We are pleased to present to you the City of Melbourne’s annual report for 2012–13

Download 1.38 Mb.
Date conversion29.03.2017
Size1.38 Mb.
1   ...   4   5   6   7   8   9   10   11   12

Chief Executive Officer

Dr Kathy Alexander is the Chief Executive Officer (CEO). Her functions and powers are principally determined by the Local Government Act 1989 (Vic) and include:

  • establishing and maintaining organisational structures to implement Melbourne City Council decisions

  • ensuring that Council’s decisions are implemented

  • managing the organisation’s day-to-day operations

  • providing advice to the Council

  • appointing, directing and terminating staff, and managing all other issues that relate to staff.

The office of the CEO liaises with the offices of the lord mayor, deputy lord mayor and councillors, the Australian and Victorian governments and other major community and corporate stakeholders. The CEO also attends Council meetings.

Divisions and directors

The City of Melbourne has an organisational structure of five divisions. Branches within each division perform specific functions, collaborate on projects and share their particular knowledge and expertise across the organisation.

City Design – Rob Adams, Director

The City Design division is responsible for developing strategic plans and urban design policy as well as delivering best practice in design, project management and parks services. The division has primary responsibility for Docklands and the coordination and delivery of major projects and the capital works program. It also ensures we maintain our reputation as a leader in the sustainable design and management of public spaces.

City Business – Martin Cutter, Director

The City Business division focuses on supporting businesses and business development in Melbourne. The division contributes to positioning Melbourne as a world-class city in local, national and international markets through managing events, tourism services, international business relationships and marketing programs. The division works with a wide range of stakeholders including ratepayers, businesses, retailers, city visitors, tourists, sister cities, major sporting bodies and government departments.

City Planning and Infrastructure – Geoff Lawler, Director

The City Planning and Infrastructure division advises the Council on research, city planning and the future sustainable development of Melbourne. It manages the City of Melbourne’s bridges and drainage, road infrastructure, as well as municipal services such as parking and traffic management, waste management and street cleaning. The division also administers local laws and regulations to develop, improve and protect the general amenity of the municipality.

Community Development – Linda Weatherson, Director

The Community Development division plans and provides high-quality, cost-effective and customer focused services to the community. These include recreational services, health services, family and children’s services, aged care, library and customer relations services. The division addresses key social issues that affect city life, particularly in relation to city safety, public space and accessibility for all members of the community, and manages cultural programs and infrastructure, which enhance the city’s reputation as a liveable city.

Corporate Business – Mark Stoermer, Director

The Corporate Business division is primarily responsible for providing support services to the organisation. These services include legal advice, human resource management, information technology systems, corporate planning, financial services, property services and management of the municipality’s financial assets. The division also plays a role in liaising with our wholly-owned subsidiaries, which contribute to the City of Melbourne’s revenue.

City of Melbourne organisational chart

Staff classifications
  • Classification 1 and 2 – child care workers, school crossing supervisors, fitness instructors, information officers

  • Classification 3 – child care workers, parking and traffic, office administrative support

  • Classification 4 – administrative support, environmental health, project officers, kindergarten teachers

  • Classification 5 and 6 – professionals, analysts, programmers, technical staff, maternal and child health nurses, immunisation nurses, event managers

  • Classification 7– team leaders and professionals

  • Executive – managers, directors and the CEO.

Staff profile
The gender balance of City of Melbourne staff is 58 per cent female and 42 per cent male. Women hold 33 per cent of executive positions. Sixty per cent of female staff and 40 per cent of male staff are employed in classification range 3 to 6. The following tables illustrates how employee gender is divided across the eight classifications, how gender is spread across different age groups and the number of staff by years of service and gender.

Number of staff by classification and gender as at 30 June 2013

Number of staff by age group and gender as at 30 June 2013

Number of staff by years of service and gender as at 30 June 2013

Staff retention

Improving staff retention rates is a high priority for the City of Melbourne. Voluntary staff turnover has remained around 8 per cent in the past few years.

Staff turnover

Financial year

Positions advertised

Average applicants per position

Staff turnover¹





































Note 1: Voluntary (resignations) turnover only
Note 2: Total sick leave absences as a percentage of ordinary time available
Staff support services

A broad range of support services and initiatives are available for all staff, including career and personal counselling, and an on-site sit or stand workstation trial. In addition, during 2012–13 the City of Melbourne supported staff in returning to work from personal or work-related illness or injury by providing:

  • in-house allied health professional services

  • access to specialists in occupational and environmental medicine

  • early intervention strategies such as ergonomic reviews and adjustment to the workplace

  • the development of return-to-work plans.

