Annual Report 2014–15



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City of Melbourne Annual Report 2014–15


Contents


Annual Report 2014–15

Welcome to the City of Melbourne 5

Our Vision and Goals 7

Year in review message from the Lord Mayor 8

Message from the Chief Executive Officer 9

Message from the Chief Financial Officer 10

Highlights and summary of progress 11

2014–15 Key Projects 15

Sustainability at the City of Melbourne 16

Events calendar 18

Council governance 20

Our councillors 24

Council planning framework 29

Our reporting framework – how to read the following sections 30

Performance against our goals 31

Our organisation 80

Our partnerships and charters 100

Our Procurement and Supply Chain 101

Interacting with customers 102

Inner Melbourne Action Plan 2014–15 104

Our reporting approach 105


Global Reporting Initiative Index 107

Property holdings 115

Victorian Local Government Indicators 117

Governance and management checklist 118

Local Government Performance Reporting Framework Performance Indicators 121

City of Melbourne 2014–15 performance statement 131

Sustainable Capacity Indicators 132

Service Performance Indicators 133

Financial Performance Indicators 136

Other Information 139

Financial Statements 145

Notes to Financial Statements 150

Revenue 165

Expense 171

Assets 173

Liabilities 195

Equity 198

Other disclosures 201


September 2015

Disclaimer

This report is provided for information and it does not purport to be complete. While care has been taken to ensure the content in the report is accurate, we cannot guarantee it is without flaw of any kind. There may be errors and omissions or it may not be wholly appropriate for your particular purposes. In addition, the publication is a snapshot in time based on historic information which is liable to change. The City of Melbourne accepts no responsibility and disclaims all liability for any error, loss or other consequence which may arise from you relying on any information contained in this report.

To find out how you can participate in the decision-making process for the City of Melbourne’s current and future initiatives, visit Participate Melbourne1.

We are pleased to present the City of Melbourne’s Annual Report for 2014–15. This report describes the City of Melbourne’s performance over the 2014–15 financial year against the objectives of the 2014–15 Annual Plan and Budget and the four-year priorities of the Council Plan 2013–2017.

The report is designed to meet our obligations under section 131 of the Local Government Act 1989. It also draws on the Global Reporting Initiative (GRI) G4 framework for sustainability reporting, with a view to being able to report fully to core requirements of the G4 framework in future years.

The City of Melbourne has obtained external assurance for the financial and standard statements, as well as the performance statement contained in this report. External assurance was not sought on the GRI components of the report.

Visit City of Melbourne1 for more information on our activities, policies and plans for the future.

We value your feedback on this report because it helps us make our next report better. If you’d like more information about any item in this report, just contact us and ask.

Email your feedback or questions to enquiries@melbourne.vic.gov.au

Write to us at:

Improvement and Program Integration, City of Melbourne, GPO Box 1603 Melbourne VIC 3001

Speak to a Customer Relations Officer on +61 3 9658 9658.



Welcome to the City of Melbourne


Melbourne is the capital of Victoria, Australia. It is run by the Melbourne City Council, one of 79 municipal authorities in Victoria operating as a public statutory body under the Local Government Act 1989.

As a local government authority, the City of Melbourne aims to achieve the community’s vision for Melbourne to be a bold, inspirational and sustainable city. This was outlined in Future Melbourne, the community plan created with the public to guide how the city should evolve to 2020. How the City of Melbourne contributes towards this vision is set out in the Council Plan 2013–2017, including the priorities that shape its program of work and the outcomes sought during each Council’s four-year term.

This 2014–15 Annual Report is the second progress report against our Council Plan 2013–2017. The report tells us where we are doing well and where we can do better in helping the community realise its long-term goals.

At the City of Melbourne, we have integrated our Municipal Public Health and Wellbeing Plan (developed in accordance with the Public Health and Wellbeing Act 2008) with our Council Plan to demonstrate that improving the quality of life of people in the municipality is the business of the whole organisation.



    Our health and wellbeing priorities are to facilitate and encourage:

  • sufficient physical activity

  • healthy eating and access to nutritious food

  • social inclusion and opportunities to participate and connect with others

  • community safety, including reducing family violence and the use of alcohol and other drugs
  • improved environmental health including noise reduction, tobacco control and climate change management


  • access to community services, transport, education, affordable housing and open space.

The Melbourne municipality is the heart of greater Melbourne and covers the central city and 16 inner city suburbs. More than 122,000 people call the municipality home and a further 732,000 people visit the central city every day for work and play. Our population is diverse: 38 per cent of our residents speak a language other than English at home. As more people seek out the cultural, business, education, work and lifestyle opportunities the city offers, the population is expected to continue growing rapidly, with a forecast 38.3 per cent increase in the daily population by the year 2030.

