Glenelg Shire - Annual Report 2017-2018

ANNUAL REPORT 2017/2018

SHIRE PROFILE REPORT OF OPERATIONS

SHIRE PROFILE

Encompassing an area of 6,212 square kilometres, the Glenelg Shire includes Portland, Heywood and Casterton and many other small townships and localities. Rolling hills and rich agricultural land to the north give way to a scenic and secluded river region to the west. Pine and blue gum plantations line the roads through the hinterland, while a huge expanse of coastal beaches and rugged cliffs form the southern perimeter, making the Glenelg Shire a thriving tourist destination.

Glenelg Shire has an estimated residential population of 19,644 in 2017. (Source: 2016 Census of Population & Housing; General Community Profile)

The five major industries of employment are;

• Manufacturing (1449 people or 16.46% of people employed)

• Agriculture, Forestry & Fishing (1120 people of 12.72% of people employed)

• Health care and social assistance (1086 people of 12.34% of people employed)

• Retail Trade (832 people or 9.45% of people employed)

• Accommodation & Food Services (599 people or 6.8% of people employed)

The above industries employee 5086 people which equates to 57.77% of people employed in Glenelg Shire. (Source: ABS 2017)

6,215km2

19,700 POPULATION 0.03 POPULATION DENSITY PER PERSON BY HECTARE

47 AVERAGE AGE COMPARED TO NATIONAL AVERAGE OF 38 YEARS

5.9% UNEMPLOYMENT RATE COMPARED TO NATIONAL AVERAGE OF 6.9%

39 HOMELESS PEOPLE

$1045 AVERAGE WEEKLY HOUSEHOLD INCOME COMPARED TO NATIONAL AVERAGE OF $1431

22% COUPLES WITH CHILDREN COMPARED TO NATIONAL AVERAGE OF 30%

OUR LOCATION

REPORT OF OPERATIONS

Nelson

Casterton

Sandford

Bahgallah

Merino

Strathdownie

Victoria

Dartmoor

Condah

Milltown

Lake Condah

Heywood

Tyrendarra

Narrawong

Allestree

Cape Bridgewater

Portland

Wando Vale

Digby

COMMITMENTS REPORT OF OPERATIONS

OUR VISION

Glenelg Shire Council is forward thinking and inclusive. We will continue to innovate and develop our diverse economy to deliver services that meet the needs of our community.

OUR FOCUS

Growing Glenelg

Sustain and grow a diverse economy and social prosperity

Connecting Glenelg

Connecting people, places and spaces

Liveable Glenelg

Embracing inclusive, healthy, sustainable and diverse cultures for living

Creative Glenelg

Creative, inspired, forwardthinking and action-oriented

Leading Glenelg

Create shared visions within the community, ensuring agreed outcomes

CALENDAR OF EVENTS

REPORT OF OPERATIONS

JUNE 2017

• $400,000 redevelopment of the Portland Library is announced

• The Casterton Kelpie Trail Active Transport project is completed, with new fitness equipment and walking trails installed around the Ess Lagoon precinct

JULY 2017

• Council’s Aged & Disability Services Unit achieves the highest possible score on the Australian Homecare Standards Audit and Quality Review

• All abilities wheelchair carousel is opened in Heywood

• Cross border cycling event Tour of the Great South Coast visits the Glenelg Shire

• The recently developed Council Plan 2017-2021 became operational

AUGUST 2017

• The Glenelg Shire’s coastline is inundated with visits from more than 50 Southern Right Whales and Humpback whales travelling through the Southern Ocean waters

• Portland’s Kurrajong Planned Activity Group

(Aged Social Support) 37th Birthday was on 24th August 2017

SEPTEMBER 2017

• Treasurer Tim Pallas headlines Stakeholder Development Forum to detail the government’s push for decentralisation and the important role Portland, and the broader Glenelg Shire, will play in the state’s economy into the future

• Portland was showcased as Australia’s newest major regional cruise destination at Australia’s biggest cruise conference in Queensland

• Dartmoor has kept its track record as one of Victoria’s tidiest towns after being named a finalist for the 32nd consecutive year for the coveted award program

OCTOBER 2017

• Construction launched on the Australian Kelpie Centre in Casterton

• Twilight Cinemas took it’s movie screen on the road for a regional pop-up tour, bringing Hollywood movies to our regional communities

• Great South Coast Regional Assembly is held in Portland, attracting the largest crowd of participants in the state

• Glenelg Shire Council welcomed State Government funding commitment for infrastructure upgrades to Portland’s $5 million Henty Employment Precinct

• Seniors Great Day Out

held and featured Athol Guy and the Seekers, entertaining seniors from across the Shire

NOVEMBER 2017

• Councillor Anita Rank reelected for a second term as Mayor of Glenelg Shire

• Council leads the establishment of a Green Triangle Regional Tourism Network, committing to develop a Regional Tourism Strategy to cover south west Victoria and south east South Australia

• Portland Library relocated to Percy Street premises to enable commencement of the Portland Library Redevelopment

• The International Day of People with a Disability was held on Friday 24 November 2017

• The Dreams and Aspirations Art Exhibition was held at Portland Arts Centre

• Live 4 Life Glenelg initiative celebration event held in Heywood

DECEMBER 2017

• The redeveloped $650,000 Island Park Netball Tennis Clubrooms Project is officially unveiled to the public

• A combined $1.15 million worth of improvements to both the Casterton and Merino outdoor swimming pools are completed.

• Nelson’s picturesque landscape and iconic Glenelg River are showcased in a new digital marketing campaign

• Christmas Eve Events across the Shire and the launch of the Norfolk Tree Christmas lights in Portland

• Outcome and acceptance of Glenelg Shire Council’s Enterprise Bargaining Agreement no 7 was received from Fair Work Commission

• Breakfest Underage Rage with approx. 180 in attendance

• LGBTI Equality Roadshow workshop with Commissioner for Gender and Sexuality Rowena Allen, where the Skittles Social Group launched a short film themed on equality in our community

JANUARY 2018

• New Year’s Eve Event in Portland, Heywood and Casterton

• The Glenelg Shire experiences record breaking visitation across its coastal townships, welcoming nearly 10,000 people through its Visitor Information Centres during the summer months

• Inaugural Hooked on Portland festival welcomes $2 million economic benefit to the local economy

• Youth Zone at Hooked on Portland Festival with over 250 people utilising space and activities

• *Australia Day Events across the Shire

FEBRUARY 2018

• ArtsGlenelg Season Launch showcased the breadth of exhibitions and live theatre on offer at the Portland Art Centre in addition to Shire wide arts events on offer for the 12 months ahead

• General Local Law 2018 came into force on the 1 February 2018

MARCH 2018

• The Cultural Collection, was revalued at $6.5 million, an increase of over $470,000 on the previous valuation undertaken in February 2012

• The Budj Bim National Heritage Landscape bid for UNESCO World Heritage listing was formally accepted for assessment by the World Heritage Centre

• Glenelg Shire Council hosts the Joint Council Meeting between neighboring councils

• Skate Park Leagues National skate park competition held in Portland and Heywood

APRIL 2018

• Hooked on Tuna Festival every weekend for the month of April

• $100k grant secured for the development of a ‘Changing Places’ facility

• Victorian Youth Week — hosted three events across the shire, with over 400 community members engaged in the youth focussed celebration and recognition events

• Live 4 Life Glenelg initiative launch with over 220 young people in attendance from the whole shire

MAY 2018

• Reconciliation events held across the week of Friday 26 May culminating on Friday 2 June 2017 with a daylong celebration at the Civic Hall Portland

• IDAHOBIT Day afternoon tea organised by local Skittles Social Group in Portland

• Volunteer Recognition Events during National Volunteer Week

JUNE

• The Australian Kelpie Centre was unveiled to the public at the 2018 Australian Kelpie Muster in Casterton

HIGHLIGHTS AND ACHIEVEMENTS REPORT OF OPERATIONS

DURING 2017/18, GLENELG SHIRE COUNCIL MADE SIGNIFICANT PROGRESS IN THE DELIVERY OF THE COMMITMENTS MADE UNDER THE 2017–2021 COUNCIL PLAN. THIS INCLUDES THE COMPLETION OF CAPITAL WORKS, FUNDING SECURED FOR PRIORITY PROJECTS AND THE DELIVERY OF COMMUNITY PLANS.

ACHIEVED

• The Australian Kelpie Centre was officially opened at the 2018 Australian Kelpie Muster festivities on Saturday 9 June by Member for Wannon Dan Tehan, who secured more than $650,000 of Federal funding to realise the project

• Growing Glenelg magazine released and distributed across the shire and online informing residents of upcoming events and programs of interest

• Four listening posts held across this shire over the past year which allowed the community to meet and discuss local issues with councillors and senior managers

• The Glenelg Shire Planning Scheme review was completed in May 2018. This review recognised the significant work to update the structure of the planning scheme via amendment C75 and identified minor corrections and improvements to be the subject of planning scheme amendments in the future

• Glenelg Shire Health and Wellbeing Plan Action Plan endorsed by council in February. Council are working with partners to address the actions as identified in the plan

ON TRACK

• Green Triangle Freight Action Plan Steering Committee meetings chaired by Council

• Investigation underway into Portland Heating network energy solution. 1st stage underway (replacement of Pipeline)

• Percy Street solar lighting installed in June 2018

• Two submissions made to the second round of the Building Better Regions Fund; Cape Bridgewater Master Plan and Portland Foreshore Masterplan

• Smart Cities Framework underway. Workshops undertaken with stakeholders. Community engagement activities to follow

• Council’s trainee program expanded to include two additional trainees positioned in Children’s Services and Emergency Management

• Development of the Open Space Strategy on track

• Casterton destination branding launched April 2018

• Portland Library on track

• Quarterly community events calendar released

• ArtsGlenelg season program released

IN PREPARATION

• Carbon inventory report highlighted Portland Leisure and Aquatic Centre and Henty Park as Councils 2 biggest water users, budget bid placed to investigate

• Recommendations received from Sustainability Victoria on Building Audit

• Laneway lights replaced February 2018. Percy, Bentinck Street lighting supplied awaiting installation by Powercor. Lighting and security assessments not yet complete

OF OPERATIONS

14 TOWNSHIPS

244 FTE EMPLOYEES

14,380 LIBRARY MEMBERS

19,968 STOCK SOLD AT THE CASTERTON SALEYARDS

176 PLANNING APPLICATIONS RECEIVED

183 BRIDGES AND MAJOR CULVERTS

$45.414M OPERATING REVENUE

2% OF RATE REVENUE INCREASE

5,708 REGISTERED PETS

96,000 VISITS TO INDOOR AQUATIC FACILITIES

107,292 ITEMS LOANED BY LIBRARY

125+ NUMBER OF SERVICES PROVIDED TO COMMUNITY

2,638km OF LOCAL ROADS

$49.275M

TOTAL REVENUE

$45.639M

OPERATING EXPENDITURE

288 BUILDING PERMITS ISSUED

REPORT

A YEAR IN REVIEW

I am delighted to present Glenelg Shire’s Annual Report 2017-2018. As Mayor, I am extremely proud of the achievements and positive outcomes we have delivered to our residents over the past twelve months.

Highlights for 2017/18

A number of significant projects and funding commitments were realised in 2017, delivering significant economic, cultural and social benefits for our vibrant community.

