Table of Contents
Melbourne Overview ...... 1 Melbourne Overview: Our Vision, Mission and Values...... 1 Who we are ...... 1 Our Vision...... 2 Our Mission ...... 2 Our Values ...... 2
Snapshot: 2000-2001 in the city ...... 3
2000-2001 highlights...... 4 Birrarung Marr ...... 4 Strong financial performance ...... 4 City popularity...... 4 Queen Victoria Hospital Site ...... 4 Retail Core Development Strategy...... 5 New City Square, Café and Car Park...... 5 Business Partner City Network (BPCN) ...... 5 Centenary of Federation celebrations ...... 5 City Ambassador Program...... 5 Cities for Climate Protection Program...... 5 Melbourne Marketing Alive ...... 6 International Year of the Volunteer ...... 6 From the Lord Mayor ...... 7
City of Melbourne Council...... 9 Councillors...... 9 Ward profiles ...... 12 Ward Map...... 13 From the Chief Executive Officer ...... 14
Performance Summary ...... 19 How we report ...... 19
Performance by Critical Success Factor (CSF)...... 20
Page i Table of Contents
Prosperous City ...... 20 Innovative City ...... 25 Performance against Corporate Plan strategies...... 25 Review...... 25 Culturally Vital City...... 27 People City ...... 32 Attractive City ...... 37 Sustainable City...... 42 Marketing And Communications ...... 46 Community and Customer Service ...... 49 Finance and Asset Management ...... 53 Organisational Capability and Innovation...... 56 Governance and Business Processes ...... 59
Corporate Governance ...... 62
Divisional Profiles ...... 66 Executive Team...... 66 Organisational Chart...... 70 City Assets and Services ...... 71 City Projects ...... 71 City Strategy and Development ...... 71 Financial and Business Services ...... 71 Governance and Resources ...... 72 Marketing and Cultural Affairs...... 72
Our People...... 73 Employee information ...... 73
Sustainability Scorecard...... 75
Best Value...... 77
Future Outlook ...... 80
Page ii Melbourne Overview
Melbourne Overview
Melbourne Overview: Our Vision, Mission and Values
Melbourne is a vital and dynamic capital city. As the state’s premier municipality and the gateway to Victoria, Melbourne enjoys an international reputation as a global city on a path to growing prosperity.
Proudly pre-eminent in business, international trade, arts, entertainment, sport and major international events, the City of Melbourne is home to around 52 000 people and welcomes more than 525 000 workers, visitors and tourists every day.
Celebrating a rich multicultural diversity, Melbourne’s residents combine to represent 110 nationalities and speak 151 languages. At all points of the city compass, ethnic and indigenous origins are revered and savoured, welcoming locals, enthralling visitors and flavouring the city’s famous fare. One of the world’s most liveable cities, Melbourne cultivates a strong sense of community and lifestyle, and is a welcoming place for families and people of all ages.
Melbourne is famous for its continual calendar of sporting, fashion, food and arts events, held year-round in its world class event facilities, venues and internationally acclaimed sports and gardens. Many capital city functions are grouped around the Yarra River, and such proximity of diverse activities, industry, and infrastructure makes Melbourne unique and highly sought after for business and investment.
Melbourne’s strategic location in the Asia-Pacific region and its central role in decision- making and co-ordination for Victoria, is helping to build co-operative business and trade partnerships and to bring research and development, innovation and international investment to the city.
Melbourne is rich. And not only rich in the conventional sense for there is no disputing its wealth and prosperity, but rich in history, culture, architecture, diversity, space, fresh air and clean water.
Who we are
City of Melbourne governs the municipality, providing products and services to improve the quality of life of its citizens and to develop Melbourne as a quality place to live, learn, visit, work and prosper.
Page 1 Melbourne Overview
We are the leading representative on all capital city interests. Our functions are important and distinguish the city as the premier municipality in the state of Victoria. Melbourne is increasingly recognised as a global city and we are proud to be an important driving force behind this achievement. We highly value strategic partnerships and community involvement in our activities to achieve results.
Our Vision
Melbourne, the capital city of Victoria, will be internationally recognised for the opportunities it offers all Victorians to live, learn, work and prosper in a quality environment. We want Melbourne to be viewed with pride by all Victorians. We will deliver the vision of City Plan and strengthen our position as the world’s most liveable city.
Our Mission
The corporation of the City of Melbourne is committed to leading the planning, development, management and promotion of Melbourne as the world’s most liveable city. We support the role of Melbourne as the capital of Victoria, having regard for the needs and aspirations of our citizens.
Our Values
Four core values guide all our activities for the benefit of the community:
Accountability: taking responsibility for using public resources wisely
Excellent Service: delivering services which meet community expectations
Innovation and Continuous Improvement: embracing new and improved ways of doing business
People: valuing the contributions, commitments and diversity of people
Page 2 Snapshot: 2000-2001 in the city
Snapshot: 2000-2001 in the city
June 2000 June 2001 % change Our customers Residents: ratepayers or renters 50 325 56 500 +12.3 per cent Businesses: business locations 13 534 14 138 +4.5 per cent Visitors and workers: 525 000 (day) 525 000 (day) negligible
*Sources: Census Land Use and Employment (2000); VATS NIER modelling, and ABS Commercial Accommodation data.
In 2000-2001 the City of Melbourne:
• maintained over 315 kilometres of road; • maintained 565 hectares of world class parkland; • planted more than 3000 new trees; • coordinated almost 7000 events activities and bookings throughout our parks and gardens; • issued 35 715 street activity permits; • serviced over 1200 enquiries each day via our award winning Hotline; • answered an average of 670 City Ambassador visitor enquiries each week; • provided funding for more than 17 000 meals to members of senior citizens groups from non-English speaking backgrounds; • determined 1 227 planning permits; • collected $98.23 million in rates revenue; and • collected 5964 tonnes of sweepings (litter, leaves, dirt and dumped rubbish from city streets)
Page 3 2000-2001 highlights
2000-2001 highlights
Birrarung Marr
Melbourne’s largest new park in more than 100 years, stretching from Federation Square to Melbourne Park, was officially named Birrarung Marr. Designed to host large events, the new riverside park is a contemporary addition to Melbourne’s famous green belt of parks around the city and will give Melburnians a new experience of urban parkland. Birrarung Marr will be completed late in 2001 at a cost of $15.6 million.
Strong financial performance
Our strong financial management skills were recognised with a AAA rating from the International Ratings Agency Standard and Poor's. We are the only debt free capital city, with a $4.42 million rate determination surplus for 2000-2001, and our forward financial planning will see our sound financial position continue.
City popularity
The popularity of the central city as a place to live, socialise and do business is soaring, according to our 2000 Census of Land Use and Employment (CLUE) figures. The Census shows the number of dwellings in the CBD and Southbank grew by 3 262, or 109 per cent, between 1997 and 2000. Café and restaurant seats increased by 16 048 or 29 per cent, space for conferences and meetings was up 68 per cent and room for nightclub patrons grew 79 per cent. City employment grew 10.1 per cent to 202 884, compared with Victoria’s rate of 7.5 per cent.
Queen Victoria Hospital Site
We progressed the re-development of the former Queen Victoria Hospital site. The $600 million project will include a mixture of retail shopping, student accommodation, residential apartments and hotel office space, a supermarket, car parking, and public open space. When the project is completed, City of Melbourne will receive approximately $2.5 million in rates revenue each year, which will be used to provide extra services and facilities for city workers, residents and visitors.
Page 4 2000-2001 highlights
Retail Core Development Strategy
Melbourne’s retail core is the biggest shopping centre in Victoria with $1.8 billion of annual turnover. To maintain the shopping precinct’s premier position in Australian retail we worked with the City Centre Executive, a key group of stakeholders, to develop a strategy to maximise the opportunities for city retail activity. A major refurbishment of Bourke Street Mall is proposed, with design and consultation getting underway next year.
New City Square, Café and Car Park
Unveiled in August 2001, the new $16.7 million City Square quickly became the heartbeat of the city and many Melbourne events took centre stage in the city’s new centrepiece. Beneath the City Square is also a state-of-the-art City Square Carpark with dedicated short-term public spaces for the city visitor.
Business Partner City Network (BPCN)
In a first for Melbourne, 10 of the 12 Asian member cities of the BPCN Network met in the Melbourne Town Hall for the annual BPC Roundtable. The theme of the Roundtable meeting, The City, its Environment and Business, was followed by a seminar series hosted by BPCN representatives to give Victorian-based companies access to the latest international market information. Member cities of the BPCN Network include Osaka, Hong Kong, Singapore, Bangkok, Kuala Lumpur, Manila, Jakarta, Seoul, Shanghai, Ho Chi Minh City and Mumbai (Bombay).
Centenary of Federation celebrations
Commencing on the centenary of the first opening of Parliament and concluding on the anniversary of the 1967 referendum including indigenous Australians, City of Melbourne supported and presented a number of projects to highlight the ceremonial, political and reconciliatory aspects of Australian life.
City Ambassador Program
Distinctively dressed in red uniforms, our new City Ambassadors now roam the city streets, providing face-to-face assistance and information to help visitors feel welcome and explore Melbourne's shops, restaurants, parks and gardens, events and attractions.
Cities for Climate Protection Program
The City of Melbourne joined the Cities for Climate Protection Program in 1998 to contribute to the global reduction of greenhouse gases. During the year, we received the prestigious honour of being the first Council in Australia - one of only a handful of cities around the world - to achieve all five milestones under the program.
Page 5 2000-2001 highlights
Melbourne Marketing Alive
Launching our dynamic dollar marketing campaign, Melbourne Alive, was the cornerstone of our in-house marketing program. Based on a $1.8 million advertising and public relations campaign, Melbourne Alive is strategically geared to increase visitation and build Melbourne’s reputation as a world-class shopping, business, sports, arts and entertainment destination.
International Year of the Volunteer
The work of the City of Melbourne is supported by around 300 volunteers, operating across a broad range of city activities. In 2001, the International Year of the Volunteer, we applaud the contribution of our volunteers who play a large part in our city’s success. Activities in which they support the city include Town Hall Tours, City Ambassadors, Melbourne Greeter Service, and tourism information services.
Page 6 From the Lord Mayor
From the Lord Mayor
The second year of the new millennium gave Melbourne many more opportunities to celebrate. With the five rings of the Olympic flag flying high over the Melbourne Cricket Ground for the second time in history, our city showed the world that we are one of the truly great global cities. While Sydney turned on a spectacular show, raising the bar in Olympic presentation for generations to come, Melbourne capitalised on the many valuable opportunities in sport, arts, culture, business and economic development that the Games presented. It was an unprecedented chance to promote our city and our people to the world — and we did not waste it.
For Australia’s sporting capital peopled by a sport-loving community, the Sydney 2000 Olympic Games were a treasure trove of sporting action on the field and colourful celebrations off the field. It is no surprise that our parades to welcome home and congratulate our Olympic heroes attracted some of the largest crowds of any parades around the nation. It is also no surprise that our award-winning customer service staff efficiently managed more than 135 000 Olympic ticket transactions at our hugely successful Olympic Ticket Box Office in the Town Hall.
To a proud city and nation, the Centenary of Federation celebrations were a fitting follow- on from Olympics fever. Our city took an active role in helping Melburnians mark the milestone of 100 years since federation. It was significant that in a year in which Australia paused to look back over its prosperous past, we relaunched the 127 year old Melbourne Town Hall Grand Organ, following a five-year, $4.2 million restoration operation to breath new life into this proud symbol of Melbourne’s cultural past. Hearing the organ’s 10 000 pipes fill the Main Hall with the resounding sounds of renowned composer, Philip Glass and our own indigenous musicians, was a moment that will remain forever in our hearts and minds.
The twentieth anniversary of our sister city relationship with Tianjin, China and the 141st birthday of our historic Melbourne City Baths were other causes for celebration in a year marked by major events and festivities.
But celebration shared the stage with progress and prosperity in 2000-2001 as two of the city’s major capital works came to fruition. We opened our new City Square in the city heart and quickly made it the focal point of many civic celebrations and events. It was an honour to officially name our new riverside park, Birrarung Marr — words from the Woiwurrung language of the Wurundjeri people meaning ‘river’ or ‘river of mists’ (Birrarung) and ‘the side of the river’ (Marr). Birrarung Marr will open in early 2002 and join our city’s famous green belt of parks and gardens.
A great indicator of Melbourne’s future progress and prosperity was the release for community consultation of our draft municipal strategic statement, City Plan 2010. This document is the road map to guide our Council and city to its ultimate destination of a thriving and sustainable city by 2010. The draft City Plan 2010 outlines the first three years of this journey and the path we need to take as a municipality to achieve our vision.
Page 7 From the Lord Mayor
As a Council and the guardians of a great world city, we have established firm priorities to build Melbourne’s prosperity, innovation, cultural vitality, safety, amenity, liveability and sustainability, as well as the strong corporate performance and sound financial management of our organisation. This Council has achieved unprecedented success throughout the year. Within this framework, we will guide Melbourne forward as a place where our community and visitors can work, play and prosper.
Cr Peter Costigan
Lord Mayor
Page 8 Melbourne City Council
City of Melbourne Council
Councillors
Figure 1: City of Melbourne Councillors
(L to R) Cr John So; Cr Joanna Pace; Cr Kevin Chamberlin; Cr Clem Newton-Brown (Deputy Lord Mayor); Cr Peter Costigan (Lord Mayor); Cr David Risstrom; Cr Wellington Lee; Cr Martin Brennan; and Cr Rosemary Daniel.
Victoria’s first municipal Council was established in the rapidly growing town of Melbourne in 1842, to administer the affairs of this distant outpost on behalf of the Colony of New South Wales. The Melbourne community welcomed what they saw as their first instalment of independence from the penal colony of New South Wales.
More than 150 years later, the organisation now known as the City of Melbourne is the capital city Council of the second largest city in Australia. In 2000-2001, in the City of Melbourne, there were five District Councillors serving the needs of the broader municipality, and four Ward Councillors, representing the communities of the city’s Wards. Our Councillors were elected in March 1999 with a new election to be held in July 2001.
Councillor Peter Costigan
The Right Honourable the Lord Mayor and Domain Ward Councillor
An independent journalist, Councillor Costigan has been a media lecturer and commentator, a member of the Australian Press Council, American correspondent, and the Melbourne Herald Sun's chief political correspondent. He was president of the Canberra Press Gallery for four years and twice winner of the National Press Club award for political journalism.
Page 9 Melbourne City Council
Councillor Clem Newton-Brown
Deputy Lord Mayor and District Councillor
Councillor Newton-Brown is a barrister and operates Yarra River businesses. He has extensive small business experience and understands the challenges faced by small business operators.
Councillor Martin Brennan
Flagstaff Ward Councillor
Councillor Brennan has a particular interest in protecting parkland, supporting local business, delivering responsive community services, cultural development, and in planning which is environmentally sustainable and recognises heritage values.
Councillor Kevin Chamberlin
District Councillor
Councillor Chamberlin is a former Lord Mayor and has extensive experience chairing committees at Council level. He has vast experience in planning, traffic and financial management, and is firmly committed to keeping Council processes open, transparent and democratic.
Councillor Rosemary Daniel
Universities Ward Councillor and Deputy Chair
Re-elected for a second consecutive term, Councillor Daniel is interested in preserving the city’s heritage parks and gardens, developing approaches to improve traffic management and to increase use of public transport, improving Council services, and open and participatory local government.
Councillor Wellington Lee
Hoddle Ward Councillor
Re-elected for a second consecutive term and serving a total of five terms altogether, Councillor Lee is a champion of small business and aims for a safe and clean city, economic growth, tourism development, improved services, better city access and strategic planning.
Page 10 Melbourne City Council
Councillor Joanna Pace
District Councillor
A first class environment for business and residential living is a priority for Councillor Pace, who also seeks to improve consultation, enhance the capital city role and to ensure open and accountable government.
Councillor David Risstrom
District Councillor
Councillor Risstrom is committed to developing a community approach embracing the principles of environmental sustainability as well as a process of open and inclusive participation on issues of health, social and community development, including those relating to reconciliation and use of illegal drugs.
Councillor John So
District Councillor
Re-elected for a second consecutive term, Councillor So's interests include city safety and marketing Melbourne as a global city for tourism and investment.
Page 11 Melbourne City Council
Ward profiles
City of Melbourne has four Wards for electoral purposes — Domain, Flagstaff, Hoddle and Universities. Wards represent a distinct part of the municipality and are generally grouped around communities sharing common interests. Electoral reforms initiated by the State Government will change the electoral system in 2001-2002.
Domain Ward covers the south-east of the municipality and the residential areas of South Yarra and East Melbourne and the commercial areas of St Kilda Road and Southbank. Many of Victoria’s major sporting and cultural facilities, including the Melbourne Cricket Ground, the National Tennis Centre, and the National Gallery of Victoria are in this Ward, as well as most of the city’s famous gardens.
Flagstaff Ward covers the western side of the municipality and the residential areas of North Melbourne, West Melbourne and Kensington, the North Melbourne Library and the Kensington Community Centre. The Port of Melbourne, Flagstaff Garden, the Melbourne Showground and Flemington Racecourse are other important features.
Hoddle Ward covers the central business district and is primarily commercial and residential. Victoria's major retail centre, focused around the Bourke Street Mall and Swanston Street, is an important feature of this Ward.
Universities Ward contains most of Melbourne’s universities and major hospitals, the new Melbourne Museum, the Queen Victoria Market and other important landmarks including Carlton Gardens, Royal Park and Princes Park. The Ward houses the residential areas of Carlton and Parkville.
Page 12 Melbourne City Council
Ward Map
Figure 2: Ward Map
Page 13 From the Chief Executive Officer
From the Chief Executive Officer
There has never been a better time to strengthen our foundations as a great world city than during a year in which the eyes of the world turned to Australia for Centenary of Federation celebrations and Olympic Games glory. We leveraged Australia’s triumphs of this historic year to cement Melbourne’s position as a global city.
Our financial management and long-term viability remained very strong in 2000-2001, recognised by an international AAA rating. We met all statutory reporting requirements and retained our no-debt status, with our financial targets showing a sizeable surplus.
2000-2001 also heralded a new era in our Council’s history and led to major changes in the city’s governance. However, despite these challenging times the organisation achieved every one of its major corporate objectives and delivered all aspects of its Annual Business Plan while still delivering a financial surplus.
Business development
Our efforts to position Melbourne as a global city and to showcase it as a prime investment and business centre brought opportunities to host the World Economic Forum Asia Pacific Summit and the first Business Partner Cities Roundtable Conference to be held outside Asia. Celebrations for the twentieth anniversary of our sister city relationship with Tianjin, China, also strengthened our international ties.
We are developing proposals to rejuvenate the city’s retail core, presenting it as a professionally managed precinct at the cutting edge of world class retail standards. The $600 million Council-facilitated redevelopment of the Queen Victoria Hospital site, which commenced in 2000-2001, will enhance our plans to reinvigorate the central city.
With an eye to the future, we also released for community consultation our draft City Plan 2010, a three-year blueprint for the city’s future economic, social and environmental sustainability, vitality and prosperity.
Capital works
Our ongoing $200 million capital works and maintenance program - the largest capital expenditure program in Melbourne since the 1850s gold rush - began to bear fruit during the year, as several pivotal projects were completed and unveiled. Melbourne’s first inner city park in over a century was officially named Birrarung Marr in May 2001 in preparation for an early 2002 opening, while the new $16.5 million City Square and Café was unveiled in August 2000 and Federation Square moved closer to its early 2002 opening.
Page 14 From the Chief Executive Officer
Our contribution to capital works and maintenance remained strong during 2000-2001, with expenditure on capital works and maintenance activities reaching around $34 million. The opening of the first stage of the multi-million dollar J.J. Holland Park swimming pool and extreme sports facility in Kensington was another highlight of our 2000-2001 capital works program.
Customer service
Delivering best value customer service is one of our highest priorities. Our City Ambassador Program, launched during the year, was a groundbreaking initiative to provide city visitors with face-to-face information and assistance. Nearly 7 000 requests to the brightly-dressed ambassadors roaming city streets during the 10-week trial period resulted in extremely positive feedback. This in turn led to the continuation of this highly effective way to help visitors explore the city, provide public safety services, assist with promotional events and reinforce the variety of city shopping and dining experiences available.
Finalising our customer service strategy to guarantee the highest quality service delivery over the next three years was another significant step towards meeting our customers’ needs.
Melbourne marketing
Melbourne is a city alive with activity and, to promote it, we launched our dynamic dollar marketing program, Melbourne Alive. Backed by a rigorous branding campaign and other strategic tools, Melbourne Alive is designed to increase visitation and to build Melbourne’s reputation as a world-class shopping, business, sports, arts and entertainment destination.
The first year of our in-house, consolidated approach to marketing Melbourne proved extremely successful and directly influenced market research results indicating improved city perceptions, increased retail core visitation and improved stakeholder satisfaction with the overall marketing of the city.
Major events
As the premier event on the nation’s calendar for 2000-2001, the Sydney 2000 Olympic Games shone as brightly as the Olympic flame. For Melbourne, the Games re-ignited the spark of our 1956 Games glory and brought invaluable opportunities to support our neighbouring city and learn lessons in international events management to apply as hosts of the upcoming 2002 World Masters Games, the 2005 Deaflympics and the 2006 Commonwealth Games. We are proud that our organisation’s contribution to event management, ticket sales and celebrations added great value to the Games experience.
Page 15 From the Chief Executive Officer
Swept away with national pride, Australia followed up its Olympic celebrations with Centenary of Federation festivities. We proudly funded or supported special celebrations for almost half a million Melburnians to mark this milestone.
City safety
City safety remained our priority and our worthiness as a Safe Community was reinforced through accreditation by the World Health Organisation. We reviewed our three-year strategic direction for services and activities for people with disabilities and launched our second youth strategy outlining the services we will provide for young residents, young city visitors and young people in need.
We also endorsed our Drugs Action Plan 2001-2003, designed to reduce drug-related harm to drug users, the community, businesses, workers, visitors and students and we won $50 000 in State Government funding to conduct one of the world’s first studies into the effectiveness of safe city cameras.
Environment
We aim to be a sustainable Council and our list of environmental achievements for 2000- 2001 is long and varied. Significantly, our December 2000 progress review of our Sustainable Energy and Greenhouse Strategy revealed we had reduced corporate greenhouse gas emissions by 3 283 tonnes a year - 10.5 per cent of the 30 per cent target we are firmly on track to achieve by 2010. In March 2001, we became the first Australian Local Government - and one of only a few local governments worldwide - to achieve the fifth and final milestone of the Cities for Climate Protection Program.
We proudly accepted two prestigious awards in 2000-2001 - the United Nations Association of Australia World Environment Day Award for Best Specific Environmental Initiative in the local government category for our Sustainable Energy and Greenhouse Strategy and the Sustainable Energy Authority of Victoria’s Best Government Operation Award for planning, monitoring and implementing energy efficiency projects and for displaying energy smart practices.
Arts and culture
While the Sydney 2000 Olympic Games and the Centenary of Federation took much of the spotlight in 2000-2001, we delivered our cultural objectives through our arts grants, public
Page 16 From the Chief Executive Officer
art program, indigenous arts program and our continual calendar of around 30 major arts, cultural and sporting events and festivals. We funded over 130 diverse projects and activities and delivered more than 275 filming activities, 320 promotional activities and 275 parades, festivals and events.
One of the most nostalgic moments on the city’s cultural calendar was the relaunch of the historic Melbourne Town Hall Organ with a specially commissioned work by renowned composer, Philip Glass. The five-year, $4.2 million refurbishment returned the city’s organ to its former glory and leaves a lasting monument to Melbourne’s cultural past.
Electoral reform
Electoral reform and the Council election it precipitated were major items on our 2000- 2001 corporate agenda. In late 2000, we participated in a panel process designed to address concerns over City of Melbourne governance issues, led by the Honourable Joan Kirner. The panel’s recommendations, made following extensive consultation with our stakeholders and presented in the report A Way Forward, called for changes to our governance processes and sparked a State Government review of our electoral structure.
The review had significant ramifications for Council: the State Government introduced the City of Melbourne Bill, providing for a new electoral structure and a Council election in July 2001. Our considered response to the State Government’s proposal was made after extensive consultation with our community in a People’s Forum in which we agreed on preferred outcomes.
Preparing for the 20 July election consumed much of our attention for the remainder of the year in review. Communication with candidates and voters was a prime focus. We entered a new financial year with a new Council and a renewed commitment to move forward as a Council and a city.
Future focus
With our first popularly elected Lord Mayor and Deputy Lord Mayor and a new Council at the helm, we look to the new year with excitement and anticipation. While our progress throughout 2000-2001 has been great, significant challenges remain for the year ahead. We are setting aggressive targets to improve our performance and to reach our goals.
Our path ahead is clear, charted by our new corporate plan that sets our three-year corporate agenda, and our draft City Plan 2010, with its long-term emphasis on local and international business and trade, economic development, innovation and knowledge, sport, arts and culture, events, community and sustainability. We will remain tireless in our
Page 17 From the Chief Executive Officer
pursuit of city safety, amenity and access for all as we continue to develop as an inclusive, attractive and highly liveable world city.
I am pleased to report that the City of Melbourne faces the future from a position of strength and prosperity. The senior management team and I sincerely thank our staff and everyone who has helped us achieve this strong position in 2000-2001.
Michael Malouf Chief Executive Officer
Page 18 Performance Summary
Performance Summary
How we report
The City of Melbourne works within a framework of 11 Critical Success Factors (CSFs) to provide a strategic direction for all corporate activities. There are six CSFs describing our goals for the city and five CSFs describing our goals for the corporation for continuous improvement of its business management functions.
Our Corporate Plan 2000-2003 identifies three-year aims and objectives for achieving the CSFs. One-year strategies and corporate performance measures for progressing the corporate plan are detailed in an annual business plan, which provided our focus for the year.
The city CSFs are Prosperous City, Innovative City, Culturally Vital City, People City, Attractive City and Sustainable City. The corporate CSFs are Marketing and Communications, Community and Customer Service, Finance and Asset Management, Organisational Capability and Innovation and Governance and Business Processes.
Page 19 Performance by Critical Success Factor (CSF)
Performance by Critical Success Factor (CSF)
Prosperous City
Our direction
The City of Melbourne will build on its competitive strengths to increase prosperity. To do this it will strive to maintain a sound local economy, foster local employment and focus on developing the infrastructure to enable the city’s growth as the international economic gateway for Victoria and South East Australia.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets The corporation’s contributions towards a Our annual performance targets for these Prosperous City include: projects and programs are: • Business Partnership Cities • Roundtable hosted and facilitated Roundtable • 2000-2001 marketing activities • Melbourne Marketing Strategy delivered • Tianjin Melbourne Sister City • 20th anniversary celebrated in Relationship October 2000 • Fisherman’s Bend Structure Plan • Promotion campaign commenced and Prospectus • Action plan completed • Yarra River Business Action Plan • Small business grants allocated in • Business Development Program July, November and March
Review
Retail Core Development Strategy – In recognition of the sustained level of competition coming from the growth in regional shopping centres, a partnership of the City Centre Executive, the State Government and Council, commissioned a report assessing the retail core from a customer and stakeholder perspective. The report called for a process of rejuvenation and reinvestment, and set a vision for the retail core to present as a professionally managed precinct at the cutting edge of world class retail standards and practice.
An extensive consultative process was completed which included targeted interviews with key stakeholders across the retail, property and transport sectors and the State Government. A city stakeholder forum captured the views of all owners and occupiers in the retail core, and the two processes revealed overwhelming support for the vision and strategy to create a world class shopping centre.
Page 20 Performance by Critical Success Factor (CSF)
We are now revising the report and preparing an action plan.
Queen Victoria Hospital site - Work began on the $600 million Grocon Queen Victoria Hospital development, which will locate BHP’s global headquarters (with at least 1500 employees) on the corner of Russell and Lonsdale Streets and Arthur Anderson on the corner of Swanston and Lonsdale Streets. The complex will also feature 45 000m2 of new quality retailers, restaurants and cafes, more than 2000 parking spaces, student accommodation, office space and approximately 20 per cent public open space on the 1.8 hectare site. The City of Melbourne will receive approximately $2.5 million in annual rates revenue from the site.
Business Partner Cities Network (BPCN) - In September 2000, Melbourne hosted the first Business Partner Cities Roundtable Conference to be held outside Asia. Attended by representatives from 10 of the 12 member cities, of which Melbourne is the only Australian representative, the conference, under the theme The City, its Environment and Business, focused on opportunities to create sustainable cities that benefit business and the environment. A special seminar titled An inside edge to doing business in Asia gave more than 130 Australian business people an invaluable chance to learn about the opportunities in each of the BPC member cities.
Yarra River Business Action Plan - An integrated approach to the strategic planning and management of the Yarra River Corridor has been a priority since 1999. The Yarra River Connections Committee (YRCC), a group of senior representatives from the public and private sectors, was established to lead this project.
This year, we developed an action plan for selected Yarra projects, implemented a safety/security audit of the north bank and investigated the feasibility of a masted vessel in the Yarra Turning Bay. We also made a joint submission to the State Government's review of Yarra River Traffic.
Following our submission, the State Government commenced work on the Yarra Project in preparation for the establishment of a government coordinating committee to be lead by the Department of Infrastructure. To maintain a stakeholder interest group, we will reposition the YRCC as a member-based forum for networking and information exchange and rename it the 'Yarra River Business Network'.
Small Business Development Program - We committed $450 717 to support small business development initiatives during the year. Funded initiatives will add to the vitality and diversity of business in the municipality. The 18 successful applicants (17 new small businesses and one business support group) will generate an anticipated gross turnover of $7 264 606 and create 122 new jobs - representing a total new investment in the city of $4 278 450.
Census of Land Use and Employment (CLUE) - CLUE is the most comprehensive study of economic activity in Melbourne’s city area. The latest Census round, conducted between June and November 2000, surveyed 1 753 buildings with 7 395 businesses, 202 884 employees and 11.3 million square metres of gross floorspace.
Page 21 Performance by Critical Success Factor (CSF)
To make accessing CLUE data easy for our customers, we launched CLUE online during 2000-2001. The handy link to the City of Melbourne’s website at www.melbourne.vic.gov.au also allows customers to purchase reports, maps and industry profiles.
Melbourne Tianjin twentieth anniversary - We proudly celebrated the twentieth anniversary of our relationship with our sister city, Tianjin in the People’s Republic of China. An official visit to Melbourne by more than 100 senior Tianjin officials and business delegates drew attention to the opportunities for Melburnians from all sectors to become involved with our sister city.
A business seminar hosted by the City of Melbourne and attended by more than 150 Melbourne based companies was a feature of the celebrations. A public photographic exhibition, free kite-making workshops at the North Carlton Housing Estate and the Royal Children’s Hospital and a community kite festival at Royal Park attended by more than 3000 people were other highlights.
The festivities were promoted by Channel Nine in a special Postcard From Tianjin program which attracted the high ratings in its time slot when it aired.
During the anniversary celebrations, we renewed our commitment to operating the Melbourne Office in Tianjin, established in partnership with the Australia China Business Council (Victoria), RMIT University and the Taylors Group, for a further three years until 31 December 2003. The office serves an important role in strengthening two-way business links between Melbourne and Tianjin.
City Plan 2010 - City Plan is our municipal strategic statement and blueprint for the city’s future economic, social and environmental sustainability, vitality and prosperity. During the year we released the draft City Plan 2010 for community consultation, which sets our three-year strategic direction and signposts the long-term foundation on which we will build the city’s exciting future.
World Economic Forum (WEF) Asia Pacific - The City of Melbourne actively supported the conduct of the World Economic Forum’s Asia Pacific Summit Asia Pacific in the 21st Century – Leveraging the New Drivers of Growth, held at the Crown Towers and Casino in September 2001. As well as assisting to bring the Forum to Melbourne, we supported the State and Federal Governments and the Australian Davos Connection with many of the logistics and operations for the summit. The summit provided a unique opportunity to showcase Melbourne to some of the world’s most influential corporate, business and community leaders.
