Glenelg Shire - Annual Report 2018/2019

INTRODUCTION

REPORT OF OPERATIONS

SHIRE PROFILE

Welcome

Glenelg Shire Council is pleased to present the 2018/19 Annual Report, and celebrate our achievements during the year, and our progress towards the completion of the measures and commitments within the Council Plan 2017–2021. This report is presented to a wide audience of stakeholders, including ratepayers, local businesses, government agencies and departments, and those who live, work, play or study within the Glenelg Shire.

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 is located in south-western Victoria, about 360 kilometres from the Melbourne CBD. The Glenelg Shire Estimated Residential Population is 19,665, with a population density of 0.03 persons per hectare. The population is expected to reach 19,765 by the end of 2019, and increase by 6.19% to 20,989 by 2036.

An analysis of the jobs held by the local workers in Glenelg Shire in 2017/18 shows the three largest industries were:

• Agriculture, Forestry and Fishing (1,692 people or 19.1%)

• Health Care and Social Assistance (1,250 people or 14.1%)

• Manufacturing (1,247 people or 14.1%)

Glenelg Shire’s Gross Regional Product is estimated at $0.93 billion, which represents 0.2% of the state’s GSP (Gross State Product).

ORGANISATIONAL VALUES

INTEGRITY

TEAMWORK

SERVICE EXCELLENCE

RESPECT INNOVATION

The Glenelg Shire Council respectfully acknowledges the traditional lands and waters of the Gundijmara people, Bunganditj people, Jardwadali people and their respective cultural heritages.

Aboriginal and Torres Strait Islander People provide an important contribution to Australia’s cultural heritage and identify. We respectfully acknowledge the Aboriginal and Torres Strait community living throughout the Glenelg Shire and the contribution they make to the Glenelg Shire’s prosperity and wellbeing.

OUR LOCATION

REPORT OF OPERATIONS

Nelson

Casterton

Sandford

Bahgallah

Merino

Strathdownie

Victoria

Dartmoor

Condah

Milltown

Lake

Heywood

Tyrendarra

Narrawong

Allestree

Cape Bridgewater

Portland

Wando Vale

Condah

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

JULY 2018

• $3.5 Million invested in local tourist roads.

• Parking meters were switched off at Portland’s most popular boat ramps in an effort to improve the city’s visitor experience.

AUGUST 2018

• Economic Stakeholders Forum held on 9 August 2018 featuring former Federal Opposition Leader Simon Crean who spoke on investment and growth opportunities in the agricultural sector.

• The Glenelg Shire hosted the Tour of the Great South Coast cycling event between 17–19 August 2018, welcoming 103 of Australia and New Zealand’s best Cyclists.

• Record entries to Portland’s popular Hooked on Tuna competition injected more than $600,000 into the local economy, building strong foundations for a bigger event in 2019.

• Further works on Casterton’s Memorial Swimming Pool were undertaken; with improvements to the recreation facility completed in time for the peak summer period.

• The redeveloped Portland Library was unveiled to the public, with the new look facility, partly funded by the State Government, revitalising the popular community space with the creation of dedicated youth ‘chill out’ space, small group and study facilities, a history and research area and relocation of the children’s zone.

SEPTEMBER 2018

• Business Networking evening on 20 September where some of the Shire’s newest business owners shared their visions and why they chose Glenelg Shire as their business hub.

• Casterton’s economy was on the move with a staggering $18.6 million worth of investment committed to the district over the past 12 months and real estate sales setting new benchmarks.

• The Great Ocean Road was recorded as Victoria’s highest performing region for tourism with Glenelg Shire assisting to lead the booming trade.

• Glenelg Shire has proven its

title as the most transparent council in south west Victoria following the release of a new State Government survey.

• Council hosts business networking evening ‘Meet the new kids in town’, allowing businesses to be inspired by local innovative start-up stories.

• The completion of the Western Bulldogs Leadership Project 2018 with all groups successfully completing their community projects.

• Co-Recipient of the 2018 Youth Affairs Council Victoria Rural Youth Award for innovative youth projects in rural or regional Victoria, Live4Life.

• Introduction of the Business Networking evening a new initiative to be held biennially as a sister event to the Business & Tourism Awards, welcoming new business to the Shire providing a networking opportunity.

OCTOBER 2018

• Glenelg Shire Councillor Gilbert Wilson was honoured for his long-standing service to the community at the recent Municipal Association of Victoria Councillor Service Awards, receiving a 20 year service award.

• ‘Selfie with a Kelpie’ received global attention with the release of a new digital campaign, highlighting Casterton’s new Australian Kelpie Centre and the townships picturesque rolling landscapes.

• One of council’s key strategic planning documents, Amendment C92 Cape Bridgewater Structure Plan, was given the green light from the State Government, allowing various zone, overlay and local planning policy changes to be implemented.

• Hundreds of race fans have enjoyed spring racing fever in Portland as part of the Lexus Melbourne Cup tour, with the iconic cup visiting the city as part of a global itinerary en route to Flemington for the Spring Racing carnival.

• Council joined VicHealth in its mission to get kids walking, riding and scooting to or around

school as part of the health promotion foundation’s annual Walk to School program.

• A stronger voice for regional development will be heard with Glenelg Shire Council returning to the region’s key advocacy body, the Great South Coast group.

• The Jobs4Portland project was launched, positioning Portland as a job mecca encouraging a new generation of workers to the regional centre. The project was launched in partnership between the State Government, Committee for Portland, Porthaul and Council.

• Record breaking success of the whale watching season during 2018 in the Glenelg Shire as the few remaining visiting whales linger in local waters.

• The Portland Foreshore Swimming Pontoon project, submitted by the Future Leaders of Industry group and the Glenelg Freeza Crew, received $33,469 worth of funding from the State Government as part of the Pick My Project initiative.

• The Casterton Saleyards retained its status as one of the region’s premier selling facilities, injecting more than $10 million into the local economy during the previous financial year.

• Glenelg’s Shire’s position as a renewables leader and plans to create a new bioeconomy were promoted at Australia’s largest clean energy expo.

NOVEMBER 2018

• The Glenelg Shire was confirmed as a destination for the state’s greatest bike ride in 2019, with The Great Victorian Bike Ride announcing a new cross-border route for the iconic event, making a stop in Portland as part of the 600km 10 day journey.

• Cr Anita Rank made history in the Glenelg Shire Council Chambers after being the first Mayor to be reelected for a third consecutive term.

• Council funded an additional $238,000.

• Council received a vital funding boost to help showcase the region’s rich cultural history, receiving a $6,000 Federal Community Heritage Grant for a significance assessment of the Cultural Collection.

• Glenelg Shire Council’s youth team delivered a successful

Breakfest event on 30 November 2018, featuring local DJ’s.

• Live 4 Life Resilience Project held in Casterton on 8 November 2018, followed by a celebration event on 13 November 2018.

• The International Day of People with Disability on Thursday 28 November 2018 at the Portland Civic Hall.

DECEMBER 2018

• Visitor numbers grew by more than nine per cent for the Spring quarter in the shire led by a craze by tourists to get a ‘selfie with a Kelpie’.

• The Green Triangle region was labelled ‘biomass central’ by industry experts at a bioenergy seminar, with the Glenelg Shire being earmarked as a future leader of green energy investment.

• Youth Live4Life was recognised at a state level for the initiative’s innovative health promotion efforts, receiving a 2018 VicHealth Award. As a result of Live4Life Glenelg, a staggering 50 per cent of the shire’s total student population aged 10–19 years have been trained in teen mental health first aid.

• Glenelg Shire Mayor Cr Anita Rank welcomed the Federal Government’s DAMA (Designation Area Migration Agreements) agreement for the south-west, citing it will assist the region to realise its “true economic potential”.

• Independent Senator Derryn Hinch backed Glenelg Shire Council’s campaign to attract funding for the Portland-Maroona Rail Line, agreeing investment was critical to grow export markets and reduce truck movements to the Port of Portland.

• L2P Yearly report released, which included over 1200 driving hours and over 1300km in travel; 40 professional lessons completed across the shire; and 17 learners passed their test to gain their Probationary licence (red P’s) with a total of 44 learners participating in the program.

• More than $13 million worth of building permits were issued last year in Glenelg Shire with significant investment in both the public and private sector.

JANUARY 2019

• Portland celebrates a successful cruise ship season after visits from the MS Regatta and the Seven Seas Mariner introduced 1400 international passengers to the city, exploring the CBD and the surrounding region through organised tours and shuttle buses.

• An estimated 10,000 food, fishing and music lovers flocked to Portland over the January long weekend to enjoy Hooked on Portland, one of the region’s fastest growing food, music and lifestyle festivals, welcoming an estimated $2 million in economic benefit.

FEBRUARY 2019

• Regional Victoria has scored the state’s lowest unemployment rate on record with Glenelg Shire assisting to lead the economic boom, according to the latest ABS data. The shire’s unemployment rate fell to 4.8 per cent from 5.2 per cent over the 12 month period from September 2017 to 2018.

• The Heywood Truck and Ute Show was be broadcasted on screens across the world as popular Australian reality TV series Outback Truckers filmed the event as part of an episode.

MARCH 2018

• Families in Dartmoor will be able to access subsidised childcare services at the Dartmoor Children’s Centre thanks to a landmark fee subsidy arrangement with the Federal Government, providing significant fee reductions for eligible families.

• 182 tonnes of recycling from the Glenelg Shire was saved from landfill during Australia’s recycling crisis.

• Youth based mental health initiative Live4Life Glenelg headed into 2019 with unprecedented interest, welcoming 45 new crew members, the highest number of member numbers ever seen, to continue on the initiative’s award winning success.

• The Portland Airport hosted Australia’s biggest ever truck demonstration, featuring the latest technology in high performance vehicles.

• The missing link of the Green Triangle Freight Action Plan has been delivered following the $80 million funding announcement for upgrades across four key freight routes leading to the Port of Portland.

APRIL 2019

• The vision to transform Alexandra Park into an elite netball facility has been realised following a Federal funding commitment to redevelop the ageing netball courts.

• First week luck has paid off for a keen angler who has taken home the top prize of the 2019 Hooked

on Tuna fishing competition with his 104kg tuna haul.

MAY 2019

• High profile sportswoman Moana Hope visited the Glenelg Shire to help launch Project Respect Heywood, an innovative project seeking to promote gender equity in the Heywood community.

• Whale watching season has started with an impressive display in the Glenelg Shire, with a cheeky visitor exploring Portland Bay, much to the delight of whale watchers.

• Demystifying History — Indigenous Culture in the Glenelg Shire, a documentary released last year by the Glenelg Aboriginal Partnership, receives a state award for reconciliation after being announced as the winner of the Local Government category in the 2019 HART (Helping Achieve Reconciliation Together) Awards.

