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Reports tabled at the Ordinary Meeting of Council on Tuesday date held at Portarlington Cricket and Football Club, 4-46 Province Boulevard in Highton.
Portfolio: |
Aboriginal Affairs – Cr Eddy Kontelj |
Source: |
Community Services – Community Development |
Acting General Manager: |
Linda Quinn |
Index Reference: |
Australian Aboriginal & Indigenous Matters |
This purpose of this report is to update Council regarding the progress of the Karreenga Aboriginal Action Plan 2014–2017 during the 12 month period 2014/2015.
On 27 May 2014 Council adopted the Karreenga Aboriginal Action Plan 2014–2017 (Action Plan), the first Aboriginal Action Plan that Council has prepared.
This report coincides with Reconciliation Week 2015. A key action occurring during the week is a projection on City Hall showcasing local artists. The projection is a celebration of the strength and continuing culture of our local Aboriginal community.
Over the past decade the City of Greater Geelong has actively demonstrated a commitment to Aboriginal Reconciliation through combined projects and partnerships with the Aboriginal community in Geelong including, Wathaurung Aboriginal Corporation, Wathaurong Aboriginal Co-operative, Narana Creations, and engagement with the Geelong One Fire Reconciliation Group. It is with these groups that the Action Plan was developed.
On adopting the Karreenga Plan Council resolved that an annual report would be presented to Council outlining outcomes achieved.
Council has consulted with both Wathaurong Aboriginal Co-operative and Wathaurung Aboriginal Corporation as part of the annual review.
A summary evaluation detailing outcomes and actions of the 12 month period, May 2014 to May 2015 is provided (Attachment 1). The range of actions and outcomes include:
Recognition of the strengthening and positive working relationship with Aboriginal communities;
The installation of additional flag poles on City Hall to enable the Aboriginal Flag to fly on a permanent basis;
Increased promotion of Aboriginal culture through arts and storytelling;
Guidance was sought from the Wathaurong Aboriginal Co-operative and Wathaurung Aboriginal Corporation in the naming of the Boorai Centre in Ocean Grove and Bop Bop Karrong in Barwon Heads.
Cr E Kontelj moved, Cr Fisher seconded -
That Council receives and notes the outcomes achieved in the Karreenga Aboriginal Action Plan 2014–2017.
Carried.
Over the past decade the City of Greater Geelong has actively demonstrated a commitment to Aboriginal Reconciliation through combined projects and partnerships with the Aboriginal community in Geelong including, Wathaurung Aboriginal Corporation, Wathaurong Aboriginal Co-operative, Narana Creations and engagement with the Geelong One Fire Reconciliation Group. It is with these groups that the Karreenga Aboriginal Action Plan 2014–2017 was developed.
While a great deal has been achieved in this time, it is recognised there remains a significant amount more that Council can achieve in collaboration with the Aboriginal community in this region.
Council adopted the Action Plan at its meeting on 27 May 2014. This is Council’s first Action Plan in relation to the Aboriginal community.
The Plan identifies 50 actions, divided across five key themes which are: cultural recognition and respect, employment and economic development, family and community support, Aboriginal cultural heritage, and arts and social enterprise.
This update report details the actions commenced and undertaken in the 2014 to 2015 year (May to May) as part of the Karreenga Aboriginal Action Plan 2014–2017.
An internal working group has been established and this provides the forum to consolidate and assist development of programs, information sharing, identification of partnership opportunities and key issues.
Many of the actions identified in the Action Plan aim to build and sustain partnerships with the Aboriginal community based on principles of mutual respect and commitment. The actions acknowledge the past and build a framework for a shared future in the areas of health and wellbeing outcomes, engaging young people, supporting and providing children’s services, as well as enhancing employment outcomes.
In reviewing the past 12 months it was unanimously acknowledged that the Plan has provided the platform to build on and enhance relationships with Aboriginal people and communities.
