Council Plan 2025-29 - Year 2

THE CITY OF GREATER GEELONG

COUNCIL PLAN

MAYOR AND CEO MESSAGE

Greater Geelong is one of Australia’s fastest growing regions, and managing this expansion will be crucial to our success over the coming decades.

We have all the key ingredients for a bright future: our coastal lifestyle and metropolitan feel – without the big city congestion – bustling ports and airports on our doorstep, world class sporting facilities, a burgeoning advanced manufacturing sector and a thriving arts and cultural scene. But our region faces many challenges too.

As a Council, we need to find the right balance between new growth areas and developing our CBD and other established suburbs.

To secure our region’s future prosperity, we must transform our CBD into a vibrant hub, enhancing its culture and fostering a sense of community and belonging.

We need to provide high quality infrastructure for our growing population, amid cost-of-living pressures, inflation and rising building costs.

Delivery of core services like roads, footpaths, curbs and drains must still be maintained to build a strong community foundation.

We need to do all this while reducing our organisation’s debt and ensuring long-term financial sustainability, creating capacity to adapt to future economic challenges and opportunities.

This requires close collaboration between the City of Greater Geelong and our community to find new and innovative ways to provide essential services more efficiently and effectively.

Our Council Plan 2025-29 sets our strategic direction over the next four years to achieve these aims by delivering on our key objectives:

• Plan, deliver, manage and optimise core and critical infrastructure across our growing region.

• Promote, advocate and deliver healthy, caring and equitable outcomes for our communities.

• Lead efforts to revitalise and grow our diverse economic precincts.

• Champion our unique heritage and cultural identity.

• Protect and enhance our unique and beautiful natural environment.

• Commit to the highest levels of integrity, financial stewardship and meaningful community engagement.

The plan provides Council with a framework to guide and enhance decision-making, to ensure we maximise the effectiveness of every dollar to achieve the best outcomes for our community.

It also outlines the leadership role the City of Greater Geelong must play to bring together stakeholders to drive progress and innovation, ensuring Greater Geelong prospers.

The Council Plan 2025-29 sets a clear path forward for the next four years and beyond for advancing community outcomes to create a thriving and vibrant Greater Geelong.

COUNCIL PLAN 2025-29 YEAR 1 REVIEW

Greater Geelong continues to deliver major projects and initiatives that improve how people live, connect and participate across the region. The Council Plan 2025–29 provides the framework to guide this work, and this Year 1 Review reflects on our progress to date.

The first year of the Council Plan 2025-29 has seen strong and consistent progress across the organisation, with 97 per cent of our 31 major initiatives on track.

Construction is underway on Stage 2 of the North Bellarine Aquatic Centre, alongside continued investment in community infrastructure projects across Greater Geelong.

Efforts to revitalise central Geelong are also gaining momentum, with initiatives such as the Geelong City Market helping bring more activity, local business and vibrancy into the CBD.

Last year’s inaugural ROAM Festival attracted thousands of visitors and showcased the creativity and energy of our region.

Planning is also progressing to support future growth, with key precinct planning underway in areas including Elcho Road West and Heales Road West.

Across the region, we are continuing to focus on delivering projects and services that respond to the needs of our growing community, while protecting the character and liveability that makes Greater Geelong unique.

Year 2 of the Council Plan 2025-29 highlights the strong progress being made towards our objectives through the work underway that will help to ensure Greater Geelong remains a thriving and vibrant place for everyone.

“I’m proud we’ve made real progress people can see, with construction of Landy Field Pavilion Development well underway, continued activation in central Geelong such as the Geelong City Market, and business support that bring energy into our city through the delivery of events like the Geelong Small Business Festival. We’re also doing the hard work to plan for growth, with key precinct planning progressing in places like Elcho Road West and Heales Road West.”

Cr Dr Stretch Kontelj OAM, Mayor City of Greater Geelong

"I’m incredibly proud of the work our people are doing across the organisation, showing up every day to deliver great outcomes for our community.

As we move into Year 2, I’m excited about the momentum we’re building: a workforce that’s engaged and high performing. We will continue our focus on refining our services so they’re more simple, more responsive and deliver real value for our customers.

With 97 per cent of our Council Plan initiatives on track, we’re delivering for our community. We are delivering one of the largest capital works programs and provide 31 core services to our community; reflective of being Australia’s fast growing regional city. I couldn’t be more proud to lead our 2,800 strong workforce who are predominantly from City of Greater Geelong and all for Geelong."

Ali Wastie, CEO City of Greater Geelong

OUR REGION OUR COUNCIL

Like all local governments, the City of Greater Geelong is made up of two interdependent parts – the Council and the organisation. Collectively, we work together to serve our community.

The Council sets the strategic direction for the municipality and make decisions on behalf of the community they’ve been elected to represent. The organisation oversees the day-to-day delivery of all services and functions, guided by the Council, state and federal legislation and various funding agreements.