The WEF summit was accompanied by a significant anti-globalisation protest in the vicinity of the Crown complex, and the City of Melbourne worked closely with the Victoria Police and other agencies to respond to the challenges this presented in relation to traffic and emergency management.
Carlton 2010 - We released Carlton 2010, which determines the vision for the future of the Carlton area shared by the Carlton community, stakeholders and Council. Carlton 2010 is an integrated local area plan to guide the growth and development of Carlton in a
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way that meets the needs of local residents, students, workers and visitors, and ensures the area’s future prosperity and sustainability.
Precinct Enhancement Program - The Precinct Enhancement Program supports the marketing and business development of our recognised local small business precinct groups. Four precinct groups gained recognition under the program during the year, bringing the total number of precinct groups that meet our criteria to 13. Six precinct groups completed marketing and improvement plans in 2000-2001.
Some of the precincts’ activities for the year included:
• Flinders Quarter street party; • West End Precinct networking breakfast forums; • Hardware Precinct Christmas windows project; • Swanston Street Christmas wrapping station; and • Greek Precinct and Flinders Quarter web site launches.
Our precinct groups perform an important advisory function for Council, assisting us with city issues such as the capital works program, retail core development, drugs and city safety.
Fast train links to airport – The State Government committed to the airport rail link during 2000-2001. Council was involved in the initial consultation process and presented a report to the Melbourne Airport Transit Link panel in which we expressed our support for the Albion Corridor option and affirmed our opposition to the alternative Broadmeadows line option. Our recommendation was based on minimising the links effect on residents and traffic and the potential for greater local economic benefits.
City Link – Traffic monitoring since the opening of City Link confirms that city streets are still experiencing reduced traffic volumes and that the Burnley Tunnel has further reduced traffic in King Street. We will continue to monitor the Burnley Tunnel’s impact on city traffic volumes.
Fisherman’s Bend Structure Plan and prospectus - In conjunction with the Port Melbourne Business and Industry Group we commenced a program to aggressively promote and recruit businesses that can boost Fisherman’s Bends’ advanced manufacturing capabilities. We promoted Fisherman’s Bend as an advanced manufacturing sector at Australian International Airshow and commissioned RMIT's Wackett Centre for Aerospace Engineering to conduct an Investment Attraction Report that identified 64 potential organisations that could be accommodated in Fisherman’s Bend. We also commissioned a study on the feasibility of extending the tram network into Fisherman’s Bend and undertook traffic management studies to address some of the barriers to the area developing to its full potential. We began work on an urban design framework for the area to create a better business environment.
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Visit of the Governor of Massachusetts to Melbourne - Governor Paul Cellucci and a business mission from Massachusetts provided an important opportunity to explore business links between Melbourne and Boston.
Prosperous City Fast Fact A recent Council survey of residents occupying new apartments in the City of Melbourne’s inner areas (CBD, Southbank and Carlton) has provided a snapshot of local residents and housing stock, and the facilities and services they require: • residents enjoy inner city living – a positive endorsement of the Council’s continued support for increased residential development in the city, increased resident numbers have also boosted spending on goods and services in the city area; • by June 2000 there were approximately 16 000 inner city apartment residents in major apartments projects – almost triple the 5 300 residents identified in the 1996 census; • the 20-34 year old age group drives the inner city market and accounts for around 60 per cent of population growth, the ‘empty-nesters’ or 50-59 year old age group are the only other group to increase their market share, accounting for seven per cent of the population in 1996, and rising to an estimated eight per cent by June 2000; • renters or boarders occupied 63 per cent of apartments in the survey, with the remaining 37 per cent owner occupied; and • more than one third of respondents attend an educational establishment on a full time basis.
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Innovative City
Our direction
Melbourne is fortunate in having a strong base for an innovative future. Its strengths must be nurtured and developed through enhancing activity in education, medical and scientific research and development, design, multimedia and the arts.
The city will enhance its profile nationally and internationally as a centre for innovation.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets The corporation’s contributions towards an Our annual performance target for this projects Innovative City include: is: • Investment in the establishment of a • Partnership arrangements Thinking Melbourne Fund established Review
Thinking Melbourne Fund/Strategic Innovation Alliance with CSIRO - With the closure of the Strategic Industry Research Foundation, the City of Melbourne sought a new partner for our Thinking Melbourne Fund with CSIRO, Australia’s largest scientific research organisation. CSIRO joins us in commercialising selected technologies with the potential to benefit Melbourne. While we aimed to fund 10 projects under the Fund during the year, the need to forge a new partnership delayed our progress and resulted in only one project being granted $20 000 to proceed. We highly value our alliance with CSIRO, which will continue over the next two financial years.
National IT Skills Hub - We granted $100 000 to help establish the National IT Skills Hub in Melbourne. Our support will strengthen the city’s attractiveness as a prime location for information technology and multimedia investment as the Skills Hub will provide information and resources on education, training, development and services, and act as a meeting space linking individuals and agencies with information technology and telecommunications skills, opportunities and solutions.
Biotechnology business development – Twenty-five Melburnians joined us on a business mission to the BIO 2001 conference in San Diego as part of the 140-member Victorian Government delegation. The mission visited Boston, Los Angeles and San Francisco in an effort to build cooperation and to promote Melbourne's capabilities in the burgeoning biotechnology sector. The State Government and the City of Melbourne lodged submissions at the Federal level to promote the establishment of the office for the Gene Technology Regulator in Melbourne and we are awaiting the outcome. We also began work on a Melbourne Bio Agenda to guide our involvement in the development of this important business sector.
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Innovation and commercialisation seminar series - Together with AusIndustry and the Department of State and Regional Development, we sponsored a series of seminars to facilitate contact between the financial, entrepreneurial and scientific sectors of Melbourne’s business community and to assist in moving ideas from mind to market. The seminars attracted more than 75 people to each of the six sessions and speakers came from marketing, business planning, private funding, media and government policy fields.
Arts Grants Program – Our Arts Grants Program seeks to enliven the city with diverse arts and cultural activities for the benefit of Melbourne's residents, workers and visitors. We encourage the imaginative and creative use of public spaces within the municipality.
During 2000-2001, we supported over 130 diverse projects and activities by arts organisations, individuals and community groups. The funded activities included innovative and contemporary approaches to art forms, such as the visual arts, performance, multimedia and music. Funded activities include the Melbourne Festival, the Melbourne International Film Festival, the Fringe Festival, and the Midsumma and Antipodes Festivals; Platform, the Urban Art Group and Citylights public art programs. A wide range of music and performing arts organisations were funded, including the Melbourne Symphony, Geminiani Youth Orchestra and Ilbijerri Indigenous Theatre, as well as discrete arts and cultural projects.
Innovative City Fast Fact Arts Grants Programs - We support initiatives that: • help the city; • encourage the imaginative and creative use of public spaces in the municipality; • showcase the quality and diversity of Melbourne’s arts and the role it plays in reflecting ourselves, our aspirations and our city’s distinctive character; • increase community participation in the cultural life of the city; and • express and explore the essential spirit of Melbourne as an exciting, contemporary and cosmopolitan city that values the culture of its traditional owners and the many other people who have settled here; and • encourage initiative and contemporary approaches to artforms and presentation of work.
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Culturally Vital City
Our direction
Culture is essentially about a way of life, it is a celebration of community. Melbourne already has a reputation as a culturally vibrant city. Council will continue to take a leadership role to support and add value to cultural activity in the city.
The city will become the most attractive and supportive centre for the arts and cultural expression in the Asia-Pacific region.
Performance against Corporate Plan strategies Annual measure of corporate performance Annual targets
The corporation’s 2000-2001 contributions towards a Culturally Vital City include: Our annual performance targets for these projects and programs are: • Arts Program • Arts Program assessed • Centenary of Federation • Centenary of Federation program celebrations approved • Olympic Torch Relay • Olympic Torch Relay events successfully delivered
Review
Centenary of Federation celebrations - Our contribution to the Centenary of Federation celebrations was significant. We supported Our Nation on Parade, attended by more than 300 000 people, with an $80 000 grant for logistics and $60 000 for our parade entry. We sponsored the exhibition 100 to One: An Australian Journey, visited by more than 30 000 people, as well as the Future Leaders Forums, discussion panels and an Arts Leadership forum, attracting over 2 000 attendees. With the help of a City of Melbourne grant, the Alfred Deakin Lectures attracted more than 12 000 to Melbourne Town Hall.
Volunteers featured heavily in our centenary celebrations. We listed 250 organisations on our Generous Melbourne website, designed to match volunteers to organisations and we developed a database of socially and culturally diverse community organisations that engage volunteers under our One Melbourne program http://one.melbourne.vic.gov.au
J.J. Holland Park - A major outcome of our capital works program for 2000-2001 was the opening of the first stage of the multi-million dollar refurbishment of J.J. Holland Park in Kensington, in line with the Holland Park Concept Plan. Stage one features an extreme sports precinct, designed to showcase non-traditional, high activity youth sports such as skateboard climbing and rollerblading and a new $2.5 million public swimming pool.
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North Melbourne Town Hall Arts House – The Fringe and Autumn Music Festivals used the North Melbourne Town Hall Arts House as their hub venue and the Ilbijerri Indigenous Theatre, the only professional indigenous theatre group in the State, joined the other six resident performing arts companies as a tenant, using the building for office and rehearsal space.
We continued to host arts and community activities at the venue, with more than 280 performances playing to a combined audience of 18 500 and 140 community events attended by 7 770 people. Our distinctive exterior lighting and signage project was a highlight of the year.
Melbourne’s Olympic and Paralympic glory - Fireworks and fanfare greeted the flames of the Olympic Torch on 29 July 2000 and the Paralympic Torch on 5 October 2000, heralding the city’s first taste of Games fever. These successful community celebrations were a proud moment in which Melbourne welcomed the Olympic spirit back to the city for the first time since we hosted the 1956 Games. The Olympic flag flew high over the Melbourne Cricket Ground for the Olympic Football tournament, hosted by Melbourne as the first Olympic competition. The 12 football matches drew huge crowds and put Melbourne under the Olympic spotlight days before the action began in Sydney.
The city proudly fielded a large proportion of Australia’s Olympic and Paralympic teams. Our lunchtime parades for the Olympic and Paralympic teams drew fans in the hundreds of thousands and congratulated the athletes in true Melbourne style.
An important logistical function for Council was to facilitate the use of Yarra Park for the Sydney Olympic Outside Broadcast Organisation. Our contribution also extended to assisting the State Government and SOCOG with marketing opportunities and hospitality, public health and transport control activities.
One of the most significant outcomes of the Olympic Games for Melbourne was to showcase our capacity to host major international sporting events and to learn valuable lessons from Sydney in the leadup to the 2002 World Masters Games, the 2005 Deaflympics and the 2006 Commonwealth Games.
Sport – 2000-2001 marked the third year of our three-year Sports Policy. During the year, we further increased our sports profile and highlighted our commitment to Melbourne as a global sporting capital. While capitalising on the opportunities presented by the Sydney 2000 Olympic Games was a high priority, we remained dedicated to community sport, consulting with more than 40 sports stakeholders to establish collaborative projects.
We continued to work with the State Government and Victorian Major Events Company to attract major sporting events to Melbourne and to market sports such as the Accenture World Match Play Championships and FINA World Cup Swimming. Creating events to increase city visitation, such as the public celebration for the 2000 AFL Premiers Essendon and the Australian Cricket Team’s participation in the launch of City Square, were also a prime focus.
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The City of Melbourne is a proud sponsor of sport. In 2000-2001, we sponsored the AFL Grand Final Parade, FINA World Swimming, the Australian Grand Prix, the VRC Parade of Champions, the Herald Sun Tour and the Olympic Dream Fun Run.
2002 World Masters Games – The 2002 World Masters Games are the next big event on the international sporting calendar. We pledged $550 000 in direct and in-kind support over three years to Games, to be staged in Melbourne in October 2002. Featuring a wide range of sports and catering for all age groups over 25 years, the 2002 World Masters Games are expected to attract more than 20 000 athletes and contribute around $17.2 million in direct expenditure to the city and the State.
Indigenous arts program
Lost and Found: A Shared Search for Belonging: this program was part of the Federation Festival and celebrated cultural exchange between artists from indigenous and culturally diverse backgrounds. It incorporated exhibitions at the Immigration Museum, the Koorie Heritage Trust and the Trades Hall.
Federation on Parade: we funded five indigenous floats to participate in the Federation celebration street parade, Nation on Parade.
Mentorship Program: this program was established to increase and enhance training opportunities for indigenous people. During the year we initiated two programs in theatre production with the Playbox Theatre and the Ilbijerri Aboriginal and Torres Strait Islander Theatre Co-operative Limited and in arts administration with the Next Wave Festival.
Ilbijerri Aboriginal and Torres Strait Islander Theatre Cooperative Ltd: for the second year, we funded Ilbijerri; the only theatre company in Victoria that promotes and provides opportunities for indigenous theatre practitioners.
Voices: Mark Atkins, an indigenous musician, collaborated with Philip Glass, the New York based composer, on a work the city commissioned for the launch of the refurbished Melbourne Town Hall Organ.
Public art program - Three major public art projects were presented under the program during the year including an indigenous installation in the City Square titled, Scar. We advertised and developed a range of contemporary public art projects for the city's laneways and developed a new Public Art strategy for consideration by the incoming Council.
Community use of Melbourne Town Hall – Community, cultural and civic bookings of the Melbourne Town Hall represent 75 per cent of venue use, with the remainder taken up by commercial bookings. Demand for our Town Hall tours increased by 14 per cent during the year, compared to the same time last year. We have now developed an organ tours program to promote the refurbished Melbourne Town Hall Organ.
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Melbourne Moomba Festival - The 2001 Melbourne Moomba Festival followed up on the success of the 2000 event with a program of local and international performing artists, a fire and light show by Groupe F, and a highly successful Tram Parade and Street Party. This year, Moomba attracted extensive positive media coverage and participation by over 500 performers and community groups. As a direct result of Moomba, the French- Australian Chamber of Commerce of Melbourne presented an award to the City of Melbourne to recognise the links our city enjoys with French performing arts companies.
Major Festivals and Events - We proudly supported a range of events and festivals during the year, including the Australian Grand Prix; the Lygon Street Festa; the Melbourne Festival; the Victorian Racing Club’s Carnival of Champions; the Melbourne International Film Festival; the Melbourne International Comedy Festival; the Melbourne Fringe Festival; and the AFL Grand Final Parade.
Events support – 2000-2001 was a year for major public events. The City of Melbourne gave logistical support to more than 275 filming activities, 320 promotional activities and 275 parades, festivals and events including:
• the Olympic Soccer Program; • the Centenary of Federation marches and installation program for State and Federal agencies; and • the largest parade in Melbourne to honour the Olympic heroes. • we also delivered more than 275 filming activities, 320 promotional activities and 275 parades, festivals and events.
Filming Policy – In consultation with the Melbourne Film Office and community representatives, we introduced a policy for filming activities on property under our care, to minimise the impact of filming on businesses and residents and to raise our international exposure by attracting filming to Melbourne.
Melbourne City Baths – The Melbourne City Baths celebrated two milestones in 2000- 2001: the 141 years of operation and 100 years since architect J.J. Clark won the national competition for the Baths’ design. The Baths gained extensive media coverage during the year, with Channel 10 using the venue to interview Olympians Shane Gould and Dawn Fraser and Channel 7’s Today Tonight filming fitness segments for older adults on-site. The Baths’ team conducted health and fitness evaluations for the Herald Sun’s Body Report and the main pool area was a major feature of the Spring Fashion Week swimwear program.
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Heightened interest in the historic facility attracted 444 349 annual visitations (an increase of 1 676 visitations over 1999-2000 figures) and an increase in annual memberships by 1 410 (167 more than in 1999-2000). We successfully negotiated the Royal Children’s Hospital and Royal Women’s Hospitals as new corporate members and developed and expanded our wellness program.
Cultural City Fast Fact Community Messages Capsule – Located outside Melbourne Town Hall during 2000, the Community Message Capsule attracted more than 500 messages expressing the writers’ visions for the new millennium. The messages were displayed in various venues around Melbourne during the year and are now housed in a specially built capsule outside Melbourne Town Hall. The capsule provides inspiration to passersby.
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People City
Our direction
Melbourne is a wonderfully diverse ‘people city’ with a thriving multicultural community made up of residents, workers, students and visitors of all ages and incomes.
The city will provide a welcoming, liveable, attractive and supportive environment for all its residents and groups in the community.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets
The corporation’s contributions towards a People City include: Our annual performance targets for these projects and programs are: • A City for Everyone, Council’s • New Disability Policy produced Disability Policy • New Youth Policy completed • A City for Young People • 2000-2001 activities implemented • A Strategy for A Safe City • Plan revised • Drugs Action Plan • New Social Housing Strategy • Social Housing Strategy produced
Review
Disability Strategy - We reviewed our strategic direction for services and activities to ensure access for people with disabilities. We provide many innovative ways of ensuring people with a disability are able to access the city and its amenities. Such activities include a mobility map, Access Melbourne Internet site and the implementation of our award winning Kerbside Cafe Code, which seeks to maximise the accessibility of the streetscape and cafes for people of all abilities. A key project is the Good Access is Good Business scheme that aims to encourage businesses to consider the needs of people with a disability in all parts of their business planning.
Here and Now: Connecting Young People, Communities and the City of Melbourne – We launched our three-year strategy to build on the success of Council’s first youth strategy, A City for Young People 1996–1999. The strategy affirms our role in providing services for young residents, young city visitors and young people in need and outlines how we will make this vision a reality.
Social housing – We completed the process of establishing the Inner City Social Housing Trust as an independent body to focus on the development of housing for low income people in the inner metropolitan area. In recognition of the interconnected nature of inner city social housing needs, the Trust will work to foster partnerships with neighbour local
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Councils, government and private sectors to lever funding, donations and land. A key challenge will be to identify the scope and mechanisms for joint projects with the State Government to expand affordable public housing stock.
We will also develop a Youth Transitions Model to provide social, educational and training support to young people who will be living at the Ancient Times House development in Little Bourke Street. This support and accommodation model provides a unique opportunity for City of Melbourne to work with a wide range of partners, including the Office of Housing, Ecumenical Housing, Gospel Hall Trustees, the Salvation Army and the Sidney Myer Foundation.
Carlton Gardens play facility – Based on a popular nineteenth century concept of a maze and including a sandpit and play structures, the play area in Carlton Gardens opened with a free family day during the year. We contributed $350 000 and the Department of Sport and Recreation contributed $50 000 to the facility, which is well positioned to service families and school groups attracted to the Children’s Museum and the new Museum of Victoria.
City Safety Consultative Framework - Part of our commitment to city safety is a City Safety Consultative Framework, comprised of our City Safety Forum and five working groups. The participants focus on city transport and parking, perceptions of safety, injury prevention, liquor licensing matters and enhancing safety through community partnerships with Victoria Police. During the year, the framework provided Council with priority issues for action.
Safe City Cameras – We were granted $50 000 from the Department of Justice’s Safer Communities Program to assist in the evaluation of our safe city cameras program. The funds will assist us to undertake a study into the effectiveness of the cameras’ surveillance as a deterrent to crime. As only one such study has ever been undertaken in the world, the results will be of international significance.
Family and children’s services – During 2000-2001, we provided 182 places for childcare and 3 243 assessment visits for maternal and child health. We assisted 263 participants with family support and counselling, and 264 participants with early childhood services. We also initiated a municipal forum for family and children’s services, implemented a centralised kitchen for our four children’s centres, funded the establishment of a community toy library and commenced an Enhanced Home Visiting Service for families with additional needs.
Immunisation - In recent years, we have worked to improve coverage rates for an immunisation service and to prevent diseases such as measles, diphtheria, tetanus and polio. This year coverage rates for two year old children reached 95 per cent. We also introduced a program to follow up on missed immunisations, with the active involvement of our maternal and child health program.
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Library services – During 2000-2001, the Regional Library provided 1 309 824 loans, of which 220 354 were for non-English items. There are 62 397 members of the library and 849 643 visits were recorded for the year. Highlights of our library service for 2000-2001 include working to establish a city library and a feasibility study into redeveloping the East Melbourne Library. The Regional Library won a national award for innovation for the LOTE Outreach for Housing Estates project.
Welcome Shop Program - We established the Welcome Shop Program as part of our commitment to welcoming older people to the city. The Welcome Shop program is part of our SafeShop Program and aims to provide a network of retail outlets that are able to provide information and directions for older people. Accredited Welcome Shops will be located in retail precincts across the City of Melbourne.
Injury Prevention Advisory Committee – We established a committee with membership drawn from government, social, health, academic and community organisations. As a result, we developed a two year plan for our activities relating to injury prevention, including coordination and leadership in the area of unintentional injury, and the high risk areas – falls in the home, injury of children, safe transport and road and pedestrian safety.
CityHealth 2002 – We completed the first two years of the implementation of CityHealth 2002, our Municipal Public Health Plan, with 66 per cent of the strategies in the plan completed. The remainder will be finalised during the coming year. Activities have been conducted in a number of key areas including health promotion / service planning; illness and injury prevention; family and social health; public safety; and environmental health.
Achievements have included membership of the Moonee Valley/Melbourne Primary Care Partnership and implementation of the Responsible Pet Ownership program.
Moonee Valley/Melbourne Primary Care Partnership - aims to improve the well- being of the population of the two municipalities by developing collaborative relationships with general practitioners, provision of a consumer and carer focussed service system, promotion of a population based planning approach and working with the community.
Responsible Pet Ownership – we introduced a discounted desexing voucher scheme to our residents with a social security card; sent pet owners a POOch Pouch to pick up after their pet; and developed an off leash brochure outlining areas where dogs could be exercised. We also launched information on animal management on our website providing information on dog waste, off leash areas in our parks and gardens, and responsible pet ownership messages.
Youth Services - During the year, we funded or supported 1 140 instances of crisis support or referral; 3 718 attendances at recreational programs and responses to 1 043 telephone requests. Highlights of our youth activities included the introduction of a youth grants program, development of a new service model for Frontyard Youth Service and additional funding to assist in re-locating Frontyard to improved premises in 2001-2002. A survey of local youth services indicated that 75 per cent of people using the services said that their individual situation had been improved.
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Community support services - We continued to fund a range of community support services, including Travellers Aid, which provided around 4 300 instances of assistance for travellers or people with disabilities, and Open Family, which provided intensive assistance to over 60 people through the Street Outreach program. We also approved a three-year service and funding agreement for the North and West Melbourne Neighbourhood Centre to support community education and neighbourhood development activities.
Aged and disability services – Our key services include assessment; case management and coordination; home and personal care; food services; senior citizens and day centre programs; and community transport. During 2000-2001, we provided 851 people with regular services through the Home and Community Care program, totalling 5 450 hours of home care; 4 065 hours of personal care; and 46 882 meals. We also successfully linked our Handcrafts Fair with the Retirement Living Expo during Senior Citizens’ Week. This event was held over two days with over 200 business, community and government groups and was attended by 10 000 people.
Bike Plans – Plans to make Melbourne a first class cycling city are outlined in our Bike Plan, which was prepared as part of the Transport Strategy. The Plan promotes cycling as a healthy exercise that is a low-cost, and environmentally friendly. Our Bike Plan identifies improvements to the bike network to ensure routes are safe and accessible and linked to key activities.
Illicit drug response - We endorsed our Drugs Action Plan 2001–2003, following a review of our previous drugs plan, research, and community consultation. Underpinned by a harm minimisation philosophy, the Drugs Action Plan aims to reduce drug-related harm for people who use drugs, the community, business, workers, visitors and students.
Endorsed by the State Government and supported by the allocation of funds, the Plan outlines actions such as assisting local communities to respond to drug related issues; conducting a training program for business; providing information to drug users; contributing to city enhancement plans and providing additional syringe disposal options.
Begging research – The City of Melbourne contributed $10 000 to research, to be undertaken in partnership with Hanover Welfare Services and the Victoria Police, to examine the prevalence of begging within the central business district and to gain a better understanding of the issues associated with begging.
The research, the first of its kind in Australia, found that contrary to recent public debate, between 1 and 10 people beg in the CBD on any given day and for most, begging is opportunistic in that they seek small amounts of money to pay for immediate needs – food, cigarettes, accommodation, alcohol or drugs. A clear association was found between begging, homelessness and substance abuse. During the study period there were no instances observed of aggressive begging.
This study will contribute to future policy directions.
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Laneway improvements – We actively encouraged property owners and business operators to improve safety in laneways and alcoves through improved waste management practices, syringe disposal programs, and security lighting measures. We provided free alcove sensor lights to businesses and residents to help reduce anti-social behaviour in secluded locations. We encouraged property owners to consider enclosing alcoves and recessed doorways on their premises to remove locations where undesirable and unsafe behaviours may occur. We upgraded laneway pavings where required, and used bluestone in some key lanes.
Kerbside Cafe Code – We produced a code to promote new guidelines and requirements for kerbside cafes relating to safety, amenity and compliance to traders, precinct groups and other stakeholders. The code outlines how to obtain a permit.
People City Fast Fact The City of Melbourne’s maintains a wide range of community sport and recreation facilities: • 33 cricket pitches; • 13 football fields; • 12 pavilions; • 11 soccer fields; • 10 softball pitches; • 8 tennis clubs; • 4 swimming pools; • 3 rugby fields; • 2 baseball fields; • 2 hockey fields; • 2 bowling clubs; • 1 lacrosse field; and • 1 golf course.
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Attractive City
Our direction
Melbourne’s buildings, streets, open spaces and landscape features combine to give the city its unique appearance and feeling. Council will ensure that the city’s physical environment continues to be recognised for its character and the liveability it engenders.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets
The corporation’s contributions towards an Attractive City include: Our annual performance targets for these projects and programs are: • City Square and City Square Café • City Square and Café opened • Lighting Strategy • Lighting Strategy implemented • Riverside Park (Birrarung Marr) • New park completed • Urban Design Strategy • Urban Design Strategy prepared
Review
Birrarung Marr – The Premier of Victoria and the Lord Mayor officially named our new park by the river Birrarung Marr in May 2001. The indigenous word Birrarung means ‘river’ or ‘river of mists’ in the Woiwurrung language of the Wurundjeri people who originally inhabited the area, while Marr means ‘the site of the river’.
Scheduled for completion in late 2001, the park is a world leading example of the latest in international urban park expertise and design and will be the first inner city park in Melbourne since the city was laid out over a century ago. Situated between Federation Square and Melbourne Park, Birrarung Marr occupies 8.3 hectares of land, including six hectares of reclaimed railway land and will connect the city with sports, entertainment and arts precincts and bring activity and atmosphere to the revitalised Yarra River. Council has contributed $15 million to the park’s development.
City Square and City Square Café - Following its unveiling in August 2000, the new City Square has attracted workers and visitors to its Café, water feature and the popular John Mockridge Fountain. City Square’s flexibility was demonstrated when it housed the innovative Christmas Tree and other events such as the Paralympic Torch Relay, Paralympic Parade, the Victorian Racing Carnival’s Parade of Champions and the launch of our Christmas in the City campaign. Beneath the City Square is a state of the art City Square Carpark with 420 spaces, of which 350 are dedicated short-term public spaces providing convenient, cost effective parking for the city visitor.
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Federation Square – Construction of the $360 million Federation Square project continued during the year. Overlooking the Yarra River and surrounded by parkland, Federation Square is one of our most exciting projects, jointly initiated by State Government and the City of Melbourne with financial support from the Federal Government. With the design the subject of public debate, it will house the world’s best and biggest collection of Australian art from the National Gallery of Victoria as well as the Australian Centre for Moving Image (incorporating Cinemedia and SBS). Federation Square will also include a function centre, a variety of cafes, restaurants and bars, a book and music superstore, a 500-space car park and a series of public spaces, including a striking atrium and amphitheatre and grand plaza. Federation Square is scheduled for opening in early 2002.
Melbourne Town Hall Grand Organ - Restoration, rebuilding and enlargement works to our Melbourne Town Hall Grand Organ was completed by the Schantz Organ Company in Ohio during the year. The work has increased the instrument’s capacity by more than 50 per cent but also allows the original 1929 sound to be authentically produced.
The organ chamber at Melbourne Town Hall was also extensively redeveloped and enlarged, with backstage platforms to allow the public to see the workings of the organ. New chamber walls have also been acoustically designed to improve the instrument’s sound projection into the hall. The City of Melbourne commissioned internationally renowned US composer, Philip Glass to create a new work to relaunch the organ to Melburnians in May 2001. The special musical presentation featured Australian indigenous artists.
Town Hall Curtain - A new four-storey blue velvet curtain was completed during the year. The new curtain is the result of five years of planning, organising, stitching and painting and replaces the curtain destroyed by fire in 1995. The curtain features a design based on the organ pipes and the curlicues around the balcony of the Town Hall. Designed by Graham Bennett and hand painted by Sara McPherson, the curtain was launched in conjunction with the highly successful Deakin Lectures, during the Federation Festival.
Docklands – While the City of Melbourne does not have any direct control of the Docklands area, this area having been removed by the State Government and created as a new municipality, there is a close working relationship between the Docklands Authority and the City of Melbourne. We contribute to Docklands at a number of levels including membership on the Docklands Financial Review Panel and the Design Amenity and Integration Review Panel. Our CEO and Directors also meet on a monthly basis to discuss areas of interest. To date the City of Melbourne has provided the Docklands Authority with a number of services including detailed input into the design of a number of the physical infrastructure elements within Docklands. Currently we are working with the State Government to look at the transferral of Docklands back to the City of Melbourne.
SkatePark – As the former home of the city’s SkatePark, the Queen Victoria Hospital site, is now under development, a temporary facility has been operating at the former Alexandra Gardens depot site. A new SkatePark is now being designed in conjunction with users of the temporary park and will have a street skating focus and skate park management facilities, including a kiosk. We are working to resolve community issues and to develop our vision of a permanent youth precinct and permanent world class SkatePark on the Northbank of the Yarra River.
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Flagstaff Garden Strategy – Following extensive community consultation, we finalised a plan to guide capital development of Flagstaff Gardens and to ensure that the area is planned and managed in line with community expectations. The first steps in implementing the Strategy are to return Flagstaff Hill to parkland and to build a new toilet block on the edge of the park to replace the existing facility. We will begin stage one in 2001-2002 and continue over the next 15 years, at a total cost of around $13 million.
Parks community consultation - Feedback from residents, business owners and other stakeholders in our municipality underpins the development of all plans and strategies for the future of our parks. To ensure that all stakeholders were given the opportunity to contribute to all major decisions made about our parks and gardens, we undertook 96 community consultations and held 244 meetings with stakeholders during the year. We also received 32 000 phone calls and handled 2 507 customer contacts regarding our consultations.
Tree database - To manage Melbourne’s 50 000 trees, we finalised an electronic tree data base and street tree precinct plans for our 14 precincts during the year. We also planted over 3 000 new street and park trees.
Updates to and implementation of our Dutch Elm Disease Action plan achieved the highest levels of control of Elm Leaf Beetle to date.
Conservation and heritage projects – We manage the Melbourne Heritage Fund in joint partnership with the State Government. During the year, we provided 22 grants to a value of $344 750 and made 10 loans to a value of $734 100 for conservation and restoration projects within the city. We also provided an additional 34 grants, totaling $855 430, and 33 loans, totaling $1 155 560, for conservation and restoration projects in other municipalities.
We worked with the Museum of Victoria and the National Trust to further the nomination of the Royal Exhibition Building and Carlton Gardens for World Heritage Listing.