Some highlights include:

• Bringing new major events to our region including the Great South Coast Regional Assembly, which attracted the largest recorded crowd yet for the south west region, and the Inaugural Hooked on Portland festival, which was launched to a crowd of over 10,000 people over the Australia Day long weekend festivities. We also continued to deliver existing events such as the Tour of the Great South Coast cycling championships, the Hooked on Tuna fishing competition and the biggest regional street party, New Year’s Eve on the Portland Foreshore

• Welcoming a State Government funding commitment for infrastructure upgrades to Portland’s $5 million Henty Employment Precinct, opening doors for new investment and local employment opportunities

• Securing $400,000 of State Government funding for the Portland Library Redevelopment Project, catering for the growing number of users at the public space and transform it to an all-access library

• Opening the doors at the Australian Kelpie Centre to a crowd of thousands at the annual Kelpie Muster festivities. The $1.5 million facility, partly funded by the Federal Government, includes a Visitor Information Centre, meeting spaces, amenities and an interpretative display showcasing the history of the Kelpie working dog

• Enhancing recreational opportunities for our community, following the completion of the Kelpie Active Trail around Casterton’s popular Ess Lagoon precinct and upgrades to swimming pools in Casterton and Merino in preparation for peak summer visitation

• Ensuring vital flood recovery works were completed for Casterton’s Island Park sporting precinct following the devastation of the September floods in 2016

Community engagement

Throughout the year Council engaged regularly with the community through a range of initiatives, such as pop-up sessions and scheduled workshops, our digital engagement platform YourSay Glenelg and regular Listening Post events held in the rural townships of Nelson, Merino, Digby and Dartmoor. Such activities helped align council projects and our ongoing Council Plan actions with the needs and expectations of our residents.

Councillors were impressed by the passion expressed by community members who participated in these consultation opportunities. We thank all those who took the time to submit their valuable feedback and help shape the future of their community.

Looking ahead

Council is looking ahead to 2018/2019, striving to maintain the momentum and ensure sustainable economic development with a central focus on infrastructure, service provision and job creation. Council will also continue to actively lobby at both state and federal levels to secure necessary investments that will enhance our ability to deliver key projects and initiatives.

Thanks to my fellow Councillors who served the community over the last year. The year of achievements showcased in this report demonstrates what an exciting time it is to live, work, play, study, invest in for the Glenelg Shire.

Mayor Cr. Anita Rank

CEO’S REPORT A YEAR IN REVIEW

I look forward to seeing the impact of these projects as they help to enhance the liveability of our region and provide greater access to world class facilities.

Glenelg Shire’s work continues to be well received by residents. For the second consecutive year the annual Local Government Community Satisfaction Survey identified that council is performing higher than its state-wide counterparts across a number of key performance indicators, including community consultation and decision making.

The 2017-18 annual report is an opportunity to acknowledge the significant achievements and milestones council has achieved of the past 12 months. 2017-2018 has been no exception, bringing another year of successes for our region as we continue to deliver on our commitments of building an engaged, healthy and connected community.

Within the constraints imposed by the state-wide rate cap system and increasing cost pressures, the organisation focused on delivering services more efficiently and effectively.

As a result, we delivered an operating surplus of $1.3 million; with a further $2.6 million operating surplus budgeted for the coming financial year.

We secured $17 million in grants from the State and Federal Governments to pay for local projects and services without placing further financial burden on our ratepayers.

Furthermore, $18.5 million was invested into our capital works program, ensuring our local roads, recreational facilities and open spaces and streetscapes are well-maintained for generations to come.

Throughout this report, and as outlined in the Mayor’s message, you will see evidence of a number of initiatives that have been completed to provide outstanding community facilities and opportunities for the community to meet, learn and recreate. This includes the opening of the Australian Kelpie Centre, the world’s first ever dedicated dog museum, the Portland Library redevelopment project and upgrades to Kelpie Active Trail in the heart of Casterton.

It has always been a core role of local government to advocate and lobby on behalf of the community. In the face of challenges such as skill shortages, infrastructure development and connectivity, council will strive to ensure the best outcomes continue to be secured for our region.

I am proud to lead a professional organisation that is driven by its commitment to put the community at the heart of everything we do. Our achievements over the past 12 months would not have been possible without the support, dedication and true commitment of all council staff.

Thank you also to our community for your continued support and input for the many programs and strategies progressed over the past year.

CEO

Greg Burgoyne

For the second consecutive year the annual Local Government Community Satisfaction Survey identified that council is performing higher than its state-wide counterparts...

CHIEF FINANCIAL OFFICER’S REPORT

A YEAR IN REVIEW

Operating position

GSC attained a surplus of $3.6 million in 2017/18 versus budgeted expectation of $1.6m mainly attributable to a reduction in the landfill provision of $1.8m. The adjusted underlying result, after removing nonrecurrent capital grants, cash contributions and nonmonetary capital contributions, was a surplus of $2.8m.

Glenelg Shire Council (GSC) financial position is outlined below. Detailed information relating to financial performance is included within the financial statements and performance statement sections of this report.

Liquidity

Cash balance at 30/06/18 has remained relatively steady, decreasing by $0.9 million from the prior year. The working capital ratio which assesses ability to meet current commitments is calculated by measuring current assets as a percentage of current liabilities. Council’s result of 167% is a positive indicator of financial position.

Obligations

GSC debt ratio which is measured by comparing interest bearing loans and borrowings to rate revenue was 14% at 30/06/18, this is a positive result as the expected target band is 20%-60% within councils. The asset renewal ratio which is measured by comparing asset renewal expenditure to depreciation was 72%. GSC spent $6.6 million in renewal works during the year with some delivery of plant and equipment purchases delayed into 2018/19 which would have raised this indicator to 77%.

Stability and efficiency

Rate concentration which compares rate revenue to adjusted underlying revenue was steady at 49% for the year which is within the expected target band of 40% – 80%. For the 2017 – 18 year, the average residential rate per residential assessment was $1,048 which was an increase of 2% per assessment from the previous period, in line with the current rate capping system.

MAJOR CAPITAL WORKS A YEAR IN REVIEW

Casterton Pool Works

• Casterton Pool was constructed in the 1960’s, and in 2017 council completed some major upgrade work to the pool changing the water return system, installing of a disability access ramp, painting the pool and completely retiling the pool

• This has brought the pool up to the standards of a modern facility — Value $740,230 (Grant received through the Community Facility Funding Program — Seasonal Pools, administered through Sport and Recreation Victoria)

Merino Pool Works

• The Merino Pool water treatment plant required significant repair so council replaced the treatment plant at this facility with a new modern treatment plant including a new shed on the location of the old facility. The surrounds of the pool were also replaced with new walkways and paths. — Value $347,000

• Merino Pool toddler pool shade sail has been replaced with a new hip and ridge shade sail — Value $17,000

The Australian Kelpie Centre

• Construction of the Australian Kelpie Centre in Casterton started in October 2017 with a completion date of May 2018. This new facility holds the relocated Visitor Information Centre, a meeting room, public toilets and the Kelpie Interpretive Display which promotes the Kelpie from a historical viewpoint as well as promoting the breed. The display also showcases Casterton and its history — Value $1,316,460 (Grant of $658,230.00 received from Commonwealth Government under the National Stronger Regions Fund)

Portland Leisure and Aquatic Centre (PLACE) Works

• The PLACE laser light roofing that connected the entrance way to the main pool hall has been replaced by a new roof including all structural supports. This new section of roof has assisted in the modernising of the facilities — Value $120,000

Portland Library Redevelopment

• The Portland Library has been successful in securing State Government funding Living Libraries Infrastructure Program 2016, which, together with Council’s co-contribution, for the refurbishment of the Portland Library. The development revitalises the internal areas of the Library to provide a dedicated children’s library, youth chill-out space, local history room, silent study and collaborative meeting areas for programs and activities

MAJOR CAPITAL WORKS (CONTINUED) A YEAR IN REVIEW

Casterton Flood Recovery

Casterton Island Park was one of the worst affected areas in the September 2016 floods.

29 community projects have been undertaken to restore Community Facilities at Island Park.

25 of these projects are completed which has enabled the majority of community groups to return to full functioning capacity.

One of the largest projects undertaken was the tennis/netball courts repairs. The extensive works on this project which included resurfacing of all courts has reached the stage where the courts are functional and being utilised by the groups

for sporting events. Due to weather conditions there are still some minor works scheduled to be undertaken at the end of the sporting season over the warmer summer months.

Works over the summer on the courts together with the other three remaining projects will see the completion of flood repairs in the Island Park vicinity.

Repair works to roads damaged by the floods are also progressing well. Works to repair the bridges and culverts will be tendered in August 2018 and scheduled to be undertaken over the drier months which will complete the repairs to the flood damaged roads.

COMMUNITY GRANTS A YEAR IN REVIEW

Round

SUSTAINABILITY WITHIN THE GLENELG SHIRE COUNCIL A YEAR IN REVIEW

Reduce Green House Gas (GHG\) Emissions

• For the last six years council has, on average, reduced its GHG emissions as part of its operations by 8.9%. From this a target of 9% reduction per year has been set. This is being achieved by implementing energy efficiency lighting (both internal and street lighting), building efficiency and fleet improvements

Reduce Water Consumption

• Glenelg Shire has the highest water consumption of all five municipalities within the Wannon Water district. Council has set the target to reduce its overall water consumption by 10% per year. This is being achieved by education ground staff in reduction of water use, replacement of inefficient water fittings and fixing old and leaking services

Reduce Weed Infestations on Council Managed Land

• Glenelg Shire covers approximately 6,212 square kilometres and manages approximately 2,630km of local road, or around 90% of the length of roadsides. Council is committed to the management of weed infestations and the early prevention and control of weed species identified in the area. Each year council and receives funding for the control of weeds within these roadsides and reserves

OUR COUNCILLORS

OUR COUNCIL

The Glenelg Shire is an unsubdivided municipality consisting of seven (7) councillors. A local election was held in 2016, in which 2 new Councillors and 5 incumbents were elected to office, to serve a four (4) year term.

On 8 November 2017 at a Statutory Meeting, Cr Anita Rank was elected as Mayor of Glenelg Shire Council for a second term during the 2017/2018 Mayoral Year.

The current Council is;

Mayor’s Office: 5522 2295

Mobile: 0408 276 563 anita.rank@glenelg.vic.gov.au

Elected in October 2012

Meetings attended 15/15

Committees:

Mobile: 0427 573 672 robert.halliday@ glenelg.vic.gov.au

Elected in January 2001 (By-election)

Meetings attended 15/15

Committees:

Mobile: 0428 618 760 chrissy.hawker@ glenelg.vic.gov.au

Elected in October 2016

Meetings attended 15/15

Committees:

* represents a proxy

Mayor Cr. Anita Rank

Cr. Robert Halliday

Cr. Chrissy Hawker

Mobile: 0428 033 654 alistair.mcdonald@ glenelg.vic.gov.au

Elected in October 2016

Meetings attended 15/15

Committees:

Mobile: 0488 900 645 karen.stephens@ glenelg.vic.gov.au

Elected in March 2002

Meetings attended 15/15

Committees:

Mobile: 0419 320 954 geoff.white@glenelg.vic.gov.au

Elected in August 1997 (By-election)

Meetings attended 15/15

Committees:

Mobile: 0488 900 634 gilbert.wilson@ glenelg.vic.gov.au

Elected in March 2002

Meetings attended 15/15

Committees:

12

11 ORDINARY COUNCIL MEETINGS

COUNCILLOR WORKSHOPS

25 SPECIAL COUNCIL MEETINGS

3

See next page for committee icon explanations.

MEETINGS IN TOTAL

Cr. Alistair McDonald

Cr. Karen Stephens

Cr. Gilbert Wilson

Cr. Geoff White

COUNCIL COMMITTEES

Advisory Committees

Casterton Railway Precinct Advisory Committee (aoC)

The function of the Casterton Railway Precinct Advisory Committee is to provide information and advice to Council on the preservation, maintenance and development of the Casterton Railway Precinct.

Casterton Livestock Saleyards Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on the operation and maintenance of the Saleyards, the capital works required to meet industry standards, policy making and implementation to meet industry regulations and legislation and the recommendation of annual fees and charges.

Glenelg Mara Quorin Aboriginal Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council and the community on the progress towards the implementation of the Glenelg Aboriginal Partnership Plan, and development of a communication and engagement strategy.

