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Delivering our CommitmentsOur Organisational Strategy 2017-2110 October 2017

City of Port Phillip Organisational Strategy 2017-21

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The City of Port Phillip respectfully acknowledges to the Yalukut Weelam of the Boon Wurrung. We pay our respects to elders, past and present. We acknowledge and uphold their continuing rela-tionship to this land.


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ContentsMessage from the CEO......................................................................................................................5

Our commitment to you......................................................................................................................6

Our operating environment................................................................................................................8

Challenges we face..........................................................................................................................9

Our values and leadership behaviours.............................................................................................10

What do we want to achieve?..........................................................................................................11

Roles in a high trust organisation.....................................................................................................12

Delivering our vision through commitment and action..............................................................14

Customer, technology and innovation..............................................................................................15

Governance and engagement..........................................................................................................19

Leadership, people and culture........................................................................................................23

Finance and Assets..........................................................................................................................27

Embedding environmental and social responsibility.................................................................30

Our commitment...............................................................................................................................30

Organising for success.................................................................................................................32

Our organisational design................................................................................................................32

Monitoring our progress...................................................................................................................34


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Message from the CEOPeople love living in the City of Port Phillip. It is a place known for diversity, creativity and responsibility for future generations. It is the best part of inner Melbourne to live; a place where anyone can reach their potential.

But the very things that people love about Port Phillip are under threat - population growth, density and gentrification are impacting on our liveability, beauty and our enduring commitment to social justice. This is a big challenge, and it is coming at us fast.

Growth is creating increasing competition for use of public and private space, neighbourhood gentrification is putting our unique social, cultural and physical heritage at risk, and vulnerable people are more at risk of social exclusion than ever before.

All of these pressures are creating greater conflict within our community. Consequently, our role needs to extend beyond our traditional role of regulator and arbiter of disputes to the role of broker and enabler of collaborative community-led solutions.

As a service provider, our customers expectations are rapidly changing. People are connected, using technology to help themselves at a faster pace than we have ever seen before. Industry disruption is changing people’s expectations about the standard and timeliness of service they want to receive.

As a Government service provider, we are not exempt from this. Our customers expect us not only to keep up, but to be efficient, helpful and available to meet their changing needs. We need to position ourselves now to provide the services that people will expect from us in the future.

As a local government, we can’t possibly hope to tackle these challenges on our own. We cannot put walls around our City and stop the changes. We don’t have all the answers. Our successes of the past will not be enough to serve our community of the future.

We must partner with the community, industry and government. We need to be trusted partners so that we can continue to be leaders and stewards for the whole City and for future generations. We need to match our community’s desire for creativity, innovation and progress.

Our big opportunity is to boldly embrace these changes, use the growth and fast pace to forge new partnerships and co-design a future that nurtures and enhances our beautiful, caring City for future generations.

Having a clear strategy for the organisation that is transparent about priorities and investment, will drive the change required to capitalise on the challenges and opportunities ahead of us and deliver the commitments of the Council Plan 2017-27.

This strategy builds on our achievements and responds to what we have heard from our people - that we need a clear and compelling organisational vision that helps us manage now while creating the capacity and capability we will need in the future.

Peter Smith

CEO

City of Port Phillip


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Our commitment to you In June 2017 the Council adopted the Council Plan 2017-2021.

The Plan sets out what we want to achieve for the City of Port Phillip over the next 10 years and how we will support the current and future health of our City and our people.

Strategic Direction 6 in the Council Plan, “Our Commitment to You”, outlines an aspiration for a financially sustainable, high performing and well governed organisation that puts the community first. It prioritises organisational improvement in:

customer experience and technology

governance and engagement

leadership, people and culture

financial and asset management.

This Organisational Strategy “Delivering on Our Commitments”, describes our vision for the organisation in the context of the agenda we need to deliver and the opportunities and risks facing the City.

This Strategy makes clear the values we need to live by, the roles we need to play, and the commitments we need to make to serve our Council and community well now and into the future. It includes our plans to deliver on the organisational improvements prioritised in the Council Plan.

