Prosperous
As a prosperous city, Melbourne's entrepreneurs and businesses will thrive and all its people will enjoy its prosperity. We will have a global focus with state-of-the-art infrastructure and services, a highly skilled workforce and affordable business accommodation. We will share our knowledge and mentor emerging businesses. We will promote connections and collaborations and attract global investment and visitors. We will be stimulating and safe and have a vibrant calendar of national and international sporting and cultural events. A prosperous city has a high standard of living, including affordable accommodation and access to quality education. It attracts and retains the best workers. It has state-of-the-art facilities and institutions and is at the forefront of research and emerging technologies. Business and industry capitalise on green technologies and sustainable design to make Melbourne a world centre for innovation.1 In a prosperous city, business and industry embrace the Triple Bottom Line approach in order to minimise their environmental impact, respond to the changing climate, invest in social capital, share knowledge collaboratively and mentor emerging business. A prosperous city has a financial services hub with excellent access to financial service providers, markets, clients and venture capital. Connections are made between businesses, institutions and workers, and collaboration and joint ventures are supported. Change is inevitable but negative impacts are countered by emerging opportunities. Diversity and flexibility in land supply and accommodation are critical to ensuring future trends can be capitalised upon with minimal disruption 2. A prosperous city engages with the network of global cities. It attracts global investment, successfully competes in world markets and participates in global issues. It attracts global investment and hosts nationally and internationally-recognised sporting and cultural events. The exposure these events provide as well as their local popularity contribute to Melbourne's global reputation, economic development and prosperity. As well as providing a base for high value services that are exported to customers and clients interstate and overseas, a prosperous city also offers a vibrant local market place, providing high quality retail, entertainment and commercial services for residents and workers drawn from both the municipality and the wider metropolitan area. A prosperous city has an energetic, dynamic and creative small business sector which is adept at identifying and cultivating local niche markets. This ultimately generates a distinctive business culture with strong synergies between local and export markets. A prosperous city is a stimulating, vibrant and safe city and is an exciting place for all to visit. It is a city that operates around the clock and continually strives to balance the needs of all city users. It also exhibits a strong culture of philanthropy wherein businesses and individuals contribute significantly to building stronger more robust and equitable communities. Goals to be a prosperous city:2. A stimulating and safe 24-hour city
3. Attractive for new businesses
4. Supportive of business
5. An events city
6. A great place to visit
7. A philanthropic culture
1. A global city
As a prosperous, global city, Melbourne will be influential in the world network of global cities 3. *As a global city, Melbourne will attract global investment, compete in world markets and participate in global issues. Melbourne's knowledge industry will attract a skilled and talented workforce from around the world and support a diverse range of leading international, national and local businesses. Melbourne will connect with the world through state of the art transport and telecommunications infrastructure. In today's ultra-connected world, we no longer think of ourselves as belonging in one place. People move jobs, cities and countries with ease, while businesses jump from opportunity to opportunity. Ideas spread quickly via the internet and media, and money flows around the globe faster than ever. Cities that have adapted to this flexible and fast-moving new culture are global cities. Melbourne is recognised as a global city. We are a global centre for the accounting and advertising industries, and hold significant standing as a centre for banking and legal services. Melbourne has an international reputation in architecture, engineering services and bio-medical science. In 2008, the Mastercard Worldwide Centres of Commerce Index ranked Melbourne 41 out of 75 top financial cities. Sydney was ranked 12. Melbourne will build on its strengths and provide infrastructure and services that will continue to attract leading service firms. We must now ensure our telecommunications, transport and mobility infrastructure support a growing global role for the city. Our airport is a fantastic start, connecting Melbourne with Australia and the world. However, the rising cost of fuel may impact on the cost/availability of air travel and freight, so other options must be available. Here the internet presents a major opportunity for Melbourne as a geographically remote city to lead in creating strong, virtual connections with other cities around the world. Our business community can only engage in global trade, investment, tourism and major events if the right infrastructure and skilled workers are available. We must work with the business community to ensure future developments will match current and emerging business models. Being a global city is not just about business. As a capital city, Melbourne must lead by example in balancing global and local needs, ensuring growth is managed responsibly to mitigate the impact on climate change, human rights and other global issues. As well as attracting the world's attention, Melbourne must also have the attention of its local community as a global city is a city in which people collaborate not only across borders - but also across town. Major events bring locals into the city along with national and international visitors. Our local communities must feel connected to, and proud of, their city to ensure our major events have excellent attendance and are a positive experience for all.| Goals | Indicators | Outcomes |