Fast Facts


  • 16 suburbs

  • 37.7 km2 area

  • 486 ha parkland

  • 69,350 dwellings at 30 June 2015

  • 854,000 weekday population including residents

  • 613,000 weekend population including residents

  • 121 languages

  • 138 cultural backgrounds

  • 19,061 businesses at 30 June 2015

  • 122,207 residential population

  • 28,706 residential student population

  • 438,972 employment



Our Vision and Goals

Community vision

For Melbourne to be a bold, inspirational and sustainable city, as expressed in the Future Melbourne community plan1.

Our aim


To achieve the community’s vision of Melbourne as a bold, inspirational and sustainable city.

Our goals


Our Council Plan 2013–2017 includes eight goals to guide us. The first six reflect our aspirations for the city. The final two relate to our internal performance and the good governance and management of our organisation.

  1. A city for people

  2. A creative city

  3. A prosperous city

  4. A knowledge city

  5. An eco-city

  6. A connected city

  7. Resources are managed well

  8. An accessible, transparent and responsive organisation

Our customers


We strive to make everything we do easier, better, faster and cheaper for our customers, gaining more value from our limited resources.

Our services


Our diverse services can be grouped under the following six headings: Regulate; Activate city; Advance Melbourne; Design, Build and manage assets; Deliver community services; Governance and internal support.

Year in review message from the Lord Mayor

The population of greater Melbourne is expected to almost double in the next 40 years to make us Australia’s biggest city. Our greatest challenge is planning for that growth.

With growth comes opportunity and we need to be agile enough to leverage these opportunities to our advantage. In 2014–15, the City of Melbourne has continued to cultivate a city that is bold, inspirational and sustainable: a world-leading city and a city for people.

Building a ‘city for people’ is about keeping pace with our changing population by having well-planned infrastructure and services, providing safe and welcoming public spaces and supporting people to stay healthy, socially connected and engaged with their community.

In 2014–15 we set the groundwork for Council’s biggest ever project: the renewal of Queen Victoria Market. This has been a long-term vision and will be a long-term project.

It takes dedication, hard work and patience to bring such a major project to fruition. We now have a master plan: our vision to revitalise the market precinct is to preserve and celebrate the market’s long history, improve facilities for traders, customers and visitors, and provide a new public open space as well as better parking and easier access for pedestrians, cyclists and commuters.

I am proud of how far we have come and am grateful to the many people who helped us arrive at this point: the Board of QVM, City of Melbourne and market staff, traders, customers, visitors, my fellow Councillors and everyone who had their say through the extensive community engagement process.

A consistent theme of the 2014–15 financial year has been our strong investment in community services and hubs, the infrastructure that provides the heart and soul of our neighbourhoods.

Our projects, either completed or substantially done, included the Library at the Dock, Docklands Community Boating Hub and Family Services Centre, Kathleen Syme Library and Community Centre, reopening of Kensington Town Hall, reinstatement of parkland at Royal Park, sporting facility upgrades at Flemington Road Oval and Princes Park and redevelopment of Carlton Baths.

In 2014–15, we continued to lead by example by setting ambitious climate and environmental targets for the city and our operations. For the second consecutive year, the City of Melbourne won a prestigious C40 and Siemens City Climate Leadership Award. In 2014 it was for our Urban Landscape Climate Adaptation Program.

We also became one of the first cities to join the Rockefeller 100 Resilient Cities Network and completed Melbourne’s preliminary resilience assessment, working with all metropolitan councils.

In 2015–16, we look forward to opening the Docklands Community and Boating Hub and Family Services Centre, the redesign of Lincoln Square (including stormwater harvesting), implementing the Walking Plan and finalising the City Road Master Plan as well as a last-kilometre freight plan for the central city.

We will continue to work with the State Government on the Melbourne Metro Rail Project, the redevelopment of University Square and the streetscape master plan for Elizabeth Street.

On behalf of my fellow Councillors, I thank the City of Melbourne’s hard-working and dedicated staff, led by our new CEO Ben Rimmer, and our volunteers for their role in making Melbourne the most liveable city in the world for five consecutive years.

Robert Doyle, Lord Mayor, City of Melbourne

Message from the Chief Executive Officer


I am proud to present this Annual Report for the first time as Chief Executive Officer of the City of Melbourne. The City of Melbourne delivers outstanding results for its ratepayers and the broader community of our city. This report demonstrates those achievements and accounts for our performance over the past year.

What you should glean from the pages is the enormous passion our people have for the environment, economy, culture, built form and communities that make up this great city of Melbourne. The strength of this organisation is a reflection of the leadership and achievements of my predecessor, Dr Kathy Alexander, the organisation’s management team and all employees.

