible financial management:<br />
We will provide a sound financial basis that<br />
supports our strategic priorities and enables us to<br />
deliver services and infrastructure that will ensure<br />
the sustainability <strong>of</strong> our region into the future.<br />
Safe work environment:<br />
We will provide a safe work environment by<br />
maintaining occupational health and safety<br />
(OHS) processes which meet and exceed<br />
current legislative standards, and by continually<br />
providing OHS training to all our staff.<br />
Motivated and skilled staff:<br />
We will encourage our staff to be motivated,<br />
well-trained and well-resourced to enable them<br />
to make informed decisions and to deliver<br />
efficient and effective services that benefit<br />
our community.<br />
Informed and engaged community:<br />
We will ensure the community is informed<br />
about matters that impact on their lives and<br />
have opportunities to participate in decision<br />
making processes by consulting widely and<br />
openly.<br />
Efficient service delivery:<br />
We will deliver efficient and effective services<br />
that meet the growing needs <strong>of</strong><br />
our community.<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 13
Council meetings at held at the historic<br />
<strong>City</strong> Hall in Gheringhap Street.<br />
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Our Councillors<br />
Our Council<br />
The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> is made up <strong>of</strong> twelve wards, with<br />
one councillor elected to represent each ward. The Victorian<br />
Electoral Commission undertook a review <strong>of</strong> all Victorian<br />
electoral structures and as a result several <strong>of</strong> the <strong>City</strong>’s ward<br />
boundaries were changed. A detailed map <strong>of</strong> the new ward<br />
structure can be viewed on our website:<br />
www.geelongaustralia.com.au<br />
The Victorian Local Government elections were held in November 2008,<br />
with four new councillors and eight returning councillors elected to represent<br />
the <strong>City</strong> over the next four years.<br />
The Role <strong>of</strong> Council<br />
Council operates under the Local<br />
Government Act 1989 and is elected to<br />
provide leadership and good governance for<br />
the municipality and the local community.<br />
Council has a number <strong>of</strong> roles including:<br />
> Taking into account the diverse needs <strong>of</strong><br />
the local community in decision making.<br />
>Providing leadership by establishing strategic<br />
objectives and monitoring achievements.<br />
>Ensuring that resources are managed in<br />
a responsible and accountable manner.<br />
>Advocating the interests <strong>of</strong> the local<br />
community to other communities and<br />
governments.<br />
>Fostering community cohesion and<br />
encouraging active participation in civic life.<br />
Our Council<br />
The councillors are elected by the<br />
community and they represent the<br />
overall public interest <strong>of</strong> the region and<br />
their respective ward. They take part in<br />
formulating, adopting and reviewing the<br />
corporate plan, annual budget and other<br />
operational plans and also make informed<br />
decisions on Council policies and funding<br />
requirements.<br />
The Mayor is elected by the 12 councillors<br />
for a one year term. The election <strong>of</strong> Mayor is<br />
usually held in December. At the end <strong>of</strong> that<br />
one year term, the Mayor may wish to stand<br />
for re-election as Mayor for a further term or<br />
decide to stand down. The Mayor has several<br />
roles including chairing Council meetings,<br />
ensuring that Council decisions are carried out<br />
and representing the city at government, civic<br />
and ceremonial functions.<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 15
Our Councillors<br />
Introducing our Councillors<br />
12<br />
1. Austin<br />
2. Cheetham<br />
3. Coryule<br />
4. Beangala<br />
5. Buckley<br />
6. Deakin<br />
7. Kardinia<br />
8. Brownbill<br />
9. Kildare<br />
10. Cowie<br />
11. Corio<br />
12. Windermere<br />
Cr John Mitchell<br />
Mayor<br />
Austin Ward<br />
Elected to Council: November 2004<br />
Portfolio: Communications, Sport and<br />
Recreation, Heritage, Rural and<br />
Regional Affairs, Cultural Diversity<br />
Telephone: 0400 616 147<br />
Email: jmitchell@geelongcity.vic.gov.au<br />
Cr Mitchell represents the Austin Ward, which<br />
includes Breakwater, Moolap, Newcomb,<br />
Thomson, Whittington and St Albans Park.<br />
9<br />
6<br />
11<br />
10<br />
7<br />
8<br />
5<br />
Corio<br />
Bay<br />
1<br />
2<br />
4<br />
3<br />
Cr Rod Macdonald<br />
Deputy Mayor<br />
Cheetham Ward<br />
Elected to Council: November 2004<br />
Portfolio: Economic Development.<br />
Telephone: 0458 509 994<br />
Email: rmacdonald@geelongcity.vic.gov.au<br />
Cr Macdonald represents Cheetham Ward<br />
which includes the townships <strong>of</strong> Curlewis,<br />
Drysdale, Leopold and Wallington.<br />
16 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Cr Barbara Abley AM DSJ<br />
Brownbill Ward<br />
Elected to Council: November 2001<br />
Portfolio: Arts and Culture<br />
Telephone: 0419 358 223<br />
Email: abley@geelongcity.vic.gov.au<br />
Cr Abley represents Brownbill Ward which<br />
includes part <strong>of</strong> East <strong>Geelong</strong>, <strong>Geelong</strong> West,<br />
South <strong>Geelong</strong>, Drumcondra, <strong>Geelong</strong> and the<br />
Central Business District.<br />
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Our Councillors<br />
Cr John Doull<br />
Coryule Ward<br />
Elected to Council: November 2008<br />
Portfolio: Environment and<br />
Sustainability, Climate Change<br />
Telephone: 0448 560 897<br />
Email: jdoull@geelongcity.vic.gov.au<br />
Cr Doull represents the Coryule Ward which<br />
includes the townships <strong>of</strong> Clifton Springs,<br />
Indented Head, Portarlington, St Leonards and<br />
Northern Rural Bellarine.<br />
Cr Cameron Granger<br />
Windermere Ward<br />
Elected to Council: November 2008<br />
Telephone: 0448 718 347<br />
Email: cgranger@geelongcity.vic.gov.au<br />
Cr Granger represents the Windermere Ward<br />
which takes in the townships <strong>of</strong> Avalon, Anakie,<br />
Lara, Little River, Lovely Banks, Point Wilson,<br />
Rosewall and Staughtonvale.<br />
Cr Dr Srechko ‘Stretch’ Kontelj<br />
OAM KSJ<br />
Kildare Ward<br />
Elected to Council: March 1998<br />
Portfolio: Major Projects<br />
Telephone: 0419 327 303<br />
Email: stretch@geelongcity.vic.gov.au<br />
Cr Dr Kontelj represents the Kildare Ward which<br />
takes in the suburbs <strong>of</strong> Newtown/Chilwell,<br />
Manifold Heights and Herne Hill, the township<br />
<strong>of</strong> Fyansford and parts <strong>of</strong> Stonehaven.<br />
Cr Jan Farrell<br />
Beangala Ward<br />
Elected to Council: November 2004<br />
Portfolio: Democracy and Governance,<br />
Education and Youth<br />
Telephone: 0437 103 035<br />
Email: jfarrell@geelongcity.vic.gov.au<br />
Cr Farrell represents the Beangala Ward which<br />
includes the townships <strong>of</strong> Ocean Grove and<br />
Point Lonsdale, as well as the rural area <strong>of</strong><br />
Mannerim and parts <strong>of</strong> Marcus Hill.<br />
Cr Bruce Harwood<br />
Kardinia Ward<br />
Elected to Council: February 2003<br />
Portfolio: Tourism, Major Events,<br />
Strategic Development<br />
Telephone: 0409 512 544<br />
Email: bharwood@geelongcity.vic.gov.au<br />
Cr Harwood represents the Kardinia Ward which<br />
includes Belmont and a large part <strong>of</strong> Grovedale.<br />
Cr Andy Richards<br />
Buckley Ward<br />
Elected to Council: November 2008<br />
Portfolio: Parks and Gardens,<br />
Transport and Infrastructure<br />
Telephone: 0408 321 344<br />
Email: arichards@geelongcity.vic.gov.au<br />
Cr Richards represents the Buckley Ward which<br />
includes Barwon Heads, Breamlea, Mount<br />
Duneed, Waurn Ponds, parts <strong>of</strong> Grovedale and<br />
the semi-rural areas to the southern boundaries<br />
<strong>of</strong> the <strong>City</strong>.<br />
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Cr Kylie Fisher<br />
Corio Ward<br />
Elected to Council: November 2008<br />
Portfolio: Community Development<br />
Telephone: 0439 011 003<br />
Email: kfisher@geelongcity.vic.gov.au<br />
Cr Fisher represents the Corio Ward which<br />
includes the suburbs <strong>of</strong> Corio, Norlane and<br />
North Shore.<br />
Cr Andrew Katos<br />
Deakin Ward<br />
Elected to Council: May 2008<br />
Portfolio: <strong>Plan</strong>ning, Finance<br />
Telephone: 0407 042 856<br />
Email: akatos@geelongcity.vic.gov.au<br />
Cr Katos represents the Deakin Ward which<br />
includes the suburbs <strong>of</strong> Wandana Heights,<br />
Highton and part <strong>of</strong> Waurn Ponds, and the<br />
township <strong>of</strong> Ceres.<br />
Cr David Saunderson<br />
Cowie Ward<br />
Elected to Council: March 2001<br />
Telephone: 0409 809 860<br />
Email: dsaunderson@geelongcity.vic.gov.au<br />
Cr Saunderson represents the Cowie Ward<br />
which includes the suburbs <strong>of</strong> North <strong>Geelong</strong>,<br />
Bell Park, Bell Post Hill, Batesford and Hamlyn<br />
Heights.<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 17
Our Councillors<br />
Ward Highlights<br />
The capital works program for <strong>2009</strong>-<br />
2010 is proposed at $56.1 million <strong>of</strong><br />
new capital projects, in addition to $28.0<br />
million <strong>of</strong> projects which will be carried<br />
forward from 2008-<strong>2009</strong>, and $3.2<br />
million carried forward into 2010-2011.<br />
This chart summarises the value <strong>of</strong> new capital works projects by Ward. Corporate projects,<br />
which are required to maintain the efficient ongoing operations <strong>of</strong> Council<br />
(eg. <strong>Plan</strong>t Replacement program, Information Technology projects), are shown separately<br />
Facilities located in one ward are <strong>of</strong>ten regional facilities, which benefit the whole community not<br />
just those living in that particular ward. The value <strong>of</strong> projects, which fall into this category, have<br />
been divided evenly over the twelve wards unless specific allocations could be made.<br />
$5.8<br />
$5.8<br />
$4.4<br />
$4.4<br />
$14.7<br />
$14.7<br />
$3.7<br />
$3.7 <strong>2009</strong> - 2010<br />
Capital Projects Program<br />
$3.7<br />
Gross Expenditure by Ward -<br />
$3.7<br />
$56.10M<br />
$2.3<br />
$3.5<br />
$2.3<br />
$3.5<br />
$2.5<br />
$3.5<br />
$2.5<br />
$3.5<br />
$3.3<br />
$2.7<br />
$3.3 $3.1 $3.0 $2.7<br />
$3.1 $3.0<br />
$14.7M Corporate<br />
$5.8M $14.7M Kildare Corporate<br />
$4.4M $5.8M Brownbill Kildare<br />
$3.7M $4.4M Corio Brownbill<br />
$3.7M Deakin Corio<br />
$3.5M $3.7M Beangala Deakin<br />
$3.5M Windermere Beangala<br />
$3.3M Kardinia<br />
$3.1M $3.3M Austin Kardinia<br />
$3.0M $3.1M Austin Coryule<br />
$2.7M $3.0M Buckley Coryule<br />
$2.5M $2.7M Cowie Buckley<br />
$2.3M $2.5M Cheetham Cowie<br />
$2.3M Cheetham<br />
$3.5M Windermere<br />
Ward highlights for the <strong>2009</strong>-2010 financial year include:<br />
Austin Ward<br />
> Whittington Centre Hub<br />
> St Albans Netball Club pavilion<br />
> Newcomb Football Club floodlights<br />
> Newcomb recycling project<br />
Beangala Ward<br />
> Memorial Reserve clubroom upgrade<br />
> Shell Rd development concept plan<br />
> Collendina Reserve sports pavilion<br />
> Surfside Family Hub design<br />
Brownbill Ward<br />
> Landy Field sports lights<br />
> Richmond Crescent Reserve improvements<br />
> <strong>Geelong</strong> Playspace shade<br />
> Western Oval Flower Stand upgrade<br />
Cheetham Ward<br />
> Leopold Community Hub<br />
> Bellarine Rail Trail<br />
> Leopold footpath linkages<br />
> Northern Bellarine strategic footpaths<br />
Corio Ward<br />
> North Shore multi-purpose rooms<br />
> North Shore Family Hub design<br />
> Goldsworthy Reserve upgrade<br />
> <strong>Geelong</strong> Soccer and Sports Club upgrade<br />
Coryule Ward<br />
> St Leonards bikepath/walking track<br />
> Portarlington Streetscape upgrade<br />
> Coryule Community Services Strategy<br />
> Portarlington Kindergarten Stage 2<br />
9.6<br />
9.6<br />
Deakin Ward<br />
> Queens Park water reuse project<br />
> <strong>Geelong</strong> Ring 11.6 Road retarding basins<br />
> Augustine Reserve 11.6 playground<br />
> Highton Reserve pavilion design<br />
0.7<br />
9.6<br />
9.6<br />
5.5<br />
5.5<br />
Kardinia Ward 0.7 0.7<br />
0.71.0<br />
3.6<br />
> Belmont Library upgrade 1.01.2<br />
3.6<br />
> Waurn Ponds Library 1.2design<br />
1.8<br />
3.1<br />
> South Barwon Cricket Club 1.8 2.0<br />
pavilion 2.6 3.1 3.1<br />
2.0 upgrade<br />
2.6 3.1<br />
> South Barwon Football and Netball Club<br />
11.6 Buildings<br />
2.6 Land<br />
netball courts 11.6 9.6 upgrade Buildings Roads<br />
2.0 2.6 Footpaths Land<br />
9.6 Infrastructure Roads Leisure 1.8 2.0 Computer Footpaths Equipment<br />
5.5 9.6 Infrastructure Fleet Leisure 1.2 1.8 Waste Computer Collection Equipment<br />
Kildare Ward 3.6 5.5 Special Fleet Rates & Charges 1.0 1.2 Kerb Waste & Collection Channel<br />
3.1 3.6 Drainage Special Rates & Charges 0.7 1.0 Streetscapes Kerb & Channel<br />
> Kardinia Park 3.1 netball Miscellaneous Drainage improvements<br />
0.7 <strong>Plan</strong>t Streetscapes & Equipment<br />
> Elderslie Reserve 3.1 Miscellaneous improvements 0.7 <strong>Plan</strong>t & Equipment<br />
> St Marys Football Club pavilion upgrade<br />
> King Lloyd Reserve improvements<br />
Buckley Ward<br />
> Grovedale Sports Club redevelopment<br />
> Barwon Heads Village Park skate park<br />
> Waurn Ponds Creek lighting upgrade<br />
> Grovedale Family Hub design<br />
Cowie Ward<br />
>North <strong>Geelong</strong> Football and<br />
Netball Club lighting<br />
> <strong>Geelong</strong> Rangers clubroom upgrade<br />
> Vines Rd Shopping Centre parking upgrade<br />
> Pettit Park upgrade<br />
Windermere Ward<br />
> Corio Sporting Club upgrade<br />
> Lara Lake Kindergarten upgrade<br />
> Lara Sporting Club lighting<br />
> Lara interim library<br />
18 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Our Councillors<br />
<strong>Geelong</strong>’s position as a waterfront city is one <strong>of</strong> our<br />
region’s biggest strengths and has led to a wide range<br />
<strong>of</strong> public and private development opportunities.<br />
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Council Funding Priorities<br />
Our Council has identified key projects<br />
for the municipality, each <strong>of</strong> which is<br />
recognised as having particular strategic<br />
importance for the future <strong>of</strong> the <strong>Geelong</strong><br />
region. These priorities represent Council’s<br />
long term ambitions for the municipality.<br />
They do not replace or take precedence<br />
over the core functions <strong>of</strong> Council.<br />
The priorities reflect the diverse needs within the municipality, ranging from large scale<br />
infrastructure development opportunities to grass roots community facilities. In identifying<br />
the priorities Council took into account the potential impacts <strong>of</strong> the current global financial<br />
climate, so economic stimulus and job creation are common themes.<br />
The following is a summary <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> funding priorities. An update on the progress<br />
<strong>of</strong> each <strong>of</strong> these projects will be reported to the community on a quarterly basis.<br />
<strong>Geelong</strong> Convention and<br />
Exhibition Centre<br />
Overview:<br />
<strong>Geelong</strong> is a multi-award winning convention<br />
destination, however a lack <strong>of</strong> suitable<br />
convention space limits our ability to capitalise<br />
on the growing national conference market<br />
which generates $17 billion annually.<br />
The proposed <strong>Geelong</strong> Convention and<br />
Exhibition Centre would include a purpose<br />
built conference and exhibition facility<br />
designed to cater for 1,200 delegates, with<br />
4,000 m 2 <strong>of</strong> associated exhibition space. The<br />
development would also have banqueting<br />
facilities including meeting rooms, a business<br />
centre and some retail outlets.<br />
Benefits:<br />
> Estimated delegate expenditure <strong>of</strong><br />
$56 million per annum within the region.<br />
> Creation <strong>of</strong> 600 construction jobs and<br />
700 ongoing EFT positions.<br />
> The facility is estimated to earn<br />
$350 million in the first 20 years.<br />
> Offers a large flexible space for<br />
community use.<br />
> Enhances and activates the Waterfront.<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 19
Our Councillors<br />
Council Funding Priorities<br />
The <strong>Geelong</strong> Future Cities<br />
Project – Arts Precinct<br />
Overview:<br />
In partnership with the State Government,<br />
the <strong>Geelong</strong> Future Cities project aims to<br />
develop and implement a strategic, longterm,<br />
comprehensive master plan to create a<br />
precinct that enlivens the cultural life <strong>of</strong> the<br />
people <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> and its visitors.<br />
To date the project has attracted $7.9 million<br />
in funding from the State Government. This<br />
will go towards the upgrade <strong>of</strong> the Courthouse<br />
Arts; planning <strong>of</strong> an upgrade to the <strong>Geelong</strong><br />
Performing Arts Centre; and planning for<br />
an integrated <strong>Geelong</strong> Library and Heritage<br />
Centre. The project also includes an extension<br />
<strong>of</strong> the <strong>Geelong</strong> Gallery and an upgrade <strong>of</strong> the<br />
surrounding public realm.<br />
Benefits:<br />
> Public sector investment will stimulate the<br />
regional economy.<br />
> Significant increase in visitor numbers.<br />
> State <strong>of</strong> the art facilities catering for a<br />
growing community.<br />
> Collaborative cultural opportunities.<br />
20 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Yarra Street Pier<br />