|---|---|---|
| A global centre of commerce Melbourne is a global centre of commerce, a driver in world markets and influential in global issues. |
Indicator: Mastercard Worldwide Centres of Commerce Index . Target: Melbourne to be in the top 20 world centres of commerce. Current: 2008 - 41st of the 75 world centres. 2007 - 34th in the 50 world centres. (Sydney 2008 - 12th and 2007 - 14th) |
Melbourne is one of the world's main centres of commerce instrumental in driving the global economy. |
| Attract skilled and talented workers The world's most skilled and talented workers, leading researchers and students are attracted to Melbourne for its vibrant knowledge economy, competitive business environment, liveability and diversity. |
Indicator: 2thinknow Innovation-City Rankings Target: top 10 most innovative global cities Current: 2007 Melbourne ranked 8th out of 95 global cities for innovation 4
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Melbourne is an international centre for knowledge and innovation in its education, research and business communities and has built on its strengths in science and design.
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| Infrastructure to support global connectivity High quality communications and passenger and freight transport infrastructure enable effective global business and cultural connections. |
Business perceptions of international positioning of Melbourne. Current: 2006 - six per cent said there was room for improvement. 5 Number of international and domestic visitors Current: 2006-07 - 4,532,000 international and 17,806,000 domestic visitors accessed Melbourne Airport6 |
Businesses are well connected to and competitive with the rest of the world virtually as well as by sea and air. |
| Leadership in business environment Melbourne is home to international financial and legal firms, corporations and institutions that have influence over the world economy. |
Perception of creating business opportunities from international economies. Current: 2006 - 61 per cent of businesses rated good or excellent, with 10 per cent saying improvement is necessary. 7 Number of global accounting firms represented in Melbourne. BRW 2006 Top 100 Accounting Firms Current: indicator to be developed. |
Melbourne is a recognised leader on emerging global issues in the international business world. An increasing number of leading international companies choose to make Melbourne their head office location. |
| Strong international relationships Build strong international connections though sister city relationships, inter city business and cultural exchanges, conventions and conferences and international students and researchers. |
Number of international conferences held in the municipality. Current: indicator to be developed. Number of international students registered in universities' alumni. Current: indicator to be developed. |
The municipality has strong international relationships built on: cross cultural understandings and social cohesion; local businesses making international connections through conferences; and enduring connections with former international students.
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See also
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James, P. Archer, R. Foskett, B. & Jarman, I. (2007) Future Melbourne Forum - Melbourne 's global identity and the future: Where in the world are we?
- Department of Innovation, Industry and Regional Development
- Tourism Victoria
- Department of Foreign Affairs and Trade .
2. A stimulating and safe 24-hour city
As a prosperous city, Melbourne will be a stimulating and safe 24-hour city in which people enjoy spending time. The city will enable a mix of activities for all ages and backgrounds including retail, entertainment, business, culture, sport and more as it operates around the clock. These activities will be well-managed, balancing security with the pleasures of exploration and discovery. The inner city moves through different rhythms over the course of the day and night. Between 8am and 6pm, there is the hustle and bustle of workers, shoppers, students and visitors. As people finish work the vibe changes to the more relaxed atmosphere of dining, seeing a show or visiting a gallery. Later, around midnight, people socialise and celebrate in bars and clubs with live entertainment. Then comes the time for the city to rest and recuperate. Late night workers, whether bar tenders, taxi drivers or international finance traders, finish work and head for home along with the revellers. City cleaners then polish the city ready for a new day. This chart shows the flow of people and activity in the city over 24 hours.