The Strategy builds on the significant progress we made as an organisation under Community First and our enduring commitment to environmental and social responsibility. It also responds to feedback collected from staff as part of the staff survey and during consultation on the Council Plan and the draft Strategy.

Some of the key elements of staff feedback that this Strategy responds to include communicating a clear vision and direction from the Executive Leadership Team (ELT), investing in our people and systems, empowering and unleashing the talent of our people, streamlining processes and decision making, and affirming our commitment to social and environmental responsibility.

While the Strategy replaces the Community First Enterprise Priorities, our commitment to a community first mindset continues and this is reflected in the addition of Community First as an organisational value. This Strategy forms a core component of our broader Strategic Planning Framework.


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Strategic planning framework


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Our operating environmentWe have significantly improved planning, reporting and risk management practices over the last four years. We continuously monitor and consider what is happening in our operating environment, in the context of delivering and refining existing services and priorities and developing future plans. Building on the analysis completed as part of the Council Plan, we have identified some major challenges to overcome and opportunities to leverage when developing this strategy.


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Challenges we faceFast growth and rate of changeThe world around us is rapidly changing. Significant population growth, increasing density, gentrification and climate change are threatening our liveability and enduring commitment to social justice. We need to work with our community to manage the impact of rapid growth and change, to build trust, collaboration and community resilience.

Changing expectations and increasing disruptionThere is growing distrust in government, driven in part by a failure to keep up and adapt, to leverage rapid technology developments and reinvent services to meet changing customer expectations. We need to respond rapidly to changing needs, improve value and speed of service, and be easier to do business with.

Big agendaThe Council Plan 2017-27 sets a big agenda for the City. It identifies four transformations to be delivered over the next four years - water, waste, transport and parking, and Fisherman’s Bend and prioritises significant strategies, projects and changes to the way we do business. We need to work well with Council, work more in partnership with the community, and be more innovative to successfully deliver the Council’s vision.

The big opportunityThere is an opportunity to channel the energy and knowledge of the community into productive partnerships and to use the fast pace of change in our service environment to radically improve our customer experience. We can only do this by building enduring trust, which we will do by:

Doing the right things

Developing and maintaining knowledge and understanding of the current, emerging and prospect-ive needs of our customers and deliver the services that matter most to them

Doing things right

Facilitating the best possible services at the lowest cost. Accelerating and improving our processes to increase community satisfaction and organisational productivity

Doing things with partners

Leveraging strategic alliances and partnerships, and developing shared service models with suppli-ers, our community, private sector partners, other local governments and other tiers of govern-ment.

Doing things differently

Embracing disruption and embedding innovative and agile thinking, to capitalise on the opportunit-ies those challenges present

We also need to unleash the talent and diversity of our staff to drive positive change. Our organisa-tion embraces diversity and inclusion, and from diversity comes great creativity and innovation.


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Our values and leadership behavioursOur values underpin how we work with each other and for the community. Values are enduring and drive the workplace culture that will enable us to deliver the improvements identified in this strategy.

Behaviours bring values to life in our everyday interactions and decisions.

Over the last few years, departments and teams have worked on developing behaviours that best support the values in their respective areas.

In developing this Organisational Strategy, the Executive Leadership Team and managers have worked together to develop agreed leadership behaviours:

Value What behaviours support the values?

Working together We are open, we listen, we respect others and trust each other.

We partner with others to deliver results for our community.

Creative and strategic thinking

We innovate, embrace new technology, learn and grow.

We are open to new ideas, encourage and value all contributions.

Personal growth and performance

We are committed to a constructive feedback, learning and performance culture.

We lean in to the uncertainty and complexity of change and find the big opportunities.

Courage and integrity We do not allow situations to continue that we know are wrong or not quite right.

We are prepared to make decisions even when things are uncertain.

Accountability We do what we say we are going to do and deliver on our commitments.

We own the problem, the solution and the outcomes.

Community First We view what we do through the eyes of the community.

We promote and provide an exceptional customer experience.


