City Plan 2009 - 2013 - City of Greater Geelong

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4 City Plan 2009-2013 | City of Greater Geelong ABOUT CITY PLAN page 06 ABOUT US page 07 pages 14-15 OUR COUNCIL COMMUNITY WELLBEING page 25 COMMUNITY WELLBEING COMMUNITY WELLBEING GROWING THE ECONOMY GROWING THE ECONOMY GROWING THE ECONOMY Table of Contents Planning Framework Systemic Planning Process Gather Data Action Learning Critical Success Factors Sense Making Information (IM) Research, community engagement The Systemic Planning Process is based on the concept of continual learning from past experiences and actions in a strategic planning context. It is designed to promote commitment and accountability and links community needs, corporate strategic directions, plans and outcomes. It ensures that council decisions are evidence based and establishes clear measures of per formance to enable progress to be assessed and repor ted. Metrics Measure and report our progress toward achieving outcomes. Vision The Best Place to Live Processes Review performance and respond. Strategic Outcomes What we are trying to achieve or influence in each strategic direction Strategies Strategies / master plans that support the Strategic Directions Actions / Projects Priority Actions within Strategies / Master Plans Mission Building Relationships Strategic Directions Plan of action to get from current, to future state. Community Wellbeing, Environment, Growing the Economy City Plan Resouce Plan Annual Budget Implement and Monitor An Agreed Vision Develop Micro-Plans Identify Gaps How to Close the Gaps A Word from Our Mayor John Mitchell - Mayor, City of Greater Geelong I am very proud to be serving the City of Greater Geelong community as Mayor. I’ve lived in Geelong all my life and could not imagine wanting to live anywhere else, nor working for a better purpose than making a difference in the lives of the people that I represent. These are certainly challenging times and I want to reassure you that we have put together a strong and responsible Budget for the 2009-2010 year as part of the City Plan for 2009-2013. In recognition of the economic climate the rate rise has been reduced compared to the figure previously forecast in City Plan but we have not reduced services, even whilst we continue to grow as a region. Welcome to the first City Plan of the current Council, elected in November 2008. We will spend $80.2 million on capital works projects ranging from upgrades to community facilities to improvements to road infrastructure. We have bought forward several projects that will stand us in good stead when the economy picks up again, and in the meantime, we are creating jobs. More than ever we need to be planning for and delivering services and projects that get to the heart of improving the lives of all in our City, now and in the future. Consequently, Council has identified key priorities that represent our long term ambitions for the municipality. They do not replace or take precedence over the core functions of Council or the immediate needs of our community. They do however have a critical part to play in the future of our region. These priority projects are listed on page 19-21. This City Plan is about the basics as well as delivering on a range of outcomes associated with community wellbeing, growing the economy, ensuring a sustainable built and natural environment, running efficient and effective government and representing the interests of local people at the State and Federal levels. It also demonstrates leadership through strong economic and financial responsibility. My vision is for the City of Greater Geelong to continue to be the best place to live, work and play. I am confident there is much wisdom and energy we can draw on as we work together to achieve this vision whilst tackling the current challenges. PLANNING FRAMEWORK SYSTEMIC PLANNING PROCESS page 09 SHAPING GEELONG’S FUTURE Located some 75 kilometres from the Melbourne CBD, our municipality is made up of 12 wards and has an estimated resident population of 212,400*, and is growing. 1,611 new residential dwellings were approved in 2007-2008 with total residential dwellings estimated at 90,509. The municipality covers 1,245km , and is as diverse as it is exceptional. We are surrounded by water, with Corio and Port Phillip Bays, the Barwon River, lakes, wetlands and the open sea, beautiful parklands and wildlife sanctuaries. In close proximity to national and state parks, Geelong is readily accessible to the world renowned coastline of south-west Victoria via the Great Ocean Road, and the city centre adjoins the multi-award winning Waterfront overlooking Corio Bay. Geelong is located in an ideal setting with quality living, extensive job and business opportunities and a wide range of recreational and cultural events and activities. We are fortunate to have some of Australia’s best educational facilities and a comprehensive range of health care and community services for residents across all age groups. Geelong truly is ... City Plan 2009-2013 is the key document that guides Council’s strategic direction for the next four years. It outlines the strategies and related actions that we will undertake to ensure the Geelong region remains the best place to live. Council will embark on an ambitious program of actions in 2009-2010, to work towards realising our strategic directions and associated outcomes, and Council’s key funding priorities. Community input into City Plan About Us About City Plan Community engagement has played a major role in developing the strategies and actions within City Plan 2009-2013, and will also play a major part in the implementation of these actions. Community engagement on City Plan 2009-2013 takes many forms and includes: Strategies listed in City Plan have undergone a consultation process during their development and implementation phases. Constituents requests to their local Councillor. Council meeting to give public notice of proposed City Plan 2009-2013. A public notice in local newspapers calling for submissions on the draft (28 day submission period). Press releases and community newsletters on Council’s website and in local newspapers. Copies of the draft City Plan are available at all Customer Service Centres and also posted on Council’s website. City Plan / Annual Budget breakfast launch. The city is also a major centre for investment with more than 15,000 businesses and a highly skilled workforce of over 115,000 people. City Plan 2009-2013 is the Council Plan for the City of Greater Geelong as per the Local Government Act 1989 Section 125. Strategic Directions and Annual Action Plan How you can contribute to achieving our Community Wellbeing outcomes: Encourage a healthy lifestyle. Get active – take advantage of one of our 900 areas of open space, or one of our 300 playgrounds. Broaden your knowledge and skills by taking part in a local education or training course. Get involved in a community project. Become a volunteer. Visit your local Maternal Child Health Centre. Make the most of our dedicated walking and bike trails. Connect with your local neighbourhood. Visit your local aquatic and fitness centre. Become an active neighbourhood watch participant. Leave the car at home and walk or ride to work. Join a local sporting club or community group. Visit your local library. Be an active member of your community and have your say. Involve your children in playgroup or kinder activities. Walk your children to school, or commence a ‘Walking School Bus’. Strategic Directions and Annual Action Plan Objective: Securing Geelong’s Economic Future Geelong has a clear blueprint for its economic future. As a major city Geelong is an important national driver contributing considerably to gross domestic product, investment and employment growth. The three tiers of Government and peak groups are working together to ensure that businesses are attracted to and retained in Geelong. The City is emerging as a leader in several dynamic industries such as Knowledge, Innovation and Research, Advanced Manufacturing, Health, Tourism, Food and Horticulture. It is important that we continue to take advantage and attract industries in these growth sectors. Investor confidence in the region has been at an all time high with several major developments recently completed including the Transport Accident Commission headquarters, Deakin University’s Health Precinct at its Waterfront campus and the Edgewater apartments. It doesn’t stop here with further developments planned, including the much anticipated Armstrong Creek Urban Growth Area project. Our key focus areas in driving future economic development will be to provide leadership, broker new investment and support existing businesses and growth sectors. We must continue to be proactive and maximise our region’s competitive advantages and secure our economic future. More than ever before, Geelong truly is open for business. Over the next four years we will work with the community in aiming to deliver the following priority outcomes: Plan and develop the National Transport and Logistics Precinct. Development of the Cosmopolitan Heart. Managed Growth. Key strategies and master plans that will assist in delivering this strategic direction: Economic Development Strategy Municipal Strategic Statement Armstrong Creek Urban Growth Plan Heales Rd Industrial Estate Framework Plan Geelong Cultural Precinct Master Plan Geelong Retail Strategy Geelong Port Structure Plan Geelong Marine Industry