Staff development

We develop our people through a range of professional development and leadership programs, offered through our corporate learning calendar. Our City of Melbourne Education and Training program offered 19 internally-facilitated courses and 19 externally-facilitated courses with 181 workshops delivered in 2012–13.

There were 1664 attendances at these courses. We supported a further 21 employees to begin further education through our study assistance program, in addition to those already completing tertiary or higher education courses.
All new staff are required to complete online training assessment modules which includes a demonstrated understanding of our policies on equal opportunity in employment, sexual harassment in the workplace, workplace bullying, fraud and improper conduct, work health and safety and privacy.

Staff training
The average number of training hours per employee was eight hours in 2012–13. This reflects technical skills development and corporate learning programs that have been managed by our central learning and development team, but does not recognise the larger amount of informal and role specific learning that occurs.

The following figure provides a breakdown of average training hours by gender and classification. Variances across classifications are impacted by a several factors, including the gender diversity at each classification level and the high number of males in classification 3 roles that receive a larger amount of technical skills development required by their role.

Average training hours by City of Melbourne employees year ending 30 June 2013

Health and wellbeing programs

We recognise that work is just one part of the lives of City of Melbourne employees. We have several support mechanisms to help staff manage a work-life balance and improve and maintain their health and wellbeing.

The Leap into Life program provides staff with educational information through various initiatives such as health events, workshops and consultations. Current initiatives focus primarily on physical activity, healthy eating habits and mental health.

Our employee recreation association, CoMLife, also provides health and wellbeing programs and social opportunities for staff who chose to be members. The association provides discounted wellbeing classes, supported corporate sports teams, encourages participation in charity events such as Movember and Cancer Council fundraising, and sources discounts for staff on health-related products. Membership of CoMLife continued to grow in 2012–13.
Occupational health, safety and wellbeing 

We managed risk and occupational hazards by continuous evaluation and improvement of work environments and our occupational health and safety (OHS) management system. This system is audited against the Australian Safety Standard AS/NZS 4801:2001 and our accreditation was maintained in 2012–13.

Safety is embedded in our work culture, and occupational health and safety is extremely important. The continuous improvement of our safety systems and processes across the organisation works to provide safety at work.

Our workplace

WorkCover claims
The City of Melbourne received 22 WorkCover claims in 2012–13. Our WorkCover premium is now at 0.34 per cent. This remains significantly lower than the local government sector rate of 1.54 per cent. We have a proactive injury prevention strategy and an early intervention approach to all work-related injuries and illnesses that focuses on sustainable return-to-work programs.
WorkCover claims

Financial year

Standard claims

Minor claims

Premium incl GST ($)

Premium as % of remuneration




































*Increased premium rate for this period was due to a Victorian WorkCover Authority increase in the industry rate.

Equal opportunity, discrimination and harassment policy
We are an equal opportunity employer and work hard to provide a work environment that is safe, supportive, free of discrimination and where individuals treat each other with respect.

Our network of contact officers are volunteers within the City of Melbourne trained to help employees identify options and resources to deal with workplace discrimination and harassment. Our equal opportunity commitment is supported by our Workforce Diversity Strategy and Action Plan and addresses requirements under Schedule 6 of the Local Government Act.

Workplace diversity

Workplace diversity involves recognising the value of individual differences and treating everyone fairly and equally. The Workforce Diversity Strategy and Action Plan 2011–13 includes principles, objectives and strategies to support diversity within the City of Melbourne. The strategy builds on our existing values: integrity, courage, accountability, respect and excellence. The Workforce Diversity Steering Committee meets quarterly to oversee the delivery of the strategy and action plan.

In early 2013 a diversity census was sent to all staff to complete on a voluntary and anonymous basis. Just over 60 per cent of staff responded, with the results showing a snapshot of the diversity we have within our workforce. It will also help us draft the next Workforce Diversity Strategy and Action Plan for 2014–16.