The role of a Council is to provide good governance in its municipal district

for the benefit and wellbeing of the community it serves. This means:

• considering the diverse needs of the local community in decision-making, including future generations

• establishing strategic objectives and monitoring achievements

• managing resources in a responsible and accountable manner

• advocating local community needs to other communities and governments

• giving everyone the opportunity to participate in the democratic process and decision-making that shapes the community.

As well as performing these roles, our Council provides valuable support to key partner organisations and advocates for projects, programs and initiatives that benefit the region.

In August 2023, a review was undertaken by an independent electoral structure review panel that recommended to the Minister for Local Government that the City of Greater Geelong move from four multiple member wards to eleven single councillor wards. This recommendation was accepted by the Minister and the October 2024 election was held under this structure.

Our Council is made up of eleven elected representatives, called councillors. Each of the eleven councillors represents a different area of Greater Geelong, called a ward. Our current Council was elected for a four-year term on 25 October 2024.

With a population of over 280,000 people, the City of Greater Geelong is Victoria’s largest regional municipality.

Located 75 kilometres south-west of Melbourne, the municipality covers an area of 1,252 km2, comprising

the Borough of Queenscliff in the east, and Surf Coast Shire and Golden Plains Shire in the west.

The City of Greater Geelong operates on the traditional lands of the Wadawurrung people.

295,052 2.41 23,558 3,562 17.7%

39 MEDIAN AGE

441,984 FORECAST POPULATION (2026-46) (+44.06%) 11.7% $20.51B 82% SPEAK A LANGUAGE OTHER THAN ENGLISH AT

POPULATION BORN OVERSEAS

ESTIMATED RESIDENT POPULATION (2025) AVERAGE HOUSEHOLD SIZE TOTAL BUSINESSES (2025) (+697 FROM 2024) (1.3%) ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE, INCREASED FROM 2,407 (1%)

133 KM

1,466.64 HECTARES OF COASTLINE PROTECTED NATURAL HABITAT

OUR ORGANISATION

We are an inclusive and flexible organisation and one of the largest employers in the region. We are responsible for:

• Delivering services and programs that benefit the whole community, such as waste management and roads.

• Delivering services and programs for specific communities, such as maternal child health and youth services.

• Providing support and professional expertise to assist the council in developing policies and making decisions.

• Building and maintaining infrastructure, such as local roads and community hubs.

• Protecting our natural environment, while supporting sustainable development and honouring traditional owner cultural values.

• Supporting economic development that will benefit the whole community.

• Enforcing legislation that has a local community impact, such as food safety and planning legislation.

• Engaging with the local community and significant stakeholders to make sure council decisions are in line with community expectations.

• Helping our community to plan for, and recover from, natural disasters and other emergencies.

HOW WE ADVANCE COMMUNITY OUTCOMES

OUR SERVICES

DELIVER

Council directly funds and delivers services or infrastructure. Council provides 31 services that help achieve our strategic objectives. Examples include our leisure and recreation facilities, applying our local laws, and our management of civil infrastructure.

PARTNER

Council has a strong collaborative approach and facilitates outcomes for its community and future generations through creating, building, and maintaining partnerships, promoting opportunities, and building the capacity and capability of community members and organisations. Examples include providing support for local businesses and community groups or the delivery of major events.

ADVOCATE

Council advocates to State and Federal Governments on behalf of the Greater Geelong community for funding and delivery of equitable services or accessible infrastructure. Examples include seeking support for a bold Market Square redevelopment and major road links, such as the “Bellarine Link”, to enhance east–west travel, as outlined in the 2026 City of Greater Geelong Priority Projects document.

• Arts, Culture and Heritage

• Asset and Infrastructure Maintenance

• Business Services

• Civil Infrastructure Management

• Community Wellbeing and Development

• Strategy and Performance

• Customer Service

• Diversity, Equity and Inclusion

• Economic Development and Performance

• Events

• Family and Children

• Financial Management

• Governance and Risk

• Advocacy, Government and Strategic Relations

• Health and Safety

• Information Technology Management

• Legal and Integrity

• Leisure and Recreation

• Local Laws

and

OUR CHALLENGES AND OPPORTUNITIES

The following themes were reviewed as part of the Year 2 Update and remain current, reflecting the ongoing challenges and opportunities facing Greater Geelong.

FINANCIAL SUSTAINABILITY

Local governments around the country are facing significant financial sustainability challenges – Greater Geelong included. A few years of extraordinarily high inflation coupled with relatively stagnant income from Victorian government rate caps has created ongoing financial pressure on the city’s operations. We continuously look for ways to create financial efficiencies as part of our annual business cycle.

CBD REVITALISATION

Investment in central Geelong will unlock significant economic growth, enhance urban liveability, and attract private sector investment. This will transform the city into a vibrant, thriving hub for residents and visitors alike. Issues such as decreasing occupancy of Market Square and the attraction of businesses to central Geelong, while outside of Council’s direct control, are a priority of our advocacy efforts.

COST OF LIVING

Like all parts of Australia, Greater Geelong is suffering from a lack of housing as well as a lack of affordable housing. Insufficient stock of housing as well as a lack of variety of housing stock can stifle future growth. Additionally, a lack of affordable housing can make it difficult for some workers to move or stay in Greater Geelong, impeding future workforce growth.