We completed public art conservation projects, including:
• The Henderson Drinking Fountain; • The Stanford Fountain; • Horses of War Drinking Trough; • Sir Thomas Blamey Memorial; • Monash Equestrian Memorial; • South African War Memorial; • Legacy Memorial; and • Conservation of the landscape painting – The Ploughed Field – by F R Lee.
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Lighting Strategy – Driven by our commitment to environmental sustainability and to the safety of people in public places, we published our first lighting strategy in 2000-2001. The new strategy builds on our established approach to urban design, with an emphasis on the functional, background role good lighting plays in the safety and amenity of the city.
Recommendations in the strategy include better illumination along waterways, within parks and throughout neighbourhood shopping precincts and an emphasis on upgrading lighting at the edges of streets where pedestrians walk. The strategy also advocates better visibility within ancillary spaces along major streets. These spaces include lanes, car parks and recessed building entrances.
In many locations, our Municipal Lighting Strategy aims to avoid excessive illumination and to prevent ostentatious light displays. We encourage environmentally sustainable practices and seek to minimise ‘skyglow’, glare and other nuisances associated with over- illumination of buildings and public spaces.
Street Cleanliness – In the first year of our five-year street cleaning contracts with our external service providers, CityWide in the West Region and SSL Berkeley Challenge in the East Region, we met or exceeded our new performance measurement standards. The introduction of new generation footpath and street cleaning machinery in the city also contributed to an average of a 40 per cent reduction in cleanliness complaints compared with 1999-2000 figures. We also experienced 22 per cent less illegally dumped rubbish compared with 1999-2000 figures, which is partly the result of implementation of our Environment Local Law.
Waste management - We collected 13 765 tonnes of garbage for landfill; 3 412 tonnes of recyclable material (which includes 974 tonnes from our new central business district cardboard collection service) and 5 964 tonnes of sweepings.
Improvements for pedestrians - Our major pedestrian project for 2000-2001 was widening the footpaths in Swanston Street, north of Latrobe Street. This project will significantly improve the pedestrian environment around RMIT. We also delivered streetscape projects in the Domain, Flagstaff, Hoddle and University Wards and began a program of tree planting works in the Flagstaff, University and Domain Wards.
We undertook an assessment and critique of our draft pedestrian strategy for the central business district, conducted a workshop with visiting international experts, focusing on improving the pedestrian environment of cities, and prepared the Northwest Melbourne Civic Precinct Draft Study, following consultation with key community group representatives.
Northbank Trail – Parks Victoria commissioned the City of Melbourne to design a new pedestrian and cycle trail along the north bank of the Yarra River between Princes Bridge and the Charles Grimes Bridge. The trail design also identifies development opportunities that will contribute to a safer, more active edge to the Northbank. This project is an important part of revitalising the Yarra River and city environs and will be a key attractor and recreation area during the 2006 Commonwealth Games in Melbourne.
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Urban design - Our revised urban design framework for the city includes the development of a new walking strategy for the municipality. The strategy, while almost complete, proved more complex in content and structure than originally anticipated. This complexity, coupled with the time taken for initial ‘scene setting’ work to develop urban design content for the draft City Pan 2010, has extended the timeframe for completing the first draft of the urban design framework. We expect the complete the first draft in late 2001.
Design awards – We were successful in winning five design awards in 2000-2001:
• Zoo Entrance Landscaping (Australian Institute of Landscape Architects); • Lighting Strategy (Australian Institute of Landscape Architects); • Holland Park Skate Park (Royal Australian Institute of Architects); • RMIT Urban Spaces with Peter Elliott (Royal Australian Institute of Architects); and • John Mockridge Fountain (Cement and Concrete Association, Streetsmart Award).
Information hubs - We installed 16 information hubs throughout the central city area, in partnership with Optus. The hubs provide a city map, events advertising and an interactive information system.
Code of Good Practice at Construction Sites – We developed the Code of Good Practice at Construction Sites, outlining the requirements for the protection of Council and private assets adjoining construction sites within the municipality. The code has been accepted by industry, WorkCover and the Building Control Commission.
Attractive City Fast Fact The City of Melbourne’s Melbourne Open Air Museum features more than 150 monuments, statues, memorials and fountains. Dating back to the 1850s, the artworks have great historical and cultural value. Located throughout the city in parks, street corners, along streets, malls and other public spaces, the artworks draw attention from critics and the public. To view or search through the art of our city visit www.investigatingmelbourne.vic.gov.au.
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Sustainable City
Our direction
Sustainability is about managing and using resources in a way that does not prejudice the capacity to continue to do so in future. The Council is committed to sustainability in the way the city is planned and developed, and in the way Council conducts its own operations.
Performance against Corporate Plan strategies Annual measures of corporate Annual targets performance The corporation’s contributions towards a Our annual performance targets for these projects Sustainable City include: and programs are: • Biodiversity Program • Redesign and implementation commenced • Environmental Initiative Trust Fund • Trust Fund established and grants provided • Stormwater Management Plan • 2000-2001 actions completed • Triple Bottom Line • Strategy framework established
Review
Sustainable Energy and Greenhouse Strategy - Together with Greenhouse Action Plans, this strategy outlines our commitments, actions and achievements for stabilising climate change. We joined the Cities for Climate Protection in 1998 and the Greenhouse Challenge in 2000, and are committed to reducing greenhouse gas emissions from our operations by 30 percent and across the municipality by 20 per cent by 2010 (based on 1996 levels).
A December 2000 review of our progress under the strategy revealed corporate greenhouse gas emissions had reduced by 3 283 tonnes a year, representing an achievement of 10.5 per cent of the 30 per cent goal and demonstrating that we are on track to achieve our 2010 target. In March 2001, we became the first Australian Local Government and one of only a few local governments worldwide to achieve the fifth and final milestone of the Cities for Climate Protection Program.
We were proud recipients of the United Nations Association of Australia (UNAA) World Environment Day Award for Best Specific Environmental Initiative in the local government category for our Sustainable Energy and Greenhouse Strategy. We also won the Sustainable Energy Authority of Victoria’s Best Government Operation Award for planning, monitoring and implementing energy efficiency projects and displaying energy smart practices.
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In the past year we have:
• purchased one of the single largest amounts of Green Power in Australia (10 per cent of the electricity for our largest buildings is now sourced from Victorian wind generators); • installed three commercial-size solar hot water units in our buildings; • undertaken energy audits in all our major buildings; • installed major lighting retrofits and control devices in Council House car park and 602 Little Bourke Street, generating savings of up to 20 per cent; • incorporated lighting efficiency improvements in all new accommodation fitouts; • coordinated an Energy Month in February to increase staff awareness of energy saving ideas around the office and at home; • converted 14 fleet vehicles to dual fuel LPG and purchased seven dedicated LPG vehicles for our fleet; • planted 3 000 trees/shrubs in the municipality and an additional 700 trees to offset emissions from our fleet; and • reduced the amount of our office waste sent to landfill by 77 per cent.
We worked in partnership to reduce municipal emissions by:
• implementing a Commercial Building Partnership Program to improve the energy efficiency of commercial buildings, in partnership with the Property Council of Australia and Sustainable Energy Authority Victoria; • developing a program with Environment Victoria, Fosters Brewing and Australia Post to rollout Green Transport Plans for staff at Fosters and Australia Post that reduce greenhouse gas emissions associated with travel to and from work and during business hours; • forming a consortium with the City of Port Phillip, Sustainable Energy Authority and Conservation Volunteers Australia to submit an application for funding a restaurant/café lighting retrofit program; • establishing a food waste collection and recycling service in the central business district with participating businesses and collectors in partnership with BP; • influencing CityWide Service Solutions to purchase Compressed Natural Gas (CNG) dual fuel waste collection for the provision of waste collection services in Melbourne. CityWide subsequently installed a public CNG refuelling site at the Green St depot in North Melbourne in partnership with TXU; and • publishing guidelines to assist residents to make informed decisions when considering the installation of solar technology, especially where heritage buildings are concerned.
Sustainable Melbourne Fund – We approved the establishment of a $5 million investment fund for supporting innovative projects that improve the environment through new technology, energy efficiency, cleaner technology or educational materials. Projects will be assessed according to their ability to deliver on triple bottom line outcomes of increasing economic prosperity, social equity and environmental quality.
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Triple Bottom Line performance – We adopted a framework for measuring the triple bottom line implications of all our significant decisions. In the future, we will allocate our priorities and resources against an assessment of economic, social and environmental impacts to ensure long-term sustainable outcomes for all Melburnians.
Environment Purchasing Policy - We incorporated environmental purchasing guidelines into our purchasing policy to contribute to improving the environmental sustainability of our operations. We are implementing and promoting a monitoring system of the purchasing policy.
Local Leaders in Sustainability Forum - We joined the inaugural Local Leaders in Sustainability Forum which consists of a small group of local governments considered by the Commonwealth to be leaders in the sustainability field. Meetings result in a series of recommendations to the Minister for the Environment and Heritage (Senator the Hon Robert Hill) for progressing sustainable development and greenhouse emission reduction at the local level.
Stormwater management – We endorsed a plan that will require funds of around $250 000 a year for four years and aims to improve water quality, benefit flora and fauna and reduce water consumption.
Transport - We obtained approval to establish a new Melbourne Transport Committee to facilitate and evaluate actions in relation to transport services in and connected to the city.
Water Consumption Plan – We achieved a saving of $250 000 on water usage, in our parks and recreation facilities after implementing stage one of the Water Consumption Plan.
Partnerships
Melbourne Green Map - Undertaken with the Centre for Design at RMIT, the green map is a unique printed and online guide for residents, visitors and businesses that assists them to make greener choices about how they live, work, visit and travel by identifying our green sites.
Northern Transport Corridor - We contributed one full time staff member to contribute to the study, undertaken by the Department of Infrastructure.
Biodiversity Plan - We completed a draft Biodiversity Action Plan in 2000-2001. We are implementing some of the recommendations as part of the Stormwater Management Strategy.
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Sustainable City Fast Fact One of the ways in which the City of Melbourne can make significant advances towards sustainability is through improved environmental management of its parks, open spaces and recreational facilities. In 2000 Council agreed to prepare an environmental management plan to provide strategic direction on this issue. Called Growing Green, it focuses on environmental management practices for all parks, open spaces and recreational facilities under City of Melbourne control, including: major and minor parks, gardens, sports reserves, creeks and waterways, street trees, road reserves, sports centres, pavilions, public toilets, park furniture and depots. It will provide a practical decision-making framework and present recommendations for specific actions to assist City of Melbourne in achieving more environmentally responsible management of its parks, gardens and recreational facilities over the next 50 years. It will also provide a basis for monitoring and reporting on improvements to environmental performance. We manage over 500 hectares of open space, including more than 60 parks, gardens and boulevards.
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Marketing And Communications
Our direction
Council recognises that marketing the city and strengthening communications with the community are fundamental to the vitality and prosperity of the city and a key to the success of the organisation.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets The corporation’s performance in Marketing and Our annual performance targets for these Communications will be monitored through measures are: implementation of programs and strategies that include: • Melbourne Marketing Strategy • 2000-2001 actions completed • Market Research Program • 2000-2001 program completed
Review
Melbourne Marketing Strategy - We launched a dynamic dollar marketing campaign designed to increase city visitation and build on Melbourne's reputation as a world class destination for shopping, dining, sports, arts and entertainment. The marketing program comprised a multi-faceted advertising and public relations campaign, a vast calendar of events, precinct marketing, city themes, decorations, cultural, sporting and family programs, tourism campaigns and city signage. The first year of our in-house, consolidated approach to marketing Melbourne has been extremely successful and has directly influenced market research results indicating improved city perceptions, increased retail core visitation, and improved stakeholder satisfaction with the overall marketing of the city.
Branding Strategy – We introduced a new brand identity strategy to strengthen our visual identity and to give the organisation’s products and services a strong and cohesive look. The new design is used for all Council communications materials, products, services, offices, signage, uniforms and vehicles.
New visitor information facility – We approved the development of a major new visitor information centre at Federation Square, which will feature tourist attractions, cultural activities and events. We also approved the development of a concept known as the ‘City Centre’ in the Melbourne Town Hall, which will become the headquarters of the Melbourne marketing program and will feature information about the city’s dining and shopping attractions. The City Centre will also provide visitor information about Melbourne and Victoria.
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Market research – We stay in touch with our target markets by regularly monitoring the health of the city, the impact of city marketing initiatives and customer satisfaction with our services. We conducted a number of market research projects during the year: city perceptions benchmark and monitoring; retail core visitation monitoring; a customer satisfaction survey; a publications communications study and visitor information services.
In the latest city perceptions study (June 2001):
• a total of 66 per cent of Melburnians rated the city as excellent/very good, up from 57 per cent in June 1999; • a total of 82 per cent said Melbourne is somewhere to be proud of, up from 73 per cent in June 1999; • an increased number of respondents said the city has an advantage over its competitors with regard to shopping as the city has street entertainers, easy and convenient public transport and natural and interesting features; and • the average monthly visitation to the city for dining purposes increased to 1.41 visits per person, up from 1.17 dining visits in December 2000. www.melbourne.vic.gov.au - We launched our new look corporate website in early 2001, following extensive consultation with stakeholders, customer service staff and Councillors. Using a new navigation structure, we have created a faster and more customer-driven online experience. We are continually striving to increase the number of services offered.
By visiting the site, residents may apply for permits and pay rates online; businesses have ready access to reports and maps on floorspace and employment available for purchase at the Census of Land Use and Employment link, while city visitors may find out about our tourism services. The minutes of all Council and Committee meetings are also available on the site.
Our website helped us reach a wider audience for consultations on Council strategies, such as the Flagstaff Garden Strategy, youth strategy, disability strategy and draft lighting strategy.
We will continue to ensure that our website is an effective and efficient resource by continuously improving its content and structure.
CoMWeb (our Intranet site) - Following the success of the changes to our corporate website, we began to streamline our Intranet site for more effective information-sharing across Council. With information on all branches of the organisation and a new, interactive human resources system, the Intranet is proving to be a fast and efficient way of communicating with staff.
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Tourism marketing - We focused on promoting Melbourne’s unique experiences, precincts, laneways, parks and gardens, sport, and other attractions to our regional Victorian, interstate and international tourist markets. As a result, we published a Discover Melbourne’s Precincts brochure, with sample themed itineraries for use in local public relations campaigns and by visiting national and international travel writers. We launched some exciting new products, including three art walks, to help visitors explore the city. We also joined Tourism Victoria in the development of the four seasonal tourism campaigns promoting Melbourne as a year-round tourist destination to the regional, interstate and international tourist markets.
Consultation guidelines - Community consultation is a high priority for Council. During the year, we released comprehensive community consultation guidelines to guide our consultative activities. The consultation guidelines reflect the findings of the A Way Forward report, produced by the electoral reform panel, chaired by the Honourable Joan Kirner.
We conducted community consultations on all major projects and policy issues, including our strategic municipal statement, the draft City Plan 2010. We initiated online consultations for a range of projects, including our built form review, youth strategy, draft municipal lighting strategy and the Flagstaff Garden Strategy.
Community communication – The City of Melbourne has a well established practice of providing relevant and timely information to its community. During the year, we continued to produce publications such as Melbourne News, Melbourne Business, and we communicated with our stakeholders via our Internet and corporate advertising program.
Marketing and Communications Fast Fact The City of Melbourne has developed a series of themed walks to give visitors an unique city experience. Our walks include the: • Art from the City Circle Tram (featuring contemporary art in Melbourne); • Swanston Street Art Walk (starting at Flinders Street Station and ending at the art-as- architecture buildings of the Royal Melbourne Institute of Technology); and • Yarra River Art Walk (featuring the artworks along our city’s water spine).
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Community and Customer Service
Our direction
Community consultation and stakeholder partnerships are critical to develop Melbourne as a city that will meet the needs of current and future generation. The organisation takes pride in delivering best value customer service to the community.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets The corporation’s performance in progressing towards achievement of Community and Our annual performance targets for these Customer Service will be monitored through measures are: implementation of programs and strategies that include: • Overall customer satisfaction with • Per cent of customers that rate our our service delivery service delivery performance as • excellent or good increased from 67 Overall satisfaction with interaction per cent to 68 per cent • Resolution rates for customer • Per cent of customers that rate our contact management system performance in interacting with (Vantive) customers as excellent or good increased from 69 per cent to 70 per cent • 70 per cent completion on-time resolution rate for action requests logged in Vantive customer contact software system
Review
City Ambassador Program – A new Council initiative based on research showing that visitors prefer face-to-face information delivery, the city ambassador program features a team of brightly uniformed ambassadors who walk city streets to help visitors explore the city. The city ambassadors also provide public safety services, assist with promotional events and reinforce the vitality and variety of shopping and dining in the central business district.
We began the program in late 2000 as a 10-week trial and recorded 6 728 requests for assistance, of which 48 per cent of requests were for directional information; 25 per cent for visitor and tourist information; 11 per cent for public transport information; 10 per cent for event information; and four per cent for City of Melbourne information. The popularity and effectiveness of the service has led to its continuation.
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Customer Service Strategy – We adopted a revised customer service strategy to guide our approach to the delivery of quality customer service over the next three years and beyond. The strategy builds on and enhances our previous work in this area and highlights that our people are the key to successful customer service delivery.
The strategy identifies priorities within the framework of customer contact management (handling customer inquiries and requests) and ‘challenge and change’ (encouraging a culture of continual improvement).
Town Hall Front Desk – During the Olympic year, much of our focus was on Olympic ticket sales through the box office facility at our Town Hall Front Desk.
We sold 65 136 tickets and facilitated the collection of a further 70 000 ticket to Olympic events in Sydney and Melbourne.
City of Melbourne Hotline – We expanded the operations of our award-winning Hotline during the year, transferring building and planning calls and parking and traffic calls to the Hotline. The additional intake boosted the total number of daily calls to the Hotline to 1 134 calls, up from 863 calls (1999-2000). With 86.2 per cent of calls resolved by the Hotline, we are now successfully dealing with more queries on the first call, eliminating the need to transfer callers to other parts of Council.
The Hotline continued to participate in a national benchmarking mystery telephone caller survey and we consistently performed better than call centres in every industry sector, including local government, banks, airlines, telecommunications companies, utilities and Internet service providers.
Perceptions about our service delivery performance fell from 67 per cent to 53 per cent and the rating of our performance in interacting with customers as excellent or good decreased from 69 per cent to 64 per cent.
Neighbourhood Officers and Safe City Neighbourhood Officers – While the planned amalgamation of our teams of officers who provide on-street services in the community did not proceed as a result of an increased emphasis on enforcement issues, we expect to consolidate the teams in 2001-2002.
Our investigations into advanced technology to improve access to information for on-street officers will reduce administration time and allow the officers to spend more time on the street, which will dramatically increase our street presence.
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Electronic service delivery
Online booking service: customers may now apply for seven types of parking permits, five types of parks and recreation permits and four types of building and construction permits online.
Vantive review: we achieved a 64.16 per cent completion on-time resolution rate for customer contacts raised in the Vantive customer contact system, which helps us to manage and respond to contacts from our customers. While this was short of the target of 70 per cent, extensive work during the year on system upgrades and process refinements has set the scene for a considerable improvement in performance for 2001-2002.
Electronic payment options: we introduced rates and parking infringements payment options over the Internet via a link to the Maxi Payments website. Rates and notices may also be paid via interactive voice response (telephone). Our launch of CLUE online also enables customers to purchase reports, maps and industry profiles through the website.
Online documentation: we posted cat and dog registration forms, Small Business Development Fund applications and art grants funding application forms and guidelines to our website.
Customer Satisfaction Surveys – We conduct extensive research and measurement to ensure our service standards are being met and to provide data to assist with innovation and improvement. Some of the mechanisms include customer satisfaction surveys, performance measurement through the Best Value Program and rigorous monitoring of performance of services carried out by external service providers.
Integrated Strategy – Our Information Management and Electronic Business areas were restructured during the year to produce a more customer-focused structure under a new Integrated Business Services Group (IBS). As well as bedding down the new structure and defining our services and processes, a key initial deliverable from the new structure is an Integrated Strategy for the organisation. The IBS area is already a major reference site for its application portfolio of major systems being delivered to the internal organisation and for its range of innovative online services available through the Internet.
Melbourne Tourism Services - As the key provider of tourism information in Melbourne and supported by 300 volunteers, Melbourne Tourism Services delivers face-to-face information to ensure an enjoyable and fulfilling visit to Melbourne and Victoria.
We approved the development of a major new Melbourne Visitor Information Centre at Federation Square, which will feature comprehensive information on Melbourne and Victoria, major attractions, multimedia facilities, accommodation and tour bookings and ticketing to events and festivals. We also approved the development of the City Centre in the Melbourne Town Hall, which will become the central point for city marketing promotions and will feature information about the city’s dining and shopping attractions.
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During 2000-2001, we answered 450 000 enquiries at our Visitor Information Centre in the Town Hall and 222 280 at the Bourke St Mall and Flinders St Station information booths. 586 orientations were conducted for our Melbourne Greeter Service and 6 035 people participated in our Town Hall Tours.
As part of the annual Cruise Ship Meet and Greet Program we welcomed 28 000 passengers and crew at Station Pier. Feedback on the program was extremely positive and the outlook for the next season is a substantial increase in cruise ship visits to Melbourne. In revenue Melbourne Tourism Services took $12 000 through portable information booth rental and tourism services to major events and $14 945 from our customer service and tourism product training programs.
In total Melbourne Tourism Services handled 736 680 visitor enquiries (including ambassador enquiries), conducted 6 621 tours and orientations and generated $26 945 in revenue for the Council.
Customer Service Fast Fact The following customer contact principles apply to our customer service: • we will be responsible for all services, including services by contractors; • we will inform our community in advance of activities, changes to services, developments and issues; • we will actively consult with our community and encourage feedback; • service requests will be guided to preferred contact points; • service requests will be handled consistently and to outstanding service standards; • service requests will be satisfied by the first contracted officer or with no more than a single hand over to another officer; and • all contacts will be closed to the satisfaction of the customer with an escalation avenue being provided if a customer is not completely satisfied.
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Finance and Asset Management
Our direction
Council plays a guardianship role in relation to public funds and assets. Effective financial and asset management is critical to ensure that ratepayer contributions are used prudently and impartially to meet the needs of the capital city community.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets
The corporation’s performance in progressing towards achievement of Finance and Asset Our annual performance targets for these Management will be monitored through measures are: implementation of programs and strategies that include: • Performance to budget • 100 per cent compliance • Capital works progress • 100 per cent of planned expenditure of budget • Maintenance works progress • 100 per cent expenditure of budget
Review
AAA rating – Our sound financial management and long term viability was recognised with a AAA rating from International Ratings Agency Standard and Poor’s.
Budget Performance 2000-2001 – The Rate Determination Surplus of $4.4 million was $2.9 million higher than forecast and was attained while still maintaining the service levels and achievement of goals of the corporation. The result was achieved through higher revenue of $1.5 million, reduced operating expenditure of $1.2 million and slightly lower capital expenditure of $0.2 million.
Subsidiary companies – Our wholly owned subsidiaries, CityWide Service Solutions Pty Ltd, Queen Victoria Market Pty Ltd and Melbourne Wholesale Fish Market Pty Ltd have all made significant contributions to the financial results of City of Melbourne. Contributions from subsidiaries include rents, dividends, licence fees and tax equivalent payments. During 2001-2002 these contributions totalled $8.7 million, assisting in reducing the reliance on rate based revenue.
Integrated financial model – We developed a model to forecast cash flows and balance sheets for the next five years to ensure that adequate financial resources are available to achieve the aims set out in the Corporate Plan 2001-2004. The model will be used for planning and budgeting processes and will enable reporting to the community against our critical success factors.
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Councillor expenses audit – An independent auditor found our system for authorising, recording, reporting and monitoring Councillor costs is working well with only a few minor exceptions identified. The audit also noted the significant improvements City of Melbourne has made in updating the relevant policies and procedures regarding Councillor expenses.
Business Activity Statements (BAS) – All our BAS returns were submitted prior to the twenty-first day of each month. The financial system and processes in place enabled returns to be completed in less than 21 days. An independent audit review of our BAS return was also undertaken, resulting in a positive compliance assessment.
Investment portfolio – Returns from financial assets realised $6.46 million, which exceeded the budget by $60 000. Car parking and commercial rents were on budget.
Rating strategy – Rate revenue is the primary source of funding for our programs, activities and capital works. In 2000-2001, we set a limit on the total increase for rates and charges to a maximum of 2.5 per cent CPI. This is at the lower end of proposed rate increases in Victoria. We raised $98.2 million from rates, which comprised 55.6 per cent of our revenue. The total value of rateable properties increased from $1 285 941 786 in 1999-2000 to $1 333 573 902 in 2000-2001 — an increase of 3.7 per cent.
In June 2001, Council approved an increase of 2.5 per cent for rates across the board in 2001-2002. We have budgeted to raise $104 100 000 from rates in 2001-2002.
Budget 2001-2002 – We met all statutory reporting requirements in 2000-2001, with our financial targets showing a small surplus and our no debt status retained. Five year forecasts continue our no debt position while containing rates income increases to Consumer Price Index (CPI) only.
Capital and maintenance works – We set a challenging target to achieve 100 per cent of the budgeted capital and maintenance works program expenditure for the year. While we did not meet the target, we completed a substantial portion of both programs during the year. We achieved 97.4 per cent of the capital expenditure budget and 97.8 per cent of the maintenance expenditure budget for the year. The City of Melbourne also spent nearly $34 million on its combined capital and maintenance works program over the year.
Freedom of Information – At the end of each financial year the Victorian Department of Justice requires agencies covered by the Freedom of Information Act to submit a report outlining the total number of Freedom of Information applications received as well figures concerning the type and outcome of each application. The summarised results of this survey, including results for City of Melbourne, can be found at www.justice.vic.gov.au. The City of Melbourne received a total of 49 Freedom of Information applications for the 2000-2001 financial year.
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Finance and Assets Fast Fact Every two years, City of Melbourne values rateable properties in the city to calculate the Net Annual Value. This calculates a ‘property value’ based on the rental the owner could be expected to receive if the property was leased. In 1999, the then State Government ruled that all local governments should conduct revaluations every two years, with the first valuation to occur with effect form 1 January 2000. This move was designed to achieve consistency across the state. Previously, each Council had conducted its valuations at different times with City of Melbourne undertaking a yearly revaluation program. We moved into line with the rest of the state on 1 January 2000. The next revaluation will take effect from 1 January 2002.
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Organisational Capability and Innovation
Our direction
Delivery of sound city management is significantly dependent on establishing and maintaining a capable and innovative organisation that can quickly adapt to a changing environment. Council is committed to building the organisation’s capability to meet the present and future needs of the community.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets The corporation’s 2000-2001 performance in Our annual performance targets for these progressing towards achievement of measures are: Organisational Capability and Innovation will be monitored through implementation of programs and strategies that include: • Corporate Learning and • Annual program delivered Development Program • Framework established • Corporate Triple Bottom Line • Program introduced • Innovation Program • Strategy developed • Workplace, Health, Safety and Diversity Strategy
Review
Corporate Learning and Development Program – We developed a Corporate Learning and Development Policy framework to cover all our employees. We implemented the learning and development programs to meet identified needs in 2000-2001. We also developed learning and development programs for 2001-2002.
Performance management – Sixty-two employees, managers and team leaders attended workshops to support the implementation of the staff development and review process. The process review improves links between individual development plans, business goals, core values and the corporate learning and development program. We will replace our existing staff development and review process with a new performance management framework in 2001-2002.
Work flexibility policy – We introduced a new policy to maintain a work environment that enables employees to manage their work, family and lifestyle responsibilities. The policy aims to increase recognition among existing and prospective employees that the City of Melbourne is an employer of choice and to further enhance the organisation’s competitive advantage and reputation in order to encourage the retention of skilled employees.
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Well @ Work Strategy – The Well @ Work Strategy has been designed to address the social, physical and psychological needs of our employees by focusing on a holistic approach to enhancing organisational health and well-being. Strategies, activities and measures have been implemented to assist, educate and enhance employee well-being by promoting healthy, safe and equitable work life behaviour benefiting staff and the organisation.
Occupational Health and Safety – We developed and implemented a plan that describes a systematic management approach and has led to sustained improvement in our occupational health and safety performance. The past year has seen a significant improvement in contractor safety management processes; the completion of a hazardous substance/dangerous goods audit and risk management; an improvement in manual handling risk management; and the development of procedures to reduce the risks to our staff while working on the streets (away from our premises).
Equal Opportunity (EO) – We support, encourage and facilitate diversity and equity by emphasising our affirmative action and equal opportunity goals, which value difference and fairness, and ensure we provide a workplace that is free from all forms of discrimination, harassment and bullying.
We are committed to developing and maintaining an organisational culture in which policies, practices and services are adapted to meet the needs of a diverse and evolving community.
Contract management – We developed a corporate project management/contract management training program as a mandatory project management tool for all our works projects.
Policies and procedure development – We reviewed or developed a number of policies and procedures during the year, including our Anti-discrimination and Harassment Policy, Bullying Policy, the Corporate Learning and Development Policy, our Internet and Email Policy, and Studies Assistance and Secondment Policy.
We marketed our Recruiting Fairly manual to managers and team leaders to ensure that we select the best people for the positions across Council.
Enterprise Agreement – Our 1999 Enterprise Agreement expired on 31 December 2000. We commenced meetings with unions on a proposed new agreement during the year. In principle agreement was achieved by 30 June 2001 with formalisation to occur as soon as all consultative and procedural requirements have been satisfied.
Triple Bottom Line reporting – We adopted a framework for making all our significant decisions against the triple bottom line. This means that in future, we will allocate our priorities and resources against an assessment of economic, social and environmental impacts to ensure a sustainable long-term benefit for all Melburnians.
Staff Code of Conduct – We drafted a code of conduct to make the standards expected of our employees clear and accessible.
Page 57 Performance by Critical Success Factor (CSF)
Parking and traffic – We commenced implementation of a Quality Management System to ISO 9001:2000 standard and we planned, monitored and enforced traffic and parking regulations to maximise access and minimise disruption to city activity. As a result, we bettered our targeted average response time for on-site attendance for parking and traffic calls to 22 minutes — down from 30 minutes in 1999-2000.
Organisation Capability and Innovation Fast Fact Human Resources Management - our Human Resource Management Strategy reinforces our commitment to being an employer of choice. It recognises the crucial role people play in achieving our goals and it supports our commitment to responsible governance of economic, environmental and social issues. The strategy outlines the following key principles: • our core values will guide decision making; • management will provide direction and vision; • workplace agreements and a flexible work environment will be used to help us achieve Council’s objectives; • we will design work with commensurate levels of accountability; • performance management will be effective; • a framework for learning and development will build capability; and • we will provide fair reward for effort.
Page 58 Performance by Critical Success Factor (CSF)
Governance and Business Processes
Our direction
The City of Melbourne is committed to delivering democratic governance processes, meeting legislative requirements and using effective business processes to ensure resources are allocated in a way that maximises the benefits to the community.
Performance against Corporate Plan strategies Annual measures of corporate performance Annual targets
The corporation’s performance in progressing towards achievement of Governance and Our annual performance targets for these Business Processes will be monitored through measures are: implementation of programs and strategies that include: • Governance Review 2000 • Key actions implemented • Risk Management Strategy • Strategy implemented • Best Value program • 2000-2001 activities implemented
Review
Governance – In late 2000 the Melbourne City Council participated in a panel process, led by the Honourable Joan Kirner, to demonstrate its commitment to addressing governance issues of concern to the State Government. The panel report, titled A Way Forward, prepared after extensive consultation with city stakeholders, made a number of recommendations regarding Council’s governance processes. These recommendations were subsequently adopted by the Council and implemented during early 2001.