Overview:<br />
The former Yarra Street Pier was part <strong>of</strong> the<br />
<strong>Geelong</strong> Waterfront for more than 100 years<br />
until it was destroyed by fire in 1984. This<br />
project proposes to reconstruct the Yarra Street<br />
Pier providing a public facility that will enhance<br />
water access, major events, recreation,<br />
economic and tourism opportunities.<br />
Benefits:<br />
> Private investments will lead to job creation<br />
and further indirect economic stimulus.<br />
> The significant economic benefit <strong>of</strong> the<br />
<strong>Geelong</strong> Week sailing event will increase.<br />
> Tourism related retail and other service<br />
activities along with improved public access<br />
will add a more vibrant level <strong>of</strong> activity to<br />
Central <strong>Geelong</strong> and the Waterfront.<br />
> Improved environmental conditions in<br />
Corio Bay.<br />
<strong>Geelong</strong> Marine<br />
Industry Project<br />
Overview:<br />
The <strong>Geelong</strong> Marine Industry Project -<br />
which has been informed by the Osborne<br />
House Marine Precinct Masterplan - aims<br />
to develop an industrial marine precinct<br />
at St Helens on Corio Bay to support the<br />
recreational marine industry.<br />
Included in the precinct would be<br />
manufacturing, maintenance / repair, storage<br />
and slip / lift facilities - accompanied by<br />
marine based retail, clubhouse and improved<br />
facilities for boating, as well as a restored<br />
Osborne House homestead.<br />
Benefits:<br />
> Stimulate job growth in the construction<br />
sector as well as creating permanent<br />
employment opportunities in the<br />
manufacturing, boating and tourism<br />
industries.<br />
> Cater for the growing need for boating and<br />
marine industry facilities.<br />
> Improved environmental outcomes.<br />
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The eastern edge <strong>of</strong> the <strong>Geelong</strong> Waterfront<br />
provides glorious views back towards the city.<br />
Mineral Springs Spa<br />
Overview:<br />
The natural mineral water present beneath Corio<br />
Bay presents a unique opportunity to further<br />
enhance the Waterfront precinct.<br />
To capitalise on this untapped source, Council<br />
proposes to establish a therapeutic mineral<br />
springs spa and bath house utilising naturally<br />
occurring mineral water that currently emanates<br />
from the coast embankment at Eastern Park.<br />
Benefits:<br />
> Increased health and wellbeing<br />
opportunities for the local community.<br />
> Increased tourism in the region adding<br />
stimulus to the local economy.<br />
> Major investment through private<br />
development and operation.<br />
Transit Cities<br />
Overview:<br />
The Transit Cities program is a State<br />
Government initiative to improve the use <strong>of</strong><br />
public transport by promoting high density<br />
developments around public transport hubs<br />
such as the <strong>Geelong</strong> Railway Station.<br />
An area bounded by Corio Bay, La Trobe<br />
Terrace, Ryrie Street and Moorabool Street<br />
known as the Western Wedge has been<br />
earmarked for redevelopment into a more<br />
intensive commercial and residential area.<br />
Benefits:<br />
> Better use <strong>of</strong> existing social and physical<br />
infrastructure including public transport.<br />
> More efficient use <strong>of</strong> land and resources.<br />
> A thriving local economy in a revitalised<br />
urban centre.<br />
> A fairer city through reduced<br />
social disadvantage.<br />
Civic Accommodation<br />
Overview:<br />
Council’s administrative and civic functions<br />
are currently spread over a number <strong>of</strong><br />
locations. This project will examine the<br />
potential to construct a single <strong>of</strong>fice building<br />
on a site that Council has acquired within the<br />
Western Wedge precinct.<br />
Benefits:<br />
> Improved customer service and business<br />
delivery through increased internal<br />
collaboration and communication.<br />
> Energy and resource efficiencies.<br />
> Long term cost saving due to significant<br />
reductions in rental and utility expenditure<br />
as well as costs saved on <strong>of</strong>fice refits due<br />
to growth and change.<br />
> More efficient utilisation <strong>of</strong> staff and<br />
Council’s administrative functions.<br />
> The economy will be stimulated through<br />
jobs created during construction and the<br />
freeing up <strong>of</strong> commercial space for further<br />
business investment.<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 21
Our Councillors<br />
Council Funding Priorities<br />
Heales Road Industrial Estate<br />
Overview:<br />
The Heales Road Industrial Estate, adjacent<br />
to the new <strong>Geelong</strong> Ring Road in Corio, is the<br />
most significant emerging industrial area west<br />
<strong>of</strong> Melbourne, and is expected to develop rapidly<br />
over the next five years. Demand for high quality<br />
industrial land has outstripped supply, but with<br />
the servicing <strong>of</strong> a 327 hectare area <strong>of</strong> the Estate<br />
with roads and reticulated services, it will provide<br />
sites for a wide range <strong>of</strong> industries, maximising<br />
the area’s very large economic potential.<br />
Benefits:<br />
> Increased employment opportunities<br />
through the attraction <strong>of</strong> new industries.<br />
> Provide stimulus to the local economy.<br />
> Enhance the entry into <strong>Geelong</strong>.<br />
> Compliments the National Freight and<br />
Logistics Precinct.<br />
Ring Road Extension to the<br />
Bellarine Peninsula<br />
Overview:<br />
A complete ring road facility through to the<br />
Bellarine Peninsula is a much sought after<br />
aspiration for our region. This link, including<br />
a possible river crossing is yet to receive<br />
commitment from the Federal and State<br />
Government and is currently a component <strong>of</strong><br />
land use planning which is being undertaken as<br />
part <strong>of</strong> the Armstrong Creek Urban Growth area.<br />
Benefits:<br />
> The easing <strong>of</strong> east west traffic congestion<br />
through Central <strong>Geelong</strong>.<br />
> Reduction <strong>of</strong> traffic through residential<br />
suburbs and townships.<br />
> Increased tourism opportunities as a result<br />
<strong>of</strong> easier accessibility.<br />
National Transport and<br />
Logistics Precinct<br />
Overview:<br />
Freight and logistics are an industry sector<br />
which will continue to grow in Australia, and<br />
in particular the <strong>Geelong</strong> region. This project<br />
aims to develop transport links between the<br />
Heales Road Industrial Estate, the <strong>Geelong</strong><br />
Port and Avalon Airport, and support a freight<br />
intermodal facility north <strong>of</strong> Lara.<br />
Benefits:<br />
> Employment opportunities across all<br />
sectors <strong>of</strong> the economy within our region.<br />
> An intermodal facility would strengthen<br />
the precinct and give it enhanced national<br />
significance.<br />
> Significant growth potential for new and<br />
existing business operations such as the<br />
<strong>Geelong</strong> Port and Avalon Airport.<br />
22 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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The <strong>Geelong</strong> Ring Road has dramatically reduced<br />
travel times between <strong>Geelong</strong> and Melbourne.<br />
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Armstrong Creek<br />
Overview:<br />
The vision for Armstrong Creek is a residential<br />
development that meets the highest standards<br />
<strong>of</strong> sustainable living. This is one <strong>of</strong> the largest<br />
strategic planning projects ever undertaken by the<br />
<strong>City</strong> and will provide for up to 22,000 dwellings<br />
and a potential population <strong>of</strong> 54,000 people.<br />
An Integrated Infrastructure Delivery <strong>Plan</strong><br />
has been developed to guide the planning for<br />
infrastructure such as roads and drains, as<br />
well as community and social infrastructure<br />
that fosters social interaction, health and<br />
wellbeing and an environmentally sustainable<br />
way <strong>of</strong> living.<br />
Benefits:<br />
> Growth is managed in a sustainable way<br />
and will provide for diversity in employment<br />
and social infrastructure.<br />
> Creation <strong>of</strong> a potential 22,000 jobs.<br />
> Additional construction jobs during the<br />
development stages.<br />
Community Renewal<br />
and Regeneration<br />
Overview:<br />
The <strong>City</strong> is currently involved in a number <strong>of</strong><br />
whole <strong>of</strong> government responses to addressing<br />
disadvantage in parts <strong>of</strong> the municipality<br />
through improved social, economic,<br />
educational and physical environments.<br />
The key projects are:<br />
> Corio Norlane Neighbourhood Renewal –<br />
community development.<br />
> Corio Norlane Urban Renewal –<br />
upgrade <strong>of</strong> built environment, particularly<br />
public housing.<br />
> Corio Norlane Schools Regeneration –<br />
consolidation and upgrade <strong>of</strong><br />
educational facilities.<br />
> Whittington Community Renewal.<br />
> Portarlington Community Building Initiative.<br />
Benefits:<br />
> Increased community involvement in<br />
decision making and activities enhancing<br />
community pride.<br />
> Improve the built environment and create<br />
community employment initiatives.<br />
> In Corio and Norlane, increased mix<br />
<strong>of</strong> public / private housing providing for a<br />
potential population increase <strong>of</strong> up<br />
to 30,000.<br />
> In Corio and Norlane, new and remodeled<br />
schools serving as community hubs,<br />
including children’s services, community<br />
services and an adult learning precinct.<br />
Community Infrastructure<br />
Overview:<br />
Council currently provides more than 150<br />
kindergartens, senior citizens centres,<br />
libraries and community centres. A strategic<br />
approach to social infrastructure planning is<br />
being adopted due to these numerous ageing<br />
facilities becoming increasingly less fit for<br />
purpose and the requirement for additional<br />
facilities due to growth.<br />
Area specific social infrastructure plans<br />
will be developed with local communities.<br />
Implementation will be over the long term and<br />
will respond to greatest need and will take<br />
advantage <strong>of</strong> partnership and government<br />
funding opportunities.<br />
Benefits:<br />
> Upgraded community infrastructure which<br />
meets service provision and environmental<br />
standards.<br />
> <strong>Greater</strong> equity across the municipality.<br />
> A greater “sense <strong>of</strong> place” which builds<br />
community identity and spirit.<br />
> Easier access by grouping together<br />
services and working in partnership with<br />
other organisations.<br />
For further information please refer<br />
to the Council Funding Priorities<br />
<strong>2009</strong> document on<br />
www.geelongaustralia.com.au<br />
C I T Y O F<br />
G R E AT E R<br />
G E E LO N G /<br />
C O U N C I L<br />
F U N D I N G<br />
P R I O R I T I E S /<br />
2 0 0 9<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 23
A network <strong>of</strong> walking trails has been<br />
established within the municipality to<br />
encourage walking, jogging and cycling.<br />
Strategic Directions<br />
and Annual Action <strong>Plan</strong><br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> is structured around the three strategic<br />
directions which represent the key strengths required by our<br />
city to continue to prosper into the future. These strategic<br />
directions are Community Wellbeing, Growing the Economy<br />
and Sustainable Built and Natural Environment.<br />
They represent the issues <strong>of</strong> importance for the <strong>Greater</strong> <strong>Geelong</strong> community and identify<br />
the outcomes, strategies and strategic measures that are currently planned over the next<br />
four-year period, as well as detailed actions associated with implementing the first year <strong>of</strong><br />
the <strong>City</strong> <strong>Plan</strong>.<br />
24 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Community Wellbeing<br />
Objective:<br />
To improve the health and<br />
quality <strong>of</strong> life <strong>of</strong> all residents <strong>of</strong><br />
<strong>Greater</strong> <strong>Geelong</strong>.<br />
In a sustainable, healthy community,<br />
people feel safe, have good employment<br />
and education opportunities, and are<br />
connected and engaged.<br />
Council’s contribution to Community Wellbeing<br />
ranges from traditional services such as home<br />
care and delivered meals for elderly residents,<br />
to open space and sporting facilities to keep<br />
people active, and facilities and libraries to<br />
support life long learning.<br />
They include new initiatives which will<br />
make a difference to priority issues in the<br />
<strong>Geelong</strong> region, for example, tackling obesity,<br />
supporting the ageing population, renewing<br />
relevant ageing infrastructure, and creating<br />
opportunities for young children.<br />
Over the next four years we will work with<br />
the community to deliver the following<br />
priority outcomes:<br />
> Improved healthy eating and<br />
physical activity<br />
> Increased lifelong learning and literacy<br />
> Liveable neighbourhoods<br />
Key strategies and<br />
master plans that will<br />
assist in delivering this<br />
strategic direction:<br />
> Municipal Early Years <strong>Plan</strong> –<br />
Creating Communities for Children<br />
> <strong>Geelong</strong> Strategic Health <strong>Plan</strong><br />
> Live Well Positive Ageing Strategy<br />
> <strong>Greater</strong> <strong>Geelong</strong> Cycle Strategy<br />
> Youth Strategy<br />
> Municipal Strategic Statement<br />
> Walking More: Walking Safely<br />
> Creativity Plus Strategy<br />
> Disability Action <strong>Plan</strong><br />
> Various recreation reserve master plans<br />
that guide the management and future<br />
development <strong>of</strong> reserves<br />
> Playground Upgrade Strategy<br />
> Aquatic Infrastructure Strategy <strong>Plan</strong><br />
> Barwon Regional Drug Action <strong>Plan</strong><br />
> Domestic Animal (Dogs and Cats)<br />
Management <strong>Plan</strong><br />
> Bellarine Peninsula Strategic <strong>Plan</strong><br />
> <strong>Geelong</strong> Community Safety Strategy<br />
The importance <strong>of</strong> collaboration<br />
The aspirations we hold for our community<br />
cannot be achieved by Council alone. It<br />
will require collaboration from a number <strong>of</strong><br />
stakeholders, including all levels <strong>of</strong> government<br />
through to local community groups.<br />
Achieving these outcomes will be a challenge,<br />
so it is important that over the next four years<br />
we focus on building relationships and working<br />
closely with stakeholders to ensure the best<br />
result for our community.<br />
Key stakeholders we have recognised for this<br />
strategic direction include:<br />
> The community<br />
> Local community and sporting groups<br />
and organisations<br />
> Federal and State Government<br />
departments including:<br />
- Department <strong>of</strong> <strong>Plan</strong>ning and<br />
Community Development<br />
- Department <strong>of</strong> Health Services<br />
- Department <strong>of</strong> Education and Early<br />
Childhood Development,<br />
> Barwon Health<br />
> G21 (<strong>Geelong</strong> Region Alliance)<br />
> Local media<br />
> Volunteering <strong>Geelong</strong><br />
Challenges we face<br />
Every day we are faced with challenges, both<br />
global and regional. These challenges impact<br />
on our decision making in the immediate and<br />
long term. It is important we remain flexible so<br />
we can respond to the changing needs <strong>of</strong> our<br />
community as well as making the most <strong>of</strong> the<br />
opportunities that arise.<br />
Some <strong>of</strong> the challenges facing us in the<br />
pursuit <strong>of</strong> community wellbeing include:<br />
> The potential increase in unemployment<br />
due to the global financial crisis and<br />
the impact this has on the wellbeing <strong>of</strong><br />
those affected.<br />
> The demands <strong>of</strong> a growing population on<br />
existing infrastructure.<br />
> Impact <strong>of</strong> population and infrastructure<br />
growth on existing service levels.<br />
> An increase in the demand for council<br />
services due to the shift in demographics;<br />
namely the ageing population and the<br />
increasing birth rate.<br />
> Funding limitations and competing priorities<br />
on current and future community services.<br />
> Making programs accessible to the<br />
community - affordable, relevant, timely<br />
and reachable.<br />
> Meeting the needs <strong>of</strong> increased cultural<br />
diversity within the community.<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 25
Strategic Directions and Annual Action <strong>Plan</strong><br />
Outcome:<br />
Improved healthy eating and physical activity<br />
Physical health is critical to the wellbeing <strong>of</strong> the individual and community - enabling full participation<br />
in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are<br />
essential for good health.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Growth in visitor numbers to Council owned leisure centres<br />
Percentage <strong>of</strong> residents who participate in organised sport<br />
Hospital admissions - diabetes<br />
Percentage <strong>of</strong> children who attend 3.5 year old Maternal Child Health consultation<br />
and who fall within healthy weight range parametres<br />
Percentage <strong>of</strong> infants breast fed at six months <strong>of</strong> age<br />
Regular participation in any physical activity<br />