• Construction crews have arrived at the Portland foreshore to begin works on a $1.2 million transformation to boost visitation and access to the area.

JUNE 2019

• Council receives funding through VicHealth’s Bright Futures Challenge to implement the Safe and Supported Program in the Glenelg Shire. The program will help to reduce the abuse, discrimination, bullying and isolation experienced by LGBTI young people.

• New research confirms the Glenelg Shire Council is a state leader in customer service and community engagement for the third consecutive year. The annual Local Government Community Satisfaction Survey shows a staggering three quarters (74 per cent) of surveyed residents rated council’s customer service as “very good”, or “good”.

• The Great South Coast Designated Area Migration Agreement (DAMA) is officially launched, providing opportunities for south west employers to hire overseas workers in roles unable to be filled by Australian residents.

• A vision to enhance the next decade of sport and recreation in the Glenelg Shire has been set following the endorsement of the Active Your Way Glenelg Sport and Active Recreation Plan.

HIGHLIGHTS AND ACHIEVEMENTS REPORT

OF OPERATIONS

GROWING GLENELG

• Glenelg Shire Council partnered with the Great South Coast Regional Partnership to address workforce shortages and grow population in the Great South Coast region, including migration attraction and support, changes to visa requirements, encouraging decentralisation of government departments and promoting the lifestyle advantages of the region.

• The Glenelg Tourism Strategy was endorsed by Council in May 2019.

• Jobs for Portland project completed with the aim to attract skilled workers to the Shire.

• The Glenelg Tourism Strategy was endorsed by Council in May 2019.

CONNECTING GLENELG

• $1M State Government funding confirmed for the Heath Road Stage 2 Upgrade, with and additional $500K contribution from Council; total value of project $1.5M.

• $1M State Government funding confirmed for the Bridgewater Lakes Road Upgrade, with an additional $500K contribution from Council; total value of project $1.5M.

• Tracks & Trails Strategy development commenced.

• The Glenelg Shire Open Space Strategy was completed and endorsed by Council at the Ordinary Council Meeting held 28 May 2019.

• Internet of Things roll out occurred during 2018/19, where Council have installed;

2 smart cube bins in Dartmoor and 2 bin sensors in Bridgewater.

Visitation counting devices for the library. Parking sensors. Soil moisture sensors.

LIVEABLE GLENELG

• The Listening Post online platform has received 49 submissions throughout 2018/19. yoursay.glenelg.vic.gov.au/ listening-post

• Year 2 Health & Wellbeing Plan Actions are progressing in partnership with our local health providers such as Project Respect, Live4Life and Sea Change.

• Heating, Ventilating, and Air Conditioning (HVAC) assessment completed and secured funding for upgrades to heating and cooling for Portland Municipal Offices. Building Management System (BMS) to be implemented in the building to provide up to 45% reduction in energy usage, and potential $39K saving in cost of energy.

CREATIVE GLENELG

• Aboriginal Partnership Plan was endorsed by Council at the March 2019 Ordinary Council Meeting.

• Successful Reconciliation Week with a joint citizenship ceremony. The week also launched the Big Picture Project with five local Indigenous Youth creating a photo project with their individual stories attached to each image that shares their cultural heritage and pride, along with their hopes and views on reconciliation. The opening of the renamed rooms at the Kathleen Millikan Childcare Centre in Casterton, to native animal names in Dhauwurd Wurrung language.

• Reconciliation Week wrapped up at the HART Awards in Melbourne, with Glenelg Aboriginal Partnership winning the State Award for Reconciliation.

• Performance Based Standards Demonstrations Day at Portland Airport 21 March 2019, sponsored by the National Heavy Vehicle Regulator. Demonstration of new truck technologies first of its kind in Australia.

LEADING GLENELG

• Federal Government commitment announced for $80m Road Funding on 18 March 2019 — advocacy to State Government to continue to co-fund.

• Redesign of Council’s website was identified as a priority with the Digital Glenelg Roadmap.

• The Community Engagement Framework was reviewed and endorsed by the Executive Team 28 May 2019.

CHALLENGES

• Diversification and development of a sustainable economy.

• Reviewing digital infrastructure to provide connectivity across the shire.

• Filling the void with local employment opportunities, attempting to address the disproportion between number of local jobs and the skills required to fill them.

• State wide recycling crisis putting pressure on financial and physical assets. Council has continued its recycling service despite the current issues in the industry.

OUTLOOK FOR THE FUTURE

• The Glenelg Shire Tracks and Trails Strategy will provide a direction for development and promotion of our extensive tracks and trails network within the shire. Progress so far on the strategy has included comprehensive investigations into the current tracks and trails across the shire. The next stage of project is on track for developing the first draft of the strategy.

• The Glenelg Shire 2040 involves comprehensive consultation with our community to develop a clear vision and aspirational goals for our shire’s future. A dedicated website has been developed for this exciting project, complementing the rollout of a widespread marketing campaign including footpath decals and stickers erected across the townships. Promotion of the Glenelg Shire 2040 Launch event to be hosted on Monday 16 September 2019 at the Portland Civic Hall. This will kick off extension consultation for a 20 community plan.

OF OPERATIONS

14 TOWNSHIPS

246.56 FTE

15,049 LIBRARY MEMBERS

26,285 STOCK SOLD AT THE CASTERTON SALEYARDS

181 PLANNING APPLICATIONS RECEIVED

183 BRIDGES AND MAJOR CULVERTS

$45.89m OPERATING REVENUE

2.5% OF RATE REVENUE INCREASE

5,753 REGISTERED PETS

74,461 VISITS TO INDOOR AQUATIC FACILITIES

39,748 ITEMS IN THE LIBRARY COLLECTION

120+

NUMBER OF SERVICES PROVIDED TO COMMUNITY

$50.46m

TOTAL REVENUE

2,629km OF LOCAL ROADS $45.1m OPERATING EXPENDITURE

MAYOR’S REPORT A YEAR IN REVIEW

This annual report provides a convincing snapshot of the significant work and achievements during 2018–2019 delivered by the Glenelg Shire Council.

We have invested heavily in a number of areas which have delivered positive outcomes for our shire. A priority for us has been our continued advocacy to government, business and key stakeholders to ensure we have input into a range of strategies and projects as well as highlighting the role we play in the nation’s economy and the importance of investment in key infrastructure to sustain growth.

Glenelg Shire is experiencing a period of unprecedented economic growth which is creating new opportunities for investment and generating sustainable outcomes for our communities. Currently, we have more than $1 billion worth of investment forecast in the short term for our shire. This is being led by the renewables sector with some of the world’s biggest energy companies planning to invest in wind, solar, biomass and hydrogen in our municipality.

This is in addition to the already significant interest and investment in our nationally recognised agriculture and aquaculture sectors.

The inscription of the Budj Bim Cultural Landscape on the UNESCO World Heritage list will transform this visitor sector, opening opportunities for new business development and brand exposure which will provide access to new markets for the entire Green Triangle region. As tourism continues to lead the way in a number of areas the inscription of the Budj Bim Cultural Landscape will add further to the world class reputation we are developing as a must see destination.

To prepare for this predicted growth in so many areas council has delivered on its bold and inspirational Council Plan which provides a challenging framework to promote further economic growth, improve the liveability and meet the expectations of our community. At the forefront of this plan is community engagement, ensuring we are responsive organisation, always being transparent and accountable on our actions, investing and building on our progress creating a prosperous community for us all. A recent report card shows we are surpassing expectations, positioned as one of the most transparent councils in the state.

It is listening to your needs which is driving our sustainable investment plan, which included the opening of the new $1 million Portland Library. This modern and functional space has recorded growth of 34 per cent in visitation since opening its doors, translating to a 14.5 per cent increase in loans and more than doubling of memberships.

These capital works extended to the Portland Bay School with more than $300,000 investment in drainage and car park infrastructure to improve access to the state-of-the-art Henty Street facility whilst Heath Road received a $500,000 upgrade of culverts.

The first steps were made in council’s visionary transformation of the Portland Foreshore with works started on Changing Place amenities, an all-abilities toilet which will be complimented in the near future by the addition of an inclusive playground designed for active play and imagination.

Works progressed on the Henty Employment Precinct which is transforming vacant industrial land into a pipeline to attract new heavy industries and bulk operators, which will translate into future jobs for our region.

Investment in priority projects will continue over the next 12 months as we continue to advocate to government for more critical investment in the region.

Speaking to the community is at the forefront of our work plan with Listening Posts and engagement sessions, particularly through the Your Say Glenelg digital platform, resulting in new projects. These included the installation of public wifi in Narrawong, sealing of intersections, advocacy to government on road safety concerns, and more deputation to council on key issues.

As you can see it has been another productive and successful year with a number of exciting achievements to reflect on which will further enhance the liveability and prosperity of our shire for years to come. I hope you enjoy reading these achievements in further detail.

Mayor Cr Anita Rank

CHIEF EXECUTIVE OFFICER’S REPORT A YEAR IN REVIEW

I am pleased to be able to present to you the Glenelg Shire Council Annual Report for 2018/2019.

The 2018/2019 year is the third year of our four year plan. The formulation of this plan over three years ago developed a clear pathway for our organisation to deliver on our key priorities. It provides us with a strategic roadmap, as well as a costed implementation plan. The importance of community and stakeholder input into this plan is invaluable as it represents your views and priorities. The Council Plan is the communities plan.

Our excellent performance was once again reconfirmed by the annual customer satisfaction survey conducted by the State Government. For the third consecutive year the results identified that the Glenelg Shire is performing significantly higher than our statewide counterparts across a number of key performance indicators, including customer service, community consultation and decision making. A staggering three quarters (74 per cent) of surveyed residents rated council’s customer service as “very good”, or “good”, a significantly higher scoring than both the State-wide council average. This positions our council amongst the best in the state in the customer service field, an outstanding outcome which is testament to our hardworking and diligent staff.

The environment is at the forefront of many of our initiatives. Over the past twelve months Council has continued to demonstrate leadership in the field of sustainability, reducing our environmental footprint and championing initiatives for local industry and the community. The design and specification for a bio mass facility to provide clean energy to our civic buildings has been completed. This project will enable us to move away from hydrocarbon based energy sources and provide clean and efficient energy solutions. We continue to move toward completing stages 2 and 3 of the Portland landfill site. This modern and clean transfer station will provide many generations to come with a compliant environmentally friendly facility. Another of our projects was the street lighting upgrade of Portland’s CBD, which saw 46 old decorative street lights replaced with new energy efficient LED lights. These new lights not only provide a better quality of light for residents at night, they also help to reduce council’s energy usage by an incredible 70 per cent.

Alongside the street lighting upgrade, investigations and audits have been underway as part of a broader, proactive approach to long term sustainable water and energy usage in the Glenelg Shire.

