Council Minutes - 12 February 2008 - City of Greater Geelong

MINUTES 

ORDINARY MEETING OF COUNCIL 

Tuesday, 12 February 2008 

Held at the 

Council Conference and Reception Centre 

City Hall, Little Malop Street, Geelong 

commencing at 7.00 p.m. 

COUNCIL: 

Cr. B. Harwood 

- Mayor 

(Tourism and Major Events / Communications / Finance (shared) 

Cr. B.H. Abley (Infrastructure / Parks / Gardens) 

Cr. A.M. Ansett (Historical Restoration / Rural and Regional Affairs) 

Cr. L. Brazier (Community Development and Indigenous Affairs) 

Cr. J. Farrell (Democracy and Governance / Education and Youth / Finance (shared) 

Cr. Dr. S. Kontelj (Major Projects) 

Cr. R. Macdonald (Planning / Economic Development (shared) / Strategic Development (shared) 

Cr. P. McMullin (Arts, Culture and Heritage / Economic Development (shared) 

Cr. J. Mitchell (Sport and Recreation / Strategic Development (shared) 

Cr. T. O’Connor (Environment / Waste Management) 

Cr. D.J. Saunderson (Multicultural Affairs)

SECTION A - PROCEDURAL MATTERS 

Apologies ................................................................................................................1 

Confirmation of Minutes ...........................................................................................1 

Declarations of Interest or Conflicts of Interest .........................................................1 

Question Time..........................................................................................................1 

Petitions ...................................................................................................................1 

SECTION B – REPORTS 

1. Geelong Strategic Health Plan Status Report ......................................................2-4 

2. Victorian Seniors Festival Geelong Evaluation Report.........................................5-7 

3. VLGA Suggested Motion Supporting the Local Government 

Statement on Childcare .......................................................................................8-13 

4. Winter Reserve Sports Lights ..............................................................................14-17 

5. Electoral Representation Review Submission......................................................18-22 

6. Central Geelong Marketing Committee – Annual Activities Report 

2006-2007 ...........................................................................................................23-29 

7. Annual Report for Committee for Geelong...........................................................30-31 

8. Geelong Baseball Centre – Transfer of Management to the City of 

Greater Geelong..................................................................................................32-34 

9. Consideration of Tender Submissions for Tender T08084 – Provision 

of Cash Collection from On Street and Off Street Meters.....................................35-37 

10. Portfolio and Committee Appointments................................................................38-39 

Urgent Business – Apology to Members of the Stolen Generation.......................40 

Common Seal Register........................................................................................41-42 

Close of Meeting..................................................................................................42

Greater Geelong City Council 12 February 2008 

Minutes of Ordinary Meeting 

SECTION A – PROCEDURAL MATTERS Page 3 

MINUTES OF THE ORDINARY MEETING 

OF THE GREATER GEELONG CITY COUNCIL 

HELD AT THE COUNCIL CONFERENCE AND RECEPTION CENTRE 

CITY HALL, LITTLE MALOP STREET, GEELONG 

TUESDAY, 12 FEBRUARY 2008 

COMMENCING AT 7.00 P.M. 

PRESENT: 

Cr B Harwood (Chair), Crs B H Abley, A M Ansett, L Brazier, J Farrell, 

S Kontelj, R Macdonald, P McMullin, J Mitchell, D J Saunderson 

Also present: 

K Rundle (Chief Executive Officer), A Smith (General Manager Corporate 

Services), K Sullivan (General Manager Development Sustainability), 

P Reeve (General Manager City Services), I McGinnigle (General Manager 

Community and Recreation), S Wright (General Manager Major Projects), 

D Frost (General Manager Community Infrastructure & Recreation), 

R Were (Manager (Manager Family Services), K Pritchard (Manager Aged 

and Disability Services), J Wall (Manager Marketing and Administration), 

J Bleazby (Governance Co ordinator), D Chiller (Senior Media Officer) 

OPENING: 

The Mayor declared the meeting open at 7.00pm 

APOLOGIES: 

Cr T O’Connor 

CONFIRMATION OF MINUTES: 

Cr Abley moved, Cr Farrell seconded - 

That the Minutes of the Ordinary Meeting held on 29 January 2008 be confirmed and 

signed. 

Carried. 

DECLARATIONS OF INTEREST OR CONFLICTS OF INTEREST: 

Cr Farrell declared an interest only in Agenda Item 3 – VLGA Suggested Motion 

Supporting the Local Government Statement on Childcare in that she consults (in a 

paid capacity) to the VLGA on matters of finance. 

QUESTION TIME: Nil. 

PETITIONS: Nil.



SECTION B - REPORTS Page 4 

1. GEELONG STRATEGIC HEALTH PLAN STATUS REPORT 

Portfolio: 

Source: 

General Manager: 

Index Reference: 

Community Development & Indigenous Affairs 

– Cr Brazier 

Community Services – Aged and Disability Services 

Irene McGinnigle 

Subject: Public Health / Public Health Plan 

Summary 

• Municipal Public Health Planning is a State legislative planning requirement under 

sections 29A and 29B of the Health Act 1958. 

• Section 29B (c) of the Health Act states that “every Council must review its 

municipal public health plan annually and, if appropriate amend the plan.” 

• This report contains a summary of the key outcomes of the Geelong Strategic 

Health Plan 2006-2009 since the plan was endorsed by Council on 30 January 

2007. 

Cr Brazier moved, Cr Farrell seconded - 

That Council note the actions achieved to date in the implementation of the 

Geelong Strategic Health Plan 2006-2009. 

Report 

Carried. 

Background 

The Geelong Strategic Health Plan 2006-2009 provides an outline of the strategies 

being implemented by Council, in partnership with the community, to maximise the 

wellbeing of individuals living within the municipality. It is based on a social model of 

health which aims for improvements in health and wellbeing by addressing the social 

and environmental factors that impact on community wellbeing. 

The six priority themes of the plan developed in partnership on a regional basis and 

published in “Planning for Healthy Communities in the G21 Region” are: 

1. Local government and environment; 

2. Preparing for population change; 

3. Better access to services; 

4. Community strengthening, social inclusion and mental wellbeing; 

5. Physical activity and healthy eating; 

6. Healthy transport. 

Discussion 

As of December 2007, 96 per cent of the actions listed in the Geelong Strategic Health 

Plan 2006-2009 had commenced. A summary of the key achievements which have 

been made in each of the priority themes follows: 

1. Local government and environment – One of the ways Council manages public 

health is the prevention and control of environmental health dangers and diseases. 

Measures such as mosquito control, food safety audits and tobacco compliance 

inspections are all examples of how this is achieved.




1. GEELONG STRATEGIC HEALTH PLAN STATUS REPORT (CONT’D) 

Key achievement in 2007: Council undertook a forum with BATFORCE involving young 

people, parents, industry and schools in light of community concerns about young 

people being at risk of Hepatitis C from amateur body piercing operations. Further 

educational sessions are planned for 2008. 

2. Preparing for population change – With the increasing proportion of older people 

in the community a focus of both economic and social policy across Australia, a 

considered response is required by governments, industry and the community to help 

people to maintain their quality of life as they age. 

Key achievement for 2007: To improve understanding at the local level of how the 

ageing population will impact on the region, G21 held three Positive Ageing Seminars 

with funding provided by the Municipal Association of Victoria. The last of these was 

held in April 2007. 

Since the Geelong Strategic Health Plan was passed by Council in early 2007, a new 

set of population change circumstances have emerged with an 11.8 per cent increase 

in birth notifications. The impact of this on current and future services is being closely 

monitored and appropriate actions developed. 

3. Better access to services – Access to services is an important part of helping the 

community to maintain health and wellbeing. This need is not exclusive to health 

services but includes education, housing, financial and transport services. 

Key achievement in 2007: As part of Council’s ‘Cultural Equitable Gateways’ Project, 

Australian Croatian, Croatian and Polish Seniors Groups were all assessed for Centre 

Based Meals eligibility in 2007 and over 300 people were added to the program. 

4. Community strengthening, social inclusion and mental wellbeing – In order to 

be a healthy community, people need to feel part of the place in which they live. 

Feelings of social isolation can impact negatively on mental health and wellbeing and 

therefore it is vital to encourage community connection through education, support and 

community development initiatives. 

Key achievement in 2007: The Youth Strategy was officially launched in mid 2007 with 

achievements to date including: employment of a youth development officer; the 

initiation of the Youth Can Van program; the redevelopment of Clockwork Young 

People’s Health Service; and the development of youth activity programs in Leopold, 

Lara, the Bellarine Peninsula and Whittington. 

5. Physical activity and healthy eating – The creation of supportive environments 

which make the healthy choice the easy choice is an important role for Council and its 

partner agencies, particularly in the early years. 

Key achievements in 2007: The City won a national award from the Heart Foundation 

for its Healthy Beginnings Strategy. The strategy is a package of 11 complementary 

programs and initiatives to improve the level of children’s physical activity and nutrition 

throughout Geelong. 

For older residents, the creation of an Active Adult Membership in Swim, Sport and 

Leisure Centres has seen membership numbers increase from 57 people in July 2006 

to 705 in November 2007. 

6. Healthy Transport – Health and transport are inextricably linked. How a person 

uses transport can impact on their level of physical activity and for those without 

transport it can be a significant cause of social isolation. Council has a significant 

opportunity to encourage ‘active transport’ through the development of appropriate 

infrastructure.




1. GEELONG STRATEGIC HEALTH PLAN STATUS REPORT (CONT’D) 

Key achievement in 2007: The Leopold Strategic Footpath project, undertaken in the 

second half of 2007, is designed to encourage people to walk more by prioritising the 

building of safe and accessible footpaths to those places within the community that 

most local people want to walk. 

For a full update on the status of all the actions listed in the Geelong Strategic Health 

Plan 2006-2009, please see the attached table. 

The Health Promotion Officer will continue to monitor progress of the plan and work 

with the project steering group to support ongoing implementation. 

Financial Implications 

The ongoing implementation of the Geelong Strategic Health Plan 2006-2009 is not 

reliant upon additional Council funding beyond current and predicted future budget 

provisions. 

Policy/Legal/Statutory Implications 

This update on the Geelong Strategic Health Plan 2006-2009 ensures Council’s 

compliance under section 29B of the Health Act 1958. 

Risk Assessment 

The preparation of this report ensures compliance with the Health Act 1958 and 

ensures that Council is on track to achieve the actions outlined within the Plan by the 

designated end date of 2009. 

Social Considerations 

The Geelong Strategic Health Plan 2006-2009 reinforces Council’s commitment to 

addressing the social determinants of health through planned and sustained action and 

as such is also consistent with the Human Rights Charter. 

Environmental Implications 

A key priority of the Geelong Strategic Health Plan 2006-2009 is ‘Local government 

and environment’ with actions outlined that are designed to enhance and preserve the 

natural environment, whilst creating a supportive built environment for the health of 

residents. 

Communication 

The availability of this report will be advertised in City News and provided to the 

community on request.

1 Local Governmen t an d En vi ro n me nt 

Goal 

• Enhance com m u n it y h e a lt h thro ugh im p rov ing and protecting the 

b u ilt a nd nat ur a l envir o nm ent. 

• Re cognise and pla n for the ch anging natural environm e nt on the 

p rovision of le g islat iv e res pons es an d loca l g o ver nm e nt ’s 

tr a d it io na l r o le on health planning. 

O B J E C T I V E S 

To facilitate appropriate urban development that encourages a healthy environment and healthy human 

behaviours and responses. 

Develop a process whereby social, 

environmental, economic and cultural 

factors are considered when planning and 

implementing sustainable urban design. 

Develop a formal and coordinated planning 

referral process to ensure that commercial, 

industrial, recreational or passive land use 

activities do not impact on community health 

and well being. 

Promote sustainable development within the 

parameters of the Sustainability Victorian 

guidelines. 

As part of the Leopold Strategic Footpath project, 

Council received professional development support to 

implement a Health Impact Assessment of the proposed 

development. This has broader applications to the 

planning areas of Council. 

Currently adjusting decision making processes in light of 

the new requirements of the Human Rights Charter 

(which came into effect on 1 January 2008). 

Formal process has been developed and is now 

operational with many referrals that consider the ‘triple 

bottom line’ when assessing developments 

Application made to Sustainability Victoria through the 

‘Sustainability Fund’ to seek funds for the production of 

educational materials focusing on sustainability in the 

built environment. 

Provide a healthy and balanced ecological environment, which promotes health in a sustainable 

manner. 

Implement the Council Environmental 

Management Strategy 2006-2011. 

The 6 month review has been provided to the 

Environment Advisory committee and the Sustainability 

Team and indicates that the strategy is on target to meet 

the objectives. 

In December 2007, Council also adopted its Greenhouse 

Reduction Strategy which sets a minimum 30 per cent 

reduction target for 2010 and a 60 per cent reduction 

goal for 2025. 

Geelong Strategic Health Plan Status Report 2008 p1 

Last updated: 07/02/2008 at 2:56 PM

Provide protection for the enhancement 

and rehabilitation of the natural 

environment. 

Support community participation regarding 

environmental issues affecting their health 

and well being. 

Develop and implement a Waste Water 

Management Strategy that focuses on 

environmental protection and sustainable 

practices for water demand and waste 

water disposal. 

The City of Greater Geelong has an extensive program 

of environmental initiatives currently underway that 

includes: 

• Council Environmental Reserves; 

• Geelong Region Wetlands Project; 

• Coastal reserves; 

• Geelong Healthy Waterways Program. 

Council will also continue to work in partnership with the 

Wathaurong community, Registered Aboriginal Parties 

and Aboriginal Affairs Victoria to maintain sites of cultural 

significance, in line with the Aboriginal Heritage Act 

2006. 

Mosquito control has proceeded in a very difficult season 

due to high and persistent rainfall, very high tides and 

mild weather. High numbers of mosquitoes were still 

observed, even though the effective kill rate of mosquito 

larvae was estimated at between 2-5 million per hectare. 

This issue is a highly emotive and complex one, however 

it is clear that without any controls the level of infestation 

would have been extreme. 

The City of Greater Geelong also carried out a number 

of public consultations on key strategies and projects 

that are likely to impact the natural and urban 

environments including: 

• Structure Plans, 

• the Municipal Strategic Statement (which now 

incorporates key ‘health and wellbeing’ 

considerations such as social, environmental 

and economic factors); 

• Environmental Strategy; 

• Cycling Strategy; and 

• rhe Leopold Strategic Footpath project. 

A stewardship fund has also been provided to support 

community groups working on Council parks. 

The draft Waste Water Strategy has been developed 

and will be submitted to Council for adoption in 

February/March 2008. 

Accredited grey water systems are now being installed in 

reticulated sewered areas through Council’s permit 

system. 

Implementation of the Sustainable Water Use Plan is 

also ongoing with a number of sustainable water 

initiatives, including the completion of a new water 

recycling facility at Elcho Park Golf Course in Lara; grass 

conversions to warm season grass at a number of 

reserves and ovals; and a number of ‘alternative water 

source’ projects such as designing the Splashdown 

facility to capture water for the purposes of irrigating 

Grinter Reserve No.1 ground. 



Participate in the Terminals Community 

Consultative Committee (TCCC) and the 

Shell Community Advisory Panel (SCAP). 

Council officers attended the monthly meetings of this 

group to answer questions and provide information to the 

members of the TCCC. 

Provide a safe and healthy environment through the elimination of hazards and other environmental 

factors detrimental to community health and wellbeing. 

Provide environmental health safeguards 

that maximise opportunities for access to 

safe housing/shelter, safe and sanitary 

working/living environments, freedom from 

illness and protection against other 

environmental hazards and threats. 

Establish and coordinate a Communicable 

Diseases Focus Group to monitor, report on 

and respond to infectious diseases, and 

promote strategies, behaviours and 

awareness relating to the prevention and 

control of infectious diseases within the 

community. 

Continue to support and assist the research 

into the Mycobacterium ulcerans 

(‘Bairnsdale Ulcer’) organism and its impact 

on the Bellarine Peninsula communities. 

Assist with the development of an Influenza 

(Avian Flu) Pandemic Plan for the City of 

Greater Geelong and assist other agencies 

and organisations to prepare for a 

pandemic. 

In 2006/07 there were: 

• 4484 Food Safety investigations; 

• 743 Environmental Nuisance investigations; 

• 122 Disease Notification investigations; 

• 41 Pool Samples; 

• 117 Septic Tank Permits; 

• 600 tobacco compliance inspections - new smoke 

free workplace legislation implemented with minimal 

problems; 

• 788 hectares of wetland treated aerially for 

mosquito infestation; on going ground based 

treatments for drains, easements etc. 

Meetings with stakeholders in communicable disease 

issues across the City of Greater Geelong (Barwon 

Health, Department of Human Services, Pathcare) are 

currently held quarterly. 

Conducted a Hepatitis C forum with BATFORCE 

involving youth, parents, industry, schools and local 

government officers in light of community concerns 

about young people being at risk of Hepatitis C from 

amateur body piercing operations; further educational 

sessions are being planned for 2008. 

Actively involved in assisting the Mycobacterium 

ulcerans research team with sampling and 

investigations. Research team has secured further 

DHS funding for a further three years to establish the 

means of transmission of this organism from the 

environment to persons. 

The City of Greater Geelong attends Municipal 

Emergency Management Planning meetings with the 

Regional Department of Human Services on the issue 

of Influenza Pandemic Planning and biannual Barwon 

Region Health and Medical Emergency Management 

Network meetings which regularly discuss this issue. 

The Influenza Pandemic Plan (IPP) has been revised to 

incorporate the business continuity component into the 

Council Business Continuity Plan thereby making the 

content of the IPP focus on community support and 

public health response. 



Contribute to the G21 ‘State of the 

Environment’ report, which outlines the 

major environmental factors that impact on 

health and well being and the appropriate 

responses to control such factors. 

Develop an advisory/information pack to 

assist residents with the proper 

management of asbestos products in 

domestic environments. 

Advocate for an improved legislative 

framework for the control of slow 

combustion wood heaters and their impact 

on local air quality. 

Contribute to the G21 plan to provide and 

promote healthy food choices to the 

community in relation to food allergens, 

nutrition and food safety and their potential 

impact on health and well being. 

The G21 group has not progressed due to participants 

leaving the forum. Action unlikely to proceed. 

Have utilised DHS educational materials and liaised 

with Workcover to promote the issue of safe handling, 

transport and disposal of asbestos products. Further 

awareness raising to be done in 2008. 

No action to date. 

The City of Greater Geelong carries out the following 

actions to support these actions: 

• Regular food sampling; 

• Food allergen sampling project with 

Department of Human Services; 

• Presentations to community groups regarding 

food safety 06-07 (School canteen workers, 

Pako-Festa); 

• Quarterly publication of the Food Safety 

Newsletter. 



2 P reparing f o r Po pul ation Change 

Goal 

• Recognis e and plan f or the changin g dem ogra phic an d build on 

o ppor t u n it ies created thr ough the ch ange in pop u lat io n pr o portion. 