The City of Melbourne is driven by the best vision statement of any organisation I’ve seen – the Melbourne community’s vision to be ‘bold, inspirational and sustainable’. Achievements in 2014–15 live up to this promise many times over. I will mention just three initiatives that particularly reflect the organisation’s achievements.

Bold

In a bold move to engage citizens in local democracy, the City of Melbourne appointed a randomly selected People’s Panel to take a deep look into what the city delivers and make recommendations for its future. This approach was a first for local government in Australia and it paid off, with the Council unanimously endorsing its first 10-Year Financial Plan, which included most of the panel’s recommendations.


Inspirational

The City of Melbourne plays a significant role in shaping community attitudes to violence and gender equity – as a public institution, as the ‘guardian’ of our central city, and as the employer of some 1500 people. At our best we lead community attitudes and inspire others to even greater feats.

This year we have trained our staff to encourage bystander action, we have looked hard at the role that our services can play in response to family violence, and we are making change, as part of the Male Champions of Change program, to improve gender equality in our role as an employer.


Sustainable

Melbourne must be prepared and able to respond to the challenges of a changing climate, rapid population growth and increasing urban pressures. Melbourne was the first Australian city to join the Rockefeller Foundation’s prestigious 100 Resilient Cities network. As part of this, we have started working across the community to proactively address long-term sustainability concerns and have completed an Australian-first assessment of the challenges and opportunities facing Melbourne.



Next steps

As you will read in this report, this organisation has achieved many significant outcomes for our community. In many parts of our work we provide a leadership role in Australia, or across the globe.

But good organisations challenge themselves to improve. That is why in March this year I commissioned an Organisational Capability Review. The completed report recognised the considerable talent and expertise of our managers and staff and also identified areas where we need to continue to improve.

The City of Melbourne Organisational Action Plan – One Melbourne, One CoM – was our response to the Organisational Capability Review. It outlines a number of activities to be completed over 2015–16 that will refresh and invigorate the organisation to even better support Council and the community.

I would like to thank our Lord Mayor, Deputy Lord Mayor and Councillors for their wisdom, leadership and contribution to this city. Most of all, I would like thank all City of Melbourne staff. You put a huge amount of work into achieving all that we did in the last year, and I’m confident that we will continue to make everything we do even better.

Ben Rimmer, Chief Executive Officer, City of Melbourne


Message from the Chief Financial Officer

The Council’s first 10-Year Financial Plan was adopted in 2014–15 following extensive community engagement and having considered recommendations from a comprehensive People’s Panel (citizen’s jury) process.

The 10-Year Financial Plan identified a significant level of infrastructure investment required to support the projected growth in the city’s population over the next decade. The record level of investment will be in excess of $1.4 billion and includes funding for the renewal of the Queen Victoria Market, infrastructure to support population growth, increased open spaces, and funding to maintain the Council’s $3.4 billion in infrastructure assets. The 2014–15 financial statements should be read with an understanding of future infrastructure requirements to provide meaningful context.

The Council has delivered another strong financial result in 2014–15. This was able to be achieved through containing overall costs growth to less than two per cent while maintaining a high level of service standards and accommodating costs pressures associated with population growth. Total revenue grew by nine per cent year-on-year with increases across most major revenue streams. Notably, external capital contributions were significantly higher, with open space contributions being a major factor. The external funding for capital projects was and will be directed towards current and future capital works projects.

The strong operating performance resulted in an underlying surplus of $16.5 million, an operating surplus of $60.2 million and a comprehensive result of $121.7 million - all increases on the prior year and necessary to fund important future infrastructure. The underlying surplus is the best indicator of the organisation’s underlying financial performance and sustainability. It removes once-off non-cash gains/(losses) from asset revaluations (included in the comprehensive result), non-cash asset contributions and external capital contributions (included in both the operating surplus and comprehensive result).

As a result of the strong operating performance and some capital projects being carried forward, cash assets increased from $81.3 million to $106.5 million with no Council debt as at 30 June 2015. The increased cash enabled the settlement of a strategic land acquisition as part of the Queen Victoria Market renewal on 1 July 2015 for $76 million. The Council will go into modest borrowings in the near future to enable funding for critical infrastructure projects.

The Council’s balance sheet was strengthened during the year with net assets growing by $121.7 million to $3.6 billion. This was a culmination of the strong operating result, capital works delivered during the year and asset revaluations.

The Council’s current asset ratio, a measurement of our financial strength, increased from 1.33 to 1.64. This means for every $1 of current liability, the Council had $1.64 in current assets to meet those commitments. The Council remains in a very strong financial position with the 2014-15 financial result strengthening our financial flexibility to meet the city’s future infrastructure funding needs.