Council’s advocacy efforts were once again highlighted throughout the 2018/19 period, with a number of exciting projects receiving state and federal funding. The centrally located Hanlon Park will be transformed with Sport and Recreation Victoria committing $288,000 to upgrade the ground’s lighting system. Alexandra Park’s ageing netball courts will also be upgraded as part of the Federal Government’s Community Development Grant Program. The funding will see the installation of new lights and construction of two new netball courts, replacing the existing noncompliant facilities.

Our road advocacy efforts were also rewarded with a record investment for the Green Triangle Freight Network. $80 million worth of road upgrades was committed by the Federal Government across four key freight routes leading to the Port of Portland, securing the economic prosperity of the region’s export sector.

The strength of our community partnerships were recognised at a state level after our Reconciliation Week celebrations were announced as the winner of the Local Government category in the 2019 HART (Helping Achieve Reconciliation Together) Awards. The award honours the Demystifying History — Indigenous Culture in the Glenelg Shire documentary and the combined citizenship ceremony event which was created in collaboration with the Glenelg Aboriginal Partnership.

In closing, I want to thank the Mayor and Councillors for their leadership over the past 12 months, and acknowledge the outstanding support I have received from my Executive Team. I also wish to pay tribute to the enormous energy and commitment displayed every day by our staff members.

I encourage readers to explore the detail of this Annual Report and discover the significant outcomes achieved by the Glenelg Shire Council over the past 12 months.

Greg Burgoyne Chief Executive Officer

CHIEF FINANCIAL OFFICER’S REPORT A YEAR IN REVIEW

Joan Lewis, Chief Financial Officer

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 June 2019 has remained relatively steady, increasing by $0.3 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 123% is a positive indicator of financial position.

Operating position

GSC attained a surplus of $5.3 million in 2018/19 versus budgeted expectation of $2.4m mainly attributable to the early payment of an operational grant in June 2019. The adjusted underlying result, after removing nonrecurrent capital grants, cash contributions and nonmonetary capital contributions, was a surplus of $3.6m.

Obligations

GSC debt ratio which is measured by comparing interest bearing loans and borrowings to rate revenue was 15% at 30 June 2019, this is a positive result as the expected target band is 0%–70% within councils. The asset renewal ratio which is measured by comparing asset renewal expenditure to depreciation was 92%. GSC spent $7.2 million in renewal works during the year.

Stability and efficiency

Rate concentration which compares rate revenue to adjusted underlying revenue was steady at 39% for the year which is within the expected target band of 30%–80%. For the 2018/19 year, the average residential rate per residential assessment was $1,013 which was a decrease of 3% per assessment from the previous period. This was a result of an increase in value of primary production land, therefore impacting the ability to raise residential rate income in line with rate capping. Result is lower due to a different methodology used to recognise general rates. Special rate agreements have been excluded from this calculation.

MAJOR CAPITAL WORKS

A YEAR IN REVIEW

Portland Library Redevelopment

• Total Cost: $900,000

• Grant Funding: $400,000

The redevelopment of the library was undertaken by Mossop Construction and was completed and opened in September 2018. The redevelopment was funded in part by the State Government with the remaining contribution to the facility delivered by Council.

Portland Bay School Drainage and Car Parking

• Total Cost: $300,000

• Grant Funding: $42,000

Department of Education

The Portland Bay School project on Henty Street was undertaken to enclose the existing open drainage network at the front of the new school to run the network underground. In addition to this works were also undertaken to connect the entrance and exits to the school, kerb and channel works, defined car parking and pavement works across the entrance. Project was completed on time and within budget in April 2019.

Cr Halliday pictured with Dylan Thurley, Jmara Harrison, Jaxson Keillor and Tyson Stuchbery

Heath Road Culvert Replacement

• Total Cost: $500,000

• Grant Funding: $500,000

Heath Road Culvert Replacement was a fully funded project after Glenelg Shire Council received a $500,000 grant from the State Government as part of the Fixing Country Roads funding. The project included the replacement of 17 culverts along Heath Road, shoulder grading works, resealing, line marking and post replacements. Final sealing works were completed, 24 May 2019, with project delivered on time and within budget.

Changing Places Facility

• Total Cost: $186,000

• Grant Funding: $100,000

The Changing Places facility has involved the refurbishment of an existing foreshore public toilet facility to include a multi-use toilet and changing facility designed to assist people of all abilities.

Project Manager, Josh Searle, pictured with Nicky Lakey (left) and Julie Amor (right)

SUSTAINABILITY IN GLENELG SHIRE

A YEAR IN REVIEW

Street lighting upgrade in Portland CBD

• 46 old decorative street lights were replaced in Percy and Bentinck Streets with new energy efficient LED lights. These new lights provide a better quality of light while reducing energy usage by around 70%. They are also connected to Powercor’s smart lighting network allowing real time monitoring for maintenance.

Henty Park water usage investigation

• Investigation commenced into water use at Henty Park and the PLACE as these are the two largest water use areas in Council. Initial investigations have found issues with both outdoor pools (deteriorate caulking between the concrete slabs and faulty drainage valve). Once repaired this will stop hundreds of liters of water being lost annually. Water meters and remote readers are being investigated for sub metering of the pool and park to enable better monitoring and proactive response to water use within the Park and PLACE.

Reducing weed infestation on Council managed land

• Council continued to receive State funding for the control of noxious weeds on local roads with the control of blackberry and gorse being a major target. Local groups have been supported in assisting with the control of noxious and environmental weed within the Fawthrop lagoon and Nuns Beach cliffs areas. Council has also developed a strong working relationship with the Southwest Environment Alliance (SEA) and has supported various groups in applying for external funding.

Building energy efficiency

• Detailed energy audits were undertaken on the six buildings connected to the thermal loop. This has instigated LED lighting replacement at the Civic Centre (Council chambers, customer service and meeting rooms) along with air gap sealing on all buildings to reduce heat loss in winter. All Heating, ventilation, and air conditioning (HVAC) systems on the six building are also being assessed to determine improvements and efficiencies that could be made. Two new condensing gas boilers were also installed on the thermal loop replacing aging units which has improved heating and reduced gas usage.

CASTERTON FLOOD RECOVERY A YEAR IN REVIEW

In September 2016, severe flooding occurred in Casterton. Since this time, several restoration projects have been completed, and works have continued to repair the damage.

The projects that were completed during the 18/19 financial year as part of the Casterton flood recovery were;

• Completed Vice Regal band centre carpark repairs

• Completed the remainder of the bollard and chain fencing replacement

• Completed the rehabilitation off the croquet green

• Replaced damaged drainage on Island Park oval #1

• Finished the works on the netball and tennis courts

DIGITAL GLENELG A YEAR IN REVIEW

Glenelg Shire Council continually engage with its stakeholders and the broader community on a range of projects, strategies and decision making, both face to face and via an online engagement platform. Your Say Glenelg contains a dashboard of current and recently completed projects, where the community can submit their feedback.

This financial year, is the second year of operation for the Listening Post online platform and has seen 47 people have their say of a variety of matters and issues affecting their local area. It was identified that due to the geographical issues that affect digital connectivity within Glenelg Shire, Listening Post kiosks where erected at each of the customer service services to improve accessibility. — Photo

Glenelg Shire Council’s Community Engagement Framework was reviewed in February of this year, in order to improve the internal processes around community engagement and align to IAP2 Engagement Essentials training undertaken by 20 staff members during 2019. This training was delivered to improve skills and capabilities in managing stakeholder relationship and identifying the most appropriate methods of engagement.

Digital Glenelg is a new digital service unit delivering a program of initiatives aimed at transforming the customer experience of interacting and transacting with Council.

The five outcome focus areas are:

• Enhanced customer experience

• More digital options for customers to transact

• A systematic and efficient operating environment

• A desirable workplace, positive culture and thriving people

• An agile and continuously improving organisation

In 2018/19 a detailed audit of Council’s enterprise architecture, business processes and customer needs was conducted to build an informed and considered digital roadmap forward. The implementation of the holistic roadmap is anticipated to take approximately 5 years, bringing effectiveness, efficiency and cost benefits to the organisation, while delivering enhanced customer experience outcomes.

This past year has seen Council progress from the Pre-program phase, which saw significant effort into not only creating the digital roadmap, but the right internal conditions for successful implementation going forward. These activities included:

• Establishing long-term budget requirements and financial allocation

• Recruitment of specialist personnel and identification of future human resource gaps

• Creation of governance board and project management framework

• Implementing a foundation of data capture for measurement and benefits realisation

• Supporting people capability through development of an experimentation and innovation program

• Initiating working groups and a change management and adoption infrastructure (Including the Digital Glenelg App which is internally-facing for now).

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.

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 7 November 2018 at a Statutory Meeting, Cr Anita Rank was elected as Mayor of Glenelg Shire Council for a third consecutive term during the 2018/19 Mayoral Year.

The current Council is;

Mayor Cr Anita Rank

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

Committees:

Cr Robert Halliday

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

Committees:

Cr Chrissy Hawker

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

Committees:

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

Committees:

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

Committees:

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

Committees:

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

Committees:

12

11 ORDINARY COUNCIL MEETINGS

COUNCILLOR WORKSHOPS

168 SPECIAL COUNCIL MEETING

1

See next page for committee icon explanations.

RESOLUTIONS MADE

Cr Alistair McDonald

Cr Karen Stephens

Cr Gilbert Wilson

Cr Geoff White

COUNCIL SERVICES

OUR COUNCIL

Glenelg Shire Council provides more than 120 services to people of all ages and stages of life around the shire.

ADVOCACY

• Seek federal and state grants for the Shire

• Advocate on a diverse range of issues on behalf of the community, Council and the region

ARTS AND CULTURE

• Program of touring performances and exhibitions

• Management, conservation and periodic display of Council’s Cultural Collection

• Community Arts Program

CHILDREN’S SERVICES

• Kindergartens and Childcare

• Management of contractors for Maternal and Child Health (including immunisations)

COMMUNITY

• Australia Day celebrations/Citizen Awards

• Volunteer functions and Support

• Senior Citizens Week celebration

• Recognition of special birthdays and anniversaries

• Community meetings

• Citizenship ceremonies

• Community directories

• Community Grants Program — Arts and Culture, Tourism, Recreation and Public Halls

• Financially support SES and Portland Cable Trams

• Health and Wellbeing Plan — implementation

• Communication — Community News;

• Council Website and Online Services

• Aboriginal Partnership Plan and Reconciliation Week

CONTRACT MANAGEMENT

• Tenderlink — E Tendering

• Procurement Services

ECONOMIC DEVELOPMENT AND BUSINESS SUPPORT

• Business support and advice

• Marketing services

• Business and community liaison to local and new industries

• Major project facilitation

• Caravan Parks

EMERGENCY MANAGEMENT

• Municipal emergency management services

• Strategic planning/coordination for fire and other emergencies, relief and recovery, community resilience

• Identification, implementation and review Neighbourhood Safer Places

ENVIRONMENTAL SUSTAINABILITY

• Support, and assist residents to reduce everyday environmental impacts.