Cost of living challenges in Victoria are significant, with rising housing costs leading to mortgage and rental stress, particularly in vulnerable communities. Inflation has increased household expenses, while wages have risen to meet essential costs. Higher energy and transport costs have further strained budgets. These challenges highlight the need for advocacy on affordable housing, resilient food systems, financial support programs, and policies to manage inflation.

POCKETS OF HIGH SOCIO-ECONOMIC DISADVANTAGE

Greater Geelong has some of the most disadvantaged postcodes in Australia. Socio-economic disadvantage can impact educational and employment outcomes, living standards, health outcomes, social isolation and civic participation. Future economic development must be inclusive, addressing the needs of marginalised communities to ensure growth doesn’t reinforce existing disadvantage.

CLIMATE CHANGE AND SUSTAINABILITY

Climate change and sustainability are on-going challenges for everyone. As Greater Geelong continues to grow, efforts need to be made across the municipality to embrace circular economy principles, the transition to renewable energy and sustainable practices.

TRAFFIC, CONGESTION AND A LACK OF PUBLIC TRANSPORT

Strong growth, traffic and congestion are emerging as issues for our community. Additionally, a lack of public transport has been cited as a growing concern. As the region continues to grow in population, ensuring that residents can access life’s essentials will be increasingly important and public transport can provide a solution that can also reduce traffic, congestion and greenhouse gas emissions.

Rapid population growth continues to strain our current infrastructure. Maintaining ageing infrastructure and increased community demand for enhanced services in existing areas adds complexity. Securing adequate funding and investment for large-scale infrastructure projects remains a significant challenge, requiring coordination between local, state, and federal governments.

HOW TO READ THIS DOCUMENT

This document contains three main components: the 30-year Clever and Creative Community Vision, four-year Council Plan, and a list of key initiatives. They are presented here as a single integrated document because they are linked and have a cascading relationship.

30-YEAR COMMUNITY VISION

Vision statement and vision aspirations - Describe the community's 30-year vision for the future of Greater Geelong and guides the Council in planning for the municipality.

Vision Indicators - High-level measures that show if the municipality is achieving the community aspirations. Council has a low level of influence on these indicators.

FOUR-YEAR COUNCIL PLAN

Strategic direction - Guides the work Council does over the next four years.

Objectives - Describe the key areas of focus of the Council Plan.

Outcomes - Detail what is expected to be delivered as a part of achieving an objective.

Indicators - Define how we measure our success.

ONE-YEAR KEY INITIATIVES

Major initiatives - Detail work that is critical to deliver on the Council’s objectives and outcomes.

Activities - Detail the work undertaken to achieve a major initiative.

Role - Describes how we are involved in the action, either directly (deliver), working with others (partner) or appealing to others for help (advocate).

VISION INDICATORS COMMUNITY VISION

In 2017, 16,000 members of our community helped to develop a Community Vision that outlined their aspirations for a thriving Greater Geelong:

“By 2047, Greater Geelong will be internationally recognised as a clever and creative city-region that is forward looking, enterprising and adaptive, and cares for its people and environment.”

COMMUNITY ASPIRATIONS

The municipal level indicators below, aligned with Geelong’s Clever and Creative Community Vision, provide insights into the progress against community aspirations.

Progress of these indicators depends on various external factors, including actions from other levels of government, non-government organisations, the private sector, institutions, community groups, and residents.

GROSS REGIONAL PRODUCT

Wealth generated by businesses, organisations and individuals working in the municipality

SELF-RATED HEALTH OF RESIDENTS

Percentage of residents reporting their health and wellbeing as very good or excellent

METHOD OF TRAVEL TO WORK

Percentage of journeys to work made by public transport, walking or cycling

VISITORS TO THE CITY-REGION

Total number of visitors to the city-region per annum

URBAN TREE CANOPY

Percentage of urban tree canopy cover

WORKFORCE PARTICIPATION

Percentage of Geelong’s population in the labour force

COMMUNITY CARBON EMISSIONS

Tonnes of CO²–emissions for the municipality

LEVELS OF SOCIOECONOMIC DISADVANTAGE

Number of Greater Geelong suburbs in the bottom 20 per cent of the Index of Relative Socioeconomic Disadvantage

CORE AND CRITICAL INFRASTRUCTURE

Plan, deliver, manage and optimise core and critical infrastructure across the region, ensuring:

• Responsible and sustainable growth and development.

• Community facilities and public spaces are accessible and fit for purpose.

• Multi-modal transport networks are well-connected and accessible.

HEALTHY AND CARING COMMUNITY

Identify, promote, advocate for, and deliver equitable health and wellbeing outcomes for our diverse communities, ensuring:

• A community that is fair, compassionate and inclusive.

• Services and facilities that enhance health and wellbeing are accessible to all.

• A community with the resources and capacity to control their health and wellbeing.