Glenelg Municipal Emergency Management Planning Committee (aoC)

The function of the committee is to prepare a draft municipal emergency management plan for consideration by Council, and advise Council on any other matter required by the provisions of the Emergency Management Act 1986 and 2013, and Emergency Management Manual of Victoria (EMMV).

Glenelg Municipal Fire Management Planning Committee (aoC)

The function of this committee is to plan for fire management, considering preparation, prevention, response and recovery and the use of fire as a tool across boundaries throughout the municipality, including legal, land tenure and use, administrative and municipal borders.

Heritage Advisory Committee (aoC)

The function of the Advisory Committee is to provide advice to Council on the development of Council Policy relating to heritage matters, advise and recommendations of applications for heritage restoration loans and grants made available by Council, and act as an information resource to Council’s Heritage Advisor, Council or Council Officers to assist with local information on specific heritage places and objects.

Australia Day Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on matters relating to Australia Day, such as Australia Day Award, Australia Day Celebrations and the Australia Day Ambassador Program.

Local Port of Portland Bay Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on policies relating to legislation surrounding operation of the Harbour, communicate issues identified by Port users, and operational issues that may affect the Port of Portland Pty Ltd and Local Port of Portland Bay

Strathdownie Drainage Advisory Committee (aoC)

The function of the Advisory Committee is to provide advice to Council on the development of Council Policy relating to Strathdownie Drainage area matters, and provide recommendations on the operation, maintenance, improvement, and administration of the Strathdownie Drainage Area.

Tourism Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on marketing and promotion, policy relating to the development of Tourism product; and the identification of new ideas.

Volunteering and Wellbeing Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on the issues facing volunteers and volunteer groups in the Glenelg Shire region, the issues facing people with a disability, their families and carers, and disability service groups in the Glenelg Shire region, and the implementation of actions identified in the Volunteer Strategy, Access and Inclusion (Disability) Action Plan, and Municipal Public Health and Wellbeing Plan (the Plans).

CEO Review Committee (aoC)

The function of the Advisory Committee is to review the performance of the CEO on an annual basis and provide a recommendation to Council on in relation to the CEO’s annual performance review.

Community Grants Advisory Committee (aoC)

The function of the Advisory Committee is to provide information and advice to Council on recommended applications to be funded and the amounts by grant category in each of the two annual grant rounds, and the total amount of funds to be dispersed in each of the two annual grant rounds by grant category.

Audit Committee

More information on the Audit Committee can be found on page 40.

COUNCIL MEETINGS OUR

Ordinary Council Meetings are held on the fourth Tuesday of the month at 7.00pm in the Council Chambers, Cliff Street, Portland unless otherwise advertised. Special Council Meetings are occasionally held for specific matters. All Ordinary Council Meetings and Special Council Meetings are advertised and are generally open to the public. The Local Government Act 1989 enables the Council to close meetings for specified purposes.

Council Meetings are conducted in accordance with the provisions contained in the Governance Local Law 2013 and associated Council’s Meeting Procedure. During 2017/2018, twelve (12) Ordinary Council Meetings and Three (3) Special Council Meetings were held.

On the 22 nd of August 2017 the Ordinary Council Meeting was held in Casterton and then in Heywood on the 27 th March 2018.

COUNCIL MEETINGS (CONTINUED)

OUR COUNCIL

2017/2018 COUNCIL MEETINGS

15 FORMAL COUNCIL MEETINGS HELD

3 SPECIAL COUNCIL MEETINGS

12 ORDINARY COUNCIL MEETINGS

193 RESOLUTIONS ON A BROAD RANGE OF ISSUES

8 WERE CONSIDERED ‘IN CAMERA’ (4.17% OF TOTAL NUMBER OF RESOLUTIONS)

2017/18 COUNCILLOR EXPENSES/ALLOWANCES

COUNCILLOR EXPENSES

COUNCILLOR ALLOWANCES

COUNCIL OFFICES

OUR COUNCIL

Portland

71 Cliff Street Portland

Range of services including;

• Waste Collection, lost or replacement bins, animal registration, general property and debtor enquiries

• Issue of disabled parking permits and foreshore parking permits

• Issue and collection of Sharps containers

• Provide new resident kits

Heywood

77 Edgar Street, Heywood

Range of services including;

• Vic Roads Agency: Trailer registrations, learners permit testing, photo licences

• Library services

• Maternal and Child Health services

• Drop off Centre for Mobile Muster and print cartridges

Casterton

67 Henty Street, Casterton

Range of Services including;

• Vic Roads Agency: trailer registrations, learners permit testing, photo licences

• Library services

• Casterton Saleyard Bookings

• Casterton Airport Landings Register

• Drop off centre for mobile muster and print cartridges

ORGANISATIONAL STRUCTURES

OUR PEOPLE

CHIEF EXECUTIVE OFFICER

COUNCIL

• Executive Assistant

• Organisational Development Manager

• Communications & Economic Development Manager

• Internal Audit

• Council Support Coordinator

• GM Special Projects & Flood Recovery

Assets & Operations Manager

DIRECTOR ASSETS DIRECTOR CORPORATE SERVICES Manager Compliance & Corporate Information

Project Planning & Facilities Manager

Works Manager

Local Port of Portland Bay Manager

Airport Manager

Environmental Health Officer

Emergency, Risk & OHS Manager

Planning Manager

Chief Finance Officer

Contracts & Procurement Coordinator

Statutory Building Services (Contract)

DIRECTOR COMMUNITY SERVICES

Children’s Services Manager

Community Wellbeing Manager

Aged & Disability Services Manager

Library & Information Services Manager

Arts & Culture Manager

Tourism & Events Manager

COUNCIL STAFF ORGANISATIONAL STRUCTURE OUR PEOPLE

Local Government is an environment of constant change. Change is inevitable as we are required to implement State and Federal Government initiatives and continue to meet the needs of our community. This year the organisation has refined the structure after undertaking a post restructure review. The refinement included an emphasis on customer focused service delivery, and the stream lining

of processes to enable effective and efficient service delivery that meets the emerging needs of our community.

The Chief Executive Officer (CEO) has responsibility for the day to day management of operations in accordance with the strategic directions of the Council Plan. The CEO and three Directors lead the organisation

Greg Burgoyne Chief Executive Officer

The CEO provides high level strategic advice to the Mayor and Councillors and oversees the administrative function of Council ensuring good governance and financial practices.

Assisted by the Directors and Organisational Development Manager, the CEO is responsible for implementing the policies and decisions of Council and the day to day operations of the organisation.

With a focus on development and innovation, the CEO works with the Council and its staff to bring about positive change and growth for the benefit of the Glenelg Shire community.

Teams within the CEO’s department are:

• Economy, Investment & Grants

• Council Support

• Organisational Development

• Communications

David Hol Director Corporate Services

The Corporate Services Director is accountable for the leadership and management of a multi-disciplinary team providing efficient operation in accordance with the value, objectives and goals of the organisation. This team consists of the following services:

• Corporate Governance

• Finance and Rates

• Information Technology

• Records Management

• Emergency and OHS management

• Town Planning, Building Services, Local Laws and Environmental Health

• Customer Service

Robert Alexander Director Assets

The Director Assets is responsible for leading and managing the Assets Department by overseeing the engineering, asset management, waste management, operations, project planning and facilities service areas within the Council. The Director Assets also supports the Leadership Team in undertaking policy development, financial management, community engagement, providing customer service and overall business management ensuring the organisations objectives can be achieved. This team consists of:

• Assets and Operations

• Project Planning & Facilities

• Works

• Local Port of Portland Bay

• Airport

Edith Farrell Director Community Services

The Director Community Services leads a multidisciplinary team across six key service unit portfolios;

• Community Wellbeing (including Rural Access, Aboriginal Liaison, Recreation, Youth and Health promotion, Community development)

• Children’s Services (including Maternal and Child Health, Kindergartens and Long day care and occasional care)

• Library and Information services

• Aged & Disability (including Home Care and Planned Activity Groups)

• Tourism & Events

• Arts & Culture (including Cultural Collection)

The Director is responsible for the efficient and effective delivery of a range of services for the community and provides support to projects which promote community capacity building and enhance community wellbeing. The Director also participates as a member of the Leadership Team supporting the CEO who is responsible for guiding the overall strategic, financial and business direction of the organisation underpinned by a set of agreed organisational values.

COUNCIL STAFF

OUR PEOPLE

RECOGNITION OF STAFF

On 28 March Council formally recognised 41 employees who received long serving staff awards from 5 years to 40 years.

Council greatly values the contribution that staff make to the organisation. It improves our sense of belonging in the workplace and helps everyone build a supportive work environment together.

The Mayor, Cr Anita Rank (assisted by Cr McDonald) made presentations to the following long serving staff:

5 Years of Service

Marian Hoggan, Matthew Egger, Ann Kirkham, Marilyn McNamara, Kirsty Harvey, Rod Fenton, Maxine Unwin, Kayla Dare, Peggy Salmon, Frank Sandeman, Cindy Coupe, Kathryn Tait, James Byrne, Bill Buck, Steven Quarrell, Loreen Mizzi

15 Years of Service

Glenda Christensen, Denise Sparrow, Georgina Price, Suzanne Hollis, Michelle Prentice, Joan Huff

10 Years of Service

Kylie Walford, Matthew Neal, Dale Hirst, Trevor Smith, Suellen Robertson

20 Years of Service

Joanne Annett, Karen Black, Maree Johnson

25 Years of Service

Susan Jones, Jill Leggett

30 Years of Service

Jill Budde, Leanne Evans

35 Years Service

Keith McKenzie

STAR PERFORMANCE DEVELOPMENT

We support our staff to improve and develop high levels of performance through our Performance and Learning Development process. Council continues to build coaching and leadership capability at all levels. Our process captured through our electronic people management system, referred to as STAR, offers a clear line of sight to how the work individuals do contributes to the achievement of Council’s strategic goals. It provides employees with role clarity, formal two-way feedback and a framework for ongoing conversations throughout the year about how they are tracking with their objectives. Agreed work objectives and learning and development plans are reviewed annually. STAR continues to create efficiencies and incorporates Performance Management, Learning and Development, eRecruitment, Talent and WelcomeStreme.

E-RECRUITMENT

Our new e-Recruitment online system provides superior internal efficiencies and offers an easy to navigate platform for job-seekers to view vacancies at Council. The new software has helped to automate and streamline the complete recruitment process from application to onboarding. The new system supports Council’s contemporary direction and ensures continued transparency and quality control.

TRAINING AND DEVELOPMENT

40 Years Service

John VanBerkel, Colin McMartin

Council is committed to the ongoing learning and development of our staff. In 2017 Council developed the Effective Management Program which is a contemporary and tailored program to be delivered throughout 2017 and 2018 for our middle managers and emerging leaders. This program consists of a range of training opportunities designed to challenge thinking on management and leadership and to maximise the strengths our managers currently bring to their roles and the organisation. This program demonstrates our commitment to our leaders and is a significant investment for organisation now and for the future.

COUNCIL STAFF (CONTINUED) OUR PEOPLE

EQUAL OPPORTUNITY PROGRAM

The Glenelg Shire Council is an equal opportunity employer and is committed to providing a safe and supportive work environment that is free from discrimination, harassment, victimisation and bullying. The organisation has in place a number of policies and procedures that outline expected standards of behaviour, including the Equal Opportunity, Anti-discrimination and Anti-bullying Policy. The organisation has designated trained Contact Officers in place. Council continues to use its formal induction process for new employees to emphasise the importance of the policy and the commitment of Council to Equal Opportunity principles and Human Rights Charter compliance. Future training will be delivered online through our eLearning platform.

GENDER EQUITY

In 2017, Glenelg Shire Council was fortunate to attain funding to participate in Local Government Victoria’s Listen Learn and Lead Gender Equity Program, aimed at supporting councils to promote gender equity in the workplace.

Gender equity acknowledges our differences to achieve equitable outcomes for all and is an important social and economic goal. Societies with greater gender equity have lower rates of violence against women and children and better social, political and economic outcomes and participation for women.

