COMMONWEALTH GAMES E VALUATION REPORT...Games 5 Background The 2006 Commonwealth Games 23. In March 2006, Melbourne hosted over 90,000 international visitors, 4,500 athletes and 3,500

R E P O R T F R O M M A N A G E M E N T Agenda Item 6.1 30 May 2006

COMMONWEALTH GAMES EVALUATION REPORT

Division Marketing, Tourism & Major Events

Presenter Scott Chapman, Director Marketing, Tourism & Major Events

Purpose

1. To present the City of Melbourne’s Commonwealth Games Evaluation Report.

Recommendation from Management

2. That Council:

2.1. accept the attached Commonwealth Games Full Evaluation Report; and

2.2. endorse the development of a ‘Post Games Implementation Plan’ outlining actions for the next 12 months to maximise the lasting benefits of the Games for Council.

Key Issues

3. The City of Melbourne’s commitment to the 2006 Commonwealth Games has been extensive and covers a wide range of outcomes and benefits that the city will gain, both in the short and longer term. Measurement and evaluation of the Games is imperative in understanding if the key objectives and associated benefits have been realised. The aim of the Evaluation Report is to objectively evaluate the performance and contribution of the City of Melbourne. It is important that the evaluation is focused on the two identified roles of the Council in relation to the Commonwealth Games, namely:

3.1. to support the planning and delivery of the Games to ensure a successful event for Melbourne; and

3.2. to maximise the benefits for Melbourne and the local community through the staging of the Games.

4. There are a number of reasons why such an evaluation is necessary. These include the need to:

4.1. ensure transparency in the operations of the Council;

4.2. ensure that public resources have been effectively deployed;

4.3. assess the impact and value of the Council’s contribution to the Games;

4.4. assist reporting arrangements in relation to the implementation of the Council Plan; and

4.5. learn lessons from this significant undertaking, in order to embed the principle of continuous improvement.

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5. In addition to the information presented in the attached report, the City of Melbourne is awaiting confirmation that it will have access to broader Games evaluation material being collated by the State Government. It has been advised that the following reports will be completed by June 2006:

5.1. Economic Impact Study;

5.2. Business Programs Study;

5.3. Tourism Victoria Programs;

5.4. Environment Report Card; and

5.5. Perception Survey.

6. It is also proposed that a further evaluation of the Games will occur one year after the completion of the Games, at which time the Council will be able to assess more comprehensively whether the perceived benefits of the Games have been realised.

Time Frame

7. The report considers Council’s entire involvement in Games planning from the original support for the bid in 1999, through to the event delivery in March 2006.

Relation to Council Policy

8. The rationale for the Council supporting the bid to host the Commonwealth Games was linked to the fact that the Games would deliver a number of positive outcomes linked to the Council’s strategic objectives, namely:

8.1. A Connected and Accessible City;

8.2. An Innovative and Vital Business City;

8.3. An Inclusive and Engaging City;

8.4. An Environmentally Responsible City;

8.5. A Well Managed and Leading Corporation; and

8.6. A Financially Responsible Corporation.

9. Below the high-level strategic objectives of the Council Plan, a number of objectives specifically related to the Council’s contribution to the Commonwealth Games were developed. They are -

9.1. Building a Better City;

9.2. Making Melbourne Run Smoothly;

9.3. Engaging the Community;

9.4. Promoting Melbourne to the World;

9.5. International Partnerships and Business Benefits;

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9.6. Environmentally Sound City; and

9.7. Corporate Management.

Consultation

10. In order to evaluate the impact of the Commonwealth Games the Council identified the key stakeholder groups from which it would seek feedback in relation to its contribution. The key stakeholder groups were:

10.1. Local Residents – to comment specifically on the running of the City and the level of inclusion and engagement;

10.2. Local and International Business Community – to provide feedback on the actual and potential economic impacts of the Games;

10.3. Visitors to the City – to glean feedback on a number of issues related to the running and appearance of the City; and

10.4. International Global Community – to assess the profile of Melbourne during the hosting of the Games.

11. The Evaluation Report draws on a number of Games specific community consultation surveys commissioned by the City of Melbourne. These include:

11.1. Business Ready Survey;

11.2. Community Perception Study; and

11.3. Local, Interstate and International Visitor Survey.

Government Relations

12. Fundamental to the City of Melbourne’s involvement in the Games was the partnership with the Victorian Government (via the Office of Commonwealth Games Coordination - OCGC) and Melbourne 2006 Commonwealth Games Corporation (M2006). Liaison and collaboration with these organisations was formalised through the development of a three-way Memorandum of Understanding, along with a dedicated inter-agency communication and decision making structure involving higher level representatives from all three organizations.

13. In addition, and from a long-term strategic perspective, maintaining and/or strengthening relations with VicUrban and neighbouring local government authorities through involvement in the Games was also a consideration.

Finance

14. Financials are not included in this report, as the City of Melbourne is still in negotiation with the State Government regarding Games related issues.

Legal

15. No direct legal issues arise from the recommendation to the report.

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Sustainability

16. During all phases of planning and delivery of the Games, Council was sensitive to all existing City of Melbourne policies and procedures relating to sustainability.

Comments

17. The City of Melbourne’s involvement in the Melbourne 2006 Commonwealth Games has been extensive and covers a wide range of outcomes and benefits that the city will gain, both in the short, medium and longer term. An evaluation of the Games is a key aspect in understanding if the wide range of benefits have been realised.

18. The hosting of the Games has confirmed Melbourne’s position as:

18.1. a great place to live;

18.2. a great place to visit;

18.3. a great place to do business; and

18.4. a great place to stage major events.

19. The 2006 Melbourne Commonwealth Games attracted record crowds, an estimated international television audience of 1.5 billion and captured the imagination of the city. The City of Melbourne was tested through the extremely high demand for city services and in all cases has produced results that have exceeded expectations.

20. Public and media reaction to the presentation and operations of the city was undeniably positive. The cleanliness of the city, presentation of parks and the city’s ability to smoothly move large crowd numbers has generated wide spread praise from the media, external organisations and high profile public members.

21. While the critical benefits such as tourism, trade, business development and the associated economic impact generated by the Games will take some time to quantify, the international profile of Melbourne is already soaring. The City of Melbourne wanted these Games to confirm, beyond any doubt, Melbourne’s reputation as the international sporting capital of Australia and, quite reasonably, the world. This confirmation came from the highest level with Prime Minister John Howard publicly declaring:

‘Melbourne does things better, in my view, than any other city because there is a sense of community cohesion and common attitude and reaction in Melbourne like no other city’ - The Australian, 24 March 2006.

22. Importantly, the City of Melbourne as an organisation has registered a number of benefits. A significant number of staff and management have contributed to the Games effort, with staff commenting on the satisfaction received through their involvement. Further, the cross-corporate nature of the project has seen staff work outside of their normal roles, hence providing for additional skill development. Also worth noting, is the rise of the profile of the Lord Mayor and consequently the role of the City of Melbourne. It may be suggested that the Games have provided the platform for this enhanced recognition.

Attachment: 1. Melbourne Shines in 2006 – Full Evaluation Report: City of Melbourne Contribution to the Melbourne 2006 Commonwealth

Games

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Background

The 2006 Commonwealth Games

23. In March 2006, Melbourne hosted over 90,000 international visitors, 4,500 athletes and 3,500 technical and team officials from the 71 competing nations of the Commonwealth.

24. Melbourne’s Games planning and delivery framework was based upon a cooperative arrangement between the three levels of government - federal, state and local. Completing the core of responsible delivery agencies was Melbourne 2006 Commonwealth Games Corporation (M2006), Victoria Police and the Australian Commonwealth Games Association.

City of Melbourne and the Commonwealth Games

25. The City of Melbourne’s commitment to the Commonwealth Games commenced with the support for the 1999 Bid and has continued over the last seven years with the financial backing of $30.949M and the allocation of significant operational advice and resources. This commitment was deemed critical from the outset due to the benefits that would contribute to the city and the achievement of many strategic objectives outlined in City Plan 2010.

