City of Melbourne Annual Report 2015-16

Employee development and training

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Employee development and training

To get the best out of our people we want to build a culture that empowers employees to use their skills and judgement to make good decisions. We take our commitment to our employees seriously, providing opportunities to develop and grow and evolve their capabilities.

Last year we ran 86 courses through our City of Melbourne learning program, with a total of 2887 participants. A breakdown of average training hours by gender and classification can be seen in Average formal training hours by gender and classification. The increase of training hours for males at classification 3 can be attributed to the extensive technical training delivered to our On-Street Compliance Services team.

We are committed to improving the customer experience and building a customer centric culture. We created a new set of customer service standards and delivered training to all staff to improve capability and support all employees to work together to deliver the best outcomes for Council, our residents, ratepayers, businesses and visitors.

The City of Melbourne is proud to make a commitment to fully support reconciliation. As part of our Reconciliation Action Plan 2015–18, we have revised our corporate induction program to include an Aboriginal Cultural Awareness Walk for all new employees facilitated by the Koorie Heritage Trust.

Our leaders play a pivotal role in shaping our organisational culture and we continue to support their development as contemporary public sector leaders. Building on our Leading Diversity program, the management team participated in Unconscious Bias training to support them in actively promoting inclusion and diversity. They also participated in a program of 360-degree feedback to increase self-awareness and understanding of leadership capability and impact.

Our Mentoring programs this year focussed on two streams, with one program for female leaders and the other for parents returning from parental leave. The program supports the development of employees through pairing them with experienced leaders to build their leadership capability in addition to formal training.

The City of Melbourne’s Fraud and Corruption Policy is a key part of its risk management approach. All employees are made aware of updated policies, procedures and training requirements upon commencement and via regular CEO messages. This year, all our employees completed mandatory refresher training on anti-corruption/fraud awareness. The table below shows the total number of employees who received training.

Average formal training hours by gender and classification


Class 1

Class 2

Class 3

Class 4

Class 5

Class 6

Class 7/ Senior officer*


Total average





















Anti-corruption training by classification


Class 1

Class 2

Class 3

Class 4

Class 5

Class 6

Class 7/ Senior officer













Involving the community in our decisions

Over the past few years the City of Melbourne has been building our capacity to engage with our community, and involving the community in our decisions is firmly embedded in everything we do.

As we face the challenges of a growing and changing city we can only build resilience and flourish if we do more together. To do this we work to connect people with our organisation, to other agencies, to each other and to the places they live.

In addition to the many programs, services and strategies that seek community input, our engagement activities now routinely include deliberative processes. This means that we want to work with community members to help us solve some of the complex issues facing our city in to the future: how can we grow and maintain our liveable status, how do we mitigate the impacts of climate change and how do we embrace a digital future?

These were some of the questions tackled by the Future Melbourne 2026 Citizen’s Jury, a group of 50 randomly selected Melburnians who came together over a six-week period to; learn – understand – focus – deliberate, and finally, to agree. The City’s second citizen’s jury in as many years was made up of residents, business owners and city workers. This group reached an 80 per cent majority on a refreshed vision, goals and priorities for Future Melbourne 2026.

Other partnership approaches to engagement with our community include our urban forest strategy, which has grown into advocacy with the Citizen Forester program. A growing group of volunteers partner with us to map vegetation, identify trees that have significant habitat values and help to collect samples for genetic testing. This innovative research will ultimately help us to create a more diverse urban forest that is resilient to the impacts of climate change, pests and diseases.

Four of our city’s laneways are being co-designed with businesses, owners and residents for the Greening Laneways project. Four laneways were chosen for the 2016–17 pilot from over 800 nominations. There is ongoing community input into the design and use of our open spaces and much-loved icons such as the Queen Victoria Market.

Our community has also helped shape the direction and detail of other projects including:

Active Melbourne Strategy

  • Bicycle Plan 2016–20

  • Bioblitz

  • City Road Master Plan

  • Domain Parklands Master Plan

  • Lady Huntingfield redevelopment

  • Last Kilometre Freight Plan

  • Skate Melbourne Framework

  • Smoke-free zones

  • Southbank Boulevard

  • Sunlight to Public Places

  • University Square

  • Waste collection zones in the central city.

Our online engagement on Participate Melbourne continues to evolve with new and improved digital tools that make it easier for the community to submit their ideas on projects, plans and strategies.

Cross-organisational collaboration has resulted in the development of new participatory mapping, citizen science, interactive planning and data visualisation tools that have helped community members understand and engage on projects including Green your Laneways, BioBlitz, University Square and CityRoad.

Learn more about the results of the community engagement undertaken on these projects on Participate Melbourne1.

The City of Melbourne has also been proactive in bringing the community into the conversation on collaborative engagement projects with the Victorian Government, including the Melbourne Metro Rail Project, the Western Distributor Project, Fishermans Bend and the Arden Macaulay Renewal Area.

We also consult regularly with a variety of specific interest groups including those representing vulnerable groups, for example the:

  • African Australian Community Partnership

  • Disability Advisory Committee

  • Homelessness Advisory Committee

  • Melbourne Youth Services Forum

  • Service Coordination Group.

As part of our commitment to continuous improvement, we have prioritised building our organisational capacity to improve engagement with our diverse communities, with a focus on our Aboriginal communities, to ensure these voices are included in our decision-making.

The outcomes of our community engagement are better decisions that result in improved policy and services and greater community satisfaction and wellbeing.

: 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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