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10 YEAR FINANCIAL PLAN PEOPLE’S PANEL

10 YEAR FINANCIAL PLAN PEOPLE’S PANEL. The Authorising Environment. The City of Melbourne aspires to be the most open and transparent in Australia. Financial Strength. 12 June 2013. S&P Definition ‘AAA’—Extremely strong capacity to meet financial commitments. Highest Rating. S&P Definition

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10 YEAR FINANCIAL PLAN PEOPLE’S PANEL

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  1. 10 YEAR FINANCIAL PLANPEOPLE’S PANEL

  2. The Authorising Environment The City of Melbourne aspires to be the most open and transparent in Australia.

  3. Financial Strength 12 June 2013 S&P Definition ‘AAA’—Extremely strong capacity to meet financial commitments. Highest Rating. S&P Definition ‘AA’—Very strong capacity to meet financial commitments.

  4. SUPPLY / OPTIONS DEMAND • Options to close gap: • Generate more cash from operations • Higher revenue / lower cost • Assets sales / swaps • Borrowings • Innovation • E.g. productivity, land configuration, etc. • External capital contributions • OPEN SPACE ($687.7M) • Council: $91.4M cash, $187.7M land • Developers: $109.5M cash, $299.1M land 15 year timeframe $0.9 Billion UNFUNDED • STRUCTURE PLANS ($240M) • City North (10.61%) • Southbank (18.46%) • Arden Macaulay (31.62%) • 15 year time frame Open Space Contributions ($408.6M) • QVM RENEWAL ($250M) • Subject to community consultation Developer Contributions ($55.2M) $1.8 Billion • NEW WORKS ($480M) • Examples: Kathleen Syme, bicycle lanes, climate adaptation, return to Royal Park, Docklands Library • Sale proceeds - QVM ($36M) • Proposed land development FUNDED • Parking Levy ($105M) • Specific types of projects • RENEWAL WORKS ($1B) • Examples: footpaths, parks, drains, buildings, IT • Cash generated from operations ($1.2B) • Underlying surplus + depreciation

  5. The drivers Economic uncertainty Rapid population growth Urban Renewal Technology disruption Climate change impact

  6. The issue ‘How can we remain one of the most liveable cities in the world whilst addressing our future financial challenges?’ More specifically….. ‘What should our spending/revenue priorities look like if we are to avoid a $900M shortfall?’

  7. What did we do? We embarked on our most comprehensive community engagement process to date…..

  8. Random stratified sample approach“people like me” • Randomly drawn sample from our databases • Randomly selected households • Stratified by location and selected criteria to encourage representation of the community: • Business 50% • Size (by number employees) • CBD / non-CBD • Residents and Students 50% • Age, gender • Small areas

  9. The Citizen’s Jury (People’s Panel)

  10. Online budget simulator July-Aug 2014 Panel meet 6 times Aug-Nov November 2015 Engagement reports to People’s Panel We are here Council responds to panel 10-Year Financial Plan developed Council endorses 10-Year Financial Plan

  11. People’s Panel – a deliberative process • 43 randomly selected Melburnians who were a descriptive match to CoM’s demographic community • newDemocracy Foundation assisted with the methodology and recruitment process and oversee the Panel assemblies • Mix of business and community members (very few had participated in Council’s work before) • Six full Saturdays August - November • The Panel were in charge of their learning and deliberation (call experts such as Bernard Salt, planners, climate change etc.) • Tasked with developing recommendations to Council on its spending and revenue priorities for the next 10 years.

  12. Lots to take in: service streams

  13. To help build understanding….

  14. What happened? • Panel made 11 recommendations to Council • Council agreed to give thorough consideration to all recommendations and make a formal response to Panel. • Council is incorporating recommendations into 10 year financial plan – expected by June 30. • Council will implement initial budget changes in 2015/16 • Already influential: rate rise, developer contributions, Citywide, property portfolio, solar, car parking etc

  15. Lots of Media Coverage

  16. The future for Local Government • Greater transparency • Easy access to information • Involvement of citizens in collaborative problem solving • Robust community engagement • Deliberative processes with deep dive • Popular with community – creates a mandate • Challenge to keep cost of projects down

  17. Potential role for the MAV – deliberative democracy • Inform and education role ie today • Delivery function for future projects • Training role • Evaluation support • ANY QUESTIONS

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