COUNCIL PLAN 2025–29

“We

are committed to advancing community outcomes for a thriving Greater Geelong”

ECONOMIC DEVELOPMENT

Lead efforts to strengthen our diverse economy and workforce to enhance prosperity across our community, ensuring:

• New businesses, events and investments are attracted to the region.

• Local businesses and industries are supported to thrive.

• Greater Geelong attracts, retains and develops workforce capacity and capability.

• Sufficient land supply to enable sustainable growth, business expansion and attraction.

HERITAGE AND CULTURE

Champion our unique heritage and culture, ensuring:

• Increased engagement in arts, culture and heritage experiences across Greater Geelong.

• Increased investment in our creative, cultural and sporting activity hubs.

• Greater Geelong’s diverse culture is shared and celebrated.

ENVIRONMENT AND CIRCULAR ECONOMY

Protect and enhance our unique natural environment and surrounds, ensuring:

• Natural habitat and areas of important biodiversity are identified, protected, connected and restored.

• Significant reductions in emissions and increased community resilience to climate change impacts.

• Minimise waste and manage effective recovery of resources.

GOVERNANCE AND INTEGRITY

Commit to the highest levels of leadership, integrity, financial stewardship, and meaningful community engagement, ensuring:

• Public funds and assets are used equitably and efficiently.

• Decision making is evidencebased, transparent and strategically aligned.

• Community engagement, strong partnerships and effective advocacy delivers value and impact.

CORE AND CRITICAL INFRASTRUCTURE

Plan, deliver, manage and optimise core and critical infrastructure across the region.

OUTCOMES

• Responsible and sustainable growth and development.

• Community facilities and public spaces are accessible and fit for purpose.

• Multi-modal transport networks are well-connected and accessible.

INDICATORS

• Increase the kilometres of transport infrastructure.

• Asset renewal and upgrade expense compared to depreciation above 85%.

• Increase the provision of open space.

• Increase the proportion of housing construction within existing urban areas.

Accelerate planning for housing, employment land and major infrastructure development in response to the Plan for Victoria

Develop and implement the Public Realm Strategy to guide the landscape character, transport and economic outcomes of key streets

Develop and commence implementation of a new Integrated Transport Strategy

Upgrade and develop community, sports, and active recreation infrastructure to enhance access and participation in local sports and activities

Improve and expand regional sporting facilities as part of the Regional Sports Infrastructure Program

Invest in flood management and mitigation initiatives across Greater Geelong

Continue delivery of key strategic plans to guide the future land use and infrastructure development within both existing urban (infill) and new growth (greenfield) areas across Greater Geelong.

Develop and implement urban design frameworks to guide Geelong's growth, development, and character, including built form outcomes, streetscape design, movement, and access.

Develop and commence implementation of the new Integrated Transport Strategy to guide Council's transport planning, decision making and advocacy priorities.

Continue to advocate for, invest in, and deliver community, sport, and recreation infrastructure across Greater Geelong.

Oversee the delivery of regional sporting facilities including Armstrong Creek Sports Centre, Waurn Ponds Sports Precinct and Stead Park to help increase sports participation and attract more elite sport to Geelong.

Mitigate the risk and impact of

on communities by

and

HEALTHY AND CARING COMMUNITY

Identify, promote, advocate for, and deliver equitable health and wellbeing outcomes for our diverse communities.

OUTCOMES

• A community that is fair, compassionate and inclusive.

• Services and facilities that enhance health and wellbeing are accessible to all.

• A community with the resources and capacity to control their health and wellbeing.

INDICATORS

• Maintain participation rates in City-operated community services.

• Increase utilisation of the City’s swim, sport and leisure facilities.

• Increase the number of Gender+ Impact Assessments completed.

Transition the delivery of Aged Care services to a Support at Home model in response to the Commonwealth's Aged Care reforms

Develop and implement the Domestic Animal Management Plan 2026-29

Implement the Community Health and Wellbeing Strategy 2025-29

Ensure equitable access to open space, community sport and recreation facilities and assets across Greater Geelong

Support participation of women, girls and diverse groups in community sport and recreation

Updating the model of delivery of Aged Care services as a result of federal government's aged care reforms.

Implement the Domestic Animal Management Plan 2026-29 which outlines our approach to animal management and within the municipality.

Implement the Municipal Public Health & Wellbeing Plan which provides direction for how we will work to help improve the health and wellbeing of the Greater Geelong community over the next four years.

Review current and future open space provision and hierarchy across the municipality to ensure equitable open space outcomes for existing and future populations.

Ensure that women, girls and diverse groups can fully participate in and enjoy the benefits of community sport, with fair opportunity and equitable access to their local facilities.

ECONOMIC DEVELOPMENT

Lead efforts to strengthen our diverse economy and workforce to enhance prosperity across our community.

OUTCOMES

• New businesses, events and investment are attracted to the region.

• Local businesses and industries are supported to thrive.

• Greater Geelong attracts, retains and develops workforce capacity and capability.

• Sufficient land supply to enable sustainable growth, business expansion and attraction.

INDICATORS

• Increase the economic benefit of major events funded by the City.