Through the support and participation of more than 60 Council employees in this program’s focus groups, led by our Chief Executive Officer, Greg Burgoyne, we have developed an in-depth understanding of the barriers and opportunities to achieving gender equity within our organisation. Six key themes were identified in the staff feedback and have subsequently informed and led the development of our first Gender Equity Action Plan. This plan is currently in draft to be implemented mid 2018.

NEW POSITIONS/INITIATIVES WITHIN COUNCIL

Traineeships

Three new Administration Support Officer Traineeships were offered across the organisation this year. The trainees will achieve a Certificate III in Business whilst gaining valuable on the job experience over a 12 month period.

Apprenticeships

New Apprentices commenced with Council in our Assets Department. A Diesel Mechanic and Carpenter and two apprenticeships in Horticulture were offered.

The apprenticeships and traineeships align with our commitment to Council’s Youth Charter.

In February 2018

Council’s Environmental Health Officer, Aaron Kennett was the recipient of the Maddocks Young Environmental Health Professional Award 2017. Council is pleased to congratulate Aaron on his achievements in his career so far.

MANAGEMENT GOVERNANCE

Audit Committee

Council has an Audit Committee, which is an independent advisory committee, established to assist Council on matters of accountability, risk and internal control affecting the operations.

In 2017/18 the Audit Committee consisted of four independent members, Mr Kevin Tobin (Chairperson), Mr Philip Saunders, Ms Bonnie Holmes and Mr Wayne Krause, and three councillors including the Mayor of the day. Independent members are appointed by Council for varying terms up to a maximum of four (4) years. The independent Chairperson is appointed by the Committee annually amongst the members.

The Committee met on four occasions during 2017/18, providing advice to the Council on a wide range of issues including:

• Internal audit program

• Risk management

• Business continuity

• Internal control processes

• Monitoring of statutory compliance

• Review of annual financial statements

• Review of Council’s financial position

Any recommendations from the Audit Committee are subsequently reported to, and considered by Council.

*Member Krause — resigned from committee in December 2017

*Member Tobin — resigned May 2018

Membership

The December 2017 meeting was the final meeting for Independent Member Krause. Mr Krause was an inaugural member of Glenelg Shire Council’s Audit Committee that began in 2005 and was Chairperson for four years between 2010 and 2014. Independent Member Tobin’s appointment also concluded this year. Mr Tobin was a member of the Committee since 2012 and Chairperson from December 2017 to June 2018.

Mr Krause and Mr Tobin brought extensive knowledge and a diverse skill set and Council recognises their valuable contribution to the Committee.

Internal Audit

This year Council entered into a panel contract arrangement with five professional organisations for the provision of internal audit services. These organisations were involved in undertaking specific audits. Following a recommendation from the Audit Committee, the Council adopted an internal audit plan for 2017/18. This plan included audits in the following areas:

• Staff Recruitment & Retention

• Cyber Risk

• Procurement

• Project Management

• Cash Handling – Glenelg Libraries

An audit of the Road Management Plan was to be undertaken as part of the audit plan, however Council resolved to postpone this audit as specific requirements of the Road Management Plan have been suspended because of the major flood event that occurred across the region in September 2016.

Best Value

Council continues to periodically review, evaluate and improve its services. A range of methods are adopted depending on the nature of the services and whether it is a new, emerging or existing service.

Risk Management

Organisational risk management continues to be a focus for Council with emphasis placed upon our collaborative community approach to emergency management, strategic resource and business continuity planning and overall risk strategy development.

The organisations risk management performance according to the key performance indicators for risk, insurance and OHS matters are reported quarterly to the Leadership Team and the Internal Audit Committee and the OHS committee.

Insurance Report

• 10 Insurance claims lodged with Council for 2017/18 of which, six minor claims were accepted, three were denied and one is yet to be determined

Occupational Health & Safety

• 16 lost time injuries were reported for 201718 throughout the organisation, which is 4 less than the previous year. The severity of the injuries incurred continues to reduce with 10 of the injuries being minor claims (less than 10 days lost time) musculoskeletal injuries continues to be the largest safety issue with 55% of the injuries incurred

Workcover

• From November 2017 Glenelg Shire Council is one of 31 Councils that became a member of the MAV Workcare Self Insurance Scheme. Joining the Self Insurance scheme will strengthen Councils legislative obligation under the OHS Act 2004 and in line with the National self-insurer OHS management system audit tool which has been proven to systematically reduce the number of WorkCover claims and their severity

• 20 worker compensation claims were lodged during 2017-18 this is an increase of 7 claims from 2016/17 year. There were 10 minor claims, 1 claims was denied. While there has been an increase in workers compensation claims, the severity of the injuries has reduced. This positive result can be attributed to a proactive risk management approach and a successful Return to Work program, measured by a reduction in Councils Work Cover premium

Complaints Register

During 2017, Glenelg Shire Council reviewed its Customer Complaint Handling process in order to streamline the procedure for both the customer, and for Council officers. During the 2017/18 period, Council received 11 reportable customer complaints. 9 out of the 11 complaints received, were resolved to meet the customer’s satisfaction.

STATUTORY INFORMATION GOVERNANCE

Carers Recognition Act 2012

Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships who receive council services and to the wider community by:

• Distributing printed material through relevant council services

• Providing links to state government resource materials on council’s website; and

• Providing information to organisations represented in council/community networks

Council has taken all practicable measures to ensure staff, council agents and volunteers working for council are informed about the principles and obligations of the Act by including information on the care relationship in:

• Council induction and training programs for staff working in Home and Community Care and disability services

• Council induction and training programs for staff working in front-line positions with the general community; and

• Induction and training programs for volunteers working directly with the community

Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer.

Disability Action Plan

The Access and Inclusion (Disability) Action Plan 2014–2017 assists Council to meet its obligations under international, federal and state anti-discrimination legislation, as well as its commitments in the Council Plan.

In accordance with the Victorian Disability Act 2006, the following outcomes are set out in the Plan:

• Reducing barriers that prevent persons with a disability accessing goods, services and facilities

• Reducing barriers that prevent persons with a disability obtaining and maintaining employment

• Promoting the social inclusion of persons with a disability and increasing their participation in all aspects of community life; and

• Achieving tangible changes in attitudes and practices which discriminate against persons with a disability

The Plan was designed to achieve these outcomes over four years. It focuses on the services and facilities provided and owned by Council. It also aims to raise awareness of disability issues among Councillors and staff in regard to Council practices and procedures.

Over the past year, the following highlighted activities and outcomes were achieved;

• The One & All International Day of People with Disability was held on Friday 24 November 2017. Over 130 participants from throughout the region attended the event. They celebrated and acknowledged the contributions, skills and achievements of people with a disability. This event takes place in partnership with a range of community agencies and organisations.

• Development of Communication boards to be kept at Customer Service centres to assist individuals with complex communication needs, Mobility Map, Accessible Eating Guide and Council venue Access fact sheets to identify locations of accessible features across the Shire and assist individuals with a disability to participate in everyday activities and events

• The Rural Access Program in partnership with Local Government and Disability Service Providers hosted a series of events over the last twelve months. These events where inclusive and accessible and made it easier for people with a disability to attend.

• Dreams and Aspirations Art Exhibition

2017 (Exhibition displayed at Portland Arts Centre from 14 November > 1 January 2018. With 20 artists providing over 30 art pieces in various artistic formats);

• Passport 2 Employment (12 Persons);

• Wheeltalk program X 2 (two sessions of Wheeltalk were delivered in Portland approximately 150 people were exposed to the program); and

• 2017 Reconciliation Day Celebrations (Rural Access provided comments on

layout to ensure equitable access for all was considered (Approximately 200 people were invited to attend the event).

The following works were undertaken to improve accessibility on Council owned premises:

• Provide updates on physical works;

• Installation of an Accessible Play Equipment at the Heywood Apex Park; and

• Concept plans for the Portland All Abilities Play Space and Foreshore Master Plan. Engagement for the 2018–2020 AIDAP is currently underway to identify the priorities of the community in these areas. Under this plan we commit to reducing barriers for people with disabilities, promoting inclusion and participation in the community and achieving tangible change in attitudes and practices which discriminate against people with disabilities.

PARTICIPANTS AT THE ONE & ALL INTERNATIONAL DAY OF PEOPLE WITH DISABILITY

Domestic Animals Act 1994

In accordance with the Domestic Animals Act 1994, Council reviewed the Domestic Animal Management Plan and adopted a new Domestic Animal Management Plan in October 2017.

The Domestic Animal Management Plan (DAMP) identifies Council’s direction with regard to domestic animal management, services and policies over the next four year period concluding in 2021. A review of the DAMP is required annually with updates submitted to the Secretary of the Department of Economic Development, Jobs, Transport and Resources.

STATUTORY INFORMATION (CONTINUED) GOVERNANCE

It is Council’s aim to protect the community from animals becoming a nuisance or danger and sets requirements for the keeping of dogs and cats. It is recognised that enforcement of laws will not, on its own, result in lasting voluntary changes in behaviour and needs to be supplemented with a large range of non-regulatory approaches such as public education and improved signage.

The newly developed Domestic Animal Management Plan (DAMP) introduced a cat curfew, prohibiting dogs at Yarraman Park and restrictions on the use of motorised recreational vehicles.

General Local Law Review

On Thursday 1 February 2018 General Local Law 2018 came into force after consultation with the community via Your Say Glenelg and discussions with members of the community in Portland, Nelson, Merino, Casterton, Dartmoor and Heywood. The General Local Law has clear objectives which include providing a safe and healthy environment, good government of the municipality, fair use and enjoyment of public spaces for all residents and visitors to the area.

Privacy and Data Protection Act 2014

Council is committed to protecting an individual’s right to privacy. The necessary steps are taken to ensure the personal information that customers and residents share with us remains confidential.

Personal information is handled in accordance with the Privacy and Data Protection Act 2014 and Health records Act 2001. Council has policies in place which set out the requirements of the management and handling of personal information. These public documents are available on request or from our website www.glenelg.vic.gov.au/Privacy_Notice. There were no privacy complaints received in 2017/18.

Freedom of Information Act 1982

The Freedom of Information (FOI) Act 1994 gives the community right to access information in the possession of Council.

The general right of access to information is limited only by exceptions and exemptions which have been prescribed to protect essential public interests and the private or business affairs of people about whom information is held by Council.

In the period 1 July 2017 – 30 June 2018, Glenelg Shire Council received a total of six FOI requests. These were all granted full or partial access. There were no outstanding requests as at 30 June 2018.

Delegations

Council appoints Chief Executive Officer for the purpose of managing the organisation, and executing powers and functions delegated by the Council. Some of these powers are further delegated to senior officers and staff. Council regularly review the powers delegated to update legislative, organisations and staff changes.

Protected Disclosure Act 2012

The Protected Disclosure Act 2012 (Vic) provides protection to persons who disclose information about improper conduct by public bodies and public officer. It also provides protection from detrimental action in reprisal, together with providing confidentiality of the content of disclosures and the identity of the persons whom make disclosures. Council has adopted a Protected Disclosure Act 2012 (Vic) policy and procedures document. A copy can be downloaded from the Glenelg Shire website www.glenelg.vic.gov.au or obtained from Council’s protected disclosure coordinator, David Hol, Director Corporate Services.

During the 2017/18 year no disclosures were notified to council officers appointed to receive disclosures, or to the Independent Broadbased Anti- corruption Commission (IBAC).

Food Act 1984

In accordance with Section 7E of the Food Act 1984, Council is required to publish a summary of any Ministerial Directions received during 2017/18. No such Ministerial Directions were received by Council during the financial year.

Road Management Act 2004

In accordance with Section 22 of the Road Management Act 2004, a Council must publish a summary of any Ministerial Direction in its Annual Report. No such Ministerial Directions were received by Council during the financial year.