In total the Action Plan articulates 50 actions. In year one 26 of the actions have commenced with at least 40 projects and programs occurring across various Council departments.
Many of these actions build on work already occurring and will be ongoing recurrent organisational commitments. Examples of this include support for the seeking of funding for local Aboriginal businesses, Council advocating on particular priority topics and ongoing programs such as public immunisation.
Two completed actions include the Aboriginal flag now being flown on a permanent basis at City Hall, and the implementation of agreed wording for Acknowledgment to Country.
A 2015 Reconciliation Week Projection on City Hall commences 29 May and runs to 7 June. This will showcase Aboriginal art prepared by local artists young and old. This is a celebration of the strength and continuing culture of our local Aboriginal community.
Council will continue to implement the actions over the life of the Action Plan in collaboration with Aboriginal and non-Aboriginal people, demonstrating respect for Aboriginal cultural heritage, and ensuring equality of opportunity and access in all dealings with Council.
Actions yet to commence include preparation of a Treaty/Agreement, Council Reconciliation Week award and township place naming protocol. A review of the Statement of Recognition and Commitment 2009 is required and will be subject to a further report to Council in the next 12 months.
Various Units within Council including Community Development, Arts and Culture and Family Services, continue to work closely with Aboriginal Elders and groups to reach positive outcomes.
The Aboriginal community will continue to work with Council in progressing the Action Plan and its implementation.
During the coming 12 month period (2015/16), the priority actions in the Action Plan include:
Aboriginal employment opportunities, strategies and outcomes, both within Council and the broader region
Review of the Indigenous Statement of Recognition and Commitment 2009, contained in the Action Plan.
The City of Greater Geelong is required to ensure that all land use development complies with requirements of the Aboriginal Heritage Act 2006.
Council’s Annual Budget provides the resource planning to support the initiatives identified within the adopted Annual Business Plan.
The Aboriginal Heritage Act 2006 is the Victorian Government's legislation for protecting Aboriginal cultural heritage.
Council has an obligation to comply with the Act including consulting with Wathaurung Aboriginal Corporation as the Registered Aboriginal Party for the Geelong region on Aboriginal cultural heritage matters.
At the State level the objectives of Council under the Local Government Act 1989 are to improve the overall quality of life of people, including provisions with respect to equal employment opportunity.
The Action Plan is also aligned in the local context to the Geelong Public Health and Wellbeing Plan 2013–2017, and has included a community workshop with the Aboriginal community.
The Action Plan is underpinned by Council’s Our Vision Statement in City Plan 2013–2017 (2014–2015 update), reflected in the statement ‘The importance of continuing to build our community’.
It aligns with the Community Wellbeing Strategies and Master Plans and key partnership including Wathaurong Aboriginal Co-operative and Wathaurung Aboriginal Corporation.
No Council staff involved in the preparation of this report have a direct or indirect interest in the matter to which the report relates.
The Action Plan outlines shared directions and priorities for the future. Any future opportunities will be subject to Council reports following consideration and research of funding and partnership opportunities.
The Action Plan seeks to realise Council’s vision in strengthening its relationship and developing partnerships with the Aboriginal community. The Action Plan is also intended as a guide to support implementation of actions into the future.
The City is committed to delivering the Action Plan and working with Aboriginal communities and other stakeholders towards reconciliation.
Publicly affirming Council’s commitment to forming partnerships with Aboriginal communities is viewed as an important way Council can support reconciliation and respect.
This report accords with the UN declaration on the rights of Indigenous people, that Indigenous peoples are equal to all other peoples, while recognising the right of all peoples to be different, to consider themselves different, and to be respected as such. This report also accords with indigenous peoples, in the exercise of their rights, should be free from discrimination of any kind.
Council’s Community Development Department is responsible for the communication of this report in conjunction with other relevant Council Departments as listed in the Action Plan.