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What do we want to achieve?Our vision is to be recognised as a leading local government organisation that is agile, future ready and trusted.

Our primary role as a local government is to work in partnership with our community to build their capacity to contribute to and co-create solutions to the challenges that they face, and to contribute to our shared vision for the City.

Our visionCouncil’s desired outcome for the organisation is a financially sustainable, high performing, well governed organisation that puts the community first. To achieve this we need to be an organisation that earns trust by consistently delivering on our commitments.

Our vision is to be recognised as a leading local government organisation that is agile, future-ready and trusted:

trusted by our community to deliver great services and meet their changing expectations and needs

trusted by our partners to lead the way, to facilitate great outcomes and try new things

trusted by our Council to give the very best advice and to deliver their agenda efficiently and effectively

trusted by our ratepayers to look after their assets and deliver value for money

trusted by our people to make the best use of their diverse talents and to provide a healthy, inclusive and enabling workplace.

Our organisation will be a place where talent is unleashed, where we are proudly environmentally and socially responsible, where inclusion is embraced resulting in unparalleled customer service, new style partnerships and increased value for our growing community. A place where change and innovation is the new norm.


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Roles in a high trust organisationThese are the roles we need to play to deliver our vision.


Trusted service provider

Transforming how we operate to become a customer-centric organisation that leverages our diversity, creativity and community first mindset alongside innovation and enabling technologies to build trust through great services and customer experiences

Improved customer satisfaction because customers get what they need, when and how they need it

More value for the community and innovative service solutions through co-creation, partnering and co-contribution

Greater service customisation to meet individual needs because customers trust us to use their data

Increased customer use of self-service and online channels, freeing up face to face time to serve complex service requests

Improved community understanding of the services we provide, reduction in complaints and savings from reducing re-work

Trusted partner and broker

Cultivating partnerships for delivery and leveraging the strength of our relationships to meet the current and future expectations of government and successfully deliver the Council Plan

Increased number of partnerships because we are seen as a partner of choice by State Government and community

Council seen as first point of contact for brokering solutions by people seeking to invest in the community and City

Increased use of open data to broker community understanding and solutions

Greater satisfaction with Council because they are better able to broker solutions that are accepted by the community

Trusted advisor and agent

Working effectively and efficiently to achieve the City vision and to take advantage of an increasingly connected and integrated service environment

Improved governance and evidence-based decision making

Improved quality and timeliness of advice to Council

Increased transparency of information to the community via Council

Efficient and effective delivery of Council Plan priorities including major transformations, major changes and projects

Trusted steward

Being a sector-leading finance and asset manager that maximises our resources and leverages the assets we hold on behalf of our ratepayers, the community and future generations

Improved value for money and data-driven decision making Improved financial sustainability and intergenerational equity Improved internal and external reporting and increased

accountability for performance


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Trusted employer

Being an employer of choice that empowers our people to work with confidence and autonomy and builds a workplace culture that supports distributed leadership, agility and responsiveness

Improved staff attraction, retention and development Improved staff engagement, alignment, wellbeing and

safety Improved productivity and discretionary effort from

employees Increased mobility and different ways of working Improved systems, tools, processes and practices that

increase our efficiency and productivity


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Delivering our vision through commitment and actionWe will achieve our vision by delivering improvements in the four areas prioritised in Council Plan Strategic Direction 6:

Our Commitment to You

Customer, technology and innovation

Governance and engagement

Leadership, people and culture

Financial and asset management.


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OverviewCustomer, technology and innovation

Our visionTo be trusted by our community to deliver great services and meet their changing expectations and needs.

Improving customer experience and technology and being more innovative

Investing in this matters because:

Principles to guide us

What’s working well?

What needs to improve?

People expect to engage with us in real time via channels they use in everyday life

We have low technology maturity and customer experience maturity - many of our systems are outdated and not integrated

There is an opportunity to leverage enabling technology and other disruptions to drive positive change

We have limited resources. Innovation partnering will help us overcome this.