Documents for Public Inspection

For the purposes of section 222 of the Act, the following are prescribed documents if they are not published on the Internet website of the Council —

a. a document containing details of overseas or interstate travel (other than interstate travel by land for less than 3 days) undertaken in an official capacity by any Councillor or member of Council staff in the previous 12 months, including —

(i) the name of the Councillor or member of Council staff; and

(ii) the dates on which the travel began and ended; and

(iii) the destination of the travel; and

(iv) the purpose of the travel; and

(v) the total cost to the Council of the travel, including accommodation costs;

b. the agendas for, and minutes of, ordinary and special meetings held in the previous 12 months which are kept under section 93 of the Act, other than those agendas and minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act;

c. the minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months, other than those minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act;

d. a register of delegations kept under sections 87(1) and 98(4) of the Act, including the date on which the last review took place under sections 86(6) and 98(6), respectively, of the Act;

e. a document containing details of all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and the value of the lease;

f. a register maintained under section 224(1A) of the Act of authorised officers appointed under that section;

g. a list of donations and grants made by the Council in the previous 12 months, including the names of persons who, or bodies which, have received a donation or grant and the amount of each donation or grant

Contracts

During the year council did not enter into contracts valued at $150,000 or more for services, or $200,000 or more for works or more of a kind specified in section 186(5)(a) and (c) of the Act. It also did not enter into any other contracts valued at $150,000 or more for goods or services or $200,000 or more for works without engaging in a competitive process.

LOCAL GOVERNMENT INDICATORS 2017/2018 GOVERNANCE

All Councils in Victoria were advised that the method of conducting the annual community satisfaction surveys would change. Subsequently results of the two previous community satisfaction surveys are

$45.414M OPERATING REVENUE

$45.639M OPERATING EXPENDITURE

$49.275M TOTAL REVENUE

arguably not directly compatible to those from 2012 onwards. The recent scores have a weighting applied post survey. Prior to this, scores were not weighted.

COUNCIL PLAN

Growing Glenelg

Sustain and grow a diverse economy and social prosperity

Connecting Glenelg

Connecting people, places and spaces

Liveable Glenelg

Embracing inclusive, healthy, sustainable and diverse cultures for living

Creative Glenelg

Creative, inspired, forward-thinking and action-oriented

Leading Glenelg

Create shared visions within the community, ensuring agreed outcome

PERFORMANCE OUR PERFORMANCE

The Local Government Act 1989 requires Council’s to develop a four year Council Plan which sets forth the direction of Council, and also to report on this plan on an annual basis. This annual report reflects year one (2017/18) of the Council Plan 2017–2021. The Council Plan 2017–2021 is divided into five key themes;

• Growing Glenelg — Sustaining and growing a diverse economy and social prosperity.

• Connecting Glenelg — Connecting people, places and spaces.

• Liveable Glenelg — Embracing inclusive, healthy, sustainable and diverse cultures.

TIME HORIZON

Medium Term

COUNCIL PLAN

• Strategic objectives

• Strategies

• Strategic indicators

STRATEGIC RESOURCE PLAN

• Financial Statements

• Statements of nonfinancial resources BUDGET

• Services and initiatives

• Service outcome indicators

• Major initiatives

• Financial statements

• Creative Glenelg — Creative, inspired, forward-thinking and action-oriented.

• Leading Glenelg — Create shared visions within the community, ensuring agreed outcomes.

The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for Local Government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle.

The Planning and Accountability Framework is found in part 6 of the Local Government Act 1989.

ANNUAL REPORT

• Report of operations

• Financial Statements

• Performance Statement

Short Term

PERFORMANCE (CONTINUED) OUR PERFORMANCE

Services

THEME 1 — GROWING GLENELG

The following statement provides information in relation to the services funded in the 2017–18 Budget and the persons or sections of the community who are provided the service.

and

This service administers investments comprising development enquiries, business development opportunities and external grant revenues. Direct outcomes provided by the Economy and Investment Unit include development facilitation through the ‘One Stop Shop’ initiative, investment attraction and advocacy, networking functions, and sourcing/facilitating external grant funding opportunities to assist in the delivery of Council projects.

service provides management and maintenance of Council’s caravan park located at Casterton. The park provides 22 sites, both powered and unpowered with high quality amenities for the travelling public.

Park Council has been the Committee of Management for the Portland Bay Holiday Park since March 1930. The Park has a prime cliff top location, with magnificent ocean views, and lies in walking distance to the Portland CBD.

Bay

This service provides visitor information through three Visitor Information Centres in the Shire and is also responsible for tourism marketing, and administering grant funding for up to 20 events held across the Shire each year.

The Casterton Saleyards are renowned nationwide for offering premium quality local livestock stock in large sale lots, in a historic setting. Each year the Saleyard hosts approximately 10 store cattle sales as well as one summer sheep sale. An Advisory Committee comprising industry representatives and Councillors advises Council on operational requirements.

Council currently manages eight operating quarries which supply limestone for works on local roads. These quarries provide Council with effective procurement of road construction and maintenance materials. The quarries also provide materials where Council carries out private works on a full-cost recovery basis

service provides management and daily operation of multiple maritime facilities within Portland Harbour including commercial fishing, business activities, recreational boating and fishing.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2017-18 budget for the year.

MAJOR INITIATIVE PROGRESS

Replacement of the old Town Jetty (Budget: $800K).

Portland Foreshore Precinct Project (Budget: $0.4M).

Bridgewater Master Plan Works (Actual: $5K Budget $0.1M).

Casterton Structure Plan, inclusive of parking options for trucks and commercial vehicles.

Project subject to funding

Project subject to funding and included in 2018/2019 Capital Works Program

Proposed carry forward .Consultant has been engaged to deliver design works in 2018/2019

Council Adopted the Casterton Structure Plan at the February OCM

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 1 (CONTINUED) — GROWING GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/COMMENT STATUS

Growing our economy/ Economic development diversification

Ensure the resilience and sustainability of our economy into the future

Support a diverse range of employment opportunities

Investment attraction

Develop an investment prospectus for areas to address industry and agriculture to diversify our economy

Scoping and project planning has commenced for the development of an Agricultural Investment Prospectus.

Glenelg Shire is a centre for innovation and creativity to help build economic sustainability

Create strategies to encourage new business development

Support the growth of existing businesses

Support start ups

Meet with government and industry representatives to promote investment and government funding in the shire

Identify a space for start-ups to use within the shire and work with emerging businesses

Business group support Provide support to business groups in Portland, Heywood and Casterton

Growing the population/ Population attraction

Encourage/ promote local employment opportunities

Promote the shire to attract new residents/ immigration and refugee relocation

Shire promotion

Develop a value proposition for population attraction and retention

Developer Stakeholder Engagement forums held in 2017/18 to build relationships with Government and industry representatives.

Draft Smart Cities Framework in preparation. This will guide Council’s direction for supporting start-ups and smart city initiatives.

Regular informal meetings have been held across the Shire with business groups to gauge needs, providing assistance where required.

Scoping and project planning has commenced for the development of value proposition for population attraction and retention.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/COMMENT STATUS

Market the shire as an attractive and appealing place to live

Number of national advertising campaigns and relevant forums

Nelson advertising campaign aired summer 2017/18 in western Victoria and south east of South Australia as well as digital campaign. Tour of Great South Coast televised nationally with live crosses on Channel 9. WhaleMail campaign launched with Television Commercial and digital campaign, promoting new website.

Growing Tourism Promote natural and cultural assets

Promote Budj Bim values within and outside of Glenelg Shire

Successful implementation of Stage 1 of Budj Bim Development Plan

Update visitor information material for Budj Bim

Actively participate in the Aboriginal Advisory Committee and RDV Budj Bim Project Control Group to implement Stage 1 of the Budj Bim Development Plan

Working with Gunditj Mirring to create interpretive display at Visitor Information Centres – awaiting UNESCO World Heritage nomination to be finalised.

Regular meetings for the implementation of Budj Bim Development Plan attended. Aboriginal Advisory Committee meeting held in May 2018.

Continue to partner with Great Ocean Road Regional Tourism (GORRT)

Development of Portland as a Great Ocean Road destination

Continue Council's attendance at all GORRT board meetings

Develop other townships within the shire under the destination brand as developed by GORRT

Council staff and Councillors attended Great Ocean Road Regional Tourism Meeting on 23 February 2018 in Port Fairy.

Casterton destination branding complete. Nelson television advertisement filming occurred November 2017.

Promote natural and recreational assets Promote iconic events and develop new and emerging opportunities throughout the shire

Growing Glenelg

Develop three marketing initiatives per year to promote Growing Glenelg

Growing Glenelg magazine was distributed across the shire and online quarterly, informing residents of upcoming events and programs of interest. These magazines are inserted in Portland Observer and Casterton News to assist with distribution, promotion is also conducted on radio, with staff dropping off issues to key food outlets and businesses shire wide.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 1 (CONTINUED) — GROWING GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/COMMENT STATUS

Build international tourism

Skills development Support opportunities for life-long learning

Continue to promote Portland as a destination for cruise ships

Support reskilling and upskilling opportunities

Support higher education

Increase cruise ship visitation Meet with cruise ship operators annually to promote Portland as a cruise ship destination

Training and upskilling

Continue to support Beyond the Bell program initiatives

Create partnerships with education providers and establish a direction to support and encourage higher education and upskilling of our community

Support linkages to training and development opportunities in innovation, entrepreneurship and technology to local businesses and education providers

Staff met with P&O cruise operators in Jan 2018 Presentation made on behalf of Australian operators and locations (Miami) Sea Trade conference return Met with Ponant cruise lines April 2018.

Staff continue to support the Beyond the Bell program and participate in the Local Action Group (LAG).

Staff continue to support Beyond the Bell stepping stone project Council’s Home and Community Care (HACC) services have supported work placements for students studying in the aged care field. Workshops were undertaken with stakeholders to inform the development of Glenelg Smart Cities Framework- Local businesses and education providers attended.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/COMMENT STATUS

Support partnerships between employers and education

Pursue opportunities to develop and retain young people in local employment

Support for formal and informal learning opportunities

Meet with service providers at least annually. Develop informal learning programs and activities across the shire.

Continued to attend regular Beyond the Bell meetings with education providers to further the objectives of this project. Staff attended the Local Action Group Meeting (LAG) June 2018 in support of this project. In development.

Support for trainee programs

Continue to offer traineeships, work placements and scholarships

Council supported youth volunteers to run the Freezaevent, Skate Park mural, Sk8 comp and Breakfest events as well as the youth activities tent at the Upwelling Festival.

Council’s trainee program recommenced January 2018. Two trainees commenced in January. Additional trainee positions included Children Services trainee, Diesel mechanic, Emergency Management trainee, Horticulture apprentice and Carpenter apprentice. Support community engagement through volunteering/ work placement opportunities for youth through various volunteering organisations and Council events

PERFORMANCE (CONTINUED)

OUR PERFORMANCE Services

THEME 2 — CONNECTING GLENELG

The following statement provides information in relation to the services funded in the 2017–18 Budget and the persons or sections of the community who are provided the service.

This service provides public library services at three locations (Portland, Casterton and Heywood) and an Outreach service to smaller townships in the Shire. The libraries provide a customer focused service that caters for the cultural, educational and recreational needs of residents and provides a focal point for the community where they can meet, relax and enjoy the facilities and services offered.

Portland Airport is owned and operated by Council. This facility provides services to Sharp Aviation and a broad range of other services including private owners, charter flights, freight, Royal Flying Doctor Services, and other commercial business aircraft. This airport also serves as a base for emergency services. Casterton Airfield is of regional strategic importance for State Government emergency services, particularly aerial fire operations and air ambulance.

This service aims to ensure responsible management and regulatory compliance of Council’s road infrastructure, including sealed and unsealed roads, footpaths, drainage, kerb and channels, road signage, roadside vegetation, major culverts, footbridges and fireplugs.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2017–18 budget for the year. MAJOR INITIATIVE

Shared recreational pathway from Portland to Cape Bridgewater – advocacy only. This initiative has been included in the development of a Tracks & Trails Strategy.