Phu Nguyen (CPA), Chief Financial Officer, City of Melbourne


Financial result

June 2015

($’000)


June 2014

($’000)


Income statement surplus / (Deficit)

60.2

31.3

Comprehensive result surplus / (Deficit)

121.7

107.9

Underlying result

16.5

1.2

Cash assets

106.5

81.3

Net assets

3,648.9

1.64

Current asset ratio

1.64

1.33

Highlights and summary of progress

Below is a summary of our progress against each of our eight Council Plan goals. More detailed information about our performance is provided in the ‘Our Council 2014–15 performance’ section of this report.

Goal 1: A city for people

Looking back on 2014–15


Major projects completed this year include key construction work for the Docklands Community Boating Hub and Family Services Centre, Kathleen Syme Library and Community Centre, the reopening of Kensington Town Hall, reinstatement of parkland at Royal Park, completion of community engagement for the Queen Victoria Market precinct renewal draft master plan, sport facilities upgrades at Flemington Road and Princes Park, and prescription of further smoke-free public spaces.

In terms of our performance:



  • 88 per cent of residents lived within an 800-metre walk of community facilities and 96 per cent lived within a 300-metre walk of open space – about the same as last year

  • 87 per cent of our customers thought the information received and 92 per cent thought the support they received from our services helped them be healthier – not significantly different from last year

  • 89 per cent of participants in selected programs felt more a part of their community – about the same as last year

  • 74 per cent of respondents were satisfied with the quality of public spaces – not significantly different from last year

  • 97 per cent of respondents felt safe in public in the daytime and 62 per cent at night – a notable improvement on last year.

Looking ahead to 2015–16


Future major initiatives include starting implementation on the Queen Victoria Market precinct renewal and completing the second phase of works at Carlton Baths.

Goal 2: A creative city

Looking back on 2014–15

To ensure Arts House keeps growing as the centre for cutting-edge arts in Melbourne, a new team and new strategic plan was confirmed this year.

In terms of our performance:


  • The number of artists looking to work or base themselves in the municipality who sought our support decreased 11 per cent, largely explained by exceptional factors the previous year that saw particularly large numbers seeking our support.

  • Nearly half of all participants in arts and cultural programs surveyed reported engaging in our programs for the first time, up substantially from last year.

  • 91 per cent of respondents said Melbourne is an artistic and cultural city.

  • Regarding the cultural heritage component of our creative city goal, no trees were added to the Exceptional Tree Register and no further properties were added to the Heritage Register due to delays related to the planning scheme amendment process.

Looking ahead to 2015–16


A major initiative in the coming year is to install a public marker to commemorate the story of Tunnerminnerwait and Maulboyheenner.

Goal 3: A prosperous city

Looking back on 2014–15


We secured hosting rights for several major conferences as part of improving our City Yield Program, which will deliver economic benefits for the city.

In terms of our performance:



  • Business respondents gave an average satisfaction rating of 64.1 out of 100 for a range of City of Melbourne activities in terms of their contribution to economic resilience.

  • Trade connections made through business matching activities totalled 221, coming off a high of 476 the previous year, and partly reflecting the fact there were fewer inbound business missions this year.

Looking ahead to 2015–16

Future major initiatives include implementing the 2015–2019 Tourism Action Plan, developing and running business missions to key markets in China and Japan, and identifying activities to strengthen cross-council economic development activities.

Goal 4: A knowledge city

Looking back on 2014­­–15


We began implementing our new Knowledge City Strategy to support development of the municipality’s knowledge capacity, culture and reputation, and we delivered a year-round calendar of knowledge-related events including Melbourne Conversations and Melbourne Knowledge Week.

    In terms of our performance:

  • About 86 per cent of student participants in our programs believed their involvement increased their positive experience of Melbourne.

  • Library visitation increased 2.7 per cent on the previous year.

  • The number of attendees at knowledge-related events increased 4.5 per cent from the previous year.

  • 85 per cent of Knowledge Week participants felt more informed about the local knowledge sector.

Looking ahead to 2015–16


A major initiative in the coming year is to implement the second stage of our Open Data Program.

Goal 5: An eco-city

Looking back on 2014–15


Our new Chief Resilience Officer led the development of what will be Melbourne’s first resilience strategy, as part of the City of Melbourne’s membership of the 100 Resilient Cities Network.
  • We achieved a 3.85 per cent decrease in greenhouse gas emissions from City of Melbourne operations from last year.


  • Residential waste-to-landfill rose 6.7 per cent (the number of households serviced this year increased 8 per cent).