These rhythms are all important to the prosperity of the city. Businesses need central Melbourne to be an attractive place to do business and to further cultivate business relationships outside the office environment. In a 24 hour global city, cultural and sporting events, restaurants and clubs encourage these networking opportunities and contribute to a prosperous city culture.
For Melbourne to maintain our local and international reputation, we must continually improve and manage our exciting and diverse mix of activities over the 24-hour cycle. We need to ensure that workers, people in the city for a night out and residents can happily co-exist, free of conflicts over noise, safety or access.
The municipality's business activity and residential population is set to grow significantly in the next decade. It will also be home to even more diverse groups including young, old and those from many different cultural groups. The municipality must incorporate a safe, complementary mix of night-time activities, supported by activities that directly and indirectly promote safety and amenity.
| Goals | Indicators | Outcomes |
|---|---|---|
| Welcoming, engaging and safe 24-hour city Melbourne's central business district is a safe and enjoyable 24-hour place to visit, live and to do business that also supports the cultivation of business relationships through meeting and networking places out of the office. |
Percentage of visitors who feel safe in the City of Melbourne. Target: 100 per cent Current: 2006 - average perception that the city was safe - 89 per cent. 8
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Visitors, workers and residents feel welcome, safe and engaged in the streets and venues throughout the 24-hour cycle of city life. There are capital city and international functions and events and late night entertainment, restaurants and retailing. Services for visitors, workers, businesses and residents are available throughout the 24-hours. |
| Well managed variety of activities Activities offered, including late night venues, are well managed, varied and balanced. Measures to address land use conflict are augmented. |
Number of cultural events. Current: indicator to be developed. 9 Number of noise complaints per 1000 residents. Current: indicator to be developed. 10 |
Melbourne has a diverse range of activities with an increasing number of businesses operating extended hours. Its festivals support and incorporate cultural activities. Late night activities are well managed to reduced conflict through: venues patron safety programs; alcohol-free events; venue soundproofing; and successful management initiatives. |
| Safe city Levels of violence and crime on streets and in homes (particularly in relation to vulnerable groups) are reduced and perceptions of safety are improved. |
Percentage of visitors who feel safe in the City of Melbourne Municipality. Current: 2006 - the average perception of safety was 89 per cent. 11
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Residents, visitors and workers feel safe in the city 24 hours a day. Safety and crime prevention are priorities and city safety is enhanced. Reduced rate of crime against the person offences (per head of population) and particularly vulnerable groups such as women, children and young people. |
| 24-hour public transport service Public transport is provided at an appropriate and effective level 24-hours a day to service all users of the city. |
Number of public transport services available at 11pm, 1am, 3am and 5am. Current: indicator to be developed. |
Public transport is available and well patronised 24-hours a day. Increased mobility and access supports extended and non-conventional operating hours. |
| Complementary day and night use of space Precincts and places in the municipality are used during the day or night with complementary activities to maximise use of the resource. |
Land use mix in precincts. Current: indicator to be developed. Central Area Pedestrian Counts Day. Current: 2007 - average pedestrian activity 175,000 to 224,000 counts per day 12 |
Increased access to diverse public spaces across the municipality. Public space is used innovatively and creatively and the principles of 'Safer by Design and Access for all Abilities' are applied. |
3. Attractive for new businesses
As a prosperous city, Melbourne will be a place for the creation and growth of new businesses. Its affordable accommodation and accessible facilities and services will attract new businesses to operate from the city. The way business is done is changing and as a prosperous city, Melbourne will adapt to accommodate emerging trends and business models. In Melbourne and around the world, economies are shifting away from manufacturing and production and towards services. Businesses are becoming leaner and faster with a short life-span based around a single idea, technology or discovery. These businesses will often develop one product, sell it to a larger organisation and then quickly move onto the next initiative. Collaboration and joint ventures are more common today as businesses combine their complementary skills to gain competitive advantages.City business accommodation is becoming more expensive. To support knowledge-rich but capital-poor businesses, flexible and creative solutions from the property sector are needed to develop new business accommodation models. In tandem, residential housing should be similarly affordable in the city so workers can be within easy commuting distance of their jobs. In addition, as Melbourne's on-going industrial and manufacturing role continues to change, the importance of maintaining a diverse economy and the flexibility to provide options for new activity in the future in the vicinity of the growing Port of Melbourne, need to be preserved.