Portfolio: |
Knowledge Economy - Cr Macdonald |
Source: |
Projects, Recreation and Central Geelong - Enterprise Geelong |
Acting General Manager: |
Jenny McMahon |
Index Reference: |
Subject: Economic Development / Geelong ICT Cluster Development |
To seek Council endorsement for the Digital Geelong strategy (previously distributed with briefing papers).
Digital Geelong was commissioned to ensure that the City of Greater Geelong is at the forefront in engaging with and serving its community and businesses, in whatever medium they wish to use.
A key aim is to maximise the efficiencies and benefits available from digital technologies, at a time of pressure on public finances, to deliver even more value for money and impact to Geelong by placing the city as a nationally recognised leader within the digital economy.
The civic insight that will, in the digital era, become available to Council whether from its own operations or the information provided by its service users in the community, business and other partners can, if properly managed, enable the Council to not simply improve its own performance but also that of the city itself.
Digital Geelong is about a different way of doing things social media is one part of that but the underlying change to systems, working practices, understanding and culture is the key.
Significant consultation was conducted throughout the development of the Digital Geelong strategy. This was achieved through a series of workshops and individual meetings with key stakeholders and representatives from peak industry, community bodies, education, government, IT and the community.
The Digital Geelong report is built around four principles, being:
Helping everyone join in;
Putting the customer in control;
Digital by default;
Geelong public services together – sharing information on a common platform.
Aligned to these 4 principles the strategy contains 29 recommendations that have been broken down into the following 3 areas
Internal Focus – those actions that largely rest within the City of Greater Geelong and focus on internal actions;
Community Focus – those actions that are externally community orientated and seek to address the digital divide;
Business Focus – those actions that seeking to work with external businesses to strategically enhance their presence in the digital space.
Cr Macdonald moved, Cr Richards seconded -
That Council:
endorse the Digital Geelong strategy (Appendix 1);
receive a further report within two months including an Implementation Plan detailing the actions, timelines and required resources to successfully deliver the strategy.
Carried.
Digital Geelong was commissioned to ensure that the City of Greater Geelong is at the forefront in engaging with and serving its community and businesses, in whatever medium they wish to use
A key aim is to maximise the efficiencies and benefits available from digital technologies, at a time of pressure on public finances, to deliver even more value for money and impact to Geelong by placing the city as a nationally recognised leader within the digital economy
In a global environment of rapid change our ‘business models’ – how we do business, how we engage with and serve customers, clients and residents and how we operate – are being disrupted and transformed. This is true, not only in the public sector but also in private enterprise, not for profit sectors and in the general community.
Driven by internet-enabled convergence, we are now seeing even greater transformation than we have experienced to date. Content, data, people, businesses and places are now connecting in new ways to deliver dramatically new applications, services, experiences and markets and the very way we manage our economies, our cities and our public services.
We are entering a world of big data when sensors in infrastructure or GIS monitoring produce real-time information on such things as the use of public transport, congestion, noise levels, availability of parking spaces, road closures, or energy usage. Cities themselves are becoming networks producing data on city performance – city analytics – which citizens will increasingly wish to access and which city governments will increasingly need to use to shape their operations, to manage their cities more effectively and exploit their opportunities.
The pressures to provide empowered consumers with the services and products they want, when they want them and where they want them, 24/7, are leading to a new way of delivering public services around the consumer experience. The leading local governments are re-shaping how they engage with their residents and businesses both in designing effective services and in delivering them. Expectations are rising and Geelong wishes to meet or indeed exceed them.
As with all change disparities in access and opportunity emerge which needs to be considered and addressed in a strategic sense, in this case the digital divide as it has been termed must be considered and addressed. Determined that all in the community must benefit, Digital Geelong has ‘digital inclusion’ at its heart. Council will work with partners from the public, not for profit and private sectors, to ensure our community and business have the skills and infrastructure required to participate fully in the digital era.