In 2008, an Indigenous Traineeship for Aboriginal and Torres Strait Islanders was established. Each year four to six trainees are recruited to work in different areas for 12 months. The traineeship provides participants with the opportunity to gain work experience and on-the-job skills with us, while obtaining a nationally-recognised certificate in Business Administration through APlus Apprentice and Trainee Services. In 2013, two traineeships were successfully completed, one in Property Services and the other in Engineering Services.

In addition, an integral part of the induction process for all new employees is a walk highlighting Melbourne’s Aboriginal heritage.

Enterprise agreement
The City of Melbourne has a single enterprise agreement that covers approximately 90 per cent of employees. The current agreement includes sustainability targets, work conditions and employee benefits. To maintain our position as a fair and flexible employer, we monitor the operation and application of the agreement through a staff consultative committee that meets quarterly.

Best value service delivery
The City of Melbourne reviews all existing services and adopts new service delivery models, in line with the Local Government Act, in contrast to the previously requirements to use compulsory competitive tendering.

As a result we take the following principles into account when reviewing our services so they are the best on offer to meet the needs of the community: 

  • the need for services to deliver against agreed quality and cost standards

  • the accessibility of services to those who need them

  • services being responsive to changing community needs

  • continuous improvement in the delivery of services

  • community consultation on services and activities

  • regular annual reporting to the community on our performance.

We continuously improve our services and projects to deliver best value for the community. Community engagement and ‘Lean thinking’ programs mean we apply best value principles in the services we operate and manage.

Lean Thinking

Lean Thinking aims to deliver value to the customer, including internal customers and external end users. In service industries, Lean Thinking means delivering the right service, in the right place, at the right time, provided by the right person and done right the first time. Value for the customer is increased by systematically removing waste from processes and the associated work. Value for the City of Melbourne is achieved by meeting our goal to manage the organisation’s resources well.

More information on Lean Thinking is provided above on page 60.

Our stakeholders include anyone with an interest in what we do and the services and programs we provide, such as:

  • Local community – residents, ratepayers, businesses and their community, workers, students, visitors, unions, the media, community groups and associations, the education sector, neighbouring communities and other local government authorities.

  • Working partners – other government bodies and agencies, our suppliers and consultants, the business community and others.

  • Global partners – city partners, investors, event organisers and others.

We work with stakeholders in many ways. Our community engagement framework guides the way we engage and communicate with our stakeholders on the decision-making process of significant policies, programs and services. We also work closely with our stakeholders through specific issue advisory and reference groups and our daily interactions with those who use our services and facilities. All these interactions provide us with important insight into how we can always find ways to improve the quality of our services.

Community engagement
Community engagement involves informing, consulting with and seeking the active participation of our diverse community on issues that may impact them or are of interest to them. The engagement process is designed to help inform and influence Council decision-making.

The City of Melbourne will engage the community in any of the following circumstances:

  • where the community could be impacted by a project or decision

  • where community input can improve a project or decision-making

  • to help identify community needs not already known

  • in response to expressions of community interest
  • when required by law, policy or by agreement with a government agency or statutory body.

It is important in these processes that we seek the participation of a broad cross-section of the Melbourne community so a range of ideas and opinions are considered as part of the decision-making process. Other factors that support community engagement include:

  • providing information to support participation

  • informing the community about how they can influence decisions

  • using a variety of tools to support participation and deliberation

  • using the community’s contribution to help inform decision-making

  • informing the community of how their input has influenced decisions.

We review and evaluate our community engagement process so we are continuously improving. We continue to build a culture of community engagement that is integral to core business and contributes to open, transparent and responsible government and a more informed and engaged society.

Engagement approaches can vary and are tailored to support inclusive and well-informed participation. The organisation is building its online engagement capacity so we can reach more people and provide more information and more opportunities to submit feedback and ideas. Staff continue to develop skills in community engagement and facilitation and in 2012–13 we also began training for community members.

In 2012–13 the City of Melbourne sought community input on many projects including:

  • Council Plan incorporating the Municipal Public Health and Wellbeing Plan

  • Docklands Library, community space and children’s and boating hub

  • Docklands Community Forum

  • Planning for Future Growth projects

  • Heritage Strategy

  • Future Living – Housing Options

  • Prevention of Violence Against Women Strategy

  • Queen Victoria Market trader stage

  • Age Friendly Cities

  • Mobility services

  • Streetscape improvement projects

  • Bicycle Plan and bicycle network upgrades

  • Exceptional Tree Register

  • Returning parkland to Royal Park

  • Open space improvement works in the parks and gardens

  • Urban Forest Local Precinct Plans

  • Knowledge Melbourne

  • North Melbourne Community Centre

  • Kensington Town Hall

  • Domestic Animal Management Plan

  • Tourism signage.