To collect and link learning from external stakeholders and education institutions to the City of Greater 

Geelong. 

Support G21 to facilitate a forum for 

information exchange “Sharing the 

knowledge : Preparing for Population 

Change” 

G21 received $10,000 in funding to stage three G21 

Positive Ageing Seminars, the last of which was held in 

April 2007. 

To integrate ‘Healthy by Design’ concepts into future urban growth areas and within existing areas. 

Develop and implement a presentation on 

best practice urban design incorporating 

healthy by design concept – Armstrong 

Creek 

Encourage Best Practice in urban design 

principles in new areas and redevelopment 

areas. 

Develop information pathways to ensure 

ageing population needs are met in future 

urban growth areas. 

The following presentations were completed in 2006 in 

preparation of the Armstrong Creek Urban Growth Plan: 

- Smart City presentation; 

- Strategic Planners presentation; 

- Public and staff consultation. 

Municipal Strategic Statement (MSS) - The reviewed 

MSS was open for public consultation until 13 

December. This document identifies key planning 

considerations including active transport, improved 

accessibility and protection of the natural environment; 

factors which are all important in maintaining and 

improving the health of the community. 

The City of Greater Geelong provides online population 

data and forecasts in conjunction with G21. This 

information is currently being updated in line with the 

new 2006 census data that has been released by the 

Australian Bureau of Statistics with profiles and 

forecasts released in December 2007 and March 2008 

respectively. 

Increase options, investigate alternative service models for services relating to the growing ageing 

population. 

Monitor re-development projects for 

meeting the needs of the growing 

population. 

Since 2006, the City of Greater Geelong has been 

reviewing a number of its Structure and Strategic Plans. 

The Ocean Grove, Portarlington and Indented Head 

Structure Plans, Heales Road Industrial Framework, 

Housing Diversity Strategy and Rural Land Use Strategy 

will be introduced into the planning scheme via the 

Municipal Strategic Statement review amendment C129 

which was exhibited for public comment until 13 

December 2007. 



Seek funding to operate pilot programs on 

alternative service models in healthy and 

active ageing and mobility and access. 

Support and enact the strategies detailed in 

Live Well 2004-2014, A Strategy for Health 

Mature Communities. 

Some flexible service types, including Active Service 

Model activities, were introduced into the Aged and 

Disability Services program in 2007. 

Ongoing. 

In May 2007, the Planning for Healthy Communities on 

the G21 Region Strategy was launched with a view of 

coordinating health planning effort across the region. 

One of the key themes in this and the Geelong Strategic 

Health Plan is ‘Preparing for Population Change’. 

E-referral will be functional from early 2008 and is 

operating across Kalkee, ACAS, Bellarine Community 

Health and City of Greater Geelong. The info exchange 

program operation enables staff to track the status of 

referrals and also provides an accountability mechanism. 

To encourage opportunities for localised employment for all community members. 

Develop an ‘Economic Strategy’ ensuring 

long term jobs and investment into the 

future. 

Work with the business community to 

consider changes in skill demand and skill 

gaps especially in the areas of and in 

relation to: 

• Apprenticeships 

• Succession planning 

• Flexible workplaces 

The Economic Development Strategy was completed in 

2005 with implementation ongoing until 2010. 

Action is focused around the themes of: 

• Strategic Growth Areas (Knowledge, Innovation and 

Research; Advanced Manufacturing; Health; 

Tourism; Small, Micro and Home Based Business; 

Food and Horticulture); 

• Foundation Projects (Infrastructure; Workforce Skills 

and Capacity; Business Support Services); and 

• Bridging Themes (Investment Attraction; Strategic 

Partnerships and Alliances; and Investment 

Facilitiation). 

A new community enterprise is currently under 

development in Whittington, in partnership with the 

Community Renewal initiative. The enterprise will be run 

by JOLT Group Training (Mentor) and will employ up to 

six paid trainees (number dependent upon success of 

enterprise) from the Whittington area, on an ongoing 

staggered basis, for periods of twelve months. The 

trainees will undertake Certificate II Conservation and 

Land Management or Certificate II General 

Construction. 

The Australian Services Union, in conjunction with 

LGPro, the Municipal Association of Victoria and the 

Victorian Government presented Quality Part-time Work 

information sessions at six location across Council. The 

sessions were designed to encourage people with family 

responsibilities and those considering a ‘graduated 

retirement’ to take advantage of flexible work 

arrangements contained within the City of Greater 

Geelong’s Enterprise Bargaining Agreement. 



Promote the advantages of living and 

working in Geelong. 

Retrain current workforce to meet changing 

needs of ageing population. 

The City of Greater Geelong is currently promoting the 

advantages of living and working in Geelong through the 

following initiatives: 

- Production of information brochures including Lifestyle 

Geelong and Invest Geelong; 

- Participation in the statewide Victorian Migration 

Incentive Fund; 

- Supporting small business through grants programs 

and provision of training programs; and 

- Marketing Campaign in 2008 targeting business 

investment in Central Geelong (Western Wedge/Transit 

City) 

There has been an expansion of the staff skills base 

relating to the Aged and Disability Services Community 

Care program. 



3 Better a ccess t o servi ces 

Goal 

• Im pr ove acce ss a nd co o rdinatio n to com m unity h e a lt h and 

p revent at ive ser vices. 


Develop a seamless service system for Aged and Disability care services. 

Maintain the ‘Cultural Equitable Gateways’ 

project. 

Active participation in the Primary Care 

Forum service coordination project (i.e. 

referral, psychiatric and mental health, 

children's services integration, within 

hospital protocol for people with 

disabilities). 

Develop a local plan to implement the ‘Care 

in Your Community’ framework. 

Implement the Disability Action Plan. 

Implement the health promotion component 

of the Live Well Project. 

Australian Croation, Croation and Polish Seniors Groups 

all assessed for Centre Based Meals eligibility. Over 300 

people added to this program. 

The Aged and Disability Services DVD which is available 

in different languages is currently in final draft form and 

is due for release in Feb//Mar 2008. 

No action to date as a result of the Primary Care Forum 

Review and auspice change process undertaken in late 

2007. 

The CEO of the City of Greater Geelong is a member of 

the reference group for Care in Your Community. 

A low number of pilot projects are currently in operation 

across Victoria and there is currently no funding 

available to pursue this model of care outside of these 

designated areas. 

City of Greater Geelong will continue to work with 

service providers to meet the changing needs of the 

community and endeavour to apply what is learnt from 

the pilot projects, where appropriate and subject to 

funding. 

Interim report due at the end of 2007. An internal 

monitoring of the plan in September 2007 confirmed that 

a good percentage of the actions were being progressed 

or were completed. 

Promotion of health promotion initiatives through Senior 

Citizens’ Centres and Victorian Seniors Festival Geelong 

including: Better Health Self Management Course; Living 

Well with Type 2 Diabetes Program; Healthy 

Supermarket Tours; Mind your Memory Expo; Maintain 

your Brain seminar; No Falls; Prostate Cancer 

Awareness Walk; Older Drivers seminar; Beyond 

Maturity Blues peer education project; Active Adult 

Memberships through Swim, Sport and Leisure Centres; 

Nordic Walking Pilot Project; plus a number of physical 

activity opportunities. 



Investigate long term sustainable options 

for meal services. 

Work with Senior Citizens Centre members 

to increase broader usage of these 

facilities. 

Lobby for sustainable funding of Home and 

Community Care services based on the 

increase in the significant change in the 

ageing demographic in our region. 

City of Greater Geelong have joined the RFK meals 

consortium as shareholders. Anticipated date that RFK 

will be operational is July 2010. 

Two new additional Senior Citizens’ Clubs have joined 

the Centre Based Meals program to Nov 2007 and two 

more are expected by the end of the financial year. 

The Seniors Reference Group is becoming increasingly 

active and is setting standards of practice across the 

program. A report outlining the progress being made 

within the Seniors program and the recommended 

rebranding of centres is due to be presented to Council 

early in 2008. 

The Barwon South West Regional Plan released in 

July/August 2007 recommended that 83 per cent of 

growth funding be allocated to Home and Community 

Care agencies in the City of Greater Geelong municipal 

area. The current level of funding is meeting client needs 

as there is no waiting list. 

Improve access to services in target populations with a concentrated focus on the Bellarine Peninsula, 

Whittington, Corio and Norlane. 

Implementation of the actions from the 

Bellarine Strategic Plan. 

Implement strategies in partnership with 

neighbourhood/community renewal. 

The Portarlington Community Building Initiative is funded 

through the Department of Planning and Community 

Development. Through this community engagement 

process, residents are identifying a range of issues they 

would like to be involved with, including: community 

participation in the safe harbour development; the 

establishment of a neighbourhood house/community 

centre; an enhanced transport services; the Bellarine 

Ferry; and positive ageing initiatives. 

An MAV/COTA funded project investigating design 

treatments for walkable coastal communities is currently 

underway following community consultation and a 

community bus tour in November 2007. 

A project officer has been appointed to implement the 

‘Building Bellarine Connections’ Community Transport 

Project and will start in January. 

Scoping for the Norlane Corio Neighbourhood Renewal 

Project actions for 2008/09 commenced in October 

2007. 

Participating in the Schools Regeneration Project 

through research and development groups. 

Co-hosted Northern Suburbs 3214 Early Years Forum 

examining ways to strengthen support for young children 

and families through the northern suburbs. 

A strategic partnership for the Community Renewal 

Project in Whittington has been formed and is chaired by 

the Hon. Lisa Neville and supported widely by key local 

service providers. 

Community Renewal and Glastonbury have also worked 

with Whittington residents to establish the Whittington 

Pride Group, which has received funding from the 



Attorney General’s Office. The group will run four 

activities throughout the year focussing on community 

safety and increasing community pride in the local area. 

Work with the G21 Health and Well Being 

Pillar to support innovative service delivery 

models in disadvantages areas such as the 

Northern Suburbs. 

Redevelopment of the Northern Area Health services 

along the ‘hub and spoke’ model is on hold due to 

funding delays. 

Presentation provided to G21 Health & Wellbeing Pillar 

group on outcomes from the Geelong Children’s Health 

Forum held in July 2007. 

Coordinate Children’s Services within Geelong. 

Implement the Early Years Municipal Plan. 

Review Maternal Child Health 

immunisation model. 

Support Glastonbury, Bethany, McKillop 

and other agencies to provide a range of 

intervention services for families and 

children. 

Continue to support the Best Start Program 

at Rosewall and seek additional sources of 

funding. 

Continue to support Wathaurong to 

facilitate Best Start. 

Implement the Safe Start Program. 

Develop strategies which respond to the 

Australian Early Development Index at a 

local level. 

Seek means to expand the availability of 

Family Day Care services across the 

municipality. 

Most of the recommendations in the plan are being 

implemented or achieved. Report to Council early in 

2008. Plan scheduled for review in 2010. 

Integration of the Municipal Early Years Plan across 

other Council departments is currently under 

review/discussion. 

This action has been completed and the service has 

been recontracted under a new model. 

Ongoing in partnership with those agencies for the Child 

First initiative and the Innovations Initiative, which are 

critical early intervention initiatives. 

Rosewall Best Start Project continues with reduced 

funding. The project has expanded to include four 

additional services located in North Shore and Norlane 

West. 

Council has assumed responsibility for the 

redevelopment of the Rosewall Kindergarten, with 

funding contributions received from Shell Australia for a 

number of local project initiatives. 

In the process of implementation – Council is 

represented on the Best Start Steering committee. Action 

plan currently being developed. 

SafeStart Project is now in its second year of a four year 

project implementation. Proceeding in accordance with 

Project Action Plan. 

Ongoing – due to be conducted again in 2009. 

Ongoing – implemented new marketing campaign to 

attract new providers to the field of Family Day Care. 

Marketing and media is undertaken on a rolling basis. 



Implement ‘Inclusion Support’ to help 

children with additional needs in Child Care 

Services. 

Barwon Inclusion Support Agency - Contract with the 

Australian Government to provide additional support 

services to Child Care Centres in the Barwon sub region 

being implemented in accordance with specifications. 

Currently 102 child care services are being provided with 

additional support for children with additional needs. 

Have approached some key stakeholders to discuss the 

gap in School Holiday Care for children with additional 

needs. A response is currently being reviewed and 

presented to the Federal Government on behalf of the 

sector by Community Child Care. 

Development of a Community Services Directory. 

Develop a directory that is accessible by the 

general community that includes up to date 

information regarding the community 

services available in the municipality. 

Directory currently being tested internally prior to public 

launch. Databases currently being populated with 

relevant data. 



4 Community St rengthening, Social Inclusion and Mental Wellbei ng 

Goal 

• To p r ov ide le adership in f ac ilit at in g com m unit ies liv ing t o get her 

con st ructive ly, respectfully a n d sa f e ly r e su lt in g in h e a lt h y indiv iduals 

a nd gr o ups. 

• To prov ide le ader sh ip in f ac ilit a t in g e n vir o nm ents and pr o gr am s which 

sup port and enh anc e c om m u nit y we llb e in g. 

• To e nhance h ealt hy lifestyle behav iours a nd comm unit y c o n ne ct io ns 

through support, ed ucat io n an d the op port unit y f or part icipation for a ll 

m em bers of t he communit y. 

O B J E C T I V E S Scope the responsibility of Council in relation to the determinants of health 

Scope the responsibility of Council in relation to the determinants of health. 

Conduct an internal workshop about the 

social model of health. 

Not completed to date. 

Support initiatives that promote the mental health and wellbeing of the community. 

Support and deliver programs for young 

people with an emphasis on enhancing self 

worth and engaging in constructive 

activities. 

Engage with initiatives supported by 

regional mental health agencies. 

The Youth Strategy was officially launched in mid 2007. 

Implementation has begun including: employment of 

youth development officer; initiation of the Youth Can 

Van program; annual planning day; Post Office upgrade; 

and creation of youth activity programs in Leopold, Lara, 

Bellarine Peninsula and Whittington. 

The first edition of ‘The Piercing Truth’ quarterly 

magazine, which is produced by and for young people, 

was due for release in November 2007. 

The Clockwork Young People’s Health Service opened 

on 13 December 2007 after a $258,000 redevelopment 

allowing services from across the municipality to be 

delivered from one location. Services provided include 

medical, counselling and youth support services. 

Geelong’s Raphael Centre provides information and 

support to women and their families affected by antenatal 

and postnatal anxiety and depression. 

Maternal Child Health Centres engaged in data collection 

for local study in conjunction with Deakin University and 

Barwon Health’s Children and Adolescent Mental Health 

Service (CAMHS) into identifying incidence of infants at 

risk of developing mental health problems. Project 

scheduled to be conducted in 2008. 

Geelong Strategic Health Plan Status Report 2008 p12 


Proactively raise awareness of mental 

health and well being issues. 

The Beyond Maturity Blues peer education initiative was 

promoted via the Senior Citizen’s Reference Group. 

Routine assessment for post natal depression is carried 

out through Maternal Child Health Centre consultations 

with new parents. 

Provide and promote opportunities for participation in community life. 

Continue to support capacity building 

activities and work of the neighborhood 

Houses. 

Participate in the Neighborhood 

Renewal/Community Renewal Programs. 

Continue to provide and support a range of 

community arts, cultural and sporting 

events and engagements. 

Annual Community Development $10,000 grants being 

distributed. 

Support provided to the newly establishing Portarlington 

Neighbourhood House. 

A number of actions are currently being undertaken in 

the Neighbourhood Renewal Program in Corio/Norlane 

and the Community Renewal Program in Whittington. 

These include: 

• Redevelopment of Connections Park, Corio – 

including playground and path renewal, awaiting 

confirmation of State Government contribution to the 

project; 

• Planning and implementation for the Whittington 

Community Festival in 2008; 

• Community panel meeting monthly and organising a 

community workshop for Whittington residents; 

• FUNK young people’s committee meeting monthly 

and is currently reviewing membership with view to 

expansion. Youth Festival to be held in March 2008; 

• Scoping for the Norlane/Corio Neighbourhood 

Renewal Project actions for 2008/09 commenced in 

October 2007; 

• Successful application to the Victorian Local 

Government Association to receive support to trial a 

assessment of systemic barriers to local food 

security and ways of addressing these barriers; 

• Participation in Schools Regeneration Project 

through research and development groups; 

• Hosted Northern Suburbs 3214 Early Years Forum in 

conjunction with Neighbourhood Renewal as part of 

2007 Children’s Week. 

The City of Greater Geelong supports a number of 

community events, including: Central Geelong Farmers 

Market; Victorian Seniors Festival Geelong; All Abilities 

Festivals; Children’s Week; Pako Festa; Shoot Out! 

Short Film Competition; and the Corporate Cup. 



Build stronger healthier communities that reduce social isolation. 

Strengthen the role of volunteers through 

working with local volunteer networks. 

Promote the role of social networks within 

the community. 

Provide appropriate multipurpose social 

fabric facilitating broad social connection 

and community collaboration including 

children’s hubs, community centres, 

performing arts spaces, and neighborhood 

houses. 

Provide appropriate and timely community 

information that promotes accessibility to 

facilities, events and cultural festivals. 

Encourage participation in marginalised 

groups within the community. 

Provide an opportunity for thinking and 

learning about strategies to increase 

equitable access to disadvantaged and 

physically challenged groups through the 

development and upgrade of Council 

facilities. 

Ongoing activity through support and participation in the 

Geelong Volunteers Network. 

The Victorian Seniors Festival Geelong in October 2007 

attracted over 8000 attendances to a range of events 

and activities provided by local clubs and organisations. 

Implementation of Supported Playgroup Project to 

develop playgroup and parent support group activities 

for new parents from disadvantaged target groups. 

The City of Greater Geelong is assisting with the 

establishment of three Men’s Sheds, which encourage 

men who have retired or who are unable to work to 

gather in a welcoming environment and share skills and 

knowledge. The sheds are planned for Norlane, St 

Leonards and Whittington and additional funding is 

being sought through the Department of Planning and 

Community Development. 

A draft concept design for community infrastructure for 

Leopold was provided for public comment from October 

2007. 

Ongoing activity. 

Community Directory established in August, 2007 on 

Cityweb. Further information to be input over the next 

few months. Directory will be launched externally in first 

quarter of 2008. 

CAOS Information Service continually developing and 

increasing numbers of subscribers. This service is 

directed to the health, social, welfare and community 

development sectors of the Geelong Region. 

City of Greater Geelong has funded the development of 

Social Infrastructure Guidelines to be completed by June 

2008. This includes the work on walkability that is 

currently occurring in Leopold and on the Bellarine 

Peninsula. 

Increase community access to public health and wellbeing information about the services available in 

the City of Greater Geelong. 

Engage local media in the promotion and 

publicity of key public health and wellbeing 

events. 

There was broad promotion of community wellbeing 

events, including the Victorian Seniors Festival Geelong 

and the All Abilities Festival, Geelong Kids Tryathlon, 

World’s Greatest Pram Stroll, Playgroup in the Park. 

Sixteen newspaper articles published and one radio 

interview conducted in relation to Geelong Kids ‘Go for 

your life’ project activity promotions. 