Regular participation in walking activity (bush and general)<br />
Target<br />
> Increase<br />
> Increase<br />
< Decrease<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
Improved healthy eating and physical activity <strong>2009</strong>-2010 Actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Swim, Sport and Leisure Upgrades:<br />
Kardinia Pool, Lara Pool and Waterworld concrete paving<br />
Leisurelink (new centre) furniture, fixtures and equipment<br />
Leisuretime Centre - badminton court replacement<br />
<strong>Geelong</strong> Arena - court remarking<br />
Recreation Reserve Upgrades:<br />
Landy Field sports lights installation<br />
Floodlighting safety design requirements<br />
Open Space Networks planning implementation<br />
Elderslie Reserve landscape works<br />
Connections Park (Rosewall) - year three <strong>of</strong> redevelopment plan implementation<br />
Transvaal Square Master <strong>Plan</strong><br />
Thomson Reserve Master <strong>Plan</strong> implementation<br />
Newcomb Football Club floodlights<br />
Skilled Stadium - portable cricket wicket<br />
Rippleside Park improvements<br />
Marshall Reserve tennis facilities<br />
Waurn Ponds Creek lighting<br />
Coolabah Park improvements<br />
John Cr<strong>of</strong>t Reserve, Grovedale<br />
Minor capital renewal - Cheetham Ward<br />
Haines Reserve improvements<br />
North <strong>Geelong</strong> Football and Netball Club lighting<br />
Pettit Park car park improvements<br />
Lara Sporting Club - lighting<br />
Corio Sporting Club football and netball lighting<br />
Lara Tennis Club lighting and tennis court upgrade<br />
Sutcliffe Reserve ground improvements<br />
Ocean Grove Park scoping study<br />
Shell Road sporting infrastructure - concept plan<br />
Windmill Reserve resurfacing<br />
Peter Lowe Reserve resurfacing<br />
625,000<br />
1,902,000<br />
26 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Improved healthy eating and physical activity <strong>2009</strong>-2010 Actions (Cont’d) <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Recreation Facility Upgrades:<br />
St Mary’s Football Club change room facilities<br />
Corio Moorabool Pony Club new clubrooms<br />
Collendina Reserve sports pavilion<br />
King Lloyd Reserve pavilion and car park improvements<br />
Eastern Beach Childrens Pool rebuild<br />
<strong>Geelong</strong> Football Umpires League clubroom upgrade<br />
Barwon Heads Village Park Skate Park<br />
North Shore Little League facility<br />
Highton Reserve pavilion improvements<br />
Richmond Crescent Reserve East <strong>Geelong</strong> Football Club pavilion improvements<br />
Grovedale Sports Club pavilion redevelopment<br />
Kardinia Park netball court development<br />
St Albans Netball Club pavilion - design and construction<br />
St Albans Football Club score board<br />
Memorial Reserve Ocean Grove Football Club clubroom<br />
West Oval Flower Stand refurbishment<br />
Landy Field improvement works<br />
<strong>Geelong</strong> Soccer and Sports Club clubroom design and lighting upgrade<br />
Goldsworthy Reserve upgrade<br />
Bell Post Hill Sports Club toilet upgrade<br />
<strong>Geelong</strong> Rangers toilet facility<br />
Queens Park Shaw Oval hard wicket cricket training facility relocation<br />
South Barwon Cricket Club pavilion<br />
Marshall Cricket Club - deck and storage<br />
South Barwon Football and Netball Club - redesign and rebuild <strong>of</strong> netball courts<br />
Barwon Heads Angling Club clubrooms<br />
Belmont Bowling Club deck<br />
Drysdale Sports and Cultural Precinct Master <strong>Plan</strong><br />
Drysdale Sporting Clubs - planning project<br />
Leopold Sporting Clubs - planning project<br />
Hamlyn Park Bell Park Football Club Master <strong>Plan</strong><br />
Portarlington Sports Precinct Master <strong>Plan</strong><br />
Regional Soccer Strategy - infrastructure provision and sports development<br />
Playground Development Program:<br />
<strong>Geelong</strong> Play Space shade installation<br />
Augustine Reserve playground installation<br />
Deakin Estate playground installation<br />
Elderslie Reserve shade installation<br />
Playground undersurfacing program<br />
Portarlington Play Space Master <strong>Plan</strong><br />
Core Playground Development Program<br />
Community Facilities Upgrades - Children Services Upgrades:<br />
Newtown/Chilwell Maternal Child Health Centre (Design)<br />
4,987,000<br />
669,000<br />
Cycling criterium track on Belmont Island - design and construction 1,345,000<br />
St Leonards Lake walking and bicycle track and safety works 100,000<br />
Playgroup support program for disadvantaged groups and families 84,100<br />
Food services delivery model implementation 60,000<br />
Bellarine Rail Trail - safety works 50,000<br />
Healthy eating and physical activity action plan for the aged 25,000<br />
30,000<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 27
Strategic Directions and Annual Action <strong>Plan</strong><br />
The <strong>City</strong> has a number <strong>of</strong> programs and projects<br />
in place to support early childhood development.<br />
Outcome:<br />
Increased lifelong learning and literacy<br />
Supporting learning at all stages <strong>of</strong> life by <strong>of</strong>fering a wide variety <strong>of</strong> experiences and resources enabling:<br />
> school readiness through early years<br />
> interaction and knowledge building<br />
> improved participation in the workforce and community.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Playgroup and kindergarten enrolments<br />
Total number <strong>of</strong> library visits<br />
Participation in Adult, Community and Further Education<br />
U3A Membership<br />
Target<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
Increased lifelong learning and literacy <strong>2009</strong>-2010 Actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Libraries:<br />
1,827,400<br />
Belmont Library upgrade<br />
Lara interim library<br />
Waurn Ponds Library planning and design<br />
<strong>Geelong</strong> Regional Library contribution 4,954,231<br />
Connecting Identities:<br />
184,000<br />
Project implementation<br />
Memory Bank<br />
Murmur project<br />
Community Facility Upgrades - Children Services: Lara Lake Kindergarten detailed design; Surf Side Ocean<br />
465,000<br />
Grove Children’s Hub and Grovedale Community Hub concept design; Portarlington Kindergarten Stage 2<br />
build; minor MCH upgrades at Barwon Heads, Surfside and Hendy St Corio, Disbursements to Whittington War<br />
Memorial Kindergarten and Thomson Kindergarten<br />
School Holiday Program 507,734<br />
Development <strong>of</strong> Municipal Early Years (Infrastructure) <strong>Plan</strong> at Ocean Grove and Barwon Heads 240,000<br />
<strong>Geelong</strong> Kindergarten Association contribution 106,217<br />
Childrens Week activities 15,000<br />
28 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Urban design that provides improved accessibility is one way<br />
the <strong>City</strong> helps creates more liveable neighbourhoods.<br />
Outcome:<br />
Liveable neighbourhoods<br />
Creating places with easy access to local amenities such as shops, parks and reserves and community facilities,<br />
which encourage destination walking, a community focus and provide opportunities to reduce isolation.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Percentage <strong>of</strong> residents who are a member <strong>of</strong> an organised group<br />
Percentage <strong>of</strong> residents involved in volunteering<br />
Community Satisfaction rating for overall performance in appearance <strong>of</strong> public areas<br />
Community Satisfaction rating for overall performance in recreation facilities<br />
Percentage <strong>of</strong> residents who feel the area has good facilities and services like shops, childcare, schools, libraries<br />
Perceptions <strong>of</strong> safety (at home, in the street, on public transport; day and night)<br />
Percentage <strong>of</strong> residents who feel multiculturalism makes life better<br />
Number <strong>of</strong> trees planted<br />
Participation at <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> Events<br />
Target<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
Liveable neighbourhood <strong>2009</strong>-2010 Actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
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Courthouse Arts redevelopment 5,217,000<br />
Youth activity programs, events and initiatives incl.: Courthouse Arts Funding, Youth Participation Program,<br />
Headspace Facility on Bellarine, <strong>Geelong</strong> Impetus Youth Awards, Piercing Truth Magazine, SKAART and Youth<br />
Action Teams<br />
Community Hub Projects: Leopold, North Shore and Coryule ward 740,000<br />
Community Facility Upgrades: Disability access program, Community halls upgrades, Mens Sheds East<br />
<strong>Geelong</strong>, Northern Suburbs Youth Activity Centre, Cloverdale Community Centre upgrade design, Lara<br />
Community Centre Masterplan, Potato Shed detail design<br />
742,198<br />
690,000<br />
Community Renewal: Whittington Link landscaping, Whittington community renewal 460,000<br />
Community Building:<br />
Whittington community building festival<br />
Portarlington Community Facilitation project<br />
Norlane Reference Committee<br />
Whittington community building and engagement<br />
100,000<br />
34,463<br />
15,000<br />
50,000<br />
Streets Ahead safety program for primary school aged children in Whittington area 93,202<br />
Bell Post Hill/Bell Park/North <strong>Geelong</strong> Social Needs Study 40,000<br />
St Leonards (Coles St) Precinct Master <strong>Plan</strong> 40,000<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 29
Strategic Directions and Annual Action <strong>Plan</strong><br />
Other <strong>2009</strong>-2010 initiatives/actions that support Community Wellbeing <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Community Grant program 240,000<br />
Safestart Program - for children 0-8 years <strong>of</strong> age focusing on initiatives preventing unintentional child injury 116,965<br />
Gants to support community arts 90,000<br />
Grants to support community festivals 70,000<br />
Contribution to Diversitat for new facility at DW Hope Centre 50,000<br />
Best Start Program - improving the health, development and wellbeing <strong>of</strong> children from birth to school age 42,398<br />
Development <strong>of</strong> policy and action plan to support multicultural communities 40,000<br />
Outreach Preparation for Parenting Service 40,000<br />
Development and initial implementation <strong>of</strong> Reconciliation Action <strong>Plan</strong> to support aboriginal residents 20,000<br />
Ongoing Community Wellbeing Services and Activities for the Community<br />
Child care at seven <strong>City</strong> Learning and Care centres, management <strong>of</strong> the family day care service and the<br />
operation <strong>of</strong> stand alone Council-run Kindergartens at Rosewall and Whittington.<br />
School holiday programs at five locations across the municipality.<br />
The Regional Parenting Service, which provides parenting information and support.<br />
Barwon Inclusion Support Agency, providing support to families, children and staff in the child care industry<br />
who care for children with additional needs.<br />
Provision <strong>of</strong> Maternal and Child Health services through 22 centres with additional specialist support<br />
services provided into the home as required.<br />
Immunisation provided from six venues across the municipality.<br />
Services, facilities and activities that support and promote youth issues and the needs <strong>of</strong> young people.<br />
This includes producing the Piercing Truth Magazine, The YouthCan Van, Skate Program and the <strong>Geelong</strong><br />
Youth awards.<br />
Aged and disability services including respite, personal and general care programs, both in-home and within<br />
the community.<br />
Provision <strong>of</strong> senior citizens activities and services including meals on wheels and home maintenance.<br />
Community development and community building and renewal activities.<br />
Volunteer management.<br />
Co-ordination and sponsorship <strong>of</strong> community events and festivals.<br />
Support <strong>of</strong> local sporting and community groups.<br />
Provision <strong>of</strong> sport, recreation and leisure facilities to promote physical health and wellbeing.<br />
The management <strong>of</strong> indoor and outdoor aquatic and fitness centres including Waterworld, Splashdown,<br />
Leisurelink, Kardinia Aquatic Centre, Lara pool, and the Bellarine Aquatic and Sports Centre.<br />
The management <strong>of</strong> leisure centres and stadiums including the <strong>Geelong</strong> Arena, Skilled Stadium/Sports House,<br />
Barwon Valley Activity Centre, Surfside Centre, the <strong>Geelong</strong> Baseball Centre and the Leisuretime Centre.<br />
The management and operation <strong>of</strong> golf courses – Balyang Par 3, Elcho Park and Queens Park.<br />
The provision and maintenance <strong>of</strong> parks and playgrounds within the municipality, including the <strong>Geelong</strong><br />
Botanical Gardens.<br />
The provision and maintenance <strong>of</strong> sporting grounds and public reserves. This includes turf management,<br />
the management and allocation <strong>of</strong> Government sporting grants, managing water restrictions, and upgrade <strong>of</strong><br />
facilities such as clubrooms and lighting.<br />
Support, guidance and assistance to local sporting and social clubs and associations.<br />
The construction and maintenance <strong>of</strong> safe walking and bicycle paths.<br />
Support <strong>of</strong> the <strong>Geelong</strong> Regional Library Corporation, including the maintenance and redevelopment <strong>of</strong> the<br />
11 library buildings in the municipality.<br />
Support to arts and cultural services, programs, festivals and events, including the disbursement <strong>of</strong> the<br />
Community Arts and Community Festival grants.<br />
Production <strong>of</strong> the Arts Directory, Arts Bulletin and the Central <strong>Geelong</strong> Arts and Culture Walking Trail booklet.<br />
Operation <strong>of</strong> Arts and Cultural facilities such as the National Wool Museum, the <strong>Geelong</strong> Heritage Centre<br />
and the Potato Shed.<br />
Maintaining a safe community including the operation <strong>of</strong> Central <strong>Geelong</strong> safety cameras, street lighting,<br />
promoting and participating in activities to improve Central <strong>Geelong</strong> safety.<br />
30 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
How you can contribute to<br />
achieving our Community<br />
Wellbeing outcomes:<br />
> Encourage a healthy lifestyle.<br />
> Get active – take advantage <strong>of</strong> one <strong>of</strong> our<br />
900 areas <strong>of</strong> open space, or one <strong>of</strong> our<br />
300 playgrounds.<br />
> Broaden your knowledge and skills<br />
by taking part in a local education or<br />
training course.<br />
> Get involved in a community project.<br />
> Become a volunteer.<br />
> Visit your local Maternal Child<br />
Health Centre.<br />
> Make the most <strong>of</strong> our dedicated<br />
walking and bike trails.<br />
> Connect with your local neighbourhood.<br />
> Visit your local aquatic and fitness centre.<br />
> Become an active neighbourhood<br />
watch participant.<br />
> Leave the car at home and walk or ride<br />
to work.<br />
> Join a local sporting club or<br />
community group.<br />
> Visit your local library.<br />
> Be an active member <strong>of</strong> your community<br />
and have your say.<br />
> Involve your children in playgroup or<br />
kinder activities.<br />
> Walk your children to school, or<br />
commence a ‘Walking School Bus’.<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Growing the Economy<br />
Objective:<br />
Securing <strong>Geelong</strong>’s<br />
Economic Future<br />
<strong>Geelong</strong> has a clear blueprint for its<br />
economic future. As a major city <strong>Geelong</strong><br />
is an important national driver contributing<br />
considerably to gross domestic product,<br />
investment and employment growth.<br />
The three tiers <strong>of</strong> Government and peak<br />
groups are working together to ensure that<br />
businesses are attracted to and retained in<br />
<strong>Geelong</strong>.<br />
The <strong>City</strong> is emerging as a leader in several<br />
dynamic industries such as Knowledge,<br />
Innovation and Research, Advanced<br />
Manufacturing, Health, Tourism, Food and<br />
Horticulture. It is important that we continue to<br />
take advantage and attract industries in these<br />
growth sectors.<br />
Investor confidence in the region has been<br />
at an all time high with several major<br />
developments recently completed including the<br />
Transport Accident Commission headquarters,<br />
Deakin University’s Health Precinct at its<br />
Waterfront campus and the Edgewater<br />
apartments. It doesn’t stop here with further<br />
developments planned, including the much<br />
anticipated Armstrong Creek Urban Growth<br />
Area project.<br />
Our key focus areas in driving future economic<br />
development will be to provide leadership,<br />
broker new investment and support existing<br />
businesses and growth sectors. We must<br />
continue to be proactive and maximise our<br />
region’s competitive advantages and secure<br />
our economic future. More than ever before,<br />
<strong>Geelong</strong> truly is open for business.<br />
Over the next four years we will work with the<br />
community in aiming to deliver the following<br />
priority outcomes:<br />
> <strong>Plan</strong> and develop the National Transport<br />
and Logistics Precinct.<br />
> Development <strong>of</strong> the Cosmopolitan Heart.<br />
> Managed Growth.<br />
Key strategies and master<br />
plans that will assist in<br />
delivering this strategic<br />
direction:<br />
> Economic Development Strategy<br />
> Municipal Strategic Statement<br />
> Armstrong Creek Urban Growth <strong>Plan</strong><br />
> Heales Rd Industrial Estate Framework <strong>Plan</strong><br />