• Maintain the supply of employment land.

• Increase the number of businesses supported through the City’s Business Concierge service.

HERITAGE AND CULTURE

Champion our unique heritage and culture.

OUTCOMES

• Increased engagement in arts, culture and heritage experiences across Greater Geelong.

• Increased investment in our creative, cultural and sporting activity hubs.

• Greater Geelong’s diverse culture is shared and celebrated.

INDICATORS

• Increase visitation to our arts and culture facilities/venues in person and online.

• Maintain the number of artists, groups and organisations supported by the City (Community Grants Program).

• Increase Aboriginal and Torres Strait Islander cultural projects and participation.

ENVIRONMENT AND CIRCULAR

ECONOMY

Protect and enhance our unique natural environment and surrounds.

OUTCOMES

• Natural habitat and areas of important biodiversity are identified, protected, connected and restored.

• Significant reductions in emissions and increased community resilience to climate change impacts.

• Minimise waste and manage effective recovery of resources.

INDICATORS

• Decrease the volume of greenhouse gas emissions from City-managed operations.

• Increase the amount of hectares of natural habitat on City-managed land.

• Decrease the amount of (kerbside) waste produced each year per household.

AND

Develop and implement the Geelong Growth Areas Strategic Assessment

Implementation of the Environment Strategy Action Plan 2024-26

Upgrade existing resource recovery facilities to prepare for new Food Organics and Green Organics (FOGO) and glass kerbside collection services

Design, deliver, and renew resource recovery and waste recycling infrastructure for the region

Design a strategic approach to how biodiversity in the Northern and Western Geelong Growth Areas can be protected.

Implement the Environment strategy to achieve the our environmental sustainability goals.

Upgrade our existing facilities to meet state government legislative requirements to introduce food organics and glass collection services by 2030 and 2027 respectively.

Design and deliver new Resource Recovery and Waste Recycling infrastructure to better manage waste and decrease the amount of material going to landfill by exploring innovative resource recovery methods.

GOVERNANCE AND INTEGRITY

Commit to the highest levels of leadership, integrity, financial stewardship, and meaningful community engagement.

OUTCOMES

• Public funds and assets are used equitably and efficiently.

• Decision making is evidence-based, transparent and strategically aligned.

• Community engagement, strong partnerships and effective advocacy delivers value and impact.

INDICATORS

• Delivery of capital project program.

• Increase the number of grants secured that support strategic initiatives.

• Increase community engagement and participation opportunities.

WHAT HAS CHANGED IN THIS UPDATE

SERVICE CATALOGUE

PURPOSE OF THIS UPDATE

The Council Plan is updated annually to ensure it remains current, reflects Council priorities, and aligns with the City’s budget and planning processes.

This Year 2 update builds on the first year of implementation and incorporates updates to reflect changes in priorities, service delivery and the operating environment. It also improves how information is presented to make the document clearer and easier to use.

SUMMARY OF KEY CHANGES

MAJOR INITIATIVES DESCRIPTION ROLE

Progress reporting on major initiatives

Services and organisational context

Strategy and Planning Catalogue

Status updates have been introduced for each major initiative to improve visibility of delivery progress.

The service catalogue and organisational information have been updated to reflect current operations.

The catalogue has been updated to reflect current endorsed strategies and plans.

Regional and contextual information

Mayor and CEO reflections

Structure and usability improvements

General content updates

Key data and supporting information have been updated to reflect latest available insights.

A new reflection has been included highlighting key achievements over the past year and priorities ahead.

The document layout and presentation have been refined to improve clarity and accessibility.

Minor updates have been made across the document to improve accuracy and consistency.

WHAT HAS NOT CHANGED

All initiatives include a “Status” column (e.g. On Track, Delayed), supported by visual indicators and a legend. Further detail including latest status is available via the Council Plan Update Dashboard at geelong.link/CouncilPlanUpdateDashboard

Updated to from 30 to 31 services; addition of Strategic Planning and Design; renaming of services including Capital Delivery; Advocacy, Government & Strategic Relations; and Land Use Planning and Building.

Addition of key documents such as Geelong Waterfront Master Plan 2025, Community Health and Wellbeing Strategy 2025–29, Rainbow Action Plan 2025–2029, and recreation reserve master plans; removal of superseded strategies such as the 2-year Action plan for the Positive Ageing Strategy 2021-47, Community Strengthening Strategy.

Updated population, growth forecasts, business data and demographics; inclusion of data sources.

Mayor and CEO message outlining what has been achieved and what Council is focused on delivering next.

Improved formatting and consistency across sections, including appendix reordering and the introduction of this “What’s Changed” appendix to clearly highlight updates.

Corrections to wording, formatting, page numbering and organisational details (e.g., new Deputy Mayor).

• The long-term strategic direction set in the Council Plan 2025–29

• The six strategic objectives and their overarching outcomes

• Alignment to the Community Vision: Greater Geelong – A Clever and Creative Future

LOOKING AHEAD

The Council Plan will continue to be updated annually to ensure it remains relevant, transparent and aligned to Council decisions, budget priorities and community expectations.