Project (formerly Osborne House Master Plan) Central Geelong Structure Plan Central Geelong Place Management Plan Western Wedge Strategy (Transit Cities) Geelong Major Events Strategy Film and TV Strategy The importance of collaboration The aspirations we hold for our community cannot be achieved by Council alone. It will require collaboration from a number of stakeholders, including all levels of government through to local community groups. Achieving these outcomes will be a challenge, so it is important that over the next four years we focus on building relationships and working closely with stakeholders to ensure the best result for our community. Key stakeholders we have recognised for this strategic direction include: The community Federal and State Government departments Regional Development Australia / Regional Development Victoria Urban Development Institute of Australia Department of Innovation, Industry and Regional Development Committee for Geelong Chamber of Commerce Geelong Manufacturing Council Geelong Port Authority G21 – Geelong Region Alliance Vic Roads Barwon Water Gordon Institute and Deakin University Tourism Associations Challenges we face Every day we are faced with challenges, both global and regional. These challenges impact on our decision making in the immediate and long term. It is important we remain flexible so we can respond to the changing needs of our community as well as making the most of the opportunities that arise. Some of the challenges facing us in the pursuit of growing our economy include: The Global Financial Crisis and what it means for Geelong such as the reducing capacity for private sector investment, long term finance, confidence and commitment. Gaining government funding for key infrastructure projects. Convincing State and Federal Government to facilitate key infrastructure projects. Marketing our region as a great place to invest. Growing the Economy Supporting the Delivery of our Strategic Outcomes To support the delivery of our strategic directions and outcomes we have identified several internal areas of focus. These are important as they not only guide us on how we service and communicate to our community, but also how we manage our staff and resources. We have set ourselves high standards to ensure that Geelong not only remains the best place to live, but that Council is the best place to work. Customer focused organisation: Over the past five years we have worked hard to build a culture of listening, understanding and proactively responding to internal and external customer needs. Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective, and to maximise customer satisfaction. This is underpinned by our 21 Customer Service Commitments. Responsible financial management: We will provide a sound financial basis that supports our strategic priorities and enables us to deliver services and infrastructure that will ensure the sustainability of our region into the future. Safe work environment: We will provide a safe work environment by maintaining occupational health and safety (OHS) processes which meet and exceed current legislative standards, and by continually providing OHS training to all our staff. Motivated and skilled staff: We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make informed decisions and to deliver efficient and effective services that benefit our community. Planning Framework Planning Framework Sustainable Built and Natural Environment Objective: The City of Greater Geelong leads the community in sustainable planning and environmental action Outcomes: Increased use of public and active transport: Options for accessible transport are key to sustainability and wellbeing, and are a top priority for our community. We will encourage a variety of transport modes, urban designs and active transport support programs that reduce our car dependence. We will give priority to these options in planning and development. A reduction in the organisation’s environmental footprint: We want to ensure that all decisions made by staff and Council reflect our philosophy of environmental sustainability. Whether we are planning for the future, designing projects, delivering capital works and services or buying goods and services, we will reduce the impact we have on our natural environment. Agreed standards for sustainable development are in operation: Reflecting our leadership role in the community, particularly in implementing the Planning Scheme and Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves and encourage good design and development in the community. The Climate Change Adaptation Strategy is established: Climate change poses a risk in sustaining communities into the future. We need to ensure we have considered the likely changes that will take place in our region and have developed a plan to adapt to those changes. We will need to work closely with both the Federal and State Governments to achieve this and to implement the plan. Enhancement and protection of natural areas: Biological diversity is the natural wealth of our municipality and provides the basis for our life and prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline land and soil. The use of the region’s natural resources needs to be balanced against the impact on natural systems including the potential loss of habitat and biodiversity, introduced pests, declining soil health, deteriorating water quality and climate change impacts. Informed and engaged community: We will ensure the community is informed about matters that impact on their lives and have opportunities to participate in decision making processes by consulting widely and openly. Efficient service delivery: We will deliver efficient and effective services that meet the growing needs of our community. The capital works program for 2009- 2010 is proposed at $56.1 million of new capital projects, in addition to $28.0 million of projects which will be carried forward from 2008-2009, and $3.2 million carried forward into 2010-2011. Austin Ward Whittington Centre Hub St Albans Netball Club pavilion Newcomb Football Club floodlights Newcomb recycling project Beangala Ward Memorial Reserve clubroom upgrade Shell Rd development concept plan Collendina Reserve sports pavilion Surfside Family Hub design Brownbill Ward Landy Field sports lights Richmond Crescent Reserve improvements Geelong Playspace shade Western Oval Flower Stand upgrade Buckley Ward Grovedale Sports Club redevelopment Barwon Heads Village Park skate park Waurn Ponds Creek lighting upgrade Grovedale Family Hub design Ward Highlights This chart summarises the value of new capital works projects by Ward. Corporate projects, which are required to maintain the efficient ongoing operations of Council (eg. Plant Replacement program, Information Technology projects), are shown separately Facilities located in one ward are often regional facilities, which benefit the whole community not just those living in that particular ward. The value of projects, which fall into this category, have been divided evenly over the twelve wards unless specific allocations could be made. Cheetham Ward Leopold Community Hub Bellarine Rail Trail Leopold footpath linkages Northern Bellarine strategic footpaths Corio Ward North Shore multi-purpose rooms North Shore Family Hub design Goldsworthy Reserve upgrade Geelong Soccer and Sports Club upgrade Coryule Ward St Leonards bikepath/walking track Portarlington Streetscape upgrade Coryule Community Services Strategy Portarlington Kindergarten Stage 2 Cowie Ward North Geelong Football and Netball Club lighting Geelong Rangers clubroom upgrade Vines Rd Shopping Centre parking upgrade Pettit Park upgrade Deakin Ward Queens Park water reuse project Geelong Ring Road retarding basins Augustine Reserve playground Highton Reserve pavilion design Kardinia Ward Belmont Library upgrade Waurn Ponds Library design South Barwon Cricket Club pavilion upgrade South Barwon Football and Netball Club netball courts upgrade Kildare Ward Kardinia Park netball improvements Elderslie Reserve improvements St Marys Football Club pavilion upgrade King Lloyd Reserve improvements Windermere Ward Corio Sporting Club upgrade Lara Lake Kindergarten upgrade Lara Sporting Club lighting Lara interim library Ward highlights for the 2009-2010 financial year include: Our Councillors Council Funding Priorities Our Council has identified key projects for the municipality, each of which is recognised as having particular strategic importance for the future of the Geelong region. These priorities represent Council’s long term ambitions for the municipality. They do not replace or take precedence over the core functions of Council. The priorities reflect the diverse needs within the municipality, ranging from large scale infrastructure development opportunities to grass roots community facilities. In identifying the priorities Council took into account the potential impacts of the current global financial climate, so economic stimulus and job creation are common themes. The following is a summary of the City of Greater Geelong funding priorities. An update on the progress of each of these projects will be reported to the community on a quarterly basis. Our Councillors Geelong Convention and Exhibition Centre Overview: Geelong is a multi-award winning convention destination, however a lack of suitable convention space limits our ability to capitalise on the growing national conference market which generates $17 billion annually. The proposed Geelong Convention and