• Natural resource management

• Resources efficiency — CO2 emissions, water

• Climate resilient communities

GENERAL

• Leases and Licences, Building and Land

• Capital Works Maintenance

HOME AND COMMUNITY CARE (HACC) AND AGED AND DISABILITY SERVICES

• Assessment care planning

• Domestic Assistance (HACC)

• Personal and Respite Care

• Property maintenance

• Planned Activity Group (PAG)

• Meals on Wheels

• Senior Citizen Centre’s

INFRASTRUCTURE SERVICES

• Footways and bicycle paths

• Aerodrome Management Portland and Casterton

• Civil Works Design, Construction and Maintenance Delivery (local roads and bridges)

• Infrastructure asset management

• Infrastructure investigation, design, project delivery

• Public lighting

• Urban and rural drainage

• Casterton Saleyards

LIBRARIES

• Books, CDs, videos, DVDs, magazines and newspapers to borrow and browse

• Online resources and photocopying

• Preschool story time and school holiday activities

• Spaces to read, relax and study and meet

• IT training

• Travelling library

LOCAL LAWS

• Parking

• Domestic Animal registration and control

• School crossing

• Fire restriction enforcement

• Stock on roads

• Enforcing Local Laws and State Legislation

PARKS, RESERVES AND PUBLIC PLACES

• Urban/landscape design

• Public toilets, litter control, street cleaning

• Maintain and develop parks, playgrounds, reserves, Botanic Gardens and open space

• Civic and community buildings — maintenance, restoration and new construction

PLANNING AND BUILDING SERVICES

• Planning permits

• Policy and zoning

• Heritage Advisory Service

• Building control

• Safety and emergency services

LOCAL PORT OF PORTLAND BAY

• Boating Facilities and Waterway Management

PUBLIC HEALTH

• Compliance with Food Act 1984

• Registration of premises, food safety programs, food complaints, temporary events, safety standards, labelling requirements

• Environmental health monitoring

• Infectious disease prevention

• Potential health impact advice ie: pests

• Domestic septic systems in unsewered areas

• Monitoring tobacco laws compliance

RECREATION SERVICES

• Club development — advice advocacy and support

• Management of sporting grounds, aquatic facilities, reserves, skate parks and open space

RURAL ACCESS AND INCLUSION

• Supports the community to increase community participation for people with a disability.

TOURISM SERVICES

• Tourism information, advice and promotion of the Shire

• Events advice

WASTE MANAGEMENT SERVICES

• Collection and disposal of general household garbage

• Recycling service and waste minimisation

YOUTH SERVICES

• Youth Advisory Groups — youth leadership and youth engagement

• Youth orientated events and festivals — FreeZa, National Youth Week etc

• School Holiday Program

• L2P (learner driver) program

• Linkages to local, regional and federal networks and developments

• Youth Wellbeing — Live 4 Life and Skittles

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

• Listening post site

• Key Collection point for hire of halls and recreation facilities

• E-Waste Drop off Point

Heywood

77 Edgar Street, Heywood

Range of services including;

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

• Library services

• Bank of Melbourne

• Maternal and Child Health services

• Drop off Centre for Mobile Muster and print cartridges

• Listening post site

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

• Bank of Melbourne

• Drop off centre for mobile muster and print cartridges

• Listening post site

ORGANISATIONAL STRUCTURES

OUR PEOPLE

CHIEF EXECUTIVE OFFICER

COUNCIL

• Organisational Development Manager

• Communications & Economic Development Manager

• Internal Audit

• Council Support Coordinator

• Digital Glenelg Project Lead

• Executive Assistant

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

ORGANISATIONAL STRUCTURE

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

• Communications

• Organisational Development

• Digital Glenelg

• Council Support

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

David

Edith Farrell Director Community Services

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

Community Wellbeing (including);

• Disability Access

• Aboriginal Liaison

• Recreation and Sport development

• Youth Services and Health promotion

• Community development

• YMCA and pools management

• Community Engagement & Corporate Planning

Children’s Services including contract management of the Maternal and Child Health services, Kindergartens, early years services including Long day care and occasional care programs.

Library and Information services encompassing three library facilities (Portland, Casterton and Heywood) as well as Home Library service and the mobile Library 2 Go service. Aged & Disability including Home Care — domestic, personal and respite care, Planned Activity Groups and management of the Meals on Wheels contract

Tourism & Events to support the local tourism industry, improve visitor experience and have oversight of our major events.

Arts & Culture including the Portland Art Centre and the range of live theatre and exhibitions offered, in addition to the broader arts program across the Shire and custodianship of a significant 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 Executive Leadership Team supporting the CEO who is responsible for guiding the overall strategic, financial and business direction of the organisation.

Robert Alexander Director

Assets

The Director Assets is responsible for leading and managing the Assets Department which comprises of the;

• engineering

• asset management

• waste management,

• operations,

• project planning

• facilities service areas.

The Director Assets also supports the Executive Team in undertaking;

• policy development

• financial management

• community engagement

• providing customer service

• overall business management to ensure that Council objectives can be achieved.

COUNCIL STAFF

RECOGNITION OF STAFF

In March, Council held events in Casterton, Heywood and Portland to formally recognise 37 employees who received service awards ranging from 5 years to 35 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.

Presentations were made to the following long serving staff:

5 Years of Service

Leeanne Burgess, Paige Kliese, Robert Foard, Michelle Horyna, Andrew Belling, Joanne Isbel, Sam Millard, Nina Hurt, Brenton Mattiske, Greg Burgoyne, Jodie Birch, Helen MacFarlane, Jacqui Muskee

10 Years of Service

Andrew Broom, Maureen Crisp, Linda Field, Nick Hoggan, Mark Davis, Matthew Hiscock, Sharon Bridgewater, Cheryl Gunia, Tammy Hurst, Kayleen Rundell

15 Years of Service

Chris Evans, Chris Saunders, Sally North, David Surrey, Darren Jarry

20 Years of Service

Melissa Craigie, Lesley Carlin, Damien Carter

25 Years of Service

Heather Fitzgerald, Chris Aitken

30 Years of Service

Jill Budde, Leanne Evans

35 Years of Service

Karen Bull, Lynne Malseed-McMahon

ADMINISTRATION PROFESSIONALS

Two employees of Glenelg Shire Council were nominated for the 2019 Portland Administration Professional of the Year Award. The awards run by United Way Glenelg, South West Tafe and Committee for Portland celebrates and congratulates the hard work and success achieved by individuals working in administration roles in businesses and organisations across the Shire.

Claire Charman was the successful recipient of the Emerging Administrative Professional of the Year 2019.

Nominees from Glenelg Shire Council, Kim Overall and Claire Charman.

PERFORMANCE DEVELOPMENT

We support our staff to improve and develop. STAR, our human resource management system, 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. Agreed work objectives and learning and development plans are reviewed annually.

E-RECRUITMENT

Our new e-Recruitment online system has been in operation for 12 months. It continues to provide superior internal efficiencies and offers an easy to navigate platform for job-seekers to view and apply for vacancies at Council. The new software has helped to automate and streamline the entire recruitment process from application to onboarding. The new system supports Council’s contemporary direction and ensures continued transparency and quality control.

TRAINING AND DEVELOPMENT

Council is committed to the ongoing learning and development of our staff. We have continued to deliver the Effective Management Program designed specifically to meet the needs of our middle managers and emerging leaders. Last year we introduced The Accord program is a self paced leadership program for women. It aims to provide a supportive and equitable environment to encourage the development of talent and leadership across different levels of the organisation.

EQUAL OPPORTUNITY PROGRAM

Council continues to take proactive, reasonable and proportionate measures to eliminate discrimination, sexual harassment and victimisation within the workplace. Our commitment to the adherence to the Charter of Human Rights & Responsibilities and Equal Opportunity principles is evidenced through our induction process for new employees, reviewing policies aimed at preventing discrimination and harassment and ongoing staff training and education to staff.

GENDER EQUITY

Following on from our participation in Local Government Victoria’s Listen Learn and Lead Gender Equity Program in 2017, Council adopted the Gender Equity and Inclusion Plan in December 2018. The plan identifies key strategies and actions for achieving gender equity and inclusion in the workplace. Implementation is underway and the progress to date indicates Council’s commitment to a positive culture of gender equity.

DIGITAL GLENELG

Council has recently embarked on Digital Glenelg, a program that aims to provide an efficient and progressive workplace that is prepared and adaptive for the future. We have developed an implementation plan that provides clear direction to support the program delivery over the next five years. This is an exciting time for Council as we transform the way we operate, to enhance our customer experience and service delivery.

Apprentice Diesel Mechanic, Charli Mirtschin.

COUNCIL STAFF (CONTINUED)

OUR PEOPLE

NEW POSITIONS/INITIATIVES WITHIN COUNCIL

Traineeships & Apprenticeships

Three new Administration Support Officer Traineeships were offered across the organisation in 2018/19. The trainees will achieve a Certificate III in Business whilst gaining valuable on the job experience over a 12 month period. Our current apprentices comprise of two Diesel Mechanics, one Carpenter and two apprenticeships in Horticulture. The apprenticeships and traineeships align with our commitment to Council’s Youth Engagement Charter.

OUR VOLUNTEERS

Glenelg Shire Council values the contribution of volunteers each year. The 2016 census data estimated that 29.0% of the residents within the shire did voluntary work through an organisation or group in the last 12 months, equating to 5702.85 residents.

Glenelg Shire Council provides volunteer opportunities for 324 individuals, who assist in childcare, Freeza and youth groups, L2P program, social support, Live4Life, and library. Each year, Council host a Volunteers Recognition Event, to celebrate and recognise the contribution and efforts volunteers make to our community each year. Council also support volunteer organisations through the community grants funding stream which is announced annually.

L2P Program had 34 Active Volunteers in last financial year, volunteering over 1100hrs of volunteer time to the program. The 34 volunteers assisted 57 learners drivers gain driving experience and log hours to be able to sit for their red P’s . Glenelg Shire Council encourage flexibility and provides opportunities for volunteers to give feedback.

2019 Trainees: Michael Peters, Bonita Matthews, Charli Mirtschin and Courtney Hogan.

2018 Trainees: Ella Nesbit, Charlie Ryan & Georgina Meyrick-Garnier.

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 2018/19 the Audit Committee consisted of four independent members, Mr Philip Saunders (Chairperson), Mr Peter Green, Ms Bonnie Holmes and Ms Teresa Paris, 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 Chairperson is appointed by the Committee annually.

The Committee met on four occasions during 2018/19, 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.