> <strong>Geelong</strong> Cultural Precinct Master <strong>Plan</strong><br />
> <strong>Geelong</strong> Retail Strategy<br />
> <strong>Geelong</strong> Port Structure <strong>Plan</strong><br />
> <strong>Geelong</strong> Marine Industry Project (formerly<br />
Osborne House Master <strong>Plan</strong>)<br />
> Central <strong>Geelong</strong> Structure <strong>Plan</strong><br />
> Central <strong>Geelong</strong> Place Management <strong>Plan</strong><br />
> Western Wedge Strategy (Transit Cities)<br />
> <strong>Geelong</strong> Major Events Strategy<br />
> Film and TV Strategy<br />
The importance <strong>of</strong> collaboration<br />
The aspirations we hold for our community<br />
cannot be achieved by Council alone. It<br />
will require collaboration from a number <strong>of</strong><br />
stakeholders, including all levels <strong>of</strong> government<br />
through to local community groups.<br />
Achieving these outcomes will be a challenge,<br />
so it is important that over the next four years<br />
we focus on building relationships and working<br />
closely with stakeholders to ensure the best<br />
result for our community.<br />
Key stakeholders we have recognised for this<br />
strategic direction include:<br />
> The community<br />
> Federal and State Government departments<br />
> Regional Development Australia /<br />
Regional Development Victoria<br />
> Urban Development Institute <strong>of</strong> Australia<br />
> Department <strong>of</strong> Innovation, Industry and<br />
Regional Development<br />
> Committee for <strong>Geelong</strong><br />
> Chamber <strong>of</strong> Commerce<br />
> <strong>Geelong</strong> Manufacturing Council<br />
> <strong>Geelong</strong> Port Authority<br />
> G21 – <strong>Geelong</strong> Region Alliance<br />
> Vic Roads<br />
> Barwon Water<br />
> Gordon Institute and Deakin University<br />
> Tourism Associations<br />
Challenges we face<br />
Every day we are faced with challenges, both<br />
global and regional. These challenges impact<br />
on our decision making in the immediate and<br />
long term. It is important we remain flexible so<br />
we can respond to the changing needs <strong>of</strong> our<br />
community as well as making the most <strong>of</strong> the<br />
opportunities that arise.<br />
Some <strong>of</strong> the challenges facing us in the<br />
pursuit <strong>of</strong> growing our economy include:<br />
> The Global Financial Crisis and what it<br />
means for <strong>Geelong</strong> such as the reducing<br />
capacity for private sector investment, long<br />
term finance, confidence and commitment.<br />
> Gaining government funding for key<br />
infrastructure projects.<br />
> Convincing State and Federal Government<br />
to facilitate key infrastructure projects.<br />
> Marketing our region as a great place to invest.<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Avalon Airport is one <strong>of</strong> the fastest growing<br />
passenger terminals in Australia and supports<br />
a substantial aircraft maintenance industry.<br />
Outcome:<br />
<strong>Plan</strong> and Develop the National Transport and Logistics Precinct<br />
We will facilitate the National Transport and Logistics Precinct which is focused on strengthening<br />
our key existing assets such as Avalon Airport, the Port <strong>of</strong> <strong>Geelong</strong>, the Ring Road and Heales Road<br />
Industrial Estate. We will encourage new assets that compliment the existing assets such as the<br />
proposed Intermodal at Lara.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Heales Rd number <strong>of</strong> serviced lots available for sale<br />
10 available for sale<br />
Avalon International Terminal approved Completion 2010<br />
Business <strong>Plan</strong> for National Transport Freight and Logistics Hub agreed Completion <strong>2009</strong>-2010<br />
Intermodal planning process completed Completion 2010<br />
Selection <strong>of</strong> preferred developer for <strong>Geelong</strong> Marine Industry Project Completion 2010<br />
<strong>Plan</strong> and Develop the National Transport and<br />
Logistics Precinct <strong>2009</strong>-2010 actions<br />
<strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
North Heales Road Industrial Precinct subdivision 2,490,000<br />
<strong>Geelong</strong> Marine Industry Project - expression <strong>of</strong> interest stage 50,000<br />
32 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
The Farmers Market adds to the<br />
vibrancy <strong>of</strong> Central <strong>Geelong</strong>.<br />
Outcome:<br />
Development <strong>of</strong> the Cosmopolitan Heart<br />
The development <strong>of</strong> <strong>Geelong</strong>’s cosmopolitan heart will be driven through key projects that embrace our<br />
natural and built assets.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Civic Accommodation financial options process completed October <strong>2009</strong><br />
Courthouse Arts construction completed June 2010<br />
Agreed plan for Yarra St Pier developed November <strong>2009</strong><br />
Library Heritage Centre business case completed and submitted to State Government November <strong>2009</strong><br />
GPAC business case completed and submitted to State Government November <strong>2009</strong><br />
Overall satisfaction with Central <strong>Geelong</strong><br />
> Increase<br />
Cultural Precinct visitation<br />
> Increase<br />
(<strong>Geelong</strong> Gallery, Library, Heritage Centre, Courthouse Arts, GPAC)<br />
Central <strong>Geelong</strong> presentation – Cleanliness Index<br />
> Increase<br />
Development <strong>of</strong> the Cosmopolitan Heart <strong>2009</strong>-2010 actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
<strong>Geelong</strong> Art Gallery contribution 818,000<br />
<strong>Geelong</strong> Central <strong>City</strong> Management - programs and activities 551,364<br />
National Wool Museum Master <strong>Plan</strong> development 35,000<br />
Development <strong>of</strong> a social history <strong>of</strong> the Palais 12,000<br />
Bud lighting <strong>of</strong> trees in <strong>Geelong</strong> West precinct 10,000<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Outcome:<br />
Managed Growth<br />
<strong>Geelong</strong> will continue to position itself as the best place to live by fostering job creation, sustainable<br />
development practices and improved community wellbeing.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Regional unemployment rate<br />
Maintain the average difference between the<br />
<strong>Geelong</strong> and Victorian unemployment rate<br />
<strong>Geelong</strong> Urban Growth Strategy completed December 2010<br />
Investment (number and value <strong>of</strong> building permits) – domestic and non-domestic<br />
> Increase<br />
Years supply <strong>of</strong> zoned residential land available in the <strong>Geelong</strong> region 10+ years available <strong>of</strong> residential lots by <strong>2013</strong><br />
Armstrong Creek<br />
March 2010<br />
Structural <strong>Plan</strong>s for N. E. Employment Precinct and<br />
East Precinct residential area completed<br />
Armstrong Creek State Government funding bid submitted March 2010<br />
Scope and business case for Managing Growth Resource <strong>Plan</strong> completed June 2010<br />
Managed Growth <strong>2009</strong>-2010 actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Skilled Stadium contribution to new stand 1,500,000<br />
Civic Accommodation project - investigation and feasibility 1,000,000<br />
G21 - <strong>Geelong</strong> Region Strategic Alliance contribution 361,000<br />
Implementation <strong>of</strong> Armstrong Creek Urban Growth <strong>Plan</strong> 250,000<br />
Skilled Migration Project 2008-2011 110,000<br />
Development <strong>of</strong> <strong>Geelong</strong> Region Information and<br />
60,000<br />
Communication Technology (ICT) Industry Cluster<br />
Lara Shopping Centre - Stage planning 50,000<br />
G21 Marketing Alliance - to undertake regional marketing initiatives 30,000<br />
Increased berthing infrastructure for Waterfront events 30,000<br />
Leopold Recreational and Retail Precinct <strong>Plan</strong>ning - investigation into centre extension 30,000<br />
<strong>Geelong</strong> Urban Growth Strategy<br />
Part <strong>of</strong> recurrent operations<br />
34 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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<strong>Geelong</strong> is the host city for the 2010 UCI<br />
Road Cycling World Championships.<br />
Other <strong>2009</strong>-2010 initiatives/actions that support Growing the Economy <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Contribution to <strong>Geelong</strong> Major Events 855,000<br />
Conference Marketing and Delegate Boosting programs 299,749<br />
Provide for tourist information and administrative support centres<br />
within the <strong>Geelong</strong> region<br />
258,410<br />
UCI Road Cycling World Championships - support 120,000<br />
Channel 31 - increased <strong>Geelong</strong> presence on television 95,000<br />
Development <strong>of</strong> the <strong>Geelong</strong> biotechnology industry 66,322<br />
Incentive grants to support investment attraction 25,000<br />
<strong>Geelong</strong> Bellarine Strategic Tourism Program 20,000<br />
Contribution to the <strong>Geelong</strong> Manufacturing Council 20,000<br />
Ongoing Growing the Economy Services and Activities for the Community<br />
Industry and business support including promoting and supporting increased economic activity, employment<br />
opportunities and investment.<br />
Attracting, supporting, funding and hosting <strong>of</strong> major events and festivals.<br />
Promotion and management <strong>of</strong> Central <strong>Geelong</strong> and Waterfront, and operation <strong>of</strong> the Carousel.<br />
Promoting the <strong>Geelong</strong> region as a business and leisure tourism destination including operation <strong>of</strong> the Visitor<br />
Information Centres.<br />
Urban revitalisation <strong>of</strong> Central <strong>Geelong</strong> and townships.<br />
Management <strong>of</strong> venues such as Skilled Stadium and The Arena which host national and international<br />
sporting and entertainment events.<br />
<strong>Plan</strong>ning scheme amendments to rezone land, and facilitate sustainable development <strong>of</strong> retail centres and<br />
industrial land developments.<br />
The management and coordination <strong>of</strong> major planning developments such as the Western Wedge and<br />
Armstrong Creek, to ensure continued sustainable economic growth <strong>of</strong> the region.<br />
Attracting and supporting the investment <strong>of</strong> Innovation, Knowledge and Research Industries within the<br />
region.<br />
Maintenance and data updates <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> Community Pr<strong>of</strong>ile and Forecast website,<br />
which can be accessed by community groups, investors, business, students and the general public.<br />
How you can contribute to<br />
achieving our Growing the<br />
Economy outcomes:<br />
> Boost our economy by shopping locally.<br />
> Support small business operators.<br />
> Use local service providers.<br />
> Be welcoming to visitors and tourists.<br />
> Take on an apprentice and help build<br />
<strong>Geelong</strong>’s future skills base.<br />
> Hold your business conferences and<br />
events within the municipality.<br />
> Broaden your skill base and knowledge<br />
by undertaking further education and<br />
training opportunities.<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Sustainable Built and Natural Environment<br />
Objective:<br />
The <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
leads the community in<br />
sustainable planning and<br />
environmental action.<br />
The impact <strong>of</strong> climate change is far<br />
reaching. It is no longer just a phenomenon<br />
that is occurring in other parts <strong>of</strong> the<br />
world but in fact happening in our own<br />
backyard. As a growing region we recognise<br />
the sustainability <strong>of</strong> our built and natural<br />
environment is fundamental to being the<br />
best place to live.<br />
We will ensure that all decisions we make, big or<br />
small, take the sustainability <strong>of</strong> our environment<br />
into account. We will do this by minimising our<br />
impacts, setting standards and being efficient in<br />
our use <strong>of</strong> resources. In this way we will reduce<br />
our own environmental footprint.<br />
Over the next four years we will work with the<br />
community in aiming to deliver the following<br />
priority outcomes:<br />
> Increase the use <strong>of</strong> public and active<br />
transport across the municipality.<br />
> Reduce our organisation’s<br />
environmental footprint.<br />
> Develop and implement sustainability<br />
standards for all built form.<br />
> Prepare and implement a strategy for<br />
adapting to climate change.<br />
> Enhance our natural areas and increase the<br />
level <strong>of</strong> protection for precious habitats and<br />
areas <strong>of</strong> biodiversity.<br />
36 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Key strategies and<br />
master plans that will<br />
assist in delivering this<br />
strategic direction:<br />
> Public Transport Strategy<br />
> Environment Management Strategy<br />
> Greenhouse Reduction Strategy and Local<br />
Action <strong>Plan</strong><br />
> Municipal Strategic Statement<br />
> Housing Diversity Strategy<br />
> Township Structure <strong>Plan</strong>s<br />
> Armstrong Creek Urban Growth <strong>Plan</strong><br />
> Sustainable Water Futures Policy<br />
> Rural Land Use Strategy<br />
> Barwon Region Waste Management <strong>Plan</strong><br />
> Storm Water Quality Management <strong>Plan</strong><br />
(including Healthy Waterways)<br />
> <strong>Greater</strong> <strong>Geelong</strong> Cycling Strategy<br />
> <strong>Geelong</strong> Wetlands Strategy<br />
> Domestic Waste Water Strategy<br />
> Eastern Park and <strong>Geelong</strong> Botanic Gardens<br />
Strategic <strong>Plan</strong><br />
> Clifton Springs Coastal Management <strong>Plan</strong><br />
> Limeburners Bay Management <strong>Plan</strong><br />
> <strong>Geelong</strong> Saleyards Conservation<br />
Management <strong>Plan</strong><br />
> Barwon River Land Use and Open Space<br />
Corridor <strong>Plan</strong><br />
> Various Drainage and Flood Management<br />
strategies and plans<br />
> Street Tree Policy<br />
The importance <strong>of</strong> collaboration<br />
The aspirations we hold for our community<br />
cannot be achieved by Council alone. It<br />
will require collaboration from a number <strong>of</strong><br />
stakeholders, including all levels <strong>of</strong> government<br />
through to local community groups.<br />
Achieving these outcomes will be a challenge,<br />
so it is important that over the next four years<br />
we focus on building relationships and working<br />
closely with stakeholders to ensure the best<br />
result for our community.<br />
Key stakeholders we have recognised for this<br />
strategic direction include:<br />
> The community<br />
> Transport Companies<br />
> Suppliers<br />
> Developers<br />
> Federal and State Government Departments<br />
> Industry groups<br />
> Interest groups<br />
> G21 – <strong>Geelong</strong> Region Alliance<br />
Challenges we face<br />
Every day we are faced with challenges, both<br />
global and regional. These challenges impact<br />
on our decision making in the immediate and<br />
long term. It is important we remain flexible so<br />
we can respond to the changing needs <strong>of</strong> our<br />
community as well as making the most <strong>of</strong> the<br />
opportunities that arise.<br />
Some <strong>of</strong> the challenges facing us in the<br />
pursuit <strong>of</strong> a sustainable built and natural<br />
environment include:<br />
> There may be a perception that addressing<br />
environmental issues is less important in<br />
light <strong>of</strong> the global financial crisis which may<br />
result in a push for cheaper developments<br />
and decreasing building and environmental<br />
standards.<br />
> Being prepared to respond to government<br />
funding programs that benefit our<br />
environment.<br />
> Major industries lobbying to get the most<br />
out <strong>of</strong> existing infrastructure rather than<br />
seeking to become greener.<br />
> Climate change impacts.<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
<strong>Geelong</strong> is linked to Melbourne and Victoria’s<br />
western precincts by rail and road.<br />
Outcome:<br />
Increased use <strong>of</strong> public and active transport by the community<br />
Options for accessible transport are key to sustainability and wellbeing, and are a top priority for our<br />
community. We will encourage a variety <strong>of</strong> transport modes, urban designs and active transport support<br />
programs that reduce our car dependence. We will give priority to these options in planning and development.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Modes <strong>of</strong> transport used in getting to work / school<br />
<strong>Geelong</strong> Train Station usage - 5,000 persons per day by 2025<br />
Regular participation in walking activity (general)<br />
Regular participation in cycling activity (excludes triathlon / competition)<br />
Target<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
Increase use <strong>of</strong> public and active transport <strong>2009</strong>-2010 actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Western Wedge walkability infrastructure - Cunningham Street - improved pedestrian amenity linking Waterfront<br />
150,000<br />
and central retail precincts<br />
Central <strong>Geelong</strong> Park and Ride shuttle service 125,000<br />
Travel Smart -Stage Two 120,000<br />
Building Bellarine Connections - Bellarine Peninsula community transport project 112,480<br />
Bicycle infrastructure program 90,000<br />
Western Wedge walkability infrastructure - pedestrian signage scheme 70,000<br />
Summer Circuit Bus service 58,875<br />
Leopold Footpath linkages - Stage 2 50,000<br />
30 year Road Transport Strategy development 40,000<br />