Exhibition Centre would include a purpose built conference and exhibition facility designed to cater for 1,200 delegates, with 4,000 m of associated exhibition space. The development would also have banqueting facilities including meeting rooms, a business centre and some retail outlets. Benefits: Estimated delegate expenditure of $56 million per annum within the region. Creation of 600 construction jobs and 700 ongoing EFT positions. The facility is estimated to earn $350 million in the first 20 years. Offers a large flexible space for community use. Enhances and activates the Waterfront. Objective: To improve the health and quality of life of all residents of Greater Geelong. In a sustainable, healthy community, people feel safe, have good employment and education opportunities, and are connected and engaged. Council’s contribution to Community Wellbeing ranges from traditional services such as home care and delivered meals for elderly residents, to open space and sporting facilities to keep people active, and facilities and libraries to support life long learning. They include new initiatives which will make a difference to priority issues in the Geelong region, for example, tackling obesity, supporting the ageing population, renewing relevant ageing infrastructure, and creating opportunities for young children. Over the next four years we will work with the community to deliver the following priority outcomes: Improved healthy eating and physical activity Increased lifelong learning and literacy Liveable neighbourhoods Key strategies and master plans that will assist in delivering this strategic direction: Municipal Early Years Plan – Creating Communities for Children Geelong Strategic Health Plan Live Well Positive Ageing Strategy Greater Geelong Cycle Strategy Youth Strategy Municipal Strategic Statement Walking More: Walking Safely Creativity Plus Strategy Disability Action Plan Various recreation reserve master plans that guide the management and future development of reserves Playground Upgrade Strategy Aquatic Infrastructure Strategy Plan Barwon Regional Drug Action Plan Domestic Animal (Dogs and Cats) Management Plan Bellarine Peninsula Strategic Plan Geelong Community Safety Strategy The importance of collaboration The aspirations we hold for our community cannot be achieved by Council alone. It will require collaboration from a number of stakeholders, including all levels of government through to local community groups. Achieving these outcomes will be a challenge, so it is important that over the next four years we focus on building relationships and working closely with stakeholders to ensure the best result for our community. Key stakeholders we have recognised for this strategic direction include: The community Local community and sporting groups and organisations Federal and State Government departments including: - Department of Planning and Community Development - Department of Health Services - Department of Education and Early Childhood Development, Barwon Health G21 (Geelong Region Alliance) Local media Volunteering Geelong Challenges we face Every day we are faced with challenges, both global and regional. These challenges impact on our decision making in the immediate and long term. It is important we remain flexible so we can respond to the changing needs of our community as well as making the most of the opportunities that arise. Some of the challenges facing us in the pursuit of community wellbeing include: The potential increase in unemployment due to the global financial crisis and the impact this has on the wellbeing of those affected. The demands of a growing population on existing infrastructure. Impact of population and infrastructure growth on existing service levels. An increase in the demand for council services due to the shift in demographics; namely the ageing population and the increasing birth rate. Funding limitations and competing priorities on current and future community services. Making programs accessible to the community - affordable, relevant, timely and reachable. Meeting the needs of increased cultural diversity within the community. Community Wellbeing Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan City Plan 2009-2013 is structured around the three strategic directions which represent the key strengths required by our city to continue to prosper into the future. These strategic directions are Community Wellbeing, Growing the Economy and Sustainable Built and Natural Environment. They represent the issues of importance for the Greater Geelong community and identify the outcomes, strategies and strategic measures that are currently planned over the next four-year period, as well as detailed actions associated with implementing the first year of the City Plan. Outcome: Plan and Develop the National Transport and Logistics Precinct We will facilitate the National Transport and Logistics Precinct which is focused on strengthening our key existing assets such as Avalon Airport, the Port of Geelong, the Ring Road and Heales Road Industrial Estate. We will encourage new assets that compliment the existing assets such as the proposed Intermodal at Lara. Outcome: Development of the Cosmopolitan Heart The development of Geelong’s cosmopolitan heart will be driven through key projects that embrace our natural and built assets. Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan How we will measure our progress in achieving this outcome: Measure Target How we will measure our progress in achieving this outcome: Measure T a r g e t The City of Greater Geelong is made up of twelve wards, with one councillor elected to represent each ward. The Victorian Electoral Commission undertook a review of all Victorian electoral structures and as a result several of the City’s ward boundaries were changed. A detailed map of the new ward structure can be viewed on our website: www.geelongaustralia.com.au Our Council The Victorian Local Government elections were held in November 2008, with four new councillors and eight returning councillors elected to represent the City over the next four years. The Role of Council Council operates under the Local Government Act 1989 and is elected to provide leadership and good governance for the municipality and the local community. Council has a number of roles including: Taking into account the diverse needs of the local community in decision making. Providing leadership by establishing strategic objectives and monitoring achievements. Ensuring that resources are managed in a responsible and accountable manner. Advocating the interests of the local community to other communities and governments. Fostering community cohesion and encouraging active participation in civic life. Our Council The councillors are elected by the community and they represent the overall public interest of the region and their respective ward. They take part in formulating, adopting and reviewing the corporate plan, annual budget and other operational plans and also make informed decisions on Council policies and funding requirements. The Mayor is elected by the 12 councillors for a one year term. The election of Mayor is usually held in December. At the end of that one year term, the Mayor may wish to stand for re-election as Mayor for a further term or decide to stand down. The Mayor has several roles including chairing Council meetings, ensuring that Council decisions are carried out and representing the city at government, civic and ceremonial functions. Our Councillors Civic Accommodation Overview: Council’s administrative and civic functions are currently spread over a number of locations. This project will examine the potential to construct a single office building on a site that Council has acquired within the Western Wedge precinct. Benefits: Improved customer service and business delivery through increased internal collaboration and communication. Energy and resource efficiencies. Long term cost saving due to significant reductions in rental and utility expenditure as well as costs saved on office refits due to growth and change. More efficient utilisation of staff and Council’s administrative functions. The economy will be stimulated through jobs created during construction and the freeing up of commercial space for further business investment. The Geelong Future Cities Project – Arts Precinct Overview: In partnership with the State Government, the Geelong Future Cities project aims to develop and implement a strategic, longterm, comprehensive master plan to create a precinct that enlivens the cultural life of the people of Greater Geelong and its visitors. To date the project has attracted $7.9 million in funding from the State Government. This will go towards the upgrade of the Courthouse Arts; planning of an upgrade to the Geelong Performing Arts Centre; and planning for an integrated Geelong Library and Heritage Centre. The project also includes an extension of the Geelong Gallery and an upgrade of the surrounding public realm. Benefits: Public sector investment will stimulate the regional economy. Significant increase in visitor numbers. State of the art facilities catering for a growing community. Collaborative cultural opportunities. Yarra Street Pier Overview: The former Yarra Street Pier was part of the Geelong Waterfront for more than 100 years until it was destroyed by fire in 1984. This project proposes to reconstruct the Yarra Street Pier providing a public facility that will enhance water access, major events, recreation, economic