Following the release of the panel report, the Minister for Local Government, the Honourable Bob Cameron, announced a review of the electoral structure of the City of Melbourne. Council considered the State’s proposed electoral reform initiatives and consulted widely with the public regarding our position in relation to these initiatives. After a successful People’s Forum, we submitted our preferred outcomes to the State Government.
The State Government introduced new legislation known as the City of Melbourne Bill, which proposed a new electoral structure and a new Council election to be held in July 2001. Preparations for the election were well underway at June 30 2001.
Page 59 Performance by Critical Success Factor (CSF)
The City of Melbourne Bill, introduced in May 2001, provided for a new electoral structure with:
• a preferential vote for a Leadership Team, comprising a Lord Mayor and Deputy Lord Mayor; • proportional representation voting for seven Councillors elected across the municipality; • the term of the Council elected in the foreshadowed July election to conclude in March 2005; and • an unsubdivided municipality (that is, no Wards).
We implemented a communication plan that built awareness of the new electoral structure, informed and encouraged potential candidates and maximised informed voter participation. The Australian Electoral Commission was awarded the contract to conduct the postal election (set for 20 July, 2001) following a tender process. A record 135 candidates nominated for the election which attracted considerable public and media interest. The number of voters was also a record, with more than 63 000 enrolled to vote.
Risk Management Strategy – Effective risk management is an integral element of our commitment to sustainability. Accordingly we have continued to refine and focus our risk management activities to support informed decision-making at all levels of the organisation. During 2000-2001 we implemented an integrated Risk Management Framework based on the Australian Standard for Risk Management AS4360. Risk minimisation strategies aimed at improving our existing programs, including occupational health and safety, fraud prevention and business continuity planning have been implemented. In addition the framework provides a systematic and rigorous methodology for managing risk in all our operations, processes and planning activities.
To ensure the integrity of our framework and monitor our effectiveness we have implemented a comprehensive audit and assessment regime. This rigorous and systematic approach to the management of risk is further reinforced through our internal audit program that provides us with independent verification that we are operating responsibly.
Annual planning process – Workshops were conducted to launch the annual planning process across the organisation. All Best Value Business Plans were completed, with a new business plan framework strengthening the link between the budget and business plans, and providing the basis for improved reporting.
Councillor support system – An ongoing review of the Councillor support framework continued in 2000-2001. In particular, we endorsed and implemented improved Councillor expenses guidelines.
Council meetings – We developed ongoing strategies to ensure our Council meetings remain open and accessible, such as publishing meeting dates and agendas on our website and distributing information to libraries and community groups.
Page 60 Performance by Critical Success Factor (CSF)
Review of Ward meetings – A review of Councillor ward meetings made a number of recommendations, however the review was made redundant by the introduction of the new City of Melbourne Bill.
Employee Opinion Survey – The results of our Employee Opinion Survey were collated, analysed and reported to management and work areas. Overall, the results reflect an improvement since the last survey.
Governance and Business Processes Fast Fact On 26 May 2000, the State Government introduced the Information Privacy Act 2000 into State Parliament. The Act came into force on 1 September 2001. The provisions of the Act will have a major impact on the way Council conducts business with its customers and the way that personal information of stakeholders held by Council is managed. This Act complements similar privacy legislation that applies to both to the Federal Government and its agencies and to the Private Sector. The City of Melbourne views the protection of the personal privacy of all stakeholders as an integral part of its commitment towards complete accountability and integrity in all its activities and programs. Consistent with this commitment, the Council has developed and commenced the implementation of a comprehensive program to ensure the fullest possible compliance with this legislation.
Page 61 Corporate Governance
Corporate Governance
Good corporate governance puts the City of Melbourne in the best position to deliver the best possible outcome for its stakeholders.
A key component of our corporate governance processes is the open and frank communication that exists between the Council, the administration and most importantly, the wider community. We have a well established practice of providing relevant and timely information to our community (enhanced by our Internet site) and supported by a comprehensive consultation policy that ensures informed decision-making by Council and Committees on new and revised initiatives and policies.
Numerous initiatives in this area, including the implementation of an enhanced community consultation framework, have increased community participation in decision making. The principles on which the consultation framework is based are inclusiveness, focus, responsiveness, accessible information and implementation and revaluation.
Council articulated the roles and responsibilities of the Lord Mayor, Councillors and the Chief Executive Officer to improve its decision-making processes. We have adopted a delegation policy, which gives guidance to delegates and includes a mechanism by which information in respect to decisions under delegation is reported to Councillors.
In order to uphold the highest standing of democratic governance, Council also adopted a Councillor Code of Conduct that deals with decision making, meeting agendas and minutes, integrity, ethics, meeting behaviours and communications.
Lord Mayor/Deputy Lord Mayor/Councillor allowances/expenses - The State Government sets the allowance made to Councillors. The Council also has guidelines that identify facilities, services and resources made available to Councillors and that outlines those circumstances under which Councillors may incur and seek reimbursement for out- of-pocket expenses while carrying out their role.
Details of Councillor expenses are published quarterly and can be found on the Council’s Internet site at www.melbourne.vic.gov.au or see the financial section of this report.
We are also required to make available the details of allowances for the Lord Mayor, Deputy Lord Mayor and Councillors for the current and previous financial years.
Council Committees - Members of the public are welcome to attend meetings and make submissions to our Committees. Copies of Council Committee reports are available prior to the meetings, both on the Internet site and in hard copy at locations throughout the municipality.
Page 62 Corporate Governance
Finance, Corporate Services and Governance Committee • Chair - Cr Martin Brennan • Deputy Chair - Cr Wellington Lee
Key achievements for the year include the successful management of our finances through the oversight of financial processes resulting in a $4.42 million surplus and overseeing implementation of the A Way Forward report which provides us with best practice governance procedures, particularly in relation to protocol and procedures, code and expense accountability.
Environment, Community and Cultural Development Committee • Chair - Cr David Risstrom • Deputy Chair - Cr Rosemary Daniel
Key achievements for the year include endorsing the draft People with a Disability 2001– 2004 strategy and the Social Housing Strategy 2001–2004.
City Business Development Committee • Chair - Cr Joanna Pace • Deputy Chair - Cr John So
Key achievements for the year include launching the City Ambassador Program, facilitating a Retail Core Development Strategy and agreeing to the planning of the Melbourne Visitor Information Centre at Federation Square.
Planning, Development and Services Committee • Chair - Cr Kevin Chamberlin • Deputy Chair - Cr Joanna Pace
Key achievements for the year include the preparation and release of draft City Plan 2010 for public consultation, approval and release of Carlton 2010 and the adoption of Planning Scheme Amendment C19 - Heritage Review, a review of heritage protection measures applying to the mixed-use areas around the central city area.
Page 63 Corporate Governance
Councillors attendance at Council meetings Councillors Council meetings (13) Cr Peter Costigan 13 Cr Clem Newton-Brown 13 Cr Joanna Pace 13 Cr John So 12 Cr Kevin Chamberlin 12 Cr David Risstrom 13 Cr Martin Brennan 11 Cr Rosemary Daniel 6 (5 meetings leave of absence) Cr Wellington Lee 12
Melbourne City Council Audit Committee – In operation since 1997 and an integral part of our governance function, the Audit Committee operates in accordance with Best Practice Guidelines. The Committee is responsible to the Finance, Corporate Services and Governance Committee and comprises the Lord Mayor, the Chair of the Committee and three other external members. The internal auditor provides advice and recommendations to the Committee in accordance with its charter and terms of reference determined by Council.
Risk Management Policy – The City of Melbourne acknowledges its moral, financial and legal responsibility to effectively manage risk in all facets of activities. This ensures the sustainable delivery of our services and amenities for ratepayers, residents and visitors. The City of Melbourne will ensure that, as far as is reasonably practicable, the organisation’s operations do not place people, property or the environment at unacceptable levels of risk or harm. We extend this to consider economic prosperity, environmental quality and social equity as core considerations in managing risks, encompassing both disadvantageous effects as well as opportunities to improve and sustain.
Subsidiary Companies – Our wholly owned subsidiaries include:
• CityWide Service Solutions Pty Ltd (CityWide) - a company established to provide a variety of contract services to City of Melbourne, and other public and private sector clients; • Queen Victoria Market Pty Ltd (QVM) - a company established to manage the Queen Victoria Market and to which the market land is leased; and • Melbourne Wholesale Fish Market Pty Ltd (MWFM) - a company established to manage the Melbourne Wholesale Fish Market.
The Minister for Local Government and Treasurer's approval to incorporate the companies under section 193 of the Local Government Act requires the Council to provide the Office of Local Government six monthly reports of the companies as at 30 June and 31 December each year. The Statements of Corporate Intent of each of the companies requires the trading results to be reported to Council on a quarterly basis. The annual
Page 64 Corporate Governance
Business Plan prepared by each company is also required to be submitted to City of Melbourne for consideration and approval. These regular reviews ensure an appropriate level of overview by City of Melbourne in relation to the wholly owned subsidiaries.
Page 65 Divisional Profiles
Divisional Profiles
Executive Team
The Executive Team comprises the Chief Executive Officer, Michael Malouf and a Director of each of our six divisions: Governance and Resources; Financial and Business Services; City Projects; City Assets and Services; City Strategy and Development; and Marketing and Cultural Affairs.
The Executive Team meets weekly to review performance against the Corporate Plan and to plan future growth and strategies for sound financial, business, social, resource and environmental management.
Michael Malouf
B Eng (Civil), LG Eng, Dip Company Directors, MBA
Chief Executive Officer
Michael’s career in local government began in 1976 as an engineer with the City of Keilor and then the Shires of Eltham and Bellarine. He was Director of Engineering Services at the City of Werribee from 1989 and became that city’s first Chief Executive Officer in 1994 and then Chief Executive Officer to the newly created Wyndham Council. In 1995, Michael was appointed the Chief Executive Officer of the City of Greater Geelong and in 1997, Chief Executive Officer of the City of Melbourne.
Michael is a Fellow of Institute of Engineers Australia, Fellow of Institute of Public Administration (Vic.), Fellow of Institute of Public Works Engineering Australia (Vic.), and a Fellow of Australian Institute of Company Directors.
He is also a member of the Committee for Melbourne, the Docklands Steering Committee; the Melbourne Symphony Orchestra, the Regent Theatre Management Company, CityWide Service Solutions, the Allanah and Madeline Foundation and the Australia Day Committee.
Rob Adams
B Arch, MA CNNA
Director, City Projects
Page 66 Divisional Profiles
Rob has worked for 28 years in urban design and architecture in both the private sector and local government. For the past 17 years he has formulated and delivered the highly successful Urban Design Strategy for the City of Melbourne.
Rob is a member of the Royal Australian Institute of Architects; an Honorary Fellow of Royal Australian Planning Institute; a Senior Fellow of the Department of Architecture, Building and Planning, University of Melbourne; a Board Director of the Museum of Modern Art at Heide; and Trustee of the Fountains Trust, Victoria.
Rob sits on the following committees: the Federation Square Design Review Committee; the Federation Square Coordinating Committee; the Federation Bells Steering Committee; the Yarra River Precinct Coordination Committee; the Yarra River Connections Committee; the Northbank/Southbank/Freshwater Place Steering Committee; the Old Treasury Building Committee; the Public Arts and Acquisition Committee; and the Queen Victoria Market Masterplan Steering Committee.
Mark Anderson
Dip Bus (Info Tech), Dip Bus (Accounting), Grad Dip (Internal Auditing)
Director, Financial and Business Services
Mark joined the City of Melbourne in June 1995 as Director of Finance, after five years with the Victorian State Government and 15 years with the Board of Works.
Mark is a member of the Australian Computer Society; a Graduate Member of Australian Institute of Company Directors; and a Fellow of Certified Practising Accountants.
He sits on the following committees: the 2006 Commonwealth Games Finance Committee; the Building Control Commission Audit Committee; the Melbourne International Festival of the Arts Board; and the Melbourne Credit Union Board.
Scott Chapman
B Ed, Grad Dip Mgt, MBA
Director, Marketing and Cultural Affairs
Scott has built his career in strategic and organisational development at senior levels across public and private sectors for the past 15 years. He has consulted both nationally and internationally in sport, government and business. Previously, he was General Manager of Melbourne’s largest property holding and now sits on a number of Boards providing advice in business future and growth strategies.
Scott is a member of the Local Government Managers Australia; Leadership Victoria; and the Australian Institute Company Directors.
Page 67 Divisional Profiles
He is also member of the City Business Committee; the Lord Mayors Sports Advisory Committee; the Precinct Advisory Committee; the 2002 World Masters Games Board; the Melbourne Campaign Committee Board; the Australian Paralympic Committee Board (Vic) and Melbourne Federation Day Committee.
Vince Keogh
Grad Dip (Business Management)
Executive Manager, Governance and Resources
Vince has worked in local government for over 25 years gaining considerable experience across most elements of service provision at the City of Greater Geelong and the City of Wyndham before joining the City of Melbourne in 1998. Vince’s achievements have been: the alignment of Corporate and Business Planning processes; development of the Human Resources and Risk Minimisation strategies; and coordination of the Governance aspects of the Council including elections.
Vince is a member of the Australian Institute of Company Directors, and Human Resources Institute.
He is a member of the Local Authorities Superannuation Review Group.
Geoff Lawler
B Arch (Hons), Grad Dip (Public Policy and Management)
Director, City Strategy and Development
Geoff has worked for 20 years on city planning and development issues for the Victorian Government and, since 1996, for City of Melbourne.
Geoff is a Registered Victorian Architect; Associate of Royal Australian Institute of Architects; and Graduate Member of Australian Institute of Company Directors.
He sits on many committees including the Metropolitan Strategy Development Reference Group; Victorian Entrepeneurship Strategy Experts’ Committee; Commonwealth Business Forum Steering Committee; and Digital River Project Steering Committee.
Page 68 Divisional Profiles
Kerry Thompson
B Bus, Post Grad (Bus Management)
Director, City Assets and Services
Kerry’s career began in retail, followed by Melbourne Water and various roles in local government including community services, recreation, governance and finance, and services and infrastructure management. She acted as Chief Executive Officer at the City of Geelong for seven months, has worked in the fringe/growth areas of Melbourne, regional Victoria, and now the capital city.
Kerry is a member of the Australian Institute of Company Directors and Local Government Professionals.
She is also a board member of the Municipal Authorities Purchasing Scheme.
Page 69 Divisional Profiles
Organisational Chart
Page 70 Divisional Profiles
City Assets and Services
City Assets and Services has three primary responsibilities:
• the provision of a range of traditional municipal services, supplemented by special central city programs such as that for a safe city. These services include street cleaning, waste removal, a comprehensive range of community services and activities within parks; • management of the city’s civil and environmental infrastructure, to ensure that the assets meet the city’s service requirements, and that they are maintained to adequate standards for future use. These assets include roads, bridges, buildings from which to deliver services and premier standard parks; and • evaluating and projecting the community’s service requirements in forthcoming years. The Division develops strategies and forward plans to ensure that quality and cost effective services will continue to be available to ratepayers, residents and visitors. City Projects
City Projects is responsible for the design and delivery of the city’s capital works program. The Division is also responsible for the city’s urban design framework and works closely with a wide range of public and private sector agencies involved in servicing and improving Melbourne. The Division comprises three work areas - Design, Project Management and Contracts.
City Strategy and Development
City Strategy and Development develops and monitors strategies to target economic growth and environmental improvement to achieve a prosperous and sustainable future for all Melburnians. The Division works to maintain a high standard of amenity and liveability through regulation and law enforcement, and by providing planning, development and amenity related services to ensure a balance between development and community needs. Economic and Strategic Planning, Development and Statutory Services, Strategic Research make up the Division.
Financial and Business Services
Financial and Business Services deliver financial and revenue management services, supply functions, business development and information and business services. The Division enhances the value of, and return from, Council’s assets and resources by providing customers with proactive, cost effective, timely and value-added business services. Five work areas make up the Division – Financial Services, Business Unit Development, Rates and Valuations, Information and Technical Services and Business Innovation and Customer Service.
Page 71 Divisional Profiles
Governance and Resources
Governance Services, Organisational Effectiveness, Human Resources Services and the Lord Mayor’s Office make up the Governance and Resources Group. Governance Services provides legal and insurance services to Council and its committees and is responsible for elections, Councillor support services and Freedom of Information applications. Human Resources and Organisational Effectiveness work to optimise Council’s performance through people and business management systems. The Lord Mayor’s office provides administrative support and political advice to the Lord Mayor and Deputy Lord Mayor.
Marketing and Cultural Affairs
Marketing and Cultural Affairs focuses on building strong relationships with a wide range of stakeholders, including ratepayers, businesses, retailers, city visitors, tourists, arts and cultural bodies, major sporting agencies and government departments. The aim is to deliver a high standard of customer service and to promote products and services that position Melbourne as a world class city in local, national and international markets. Customer Relations, Media, Strategic Communications, City Marketing, Cultural Affairs and the Best Value Taskforce sit within this Division.
Page 72 Our People
Our People
Employee information Employee Numbers 1999/2000 2000/2001 % change Male 461 460 0% Female 447 471 5.4% Total employees 908 934 2.9%
Employee divisional composition 1999/2000 2000/2001 % change City Assets and Services 209 218 4.3% City Projects 44 43 0% City Strategy and Development 363 330 (9%) Financial and Business Services 121 124 2.4% Governance and Resources (incl. CEO 66 65 0% office) Marketing and Cultural Affairs 105 154 46%
Male employees 1999/2000 2000/2001 % change Total 461 460 0% Part time 21 27 28% Casual 27 23 (17%) Temp (Full and Part Time) 24 23 0% Full time 389 387 1%
Page 73 Our People
Female Employees 1999/2000 2000/2001 % change Total 447 469 5.39% Part time 65 75 1.15% Casual 32 21 (35%) Temp (Full & Part Time) 51 50 0% Full time 299 323 8%
Sick Days 1999/2000 2000/2001 % change Average number of days per person 0.42% 0.46% 0.06%
Number of staff attending courses 1999/2000 2000/2001 % change Female 89 104 16% Male 71 92 29%
Please note this is for Corporate Learning Programs only, other courses organised through the work area are not recorded above, along with IT courses that are organised through Information Management.
Page 74 Sustainability Scorecard
Sustainability Scorecard
Economic Prosperity Performance Measure QTY Trend Average funding allocated per successful Small Business $24 137 Development Grant applicant. Percentage of successful Small Business Development Grant applicants that were start-up businesses or new to 44.4 per cent City of Melbourne
Value of “public” trees - “tree amenity valuation” $500 million
Cost of energy consumption as percentage of total 4.26 per cent operating costs (materials and services) Corporate training budget as percentage of City of 1. 06 per cent Melbourne employee costs Growth in number of sustainability promoting businesses 34 per cent listed in the Melbourne Sustainable Business Directory
Social Equity Performance Measure QTY Trend OHS data
Number of Injury Incidents 74 Number of WorkCover Claims 46 Total Time Lost due to injury 135 days
Age – percentage of City of Melbourne employees over 50 21 per cent
Percentage of City of Melbourne executive staff that are 32 per cent female Percentage of City of Melbourne employees attending 22 per cent training courses / receiving training
Average length of City of Melbourne service 6.62 years
Page 75 Sustainability Scorecard
Environmental Quality Performance Measure QTY Trend
Approximate number of trees planted per annum 3000
Approximate ratio of exotic to native tree species in parks 50 (exotic) : 50 (native)
Water consumption (kL) (for parks, gardens, medians and 29 kL streets) per resident
Energy consumption (GJ) per City of Melbourne employee 105 GJ
Greenhouse gas emissions (t) per City of Melbourne 32 tonnes employee Amount of parkland per resident in the City of Melbourne 892 sq2 per resident
Waste generation - per City of Melbourne employee 0.6 m3
Number of contaminated sites owned by City of 1 Melbourne (eg buildings containing asbestos)
* Trend is a direct result of the growth in the City of Melbourne residential population
Sustainability Scorecard Legend
Page 76 Best Value
Best Value
Our Best Value program, established in July 1998, is designed as an ongoing management approach to ensure all services delivered to the community are of the highest quality and offer the best value for money.
In 1999, Best Value legislation known as the Local Government (Best Value Principles) Act 1999 (‘the Act’) was passed. The main purpose of the Act was to replace compulsory competitive tendering requirements with an obligation for local councils to seek best value in the services they provide. This obligation forms the basis of Best Value Victoria.
From 2000-2001, Victorian Councils must prepare a Best Value Principles Report in accordance with Section 208 of the Act and address:
• progress in conducting the reviews scheduled for the year in the Best Value Program; and • application of the Best Value Principles to services for which the Council has completed reviews.
Best Value reviews - In February 1999, we commenced a review of the services we directly provide. For the purpose of review, the organisation was initially packaged into approximately 40 work areas. However, as a result of the review, the packaging of services has been adjusted and is listed below.
Also as a result of the review process, Best Value Agreements have now been integrated into our work area business planning. In addition, all work areas have established baseline performance indicators for reporting in 2001-2002.
Work Areas / Business Units Date Review Commenced Date Review Completed Building Certification and April 2000 July 2000 Inspection Business Unit Development April 2000 May 2000 CEO's Office July 2000 October 2000 City Marketing March 2000 June 2000 City Projects March 1999 February 2000 Civic Services July 1999 November 1999 Community Services April 2000 July 2000 Contracts Branch April 2000 May 2000 Corporate Information Services March 1999 May 2000 Cultural Affairs October 1999 April 2000 Development Planning August 1999 June 2000
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Work Areas / Business Units Date Review Commenced Date Review Completed Economic Development and May 1999 October 1999 Strategic Planning
Electronic Business April 2000 July 2000
Engineering Services March 2000 June 2000 Facilities Management November 1999 May 2000 Financial Services September 1999 May 2000 Frontline June 1999 October 1999 Health Services March 2000 July 2000 HR Services June 1999 February 2000 Integrated Business Services February 2000 June 2000 International Relations October 1999 April 2000 Legal Services August 1999 May 2000 Media Office December 1999 May 2000 Melbourne Tourism Services June 1999 December 1999 Neighbourhood and Safety August 1999 March 2000 Officers Organisational Effectiveness April 1999 July 2000 Parking and Traffic November 1999 November 2000 Parks and Recreation April 2000 December 2000 Rates and Valuation November 1999 May 2000 Strategic Communication March 2000 July 2000 Strategic Research June 1999 December 1999 Street Activity January 2000 July 2000
Putting Best Value Principles into Action - The Best Value program has been reviewed to align with recent State Government legislation that requires all Councils to apply and report on the achievement of Best Value Victoria principles. In summary, these principles are:
• all services we provide must meet the quality and cost standards; • all services we provide must be responsive to the needs of our community; • each service we provide must be accessible to community members for whom the service is intended; • we must achieve continuous improvement of services in the provision of services for our community; • we must develop a program of regular consultations with our community in relation to the services we provide; and • we must report regularly to our community on our achievements in relation to the principles.
Page 78 Best Value
Our progress in implementing the Best Value Principles is reflected below.
BV Principles Achievements Cost/ Quality 30.3 per cent of work areas made financial savings and baseline performance cost/quality indicators have been established for reporting in 2001-2002. Responsiveness 17 of 28 work areas completed customer satisfaction surveys. Some work areas completed surveys for a number of their services. Eighteen surveys were
conducted with external customers and fourteen with internal customers. The survey results provided baseline data for work areas to identify customer needs and to inform future planning. Accessibility All customer surveys included questions on service accessibility. This information data provides a baseline for future measurement and to devise
service improvements detailed in the 2001-2002 Best Value Business Plan.
Continuous Eighteen work areas used customer satisfaction survey results and the Improvement Australian Business Excellence Framework (ABEF) to identify improvements to be included in the 2000-2002 BVBP. Nine work areas used data collected from
the Corporate Employee Opinion Survey to develop improvements in their own work area. Consultation Comprehensive community consultation guidelines were printed and launched, taking into account the recommendations of The Way Forward report developed
by an independent panel reviewing Melbourne City Council in 2000, chaired by Joan Kirner. Community consultations were held for all major projects and policy issues including the development of City Plan 2010 the long–term strategic plan for the city. In 2000-2001 online consultations were also initiated for a range of projects including the Built Form Review, Youth Strategy, Draft Lighting Strategy and Flagstaff Garden Strategy. Reporting Work areas achieved most of the targets they had set for their KSOs and in many cases exceeded them. Reporting against KSOs has enabled baseline
data to be established which will assist in future reporting.
Public Inspection of Best Value Report - to view our Best Value Report visit our website at www.melbourne.vic.gov.au or telephone Linda Weatherson, Manager Best Value on 9658 9334 for a copy.
Page 79 Future Outlook
Future Outlook
The Corporate Plan 2001-2004 is structured around eight critical success factors that frame all our corporate activities. They are listed below and show our key priorities for 2001-2002.
Connected and Accessible City Innovative and Vital Business City • Develop building and carrier codes • Expand joint business opportunities to facilitate competitive choices for for Melbourne companies at the broadband access to city buildings Business Partner City Roundtable in India • Create a Bike Plan to ensure community access • Continue to facilitate trade deals • between Australia and China Develop a transport vision for through the operation of the Melbourne 2010 and establish a Melbourne Office in Tianjin, China Melbourne Transport Committee • • Prepare plans to revitalise the Develop a leadership kit on Bourke Street Mall and Swanston sustainability and the triple bottom Street to develop a world-class line for Australian local governments shopping, dining and leisure precinct • Develop a program of improvements • Create a Bioaction Plan to position for the city’s pedestrian network, Melbourne as a centre for spaces and signage biotechnology ventures • Develop a plan for Royal Park • Finance the Small Business Northern Zoo entrance, wetlands Development Fund to facilitate the and grasslands establishment of business • Redevelop the riverside vaults at incubators in innovative sectors of Birrarung Marr, our new riverside small and medium sized business park • Promote the city as a shopping, dining and leisure destination
Page 80 Future Outlook
Inclusive and Engaging City Environmentally Responsible City • Open Birrarung Marr to the public • Work to reduce greenhouse gas and build the ArtPlay playground emissions in the municipality’s 20 facility in the park largest buildings • Investigate building new parks in • Establish the Sustainable Melbourne Docklands, North, South and West Fund to foster sustainable business Melbourne and Kensington ventures • Implement an urban design strategy • Install a solar electricity generation to improve public areas and city system in the Queen Victoria Market architecture and design • Develop partnerships with key • Achieve safe community stakeholder organisations in energy accreditation from the World Health (for example, the Sustainable Organisation Energy Industry Association and the • Sustainable Energy Authority Develop a major visitor information Victoria) centre at Federation Square • Provide public recycling bins • Review our municipal public health plan, City Health 2002 • Reduce the amount of residential • and commercial waste going to Provide social support activities for landfill through our Waste Wise older people and those with a 2001–2003 Strategy disability to involve them in community life • Lead capital city participation in ICLEI’s water campaign • Deliver a program of international events including New Years Eve, Spring Fashion Week and Chanukah, to market the city as a destination
Page 81 Future Outlook
Service Focused Corporation Financially Responsible Corporation • Ensure our information technology • Review our investment strategy to and communication systems maximise our income operate 96.6 per cent of agreed • hours Benchmark the rate of return on our investments • Deliver neighbourhood officer • services to the community via four Achieve a positive annual cash flow local staff and two staff attending to from operations drug and safety issues • Set up an Internet-based revenue • Integrate new community and payment system consultation guidelines into our • Maintain our assets to optimise activities their value and usefulness over the • Meet our statutory obligations to long term critically assess all our activities and services to deliver best value to the community in terms of quality, reliability, efficiency and effectiveness • Refine our electronic service delivery tools and processes to improve service delivery Well Managed and Capable Corporation Open and Informing Corporation • Lead urban planning development • Develop a campaign to improve by creating a joint Council and perceptions of the central city area State Government Capital City • Policy Advertise our consultations, products and services • Provide the strategic direction to • progress towards a thriving and Publish the annual report and sustainable city by reviewing our corporate plan and deliver draft City Plan 2010 Melbourne News to the community bi-monthly and Melbourne • Formulate plans to manage our Business to the business high risk activities community monthly • Review our Well @ Work Strategy - • Conduct market research to find a holistic approach to employee out what drives community health, safety, diversity and satisfaction with our products and wellbeing services • Improve our Contractor Safety • Publish our quarterly progress Management System by 10 per reports on our Internet site cent
Page 82
Table of Contents
Financial Report ...... 1
Statement of Financial Performance...... 1
Statement of Financial Position...... 2
Statement of Cash Flows...... 3
Statement of Changes in Equity (Consolidated)...... 4
Statement of Changes in Equity (Council) ...... 5
Notes to and forming part of the Financial Report ...... 6
1. Significant Accounting Policies ...... 6
2. Operating Result Attributable to Functions/Activities (Consolidated)...... 14
Revenues from ordinary activities ...... 17
Revenues from Ordinary Activities...... 17
Expenses from Ordinary Activities ...... 18
Expenses from Ordinary Activities ...... 18
Assets ...... 20
Other Current Assets...... 21
Payables...... 34
Equity...... 35
Reserves ...... 35
Other Disclosures ...... 36
Performance ...... 54
Performance Statement...... 54
Statement by Councillors and Chief Executive Officer on the Performance Statement ...... 68
Auditor-General’s Report on the Financial Report...... 69
Further Information...... 70
Statewide Performance Indicators Performance In ...... 70
Councillor Expenses ...... 72
List of Documents Available for Public Inspection...... 75
Page i Table of Contents
Freedom of Information ...... 77
Information Privacy Act...... 78
Council Memberships 2000 - 2001 ...... 79
List of Grants ...... 81
Donations and Grants Made by the City of Melbourne...... 87
Page ii Financial Report
Financial Report
Statement of Financial Performance for the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Revenues from ordinary activities Rates 98 228 94 696 1(d), 3(a) 98 228 94 696
Fees and charges 99 582 98 128 1(d), 3(b) 69 250 69 085 Interest revenue 7 316 7 770 3(c) 6 944 7 315 Other revenue 5 292 6 463 1 928 3 034 Grants and other contributions 7 664 7 752 1(d), 3(d) 7 451 8 263 Proceeds from sale of non-current 52 419 6 273 15 52 420 5 732 assets 172 273 126 386 137 993 93 429
Total revenues from ordinary activities 270 501 221 082 236 221 188 125
Expenses from ordinary activities Employee costs 69 737 65 427 4(a) 50 059 49 527 Materials and services 105 459 99 419 4(b) 95 209 86 849 Depreciation/Amortisation 35 854 33 709 4(c) 33 183 31 357 Financial costs 2 749 2 847 4(d) 2 078 2 211 Other expenses 98 874 30 650 4(e) 98 824 30 365 Carrying amount of non-current assets 43 010 6 361 15 43 010 5 826 sold
Total expenses from ordinary activities 355 683 238 413 322 363 206 135
Share of net profit/(loss) of associates (86) 70 16 (15) 70
Deficit for year (85 268) (17 261) (86 157) (17 940)
Increase/(Decrease) in asset revaluation 105 944 108 388 14 105 944 107 083 reserve Total changes in equity excluding transactions with owners as owners 20 676 91 127 19 787 89 143
The above Statement of Financial Performance is to be read in conjunction with the notes to and forming part of the financial report as set out on the attached pages. The Statement of Financial Performance is represented at Note 2(a) on the basis of functional activity.