Promote culturally and linguistically diverse 

information and services. 

Promote information on facilities available 

for the promotion of health in the 

community. 

National Relay Service is a phone service for people 

who are deaf or have a hearing or speech impairment. 

Council is supporting the ongoing roll out of a 

communications strategy regarding the service. 

Council also provides all staff with access to the 

Department of Immigration and Citizenship’s Translating 

and Interpreter Service (TIS). 

Ongoing activity. Information Directory will include 

information on facilities and Neighbourhood Houses. 

The Kids ‘Go for your life’ Project is assisting the local 

early childhood service setting to provide healthy 

environments for children and families. 



5 P h ysi cal Ac ti vity and He a lt h y Eat i ng 

Goal 

• To enhance healt hy lif e st yle be haviours, thr ough suppor t and 

o ppor t u n it ies f or pa rticip a tion in lif estyle educat io n pr ogr am s and 

leisu r e activit y o ptio ns for th e Ge e long com m un it y. 


To assist and encourage the community and business to make informed, nutritious choices. 

Implement early childhood nutrition 

programs. For example, Romp & Chomp, 

Smiles for Miles etc. 

Council received both the Victorian and National Local 

Government Awards from the Heart Foundation for 

‘Programs that Promote Healthy Weight’ with its Healthy 

Beginnings Strategy. 

Council’s City Learning and Care Centres accredited 

under the Start Right Eat Right Nutrition Guidelines. 

Council continues to be engaged in the implementation 

of program activities associated with projects focusing on 

healthy nutrition (Kids – ‘Go for your life’, Romp and 

Chomp and Smiles 4 Miles). 

Maternal & Child Health staff involved in recruiting 

parents to complete Romp & Chomp surveys as part of 

the project evaluation. 

Provision of training for allied health and early childhood 

service staff in related physical activity and healthy 

nutrition program initiatives. 

‘Filling the Gaps’ forum held in Geelong - long term, 

evidence based, sequential public health nutrition 

process aimed at understanding and positively 

influencing the eating patterns of families with young 

children aged 0 - 8 years of age. 

Healthy School Canteen forum conducted and school 

kits distributed to local primary schools. 

Local schools encouraged to join Nutrition Australia’s 

Healthy Eating Schools Program. 

Nutrition education and information routinely distributed 

to parents through Family Services programs. 

Geelong Kindergarten Association kindergartens 

adopting health, wellbeing and nutrition policies as 

prepared by Kids - ‘Go for your life’, Romp and Chomp 

and Smiles 4 Miles. 

Prep parent information sessions on healthy snacks and 

lunch box ideas presented by Kids – ‘Go for your life’ 

project worker. 

Launch of MEND (Mind, Exercise, Nutrition…Do It!) 

Program at Waterworld. 



Ensure Council Services operate in 

accordance with healthy nutrition policies. 

Continue to provide community education 

and promotion of the importance of healthy 

nutrition. 

Provide resources/ refer the community to 

professional dietary services. 

Promote food safety awareness and 

surveillance of food safety regulations and 

compliance. 

Encourage healthy eating options via 

Council facilities and services. For example 

provision of nutritious food choices at 

leisure and sporting facilities. 

Nine local childhood services were the first in Victoria to 

receive the Kids ‘Go for your life’ award. This award 

recognises each service’s commitment to healthy eating 

and physical activity. 

Council received both the Victorian and National Local 

Government Awards from the Heart Foundation for 

‘Programs that Promote Healthy Weight’ with its Healthy 

Beginnings Strategy. 

Council’s City Learning and Care Centres accredited 

under the ‘Start Right Eat Right’ nutrition guidelines. 

Work is commencing between the Kids ‘Go for your life’ 

project and Council’s Swim, Sport and Leisure Centres 

for recognition under State Award criteria and consistent 

promotion of key messages. 

City of Greater Geelong also works closely with its Food 

Services Provider to ensure that meals that are provided 

to older people in the community are nutritionally 

balanced and suitable for people with special dietary 

needs. 

The Kids - ‘Go for your life’ program, facilitated by City of 

Greater Geelong, is in its second year and is progressing 

as per the action plan. 

Nutrition education and information is routinely 

distributed to parents through Family Services programs. 

Newspaper articles and media releases associated with 

key health and nutrition messages from the Kids - ‘Go for 

your life’ project are also regularly disseminated. 

Distribution of resource kits to early childhood services 

and local primary schools as part of the Kids ‘Go for your 

life’ project. 

Distribution of resources to kindergartens and childcare 

centres through the Romp and Chomp project. 

Development of linkages with Nutrition Australia for the 

implementation of the Healthy Eating Schools initiative. 

The City of Greater Geelong promotes safe food 

practices to the community through registration of food 

establishments and food vehicles to ensure compliance, 

collection and testing of random food and water samples 

(193 tested to October 2007); supervision of temporary 

food premises (250 assessed in 2006/07) and also 

promotion of safe food practices to the food industry and 


Food safety guidelines are routinely implemented within 

Council’s child care centres and Food Services divisions, 

in accordance with policies and procedures. 

The Kids ‘Go for your life’ project is working with 

Council’s Swim Sport and Leisure centres to review 

existing snack and food services within Leisure Centres 

and to encourage compliance with key health and 

nutrition requirements. 



To continue to support initiatives that decrease harmful behaviours such as tobacco use and drug and 

alcohol misuse. 

Administer and enforce the Tobacco Act. 

Continue to promote smoke free in all 

Council facilities and/or lands. 

Raise awareness and minimise harm on 

the use of multiple prescription drugs. 

Encourage the responsible serving of 

alcohol in licensed premises. For example, 

the Good Sports program and licensing at 

The Arena. 

Educate and increase awareness on the 

harm and misuse of drugs and alcohol and 

endeavour to support harmful behaviour 

reduction initiatives. i.e. Party Safe, 

Maternal Child Health services, Looking 

After Your Mates and Somebody’s 

Daughter. 

Council is currently on schedule with the new 

requirements of the tobacco legislation. 

Information is routinely provided to new parents through 

Maternal & Child Health Centres on the risks to children 

of exposure to tobacco 

All Council facilities are smoke-free venues. 

Information routinely provided to new parents on the 

risks to children in relation to prescription and illicit drug 

use through Maternal & Child Health Centres and other 

family services. 

The SafeStart project conducts an annual poisons 

information campaign in conjunction with local 

pharmacies, including safe return on unwanted 

medicines. 

Implementation of Good Sports ongoing via Leisure 

Networks with a number of local clubs proceeding 

through the accreditation process in 2007. 

Revised Geelong Liquor Accord launched in November 

2007. The Accord has been in existence since 1991 and 

aims to bring together licensees to establish a set of 

operating guidelines, best-practice standards and 

address specific issues related to seriously intoxicated 

patrons, cheap drink promotions and security for 

patrons. This includes responsible service of alcohol 

measures. 

Working with Melbourne metropolitan Councils to 

improve local governments’ ability to have a greater 

influence over the number and location of packaged 

liquor outlets. Currently the Cities of Casey and Kingston 

are working on a data mapping project to create an 

evidence-base to make informed planning decisions 

regarding liquor licenses. 

Currently working on a City of Greater Geelong data 

source for alcohol and other drugs to be made available 

via the City of Greater Geelong website. The project is 

waiting for current data to be updated and seeking 

participation from other Local Government Associations 

in the region. 

The Geelong Drug Action Committee received $100,000 

funding from the State Government in June 2007 to 

implement a local drug and alcohol action plan for 

Geelong, Colac, the Surf Coast and surrounding areas. 

The project planning period is currently underway. 

Information is routinely provided to new parents through 

Maternal & Child Health Centres and other family 

services on the risks to children in relation to prescription 

and illicit drug use. 



Promote positive social engagement and 

community connection rather than negative 

imagery. 

Endeavour to reduce harmful behaviours 

that diminish the physical health / quality of 

lifestyle of the population. 

Maternal & Child Health services facilitate groups for first 

time parents that encourage and enhance social 

networking and support. 

Provide support to external organisations in the conduct 

of community education programs that have a focus on 

harm minimisation (eg Good Sports Program, Anex and 

Barwon Health). 

City of Greater Geelong’s ‘Healthy Beginnings’ Strategy 

and planning for the local drug and alcohol action plan 

are good examples of how Council is striving to meet 

this objective. 

To encourage participation in physical activity by people of all ages and abilities. 

Map Council’s physical activity and healthy 

nutrition programs, services and facilities by 

2007. Make this service map available via 

the council Website 

Conduct a forum to identify gaps and 

promote further collaboration across City of 

Greater Geelong in relation to physical 

activity and healthy eating. 

Promote the importance of play. Encourage 

participation in both structured and 

incidental recreation activities through 

provision of quality accessible infrastructure 

and relevant community activities. 

This action has been deferred due to realignment and 

resources. 

However, in children specific programs the City of 

Greater Geelong recently won the National Heart 

Foundation ‘Healthy Beginnings Strategy’ Award for its 

work in linking 11 Council projects focusing on 

promoting children’s physical activity and healthy 

nutrition. 

A Children’s Health Forum was conducted in June 

2007. 


playgroups, and has recently undertaken to extend the 

support to four programs in disadvantaged areas. The 

organisation is also involved in the Supported Playgroup 

Project, with targets met as per the 07/08 Action Plan. 

Council is also participating as a partner in the 

development of the Active Structured Play Project. 

There is routine distribution of information and 

resources to parents and other early childhood services 

on the importance of developmentally appropriate play 

for children. 

Kids –‘Go for your life’ has featured at many Council 

events promoting the importance of physical activity 

through interactive activities. 

Council also provides support for local toy libraries. 

A strategy outlining how the City of Greater Geelong will 

manage and locate playgrounds is due to be done in 

08/09, subject to funding. 

Council also conducts annual playground audits. 



Deliver activities and infrastructure that 

provide and promote safe, family, 

accessible and affordable participation 

opportunities and open space for all ages 

and abilities. 

Increase information and marketing of City 

of Greater Geelong participation 

opportunities and key venues such as Play 

Space & Rippleside Park, Corio Leisuretime 

Centre and Youth Activity Nodes. 

Continue to seek additional funding from all 

levels of government and relevant agencies 

/ corporations for community leisure 

projects. i.e. pedestrian/cycling paths, Rail 

Trails, etc. 


opportunities for safe and accessible fun in the City of 

Greater Geelong including: 

The All Abilities Festival; 

Children’s Week; 

Eastern Park Master Plan – currently in draft; 

World’s Greatest Pram Stroll - expansion to 2 sites 

this year; 

Over 80 Playgroups located throughout the 

municipality; 

Kids Tryathlon; 

Open Swim Classic event (including children’s 

events); 

Swim Scholarship Program; 

Active After School Program, through Best Start; 

Development of Cycle Strategy; 

Swim Sport and Leisure ‘Play it safe by the water’ 

day; 

Rosewall/Whittington Pram Strolls; 

Ride 2 School Hands Up Day (Nov 07) with 

participation by 9 local schools and 1,186 children; 

Ride to Work Day; and 

Victorian Seniors Festival Geelong. 

Leisuretime Sports Expo 

Two designated ‘Play day in the park’ events 

Funding sought for the following: 

 

 

 

Local Area Access Planning for the implementation 

of the Leopold Strategic Footpath design 

(unsuccessful) 

MAV/COTA project investigating design treatments 

for walkable coastal communities (successful) 

Advocacy to Victorian State Government in relation 

sustainable funding for key children’s health 

projects and leisure activities. 

The City has also undertaken a significant amount of 

planning around community leisure projects including 

the draft Eastern Park Master Plan; Stead Park Master 

Plan; Elderslie Master Plan; Aldershot Reserve Master 

Plan and the Bellarine Rail Trail Redevelopment. 



To ensure events promote physical activity 

and healthy eating (act as a health 

promotion tool) and captivate the community 

to increase well-being initiatives. 

Promote infrastructure design to 

accommodate best practise for physical 

activity and healthy eating. Utilise the 

‘Healthy by Design’ guidelines and open up 

all facilities to an increased diversity of 

programs For example warm water pools, 

accessible venues, family change facilities, 

multi-purpose community facilities. 

Events promoting wellbeing include: 

All Abilities Festival 

Children’s Week 

World’s Greatest Pram Stroll 

Playgroup in the Park 

Kids Tryathlon 

Open Swim Classic event (including children’s 

events) 

Walk to School Day 

Ride 2 School Day 

Works on Bellarine Aquatic Centre in Ocean Grove are 

due to begin early in 2008. The pool will feature an eight 

lane 25 metre pool, a program pool, water play, outdoor 

recreation space, space for warm water exercise and 

disabled/family change spaces. 

Work is also currently underway on the new Leisurelink 

gym and aquatic centre in Waurn Ponds. Features 

include an eight lane 50 metre competition standard 

swimming pool, water slides and adventure play areas, 

a learn to swim pool, a hydro pool with ramp access, 

multipurpose rooms and gym facilities. 

To support initiatives that reduce obesity and overweight populations. 

Continue education on reducing obesity 

and continue to support initiatives targeting 

the overweight population. 

Implement Kids ‘Go for your life’ project and 

continue to support other relevant local 

project initiatives. 

Presentation provided to G21 Health Pillar group on 

local children’s health issues and outcomes from 

children’s health forum. 

Distribution of implementation kits to local schools and 

early childhood services to facilitate implementation of 

Kids ‘Go for your life’ project. 

Media promotion of key Kids ‘Go for your life’ messages 

about physical activity and healthy nutrition. 

Nine local childhood services were the first in Victoria to 

receive the Kids ‘Go for your life’ award, This award 

recognises each services’ commitment to healthy eating 

and physical activity. 

A Kids ‘Go for your life’ Primary Schools forum was held 

in 2007 and 55 teachers were involved. 

Kids ‘Go for your life’ presented at the Geelong 

Kindergarten Conference, with 60 kindergarten directors 

in attendance. 

There is a regular local Kids ‘Go for your life’ newsletter 

forwarded to all primary schools. 

A total of 115 local early childhood services are currently 

signed up as Kids ‘Go for your life’ members. 

Lee Troop signed as local ambassador for the (Geelong) 

Kids ‘Go for your life’ project. 



Develop partnerships with other agencies 

to address relevant local issues. 

s to remain physically active as long as possible. 

The City of Greater Geelong chairs a coordinated 

practitioners group for the promotion of healthy eating 

and physical activity for children. 

A National Heart Foundation Award for the ‘Healthy 

Beginnings Strategy’ lists 11 projects encompassing 

partnerships with 189 partners, community agencies and 

funding bodies. 

Encourage older residents to remain physically active as long as possible. 

Promote health benefits of physical activity 

and healthy eating to service clubs / groups 

and the older aged network. For example 

Seniors Membership. 

Support increased integration and initiatives 

improving quality of lifestyle for older adults. 

For example GP program, No Falls and 

Grey Power. 

No Falls and Fitness sessions are ongoing as part of a 

community partnership initiative. 

Promotion of an Active Adult Membership at Swim, Sport 

and Leisure has seen membership numbers increase 

from 57 people in July 2006 to 705 in November 2007. 

This is occurring in partnership with the Geelong Division 

of GPs through the Active Script program. 

The Victorian Seniors Festival Geelong also provides a 

number of opportunities for older people to get involved 

in physical activity. 

The City of Greater Geelong is also working with the 

Council on the Ageing, which has been funded by 

VicHealth to look at increasing opportunities for older 

adults to participate in sporting clubs in the region. 

City of Greater Geelong has formed a number of 

partnerships with other agencies including the Geelong 

Division of General Practice, Barwon Health, the Senior 

Citizens Clubs and others to further this objective. 

To improve the physical health and well-being developmental outcomes for children. 

Implement relevant recommendations and 

strategies contained within Council’s 

Municipal Early Years Plan: Creating 

Communities for Children 

Ensure Council’s Early Childhood services 

operate within relevant physical activity and 

nutrition policies. 

All recommendations contained with the Municipal Early 

Years Plan section five, ‘Encouraging Children’s 

Physical Activity, are currently being implemented. 

The Kids ‘Go for your life’ project is working with the 

Geelong Kindergarten Association to develop 

appropriate nutrition and physical activity policies for all 

affiliated kindergartens. This consolidates and builds on 

work undertaken as part of the Romp & Chomp Project 

in Councils Centre based long day care centres, family 

day care and local preschools. 

All council childcare facilities are accredited by the Start 

Right Eat Right program and have received the State 

Kids ‘Go for your life’ Award. 



Continue to support specific children’s 

physical activity projects; i.e. Learn to Swim 

Programs, Walking School Bus, Before/After 

School and Holiday Programs, Child, Family 

& Youth Events. 

Establish project partnerships with other 

agencies to develop and implement relevant 

strategies and project activities. 

Examine the development of a Municipal 

Play Policy. 

Ongoing. 

Maternal & Child health staff involved with Deakin 

University as part of the Romp & Chomp Project to 

develop tips sheets for parents on developmentally 

appropriate physical activities for infants and toddlers. 

There are now nine Walking School Buses operating. A 

new TravelSmart project commenced in early 2007 with 

six primary schools involved who actively promote Walk 

and Ride to School days, with good participation. 

Kids ‘Go for your life’ have developed partnerships with 

115 early childhood services as members of Kids ‘Go 

for your life’ project. 

A total of 189 community agencies and funding bodies 

are listed as partners within the ‘Healthy Beginnings 

Strategy’. 

The Best Start Active After Schools Program provides 

an accessible, supported and sustainable 

sports/activities program for children from seven primary 

schools in the northern suburbs. The program has 

developed in partnership with Neighbourhood Renewal, 

Leisure Networks and local sporting clubs. 

The inaugural Geelong Kids TRYathlon was held in 

February 2007 at Geelong’s Eastern Beach. The event 

was held in conjunction with City of Greater Geelong, 

Sanitarium and Kids ‘Go for your life’. Nine hundred 

children aged between 7 to 15 years participated. 

Inter departmental meeting held between relevant 

Council officers to target development of play policy and 

playground safety audit for commencement in 2008. 

Play policy development included in Structured Active 

Play Project Action Plan. 



6 Healthy Transport 

Goal 

• To suppor t endeavo ur s that cr eat e a s af er tr a ns por t e n vironm ent and 

cr eat e oppor t u n it ies f or active par t icip at io n in transport opt io ns. 


Improve road safety, access and infrastructure. 

Review the Geelong Road Safety Strategy 

in line with the pending 2007 State 

Government Road Safety report. 

Identify land use needs and requirements 

through planning process. eg. Armstrong 

Creek planning for future development and 

preparation of structure plans in general. 

Plan and provide sufficient and 

appropriately located car parks. Developer 

Contribution Plan to be prepared for Central 

Geelong and consideration of Developer 

Contribution Plans for outer areas. 

Investigate/seek funding to upgrade level 

crossings which have accident records. 

Actively promote educational programs 

which improve road safety and support the 

City’s campaign to reduce crashes by 20 

per cent by 2007, including: 

o 

o 

o 

o 

Fit to Drive – Young Driver 

Program; 

Walking School Bus; 

Speed Observation Trailer; and 

“50” In My Street” wheelie bin 

stickers. 