The Digital Geelong strategy will place the City of Greater Geelong at the forefront in developing new methods of communication and analysing what we do. This digital leadership will drive efficiencies and cost savings to current communication and transaction methods but more importantly develop a deeper understanding of what we do and what the effect of those actions are.
A strategic approach when engaging in new digital platforms and social media, to understand how to listen to the community of Geelong and the best ways to harness the information people give us is essential.
The civic insight that will, in the digital era, become available to Council whether from its own operations or the information provided by its service users in the community, business and other partners can, if properly managed, enable the Council to not simply improve its own performance but also that of the city itself.
With this in mind, the Digital Geelong strategy has been formed with four principles at its heart being:
Helping everyone join in
Designing accessible services and working for digital inclusion, to ensure that as many people as possible can take advantage of those services. We hope to break down the barriers to those who may be disadvantaged by a lack of skills or confidence or find going online is difficult because of location or affordability.
Many of those who are currently digitally excluded are those who could most benefit. With the aim of creating an inclusive framework, people will be encourage to go online by, working with partners in the public, private and not for profit sectors to enable better access to training, support networks, and low-cost digital infrastructure.
Putting the customer in control
Change the way that Council communicates with its customers, including suppliers, rate payers, and others to ensure the way information and services are made available puts the customer in control of information pertinent to them. This approach will maximise transparency and self-service where possible.
A major benefit of the digital revolution is that it makes it possible for individuals to access their own data and records and to select services to meet their needs, at times which suit them.
Customer transactions will be increasingly designed to be undertaken online and be fully automated, with simple, intuitive interfaces from the perspective of the customer. Transaction examples include placing an order or making a purchase, making a payment, registering a complaint, and reporting a problem. We will overall be tailoring more online services and content so they work better on mobile phones and devices.
Digital by default
Embracing digital channels as the default in service design where possible will help to stimulate both opportunity for and benefits to service users and enable overall public service innovation.
Geelong will actively seek a channel shift strategy based on well-designed services which put customers in control and reduce costs: but must continue to facilitate offline services and support those who are not online to ensure they can access every service.
Geelong public services together – sharing information on a common platform
Geelong will seek to work with other public sector partners to ensure public services collaborate as much as possible to share insights and where possible, technology and services, making services more efficient for the taxpayer and more joined up for the service user and coordinate impact in the area. Over time, the aim is to increase the publication of relevant data sets for public access across all levels of government.
Aligned to these 4 principles the strategy contains 29 recommendations that have been broken down into the following 3 areas:
Internal Focus – Those actions that largely rest within the City of Greater Geelong and focus on internal actions;
Community Focus – Those actions that are externally community orientated and seek to address the digital divide;
Business Focus – Those actions that seeking to work with external businesses to strategically enhance their presence in the digital space.
It is recommended that a further report be developed including an Implementation Plan detailing the actions, timelines and resources needed to successfully deliver the strategy.
The recommendations of the Digital Geelong strategy document are considered to provide direction in respect to some of the environmental challenges facing the region driven by changes in the local and global digital environment. The understanding of environmental challenges and our capacity to effect change will be enhanced through a deeper analysis of convergent datasets.
The Digital Geelong strategy has been tentatively allocated $50,000 in the 2015 / 2016 draft budget. The development of a comprehensive action plan will identify a number of savings opportunities within the organisation that may offset implementation costs.
There are no known policy, legal or statutory implications.
This report aligns to ‘The Growing the Economy’ of our City Plan.
Connected, Creative and Strong Communities.
No officer involved in the preparation of this report has declared a direct or indirect conflict of interest in this report.
There are no notable risks associated with accepting the recommendation in this report.
There is a growing body of evidence that shows the importance of and direct correlation between digital inclusion and better social and civic engagement, improved quality of life and higher educational achievement.