Page 1 Financial Report
Statement of Financial Position as at 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Current assets Cash assets 118 738 116 807 17 111 367 114 430 Receivables 81 558 24 120 5(a) 76 025 20 324 Inventories 458 395 6 11 19 Other 2 741 5 150 8 3 728 5 645 Total current assets 203 495 146 472 191 131 140 418
Non-Current assets Receivables 142 144 5(b) 142 144 Investments 3 042 65 862 7 19 153 81 973 Investments accounted for using the 922 1 008 16 868 883 equity method Intangible assets 610 0 10 0 0 Property, plant, equipment & 1 740 723 1 705 137 9 1 723 833 1 687 647 infrastructure Total non-current assets 1 745 439 1 772 151 1 743 996 1 770 647
TOTAL ASSETS 1 948 934 1 918 623 1 935 127 1 911 065
Current liabilities Bank overdraft 1 537 0 1 492 3 496 Payables 33 190 24 725 11 28 679 22 252 Employee entitlements 13 566 12 521 12(a) 11 523 10 449 Provisions 1 352 2 687 13 1 348 2 588 Total current liabilities 49 645 39 933 43 042 38 785
Non-Current liabilities Employee Entitlements 2 188 2 265 12(b) 795 777 Total non-current liabilities 2 188 2 265 795 777
TOTAL LIABILITIES 51 833 42 198 43 837 39 562
NET ASSETS 1 897 101 1 876 425 1 891 290 1 871 503
Equity Accumulated surplus 1 436 503 1 526 485 1 431 997 1 522 868 Reserves 460 598 349 940 14 459 293 348 635
TOTAL EQUITY 1 897 101 1 876 425 1 891 290 1 871 503
The above Statement of Financial Position is to be read in conjunction with the notes to and forming part of the Financial Report as set out on the attached pages.
Page 2 Financial Report
Statement of Cash Flows For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Cash flows from operating activities Receipts Rates, fees and charges (including GST) 192 362 186 204 161 243 148 107 Grants and other contributions 7 664 7 752 7 451 7 700 Interest 8 174 8 121 7 093 7 893 Dividends 48 48 986 868 Tax equivalents-subsidiaries 0 0 1 301 1 293 Other (including sales & recoveries) 8 854 6 415 3 055 10 231 Payments Employee costs (69 376) (68 487) (49 152) (51 479) Materials and services (including GST) (100 795) (100 272) (88 732) (88 281) Financial costs (3 237) (2 921) (2 293) (2 341) Other (13 190) (9 133) (12 837) (9 133) Net cash provided by operating 30 504 27 727 17 28 115 24 858 activities
Cash flows from investing activities Proceeds from sale of non-current 3 420 6 281 3 420 5 731 assets Payments for non-current assets (32 940) (37 350) (32 004) (30 494) Purchase of investments 0 (125) 0 0 Contribution to Federation Square (590) (3 450) (590) (3 450) Net cash (used in) investing activities (30 110) (34 644) (29 174) (28 213)
Cash flows from financing activities Payment of inter-company loan 0 0 0 (29)
Net cash (used in) financing activities 0 0 0 (29)
Net increase/(decrease) in cash held 394 (6 917) (1 059) (3 384)
Cash at beginning of the financial year 116 807 123 724 110 934 114 318
Cash at end of the financial year 117 201 116 807 17 109 875 110 934 The above Statement of Cash Flows should be read in conjunction with the notes to and forming part of the financial report as set out on the attached pages.
Page 3 Financial Report
Statement of Changes in Equity (Consolidated) For the year ended 30 June 2001 TOTAL EQUITY ACCUMULATED ASSET REVALUATION OTHER RESERVES SURPLUS RESERVE 2001 2000 2001 2000 2001 2000 2001 2000 Note $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Balance at beginning of the financial year 1 876 425 1 785 298 1 526 485 1 544 948 348 738 240 350 1 202 0
Deficit for year (85 268) (17 261) (85 268) (17 261) 0 0 0 0
Reserve for Public Open Space 14 0 0 (673) (871) 0 0 673 871 Reserve for Social Housing Trust 14 0 0 331 (331) 0 0 (331) 331 Capital reserve 14 0 0 (4 372) 0 0 0 4 372 0 Asset revaluation 14 105 944 108 388 0 0 105 944 108 388 0 0
Balance at end of the financial year 1 897 101 1 876 425 1 436 503 1 526 485 454 682 348 738 5 916 1 202 The above Statement of Changes in Equity is to be read in conjunction with the notes to and forming part of the financial report as set out on the attached pages.
Page 4 Financial Report
Statement of Changes in Equity (Council)
For the year ended 30 June 2001 TOTAL EQUITY ACCUMULATED ASSET REVALUATION OTHER RESERVES SURPLUS RESERVE 2001 2000 2001 2000 2001 2000 2001 2000 Note $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Balance at beginning of the financial year 1 871 503 1 782 360 1 522 868 1 542 010 347 433 240 350 1 202 0
Deficit for year (86 157) (17 940) (86 157) (17 940) 0 0 0 0
Reserve for Public Open Space 14 0 0 (673) (871) 0 0 673 871 Reserve for Social Housing Trust 14 0 0 331 (331) 0 0 (331) 331 Capital Reserve 14 0 0 (4 372) 0 0 0 4 372 0 Asset revaluation 14 105 944 107 083 0 105 944 107 083 0
Balance at end of the financial year 1 891 290 1 871 503 1 431 997 1 522 868 453 377 347 433 5 916 1 202 The above Statement of Changes in Equity is to be read in conjunction with the notes to and forming part of the financial report as set out on the attached pages.
Page 5 Notes to and forming part of the Financial Report
Notes to and forming part of the Financial Report
Notes to and forming part of the Financial Report For the year ended 30 June 2001
1. Significant Accounting Policies The significant policies, which have been adopted in the preparation of this Financial Report, are:
(a) Basis of preparation Melbourne City Council, incorporated in Victoria, is a municipal Council as defined in terms of the Local Government Act 1989. The Financial Report has been drawn up in accordance with that Act and related Regulations with the exception of Regulation 11(b) requiring a Statement of Cash Flows showing budgeted cash inflows and outflows. Melbourne City Council has not complied with this regulation as it does not prepare a cash budget.
The financial report of Melbourne City Council has been prepared in accordance with Australian Accounting Standards, including Australian Accounting Standard AAS 27 “Financial Reporting by Local Governments” which specifies accounting and disclosure requirements to be applied by all Local Governments in Australia, other authoritative pronouncements of the Australian Accounting Standards Board, and Urgent Issues Group Consensus Views.
The Financial Report has been prepared on the basis of historical costs, except where otherwise stated, and accrual accounting principles. Unless otherwise stated, the accounting policies adopted are consistent with those of the previous year.
As a result of applying the revised Accounting Standard AAS 1 Statement of Financial Performance, AAS 36 Statement of Financial Position and AAS 37 Financial Report Presentation and Disclosure for the first time, a number of comparative amounts were re-presented or reclassified to ensure comparability with the current reporting period. The wholly owned subsidiaries have adopted consistent accounting policies with Melbourne City Council.
(b) Principles of Consolidation The consolidated results in the financial report include all funds through which the Melbourne City Council controls resources to carry on its functions. In the process of reporting on the Melbourne City Council as a consolidated unit, all intra and inter entity balances and transactions have been eliminated.
CityWide Service Solutions Pty Ltd, Queen Victoria Market Pty Ltd and Melbourne Wholesale Fish Market Pty Ltd are all wholly owned subsidiaries of the Council and have been included in the 2001 consolidated financial statements.
Page 6 Notes to and forming part of the Financial Report
(c) Taxation Melbourne City Council is exempt from the payment of income tax and capital gains tax. Payments for Fringe Benefits Tax and Goods and Services Tax are made in accordance with the relevant legislation. Payments for payroll tax are only made by the trading entities controlled by the Melbourne City Council.
The wholly owned subsidiaries are subject to the Melbourne City Council’s tax equivalence policy. Where the subsidiary is exempt from certain taxes it pays an equivalence of the tax to Melbourne City Council.
(d) Fees, Charges, Rates, Grants, and Other Contributions Fees and charges are recognised as revenue when services are provided or the cash is received, which ever occurs first. Fines are recognised as revenue when the penalty is imposed.
Rates, grants, and other contributions are recognised as revenues when Melbourne City Council obtains control over the related assets. Control over assets acquired from rates is obtained at the commencement of the rating period or, where earlier, upon receipt of the rates. Control over granted assets is normally obtained upon their receipt or upon prior written notification that a grant has been secured.
Tax equivalents and dividends from subsidiaries are recognised as income when they become receivable.
Where contributions recognised as revenues during the financial year were obtained on the condition that they be expended in a particular manner or used over a particular year, and those conditions were undischarged as at the reporting date, the nature of any amounts pertaining to those undischarged conditions are disclosed in Note 3. That note also discloses the amount of contributions recognised as revenues in previous financial years, which were expended in respect of Melbourne City Council’s operations during the current financial year.
Revenue arising from service contracts is recognised by reference to the stage of completion of the contract, unless the outcome of the contract cannot be reliably estimated. The stage of completion is determined by reference to the proportion that costs incurred to date bear to the estimated total costs of the contract. Administrative overheads are not included in the costs of the contract for this purpose. Where the outcome of a contract cannot be reliably estimated, contract costs are recognised as an expense as incurred, and where it is probable that the costs will be recovered, revenue is recognised to the extent of costs incurred.
Page 7 Notes to and forming part of the Financial Report
1. Significant Accounting Policies (Continued)
(e) Intangibles - Goodwill Where an entity or operation is acquired, the identifiable net assets acquired are measured at fair value. Fair value is defined in note 1(n)(iii). The excess of the fair value of the cost of acquisition over the fair value of the identifiable net assets acquired is brought to account as goodwill. Goodwill is amortised on a straight line basis over the period of 20 years.
(f) Employee Entitlements
(i) Wages, Salaries, Annual and Long Service Leave Liabilities for employees’ entitlements to wages and salaries, annual leave and other employee entitlements which are expected to be paid or settled within 12 months of balance date are accrued at nominal amounts calculated on the basis of current wage and salary rates and payroll based on costs in accordance with AAS 30 ‘Accounting for Employee Entitlements’.
Liabilities for other employee entitlements which are not expected to be paid or settled within 12 months of balance date are accrued as per AAS 30 at the present values of future amounts expected to be paid based on 4.5% per annum projected weighted average increase in wage and salary rates and payroll based on costs over an average period of five years. Present values are calculated using a weighted average rate of 5.8% based on government guaranteed securities with similar maturity terms.
(ii) Superannuation Superannuation expense for the year is the amount of contribution Melbourne City Council made to the Local Authorities Superannuation Board, which provides benefits to employees. Details of those arrangements are set out in Note 20.
(g) Depreciation Depreciation measures the service potential of buildings, infrastructure assets, plant and equipment consumed during the year. Interest in land, statues, sculptures and artworks are not depreciated as they are considered to have unlimited useful lives.
Depreciation is recognised on a straight-line basis over the useful lives of the assets to the economic entity. Depreciation rates are reviewed each financial year. The depreciation periods for
Page 8 Notes to and forming part of the Financial Report
the major classes of assets are consistent with the prior year:
Buildings 10 - 50 Years
Roads & laneways 10 - 50 Years
Footpaths 5 - 50 Years
Kerb & channel 50 Years
Bridges 10 - 80 Years
Drains 30 - 90 Years
Plant & equipment 3 - 7 Years
Furniture & fittings 5 Years
Irrigation systems 20 Years
Parks & gardens infrastructure 10 - 15 Years
Statues, sculptures & artworks 0 – 100 Years
Other Structures 5 - 50 Years
Assets are depreciated from the date of acquisition or, in respect of internally constructed assets, from the time an asset is completed and held ready for use. Trees have been recognised as non- depreciable assets.
(h) Cash Assets For purposes of the statement of cash flows and the statement of financial performance, cash assets includes short term deposits, bank bills and negotiable certificates of deposits which are readily convertible to cash on hand and are subject to an insignificant risk of changes in value, net of bank overdrafts.
Short-term deposits are stated at the lower of cost and net realisable value. Interest is recognised when earned. Short-term deposits have an average maturity of approximately 74 days and an effective weighted average interest rate of 5.88%. The weighted average interest rate for the previous year was 5.49%.
Page 9 Notes to and forming part of the Financial Report
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(i) Receivables and Payables Trade receivables are carried at nominal amounts due less any provision for doubtful debts. A provision for doubtful debts is recognised when collection of the full nominal amount is no longer probable. Receivables are generally settled within 60 days.
Trade creditors and accruals are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the economic entity. The amounts are unsecured and are usually paid within 30 days of recognition.
Trade receivables – related entities are carried at nominal amounts due less any provision for doubtful debts. A provision for doubtful debts is recognised when collection of the full nominal amount is no longer probable. Receivables are generally settled within 30 days.
(j) Provision for Doubtful Debts The collectability of debts is assessed at balance date and specific provision is made for any doubtful accounts.
(k) Inventories Inventories are valued at the lower of cost and net realisable value using the weighted average cost method of valuation.
(l) Investments (i) All investments are valued at the lower of cost or net realisable value. Dividend income is recognised when receivable.
(ii) Investments in associate companies are reported by applying the equity method of accounting.
(m) Joint Ventures Melbourne City Council had no interest in unincorporated contractual associations at 30 June 2001.
(n) Property, Plant, Equipment & Infrastructure
(i) Transitional Provisions for Recognition of Assets Transitional provisions under AAS 27 ‘Financial Reporting by Local Governments’ apply to Melbourne City Council in respect of the recognition of land under roads, which must be recognised after 1st July 2003.
In accordance with those provisions, land under roads has not been recognised. Page 10 Notes to and forming part of the Financial Report
(ii) Capital and Recurrent Expenditure As a general rule, material expenditure incurred in the purchase or development of assets is capital expenditure. Expenditure necessarily incurred in either maintaining the operational capacity of the non-current asset or ensuring that the original life estimate is achieved, is considered maintenance expenditure and is treated as an expense as incurred. Items of a capital nature with a total value of less than $2 000 are treated as an expense.
(iii) Acquisition Acquisitions of assets after 1 January 2000 are initially recorded at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to their acquisition, including architectural and engineering fees and all other establishment costs.
Fair value means the amount for which an asset could be exchanged between a knowledgeable willing buyer and a knowledgeable willing seller in an arm’s length transaction.
(iv) Valuation All land and buildings are valued at market value assuming the highest and best use permitted by the relevant land use planning provisions or existing public use whichever is the greater. All freehold land reserved for public open space is valued at a discount, being 20% of market value, based on legal precedents.
All improvements on Crown Land are valued on the basis of market value or depreciated replacement cost for special purpose buildings.
Infrastructure assets are valued at replacement cost less accumulated depreciation.
Page 11 Notes to and forming part of the Financial Report
1. SIGNIFICANT ACCOUNTING POLICIES (Continued)
(n) Property, Plant, Equipment & Infrastructure (continued)
(v) Construction Work in Progress The cost of property, plant, equipment & infrastructure being constructed by the Melbourne City Council includes the cost of materials and direct labour and an appropriate proportion of overheads.
(vi) Leases Melbourne City Council does not currently use any finance lease arrangements. In respect of operating leases, where the lessor effectively retains substantially the entire risks and benefits incidental to ownership of the leased property, the payments are charged to expense over the lease term.
(vii) Asset Revaluation All asset values were reviewed and where necessary revalued as at 30 June 2001. The net increase in the Asset Revaluation Reserve was $105.944 million in 2000/2001 (refer to note 14).
Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the net surplus or deficit, the increment is recognised immediately as revenue in the net surplus or deficit.
Revaluation decrements are recognised immediately as expenses, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation reserve.
Revaluation increments and decrements are offset against one another within a class of non- current assets, but not otherwise.
(o) Leasehold improvements The cost of improvements to or on leasehold properties is amortised over the unexpired period of the lease or the estimated useful life of the improvement to the Melbourne City Council, whichever is the shorter. Leasehold improvements held at the reporting date are being amortised over 10 years.
(p) Non Cash Donations Non cash donations in excess of $2 000 value are recognised as revenue and as non-current assets at their fair value at date of receipt. Non cash donations of less than $2 000 are not recognised where these are immaterial in total.
Page 12 Notes to and forming part of the Financial Report
(q) Comparative Figures Where necessary, comparative figures have been adjusted to conform with changes in presentation in the current year and changes in accounting standards.
(r) Rounding Off All amounts are expressed to the nearest $1 000.
(s) Change in Accounting Policy Melbourne City Council has elected to early adopt the revised Accounting Standard AASB 1041: Revaluation of Non-Current Assets, issued in July 2001, which applies for annual reporting periods ending on or after 30 September 2001. There is no financial effect of this change in accounting policy.
Subsequent to initial recognition of assets, property, plant, equipment & infrastructure are measured at fair value (which is detailed in note 1(n)(iv)). Annual assessments are made to ensure that the carrying value of each class of asset within property, plant, equipment & infrastructure does not materially differ from their fair values. Assets are revalued where the carrying value of the assets materially differs from the fair value at balance date.
(t) Web site costs Costs in relation to web sites controlled by the Melbourne City Council are charged as expenses in the period in which they are incurred unless they relate to the acquisition of an asset, in which case they are capitalised and amortised over their period of expected benefit.
Page 13 Notes to and forming part of the Financial Report
2. Operating Result Attributable to Functions/Activities (Consolidated) (a) Revenues, Expenses and Assets have been attributed to the following functions. Details of these functions are set out in note 2(b) FUNCTIONS/ACTIVITIES EXPENSES REVENUES NET TOTAL RESULT ASSETS GRANTS OTHER TOTAL $’000 $’000 $’000 $’000 $’000 $’000 City Strategy & Development 1999/2000 (28 028) 84 31 031 31 115 3 087 18 019 2000/2001 (28 608) 843 31 971 32 814 4 206 19 991
Engineering Services 1999/2000 (34 012) 3 853 17 817 21 670 (12 342) 712 402 2000/2001 (34 766) 2 027 18 309 20 336 (14 430) 697 068
City Projects 1999/2000 (13 744) 689 11 174 11 863 (1 881) 20 099 2000/2001 (14 164) 383 9 345 9 728 (4 436) 25 305
Community Services 1999/2000 (11 484) 2 012 1 152 3 164 (8 320) 9 695 2000/2001 (13 137) 2 294 1 109 3 403 (9 734) 10 553
Parks & Recreation 1999/2000 (19 162) 68 5 684 5 752 (13 410) 660 756 2000/2001 (19 192) 441 4 878 5 319 (13 873) 727 750
Administration 1999/2000 (99 705) 994 113 567 114 561 14 856 437 984 2000/2001 (212 372) 1 463 163 104 164 567 (47 805) 397 508
Queen Victoria Market 1999/2000 (11 902) 0 12 424 12 424 522 52 179 Pty Ltd 2000/2001 (12 425) 39 12 920 12 959 534 61 288
Melbourne Wholesale Fish 1999/2000 (1 570) 0 1 777 1 777 207 7 375 Market Pty Ltd 2000/2001 (1 586) 0 1 764 1 764 178 5 732
CityWide Service Solutions 1999/2000 (50 496) 52 50 521 50 573 77 24 243 Pty Ltd 2000/2001 (50 915) 184 51 100 51 284 369 26 373
Inter entity eliminations 1999/2000 31 690 0 (31 817) (31 817) (127) (24 129) 2000/2001 31 482 (10) (31 663) (31 673) (191) (22 634)
Expenses/Revenues from 1999/2000 (238 413) 7 752 213 330 221 082 (17 331) 1 918 623 ordinary activities 2000/2001 (355 683) 7 664 262 837 270 501 (85 182) 1 948 934
Share of net profit/(loss) of 1999/2000 0 0 70 70 70 0 associates 2000/2001 (86) 0 0 0 (86) 0
TOTAL 1999/2000 (238 413) 7 752 213 400 221 152 (17 261) 1 918 623 2000/2001 (355 769) 7 664 262 837 270 501 (85 268) 1 948 934
Page 14 Notes to and forming part of the Financial Report
2. Operating Result Attributable to Functions/Activities (Consolidated) (b) A brief description of the goal of each function is as follows:
City Strategy & Development To administer and coordinate regulations and laws in a way that enhances the economic well being in the City and makes it more liveable. Effective liaison is sought with customers, service providers, relevant authorities and neighbourhood groups in an effort to find a balance between the need for some regulation and the need to encourage users to enjoy the City.
Engineering services To manage the City environment and maintain its infrastructure assets to make the City more accessible and attractive as a place to live, work, conduct business and visit, and to identify needs and provide services that contribute to the quality of life for City users.
City Projects To implement and oversee major capital works projects, and liaise closely with public sector agencies and private bodies that are involved in servicing central Melbourne.
Community Services To identify needs and deliver a coordinated range of primary care, child care and public health services with the aim of improving the lifestyle of City residents, businesses and visitors while ensuring the cost-efficient management of community assets.
Parks and Recreation To develop the City’s 700 hectares of gardens, parks and reserves, linked by gracious tree-lined boulevards, to become the best network of Capital City gardens, parks and streetscapes in the world, and to promote the City of Melbourne as the sporting and leisure capital of Australia.
Administration To provide a range of quality support functions to the Council which, in turn, assists the Council in providing the highest standard of services to the community. These support functions include sound financial management, quality computing services, management of an efficient and motivated workforce and the delivery of effective communications services. Rate Revenue has been included in Administration as this revenue can not be attributed to any particular function.
Page 15 Notes to and forming part of the Financial Report
CityWide Service Solutions Pty Ltd To meet the contract service needs of local government, other governments, and private and public sector corporations by providing a comprehensive range of quality, physical services at competitive rates.
Queen Victoria Market Pty Ltd To ensure that the Market maintains and enhances an industry reputation as Australia’s foremost traditional market, whilst meeting world’s best practice standards.
Melbourne Wholesale Fish Market Pty Ltd To ensure that the Market is operated as a fully commercial business serving the needs of the fishing industry.
Page 16 Revenues from Ordinary Activities
Revenues from ordinary activities
Revenues from Ordinary Activities
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Notes Council 2001 2000 2001 2000 $’000 $’000 $’000 $’000 3. REVENUES from ordinary activities (a) Rates General rates 97 200 93 850 97 200 93 850 Cultural & recreational land rates 240 240 240 240 Supplementary rates 968 1 367 968 1 367 Objections/Exemptions (180) (761) (180) (761) Total Rates 98 228 94 696 98 228 94 696
(b) Fees and charges Dividends from subsidiaries 0 0 833 918 Tax equivalents from 0 0 892 1 532 subsidiaries Other 99 582 98 128 150- 67 525 66 635 Rates Total Fees and Charges 99 582 98 128 69 250 69 085
(c) Interest revenue Interest received or due and receivable from: Investments 6 894 6 955 6 522 6 699 Overdue rates 422 815 -Rates 422 616 Total Interest Revenue 7 316 7 770 6 944 7 315
(d) Grants and other contributions were received in respect of the following: State grants 4 947 3 371 4 947 3 934 Federal grants 310 1 159 310 1 159 Other contributions 2 407 3 222 2 194 3 170 Total Grants 7 664 7 752 7 451 8 263
Conditions over contributions Grants recognised as revenues during the financial year and which were obtained on the condition that they be expended in a specific manner but had yet to be applied in that manner as at balance date were: Grants for capital works 824 96 824 96 Grants for other purposes 224 0 224 0
Net increase/(decrease) in restricted assets resulting from grant revenues for the financial year 1 048 96 1 048 96
Page 17 Expenses from Ordinary Activities
Expenses from Ordinary Activities
Expenses from Ordinary Activities
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 4. EXPENSES from ordinary activities (a) Employee costs (including on costs) Wages and salaries 65 160 60 934 46 361 45 878 Superannuation 4 577 4 493 3 698 3 649 69 737 65 427 50 059 49 527 (b) Materials and services Materials and services 104 974 98 922 94 856 86 521
Auditor remuneration Audit services 165 158 96 46 Other services 320 339 257 282 485 497 353 328 105 459 99 419 95 209 86 849 (c) Depreciation/Amortisation Depreciation/Amortisation was charged in respect of: Buildings 4 261 4 586 4 204 4 521 Buildings - leasehold 178 150 23 23 improvements Plant & equipment 5 301 5 506 2 879 3 735 Statues, sculptures and artworks 214 572 214 209 Roads & laneways 13 931 12 602 13 931 12 602 Footpaths 6 403 5 330 6 403 5 330 Kerb & channel 2 918 2 740 2 918 2 740 Bridges 241 248 241 248 Drains 530 495 530 495 Irrigations systems 588 529 588 529 Parks & gardens infrastructure 870 773 870 773 Other structures 174 123 174 123 Furniture and fittings 33 55 9 29 Assets held for resale 199 0 199 0 Goodwill 13 0 0 0 35 854 33 709 33 183 31 357
Page 18 Expenses from Ordinary Activities
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 (d) Financial costs Insurance 1 949 1 842 1 503 1 403 Bad and doubtful debts 84 154 54 154 Other financial costs 716 851 521 654 2 749 2 847 2 078 2 211 (e) Other expenses Grants and contributions 8 982 7 317 9 215 7 317 Fire brigade levy 1 340 1 730 1 340 1 730 Taxes and levies (426) 86 (709) 86
Significant other expenses Write-off of assets (i) 4 368 409 4 368 407 Write-off of interest in Federation 63 410 0 63 410 0 Square (ii) Loss on contracts 0 283 0 0 Incorrect depreciation of prior 0 8 781 0 8 781 year Transfer of assets to Shrine of 21 200 0 21 200 0 Remembrance (iii) Transfer of assets to Docklands 0 12 044 0 12 044 Authority 98 874 30 650 98 824 30 365
(i) Crown Land under control of Melbourne City Council transferred to external parties.
(ii) Melbourne City Council decided to amend the Federation Square Joint Venture Agreement with the State Government resulting in Council’s contribution being acknowledged as a grant towards the project.
(iii) Land held by Melbourne City Council was transferred to the Shrine of Remembrance Trustees.
Page 19 Assets
Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
5. RECEIVABLES (a) Current Rates 1 722 2 332 1 722 2 332 Sundry debtors (i) 85 598 26 978 79 987 23 182 Provision for doubtful debts (5 762) (5 190) (5 684) (5 190) 81 558 24 120 76 025 20 324 (b) Non-Current Rates 0 2 0 2 Sundry debtors 142 142 142 142 142 144 142 144 Total receivables 81 700 24 264 76 167 20 468 (i) Part of this amount relates to the sale of the Queen Victoria Hospital site which was sold for $49,000,000
6. INVENTORIES Stores and raw materials 549 486 97 105 Provision for obsolete stock (91) (91) (86) (86) Total inventories 458 395 11 19
7. INVESTMENTS Interests in other entities: CityWide Service Solutions Pty 0 0 10 911 10 911 Ltd (i) Regent Management Company 2 776 2 776 2 776 2 776 Pty Ltd (ii) MAPS Group Ltd 250 250 250 250 Federation Square Trust (v) 0 62 820 0 62 820 Queen Victoria Market Pty Ltd 0 0 200 200 (iii) Melbourne Wholesale Fish 0 0 5 000 5 000 Market Pty Ltd (iv) Data Advantage Limited 16 16 16 16 Total Investments 3 042 65 862 19 153 81 973
(i) CityWide Service Solutions Pty Ltd, incorporated in Australia, is a 100% owned subsidiary which provides various services to Melbourne City Council and external customers.
Page 20 Assets
(ii) Melbourne City Council owns 50% of Regent Management Company Pty Ltd. The investment is supported by a discounted cash flow based on the remaining life of the fifty year lease.
(iii) Queen Victoria Market Pty Ltd, incorporated in Australia, is a 100% owned subsidiary.
(iv) Melbourne Wholesale Fish Market Pty Ltd, incorporated in Australia, is a 100% owned subsidiary.
(v) The reduction in the value of the Federation Square Trust reflects the decision by Melbourne City Council to amend the Federation Square Joint Venture Agreement with the State Government resulting in Council’s contribution being acknowledged as a grant towards the project.