North Bellarine (Drysdale) strategic footpaths project 25,000<br />
Walkability project Corio / Norlane (walking / riding tracks) 20,000<br />
Peninsula Park and Ride service (Ocean Grove / Barwon Heads) 10,000<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Outcome:<br />
A reduction in our organisation’s environmental footprint<br />
We want to ensure that all decisions made by staff and Council reflect our philosophy <strong>of</strong> environmental<br />
sustainability. Whether we are planning for the future, designing projects, delivering capital works and<br />
services or buying goods and services, we will reduce the impact we have on our natural environment.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
30 per cent emissions reduction target as a minimum from 2006 levels by<br />
2010, 60 per cent reduction by 2025<br />
Percentage green energy purchase<br />
Number <strong>of</strong> vehicles using low emission or alternative fuels in Councils vehicle fleet<br />
Council’s purchase and use <strong>of</strong> products made from recycled and renewable materials<br />
Target<br />
< Decrease emissions<br />
> Increase<br />
> Increase<br />
> Increase<br />
Reducing our organisation’s environmental footprint <strong>2009</strong>-2010 actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Greenhouse Reduction Local Action <strong>Plan</strong> - year two implementation 300,000<br />
Trial installation <strong>of</strong> energy efficient street lights 30,000<br />
Greenhouse Reduction Strategy - environmental audits 20,000<br />
38 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
<strong>Geelong</strong>’s appeal as a lifestyle city has contributed<br />
to continued strong population growth.<br />
Outcome:<br />
Agreed standards for sustainable development are in operation<br />
Reflecting our leadership role in the community, particularly in implementing the <strong>Plan</strong>ning Scheme and<br />
Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves<br />
and encourage good design and development in the community.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Implementation <strong>of</strong> STEP Program<br />
(STEP program - encouraging positive sustainable built environment outcomes through the planning process.<br />
This is a Moreland <strong>City</strong> Council initiative)<br />
Target<br />
June 2011<br />
Agreed standards for sustainable development <strong>2009</strong>-2010 actions<br />
Actions working towards achieving this outcome are part <strong>of</strong> the recurrent ongoing services <strong>of</strong> Council<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Outcome:<br />
The Climate Change Adaptation Strategy is established<br />
Climate change poses a risk in sustaining communities into the future. We need to ensure we have<br />
considered the likely changes that will take place in our region and have developed a plan to adapt to<br />
those changes. We will need to work closely with both the Federal and State Governments to achieve<br />
this and to implement the plan.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
The existence <strong>of</strong> an adopted Climate Change Adaptation Strategy<br />
Target<br />
(1) Adoption<br />
(2) Implementation<br />
Climate Change Adaptation Strategy <strong>2009</strong>-2010 actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Water saving and drought recovery program:<br />
1,739,040<br />
Ground renovation / improvement program<br />
Queens Park water re-use project<br />
Newcomb recycling project<br />
Significant tree watering project<br />
Conversion <strong>of</strong> sporting fields to drought tolerant grasses<br />
Maintenance on sporting grounds - warm season turf<br />
Drought related tree removals<br />
Development <strong>of</strong> a Climate Change Adaptation Strategy 50,000<br />
40 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Environmental sustainability is a fundamental<br />
principle <strong>of</strong> the <strong>City</strong>’s strategic planning.<br />
Outcome:<br />
Enhanced and protected natural areas<br />
Biological diversity is the natural wealth <strong>of</strong> our municipality and provides the basis for our life and<br />
prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline<br />
land and soil. The use <strong>of</strong> the region’s natural resources needs to be balanced against the impact on<br />
natural systems including the potential loss <strong>of</strong> habitat and biodiversity, introduced pests, declining soil<br />
health, deteriorating water quality and climate change impacts.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Control <strong>of</strong> noxious weed re-infestation and re-growth on Council’s conservation reserves<br />
Reduction in pest animal and vermin numbers in Council reserves<br />
Survival rate <strong>of</strong> native revegetation program<br />
Number <strong>of</strong> Council managed water bodies rehabilitated<br />
Target<br />
95% success rate in control program<br />
90% success rate in reduction program<br />
90% survival rate <strong>of</strong> native revegetation program<br />
One completed annually<br />
Enhancement and protection <strong>of</strong> our natural areas <strong>2009</strong>-2010 actions <strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
Council environmental reserves improvement works 305,000<br />
Coastal and conservation reserves and infrastructure maintenance 289,468<br />
<strong>Geelong</strong> Saleyards Conservation Management <strong>Plan</strong> works 286,800<br />
Stormwater Quality Management <strong>Plan</strong> Implementation 200,000<br />
Fire management <strong>of</strong> roadside biodiversity conservation areas 120,000<br />
<strong>Geelong</strong> Healthy Waterways program 75,000<br />
<strong>Geelong</strong> Botanic Gardens irrigation system replacement 70,000<br />
Water quality programs 42,000<br />
Breamlea Biomass Reduction program 40,000<br />
Vermin control program 29,000<br />
Weed control program 27,000<br />
Botanic Gardens Master <strong>Plan</strong> - stage two implementation 25,000<br />
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Strategic Directions and Annual Action <strong>Plan</strong><br />
Other <strong>2009</strong>-2010 initiatives/actions that support a Sustainable Built<br />
and Natural Environment<br />
Roads - construction and design including local roads, Federal Roads Program<br />
and Vic Roads funded works<br />
<strong>2009</strong>-2010<br />
Gross Expenditure<br />
$<br />
8,936,000<br />
Special rates and charges to carry out roads, footpath and drainage works 3,350,000<br />
Drainage design and construction program 2,840,000<br />
Footpath renewal program 2,500,000<br />
Kerb and channel renewal program 1,600,000<br />
Corio Landfill rehabilitation 1,000,000<br />
Streetscape upgrades - Portarlington, TAC Precinct 642,000<br />
Traffic management - investigation, design and construction 686,000<br />
Tree planting, establishment and aftercare 297,000<br />
East-West Traffic improvements - signal linking 100,000<br />
<strong>Geelong</strong> Botanic Gardens - glasshouse refitting 63,000<br />
Ongoing Sustainable Built and Natural Environment services and activities for the community<br />
Environmental protection and management programs including:<br />
> Flora and fauna<br />
> Biodiversity conservation<br />
> Weed and vermin control<br />
> Bush land regeneration<br />
> Coastal, wetland and conservation reserve protection and management<br />
> Education and awareness publications and activities<br />
> Land use plans to provide direction on permissible uses and management <strong>of</strong> crown and<br />
council owned land.<br />
Commercial and residential garbage, recycling and green waste collection.<br />
<strong>Plan</strong>ning and processing <strong>of</strong> planning scheme amendments to facilitate sustainable land use and<br />
development in the municipality and ensure sustainable urban design <strong>of</strong> our natural and built environment.<br />
The assessment and processing <strong>of</strong> planning and building applications and permits.<br />
The management and regeneration <strong>of</strong> public parks and reserves.<br />
The design, construction, maintenance and repairs <strong>of</strong> local roads, footpaths, and storm water drains.<br />
Provision and maintenance <strong>of</strong> bicycle and walking tracks.<br />
Advocating for public transport improvements and supporting and promoting its use.<br />
Maintaining a healthy built and natural environment through pest control and street / public<br />
facilities cleaning services.<br />
The conservation <strong>of</strong> the municipality’s historic buildings, through Heritage studies to identify and document<br />
buildings and areas <strong>of</strong> historical and cultural significance, and the management <strong>of</strong> Heritage overlays.<br />
A free Heritage Advisory Service to assist owners <strong>of</strong> properties subject to a Heritage Overlay in making<br />
informed decisions about restoration, maintenance, alterations and additions to their buildings.<br />
How you can contribute<br />
to achieving our<br />
Sustainable Built and Natural<br />
Environment outcomes:<br />
> ‘Go Green’ – there are many ways to reduce<br />
your carbon footprint and save our region’s<br />
precious resources.<br />
> <strong>Plan</strong>t indigenous plant species.<br />
> Install water saving devices around<br />
your home.<br />
> Recycle – reduce the amount <strong>of</strong> new<br />
materials you use or purchase.<br />
> Reduce unnecessary heating and cooling.<br />
> Buy appliances with the highest<br />
energy efficiency.<br />
> Ride your bike to work or car pool with<br />
others in your local area.<br />
> Walk your children to school, or commence<br />
a ‘Walking School Bus’.<br />
> Use public transport, or take advantage <strong>of</strong><br />
the <strong>City</strong>’s Park and Ride services.<br />
> Vote with your ‘switch’ and take part in<br />
the annual Earth Hour event in March<br />
by switching <strong>of</strong>f non-essential lights and<br />
electrical appliances for one hour to raise<br />
awareness towards the need to take action<br />
on climate change.<br />
> <strong>Plan</strong>t a tree.<br />
> Choose low toxic and biodegradable<br />
cleaning products.<br />
> Consider environmental standards when<br />
building or renovating.<br />
> Take part in annual ‘Clean Up Australia<br />
Day’ activities.<br />
42 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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The Bellarine Rail Trail provides a<br />
pedestrian and cycle route across<br />
the popular Bellarine Peninsula.<br />
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Our Mission<br />
We will focus on developing<br />
and maintaining effective<br />
working relationships to deliver<br />
Council’s strategic directions<br />
and high quality services that<br />
meet the changing needs <strong>of</strong><br />
our community.<br />
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Delivering <strong>City</strong> <strong>Plan</strong><br />
The <strong>City</strong> commits many millions to road<br />
and footpath maintenance each year.<br />
Our Values and Behaviours<br />
Council prides itself on delivering outcomes that serve<br />
residents’ needs through committed, motivated, enthusiastic,<br />
well trained and well resourced staff.<br />
We aim to foster a culture that embraces a consistent set <strong>of</strong> behaviours that reflect what we all truly value and believe in to deliver<br />
effective and efficient outcomes for our community.<br />
Integrity<br />
We will:<br />
> Act on our commitments.<br />
> Be open, transparent, ethical<br />
and honest in our actions.<br />
> Share information.<br />
Responsibility<br />
We will:<br />
> Be accountable for our decisions<br />
and everything we do.<br />
>Take pride in the job we<br />
are doing.<br />
> Be loyal and support our work<br />
colleagues and organisation.<br />
> Take responsibility for<br />
problem solving.<br />
Innovation<br />
We will:<br />
> Look for and implement better<br />
ways <strong>of</strong> doing things.<br />
> Be open to learning.<br />
> Be responsive to the changing<br />
needs <strong>of</strong> the community.<br />
Respect<br />
We will:<br />
> Listen and seek to understand<br />
the views <strong>of</strong> others.<br />
> Be considerate and courteous.<br />
> Recognise everyone’s<br />
contribution and value a job<br />
well done.<br />
> Build positive relationships.<br />
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Delivering <strong>City</strong> <strong>Plan</strong><br />
Organisation Structure<br />
The <strong>City</strong>’s management structure is comprised <strong>of</strong> an executive<br />
management group, and a senior management group.<br />
Executive management consists <strong>of</strong> the Chief Executive Officer and six general managers<br />
who oversee policy, strategic direction and overall management <strong>of</strong> the organisation.<br />
There are 24 departments each <strong>of</strong> which is overseen by a senior manager, who are<br />
responsible for the organisation’s day to day operations and strategic management.<br />
Due to the recent resignation <strong>of</strong> our Chief Executive Officer Kay Rundle, the General Manager <strong>of</strong><br />
Corporate Services Stephen Griffin has been appointed to the role <strong>of</strong> acting Chief Executive Officer<br />
until a new appointment is made.<br />
Councillors<br />
Community<br />
Chief Executive Officer<br />
To be appointed<br />
Research and Policy<br />
Advisor to the CEO<br />
Fiona Dunbar<br />
Internal Audit and<br />
Ombudsman Office<br />
John Brown<br />
Corporate<br />
Services<br />
Stephen Griffin<br />
Economic<br />
Development<br />
and <strong>Plan</strong>ning<br />
Kate Sullivan<br />
Community Service<br />
Irene<br />
McGinnigle<br />
Major Projects<br />
Stephen Wright<br />
<strong>City</strong> Services<br />
To be appointed<br />
Community<br />
Infrastructure<br />
and Recreation<br />
Dean Frost<br />
Marketing and<br />
Administration<br />
Jeff Wall<br />
<strong>City</strong> Development<br />
Joanne Van Slageren<br />
Aged and<br />
Disability Services<br />
Karen Pritchard<br />
Central <strong>Geelong</strong> and<br />
Waterfront<br />
Steve Bentley<br />
Engineering Services<br />
David Hannah<br />
Sport and Recreation<br />
Paul Jane<br />
Corporate Strategy<br />
and Property Services<br />
Lindsay Allan<br />
<strong>Plan</strong>ning Strategy<br />
and Economic<br />
Development<br />
Terry Demeo<br />
Arts and Culture<br />
Kaz Paton<br />
Tourism<br />
Roger Grant<br />
Environment and<br />
Natural Resources<br />
Bernie Cotter<br />
Capital Projects<br />
Mark Gallon<br />
Financial Services<br />
Mike Kelly<br />
Community<br />
Development<br />
Paul Jamieson<br />
Urban Design<br />
Felix Hemingway<br />
Infrastructure<br />
Operations<br />
Darren Martin<br />
Leisure Services<br />
Malcolm Kuhn<br />
Organisation<br />
Development<br />
Howard Oorl<strong>of</strong>f<br />
Family Services<br />
Robert Were<br />
Parks and<br />
Support Services<br />
Brendan Gaudion<br />
Information<br />
Technology<br />
Andrew Downie<br />
Health and<br />
Local Laws<br />
Gen Hindman<br />
Customer Service and<br />
Councillor Support<br />
Tim McDonald<br />
46 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Delivering <strong>City</strong> <strong>Plan</strong><br />
The <strong>City</strong>’s strategic plans are governed by the diverse<br />
needs <strong>of</strong> the <strong>Greater</strong> <strong>Geelong</strong> community.<br />
Supporting the delivery <strong>of</strong><br />
our strategic outcomes<br />
Like many organisations we face challenges which we<br />
must meet daily. Continuing to provide services to meet<br />
the requirements <strong>of</strong> a growing population with diverse<br />
needs is one <strong>of</strong> many.<br />
In meeting this we must ensure the governance and financial management <strong>of</strong> the<br />
municipality is responsible, accountable and transparent.<br />
We must also provide a working environment that is not only safe and healthy but encourages<br />
learning and development opportunities for our staff. Engaging our community on a regular<br />
basis is important in meeting our challenges and outcomes as it not only serves as a way for<br />
us to inform, but for the community to provide valuable feedback, ultimately creating strong<br />
relationships and making <strong>Geelong</strong> the best place to live.<br />
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Delivering <strong>City</strong> <strong>Plan</strong><br />
Customer Focused Organisation<br />
Over the past five years we have worked hard to build a culture <strong>of</strong> listening, understanding and<br />
proactively responding to internal and external customer needs.<br />
Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective and to maximise customer satisfaction.<br />
This is underpinned by our 21 Customer Service Commitments:<br />
Responsiveness<br />
> We will respond to telephone messages<br />
within one working day.<br />
> We will respond to telephone calls within<br />
five rings.<br />
> Correspondence received by mail and<br />
email will be responded to within 10<br />
working days. <strong>Plan</strong>ning and other statutory<br />
correspondence will be responded to in<br />
accordance with legislative requirements.<br />
> We will meet corporate standards with<br />
all correspondence.<br />
> We will identify ourselves by name<br />
when responding to phone or<br />
face-to-face enquires.<br />
> We will make all reasonable efforts to<br />
supply all our services in a timely manner<br />
with priority assistance to customers<br />
affected by a public safety issue.<br />
> Customer requests for service will be<br />
actioned within defined service timelines.<br />
> We will provide a method <strong>of</strong> follow-up for<br />
customer requests.<br />
Access<br />
> Our Customer Service Line will be available<br />
for public safety issues 24 hours a day,<br />
seven days a week.<br />
> We will provide information that is current<br />
and in plain language.<br />