Digital inclusion also enhances the ability to participate in the workforce and benefit from economic development opportunities. Such digital inclusion is not just a matter of equity or democratic renewal. The really transformational impact for Geelong’s public services – for cost reduction and service efficiency – will come when the largest proportion possible in a local government area is able to engage and transact online.
This report has no direct impact on the human rights of the residents of the City of Greater Geelong.
Significant consultation was conducted throughout the development of the Digital Geelong strategy.
This was achieved through a series of workshops and individual meetings with a broad cross section of key stakeholders and representatives from peak industry, community bodies, education, government, IT and the community. These consultation sessions involved over 120 different individuals.
These consultations were then reprised towards the end of the project to allow for further input and to test the assumptions made within the report.
Portfolio: |
Planning - Cr Heagney |
Source: |
Planning & Tourism - City Development |
General Manager: |
Peter Bettess |
Index Reference: |
Delegation |
To appoint Council Officers as Authorised Officers under the Planning and Environment Act 1987.
Council officers are appointed as Authorised Officers to exercise statutory powers under various Acts and Regulations. Appointments as Authorised Officers are to individual staff members unlike delegations which are position based.
Previously authorised officers were appointed under sub-delegation by the Chief Executive Officer pursuant to the general powers of the Local Government Act 1989. Legal advice has informed Council that where there is a specific power within an Act, Council should appoint Authorised Officers pursuant to that Act, rather than the general powers of the Local Government Act 1989. Council has recently employed some officers that are required to be appointed under the Planning and Environment Act 1987.
Appendix 1 sets out an Instrument of Appointment and Authorisation for new staff required to be appointed as Authorised Officers under the Planning and Environment Act 1987.
Cr Heagney moved, Cr Irvine seconded -
In the exercise of the powers conferred by section 224 of the Local Government Act 1989 and under section 147(4) of the Planning and Environment Act 1987 Greater Geelong City Council (Council) resolves that:
the members of Council staff referred to in the Instrument of Appointment and Authorisation (Appendix 1) are appointed and authorised as set out in the instrument;
this instrument come into force immediately the common seal of Council is affixed to the instrument.
Carried.
This report is for the appointment of Authorised Officers under the Planning and Environment Act 1987 directly by Council.
The Planning and Environment Act 1987 regulates enforcement and is reliant on authorised officers acting on behalf of the Responsible Authority (Council).
At its meeting on 10 March 2015, Council resolved to appoint and authorise a number of Council officers under the Planning and Environment Act 1987.
The report to the Council meeting indicated that future Instruments of Appointment under the Planning and Environment Act 1987 will be included in the Planning Delegation section of Council meetings.
Two planning staff recently been employed by the Council are required to be authorised under the Planning and Environment Act 1987. .
Appendix 1 sets out the Instrument of Appointment and Authorisation under the Planning and Environment Act 1987 and lists the staff members to whom this authorisation applies.
There are no environmental implications relative to this report.
There are no financial implications relative to this report.
The authorisation is as recommended by Council’s lawyers.
How we do business.
No officer involved in the preparation of this report has a direct or indirect interest.
A properly prepared system of delegations and authorisations minimises the likelihood of officers acting outside their powers and exposing Council to unacceptable risk. Regular review of the delegations and authorisations ensures accountability and responsibility for decisions when the decision makers are identified. Delegations and authorisations can be subject to legal scrutiny in courts and tribunals.
There are no social considerations relative to this report.
No Human Rights are affected by the contents of this report.
All delegations and authorisations are published on Council’s internal website, Cityweb. All relevant Managers have been consulted in the implementation of authorising officers under the Planning and Environment Act 1987 and any changes to delegations have been reviewed and endorsed by relevant Managers.
By this instrument of appointment and authorisation Greater Geelong City Council -
under section 147(4) of the Planning and Environment Act 1987 - appoints the officers listed below to be authorised officers for the purposes of the Planning and Environment Act 1987 and the regulations made under that Act; and
under section 232 of the Local Government Act 1989 authorises the officers listed in Attachment 1 generally to institute proceedings for offences against the Acts and regulations described in this instrument.