Other Current Assets 8. OTHER CURRENT ASSETS Prepayments 588 244 221 25 Tax equivalents 0 0 1 584 2 099 Accrued income 2 153 4 906 1 923 3 521 Total other current assets 2 741 5 150 3 728 5 645
Page 21 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 9. PROPERTY, PLANT, EQUIPMENT & INFRASTRUCTURE Property, plant, equipment & infrastructure at fair value Land – Freehold Opening balance (carrying amount) 130 039 131 771 124 834 127 871 plus additions 8 412 343 8 412 343 plus/(less) net valuation (558) 330 (558) (975) increment/(decrement) Less disposals/transfers to external (44 250) (2 405) (44 250) (2 405) parties Closing balance (carrying amount) 93 643 130 039 88 438 124 834
Land – Other controlled Opening balance (carrying amount) 645 795 644 240 645 795 644 240 plus additions 256 1 868 256 1 868 plus/(less) net valuation 92 527 (313) 92 527 (313) increment/(decrement) Less disposals/transfers to external (21 200) 0 (21 200) 0 parties Closing balance (carrying amount) 717 378 645 795 717 378 645 795
Buildings on freehold land Opening balance (carrying amount) 72 087 67 191 71 552 66 631 plus additions 8 515 11 753 8 515 11 750 plus/(less) net valuation 9 784 (3 890) 9 784 (3 890) increment/(decrement) Less disposals/transfers to external (1 979) (251) (1 979) (251) parties less depreciation (2 712) (2 716) (2 655) (2 688) Closing balance (carrying amount) 85 695 72 087 85 217 71 552
Buildings on other controlled land Opening balance (carrying amount) 36 337 38 312 36 337 38 312 plus additions 1 549 761 1 549 761 plus/(less) net valuation 3 474 (962) 3 474 (962) increment/(decrement) Less disposals/transfers to external 0 0 0 0 parties less depreciation (1 549) (1 774) (1 549) (1 774) Closing balance (carrying amount) 39 811 36 337 39 811 36 337
Page 22 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Buildings – Leasehold improvements Opening balance (carrying amount) 249 270 213 242 plus additions 105 5 0 0 plus/(less) net valuation 0 0 0 0 increment/(decrement) Less disposals/transfers to external (118) 0 (118) (7) parties less depreciation (56) (26) (23) (22) Closing balance (carrying amount) 180 249 72 213
Plant & equipment Opening balance (carrying amount) 10 089 10 833 9 956 10 645 plus additions 3 383 4 200 3 383 4 101 plus/(less) net valuation 0 392 0 392 increment/(decrement) Less disposals/transfers to external (870) (1 703) (987) (1 689) parties less depreciation (3 003) (3 624) (2 879) (3 493) Closing balance (carrying amount) 9 608 10 098 9 473 9 956
Page 23 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 9. PROPERTY, PLANT, EQUIPMENT & INFRASTRUCTURE (continued)
Furniture and fittings Opening balance (carrying amount) 86 104 46 66 plus additions 20 12 0 8 plus/(less) net valuation 0 9 0 9 increment/(decrement) Less disposals/transfers to external (2) 0 (2) 0 parties less depreciation (17) (39) (9) (37) Closing balance (carrying amount) 87 86 35 46
Statues, sculptures and artworks Opening balance (carrying amount) 37 277 33 357 37 277 33 357 plus additions 408 4 025 408 4 025 plus/(less) net valuation 0 105 0 105 increment/(decrement) Less disposals/transfers to external 0 0 0 0 parties less depreciation (214) (210) (214) (210) Closing balance (carrying amount) 37 471 37 277 37 471 37 277
Roads & laneways Opening balance (carrying amount) 499 440 445 250 499 440 445 250 plus additions 2 244 5 127 2 244 5 127 plus/(less) net valuation 0 74 240 0 74 240 increment/(decrement) Less disposals/transfers to external 0 (6 663) 0 (6 663) parties less depreciation (13 931) (18 514) (13 931) (18 514) Closing balance (carrying amount) 487 753 499 440 487 753 499 440
Footpaths Opening balance (carrying amount) 51 098 42 078 51 098 42 078 plus additions 3 153 6 406 3 153 6 406 plus/(less) net valuation 0 10 290 0 10 290 increment/(decrement) Less disposals/transfers to external 0 (568) 0 (568) parties less depreciation (6 403) (7 108) (6 403) (7 108) Closing balance (carrying amount) 47 848 51 098 47 848 51 098
Page 24 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Kerb & channel Opening balance (carrying amount) 105 868 95 537 105 868 95 537 plus additions 197 1 463 197 1 463 plus/(less) net valuation 0 13 943 0 13 943 increment/(decrement) Less disposals/transfers to external 0 (1 727) 0 (1 727) parties less depreciation (2 918) (3 348) (2 918) (3 348) Closing balance (carrying amount) 103 147 105 868 103 147 105 868
Bridges Opening balance (carrying amount) 9 442 11 618 9 442 11 618 plus additions 5 0 5 0 plus/(less) net valuation 0 (119) 0 (119) increment/(decrement) Less disposals/transfers to external 0 (1 663) 0 (1 663) parties less depreciation (241) (394) (241) (394) Closing balance (carrying amount) 9 206 9 442 9 206 9 442
Page 25 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 9. PROPERTY, PLANT, EQUIPMENT & INFRASTRUCTURE (continued)
Drains Opening balance (carrying amount) 17 523 17 653 17 523 17 653 plus additions 440 561 440 561 plus/(less) net valuation 0 3 210 0 3 210 increment/(decrement) Less disposals/transfers to external 0 (3 086) 0 (3 086) parties less depreciation (530) (815) (530) (815) Closing balance (carrying amount) 17 433 17 523 17 433 17 523
Irrigation Systems Opening balance (carrying amount) 10 683 10 457 10 683 10 457 plus additions 739 396 739 396 plus/(less) net valuation 0 359 0 359 increment/(decrement) Less disposals/transfers to external 0 0 0 0 parties less depreciation (588) (529) (588) (529) Closing balance (carrying amount) 10 834 10 683 10 834 10 683
Parks and gardens infrastructure Opening balance (carrying amount) 11 595 11 148 11 595 11 148 plus additions 1 121 442 1 121 442 plus/(less) net valuation 0 777 0 777 increment/(decrement) Less disposals/transfers to external 0 0 0 0 parties less depreciation (870) (772) (870) (772) Closing balance (carrying amount) 11 846 11 595 11 846 11 595
Trees Opening balance (carrying amount) 21 751 13 108 21 751 13 108 plus additions 5 382 5 382 plus/(less) net valuation 0 8 261 0 8 261 increment/(decrement) Less disposals/transfers to external 0 0 0 0 parties Closing balance (carrying amount) 21 756 21 751 21 756 21 751
Page 26 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Other structures Opening balance (carrying amount) 1 256 1 482 1 256 1 482 plus additions 1 769 171 1 769 171 plus/(less) net valuation 0 0 0 0 increment/(decrement) Less disposals/transfers to external (43) (273) (43) (273) parties less depreciation (174) (124) (174) (124) Closing balance (carrying amount) 2 808 1 256 2 808 1 256
Assets held for resale Opening balance (carrying amount) 8 529 7 066 8 529 7 066 plus/(less) net valuation 717 1 756 717 1 756 increment/(decrement) less depreciation (199) (293) (199) (293) Closing balance (carrying amount) 9 047 8 529 9 047 8 529
Total property, plant, equipment & infrastructure at fair value 1 705 551 1 669 153 1 699 573 1 663 195
Page 27 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Property, plant, equipment & infrastructure at cost Buildings – Leasehold improvements Opening balance (carrying amount) 580 730 0 0 plus additions 38 94 0 0 Less disposals/transfers to external 0 (3) 0 0 parties less depreciation (122) (241) 0 0 Closing balance (carrying amount) 496 580 0 0
Plant & equipment Opening balance (carrying amount) 10 567 9 966 0 0 plus additions 1 942 6 147 0 0 Less disposals/transfers to external (184) (3 640) 0 0 parties less depreciation (2 298) (1 906) 0 0 Closing balance (carrying amount) 10 027 10 567 0 0
Furniture and fittings Opening balance (carrying amount) 45 82 0 0 plus additions 0 3 0 0 Less disposals/transfers to external 0 0 0 0 parties less depreciation (16) (40) 0 0 Closing balance (carrying amount) 29 45 0 0
Works in progress Opening balance 24 792 31 724 24 452 31 722 plus additions 27 269 30 887 27 249 29 977 less capitalisation (27 441) (37 819) (27 441) (37 247) Closing balance 24 620 24 792 24 260 24 452
Total property, plant, equipment & infrastructure at cost 35 172 35 984 24 260 24 452
Total property, plant, equipment & infrastructure 1 740 723 1 705 137 1 723 833 1 687 647 Summary of movements in property, plant, equipment & infrastructure
Balance at beginning of financial year 1 705 137 1 623 977 1 687 647 1 608 483 additions 34 129 37 227 32 004 30 534 net valuation increment/(decrement) 105 944 108 388 105 944 107 083 Less disposals/transfers to external (68 646) (21 965) (68 579) (18 315) parties less depreciation (35 841) (42 490) (33 183) (40 138) Balance at end of financial year 1 740 723 1 705 137 1 723 833 1 687 647
Page 28 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
9. PROPERTY, PLANT, EQUIPMENT & INFRASTRUCTURE (continued)
Additional disclosure information Land – Freehold At Independent Valuation -01/01/00 0 129 696 0 124 491 At Council's Valuation -30/06/01 84 888 0 79 683 0 At Cost 8 755 343 8 755 343 93 643 130 039 88 438 124 834
Land - Other Controlled At Independent Valuation -01/01/00 0 644 240 0 644 240 At Council's Valuation -30/06/01 715 567 0 715 567 0 At Cost 1 811 1 555 1 811 1 555 717 378 645 795 717 378 645 795
Buildings on Freehold Land At Independent Valuation -01/01/00 0 63 064 0 62 501 At Council's Valuation -30/06/01 67 117 0 66 582 0 At Cost 18 635 10 120 18 635 10 120 Less: Accumulated Depreciation (57) (1 097) 0 (1 069) 85 695 72 087 85 217 71 552
Buildings on Other Controlled Land At Independent Valuation -01/01/00 0 36 644 0 36 644 At Council's Valuation -30/06/01 37 847 0 37 847 0 At Cost 1 964 415 1 964 415 Less: Accumulated Depreciation 0 (722) 0 (722) 39 811 36 337 39 811 36 337
Buildings - Leasehold Improvements At Independent Valuation -01/01/00 688 1 085 72 224 At Cost 143 0 0 0 Less: Accumulated Depreciation (155) (256) 0 (11) 676 829 72 213
Plant and Equipment At Independent Valuation -01/01/00 18 172 18 172 3 004 3 004 At Council's Valuation -01/01/00 490 5 975 5 016 6 046 At Cost 7 204 1 879 5 262 1 879 Less: Accumulated Depreciation (6 231) (5 361) (3 809) ( 973) 19 635 20 665 9 473 9 956
Page 29 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 Furniture and Fittings At Independent Valuation -01/01/00 125 178 40 42 At Cost 28 0 8 8 Less: Accumulated Depreciation (37) (47) (13) (4) 116 131 35 46
Statues, Sculptures and Artworks At Independent Valuation -01/01/00 33 361 33 361 33 361 33 361 At Cost 4 428 4 020 4 428 4 020 Less: Accumulated Depreciation (318) (104) (318) (104) 37 471 37 277 37 471 37 277
Page 30 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 9. PROPERTY, PLANT, EQUIPMENT & INFRASTRUCTURE (continued)
Roads & Laneways At Independent Valuation -01/01/00 502 349 502 349 502 349 502 349 At Cost 6 063 3 819 6 063 3 819 Less: Accumulated Depreciation (20 659) (6 728) (20 659) (6 728) 487 753 499 440 487 753 499 440
Footpaths At Independent Valuation -01/01/00 48 262 48 262 48 262 48 262 At Cost 8 905 5 752 8 905 5 752 Less: Accumulated Depreciation (9 319) (2 916) (9 319) (2 916) 47 848 51 098 47 848 51 098
Kerb & Channel At Independent Valuation -01/01/00 106 083 106 083 106 083 106 083 At Cost 1 443 1 246 1 443 1 246 Less: Accumulated Depreciation (4 379) (1 461) (4 379) (1 461) 103 147 105 868 103 147 105 868
Bridges At Independent Valuation -01/01/00 9 564 9 564 9 564 9 564 At Cost 5 0 5 0 Less: Accumulated Depreciation ( 363) ( 122) ( 363) ( 122) 9 206 9 442 9 206 9 442
Drains At Independent Valuation -01/01/00 17 203 17 203 17 203 17 203 At Cost 1 001 561 1 001 561 Less: Accumulated Depreciation (771) (241) (771) (241) 17 433 17 523 17 433 17 523
Irrigation At Independent Valuation -01/01/00 10 601 10 601 10 601 10 601 At Cost 1 085 346 1 085 346 Less: Accumulated Depreciation (852) (264) (852) (264) 10 834 10 683 10 834 10 683
Parks and Gardens Infrastructure At Independent Valuation -01/01/00 11 696 11 696 11 696 11 696 At Cost 1 412 291 1 412 291 Less: Accumulated Depreciation (1 262) (392) (1 262) (392) 11 846 11 595 11 846 11 595
Trees At Independent Valuation -01/01/00 21 369 21 369 21 369 21 369 At Cost 387 382 387 382 21 756 21 751 21 756 21 751
Page 31 Assets
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
9. PROPERTY, PLANT, EQUIPMENT & INFRASTRUCTURE (continued)
Other Structures At Independent Valuation -01/01/00 1 255 1 303 1 255 1 303 At Cost 1 769 0 1 769 0 Less: Accumulated Depreciation (216) (47) (216) (47) 2 808 1 256 2 808 1 256
Assets held for Resale At Independent Valuation -01/01/00 9 246 8 822 9 246 8 822 Less: Accumulated Depreciation ( 199) ( 293) ( 199) ( 293) 9 047 8 529 9 047 8 529
Works in Progress At Cost 24 620 24 792 24 260 24 452
Total Property, Plant, Equipment and Infrastructure 1 740 723 1 705 137 1 723 833 1 687 647
Reconciliation of non-current assets Cost as at 01/07/00 1 718 228 1 655 717 1 702 995 1 636 897 Accumulated Depreciation 01/07/00 (13 091) (31 740) (15 348) (28 414)
Carrying amount 01/07/00 1 705 137 1 623 977 1 687 647 1 608 483
Additions 34 129 37 227 32 004 30 534 Disposals (43 078) (9 512) (43 011) (5 864) Depreciation (35 841) (42 490) (33 183) (40 138) Revaluation increment/(decrement) 105 944 108 388 105 944 107 083 Transfer to Docklands Authority 0 (12 044) 0 (12 044) Transfer to Shrine of Remembrance (21 200) 0 (21 200) 0 Trust Write-off of Assets (4 368) (409) (4 368) (407)
Carrying amount 30/06/01 1 740 723 1 705 137 1 723 833 1 687 647
The basis of valuation is included under note 1(n) in the financial statements and have been conducted as follows:
(i) Valuations of Land and Buildings were determined by Robert Marsh - Manager Rates & Valuations, City of Melbourne. Valuations are as at 30 June 2001.
(ii) Valuations of Statues, Sculptures and Artworks were determined by Hanut Singh Dodd, City of Melbourne, Master of Planning and Design (Architectural history and conservation), Graduate Diploma in Information Management, BA, Grad Dip Applied
Page 32 Assets
Science: Cultural Heritage Management Program. Valuations are as at 1 January 2000.
(iii) Valuations of Parks and Gardens Infrastructure and Irrigation Assets were determined by Vince Haining - Manager Contracts and Operations, Parks and Recreation Branch, City of Melbourne. Valuations are as at 1 January 2000.
(iv) Valuations of Trees were determined by Ian Shears - Senior Tree Planner, M.Appl.Sci (Hort) of Parks and Recreation, City of Melbourne. Valuations are as at 1 January 2000.
(v) Valuations of Infrastructure Assets (Roads & Laneways, Footpaths, Kerb & Channel, Bridges and Drains) were determined by Gordon Duncan – Senior Manager, Engineering Services Branch, City of Melbourne. Valuations are as at 1 January 2000.
(vi) Valuations of Plant, Equipment, Furniture and Fittings were determined by Karl Schluch - Senior Officer of Supply Branch, City of Melbourne. Valuation of the Asphalt Plant was determined by Independent Valuers Edward Rushton Australia Pty Ltd. Valuations are as at 1 January 2000.
(vii) Computer Equipment valuation were determined by Mike Healey - Manager of Information Management, City of Melbourne. Valuations are as at 1 January 2000.
(viii) Motor Vehicles valuations were determined by Lionel Galappatthi. – Senior Engineer Infrastructure, City of Melbourne. Valuations are as at 1 January 2000.
(ix) Other Structures valuation were determined by Shane Power – Executive Project Manager, Odette Li – Project Manager, City Projects, Ian Dryden – Senior Industrial Designer, City Projects, Joe Sullivan – Finance Officer, City Strategy & Development, City of Melbourne. Valuations are as at 1 January 2000.
(x) Leasehold Improvements valuations were determined by Ronald Leong – Financial Analyst and Robert Skilton – Property management Officer, City of Melbourne. Valuations are as at 1 January 2000.
Unless otherwise stated the carrying value of each class of asset at balance date materially reflects their fair value at that date.
A review of future asset sales has been undertaken. However at this stage there are no unconditional contracts of sale in place. Consequently the assets remain classified as non-current assets. Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 10. INTANGIBLE ASSETS Goodwill 623 0 0 0 Amortisation of Goodwill (13) 0 0 0 Total intangible assets 610 0 0 0
Page 33 Assets
Payables Consolidated Council 11. PAYABLES Current Trade creditors 16 264 11 193 14 360 11 776 Deposits and retention amounts 1 795 2 233 1 501 1 594 Accruals 13 766 10 699 12 145 8 451 Income in advance 1 365 600 673 431 Total payables 33 190 24 725 28 679 22 252 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
12. EMPLOYEE ENTITLEMENTS (a) Current Long service leave 5 920 5 649 1(f)(i) 5 730 5 447 Annual leave 7 646 6 872 5 793 5 002 13 566 12 521 11 523 10 449 (b) Non-Current Long service leave 2 188 2 265 1(f)(i) 795 777 2 188 2 265 795 777 Total employee entitlements 15 754 14 786 12 318 11 226
13. PROVISIONS Restructuring 0 195 0 195 Rate objections 567 378 567 378 Insurance claims 781 646 781 630 Land tax 0 1 385 0 1 385 Other 4 83 0 0 Total Provisions 1 352 2 687 1 348 2 588
Page 34 Equity
Equity
Reserves
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council (a) Composition Asset revaluation 454 682 348 738 453 377 347 433 Other reserves 5 916 1 202 5 916 1 202 Total reserves 460 598 349 940 459 293 348 635
(b) Movements in reserves were as follows: Asset revaluation reserve Revaluation of roads & laneways 0 74 240 0 74 240 Revaluation of footpaths 0 10 290 0 10 290 Revaluation of kerb & channel 0 13 943 0 13 943 Revaluation of bridges 0 (119) 0 (119) Revaluation of drains 0 3 210 0 3 210 Revaluation of parks & gardens 0 777 0 777 infrastructure Revaluation of statues, sculptures & 0 105 0 105 artworks Revaluation of parks & gardens 0 359 0 359 irrigation Revaluation of trees 0 8 261 0 8 261 Revaluation of land 91 969 17 91 969 (1 288) Revaluation of buildings 13 258 (4 852) 13 258 (4 852) Revaluation of assets held for resale 717 1 756 717 1 756 Revaluation of plant & equipment 0 (243) 0 (243) Revaluation of computer equipment 0 635 0 635 Revaluation of furniture and fittings 0 9 0 9 Net movement for the year 105 944 108 388 105 944 107 083
Other reserves Public open space reserve 673 871 673 871 Capital reserve 4 372 0 4 372 0 Social Housing Trust (331) 331 (331) 331 Net movement for the year 4 714 1 202 4 714 1 202
Page 35 Other Disclosures
Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
15. GAIN/(LOSS) ON SALE OF NON- CURRENT ASSETS
Land Proceeds from sale of land and 51 478 4 313 51 478 4 219 buildings (i) less carrying amount of assets sold (i) (41 978) (2 738) (41 978) (2 650) Gain/(Loss) on disposal 9 500 1 575 9 500 1 569
Plant & equipment Proceeds from sale of plant, equipment 39 513 40 66 & infrastructure less carrying amount of assets sold (74) (2 123) (74) (1 676) Gain/(Loss) on disposal (35) (1 610) (34) (1 610)
Vehicles Proceeds from sale of vehicles 902 1 447 902 1 447 less carrying amount of assets sold (958) (1 500) (958) (1 500) Gain/(Loss) on disposal (56) (53) (56) (53)
(i) includes the sale of the Queen Victoria Hospital site at $49,000,000
16. INVESTMENT IN ASSOCIATES ACCOUNTED FOR UNDER THE EQUITY METHOD
Name of Associate Principal Ownership Balance Consolidated Activity Interest Date Carrying Amount 2001 2000 $’000 $’000
Yarra-Melbourne Regional Library Library Services 41% 30/06/2001 868 883 Corp. 38% 30/06/2000 883 813
Micromet Victoria Pty Ltd Irrigation 25% 30/06/2001 54 125 25% 30/06/2000 125 0
Asphalt Recycling Pty Ltd Non operating 50% 30/06/2001 0 0 - 30/06/2000 0 0
Page 36 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 (i) Movement in Carrying Amount of Investments Carrying Amount at the beginning of the 1 008 813 year Shares acquired at cost 0 125 Share of operating Surplus/(deficit) for (32) 70 the year Adjustment for incorrect prior year share (54) 0 Carrying amount at the end of the 922 1 008 year
(ii) Summary Performance and Financial Position of Associate The aggregate assets, liabilities and deficits of Yarra-Melbourne Regional Library Corp. are as follows: Operating Surplus/(Deficit) 96 41 Assets 4 488 3 899 Liabilities 1 411 914
At the time of preparation the Council had not received audit clearance on the year 2001 library accounts.
Page 37 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
17. RECONCILIATION OF DEFICIT FOR YEAR TO NET CASH FLOWS PROVIDED BY OPERATING ACTIVITIES
Deficit for year (85 268) (17 261) (86 157) (17 940) Non cash items included in deficit for year Depreciation/Amortisation 35 854 33 709 33 183 31 357 Loss/ (Gain) on sale of assets (9 409) 88 (9 410) 94 Write-off of assets 4 368 409 4 368 407 Increase in investment 86 (70) 15 (70) Incorrect depreciation of prior year 0 8 781 0 8 781 Transfer of assets to Docklands 0 12 044 0 12 044 Authority Transfer of assets to Shrine of 21 200 0 21 200 0 Remembrance Write-off of Interest in Federation 63 410 0 63 410 0 Square Loss on contracts 0 283 0 0 Changes in assets and liabilities in relation to operating activities: (Increase)/Decrease in receivables (8 436) (2 903) (6 698) (3 361) Increase/(Decrease) in payables 7 331 (83) 6 427 282 Increase/(Decrease) in provisions (1 336) (5 598) (1 240) (5 553) Increase/(Decrease) in employee 968 115 1 092 155 entitlements (Increase)/Decrease in intangible assets (610) 0 0 0 (Increase)/Decrease in other assets 2 409 (1 889) 1 917 (1 403) (Increase)/Decrease in inventories (63) 102 8 65 Net cash provided by operating 30 504 27 727 28 115 24 858 activities
Reconciliation of cash Cash on hand 42 41 32 33 Short term deposits 19 110 18 870 11 749 16 501 Bank bills & negotiable certificates of 99 586 97 896 99 586 97 896 deposit Balances per statement of financial 118 738 116 807 111 367 114 430 position Bank overdraft (1 537) 0 (1 492) (3 496) Balances per statement of cash flows 117 201 116 807 109 875 110 934
Cash at the end of the financial year shown in the statement of cash flows is reconciled to the related items in the statement of financial position as above.
Page 38 Other Disclosures
Financing Arrangements As at 30th June 2001, the City of Melbourne had a bank overdraft facility with the following limits applying:
(a) a net debt limit of $1 000 000 being the total gross debit balances outstanding pursuant to the overdraft facility, less the total on deposit with the bank
(b) a maximum gross overdraft limit of $5 000 000 being the aggregate debit balance of the bank accounts as at the end of each day.
Restriction on Investments Specific Funding for the provision for long service leave pursuant to Section 22 Local Government (Long service leave) Regulations 1991 Long Service Leave 8 108 7 913 6 525 6 224
Market Value Market values of bank bills and negotiable certificates of deposit as at 30 June are not recognised until disposal of these investments Bank bills & negotiable certificates of 99 345 98 272 99 345 98 272 deposit
Page 39 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000
18. COMMITMENTS (a) Lease Rental Commitments Future operating lease rentals of property, not provided for in the financial report and payable: Not later than 1 year 3 799 1 234 128 46 Later than 1 year but not later 8 649 2 631 642 106 than 5 years Later than 5 years 547 578 382 154 12 995 4 443 1 152 306 (b) Commitments for Capital and other Expenditure Expenditure contracted for at balance date but not recognised in the financial report as liabilities: CAPITAL Buildings 9 070 4 521 9 070 4 521 Plant & equipment 641 994 641 994 9 711 5 515 9 711 5 515 OPERATING Maintenance 526 531 526 531 526 531 526 531 These expenditures are payable: No later than one year 10 237 6 046 10 237 6 046
19. CONTINGENT LIABILITIES
Claims There are various minor claims pending against the Melbourne City Council. It is not expected that these will result in material loss to the Council.
Guarantees Melbourne City Council and the State Government of Victoria have indemnified, in equal shares, Regent Management Company Pty Ltd against any liability, loss or expense incurred or suffered by the Company.
At the 30 June 2001 there are no outstanding Melbourne City Council bank guarantees.
Page 40 Other Disclosures
20. SUPERANNUATION Melbourne City Council make employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). The fund has two categories of membership, each which is funded differently.
LASPLAN Members The fund’s LASPLAN category receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings in accordance with the Superannuation Guarantee Legislation (8% in 2000/2001). No further liability accrues to the employer as the superannuation benefits accruing to the employees are represented by their share of the net assets of the Fund.
During 2000/2001 Melbourne City Council’s superannuation contributions relating to LASPLAN members was $2 033 618 ($1 769 902 in 1999/2000).
Defined Benefits Members The Melbourne City Council makes employer contributions to the defined benefits category of the Fund at rates determined by the Fund’s Trustee. The rate is currently 9.25% of superannuation salary (9.25% in 1999/2000).
During 2000/2001 Melbourne City Council’s superannuation contributions relating to that year’s defined benefits members service was $1 706 772 ($2 027 821 in 1999/2000)
In addition, Melbourne City Council reimburses the Fund for the difference between resignation and retrenchment benefits paid to its retrenched employees. Employees also make member contributions to the Fund. As such, assets accumulate in the Fund to meet member benefits, as defined in the Trust Deed, as they accrue.
Melbourne City Council has an ongoing obligation to share in the future experience of the Fund. Favourable or unfavourable variations may arise should the experience of the Fund differ from the assumptions made by the Fund’s actuary in estimating the Fund’s accrued benefits liability.
The most recent full actuarial review of the Fund was undertaken by the Fund’s actuary, Grant Harslett FIA, FIAA, of Towers Perrin, as at 30 June 2000. The Fund’s liability for accrued benefits was determined by reference to expected future salary levels and by application of a market-based risk-adjusted discount rate and relevant actuarial assumptions. It was determined that the net assets of the Fund were more than sufficient to meet the accrued benefits of the Fund’s defined benefit category members.
Page 41 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Consolidated Council 2001 2000 2001 2000 $’000 $’000 Note $’000 $’000 21. RELATED PARTY TRANSACTIONS
Responsible persons’ and Senior Officers’ Remuneration (i) Names of persons holding the position of a Responsible Person at the City of Melbourne during the reporting year are:
Councillors Martin Brennan Joanna Pace Kevin Chamberlin David Risstrom Peter Costigan John So Wellington Lee Rosemary Daniel Clem Newton-Brown
Chief Executive Officer Michael Malouf Council 2001 2000 $’000 $’000 (ii) Remuneration* of Responsible persons in bands of $10,000 No. No.
Income Range: $0 - $9,999 0 0 $10,000 - $19,999 4 7 $20,000 - $29,999 4 1 $80,000 - $89,999 0 0 $100,000 – 109,999 0 1 $140,000 – 149,999 1 0 $250,000 - $259,999 0 1 $260,000 - $269,999 1 0 Total 10 10
Total Remuneration* for the reporting year for Responsible Persons included 583 520 above, amounted to
* Remuneration includes allowances, employer superannuation contribution, and reportable fringe benefits
Page 42 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 Council 2001 2000 $’000 $’000 21. RELATED PARTY TRANSACTIONS (continued) (iii) Senior Officers Remuneration* The number of senior officers, other than the Responsible Persons, whose total remuneration exceeded $80,000 during the reporting year, are shown below in their relevant income bands: No. No. Income Range: $80,000 – 89,999 1 3 $90,000 – 99,999 4 8 $100,000 - $109,999 7 11 $110,000 - $119,999 13 13 $120,000 - $129,999 6 7 $130,000 - $139,999 6 4 $140,000 - $149,999 3 1 $150,000 - $159,999 1 0 $160,000 - $169,999 1 0 $180,000 - $189,999 2 0 $190,000 - $199,999 1 0 $200,000 - $209,999 0 3 $220,000 - $229,999 1 0 $270,000 - $279,999 1 0 47 50
Total Remuneration* for the reporting year for senior officers included above, 6 054 5 878 amounted to
* Remuneration includes salaries, bonuses, allowances, employer superannuation contribution, and reportable fringe benefits (iv) No retirement benefits were paid by the Council in connection with the retirement of Responsible Persons during the reporting year. (2000 – nil)
(v) No loans have been made, guaranteed or secured by the Council to a Responsible Person of the Council during the financial year or in the previous financial year.
(vi) Other Transactions
Other related party transactions requiring disclosure this financial year have been considered and there are no matters to report. There were no matters to report in the previous financial year.
Related Party Transactions Melbourne City Council is the ultimate parent entity in the wholly-owned group. Transactions with the controlled entities, CityWide Service Solutions Pty Ltd, Queen Victoria Market Pty Ltd and Melbourne Wholesale Fish Market Pty Ltd during the year comprised of the following: car rental Page 43 Other Disclosures
services, provision of accounting and administration services, property rental, contract sales, purchases of raw materials and plant, equipment & infrastructure and in accordance with the Tax Equivalence Policy, the receipt of payments which included tax equivalents for income tax and payroll tax where applicable.
The above transactions were made on commercial terms and conditions and at market rates. Council 2001 2000 $’000 $’000 Amounts receivable from and payable to the controlled entity are as follows: Debtor – CityWide Service Solutions Pty Ltd 325 2 492 Debtor – Queen Victoria Market Pty Ltd 64 95 Debtor – Melbourne Wholesale Fish Market Pty Ltd 8 7 397 2 594 Creditor – CityWide Service Solutions Pty Ltd 3 399 3 880
Page 44 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001
22. FINANCIAL INSTRUMENTS (Consolidated)
(i) Interest Rate Risk The economic entity’s exposure to interest rate risk, repricing maturities and effective weighted average interest rates on financial instruments at balance date are: Weighted Average Floating Interest rate Fixed Interest Non interest Total Interest Rate Rate Maturities bearing 1 year or less 2001 2000 2001 2000 2001 2000 2001 2000 2001 2000 % % $ ‘000 $ ‘000 $ ‘000 $ ‘000 $ ‘000 $ ‘000 $ ‘000 $ ‘000 Assets Cash 42 41 42 41 Short term deposits 5.88% 5.49% 6 378 1 267 12 732 17 603 19 110 18 870 Bank bills & Negotiable Certificates of 6.25% 5.57% 99 586 97 896 99 586 97 896 Deposits Rate debtors 1 722 2 334 1 722 2 334 Sundry debtors 79 978 21 930 79 978 21 930 Investment in unlisted entities and 3 964 66 870 3 964 66 870 associates Total financial assets 6 378 1 267 112 318 115 499 85 706 91 175 204 402 207 941
Liabilities Bank Overdraft 1 537 0 1 537 0 Trade creditors 16 264 11 193 16 264 11 193 Deposits & retentions 1 795 2 233 1 795 2 233 Total financial liabilities 1 537 0 0 0 18 059 13 426 19 596 13 426
Net financial assets 4 841 1 267 112 318 115 499 67 647 77 749 184 806 194 515
Page 45 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001 2001 2000 $ '000 Notes $ '000 22. FINANCIAL INSTRUMENTS (continued)
Reconciliation of Net Financial Assets to Net Assets Net financial assets as above 184 806 194 515 Non financial assets and liabilities Inventories 458 6 395 Intangible assets 610 10 0 Other current assets 2 741 8 5 150 Property, plant & equipment 1 740 723 9 1 705 137 Accruals (13 766) 11 (10 699) Income in advance (1 365) 11 (600) Employee entitlements (15 754) 12 (14 786) Provisions (1 352) 13 (2 687) Net assets per Statement of Financial 1 897 101 1 876 425 Position
(ii) Net fair values The aggregate net fair value of financial assets and financial liabilities, both recognised and unrecognised at balance date are as follows: Carrying Carrying Net Fair Net Fair Amount Amount Value Value 2001 2000 2001 2000 Assets $ 000's $ 000's $ 000's $ 000's Cash 42 41 42 41 Rate debtors 1 722 2 334 1 722 2 334 Sundry debtors 79 978 21 930 79 978 21 930 Short term deposits 19 110 18 870 19 110 18 870 Bank Bills & Negotiable Certificates of 99 586 97 896 99 345 98 272 Deposits Investment in unlisted entities 3 964 66 870 3 964 66 870 Total financial assets 204 402 207 941 204 161 208 317
Liabilities Bank Overdraft 1 537 0 1 537 0 Trade creditors 16 264 11 193 16 264 11 193 Deposits & retentions 1 795 2 233 1 795 2 233 Total financial liabilities 19 596 13 426 19 596 13 426 The following methods and assumptions are used to determine the net fair values of the financial assets and liabilities:
Cash, cash equivalents and short-term deposits - the carrying amount approximates fair value because of their short term to maturity.
Trade debtors and creditors - the carrying amount approximates fair value.
Page 46 Other Disclosures
Bank Bills & Negotiable Certificates of Deposits - there are market prices quoted daily for securities issued by any of the major four banks.
For any other securities, a reasonable estimate of the fair value has been determined by reference to the current market value of a quoted security, and adding a credit risk margin, which is determined by reference to historical data.
(iii) Credit Risk Exposures The credit risk on financial assets of the economic entity which have been recognised in the statement of financial position is generally the carrying amount, net of any provisions for doubtful debts.
Page 47 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001
23. FINANCIAL RATIOS Consolidated Council 2001 2000 1999 2001 2000 1999 (a) Debt Servicing Ratio
Debt servicing cost 0 00 0 0 0 Total revenue
To identify the capacity of the Council to service it’s outstanding debt. The Council is debt free, so no ratio is reported.
(b) Debt Commitment Ratio
Debt servicing and redemption costs 0 00 0 0 0 Rate revenue
To identify Council's debt redemption strategy. The Council is debt free, so no redemption strategy is reported.
(c) Revenue Ratio
Rate revenue 36% 44% 45% 42% 51% 53% Total revenue*
To identify Council's dependence on rates. 36 per cent of total revenue is earned from rates (44% in 2000). This ratio is impacted by the sale of the Queen Victoria Hospital Site in 2000/01
(d) Debt Exposure Ratio
Total indebtedness 12% 12% 14% 11% 11% 12% Total realisable assets
To identify Council's exposure to debt. 12 per cent of realisable assets is required to cover debt (12% in 2000).
(e) Working Capital Ratio
Current assets 410% 366% 314% 444% 362% 329% Current liabilities
To assess Council's ability to meet current commitments. For every dollar of current liabilities, Council has $4.10 of current assets ($3.66 in 2000).