On hold until the State Government completes their 

‘Arrive Alive’ Strategy in lieu of possible targets likely to 

be set. Anticipate State Government plan would be 

completed by December 2007 – anticipated delivery 

date for Geelong Road Safety Strategy likely to be 

approximately June 2008. 

Road safety and access taken into consideration in the 

structure plans passed by Council including 

Portarlington, Barwon Heads and the Jetty Road Urban 

Growth Plan. 

A Rural Policy is also currently being drafted by 

Planning Strategy. 

Implementation of the Central Geelong Parking Strategy 

is nearing completion. 

A Parking Precinct Plan was presented to Council on 10 

July 2007 and is to be included in the Greater Geelong 

Parking scheme to create certainty around Developer 

Contributions for parking in Central Geelong and more 

particularly the Western Wedge. 

The State Government announced on 25 June 2007 

that every railway crossing on a highway in regional 

Victoria will have flashing early warning signs as part of 

a $33.2 million package to improve safety at level 

crossings. 

Fit to Drive, ‘”50” in my street’ and the speed 

observation trailer are ongoing programs. 

There are now nine Walking School Buses operating 

with 70 volunteers and 190 children participating. The 

Walking School Bus funding ceases in June 2008 and 

steps are being taken to investigate other ways of 

encouraging active transport at school. 

A new TravelSmart project commenced early in 2007 

with six Bellarine Primary Schools. The schools actively 

promote walking and riding to school with good 

participation. The project is due to conclude in June 

2008, by which time all schools will have developed a 

School Travel Plan to keep up the momentum. 

The ‘Looking after our mates’ drink driving education 

sessions are also currently underway in schools. 



Provide integrated and comprehensive public transport to enhance community usage. 

Plan, advocate and assist in facilitating an 

effective coverage of public transport over 

the municipality and in particular the 

Bellarine Peninsula. 

Use recommendations from the Bellarine 

Strategic Plan and the G21 Transport 

Strategy to drive change for effective 

coverage of public transport across the 

municipality, in particular the Bellarine 

Peninsula. 

Engage Rural Access Workers and the 

Disability Advisory Committee to assist 

people with a disability to access public 

transport. Continue work with Street 

Access Committee. 

Provide programs to encourage community 

use of public transport. Provision of circuit 

bus during summer in Central Geelong, as 

well as bus in Ocean Grove / Barwon 

Heads. 

Continued provision of community bus for 

use by community groups. 

A three year project position, funded by the Department 

of Victorian Communities, has been created to 

investigate transport disadvantage on the Bellarine 

Peninsula. This position will work with a number of 

existing advisory committees, including the Portarlington 

Transport Group, to review what is currently available 

and seek to address obvious gaps in transport 

availability. A person has been appointed to this position 

and will start in January 2008. 

G21 is currently awaiting Ministerial approval on the 

G21 Public Transport Strategy 2006, which was 

formulated with the Department of Infrastructure so that 

it can publicly release the document and undertake 

implementation. 

City of Greater Geelong have been represented on a 

steering committee for the Geelong Bus Network 

Review and Central Geelong Bus Modelling Project led 

by Department of Infrastructure and due for completion 

in early 2008. 

Council is also currently undertaking a Travel Smart 

project on the Bellarine Peninsula (funded until June 

2008) to look at active transport for schools. 

Additionally, implementation of the Walking School Bus 

program is ongoing until June 2008. 

As above. 

Ongoing. 

The Central Geelong circuit bus timetable runs during 

the summer months. The Ocean Grove/Barwon Heads 

bus circuit operates from late December to late January. 

To ease the parking burden on the city, in lieu of recent 

car park closures caused by construction, Central 

Geelong Marketing has also trialled and implemented a 

Park and Ride Service from Eastern Park (upper 

Hearne Parade) and Belmont (city end of High Street). 

Ongoing. 



Ensure all land use planning activities focus 

on public transport access by the 

community. Planning work on Armstrong 

Creek area and Western Wedge currently 

underway. 

This is one of the projects listed in the G21 Strategic 

Plan which was launched in September 2007 (2.3.8 

Public Transport Corridor Land Allocation and Initiative 

Program). The intent is to secure and protect the 

options for future public transport corridors to major 

growth nodes within City of Greater Geelong and 

neighbouring regions. 

Public transport is already a key consideration in the 

implementation of the Armstrong Creek and Western 

Wedge precincts. 

Foster partnerships to ensure better healthy transport outcomes. 

Maintain and develop partnerships with 

stakeholders with an interest in road safety 

eg. Police, Community, Vic Roads, Geelong 

Road Safety Council and Barwon Region 

Bicycle Council. 

Maintain and develop partnerships with 

infrastructure funders and providers eg. Vic 

Roads, Department of Infrastructure, State 

Government. Regular meetings with 

funding agency, Vic Roads and 

representation on the G21 Transport Group. 

Ongoing. 

Ongoing. 

Increase participation in active transport. 

Continue to foster positive community 

attitudes towards active transport modes 

eg. Walk to school program, cycling to 

work. 

There are a number of projects and strategies in the City 

of Greater Geelong aiming to foster positive attitudes to 

active transport, including: 

- Leopold Strategic Footpath; 

- MAV/COTA Footpath Project on the Bellarine; 

- Cycle Strategy; 

- Walking School Bus; 

- Travel Smart on the Bellarine; 

- Walking More Walking Safely; 

- Kids ‘Go for your life’ Project; 

- Ride and Walk to School Day promotions. 



Develop infrastructure which facilitates 

cycling and walking eg. Provision of 

walking/cycle paths and footpaths. 

Foster the outcomes of the Walking More – 

Walking Safely Final report 2004. 

Planning now and for the future, to 

encourage positive attitude to active 

transport. New cycle strategy for City of 

Greater Geelong 06/07. Implement City of 

Greater Geelong walking study. Review 

Planning Scheme (currently underway) to 

ensure high level policy focussed on active 

transport. Planning for both on and off road 

cycling. 

Council to set an example regarding 

encouragement of active transport. Staff 

programs which include 10,000 steps 

program, ride and walk to work day. 

The Leopold Strategic Footpath project is designed to 

encourage people to walk more in their local 

communities through the provision of safe and 

appropriate infrastructure. To assist with the 

development of recommendations, a Health Impact 

Assessment process was undertaken, with support from 

Monash University and the Department of Human 

Services. After a period of development and public 

consultation, the plan will be put forward for 

consideration as part of the 2008/09 Council budget 

process. 

The draft City of Greater Geelong Cycle Strategy was 

also open for public comment until December 2007. 

Actions ongoing in relation to development of Leopold 

Strategic Footpath, Walking School Bus, Travel Smart 

and MAV/COTA Footpath Project on the Bellarine. 

The City of Greater Geelong Cycle Strategy has been 

developed to provide Council with guidance on 

expanding Geelong’s on and off road cycle network, 

improving bicycle facilities, enhancing cyclist education 

and delivering promotions that encourage people to 

cycle as a means of transport, recreation and sport. The 

draft strategy was open for public comment until 12 

December. 

The Municipal Strategic Statement has been reviewed to 

incorporate a number of Council strategies, including 

those around active transport. The amendment was 

open for public consultation until 13 December 2007. 

Council provides support to a number of initiatives 

designed to get staff more active including: 

- Ride to Work Day; 

- CoGG Bicycle Users Group; 

- Seemore Challenge. 






2. VICTORIAN SENIORS FESTIVAL GEELONG EVALUATION REPORT 

Portfolio: 

Source: 




- Cr Brazier 

Community Services/Aged and Disability Services 


Subject: Events: Victorian Senior Festival 

Summary 

• The Victorian Senior Festival Geelong is the largest regional seniors’ festival in 

Victoria and in 2007 attracted attendances of approximately 8100 people. 

• This result was achieved at a net cost to Council of $9000. 

• The Festival is a community driven event and is an excellent example of what can 

be achieved when Council works in partnership with the community. 

• There were 72 events listed in the program. 

• Fifty five community groups and individuals shared the funding pool of $20,000 in 

order to deliver their events. 

Cr Brazier moved, Cr Abley seconded - 

That Council note the successes of the Victorian Seniors Festival Geelong in 

2007 and continue to provide support for the Festival in the future. 

Carried. 

Report 

Background 

The Victorian Seniors Festival Geelong is the largest seniors’ festival in Victoria and is 

staged throughout the entire month of October as there are too many events to fit 

within the statewide festival timeline of one week. 

The Festival generates significant good will and is truly unique in that it is a community 

driven event. While Council provides funding and marketing support, all of the events 

that make up the program of events are developed and delivered by the community for 


Over four hundred volunteers were involved in delivering the 72 events and special 

offers listed in the 2007 program of events. 

Examples of staged events include: 

• Performances by the Melbourne Welsh Male Voice Choir (1500 attended); 

• Geelong Senior Citizens’ Super Vet Cycling Handicap; 

• Get Started on your Life Story or Family History; 

• Introduction to Volunteering – Information Session.





(CONT’D) 

The breakdown of Victorian Seniors Festival Geelong events according to the Ward in 

which they were held is listed below: 

Ward Number of 

events 

Approx. 

attendances 

Grant monies 

allocated 

Austin* 17 3679 $2,893 

Beangala 2 245 $800 

Brownbill 13 907 $4,100 

Buckley 1 40 $400 

Cheetham 3 168 $1,200 

Corio 1 96 $400 

Coryule 3 430 $800 

Cowie 3 237 $1,200 

Deakin 2 210 $800 

Kardinia 7 745 $2,585 

Kildare 7 843 $2,780 

Windermere 3 135 $1,180 

Multiple/other** 7 422 $1,350 

TOTAL 69 8157 $20,488 

* While $2893.00 was allocated in grants for Austin, the Concert of the Decade VI made a profit of $1000, 

offsetting this cost. 

** Multiple/other involves events that occurred at multiple sites, competitions and events organised by 

Geelong clubs in locations outside the municipality. 

Discussion 

A survey of Festival participants was conducted in 2007. Of the 285 respondents: 

• 77 per cent attended two or more events throughout the month, with 20 per cent 

attending between 4-5 events; 

• 83 per cent of respondents were aged between 60 and 84 years of age; 

• 10 per cent of respondents spent nothing on events during the month making it an 

accessible event for people on fixed and low incomes (80 per cent spent less than 

$50); 

• 92 per cent of respondents rated the Festival as ‘Good’ or ‘Very Good’; 

• 95 per cent of respondents said they would attend the festival in future years (the 

remainder of respondents were either ‘unsure’ or provided ‘no response’). 

These results demonstrate the unique role the Festival has in the community and the 

widespread support it receives. 


The budget for the event, including marketing and grants allocation, is $32 000. 

However, income from the opening event (Concert of the Decade VI) and State 

Government grants reduce the cost of the event to Council to $9 000.





(CONT’D) 


Nil. 


Nil. 


The Victorian Seniors Festival is a unique capacity building event for the community 

aged 60 years and over and therefore warrants ongoing support from the City of 

Greater Geelong. 


Nil. 

Communication 

The budget for promoting the Victorian Seniors Festival Geelong is limited and 

therefore the majority of promotion occurs via the program booklet (distribution 10,000). 

Additional promotion occurs through community newsletters, event posters, local 

newspapers and billboards/flags.




3. VLGA SUGGESTED MOTION SUPPORTING THE LOCAL GOVERNMENT 

STATEMENT ON CHILDCARE 

Portfolio: 

Source: 




- Cr Brazier 

Community Services - Family Services 


Customer: Victorian Local Government Association 

Summary 

• The VLGA has written to Councillors seeking the adoption of a motion which 

supports the VLGA’s “Local Government Statement on Childcare”. 

• The VLGA “Local Government Statement on Childcare” supports the role of Local 

Government in the child care service system, and also the provision of “not for 

profit” childcare. The Statement was drafted following a well attended child care 

forum and consultation process. 

• The indication of support for the “Statement” by Councils will then be utilised by the 

VLGA to lobby State and Federal Governments for changes to the childcare 

service system. 

* Cr Farrell declared an interest only in this item in that she consults (in a paid capacity) to 

the VLGA on matters of finance. 

Cr Brazier moved, Cr Mitchell seconded - 

That: 

1) Council support the VLGA “Local Government Statement on Childcare”. 

2) the VLGA be advised that Council supports some aspects of the Statement 

being varied in accordance with comments detailed in the Report. 

Carried. 

Report 

Background 

The Department of Human Services has been conducting a review of the Child Care 

Regulations. As a result of the issues raised by the review, Community Child Care (the 

peak body for “not for profit” child care services), the Australian Services Union and the 

Liquor, Hospitality and Miscellaneous Workers Union approached the Victorian Local 

Governance Association (VLGA) for support to lobby governments for improvements to 

Australia’s child care service system. 

A well attended forum organised by the VLGA resulted in a “Local Government 

Statement on Child Care” which is reproduced below. The VLGA is now seeking a 

resolution from Council supporting the Statement. If the Statement is adopted by 

Council, the City of Greater Geelong will be added to the list of other councils which 

have supported the Statement. The VLGA will then lobby the State and Federal 

Governments for changes to the child care service system.






Discussion 

The VLGA background statement to the “Local Government Statement on Childcare” 

supporting the suggested motion is reproduced (with some minor wording 

amendments) below. 

“In Australia, we have moved from a system where not-for-profit childcare services 

received capital funding and sustainability funding from the Federal Government (until 

1998) to a more indirect means of funding the system through direct payments to 

parents (often called a ‘market approach’). Since then, the Child Care Benefit (as the 

remaining form of subsidy from the Federal Government) has been paid to parents to 

off-set fees. In more recent times the Federal Government has introduced a system of 

tax rebates in addition to the Child Care Benefit. These financial support mechanisms 

bear no relationship to actual childcare costs, leaving many child care centres having to 

increase fees and/or reduce quality of service. 

We are now seeing the implications of that policy shift on the quality, affordability and 

accessibility of services. Quality is undermined when we see professionals employed in 

the childcare sector receive lower wages, less professional status and poorer working 

conditions than their counterparts in the pre-school and primary school sectors. As a 

result of low wages and poor conditions fewer people are seeking a career childcare, 

leading to the increasing employment of less qualified staff to positions of 

responsibility. 

Several Government reports have acknowledged that this trend poses a threat to the 

quality and viability of childcare services in Australia (Watson, 2006). Poor staff 

retention rates (reported nationally at 25% after three years) and an inability to attract 

new people to the profession, results in a lack of qualified staff, further undermining the 

growth of long-day care places (Department of Human Services: 2006). 

Over the past thirty years, there has been a well documented marked increase in 

demand for childcare services. This has occurred as a result of significant labor market 

and demographic changes including increased workforce participation of women, as 

well as changing family structures. Childcare is increasingly seen as critical to allowing 

men and women to balance paid work with their family responsibilities. Despite this, 

there is increasing evidence that this demand is not being met, and that quality, 

accessible and affordable childcare services are being undermined by prohibitive costs, 

as well as a lack of planning and co-ordination of services. For each of the last four 

years, out of pocket childcare costs have increased by more then 12% per year, and 

this is unlikely to decrease despite the fact that the proportion of families with children 

under twelve who now purchase formal childcare each week has risen by over 65% 

since 1996”. 

The full text of the Statement is printed below. There are some aspects of the 

Statement for which support is qualified in accordance with the comments in the 

paragraphs following the Statement. These qualifications result from local experience 

and knowledge of the practical operation of the child care service system by Council 

staff. 

“The Council of the City of Greater Geelong notes the importance of child care and the 

benefits it provides including community strengthening, community wellbeing, as well 

as social and economic sustainability.



SECTION B - REPORTS Page 12 



Local governments are well placed to play a role in the direct provision of early 

childhood services because of the capacity of local governments to: 

• Respond to local needs; 

• Address planning implications through local plans; 

• Provide effective networking and professional development for staff and 

parents; 

• Effectively integrate the range of family services offered; 

• Deliver excellent and highly appraised early learning education and care 

services; 

• Attract experienced and skilled employees in family services; 

• Deliver affordable services; 

• Advocate to other levels of government. 

We therefore support the following range of recommendations that seek to improve the 

quality, affordability and accessibility of childcare. 

1. Response to the State Government’s Children’s Services Regulations 

Review and the provision of quality child care services 

a) Improve Staff to Child Ratios for centre-based services (particularly for 

babies) 

b) Maximum Group / Room Size to ensure that noise levels are controlled and 

the dynamics of the environments in which children spend their time 

c 

Raise the Level of Qualifications Required 

• Minimum Certificate III in Children’s Services for all staff (Certificate III 

should be regarded as a minimum training requirement, not as a 

qualification) 

• At least one staff member with a 3-year degree in early (LDC) / middle 

childhood (OSHC) in every service, and 

• Every group of children should have at least one fully qualified staff 

member included in the care givers (Diploma level or higher) 

• Increased opportunities and support for degree studies in recognition of the 

continuum of learning and the integration of kindergarten and child care 

services 

d) Appropriate Programming to ensure that all children have access to a 

program which is developmentally and culturally appropriate and adequate 

planning time 

e) Phase-in of all New Regulations to allow time for services to adapt to the 

requirements of the new Children’s Services Regulations, with funding for 

• training or any required building renovations in not-for-profit community 

owned services. 

• Maintaining high standards for accreditation. The Childcare Quality 

Accreditation System, which is currently under review, needs to be 

focused on quality and continuous improvement, not just meeting 

minimum standards. Simply by having ‘Quality’ inserted in the system 

name will not achieve this on its own 

• Operational funding for not-for-profit sector to meet standards of best 

practice including exemplary staff conditions, wages and skill recognition 

to ensure staff retention






2. Affordability 

• Increased opportunities for workforce skill development by way of further 

study to complete appropriate degrees and diplomas 

• A partnership approach led by Federal Government and involving State 

and Local governments to ensure an increase in the number of child care 

places at community-owned and managed services 

• Capital funding grants to local government and other not-for-profit child 

care centres to upgrade not-for-profit services to ensure they can continue 

to operate safely and provide high quality care 

• Investment in innovative not-for-profit community owned services to meet 

the needs all children in all communities particularly indigenous, rural and 

CALD. 

• The exemption of childcare from National Competition Policy and the 

application of competitive neutrality. 

3. Areas of Need 

a) The Federal Government must recognise the shortcomings of the ‘market’ 

approach to funding childcare 

b) Extra funding should therefore be targeted at not-for-profit services in local 

communities experiencing unmet demand (especially those in high growth 

corridors, and in areas where land costs are prohibitive) and in areas of low 

socio economic need. This funding should also target: 

 

 

 

Under three year olds 

Children with additional needs 

Occasional care 

c) Development of a State Government regulated waiting list system that is 

managed by Local Government and meets the needs of data collection and 

accessibility to quality child care. 