| Goals | Indicators | Outcomes |
|---|---|---|
| Affordable space for business Diverse, affordable and flexible accommodation is available to facilitate business formation, growth and expansion. Capital city leadership is demonstrated by piloting and supporting new forms of accommodation and innovative space.
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Average rent for office and retail space. Office space (2007):
Retail space (2007): |
A variety of affordable spaces are available for new business to establish and for existing businesses to expand. Under utilised public spaces and facilities are used for short-term retail projects such as pop-up shops or short-term opportunities so that prospective retailers can test the market for their product or service. A whole-of-life-cycle approach to business formation and growth exists (wherein businesses may initially develop at less expensive locations graduating up to premium grade locations).
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| Utilise long term, usable vacant property Incentives are identified and introduced to allow long term vacant properties (but in usable condition) in the city to be made available to new businesses.
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Commercial / industrial premise long term vacancy rates | The municipality has attracted new and start up knowledge-rich, capital-poor business to set up their operations. Vacant buildings are managed to allow for short term use of of the space.
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| Industrial and commercial land supply/ accommodation Construction of commercial and industrial space keeps pace with demand. Flexibility in design, construction and scale to provide for growth and future demands. |
Proportion of land in the municipality, which is used for commercial/industrial accommodation. Current: Commercial accommodation 674,245 14 |
Land is available and able to be developed for appropriate commercial and industrial uses. Supply of commercial and industrial property is maintained. Design of new buildings allows for flexible use and reuse.
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| Online business Businesses operating primarily online or using distributed networks to make connections and look for joint collaborations are supported. |
Number of business grants for online businesses. Current: In 2007, there were two from the municipality. |
Increase in growth of online and virtual business. |
| Leadership and support in business A business support facility helps new and emerging businesses start up and operate in the municipality.
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Number of new businesses operating in the municipality. Current: indicator to be developed. 15 |
Establishment of new businesses is supported and encouraged. Innovation in business methods and opportunities. A City of Melbourne-operated or part-funded brokerage service to enable firms to host (and mentor) compatible start-ups and micro businesses using spare office accommodation and infrastructure. |
See also
- Putland, G,R. (2007) The Mother of All BBQ Stoppers .
4. Supportive of business
As a prosperous city, Melbourne will help its businesses grow through identifying priority sectors and enterprises and ensuring they receive appropriate information, services and support. Melbourne will also facilitate business connections and access. Today, our city businesses are supported by all three tiers of government (Australian, Victorian and local) and by many specialised, member-based organisations. Many different support programs are available for businesses offering facilitation, advice, training programs and export assistance. However, many businesses are unaware of these programs, do not know how to access or use them, or do not have the time to take advantage of them. In addition, many programs offer similar services with little coordination between them.Bringing these different services and support programs together, promoting them to support business growth and keeping abreast of trends and changes will be a focus during the coming decade. Similarly business and institutional collaboration and connections will be encouraged.
Melbourne has a diverse and dynamic business profile. Flourishing business sectors now include: financial services, education, hospitality, health services (including biotechnology), sport, tourism, retail and fashion, computer games, and advanced manufacturing (including aerospace). The City of Melbourne considers these sectors as priorities and is supporting businesses in these sectors.
