Our customers are our community. In interacting with them, we are guided by certain legislative standards and requirements. We also have a general commitment towards providing a positive experience to those we serve.
The following pieces of legislation set out basic standards for how we look after our customers’ interests.
Privacy and Data Protection Act 2014
Two privacy complaints were received by the organisation during the 2015–16 financial year. Both were resolved internally. No complaints from regulatory bodies were received and no losses of customer data occurred.
Disability Act 2006
The City of Melbourne strategy Melbourne for All People 2014-17 has supported the participation of people of all ages and abilities through ensuring services and programs planned, provided or funded by the City of Melbourne are in in accordance with the Disability Discrimination Act 1992 (Cth).
Key initiatives delivered by the City of Melbourne work to reduce and eliminate access barriers and support equity of access for all people who come to the city. Examples of key achievements include:
Twenty footpath infrastructure projects that improve access through upgrades of step free ramps, installation of tactile ground surface indicators, stair nosing and tactile street nameplates to enhance directional information for people with mobility and vision impairments.
Facility upgrades to enhance participation of people with disability through toilet upgrade works at the Council House Car Park, City Library and upgrade of a lift within the Lower Town Hall.
Through the delivery of disability awareness programs such Good Access is Good Business, Deaf Access and Deaf Blind World Workshops, over 350 participants were provided with information and experiential experiences that raised their awareness of access barriers and helped them address these issues.
Protected Disclosure Act 2012
To access our procedures, please refer to melbourne.vic.gov.au/about-council/governance-transparency/policies-protocols/pages/protected-disclosures.aspx.
During 2015–16 no disclosures were notified to the Independent Broad-based Anti-corruption Commission.
Carers Recognition Act 2012
We have taken all practicable measures to comply with our responsibilities under Victoria’s Carers Recognition Act 2012 (the Act). We have promoted the principles of the Act to people in care relationships who receive City of Melbourne Home and Community Care services, to people in care relationships and to the wider community in the following ways:
developing and implementing a peer support carers group
liaising closely with other service providers such as Carer Respite Centres on behalf of carers
providing information via our intake and information service
recognising the role of carers by including carers in the assessment, planning, delivery and review of services that impact on them and their role as carers
providing respite and planned activity services to provide the primary carer a break from caring responsibilities
providing information to organisations represented in Council and community networks.
Our services have policies that satisfy the Community Care Common Standards, which incorporate recognition of carers in relation to services that impact on them in their role as carers.
Domestic Animals Act 1994
In accordance with Victoria’s Domestic Animals Act 1994 we prepare a Domestic Animal Management Plan at four-year intervals, in consultation with the Victorian Department of Economic Development, Jobs, Transport and Resources.
As a part of delivering the 2013–17 plan, over 270 hours were delivered in proactive enforcement and community education including patrols utilising sustainable electric bicycles as transport covering over 3500 km in public spaces.
In 2015 we made submissions to the Parliamentary Inquiry to Restricted Breed Dogs and advocated to the Victorian Government for participation in the review of the Code of Practice for the Operation of Pet Shops.
A full evaluation of the plan will be carried out in 2016–17 to guide the preparation of the 2017–21 Plan.
Customer health and safety
Customer health and safety is addressed through our risk management procedures and responsibilities under occupational health and safety legislation. Health and safety impacts are assessed for all our services and products in accordance with legislation, our occupational health and safety management system and internal policies and procedures. This requirement is evidenced through internal and external audit results. Due to the diverse nature of our services and products, no statistical evaluation is undertaken on the percentage of services and products for which health and safety impacts are assessed for improvement.
The City of Melbourne Organisational Action Plan – One Melbourne, One CoM was a blueprint for change in 2015–16. Its purpose was to respond to the areas identified for improvement from the Organisational Capability Review. This independent and forward thinking assessment informed the City of Melbourne of its ability to meet future objectives and challenges.
Whilst continuing to deliver for Council is our first priority this plan detailed that, an increased focus on how we deliver, working together purposefully and building a better organisation that is more integrated, more collaborative and more efficient.