Customer-centred service delivery

It will be easy for people to do business with us because we will work as one team to find efficient, effective and integrated solutions and ensure equity of access.

Co-creation

We will work as one team with the community. Policies and services will be developed collaboratively and greater flexibility and agility will be built into our systems, processes and resources to enable us to respond to changing environments.

Digital enablement

Enabling technology will be used to

We have good intentions, a strong customer focus and the quality of services is good

There are well-developed plans for improving customer experience and investing in enabling technology

We have the ingredients to be innovative with a community first mindset and a creative, diverse and inclusive organisation.

Establishing and committing to clear customer objectives

Designing processes from a customer point of view and ensuring that supporting policies, systems and practices are integrated

Implementing a clear channel strategy that delivers high value to customers for the lowest possible cost for them and for us

Being more strategic with our technology investment and governance to improve communication with our customers and with each other

Providing the right environment to encourage innovation, collaboration and co-design of solutions with our communities

Empowering staff to be lean, to be accountable for making decisions and to create more value for the community and for


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increase the value of our services to our customers and improve our productivity.

each other

Being more efficient, agile and responsive so we are easy to work with

Listening to and learning from our customers and customer-facing staff.


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Action planCustomer, technology and innovation.

Priority actions

Initiative 2017/18 2018/19 2019/20 2020/21

Customer experience, innovation and business transformation program(This will deliver the Customer Experience Improvement Plan, ICT Plan, Business Enablement and Innovation Fund and Core Application Renewal Program. This will see streamlined processes and improved systems, mobility of our workforce, and digital service delivery)

Yes Yes Yes Yes

Align and improve customer channels, process and practice

Yes Yes No No

Implement a new easy to navigate and use website and intranet

No Yes No No

Upgrade customer service processes, systems and practices

Yes Yes Yes No

Core technology infrastructure upgrade (including telephony)

Yes Yes Yes Yes

Enhanced management of data and use of Business Intelligence tools

Yes Yes No No

Quick winsThings we aim to deliver within the next six months

New technology service support model (Manager Business Technology (BT), December 17)

Innovation incubator at St Kilda Town Hall

(Manager Customer Experience and Transformation (CET), May 2018)

Windows 10 upgrade and new device roll out (Manager BT, April 2018)

Red tape reduction campaign (Manager CET, March 2018)

Customer charter (Manager CET, February 2018)

What does success look like?


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Measure Result 2016/17

Target 2017/18

Target 2020/21

Community satisfaction with customer service (index) 72 >70 >70

Community time saved (days) 72,258 10,000 12,000

Staff time saved (hours) 5,000 3,000

Community satisfaction with customer service (index) 72 >70 >70

Community time saved (days) 72,258 10,000 12,000

Staff time saved (hours) 5,000 3,000

Requests resolved within agreed timeframe 93 % >90 % >90 %

Net promoter score New measure

Establish baseline

Target to be set

Percentage of residents who agree that the website is easy to use and navigate

88 % 90 % 90 %

Satisfaction with the overall performance of Council (index)

67 >65 >70

Staff satisfaction with Corporate Service 80 % 80 % 85 %


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OverviewGovernance and engagement

Our visionTo be trusted by our Council to give the very best advice and to deliver their agenda efficiently and effectively.

To be trusted by our partners to lead the way, to facilitate great outcomes and try new things.

Improving community engagement, advocacy, transparency and governance





Clearer decision-making roles, structures and processes are essential to the functioning of Council and the organisation

There is growing mistrust in government and conflict within communities. There is an opportunity to channel the passion, energy and knowledge of the community into partnerships rather than conflict

Community expectations for accountability and participatory decision-making are increasing.

Voice of the community

The community will be consulted, have their ideas and concerns heard and be supported to make proposals for consideration. Council will be supported to represent the interests of the community and partners.

Council accountability

Council will be supported to govern and lead the City and there will be no unnecessary barriers to Council meeting its obligations to the community.

Administrative accountability

Council Plan 2017-27 gives clear direction

The quality of our advice, decision-making, monitoring and reporting, and risk management is very good

We have a strong commitment to engagement.