  • The volume of complaints per capita about waste removal received by the City of Melbourne held steady at 0.02.

  • There was no change in the capacity of our infrastructure to capture and reuse storm water this year; the benefits from planned new stormwater harvesting projects are expected to be reflected in future years’ results.

  • Tree-canopy cover in the municipality was 24.09 per cent, very slightly down from the previous year but on track to reach our 40 per cent canopy cover target by 2040.

  • The number of residents aware of climate change risks increased more than 7 per cent.

Looking ahead to 2015–16


Future major initiatives include progressing work on stormwater harvesting and integrated water management at various locations including Lincoln Square and University Square, and developing an implementation plan as part of our work under the 100 Resilient Cities program.

Goal 6: A connected city

Looking back on 2014–15


We rolled out ‘PayStay’ across the municipality – a new pay-by-phone parking system that makes parking more convenient.

  • The number of street connections allowing pedestrians to move easily within and between blocks in the city remained unchanged at an average 0.88 connections per block.

  • The average footpath space devoted to pedestrians in the city remained unchanged at about 19 per cent of the total carriageway area.
  • The proportion of city users who travelled primarily by bike or on foot to the city was 11.7 per cent, and 72.5 per cent within the city (2012–13).

Looking ahead to 2015–16


Future major initiatives include working with the Victorian Government on the Melbourne Metro Rail Project, and beginning implementation of the streetscape master plan for Elizabeth Street.

Goal 7: Resources are managed well

Looking back on 2014–15


In a major example of local democracy at work, we invited a randomly selected citizen’s jury to recommend how the Council should manage its spending and revenue over the next 10 years, resulting in our new Financial Plan.

  • The City of Melbourne’s long-term underlying surplus was $16.52 million this year – significantly higher than last year.

  • The rateable property assessments per employee at the City of Melbourne were 73.22 – up from 68.24 the previous year, reflecting a continued increasing trend in organisational productivity.

  • Residents’ satisfaction rating for our services was 73 out of 100 – not significantly different from last year.

  • Our voluntary and total workforce turnover was 7.83 per cent and 16.99 per cent respectively – both up from last year.

Looking ahead to 2015–16


A major initiative in the coming year will be to develop a Town Hall Precinct Plan.

Goal 8: An accessible, transparent and responsive organisation

Looking back on 2014–15


We introduced a new performance dashboard on our corporate website that allows residents and the public to track how well the City of Melbourne is delivering important services for the community each quarter.

  • There were 115 Council and Future Melbourne Committee items handled in confidential session, or 28 per cent of agenda items.


  • The number of online City of Melbourne publications remained unchanged at 19.

  • Visits to web-pages with Council registers and Council decisions made under the Planning and Environment Act 1987 increased 5 per cent.

  • Most residents surveyed are aware of (57 per cent) and less than half (41 per cent) had participated in our community engagement processes – slightly down from last year; 46 per cent rated those processes good or very good – similar to last year.

Looking ahead to 2015–16


A major initiative in the coming year will be to redevelop the corporate website as part of our digital transformation program.

Beyond the measures of progress against our long-term goals detailed in this report, the City of Melbourne also publishes performance results on how we’re delivering to our customers on a range of services and programs. See our quarterly performance results1.


2014–15 Key Projects


Project

Cost

Recreation Infrastructure Improvements –

Royal and Princes Parks



$6,200,000

Kathleen Syme Library and Community Centre, Carlton

$4,500,000

Streetscape Improvements and Design –

Undertaking of major streetscape improvements in the central city in accordance with the Streetscape Framework


$3,670,000

Queen Victoria Precinct Renewal

$2,305,000

Neill Street Reserve, Carlton –

Landscape and recreational facilities improvements Stage 2



$2,280,000

Return to Royal Park –

Reinstatement of parkland on the site of the old Royal Children’s Hospital in Parkville



$1,980,000

Bicycle Improvement Program –

Including Flemington Road and Arden St



$1,887,000

Urban Landscapes Climate Adaptation –

Streets and open spaces



$1,339,000

For more details on these projects see the Performance Against Our Goals section.

Services


  • Parks and gardens

  • Public health and safety

  • Recreation and leisure

  • Street cleaning and waste management

  • Arts and cultural policy and programming

  • Urban policy and design

  • International and national connections

  • Arts participation and activation

  • Business

  • City promotion and tourism

  • Events

  • Local laws compliance

  • Visitor and resident information

  • Research
  • Building, development and planning


  • Sustainable environmental management

  • Property and assets

  • Community Services

  • Roads, transport and infrastructure

  • Information technology

  • Customer relations

  • Legal, governance and corporate

  • Communications, media and publications

Visit City of Melbourne1 for the full range of services.