4. Sustainability and Collaboration 

a) Information sharing about the diversity roles Local Governments can and are 

playing. 

b) Data collecting and sharing (including a universal waiting list) to support 

planning as well as advocacy for further funding from State and Federal 

Governments 

c) The formation of a Local Government and Community Childcare Alliance that; 

• Acknowledges the complexity of individual needs and contexts in Local 

Governments, and partnerships that could be developed to expand the not-forprofit 

community sector 

• Seeks to broker common areas of agreement rather than focus on 

disagreement 

• Asserts the importance of Municipal Early Years Plans in policy development 

• Has early input into the role of Local Government in the roll-out of integrated 

service delivery in co-located child and family services hubs”.






Comments and qualifications to aspects of the Statement 

1a) Improving staff to child ratios; 

Victoria has the highest ratio of child care staff members to babies in Australia at 1 

to 5, whilst other Australian states believe that babies should receive a higher level 

of care and have a ratio of 1 to 4. Any decrease in ratios in Victoria will increase 

costs for families, however the support for increasing the quality of care is almost 

universal across the industry. 

1b) Maximum group/room size 

Some child care centres are now being built with large rooms which can contain 

large numbers of children (40 or more) and the quality of the environment for the 

children deteriorates as a result. Council does not currently have such large 

rooms at any of its centres. 

1c) Raising the level of qualifications. 

A minimum qualification of Certificate 3 for entry to the industry would currently 

exclude many people with other excellent qualifications and life experience (such 

as Division 2 nurses) from becoming child care workers. New staff members could 

be supported to achieve Certificate 3 within a defined period. The objective of a 3 

Year degree qualified person in every service is supported over the longer term. 

1d) Appropriate programming 

All Council Child care services currently provide very high levels of programming to 

provide the very best of care for children. 

1e) Phase-in of all New Regulations 

An adequate period to allow for the impact of new regulations is fully supported. 

2. Affordability 

Significant costs are incurred by Council in complying with National Competition 

Policy. The “not for profit” sector of the child care industry believes that the 

provision of an important service like caring for children whilst parent’s work or 

study, should not be subject to national competition rules. 

3. Areas of Need 

The provision of a waiting list program should only be implemented if inclusion of 

private sector centres and information is mandatory. 

4. Sustainability and Collaboration 

A Local Government and Community Childcare Alliance already exists in the form 

of a Memorandum of Understanding between the M.A.V. and Community Child 

Care, and this arrangement could be recognised as an appropriate alliance.







There are no direct financial implications for Council as a result of this report. 


The adoption of the recommended motion supports Council’s existing Children’s 

Services Policy. This existing policy supports the provision of a mixed economy of 

children’s services, including those provided by Council, other levels of government, 

community and commercial providers. 


There are no risks associated with this report. 


The provision of strong and effective support to children and families in the early years 

of children’s development and family formation is widely recognised as having 

significant positive benefits and implications for children, families, and the community. 

Evidence clearly indicates that preventative support and intervention in the early stages 

of child development and family formation can significantly reduce the incidence of 

more complex problems arising in the later stages of children’s lives. The provision of 

effective support to families with young children inevitably has broader social benefits 

in contributing to strengthening the capacity of local communities. 

Any additional improvement to the quality of child care being provided will be welcomed 

by parents and the community. 


There are no environmental implications associated with this report. 

Communication 

The VLGA will be advised of Council’s decision on this matter.




4. WINTER RESERVE SPORTS LIGHTS 

Portfolio: 

Sport & Recreation - Cr Mitchell 

Source: 

Community Infrastructure & Recreation - Capital 

Projects 

General Manager: Dean Frost 

Index Reference: Property: ID# 231125 

Summary 

• Winter Reserve is currently well utilised for Australian Rules football and cricket. 

There are two sporting ovals on this reserve as well as cricket practice areas. 

• The current sports lights used for training (mainly football) are sub-standard for 

their intended use. A recent condition assessment of the five timber poles currently 

in place necessitates removal of one pole and temporary staking of another. 

• The Belmont Lions Sports Club based at Winters Reserve has requested Council 

consider upgrading the lighting at this well used reserve. 

• Preliminary designs and estimated costs have been prepared for a number of 

lighting options. The preferred option is to light Oval 2 to relevant Australian 

Standards for training purposes, and light Oval 1 as close as possible to the 

relevant standards. It is unlikely Oval 1 can be fully lit to relevant Australian 

Standards based on light spillage restrictions to adjacent residential properties. 

• Total estimated cost of preferred option is $240,000. 

• Proposed cost can be funded by savings from existing projects (Winter Reserve 

Change Room Upgrade and South Barwon Community Centre) and the deferral of 

an allocation for the Barwon River Land Use & Open Space Corridor Plan. 

Cr Mitchell moved, Cr Harwood seconded - 

That Council approve: 

1) construction of training standard sports lights at Winter Reserve at an 

estimated cost of $240,000; 

2) re-allocation of estimated $100,000 savings from C08548 (Winter Reserve 

Change Room Upgrade), $40,000 from C07506 (South Barwon Community 

Centre) and the re-direction of an allocation of $100,000 budget from C08585 

(Barwon River Land Use and Open Space Corridor Plan) to fund sports lights 

works at Winter Reserve. 

Carried. 

Report 

Background 

Lights at Winter Reserve do not meet current Australian Standards for training. Further, 

a recent condition assessment of the timber poles had identified the need to remove 

one pole and temporarily stake another pole for safety reasons. 

Belmont Lions Sports Club has requested Council consider upgrading the sports lights 

at Winter Reserve for training purposes.




4. WINTER RESERVE SPORTS LIGHTS (CONT’D) 

A preliminary design has been prepared to evaluate the possibility of lighting the two 

ovals at the reserve. 

This report discusses the outcome of design work carried out to date, recommends a 

preferred option and provides funding options. 

Discussion 

Winter Reserve currently has five (5) timber light poles lighting oval 1 (upper oval). Of 

these two (2) do not work due to difficulty in replacing globes (club responsibility) given 

their height and pole proximity to a steep embankment. The Belmont Lions Football 

Club are reluctant to allow heavy vehicles such as a portable crane on the playing 

surface due to the potential damage it could cause hence maintenance of the existing 

light fittings is problematic. 

A recent condition assessment including sub terrain coring of the timber poles has 

determined that one pole needs to be removed and one is suitable for temporary 

staking. The remaining poles are in a satisfactory condition. 

The current lighting system does not meet required standards for training purposes and 

the removal of at least one pole will further deteriorate the light available. 

The Belmont Lions Sports Club approached Council recently to consider upgrading the 

lighting system at Winter Reserve. Their preference was for both ovals to be lit given 

the large number of teams using the reserve. In addition it will provide the club with 

flexibility to rotate use of ovals for training limiting wear and tear, an important 

consideration given the current drought conditions. 

Lighting designs were developed and three options costed, namely: 

• Option 1 – Oval 2 (lower) fully lit to required training standard and Oval 1 (upper) lit 

to as close as possible to required standard. Completed designs indicate that it is 

unlikely Oval 1 can be lit to required standards for training given the restrictions 

relating to spillage of light to adjacent residential properties. Four masts will light 

the boundary to the minimum horizontal light level of 50 lux at 1m above the playing 

surface, the light levels fall to 30 lux in the centre of the field. The current system is 

only capable of lighting the centre of the oval to 16 lux. Total estimated cost for 

Option 1 is $240,000. 

• Option 2 - Oval 2 (lower) lighting to 50lux training standard and 50% of Oval 1, the 

western side lit to required training standard utilising two poles shining away from 

the adjacent residential properties. Total estimated cost for Option 2 is $200,000. 

• Option 3 – Oval 2 (lower) only fully lit to required training standard. This option, as 

do the first two, includes the removal of existing substandard lighting infrastructure. 

Total estimated cost for Option 3 is $105,000. 

Options 1 & 2 discussed above require a power supply upgrade which is included in 

the estimates. The proposed power upgrade allows for future growth (e.g. netball 

change pavilion). 

Option 1 best meets the needs of the club and is considered the preferred option.






The 2007/08 capital works budget includes an upgrade to the change room facilities at 

Winter Reserve (C08548) with a budget of $250,000. Construction is currently 50% 

complete and it is estimated the works will be completed at a total cost of $150,000, a 

saving of $100,000. It is recommended this saving partially fund the proposed lighting 

works. 

South Barwon Community Centre works have reached practical completion. Only minor 

works to be completed. It is estimated that there will be $43,000 saving compared to 

budget. It is recommended that $40,000 of this saving partially fund the proposed 

lighting works. 

Another project included in the 2007/08 budget is the Barwon River Land Use and 

Open Space Corridor Plan (C08585) with a budget of $100,000. This funding is 

Council’s proposed contribution to a larger project being managed by the Barwon 

River Parklands Steering Committee. This committee is made up of representatives 

from Parks Victoria (including Elaine Carbines, Chair), Barwon Water, Barwon Coast 

Committee of Management, Department of Victorian Communities, Department of 

Sustainability & Environment, Corangamite Catchment Authority and CoGG. The 

Committee is in its early stages and there has been no program of implementation 

committed to-date. 

The proposed lighting project is consistent within the regional priorities for lighting fields 

and of a more immediate priority for Council, therefore, the $100,000 allocated to the 

Barwon River Land Use Plan and Open Space Corridor project could be used to 

partially fund the proposed lighting works at Winter Reserve. 

In summary, the estimated $240,000 cost for lighting works at Winter Reserve can be 

funded by: 

1. $100,000 savings from C08548 (Winter Reserve Change Rooms Upgrade) 

2. $40,000 savings from C07506 (South Barwon Community Centre) 

3. Transferring $100,000 currently allocated to C08585 (Barwon River Land Use Plan 

and Open Space Corridor) 


Nil 


Inadequate budget: This risk has been minimised by obtaining designs and quotes 

from experienced sports lights contractors. 

Residents’ objections: Possible that adjacent residents may object to upgrade of 

lighting infrastructure. Proposed works will be subject to consultation process as 

prescribed in Council Policy “Approval Procedure for Open Space Development 

Projects (CPL220.6)”.






Implementation of the proposed works will improve facilities for users of this reserve. 


Nil 

Communication 

The Barwon River Parklands Steering Committee most likely has an expectation that 

Council will provide $100,000 in the 2007/08 financial year for the Barwon River Land 

Use & Open Space Corridor Plan project. The reallocation of the budget and ongoing 

financial support for the Barwon River project will need to be discussed with the 

Committee.




5. ELECTORAL REPRESENTATION REVIEW SUBMISSION 

Portfolio: 

Source: 



Democracy & Governance - Cr Farrell 

Corporate Services - Governance 

Anthony Smith 

Elections 

Summary 

• Commencing late January, an electoral representation review of Greater Geelong 

City Council is being conducted by the Victorian Electoral Commission (VEC). This 

has previously been the subject of a report to Council. 

• The VEC is an independent statutory authority established under the Electoral Act 

2002 and is not subject to ministerial direction or control in the performance of its 

responsibilities. 

• The review will only consider matters within the specified scope, such as numbers 

of Councillors, structures and boundaries of wards. While not forming part of the 

Council’s submission, it is proposed that issues such as the legislated maximum of 

twelve Councillors and expectations that Councillors perform on a part-time basis 

are significant and warrant further review. 

• The VEC has invited submissions closing 25 February 2008. Council has the 

opportunity to prepare and lodge a submission. 

Cr Farrell moved, Cr Mitchell seconded - 

That Council: 

1) lodge a submission to the Electoral Representation Review supporting the 

continuation of an electoral structure of twelve Councillors representing 12 

single member wards as the preferred option. 

2) make representations to the Minister for Local Government seeking a review 

of the Local Government Act to achieve a more appropriate electoral 

structure having regard to the size, complexity and population growth of the 

Geelong Municipality. 

Amendment 

Cr McMullin moved moved, Cr Saunderson seconded - 


1) lodge a submission to the Electoral Representation Review supporting the 

continuation of an electoral structure of twelve Councillors representing 12 

single member wards for the time being as the preferred option. 

2) make representations to the Minister for Local Government seeking a review 

of the Local Government Act to achieve a more appropriate electoral 

structure having regard to the size, complexity and population growth of the 

Geelong Municipality. 

The amendment was put and lost. 

The motion was then put and carried.




5. ELECTORAL REPRESENTATION REVIEW SUBMISSION (CONT’D) 

Report 

Background 

The Electoral Representation Review will consider: 

• The number of Councillors in the municipality. 

• The requirement that the number of voters represented by each Councillor is 

within 10% of the average number of voters across the municipal district. 

• Whether ‘communities of interest’ are appropriately represented. 

• If the City is subdivided, what the ward boundaries should be. There are three 

options for a subdivided electoral structure namely, Single-Councillor Wards, 

Multi - Councillor wards or combinations of single and multi-councillor wards. 

Ward names. 

The review will not consider matters outside the scope, such as term or election of the 

Mayor, additional Councillors beyond 12 and changes to external municipal 

boundaries. 

The review commenced in late January with a public notice by the VEC detailing the 

process and calling for submissions. There will be a public information session prior to 

the closing of submissions. The Council or any interested groups or individuals may 

lodge a submission. 

Based on its research and having considered any submissions, the VEC will release a 

Preliminary report. The opportunity will be available for any person or group, including 

Council, to make a further submission about the Preliminary report and to speak in 

support of their submission at a public hearing. 

The VEC will then prepare a final report making recommendations to the Minister for 

Local Government. 

The Minister considers the VEC recommendation and makes a determination to take 

effect at the November 2008 elections. 

A timetable for the VEC process is attached as Appendix 5-1 and the draft submission 

Appendix 5-2. 

Discussion 

The Electoral Representation Review is an important process to ensure fair and 

equitable representation for the persons who are entitled to vote at a general election 

of Council. It is important that this Council has input into the independent review and 

the following points are proposed to form the basis of a submission seeking the 

retention of 12 Councillors and preservation of single Councillor wards throughout the 

Municipality. 

There are a number of issues which Council believes should also be addressed 

however these fall outside the scope of the Electoral Representation Review. While not 

forming part of the Council’s submission, it is proposed that issues such as the 

legislated maximum of twelve Councillors and expectations that Councillors perform on 

a part-time basis are significant and warrant further review. Given the size, complexity 

and population growth of this Municipality, any structure which results from the current 

Review will be a short term remedy.





Rather than embark on further reviews in the next 4 – 8 years, there is a need for 

structural issues impacting particularly on large municipalities to be addressed. 

Number of Councillors 

The current legislation provides for between 5 and 12 Councillors. In its final report on 

another regional centre, Greater Bendigo, the VEC acknowledged “that the City of 

Greater Geelong is a special case in that it has reached the maximum number of 

Councillors allowed under the legislation and so, is experiencing a continuously 

expanding voter/councillor ratio.” Voter numbers suggest that Geelong and the City of 

Casey already have the highest number of voters per Councillor and as the population 

grows this will increase. 

Amendments to the Local Government Act to allow for additional Councillors are 

necessary if Geelong people are to be fairly represented. 

The underlying goal of the review is to ensure ‘one vote one value’. This applies not 

only to the election process but to the ongoing responsibility of those elected to office 

to represent their electorates. As the voter/councillor ratio increases so to do the 

workload demands placed on individual councillors. 

The view that an uneven number of Councillors is preferable is an assumption which is 

not particularly relevant given the already high voter/councillor ratio and the fact that 

there have been few occasions on which issues were determined on the casting vote of 

the Mayor. Geelong has a strong case for twelve Councillors and to reduce the 

number to eleven would stretch the Councillor per voter ratio to 1:14500, significantly 

higher than any other Council in the state. 

Single Councillor Wards 

The retention of 12 single member wards will recognise the range of communities of 

interest which currently exist within the Municipality. This is Council’s preferred 

structure and the submission includes (but not limited to) the following range of issues: 

• The size and diversity of the City with a growing population of around 200,000 

covering an area of 1240 square kilometres. Established industrial and commercial 

reputation and a centre for education research, health, hospitality and tourism. 

• A single Councillor Ward structure has provided a balance enabling major issues 

affecting the City as whole to be addressed while retaining close contact with local 

communities. 

• Single Councillor wards encourage stronger relationships between the community 

and its elected representative; residents know who their local ward councillor is. 

• Single member wards encourage greater accessibility while multi member wards 

risk an uneven sharing of workload proportion between Councillors. 

• Smaller communities may find themselves unrepresented where elected members 

are from larger population centres. In the City there are 50,000 people who live 

outside the urban centre. 

• Multi councillor wards create the potential for ‘voting blocs’ while single member 

wards promote mutual respect and co-operation between Councillors.





• Good working relationships are encouraged by single member wards as newly 

elected members are keen to quickly develop links with other Councillors. 

Candidates who opposed each other in multi member elections may find it more 

difficult to achieve the same level of working cohesion. Similarly in an election year, 

when Councillors who were elected to represent a ward are forced to compete 

against each other for re-election. 

• Geelong has the highest number of voters in the State. For current single ward 

Councillors the workload is significant. Any other structure will require Councillors to 

cover a much larger area and 2 or 3 Councillors each addressing the same issues. 

• Workload issues may deter candidates standing for election. 

• The cost of contesting an election can be significant. To contest a single member 

ward of 13,500 voters is daunting in terms of advertising, mail-outs, printing and 

other costs however to double or triple those costs for multi member wards would 

take candidature beyond the capacity of many. 

• It is noted that population growth over the past eight years will require changes to 

ward boundaries and a submission by Council will seek to where possible to retain 

existing communities of interest 


The Victorian Electoral Commission will conduct the Review at a cost to Council 

estimated at $55,000. This figure is included in Council’s 2007/2008 Budget. Costs 

involved in preparation of a submission will be minimal. 


The review is conducted at arms length from the Council by the appointed Electoral 

Commission. Council may participate in the same way as any individual or group by 

making a submission to the review, however it has no decision making role in the 

outcome of the review. The final report of the review is presented to the Minister to 

implement. 


Changes to the representation and ward structure are outside the control of Council. 

Should changes be implemented there will be resultant operational actions to be 

addressed at the time. 


The purpose of the review is to ensure ‘one vote one value’. 


There are no environmental implications. 

Communication 

Public consultation will form an integral part of the review process with the opportunity 

for submissions. Once the VEC has issued a preliminary report there will be a further 

opportunity for public submissions on the proposals contained in that report and public 

hearings enabling those making submissions to speak in support of their submission.




Timetable for Electoral Review 

Appendix 5-1 

Date Item Details 

Sat 26 January - Geelong Advertiser, 

Tue 29 January - Herald Sun, The Age, 

Wed 30 January - The Geelong News, 

Thu 31 January - The Echo, 

Fri 1 February - The Geelong 

Independent 

Publication of Notice of 

Review 

A notice detailing the process for the 

review and calling for submissions is 

placed in the Herald Sun, The Age, 

(general advertisement) 

The Geelong Advertiser, 

The Geelong News, 

The Echo, 

The Geelong Independent 

A leaflet outlining the purpose and 

process of the review distributed to 

services centres, libraries. 

Submissions invited 

Mon 11 February Public information session Information sessions on the review 

Council Chamber City Hall 

Mon 25 February Closing date for preliminary submissions Preliminary submissions close at 5pm. 

Late submissions will not be accepted. 