Internal Audit

Following a recommendation from the Audit Committee, the Council adopted the Strategic Internal Audit Plan July 2018–June 2021. In the first year of the plan the following audits were undertaken:

• Cyber — Penetration testing and Vulnerability assessment

• Data Analytics

• Local Laws — Prosecutions Processes and Practices

• Events Management

• Maternal & Child Health and Immunisation Practices

Throughout the year Council continued to maintain a panel contract for the provision of internal audit services to undertake specific audits as required.

Fraud & Corruption

This year we undertook further work to enhance our framework in relation to Fraud and Corruption. A Fraud Risk Register was prepared following facilitated workshops with key staff in various units to identify areas of possible fraud and corruption and the current controls.

A Control Plan was adopted by Council that summarises the anti-fraud and anti-corruption strategies in the areas of Prevention, Detection and Response.

Council also adopted a Policy that clearly outlines the expected conduct of employees, volunteers and contractors of the Glenelg Shire Council in relation to Prevention, Detection and Reporting of fraudulent and corrupt activity.

Council will not tolerate fraud and corruption in any form and is committed to:

• Preventing fraud and corruption in the workplace

• Ensuring immediate and appropriate investigation procedures are implemented in the case that fraud and corruption is suspected

• Referring cases of suspected fraud and corruption to the authorities following due investigation

• Applying appropriate disciplinary penalties should fraud and corruption occur

• The recovery of any loss suffered through fraudulent and corrupt activity

During June 2019 training of key staff in the new fraud and corruption framework was undertaken.

Councillor Conduct

Councillors are elected by the residents and ratepayers of the Glenelg Shire to act in the best interests of the community. To guide the conduct of elected members, Council adopted a revised Councillor Code of Conduct in February 2017. The code outlines the roles of Councillors and articulates expected standards of conduct and behaviour, accountability and responsibilities to ensure public confidence in Council is maintained. The community expects the business of Council to be conducted with efficiency, transparency and impartiality. To mitigate any personal or private interests that may compromise the conduct and decisions of a Councillor, declaration of conflicts of interest is a standing agenda item for all Council and committee meetings. Councillors must step aside from any decision making process or the exercise of a public duty, should they have relevant interests.

Councillor Expenses

In accordance with Section 75 of the Local Government Act 1989, Council is required to reimburse a Councillor for expenses incurred whilst performing their duties as an elected Councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for Councillors. For Councillors to fulfil their civic, statutory and policy making functions, the provision of a range of necessary and appropriate facilities and the reimbursement of expenses are made to the Mayor and Councillors in line with Council’s strategic objective ‘Leading Glenelg’.

The details of Councillor expenses including reimbursement for each Councillor paid by the Council for the 2018/2019 year are set out in the table below:

COUNCILLOR EXPENSES

Councillor Allowances

In accordance with Section 74 of the Local Government Act 1989, Councillors are entitled to receive an allowance whilst performing their duty as a Councillor. The Mayor is also entitled to receive a higher allowance and is provided full use of a vehicle.

The Victorian Government sets the upper and lower limits for all allowances paid to Councillors and Mayors. Councils are divided into three categories based on the income and population of each Council. In this instance the Glenelg Shire is recognised as a category two Council. Councils are required to review allowance levels by 30 June in the year following a general election and the allowance level determined remains in effect for the full term of the Council, subject to any variations or adjustments by the Minister for Local Government. Allowance levels are subject to annual automatic adjustments that are announced in the Victorian Government Gazette by the Minister for Local Government.

In March 2017, Council fixed the Councillor Allowance at $24,730 per annum and the Mayoral allowance at $76,521 per annum including an amount equivalent to the superannuation guarantee of 9.5 per cent of the relevant allowance.

The details of the Councillor and Mayoral Allowances are set out in the table below:

COUNCILLOR ALLOWANCES

Project Governance

During 2018/19, Glenelg Shire Council has made significant progress in the development of a Project Management Framework which is able to be utilised guiding from project inception through to completion. Covering;

• Project idea

• Project charter, develops idea and creates project scope, identifies key stakeholders and level of engagement, Identifies project control group (PCG) members, permitting, resourcing and initial budget estimates

• Secure budget for design and tender development

• Form the PCG

• Develop concept designs including investigations into lifecycle and maintenance costs/impacts for review and further tighten the budget estimate

• Develop detailed design, technical specification and contract documents with final budget and timing estimates prepared for funding

• Secure funding for the project

• Tender to award for contract

• Commence construction

• Monitor the project through the project manager and PCG

• Project completion and acquittal

• Handover

COUNCIL’S MEDIA COVERAGE GOVERNANCE

Council Media

Top issues attracting the most coverage

The 2018/19 financial year highlighted many successes for the Glenelg Shire, with a number of welcomed funding commitments, award announcements and new opportunities secured to help ensure the long-term prosperity of the region. A proactive and transparent organisation, council continued with its mantra to openly communicate information on new and emerging issues, services, programs and events extensively with its ratepayers and local and national media outlets. Throughout the year a number of topics were considered by the media, however the most discussed and most reported topic of the year, by both media agencies and community members, was the announcement of the Budj Bim Cultural Landscape receiving UNESCO World Heritage Status.

Other topics which also attracted significant coverage included the approval of a planning permit for the Yumbah Abalone Farm development along Dutton Way, the summer cruise ship season in Portland and a world record breaking tuna fishing season in Portland.

Organisation’s view of the coverage

The announcement of the Budj Bim Cultural Landscape being recognised with UNESCO World Heritage Listing was a historic achievement and as a result, received extensive coverage from local, national and even international media agencies. Council had been working closely with Traditional Owners groups and partnership organisations providing support for the World Heritage bid and the Budj Bim Cultural Landscape in terms of advocacy, tourism linkages, marketing and expert advice. The prolific media coverage, which included references to the Glenelg Shire Council’s ongoing role, was incredibly well-received and positioned our shire on the global tourism map. Alongside the economic and tourism benefits, the coverage also sparked important

conversations discussions about Australia’s Indigenous history, fostering reconciliation at both a local and national level.

“Budj Bim will forever be etched in the nation’s storybook because of this history making decision,” Cr Rank said.

“Budj Bim will now join 19 other iconic attractions such as the Great Barrier Reef, Sydney Opera House and Kakadu National Park on this globally recognised list. This announcement is an important and critical step in building the profile of indigenous tourism product in Australia, assisting to share this unique story with a worldwide audience.

“This announcement is testament to 40 years of diligent hard work and persistent lobbying by the Gunditjmara community who have passionately shared their ancestral stories. Today we thank them for this amazing gift which will attract much deserved global attention to this cultural heartland.

“Importantly, this listing will assist to preserve the culture of this land and ensure sustainable development in the future, whilst progressing the continuing path of reconciliation.”

— Mayor Cr Anita Rank in an official statement after the World Heritage announcement

Any impacts/changes as a result of the coverage

The explosion of interest in the Budj Bim Cultural Landscape has raised a number of opportunities, issues and concerns, some of which Council will seek to address with Traditional Owners groups and partnership organisations.

This has included planning overlays, wayfinding signage, connectivity blackspots, environmental risks such as bushfires and feral animals and a lack of nearby accommodation options, both group and boutique.

As the Budj Bim Cultural Landscape prepares itself for commercial tourism over the next few years, the Glenelg Shire Council will work through the urgent issues, with the help of partner agencies, to ensure the site is best prepared to showcase the rich Indigenous narrative our region is now internationally recognised for.

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; to people in care relationships, 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 following outcomes have been achieved to provide Councils obligations in the Glenelg Shire Council Access and Inclusion (Disability) Plan 2019–2021 which was endorsed at Council on 26 March 2019:

• Ongoing support to the Passport to Employment (P2E) program including the free hire of the Civic Hall for the P2E reunion.

• Training offered and delivered to key staff included Easy English (followed up by tailored sessions to specific documents/ flyers) and Communication Access.

• Awareness campaigns, including ‘Quiet Hour’, held for Autism month (April) with promotion to have businesses in the Shire to hold the ‘Quiet Hour’ ongoing throughout the year.

• International Day of People with Disability hosted by the GSC in 2018 and preparations underway for another event in 2019.

• Work experience students are welcomed in Council and the opportunity has been a success for both Council and the students. This initiative has been a successful media message as both an awareness message for the community and local employers as well as other members of the community with a disability that are seeking skills by becoming a work experience participant.

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.

Community Engagement

Glenelg Shire Council’s redeveloped Community Engagement Framework was endorsed by the Executive on 28 May 2019, and aimed to simplify what was a very comprehensive package. The review remains aligned to the core values of the International Association for Public Participation (IAP2), and Council had again been granted permission to use the IAP2 Spectrum of Public Participation, Core Values and Code of Ethics in the refreshed Community Engagement Framework documentation. During 2019, twenty staff members were trained by a representative from IAP2 in the Essentials of Engagement, to improve our organisations decision making in relation to community consultation and engagement. Council’s online community engagement platform, Your Say Glenelg, received 72.1K visits and gained 219 new registrations. There were 505 survey submissions on a range of different projects, plans and frameworks.

The 2018/19 financial year was also the first complete year for quarterly performance reporting to stakeholders. This ongoing reporting processes aims to increase the accountability and transparency of Council to our residents, stakeholders and the broader community.

Complaints

During 2018/19, Council received 3 reportable customer complaints, which is 7 less than the 2017/18 reporting year. Out of the 3 complaints received, 3 were resolved to meet the customer’s satisfaction.

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.

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 3 privacy complaints this year, only one outstanding.

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.

The Act has four main functions:

• to provide a general right of access to documents

• to enable individuals to amend incorrect information about them held by agencies

• to provide rights of appeal in relation to the previous two functions

• to require agencies to publish certain details about themselves and their functions.

For more information regarding freedom of information, please refer to the Council’s website

www.glenelg.vic.gov.au or visit the Office of the Victorian Information Commissioner (OVIC) website www.ovic.vic.gov.au

Mr Scott Millard, Internal Audit Corporate Officer is authorised under Section 26(1) of the Freedom of Information Act 1982 (‘FOI Act’) to make decisions in respect of Freedom of Information requests made to Glenelg Shire Council. The Principal Officer of Council is Mr Greg Burgoyne, Chief Executive Officer.

Requests to access documents under the Freedom of Information Act 1982 must be in writing, accompanied with an application fee ($29.60 2019/20) and addressed to:

Freedom of Information Officer

Glenelg Shire Council

PO Box 152, Portland Victoria 3305

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 2018/19 year no disclosures were notified to council officers appointed to receive disclosures, or to the Independent Broad-based 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 2018/19. 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

LOCAL GOVERNMENT PERFORMANCE INDICATORS

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

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.