26. A remarkable feature of the Commonwealth Games was the proximity of venues to the CBD. Some 92% of the Games activity took place within the City of Melbourne municipality, with an estimated 1.9 million people passing through the parkland precinct linking the sports venues to the CBD. Consequently, City of Melbourne’s involvement in the areas of public space management, city services and city preparation and presentation were a key to Melbourne’s overall Games effort.

27. The City of Melbourne’s other major focus was to ensure that the hype and activity surrounding the Games events and areas, along with the significant demands on Council resources did not impact negatively on the organisation’s ability to deliver ‘Business as Usual’ services to residents and businesses.

Melbourne Shines in 2006 Evaluation Report

City of Melbourne’s contribution to the Melbourne 2006 Commonwealth Games

Evaluation Report Produced May 2006

City of Melbourne Contribution to the Melbourne 2006 Commonwealth Games – Evaluation Report

Docs # 3735697v2 2 City of Melbourne, May 2006

EXECUTIVE SUMMARY The City of Melbourne’s involvement in the Melbourne 2006 Commonwealth Games has been extensive and covers a wide range of outcomes and benefits that the city will gain, both in the short, medium and longer term. The hosting of the Games has confirmed Melbourne’s position as: § A great place to live § A great place to visit

§ A great place to do business § A great place to stage major events. This represents a significant step forward for Council in relation to the implementation of the Council Plan. Council’s commitment to the Games commenced with support for the 1999 Bid and has continued over the last seven years with financial backing of $30.949M and the allocation of significant operational advice and resources. This commitment was deemed critical from the outset due to the benefits that would contribute to the city and the achievement of many strategic objectives outlined in Council 2005 – 2009.

More specifically, the City of Melbourne’s contribution was based on the following two key objectives:

• To support the planning and delivery of the Games to ensure a successful event for Melbourne; and

• To maximise the benefit for Melbourne and the local community through the staging of the Games.

A comprehensive process was undertaken to detail and evaluate the performance and contribution of the City of Melbourne, with initial results indicating clear achievement of the City’s Games objectives. On a broad level, the 2006 Melbourne Commonwealth Games attracted record crowds, an estimated international television audience of 1.5 billion and captured the imagination of the city1. The City of Melbourne was tested through the extremely high demand for city services and in all cases produced results that exceeded expectations. Public and media reaction to the presentation and operations of the city was undeniably positive on all fronts. The cleanliness of the city, presentation of parks and the city’s ability to smoothly move large crowd numbers has generated wide spread praise from the media, external organisations and high profile public members. Resident, business and visitor surveys all recorded overwhelmingly positive responses, with 81% of residents agreeing that ‘the Commonwealth Games had left a positive legacy that would improve the quality of life for Melbourne residents’2, 97% of interstate or international visitors recording that Melbourne is ‘a place they would recommend others to visit’3, and Melbourne hotels recording their most successful 12 days ever in terms of occupancy rates 4. While the full detail of critical benefits such as tourism, trade, business development and the associated economic impact generated by the Games will take some time to quantify, the international profile of Melbourne is already soaring. The City of Melbourne wanted these Games to confirm, beyond any doubt, Melbourne’s reputation as the international sporting capital of Australia and, quite reasonably, the world. This confirmation came from the highest level with Prime Minister John Howard publicly declaring:

‘Melbourne does things better, in my view, than any other city because there is a sense of community cohesion and common attitude and reaction in Melbourne like no other city’

- The Australian, 24 March 2006 Melbourne’s ability to deliver is now globally recognised and will be used as a benchmark for future events. Lord Sebastian Coe, Chairman of the London 2012 Olympics, says he’s learned valuable lessons from the Melbourne 2006 Commonwealth Games:

‘They’ve done many things extremely well…I was impressed with the opening ceremony where they used the (whole) city, rivers and buildings. Engaging the local community like that’s vital’

– BBC Sport, 24 March 2006



Importantly, the City of Melbourne as an organisation has registered a number of benefits. A significant number of staff and management have contributed to the Games effort, with staff commenting on the satisfaction received through their involvement. Also worth noting is the rise of the profile of the Lord Mayor and consequently the role of the City of Melbourne. It may be suggested that the Games have provided the platform for this enhanced recognition. In conclusion, the Games have been declared as “simply the best” Commonwealth Games ever. The City of Melbourne’s involvement is also considered success. To support this claim a summary of the top 10 City of Melbourne ‘success drivers’ is provided below. These reflect the City of Melbourne’s key achievements that directly contributed to the success of the Games.