Continuation of the road and bridge renewal and upgrade programs (Actual: $5.78M Budget: $8.0M).

Some major road and bridge projects have been deferred to 2018/19 e.g Condah Hotspur Upper Road.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 2 (CONTINUED) — CONNECTING GLENELG

SERVICE PERFORMANCE OUTCOME INDICATORS REPORT OF OPERATIONS

A decrease in road requests can be due to experiencing average weather during 2017/18.

Sealed road reconstruction costs has increased due to the distance of the projects from Council’s depots and material suppliers. Projects selected were to repair damage caused by the increase of heavy vehicles in these areas. The projects include a significant proportion of asphalt, which is much more expensive than the spray seal Council uses on less trafficked roads.

The variation could be attributed to the percentage of Asphalt works executed each year. Overall our sealing rates are considerably below Industry standards ($10.00 Estimated). R5

A concerted effort from council to educate the public about who is responsible for which roads on the road network has commenced. The public now have a better understanding of what roads council are responsible for and therefore satisfaction has improved with the sealed local road.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 2 (CONTINUED) — CONNECTING GLENELG

Connecting places and spaces

Promote the creation of improved transport infrastructure

Advocate for improved roads and public transport across the shire

Repair and upgrade of roads Continue to pursue funding opportunities for road repairs and upgrades

Council hosted a meeting with VicRoads South Western Region in July 2017 in Portland. A schedule of regular meetings was arranged. These are to be biannual visits and were then held in Portland in March and June 2018.

Green Triangle Freight Action Plan

Lead the Green Triangle Freight Action Plan Steering Committee — meet at least four times per year for continued advocacy

Council Chaired meetings for Green Triangle Freight Action Plan Steering Committee held in October and December 2017.

Improve connection of public places within the shire

Create places that enhance active engagement of people within community

Walking and cycling facilities

Finalise the Glenelg Shire Tracks and Trails Strategy

Finalise the Open Space Strategy

Community spaces that are multifunctional, inclusive and accessible

Redevelop Council’s public libraries through funding opportunities

Scoping and project planning has commenced.

In progress, due to be completed in September 2018.

Portland library redevelopment work commenced.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT STATUS

Support the creation of all abilities access in the shire

Provide opportunities for all people to connect to Council services and community information

Transform public spaces to create ‘smart’ and digitally connected spaces within the community

Public access Continue to seek funding for allabilities access to recreational and commercial services

Council prioritised the development of the all abilities play space on the Portland foreshore. This project has received funding through the 2018-19 Council budget

Digital connectivity in public spaces

Add to or create new free public Wi-Fi infrastructure

The Smart Cities Framework currently in preparation will identified locations to create/expand public Wi-Fi over the plan period.

Connecting People Improve connectivity and communications

Advocate for digital and e-commerce uptake

Digital connectivity

Increase the utilisation of our Smart Cities membership

Pursue Smart Cities funding opportunities

Meet with NBN company representatives to discuss service gaps within the shire

Improve digital/ecommerce uptake

Scoping of opportunities and development of program of information sessions underway. Funding opportunities considered as they arise.

A number of sessions held to identify service gaps within the Shire. Limited progress made due to unavailability of representative.

Scoping business needs and developing actions to improve e-commerce uptake following this scoping exercise.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 2 (CONTINUED) — CONNECTING GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE

Transform public spaces through smart technology

Enhance inclusive and equitable communities where people feel safe, supported and connected to others

Support opportunities for social connections through partnership networks

Community safety

Maintain an above-average perception of safety within the community

Community connections and partnerships

Seek grant/ funding opportunities to enhance public safety

Continue Connect Glenelg website

Continue to promote the community events calendar

Laneway lights in Portland replaced Feb 2018. Percy, Bentinck Street lighting being installed.

Lighting and security audit in preparation.

Audit being prepared for street lighting and security to identify a scope for funding opportunities.

Continued Connect Glenelg portal.

Maintained a Community Events Calendar on Council’s website, and released an events calendar each quarter.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

Services

THEME 3 — LIVEABLE GLENELG

The following statement provides information in relation to the services funded in the 2017–18 Budget and the persons or sections of the community who are provided the service.

Council is a key facilitator of community strengthening planning activities. Council also supports volunteering and works with community agencies to develop projects that will address disadvantage and strengthen the community. Council also allocates grants to assist communities with the implementation of their Community Plans or Urban Design Frameworks. This service also includes the Rural Access Program, which provides support within the local community to reduce barriers and promote inclusion and participation of people with a disability.

Services Facilitating the connection of young people of the Shire to their own local community by initiating and implementing projects and/or events that are of benefit to the whole community. This service encourages the participation of young people in all facets of community life, therefore promoting young people as integral members of the community.

Provides access to quality sporting facilities, playgrounds, open space recreation areas, and opportunities for a wide range of sport, recreation and leisure activities across the Shire.

Facilities Portland, Heywood, Merino and Casterton have local swimming pools that provide for swimming clubs, a range of leisure activities (swimming and health and fitness) and learn-to-swim programs for local communities, as well as child care for facility patrons.

Grants This service includes community grants and contributions given by Council for various areas, including recreation, public halls, tourism, events funding, arts and culture, and community support.

Services This service provides family oriented support services including pre-kindergarten, kindergarten, long day care, before and after school care, occasional care, maternal and child health, playgroups, and immunisation.

PERFORMANCE (CONTINUED) OUR

PERFORMANCE

Parks and

THEME 3 (CONTINUED) — LIVEABLE GLENELG

This service provides kerbside waste collection including recyclables from most urban and many rural households. The service also includes public place waste collection and management of the 6 waste transfer stations.

This service is responsible for managing public lands, including playgrounds, recreation reserves, toilet blocks, wetlands, landscaped areas, pathways, seating, BBQs, garden beds, traffic management devices, waterways, bridges and streamside reserves. Council manages street trees and trees in parks and reserves. This service also manages bushland conservation and parkland areas which are located along waterways and other areas of environmental significance.

This service provides design, tendering and project management for the broad range of capital works undertaken by Council. Development assessment, design checking and construction supervision for private subdivisions also form part of this service.

This service supports the implementation of Heritage related legislation affecting the community.

The Environmental Sustainability Unit provides strategic direction, advice and implementation on environmental and sustainability issues and actions of Council’s operations. These include climate change, environmental protection for flora and fauna, coastal management, utility management and carbon footprint reduction in areas such as waste minimisation, renewable energy and water reuse.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2017–18 budget for the year.

MAJOR INITIATIVE PROGRESS

Portland Library redevelopment (Actual: $569K Budget: $0.1M)

All Abilities play space — Portland Foreshore (Budget: $0.4M)

Hanlon Park lighting (Budget: $0.2M)

Council District Network Heating, Cooling and Energy Options (Budget: $1.2M)

Project to be completed in the first quarter of 2018/2019

Project subject to funding and included in 2018/2019 Capital Works Program

Project subject to funding and included in 2018/2019 Capital Works Program

Project deferred to 2018/2019 Capital Works Program

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 3 (CONTINUED) — LIVEABLE GLENELG

SERVICE PERFORMANCE OUTCOME INDICATORS REPORT OF OPERATIONS

Council had issues with the use of an automatic door counter at the Portland Leisure and Aquatic Centre to record pool visits in 2016/17, therefore reported ‘no data’ in the 2016/17 Annual Report. Council has estimated the 2016/17 data this year. Cost has increased over the past four years due to issues with overstating attendance relevant to the requirements of this report.

Visitations to the outdoor facilities have decreased by 12% in 2017-18 compared to the previous year. Council reported ‘no data’ in the 2016/17 Annual Report, due to confusion with the door counter. Council has included the 2016/17 data this reporting year.

reported ‘no data’ in the 2016/17 Annual Report, due to confusion with the door counter. Council has included the 2016/17 data this reporting year.

All four of Council’s aquatic facilities were inspected once during 2017/18.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 3 (CONTINUED)

— LIVEABLE GLENELG

Since 2015 a number of Maternal and Child Health service providers have migrated to a new record system. Difficulties in transitioning to this system has affected the reporting of enrolment data in a number of Local Government Areas. As such, caution should be taken when analysing data for this indicator.

The CDIS report in 2017/18 produced different figures for the 2016/17 year. These figures have not been updated, as the data from produced in the CDIS report in 2016/17 is most relevant to that particular year.

The CDIS report in 2017/18 produced different figures for the 2016/17 year. These figures have not been updated, as the data from produced in the CDIS report in 2016/17 is most relevant to that particular year.

During 2017/18 there was an additional 10 missed bin requests. This is increase from 48 requests in 2016/17 to 58 requests in 2017/18 financial year.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 3 (CONTINUED) — LIVEABLE GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS

Liveability and quality of life

Promote a welcoming, caring and participative community

Improve the attractiveness and accessibility of local facilities

Parks and open spaces

Community satisfaction survey results indicate above-average satisfaction with the quality of parks and open space

Seek funding for aspects of the Civic Precinct Masterplan

Improve the appearance of public spaces and streetscapes within townships

Streetscapes Seek funding to improve and rejuvenate streetscapes

Open Space Strategy in preparation. Open space strategy will identify future needs for open space and help council manage parks and open space needs.

Master Plan currently being reviewed to identify priorities.

Scoping for rejuvenation of Portland CBD underway.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT STATUS

Create a range of opportunities for the community to participate in Council decision making

Community engagement Create an ongoing online forum for community feedback

Conduct at least one listening post event per quarter

Listening Post Page Created on Your Say Glenelg Website: yoursay. glenelg.vic.gov. au/listening-post

Listening posts held each quarter at the following locations:

Quarter 1

(July to Sept)

Held in Nelson

25.9.17

Quarter 2

(Oct to Dec)

Held at Upwelling Festival 4.11.17

Held at Dartmoor

8.12.17

Quarter 3

(Jan - March)

Held at Wood Wine & Roses

24.2.18

Quarter 4

(April - June)

Held at Merino

14.4.18

Health and wellbeing Improve health outcomes for all ages

Support programs to improve health awareness and active communities

Community wellbeing Residents report an above average wellbeing score

Assist the community to promote events

Council adopted the Glenelg Shire Health and Wellbeing Plan in October 2017.

Council staff liaising with event coordinators to add events to iamportland. com.au website. Council supported delivery of key events throughout the Shire.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 3 (CONTINUED) — LIVEABLE GLENELG

Support the creation and maintenance of goodquality sport, recreational and leisure facilities

Advocate for improved health and allied services

Health services Redevelop the user group agreement with health service providers

for completion in September 2018.

Glenelg Shire Health and Wellbeing Action Plan endorsed in February 2018. This action plan was prepared with health service partners and reflects an agreed direction for the next year

Develop a Municipal Health & Wellbeing Plan

Glenelg Shire Health and Wellbeing Plan 2017-21 developed and adopted by Council at its meeting held on 24 October 2017.

Environmental sustainability Council demonstrates leadership in environmental sustainability

Reduce carbon footprint Carbon footprint Continue to implement measures to reduce Council’s energy usage (carbon emission)

Sustainability Victoria building audit undertaken June 2018.

Recommendations of this report will inform measures to reduce Council’s energy usage.

Portland CBD LED street light upgrade partially complete.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT STATUS

Reduce Council’s water usage

Council’s policies, procedures, documents and operations account for the possible impacts of climate change

Continue to implement measures to reduce Council’s water usage

Council to implement environmentally friendly energy solutions

Software introduced to manage policy and procedure register and review process.

Action Plan in development to identify measures to reduce water usage in Council facilities.

Investigation underway regarding Portland Heating network. 1st stage (Pipeline). Percy street lighting installed in June 2018.

Protect environmental assets

Actively reduce weed species Annual Program Ongoing.

PERFORMANCE OUR PERFORMANCE

THEME 4 — CREATIVE GLENELG

Services

The following statement provides information in relation to the services funded in the 2017–18 Budget and the persons or sections of the community who are provided the service.