Page 48 Other Disclosures
Definitions Current assets Means the total current assets as shown in the Statement of Financial Position.
Current liabilities Means the total current liabilities as shown in the Statement of Financial Position.
Debt redemption includes the principal component of repayments on loans and financial leases and capital items purchased on vendor terms, and contributions to sinking funds.
Debt servicing costs Includes interest and charges on loans, overdrafts, and interest on payments for capital items purchased on vendor terms.
Rate revenue Includes revenue from general rates, municipal charges, special rates, special charges, service rates and service charges.
Total indebtedness Means total liabilities, both current and non-current, as shown in the Statement of Financial Position.
Total realisable Means total current assets and total realisable non-current assets. assets
Total revenue Means total revenue as shown in the Statement of Financial Performance.
Page 49 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001
24. COMPARISON OF FINANCIAL PERFORMANCE UNDER AUSTRALIAN ACCOUNTING STANDARD AAS 27 WITH RATE DETERMINATION STATEMENT AS REQUIRED UNDER THE LOCAL GOVERNMENT ACT. Council Council Rate Note Financial Rate Financial Determination Performance Determination Performance Year ended 30 June 2001 Year ended 30 June 2000 Budget Actual Budget Actual Budget Actual Budget Actual $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 (a) Comparison of budget and actual results
Revenue Rates (net of exemptions) 98 105 98 228 98 105 98 228 3(a) 94 750 94 696 94 750 94 696 Fees and Charges 68 928 69 250 68 928 69 250 3(b) 66 691 69 085 66 691 69 648 Interest Revenue 6 507 6 944 6 507 6 944 3(c) 6 503 7 315 6 503 7 315 Other Revenue 2 228 1 928 2 228 1 951 3 574 3 034 3 574 3 034 Grants and other 6 936 7 451 5 205 6 100 3(d) 7 331 8 263 4 657 4 500 contributions Proceeds from sale of assets 0 52 420 0 0 15 20 5 732 20 0 Total Revenue 182 704 236 221 180 973 182 473 178 869 188 125 176 195 179 193
Expenses Employee Costs 50 725 50 059 50 725 50 059 4(a) 49 751 49 527 49 751 49 527 Materials and Services 95 765 95 209 95 765 95 388 4(b) 89 160 86 849 89 160 88 411 Depreciation/ Amortisation 33 318 33 183 0 0 4(c) 23 285 31 357 0 0 Financial Costs 2 412 2 078 2 412 2 078 4(d) 2 887 2 211 2 887 2 211 Other Expenses 9 659 98 824 9 659 9 846 4(e) 9 438 30 365 9 438 9 133 Carrying amount of assets 0 43 010 0 0 15 0 5 826 0 0 Capital Projects 0 0 20 869 20 339 0 0 24 679 27 178 Total Expenses 191 879 322 363 179 430 177 710 174 521 206 135 175 915 176 460
Share of net profit/(loss) of (15) 70 associates
Deficit for year (9 175) (86 157) 1 543 4 763 4 348 (17 940) 280 2 733 Transfer to reserves Public Open Space (371) (673) (563) Social Housing Trust 331 331 (331) Asset Revaluation Reserve 105 944 107 083 (9 175) 19 787 1 503 4 421 4 348 89 143 280 1 839
Page 50 Other Disclosures
Notes to and forming part of the Financial Report For the year ended 30 June 2001
24. COMPARISON OF FINANCIAL PERFORMANCE UNDER AUSTRALIAN ACCOUNTING STANDARD AAS 27 WITH RATE DETERMINATION STATEMENT AS REQUIRED UNDER THE LOCAL GOVERNMENT ACT. (continued) Council 2001 2000 $'000 $'000 (b) Reconciliation between Statement of Financial Performance and Rate Determination Statement for the year ended 30 June
Net change to equity for the financial year as disclosed in the 24(a) 19 787 89 143 Statement of Financial Performance
Deduct net change to equity for the financial year as 24(a) 4 421 1 839 disclosed in the Rate Determination Statement
Amount requiring reconciliation 15 366 87 304
Represented by: (i) Items included in the financial performance statement which are not included in the rate determination statement
Depreciation of property, plant, equipment & infrastructure (33 183) (31 357) Recognition of Incorrect Depreciation of Prior Year 0 (8 781) Asset Revaluation 105 944 107 083 Net Gain/(Loss) on sale of Assets 9 410 (94) Transfer of assets to External Parties (21 200) (12 044) Write-off of assets (4 368) (407) Write-off of Interest in Federation Square (63 410) 0 Recoveries Capital Works 0 517 Recognition of (Decrease)/Increase in Investment in Regional Library (15) 70 Corporation Grants & Subsidies 1 351 2 683 (5 471) 57 670
(ii) Items included in the rate determination statement which are not included in the financial performance statement
Capital Works Program 20 339 27 178 Proceeds from Minor Asset Sales (23) 0 Recognition of Reserve for Public Open Space 673 563 Recognition of Reserve for Social Housing Trust (331) 331 Expenses Capitalised during the year 179 1 562 20 837 29 634 15 366 87 304
Page 51 Other Disclosures
Statement by Councillors, Chief Executive Officer and Principal Accounting Officer on the Financial Report For the year ended 30 June 2001
In my opinion the accompanying financial report has been prepared in accordance with the Local Government Act 1989, the Local Government Regulations 2001, Australian Accounting Standards and other mandatory professional reporting requirements.
Mark Anderson (F.C.P.A) Principal Accounting Officer
In our opinion the accompanying financial report presents fairly the financial transactions of the Melbourne City Council Group and the Melbourne City Council for the year ended 30 June 2001 and the financial position of the Melbourne City Council Group and Melbourne City Council as at that date.
As at the date of signing, we are not aware of any circumstance, which would render any particulars in the financial report to be misleading or inaccurate.
We were authorised by the Council on 29th August 2001 to certify the financial report in its final form.
John So Kevin Chamberlin Lord Mayor Councillor
Michael Malouf Chief Executive Officer
Melbourne Date: 13 September, 2001
Page 52 Other Disclosures
Auditor-General's Report on the Financial Statements
Page 53 Performance
Performance
Performance Statement
Introduction to the Performance Statement 1. Since 1997/98, there has been a requirement for each council to adopt an annual business plan as part of its corporate planning cycle and since 1998/1999, to include in its annual report a statement of performance against the targets set in the annual business plan. Specific requirements of the Performance Statement are set out under Section 153 of the Local Government Act 1989.
2. The 2000-2003 Corporate Plan adopted by the council contained the annual business plan for 2000-2001, the period addressed by this performance statement.
3. The annual business plan contained a series of performance measures and targets for each of the eleven Critical Success Factors forming the strategic framework for the corporate plan.
4. The performance statement identifies each of the 39 measures published in the annual business plan and the associated targets. Comments are also provided to address the extent to which the measures and targets have been achieved, in accordance with the provisions of Section 153.
5. Documents verifying the reported achievements were made available to audit processes.
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Critical Success Factor 1: Prosperous City The City of Melbourne will build on its competitive strengths to increase prosperity. To do this it will strive to maintain a sound local economy, foster local employment and focus on developing the infrastructure to enable the city’s growth as the international economic gateway for Victoria and South East Australia. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Business Partnership Cities Roundtable hosted and 10 of 12 Business Partner Cities participated in the Roundtable. facilitated in September Roundtable held in Melbourne in September 2000. 2000. The conference theme, 'the City, its environment and business' was well received. Over 130 people participated in the business seminars sessions. The Roundtable enjoyed a high level of participant satisfaction and excellent media coverage. Mumbai is to host the next Roundtable in 2001. Mumbai is planning the format of the Roundtable based around the Melbourne model.
Melbourne Marketing Strategy. 2000/01 marketing The Melbourne Marketing Strategy articulates the activities. positioning, development and promotion of Melbourne as a city. The strategy covers a period of three years and all activities identified for delivery in 2000/2001 have been delivered in full. The 2000-2001 program of activities included advertising, public relations and specific campaigns such as Christmas, City on Sale, and Summer in the City. For the first time, the City of Melbourne established itself as a partner with Tourism Victoria in delivering four seasonal tourism campaigns (Melbourne in Spring, Melbourne in Summer, Melbourne in Autumn, and Melbourne's Great Indoors). Tianjin-Melbourne Sister City 20th Anniversary Having established a Sister City relationship with Relationship. celebrated in October Tianjin, China in 1980, a highlight of the past year 2000. was the 20th Anniversary celebrations. Following celebrations early in the year in Tianjin, the focus shifted to Melbourne in October 2000 when over 100 visitors from Tianjin visited Melbourne for the anniversary events. These visitors included the official delegation, more than 40 business delegations, a citizens group, a Tianjin TV crew (hosted by Channel 9) and a Tianjin TV advertising delegation. Events included a Tianjin business and investment seminar with over 150 Australian participants, a community kite day at Royal Park, a Tianjin photographic exhibition and a gala dinner with over 250 people in attendance who have contributed to the 20 year relationship. A significant outcome has been follow up work on a program for the training of the next generation of Tianjin leaders in Melbourne.
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Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Fisherman’s Bend Structure Plan Promotion campaign The promotion program was developed in conjunction and Prospectus. commenced September with Port Melbourne Business and Industry Group, to 2000. help achieve the vision for the area to become a centre for advanced manufacturing and research and development. The promotion campaign included a display held at Australian International Air Show in February 2001. A feature of the show was a display of a composite panel for F-111 created by CRC for Advanced Composite Structures located in Port Melbourne. Phases 1 and 2 of the Investment Attraction Report were completed by RMIT's Wackett centre for Aerospace Engineering. Phase 3 has been commissioned to develop models of attracting potential investors identified during phase 1 and 2. Yarra River Business Action Plan. Action Plan completed by The draft Yarra 2020 Strategy, containing key actions, October 2000. was completed. The 2001-2002 Business Plan has now been prepared and status on each project was updated at each YRCC meeting, held on a six-weekly cycle. The 2020 Strategic Vision document was completed but printing and launch postponed pending Minister's release of a Northbank vision. The Department of Infrastructure is to launch a new Yarra River plan on 4 July. This change of structure has led to a change in the role of the Yarra River Connections Committee and a renaming to the Yarra River Business Network. The group from now on will be principally involved as a networking and information exchange forum. The Yarra River 2020 vision document is presently in production. Business Development Program. Small Business Grants The Small Business Development Program allocated in July, sponsored by the City of Melbourne is designed to November and March. support new and emerging businesses or new and innovative projects initiated by organisations in the city. During 2000/2001, a total of 68 applications for grants were received, 18 of which were funded in the July, November and March allocations.
A total of $434,470 was allocated. The anticipated investment arising from projects funded is estimated at more than $4m. 122 jobs are expected to arise from the projects funded.
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Critical Success Factor 2: Innovative City Melbourne is fortunate in having a strong base for an innovative future. Its strengths must be nurtured and developed through enhancing activity in education, medical and scientific research and development, design, multimedia and the arts.
The City will enhance its profile nationally and internationally as a centre for innovation. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Investment in the establishment of a Partnership On 19th December 2000, Council approved a Thinking Melbourne Fund. arrangements proposal to enter into a strategic alliance with CSIRO established by February to provide ten $20,000 grants as seed funding to 2001. assist in commercialising technologies of the CSIRO. The funds will be used to leverage additional resources from other funding sources. The project will be continued in 2001/2002.
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Critical Success Factor 3: Culturally Vital City Culture is essentially about a way of life; it is a celebration of community. Melbourne already has a reputation as a culturally vibrant city. Council will continue to take a leadership role to support and add value to cultural activity in the city.
The city will become the most attractive and supportive centre for the arts and cultural expression in the Asia-Pacific region. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Arts Grants Program. Arts Grants Program The Arts Grants Program comprises five categories, assessed for 2001. offered over two funding rounds administered during the year. The 2001 Arts Grant Program was assessed by the end of the second quarter. Over 110 grants totalling $624,784 were allocated to individuals and organisations for activities throughout 2001.
Centenary of Federation Centenary of Federation The National Centenary of Federation program began Celebrations. program approved by 31 on 1 January 2001. The City of Melbourne approved July 2000. an extensive program of events to mark the centenary in the city. The program of projects and activities included the Federation Arch, Our Nation on Parade, 100 hours programs, the Federation Festival featuring a concert by the Melbourne Symphony Orchestra in the Town Hall to launch the restored grand organ, and the highly successful Deakin lectures. Heritage Interpretation Strategy. Strategy developed my The project was not identified as a priority by the 30 June 2001. Council's Heritage Advisory Committee and the Development Planning Branch, as the focus was on the completion of Amendment C19 and a number of other heritage reviews. As a result no budget was allocated to the project this financial year. Opportunities are being explored for a Heritage Interpretation Strategy in the future as priorities change. Olympic Torch Relay. Olympic Torch Relay The Olympic Torch relay made its way through the events successfully City of Melbourne on 31 July 2000, marked by a delivered in July 2000. ceremony at the Town Hall. The relay received excellent media coverage while in the city, showcasing the sporting and cultural vitality of Melbourne.
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Critical Success Factor 4: People City Melbourne is a wonderfully diverse ‘people city’ with a thriving multicultural community made up of residents, workers, students and visitors of all ages and incomes.
The City will provide a welcoming, livable, attractive and supportive environment for all it’s residents and groups in the community. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 A City for Everyone, Council’s New disability policy The Environment, Community and Cultural Disability Policy. produced by 30 March Development committee approved a draft strategy for 2001. people with a disability for public consultation on 5 June 2001. The draft is available on the Council's Internet site and has been distributed to participants of the Public Forum and other stakeholders. This plan was delayed from its original time lines as a number of other practical disability projects took priority. A City for Young People. New Youth policy The new youth strategy was adopted by Council in completed by 30 November 2000 following extensive consultation. The September 2000. strategy affirms the council's role in providing services for young residents, visitors and young people in need. The themes of early intervention and participation in decision making are central to the new strategy. A Strategy for a Safe City. 2000/01 activities All major activities identified in the Strategy for a Safe implemented by 30 June City have been implemented. 2001. The four key commitments underpinning the strategy are: - A partnership approach - A safe City environment - Safe Transport - Safe Behaviour Following on from the previous year when Melbourne became the first capital city in the Southern Hemisphere to receive World Health Organisation Accreditation as a safe community, a range of activities was implemented throughout 2000/2001. These included a review of city safety consultation arrangements, research into the issue of begging, the SafeShop program, Couriers Project and the North West Melbourne & Kensington Community Safety Plans.
Drugs Action Plan. Plan revised by 30 The revised Drugs Action Plan was adopted by December 2000. Council in October 2000. The Drugs Action Plan 2000-2003 seeks to increase awareness and understanding of drug related issues, develop partnerships which are responsive and improve public safety, improve the health and welfare of people who use drugs, reduce risks, and provide a clean, safe and welcoming city environment. Activities completed as part of the plan include expansion of needle and syringe pick-up services in the CBD and Kensington, support for community drug prevention projects and a training session delivered to business on dealing with drug related issues.
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Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Social Housing Strategy. New Social Housing The Council adopted the new three year social Strategy produced by 30 housing policy 'Linking Peoples Home and June 2001. Communities on 26 June 2001, following development with the housing sector and service agencies. The strategy identifies issues that affect access to affordable housing and contribute to housing related disadvantage. The strategy outlines initiatives that will enhance the housing and support service response, increase social housing options based on sound planning principles, and build diverse and inclusive communities.
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Critical Success Factor 5: Attractive City Melbourne’s buildings, streets, open spaces and landscape features combine to give the city its unique appearance and feeling.
Council will ensure that the city’s physical environment continues to be recognised for its character and the livability it engenders. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 City Square and City Square Café. City Square and Café The new City Square opened to the public in August opened in September 2000 after major works to re-design the square and 2000. create a more colourful urban space. Features of the new city square include water features, sister city artworks, plane trees and sugar gums, and improved lighting. The city square café opened in February 2001. Lighting Strategy. Lighting Strategy The Draft Lighting Strategy was adopted by Council in implemented by June November 2000, following a period of public 2001. consultation during which some 30 submissions were received. A marketing strategy is currently before Council. If adopted, this will allow a definitive version of the Lighting Strategy to be produced, consistent with the style and a format of Councils' other strategies. In accordance with the draft strategy, lighting projects were implemented in Lygon Street and lanes within the Central Business District. Riverside Park. New park completed by The contract for construction of the new Riverside June 2001. Park was awarded in August 2000 with possession of site complete on 31 August 2000. Work commenced 14 September 2000. The name for the new park 'Birrarung Marr' was announced by the Premier and the Lord Mayor on 1 June 2001. Due to a number of delays in construction, the completion date for the park is now estimated to be October 2001.
Urban Design Strategy. Urban Design Strategy A number of other Urban Design issues temporarily prepared by 30 June slowed progress toward completion of a full strategy. 2001. However, the format of the strategy and its key themes has been developed. Key characteristics of Melbourne have been correlated with basic urban design principles. An outline document has subsequently been prepared. This represents the first major review of the Urban Design Strategy since 1987. The revised timeline for the preparation of a draft strategy is September 2001.
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Critical Success Factor 6: Sustainable City Sustainability is about managing and using resources in a way that does not prejudice the capacity to continue to do so in the future.
The council will consider sustainability in the way the city is planned and developed, and in the way Council conducts its own operations. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Bio-diversity Program. Design and A draft bio-diversity program has been developed. implementation Actions have been identified in the plan and are commenced by 30 June based on gaining an understanding of bio-diversity 2001. within the city, managing threatening processes and exploring opportunities to expand bio-diversity. The implementation phase of the program has not yet commenced, however it is expected that this will occur once the plan is presented to the council for approval. An Intra-Council Task Group is currently being established to manage the program. Environment Initiative Trust Fund. Trust Fund established The Trust charter for the 'Sustainable Melbourne and grants provided in Fund' was presented and approved by the Finance, October and February. Corporate Services and Governance Committee in August 2000. A Fund Protocol Charter, Trust Deed and formal application for approval to the State Government have been prepared. Minor and final amendments to the Trust Deed and Protocols will be completed and the final formal application package delivered by the middle of July 2001. It is expected that State government approval will then be forthcoming. Stormwater Management Plan. 2000-2001 actions The Stormwater Management Plan has been completed. developed to reduce the impacts of stormwater pollution on waterways and coastal waters. The plan is based on recommendations contained in 'Best Practice Guidelines for Stormwater Management', and outlines key activities to take place during the year. The 2000-2001 actions completed include the installation of a litter trap in Therry Street to capture litter and runoff from the Queen Victoria Market. Triple Bottom Line. Strategy framework The Triple Bottom Line strategy framework was established March 2001. prepared, reported and adopted by Council in November 2000. 'Triple Bottom Line' is a means of progressing the simultaneous achievement of economic prosperity, environmental quality, and social equity. A number of projects identified under the framework have been completed or have commenced including triple bottom line indicators for the draft Municipal Strategic Statement; triple bottom line assessment criteria in the capital works program; a sustainability training package for staff; a sustainability assessment process for Council reports, and a triple bottom line preparedness review.
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Critical Success Factor 7: Community and Customer Service Community consultation and stakeholder partnerships are critical to develop Melbourne as a city that will meet the needs of current and future generations. The organisation takes pride in delivering best value customer service to the community. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Overall customer satisfaction with Percent of customers that Overall satisfaction (as recorded in June 2001 Council’s service delivery. rate the Council’s service survey): delivery performance as 50% Residents ‘excellent’ or ‘good’ 58% Overall increased from 67% to 68%. Overall customer satisfaction with Percent of customers that Satisfaction with direct interactions (as recorded in interaction. rate Council’s June 2001 survey): performance in 65% interacting with customers as ‘excellent’ or ‘good’ increased from 69% to 70%. Resolution rates for customer 70 percent completion The performance on time for 2000-2001 was 64.16%. contact management system ‘on time’ resolution rate (Vantive). for action requests logged in Vantive customer contact software system.
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Critical Success Factor 8: Finance and Asset Management Council plays a guardianship role in relation to public funds and assets. Effective financial and asset management is critical to ensure that ratepayer contributions are used prudently and impartially to meet the needs of the capital city community. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Performance to budget. 100 percent compliance. Fourth Quarter result indicates a favourable surplus to Budget as at 30 June. Capital Works progress. 100 percent of planned Planned Expenditure as at 30 June - $33,358,834 expenditure of budget. Actual Expenditure as at 30 June - $28,085,024 (84% expended against plan) Maintenance Works progress. 100 percent expenditure Planned Expenditure as at 30 June - $13,640,493 of budget. Actual Expenditure as at 30 June- $13,347,592 (97% expended against plan)
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Critical Success Factor 9: Organisational Capability and Innovation Delivery of sound city management is significantly dependant on establishing and maintaining a capable and innovative organisation that can quickly adapt to changing environment. Council is committed to building the organisation’s capability to meet the current and future needs of the community. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Corporate Learning and Annual program The Corporate Learning and Development Program Development Program. delivered by 30 June delivered a broad range of programs, via a range of 2001. learning mechanisms including workshops, individual coaching and syndicate support groups, to skill staff in the organisational competencies and capabilities identified as important both now and in the future. 37 corporate learning programs were conducted during the year in addition to seven induction sessions. Overall, participants rated the programs as 'very good', giving a score of 4 out of 5 in the evaluation questionnaires. Corporate Triple Bottom Line. Framework established A framework for Triple Bottom Line Reporting was by 30 June 2001. endorsed by Council in October 2000 and has been incorporated into the 2001-2004 Corporate Plan. The framework is integrated with our Critical Success Factor structure. Innovative Program. Introduced by 30 June The brief for the innovation project was drafted but 2001. actions were deferred due to other priorities and the limited availability of staff to work on the project. Funding has been obtained to support this project next year. Workplace, Health, Safety and Developed by 30 June The Workplace health, safety and diversity strategy Diversity Strategy. 2001. entitled 'The Well @Work Strategy' was developed, implemented and presented to employees to enhance well-being. All four themes were successfully completed: cancer awareness, work - life balance, back care and cardiovascular. The Strategy is currently being reviewed for the 2001/2002 financial year.
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Critical Success Factor 10: Governance and Business Processes The City of Melbourne is committed to delivering democratic governance processes, meeting legislative requirements and using effective business processes to ensure resources are allocated in a way that maximises the benefits to the community. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 Governance Review 2000. Key actions implemented Key Governance documents were adopted by the by 30 June 2001. Council during the year. These included the update of the Councillor Protocol and Procedures Code (February 2001), updated Councillor Expense and Resource Guidelines (May 2001), amended Conduct of Meetings Local Law (February 2001), Good Governance Local Law (February 2001) and submission on the City of Melbourne Bill (May 2001). Risk Management Strategy. Implemented by 30 June The risk management policy, strategy and 2001. implementation plan were reviewed and endorsed by the Corporate Management Team in November 2000. Implementation is well advanced, with the following key achievements this year: - Risk Co-ordinators for each division have been endorsed by relevant directors to act as their delegates. - Risk Management Plans have been developed for each Division. - Risk Standards, Tools & Self Assessment checklists have been developed - Code of Conduct and Fraud Prevention, Reporting and Control standards have been developed. - Internal Assessment Programs have been conducted. Best Value Program. 2000-2001 activities 80% of the strategies in the Best Value Task Force implemented by 30 June business plan were achieved. The changing nature of 2001. the program and staff turnover within the Best Value Taskforce was the reason for not all strategies being achieved. A review of the program was carried out in early 2001.
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Critical Success Factor 11: Marketing and Communications Council recognises that marketing the city and strengthening communications with the community are fundamental to the vitality and prosperity of the city and a key to the success of the organisation. Performance Measures Targets Extent to which measures and targets were met in 2000/2001 *Melbourne Marketing Strategy. 2000/01 Actions The Melbourne Marketing Strategy articulates the completed by 30 June positioning, development and promotion of Melbourne 2001. as a city. The strategy covers a period of three years and all activities identified for delivery in 2000/2001 have been delivered in full. The 2000-2001 program of activities included advertising, public relations and specific campaigns such as Christmas, City on Sale, and Summer in the City. For the first time, the City of Melbourne established itself as a partner with Tourism Victoria in delivering four seasonal tourism campaigns (Melbourne in Spring, Melbourne in Summer, Melbourne in Autumn, and Melbourne's Great Indoors. Market Research Program. 2000/01 Program All market research planned for the year was fielded. completed by 30 June One outstanding report is due in Quarter 1, 2001. 2001/2002.
*The Melbourne Marketing Strategy also appears as a measure of corporate performance under CSF 1 Prosperous City.
Page 67 Performance
Statement by Councillors and Chief Executive Officer on the Performance Statement For the year ended 30 June 2001.
In my opinion the accompanying performance statement has been prepared in accordance with the Local Government Act 1989.
Michael Malouf Chief Executive Officer
In Council’s opinion the accompanying compulsory performance statement presents fairly the performance of the Melbourne City Council for the year ended 30 June 2001.
As at the date of signing, we are not aware of any circumstances, which would render any particulars in the performance statement to be misleading or inaccurate.
We were authorised by the Council on 29th August 2001 to certify the performance statement in its final form.
John So Kevin Chamberlin Lord Mayor Councillor
Melbourne Date: 13 September 2001
Page 68 Performance
Auditor-General’s Report on the Financial Report
Page 69 Further Information
Further Information
Statewide Performance Indicators
Category Indicators 2000/2001 1999/2000
Affordability/Cost of Average rates and charges per $3,048 $3,014 Governance assessment
Average rates and charges per $840 $819 residential assessment
Sustainability Average liabilities per assessment $1,374 $1,270
Operating result prior to capital funding $18.436M $86.460M
Services Constituent Satisfaction rating for Indexed Indexed mean: overall performance generally of the mean: 67 69 Council.
Average operating expenditure per $10,108 $6,619 assessment
Infrastructure Average capital expenditure per $1,003 $980 assessment
Renewal gap renewal and maintenance 0.61 0.87 gap 0.72 0.91
Page 70 Further Information
2000/2001 1999/2000
3048 3014 Rates & Charges # of Assessments
840 819 Rates & Charges (Residential) # of Assessments (Residential)
1374 1270 Total Liabilities # of Assessments
Operating Result 18.436m 86.460m
(excluding Capital Funding)
10108 6619 Operating Expenditure # of Assessments
1003 980 Capital Additions # of Assessments
0.61 0.87 Capital Expenditure Depreciation Expense
0.72 0.91 Capital Exp + Maintenance Depreciation Exp + Maintenance
Page 71 Further Information
Councillor Expenses for the financial year 1 July 2000 to 30 June 2001
Background Significant demands and expectations are placed on Councillors of the City of Melbourne in carrying out their civic and statutory functions. In carrying out their policy development, representation and communication roles, Councillors accept a range of responsibilities in representing a Capital City government and its community and stakeholders at a local, national and international level.
The Councillor Expenses and Resources Guidelines provide a broad overview of how the Council provides assistance and support to the Lord Mayor, Deputy Lord Mayor and Councillors in carrying out their role and official duties as Councillors.
As part of Council’s commitment to open government, Council has resolved that details of Councillor expenses in the following categories be released on a regularly basis and be accessible on the Council's web site.
Expense Categories
1. Conferences, Functions and Training This category covers registration fees associated with attendance by Councillors at conferences, training programs, seminars and functions held locally, interstate and overseas. These are normally held by local government related organisations, professional bodies and institutions and private sector providers on issues and events which impact on the role of Councillors and the City in general.
2. Travel Local This category covers costs associated with assisting Councillors in meeting the transport costs incurred in attending meetings, functions and other commitments within and outside the municipality. This comprises use of taxi service, reimbursement for use of private vehicle while conducting Council business, car parking fees and the provision of car parking permits.
3. Travel Interstate This category covers costs associated with Councillors travelling interstate on Council business as approved by the Councillor Travel Special Committee (with the exception of the Lord Mayor who does not require approval of the Committee). This comprises airfares, accommodation costs, car hire, taxis, meals, hospitality and ancillary expenses such as dry cleaning, laundry and recreation. Interstate conference registration fees are covered under (1) above and communication expenses are included in (5) and (6) below.
Page 72 Further Information
4. Travel Overseas This category covers costs associated with Councillors travelling overseas on Council business as approved by the Councillor Travel Special Committee. This comprises airfares, accommodation, visas, passport costs, car hire, taxis, meals and hospitality and ancillary expenses such as dry cleaning, laundry and recreation. Overseas conference registration fees are covered under (1) above and communication expenses are included in (5) and (6) below.
5. Communication – Local and Intestate This category covers the communication costs associated with ensuring that Councillors are accessible and are able to communicate with constituents, stakeholders, other Councillors, Council officers and family members while conducting Council business locally or travelling interstate on Council business. This category comprises costs associated with use of mobile phones, home phones, facsimile machines, use of telephone services (including internet) at places of accommodation or access points while on interstate Council business.
6. Communication – Overseas This category covers costs associated with ensuring that Councillors remain accessible and are able to communicate with constituents, stakeholders, other Councillors, Council officers and family members and family members while travelling overseas on Council business. This comprises costs incurred in using mobile phones, facsimile and telephone services (including internet) at places of accommodation or access points while overseas on Council business.
7. Functions External to Town Hall In some cases, Councillors may need to use external hospitality services when conducting Council business outside Council offices. In doing so, Councillors seek reimbursement for expenses incurred. These expenses comprise costs associated with the provision of meals, refreshments and other entertainment (for Councillors and their guests) considered appropriate to the nature of Council business being conducted.
8. Child Care This category comprises the costs associated with the reimbursement by Council of necessary child-care expenses incurred by Councillors while undertaking duties as a Councillor.
Page 73 Further Information
Schedule of Councillor Expenses for the Financial Year 1 July 2000 to 30 June 2001 Lord Mayor, Cr Clem Cr Martin Cr Kevin Cr Cr Cr Joanna Cr David Cr John So Cr Peter Newton- Brennan Chamberlin Rosemary Wellington Pace Risstrom Total Costigan Brown, Daniel Lee Deputy Lord Mayor 1. Conferences, $701.82 $663.90 $1813.23 $2792.65 $1601.82 $4060.39 $1570.64 $587.27 $782.73 $14574.45 Functions & Training 2. Travel Local $580.51 $2519.60 $1071.41 $3020.06 $4476.27 $1735.72 $1759.39 $518.36 $323.98 $16005.30 3. Travel Interstate $3255.34 $566.02 $332.40 - - - $1893.50 $499.60 $585.40 $7132.26 4. Travel Overseas $7850.69 $150.75 - $9579.80 $223.43 $19206.00 $2211.56 $3152.98 - $42375.21 5. Communication - $3399.81 $1654.38 $2616.48 $11187.81 $2982.14 $1330.38 $4692.03 $1372.49 $1386.33 $30621.85 local/interstate 6. Communication - $375.09 $126.86 $527.33 $1046.37 $4.77 $840.23 $213.04 $131.50 - $3265.19 international 7. Functions $2045.32 $31.82 - - $513.18 - - - - $2590.32 External to Town Hall 8. Child Care - $595.00 - $2125.00 - - - - - $2720.00 Total Expenses $18208.58 $6308.33 $6360.85 $29751.69 $9801.61 $27172.72 $12340.16 $6262.20 $3078.44 $119284.58
Page 74 Further Information
List of Documents Available for Public Inspection A Council must make available for public inspection documents containing the following prescribed matters--
(a) details of current allowances fixed for the Mayor, Lord Mayor (if any) and Councillors under section 74 or 74A of the Act;
(b) details of senior officers' total salary packages for the current financial year and the previous year including the gross salary, the amount of the Council or employer contribution to superannuation, the value of any motor vehicle provided by the Council and the total value of any other benefits and allowances provided by the Council;
(c) details of overseas or interstate travel (with the exception of interstate travel by land for less than 3 days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months, including the names of the Councillors or members of Council staff and the date, destination, purpose and total cost of the overseas or interstate travel;
(d) names of Council officers who were required to submit a return of interest during the financial year and the dates the returns were submitted;
(e) names of Councillors who submitted returns of interest during the financial year and the dates the returns were submitted;
(f) agendas for and minutes of ordinary and special meetings held in the previous 12 months kept under section 93 of the Act except if the minutes relate to parts of meetings which have been closed to members of the public under section 89 of the Act;
(g) a list of all special committees established by Council and the purpose for which each committee was established;
(h) a list of all special committees established by the Council which were abolished or ceased to function during the financial year;
(i) minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public under section 89 of the Act;
(j) applications for enrolment on the voters' roll under sections 12 and 13 of the Act for the immediate past roll and the next roll being prepared;
(k) a register of delegations kept under sections 87, 88 and 98 of the Act;
(l) submissions received in accordance with section 223 of the Act during the previous 12 months;
(m) agreements to establish regional libraries under section 196 of the Act;
(n) details of all property, finance and operating leases involving land, buildings, plant, computer equipment or vehicles entered into by the Council as lessor or lessee, including the name of the other party to the lease and the terms and the value of the lease;
(o) a register of authorised officers appointed under section 224 of the Act;
Page 75 Further Information
(p) a list of donations and grants made by the Council during the financial year, including the names of persons or bodies which have received a donation or grant and the amount of each donation or grant;
(q) a list of the names of the organisations of which the Council was a member during the financial year and details of all membership fees and other amounts and services provided during that year to each organisation by the Council;
(r) a list of contracts valued at $100 000 or more which the Council entered into during the financial year without first engaging in a competitive process and which are not contracts referred to in section 186(5) of the Act.