and tourism opportunities. Benefits: Private investments will lead to job creation and further indirect economic stimulus. The significant economic benefit of the Geelong Week sailing event will increase. Tourism related retail and other service activities along with improved public access will add a more vibrant level of activity to Central Geelong and the Waterfront. Improved environmental conditions in Corio Bay. Geelong Marine Industry Project Overview: The Geelong Marine Industry Project - which has been informed by the Osborne House Marine Precinct Masterplan - aims to develop an industrial marine precinct at St Helens on Corio Bay to support the recreational marine industry. Included in the precinct would be manufacturing, maintenance / repair, storage and slip / lift facilities - accompanied by marine based retail, clubhouse and improved facilities for boating, as well as a restored Osborne House homestead. Benefits: Stimulate job growth in the construction sector as well as creating permanent employment opportunities in the manufacturing, boating and tourism industries. Cater for the growing need for boating and marine industry facilities. Improved environmental outcomes. Mineral Springs Spa Overview: The natural mineral water present beneath Corio Bay presents a unique opportunity to further enhance the Waterfront precinct. To capitalise on this untapped source, Council proposes to establish a therapeutic mineral springs spa and bath house utilising naturally occurring mineral water that currently emanates from the coast embankment at Eastern Park. Benefits: Increased health and wellbeing opportunities for the local community. Increased tourism in the region adding stimulus to the local economy. Major investment through private development and operation. Transit Cities Overview: The Transit Cities program is a State Government initiative to improve the use of public transport by promoting high density developments around public transport hubs such as the Geelong Railway Station. An area bounded by Corio Bay, La Trobe Terrace, Ryrie Street and Moorabool Street known as the Western Wedge has been earmarked for redevelopment into a more intensive commercial and residential area. Benefits: Better use of existing social and physical infrastructure including public transport. More efficient use of land and resources. A thriving local economy in a revitalised urban centre. A fairer city through reduced social disadvantage. Our Councillors Our Councillors Council Funding Priorities Strategic Directions and Annual Action Plan Outcome: Improved healthy eating and physical activity Physical health is critical to the wellbeing of the individual and community - enabling full participation in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are essential for good health. How we will measure our progress in achieving this outcome: Measure Target Strategic Directions and Annual Action Plan Between 2004 and 2008 the City operated under a planning framework of nine pillars and two themes. This served us well but the changing economic, social and environmental landscape of our region has created new opportunities and challenges for our community. Shaping Geelong’s Future Based on research and consultation, Councillors and the Management Team have adopted three strategic directions which represent the key strengths required by our City to continue to prosper into the future. These strategic directions are Community Wellbeing, Growing the Economy, and Sustainable Built and Natural Environment. We have identified 11 key outcomes to assist us to achieve our strategic directions. A series of measures have been developed to assess our progress. Each year we will review these outcomes and measures, giving us the flexibility to respond to the ever changing needs of our community. The outcomes for our community are: Planning Framework Planning Framework Outcomes: Plan and Develop the National Transport and Logistics Precinct: We will facilitate the National Transport and Logistics Precinct which is focused on strengthening our key existing assets such as Avalon Airport, the Port of Geelong, the Ring Road and Heales Road Industrial Estate. We will encourage new assets that compliment the existing assets, such as the proposed Intermodal at Lara. Community Wellbeing Objective: To improve the health and quality of life of all residents of Greater Geelong Growing the Economy Objective: Securing Geelong’s Economic Future Outcomes: Improved healthy eating and physical activity: Physical health is critical to the wellbeing of the individual and community - enabling full participation in life and minimising avoidable treatment costs. A balanced diet and regular physical activity are essential for good health. Increased lifelong learning and literacy: Supporting learning at all stages of life by offering a wide variety of experiences and resources enabling school readiness through early years, interaction and knowledge building and improved participation in the workforce and community. Liveable neighbourhoods: Creating places with easy access to local amenities such as shops, parks and reserves and community facilities, which encourage destination walking, a community focus and provide opportunities to reduce isolation. Development of the Cosmopolitan Heart: The development of Geelong’s cosmopolitan heart will be driven through key projects that embrace our natural and built assets. Managed Growth: Geelong will continue to position itself as the best place to live by fostering job creation, sustainable development practices and improved community wellbeing. Outcome: Managed Growth Geelong will continue to position itself as the best place to live by fostering job creation, sustainable development practices and improved community wellbeing. How you can contribute to achieving our Growing the Economy outcomes: Boost our economy by shopping locally. Support small business operators. Use local service providers. Be welcoming to visitors and tourists. Take on an apprentice and help build Geelong’s future skills base. Hold your business conferences and events within the municipality. Broaden your skill base and knowledge by undertaking further education and training opportunities. Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan How we will measure our progress in achieving this outcome: Measure Target Cr John Doull Coryule Ward Elected to Council: November 2008 Portfolio: Environment and Sustainability, Climate Change Telephone: 0448 560 897 Email: abley@geelongcity.vig.gov.au Cr Doull represents the Coryule Ward which includes the townships of Clifton Springs, Indented Head, Portarlington, St Leonards and Northern Rural Bellarine. Cr Jan Farrell Beangala Ward Elected to Council: November 2004 Portfolio: Democracy and Governance, Education and Youth Telephone: 0437 103 035 Email: jfarrell@geelongcity.vic.gov.au Cr Farrell represents the Beangala Ward which includes the townships of Ocean Grove and Point Lonsdale, as well as the rural area of Mannerim and parts of Marcus Hill. Cr Kylie Fisher Corio Ward Elected to Council: November 2008 Portfolio: Community Development Telephone: 0439 011 003 Email: kfisher@geelongcity.vic.gov.au Cr Fisher represents the Corio Ward which includes the suburbs of Corio, Norlane and North Shore. Cr Cameron Granger Windermere Ward Elected to Council: November 2008 Telephone: 0448 718 347 Email: cgranger@geelongcity.vic.gov.au Cr Granger represents the Windermere Ward which takes in the townships of Avalon, Anakie, Lara, Little River, Lovely Banks, Point Wilson, Rosewall and Staughtonvale. Cr Bruce Harwood Kardinia Ward Elected to Council: February 2003 Portfolio: Tourism, Major Events, Strategic Development Telephone: 0409 512 544 Email: bharwood@geelongcity.vic.gov.au Cr Harwood represents the Kardinia Ward which includes Belmont and a large part of Grovedale. Cr Andrew Katos Deakin Ward Elected to Council: May 2008 Portfolio: Planning, Finance Telephone: 0407 042 856 Email: akatos@geelongcity.vic.gov.au Cr Katos represents the Deakin Ward which includes the suburbs of Wandana Heights, Highton and part of Waurn Ponds, and the township of Ceres. Cr Dr Srechko ‘Stretch’ Kontelj OAM KSJ Kildare Ward Elected to Council: March 1998 Portfolio: Major Projects Telephone: 0419 327 303 Email: stretch@geelongcity.vic.gov.au Cr Dr Kontelj represents the Kildare Ward which takes in the suburbs of Newtown/Chilwell, Manifold Heights and Herne Hill, the township of Fyansford and parts of Stonehaven. Cr Andy Richards Buckley Ward Elected to Council: November 2008 Portfolio: Parks and Gardens, Transport and Infrastructure Telephone: 0408 321 344 Email: arichards@geelongcity.vic.gov.au Cr Richards represents the Buckley Ward which includes Barwon Heads, Breamlea, Mount Duneed, Waurn Ponds, parts of Grovedale and the semi-rural areas to the southern boundaries of the City. Cr David Saunderson Cowie Ward Elected to Council: March 2001 Telephone: 0409 809 860 Email: dsaunderson@geelongcity.vic.gov.au Cr Saunderson represents the Cowie Ward which includes the suburbs of North Geelong, Bell Park, Bell Post Hill, Batesford and Hamlyn Heights. Our Councillors Our Councillors Cr John Mitchell Mayor Austin Ward Elected to Council: November 2004 Portfolio: Communications, Sport and Recreation, Heritage, Rural and Regional Affairs, Cultural Diversity Telephone: 0400 616 147 Email: jmitchell@geelongcity.vic.gov.au Cr Mitchell represents the Austin Ward, which includes Breakwater, Moolap, Newcomb, Thomson, Whittington and St Albans Park. Cr Rod Macdonald Deputy Mayor Cheetham Ward Elected to Council: November 2004 Portfolio: Economic Development. Telephone: 0458 509 994 Email: rmacdonald@geelongcity.vic.gov.au Cr Macdonald represents Cheetham Ward which includes the townships of Curlewis, Drysdale, Leopold and Wallington. Cr Barbara Abley AM DSJ Brownbill Ward Elected to Council: November 2001 Portfolio: Arts and Culture Telephone: 0419 358 223 Email: abley@geelongcity.vig.gov.au Cr Abley represents Brownbill Ward which includes part of East Geelong, Geelong West, South Geelong, Drumcondra, Geelong and the Central Business District. 