Arts and Culture

Under the ARTSGLENELG banner, this service provides a range of arts and cultural related functions, programs and information to the community. From the Portland Arts Centre (PAC), the service delivers approximately 23 touring performances annually (LIVE@PAC), with 8 performances touring to Casterton and Heywood (PACtogo), and at least 10 exhibitions (Art@PAC). The service provides a number of Arts, Culture and Heritage grants for community groups and works with independent cinema operator to manage the new release cinema offering at the PAC (Cinema@PAC).

Collection Conservation This service co-ordinates, administers and supports the conservation, storage and display of cultural and heritage artefacts under the banner of ARTefacts art + history – preservation and presentation of the cultural collection. The service, which includes an acquisition program, is involved in cataloguing all collection items estimated to total 10,000 items. This service also supports Council’s tourism effort through the management of History House and the Maritime Discovery Centre museums, and through displays in the Portland Rocket Shed, and the Portland and Casterton Customer Service Centres.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT STATUS

Creative communities, places and people

Recognise and promote cultural heritage

Promote diversity; celebrate creative and cultural heritage; foster creative capacity and practice

Support creative expression and engagement

Create and support opportunities for cultural and tourism events and activities

Cultural diversity

Maintain Council’s involvement in existing community, cultural and creative events across the shire

Cultural heritage Work towards the development of a space to display Council’s Cultural Collection

The Events Calendars has been released The Arts Program has been released.

Continuing to investigate a suitable location to display the cultural collection including investigating funding options for a virtual museum.

Build partnerships that promote creative expression and engagement; stimulate creative practice and creative places

Support for community and creative industries

Commit resources to enhance the Partnership Agreements Promote the community events calendar and support diverse arts and cultural programming

Aboriginal Partnership Plan in preparation.

The Events Program has been released. Promote opportunities for community events within all townships of the shire

Offer opportunities for people to participate and attend cultural, arts and literary activities

Seek funding for creative public art and place making initiatives

PAC Feasibility options being developed. Options being explored will allow for council to expand cultural, arts and literary activities.

Funding opportunities being investigated.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 4 (CONTINUED) — CREATIVE GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS

Innovation Support smarter operations of Council services

Promote innovative solutions by allowing for creative input into decision making

Participation in decision making

Promote innovative thinking in the community

Create opportunities for innovation within the community

Work with the community to develop an events calendar

Events calendar created in consultation with the community. Events calendar released and printed quarterly. Simplified and streamlined customer experience

Council investigating whole of business transformation steps to streamline the customer experience and provide for efficiencies across council functions.

Promote Council’s One Stop Shop service

Innovation Promote an “ideas” forum in townships

In conjunction with Council’s E-Planning portal, an additional portal was developed to assist in the promotion of Council’s One Stop Shop service.

Listening Posts held in Nelson, Dartmoor, Merino and Heywood.

Listening Post Page Created on Your Say Glenelg Website. https:// yoursay.glenelg. vic.gov.au/ listening-post.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT STATUS

Partner with other organisations to facilitate innovative solutions

Deliver opportunities for people to experience new technologies and innovative solutions

Promote our Smart Cities membership

Scoping in progress.

Workshops were with stakeholders to inform the development of Glenelg Smart Cities FrameworkLocal businesses and education providers attended. Program of smart city activities in development.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

Services

THEME 5 — LEADING GLENELG

The following statement provides information in relation to the services funded in the 2017–18 Budget and the persons or sections of the community who are provided the service.w

The Mayor and Councillors are responsible for the governance of the municipality, and for providing strategic direction to the organisation through Council and Committee processes and important leadership to the community.

The Office of the Chief Executive provides advice to the Mayor and Councillors. The Chief Executive Officer oversees the administrative function of Council and ensures good governance practices. The Leadership Team provides high level advice and strategic direction. The Chief Executive Officer, assisted by the Directors and Organisational Development Manager, is responsible for implementing the policies and decisions of Council, and the day to day operations of the organisation.

This service provides statutory and corporate support to Council, including coordination of business papers and minutes for meetings of the Council, maintenance of statutory registers, internal audit and the conduct of municipal elections.

This service provides, supports and maintains reliable and cost effective communications and computing systems, facilities and infrastructure to Council staff enabling them to deliver services in a smart, productive and efficient way.

This service ensures the health and safety of the community in accordance with the statutory requirements of the Food, Health, Environment Protection and Residential Tenancies Acts. This includes the inspection and liaison of premises registered under the above Acts to ensure the appropriate food safety and public health standards are maintained. The service also undertakes the approval and inspection services for the installation of domestic wastewater systems, infectious disease investigations, pool safety compliance for our public swimming pools and the investigation of public and/ or environmental health complaints.

This service provides the first line response for customer enquiries on many of the services and functions delivered by Council. Many requests to access Council services or to undertake works are taken directly from customers, recorded and sent to the relevant service units for action. Casterton and Heywood Customer Service also provide operational library services.

Under the Emergency Management Act 1986, local government play a key role in emergency management in Victoria. Councils provide support to lead agencies to assist in the response phases of emergencies, and manage the emergency recovery on behalf of communities.

Councils are the lead agencies in the recovery phase of emergencies and take a leadership role in assisting communities to recover and build resilience. During emergencies, Councils advocate on behalf of communities directly and indirectly by providing resources and information to emergency agencies.

This service provides education, regulation and enforcement of the General Local Law and relevant State legislation. The service deals with reactive and proactive inspections and incorporates activities such as footpath trading, litter control, fire prevention, issue and management of a range of permits and prosecution of offences. The service also provides resources for the supervision of school crossings, animal management; and the provision of the Council community caravan.

This service facilitates the smooth flow of traffic and parking throughout the municipality through the provision of parking control and enforcement. This process includes enforcement of parking restrictions, parking meter operation, and follow up legal action where required.

This service is responsible for strategic and statutory planning including the assessment of planning permits, development of local policies and amendments to the Glenelg Planning Scheme. Representations at VCAT or similar tribunals are also undertaken.

The Timber Harvest Strategy Planner position involves analysis, modelling, liaison and consultation towards coordinated and planned timber harvesting activities within the project area. This also provides improved community awareness and protects Council road infrastructure.

This service relates to Council’s obligations under the Building Act 1993 and associated legislation. Building services is responsible for issuing consent and reports in addition to undertaking swimming pool and commercial/industrial building audits to ensure that the essential safety measures are maintained in appropriate working order.

This service is responsible for improving how Council’s assets are managed. Asset management aims to sustainably maintain assets and to ensure that service requirements are met. Managing Council assets also involves providing for the rolling replacement of Council’s fleet of heavy plant and light fleet vehicles as well as minor plant.

Council provides a large range of services to the community, many of which utilise a Council building or facility.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 5 (CONTINUED) —LEADING GLENELG

This service provides document and information management support services to the organisation, including compliance with relevant legislation. The service provides advice and support to the organisation in the development and promotion of records and information management systems, standards, and procedures. The Unit also provides archival services.

This area sources external grant funding opportunities and seeks to gain grant funding from sources other than Council to assist in the delivery of Council projects.

This service provides support to the Leadership Team, Managers and Coordinators on a range of staffing matters including employee relations, industrial relations and training and development. The service also provides strategic advice on broader organisational development issues and manages the recruitment processes.

This service provides financial management and reporting, and support to both internal and external customers including management of Council’s finances, payment of salaries and wages and administration of accounts payable and accounts receivable.

This service provides rating and valuation services, including the raising and collection of rates and charges, and valuation of properties throughout the municipality. The Rate Unit assists the Victorian Electoral Commission in the preparation of the Voters Roll for Council Elections.

This service provides risk management and insurance advice, including reporting of trends, development of processes and provision of recommendations in accordance with Australian Standards, adopted risk management principles and best practice in order to minimise Council’s exposure to liability. The service is also responsible for the insurance portfolio together with a claims management service. The management of WorkCover obligations is also undertaken.

promoting Council’s activities

programs, both internally and externally, to ensure accurate information is readily available to the community.

SERVICE PERFORMANCE OUTCOME INDICATORS REPORT OF OPERATIONS

Response rates may vary depending upon the day and time that a request is received. For example, animal requests received on a Friday and actioned on a Monday could be counted as either 3 or 4 days for an initial response.

Data from 2014/15 and 2015/16 has been amended this year as opposed to what was recorded for previous years. This is due to a clarification of the definition of animals returned to owners has been made to include animals that are deemed to be registered on return to their owners. 2016/17 data displayed a high increase due to this clarification being made, therefore the previous data has been amended to provide better accuracy.

During the 2016/17 financial year, there was an increase in the contract price for the provision of a domestic animal pound, which increased again during 2017/18. This has resulted in an increase in the cost of animal management services.

has been a reduced need to prosecute animal owners as these owners have been paying infringements to avoid attending court.

PERFORMANCE (CONTINUED) OUR

PERFORMANCE

THEME 5 (CONTINUED) —LEADING GLENELG

FS2 Service standard

Food safety assessments

[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984

/ Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

FS3 Service cost

Cost of food safety service

[Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

FS4 Health and safety

Critical and major noncompliance outcome notifications

[Number of critical noncompliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

The reduction in the cost of food safety service is attributed to Council bringing the Environmental Health Service in house as opposed to the contract arrangements which ended in late 2017. The unit has had a reduction in EFT and a significant budget reduction which has resulted in a reduced operating cost across the board.

Council has consistently inspected each major non-compliance notification over the past four years.

G1 Governance Transparency

Council decisions made at meetings closed to the public

[Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

G2 Consultation and engagement

Satisfaction with community consultation and engagement

Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

G3 Attendance

Councillor attendance at council meetings

[The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

G4 Service cost Cost of governance

[Direct cost of the governance service / Number of Councillors elected at the last Council general election]

G5 Satisfaction Satisfaction with council decisions

[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

In 2016/2017 there were two In Camera Reports, compared to eight In Camera Reports in 2017/2018.

Community satisfaction with community consultation and engagement has increased year on year since 2014. The increase this year is higher than previous years, which could be associated with the high level engagement processes implemented as a result of the Council Plan consultation last year. New engagement tools have been implemented, such as conducting Council Listening Posts across the Shire.

All four of Council’s aquatic facilities were inspected once during 2017/18.

THEME 5 (CONTINUED) —LEADING GLENELG

SP1 Statutory Planning Timeliness

Time taken to decide planning applications

[The median number of days between receipt of a planning application and a decision on the application]

SP2 Service standard Planning applications decided within required time frames

[(Number of regular planning application decisions made within 60 days) + (Number of VicSmart planning application decisions made within 10 days) / Number of planning application decisions made] x100

SP3 Service Cost Cost of statutory planning service

[Direct cost of the statutory planning service / Number of planning applications received]

SP4 Decision making

Council planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

increase in percentage of VicSmart applications has contributed to this decrease in median days.

percentage of VicSmart applications and decisions determined under delegation. Efficient and effective use of paperless processing of applications.

a smaller regional Council the figure gets heavily influenced by changes in the number of permit decisions. In addition this year stricter calculation of statutory planning costs was applied.

permit application not upheld was due to VC142 which changed the planning scheme whilst VCAT was deliberating on the decision. The changes exempted the matter from requiring a permit.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 5 (CONTINUED) —LEADING GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT

Advocacy We will advocate on behalf of the community for better outcomes for the shire

Promote collaboration and seek joint ventures with regional, state and federal opportunities

Promote capacity building within the community

Lead and participate in regional partnerships

Lobby and advocate on agreed local priorities to place Glenelg Shire at the forefront of policy and funding considerations

Contribute to policy and strategy development led by government or other agencies Facilitate the creation of partnerships within the community and support community groups to meet the needs of the community

Accountability Compliance with legislative requirements

Apply good governance principles to guide strategic decision making

Community satisfaction with Council decisions

Community satisfaction with Council decisions continues to be above average

Lobbying for the community Community satisfaction with lobbying on their behalf continues to be above average

On track, LGPRF data available August 2018.