Top 10 Success Drivers – key City of Melbourne Contributions

111 Delivery of all enhanced City services

Delivery of a comprehensive cleaning and waste program across the city. Enhanced resources for parking enforcement, local laws, health services, visitor services and social services delivered to meet Games requirements.

222 Successful roll-out of a comprehensive city presentation program

Delivery of a $160K floral enhancement program, extensive street banner program and installation of large building banners in high profile locations.

333 Delivery of $19M Games works program

Delivery of major projects including: refurbishment of Bourke Street Mall, Queensbridge Precinct development, installation of ‘The Travellers’ on Sandridge Bridge, road works for the Marathon and Road Cycling and delivery of $1.8M lighting upgrade in city parks.

444 Successfully delivered and well received community events program

A combined total of 140,000 attended CoM delivered events including the Queens Baton Relay celebration, Post Event Parade, Indian Festival as part of the Adopt-A-Second-Team initiative, Moomba Parade and delivery of the Sing For Water and ArtPlay activity programs.

555 Roll out of an extensive civic hosting program

Hosted 9 international and domestic delegations under ‘Games City’ program, 19 ‘City Welcome Ceremonies’ for competing Commonwealth countries and 3 major civic function to welcome the delegates to Melbourne. Signed a Letter of Intent with the Chief Minister of Delhi to foster a long term partnership between Melbourne and Delhi.

666 Sound corporate planning and financial management

Appropriate budget development and responsible implementation over a three year period. Comprehensive cross-corporate Games planning strategy delivered. Games workforce strategy developed and delivered.

777 City of Melbourne Commitment to collaboration

Successful inter-agency relationships with the Office of Commonwealth Games Coordination and M2006. Enhanced relationships with Victoria Police, VicRoads and other local councils.

888 Financial Commitment to the River Show

City’s commitment of $3M ensured the delivery of the spectacular River Show event.

999 Clear and effective command and control structures

City control structure established pre-Games and communicated across organisation. More than 50 CoM officers involved in Games time issues management.

111000 A commitment to Stakeholder Management

Developed and implemented a communication strategy involving the delivery of the Business Ready program, direct communication to residents and a staff engagement program.



EXECUTIVE SUMMARY cont… Further to the City of Melbourne ‘success drivers’ outlined in the previous table, the following provides a listing of the top 10 City of Melbourne ‘success indicators’. All indicators listed have been derived from statistical research undertaken by Council and other key Games agencies.

Top 10 Success Indicators – why the Games were a success for Council

111 Increased global recognition of Melbourne’s status as an international events capital

Global broadcast of the Games reached 1.5 million people. Over 85% of Melbourne residents felt that Melbourne’s reputation as an events capital of Australia had been enhanced5.

222 The Games a catalyst for long term capital benefits for Melbourne

Eighty-one percent of surveyed residents in the City of Melbourne believe changes to sporting facilities and infrastructure for the Commonwealth Games have left a positive legacy that will improve their quality of life6.

333 Physical presentation of the city – the best it’s ever looked

Endorsement of the city, with 96% of visitors commenting the city was well presented and 97% stating it was vibrant and lively7. Over 80% of residents believed there had been significant city improvements and 73% stated that their sense of pride in the city had grown as a result of the Games 8.

444 Operation of the city lauded by key stakeholders and visitors

92% interstate and international visitors to the City said that Melbourne was easy to get around during the Games 9.