12 9 10 11 2 3 4 5 6 1 Corio Bay 8 7 Introducing our Councillors 1 . Austin 2. Cheetham 3. Coryule 4. Beangala 5. Buckley 6. Deakin 7 . Kardinia 8. Brownbill 9. Kildare 1 0 .Cowie 1 1 . Corio 1 2 . Windermere Heales Road Industrial Estate Overview: The Heales Road Industrial Estate, adjacent to the new Geelong Ring Road in Corio, is the most significant emerging industrial area west of Melbourne, and is expected to develop rapidly over the next five years. Demand for high quality industrial land has outstripped supply, but with the servicing of a 327 hectare area of the Estate with roads and reticulated services, it will provide sites for a wide range of industries, maximising the area’s very large economic potential. Benefits: Increased employment opportunities through the attraction of new industries. Provide stimulus to the local economy. Enhance the entry into Geelong. Compliments the National Freight and Logistics Precinct. Ring Road Extension to the Bellarine Peninsula Overview: A complete ring road facility through to the Bellarine Peninsula is a much sought after aspiration for our region. This link, including a possible river crossing is yet to receive commitment from the Federal and State Government and is currently a component of land use planning which is being undertaken as part of the Armstrong Creek Urban Growth area. Benefits: The easing of east west traffic congestion through Central Geelong. Reduction of traffic through residential suburbs and townships. Increased tourism opportunities as a result of easier accessibility. National Transport and Logistics Precinct Overview: Freight and logistics are an industry sector which will continue to grow in Australia, and in particular the Geelong region. This project aims to develop transport links between the Heales Road Industrial Estate, the Geelong Port and Avalon Airport, and support a freight intermodal facility north of Lara. Benefits: Employment opportunities across all sectors of the economy within our region. An intermodal facility would strengthen the precinct and give it enhanced national significance. Significant growth potential for new and existing business operations such as the Geelong Port and Avalon Airport. Armstrong Creek Overview: The vision for Armstrong Creek is a residential development that meets the highest standards of sustainable living. This is one of the largest strategic planning projects ever undertaken by the City and will provide for up to 22,000 dwellings and a potential population of 54,000 people. An Integrated Infrastructure Delivery Plan has been developed to guide the planning for infrastructure such as roads and drains, as well as community and social infrastructure that fosters social interaction, health and wellbeing and an environmentally sustainable way of living. Benefits: Growth is managed in a sustainable way and will provide for diversity in employment and social infrastructure. Creation of a potential 22,000 jobs. Additional construction jobs during the development stages. Community Renewal and Regeneration Overview: The City is currently involved in a number of whole of government responses to addressing disadvantage in parts of the municipality through improved social, economic, educational and physical environments. The key projects are: Corio Norlane Neighbourhood Renewal – community development. Corio Norlane Urban Renewal – upgrade of built environment, particularly public housing. Corio Norlane Schools Regeneration – consolidation and upgrade of educational facilities. Whittington Community Renewal. Portarlington Community Building Initiative. Benefits: Increased community involvement in decision making and activities enhancing community pride. Improve the built environment and create community employment initiatives. In Corio and Norlane, increased mix of public / private housing providing for a potential population increase of up to 30,000. In Corio and Norlane, new and remodeled schools serving as community hubs, including children’s services, community services and an adult learning precinct. Community Infrastructure Overview: Council currently provides more than 150 kindergartens, senior citizens centres, libraries and community centres. A strategic approach to social infrastructure planning is being adopted due to these numerous ageing facilities becoming increasingly less fit for purpose and the requirement for additional facilities due to growth. Area specific social infrastructure plans will be developed with local communities. Implementation will be over the long term and will respond to greatest need and will take advantage of partnership and government funding opportunities. Benefits: Upgraded community infrastructure which meets service provision and environmental standards. Greater equity across the municipality. A greater “sense of place” which builds community identity and spirit. Easier access by grouping together services and working in partnership with other organisations. Our Councillors Our Councillors Council Funding Priorities Outcome: Increased lifelong learning and literacy Supporting learning at all stages of life by offering a wide variety of experiences and resources enabling: school readiness through early years interaction and knowledge building improved participation in the workforce and community. Strategic Directions and Annual Action Plan How we will measure our progress in achieving this outcome: Measure Target Outcome: Liveable neighbourhoods Creating places with easy access to local amenities such as shops, parks and reser ves and community facilities, which encourage destination walking, a community focus and provide opportunities to reduce isolation. Strategic Directions and Annual Action Plan How we will measure our progress in achieving this outcome: Measure T a r g e t A WORD FROM OUR MAYOR page 08 pages 30-31 pages 32-33 pages 34-35 SHAPING GEELONG’S FUTURE pages 12-13 WARD HIGHLIGHTS page 18 COUNCIL FUNDING PRIORITIES page 19 COUNCIL FUNDING PRIORITIES COUNCIL FUNDING PRIORITIES OUR COUNCILLORS STRATEGIC DIRECTIONS AND ANNUAL ACTION PLAN INTRODUCING OUR COUNCILLORS pages 16-17 pages 10-11 pages 26-27 pages 28-29 page 22-23 page 20-21
environmental action. The impact of climate change is far reaching. It is no longer just a phenomenon that is occurring in other parts of the world but in fact happening in our own backyard. As a growing region we recognise the sustainability of our built and natural environment is fundamental to being the best place to live. We will ensure that all decisions we make, big or small, take the sustainability of our environment into account. We will do this by minimising our impacts, setting standards and being efficient in our use of resources. In this way we will reduce our own environmental footprint. Over the next four years we will work with the community in aiming to deliver the following priority outcomes: Increase the use of public and active transport across the municipality. Reduce our organisation’s environmental footprint. Develop and implement sustainability standards for all built form. Prepare and implement a strategy for adapting to climate change. Street Tree Policy Enhance our natural areas and increase the level of protection for precious habitats and areas of biodiversity. Responsiveness We will respond to telephone messages within one working day. We will respond to telephone calls within five rings. Correspondence received by mail and email will be responded to within 10 working days. Planning and other statutory correspondence will be responded to in accordance with legislative requirements. We will meet corporate standards with all correspondence. We will identify ourselves by name when responding to phone or face-to-face enquires. We will make all reasonable efforts to supply all our services in a timely manner with priority assistance to customers affected by a public safety issue. Customer requests for service will be actioned within defined service timelines. We will provide a method of follow-up for customer requests. Four Year Plan Public Transport Strategy Environment Management Strategy Greenhouse Reduction Strategy and Local Action Plan Municipal Strategic Statement Housing Diversity Strategy Township Structure Plans Armstrong Creek Urban Growth Plan Sustainable Water Futures Policy Rural Land Use Strategy Barwon Region Waste Management Plan Storm Water Quality Management Plan (including Healthy Waterways) Greater Geelong Cycling Strategy Geelong Wetlands Strategy Domestic Waste Water Strategy Eastern Park and Geelong Botanic Gardens Strategic Plan Clifton Springs Coastal Management Plan Limeburners Bay Management Plan Geelong Saleyards Conservation Management Plan Barwon River Land Use and Open Space Corridor Plan Various Drainage and Flood Management strategies and plans cannot be achieved by Council alone. It will require collaboration from a number of