Nurturing and supporting growth in social enterprises (people-focused businesses that give back to the community) is also an important new direction for the City of Melbourne. These enterprises contribute significantly to the city's social and environmental fabric.
| Goals | Indicators | Outcomes |
|---|---|---|
| Grow business and employment A growing business community and expanding employment opportunities including retention of the city's priority business sectors (such as the finance sector). |
Net growth of office floor space in the city.16 Target: Current: 6,808,763m2 (2006). Total employment in the municipality 17 Target: 2020 - 400,000 Current: 2006 - 365,900 |
An increase in business activity, range and diversity of employment opportunities. |
| Business information and support Good information and support is provided to business and industry to address issues and facilitate change.
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Business perception that they are supported. Current: indicator to be developed. 18 Significant business survival percentages. Current: indicator to be developed. |
Gaps in priority business sector support are addressed, including help in attracting new business and investment. Rigorous research and diverse expertise inform and support new business trends (such as adopting more sustainable practices). |
| Access to information Business and industry develop an informed and proactive business community that has access to information, research and business support services. |
Business community perception that they have access to information, research and business support service. Current: indicator to be developed. |
An informed and growing business community and increased business start-ups and expansions in important knowledge growth areas such as green technologies and creative industries. |
| Business connections Improved physical connections between businesses in the municipality and those in surrounding suburbs and municipalities to facilitate face to face commercial dealings and better access to skilled workers. |
Intra-city transport costs, including costs of delays, as a fraction of overall business costs. Current: Indicator to be developed. Current: Indicator to be developed. |
Increased efficiencies for business being able to access suppliers, collaborators, markets and workers with greater ease. Efficient and affordable intra-city transport for workers, supplies and products. |
| Growth in social enterprises |
Current: indicator to be developed | Growth in social enterprises including 'not for profits' and a city community that nurtures social enterprise through a vibrant and supportive environment. |
| Collaboration between businesses Small businesses connect and collaborate with big business in providing goods and services.
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Positive feedback in business-related consultations and surveys. Current: indicator to be developed. |
Business growth (big and small) results from cooperation, collaborative opportunities, understanding and addressing emerging issues and adopting more sustainable practices. |
5. An events city
As a prosperous city, sporting, cultural and business events attract investment, stimulate the economy and contribute to Melbourne's international reputation and brand. Melbourne will use sports, cultural and business events as a platform for economic growth and prosperity. Melbourne is a world-class sporting and events location. Today our city hosts world and national sporting events including the Australian Open tennis championships, the Australian Formula 1 Grand Prix, the Melbourne Cup Carnival, Boxing Day Test Match, and the AFL Grand Final. Melbourne is also famous for its outstanding arts and culture events calendar including major film festivals, an internationally renowned Comedy Festival as well as many exhibitions and performances of an international calibre. Melbourne's unique cluster of world-class and centrally located facilities also attract many international business events all year round. As a result, our events calendar supports many diverse industries, employs many thousands of people, attracts hundreds of thousands of visitors to the city and contributes significantly to Melbourne's economy. In the future, we will focus more on events that can deliver direct returns to the community.Melbourne is adept at handling mass movements of people, with much of its significant events infrastructure located in attractive surrounds near the central business district. Our flexible and modern events facilities are also linked to the city via parks, pedestrian walkways, waterways or public transport.
The Melbourne Convention Centre will ensure Melbourne continues to present an impressive face to the world, with a 5,000-seat plenary hall, extensive banqueting facilities, a five-star hotel and an office and residential tower and retailing complex set to open in 2009.
| Goals | Indicators | Outcomes |
|---|---|---|
| Premium events destination Melbourne's international reputation as a premium events destination is supported though a rich and diverse events calendar for sporting, cultural and business events and the city hosts a growing number of events.
