City Plan 2009 - 2013 - City of Greater Geelong

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.
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Corio
Bay
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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