555 The River Show arguably the highlight of the Games

More than 100,000 people lined the banks of the Yarra to view the opening ceremony River Show with hundreds of thousands viewing the nightly shows over the 10 days of the Games10. The River Show generated over 127 positive media stories11 and was the single most enquired about city attraction at the Melbourne Visitor Centre12.

666 Significant increase in City visitation

Increase of 40% in pedestrian traffic in the CBD during the period of the Games. Swanston Street and the Yarra Precinct, followed by Bourke Street Mall, enjoyed the bulk of the visitation. Peak visitation was between 1.00pm – 5.00pm13.

777 The local community embraced the Games

An estimated 1.9 million people passed through city parkland during the Games 14. Over 200,000 people attended City of Melbourne delivered events during the Games period15. Residents overwhelmingly felt that Melbourne was a place with energy and vitality during this period, with 80% reporting a heightened awareness of these attributes16.

888 Improved corporate reputation and relationships with stakeholders

Praise from domestic and international partners including Capital City Lord Mayors, Tianjin and Guangzhou delegations, and 2014 bidding cities. Signing of a MoU with the Confederation of Indian Industry and signing of ‘Letter of Intent’ with the Chief Minister of Delhi.

999 All City ‘business as usual’ operations maintained

All contract performance indicators for the City’s normal services were met during the Games period.

111000 Increase in profile and public support for the Lord Mayor

127 positive media stories about the Lord Mayor appeared from Jan through to March 200617. Extraordinary public reception to the Lord Mayor at Games events, in particular opening and closing ceremonies.



TABLE OF CONTENTS

1. BACKGROUND ............................................................................................................................6 2. AIMS AND METHODOLOGY.....................................................................................................7 3. SUPPORTING THE DELIVERY OF THE MELBOURNE 2006 COMMONWEALTH GAMES...............................................................................................................................................9 1. Building a Better City ………………………………………………………………….10 2. Making Melbourne Run Smoothly ………………………………………………......12 3. Promoting Melbourne to the World ………………………………………………….14 4. Engaging the Community …………………………………………………………….16 5. International Partnerships and Business Benefits …………………………………18 6. Environmentally Sound Games ……………………………………………………...20 7. Corporate Management (inc Financial Performance) …..…………………………22 4. MAXIMISING THE BENEFIT FOR MELBOURNE, OUR LOCAL COMMUNITY AND THE CORPORATION ....................................................................................................................23 A: Local Residents ……………………………………………………………………….24 B: Business Community …………………………………………………………………25 C: City Visitors ……………………………………………………………………………26 D: The International Community ………………………………………………………..28 5. CONCLUSION............................................................................................................................29 6. THE WAY FORWARD ………………………………………………………………………..29