STRATEGY AND PLAN CATALOGUE

CORE AND CRITICAL INFRASTRUCTURE

• Armstrong Creek East Precinct District Sport Reserve Master Plan

• Armstrong Creek Town Centre Precinct Structure Plan

• Armstrong Creek Town Centre Precinct Sustainable Management Plan

• Avalon Corridor Strategy & Framework Plan

• Barwon Heads Structure Plan

• Barwon Heads Urban Design Framework

• Barwon Heads Village Park Master Plan 2021

• Belmont Common North Master Plan

• Central Geelong Framework Plan

• Central Geelong Public Realm Framework

• Central Geelong Structure Plan 2007

• Central Geelong Waterfront Masterplan 2011

• Corio Norlane Structure Plan 2012

• Corio North Community Services Infrastructure Plan

• Drysdale Clifton Springs Structure Plan 2010

• Drysdale Sporting Precinct Master Plan

• Drysdale Town Centre Urban Design Framework

• Geelong Port Structure Plan 2007

• Geelong Road Safety Strategy 202227 (Vision Zero)

• Geelong Station Precinct Urban Design Framework

• Geelong Waterfront Safe Harbour Precinct, Public Access and Infrastructure Development Project Masterplan

• Geelong Waterfront Master Plan 2025

• Greater Geelong Open Space Strategy

• Highton Village Urban Design Framework

• Indented Head Structure Plan

• Integrated Comprehensive Transport Plan

• Jetty Road Neighbourhood Activity Centre Master Plan

• Jetty Road Urban Growth Plan

• Johnstone Park Master Plan

• Lara Recreation Reserve Master Plan

• Lara Structure Plan 2011

• Lara Urban Design Framework

• Leopold Memorial Recreation Reserve Master Plan

• Leopold Structure Plan 2011

• Market Square Masterplan

• Mercer, Bayley and Gheringhap Street Streetscape Masterplan

• Northern and Western Geelong Growth Areas Framework Plan

• Ocean Grove Structure Plan

• Ocean Grove Town Centre Urban Design Framework

• Pakington Street (Geelong West) & Gordan Avenue Urban Design Framework

• Pakington Street and Gordan Avenue Urban Design Framework

• Pakington Street and Gordon Avenue Urban Design FrameworkPakington North Precinct

• Pakington Street North Urban Design Framework

• Point Lonsdale Structure Plan

• Portarlington Recreation Reserve Master Plan 2021

HEALTHY AND CARING COMMUNITIES

• Aldershot Reserve Master Plan 2021

• Armstrong Creek Sports Development Plan

• Arts and Cultural Precinct Masterplan

• Portarlington Structure Plan

• Portarlington Urban Design Framework

• Priority Stormwater Projects Masterplan

• Public Library Buildings Development Strategy

• Rural Land Use Strategy

• Saleyards precinct infrastructure plan

• Saleyards Precinct Plan

• Saleyards Precinct Plan - June 2021

• Settlement Strategy 2020

• Social Infrastructure Plan 2020-2023 (Our Community Places, Spaces and Services)

• South Geelong Urban Design Framework

• Sovereign Drive Master Plan

• Sparrovale-Nubitj yoorree Wetlands Master Plan

• St Leonards Lake and Charles McCarthy Reserve Master Plan

• St Leonards Structure Plan 2015

• St Leonards Urban Design Framework

• Stormwater Services Strategy 20202030

• Sustainable Destination Master Plan

• West Fyans Structure Plan

• Windsor Park Master Plan

• Ba-gurrk Gender Equity Framework

- Foundational Implementation Plan 2019-2022

• Beacon Point Reserve Master Plan

• Coastside Drive Recreation Reserve Master Plan 2025

• Community Health and Wellbeing Strategy 2025-29

• Corio Community Park - Shell Reserve Masterplan

• Disability Access & Inclusion Plan 2024-28

• Domestic Animal Management Plan 2026-2029

• Fair Play Strategy

• G21 and AFL Barwon - 'Towards 2030 Strategy'

• Geelong Indoor Recreation Facilities Strategy Vol 1

• Geelong Indoor Recreation Facilities Strategy Vol 2

• Geelong On The Rise: A Clever and Creative International City - Greater Geelong Economic Development Plan 2024–2034