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' The Presence Familiarity/perceived' standing ranking in the Anholt City Brands Index19 Target: 2020 - in the top 10 of 60 Current: 2007 - 36th of 60 (Sydney 11th) |
Melbourne is a preferred destination for international tourists and global business and world class sporting, cultural and business events destination. |
| Economic benefits from events Events generate business and community development opportunities to drive growth in business and community development opportunities resulting from hosting a variety of major events. |
Value of net inter-regional and international export sales generated events as measured through post event surveys. Target: to be developed Current: to be developed. |
Major events provide economic benefits for city-based businesses and community benefits flow from business, cultural and elite sporting events. These lead to growth in jobs supporting the event and tourism markets. |
6. A great place to visit
As a prosperous city, Melbourne will be a great place to visit. We will welcome all international and domestic leisure, business and student visitors. We will be dynamic, engaging, accessible and welcoming. As a great place to visit, we will offer diverse experiences that are easy to find and fun, encourage participation and help people to connect. Melbourne is a dynamic, exciting and evolving city. Melbourne captures Australia's friendly nature – with an added dash of style. Visitors from around the world revel in Melbourne's glorious architecture, excellent hotels, outstanding restaurants and friendly atmosphere. Melbourne is our nation's fashion capital and cultural events heartland. It is passionate about sport and is Australia's most user-friendly city for hosting major events and festivals. In 2006/07 the municipality of Melbourne was visited for tourism purposes by 31,700 international visitors, 27,000 interstate visitors, over 15,000 regional Victorian visitors, 231,000 metropolitan visitors 20. By 2020, more than 1,000,000 people are expected to visit the city daily including around 250,000 national and international visitors. This compares to 716,000 and 74,000 in 2006 respectively. Melbourne also caters to some 300,000 workers every day as well as attracting visitors from across the metropolitan area and the state accessing the city's business opportunities and services, shopping, entertainment and events, parklands as well as the many capital city facilities we offer (such as advanced medical or education infrastructure). We must plan for future visitor growth and visitor satisfaction to ensure tourism delivers social, economic and environmental benefits to all including the local community and business. A visitor 'ecological footprint' needs to be developed. We should build on and celebrate the things that are special about Melbourne and loved by Melburnians and celebrate the diversity and richness our visitors bring, while preserving the culture of Melbourne. International and national tourists perceive 'Melbourne' as one destination, whether they are in the central business district, on St Kilda beach, in the Dandenong Ranges or even the driving along the Great Ocean Road. In terms of marketing 'Melbourne', this perception needs to be understood and the distinct attributes of 'Melbourne' defined and clearly promoted by all those involved in promoting 'Melbourne' as a destination. We want to share Melbourne's story, including its rich Indigenous heritage, immigrant past and its economic and social development. We want to create travel corridors that link gateways and precincts as well as offer maps for self-guided journeys easily accessible by tram or train, on foot or by bike.| Goals | Indicators | Outcomes |
|---|---|---|
| Preferred global destination Melbourne is one of the worlds most popular urban destination for visitors. |
overall ranking in the Anholt City Brands Index 21 Target: 2020 - in the top 5 in the world Current: 2007 - 8th (Sydney 1st) |
Melbourne is internationally recognised alongside Sydney - London - Paris - Rome under the logos of the world's most recognised brands. |
| A welcoming destination |
'People- acceptance in the community' ranking in the Anholt City Brands Index 22 Target: 2020 - in the top 5 of 60 Current: 2007 - 3rd of 60 (Sydney 1st)Proportion of visitors very satisfied 23: Target: 2020 - 90% Current: 2008 - 62 per cent |
Visitors feel welcome and accepted in Melbourne and report this positively and so build Melbourne's global brand and make the city more generally attractive. |
| Well informed visitors Visitor information about the city will reach audiences across wider geographical areas and in more virtual formats. |
Visitors who rate the City of Melbourne information services as excellent.24 Target: 2020 - 90 per cent Current: April 2008 - 65 per cent. |
An increasing number of visitors are more informed via online marketing and other popular tourist information channels and are satisfies with information services in the municipality. |
| Effective marketing Coordinated tourist marketing by City of Melbourne, inner Melbourne councils, State Government and the private sector. |
' The Presence Familiarity/perceived' standing ranking in the Anholt City Brands Index 25 Target: 2020 - in the top 10 of 60 Current: 2007 - 36th of 60 (Sydney 11th)