Our corporate governance

Relationship with other tiers of government
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 (Vic) and the Local Government Act 1989 (Vic).

Council decisions
Councillors make decisions at Council meetings and delegated committee meetings. 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.


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

Participation in Council
The City of Melbourne welcomes community and stakeholder attendance and participation at Council and committee meetings. Members of the public can make submissions to the Council or a committee on matters listed on meeting agendas. A register of public submissions made under section 223 of the Local Government Act is available for viewing at the City of Melbourne’s offices.

Records of meetings, meeting dates and times and information on how to interact with the Council can be found on our website at melbourne.vic.gov.au.

Documents available for inspection
The Local Government Act and Local Government (General) Regulations 2004 require us to keep certain statutory registers and documents, which can be viewed on request, or in certain cases, on application. Available documents include:

  • Council and committee meeting agendas and minutes

  • special committees established or abolished

  • agreements to establish regional libraries

  • contracts valued at $150,000 or more, which the Council entered into outside the competitive process, except section 186(5) contracts

  • names of the Councillors and City of Melbourne officers required to submit a return of interest and the date returns were submitted

  • details of interstate and overseas travel by Councillors and City of Melbourne officers

  • details of senior officers’ total salary packages

  • details of all property, finance and operating leases involving land, buildings, plant, computer equipment, or vehicles entered into by the City of Melbourne (as lessor or lessee)

  • list of donations and grants made by the City of Melbourne
  • list of organisations of which the City of Melbourne is a member and details of membership fees

  • mayoral and councillor allowances

  • register of authorised officers

  • register of delegations

  • Protected Disclosure Act 2012 (Vic) procedures

  • submissions received under section 223 of the Local Government Act

  • election campaign donation returns.

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, both in Australia and overseas.
The allowances are:

  • Lord Mayor – $171,482

  • Deputy Lord Mayor – $85,741

  • Councillors – $40,264.

Councillors incur expenses in the course of fulfilling their roles. Expenditure is regulated by the Councillor Expenses and Resources Guidelines, as endorsed by the Finance and Governance Committee in 2009 and consistent with section 75 of the Local Government Act. Councillor expenses are reported in detail every quarter on our website.
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.

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.

Council and committee meeting attendance 1 July 2012 to 23 October 2012

(NB Attendance is at both ordinary and special meetings)

Number of meetings

LM Robert Doyle

DLM Susan Riley

Cr Carl Jetter

Cr Jennifer Kanis

Cr Kevin Louey

Cr Cathy Oke

Cr Ken Ong

Cr Brian Shanahan

Cr Jackie Watts

Melbourne City Council meetings











Committee meetings

Future Melbourne











Inner Melbourne Action Plan











Docklands Coordination +











^ Cr Jennifer Kanis resigned from her position as Councillor at the City of Melbourne on 26 July 2012

.. Not a member

* Alternate member
In most cases, absence from committee and Council meetings is as a result of Councillors being required to represent the city on other Council business.

+ Please note that the Docklands Coordination Committee met quarterly until it resolved on 21 August 2012 to meet annually (on the third Tuesday in September each year).

Council and committee meeting attendance 2 November 2012 to 30 June 2013

(NB Attendance is at both ordinary and special meetings)
Please note that following the Electoral Representation Review, 11 councillors were elected in 2012.

Number of meetings

LM Robert Doyle

DLM Susan Riley

Cr Richard Foster

Cr Rohan Leppert

Cr Kevin Louey

Cr Stephen Mayne

Cr Cathy Oke

Cr Ken Ong

Cr Beverly Pinder-Mortimer

Cr Jackie Watts

Cr Arron Wood

Melbourne City Council meetings













Committee meetings

Future Melbourne













Inner Melbourne Action Plan













Docklands Coordination +













.. Not a member
* Alternate member
In most cases, absence from committee and Council meetings is as a result of Councillors being required to represent the city on other Council business.