> We will <strong>of</strong>fer a variety <strong>of</strong> payment methods.<br />
> We will be available for contact by phone,<br />
on-line, in writing and in person.<br />
> We will assist visiting customers within<br />
five minutes.<br />
Knowledge and Attitude<br />
> We will ensure information provided is up<br />
to date.<br />
> We will proactively explain processes and<br />
take personal responsibility.<br />
> We will act in a manner which is respectful<br />
to the public.<br />
Fair Treatment<br />
> We will balance individual needs with the<br />
direction <strong>of</strong> Council and resources available<br />
to achieve the best community outcomes.<br />
> If we are unable to meet customer<br />
expectations we will explain why.<br />
> We will communicate and make available<br />
our privacy policy.<br />
Feedback<br />
> We will encourage customer feedback and<br />
view it as an opportunity to improve.<br />
> We will measure our performance on<br />
a regular basis to constantly improve<br />
our service.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Percentage <strong>of</strong> correspondence responded to within 10 working days 100%<br />
Customer Service Index – Getting Through (60 per cent time to live operator, 40 per cent Greeting Skills) <strong>Greater</strong> than 85%<br />
Customer Service Index – Service Delivery (50 per cent Manner, 50 per cent Enquiry Resolution) <strong>Greater</strong> than 85%<br />
Average total connect time (seconds)<br />
Less than 30 seconds<br />
Community satisfaction with customer contact<br />
Increase from 2008 base<br />
48 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Delivering <strong>City</strong> <strong>Plan</strong><br />
Responsible Financial Management<br />
We will provide a sound financial basis that supports our strategic priorities and enables us to deliver<br />
services and infrastructure that will ensure the sustainability <strong>of</strong> our region into the future.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Liquidity<br />
Working Capital Ratio<br />
Indebtedness<br />
Non-current Liabilities (borrowings) v. own sourced revenue (rate income)<br />
Underlying Result<br />
Operating surplus as percentage <strong>of</strong> total operating revenue<br />
Investment Gap<br />
Capital expenditure relative to depreciation<br />
Target<br />
Current Assets to Current Liabilities ratio<br />
between 1 and 1.5<br />
Borrowing limit is no more than<br />
60% <strong>of</strong> rate revenue<br />
Operating surplus is 1% <strong>of</strong> total<br />
operating revenue<br />
Capital expenditure ratio is 1.5 to depreciation<br />
Safe Work Environment<br />
We will provide a safe work environment by maintaining occupational health and safety (OHS)<br />
processes which meet and exceed current legislative standards and by continually providing OHS<br />
training to all our staff.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Lost time injury frequency rate (number <strong>of</strong> lost time injuries per million hours worked)<br />
Number <strong>of</strong> reported workplace injuries<br />
Percentage <strong>of</strong> safety plan actions completed<br />
Total Days Lost (LTI)<br />
Total OHS training hours provided (number <strong>of</strong> persons receiving training x duration <strong>of</strong> training provided)<br />
Target<br />
< Decrease<br />
< Decrease<br />
100% complete<br />
< Decrease<br />
> Increase<br />
Motivated and Skilled Staff<br />
We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make<br />
informed decisions and to deliver efficient and effective services that benefit our community.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Expenditure per EFT on training and development<br />
Staff absenteeism (percentage <strong>of</strong> hours paid)<br />
Turnover <strong>of</strong> permanent staff<br />
Overall staff satisfaction rating<br />
Target<br />
> Increase<br />
< Decrease<br />
< Decrease<br />
> Increase<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 49
Delivering <strong>City</strong> <strong>Plan</strong><br />
Informed and Engaged Community<br />
We will ensure the community is informed about matters that impact on their lives and have<br />
opportunities to participate in decision making processes by consulting widely and openly.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Number <strong>of</strong> consultations conducted by the <strong>City</strong><br />
Community satisfaction with community engagement<br />
Community satisfaction with Council’s advocacy and community representation on key local issues<br />
Target<br />
Maintain<br />
> Increase<br />
> Increase<br />
Efficient Service Delivery<br />
We will deliver efficient and effective services that meet the growing needs <strong>of</strong> our community.<br />
How we will measure our progress in achieving this outcome:<br />
Measure<br />
Target<br />
Percentage <strong>of</strong> requests for service fulfilled within standard time <strong>Greater</strong> than 85%<br />
Percentage <strong>of</strong> Building Applications processed within timeframe <strong>Greater</strong> than 70%<br />
Percentage <strong>of</strong> <strong>Plan</strong>ning Applications (DA) processed within time frame <strong>Greater</strong> than 80%<br />
Waste minimisation<br />
Recycling<br />
Green Waste<br />
Garbage<br />
Community Satisfaction rating for overall performance in Waste Management<br />
Community Satisfaction rating for overall performance in Traffic Management and Parking facilities<br />
Community satisfaction with local roads and footpaths<br />
Community Satisfaction rating for overall performance in the enforcement <strong>of</strong> by-laws<br />
Community Satisfaction rating for overall performance in Town <strong>Plan</strong>ning Policy and approvals<br />
Overall community satisfaction<br />
Internal Corporate Services survey overall satisfaction rating<br />
Recycling - > Increase<br />
Green Waste - > Increase<br />
Garbage - < Decrease<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
> Increase<br />
Maintain<br />
50 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Delivering <strong>City</strong> <strong>Plan</strong><br />
The <strong>City</strong> encourages responsible pet ownership.<br />
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Ongoing services and activities for the community<br />
The operation <strong>of</strong> seven customer service centres across the municipality to provide easy access for all<br />
residents, as well as deliver services from numerous locations around the region.<br />
Council meetings.<br />
Council Elections.<br />
Citizenship Ceremonies and Civic Functions.<br />
Management <strong>of</strong> the <strong>Geelong</strong> Australia website and its content.<br />
Provision <strong>of</strong> online payment services including resident’s rates, pet registrations, parking infringements<br />
and other Council invoices.<br />
Review <strong>of</strong> objections to infringement notices.<br />
The enforcement <strong>of</strong> local laws relating to the environmental health. This involves food and health premises<br />
inspections, environmental pollution, pest control and tobacco control.<br />
Programmed and emergency maintenance and upgrades <strong>of</strong> the 760 Council owned buildings, including<br />
sporting facilities, community centres, halls, neighborhood houses and Senior Citizens Centres.<br />
Pet and animal management including registrations, nuisance, stray or wandering animals,<br />
and impounded animals.<br />
The co-ordination <strong>of</strong> emergency responses during major emergencies, such as bush fires or flooding.<br />
Consultations with the community on a broad range projects, services, events and issues<br />
that impact on them.<br />
Representation on and support <strong>of</strong> the G21 <strong>Geelong</strong> Region Alliance to ensure the long term strategic and<br />
sustainable development <strong>of</strong> the region.<br />
Representation on various Committees <strong>of</strong> Management.<br />
The provision <strong>of</strong> communications material including <strong>City</strong> News, Media Releases,<br />
Annual Calendar and Community Update.<br />
Traffic management within the municipality – managing the safety and access <strong>of</strong> traffic including<br />
roundabouts, traffic islands, speed humps and signage.<br />
Upgrade and maintenance <strong>of</strong> street furniture, bus stops, road signs, line-marking, street lighting and trees.<br />
Parking in all areas within the municipality, including local laws patrols, permits and<br />
commercial car park management.<br />
Key strategies and master<br />
plans that will assist in<br />
delivering our services:<br />
> Asset Management Strategy and<br />
associated plans<br />
> Information Technology Strategy<br />
> Marketing Management Strategy<br />
> Risk Management Strategy<br />
> Occupational Health and Safety<br />
Management Strategy<br />
> Community Fire Management <strong>Plan</strong><br />
> Municipal Emergency Management <strong>Plan</strong><br />
> Central <strong>Geelong</strong> Parking Precinct <strong>Plan</strong><br />
> Rating Strategy<br />
The actions supporting the<br />
delivery <strong>of</strong> <strong>City</strong> <strong>Plan</strong><br />
<strong>2009</strong>-<strong>2013</strong> are part <strong>of</strong><br />
Council’s ongoing day-to-day<br />
operations, including:<br />
> Human resource management<br />
> Risk and occupation health and<br />
safety management<br />
> Communications and marketing<br />
> Records management<br />
> Financial management<br />
> Provision and management <strong>of</strong><br />
information technology services<br />
> Property management<br />
> Governance services<br />
> Corporate planning and<br />
performance reporting<br />
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 51
Budget <strong>2009</strong>-2010<br />
Budget at a Glance<br />
The <strong>2009</strong>-2010 <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> Operating<br />
Budget features a recurrent surplus <strong>of</strong> $4.6M to fund<br />
7.9<br />
5.1<br />
38.2<br />
capital expenditure in <strong>2009</strong>-2010.<br />
7.8<br />
5.2<br />
37.0<br />
23.6<br />
20.1<br />
The <strong>2009</strong>-2010 Budget provides for recurrent services <strong>of</strong> $216.1M. After accounting for non recurrent items including capital income and<br />
asset recognition, the <strong>2009</strong>-2010 budget records a Net Operating Surplus <strong>of</strong> $34.4M.<br />
50.2<br />
Budget 2008-<strong>2009</strong><br />
$M<br />
Projection 2008-<strong>2009</strong><br />
$M<br />
Budget <strong>2009</strong>-2010<br />
$M<br />
Variance to Prior Budget<br />
Fav/(Unfav) $M<br />
Recurrent 53.5<br />
80.1<br />
Income 83.2<br />
202.9 207.1 216.1 13.2<br />
Expenditure 200.5 202.3 211.5 11.0<br />
Recurrent Surplus / (Deficit) 2.4 4.8 4.6 2.2<br />
Non-Recurrent<br />
Prior Year<br />
Gross<br />
<strong>2009</strong>-2010<br />
Gross<br />
Income Expenditure Expenditure 26.3 32.7 31.9 5.6<br />
$M $M<br />
<strong>City</strong> Expenditure Services $80.1 $83.2 2.1 2.3 2.1 0<br />
Community Services $50.2<br />
Corporate Non-Recurrent Services & Surplus Chief Executive / (Deficit) $37.0<br />
$53.5<br />
$38.2 24.2 30.4 29.8 5.6<br />
Community Net Surplus Infrastructure / (Deficit) & Recreation $20.1<br />
Major Projects $5.2<br />
$23.6<br />
$5.1<br />
26.6 35.2 34.4 7.8<br />
Economic Capital Expenditure Development & <strong>Plan</strong>ning $7.8 $7.9 77.6 75.2 80.2 2.6<br />
Council Income<br />
The following summarises the main sources<br />
<strong>of</strong> Council’s income.<br />
Council Services<br />
The following provides an overview <strong>of</strong><br />
Council’s <strong>2009</strong>-2010 expenditure on the<br />
diversity <strong>of</strong> services provided to residents.<br />
t<br />
47.7<br />
45.5<br />
36.0<br />
<strong>2009</strong>-2010<br />
131.4<br />
Council Income<br />
$216.1M<br />
$5.8<br />
(Prior year $202.9M)<br />
$4.4 122.3<br />
33.8<br />
1.3 $3.7<br />
1.0<br />
$3.7<br />
$3.7<br />
$2.3<br />
Prior Year $M <strong>2009</strong>-2010 $M<br />
$3.5<br />
Rates and Charges $122.3 $131.4<br />
$2.3<br />
Fees and Charges $45.5 $47.7 $3.5<br />
$2.5<br />
$3.5<br />
Government Grants $33.8 $36.0<br />
$2.5<br />
Interest on Investments $1.3 $1.0 $3.5<br />
$3.3<br />
$2.7<br />
$3.1 $3.3 $3.0<br />
$2.7<br />
$3.1 $3.0<br />
Rate revenue is 61.0 per cent <strong>of</strong> total revenue<br />
and reflects an overall average<br />
$14.7M<br />
<strong>of</strong> 4.9<br />
Corporate $3.3M Kardinia<br />
$5.8M Kildare $14.7M per cent Corporate $3.1M $3.3M Austin Kardinia<br />
rate increase for average residential<br />
$5.8M Kildare $3.1M Austin<br />
$4.4M Brownbill ratepayers<br />
$4.4M Brownbill $3.0M $3.0M Coryule Coryule<br />
and a lift in the Garbage charge $3.7M from Corio $3.7M $183.50 Corio $2.7M $2.7M Buckley Buckley<br />
$3.7M Deakin $3.7M Deakin $2.5M $2.5M Cowie Cowie<br />
to $190.80 per tenement. Municipal $3.5M Beangala $3.5M charge Beangala $2.3M $2.3M Cheetham Cheetham<br />
increases from $75.50 per property $3.5M Windermere to $3.5M $78.50 Windermere<br />
per property as a contribution to the fixed<br />
costs <strong>of</strong> Governance.<br />
52 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
$3.7<br />
$4.4<br />
$5.8<br />
9.6<br />
$14.7<br />
9.6<br />
$14.7<br />
9.6<br />
23.6<br />
23.6<br />
53.5<br />
50.2<br />
53.5<br />
5.1<br />
5.1<br />
20.1<br />
20.1<br />
50.2<br />
5.2<br />
7.9<br />
7.9<br />
7.8<br />
37.0<br />
38.2<br />
Prior Year <strong>2009</strong>-2010<br />
Prior Year Gross <strong>2009</strong>-2010 Gross<br />
Gross Expenditure Gross Expenditure<br />
Expenditure $M Expenditure $M<br />
<strong>City</strong> Services $M $80.1 $M $83.2<br />
<strong>City</strong> Community Services Services $80.1 $50.2 $83.2 $53.5<br />
Community Corporate Services & Chief Executive $50.2 $37.0 $53.5 $38.2<br />
Corporate Community Services Infrastructure & Chief Executive & Recreation $37.0 $20.1 $38.2 $23.6<br />
Community Infrastructure & Recreation $20.1 $23.6<br />
Major Major Projects Projects $5.2 $5.2 $5.1 $5.1<br />
Economic Development Development & <strong>Plan</strong>ning & <strong>Plan</strong>ning $7.8 $7.8 $7.9 $7.9<br />
47.7<br />
5.2<br />
7.8<br />
38.2<br />
<strong>2009</strong>-2010 37.0<br />
Gross Expenditure on<br />
Council Services -<br />
$211.5M<br />
(Prior year $200.4M)<br />
80.1<br />
83.2<br />
80.1<br />
83.2<br />
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Budget <strong>2009</strong> - 2010<br />
Infrastructure Maintenance<br />
The <strong>2009</strong>-2010 Budget continues the trend <strong>of</strong> increasing expenditure for infrastructure<br />
maintenance in recognition <strong>of</strong> the need to address Council’s ageing infrastructure.<br />
2004-2005<br />
Budget<br />
$M<br />
2005-2006<br />
Budget<br />
$M<br />
2006-2007<br />
Budget<br />
$M<br />
2007-2008<br />
Budget<br />
$M<br />
2008-<strong>2009</strong><br />
Budget<br />
$M<br />
<strong>2009</strong>-2010<br />
Budget<br />
$M<br />
Parks and Road Maintenance 20.9 22.6 23.0 24.2 25.8 27.5<br />
Road and Footpath Renewal 9.5 9.6 10.6 9.7 11.9 13.5<br />
Building Maintenance 2.5 2.6 2.7 3.1 3.1 3.1<br />
Recreation Infrastructure 1.9 2.5 2.1 2.8 2.2 2.1<br />
Community Development 0.3 0.3 0.3 0.3 0.3 0.2<br />
Total 35.1 37.6 38.7 40.1 43.3 46.4<br />
Liquidity<br />
The <strong>2009</strong>-2010 Budget provides for $12.5M <strong>of</strong> borrowings to fund the replacement <strong>of</strong> the<br />
Leisurelink facility.<br />
In 2008-<strong>2009</strong> loans <strong>of</strong> $12.5M were taken up to fund capital works. Council has capacity to<br />
borrow as prior to 2005-2006 it had not taken out long term loans since 1998.<br />
2004-2005<br />
Actual<br />
$M<br />
2005-2006<br />
Actual<br />
$M<br />
2006-2007<br />
Actual<br />
$M<br />
2007-2008<br />
Actual<br />
$M<br />
2008-<strong>2009</strong><br />
Projection<br />
$M<br />
<strong>2009</strong>-2010<br />
Budget<br />
$M<br />
Net Cash – Surplus (Deficit) 0.6 9.9 15.3 15.6 9.6 (8.6)<br />
Total Loans 12.5 15.9 16.6 14.7 26.2 36.0<br />
Cash / Investments 13.1 25.8 31.9 30.3 35.8 27.4<br />
Key Initiatives <strong>2009</strong>-2010 Budget<br />
The <strong>City</strong> is experiencing an historic period <strong>of</strong> drought which is placing an array <strong>of</strong> pressures<br />
and threats on our natural environment and our environmental capital.<br />
The response has been to adopt the Sustainable Water Futures Policy to implement important<br />
water saving and drought recovery initiatives. Council has responded in a positive way to climate<br />
change with the Greenhouse Reduction Strategy adopted in December 2007, with key initiatives to<br />
be funded in <strong>2009</strong>-2010.<br />
Drought Recovery<br />
Tree Removal<br />
Drought Tolerant Grass<br />
Oval Renovation<br />
Significant Tree Watering<br />
Water Saving<br />
Swimming pools – reuse <strong>of</strong> water<br />
Queens Park Water Reuse<br />
Upgrade <strong>of</strong> Automatic Irrigation Systems<br />
Stormwater reuse facility<br />
Climate Change 0.7<br />
$M<br />
0.8<br />
1.1<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 53
Budget <strong>2009</strong> - 2010<br />
Strengthening Our<br />
Community Assets<br />
The total budgeted <strong>2009</strong>-2010 gross<br />
expenditure for capital projects is $80.2M<br />
with capital income <strong>of</strong> $11.8M, making<br />
Council’s commitment a net expenditure<br />
<strong>of</strong> $68.4M.<br />
A capital project is defined as works that result<br />
in the creation or improvement <strong>of</strong> an asset<br />
controlled by the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong>.<br />
Replacement <strong>of</strong> less than 100 per cent <strong>of</strong> an<br />
asset or replacement that does not extend the<br />
life <strong>of</strong> an asset is not considered capital.<br />
The Capital Projects Program is divided into<br />
three categories:<br />
Asset Renewal:<br />
This is a grouping <strong>of</strong> projects which replace<br />
100 per cent <strong>of</strong> an existing asset. Examples <strong>of</strong><br />
projects in this grouping include footpath, road<br />