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Melbourne is recognised locally, nationally and internationally as a leading green city and a city that promotes responsible travel. |
| Integrated delivery of tourist needs The main Melbourne tourist promotion agencies deliver tourist infrastructure and services in an integrated manner. |
Visitor satisfaction with the coordination of tourist infrastructure and services in the municipality. Target: to be developed Current: indicator to be developed. |
Efficient and effective delivery of tourism infrastructure, information, planning, supply and communications. |
| More youth and children visiting Young people and children have the opportunity to visit and enjoy visiting the city. |
Number of children under 14 who visit the central business district. Current: indicator to be developed. |
The city is a destination accessible to all and young people get to know the city and develop "brand loyalty" |
Relevant global city ranking
7. A philanthropic culture
As a prosperous city, Melbourne will have a culture of philanthropy, where businesses invest in building strong, robust and equitable communities. A prosperous Melbourne will invest and participate in community initiatives and supports employee community activities. Encouraging and supporting businesses and individuals to work independently or together to address emerging social issues and meet the needs of our communities will have a multiplier effect on Melbourne's prosperity. There are many examples and models currently operating very successfully in Melbourne and our aim is to grow these activities for the benefit of the overall community. Businesses and individuals can help Melbourne's community grow and develop in numerous ways. Groups such as Melbourne Cares are networks of businesses, community agencies and government departments who take action together to address community need. Many businesses now provide and contribute to community services through actions such as supporting local libraries or providing child care support. Developers are also realising the business advantages of providing good community infrastructure and support.Businesses that support philanthropic ventures enjoy significant benefits from their actions. As well public relations benefits, employees who volunteer gain new skills and broaden their life experience. In addition, as Melbourne's population ages, many retirees have the opportunity to bring their great pool of skills experience and knowledge to volunteer programs and activities. Along with corporate philanthropy, entrepreneurs, families and individuals are also vital contributors to the philanthropic sector. Indeed, entrepreneurial philanthropists have the freedom and flexibility to support initiatives and programs unencumbered by the processes and constraints of the corporate world.
| Goals | Indicators | Outcomes |
|---|---|---|
| Leader in philanthropy Melbourne is a leader and innovator in the philanthropic community across Australia with a range of vehicles developed and available to fund worthy projects.
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Change in the value of philanthropic outlays made by businesses based in the municipality Target: to be developed Current: to be developed. |
An active and diverse philanthropic community of institutions, entrepreneurial philanthropy, families and individuals delivering community benefit. |
| Philanthropy is embraced Philanthropy is broadly embraced for investing in the common wealth of the city. More individuals, businesses and organisations in Melbourne are involved in philanthropic activities and encourage their staff to participate. |
Total claimed deductible gift amount. Target: to be developed Current: to be developed The Victorian postcode with the highest claimed 'deductible gift' amount was East Melbourne at $23,684,365 26
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A greater involvement in philanthropic activities across all sectors of Melbourne. A higher proportion of community infrastructure is delivered via philanthropic contributions. |
| Effective business and community sector partnerships Effective partnerships between business and community organisations generates understanding and commitment to community development, infrastructure and volunteering. |
Change in the ratio of total community group outlays to philanthropic funding received, as measured through biennial surveys. Current: to be developed. |
Business supports a wide range of community organisations to deliver funding, skills and labour for philanthropic projects. 'Corporate social responsibility' is harnessed. |
| Increased volunteering An increase in volunteering creating more opportunities to contribute to the community and to employ the skills and enthusiasm of the increasing number of mature Melburnians. |
Number of volunteers/100 ratepayers in the municipality.27 Current: 6,400 volunteer positions in the City of Melbourne (2006) |
Melburnians are more engaged with their communities and participation in volunteer work increases. Infrastructure and networks are developed to connect volunteers with community projects including a retiree skills-bank for city businesses. |
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