To view the above mentioned documents write to: City of Melbourne GPO Box 1603 M Melbourne Victoria 3001 telephone 9658 9658 email [email protected]
or visit City of Melbourne Melbourne Town Hall Swanston Street Melbourne 3000
Page 76 Further Information
Freedom of Information City of Melbourne has been subject to the provisions of the Freedom of Information Act since 1994. The Freedom of Information Act gives individuals and organisations a general right of access to information held by City of Melbourne. It also provides a right of appeal in relation to decisions to refuse access to information made by City of Melbourne regarding Freedom of Information requests.
To make a request under the Freedom of Information Act to City of Melbourne, write to:
Governance Services Officer City of Melbourne GPO Box 1603M Melbourne Victoria 3001
A fee of $20 should accompany the request. All requests should contain sufficient details about the relevant documents to enable them to be identified, and should also include the applicant’s address and contact details. Information about the subject and the approximate date of the document(s) sought should be indicated, if known.
Where a request does not provide the necessary information to identify the document(s) requested, we will help you make a request which will aid in identifying the documents.
For further information on making a Freedom of Information request, please contact our Governance Services Officer on 03 9658 9173 or email [email protected]
Page 77 Further Information
Information Privacy Act The State Government’s Information Privacy Act will become operative on 1 September 2001 and will cover Victorian public sector agencies including Municipal Councils.
This Act seeks to,
(a) Balance the public interest in the free flow of information with the public interest in protecting the privacy of personal information in the public sector;
(b) Promote awareness of responsible personal information handling practices in the public sector;
(c) Promote the responsible and transparent handling of personal information in the public sector.
The City of Melbourne views the protection of personal privacy as an integral part of its commitment towards complete accountability and integrity in all its activities and programs and is currently working to ensure compliance with the Act.
For more information on our Privacy policy please telephone the City of Melbourne on 9658 9658 or direct enquiries via e-mail to [email protected]
Page 78 Further Information
Council Memberships 2000 - 2001 Organisation Membership Fee($) Access Economics Pty Ltd 1,235 Arts Industry Council (Vic) 250 Arts Management Advisory Group 270 Association for Children with a Disability 50 Association for the Friends and Families of the Mentally ill Victoria 25 Australia China Business Council 80 Australian and British Chamber of Commerce 1,050 Australian Bureau of Statistics 2,203 Australian Customer Service Association 150 Australian Early Childhood Association Inc. 487 Australian Industry and Defence Network 250 Australian Institute for the Conservation of Cultural Material 200 Australian Institute of Arts Management 80 Australian Institute of Environmental Health 1,675 Australian Institute of Urban Studies 15,000 Australian Marketing Institute 80 Australian Quality Council 600 Australian Sister Cities Association Inc. 450 BIS Schrapnel Pty Ltd 2,670 Blackwell Publishers Journal 288 Business Review Weekly Subscription Dept. 55 Butterworths Pty Ltd 480 Centre for Contemporary Photography 150 Cityscope Publications 720 Committee for Economic Development of Australia 3,740 Community Child Care Co-Op Ltd 500 Council for Equal Opportunity in Employment Ltd 2,700 Council of Capital City Lord Mayors 10,000 Council of Urban Economic Development 800 CPM Abare 36 Environs Australia 600 Facilities Management Association of Australia 440 GEAC User Group 1,100 Geography Teachers Association of Victoria 68 Ian Huntley Pty Ltd 435 IBIS Business Information Pty Ltd 20,000 Institute of Public Administration Australia 1,500 Intelligent Transport Systems Australia 500 International Council for Local Environmental Initiatives Australia/New Zealand 970 International Research Development Council 132 Interpretation Association of Australia 55 Kindergarten Parents Victoria 223 Kidsafe – Child Accident Prevention Foundation of Australia 165 Koori Mail 55 Lady Gowrie Child Centre 200 Local Government Professionals 240 Local Government Professionals-Aged and Disability Special Interest Group 80 Market Research Society of Australia 210 Metropolitan Transport Forum Inc. 500 Multicultural Arts Victoria Inc. 60
Page 79 Further Information
Municipal Association of Victoria 45,000 Museums Australia Inc. 170 Parking Associates of Australia Inc. 175 Parks and Leisure Australia 148 Philanthropy Australia inc. 500 Playgrouping Victoria 25 Property Council of Australia 500 Public Relations Institute of Australia 300 RMIT 12,000 Royal Australian Institute of Architects 310 Royal Australian Planning Institute 90 Soundview Executive Book Summaries 558 The Free Kindergarten Association of Victoria 146 The Futures Foundation 5,000 The Journal of Corporate Citizenship 325 Toy Libraries Victoria 30 TQ3 Travel Solutions 102 University of Melbourne 85 University of Melbourne – Gold Membership 7,500 Venue Management Association 121 Victorian Children’s Services Association 230 Victorian Council of Social Services 1,000 Victorian Employers Chamber of Commerce and Industry 6,350 Victorian Local Governance Association 15,000 Victorian Safer Communities Network 50 Victorian Security Institute 200 Victorian Tourism Operators Association Inc. 200 Volunteer Centre of Victoria 35 Western Regional Waste Management Group 12,554 Women’s Planning Network Victoria Inc. 60
Page 80 Further Information
List of Grants list of grants 3CR Community Radio $1,988.00 Access Training & Employment Centre $4,000.00 Acumen Multimedia $6,190.00 Aerospace Foundation Of Australia $6,772.73 Andrews Marketing Group $9,090.81 Angela Bailey $13,000.00 Anna Tregloan $11,488.00 Antipodes Festival $50,000.00 Arts Projects Australia $12,550.00 Ausglass $8,540.00 Auspicious Arts Project Inc. $6,000.00 Australia-Japan Society of Victoria Inc. $2,500.00 Australian Davos Connection $45,000.00 Australian Football League $18,181.82 Australian Grand Prix Corporation $42,500.00 Australian Greek & Cypriot Senior Citizens Club of Melbourne $2,880.00 Australian Industry Group $20,000.00 Australian Institute for the Conservation of Cultural Material $5,800.00 Australian Retailers Association $15,000.00 Australian Romanian Community Welfare, Health & Services Association $2,952.00 Australian Sports Foundation Ltd $300.00 Australian Volunteers International $5,000.00 Avant Card $2,465.00 Bicycle Australia $4,000.00 Bicycle Victoria $12,000.00 Big Fish Evolution $2,424.00 Bio 2001 San Diego $60,000.00 Boite Winter Festival & Reconciliation Chorus $30,621.00 Buddah's Light International Association $20,000.00 Carlton Business Association Inc. $10,000.00 Carlton Contact Neighbourhood House Inc. $15,814.00 Carlton Gardens Primary School $8,920.00 Carlton Gardens Tennis Club Inc. $2,500.00 Carlton Indo-Chinese Elderly Group $720.00 Carlton Residents Association $2,000.00 Carlton Senior Citizens Club $36,180.00 Cathy Drummond $3,000.00 CE Wallace & KJ Hunt $5,000.00 Centre for Contemporary Photography $7,360.00 Chamber Made Orchestra $11,948.00 Chevron Publishing Group Pty Ltd $7,000.00 Chin Communication Pty Ltd $1,140.00 Chinatown Precinct Association $20,000.00 Chinese Community Health Advisory Of Australia $2,000.00 Circolo Pensionati Di North & West Melbourne $3,600.00 Circolo Pensionati Italiana Di San Marco In Lamis $7,200.00 Circolo Pensionati Italiani Carlton $1,512.00 Circus OZ $165,862.00 City of Darebin $14,208.00 City of Maribyrnong $10,000.00
Page 81 Further Information
City of Moonee Valley $14,600.00 City of Port Phillip $5,000.00 City of Yarra $4,100.00 Citylights Project Inc. $15,000.00 Collins St Precinct Committee Inc. $20,000.00 Community Aid Abroad $2,000.00 Community Radio Federation Ltd $4,000.00 Crafts Council of Victoria $15,135.00 CRC for Sustainable Tourism Pty Ltd $50,000.00 Curzon St Childrens Centre $3,357.00 Cyprian Community of Melbourne & Victoria $3,168.00 Defenders Of Native Title Victoria Inc $1,972.00 Department of Premier & Cabinet $131,000.00 Department of State & Regional Development $180,000.00 Djeri Patun Productions $7,500.00 Docklands Authority $20,000.00 Doutta Galla Community Health Service Inc. $103,000.00 Dylan Volkhardt $14,940.00 East Melbourne Child Care Co-operative $11,201.00 East Melbourne Group $2,000.00 East Melbourne Historical Society $884.00 Eastenders Inc $1,600.00 Emerald Tourist Railway Board $455.00 Emerge CMC Ltd $20,000.00 Enviro-Bins Victoria $7,500.00 Errol Street Primary School $10,626.00 Event Logistics $95,903.81 Express Media $5,000.00 Fawkner Park Children's Centre $11,810.00 Federation of Chinese Associations $3,600.00 Flemington Kensington News $2,700.00 Flinders Quarter Association Inc $20,000.00 Footscray Community Arts Centre $15,942.00 Friends of the Earth $1,000.00 Future Leaders $20,000.00 Geminiani Orchestra $23,715.00 Global Japan Network $16,000.00 Grafxar $10,240.00 Greek Precinct Association Inc. $20,000.00 Hanover Welfare Services $20,000.00 Hardware Precinct Association Inc. $20,000.00 Hockey Victoria Inc. $2,500.00 Holy Rosary Primary School $4,303.00 Horn of Africa $2,880.00 Hume City Council $8,000.00 Indo-China Ethnic Chinese Association $5,600.00 Inner City Social Housing Trust $581,231.00 International Association of Public Transport Aust/NZ $10,000.00 Internet Architecture Pty Ltd $14,008.05 Internet Society Of Australia $10,000.00 Jarlo Visions $21,950.00 Jason Keats $5,000.00 John Harding $16,000.00 Just Management $6,000.00 Page 82 Further Information
Kaawirn Kuuna Warn-Hissing Swan Arts $15,000.00 Karen Casey $15,000.00 Kate Stone $3,000.00 Kelly Koumalatsos $15,000.00 Kensington Community $147,500.00 Kensington Community Childrens Co-operative $10,000.00 Kensington Cricket Club $1,000.00 Kensington Indo Chinese Group $3,600.00 Kingscrest Holdings Pty Ltd $5,000.00 Koori Kids Culture $12,000.00 Kulin Nations $20,000.00 La Mama Theatre $20,000.00 Leading Dog Consulting $25,000.00 League of Greeks From Egypt & Middle East Inc. $5,400.00 Libra Ensemble Concerts $15,487.00 Life Planning Foundation $4,000.00 Lisa Bellear $13,000.00 Little Collins Street Precinct $20,000.00 Lord Mayor's Charitable Fund $58,909.09 Lygon St Festa $66,818.18 Manneron Pty Ltd $12,500.00 Maps Kobenhavn $15,448.00 Maree Clarke $16,500.00 Matthew Greentree $3,710.00 Melbourne 2002 World Masters Games Ltd $50,000.00 Melbourne Animation Posse $30,000.00 Melbourne Art Fair $25,000.00 Melbourne Business School Ltd $20,000.00 Melbourne City Churches in Action Inc $52,011.00 Melbourne City Mission $402,795.00 Melbourne Composer's League $20,000.00 Melbourne Convention & Marketing Bureau $21,000.00 Melbourne Festival $506,360.00 Melbourne Flower & Garden Show $30,000.00 Melbourne Foundation Day Committee $18,181.82 Melbourne Fringe Festival $149,000.00 Melbourne International Comedy Festival $211,000.00 Melbourne International Festival of Organ & Harpsichord $47,000.00 Melbourne International Film Festival $349,000.00 Melbourne International Jazz Festival $50,000.00 Melbourne International Music Competition $20,000.00 Melbourne Museum Flag Project $10,000.00 Melbourne Queer Film Festival $15,864.55 Melbourne Symphony Orchestra $200,000.00 Melbourne University Women's Football Club $800.00 Melbourne Worker's Theatre $40,000.00 Melbourne Writers' Festival $20,000.00 Melbourne Youth Music $9,892.00 Melbourne/South Yarra Senior Citizens Club $31,600.00 Mental Health Foundation $1,844.00 Michael Wilson Galleries Pty Ltd $20,000.00 Midsumma Festival Inc. $36,750.00 Melbourne Community Toy Library Inc. $40,000.00 Moira Finucane $12,303.00 Page 83 Further Information
Moomba Festival $248,478.71 Motorcycle Riders Association $1,000.00 Multicultural Arts Victoria Inc. $15,000.00 Museum of Victoria $10,000.00 National Australia Bank $32,445.00 Neighbourhood Watch Area Mel14 $1,155.00 Netball Victoria $15,831.82 Next Wave Festival $31,000.00 North & West Melbourne Neighbourhood Centre $229,800.00 North & West-Melbourne Association $1,060.00 North Arts Forum $20,000.00 North Melbourne Auskick $5,000.00 North Melbourne Legal Services $8,991.00 Older Persons Action Centre $669.00 Open Family Outreach Service $60,000.00 Ozanam Community Centre $7,545.45 Parks & Leisure Australia $4,545.45 Parkville Association $2,000.00 People Pictures Pty Ltd $22,000.00 People's Messiah $4,940.00 Platform Artists Group Inc. $6,000.00 Playbox Theatre Co Ltd $26,000.00 Polyglot Puppet Theatre Ltd $20,000.00 Ponch Hawkes $25,000.00 Port Melbourne Business Development $85,000.00 Property Council of Australia $10,000.00 Queen Victoria Market Pty Ltd $9,300.00 Ratio Consultant Pty Ltd $66,818.18 Recreation Link $2,500.00 Rick Randall $9,880.00 RMIT $74,000.00 Rock n Roll Circus $18,993.00 Ros Warby $10,891.00 Rough Magic Pty Ltd $14,832.05 Royal Australian Institute of Architects $6,000.00 Royal Melbourne Philharmonic Society Inc. $10,000.00 Royal Park Protection Group $1,361.00 Salvation Army Property Trust $15,000.00 Sansal Hair $20,000.00 Sean Dignum & Associates $4,895.00 Showgrounds Child Care $6,313.00 Sista Girl Productions $10,000.00 Skepsi on Swanston $5,000.00 Sokol Melbourne Inc. $2,880.00 Songlines $20,000.00 Spring Fashion Week $346,400.00 St Kilda Road Campaign Inc. $20,000.00 St Laurence Community Services $13,494.00 St Mary's Anglican Kindergarten $4,000.00 St Mary's Coptic Orthodox Church $1,080.00 St Michaels North Melbourne $4,110.00 St Michael's Primary School $3,935.00 St Nicholas Church Senior Citizens Group $900.00 St Peter's Church $21,500.00 Page 84 Further Information
Stamford Hill Pty Ltd $3,745.00 State Emergency Services - St Kilda $3,500.00 Strategy Planning Pty Ltd $13,000.00 Students for Land Justice & Reconciliation $1,000.00 Sue Callanan $12,550.00 Sustainable Energy Authority $2,000.00 Sustainable Energy Foundation $12,500.00 Swanston St Walk (Centre) Precinct Association Inc. $20,000.00 Swanston Trams $2,000.00 Swinburne University Of Technology $5,000.00 Tee O'Neill $10,552.00 Tenants Union of Victoria Inc. $23,450.00 The Federation of Associations of Spanish Speaking Citizens of Victoria $1,800.00 The Federation of Chinese Associations $42,000.00 The Innovation Group Pty Ltd $16,000.00 The Institute of Engineers Australia $25,000.00 The Kensington Association $7,909.00 The Melbournaires Barbershop Chorus Inc. $1,000.00 The Melbourne Athenaeum $36,000.00 The Melbourne Chorale Inc. $29,350.00 The Uptown Precinct $20,000.00 The Wooden Boat Centre $15,000.00 TQ3 Travel Solutions $8,372.85 Travellers Aid Society of Victoria $75,645.00 Union Promotions $30,000.00 United Nations Centre Attraction $60,135.00 United Photo & Graphic Services $2,646.36 University of Melbourne $1,200.00 Urban Camp Co Operative $2,727.27 Varsity Pty Ltd $3,359.90 VicSport $10,500.00 Victorian Institute of Sport $75,000.00 Victoria Police $3,000.00 Victoria University of Technology $5,000.00 Victorian Association For The Care & Resettlement Of Offenders $2,000.00 Victorian Court Information & Welfare Network $2,000.00 Victorian Dragon Boat Association Inc $20,000.00 Victorian Elderly Chinese Welfare Society Inc. $3,600.00 Victorian Lithuanian Pensioners Association $4,500.00 Victorian Multi Ethnic Slavic Welfare Association $1,908.00 Victorian Olympic Council $9,000.00 Victorian Racing Club $10,000.00 Victorian Tourism Operators Association Inc $10,000.00 Victorian Women's Trust $10,000.00 Victorian YMCA Community Programming Pty Ltd $98,000.00 Vietnamese Community $12,394.00 Visual Purple Interactive Pty Ltd $11,588.00 Volunteer Centre of Victoria $5,732.00 Weave Movement Theatre $10,130.00 West Space $22,000.00 Westend Precinct Association Inc. $20,000.00 Westpac Banking Corporation $5,030.35 Williamson Community Leadership Program $25,000.00 Wimble St Childrens Cooperative $12,749.00 Page 85 Further Information
Women's & Children's Health Care Network $6,000.00 Yarra Yarra Rowing Club $500.00 Zamels Pty Ltd $50,000.00 Zest Wraps & Smoothies $15,000.00 $7,915,683.91 Small Business Development Fund Airport Australasia Pty Ltd $36,000.00 Australian Conservation Foundation Inc $100,000.00 Axiom Gallery $26,530.00 B2B Cafe Pty Ltd $25,000.00 Bicycle Hospital $25,000.00 Bubbles Laundry Bar $25,000.00 CSIRO $20,000.00 Flying Frock $9,067.00 Increasing Returns Pty Ltd $10,000.00 Info-In.Com Pty Ltd $39,091.00 Italian Chamber of Commerce & Industry $12,000.00 Lumiere Cinemas Pty Ltd $26,600.00 Metropolitan Grocer Meals $28,182.00 Nique $15,000.00 Optoelectronics Pty Ltd $72,000.00 Our Community $50,000.00 Screen Services Association of Victoria $20,000.00 Step-Up $15,000.00 Sustainable Investment Research Institute $42,000.00 ValueAdmin.com Pty Ltd $20,000.00 Victorian Innovation Centre $20,000.00 Volume New Media $15,000.00 $651,470.00 $8,560,989.25
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Donations and Grants Made by the City of Melbourne For the year ended 30 June 2001 $ Cultural Development Funding Acumen Multimedia 6,190 Andrews Marketing Group 9,091 Angela Bailey 13,000 Anna Tregloan 11,488 Antipodes Festival 50,000 Arts Projects Australia 12,550 Ausglass 8,540 Auspicious Arts Project Inc. 6,000 Avant Card 2,465 Big Fish Evolution 2,424 Buddah's Light International Association 20,000 Cathy Drummond 3,000 CE Wallace & KJ Hunt 5,000 Centre For Contemporary Photography 7,360 Chamber Made Opera 11,948 Cheron Publishing Group Pty Ltd 7,000 Chin Communication Pty Ltd 1,140 Circus Oz (Circus Australia Ltd ) 165,862 City of Maribyrnong 10,000 Citylights Projects 15,000 Crafys Council of Victoria 15,135 Djeri Patun Productions 7,500 Dylan Volkhardt 14,940 Express Media 5,000 Footscray Community Arts Centre 15,942 Geminiani Chamber Orchestra 23,715 Global Japan Network 16,000 Internet Architecture Pty Ltd 14,008 Internet Society of Australia 10,000 Jarlo Visions 21,950 Jason Keats 5,000 John Harding 16,000 Just Management 6,000 Kaawirn Kuuna Warn – Hissing Swan Arts 15,000 Karen Casey 15,000 Kate Stone 3,000 Kelly Koumalatsos 15,000 Koori Kids Culture 12,000 La Mama Theatre 20,000 Libra Ensemble Concerts 15,487 Lisa Bellear 13,000 Lygon Street Festival 66,818 Maps Kobenhavn 15,448 Maree Clarke 16,500 Matthew Greentree 3,710 Melbourne Animation Posse 30,000 Melbourne Art Fair 25,000
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Melbourne Composers' League 20,000 Melbourne Festival 506,360 Melbourne Fringe Festival 149,000 Melbourne International Comedy Festival 211,000 Melbourne International Festival Of Organ & Harpsichord 47,000 Melbourne International Film Festival 349,000 Melbourne International Jazz Festival 50,000 Melbourne International Music Competition 20,000 Melbourne Museum Flag Project 10,000 Melbourne Symphony Orchestra 200,000 Melbourne Workers' Theatre 40,000 Melbourne Writers Festival 20,000 Melbourne Youth Music 9,892 Midsumma Festival 36,750 Moira Finucane 12,303 Moomba Festival 248,479 Multicultural Arts Victoria Inc. 15,000 Next Wave Festival 31,000 North Arts Forum 20,000 People Pictures Pty Ltd 22,000 People's Messiah 4,940 Platform Artists Group Incorporated 6,000 Playbox Theatre Co Ltd 26,000 Polyglot Puppet Theatre Ltd 20,000 Ponch Hawkes 25,000 Queer Film Australia 15,865 Rick Randall 9,880 RMIT 74,000 Rock 'n' Roll Circus 18,993 Ros Warby 10,891 Rough Magic Pty Ltd 14,832 Royal Melbourne Philharmonic Society 10,000 Sista Girl Productions 10,000 Songlines Music Aboriginal Corporation 20,000 Sue Callanan 12,550 Tee O'Neill 10,552 Tenants Union of Victoria 23,450 The Boite (Victoria) 30,621 The Federation of Chinese Associations 42,000 The Melbournaires Barbershop Chorus Inc. 1,000 The Melbourne Chorale Inc. 29,350 United Photo & Graphics Services 2,646 University of Melbourne 1,200 Visual Purple Interactive Pty Ltd 11,588 Wave Movement Theatre 10,130 West Space 22,000 Total 3,286,483
Other Aerospace Foundation of Australia 6,773 Australian - Japan Society Of Victoria 2,500 Australian Davos Connection 45,000 Australian Football League 18,182 Australian Grand Prix Corporation 42,500 Page 88 Further Information
Australian Industry Group 20,000 Australian Institute for the Conservation of Cultural Material 5,800 Australian Retailers Association 15,000 Australian Sports Foundation 300 Bicycle Victoria 16,000 Bio 2001 San Diego 60,000 Carlton Business Association 10,000 Carlton Gardens Tennis Club Inc. 2,500 Chinatown Precinct Association 20,000 City of Darebin 14,208 Collins Street Precinct Committee 20,000 CRC for Sustainable Tourism Pty Ltd 50,000 Department of Premier & Cabinet 131,000 Department of State & Regional Development 180,000 Docklands Authority 20,000 Emerge CMC 20,000 Enviro Bins Victoria 7,500 Event Logistics 95,904 Flinders Quarter Association 20,000 Friends of the Earth 1,000 Future Leaders 20,000 Grafxar 10,240 Greek Precinct Association 20,000 Hanover Welfare Services 20,000 Hardware Precinct 20,000 Hockey Victoria 2,500 Holy Rosary School 4,303 Hume City Council 8,000 International Association of Public Transport Australia/New Zealand 10,000 Kensington Community Club Committee Of Management 147,500 Kensington Cricket Club 1,000 Kingscrest Holdings Pty Ltd 5,000 Kulin Nations 20,000 Leading Dog Consulting 25,000 Little Collins Street Precinct 20,000 Manneron Pty Ltd 12,500 Melbourne 2002 World Masters Games Ltd 50,000 Melbourne Business School Ltd 20,000 Melbourne City Churches in Action Inc. 52,011 Melbourne Convention & Marketing Bureau 21,000 Melbourne Foundation Day Committee 18,182 Melbourne International Flower & Garden Show 30,000 Melbourne University Women's Football Club 800 Michael Wilson Galleries 20,000 Motorcycle Riders Association 1,000 Museum of Victoria 10,000 National Australia Bank 32,445 Netball Victoria 15,832 North & West Melbourne Neighbourhood Centre 229,800 North Melbourne Auskick 5,000 Parks & Leisure Australia 4,545 Port Melbourne Business Development 85,000 Property Council of Australia 10,000 Queen Victoria market 9,300 Page 89 Further Information
Ratio Consultant Pty Ltd 66,818 Royal Australian Institute Of Architecture Awards 6,000 Salvation Army Property Trust 15,000 Sansal Hair 20,000 Sean Dignum & Associates 4,895 Skepsi on Swanston 5,000 Spring Fashion Week 346,400 St Kilda Road Campaign 20,000 Stamford Hill Pty Ltd 3,745 State Emergency Services 3,500 Students for Land Justice & Reconciliation 1,000 Sustainable Energy Foundation 14,500 Swanston Street Walk (Centre) Precinct Association 20,000 Swanston Trams 2,000 Swinburne University of Technology 5,000 The Innovation Group Pty Ltd 16,000 The Institute of Engineers Australia 25,000 The Melbourne Athenaeum 36,000 The Uptown Precinct 20,000 TQ3 Travel Solutions 8,373 Union Promotions 30,000 United Nations Centre Attraction 60,135 Varsity Pty Ltd (Student Housing Australia) 3,360 VicSport 10,500 Victoria University of Technology 5,000 Victoria Women's Trust 10,000 Victorian Dragon Boat Association Inc. 20,000 Victorian Institute of Sport 75,000 Victorian Olympic Council 9,000 Victorian Racing Club 10,000 Victorian Tourism Operators Association Inc. 10,000 Westend Precinct Association 20,000 Westpac Banking Corporation 5,030 Williamson Community Leadership Program 25,000 Wooden Boat Centre 15,000 Yarra Rowing Club 500 Zamels 50,000 Zest Wraps & Smoothies 15,000 Total 2,797,881
Community Services Funding 3CR Community Radio 1,988 Access Training & Employment Centre 4,000 Australian Greek & Cypriot Senior Citizens Club of Melbourne 2,880 Australian Romanian Community Welfare, Health & Services Association 2,952 Australian Volunteers International 5,000 Carlton Contact Neighbourhood House Inc. 15,814 Carlton Gardens Primary School 8,920 Carlton Indo-Chinese Elderly Group 720 Carlton Residents Association 2,000 Carlton Senior Citizens Club 36,180 Chinese Community Health Advisory of Australia 2,000 Circolo Pensionati Di North & West Melbourne 3,600 Circolo Pensionati Italiana Di San Marco In Lamis 7,200 Page 90 Further Information
Circolo Pensionati Italiani Carlton 1,512 City of Moonee Valley 14,600 City of Port Phillip 5,000 City of Yarra 4,100 Community Aid Abroad 2,000 Community Radio Federation Ltd 4,000 Curzon Street Childrens Centre 3,357 Cyprian Community of Melbourne & Victoria 3,168 Defenders of Native Title Victoria Inc. 1,972 Doutta Galla Community Health Service (Neighbourhood Youth Service) 103,000 East Melbourne Child Care Cooperative 11,201 East Melbourne Group 2,000 East Melbourne Historical Society 884 Eastenders Inc. 1,600 Emerald Tourist Railway Board 455 Errol Street Primary School 10,626 Fawkner Park Children's Centre 11,810 Federation of Chinese Associations 3,600 Flemington Kensington News 2,700 Horn of Africa 2,880 Indo-Chinese Ethnic Association 5,600 Inner City Social Housing Trust 581,231 Kensington Community Children's Cooperative 10,000 Kensington Indo-Chinese Group 3,600 League of Greeks from Egypt & Middle East Inc. 5,400 Life Planning Foundation 4,000 Lord Mayor's Charitable Fund 58,909 Melbourne City Mission (CBD Youth Services) 402,795 Melbourne/South Yarra Senior Citizens Club 31,600 Mental Health Foundation 1,844 Melbourne Community Toy Library 40,000 Neighbourhood Watch 1,155 North & West Melbourne Association 1,060 North Melbourne Legal Service 8,991 Old Person Action Centre 669 Open Family Outreach Service 60,000 Ozanam Community Centre 7,545 Parkville Association 2,000 Recreation Link 2,500 Royal Park Protection Group 1,361 Showgrounds Child Care 6,313 Sokol Melbourne Inc. 2,880 St Laurence Community Services 13,494 St Mary's Anglican Kindergarten 4,000 St Mary's Coptic Orthodox Church 1,080 St Michael's North Melbourne 4,110 St Michael's Primary School 3,935 St Nicholas Church Senior Citizens Group 900 St Peter's Church 21,500 Strategy Planning Pty Ltd 13,000 The Federation of Associations of Spanish Speaking Citizens of Victoria 1,800 The Kensington Association 7,909 Travellers Aid Society of Victoria 75,645 Urban Camp Cooperative 2,727 Page 91 Further Information
Victoria Police 3,000 Victorian Association for the Care & Resettlement of Offenders 2,000 Victorian Court Information & Welfare Network 2,000 Victorian Elderly Chinese Welfare Society Inc. 3,600 Victorian Lithuanian Pensioners Association 4,500 Victorian Multi Ethnic Slavic Welfare Association 1,908 Vietnamese Community Of Victoria 12,394 Volunteer Centre of Victoria 5,732 Wimble Street Children's Cooperative 12,749 Women's & Children's Health Care Network 6,000 YMCA (Neighbourhood Youth Service) 98,000 Total 1,825,155
Small Business Development Fund Airport Australasia Pty Ltd 36,000 Australian Conservation Foundation Inc 100,000 Axiom Gallery 26,530 B2B Cafe Pty Ltd 25,000 Bicycle Hospital 25,000 Bubbles Laundry Bar 25,000 CSIRO 20,000 Flying Frock 9,067 Increasing Returns Pty Ltd 10,000 Info-In.Com Pty Ltd 39,091 Italian Chamber of Commerce & Industry 12,000 Lumiere Cinemas Pty Ltd 26,600 Metropolitan Grocer Meals 28,182 Nique 15,000 Optoelectronics Pty Ltd 72,000 Our Community 50,000 Screen Services Association of Victoria 20,000 Step-Up 15,000 Sustainable Investment Research Institute 42,000 ValueAdmin.com Pty Ltd 20,000 Victorian Innovation Centre 20,000 Volume New Media 15,000
Total 651,470
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