Implementing clear, consistent and robust processes for developing strategy and policy

Investing in partnerships at the City, precinct and place levels to improve value and speed of achieving our objectives

Focusing even more on managing strategic risk

Improving the interface between Council and the organisation and streamlining organisational governance.


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Policies and decisions of Council will be implemented efficiently and decisions will be made quickly relative to the level of associated risk. This will enable us to take advantage of opportunities and progress priorities.


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Action planGovernance and engagement.

Priority actions

Initiative 2017/18 2018/19 2019/20 2020/21

Community engagement policy and plan Yes Yes Yes Yes

Performance and risk management system Yes Yes No No

Open data, open No Yes Yes Yes

government plan Yes Yes Yes Yes

Improved record keeping No No Yes Yes

Quick winsThings we aim to deliver within the next six months:

Strategic advocacy and partnership plans

(Manager Strategic Partnerships, April 2018)

Streamline decision making and delegations (Director CEO’s Office, April 2018)

Double our open data (Manager BT, December 2017)

Future government innovation collaboration with City of Melbourne and City of Yarra

(Manager CET, May 18).



Target 2017/18

Target 2020/21

Customer satisfaction with community consultation and engagement (index)

59 >60 >65

Community satisfaction with Council decisions (index) 57 60 62

Community satisfaction with advocacy (index) 57 60 62

Council decisions closed to public 7 % <10 % <10 %

Councillor satisfaction with the support provided by the organisation

New measure

Baseline to be set

Baseline to be set

Audit actions on track 90 % 90 % 90 %

Risk actions on track 100 % 90 % 90 %


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Target 2017/18

Target 2020/21

Council plan actions on track 98 % 100 % 100 %

Council plan service measures on track 86 % 80 % 80 %

Material legislative breaches 4 0 0


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OverviewLeadership, people and culture

Our visionTo be trusted by our people to make the best use of their diverse talents and to provide a healthy, inclusive and enabling workplace.

Inspiring leadership, a capable workforce and culture of high performance and safety





We cannot succeed without an aligned, engaged and capable workforce. Investing in leadership, people and culture are critical to this

Our people have told us that they want more from their leaders and that they have more to offer

We are committed to ensuring our facilities, workplaces and work practices are safe and inclusive.

Organise to achieve outcomes

Our efforts and resources will be aligned to achieve the outcomes determined by Council’s policy, strategic and legislative context.

People and leadership

The organisational culture will enable flexibility, innovation, leadership development and career progression. Staff will be clear about their accountabilities and the significance of their contribution to achieving outcomes.

Diversity and inclusion

We also need to unleash the talent and diversity of our staff to drive positive

Strong staff engagement and alignment

An egalitarian, inclusive and community minded culture.

Committing to an inspiring vision and clear direction for the organisation

Realising the talent and skills of our people, by providing them with the right tools, training, support and working environment

Ensuring we have the right capability and capacity to deliver the big agenda set out for us in Council Plan 2017-27

Investing in healthy and safe workplaces

Investing in leadership development at all levels of the organisation and living our values and behaviours.


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change. Our organisation embraces diversity and inclusivity, and from diversity comes great creativity and innovation.


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Action planLeadership, people and culture

Priority actions

Initiative 2017/18 2018/19 2019/20 2020/21

Refresh and implement People and Culture Strategy Yes Yes Yes Yes

Implement occupational health and safety improvement program

Yes Yes No No

Develop and implement workforce plan Yes Yes Yes Yes

Accommodation plan: new ways of working No Yes Yes Yes

Human resources system and online forms No Yes No No

Quick winsThings we aim to deliver within the next six months:

Organisational Strategy and structural realignment

(CEO, February 2018)

Organisational Development Plan

(Manager Culture & Capability, April 2018)

Learning management and e-learning system (Manager Culture & Capability, February 2018)

Healthy workplaces program

(Program Director OHS, May 2018)



