City of Melbourne Annual Report 2015-16

Goal 7: Resources Are Managed Well

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Goal 7: Resources Are Managed Well

An organisation that manages its resources well will use what it has available efficiently and effectively to achieve its goals and ensure the community will continue to grow and prosper locally, nationally and internationally.


  • 3 projected outcomes

  • 4 progress indicators

  • 5 priorities identified

  • 10 actions for 2015-16

  • Delivered via 10 service areas, 9 strategies/plans

Our approach

As an organisation, the City of Melbourne aims to constantly improve what we deliver and how we deliver it. We strive to make everything we do easier, better, faster and cheaper for our customers, gaining more value from our limited resources. Ensuring our ‘resources are managed well’ is about making sure we are financially sustainable as an organisation, our customers are satisfied with the service they receive and that we attract, retain and develop the workforce we need.

Issues and challenges

Ongoing projects include the financing and funding strategy for the Queen Victoria Market renewal project. A funding model has been developed and will be implemented by the end of 2016. Our real estate portfolio review is also underway, with a report and summary of recommendations now complete. The report will be presented to our leadership team in July 2016. We are also currently reviewing the 1999 policy on how we sell surplus sub-scale land holdings. The policy has been reviewed with internal stakeholders, a critical process map has been prepared and a report has been drafted for the Future Melbourne Committee to consider in August 2016.

Future directions

A major initiative in the coming year will be to endorse the scope, staging and financing of the revitalisation of the Town Hall precinct.

As an organisation where ‘resources are managed well’ we continue to look for ways to achieve this in every facet of what we do. Find out more on how we apply this approach throughout our business in these sections:

  • Improvement

  • Our people describing our approach to fostering a talented, engaged workforce as well as safe and diverse workplace

  • Our procurement and supply chain

Goal 7 service areas: Finance, Information technology, Customer relations, Human resources, Learning and development, Property and assets, Building, development and planning, Lean thinking, Corporate planning and performance, Sustainability

Major Initiative

  • Develop a Town Hall Precinct Plan, including considering options such as library services and exhibition space for city memorabilia

We are currently developing a Town Hall Precinct Plan, and as part of this, Council passed a resolution on the Town Hall Precinct (Council House 1 portion) Redevelopment Proposal in May 2016. This Proposal will advance the process of redeveloping the Council House 1 portion of the Precinct, which contains Council House, the Commonwealth Bank Building and associated land holdings. We are now preparing expression of interest documents and a comprehensive financial analysis by late 2016.


  • Asset Management Strategy 2015–25

The City of Melbourne is serious about taking care of our assets now and into the future. This strategy was developed as part of a long-term plan to assess, monitor and plan for the assets we will need in the coming decade. By managing our assets carefully we aim to meet future challenges and ensure long-term sustainability and liveability. We want Melbourne to grow and prosper over the next decade without diminishing service levels. This strategy outlines our understanding of the assets we own and manage on behalf of the community. It explains why we need to change the way we manage our assets, what future assets will look like, what we need to do to design, build and manage these assets, and how we intend to deliver this strategy.

How we’re performing against our indicators of progress

The City of Melbourne aims for several outcomes over the four years of its Council Plan 2013–17. We measure progress by the indicators below.

Projected outcome

Financial sustainability as an organisation

Long-term underlying surplus.

City of Melbourne’s long-term underlying surplus:

2013–14: $1.2 million

2014–15: $18.02 million

2015–16: $15.93 million

Our progress

The underlying surplus is the most appropriate measure of the City of Melbourne’s long-term financial sustainability. Unlike the comprehensive result reflected in the Financial Statements, the underling surplus removes once-off non-cash gains from revaluations and external contributions towards capital projects. In 2015–16 our underlying surplus was $15.93 million and higher than planned. The higher underlying surplus is attributed to higher revenues across most major revenue streams. The result has strengthened the City of Melbourne’s financial flexibility and goes some way towards funding important and significant infrastructure that has been identified in our 10-Year Financial Plan.