On track, LGPRF data available August 2018.

Statutory compliance Statutory planning permits assessment time frames continues to be less than the state average

Undertake a Planning Scheme review

On track. Reported with LGPRF. 95% within statutory assessment time – state average is 75%.

Adopted by Council at its meeting 22 May 2018.

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS MEASURE ACTUAL/ COMMENT STATUS

Financial responsibility to ensure long-term viability and sustainability

Council demonstrates leadership in its decisions to meet future needs and challenges

Financial accountability Maintain the existing services standard

On track. LGPRF data available August 2018.

Lobby for additional funding to support asset renewal

Numerous meetings with state government ministers and a large number of representatives from RDV, DEWLP and federal government, both ministers and bureaucrats.

Long-term planning and prudent financial management

Continuous improvement methods used to ensure excellence in service delivery

Reduce expenditure level per property assessment from 2016 levels

Continue to maximise grant opportunities for the shire

On track, LGPRF data available August 2018.

Grants register developed and grant application procedures amended to incorporate expert advice to inform applications. Successfully received external grant funding including Changing Places facility funding (to build changing places facility on foreshore), Portland Library Redevelopment funding and Living Heritage Funding (to undertake restoration works at Curators Cottage with the Portland Botanical Gardens and undertake engineering investigations for Portland Battery).

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 5 (CONTINUED) —LEADING GLENELG

FOCUS OBJECTIVE STRATEGIES/ ACTIONS INDICATORS

Transparency Community members are encouraged to take an active part in democratic engagement

Council continues to improve communications and engagement practices to support open and inclusive decision making processes

Council reporting Improve Council’s website to be more intuitive and useable for customers

Upgrades to Council’s website have been identified as part of the Business Transformation.

Staff support

Long-term planning and staff capacity building to assist in the development of a resilient organisation

Use technologies to assist communication and service delivery

Offer people a say in Council decisions

Participation in decision making

Embed the Community Engagement Framework into Council procedures

In progress. Improve the customer experience

Endeavour to maintain the number of Council decisions made at meetings open to the public (2016 benchmark)

On track, LGPRF data available August 2018.

Ensure the organisation has the right mix of people to deliver the best outcomes for the community

Sustainability Update

Organisational Development policies to be in line with best practice

Former Training Policy updated to the Learning and Development Procedure (OPRCEO-OD-011, approved December 2017).

Image captured by Peter Corbett - Powerhouse Productions

GOVERNANCE AND MANAGEMENT CHECKLIST OUR PERFORMANCE

The following are the results in the prescribed form of council’s assessment against the prescribed governance and management checklist.

GOVERNANCE AND MANAGEMENT ITEMS ASSESSMENT

1. Community engagement policy (policy outlining Council’s commitment to engaging with the community on matters of public interest)

2. Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

3. Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

4. Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

5. Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

6. Rating strategy (strategy setting out the rating structure of Council to levy rates and charges)

Policy, Date of operation of current policy: 13 September 2016

Guidelines, Date of operation of current guidelines: 7 June 2016

Adopted in accordance with Section 126 of the Act,

Date of adoption: 26 June 2018

Adopted in accordance with section 130 of the Act,

Date of adoption: 26 June 2018

Plans, Date of operation of current plans: Aerodrome 28 January 2014, Buildings 28 June 2016, Drainage 23 June 2015, Open Space 23 June 2015 and Transport 23 June 2015

Strategy, Date of operation of current strategy: 26 June 2018

7. Risk policy (policy outlining Council’s commitment and approach to minimising the risks to Council’s operations) Policy, Date of operation of current policy: 13 March 2018

8. Fraud policy (policy outlining Council’s commitment and approach to minimising the risk of fraud) Policy, Date of operation of current policy: 28 July 2015

9. Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

10. Procurement policy (policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

11. Business continuity plan (plan setting out the actions that will be taken to ensure that key services continue to operate in the event of a disaster)

12. Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986, Date of preparation: 24 October 2017

Prepared and approved in accordance with section 186A of the Local Government Act 1989, Date of approval: 26 June 2018

Plan, Date of operation of current plan: 14 August 2017

Plan, Date of operation of current plan: 17 May 2017

13. Risk management framework (framework outlining Council’s approach to managing risks to the Council’s operations)

14. Audit Committee (advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of a Council’s financial reporting, processes to manage risks to the Council’s operations and for compliance with applicable legal, ethical, and regulatory requirements)

15. Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council’s governance, risk and management controls)

16. Performance reporting framework (a set of indicators measuring financial and non financial performance, including the performance indicators referred to in section 131 of the Act)

17. Council Plan reporting (report reviewing the performance of the Council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)

18. Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Framework, Date of operation of current framework: 27 January 2016

Established in accordance with section 139 of the Act, Date of establishment: 22 November 2016

Engaged, Date of engagement of current provider: 1 June 2017

Framework, Date of operation of current framework: 7 April 2015

Report, Date of report: 27 February 2018

Statements presented to Council in accordance with section 138(1) of the Act, Dates statements presented: Year Ended 30 June 2017 Financial Report: 28/09/2018

Monthly Statements: 24/10/2017, 28/11/2017, 12/12/2017, 23/01/2018, 27/02/2018, 27/03/2018, 24/04/2018, 22/05/2018, 26/06/2018

19. Risk reporting (six-monthly reports of strategic risks to Council’s operations, their likelihood and consequences of occurring and risk minimisation strategies)

20. Performance reporting (six-monthly reports of indicators measuring the results against financial and non-financial performance, including performance indicators referred to in section 131 of the Act)

21. Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements)

22. Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by Councillors)

23. Delegations (a document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff)

24. Meeting procedures (a local law governing the conduct of meetings of Council and special committees)

Reports, Date of reports: 14 December 2017 22 May 2018

Reports, Date of reports: 14 December 2017 and 22 May 2018

Considered at meeting of the Council in accordance with section 134 of the Act, Date of consideration: 27 October 2017

Reviewed in accordance with section 76C of the Act, Date reviewed: 14 February 2017

Reviewed in accordance with section 98(6) of the Act, Date of review: 27 February 2018

Meeting procedures local law made in accordance with section 91(1) of the Act, Date local law made: 17 December 2013

I certify that this information presents fairly the status of Council’s governance and management arrangements.

Greg Burgoyne Chief Executive Officer

Date: 25 September 2018

Cr Anita Rank

Mayor

Date: 25 September 2018

PERFORMANCE STATEMENT OUR PERFORMANCE

Encompassing an area of 6,212 square kilometres, the Glenelg Shire includes Portland, Heywood and Casterton and many other small townships and localities. Rolling hills and rich agricultural land to the north give way to a scenic and secluded river

region to the west. Pine and blue gum plantations line the roads through the hinterland, while a huge expanse of coastal beaches and rugged cliffs form the southern perimeter, making the Glenelg Shire a thriving tourist destination.

Definitions

“adjusted underlying revenue” means total income other than:

(a) non-recurrent grants used to fund capital expenditure; and

(b) non-monetary asset contributions; and

(c) contributions to fund capital expenditure from sources other than those referred to above

“infrastructure” means non-current property, plant and equipment excluding land

“local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 “population” means the resident population estimated by council

“own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants)

“relative socio-economic disadvantage”, in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative SocioEconomic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA

“SEIFA” means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website

“unrestricted cash” means all cash and cash equivalents other than restricted cash.

Council reported ‘no data’ in the 2016/17 Annual Report, due to confusion with the door counter. Council has included the 2016/17 data this reporting year.

There has been a reduced need to prosecute animal owners as these owners have been paying infringements to avoid attending court. FS4

Council has consistently inspected each major non-compliance notification over the past four years.

Critical and major noncompliance outcome notifications

[Number of critical noncompliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE

CDIS report in 2017/18 produced different figures for the 2016/17 year. These figures have not been updated, as the data from produced in the CDIS report in 2016/17 is most relevant to that particular year.

MC5 Participation

Participation in the MCH service by Aboriginal children

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

R5 Roads Satisfaction Satisfaction with sealed local roads

[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

SP4 Statutory Planning Decision making Council planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

WC5 Waste Collection Waste diversion Kerbside collection waste diverted from landfill

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

The CDIS report in 2017/18 produced different figures for the 2016/17 year. These figures have not been updated, as the data from produced in the CDIS report in 2016/17 is most relevant to that particular year.

A concerted effort from council to educate the public about who is responsible for which roads on the road network has commenced. The public now have a better understanding of what roads council are responsible for and therefore satisfaction has improved with the sealed local road.

A permit application not upheld was due to VC142 which changed the planning scheme whilst VCAT was deliberating on the decision. The changes exempted the matter from requiring a permit.

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE

Definitions

“Aboriginal child” means a child who is an Aboriginal person

“Aboriginal person” has the same meaning as in the Aboriginal Heritage Act 2006

“active library member” means a member of a library who has borrowed a book from the library

“annual report” means an annual report prepared by a council under sections 131, 132 and 133 of the Act

“CALD” means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language is not English

“class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act

“class 2 food premises” means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food premises under section 19C of that Act

“Community Care Common Standards “means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth

“critical non-compliance outcome notification” means a notification received by council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health

“food premises” has the same meaning as in the Food Act 1984

“HACC program” means the Home and Community Care program established under the Agreement entered into for the purpose of the Home and Community Care Act 1985 of the Commonwealth

“HACC service” means home help, personal care or community respite provided under the HACC program 28 Local Government Better Practice Guide Performance Statement 2017-18

“local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004

“major non-compliance outcome notification” means a notification received by a council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken

“MCH” means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age

“population” means the resident population estimated by council “target population” has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth

“WorkSafe reportable aquatic facility safety incident” means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE

Definitions

“adjusted underlying revenue” means total income other than:

(a) non-recurrent grants used to fund capital expenditure; and

(b) non-monetary asset contributions; and

(c) contributions to fund capital expenditure from sources other than those referred to above

“adjusted underlying surplus (or deficit)” means adjusted underlying revenue less total expenditure

“asset renewal expenditure” means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability

“current assets” has the same meaning as in the AAS

“current liabilities” has the same meaning as in the AAS

“non-current assets” means all assets other than current assets

“non-current liabilities” means all liabilities other than current liabilities

“non-recurrent grant” means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a council’s Strategic Resource Plan Local Government Better Practice Guide Performance Statement 2017-18 33

“own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of council (including government grants

“population “means the resident population estimated by council

“rate revenue” means revenue from general rates, municipal charges, service rates and service charges

“recurrent grant “means a grant other than a non-recurrent grant

“residential rates” means revenue from general rates, municipal charges, service rates and service charges levied on residential properties

“restricted cash” means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year

“unrestricted cash” means all cash and cash equivalents other than restricted cash.

Other Information

For the year ended 30 June 2018

1. Basis of preparation

Council is required to prepare and include a performance statement within its annual report. The performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014. Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from council information systems or from third parties (e.g. Australian Bureau of Statistics).

The performance statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the council’s strategic resource plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.

The forecast figures included in the performance statement are those adopted by council in its strategic resource plan on 28 June 2017 and which forms part of the council plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting council.

Certification of the Performance Statement

In my opinion, the accompanying performance statement has been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

Joan Lewis Principal Accounting Officer

Date: 25 September 2018

In our opinion, the accompanying performance statement of the (council name) for the year ended 30 June 2018 presents fairly the results of council’s performance in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

The performance statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity.

At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate.

We have been authorised by the council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this performance statement in its final form.

Cr Geoff White

Councillor

Date: 25 September 2018

Cr Alistair McDonald

Councillor

Date: 25 September 2018

Greg Burgoyne

Chief Executive Officer

Date: 25 September 2018

VAGO AUDITORS REPORT

PO Box 152

Portland, VIC 3305

P: 1300 GLENELG

(1300 453 635)

F: +61 3 5522 2290

E: enquiry@glenelg.vic.gov.au

www.glenelg.vic.gov.au