ATTACHMENT 1 – GAMES DELIVERABLES SUMMARY …………………………………30



1. BACKGROUND The 2006 Commonwealth Games The 2006 Commonwealth Games was the largest sporting event ever staged in Melbourne. In March 2006, Melbourne hosted over 90,000 international visitors, 4,500 athletes 3,500 technical and team officials from the 71 competing nations of the Commonwealth. Melbourne’s Games planning and delivery framework was based upon a cooperative arrangement between the three levels of government - federal, state and local. Completing the core of responsible delivery agencies was the Melbourne 2006 Commonwealth Games Corporation (M2006), Victoria Police and the Australian Commonwealth Games Association. City of Melbourne and the Commonwealth Games The City of Melbourne’s commitment to the Commonwealth Games commenced with the support for the 1999 Bid and has continued over the last seven years with the financial backing of $30.949M and the allocation of significant operational advice and resources. This commitment was deemed critical from the outset due to the benefits that would contribute to the city and the achievement of many strategic objectives outlined in City Plan 2010. A remarkable feature of the Commonwealth Games was the proximity of venues to the CBD. Some 92% of the Games activity took place within the City of Melbourne municipality18, with an estimated 1.9 million people passing through the parkland precinct linking the sports venues to the CBD. Consequently, CoM’s involvement in the areas of public space management, city services and city preparation and presentation were central to Melbourne’s overall Games effort. The CoM’s other major focus was to ensure that the hype and activity surrounding the Games events and areas, along with the significant demands on Council resources, did not impact negatively on the organisation’s ability to deliver ‘Business as Usual’ services to residents and businesses. City of Melbourne Approach to Planning for the Games To ensure work undertaken across CoM was coordinated and centralised, an internal management structure and process was established at CoM in late 2003 and evolved as planning progressed. Key elements critical to the management the Commonwealth Games project included: • Development of cross-corporate ‘City Management Plan’ • Development of cross-corporate Games Budget • Establishing the Commonwealth Games Unit – dedicated team • Establishing the Internal Working Group (Taskforce) – high level control group • Establishing ‘Operations’ and ‘Special Projects’ Project Control Groups – officer level coordination • Developing the Workforce Management Plan CoM’s approach to the management of the Commonwealth Games was unique to any other projects undertaken previously. The decision to establish a separate unit was driven by senior management, in particular the Director MT&ME (Director with responsibility for the Commonwealth Games). External Relations Fundamental to the City of Melbourne’s involvement in the Games was the partnership with the Victorian Government (via the Office of Commonwealth Games Coordination–OCGC) and M2006. Liaison and collaboration with these organisations was formalised through the development of a three-way Memorandum of Understanding, along with a dedicated inter-agency communication and decision making structure involving higher level representatives from all three organizations. In addition, and from a long-term strategic perspective, maintaining and/or strengthening relations with VicUrban and neighbouring local government authorities through involvement in the Games was also a consideration.



2. AIMS AND METHODOLOGY The City of Melbourne’s commitment to the 2006 Commonwealth Games has been extensive and will deliver a wide range of short, medium, and longer term benefits for the City. Measurement and evaluation of the benefits of the Games is a key aspect in helping to ensure the realisation of such benefits. The overall aim of this Post-Games evaluation report is to objectively evaluate the performance and contribution of the City of Melbourne. It is important that the evaluation is focused on the two identified roles of the Council in relation to the Commonwealth Games, namely: • To support the planning and delivery of the Games to ensure a successful event for Melbourne; and • To maximise the benefit for Melbourne and the local community through the staging of the Games. The Council’s contribution in relation to the planning and delivery of the Commonwealth Games represented a significant undertaking for the Council. In the period following the Games it is important that the Council does not engage exclusively in a retrospective evaluation but rather a forward-looking approach in order to maximise the benefits of the Games. There are a number of reasons why such an evaluation is necessary. They are the need to: • ensure transparency in the dealings of the Council • ensure that public resources have been effectively deployed • assess the impact of the Council’s contribution to the Games • assist reporting arrangements in relation to the implementation of the Council Plan; and • learn the lessons from this significant undertaking, in order to embed the principle of continuous

improvement It should be noted that the Council’s approach to evaluation is not a comprehensive evaluation of the economic impact of the Games. An external consultancy has been commissioned by the State Government to undertake such an assessment and the findings should be available later in the year. The Council’s approach is focused on those areas where it has made a direct contribution to the planning and delivery of the Games. It was always intended that the Council’s approach to the evaluation of its contribution to the Games would have a short, medium and longer term perspective. This is because some of the benefits of the hosting of the Games will not be realized until a much later date. An initial evaluation of the Games was presented to the Council almost immediately after the Games. This evaluation was very limited in its nature and was largely dependent on the expressed views of a wide range of people and organisations. The evaluation within this report, almost six weeks after the Games, is a more evidence based approach. It contains quantitative feedback from four key stakeholder groups (local residents, the business community, visitors and the international community). It is proposed that a further evaluation of the Games will occur one year after the completion of the Games, at which time the Council will be able to assess more comprehensively whether the perceived benefits of the Games have been realized. Performance Management Framework In view of the scale of the Council’s contribution it was felt necessary to set up robust performance management arrangements in relation to the Commonwealth Games. It was also important that such arrangements were linked to the Council’s existing performance management framework. The essence of the Council’s approach to performance management was to capture outputs and outcomes linked to the Council’s overall six strategic objectives. The framework was devised to: • collate all the outputs and outcomes from the Council’s contribution to the Games • provide clear linkages with the strategic objectives set out with the Council Plan • ensure there was clear linkages between the Council’s objectives for the Games and the Council Plan • ensure that there is sufficient feedback from key stakeholder groups • identify those areas of operation where there was a need to acquire additional performance data • ensure that there were robust arrangements in place to enable the Council to maximise the benefits