and drainage replacement and playground<br />
renewal program. Council’s Asset Renewal<br />
program budget for <strong>2009</strong>-2010 is $19.2M<br />
(income $1.6M). Projects included in this<br />
category are Federal Roads program ($1.6M),<br />
road surfacing program ($3.3M), light fleet<br />
replacement ($2.3M), heavy and dedicated<br />
plant replacement ($3.2 M), footpath renewal<br />
($1.9M), road rehabilitation ($1.7M), drainage<br />
renewal ($0.7 M), kerb and channel renewal<br />
($1.0 M) and IT asset replacement ($1.0 M).<br />
54 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
New Assets:<br />
Projects which result in the creation <strong>of</strong> totally<br />
new assets. Council’s New Assets program<br />
budget for <strong>2009</strong>-2010 is $22.6M (income<br />
$4.1M). Projects included in this category are<br />
Street Construction Special Rates and Charges<br />
($2.5M), North Heales Rd subdivision ($2.5M),<br />
drainage construction ($1.6M), cycling criterium<br />
($1.4M), Corio Landfill rehabilitation ($1.0M),<br />
Eastern Beach children’s pool ($1.0M), civic<br />
accommodation ($1.0M), Lara Library ($0.8M),<br />
local roads construction ($0.8M), Leopold<br />
Community Hub ($1.6M) and Waurn Ponds<br />
Library ($0.4M).<br />
Asset Upgrades:<br />
Projects which result in the upgrade <strong>of</strong> an<br />
existing asset. These projects involve renewing<br />
existing assets to a better standard than the<br />
original asset. Also included in this category<br />
is provision <strong>of</strong> new asset components as<br />
an integral part <strong>of</strong> the upgraded asset. The<br />
estimated total expenditure on asset upgrades<br />
for the <strong>2009</strong>-2010 financial year will be<br />
$14.4M (income $6.1M). Projects included<br />
in this category include various sports ground<br />
upgrades ($4.2M), streetscapes ($0.6M) and<br />
various building upgrades ($8.3M).<br />
Capital Program <strong>2009</strong>-2010<br />
Infrastructure Leisure ($9.6M)<br />
A total <strong>of</strong> $9.6M is proposed for Infrastructure<br />
Leisure projects which cover parks,<br />
sportsgrounds, foreshore, aquatic facilities<br />
and playgrounds.<br />
The more significant projects include:<br />
> Aquatics ($1.6M) – Leisurelink fixtures and<br />
equipment, Eastern Beach children’s pool.<br />
> Parks ($0.9M) – Connections Park<br />
redevelopment, Rippleside Park, Coolabah<br />
Park, Thomson Reserve, Pettit Park.<br />
> Sports grounds ($6.3M) – Cycling criterium,<br />
Highton Reserve Pavilion, <strong>Geelong</strong> Football<br />
Umpires League clubrooms, Kardinia Park<br />
netball courts, St Mary’s Football Club<br />
clubrooms upgrade, South Barwon Football<br />
and Netball Club netball courts and<br />
Memorial Reserve Ocean Grove clubrooms.<br />
Roads ($9.6M)<br />
The more significant projects include<br />
road surfacing program ($3.3M), federally<br />
funded Roads to Recovery projects ($1.6M),<br />
local roads construction ($0.8M), road<br />
rehabilitation ($1.7M), VicRoads funded works<br />
($0.5M) and roads other (bridges, culverts<br />
etc) ($0.6M). Increased amounts have been<br />
allocated in <strong>2009</strong>-2010 to renewal programs<br />
road surfacing ($0.4M), roads other ($0.3M)<br />
and road rehabilitation ($0.2M).<br />
Fleet ($5.5M)<br />
The gross purchase cost <strong>of</strong> $5.5M on<br />
replacement <strong>of</strong> light fleet, heavy plant and<br />
dedicated plant increases by $0.6M relative to<br />
2008-<strong>2009</strong>. Trade and sale values for replaced<br />
units are estimated at $2.0M, leaving a net<br />
changeover expenditure <strong>of</strong> $3.5M.<br />
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Budget <strong>2009</strong> - 2010<br />
Skilled Stadium is the home <strong>of</strong> AFL football in <strong>Geelong</strong><br />
and hosts many other sporting events each year.<br />
Buildings ($11.6M)<br />
For the <strong>2009</strong>-2010 year, $11.6M will be<br />
expended on building projects – upgrades<br />
$8.4M and new $3.2M. The more<br />
significant projects include Courthouse Arts<br />
redevelopment ($5.2M), Belmont Library<br />
upgrade ($0.6M), Disability Access program<br />
($0.3M), children’s services facilities upgrades<br />
($0.4M), community halls ($0.2M) and toilet<br />
block upgrades ($0.2M). New projects include<br />
civic accommodation ($1.0M), Leopold<br />
Community Hub ($0.6M) and Waurn Ponds<br />
Library ($0.4).<br />
Drainage ($3.1M)<br />
The more significant projects include drainage<br />
construction which is an ongoing program <strong>of</strong><br />
drainage related works including upgrading<br />
main drainage infrastructure ($1.6M), drainage<br />
renewal program ($0.7M), <strong>Geelong</strong> Ring Road<br />
retarding basins ($0.3M) and implementation <strong>of</strong><br />
the Stormwater Management <strong>Plan</strong> ($0.2M). An<br />
increased amount <strong>of</strong> $0.4M has been allocated<br />
in <strong>2009</strong>-2010 for drainage renewal programs.<br />
Computer Equipment ($1.8M)<br />
Expenditure on computer equipment renewal<br />
is proposed at $1.8M. The more significant<br />
projects include IT asset replacement program<br />
($1.0M), field communications system ($0.5),<br />
minor acquisitions program ($0.2M) and PAPL<br />
communications link ($0.2M).<br />
Streetscapes ($0.7M)<br />
For the <strong>2009</strong>-2010 year, $0.7M will be<br />
expended on streetscape projects. The more<br />
significant projects include Whittington Centre<br />
Hub landscaping, Portarlington streetscape<br />
and Western Wedge infrastructure –<br />
Cunningham Street.<br />
Footpaths ($2.0M)<br />
The ongoing footpath replacement program<br />
proposes $1.9M in <strong>2009</strong>-2010. Other<br />
expenditure includes bikepaths/walking tracks<br />
at St Leonards Lake.<br />
Kerb and Channel ($1.0M)<br />
The ongoing kerb and channel renewal<br />
program proposes $1.0M for replacement <strong>of</strong><br />
kerb and channel in full block sections, an<br />
increase <strong>of</strong> $0.1M over 2008-<strong>2009</strong>.<br />
Land ($2.6M)<br />
For the <strong>2009</strong>-2010 year, $2.6M will be<br />
expended on purchase <strong>of</strong> land including North<br />
Heales Road subdivision ($2.5M) and New<br />
Corio and Station Estates ($0.1M).<br />
Waste Collection ($1.2M)<br />
Further provision for Corio Landfill<br />
rehabilitation <strong>of</strong> ($1.0M) has been made in<br />
<strong>2009</strong>-2010. The ongoing program for new<br />
property mobile bins is $0.2M.<br />
Special Rates and Charges ($3.6M)<br />
For the <strong>2009</strong>-2010 year, $3.6M will be<br />
expended on Special Rates and Charges<br />
projects. This includes street construction<br />
($2.5M), drainage construction ($0.3M),<br />
footpath construction ($0.3M) and kerb and<br />
channel construction ($0.3M).<br />
Carried Forward Works ($28.0M)<br />
At the end <strong>of</strong> each financial year there are<br />
projects, which are either incomplete or<br />
not commenced due to planning issues,<br />
weather delays, extended consultation<br />
etc. For the 2008-<strong>2009</strong> project managers<br />
have estimated that $28.0M <strong>of</strong> capital<br />
works will be incomplete and be carried<br />
forward into the <strong>2009</strong>-2010 year. The more<br />
significant projects include the Leisurelink<br />
Aquatic Centre replacement ($13.8M), Corio<br />
Landfill rehabilitation ($2.6M), Vines Road<br />
development ($3.0M), North Heales Rd<br />
subdivision ($1.4M), Barwon Heads Skate<br />
Park ($0.5M), Waterfront timber decking<br />
replacement ($0.8M), Skilled Stadium turf<br />
replacement ($0.7M), and <strong>Geelong</strong> Motocross<br />
relocation ($0.7M).<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 55
Budget <strong>2009</strong> - 2010<br />
Customer service is a primary focus<br />
<strong>of</strong> the <strong>City</strong>’s daily operations.<br />
Strategic Resource <strong>Plan</strong><br />
The Strategic Resource <strong>Plan</strong> (SRP) is a four-year plan<br />
<strong>of</strong> the financial and human resources Council requires<br />
to implement the actions and deliver the goals and<br />
objectives set out in <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong>.<br />
The information provides the link between the objectives <strong>of</strong> <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> and the<br />
principles and assumptions in the Budget <strong>2009</strong>-2010. The Budget <strong>2009</strong>-2010 has more<br />
details on the following information and should be read in conjunction with the SRP.<br />
56 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Budget <strong>2009</strong> - 2010<br />
Human Resources<br />
The staff at the <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> are the key to delivering on the goals and objectives in<br />
<strong>City</strong> <strong>Plan</strong>. The Council’s ability to deliver is determined by the ability <strong>of</strong> the people.<br />
The following chart shows the Equivalent Full Time (EFT) staff Council employs to deliver services by<br />
Division as at March <strong>2009</strong>. The EFT changes to increase service levels in <strong>2009</strong>-2010 are shown as<br />
is the associated costs for these staff and a plan <strong>of</strong> costs for the next four years if staffing numbers<br />
were to remain constant.<br />
Equivalent Full Time (EFT) Employment by Division and associated costs*<br />
EFT as at<br />
April <strong>2009</strong><br />
Projection<br />
<strong>of</strong> costs<br />
2008-<strong>2009</strong><br />
$000<br />
Increase in<br />
EFT from Prior<br />
Year Budget<br />
Budget<br />
<strong>2009</strong>-2010<br />
$000<br />
<strong>Plan</strong><br />
2010-2011<br />
$000<br />
<strong>Plan</strong><br />
2011-2012<br />
$000<br />
<strong>Plan</strong><br />
2012-<strong>2013</strong><br />
$000<br />
Corporate Services 168.11 11,751 (5.32) 12,647 13,130 13,694 14,282<br />
<strong>City</strong> Services 331.58 21,189 0.21 22,384 23,363 24,366 25,412<br />
Economic Development and <strong>Plan</strong>ning 75.74 6,084 (2.28) 6,277 6,520 6,799 7,092<br />
Community Services 395.46 30,151 (11.40) 31,375 32,689 34,094 35,557<br />
Community Infrastructure and Recreation 238.44 8,481 (28.43) 10,238 10,685 11,144 11,623<br />
Major Projects 35.96 2,738 1.41 2,743 2,898 3,022 3,152<br />
CEO 3.80 1,120 0.00 1,160 1,268 1,323 1,379<br />
Sub Total 1,249.09 81,514 45.81 86,824 90,553 94,442 98,497<br />
*Cost Assumption is that staffing numbers will remain constant with the <strong>2009</strong>-2010 numbers in the <strong>Plan</strong> years.<br />
Financial Resources<br />
The Strategic Resource <strong>Plan</strong> achieves a sustainable financial position for the Council.<br />
The plan generates a recurrent surplus, which shows that council can meet its day to day<br />
expenditure from recurrent income. The <strong>Plan</strong> includes the following assumptions:<br />
Operating Statement<br />
> CPI <strong>of</strong> 3.0 per cent each year.<br />
> Rates income increases following budget<br />
year are 4.0 per cent with growth <strong>of</strong> 1.0 per<br />
cent each year.<br />
> Municipal charge and garbage charge<br />
increases at 3.0 per cent in line with CPI<br />
in the years following the budget year<br />
dependant on environmental assurance and<br />
new processing contracts.<br />
> Government Grants to increase by CPI after<br />
the budget year.<br />
> User Fees and Charges have been adjusted<br />
for one <strong>of</strong>f items. Remaining user fees and<br />
charges are to increase by CPI.<br />
> Other Fees and Charges including Statutory<br />
Charges to increase by CPI in the years<br />
following the budget.<br />
> Salaries estimate include EBA increases,<br />
banding increases and service changes<br />
linked to external funding sources.<br />
> Materials and plant and vehicles<br />
expenditure has increased by CPI and<br />
general works by CPI per year after the<br />
budget year.<br />
> Interest expense has increased according<br />
to the borrowing strategy. Interest rate is<br />
expected to be retained at 5.75 per cent.<br />
Council will borrow in line with expenditure<br />
on major projects as listed below.<br />
> Depreciation has increased between 4.0<br />
and 4.3 per cent to cover new assets<br />
constructed and vested in Council.<br />
> Provision for Corio Landfill will continue until<br />
2011 when operations at the site will be<br />
completed and the site will be rehabilitated.<br />
The average provision is $0.8M per year.<br />
> Asset sales includes sales reasonably<br />
expected to eventuate. Sales <strong>of</strong> industrial<br />
land will be utilised to fund capital works<br />
(development costs), as they eventuate.<br />
> Recognition <strong>of</strong> infrastructure from<br />
developers is projected at $15.0M p.a. for<br />
2010-2011 through to 2012-<strong>2013</strong>.<br />
Balance Sheet<br />
> Debtors have increased $0.3M per year in<br />
line with increased rates collectables after<br />
<strong>2009</strong>-2010.<br />
> Creditors have increased $0.4M per year<br />
in line with increased cost <strong>of</strong> goods after<br />
<strong>2009</strong>-2010.<br />
> Employee Benefit Provisions have increased<br />
$0.8M per year.<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 57
Budget <strong>2009</strong> - 2010<br />
Capital Expenditure<br />
Major Initiatives<br />
<strong>2009</strong>-2010<br />
$M<br />
2010-2011<br />
$M<br />
2011-2012<br />
$M<br />
2012-<strong>2013</strong><br />
$M<br />
Projects 49.30 48.04 48.51 44.53<br />
Arts Precinct - - 4.00 4.00<br />
Courthouse Arts redevelopment 5.21 - - -<br />
Parking Precinct - - - 2.50<br />
Armstrong Creek - - - 3.00<br />
Vines Road - 2.56 - -<br />
Waurn Ponds Library 0.40 5.17 - -<br />
Community Infrastructure 0.25 5.20 - 3.00<br />
Plus carry over from previous year 28.00 3.00 3.00 3.00<br />
Less carry over to next year (3.00) (3.00) (3.00) (3.00)<br />
Capital Expenditure 80.17 60.97 52.51 57.03<br />
Corio Landfill rehabilitation 1.00 0.50 1.04 4.95<br />
Loans<br />
<strong>2009</strong>-2010<br />
$M<br />
2010-2011<br />
$M<br />
2011-2012<br />
$M<br />
2012-<strong>2013</strong><br />
$M<br />
Leisurelink Aquatic Centre 12.50 - - -<br />
<strong>City</strong> Library - - 4.00 4.00<br />
Armstrong Creek - - - 3.00<br />
Total Loans 12.50 - 4.00 7.00<br />
Rate Increase<br />
Rate revenue is 61.0 per cent <strong>of</strong> total<br />
revenue and reflects a 4.9 per cent rate<br />
increase for residential, commercial and<br />
industrial ratepayers and a lift in the Waste<br />
Collection Service Charge from $183.50 to<br />
$190.80 per tenement. Municipal Charge<br />
increases from $75.50 to $78.50 per<br />
property as a contribution to the fixed costs<br />
<strong>of</strong> governance.<br />
Overall, the effective increase in residential<br />
rates including movements in the Municipal<br />
Charge and the Waste Collection Service<br />
Charge is 4.9 per cent.<br />
Council prepares an annual Rating Strategy.<br />
The Rating Strategy for <strong>2009</strong>-2010 contains<br />
Council policy, procedure, rate assistance and<br />
information on the <strong>City</strong>’s approach to raising<br />
<strong>of</strong> property rates and will be updated to reflect<br />
Council’s budget deliberations.<br />
58 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
Service Increases<br />
Infrastructure Maintenance and Renewal<br />
The <strong>2009</strong>-2010 Budget continues the trend<br />
<strong>of</strong> increasing expenditure for infrastructure<br />
maintenance in recognition <strong>of</strong> the need to<br />
address Council’s ageing infrastructure. The<br />
increase <strong>of</strong> $3.1M includes an additional<br />
$1.6M for road and footpath renewal.<br />
Recycling and Waste Service Charge<br />
The Recycling and Waste Service Charge<br />
funds the residential recycling and waste<br />
collection service. This includes the costs<br />
<strong>of</strong> waste disposal and recycling and green<br />
waste processing, litter bin clearances, street<br />
cleaning and the net operating costs <strong>of</strong> the<br />
waste transfer stations (Drysdale and North<br />
<strong>Geelong</strong>). This charge has increased to reflect<br />
CPI increments to collection contract and the<br />
increased cost <strong>of</strong> landfill disposal. The Waste<br />
Collection Charge will increase from $183.50<br />
in 2008-<strong>2009</strong> to $190.80 in <strong>2009</strong>-2010.<br />
Capital Projects<br />
Total <strong>2009</strong>-2010 budgeted expenditure for<br />
capital projects is $80.2M <strong>of</strong>fset by $11.8M<br />
income, making Council’s commitment a<br />
net expenditure <strong>of</strong> $68.4M. This includes an<br />
estimate <strong>of</strong> net carryover from 2008-<strong>2009</strong><br />
projects $28.0M (which will be subject<br />
to review at year-end) and an estimate <strong>of</strong><br />
deferred works into 2010-2011 <strong>of</strong> $3.0M.<br />
The significant capital projects to be<br />
undertaken in <strong>2009</strong>-2010 in gross dollar value<br />
include upgrades to sports grounds $6.2M,<br />
Special Rates and Charges program $3.6M,<br />
drainage construction $3.1M, Federal Roads<br />
program $1.6M, road surfacing program $3.3<br />
M, footpath replacement program $2.0M,<br />
buildings $11.8M including Courthouse Arts<br />
redevelopment , land purchases $2.6M and<br />
Corio Landfill rehabilitation $1.0M.<br />
Borrowing Strategy<br />
In 2008-<strong>2009</strong>, a loan <strong>of</strong> $12.7M was taken up<br />
to fund capital works. Council has a capacity<br />
to borrow as prior to 2005-2006 it has not<br />
taken out long term loans since 1998.<br />
The <strong>2009</strong>-2010 budget provides for $12.5M <strong>of</strong><br />
borrowings to fund the redevelopment <strong>of</strong> the<br />
Leisurelink Aquatic Centre in Waurn Ponds.<br />
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The Bellarine Peninsula is characterised<br />
by historic coastal townships and is a<br />
popular residential and recreational area.