• Geelong Play Strategy Vol 1

• Geelong Play Strategy Vol 2

• Golf Facilities Strategy

• Graffiti Management Strategy 20172022

• Greater Geelong Cycle Strategy

• Hamlyn Park Recreation Reserve Master Plan

• Herne Hill Reserve Master Plan

• Hume Reserve Master Plan

• Kardinia Park Master Plan 1996

• King Lloyd Reserve Master Plan

• Leopold Sub-Regional Activity Centre - Urban Design Framework

• LGBTIQA+ Action Plan

• Multicultural Action Plan 2018-2022

• Myers Reserve Landscape Master Plan

• Ocean Grove Sporting Infrastructure Plan

• Positive Ageing Strategy 2021-47Respected, connected and thriving

• Queens Park Master Plan

• Rainbow Action Plan 2025-2029

• Reflect Reconciliation Action Plan

• Shared Trails Masterplan

• Social Equity Action Plan 2022-2024

• Social Housing Plan 2020 - 2041

• Sovereign Drive Recreation Reserve Master Plan 2025

• Stead Park Master Plan

• The City's Inclusion & Diversity Roadmap 2021

• Thomson Recreation Reserve Master Plan

• West Oval Master Plan

ECONOMIC DEVELOPMENT

• City of Greater Geelong Retail Strategy 2020-2036

• Geelong City Deal Implementation Plan

• Geelong Major Events Strategy 2024-29

• Geelong On The Rise: A Clever and Creative International City - Greater Geelong Economic Development Plan 2024–2034

• Laneways Action Plan

• Live Music Strategy

• Live Music Strategy Action Plan

• Revitalising Central Geelong Action Plan 2016

• Smart City Implementation and Action Plan

ENVIRONMENT AND CIRCULAR

ECONOMY

• Aldershot Reserve Master Plan 2021

• Biodiversity Strategy 2022

• Blue Waters Lake Master Plan

• Central Geelong Waterfront Masterplan 2011

• Climate Change Response Plan

• Coastal Climate Adaptation Strategy

• Environment Strategy 2020-2030

• Environment Strategy Action Plan 2020-2022

• Hooded Plover Conservation Action Plan

• Indented Head Woodland Nature Reserve Master Plan

• Integrated Water Management Strategy

• Myers Reserve Landscape Master Plan

• Plastic Wise Program Action Plan

• Rabbit Control Plan 2021-2026

• Southeast Bellarine Coastal Strategy

• Sparrovale-Nubitj yoorree Wetlands Master Plan

• St Leonards Lake and Charles McCarthy Reserve Master Plan

• Stormwater Services Strategy 20202030

• Urban Forest Strategy 2015 – 2025

• Waste and Resource Recovery Strategy 2020-2030

ARTS, CULTURE AND HERITAGE

• Arts and Cultural Strategy 2020-31

• Arts and Cultural 4 Year Action Plan 2021-25

• Connecting People, Place and Environment - A Public Art Strategy for the City of Greater Geelong

• Municipal Heritage Strategy

• National Wool Museum 30 Year Vision

GOVERNANCE, INTEGRITY AND TRANSPARENCY

• Ba-gurrk: A Gender Equity Framework

• Greater Geelong Vision: A Clever and Creative Future 2nd Edition

• Long-term Financial Plan

• Organisation Strategy 2024-29

• Revenue and Rating Plan 2021-2025

POLICY CONTEXT

The Council Plan guides local decision making and resource allocation for community services, infrastructure, and economic development. Understanding the roles of government ensures local councils:

• Advocate effectively for funding and policy support from higher levels of government.

Federal Established by the Australian Constitution, responsible for national and international affairs. It enacts laws through parliament and oversees economic policy, trade, defence, and welfare.

State Operates under State Constitutions with legislative power over health, education, transport, emergency services, and natural resources.

Local Created under State Government legislation, responsible for local services, infrastructure, and urban planning.

• Align local priorities with state and federal initiatives for economic growth, sustainability, and public services.

• Empower residents with clear expectations about government responsibilities, what is within the level of government's sphere of control, and service delivery.

A well-informed Council Plan strengthens community engagement, strategic planning, and long-term development by aligning priorities to other levels of government.

• National Security: Defence, Border Protection, Foreign Policy, Trade Agreements

• Communications and Infrastructure: Telecommunications (NBN, Media), National Highways, Airports

• Economy and Finance: Banking Regulations, Taxation, Centrelink (Welfare and Pensions)

• Health and Social Services: Medicare, NDIS, Aged Care

• Environment and Energy: Climate Policy, Water Management, National Parks

• Justice and Lawmaking: Immigration, Consumer Protection, Copyright.

• Law and Order: State Police, Courts, Prisons, Emergency Services

• Transport and Infrastructure: Public Transport, Highways, Vehicle Registration

• Health and Education: Public Hospitals, Community and Women’s Health Agencies, Schools, Universities, TAFE

• Environment and Resources: Water Supply, Forestry, Mining Regulation

• Business and Consumer Affairs: Licensing, Fair Trading, Workplace Safety. Supports regional economic development.

• Community Services: Libraries, Childcare, Aged Care

• Community Inclusion: Leads and supports programs that empower communities and foster social cohesion

• Waste and Environment: Garbage Collection, Recycling, Local Parks

• Urban Planning: Building Permits, Local Roads, Traffic Management

• Public Spaces and Recreation: Parks, Sports Facilities, Public Pools

• Animal Services: Pet Registration, Food Safety Inspections

• Economic Development: Supports small business, tourism, and community economic development.

• Art and Culture: Invests in supporting art, heritage and culture within each community.

APPENDIX 5 PLANNING AND REPORTING FRAMEWORK

We have developed an integrated, longterm and transparent approach to planning, performance monitoring and reporting that is aligned with our Clever and Creative Vision.