Steven Roussac – Town Planner
Claire McVilly – Town Planner
It is declared that this instrument -
comes into force immediately upon its execution;
remains in force until revoked.
This instrument is authorised by a resolution of the Greater Geelong City Council on 26 May 2015.
| THE COMMON SEAL of GREATER | ) | |
| GEELONG CITY COUNCIL was affixed | ) | |
| hereto in the presence of: | ) | |
| Mayor | ||
| Chief Executive Officer | ||
| Date: / / |
Portfolio: |
Governance – Cr Lyons (Mayor) |
Source: |
Strategy & Performance – Communications & Marketing |
General Manager: |
Dean Frost |
Index Reference: |
Subject : Communications & Marketing |
The purpose of this report is to provide details of social media activity of Council as per the resolution of 25 November 2014 Council meeting.
At its meeting on 25 November 2014, Council noted the opportunities now available through social media in communicating with residents. Council requested detailed information regarding the number of social media accounts operated across the Council, and the resources (officer time/cost) to support them
The Council also noted the importance of Councillors leveraging the City of Greater Geelong brand
The attachments detail the current accounts operated by Council and the estimated costs of operating each account from 1 July 2013 to 28 February 2015
The current management policies and procedures relating to media have been reviewed, with minor modifications made.
Each division was asked to provide details of their current social media accounts, the hours spent establishing and maintaining accounts, and any additional costs incurred.
These were then checked against the approved list of social media accounts and the hours estimated were checked for viability.
The recent activity for each account was then analysed as well as the number of followers / likes for each page.
Cr Heagney moved, Cr Ellis seconded -
That Council notes the:
information attached relating to Council’s social media accounts, including the details of the accounts and the resources (officer time and costs) applied to supporting these accounts;
Management Policy – Social Media and Management Procedure – Social Media have been reviewed and updated.
Amendment
Cr Richards moved, Cr Irvine seconded -
That Council notes the:
information attached relating to Council’s social media accounts, including the details of the accounts and the resources (officer time and costs) applied to supporting these accounts;
Management Policy – Social Media and Management Procedure – Social Media have been reviewed and updated;
Council release all costs incurred for social media at the same time as Councillor costs are published;
Council receive a report detailing social media guidelines for endorsement;
all social media guidelines be reviewed annually and endorsed by Council.
The amendment was put and carried.
Division Requested:
For: Ellis, Heagney, Fisher, Macdonald, Farrell, Richards, Irvine
Against: Crs Ansett, Harwood, S Kontelj, Nelson, E Kontelj, Lyons
The amendment became the motion.
The motion was put and carried.
Division Requested:
For: Crs Ellis, Heagney, Fisher, Macdonald, Farrell, Richards, Irvine, Harwood
Against: Crs Ansett, S Kontelj, Nelson, E Kontelj, Lyons
While a number of accounts do not have a large number of followers, they are the primary source of communication to members of certain facilities e.g. Leisurelink. Others have a small number of followers, are not obviously connected to the City and are probably not economically viable.
Each account needs to be thoroughly analysed by Communications and Marketing, in conjunction with the officers responsible for operating the account to determine its viability.
There is minimum sharing of information between accounts, that is, linking them to the primary accounts operated on behalf of the City. Councillors can also contribute relevant photographs and content to social media accounts. However, this is rarely done.
The existing policies and procedures have been reviewed are more than adequate for the operation of social media in Council. Council also requested for officers to review the policy and procedure related to social media.
The Social Media Procedure has also been reviewed and clearly states “The GreaterGeelong Twitter account and the Geelong Australia Facebook page are the predominant organisational social media accounts used for communicating Council’s news and information.”
In order to assist Councillors in “signposting” and providing information to Councils social media sites, a set of guidelines will be introduced, as well as a listing of all accounts relevant to each Councillor’s and how they can link to those accounts.