+ Please note that the Docklands Coordination Committee met quarterly until it resolved on 21 August 2012 to meet annually (on the third Tuesday in September each year).
Council special committees

As well as Council meetings, Melbourne City Council has three special committees:

  1. Future Melbourne Committee (meets twice monthly)

    This committee has delegated powers, duties and functions directly relating to, or ancillary to, all aspects of the City of Melbourne’s activities. The Future Melbourne Committee’s terms of reference are grouped into 10 themes or portfolios being:

  • Planning

  • Finance and Governance

  • Arts and Culture

  • Major Projects

  • Transport

  • Environment

  • Economic Development

  • Marketing Melbourne

  • Knowledge City

  • People City.

All Councillors participate in the Future Melbourne Committee.

  1. Docklands Coordination Committee (meets annually)
    This committee manages coordination between the City of Melbourne and VicUrban, now known as Places Victoria, to ensure an open public discussion in this developing area. The committee, which includes senior representatives from both the City of Melbourne and Places Victoria, meets annually to monitor place management services within the coordination area.

  2. Inner Melbourne Action Plan Implementation Committee (meets quarterly)
    This committee has delegated powers, duties and functions directly relating to, or ancillary to, overseeing implementation of the Inner Melbourne Action Plan (IMAP) in accordance with the agreed three-year implementation program. The committee comprises representatives from the local governments of Melbourne, Port Phillip, Stonnington, Yarra and Maribyrnong. See page 81 for more details on IMAP.

Council of Capital City Lord Mayors

The Lord Mayor is a member of the Council of Capital City Lord Mayors, which comprises the lord mayors of all capital cities and the ACT’s Minister for Territory and Municipal Services. It coordinates and represents the special interests of Australia’s state and territory capital cities and their relations with other spheres of government.

Subsidiaries and trusts
The City of Melbourne has two 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.

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.

Legislative compliance

Freedom of information

The Freedom of Information Act 1982 (Vic) gives any individual or organisation the right to access information held by the City of Melbourne unless that information is deemed exempt under the Act.

In 2012–13 the City of Melbourne received 54 valid applications seeking documents about building and planning matters, tenders and contracts, parking infringements and the costs and activities of Councillors and officers. The number of requests received was a decrease on the 58 valid applications received in the previous financial year.

There were two requests for internal review in 2012–13 (both decisions were upheld). No appeals were lodged with the Victorian Civil and Administrative Tribunal in 2012–13. The Act specifies a 45 day statutory time limit to process requests. The average processing time for requests was 33 days.

National Competition Policy compliance
The City of Melbourne complied with the requirements of the National Competition Policy Principles in 2012–13, which covers compliance in trade practices, local laws and competitive neutrality.

Procurement Policy
In accordance with the Local Government Act 1989 (Vic) the City of Melbourne has developed a procurement policy encompassing the principles, processes and procedures applied to the purchases of all goods, services and works by the organisation.
Our procurement policy states that in procuring goods, works and services under a contractual arrangement, the City of Melbourne will:

  • support its corporate strategy, aims and objectives

  • ensure it achieves best value in terms of time, cost and value

  • establish and put in place appropriate performance measures

  • commit to achieving sustainability objectives

  • provide effective and efficient commercial arrangements.

The policy uses a sustainable approach to procurement to reduce the social, financial and environmental impact of the procurement cycle.

As a result we seek to procure environmentally preferred products and services and to do business with contractors and providers who have similar sustainability objectives and policies.
Whenever practicable and relevant, we give preference to the supply of goods, machinery or material manufactured or produced in Australia or New Zealand, and work collaboratively with suppliers to achieve these objectives.
The organisation has a procurement and corporate contract management system that prescribes best practice methodologies in its contract management and processes and is adhered to at all times.

Information Privacy Act
Standards set out by the Information Privacy Act 2000 (Vic) and the City of Melbourne’s Privacy Policy Statement control how we manage personal information. Privacy compliance is included in our staff induction program. We have a dedicated privacy officer within our Governance Services branch to help staff and members of the public with privacy-related queries or issues.

No privacy complaints were received from members of the public during 2012–13.

Protected Disclosure Act
Complaints about the improper conduct of any City of Melbourne officer can be made confidentially, under the Protected Disclosure Act 2012 (Vic), to the Independent Broad-based Anti-corruption Commission, or to any one of the following officers appointed to receive disclosures:

    • Keith Williamson, Manager Governance Services

    • Linda Weatherson, Director Community Development

    • Mark Stoermer, Director Corporate Business

    • Jane Sharwood, Manager Business and International.