Operating expenditure




Results from ordinary activities




Net gain/(loss) on disposal of assets




Gain on Investment Revaluation




Contributed assets




Writedown on Investment








Less external contributions to capital




Less gain on investment revaluation




Less contributed assets




Add transfer assets to external parties




Add writedown on investment




Underlying surplus/(deficit)




Rateable property assessments per full-time employee.

Rateable property assessments per employee:

2012–13: 66.91

2013–14: 68.24

2014–15: 73.22

2015–16: 70.33

Our progress

The figure 70.33 represents the rateable property assessments per equivalent full-time City of Melbourne employees (1393.33) at 30 June 2016.

Projected outcome

Customers who are satisfied with the service they receive

Customer satisfaction with how City of Melbourne staff members deliver services.

Customer satisfaction with our services:

2013–14: 74/100

2014–15: 73/100

2015–16: 73/100

Our progress

The Department of Transport, Planning and Local Infrastructure surveys residents’ satisfaction with their local council’s customer service performance each year. In 2015–16, the City of Melbourne scored 73 out of a possible 100. This year’s result is unchanged from last year.

Projected outcome

The attraction, retention and development of the workforce we need

Staff retention rate/workforce turnover.

Workforce turnover rate:

2013–14: 13.22% (total turnover) 6.28% (voluntary turnover)

2014–15: 16.99% (total turnover) 7.83% (voluntary turnover)

2015–16: 12.54% (total turnover) 6.49% (voluntary turnover)

Our progress

Our workforce turnover rate (including voluntary and involuntary turnover) for all employment types was 12.54 per cent for the year, down from last year’s rate.

Priorities and Actions

A total of seven actions and activities were completed under Goal 7, resources are managed well. Three actions not completed in 2015–16 will continue to be delivered in the 2016–17 financial year. Some relate to projects that span multiple years and some were delayed due to unforeseeable external factors.

Our 4-year priorities are…

Our 2015–16 focus was…

Over the next year we will…

Develop and endorse a 10-year financial strategy

  • Complete and implement the financing and funding strategy for the Queen Victoria Market renewal project

Ongoing: Ongoing

  • Work supporting this priority is included in our regular business for the year

Maximise the return on our existing or potential commercial assets

  • Review the complete real estate portfolio and make recommendations on future portfolio rationalisations

Ongoing: Ongoing
  • (Major Initiative) Develop a Town Hall Precinct Plan, including considering options such as library services and exhibition space for city memorabilia

Ongoing: Completed

  • Improve our delivery of capital works to optimise sustainability

Ongoing: Completed

  • Review the 1999 policy on how we sell surplus sub-scale land holdings

Ongoing: Ongoing

  • (Major Initiative) Endorse the scope, staging and financing of the revitalisation of the Town Hall precinct

  • Further engage with Procurement Australia on reform of its constitution

Improve customer experience while increasing organisational productivity

  • On behalf of our customers and community, better align the organisation's efforts around our goals, services, improvement, culture and response to global challenges

Ongoing: Completed

  • Strengthen and align our organisational leadership and improvement efforts to respond to the City of Melbourne’s Capability Review and the 10-year Financial Plan

Ongoing: Completed

  • Extend the measurement of customer experience to more services, allowing the results to guide improvement efforts

Ongoing: Completed

  • Begin implementation of the City of Melbourne Organisational Plan

  • Through the centre-led procurement model review major expiring service contracts in 2016-17 related to coin collection, the tourist shuttle bus, security services and street cleaning

Improve information management and systems by implementing our IT Strategy
  • Implement selected actions from the Information and Communication Technology (ICT) Strategy, focussing on road-mapping, data and business process improvement

Ongoing: Completed

  • Work supporting this priority is included in our regular business for the year

Implement a workforce planning model

Ongoing: Completed

  • Work supporting this priority is included in our regular business for the year

: SiteCollectionDocuments
SiteCollectionDocuments -> Year one progress report
SiteCollectionDocuments -> City of Melbourne Annual Report 2012–13
SiteCollectionDocuments -> Year one key achievements Melbourne Music Symposium 2015
SiteCollectionDocuments -> Annual Report 2014–15
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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