Target 2017/18

Target 2020/21

Staff engagement score 73 % >74 % >74 %

Staff alignment score 57 % >59 % >59 %

Staff turnover 10 % 10 % 10 %

Total recordable injury frequency rate per million work hours

15.7 14.5 9.5

Staff trust and confidence in organisational commitment to high levels of occupational health and

56 % 65 % 75 %


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Target 2017/18

Target 2020/21

safety

Compliance with OHS self insurance performance system

New measure

Baseline to be set

100 %


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OverviewFinance and Assets

Our visionTo be trusted by our ratepayers to look after their assets and deliver value for money

Sustainable financial and asset management and effective project delivery





We are stewards of community assets worth more than $2.9 billion, collect over $200 million in revenue each year, and spend around $50 million per year on projects

We are operating in a rates constrained environment, where there is low trust in government and concerns about waste, inefficiency and value for money

Our financial and asset management systems are outdated and not integrated. We have an opportunity to improve decision-making, sustainability, efficiency and effectiveness

Value for money and value add

All expenditure will provide value for money and the organisation’s effort will be focused on functions that are critical for the long-term success of Council and for managing strategic risk.

Financial stewardship

We will prudently manage our finances and resources to ensure long-term financial sustainability and continued delivery of valued services to the community.

We have an integrated Council Plan that is linked to our budget, and supported by a robust long-term financial strategy

A new asset management policy and plans are in place

We are in a very reasonable financial position

We have invested in enterprise portfolio management to drive project delivery.

Using innovative ways to get more out of our assets, procurement and supplier management practices

Reducing the cost of re-work and service recovery and improving perceptions of waste and inefficiency

Investing in the systems, tools, capabilities and partnerships we need to achieve advanced asset, project and financial management practice

Embedding environmental sustainability and community benefit as core principles in asset management.


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Projects are a key mechanism for delivering the transformations and improvements the Council has prioritised..


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Action planFinance and Assets

Priority actions

Initiative 2017/18 2018/19 2019/20 2020/21

Upgrade finance processes, systems and practices Yes Yes No No

Upgrade asset management processes, systems and practices

Yes Yes No No

Enhance project management and delivery capability Yes No No No

Review rating, procurement and property policies Yes No No No

Improve building condition, safety and accessibility Yes Yes Yes Yes

Quick winsThings we aim to deliver within the next six months

Interim Accommodation Plan implemented

(Manager Asset Management & Property, May 18)

Streamline low value procurement

(Chief Financial Officer (CFO), February 2018)

Project guidance framework and system enhancements (Manager Organisational Performance, April 2018)

Budget management including service planning improvements

(CFO/ Manager Organisational Performance, April 2018)



Target 2017/18

Target 2020/21

Overall financial sustainability risk rating Low Low Low

Operating efficiencies $2.2m $2 m $2.6 m

Asset management maturity 815 900 1,100

Project management maturity score 19.3 >21 >21

Council Plan priority projects on track 93 % 80 % 80 %


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Embedding environmental and social responsibilityOur commitmentAlongside the four priorities identified in Council Plan 2017-27 as contributing to a high performing organisation, our enduring commitment to environmental and social sustainability remains a focus.

The Council Plan includes significant investment in environmental and social objectives, which is supported by the generous activities of our people including through the Give As You Earn payroll deduction program and the Unite to Save Lives blood donation initiative.

We are committed to welcoming and celebrating diversity and the value it adds to our decision-making, service delivery and organisational culture. We also have a long history of supporting diversity through respecting and celebrating our differences.

We show our commitment to inclusive staff culture, service delivery and community in many ways, including the Access and Ageing department’s Rainbow Tick accreditation and cultural awareness training and experiences for staff including Aboriginal and Jewish cultures.

What else are we doing?

Reviewing our recruitment and remuneration practices to promote gender equity (Manager Culture & Capability, stage one February 2018).

Reviewing our people and culture strategy including our commitment to social responsibility, diversity and inclusion (Manager Culture & Capability, June 18).

Embedding sustainability principles in our procurement and asset management policies and practices (CFO & Manager Asset Management and Property, June 2018).