During 2012–13 no disclosures were notified to the Independent Broad-based Anti-corruption Commission or the Victorian Ombudsman (which was the responsible authority prior to 10 February 2013).

Disability Discrimination Act
The City of Melbourne is committed to ensuring equity of access in all in planning, community support and service delivery functions in accordance with the Disability Discrimination Act 1992 (Cth).

Our Disability Action Plan 2010–13 includes designated actions for implementation across 25 branches of the City of Melbourne. This collective approach ensures the City of Melbourne upholds and promotes the right of all community members to equity of access as stipulated in the national Disability Discrimination Act, the Disability Act 2006 (Vic), Charter of Human Rights and Responsibilities Act 2006 (Vic) and the United Nations Convention on the Rights of Persons with a Disability ratified by Australia in July 2008.

Over the past financial year specific actions and tasks were implemented to improve access across the municipality. Key achievements in 2012–13 included:
Reducing and eliminating barriers in our facilities, programs, services and information mediums:

  • Completion of mobility studies report and the development of an implementation plan to improve access in identified areas.

  • Completion of the review of the program, Good Access is Good Business.

  • Submissions to Accessible Transport Review, Victorian Government Disability Action Plan.

  • Ongoing support and resourcing of Council’s Disability Advisory Committee.

Following best practice in our universal access planning and provision:

  • Review of the terms of reference of the Disability Advisory Committee to ensure the Advisory Committee is responsive to community need.

  • Funding of events to organisations for International Day for People with Disability.

  • Design and works addressing access for people with a disability are currently being addressed for the development of the Docklands and Kathleen Syme Library and Community Centres Disability Discrimination Act compliance will be addressed as part of the works for both centres.

Strengthening advocacy and partnerships with other tiers of government, government departments and community stakeholders to address and eliminate barriers in our country:

  • Carlton Baths facility redevelopment stage 1 completed in 2012–13 incorporating a number of design features addressing accessibility issues.

  • Installation and refurbishment of full access public toilets in the Royal Park Native Gardens, Shrine Reserve, Kings Domain and the Myer Music Bowl.
  • An assessment for the provision of an accessible public toilet facility was completed within the Queen Victoria Gardens (off St Kilda Road).

Reinforce a culture that celebrates the diversity of all people who live, work, study or visit our city:

  • The four park areas assessed for disability access upgrades were the Shrine Reserve, Royal Park Native Gardens, Kings Domain and Queen Victoria Gardens.

  • National accreditation of Home and Community Care Program completed.

  • Disability awareness training across the organisation for approximately 80 staff.

  • All new footpaths and refurbished paths address full accessibility requirements.

Domestic Animals Act
The City of Melbourne prepares a Domestic Animal Management Plan every four years, in line with the Domestic Animals Act 1994 (Vic).
The plan is prepared in consultation with the Victorian Government, Department of Environment and Primary Industries (DEPI) and provides the City of Melbourne with a framework to guide decision making.
The 2008–11 plan delivered the ongoing actions into an extended fourth year term provided for the preparation of the next plan to align with the new DEPI template, Council Plan and the Council elections in October 2012.
Through increased participation in the community including officer presence in parks and public places, attendance at a number of community events including the Kensington and East Jolimont festivals, the Animal Management team has provided the community with improved access to services.
The overall review of the implementation and delivery of the first plan recognises the benefits of dogs and cats in connecting people and places in our communities to ensure everyone feels a part of the city and we look forward to delivering the 2013–17 plan.
Carers Recognition Act

Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012 (Vic). Council has promoted the principles of the Act to people in care relationships who receive the City of Melbourne Home and Community Care (HACC) services, to people in care relationships and to the wider community through a number of ways including:

  • providing information via our intake and information service

  • assessing and responding to the needs of primary carers

  • 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 links to Victorian Government resource materials on Council’s website

  • providing information to organisations represented in Council and community networks.

Our services have policies that satisfy Community Care Common Standards which incorporate recognition of carers in relation to services that impact on them in their role as carers.

Inner Melbourne Action Plan 201213

The councils which make up the IMAP Implementation Committee are the cities of Melbourne, Port Phillip, Yarra and Stonnington. This group of councils seeks to help foster creativity, liveability, prosperity and sustainability across the inner Melbourne region. The action plan identified 11 regional strategies and 57 actions for implementation across the inner Melbourne region in 2012–13. Around 75 per cent of these actions are being implemented, or were completed.