stakeholders, including all levels of government through to local community groups. Achieving these outcomes will be a challenge, so it is important that over the next four years we focus on building relationships and working closely with stakeholders to ensure the best result for our community. Key stakeholders we have recognised for this strategic direction include: The community Transport Companies Suppliers Developers Federal and State Government Departments Industry groups Interest groups G21 – Geelong Region Alliance How we will measure our progress in achieving this outcome: Measure global and regional. These challenges impact on our decision making in the immediate and long term. It is important we remain flexible so we can respond to the changing needs of our community as well as making the most of the opportunities that arise. Some of the challenges facing us in the pursuit of a sustainable built and natural environment include: There may be a perception that addressing environmental issues is less important in light of the global financial crisis which may result in a push for cheaper developments and decreasing building and environmental standards. Being prepared to respond to government funding programs that benefit our environment. Major industries lobbying to get the most out of existing infrastructure rather than seeking to become greener. Climate change impacts. ‘Go Green’ – there are many ways to reduce your carbon footprint and save our region’s precious resources. Plant indigenous plant species. Install water saving devices around your home. Recycle – reduce the amount of new materials you use or purchase. Reduce unnecessary heating and cooling. Buy appliances with the highest energy efficiency. Ride your bike to work or car pool with others in your local area. Walk your children to school, or commence a ‘Walking School Bus’. Use public transport, or take advantage of the City’s Park and Ride services. Vote with your ‘switch’ and take part in the annual Earth Hour event in March by switching off non-essential lights and electrical appliances for one hour to raise awareness towards the need to take action on climate change. Plant a tree. Choose low toxic and biodegradable cleaning products. Consider environmental standards when building or renovating. Take part in annual ‘Clean Up Australia Day’ activities. Our goal is to continue to be a customer-focused organisation that considers the customer’s perspective and to maximise customer satisfaction. This is underpinned by our 21 Customer Service Commitments: The total budgeted 2009-2010 gross New Assets: expenditure for capital projects is $80.2M Projects which result in the creation of totally with capital income of $11.8M, making new assets. Council’s New Assets program Council’s commitment a net expenditure budget for 2009-2010 is $22.6M (income of $68.4M. $4.1M). Projects included in this category are A capital project is defined as works that result Street Construction Special Rates and Charges in the creation or improvement of an asset ($2.5M), North Heales Rd subdivision ($2.5M), controlled by the City of Greater Geelong. drainage construction ($1.6M), cycling criterium Replacement of less than 100 per cent of an ($1.4M), Corio Landfill rehabilitation ($1.0M), asset or replacement that does not extend the Eastern Beach children’s pool ($1.0M), civic life of an asset is not considered capital. accommodation ($1.0M), Lara Library ($0.8M), local roads construction ($0.8M), Leopold The Capital Projects Program is divided into Community Hub ($1.6M) and Waurn Ponds three categories: Library ($0.4M). Asset Renewal: Asset Upgrades: This is a grouping of projects which replace Projects which result in the upgrade of an 100 per cent of an existing asset. Examples of existing asset. These projects involve renewing projects in this grouping include footpath, road existing assets to a better standard than the and drainage replacement and playground original asset. Also included in this category renewal program. Council’s Asset Renewal is provision of new asset components as program budget for 2009-2010 is $19.2M an integral part of the upgraded asset. The (income $1.6M). Projects included in this estimated total expenditure on asset upgrades category are Federal Roads program ($1.6M), for the 2009-2010 financial year will be road surfacing program ($3.3M), light fleet $14.4M (income $6.1M). Projects included replacement ($2.3M), heavy and dedicated in this category include various sports ground plant replacement ($3.2 M), footpath renewal upgrades ($4.2M), streetscapes ($0.6M) and ($1.9M), road rehabilitation ($1.7M), drainage various building upgrades ($8.3M). renewal ($0.7 M), kerb and channel renewal ($1.0 M) and IT asset replacement ($1.0 M). Access Fair Treatment Our Customer Service Line will be available We will balance individual needs with the for public safety issues 24 hours a day, direction of Council and resources available seven days a week. to achieve the best community outcomes. We will provide information that is current If we are unable to meet customer and in plain language. expectations we will explain why. We will offer a variety of payment methods. We will communicate and make available We will be available for contact by phone, our privacy policy. on-line, in writing and in person. We will assist visiting customers within Feedback five minutes. We will encourage customer feedback and view it as an opportunity to improve. Knowledge and Attitude We will measure our performance on We will ensure information provided is up a regular basis to constantly improve to date. our service. We will proactively explain processes and take personal responsibility. We will act in a manner which is respectful to the public. Target Capital Program 2009-2010 Infrastructure Leisure ($9.6M) A total of $9.6M is proposed for Infrastructure Leisure projects which cover parks, sportsgrounds, foreshore, aquatic facilities and playgrounds. The more significant projects include: Aquatics ($1.6M) – Leisurelink fixtures and equipment, Eastern Beach children’s pool. Parks ($0.9M) – Connections Park redevelopment, Rippleside Park, Coolabah Park, Thomson Reserve, Pettit Park. Sports grounds ($6.3M) – Cycling criterium, Highton Reserve Pavilion, Geelong Football Umpires League clubrooms, Kardinia Park netball courts, St Mary’s Football Club clubrooms upgrade, South Barwon Football and Netball Club netball courts and Memorial Reserve Ocean Grove clubrooms. Roads ($9.6M) The more significant projects include road surfacing program ($3.3M), federally funded Roads to Recovery projects ($1.6M), local roads construction ($0.8M), road rehabilitation ($1.7M), VicRoads funded works ($0.5M) and roads other (bridges, culverts etc) ($0.6M). Increased amounts have been allocated in 2009-2010 to renewal programs road surfacing ($0.4M), roads other ($0.3M) and road rehabilitation ($0.2M). Fleet ($5.5M) The gross purchase cost of $5.5M on replacement of light fleet, heavy plant and dedicated plant increases by $0.6M relative to 2008-2009. Trade and sale values for replaced units are estimated at $2.0M, leaving a net changeover expenditure of $3.5M. programs that reduce our car dependence. We will give priority to these options in planning and development. How we will measure our progress in achieving this outcome: Measure How we will measure our progress in achieving this outcome: Measure training to all our staff. How we will measure our progress in achieving this outcome: Measure How we will measure our progress in achieving this outcome: Measure Four Year Plan T a r g e t T a r g e t T a r g e t T a r g e t Buildings ($11.6M) Streetscapes ($0.7M) Special Rates and Charges ($3.6M) For the 2009-2010 year, $11.6M will be For the 2009-2010 year, $0.7M will be For the 2009-2010 year, $3.6M will be expended on building projects – upgrades expended on streetscape projects. The more expended on Special Rates and Charges $8.4M and new $3.2M. The more significant projects include Whittington Centre projects. This includes street construction significant projects include Courthouse Arts Hub landscaping, Portarlington streetscape ($2.5M), drainage construction ($0.3M), redevelopment ($5.2M), Belmont Library and Western Wedge infrastructure – footpath construction ($0.3M) and kerb and upgrade ($0.6M), Disability Access program Cunningham Street. channel construction ($0.3M). ($0.3M), children’s services facilities upgrades Footpaths ($2.0M) Carried Forward Works ($28.0M) ($0.4M), community halls ($0.2M) and toilet The ongoing footpath replacement program At the end of each financial year there are block upgrades ($0.2M). New projects include proposes $1.9M in 2009-2010. Other projects, which are either incomplete or civic accommodation ($1.0M), Leopold expenditure includes bikepaths/walking tracks not commenced due to planning issues, Community Hub ($0.6M) and Waurn Ponds at St Leonards Lake. weather delays, extended consultation Library ($0.4). Kerb and Channel ($1.0M) etc. For the 2008-2009 project managers Drainage ($3.1M) The ongoing kerb and channel renewal have estimated that $28.0M of capital The more significant projects include drainage program proposes $1.0M for replacement of works will be incomplete and be carried construction which is an ongoing program of kerb and channel in full block sections, an forward into the 2009-2010 year. The more drainage related works including upgrading increase of $0.1M over 2008-2009. significant projects include the Leisurelink main