Sustainability at the City of Melbourne

Sustainability is at the heart of our community’s vision for Melbourne. We pride ourselves on being a sustainability leader, setting ambitious goals for both our organisation and the community to preserve and improve the city we love.

We face a number of future challenges due to climate change, population growth, a changing demographic and economic volatility. These challenges have prompted us to look at new ways to respond, while maintaining and growing Melbourne’s position as one of the world’s most liveable cities.

We are tackling these challenges in partnership with our community, by sharing the responsibility for building and maintaining a healthy and resilient environment for today and into the future.

Learn more about our goals for the city and how we are addressing our sustainability challenges and aspirations in each of the following areas: as a city for people, creative city, prosperous city, knowledge city, eco-city and connected city.

To ensure we lead by example, we focus on embedding sustainability thinking into everything we do. From empowering staff to look for sustainability opportunities in their existing roles, changing our processes and systems to drive sustainable outcomes, or creating unique programs in collaboration with our community to inspire change, we continually strive to pioneer the sustainability agenda.

Only by taking a holistic approach to considering the natural environment, our community, good governance and a healthy economy will we achieve all our Council goals and fulfil our community’s vision.

We report yearly on our sustainability progress using the Global Reporting Initiative (GRI) Sustainability Reporting Framework, the most widely used sustainability reporting standard in the world. We adopted this framework because it helps us identify, measure, report and assess how we are performing in our day-to-day activities in economic, social and environmental terms on the issues that matter most to our organisation and to our stakeholders. It provides measures and methods for assessing and reporting sustainability-related impacts and performance and is accepted as the world’s highest standard of sustainability reporting.

Learn more about how the City of Melbourne is striving to embed sustainability at the heart of everything we do as an organisation, as reflected in our goals of ensuring:


  • resources are managed well (see Goal 7 performance)

  • we are an accessible, transparent and responsive organisation (see Goal 8 performance)

  • we involve the community in our decisions, achieve continuous improvement, promote an engaging, safe and diverse workplace, reduce our environmental impacts, manage our risks and supply chain (see Our organisation).

  • To understand how we have applied the Global Reporting Initiative in the context of our report, see Our reporting approach.

Building a Resilient City

A key focus for us this year has been building Melbourne’s resilience to ensure our city can meet current and future challenges.

Resilient Melbourne is a metropolitan-wide project, led by the City of Melbourne and funded by 100 Resilient Cities (100RC), to develop a strategy that will improve urban resilience across greater Melbourne. 100RC was pioneered by the Rockefeller Foundation and aims to help cities around the world become more resilient to the growing physical, social and economic challenges of the 21st century. Chronic stresses and acute shocks rarely happen in isolation. By considering shocks and stresses in the same strategy, a city can respond better to adverse events and be more effective in delivering core functions and services in good times and bad.

Melbourne was selected from 372 applicant cities around the world to be among the first wave of 33 cities to join the 100RC network. We were chosen because we were judged to be a leader in addressing many resilience issues and a city that would be willing to test and adopt further innovations.

Phase one of Resilient Melbourne engaged a broad range of stakeholders across metropolitan Melbourne to understand our resilience landscape, including vulnerabilities, existing work and opportunities. This was synthesised into Melbourne’s first Preliminary Resilience Assessment proposing five focus areas for further assessment:


People – How can we support individuals and communities to take more responsibility for their own and each other’s health, wellbeing and safety?

Places – How do we create and sustain places where our buildings, infrastructure and activities promote social cohesion, equality and health?

Economy – How do we create diverse local employment opportunities that support an agile workforce, prepared for the jobs of the future?

Environment – How do we preserve and strengthen our natural assets and ecosystems alongside a growing population?

Policy - How can existing and emerging policies and practices help make Melbourne more resilient?

Through the combined efforts of all metropolitan partners with a stake in Melbourne’s future, Resilient Melbourne will develop and implement innovative solutions to promote Melbourne’s viability, liveability and prosperity today and for the decades ahead.