Wed 19 March Release of Preliminary report Based on the VEC’s research, including 

information presented by the public, the 

VEC formulates a series of different 

models for how the electoral structure 

could be arranged. The models that best 

fit the VEC’s aim of fairness and equity 

of representation are presented and 

explained in the Preliminary Report. 

Notice placed in 

The Geelong Advertiser, 

The Geelong News, 

The Echo, 

The Geelong Independent 

Mon 14 April Closing date for submissions in 

response to preliminary report 

Submissions close at 5pm. 

Any person or group, including the 

Council, may make a response 

submission to the VEC about the 

Preliminary Report. This is the last 

opportunity to present any additional 

arguments regarding which of the 

VEC’s models best represents the 

voters of the City. 

Late submissions will not be accepted. 

Mon 21 April Public hearing of Submissions Council Chamber City Hall 

People who state in their response 

submissions to the Preliminary 

Report that they want to speak in 

support of their submissions may do 

so at this public hearing. 

Mon 12 May Release of Final Report After considering any written 

submissions relating to the Preliminary 

Report, and information provided at the 

public hearing, the VEC 

prepares a Final Report making 

recommendations to the Minister for 

Local Government.

Electoral Representation Review 

Preliminary Submission 

City of Greater Geelong February 2008

Table of Contents 

Recommendation.............................................................................................3 

1 Profile of the City ......................................................................................4 

2 Electoral Structures since 1993 ................................................................5 

3 Number of Councillors ..............................................................................6 

4 Electoral Structure ....................................................................................8 

4.1 Unsubdivided................................................................................................................ 8 

4.2 Single-Councillor Wards ............................................................................................... 8 

4.3 Multi-Councillor Wards ................................................................................................. 8 

4.4 Combination of single and multi-Councillor wards ....................................................... 8 

5 Favoured Model – 12 Single Councillor Wards.........................................9 

5.1 Community acceptance ................................................................................................ 9 

5.2 Size & Diversity............................................................................................................. 9 

5.3 Big picture issues........................................................................................................ 10 

5.4 Accessibility ................................................................................................................ 12 

5.5 Small community representation ................................................................................ 12 

5.6 Communities of interest.............................................................................................. 13 

5.7 Councillor relationship enhanced ............................................................................... 13 

5.8 Councillor workload .................................................................................................... 14 

5.9 Impact on candidates for election............................................................................... 14 

6 Growth areas and their impact................................................................15 

7 Naming of Wards ....................................................................................16 

Greater Geelong City Council – Electoral Representation Preliminary Submission 

Page 2 of 16

Recommendation 

The City of Greater Geelong proposes that the current electoral structure, comprising 

12 Councillors elected from 12 single-Councillor wards, reflects the diversity of 

communities within the City while providing fair and equitable representation for 

voters. 

There are a number of issues which Council believes should also be addressed 

however these fall outside the scope of the Electoral Representation Review. While 

not forming part of the Council’s submission, it is proposed that issues such as the 

legislated maximum of twelve Councillors and expectations that Councillors perform 

on a part-time basis are significant and warrant further review. Given the size, 

complexity and population growth of this Municipality, any structure which results 

from the current Review will be a short term remedy. 

Rather than embark on further reviews in the next 4 – 8 years, there is a need for 

structural issues impacting particularly on large municipalities to be addressed. 



1 Profile of the City 

Located some 75 kilometres from the Melbourne CBD, the municipality is made up of 

twelve wards and has a population of just on 200,000 and growing. 1,109 new 

residential dwellings were approved in 2006-2007 with total residential dwellings 

estimated at 89,000. The city is also a major centre for investment with over 10,000 

businesses and a highly skilled workforce of over 100,000 people. 

The municipality covers 1,245 square kolometres and is as diverse as it is 

exceptional. The City is surrounded by water, with approximately 145 kms of 

coastline to Bass Strait, Corio and Port Phillip Bays, the Barwon River, lakes, 

wetlands and the open sea, beautiful parklands and wildlife sanctuaries. In close 

proximity to national and state parks, Geelong is also readily accessible to the world 

renowned coastline of south-west Victoria via the Great Ocean Road and edges the 

multi-award winning Waterfront overlooking Corio Bay. 

With an ideal setting, quality living, extensive job and business opportunities, a wide 

range of recreational and cultural events and activities, some of Australia’s best 

educational facilities and a comprehensive range of health care and community 

services for residents across all age groups, Geelong truly is the best place to live. 

The concept of Sea Change (ABC Series) had its beginnings within the City and 

continues today with substantial demand for development in the coastal towns. This 

is a challenge in itself! 

Geelong has a long established industrial and commercial reputation and is a centre 

for education research, health and hospitality. While it is home to 200,000 people 

and it is a holiday destination for many more. 



2 Electoral Structures since 1993 

In preparation for the return of democratically elected Councillors in March 1995, the 

electoral model was the subject of extensive community consultation during the latter 

part of the term of Commissioners which extended from May 1993 to the election. 

The model ultimately determined was twelve councillors elected from twelve single- 

Councillor wards. The naming of the wards was also the subject of considerable 

interest. This is addressed later in this document. 

A decision by the Government of the day in 1998 saw the electoral structure in 

Geelong change to a two tier system with a total of nine Councillors. Five Councillors 

were elected by voters of the whole City while four Wards were created with one 

Councillor elected in each. The four wards used during that period were derived 

simply by combining pre-existing wards as follows: 

Bellarine Ward – Beangala, Coryule & Cheetham Wards from 1995 structure. 

Central Ward – Austin, Brownbill & Kildare Wards from 1995 structure. 

Barwon Ward – Buckley, Deakin & Kardinia Wards from 1995 structure. 

Corio Ward - Corio, Cowie & Windermere Wards from 1995 structure. 

This format served for only one Council term of 3 years. A general criticism aired by 

Councillors was that the workload of Councillors in meeting community expectations 

substantially fell to the Ward Councillors. 

A change of State Government resulted in a decision to revert to twelve single- 

Councillor Wards in time for the 2001 elections. Ward boundaries set in 1995 were 

reviewed and some boundaries adjusted to more clearly reflect communities of 

interest and to meet the legislative criteria for equivalent voter numbers. Ward names 

were not changed as the names remained relevant. 

The 2004 elections were based on the same wards which continue today. 



3 Number of Councillors 

The current legislation provides for between 5 and 12 Councillors and in reviews to 

date VEC has applied the legislative provisions relating to numbers of councillors in a 

logical way, with those councils that have the largest number of voters having the 

most Councillors, and those councils that have the least number of voters having the 

fewest Councillors. 

While not forming part of the Council’s submission, it is proposed that issues such as 

the legislated maximum of twelve Councillors and expectations that Councillors 

perform on a part-time basis are significant and warrant further discussion. Given the 

size, complexity and population growth of this Municipality, any structure which 

results from the current Review will be a short term remedy. 

The table produced by the VEC in the Guide for Submissions lists each municipality 

and the number of councillors. The table differentiates between rural, regional and 

metropolitan councils in recognition of the different circumstances and needs 

between these categories of councils. The findings of reviews in other municipalities 

indicate that the table has been a valuable reference for the VEC in considering the 

appropriate number of councillors. 

Being the first of the new municipalities established, Geelong was created by the City 

of Greater Geelong Act 1993. As the state’s largest municipality subsequent Orders 

in Council set the number of Councillors at twelve. Today Geelong continues to have 

the largest number of voters. For comparative purposes the table below provides 

voter numbers for Councils of 100,000 or more electors. 

Municipality 

Area 

(sq 

km) 

Number on 

roll 

Number of 

Councillors 

Number of 

voters per 

Councillor 

Population 

ABS 2006 

Moreland 51 111194 11 10109 135764 

Brimbank 123 120784 11 10980 168215 

Monash 81 121491 11 11045 161241 

Whitehorse 64 112287 10 11229 144768 

Hume 503 105225 9 11692 147781 

Yarra Ranges 2466 105517 9 11724 140217 

Kingston 92 107616 9 11957 134626 

Knox 114 111194 9 12355 146740 

Mornington 

Peninsula 726 139397 11 12672 136482 

Boroondara # 60 121009 10 12107 154450 

Casey 397 150231 11 13657 214960 

Geelong # 1245 160000 12 13333 197479 

# Under review 

The VEC has previously expressed reservations about Councils having an even 

number of Councillors presumably as the possibility of tied votes may exist, requiring 

resolution by mayoral casting vote. In reality this has been a rare occurrence at 




In the 3 year life of the current Council which has 12 Councillors, there have only 

been four occasions in which the use of a casting vote has been necessary and on 

one of those, 3 councillors were absent and a fourth had declared an interest and left 

the meeting. 

By comparison during a similar period from 1998 – 2001 when the City had 9 

Councillors there were six occasions when a casting vote was used. On each 

occasion there was one Councillor absent. 

Given that each year there are hundreds of agenda items considered by Council, the 

percentage of issues determined by casting vote is miniscule and of these a number 

were related to meeting procedure rather than issues of community interest. 

In relation to the number of Councillors it is important to achieve fair representation. 

Voter numbers suggest that Geelong already has among the highest number of 

voters per Councillor and as the population grows this will increase. In its final report 

on another regional centre, Greater Bendigo, the VEC acknowledged “that the City of 

Greater Geelong is a special case in that it has reached the maximum number of 

Councillors allowed under the legislation and so, is experiencing a continuously 

expanding voter/councillor ratio.” The optimum number of Councillors for the City is 

twelve and to reduce the number to eleven would stretch the Councillor per voter 

ratio to 1:14550, significantly higher than any other Council in the state. The table 

above also indicates that the area of the City is substantially larger than all but one of 

the municipalities listed. This also impacts on fair and equitable representation and 

will be addressed in more detail under communities of interest. 

Council also acknowledges the stated view of the VEC that an uneven number of 

Councillors is preferable, however as outlined above, the issue has not created 

difficulties. The number of Councillors available to vote can vary due to a number of 

factors such as absence or conflict of interest. Current legislation precludes any 

argument for an increase in the number of Councillors and consequently if an uneven 

number is seen to be paramount the only option is to reduce the level of 

representation. 

Council believes the community interest is best served by retention of twelve 

Councillors. 



4 Electoral Structure 

There are a range of electoral structures available within the legislative framework to 

ensure that voters are fairly represented, namely 

• An unsubdivided municipality, 

• Single-Councillor Wards, 

• Multi-Councillor Wards, 

• A combination of single and multi-Councillor Wards. 

4.1 Unsubdivided 

It is generally accepted that this model is not suited to municipalities which are varied 

in their communities of interest and have large numbers of voters. Where it is 

anticipated that an election will attract a significant number of candidates it is 

impractical and confusing to voters for ballot papers to contain an extensive list of 

candidates. Geelong has consistently attracted 70 or more candidates. In reviews 

conducted to date, the unsubdivided option has not been implemented in any large 

municipalities and consequently Council has not explored this option. 

4.2 Single-Councillor Wards 

Single councillor wards have been in place since the City’s first election in 1995 other 

than a three year term 1998-2001 in which an unpopular two-tiered structure was 

imposed where five Councillors were elected by the whole city electorate and four 

single ward Councillors represented the Bellarine Peninsula and the north, south & 

central areas. 

The experience during the three year alternate model was that the single ward 

Councillors were the focus of community contact and the incumbents at the time 

expressed concern at their workload compared to that of their colleagues elected to 

represent the whole city. 

Council is firmly of the opinion that single Councillor wards best serves the interests 

of the range of communities within the city and for that reason has determined to 

advocate for the continuation of the model which delivers optimum representation. 

The favoured single-councillor model is addressed in more detail in section 6. 

4.3 Multi-Councillor Wards 

A real concern with multi-councillor wards is the potential that voting groups may 

form. Further, candidates who opposed each other in multi member elections may 

find it more difficult to achieve the same level of working cohesion that is evident with 

single Councillor wards. Single Councillor wards provide an environment that 

encourages working together for the benefit of the whole municipality and the 

individual ward represented. 

4.4 Combination of single and multi-Councillor wards 

A combination structure carries similarities to multi-councillor wards however there 

may be unrealistic elector expectations that Councillors representing single wards 

carry the same influence as Councillors for multi-councillor wards. The fact is each 

Councillor has one vote but the potential is there for representatives of the multi 

Councillor wards to vote on “bloc” overriding single-member wards. 



5 Favoured Model – 12 Single Councillor Wards 

5.1 Community acceptance 

The first election in 1995 saw 12 Councillors elected to represent 12 wards. Apart 

from a three year term 1998-2001 in which an unpopular two-tiered nine Councillor 

structure was imposed, Councillors have been elected on a 12 ward basis and there 

has been no apparent community demand suggesting a change is justified. 

In terms of electoral participation Geelong has consistently achieved a high voter 

turnout and, also worth noting, a low informal vote ratio. 

The following comparative statistics are of interest. 

• With an enrolment of over 160,000 voters, Geelong was the largest Council 

election in Victoria in 2004. 

• The level of interest in standing for Council was high, with a total of 73 

candidates lodging nominations (and similar on previous occasions), 

• Participation by voters of 80.3% was higher than at the three previous 

Geelong elections 74.7% (1995), 77.4% (1998), 79.3 (2001) while the 

informal vote remained low at 2.65% 

• The figures also indicate that voter turnout at the Geelong election was the 

highest recorded among the municipalities with rolls in excess of 50,000 

voters. This is particularly relevant given the geographic size of the City. 

Council acknowledges that current ward boundaries cannot be sustained due to 

population growth, particularly on the Bellarine Peninsula, however effective 

representation can and should be maintained through a ward structure which 

encourages local representation, with Councillors more accessible to residents. 

5.2 Size & Diversity 

With a population of 200,000 the City of Greater Geelong extends over an area of 

1245 square kilometres. The urban population is 150,000 with the remaining 

population is scattered across the townships and rural communities beyond the 

urban centre. Some of these townships are quite large, for example, Lara, Ocean 

Grove, Clifton Springs, Drysdale, Portarlington and Barwon Heads are home to 

between 3,000 and 13,000 people. 

Current Ward summary 

Ward Area sq km Nature Growth prospect 

Austin 15 Urban Stable 

Brownbill 8 Urban Stable 

Kildare 31 Urban & Rural Moderate Growth 

Cheetham 66 Urban Moderate Growth 

Coryule 128 Coastal Townships & Rural Significant Growth 

Beangala 134 Coastal Townships & Rural Significant Growth 

Buckley 96 Urban, Coastal Townships & Rural Significant Growth 

Deakin 70 Urban & Rural Significant Growth 

Kardinia 10 Urban Stable 

Corio 16 Urban Stable 

Cowie 14 Urban Stable 

Windermere 660 Rural with one urban township Moderate Growth 



5.3 Big picture issues 

A single Councillor Ward structure has provided a balance enabling major issues 

affecting the City as a whole to be addressed, while retaining close contact with local 

communities. 

While a similar City-wide approach could also be achieved if multiple councillor wards 

were in place, the possibility of voting blocs in favour of particular local projects is 

greater. 

Geelong has implemented a range of projects or strategies for the benefit of the city 

as a whole or at the very least benefit communities that are not restricted to ward 

boundaries. While some of these may be located in, or affect specific wards, there 

has been general support by Councillors who have set aside any parochial views and 

focussed on what can be achieved. Under the present structure Council has 

achieved a balance in supporting both regional and ward priorities. 

Set out below are some examples of significant regional programs completed or 

contributed to by the City - 

2001/02 

Development of the 21st Century Gardens 

Development of Limeburners Point Boating Facility 

2002/03 

Introduction of new recycling waste collection services 

Development of the Geelong Baseball Centre 

Establishment of the G21 Geelong Region Alliance 

2003/04 

Community campaign for Geelong Ring Road 

Support for establishment of Jetstar flights to Avalon 

Completion of the G21 strategic Plan 

Adoption of Culture Strategy 

Adoption of Biodiversity Strategy 

Support for establishment of Skandia Geelong Week 

2004/05 

Redevelopment of Skilled Stadium 

Revitalisation of Central Geelong 

Kardinia Pool Aquatic Facility 

2005/06 

Staging of Rescue 2006 World Lifesaving Championships 

Support for Commonwealth Games Baton Relay and Live Site 

Development of Western Wedge Draft framework 

East West Traffic Management Plan Developed 

Creation of Specialist Urban Planning Unit 



2006/07 

Commencement of Leisurelink Replacement Project 

Replacement of Landy Field synthetic athletic track 

Commencement of East West traffic Improvement Works 

Renegotiation of contracts for Australian International Airshow and Skandia Geelong 

Week 

Announcement of Australian Masters Games to be held in Geelong 2009 

Purchase of Eugene von Guerard's "View of Geelong" colonial painting 

Adoption of the Bellarine Strategic Plan 

Co-ordination of Central Geelong Safety Petition containing >33k signatures 

Development of Armstrong Creek Urban growth Plan 

Development of the Medium Density Housing Strategy 

Commencement of the Municipal Strategic Statement Review Project 

The 2007/8 Council budget continues the program of regionally significant projects. 

East West Traffic 

Leisurelink Aquatic 

Facility 

Bellarine Aquatic 

Centre 

Western Wedge 

Infrastructure 

Cultural Precinct 

Yarra Street Pier 

The implementation of a range of traffic measures will 

target improved conditions for vehicular access to the 

central activities area and through traffic across the central 

Geelong area. 

With significant population growth in the southern part of 

the city a new aquatic centre at Waurn Ponds will replace 

the aging Leisurelink Aquatic Centre. Council secured a 

50m pool used at the 2007 FINA World Swimming 

Championships as the centrepiece for the new Leisurelink 

which will be arguably the largest aquatic activity centre in 

regional Australia. 

The project proposes the development of an aquatic centre 

in Ocean Grove. This is a top priority for the Bellarine 

Peninsula residents. Council resolved that this should 

happen in the short term. 

The overall goal of the Western Wedge planning framework 

is to create a distinctive precinct that combines workplaces, 

residences, hotel accommodation, restaurants, retail 

outlets and education in a vibrant intensive cluster. In 

November 2006 Council resolved to adopt Planning 

Scheme Amendment (C124) to include the Geelong 

Western Wedge Framework within the Greater Geelong 

Planning Scheme. The development of the precinct 

received a major boost with the announcement that the 

Traffic Accident Commission would move to Geelong and 

construct a new office within this precinct. 

To investigate options for the redevelopment of Geelong’s 

key cultural facilities, which include the strengthening of the 

existing arts and cultural precinct in Little Malop Street 

area. 

The project is the proposed build of a public pier at the end 

of Yarra Street, Fisherman’s Basin redevelopment and 

expansion of marina berths. The project would provide a 

public access facility that will enhance water access, major 

events, recreation, economic and tourism opportunities. 



Civic Accommodation 

DW Hope Centre 

Mineral Springs Spa 

The objective is to consolidate the current seven separate 

locations by providing a central location for Council’s 

administrative and civic functions. A report to consider the 

purchase of land in the Western Wedge precinct was 

approved by Council in December 2006. Purchase of land 

is expected to take place in 2007-2008. 

