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 2013–17, including the priorities that shape its program of work and the outcomes sought during each Council’s four-year term.
This 2015–16 Annual Report is the third progress report against our Council Plan 2013–17. 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:
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 14 inner city suburbs. Almost 129,000 people call the municipality home and a further 762,000 people visit 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 32.5 per cent increase in the weekday population by the year 2030.
14 suburbs (former neighbourhoods of Jolimont and Fishermans Bend have been merged into East Melbourne and Port Melbourne respectively)
121 languages (Australian Bureau of Statistics 2011)
138 cultural backgrounds (Australian Bureau of Statistics 2011)
18,932 businesses at 30 June 2016
128,980 residential population
39,800 residential student population
Our vision and goals
For Melbourne to be a bold, inspirational and sustainable city, as expressed in the Future Melbourne Community Plan.
To achieve the community’s vision of Melbourne as a bold, inspirational and sustainable city.
Our Council Plan 2013–17 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.
We strive to make everything we do easier, better, faster and cheaper for our customers, gaining more value from our limited resources.
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 Acting Chief Executive Officer
It is my pleasure, as acting Chief Executive Officer, to present this Annual Report – the City of Melbourne’s account of our performance over the past year. Our Council’s vision is to be a world-leading city that is bold, inspirational and sustainable. This report demonstrates the passion our people have for the city and their commitment to achieve high-level results for the community and bring that vision to life.
Every year is significant in an organisation as large and diverse as the City of Melbourne. Still, the last twelve months have seen us undertake some major steps in our pursuit of the best possible future for our city.
We have started to implement the Queen Victoria Market Precinct Renewal Master Plan. The restoration of this iconic market is the largest project the City of Melbourne has ever undertaken. We released an Implementation Framework that will guide the work over the next five years and outlines key timeframes for stages of the project. Importantly, it guides how the market will continue to trade during the renewal and into the future. The framework shows how at the end of the renewal works the market will largely look and feel the same, but will be set in amongst the best streets and open spaces Melbourne has to offer.
Our population has grown significantly in the past few years and will continue to do so. Ongoing community input is an integral part of our preparation for that growth. Earlier this year, we invited people from all over Melbourne to share their hopes and aspirations for our city, as we refreshed the original Future Melbourne plan. Future Melbourne 2026 is an impressive example of collaboration from young and old, individuals and groups, experts and enthusiasts. It’s the community’s 10-year vision for the city, and its recommendations will be considered by the newly elected Council as part of the next Council Plan.
Not only is our population growing, Melbourne is entering a period of significant technological, economic and ecological change. We must be prepared for this change and the challenges it brings. In collaboration with Melbourne’s 31 other councils and Victorian Government, we released the Resilient Melbourne Strategy and implementation plan – the first of its kind in Australia. The plan offers a new way to address future challenges and stresses, so that the people who live and work in metropolitan Melbourne can adapt and prosper long into the future.
In 2016–17 we are continuing to strengthen the infrastructure and amenity of the city through our partnership with the Victorian Government on the Melbourne Metro Rail Project, and through planning for the renewal of key areas such as Arden Macaulay and Fishermans Bend. We will continue to advocate for greater collaboration between local, Victorian and Australian Governments to ensure the city and the people who continue to live, work and visit here can thrive.
Importantly we are gearing ourselves up to keep pace with the increasing importance residents, visitors, students and workers place on digital services. We have developed a four-year organisational plan to help us improve our customer experience and increase our technical capacity, so that we can deliver even better support to our Council and the community.
I want to thank the Councillors for their leadership, vision and commitment to the city. Finally, I thank all City of Melbourne employees for the hard work, dedication and passion you have shown in the last year. Much has been achieved, and I look forward to continue working with the community and the next Council.
- Martin Cutter, Acting Chief Executive Officer, City of Melbourne
Due to the Council election in October 2016 and the caretaker period required by the Local Government Act 1989 (Vic), there is no Lord Mayor’s message in the 2015–16 annual report.