Key activities for IMAP during 2012–13 included:
Transport and connectedness

  • Work on linking the bicycle network across municipal boundaries continued. Original bicycle priority routes will be reassessed for the ongoing work program and IMAP participated in a review of the Victorian Government’s Bicycle Share Scheme.
  • Modelling routes for through-traffic across the inner Melbourne region to develop a help assess ways to reduce the impact of through traffic on activity centres.

  • The consistency of visitor signage, names, symbols and attractions across inner Melbourne was reviewed and the development of a visitor sign style guide begun to improve the experience of visitors crossing municipal boundaries.

Environmental sustainability

  • The City of Melbourne is leading the new Distributed Energy Project. Work was undertaken with the CSIRO to develop an inner Melbourne energy map project to identify opportunities for distributed generation, including district energy systems, renewable and low carbon energy generation, energy efficiency initiatives and demand management initiatives. Data gathering has begun and the CSIRO are in the first stage of developing an energy demand model and map for the IMAP region, identifying energy savings potential and impacts on utility networks.

  • Work on the Growing Green Guide project continued in conjunction with the University of Melbourne, the Victorian Local Sustainability Accord and the policy and technical reference groups. First drafts were being developed for a technical manual on the construction of green roofs and walls and policy guidelines for integrating rooftop and vertical greening into regulatory schemes. An opportunity assessment was also completed for a number of pilot sites for future development of green roofs, walls and facades in the inner city.

Affordable Housing

  • The first stage of an affordable housing research project conducted by the University of Western Sydney and part-funded by IMAP was delivered in 2012–13. The research culminated in a manual on Community Land Trusts in Australia that was released as a public document following information sessions held in Melbourne, Sydney and Perth.
  • IMAP and the Department of Human Services collaborated to produce a report on the future direction for master planning public housing. The work aims to support the coordinated development of public housing estates in the inner city.

Regional development

  • As part of Melbourne Knowledge Week, work on integrated learning opportunities such as student placements in local government was showcased. This project aims to increase communication networks between councils and universities. A number of council departments and IMAP project teams have taken on students as a result of the promotion and tools provided.

  • Regional tourism continued to be developed with a review of the inner Melbourne Tourist Map, the promotion of inner Melbourne’s attractions through a SkyBus campaign and the promotion of inner Melbourne as a visitor destination throughout regional Victoria with a famil tour for Ballarat Visitor Centre volunteers.

Looking ahead, from 1 July 2013, IMAP is extending its partnership to include the Maribyrnong City Council. Modification to the IMAP Implementation Committee’s terms of reference was undertaken to include a new member clause so Maribyrnong could become a full member of the committee. A review of the action plan is also anticipated in response to the expected publication of the Victorian Government’s new Melbourne Metropolitan Planning Strategy in 2013–14.

Risk management

The City of Melbourne manages its risks to maximise opportunities and minimise losses. Risk management planning is done as an organisation-wide exercise, covering the top strategic risks plus operational and project risks. It is also part of the daily business activities of individual branches and contractors. The Council has in place a risk management framework, integrated with its corporate and business planning system.

Risk management strategy, integrated reporting and competitive neutrality

In 2012–13, the third year of the risk management strategy for 2010–13 was implemented. Risk profiling sessions were undertaken with branches throughout the year which involved a thorough review of operational risks and identified opportunities for improvement and alignment to Council’s strategic direction. Integrated quarterly and annual reporting of risks was undertaken and the CEO and directors undertook a major review of the top strategic risks. These top risks were reported to the Audit Committee throughout the year along with the high operational risks.

The risk and audit modules in the organisation’s business planning software was utilised, with the risk data used in the design of the new three year internal audit program. The review of Council’s businesses in relation to competitive neutrality also continued as scheduled.

Fraud awareness training and workshops
Online training and awareness on fraud and improper conduct continued as part of the corporate induction process for all new staff who join the City of Melbourne. It aims to ensure that expectations in this area are understood by staff at the beginning of their work at City of Melbourne. We also held risk assessment workshops with each division to conduct proactive and in-depth assessments of fraud and improper conduct risks.