$45.89m OPERATING REVENUE $50.46m TOTAL REVENUE

$45.1m OPERATING EXPENDITURE

Growing Glenelg

Sustain and grow a diverse economy and social prosperity

Liveable Glenelg

Embracing inclusive, healthy, sustainable and diverse cultures for living

Leading Glenelg

Connecting Glenelg

Connecting people, places and spaces

Creative Glenelg

Creative, inspired, forward-thinking and action-oriented

Create shared visions within the community, ensuring agreed outcomes

HOW DOES COUNCIL MEASURE PROGRESS?

The icons in the below table are used throughout this report as a key to represent the progression stages of each task, project or objective identified by the Glenelg Shire Council.

GUIDE TO ICONS USED IN THIS REPORT

Achieved

The Achieved icon will be used when a project/plan has been successfully completed.

On track

The On Track icon will be used when a project/ plan is progressing, and is likely to achieve what is required within the time identified in the scheduling plan.

Delayed

The Delayed icon will be present in this report when a project/ plan has been identified as postponed, not on track or redefined.

Ahead of Schedule

The Ahead of Schedule icon will be used when a project/plan is likely to be completed earlier than planned.

In preparation

The In Preparation icon will be used in this report when a project/ plan is in its planning stage and the details are being prepared.

PERFORMANCE AND REPORTING FRAMEWORK OUR PERFORMANCE

The planning and accountability framework is found in part 6 of the Act and in the Local Government (Planning and Reporting) Regulations 2014 (the regulations). The legislation requires councils to prepare the following documents:

• a council plan within the period of six months after each general election or by 30 June, whichever is later,

• a strategic resource plan for a period of at least four years and include this in the council plan,

TIME HORIZON

• a budget for each financial year,

• an annual report in respect of each financial year.

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. REPORTING

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

STAKEHOLDER AND COMMUNITY ENGAGEMENT

Medium Term ANNUAL REPORT

• Report of operations

• Financial Statements

• Performance Statement

Short Term

This Annual Report reflects year two (2018/19) of the 2017–2021 Council Plan.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 1 — GROWING GLENELG Services

The following statement provides information in relation to the services funded in the 2018/19 Budget and the persons or sections of the community who are provided the service.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2018/19 budget for the year.

MAJOR INITIATIVE WITHIN THE BUDGET

Portland Industrial Henty Employment Precinct ($0.5m net cost)

Portland Foreshore Precinct Project ($0.4m net cost)

Bridgewater Master Plan Works ($0.5m net cost)

Portland Marina Fuel Infrastructure ($50k net cost)

Portland Bay Marina Extension ($0.4m net cost)

Portland Bay Trawler Wharf Extension ($nil net cost)

Actual: $67,311

PROGRESS & ACTUAL

Project initiative deferred to 2019/2020. $67k of initial project costs was expensed during 2018/2019.

Grant Funding for the project was unsuccessful and therefore the Portland Foreshore Precinct initiative didn’t proceed.

No Grant funding was received in 2018/2019. $71k of initial project costs was expensed during 2018/2019. Refer the project to future years subject to Grant Funding. Revised Project cost of $3.5million.

Grant Funding for the project was unavailable and therefore the Marina Fuel Infrastructure initiative didn’t proceed.

Grant Funding for the project was unavailable and therefore the Portland Bay Marina Extension initiative didn’t proceed.

Grant Funding for the project was unavailable and therefore the Portland Bay Trawler Wharf Extension initiative didn’t proceed.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 1 — GROWING GLENELG

Sustain and grow a diverse economy and social prosperity

Council Plan Progress

The following table reviews the performance of Council against the Council Plan 2017–2021.

GROWING GLENELG UPDATE

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

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

Provide support to business groups in Portland, Heywood and Casterton

Develop a value proposition for population attraction and retention

Number of national advertising campaigns and relevant forums

Development of an Agricultural Investment Prospectus is progressing; extensive planning already underway.

Stakeholders Forum held 9 August 2018 with Simon Crean.

Canberra Ministerial Visits 23 to 27 November 2018 by CEO and Mayor.

Sydney & Wagga Wagga visits by CEO 29 January to 1 February 2019.

Canberra meetings with Great South Coast Member Councils 11 to 14 February 2019 by the Mayor.

Canberra meetings by the Mayor and CEO 17 to 19 February 2019.

Update visitor information material for Budj Bim Federal government announcement 18 March 2019 $80m road funding announcement.

Actively participate in the Aboriginal Advisory Committee to implement Stage 1 of the Budj Bim Development Plan

Continue Council’s attendance at all Great Ocean Road Regional Tourism (GORRT) board meetings

Canberra meetings by the CEO 3 April 2019.

State Government funding for Budj Bim masterplan, $6M.

GROWING GLENELG UPDATE STATUS

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

Develop three marketing initiatives per year to promote Growing Glenelg

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

Powering Glenelg Stakeholders Forum held 8 May 2019.

Continuing to investigate spaces and opportunities for start-up businesses across the Shire.

Several events and initiatives delivered this financial year to support business groups across the shire, including the preparation for the Business & Tourism Awards, attendance on Committee for Portland Board Meetings, conducting Small Business Workshops and providing quarterly Stakeholder forums.

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 in our community

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

Meet with higher education services providers at least annually

Develop informal learning programs and activities across the shire

Continue to offer traineeships, work placements and scholarships

Support community engagement through volunteering/work placement opportunities for youth through various volunteering organisations and Council events

Jobs for Portland project completed with the aim to attract skilled workers to the Shire.

Migration Project ongoing across the Glenelg Shire.

Glenelg Shire Council became the regional contract for Designated Area Migration Agreement (DAMA).

Glenelg Shire Council partnered with the Great South Coast Regional Partnership to address workforce shortages and grow population in the Great South Coast region, including migration attraction and support, changes to visa requirements, encouraging decentralisation of government departments and promoting the lifestyle advantages of the region.

Ready When You Are marketing campaign launched as part of the AFL country round.

iamportland and iamcasterton campaigns completed and broadcast during the 2018/19 financial year.

Tourism Victoria and Tourism Australia promotion continued via GORRT.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE Services

THEME 2 — CONNECTING GLENELG Connecting

people, places and spaces

The following statement provides information in relation to the services funded in the 2018/19 Budget and the persons or sections of the community who are provided the service.

Major

The following statement reviews the progress of Council in relation to major initiatives identified in the 2018/19 budget for the year.

All road and bridge programs were completed for 2018/2019. Actual expenditure was in excess of $4.8m.

Other

Actual: $38,309

Project commenced in 2018/2019 and will be continued in 2019/2020. Net expenditure for 2018/2019 was $0 due to Grant Funding received.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 2 — CONNECTING GLENELG Connecting people, places and spaces

have been 146 additional library members in 2018/19, which is assumed to be related to the completion of the Portland Library Redevelopment this financial year.

Council has undertaken a significant increase in proactive maintenance activities, which is reflected in the lower number of complaints.

Council undertook major works in urban areas which significantly reduces the cost compared to 2017/18, due to there being no need to travel and cart materials long distances.

Sealing projects for the year were shorter and more remote from material sites reflecting a slightly higher average reseal rate. Consistent over the last four years.

Council has undertaken a significant increase in proactive maintenance activities, which is reflected in the lower number of complaints and increased satisfaction. Community education around VicRoads and Glenelg Shire Council road ownership has been ongoing over the last two years.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE THEME 2 — CONNECTING GLENELG Connecting people, places and spaces

Council Plan Progress

The following table reviews the performance of Council against the Council Plan 2017–2021.

CONNECTING GLENELG UPDATE STATUS

Continue to pursue funding opportunities for road repair and upgrade

Regional Roads Victoria agency commenced and regular meetings attended throughout the year to ensure Glenelg Shire Council remains highly prioritised.

$2M State Government funding confirmed for Heath Road upgrade, with an additional $1M budgeted by Council.

Heath Road culvert drain replacement funded and completed during 2018/19.

Quarter One — meeting held 23 August 2018 in Casterton.

Quarter Two — Meeting held 22 November 2018 in Casterton.

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

Quarter Three — Meeting held 21 March 2019 at Portland Airport. Planning underway for meeting scheduled for August 2019, hosted in Mount Gambier.

Finalise the Glenelg Shire Tracks and Trails Strategy Tracks and Trails consultants have completed investigations into current tracks and trails across the shire.

Casterton to Branxholme Rail Trail Feasibility Study — Initial community consultation has occurred with adjoining land owner and interested community members which identified potential challenges for the development of the rail trail. A survey has been completed on the length of the rail trail to identify alignment and condition of the track and infrastructure. Community consultation concluded on 14 June 2019, to allow consultants to now review responses.

Next stage of project on track for developing the draft strategy.

Finalise the Open Space Strategy

The Glenelg Shire Open Space Strategy was completed and endorsed by Council at the Ordinary Council Meeting held 28 May 2019.

Redevelop Council’s public libraries through funding opportunities

Continue to seek funding for all abilities access to recreational and commercial services

Scope design in progress for Casterton and Heywood libraries, in order to identify the priorities and feasibly. The scope design is scheduled to be completed in July 2019, to form the basis of priorities for a funding application.

Funding application unsuccessful, however Council has committed to fund the All Abilities Play space Project within the 2019/20 budget.

CONNECTING GLENELG UPDATE

Add to or create new free public Wi-Fi infrastructure

Glenelg Free Wi-Fi operating in Portland CBD and Foreshore areas, and recently installed in Narrawong at the Mechanics Hall following a request from the community at the Listening Post event last year.

Internet of Things roll out occurred during 2018/19, where Council have installed;

• 2 smart cube bins in Dartmoor and 2 bin sensors in Bridgewater to assist with understanding resourcing requirements which could help inform our collection service and reduce over servicing

• Visitation counting devices for the library which are read remotely and can be utilised to inform staffing requirements.

• Parking sensors which can assist with Local Laws enforcement or to inform on increased/reduced service requirements

• Soil moisture sensors to reduce water usage on our sporting facilities and recreation reserves.

STATUS

Increase the utilisation of our Smart Cities membership

Pursue Smart Cities funding opportunities

Meet with NBN company representatives to discuss services gaps within the Shire

Internal redesign of reporting and responsibilities and Smart Cities coordination to be defined.

Smart Bins erected in Dartmoor as a trial before the roll out to similar sized towns.

Funding opportunities continued to be monitored. Smart Initiatives considered in other priority projects and capital works.

Ongoing meetings have been continued with NBN representatives to reduce service gaps.

Improve digital/e-commerce uptake Digital Innovation Festival planned for August 2019. This festival targets local businesses, e-commerce education, and increased digital connectivity uptake.

Maintain an above average perception of safety within the community

Public safety continues to be considered as part of the planning of all Council projects.

Public lighting was upgraded at Nuns Beach carpark to improve the visibility after daylight.

Wellington Road roundabout was identified as a public safety priority, and therefore public lighting was upgraded.