emanating from the hosting of the Games



State Gov Games

Objectives

CoM Games Objectives

State Gov Objectives CoM Objectives

Council Plan 2005-2009

Melbourne 2030

CoM State 1. Cust. Satisfaction Survey 1. Media Exposure 2. Business Survey 2. Economic Impact 3. Pedestrian Monitoring 3. Environmental Score Card 4. Visitor Survey 4. S’holder Perception Study

Specific Research

Measurement

CoM - Achievement of City Mgmt Plan - Financial Performance - Contribution to CoM Plan Objectives

State - M2006 and OCGC Mgmt Systems - Financial Performance

Formal Evaluation

Post-Games Implementation

Plan

PERFORMANCE MANAGEMENT FRAMEWORK The rationale for the Council supporting the bid to host the Commonwealth Games is linked to the fact that the Games would deliver some positive outcomes linked to the delivery of the Council’s strategic objectives: 1) A Connected and Accessible City

2) An Innovative and Vital Business City 3) An Inclusive and Engaging City 4) An Environmentally Responsible City

5) A Well Managed and Leading Corporation 6) A Financially Responsible Corporation

A series of objectives specifically related to the Council’s contribution to the Commonwealth Games were developed. These underpin Council’s strategic objectives and are detailed in Section 3 of the report. In order to evaluate the impact of the Commonwealth Games, the Council identified the key stakeholder groups from which it would seek feedback in relation to its contribution. The key stakeholder groups were: • Local Residents – who would be able to comment specifically on the running of the City and the level of

inclusion and engagement

• the Local and International Business Community – to provide some partial feedback on the actual and potential economic impacts of the Games

• Visitors to the City – to glean feedback on a number of issues related to the running and appearance of the City

• the International Global Community – to enable assessment of the profiling of Melbourne during the hosting of the Games

The rest of this report will therefore be focused on capturing the impact of the Games linked to the agreed objectives. This would be informed by seeking to get appropriate feedback from all of the key stakeholder groups. In terms of the Council’s role of “maximising the benefits” of the Games it is important that the performance management framework incorporates a forward-looking component. An Implementation Plan will be developed that captures the benefits of the Games and sets out the action to be taken by the Council to maximise the emerging opportunities. The Council will also seek to develop appropriate performance indicators to ensure the action taken is delivering the desired outcomes.



3. SUPPORTING THE DELIVERY OF THE MELBOURNE 2006 COMMONWEALTH GAMES All projects and activities undertaken by the City of Melbourne in support of the Games underpinned the seven key Games ‘legacy themes’ identified by Council, namely:

1. Building a Better City 2. Making Melbourne Run Smoothly 3. Engaging the Community

4. Promoting Melbourne to the World 5. International Partnerships and Business Benefits 6. Environmentally Sound Games

7. Corporate Management

Importantly, these legacy themes also underpin the City of Melbourne’s Council Plan 2005 - 2009, supporting the longer term proposition for Melbourne – to be a thriving and sustainable city. This section of the report identifies all key achievements (outputs) delivered by the City under these seven legacy themes. For a detailed and comprehensive listing of all deliverables please refer to Attachment # 1.