The intention is to construct a multipurpose Arts & Cultural 

facility at the D W Hope Centre which will provide a base 

for Diversitat as well as provide a centre for use by a wide 

range of ethnic communities throughout Geelong. 

This project proposes to build an iconic Mineral Springs 

Bathhouse within the Waterfront precinct of Geelong. The 

Mineral Spring at Eastern Beach represents a little known 

though highly unique physical and social resource to the 

city. Mineral Springs Feasibility Study has been completed 

and Tourism Victoria has allocated funds for a more 

detailed architectural design of the mineral springs bath 

house specifically at Eastern Beach. 

A clear example of the 12 ward City of Greater Geelong Council working together 

cohesively was the Council Funding Priorities 2006 announcement that identified 13 

key priorities for funding in the municipality. All funding priorities are listed above and 

a copy the published document is included with this submission for further 

information. 

5.4 Accessibility 

Single member wards encourage greater accessibility while multi member wards 

offer the potential for an uneven division of workload between Councillors. 

Single councillor wards encourage stronger relationships between the community 

and its elected representative; residents know who their local ward councillor is. 

5.5 Small community representation 

Smaller communities may find themselves unrepresented where elected members 

are from larger population centres. 

As outlined above a significant number of people (50,000) live outside the urban 

centre. Based on current wards the following table shows the population (ABS 2006) 

for those centres. Smaller wards give these people the best opportunity to be 

represented on Council by a Councillor attuned to local needs. A twelve ward 

structure is the best option for small communities. 

Township Current Ward Population (ABS 2006) 

Anakie Windermere 675 

Balliang Windermere 233 

Barwon Heads Buckley 2,994 

Batesford Windermere 885 

Breamlea Buckley 244 

Clifton Springs Coryule 7,054 

Connewarre Buckley 78 

Curlewis Coryule 399 

Drysdale Coryule 3,741 

Indented Head Beangala 590 

Lara Windermere 12,847 


Page 12 of 16

Little River Windermere 875 

Marcus Hill Beangala 277 

Ocean Grove Beangala 11,278 

Portarlington Coryule 3,020 

Pt Lonsdale Beangala 878 

St Leonards Beangala 1,627 

Wallington Beangala 1,355 

Council meetings are held on a quarterly basis in outlying communities, usually in 

small community halls, local clubrooms or churches. By letterbox drops throughout 

the district, local residents are invited to attend the meeting and to participate through 

Question time. Many remain afterwards to talk with Councillors and Officers on a 

range of local issues. 

5.6 Communities of interest 

Communities of interest do not necessarily follow suburb or geographic boundaries. 

A sense of community may develop based on where people go to shop, what 

transport links are available or simply where people generate to – in a Coastal town it 

may be the beach where locals surf, swim, fish, walk or just enjoy because it is there 

– the common interest that sets the community apart from others is the focus on the 

beach. In an urban area it may be a totally different thread which creates the 

community of interest. A community of interest is a local boundary that captures 

where people believe they belong. 

Geelong has thirty two suburbs, twenty one townships and a range of localities. In 

smaller hamlets the community of interest may be confined to the township while in 

larger centres communities of interest may overlap. To ensure that those 

communities are permitted to remain intact is the key concern of Council. 

Ward boundaries will change from time to time as a result of shifting population and 

that is recognised by Council. In Geelong City wards will be large in terms of voter 

numbers, but in some cases also in area. Large area wards may include a number of 

markedly different townships, located considerable distances from each other, with 

little common interest. However a single Councillor will work to achieve the outcomes 

desired by each community. 

If multi councillor wards are created the task of representing smaller communities 

becomes more difficult. Potentially, all Councillors may be elected from one of the 

larger towns in the ward, leaving smaller communities without an effective local 

representative. 

5.7 Councillor relationship enhanced 

Good working relationships are encouraged by single member wards as newly 

elected members are keen to quickly develop links with other Councillors. While each 

Councillor is striving for their ward, there is an understanding that 11 other 

Councillors are doing the same thing and facing similar problems creating 

camaraderie among Councillors. 

A single Councillor has to balance diverse groups in order to establish a working 

relationship within the local community. Multi councillor wards create the potential for 

‘voting blocs’ and an environment for less cohesive approach to working through the 

myriad of issues involving Local Government. 



Candidates who opposed each other in multi member elections may find it more 

difficult to achieve the same level of working cohesion as single Councillor wards. 

Similarly in an election year, when Councillors who were elected to represent a ward 

are forced to compete against each other for re-election. 

5.8 Councillor workload 

Geelong has the highest number of voters in the State. For current single ward 

Councillors the workload is significant. Any other structure will require Councillors to 

cover a much larger area and 2 or 3 Councillors each addressing the same issues. 

5.9 Impact on candidates for election 

The cost of contesting an election can be significant. To contest a single member 

ward of 13,500 voters is daunting in terms of advertising, mail-outs, printing and other 

costs however to double or triple those costs for multi member wards would take 

candidature beyond the capacity of many. 

Workload issues may deter candidates standing for election. 



6 Growth areas and their impact 

The Municipal Strategic Statement identifies that in the longer term to 2031, the 

municipality will need to accommodate an additional 63,000 persons. This level of 

population growth will generate demand for approximately 41,000 new dwellings. 

The majority of new housing development in the municipality will continue to be in the 

form of detached dwellings on conventionally sized blocks, however the demand for 

smaller dwelling types is expected to escalate. 

Outward urban growth needs to be carefully managed and directed to designated 

locations that offer the greatest net benefit to the Geelong community can be 

appropriately serviced and which have the capacity to accommodate sustainable 

development. 

There is an environmental, economic and social imperative to reduce urban sprawl 

and improve accessibility to urban services, principally by consolidating urban 

development around places of activity and public transport infrastructure. 

Council policy is to direct the majority of new greenfield residential development to 

the designated primary urban growth areas at Armstrong Creek (Deakin & Buckley 

Wards), Ocean Grove, (Beangala) Drysdale / Clifton Springs, (Coryule) Lara 

(Windermere) and Leopold (Cheetham). 

There are also large residential development sites that are being rezoned at 

Fyansford, Portarlington and St Leonards. In addition there is an existing supply of 

residential zoned housing lots at Waurn Ponds, Highton and Wandana Heights. 

Within the next 4 – 8 years these are expected to be the major growth areas. 

With a growth rate of 2.27% (ABS Census 2001-2006) on the Bellarine Peninsula, 

the City has worked with a Community Reference Committee in developing the 

Bellarine Peninsula Strategic Plan - an extensive report about community, land use 

and community service issues on the Bellarine Peninsula. The Plan brings together 

community visions, updated monitoring of land uses, an assessment of future 

residential lot supply, demographic profiles and an assessment of community service 

needs. It identifies key community objectives for the Bellarine Peninsula as a whole, 

as well as for each of the nine townships and for Rural Bellarine, nominating partners 

and timelines for achieving these objectives. 

The Bellarine Peninsula Strategic Plan 2006 - 2016 responds to community concerns 

about growth by: 

• Identifying designated urban growth areas 

• Mapping existing town boundaries 

• Proposing improved practices for protecting non-urban breaks 

• Articulating community visions and actions for achieving these to the year 2016 



7 Naming of Wards 

In establishing the original twelve wards in 1994 the Commissioners conducted an 

extensive community consultation including double page notices in the Geelong 

Advertiser. Submissions were invited and received on a range of issues including the 

number of Councillors, options for Ward boundaries and Ward names. 

A number of Ward names were suggested in the notices which also provided 

background as to why names were suggested and supporting information. There was 

great interest and debate within the various urban, coastal and rural communities as 

well as through the local media and a number of submissions were received. Of the 

twelve ward names proposed by the Commissioners four were varied as a result of 

the submissions and the ward names currently in use were endorsed. A minor 

change in the spelling of one name was subsequently made however there have 

been no further suggestions for change. 






6. CENTRAL GEELONG MARKETING COMMITTEE – ANNUAL ACTIVITIES 

REPORT 2006 - 2007 

Portfolio: 

Source: 



Economic Development 

Major Projects – Central Geelong & Waterfront 

Stephen Wright 

Subject: Central Geelong Marketing 

Subject: Central Geelong Marketing Committee 

Summary 

• This report provides an overview of Central Geelong Marketing Committee 

activities for the period June 2006 to July 2007, being the first year of the second 

five year term of the special rate. In 2006, Council resolved to continue the Central 

Geelong City Management Committee special rate for a further five year term until 

2011. This report also includes the Committee’s 2006-2009 Strategic Framework. 

• In September 2006, the Central Geelong City Management Committee resolved to 

amend its trading name to Central Geelong Marketing (CGM) to assist in 

promoting the core goals and objectives of the Committee to its stakeholder base. 

• The objective of CGM is to market and promote Central Geelong in a co-ordinated 

and integrated manner aimed at enhancing its economic and social viability and its 

general amenity, making it an exciting and vibrant focus for the whole of the 

Geelong region. 

Cr Mitchell moved, Cr McMullin seconded - 

That Council notes the report. 

Carried. 

Report 

Background 

In 2001, Council under the provisions of the Local Government Act established a 

Section 86 committee known as Central Geelong City Management Committee 

(CGCMC). This Committee has delegated authority to administer the proceeds of a 

five year special rate on non-residential properties for marketing and promoting Central 


The Special Rate in 2006-2007 raised $507,273 from 1,249 businesses. The 

Committee is responsible for organising activities such as the Central Geelong Farmers 

Market, the Central Geelong Sidewalk Sales, the Central Geelong School Holiday 

Program, the Central Geelong Magic Meter Elves and the Christmas in Central 

Geelong promotion. The economic benefit of the Farmers Market, the Sidewalk Sales 

and the School Holiday Program to Central Geelong business operators in 2006-2007 

has been measured to be in excess of $1.4 million dollars.





REPORT 2006 - 2007 

Discussion 

CGMC met 11 times in the period between 1 July 2006 and 30 June 2007. All were 

ordinary meetings. Issues relating to strategic planning, finance and administration 

were dealt with at full committee level. To ensure objectives were met, specific 

programs and activities were driven through sub-committees for Marketing and 

Evaluation and overseen by the full committee. 

Strategic Framework 2006-2009 

In March and April 2006, the outgoing Committee met to review the success of 

programs throughout the 2001-2006 special rate terms. They also considered priorities 

for the 2006-2011 special rate terms and established the following Strategic 

Framework within the Committee’s Terms of Reference set out by Council to be 

considered by the incoming Committee. 

In July and August 2006, the new Committee adopted a new Strategic Framework 

2006-2009 with the vision of “A thriving and vibrant Central Geelong”. An Annual 

Activities Plan for the 2006-2007 financial year was established with an outline of the 

key results and achievements to follow: 

Annual Activities Plan 2006-2007 

* Please note the following outlines key activities for 2006-2007 only and does not 

detail the full range of activities undertaken by CGM. All activities are funded from the 

special rate with additional funds sourced from sponsorship and stallholder fees. 

Key Focus Area 1 - More People: Growing the number of customers, workers, 

residents and visitors experiencing Central Geelong. 

Marketing – raise the community’s appreciation of Central Geelong: 

• Consolidated Marketing – development of a consolidated advertising program to 

raise the awareness of the Central Geelong brand 

• Promotion of www.centralgeelong.com.au – ongoing development of the Central 

Geelong website, inclusion in all advertising and monitoring usage and relevance 

of information 

• Sponsorship of the Free City Bus – to support through financial and in-kind 

sponsorship the provision of convenient free transport throughout Central Geelong 

in peak periods 

• More Magazine – Publication of one edition of More magazine in 2006-2007 to 

showcase the range of products and services available from Central Geelong 

business operators 

• Central Geelong Parking Map – the continued update, printing and distribution of 

the Central Geelong Parking Map to assist both visitors and business operators 

Promotions - Undertake promotions that attract people to Central Geelong and raise 

the profile of Central Geelong businesses: 

• Central Geelong Sidewalk Sales – this flagship event was developed further in 

2006-2007 with over 130 participating businesses and expansion of the ‘Pamper 

Me Marquee’ and entertainment elements. Estimated economic benefit from this 

one day activity in 2006-2007 was $361,000





REPORT 2006 - 2007 

• Central Geelong School Holiday Program - This program operates during the nonsummer 

holiday periods. 2006-2007 saw a significant increase in the number of 

participants to 2,000 in the June / July 2006 school holidays. Surveys indicate 

over 80% of participating children and their parents come into Central Geelong 

especially for the advertised activities with the majority staying on to shop or eat in 

Central Geelong, bringing in an estimated economic benefit of $120,000 per year. 

• Central Geelong Magic Meter Elves - the Magic Meter Elves continued to grow in 

popularity in 2006 and provided 3,300 visitors with 62,084 minutes of free parking 

(an increase from the previous year by more than 3,000 minutes). The Elves 

greeted 5,800 shoppers and traders and gave away more than 80kg of chocolate. 

80% of Central Geelong businesses stated they felt the Magic Meter Elves were 

effective in promoting Central Geelong in the lead up to Christmas and 77% saying 

they would like to see the Magic Meter Elves back again next year. 

Events - Develop, support and/or implement events that grow Central Geelong’s 

reputation as a leading business and cultural precinct: 

• Central Geelong Farmers Market - Held on the second Saturday of every month 

between 8.30am to 12.30pm in Little Malop Street Central. The November 2006 

survey showed over 4,000 people in attendance with over 65% of people coming 

in especially for the Farmers Market. Calculated economic benefit to Central 

Geelong businesses from people who came into Central Geelong especially for 

this event and then stayed on to do other things is estimated at $900,000 for the 

2006-2007 financial year. 

• Arts in the Park - Held on the Sunday of the March long weekend, this event 

showcased the Central Geelong Cultural Precinct and regional artisans. Consisting 

of an arts market, live entertainment, art classes, tours of the Central Geelong Arts 

and Culture walking trail and activities at surrounding cultural venues, the event 

attracted over 2,200 people. Survey results showed that 96% of attendees rated 

Arts in the Park as Excellent / Very Good and 99% said they would attend the 

event if held again in future. Economic benefit from the event was modestly 

estimated at over $58,000. 

• Central Geelong Ambassadors - Uniformed ambassadors promoted Central 

Geelong Marketing activities and Central Geelong products and services at 

activities and events such as Skandia 2007, Toast to the Coast 2006, and more. 

• Joint Privilege Card with Geelong Otway Tourism - A joint privilege card and 

worker card with GOT was established for 2007. 12,000 cards were distributed to 

Central Geelong workers and residents to build loyalty by people who use Central 

Geelong on a regular basis and to increase awareness of a range of products and 

services and benefit businesses via positive word of mouth promotion. 

Key Focus Area 2 - Better Business: Growing the capability of Central Geelong’s 

businesses. 

Business Presentation - Foster improved business presentation and appearance: 

• Visual Merchandising Toolkits – continued production and distribution of toolkits to 

assist Central Geelong retail and professional service businesses present their 

premises more effectively. 

• Visual Merchandising Workshops – Annual visual merchandising workshop 

conducted for business operators.





REPORT 2006 - 2007 

• Christmas in Central Geelong – a comprehensive Christmas promotion was 

conducted in 2006 including: Snow in Central Geelong; Win a White Christmas, 

Carousel snow globe show – focused attention on Central Geelong in the lead up 

to Christmas. Sponsorship obtained from Geelong News, Jetset Geelong and 

Market Square Shopping Centre. 

• Business Numbers – a program to make street numbers more visible in Central 

Geelong was offered to all business operators. Over 250 requested and received a 

professional printed and installed sign indicating street name and number. 

Business Capability - Support improved business capability through education, training 

and the dissemination of relevant information: 

• Business Excellence Awards Sponsorship – CGM continued to sponsor the 

Central Geelong Business Award in 2007, providing entry workshops for business 

operators and promotion of previous winners. 

• Innovative Training Opportunities – CGM offered Barista training in 2006-2007 to 

assist Central Geelong cafes and restaurants train their staff in consistent 

standards of coffee presentation and to promote good coffee in Central Geelong. 

Networking - Foster effective networking between Central Geelong businesses, 

business organisations and key agencies. 

• Networking Events - Central Geelong hosted quarterly networking events in 2006- 

2007 with up to 300 Central Geelong business operators attending. Attendance at 

these networking events has grown substantially throughout 2006-2007. 

• New Business Welcome Kits – Central Geelong produces and distributes a new 

business welcome kit when new businesses are identified in Central Geelong. Kits 

including information on how to benefit from Central Geelong Marketing’s range of 

programs and activities and information on how to access the dedicated Central 

Geelong website and update information in the online Business directory. 

Business Attraction - Attract new business to Central Geelong: 

• CGM produces information kits for potential new businesses that are available for 

distribution by real estate agents for prospective new businesses. 

Key Focus Area 3 – CGM Support: Growing CGM’s capability to provide effective 

leadership through robust strategic planning, the delivery of valued programs and 

effective communication. 

Stakeholder Communication – Develop a high level of awareness and understanding 

amongst key stakeholders through effective communication: 

• Review name of CGCMC - In September 2006, the Central Geelong City 

Management Committee resolved to amend its trading name to Central Geelong 

Marketing (CGM) to assist in promoting the core goals and objectives of the 

Committee to its stakeholder base. This change has been effective in reducing 

confusion among stakeholder base on the purpose of the special rate 

• Central Focus Newsletter - A quarterly newsletter was provided to all Central 

Geelong business operators informing them of the activities of the committee. 

Sent to all 1,249 business operators in Central Geelong. Property owners also 

receive an annual newsletter.





REPORT 2006 - 2007 

• Information Updates – CGM continued to inform business operators of items that 

may be of interest to their business, such as notification of applications for 

planning permits, consultation opportunities for businesses, upcoming events, etc. 

Distributed via email and website. 

• Website updates – The dedicated CGM website is updated regularly to ensure all 

information is current and informative. 

• Tenancy Database – CGM maintains a database of business operators in Central 

Geelong to ensure accurate and effective information flow to stakeholders. This is 

constantly updated to ensure accuracy. 

Research – Gather and disseminate relevant information about Central Geelong. 

• Evaluation - quarterly pedestrian counts, Annual Visitor Perception Survey, 

Stakeholder Survey and specific event and activity evaluations were undertaken in 

2006-2007. 

• Review of Best Practice within Australia and Overseas – regular review of 

Mainstreet and activity centre best practice is undertaken through association with 

other similar bodies. Member of Community Business Centres Victoria. Seek 

information from UK and US peer organisations. Opportunities to speak at 

workshops, forums and conferences undertaken to promote the activities of CGM 

to peer organisations and ensure Central Geelong is seen as a leader in this field. 

Strategic Influence – Influence the agenda for economic development, tourism, events 

and infrastructure relevant to Central Geelong: 

• Make submissions on policies or strategies relevant to Central Geelong – CGM 

provided feedback and submissions on relevant policies or strategies in 2006-2007 

such as the Retail Strategy. 

• Make submissions on policies or strategies relevant to Central Geelong – CGM 

provided feedback and submissions on relevant policies or strategies in 2006-2007 

such as the Retail Strategy. 