The framework has been informed by best practice2 and helps us set goals, make decisions, prioritise our workload, allocate resources, monitor how we’re going and adapt to changing circumstances that might challenge our progress. As Figure 3 shows, the top layer of this framework is most relevant to our council plan process.

Integrated Strategic Planning and Reporting Framework (ISPRF)

Primary: Income Tax, GST

Secondary: Customs Duties, Excise Taxes (Alcohol, Fuel), Import Tariffs, Government Bonds

Primary: Payroll Tax, Stamp Duty, GST Distribution

Secondary: Land Tax, Gambling Taxes, Vehicle Fees, Fines

Primary: Property Rates

Secondary: Developer Contributions, Fees and Charges, State and Federal Grants

HOW THIS PLAN WAS DEVELOPED

This page outlines how the four-year Council Plan 2025–29 was developed. It does not reflect the annual update process; see Appendix 1 for further information. The development involved a series of key activities to ensure the document was underpinned by a robust evidence base, shaped by deliberative community engagement, and aligned with key legislative requirements.

PHASE ONE: UNDERSTANDING CONTEXT

Review of the Community Vision and its Aspirations:

Our community’s 30-year Clever and Creative Vision “By 2047, Greater Geelong will be internationally recognised as a clever and creative city-region that is forward looking, enterprising and adaptive, and cares for its people and environment.”

• A prosperous economy that supports jobs and education opportunities.

• A leader in developing and adopting technology.

• Creativity drives culture.

• A fast, reliable and connected transport network.

• A destination that attracts local and international visitors.

• People feel safe wherever they are.

• An inclusive, diverse, healthy and socially connected community.

• Sustainable development that supports population growth and protects the natural environment.

• Development and implementation of sustainable solutions.

Review of key legislation and policy, including:

• Public Health and Wellbeing Act 2008

• Local Government Act 2020

• Victorian Public Health and Wellbeing Plan 2023–2027.

• Gender Equality Act 2020.

• Audit of existing City of Greater Geelong strategies and plans.

• See Appendix 3 for a complete list of the City of Greater Geelong’s strategies and plans.

• Audit of past community engagements from our Have Your Say platform

• Analysis of 15 planning area profiles.

PHASE TWO: DELIBERATIVE COMMUNITY ENGAGEMENT (AUGUST 2024) AND COMMUNITY SURVEY (JULY TO SEPTEMBER 2024)

We hosted a range of deliberative engagement activities to ensure that the Council Plan was informed by a real mix of voices in a supported and empowered environment.

• 48 people participated in in-person workshops.

• The deliberative panel aimed to recreate the demographic profile of Greater Geelong

• Four workshops were held for the panel to deliberate on what their priorities for the next four years should be

• The community survey was supported by pop-ups across the four electoral wards (prior to the change to 11 wards).

• The survey asked respondents to order their priorities for the next Council Plan period.

• An additional ‘Fund it’ exercise asked the community how they would prioritise spending the City’s budget using a fictional $100 limit. This exercise challenged the community to make ‘trade off’ decisions around how they would allocate funds across our services.

PHASE THREE:

INTEGRATING COMMUNITY INSIGHTS AND DEVELOPING COUNCIL PRIORITIES (FEBRUARY TO MARCH 2025)

The deliberative engagement process and community survey identified a series of community priorities for the future of the City. These inputs, as well as our existing strategic commitments, and information gathered by Councillors through speaking with community members, informed the strategic direction, objectives, and outcomes of the draft Council Plan.

PHASE FOUR:

DRAFT COUNCIL PLAN FOR COMMUNITY ENGAGEMENT (JUNE 2025)

The draft Council Plan 2025-29 was released for further community engagement allowing an opportunity for community feedback in May 2025 for a period of four weeks. This provided the community with the opportunity to reflect on how their insights informed the objectives and priorities of the draft Council Plan.

PHASE FIVE:

FINALISATION OF COUNCIL PLAN FOR ENDORSEMENT BY COUNCIL (JULY 2025)

PHASE SIX:

DEVELOPMENT AND DELIVERY OF THE INITIATIVES OF THE COUNCIL PLAN

PHASE ONE

UNDERSTANDING CONTEXT

PHASE TWO

DELIBERATIVE COMMUNITY ENGAGEMENT AND COMMUNITY SURVEY

PHASE THREE

INTEGRATING COMMUNITY INSIGHTS AND DEVELOPING COUNCIL PRIORITIES

PHASE FOUR

DRAFT COUNCIL PLAN FOR COMMUNITY ENGAGEMENT

PHASE FIVE

FINALISATION OF COUNCIL PLAN FOR ENDORSEMENT BY COUNCIL

PHASE SIX

DEVELOPMENT AND DELIVERY OF THE INITIATIVES OF THE COUNCIL PLAN

CITY OF GREATER GEELONG

Wadawurrung Country

PO Box 104

Geelong VIC 3220

P: 5272 5272

E: contactus@geelongcity.vic.gov.au www.geelongcity.vic.gov.au

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