drainage infrastructure ($1.6M), drainage Aquatic Centre replacement ($13.8M), Corio renewal program ($0.7M), Geelong Ring Road Land ($2.6M) Landfill rehabilitation ($2.6M), Vines Road retarding basins ($0.3M) and implementation of For the 2009-2010 year, $2.6M will be development ($3.0M), North Heales Rd the Stormwater Management Plan ($0.2M). An expended on purchase of land including North subdivision ($1.4M), Barwon Heads Skate increased amount of $0.4M has been allocated Heales Road subdivision ($2.5M) and New Park ($0.5M), Waterfront timber decking in 2009-2010 for drainage renewal programs. Corio and Station Estates ($0.1M). replacement ($0.8M), Skilled Stadium turf Computer Equipment ($1.8M) Waste Collection ($1.2M) replacement ($0.7M), and Geelong Motocross Expenditure on computer equipment renewal Further provision for Corio Landfill relocation ($0.7M). is proposed at $1.8M. The more significant rehabilitation of ($1.0M) has been made in projects include IT asset replacement program 2009-2010. The ongoing program for new ($1.0M), field communications system ($0.5), property mobile bins is $0.2M. minor acquisitions program ($0.2M) and PAPL communications link ($0.2M). services or buying goods and services, we will reduce the impact we have on our natural environment. How we will measure our progress in achieving this outcome: Measure Target How we will measure our progress in achieving this outcome: Measure We will deliver efficient and effective services that meet the growing needs of our community. How we will measure our progress in achieving this outcome: Measure Target The information provides the link between the objectives of City Plan 2009-2013 and the principles and assumptions in the Budget 2009-2010. The Budget 2009-2010 has more details on the following information and should be read in conjunction with the SRP. Four Year Plan Target and encourage good design and development in the community. How we will measure our progress in achieving this outcome: Measure Four Year Plan T a r g e t We aim to foster a culture that embraces a consistent set of behaviours that reflect what we all truly value and believe in to deliver effective and efficient outcomes for our community. Act on our commitments. Be open, transparent, ethical and honest in our actions. Share information. Be accountable for our decisions Look for and implement better and everything we do. ways of doing things. Take pride in the job we Be open to learning. are doing. Be responsive to the changing Be loyal and support our work needs of the community. colleagues and organisation. Take responsibility for problem solving. The staff at the City of Greater Geelong are the key to delivering on the goals and objectives in City Plan. The Council’s ability to deliver is determined by the ability of the people. The following chart shows the Equivalent Full Time (EFT) staff Council employs to deliver services by Division as at March 2009. The EFT changes to increase service levels in 2009-2010 are shown as is the associated costs for these staff and a plan of costs for the next four years if staffing numbers were to remain constant. Listen and seek to understand the views of others. Be considerate and courteous. Recognise everyone’s contribution and value a job well done. Build positive relationships. associated plans Information Technology Strategy Marketing Management Strategy Risk Management Strategy Occupational Health and Safety Management Strategy Community Fire Management Plan Municipal Emergency Management Plan Central Geelong Parking Precinct Plan Rating Strategy Risk and occupation health and safety management Communications and marketing Records management Financial management Provision and management of information technology services Property management Governance services Corporate planning and performance reporting The Strategic Resource Plan achieves a sustainable financial position for the Council. The plan generates a recurrent surplus, which shows that council can meet its day to day expenditure from recurrent income. The Plan includes the following assumptions: Operating Statement Salaries estimate include EBA increases, Asset sales includes sales reasonably banding increases and service changes expected to eventuate. Sales of industrial CPI of 3.0 per cent each year. linked to external funding sources. land will be utilised to fund capital works Rates income increases following budget Materials and plant and vehicles (development costs), as they eventuate. year are 4.0 per cent with growth of 1.0 per expenditure has increased by CPI and Recognition of infrastructure from cent each year. general works by CPI per year after the developers is projected at $15.0M p.a. for Municipal charge and garbage charge budget year. 2010-2011 through to 2012-2013. increases at 3.0 per cent in line with CPI Interest expense has increased according in the years following the budget year to the borrowing strategy. Interest rate is dependant on environmental assurance and Balance Sheet expected to be retained at 5.75 per cent. new processing contracts. Council will borrow in line with expenditure Debtors have increased $0.3M per year in Government Grants to increase by CPI after on major projects as listed below. line with increased rates collectables after the budget year. Depreciation has increased between 4.0 2009-2010. User Fees and Charges have been adjusted and 4.3 per cent to cover new assets Creditors have increased $0.4M per year for one off items. Remaining user fees and constructed and vested in Council. in line with increased cost of goods after charges are to increase by CPI. Provision for Corio Landfill will continue until 2009-2010. Other Fees and Charges including Statutory 2011 when operations at the site will be Employee Benefit Provisions have increased Charges to increase by CPI in the years completed and the site will be rehabilitated. $0.8M per year. following the budget. The average provision is $0.8M per year. How we will measure our progress in achieving this outcome: Measure Executive management consists of the Chief Executive Officer and six general managers who oversee policy, strategic direction and overall management of the organisation. There are 24 departments each of which is overseen by a senior manager, who are responsible for the organisation’s day to day operations and strategic management. Due to the recent resignation of our Chief Executive Officer Kay Rundle, the General Manager of Corporate Services Stephen Griffin has been appointed to the role of acting Chief Executive Officer until a new appointment is made. Telephone Pick up the phone between 8am and 5pm weekdays to call us on (+ 61 3) 5272 5272 Post Write to us at: City of Greater Geelong PO Box 104 Geelong 3220 Australia Fax Send us a fax on (+ 61 3) 5272 4277 Web www.geelongaustralia.com.au Email Get online and drop us an email at contactus@geelongcity.vic.gov.au Mayor and Councillors Email them at mayor@geelongcity.vic.gov.au councillor@geelongcity.vic.gov.au OR phone them on (+ 61 3) 5272 4893 Councillors Chief Executive Officer In Person You can always visit us at any one of our seven conveniently located Customer Service Centres: Geelong City Hall, 30 Gheringhap Street 131 Myers St Geelong West 153A Pakington Street Belmont Library, 163 High Street Corio Corio Shopping Centre Drysdale 18- 20 Hancock Street Ocean Grove Cnr The Avenue and Presidents Avenue Community Target The 2009-2010 Budget provides for recurrent services of $216.1M. After accounting for non recurrent items including capital income and asset recognition, the 2009-2010 budget records a Net Operating Surplus of $34.4M. of Council’s income. Rate revenue is 61.0 per cent of total revenue and reflects an overall average of 4.9 per cent rate increase for average residential ratepayers and a lift in the Garbage charge from $183.50 to $190.80 per tenement. Municipal charge increases from $75.50 per property to $78.50 per property as a contribution to the fixed costs of Governance. Capital Expenditure Loans Council’s 2009-2010 expenditure on the diversity of services provided to residents. Rate Increase Service Increases Rate revenue is 61.0 per cent of total Infrastructure Maintenance and Renewal Capital Projects revenue and reflects a 4.9 per cent rate The 2009-2010 Budget continues the trend Total 2009-2010 budgeted expenditure for increase for residential, commercial and of increasing expenditure for infrastructure capital projects is $80.2M offset by $11.8M industrial ratepayers and a lift in the Waste maintenance in recognition of the need to income, making Council’s commitment a Collection Service Charge from $183.50 to address Council’s ageing infrastructure. The net expenditure of $68.4M. This includes an $190.80 per tenement. Municipal Charge increase of $3.1M includes an additional estimate of net carryover from 2008-2009 increases from $75.50 to $78.50 per $1.6M for road and footpath renewal. projects $28.0M (which will be subject property as a contribution to the fixed costs to review at year-end) and an estimate of Recycling and Waste Service Charge of governance. deferred works into 2010-2011 of $3.0M. The Recycling and Waste Service Charge Overall, the effective increase in residential funds the residential recycling and waste The significant capital projects to be rates including movements in the Municipal collection service. This includes the costs undertaken in 2009-2010 in gross dollar value Charge and the Waste Collection Service of waste disposal