• Contribution to Councillor newsletter – CGM has provided consistent feedback to 

Councillors via the Councillor newsletter regarding programs and activities from 

the special rate program. 

Strategic Planning – Develop, implement and evaluate an effective strategic plan: 

• Strategic Plan – A strategic framework for the second five year term of the special 

rate was established. 

• Annual Activities Plan – A one year activity plan was established to meet the 

priorities of the strategic plan. 

• Marketing Plan – An annual marketing plan was established to meet the priorities 

of the annual activities plan. 

Governance - Ensure the ongoing and effective administration of CGM: 

• Staffing - CGM was supported in 2006-2007 by an Executive Officer, Assistant 

Executive Officer and Administration Officer with a total EFT of 2.1. 

• Office administration - General office requirements including access to telephones, 

photocopiers, fax, PC’s and office items and stationery





REPORT 2006 - 2007 

• Training and development - Staff training and development included attendance at 

the Mainstreet conference in March 2007 and the ICTC conference in June 2007, 

regular attendance at Community Business Centres Victoria (CBCV) workshops 

and internal COGG training as required. 

• Finance - 

2006-2007 

Income 

Funding collected via special rate 06/07 $507,273.00 

Stallholder / Sponsor / Other income $35,017.00 

Total $542,290.00 

Expenditure 

Administration and Finance $164,167.00 

Marketing $273,906.00 

Farmers Market $76,336.00 

Evaluation $13,351.00 

Total $532,761.00 

Carry over to 2007-2008 $9,529.00 


There are no financial implications associated with this report. 

Activities from just the three flagship Central Geelong Marketing activities of Central 

Geelong Farmers Market, Sidewalk Sales and School Holiday Fun Program bring an 

estimated economic benefit of over $1.4 million dollars to Central Geelong business 

operators which are more than double the monies generated from the special rate. 


There are no Policy/Legal/Statutory implications associated with this report. All 

activities undertaken were within the Committee’s terms of reference as specified by 

Council. 


There is no risk assessment implications associated with this report. 


The activities and programs that result from the special rate add significantly to the 

vibrancy and exciting experience of Central Geelong. 

There are no social considerations associated with the on-going special rate. 

The ongoing success of Central Geelong as the “heart” of the region is an essential 

element of broader community benefit.





REPORT 2006 - 2007 


There are no environmental considerations associated with the special rate program. 

Communication 

The Committee regularly communicates with owners and tenants in the Central 

Geelong area via quarterly newsletters, regular emails, a dedicated website, 

workshops, networking, surveys and personal visits.




7. ANNUAL REPORT FOR COMMITTEE FOR GEELONG 

Portfolio: 

Source: 



Communications - Cr Harwood 

Chief Executive 

Kay Rundle - CEO 

G206-02-11 

Summary 

• In 2001 Council became a member with the formation of the Committee for 


• This report provides an update for Council on the activities of the Committee for 


Cr Abley moved, Cr Brazier seconded 

That Council notes the report. 

Cr Ansett left the meeting room at 8.14pm 

Cr Ansett re entered the meeting room at 8.15pm 

Carried. 

Report 

Background 

In 2001 the Committee for Geelong was formed by a group of business and community 

leaders with the purpose of acting as a catalyst for significantly improving the quality of 

life of the citizens of Geelong. Council supported its formation and initially became a 

member for a period of three years. 

In 2004 the Committee for Geelong expanded its role to include advocating and 

influencing decision-makers, commissioning research and providing briefings, providing 

opportunities for members to network, supporting the promotion of the region and 

facilitating projects. 

Discussion 

A copy of the Committee for Geelong’s Annual Report 2007 is attached. 

The report provides an overview of its activities for the previous financial year and 

covers the following: 

• The Executive Director’s Report – Reflecting on a year of progress. 

• Sessions held in 2007. 

• New Members. 

• Financial Report. 

This Report acknowledges the role Council has played in establishing the Committee 

for Geelong and participating in board meetings between 2001 and 2007, and supports 

a continued role as a member in 2009.




7. ANNUAL REPORT FOR COMMITTEE FOR GEELONG (CONT’D) 


Council pays a membership contribution of $20,000 +GST per annum. 


There are no policy or legal implications for Council continuing as a member of the 

Committee for Geelong. 


To ensure complete transparency regarding Council’s membership, minutes of 

Committee for Geelong meetings are forwarded to Councillors, the Annual Report is 

tabled annually at Council and the Executive Director is available at any time to report 

on activities and outcomes. 


Representatives of Council are members of a number of advocating bodies within the 

region and beyond. Membership of the Committee for Geelong enables both the Mayor 

and CEO to attend briefings on topical issues, connect with members, share 

information and keep abreast of current concerns. 


None 

Communication 

A media release will be prepared.




8. GEELONG BASEBALL CENTRE - TRANSFER OF MANAGEMENT TO THE 

CITY OF GREATER GEELONG 

Portfolio: 

Source: 



Finance 

Corporate Services - Financial Services 

Anthony Smith 

Financial Management / Reporting 

Financial management / Bank Guarantees 

Summary 

• The City has assumed full management of the Geelong Baseball Centre, following 

the announcement by Baseball Geelong Incorporated (BGI) that it would be 

wound-up as an incorporated association effective as at 7 November 2007. 

• The usage and baseball activity has grown under the management of BGI to the 

point that the facility requires management beyond what could be expected of an 

essentially community based organisation such as BGI. 

• Baseball Geelong Incorporated was a ‘not-for-profit’ body entrusted with the 

management of the Geelong Baseball Centre on behalf of the City of Greater 

Geelong (the City). 

• In November 2005 the City agreed to act as loan guarantor for BGI for a $65,000 

loan over a 10 year term with the Bendigo Bank. The purpose of the loan was to 

establish an all-weather baseball batting cage facility at the Baseball Centre, 

located in Waurn Ponds. This cage is in operation and is a valuable asset for the 

facility. 

• BGI has informed the Bendigo Bank via correspondence dated 14 December 2007 

that it has defaulted on the loan on 23 December 2007. The loan balance as at 19 

November 2007 including the last instalment payment was $57,082.58. 

Cr Mitchell moved, Cr Farrell seconded - 


1) authorise the General Manager - Corporate Services to sign all necessary 

documentation in relation to the bank guarantee for Baseball Geelong 

Incorporated being invoked; and 

2) organise for the repayment of the loan as soon as possible to minimise 

interest and costs associated with the loan. 

Carried. 

Report 

Background 

In August 2001 Baseball Geelong was incorporated (BGI) as a ‘not-for-profit’ body 

entrusted with the management of the Geelong Baseball Centre on behalf of the City.





CITY OF GREATER GEELONG (CONT’D) 

The Centre is recognised as one of the best of its kind in Australia, and continues to 

attract both national and international interest, as evidenced by its contracted use by 

leading Japanese baseball club Chiba Lotte Marines as a Spring Training Camp over 

two consecutive seasons. There are ongoing inquiries from other prominent world 

baseball organisations with a view to making similar usage arrangements in the future. 

BGI’s stated aim had been to develop and direct senior and junior baseball competition 

in the Geelong region and to provide assistance to the regional baseball community 

through promoting opportunities for major events. 

The all-weather batting cage constructed by BGI in 2005 is a significant attraction for 

the centre’s use by other baseball organisations and sporting clubs, and will help to 

guarantee the continued growth of baseball as an important sport in the Geelong 

region. 

An opportunity now exists for the City to effectively and profitably manage the Baseball 

Centre facility in conjunction with the new Leisurelink redevelopment under a precinct 

management model (similar to that under which Kardinia Park operates). 

Discussion 

The City has taken over Management of the Centre and possession of the assets at 

the Geelong Baseball Centre. The City has entered into interim arrangements with the 

tenant clubs to ensure a smooth transition in management of the facility. 


As the guarantor, the City will need to repay the outstanding loan balance to Bendigo 

Bank ($57,082.58 from 19 November 2007) and any additional interest or costs 

resulting from BGI defaulting on the loan. 

The City will need to ensure efficient management of the facility to maximise the 

revenue potential and minimise costs. It is believed that the management of the Centre 

should be cost neutral. 

The payout of the outstanding loan balance and any additional interest or costs is still 

expected to be less than the original $65,000 batting cage, which is now controlled by 

Council. 


Guarantees are covered by the City’s debt reduction policy for recreational and 

sporting clubs. 

As BGI have defaulted on the loan and the bank guarantee on the City has been 

invoked, the City will resume possession of the assets as listed in the BGI asset 

register.





CITY OF GREATER GEELONG (CONT’D) 


The Geelong Baseball Centre is seen as an important social and economic asset, not 

only to the local baseball fraternity, but to the Geelong community in general. The City 

has taken over facility management of the Centre and has put in place transitional 

arrangements with the tenant clubs to ensure continuity of service provision. 

The City will continue to promote the Centre and take advantage of the facilities 

available to attract regional, state, national and international interest and events. 


There are no environmental implications for the repayment of the bank guarantee. 

Communication 

There are no communication requirements relating to the repayment of the bank 

guarantee.




9. CONSIDERATION OF TENDER SUBMISSIONS FOR TENDER NO. T08084 

PROVISION OF CASH COLLECTION FROM ON-STREET & OFF-STREET 

METERS 

Portfolio: 

Source: 



Finance, Economic and Strategic Development 

Development Sustainability – Health & Local Laws 

Kate Sullivan 

T08084 

Summary 

• Council has sought tenders for the provision of Cash Collection from On-Street & 

Off-Street Meters for the period 1 March 2008 to 28 February 2010. 

• Five tender submissions were received for the provision of this service. 

• An evaluation panel as outlined in the body of this report has undertaken a detailed 

appraisal of each of the submissions. 

• Following the evaluation process, it is considered that the tender submitted by 

Care Park Pty Ltd provides Council with the best value outcome. 

Cr Farrell moved, Cr Ansett seconded - 

That Council resolve to: 

1) accept the tender submission from Care Park Pty Ltd for Tender No T08084 – 

Provision of Cash Collection from On-Street & Off-Street Meters for the 

schedule of rates provided within their tender submission; 

2) sign and seal the contract documents. 

Carried. 

Report 

Background 

Tenders were invited from companies to undertake the Provision of Cash 

Collection from On-Street & Off-Street Meters through public advertisement in the 

Geelong Advertiser and The Age on Saturday 27 October 2007. 

At the close of submissions on Monday 21 November 2007, the following tenders 

were received: 

Tenderer 

Price 

Care Park Pty Ltd $225,608.00 

Chubb Security Services $230,565.36 

Nor-West Security Group Pty Ltd $241,398.40 

Cash Logistics and Security Services P/L $291,116.23 

TCB Always Australia Pty Ltd $516,643.28 

#Note: Prices are estimated annual costs based on submitted schedule of rates.






METERS (CONT’D) 

Discussion 

A full and comprehensive evaluation has been undertaken by an evaluation panel 

comprising: 

Colin Robertson 

John Brown 

Tony Kerr 

Team Leader Parking & Animals 

Manager – Internal Audit & Ombudsman’s Office 

Contracts Officer 

The evaluation of the submissions was undertaken in accordance with the following 

weighted attributes: 

Service Delivery 70% 

Quality 15% 

OHS & Risk Management 15% 

100% 

At the conclusion of the evaluation the following scores have been allocated to each of 

the tenderers: 

Tenderer 

Score 

Care Park Pty Ltd 77.67 

Chubb Security Services 76.5 

Nor-West Security Group Pty Ltd 74.75 

Cash Logistics and Security Services P/L 73 

TCB Always Australia Pty Ltd 73 

The process involves the allocation of point scores to the non-price attributes. This 

score is multiplied by individual weightings, as indicated above, to determine an overall 

score for the tender submission. A weighted attribute competence threshold score of 

at least 75 was required for further consideration. Those achieving a weighted attribute 

score of 75 or more were deemed to have the capacity to undertake the service and 

were then assessed according to best price for Council. 

The lowest priced conforming tender submission received from Care Park Pty Ltd was 

successful in achieving the threshold score of 75. 

Care Park Pty Ltd presented a very professional tender for the above listed services. 

They demonstrated a strong management ethos with a focus on rigorous formalised 

procedures and customer service. At the completion of our evaluation, the evaluation 

committee considered that Care Park Pty Ltd have the necessary technical capacity, 

expertise, resources and ability to successfully undertake this contract for Council. This 

view was reinforced by the very positive feedback we have received from organisations 

that currently use their services 


Funding for this service is drawn from a budget allocation of $133,000 from the budget 

project codes 035510 (Street Parking), 037200 (Civic Centre Car Park) and 037250 

(Busport Car Park).






METERS (CONT’D) 

The introduction of new credit card facility parking meters recently, with more due over 

the term of this contract, has raised expectations that cost savings on meters cash 

collection will occur in the near future as a result. However, in the interim it is 

anticipated that the expected budget shortfall will be offset by the revenue stream 

raised through parking meters. 


The requirements of Section 186 of the Local Government Act have been complied 

with for this tender. There is no other policy, legal or statutory implications associated 

with this tender process. 


There are not considered to be any risks associated with the acceptance of this tender 

that cannot be managed through the contract conditions. 


There are not considered to be any social implications arising from the acceptance of 

this tender. 


There are not considered to be any environmental risks associated with the acceptance 

of this tender. 

Communication 

There are not considered to be any communications issues associated with the 

acceptance of this tender.




10. PORTFOLIO & COMMITTEE APPOINTMENTS 

Portfolio: 

Source: 



Governance & Democracy - Cr J Farrell 

Corporate Services - Governance 

Anthony Smith 

Councillors 

Summary 

• By letter dated 29 January 2008, Cr Dowling tendered his resignation as a 

Councillor. 

• Council should consider nominations to the Portfolios and committees vacated by 

Cr Dowling. 

Cr Farrell moved, Cr Macdonald seconded - 

That pending the election of a Deakin Ward Councillor, Portfolios and Committee 

positions vacated by Cr Dowling be allocated as follows: 

Portfolios 

Economic Development 

Strategic Development 

Finance 

Committees 

Armstrong Creek Urban Growth Plan 

Steering Committee 

Performance Review Committee – CEO 

Geelong Art Gallery - Substitute 

Representative 

Crs McMullin & Macdonald 

to share 

Crs Mitchell & Macdonald to 

share 

Crs Harwood & Farrell to 

share 

Cr McMullin 

Cr Mitchell 

Cr Harwood 

Carried. 

Report 

Background 

The resignation of Cr Dowling has left vacancies in Portfolios and Committees. 

Discussion 

Council may determine to nominate a Councillor to assume the responsibilities of the 

Portfolios and to make appointments to Committees. The matter can be reviewed when 

a Councillor is elected for the Deakin Ward. 


There are no financial implications.




10. PORTFOLIO & COMMITTEE APPOINTMENTS (CONT’D) 


There are no legal or statutory requirements regarding Portfolios. 


There are no risks associated with nomination of a Councillor to fill the vacancies. 


There are no social implications. 


There are no environmental implications.



SECTION C - URGENT BUSINESS Page 42 

URGENT BUSINESS by Cr Brazier 

Note: Introduction of Urgent Business requires two-thirds majority of Councillors present. 

APOLOGY TO MEMBERS OF THE STOLEN GENERATION 

The Australian Government will move a motion that the Parliament makes a formal 

apology to members of the Stolen Generations on 13 February 2008. 

In recognition of this historic moment, it is proposed the Council record its support for 

the Federal Parliament saying 'sorry'to members of the Aboriginal and Torres Strait 

Islander Stolen Generations. 

Cr Brazier moved, Cr Macdonald seconded - 

That Council considers as Urgent Business a motion of support for the Federal 

Parliament saying 'sorry'. 

Carried. 

Cr Brazier moved, Cr McMullin seconded - 

That Council record its support for the Federal Parliament saying 'sorry'to 

members of the Aboriginal and Torres Strait Islander Stolen Generations and fly 

Australian Aboriginal Flag at City Hall on 13 February. 

Carried.



SECTION C – COMMON SEAL REGISTER Page 41 

Cr Ansett moved, Cr Abley seconded – 

COMMON SEAL REGISTER 

The following documents are required to be signed and sealed by Council and are 

hereby presented accordingly. 

Carried. 

1. SECTION 173 AGREEMENT BETWEEN GREATER GEELONG CITY 

COUNCIL AND BERBWAY NOMINEES PTY LTD FOR 142 VICTORIA 

STREET, NORTH GEELONG 

Portfolio: 

Planning – Cr Macdonald 

Source: 

Development Sustainability 

General Manager: Kate Sullivan 

File number: 218916 

Property: 

142 Victoria Street, North Geelong 

Application No: 977/2007/A 

Officers’ Comments 

This Agreement pursuant to Section 173 of the Planning and Environment Act 

1987 is to:- 

• Acknowledge that the floor level of the existing warehouse is below the 

applicable 1% AEP flood level of 17.5 metres AHD and accordingly below 

the corresponding floor level of 300mm above the flood level, ie, 17.80 

metres as required by Building Regulations; 

• Register that the floor level of the extension hereby approved would match 

that of the existing warehouse and therefore also be constructed below the 

applicable flood level; 

• Acknowledge that the owner of the land would accept responsibility for 

flooding of the site due to the floor level being below the relevant floor level 

and consequently that Council would be indemnified against flood damage. 

The Agreement was required by Condition 4 of Planning Permit No. 977/2007/A 

issued on 15 January 2008 which allowed for an extension to an Industrial 

Building and Waiving of Car Parking. 

The purpose of the Agreement is to register the above conditions. Before 

construction commences on site for the works, application must be made to the 

Registrar of Titles to register the Section 173 Agreement on Title to the land 

under Section 181 of the Act.



SECTION C – COMMON SEAL REGISTER Page 42 

2. SECTION 173 AGREEMENT BETWEEN GREATER GEELONG CITY 

COUNCIL AND KIM PHYLLIS PULVIRENTI FOR 280 CLARKES ROAD, 

ANAKIE 

Portfolio: 

Planning – Cr Macdonald 

Source: 

Development Sustainability 

General Manager: Kate Sullivan 

Property: 

280 Clarkes Road, Anakie 

Application No: 1092/2007 

Officers’ Comments 

This Agreement pursuant to Section 173 of the Planning and Environment Act 1987 is 

to register on title the endorsed Environmental Management Plan and prohibit further 

subdivision of the two lots to be created. 

The Agreement was required by Condition 3 of Planning Permit No. 1092/2007 issued 

on 28 November 2007 which allowed a two lot subdivision. 

The purpose of the Agreement is two fold. Firstly, to prohibit further subdivision of the 

lots to be created, as is required under Clause 35.07-3 of the Greater Geelong 

Planning Scheme. Secondly, to state clearly on both titles the environmental 

objectives and/or strategies in the endorsed Environmental Management Plan to be 

undertaken. 

CLOSE OF MEETING 

As there was no further business the meeting closed at 8.40p.m. Tuesday, 12 February 

2008. 

Signed: 

Chairperson 

Date of Confirmation:

Council Minutes - 12 February 2008 - City of Greater Geelong

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