Reviewing our sustainable investment policy (CFO, February 2018).

Reviewing our fleet to minimise the environmental impacts of our vehicles (CFO, June 2018).

Reducing waste and potable water use in our buildings (Manager Asset Management and Property and Manager Sustainability and Transport, ongoing).

Introducing family violence and child safe standards training for staff (Manager Diversity and Inclusion and Manager Family, Youth and Children).



Target 2017/18

Target 2020/21

Gender balance of senior officers New measure

85 % 95 %

Gender pay equity of senior officers New measure

Target to be set once baseline

100 %


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Target 2017/18

Target 2020/21

established

Percentage of investment with fossil free organisations 86 % 60-80 % >85 %

Council’s potable water use (ML) 238 211.5 155

Council’s waste production (tonnes) 50.4 50 10.64

Council emissions (net) 6464t 4737t 0


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Organising for successOur organisational designAlongside the development of this strategy and following consultation with staff, the Executive Leadership Team have developed an organisational design that responds to the challenges we face and increases the capacity and capability of the organisation to successfully deliver the Council Plan 2017-27.

The structure aligns with the strategic priorities in the Council Plan and this strategy. It gives the ELT more capacity to lead transformation and change and uses program management to encourage collaboration, end to end service delivery, and a single point of accountability for coordinating effort on significant, transformational programs.

The new structure will be progressively implemented pending recruitment of some key positions. The structure is expected to be largely in place by February 2018.

CEO Customer and Corporate Services

Community and Economic Development

Place Strategy and Development

Infrastructure and Amenity

CEO's Office

Peter Smith

CEO

Chris Carroll

General Manager

Customer and Corporate Services

Carol Jeffs

General Manager


Claire Ferres Miles

General Manager


Fiona Blair

General Manager


Vacant

Director

CEO's Office

Dennis O’Keeffe

Chief Financial Officer

Mary McGorry

Manager

Diversity and Inclusion

George Borg

Manager

City Development

Lisa Davis

Manager

Divisional Portfolio

Vacant

Manager

Organisational Performance

Jo McNeill

Manager

Asset Management and Property

Janelle Bryce

Manager

Family, Youth and Children

Damian Dewar

Acting Manager

Place and Design

Peter Benazic

Manager

Maintenance and Operations

Carol Tu

Interim Manager

Communications and Engagement

Rod Apostol

Manager

Vacant

Manager

Katrina Terjung

Anthony Traill

Manager

Ian Sumpter

Manager


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CEO Customer and Corporate Services




CEO's Office

Business Technology

Future Communities

Manager

Strategy and Growth

Open space and

Recreation Services

South Melbourne Market

Kim Oakman

Manager

Culture and Capability

Vanessa Schernickau

Manager

Vibrant and Creative City

Brett Walters

Manager

Sustainability and Transport

Lachlan Johnson

Manager

Project Services

Brian Tee

Manager

Strategic Partnerships

Alan McCauley

Interim Manager

Customer Experience and

Transformation

Vacant

Program Director

Service Transformation

Lachlan Johnson

Manager

Project Services

Lili James

Manager

Safety and Amenity

Murray Chick

Coordinator Governance

Robert Reid

Coordinator Executive and Councillor Services


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Monitoring our progressMost of the initiatives and measures contained in this Strategy are aligned with the Council Plan - in particular Strategic Direction 6: Our Commitment to You.

Progress against delivery of the Council Plan is included in the monthly CEO Report to Council and the community. In addition, a more comprehensive end of year report is included in the Council’s Annual Report.

In addition to reporting via these channels, regular updates are provided to staff on each of the five strategic themes via our weekly all staff e-newsletter. A consolidated update will also be provided at mid-year and end of year. The end of year report will confirm priorities for the year ahead.

The key initiatives and measures from the Council Plan generally already align with Department and individual performance plans. Responsible Managers will review these documents to ensure full alignment is achieved and maintained.

Reporting to Council and Community Council Plan 2017-27

External reporting

CEO Report

Annual Report

Internal reporting

Real news enewsletter

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