Budget <strong>2009</strong> - 2010<br />
Standard Income Statement<br />
Four Year <strong>Plan</strong><br />
Recurrent Income<br />
Budget<br />
2008-<strong>2009</strong><br />
$000s<br />
Budget<br />
<strong>2009</strong>-2010<br />
$000s<br />
<strong>Plan</strong><br />
2010-2011<br />
$000s<br />
<strong>Plan</strong><br />
2011-2012<br />
$000s<br />
<strong>Plan</strong><br />
2012-<strong>2013</strong><br />
$000s<br />
Rates and Charges 122,299 131,366 137,275 143,845 150,734<br />
Government Grants 33,743 36,026 37,107 38,220 39,637<br />
User Charges 32,764 34,749 35,445 36,849 37,614<br />
Other Fees and Charges 12,767 12,936 13,195 13,591 13,998<br />
Interest Investments 1,301 1,001 1,300 1,300 1,300<br />
Total Recurrent Income 202,874 216,078 224,322 233,805 243,013<br />
Recurrent Expenditure<br />
Employee Related<br />
Salaries 79,107 85,222 88,887 92,709 96,695<br />
Workcover / Superannuation 1,787 1,418 1,666 1,733 1,802<br />
80,894 86,824 90,553 94,441 98,497<br />
Goods and Services<br />
General Works - Materials 5,821 5,952 6,131 6,314 6,504<br />
General Works - <strong>Plan</strong>t, Vehicle Costs 5,069 5,554 5,721 5,892 6,069<br />
General Works - External Services 52,808 55,668 56,241 57,928 59,666<br />
Administration 8,658 8,409 8,038 9,118 10,031<br />
Pr<strong>of</strong>essional Services 3,138 2,922 2,537 3,158 2,738<br />
Utilities 6,053 6,523 6,784 7,055 7,267<br />
81,547 85,028 86,251 89,467 92,275<br />
Depreciation 37,336 39,171 40,738 42,368 44,168<br />
Landfill Provision 584 677 714 590 1,362<br />
(Gain) / Loss on Sale <strong>of</strong> <strong>Plan</strong>t and Equipment 81 (209) (111) (104) (121)<br />
Total Recurrent Expenditure 200,442 211,491 218,145 226,762 236,181<br />
Recurrent Surplus /(Deficit) 2,432 4,587 6,177 7,042 6,832<br />
Non-Recurrent Income<br />
Capital Grants and Income 7,832 11,805 14,176 7,116 5,616<br />
Developer Cash Contributions 1,120 1,100 1,000 1,000 1,000<br />
Gain / (Loss) on Sale <strong>of</strong> Property 826 2,540 880 280 30<br />
Recognition <strong>of</strong> Infrastructure 16,500 16,500 15,000 15,000 15,000<br />
Total Non-Recurrent Income 26,278 31,945 31,056 23,396 21,646<br />
Non-Recurrent Expenditure<br />
Loss on Disposal <strong>of</strong> Infrastructure 2,100 2,100 2,550 2,550 2,550<br />
Unfunded Superannuation 0 0 1,000 1,000 0<br />
Total Non-Recurrent Expenditure 2,100 2,100 3,550 3,550 2,550<br />
Non-Recurrent Surplus / (Deficit) 24,178 29,845 27,506 19,846 19,096<br />
NET SURPLUS / (DEFICIT) 26,610 34,432 33,683 26,888 25,928<br />
60 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Budget <strong>2009</strong> - 2010<br />
Standard Statement <strong>of</strong> Cash Flow<br />
Four Year <strong>Plan</strong><br />
Cash Flows from Operating Activities<br />
Receipts<br />
Budget<br />
2008-<strong>2009</strong><br />
$000s<br />
Budget<br />
<strong>2009</strong>-2010<br />
$000s<br />
<strong>Plan</strong><br />
2010-2011<br />
$000s<br />
<strong>Plan</strong><br />
2011-2012<br />
$000s<br />
<strong>Plan</strong><br />
2012-<strong>2013</strong><br />
$000s<br />
General Rates 122,299 131,304 127,227 143,796 150,682<br />
Fees and Charges 48,330 50,574 51,302 53,208 54,384<br />
GST Recoveries on Operating Transactions 5,464 5,627 5,627 5,627 5,627<br />
Investment Income 1,301 1,001 1,300 1,300 1,300<br />
Government Grants 35,448 37,781 38,862 39,975 41,122<br />
212,842 226,287 234,318 243,906 253,115<br />
Payments<br />
Employee Costs (79,805) (85,181) (89,732) (94,586) (97,605)<br />
General Works / Utilities / Disbursements (79,130) (83,353) (84,971) (86,190) (88,439)<br />
Administration / Pr<strong>of</strong>essional Services (10,637) (10,355) (10,229) (11,120) (10,911)<br />
Interest Expense (2,045) (1,918) (2,088) (2,098) (2,800)<br />
(171,617) (180,807) (187,020) (193,995) (199,755)<br />
Net Cash Inflow from Operating Activities 41,225 45,480 47,298 49,912 53,360<br />
Cash Flows from Investing Activities<br />
Capital Expenditure (77,609) (80,169) (60,968) (52,505) (57,033)<br />
Landfill Rehabilitation (2,340) (1,000) (500) (1,043) (4,945)<br />
Proceeds from Sale <strong>of</strong> Land and Buildings 2,730 2,540 1,800 350 100<br />
Proceeds from Sale <strong>of</strong> <strong>Plan</strong>t and Equipment 1,851 12,039 1,853 1,735 2,013<br />
Developer Cash Contributions 1,120 1,100 1,000 1,000 1,000<br />
Income for Capital Expenditure 7,832 11,805 14,176 7,116 5,616<br />
Net Cash Outflow from Investing Activities (66,416) (63,685) (42,639) (43,347) (53,249)<br />
Cash Flows from Financing Activities<br />
Repayment <strong>of</strong> Borrowings (2,101) (2,704) (3,362) (3,881) (5,426)<br />
Proceeds from New Loans 18,675 12,500 0 4,000 7,000<br />
Net Cash Outflow from Financial Activities 16,574 9,796 (3,362) 119 14,574<br />
Net Increase / (Decrease) in Cash Held (8,617) (8,409) 1,297 6,684 1,686<br />
Cash at the Beginning <strong>of</strong> the Financial Year 29,882 35,843 27,434 28,731 35,414<br />
Cash at the end <strong>of</strong> the Financial Year 21,265 27,434 28,731 35,414 37,100<br />
Loan Balance 31,133 36,033 32,671 32,790 34,364<br />
Net Cash (Deficit ) / Surplus (9,868) (8,599) (3,940) 2,624 2,736<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 61
Budget <strong>2009</strong> - 2010<br />
Standard Balance Sheet<br />
Four Year <strong>Plan</strong><br />
*Year End 30 June Balances<br />
Current Assets<br />
Budget<br />
2008-<strong>2009</strong><br />
$000s<br />
Budget<br />
<strong>2009</strong>-2010<br />
$000s<br />
<strong>Plan</strong><br />
2010-2011<br />
$000s<br />
<strong>Plan</strong><br />
2011-2012<br />
$000s<br />
<strong>Plan</strong><br />
2012-<strong>2013</strong><br />
$000s<br />
Cash and Investments 21,265 27,434 28,731 35,414 37,100<br />
Receivables 8,387 8,687 8,987 9,287 9,587<br />
Prepayments 75 78 82 86 91<br />
Inventories 437 495 476 490 505<br />
Total Current Assets 30,163 36,694 38,276 45,278 47,283<br />
Current Liabilities<br />
Payables 15,510 16,197 16,425 16,886 17,415<br />
Interest Bearing Liabilities 3,101 3,362 3,881 5,426 6,298<br />
Unearned Income 1,182 1,182 1,182 1,182 1,182<br />
Provisions 14,376 15,180 15,697 16,228 16,872<br />
Total Current Liabilities 34,170 35,921 37,185 39,721 41,767<br />
Net Current Assets (4,007) 773 1,091 5,557 5,516<br />
Non-Current Assets<br />
Property, <strong>Plan</strong>t and Equipment 1,374,644 1,454,685 1,484,703 1,505,589 1,528,942<br />
Investments 5,561 6,765 6,765 6,765 6,765<br />
Receivables 1,885 1,941 1,923 1,906 1,889<br />
Total Non-Current Assets 1,382,090 1,463,391 1,493,391 1,514,260 1,537,596<br />
Non-Current Liabilities<br />
Creditors and Provisions 3,421 3,921 4,225 4,550 4,797<br />
Loans 28,032 32,671 28,790 27,364 28,066<br />
Landfill Provision 3,664 3,822 4,036 3,583 0<br />
Total Non-Current Liabilities 35,117 40,414 37,051 35,497 32,863<br />
Net Assets 1,342,966 1,423,749 1,457,432 1,484,320 1,510,248<br />
Ratepayers Equity<br />
Accumulated Surplus 878,107 923,932 957,615 984,503 1,010,431<br />
Asset Revaluation Reserve 453,977 496,487 496,487 496,487 496,487<br />
Reserves 10,882 3,330 3,330 3,330 3,330<br />
Total Equity 1,342,966 1,423,749 1,457,432 1,484,320 1,510,248<br />
62 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Budget <strong>2009</strong> - 2010<br />
Standard Statement <strong>of</strong> Capital Program<br />
Four Year <strong>Plan</strong><br />
Project Category<br />
<strong>2009</strong>-2010 Budget<br />
Gross Income Net<br />
Expenditure $000s Cost<br />
$000s $000s<br />
Infrastructure Leisure 9,556 885 8,671<br />
Roads 9,607 2,050 7,557<br />
Fleet 5,524 2,039 3,485<br />
Buildings 11,644 5,654 5,990<br />
Drainage 3,090 0 3,090<br />
Computer Equipment 1,818 0 1,818<br />
Streetscapes 650 100 550<br />
Footpaths 2,025 0 2,025<br />
Miscellaneous 3,045 0 3,045<br />
Kerb and Channel 1,000 0 1,000<br />
Land 2,590 2,490 100<br />
Waste Collection 1,215 1,000 215<br />
<strong>Plan</strong>t and Equipment 740 0 740<br />
Special Rates and Charges Program 3,600 2,050 1,550<br />
2010-2011 <strong>Plan</strong><br />
Gross Income Net<br />
Expenditure $000s Cost<br />
$000s $000s<br />
2011-2012 <strong>Plan</strong><br />
Gross Income Net<br />
Expenditure $000s Cost<br />
$000s $000s<br />
2012-<strong>2013</strong> <strong>Plan</strong><br />
Gross Income Net<br />
Expenditure $000s Cost<br />
$000s $000s<br />
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<br />
Reconciliation<br />
Design 7 7 0<br />
Construction 58 58 0<br />
Asset Sales Income (2,490) 2,490<br />
<strong>Plan</strong>t Replacement Program (2,039) 2,039 (2,013) 2,013 (1,853) 1,853 (1,735) 1,735<br />
Landfill Provision (1,000) (1,000)<br />
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<br />
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)<br />
Total 24,065 (4,464) 28,529 0 (2,013) 2,013 0 (1,853) 1,853 0 (1,735) 1,735<br />
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<br />
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<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong> 63
Contact Us<br />
If you need further assistance<br />
or information on a service or<br />
Council facility, simply contact us<br />
via one <strong>of</strong> the following easy ways:<br />
Telephone<br />
Pick up the phone between 8am and 5pm<br />
weekdays to call us on (+ 61 3) 5272 5272<br />
Post<br />
Write to us at:<br />
<strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
PO Box 104<br />
<strong>Geelong</strong> 3220 Australia<br />
Fax<br />
Send us a fax on (+ 61 3) 5272 4277<br />
Web<br />
www.geelongaustralia.com.au<br />
Email<br />
Get online and drop us an email at<br />
contactus@geelongcity.vic.gov.au<br />
Mayor and Councillors<br />
Email them at<br />
mayor@geelongcity.vic.gov.au<br />
councillor@geelongcity.vic.gov.au<br />
OR phone them on (+ 61 3) 5272 4893<br />
In Person<br />
You can always visit us at any<br />
one <strong>of</strong> our seven conveniently located<br />
Customer Service Centres:<br />
<strong>Geelong</strong><br />
<strong>City</strong> Hall, 30 Gheringhap Street<br />
131 Myers St<br />
<strong>Geelong</strong> West<br />
153A Pakington Street<br />
Belmont<br />
Library, 163 High Street<br />
Corio<br />
Corio Shopping Centre<br />
Drysdale<br />
18- 20 Hancock Street<br />
Ocean Grove<br />
Cnr The Avenue and Presidents Avenue<br />
64 <strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> <strong>Geelong</strong><br />
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Blue Waters Lake in Ocean Grove is a popular walking<br />
destination and home to a large variety <strong>of</strong> bird life.<br />
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<strong>City</strong> <strong>Plan</strong> and Annual Budget Summary <strong>2009</strong> | <strong>City</strong> <strong>of</strong> <strong>Greater</strong> Geelon
<strong>City</strong> <strong>Plan</strong> <strong>2009</strong>-<strong>2013</strong><br />
CITY OF GREATER GEELONG<br />
PO BOX 104<br />
GEELONG 3220 AUSTRALIA<br />
GENERAL ENQUIRIES<br />
03 5272 5272<br />
www.geelongaustralia.com.au<br />
WWW.GEELONGAUSTRALIA.COM.AU<br />
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