Key drivers of success for City of Melbourne’s improvement actions were to:
Strengthen our organisational vision in the face of future challenges
The successful implementation of a consistent approach to the branch planning process across the organisation saw 100 per cent of branches applying the new and improved organisational standards. Additionally a branch plan expo ensured an opportunity to share plans across the organisation supporting the agenda of collaboration and transparency across the City of Melbourne.
A focus on improving how we support our people leaders resulted in the establishment of the CoM Leaders forum. Consistent and clear communication channels including hearing directly from the Executive and sharing opportunities via organisation wide expos have ensured our leaders make informed decisions and enable a collaborative environment.
Processes and Systems
A cross functional team collaborated to identify overlap in our core operations with the intention to simply and reduce duplication. Those processes identified included asset management, contract management, waste management, enforcement and processing of customer documentation.
An action focused on developing a prototype for future online and social media presence to support city liveability, community engagement and customer service. The City of Melbourne currently provides a range of services aimed at providing support to our customers through ‘life episodes’. We engaged with more than 50 customers who were either ‘having a baby’ or ‘moving to Melbourne as an international student’. The insights and ideas generated fed directly into the creation of series of prototypes, aimed at curating the information available to our customers in a way that responded to their needs. A great example of how the City of Melbourne can work directly with our customers to design solutions with a future-lens.
The active promotion of mobility across the organisation has enabled a workforce that can better develop and evolve their capability. The improvement to the visibility of internal opportunities resulted in 191 temporary transfers offered since 1 July 2015. This unprecedented access to development for all City of Melbourne staff saw all backfill opportunities for people leadership roles going through an expression of interest process.
In addition to the One Melbourne, One CoM Action Plan, a number of improvement efforts continued within the organisation. Individuals and teams continued to seek out opportunities for improving efficiency and the customer experience.
Highlights this year include:
Melbourne Music Week was created to support and celebrate the local music scene. Every year, our Events branch is faced with delivering the best experience for our customers while minimising the impact on surrounding residents and businesses. This time, by improved stakeholder engagement and utilising an enclosed underground space we saved $17,000, improved the sound quality and received zero noise complaints. A great outcome for us, our customer and our stakeholders.
The City of Melbourne Services Dashboard was also the focus of the continuous improvement efforts to enable access to information that is deemed important and relevant to our community. Our goal was to improve the capacity of the data that we report ensuring its timeliness and flexibility. The new and improved interactive dashboard supports City of Melbourne’s goal of transparency and accountability. The Services Dashboard will continue to improve as we become more responsive to community needs and use our open data principles to enhance our performance information.
The new City of Melbourne website enables customers to provide feedback on the content of each page they visit providing an interactive forum for them to provide timely input. The functionality includes a link to submit a general enquiry, request a service, provide feedback on products and services or make a complaint.
A cross section of organisational continuous improvement activities:
Action: Improved the servicing of the municipality's 470 syringe bins.
Outcome: A reduction in costs of 44 per cent ($49,000) per annum.
Action: The What's On website was made mobile responsive.
Benefit: With 6.3 million visits to What’s On each year, 67 per cent of which are on mobile/tablet devices, the website now provides a better user experience for its primary mobile audience.
Action: Reviewed and renegotiated the Car Park Services Contract in Property Services
Outcome: A $140,000 opportunity saving.
Action: Improved the process for Wayfinding and Information Signage in Parks.
Benefit: A time saving of 10 weeks to have a single sign replaced from 4 months to 6 weeks
Action: New paperless program implemented for Festival of Live Art 2016
Outcome: A saving of $4800 and a reduction of 5000 printed programs.
Action: A paperless ticket system implemented for all Arts House shows.
Outcome: A decreased expenditure of $1662, print reduction of 10,000 tickets and productivity gains of 236 hours per annum.
Action: Reduced hire costs and improved venue accessibility at the Meat Market
Benefit: A saving of $880 in labour costs for every two clients, each month, making the space more affordable and accessible to the smaller arts and community sector.
Action: Process changes within On-street Compliance Services to improve timely identification of a vehicles new owner.
Outcome: An annual saving of $8000 and a reduction in the manual processing of infringements.