Insurance and risk financing

The number of claims received by the City of Melbourne from members of the public in 2012–13 remained similar in comparison to the previous year, although the number was higher than the long term average, a common trend emerging across local government. This included a number of claimants being represented by a lawyer. Staff continued to review this trend and put in place active measures to manage the increase, investigate the reasons behind the trend, identify any additional preventative measures and implement strategies to manage the cost of any claims. The overall cost of insurances to the City of Melbourne was within expectations during 2012–13 which in part reflects the organisation’s proactive approach to managing identified risks.

Business continuity planning and crisis and emergency management

In 2012–13 the City of Melbourne updated the Corporate Business Continuity Plan, the Municipal Emergency Management Plan, all branch business continuity recovery plans, the Information Technology Disaster Recovery Plan and the Crisis Management Manual.

A functional exercise was run by the City of Melbourne to test and practise emergency management and business continuity plans, processes and procedures. The exercise provided operational training to staff in the process involved in responding to a hypothetical significant incident in the waterways area of Docklands. This involved testing of communications and collaboration with surrounding Dockland businesses and external agencies including Victoria Police, Melbourne Fire Brigade and Ambulance Victoria.

Audit operations

Audit Committee

In line with good governance practices and in accordance with section 139 of the Local Government Act 1989 (Vic), the City of Melbourne has operated an Audit Committee since 1996. The committee oversees the activities of the City of Melbourne’s external and internal auditors and gives independent advice to the Future Melbourne Committee on appropriate accounting, auditing, internal control, business risk management, compliance and reporting systems, processes and practices within the organisation.
The Audit Committee met five times during 2012–13. The committee considered many issues including:

  • the City of Melbourne’s risk profile

  • statement of annual accounts and performance report for Council, and reports on its wholly owned subsidiaries

  • occupational health and safety risks

  • information technology risks

  • fraud and corruption risks

  • business continuity planning and exercising

  • governance responsibilities applicable to associated entities and trusts in which the City of Melbourne has either an indirect interest or stake

  • legal action reports

  • parking permits, vehicle towing and disposal processes

  • procurement process compliance

  • contract management procedures

  • financial management and procedures

  • the City of Melbourne’s climate change adaptation strategy.

Audit Committee members

The City of Melbourne Audit Committee comprises two Council representatives and three independent members. The Council representatives for 2012–13 were Deputy Lord Mayor Susan Riley and Chair of the Future Melbourne (Finance and Governance) Committee, Councillor Stephen Mayne.

The independent members during 2012–13 were as follows:
Richard Moore – Chair
Appointed to the Audit Committee in July 2009

  • Consultant – Risk Advisor at Grant Thornton Australia

  • Former partner at PricewaterhouseCoopers for 23 years

  • Five years Group Manager, Audit for the ANZ Banking Group

  • Extensive consulting and management experience in risk management and internal control.

Theresa Glab

Appointed to the Audit Committee in September 2008


  • Consultant and advisor at Considered Compliance Services

  • Former partner at Moore Stephens, Melbourne

  • Masters in Accountancy

  • Certified Practicing Accountant.

John Stewart

Appointed to the Audit Committee in May 2010


  • Director of BDO Kendalls 1986–2008

  • Board member of the Executive of BDO Kendalls for six years

  • Chairman of the Audit Committee of Harness Racing Victoria

  • Chairman of the Finance and Audit/Risk Committee of Ritchies Stores Pty Ltd.

Internal audit
The internal audit service helps the City of Melbourne, its management and the management of its subsidiary companies perform their responsibilities. The internal audit service helps us maintain an organisational environment with strong, relevant and effective internal controls.

The City of Melbourne's internal auditor reports to the Audit Committee. The service was contracted to Deloitte Touche Tohmatsu since July 2009.

A strong internal control environment ensures our systems contribute effectively to management of operations. Services provided by the internal audit service include:

  • risk assessment

  • development and management of an audit program

  • conducting audits and reviews

  • reporting audit opinions, findings and recommendations

  • presenting, discussing and providing advice on key issues.

External audit
The Victorian Auditor-General is responsible for the external audit of the City of Melbourne and its subsidiary companies. Our external audit focuses on three key areas:

  • strategic planning

  • detailed audit system testing

  • review of financial statements.

1   ...   4   5   6   7   8   9   10   11   12

The database is protected by copyright ©hestories.info 2017
send message

    Main page