Seek grant/funding opportunities to enhance public safety

Working in partnership with Victoria Police to investigate possible funding options for CCTV and public lighting.

Continue Connect Glenelg website Connect Glenelg webpage is continuingly maintained.

Continue to promote the community events calendar

Seasonal Events Calendar distributed quarterly. Tourism and Events e-newsletter was redesigned and doubled in subscription.

Growing Glenelg publication issued quarterly which offers free promotion of community events.

Community events also advertised on social media and through iamportland.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE Services

THEME 3 — LIVEABLE GLENELG

The following statement provides information in relation to the services funded in the 2018/19 Budget and the persons or sections of the community who are provided the service.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE THEME

3 — LIVEABLE GLENELG

Embracing inclusive, healthy, sustainable and diverse cultures for living

Kerbside waste collection including recyclables from most urban and some rural households. Public waste collection including 6 waste transfer stations.

and Gardens Management of public lands including playgrounds, recreation reserves, toilet blocks, wetlands, landscaped areas, pathways, seating BBQs, garden beds, traffic management devices, waterways, bridges and streamside reserves. Street and Park trees, bushland conservation and areas along waterways and other environmental significant locations are also managed.

tender

project management of a broad range of council capital works.

Major Initiatives

The following statement reviews the progress of Council in relation to major initiatives identified in the 2018/19 budget for the year.

All Abilities Play Space — Portland Foreshore ($0.6m net cost)

Geothermal Pipeline Stage 1 ($0.7m net cost)

Hanlon Park Lighting ($240k net cost)

Other Initiatives

Actual: $36,131

All Abilities Play Space deferred to 2019/2020 and Council to fund the full cost. $36k of initial project costs was expensed during 2018/2019.

Engineering Reports costed the project at $1.8m. Project deferred to assess viability. No costs incurred in 2018/2019.

Actual: $32,975

Project will be completed in 2019/2020. $33k of initial project costs was expensed during 2018/2019.

Hooked on Portland Festival ($40k net cost)

Indigenous Community Services Trainee ($22k net cost)

Reduction in water use study at PLACE and Henty Park ($30k net cost)

Casterton P&A Society 150th Show Celebration Advertising ($10k net cost)

Actual: $120,037

Hooked on Portland Festival project was completed. The net cost of the event was $59k.

Actual: $9,149

Trainee finished in December 2018. $9k expensed in 2018/2019 for Traineeship costs.

Actual: $12,949

Project was started and $13k was expensed in 2018/2019. Project will continue in 2019/2020.

Actual: $10,000

$10k was expended as per budget on advertising for the 150th Casterton P&A Society Show Celebration for 2018/2019.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 3 — LIVEABLE GLENELG

Embracing inclusive, healthy, sustainable and diverse cultures for living

decrease in the cost of visits from previous years result. Issues with the door counter at the Portland Leisure and Aquatic Centre required an estimated result for quarter 3 and quarter 4, which was based on the previous year’s attendance data.

in

resulted in a reduced cost per visit. Attendance figures were up just over 2000 visits.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE THEME 3 — LIVEABLE GLENELG

Embracing inclusive, healthy, sustainable and diverse cultures for living

increase in cost of the Maternal Child Health Service is due to a reduction in worked hours by the Maternal Child Health Nurses, as this service was contracted out from 1 April 2019.

of data in CDIS has improved this financial year, and therefore increase is assumed to be a result of improved accuracy of reporting.

Contractor provides MCH services weekly at Dhauwurd Wurrung Elderly & Community Health Service Inc. (DWECHS).

The accessibility of this service has likely impacted positively on participation of Aboriginal children.

2018/19 there were an additional 22 bins missed, which is an increase from 58 reported during 2017/18.

An error in reporting of last year’s data has been identified. The direct cost of garbage bin collection was reported as $893 thousand, however should have been $1.002 million.

$1.002 million divided by 8415 collection bins, would have generated a result of $119.18.

has been an increase in price of Council’s recycling contract due to the recycling crisis as a result of the Chinese National Waste Policy.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

Council Plan Progress

THEME 3 — LIVEABLE GLENELG

Embracing inclusive, healthy, sustainable and diverse cultures for living

Community satisfaction survey results indicate aboveaverage satisfaction with the quality of parks and open space

The following table reviews the performance of Council against the Council Plan 2017–2021.

The Playground Management Plan is in development, which aims to manage the renewal and maintenance and oversee the decision making on new playgrounds.

The Open Space Strategy has identified several areas where playground renewal is needed and additional sites where playgrounds could be consolidated.

Seek funding for aspects of the Civic Precinct Masterplan Project is being refined prior to seeking funding.

Seek funding to improve and rejuvenate streetscapes Monitoring funding streams for the improvement and rejuvenation of streetscapes across the Shire.

Create an ongoing online forum for community feedback The Listening Post online platform has received 49 submissions throughout 2018/19.

https://yoursay.glenelg.vic.gov.au/listening-post

Conduct at least one listening post event per quarter

Quarter 1 — Listening post held at Narrawong 17 August 2018.

Quarter 2 — Listening post held at the Portland Upwelling Festival on 3 November 2018.

Quarter 3 — Listening post held at the Nelson Road 2 River Festival on Saturday 30 March 2019.

Quarter Four: Listening Post delivery reviewed to improve attendance and outcomes.

Residents report an above-average wellbeing score Continue to work with Southern Grampians Glenelg Primary Partnership, Portland District Health, Casterton Memorial Hospital, Heywood District Health, to deliver a number of health and wellbeing initiatives such as SEA Change, a community led health and wellbeing initiative around childhood obesity; Thriving Children, a Casterton based community led systems approach to supporting children in the Casterton region and the Youth Alcohol project. Council continues to lead and work in partnership to deliver the Live4Life program which empowers rural communities to improve youth mental health and also Project Respect, a prevention of violence program based in Heywood.

Safe and Connected funding committed, to deliver the Bright Futures Project in 2019/20, which supports safe and inclusive futures for Lesbian Gay Bisexual Trans and Intersex (LGBTI).

LIVEABLE GLENELG UPDATE STATUS

Assist the community to promote events Free promotion offered for community events across the Shire through the Growing Glenelg Publication, community events calendar, media and marketing support for iconic events and social media.

Development of an Events Strategy is in progress. This strategy development is informed by the Tourism Strategy, which was endorsed by Council in May 2019. Tourism and Events unit provided assistance for the following iconic community events in 2018–19;

• Upwelling Festival — 3 November 2018.

• Wood Wine & Roses — 23 February 2019

• Kelpie Muster — June long weekend.

Redevelop the user group agreement with health service providers

Develop a Municipal Health & Wellbeing Plan

Year 2 Health & Wellbeing Plan Actions are progressing in partnership with our local health providers such as Project Respect, Live4Life and Sea Change.

Glenelg Shire Health and Wellbeing Plan 2017–21 developed and adopted by Council at its meeting held on 24 October 2017 and is reviewed annually with a progress report to Council on 23 October 2018 and an annual action plan developed with Council endorsing the 2018/19 action plan on 27 November 2018.

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

Lighting upgraded to LED, exterior doors and gutter sealing also completed at the Portland Customer Service Centre. Remote reader installed on main thermal loop boilers to enable better monitoring of system at Portland Leisure & Aquatic Centre (PLACE). PLACE Pool boiler bypassed to main thermal loop.

Heating, Ventilating, and Air Conditioning (HVAC) assessment completed and secured funding for upgrades to heating and cooling for Portland Municipal Offices. Building Management System (BMS) to be implemented in the building to provide up to 45% reduction in energy usage, and potential $39K saving in cost of energy.

Council is continuing to investigate renewable energy options.

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

Climate change is considered within procedures during their review.

Review of Glenelg Environmental Strategy is scheduled and budgeted. Up to date climate change information to be incorporated and distributed through Council policies and procedures.

Continue to implement measures to reduce Council’s water usage

Council to implement environmentally friendly energy solutions

Actively reduce weed species

Water leak identified at the Portland Leisure and Aquatic Centre (PLACE) outdoor 50 meter pool, which has been recorked to prevent water loss. Investigating remote sensing meters for other areas of Henty Park and the PLACE.

Upgrades took place at the Portland Municipal offices, involving lighting being upgraded to LED, and sealing of exterior doors and gutters to retain heating and cooling.

State Government grant funding expenditure reached and reapplied for next year. Investigating opportunities to bring weed management in house so not to rely on the use of contractors and the instability of State Government funding.

PERFORMANCE (CONTINUED) OUR PERFORMANCE

THEME 4 — CREATIVE GLENELG

Creative, inspired, forward-thinking and action-oriented

Services

The following statement provides information in relation to the services funded in the 2018/19 Budget and the persons or sections of the community who are provided the service.

banner, a range of arts and cultural related function, programs and information is provided to the shire. Approximately 23 shows made up of 31 performances

Coordination, administration and support of conservation, storage and display of cultural and heritage artefacts. Approximately 10,000 collection items are catalogued. The service also supports tourism in the area with management and displays in the History House, Maritime Discovery Centre museum, Portland Rocket Shed and Portland and Casterton Customer Service Centres.

Council Plan Progress

The following table reviews the performance of Council against the Council Plan 2017–2021.

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

Council continue to be involved in exciting community, cultural and creative events across the Shire through the Tourism & Events team delivery of the following major events;

• Hooked on Portland;

• Hooked on Tuna; and

• Tour of the Great South Coast Cycling Event. Arts & Culture unit continue to distribute a seasonal Arts Program, which incorporates cultural and creative performances. Work towards the development of a space to display Council’s Cultural Collection

Significance Assessment completed June 2019 recommends establishment of a dedicated space to manage, store and display the Cultural Collection. Opportunity to progress further through the National Library’s Community Grants Scheme with funding to develop a Preservation Needs Assessment, further advocating for the needs of the Cultural Collection.

CREATIVE GLENELG UPDATE STATUS

Commit resources to enhance the Partnership Agreements

Aboriginal Partnership Plan was endorsed by Council at the March 2019 Ordinary Council Meeting.

Indigenous Traineeships are continued to be offered in Children’s Services. Successful Reconciliation Week with a joint citizenship ceremony. The week also launched the Big Picture Project with five local Indigenous Youth creating a photo project with their individual stories attached to each image that shares their cultural heritage and pride, along with their hopes and views on reconciliation. The opening of the renamed rooms at the Kathleen Millikan Childcare Centre in Casterton, to native animal names in Dhauwurd Wurrung language.

Reconciliation Week wrapped up at the HART Awards in Melbourne, with Glenelg Aboriginal Partnership winning the State Award for Reconciliation.

Promote the community events calendar and support diverse arts and cultural programming

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

Extensive marketing and promotion took place in the lead up to Reconciliation Week, which involved a week of culturally diverse events and activities.