There are no environmental implications in relation to this report.
The report highlights that Council dedicates significant resources to support social media activities. A significant proportion of costs relate to the monitoring of the various accounts outside of business hours.
This will be reviewed to optimise the efficiency and effectiveness of the accounts. There are technology systems that allow the pre-programming of posts/tweets as well as automates tracking of trends to highlight issues.
Council’s activity in the social media space is largely governed by Management Policy (Social Media Policy) and Management Procedure (Social Media Procedure).
A key element of the policy states, that the Geelong Australia social media accounts are to be the predominant accounts for communicating with the Community.
As per Council resolution these have been reviewed and a small number of changes proposed for the Chief Executive Officer to authorise.
This aligns with the strategic direction of How We Do Business under the City Plan.
There is no Officer direct or indirect interest.
There are no notable risks.
Social media is increasingly an important method of communicating with our Community. Its interactive nature assists the Community to feel connected with the activities of Council.
This report has no impact on Human Rights.
Consultation will be carried out with social media operators and throughout the organisation in developing the guidelines.
Portfolio: |
Governance – Cr Lyons (Mayor) |
Source: |
Strategy and Performance – Administration & Governance |
General Manager: |
Dean Frost |
Index Reference: |
Procurement |
Review of Council’s procurement policy.
The Local Government Act 1989 (LGA) requires Council to review our current procurement policy annually and amend as appropriate.
Proposed amendments to the policy articulate Council’s introduction of best and final offer; the work being performed from a social procurement and governance perspective. We have also amended the policy to articulate our expectation of suppliers during the tendering and quotation process and the objectives of Council’s procurement strategy from a continuous improvement perspective.
A copy of the current procurement policy must be available for inspection by the public –
at the Council office; and
on the Council’s Internet website.
Cr Richards moved, Cr Nelson seconded -
That Council approves the proposed amendments to the Procurement Policy.
Carried.
Cr Farrell left the meeting room at 8.41pm for the evening.
The LGA requires Council to review annually their approved procurement policy and amend as appropriate.
The procurement policy provides a framework for the purchase of goods, works and services that emphasises value for money while conducting business in a fair and equitable manner.
The purpose of the policy is to:
Provide guidance, consistency and control over procurement activities
Demonstrate accountability to rate payers
Provide guidance on ethical behaviour in public sector purchasing
Demonstrate best practice elements in purchasing
Increase probity of obtaining the right outcome when purchasing goods and services.
Proposed amendments to the policy articulate Council’s introduction of best and final offer; the work being performed from a social procurement and governance perspective and our expectation of suppliers during the tendering and quotation process. It also sets out our objectives of Council’s procurement strategy from a continuous improvement perspective.
Council expended $318m on the provisions of goods, works and services during the period 12/13 and 13/14. Expenditure in the Geelong region for this period represented 80.14%, which is an excellent result and supports Council objectives.
The policy states that sustained value must be demonstrated in Council’s purchasing, including the built and natural environment.
Application of this policy will reaffirm Council’s objective of value for money outcomes.
The review of this policy accords with section 186a of the LGA.
How We Do Business
No officer involved in the preparation of this report has either a direct or indirect interest.
The policy requires that risk management is applied at all stages of procurement activities.
The policy encourages the design and use of products and services which have minimal impact on the environment and community wellbeing.
Council’s tendering processes provide for community consultation as appropriate.
Once endorsed by Council, the policy will be uploaded to the internet as a public policy and a copy of the policy made available at Council.
Portfolio: |
Governance - Cr Lyons (Mayor) |
Source: |
Mayor & Councillor’s Office |
Mayor: |
Cr Lyons |
Cr Heagney moved, Cr Ellis seconded -
That in accordance with Section 89 (2) (d) of the Local Government Act 1989, this contractual matter be considered at the conclusion of all other business at which time the meeting be closed to members of the public.
Carried.
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