Events calendar

July


  • Melbourne Celebrations: Docklands Winter Fireworks: July – August 2014

  • Melbourne Celebrations: Women in Business lunch

  • The Age Run

  • Open House Melbourne

  • Melbourne International Film Festival

  • Victoria Day Flag Raising Ceremony

August


  • Melbourne Writers Festival

  • Melbourne Day

  • Melbourne Spring Fashion Week

September


  • AFL Grand Final Week and Centre Square

  • Fringe Festival

October


  • Melbourne Festival

  • Melbourne Celebrations: Lord Mayor’s Commendations (presentation ceremony)

  • Melbourne Knowledge Week

  • Melbourne Marathon

  • Victorian Seniors Festival

  • Carlton Italian Festa
  • Round the Bay in a Day


  • Spring Fling

November


  • Melbourne Celebrations: Melbourne Awards (Gala Ceremony)

  • Melbourne Music Week

  • Melbourne Cup Carnival

  • City 2 Sea

  • Night Noodle market

  • Melbourne Now (NGV)

  • Raising the Rattler Pole (w Class tram) Public Art Program

December


  • Myer Christmas Windows

  • Santa’s Grand Arrival

  • Melbourne Celebrations: Christmas Festival

  • The Ring Cycle (ACM)

  • Boxing Day Test Cricket

  • Carols by Candlelight

  • New Year’s Eve

  • Fruition – Public Art in Royal Park

  • RMIT Graduation Parade

January


  • Melbourne Celebrations: Sunset Series Events

  • Midsumma Festival

  • Japanese Summer Festival

  • Australian Open

  • Australia Day

  • Ride the Night

  • Royal Croquet Club

  • Sugar Mountain

  • Water Slide Events (till March)

February


  • Chinese New Year

  • White Night Festival

  • Indigenous Arts Festival

  • Melbourne Cycle

  • Sustainable Living Festival

  • Antipodes Lonsdale Street Festival

  • Herald Sun Tour

March


  • Moomba Festival

  • Virgin Australia Melbourne Fashion Festival

  • Melbourne Food and Wine Festival

  • Formula1 Australian Grand Prix

  • Cultural Diversity Week

  • Melbourne Celebrations: International Women’s Day Breakfast

April

  • Dragonboat Festival


  • Dutch Orange Day

  • Melbourne International Flower and Garden Show

  • Melbourne International Comedy Festival

  • Melbourne International Design Week

  • Buddha’s Day and Multicultural Festival

  • Run for the Kids

  • Anzac Day

May


  • Mother’s Day Classic

  • National Reconciliation Week

  • Melbourne Winter Masterpieces

June


  • Circus Oz

Council governance


Statutory responsibility for local government lies with each Australian state or territory. An Act of each State Parliament specifies local government powers, duties and functions. In Victoria, the legal basis for councils is established under the Constitution Act 1975 and the Local Government Act 1989.

The City of Melbourne comprises a lord mayor and deputy lord mayor and nine councillors.

Under the provisions of the City of Melbourne Act 2001:


  • Melbourne is not divided into wards

  • the leadership team (Lord Mayor and Deputy Lord Mayor) is elected separately from councillors

  • the preferential voting system is used to elect the leadership team and proportional representation is used to elect councillors.

The current Council was elected for a four-year term in October 2012. The next Council election is scheduled for October 2016. More information about local government elections is available from the Victorian Electoral Commission1.

Council decisions

Councillors make decisions at Council meetings and Committee meetings (to which certain powers are delegated by the Council). Future Melbourne Committee meeting decisions are subject to a ‘referral notice process’, meaning that where fewer than six committee members vote in favour of a motion, or the Chair uses their casting vote, members have the option of referring the matter to the next Council meeting for decision.

Delegations


Melbourne City Council’s powers under the Local Government Act 1989 or any other Act may be delegated to a Committee or Council, to a City of Melbourne officer (including the Chief Executive Officer), or sub-delegated to a City of Melbourne officer by the Chief Executive Officer. Staff members are accountable to the Chief Executive Officer. The Council and its committees make policy and staff members make decisions in accordance with that policy. The exercise of delegation is subject to the Council’s Delegations Policy.

Councillor conduct


The City of Melbourne’s Councillor Code of Conduct outlines the role of the Council and provides an overview of councillor responsibilities in accordance with the Local Government Act 1989.

The code includes guidelines for rules of conduct, decision-making and use of City of Melbourne resources. It also includes procedures for disclosure of interests and conflicts of interest that go beyond legislative requirements.

All councillors received training on conflict of interest and misuse of position provisions as part of the new Council induction program, which took place in 2012. They receive regular communication via the City of Melbourne’s Governance and Legal branch and the Victorian Government, in regards to updated information, guidance and tools on these areas.

Councillor allowances

Councillors are paid an allowance set by the Victorian Government. This allowance is paid in recognition of the demands placed on councillors in carrying out their civic and statutory duties, and for their work on policy development, as spokespeople on community matters and as representatives of the Melbourne City Council and Melbourne in Australia and overseas.

The allowances are:


  • Lord mayor – $180,163

  • Deputy lord mayor – $90,081

  • Councillors – $42,302

Councillors are also provided with a car park, office and executive support.