Major marketing campaign completed for the release of ArtsGlenelg 2019 Season program, which launched with a sold out show.

ArtsGlenelg 2019 Season program achieving success at box office with increased patronage and exhibition visitation.

Regular fortnightly participation in ABC South West Arts & Culture radio segment to promote program.

Development of and participation in Project Control Group of the Great South Coast Creative Industry Strategy to develop a regional strategic plan to support and promote Creative Industries.

Seek funding for creative public art and place-making initiatives

Work with the community to develop an events calendar

Simplified and streamlined customer experience

Promote Council’s One Stop Shop service

Promote an “ideas” forum in townships

Deliver opportunities for people to experience new technologies and innovative solutions

External and internal advocacy ongoing.

Community Events Calendar was developed and is continued to be maintained.

Digital Glenelg & Business Transformation progressing to streamline process improvement and customer service.

Customer Relationship Management (CRM) options are on hold pending future direction from Digital Glenelg Team.

Redesign of Council’s website has been identified as a priority within the Digital Glenelg Roadmap.

Council continue to refer multi-permit application enquiries in the first instance to the One Stop Shop and recently added the Recreation Reserves as another referral in the process.

Ongoing with facilitation of Listening Post in townships across the Shire. Other opportunities during 2018/19 have included Stakeholder Networking Events, Small Business Workshops and Renewable Energies Forum.

Performance Based Standards Demonstrations Day at Portland Airport 21 March 2019, sponsored by the National Heavy Vehicle Regulator. Demonstration of new truck technologies first of its kind in Australia.

Digital Innovation Festival planned for August 2019. This festival targets local businesses, e-commerce education, and increased digital connectivity uptake.

Promote our Smart Cities membership Council continue to promote our Smart Cities membership by implementing initiatives such as smart water sensors, smart bins and public Wi-Fi.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE THEME 5 — LEADING GLENELG

Create shared visions within the community ensuring agreed outcomes

Services

The following statement provides information in relation to the services funded in the 2018/19 Budget and the persons or sections of the community who are provided the service.

Mayor and Councillors provide strategic direction to the community through council and committee processes and are responsible for the governance of the shire.

Oversee administrative function of council ensuring good governance practices providing advice to both the Mayor and Councillors. The Leadership Team and Organisational Development Manager provide strategic direction and high level advice to enable policies and decisions of council to be implemented into the day to day operations.

Governance Statutory and corporate support to council. This includes coordinating business papers, minutes of council meetings, maintenance of statutory registers, internal audit and the conduct of municipal elections.

Services Support and maintain reliable and cost effective communications and computing systems, facilities and infrastructure. This enables council staff to deliver services in an efficient manner.

Public Health Ensure health and safety of the community in accordance with statutory requirements of the Food, Health, Environment, Protection and Residential Tenancies Acts. Inspection and liaison of premises registered under the acts are undertaken to ensure appropriate food safety and public health standards are maintained. Approval and inspections services for installation of domestic wastewater systems, infectious disease investigations, pool safety compliance for public swimming pools and investigation of public and/or environmental health complaints.

Customer Service First line response for customer enquiries at the 3 customer service centres at Portland, Heywood and Casterton. Request for works taken directly from customers, recorded and sent to the relevant service units. Casterton and Heywood centres also provide library services.

Response Emergency Management Act 1986 require councils to play a key role in emergency management, providing support to lead agencies and to manage emergency recovery on behalf of communities.

PERFORMANCE (CONTINUED)

OUR

THEME 5 — LEADING GLENELG

Create

Other Initiatives

INITIATIVE WITHIN THE BUDGET PROGRESS & ACTUAL

Business Transformation Project Management ($150k net cost)

Skilled Migration Project ($5k net cost)

Actual: $206,685

Business Transformation Project was completed and initiative budget was expended. Council has committee to this as an ongoing project.

Actual: $5,000 $5k was expended as per budget for 2018/2019.

[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

A small reduction in the time taken to action animal management requests due to the increase in number of requests in 2018/19 from 284 to 316.

Due to unforeseen circumstances, staff were unable to complete a door knock in 2017/18 which resulted in unusually low numbers of prosecutions. A door count was complete this reporting period, which increased the result to a figure consistent with past years.

The time taken to action food complaints has increased on last year as there has been an additional 5 food complaints received during 2018/19.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 5 — LEADING GLENELG

Create shared visions within the community, ensuring agreed outcomes

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 non-compliance 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

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

Out of 168 council resolutions made in 2018/19, 8 of these items were made at meetings closed to the public. This is an increase of 1 resolution from 2017/18.

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) ×

[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]

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]

In context of permit application numbers (less than 200) and very low number achieved last year large variances can occur in percentage. There has also been less resourcing and capacity to deliver similar timeframes of last year.

PERFORMANCE (CONTINUED)

OUR PERFORMANCE

THEME 5 — LEADING GLENELG

Create shared visions within the community, ensuring agreed outcomes

SUSTAINABLE CAPACITY INDICATORS Service/indicator/measure

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

Council Plan Progress

The following table reviews the performance of Council against the Council Plan 2017–2021.

LEADING GLENELG UPDATE

Community satisfaction with Council decisions continues to be above-average

Community satisfaction with lobbying on their behalf continues to be above average

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

On track, data available August 2019.

On track, data available August 2019.

On track, data available August 2019.

Undertake a Planning Scheme review Adopted by Council at the Ordinary Council Meeting held 22 May 2018.

STATUS

Maintain existing (Planning) service standards

Lobby for additional funding to support asset renewal

Reduce expenditure level per property assessment from 2016 levels

Continue to maximise grant opportunities for the shire

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

Embed the Community Engagement Framework into Council procedures

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

Update Organisational Development policies to be in line with best practice

On track, data available August 2019.

Federal Government commitment announced for $80m Road Funding on 18 March 2019 — advocacy to State Government to continue to co-fund.

On track, data available August 2019.

Documents and material designed and printed for each of Councils priority projects to maximise grant opportunities.

Redesign of Council’s website has been identified as a priority with the Digital Glenelg Roadmap.

The Community Engagement Framework was reviewed and endorsed by the Executive Team 28 May 2019. Policies and procedures will continue to be embedded with the updated framework as they become due for review.

On track, data available August 2019.

Social Media Policy and Higher Duties Procedure have been updated in line with best practice.

Draft Alcohol and Other Drug Policy completed; staff consultation underway.

Glenelg Shire Council continues to be an Equal Opportunity Employer, support gender equality, and remains to be an employer of choice.

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)

7. Risk policy ( policy outlining Council’s commitment and approach to minimising the risks to Council’s operations)

8. Fraud policy (policy outlining Council’s commitment and approach to minimising the risk of fraud)

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)

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

Guidelines Date of operation of current guidelines: 28 May 2019 R

Adopted in accordance with Section 126 of the Act

Date of adoption: 25 June 2019 R

Adopted in accordance with section 130 of the Act

Date of adoption:25 June 2019 R

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

Strategy Date of operation of current strategy: 25 June 2019 R

Policy Date of operation of current policy: 13 March 2018 R

Policy Date of operation of current policy: 25 June 2019 R

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986

Date of preparation: 25 June 2019 R

Prepared and approved in accordance with section 186A of the Local Government Act 1989

Date of approval: 25 June 2019 R

Plan Date of operation of current plan: 21 August 2018 R

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

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)

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)

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

Established in accordance with section 139 of the Act

Date of establishment: 22 November 2016 R

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

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

Report Date of report: 22 January 2019 R

Statements presented to Council in accordance with section 138(1) of the Act Dates statements presented:

Year ended 2017/18 Financial Report: 25/09/2018

Quarterly Dashboards: 23/09/2018, 22/01/2019, 23/04/2019 R

Reports Date of quarterly reports: 6 September 2018, 6 December 2018, 7 March 2019, 6 June 2019 R

Reports Date of reports: Full Year Performance Report: 25 September 2018

6 Month Performance Report: 7 March 2019 R

Considered at meeting of the Council in accordance with section 134 of the Act Date of consideration: 25 September 2018 R

Reviewed in accordance with section 76C of the Act

Date reviewed: 14 February 2017 R

Reviewed in accordance with section 98(6) of the Act

Date of review: 27 February 2018 R

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

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

Greg Burgoyne Chief Executive Officer

Date: 24 September 2019

Cr Anita Rank Mayor

Date: 24 September 2019

PERFORMANCE STATEMENT OUR PERFORMANCE

Description of Municipality

Encompassing an area of 6,212 square kilometres, the Glenelg Shire Council 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 Council 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 Socio-Economic 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.

Slight decrease in the utilisation of aquatic facilities. Issues with the door counter at the Portland Leisure and Aquatic Centre required an estimated result for quarter 3 and quarter 4, which was based on the previous year’s attendance data.

Due to unforeseen circumstances, staff were unable to complete a door knock in 2017/18 which resulted in unusually low numbers of prosecutions. A door count was complete this reporting period, which increased the result to a figure consistent with past years.

FS4 Food Safety 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

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE

HC7 Participation

in HACC service by CALD people [Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

MC4 Maternal and Child Health (MCH)

children who attend the MCH service at least once (in the year) /

ceased on 1 July 2016 due to the introduction of the Commonwealth Government’s NDIS and CHSP programs.

on

have been 146 additional library members in 2018/19, which is assumed to be related to the completion of the Portland Library Redevelopment this financial 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

provides Maternal Child Health services weekly at Dhauwurd Wurrung Elderly & Community Health Service Inc. (DWECHS).

The accessibility of this service has likely impacted positively on participation of Aboriginal children.

Council has undertaken a significant increase in proactive maintenance activities, which is reflected in the lower number of complaints and increased satisfaction. Community education around VicRoads and Glenelg Shire Council road ownership has been ongoing over the last two years.

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

“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.

has reduced due to landfill rehabilitation works being moved from noncurrent to a current liability provision.

reduce as cash balances get lower and Current liabilities increase, mainly attributed to the major Landfill rehabilitation works to be undertaken.

PERFORMANCE STATEMENT (CONTINUED) OUR PERFORMANCE

liabilities have reduced significantly due to a reduction in the Landfill provision by transferring some future expenditure into current. This percentage will increase again in future years as Council borrows funds to complete works on the

FINANCIAL PERFORMANCE INDICATORS

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

“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 year ended 30 June 2019

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 27 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.

Lauren Easson Principal Accounting Officer

Date: 24 September 2019

In our opinion, the accompanying performance statement of the Glenelg Shire Council for the year ended 30 June 2019 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 Anita Rank

Councillor

Date: 24 September 2019

Cr Karen Stephens

Councillor

Date: 24 September 2019

Greg Burgoyne

Chief Executive Officer

Date: 24 September 2019

VAGO AUDITOR’S REPORT OUR PERFORMANCE