and recycling and green include upgrades to sports grounds $6.2M, Charge is 4.9 per cent. waste processing, litter bin clearances, street Special Rates and Charges program $3.6M, Council prepares an annual Rating Strategy. cleaning and the net operating costs of the drainage construction $3.1M, Federal Roads The Rating Strategy for 2009-2010 contains waste transfer stations (Drysdale and North program $1.6M, road surfacing program $3.3 Council policy, procedure, rate assistance and Geelong). This charge has increased to reflect M, footpath replacement program $2.0M, information on the City’s approach to raising CPI increments to collection contract and the buildings $11.8M including Courthouse Arts of property rates and will be updated to reflect increased cost of landfill disposal. The Waste redevelopment , land purchases $2.6M and Council’s budget deliberations. Collection Charge will increase from $183.50 Corio Landfill rehabilitation $1.0M. in 2008-2009 to $190.80 in 2009-2010. Borrowing Strategy In 2008-2009, a loan of $12.7M was taken up to fund capital works. Council has a capacity to borrow as prior to 2005-2006 it has not taken out long term loans since 1998. The 2009-2010 budget provides for $12.5M of borrowings to fund the redevelopment of the Leisurelink Aquatic Centre in Waurn Ponds. health, deteriorating water quality and climate change impacts. How we will measure our progress in achieving this outcome: Measure In meeting this we must ensure the governance and financial management of the municipality is responsible, accountable and transparent. We must also provide a working environment that is not only safe and healthy but encourages learning and development opportunities for our staff. Engaging our community on a regular basis is important in meeting our challenges and outcomes as it not only serves as a way for us to inform, but for the community to provide valuable feedback, ultimately creating strong relationships and making Geelong the best place to live. maintenance in recognition of the need to address Council’s ageing infrastructure. Leisurelink facility. In 2008-2009 loans of $12.5M were taken up to fund capital works. Council has capacity to borrow as prior to 2005-2006 it had not taken out long term loans since 1998. and threats on our natural environment and our environmental capital. The response has been to adopt the Sustainable Water Futures Policy to implement important water saving and drought recovery initiatives. Council has responded in a positive way to climate change with the Greenhouse Reduction Strategy adopted in December 2007, with key initiatives to be funded in 2009-2010. T a r g e t Table of Contents Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan Strategic Directions and Annual Action Plan Sustainable Built and Natural Environment Objective: The City of Greater Geelong Key strategies and master plans that will Challenges we face Every day we are faced with challenges, both leads the community in sustainable planning and assist in delivering this strategic direction: The importance of collaboration The aspirations we hold for our community Outcome: Increased use of public and active transport by the community Options for accessible transport are key to sustainability and wellbeing, and are a top priority for our community. We will encourage a variety of transport modes, urban designs and active transport support Outcome: A reduction in our organisation’s environmental footprint We want to ensure that all decisions made by staff and Council reflect our philosophy of environmental sustainability. Whether we are planning for the future, designing projects, delivering capital works and Outcome: Agreed standards for sustainable development are in operation Reflecting our leadership role in the community, particularly in implementing the Planning Scheme and Building Code, we will ensure we meet Environmentally Sustainable Development Standards ourselves Outcome: The Climate Change Adaptation Strategy is established Climate change poses a risk in sustaining communities into the future. We need to ensure we have considered the likely changes that will take place in our region and have developed a plan to adapt to those changes. We will need to work closely with both the Federal and State Governments to achieve this and to implement the plan. Outcome: Enhanced and protected natural areas Biological diversity is the natural wealth of our municipality and provides the basis for our life and prosperity. Our natural systems are under stress including waterways, natural habitat areas, coastline land and soil. The use of the region’s natural resources needs to be balanced against the impact on natural systems including the potential loss of habitat and biodiversity, introduced pests, declining soil SUSTAINABLE BUILT AND NATURAL ENVIRONMENT pages 36-37 SUSTAINABLE BUILT AND pages 38 -39 SUSTAINABLE BUILT AND pages 40-41 NATURAL ENVIRONMENT NATURAL ENVIRONMENT Strategic Directions and Annual Action Plan How you can contribute to achieving our Sustainable Built and Natural Environment outcomes: Our Mission We will focus on developing and maintaining ef fective working relationships to deliver Council’s strategic directions and high quality ser vices that meet the changing needs of our community. DELIVERING CITY PLAN Delivering City Plan Our Values and Behaviours Council prides itself on delivering outcomes that serve residents’ needs through committed, motivated, enthusiastic, well trained and well resourced staff. Integrity We will: Responsibility We will: Innovation We will: Respect We will: Delivering City Plan Organisation Structure The City’s management structure is comprised of an executive management group, and a senior management group. Delivering City Plan Supporting the delivery of our strategic outcomes Like many organisations we face challenges which we must meet daily. Continuing to provide services to meet the requirements of a growing population with diverse needs is one of many. SUSTAINABLE BUILT AND NATURAL ENVIRONMENT pages 42-43 OUR MISSION page 44 OUR VALUES AND BEHAVIOURS page 45 ORGANISATION STRUCTURE page 46 SUPPORTING THE DELIVERY OF OUR STRATEGIC OUTCOMES page 47 Delivering City Plan Delivering City Plan Delivering City Plan Delivering City Plan BUDGET 2009-2010 Budget 2009-2010 Budget 2009 - 2010 Customer Focused Organisation Over the past five years we have worked hard to build a culture of listening, understanding and proactively responding to internal and external customer needs. Responsible Financial Management We will provide a sound financial basis that supports our strategic priorities and enables us to deliver services and infrastructure that will ensure the sustainability of our region into the future. Informed and Engaged Community We will ensure the community is informed about matters that impact on their lives and have opportunities to participate in decision making processes by consulting widely and openly. Budget at a Glance The 2009-2010 City of Greater Geelong Operating Budget features a recurrent surplus of $4.6M to fund capital expenditure in 2009-2010. Infrastructure Maintenance The 2009-2010 Budget continues the trend of increasing expenditure for infrastructure Safe Work Environment We will provide a safe work environment by maintaining occupational health and safety (OHS) processes which meet and exceed current legislative standards and by continually providing OHS Efficient Service Delivery Key strategies and master plans that will assist in delivering our services: Asset Management Strategy and Council Income The following summarises the main sources Council Services The following provides an overview of Liquidity The 2009-2010 Budget provides for $12.5M of borrowings to fund the replacement of the Key Initiatives 2009-2010 Budget The City is experiencing an historic period of drought which is placing an array of pressures Motivated and Skilled Staff We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make informed decisions and to deliver efficient and effective services that benefit our community. The actions supporting the delivery of City Plan 2009-2013 are part of Council’s ongoing day-to-day operations, including: Human resource management SUPPORTING THE DELIVERY OF OUR STRATEGIC OUTCOMES SUPPORTING THE DELIVERY pages 48-49 OF OUR STRATEGIC OUTCOMES pages 50-51 BUDGET AT A GLANCE pages 52-53 Budget 2009 - 2010 Budget 2009 - 2010 Budget 2009 - 2010 Budget 2009 - 2010 Budget 2009 - 2010 Human Resources Strengthening Our Community Assets Strategic Resource Plan The Strategic Resource Plan (SRP) is a four-year plan of the financial and human resources Council requires to implement the actions and deliver the goals and objectives set out in City Plan 2009-2013. Financial Resources BUDGET AT A GLANCE pages 54-55 STRATEGIC RESOURCE PLAN pages 56-57 STRATEGIC RESOURCE PLAN pages 58-59 Budget 2009 - 2010 Budget 2009 - 2010 Standard Income Statement Standard Statement of Cash Flow Budget 2009 - 2010 Budget 2009 - 2010 Standard Balance Sheet Standard Statement of Capital Program Contact Us If you need further assistance or information on a service or Council facility, simply contact us via one of the following easy ways: STRATEGIC RESOURCE PLAN pages 60-61 STRATEGIC RESOURCE PLAN pages 62-63 CONTACT US pages 64-65 City Plan 2009-2013 | City of Greater Geelong 5
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City Plan 2009 - 2013 - City of Greater Geelong

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