Expenses


Councillors incur expenses in the course of fulfilling their roles. Expenditure is regulated by the Councillor Expenses and Resources Guidelines, as revised by the Council in May 2015 and consistent with section 75 of the Local Government Act 1989. Councillor expenses are reported in detail every quarter on our website.

Subsidiaries and trusts


The City of Melbourne has three wholly-owned subsidiaries:

  • CityWide Service Solutions Pty Ltd – a company established to provide contract services on a competitive basis to local government and other public and private sector clients.

  • Queen Victoria Market Pty Ltd – a company established to manage and develop the Queen Victoria Market.

  • Enterprise Melbourne Pty Ltd – a company established to hold the registration for the Enterprise Melbourne Tianjin Representative Office, Tianjin, China.

  • The City of Melbourne has an interest in other entities including:

  • Sustainable Melbourne Fund – the City of Melbourne holds all units in this trust, a strategic trust established to support and promote sustainable development.

  • Regent Management Company Limited – shared with the Victorian Government, the City of Melbourne has a 50 per cent interest in this company, established to manage the historic Regent Theatre in Collins Street, Melbourne.
  • MAPS Group Limited trading as Procurement Australia – the City of Melbourne is majority shareholder of this company.

Documents available for inspection


The Local Government Act 1989 and Local Government (General) Regulations 2004 require us to keep certain statutory registers and documents, most of which can be viewed on the City of Melbourne website, or, in certain cases, on application. Information on how to go about obtaining information and documents from the Council can be found in the ‘About Council’ section of our website, or by making a request in person at the Melbourne Town Hall Administrative Building, 120 Swanston Street, Melbourne during office hours.

The following documents are available:



  1. details of current allowances fixed for the Lord Mayor, Deputy Lord Mayor and Councillors

  2. the total annual remuneration for all senior officers in respect of the current financial year and the previous financial year, set out in a list that states—

    1. ranges of remuneration of senior officers, where the difference between the lower amount and the higher amount in each range must not exceed $10 000; and

    2. the number of senior officers whose total annual remuneration falls within the ranges referred to in subparagraph (i)

  3. details of overseas or interstate travel (with the exception of interstate travel by land for less than 3 days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months, including the names of the Councillors or members of Council staff and the date, destination, purpose and total cost to the Council of the overseas or interstate travel, including accommodation costs
  4. names of Council officers who were required to submit a return of interest during the financial year and the dates the returns were submitted


  5. names of Councillors who submitted returns of interest during the financial year and the dates the returns were submitted

  6. agendas for and minutes of ordinary and special meetings held in the previous 12 months kept under section 93 of the Act except if the minutes relate to parts of meetings which have been closed to members of the public under section 89 of the Act

  7. a list of all special committees established by Council and the purpose for which each committee was established

  8. a list of all special committees established by the Council which were abolished or ceased to function during the financial year

  9. minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public under section 89 of the Act

  10. a register of delegations kept under sections 87 and 98 of the Act, including the dates on which the last reviews under sections 86(6) and 98(6) of the Act took place

  11. submissions received in accordance with section 223 of the Act during the previous 12 months

  12. agreements to establish regional libraries under section 196 of the Act

  13. details of all property, finance and operating leases involving land, buildings, plant, computer equipment or vehicles entered into by the Council as lessor or lessee, including the name of the other party to the lease and the terms and the value of the lease

  14. a register of authorised officers appointed under section 224 of the Act
  15. a list of donations and grants made by the Council during the financial year, including the names of persons or bodies which have received a donation or grant and the amount of each donation or grant


  16. a list of the names of the organisations of which the Council was a member during the financial year and details of all membership fees and other amounts and services provided during that year to each organisation by the Council

  17. a list of contracts valued at $150,000 or more which the Council entered into during the financial year without first engaging in a competitive process; and which are not contracts referred to in section 186(5) or (5A) of the Act.


: SiteCollectionDocuments
SiteCollectionDocuments -> Year one progress report
SiteCollectionDocuments -> City of Melbourne Annual Report 2012–13
SiteCollectionDocuments -> Year one key achievements Melbourne Music Symposium 2015
SiteCollectionDocuments -> City of Melbourne Annual Report 2015-16
SiteCollectionDocuments -> We are pleased to present to you the City of Melbourne’s annual report for 2012–13
SiteCollectionDocuments -> World War One memorials in the City of Melbourne by Dr Michael Cathcart
SiteCollectionDocuments -> Learning Objective Activities Areas of Learning
SiteCollectionDocuments -> Queen mary 2 Fact Sheet
SiteCollectionDocuments -> Discussion Paper on Ecosystem Services for the Department of Agriculture, Fisheries and Forestry Final Report
SiteCollectionDocuments -> Transport/movement re theme: leaders


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