1. Building a Better City

“Now it’s interesting, the city looks superb. I really think it looks good. Even St Kilda looks good on television. I don’t reckon I’ve seen Melbourne looking better. And around the

Games events there is a real buzz”….. Neil Mitchell, 3AW

“The incredible facilities, the setting slap bang in the middle of town and the massive wildly enthusiastic crowds transformed a hugely enjoyable… event into so much more”

Brendan Gallagher , UK Daily Telegraph, 27 March



1. Building a Better City cont… An extensive program of capital improvements was undertaken prior to the Games in order to ensure that Melbourne was presented in the best and most favourable light to the thousands of visitors to the City. A number of more high profile works were brought forward to be completed by March 2006 and an extensive program of Games specific works was also undertaken. The result was a City that was enthusiastically lauded by national and international visitors and media as both beautiful and accessible. Key Achievements –

• Bourke St Mall: A complete re-furbishment of the retail heart of the City including the addition of 40 new banner / flag poles, the provision of tram superstops to either end of the mall to facilitate improved tram and pedestrian flows (works undertaken by Yarra Trams), total repaving, the installation of two Commonwealth Games Commemorative Poles and the installation of new street furniture including decorative floral boxes and removable tree planters.

• Queensbridge Precinct: A new precinct on the banks of the Yarra including Queensbridge Square,

Sandridge Bridge and Northbank. Queensbridge Square, incorporating Freshwater Place, will feature as a new City event space while the historic Sandridge Bridge has been redeveloped and now houses the stunning new ‘Travellers’ installation. Northbank is tagged as the new ‘youth precinct’ providing a space in the heart of the City where groups can meet up to share common interests.

• Major Public Art installations: Located on the new pedestrian link between Southbank and

Flinders Street Station, Sandridge Bridge, ‘Travellers’ tells the story of immigration into Victoria and points the way to the Immigration Museum. Common Ground, located on the key access route between the City and the sports precinct in Birrarung Marr, provides an opportunity for local indigineous communities to contribute and record the valuable stories so critical to our cultural identity.

• Piazza Italia in Argyle Square : The redevelopment of the Northern half of Argyle Square includes a

paved central Piazza, tree planting, new grassed areas and seating and provides a mediterranean style resting place in a busy tourist and shopping precinct.

• Boathouse Drive Improvement Works: Works here included the reconstruction of Boathouse Drive

and the footpath along the Yarra and extensive landscaping including the construction of a feature stone wall. All works were planned in consultation with M2006 sport and included changes specifically for the Road Cycling Race.

• Princes Bridge: This historic Melbourne icon underwent an extensive makeover which included

refurbishment, corrosion control and a detailed repaint in heritage colours and style. • Streetscape Improvements: Rejuvenation of key public spaces such as Elizabeth St, Chinatown

Plaza and Hardware Lane. Works included extensive replacement and upgrading of bluestone paving, installation of catenary lighting, rebuilding of the celebration arch in Chinatown and tree planting and landscaping works.

• Public Domain Upgrades: 10km of road resurfacing and kerb upgrading and the removal and

reinstatement of speed humps and traffic islands for the Marathon and Road Cycling Road Events, as well as significant footpath upgrades. New street furniture including seating, banner poles and public place recycling bins were installed throughout the City’s street and parks.

• Lighting and Signage: Melbourne’s parks benefited with an upgrade to lighting in key areas and an

extensive wayfinding signage program was undertaken which included permanent signs located in the main pedestrian route to the sporting precinct and 18 electronic Information Hubs.



2. Making Melbourne Run Smoothly

“There’s a great atmosphere on Melbourne’s trams, trains and buses….” Bernie Carolan, Metlink Chief Executive, The Age, 20 March

For years the Melbourne City Council has toiled with away a long term vision to link the City to the MCG

through spaces such as Federation Square and Birrarung Marr”

Architect and Urban planner Rob McGuaran says the outstanding positive of the Games was how the link from Birrarung Marr to the MCG worked as a journey - The Age 28 March 2006

Spotless Services delivered enhanced cleaning and waste services during the Games period



2. Making Melbourne Run Smoothly cont… The Commonwealth Games placed unprecedented demand on the City’s service delivery and amenities. Some 92% of the Games activity took place within the City of Melbourne municipality, and an estimated 1.9 million people passed through the parkland precinct linking the sports venues to the CBD. Consequently, CoM’s involvement in the areas of public space management and city service delivery were central to Melbourne’s overall Games effort.

Specific enhancements to service programs were necessary in a wide range of areas to cope with increased visitation and public demand whilst also maintaining current levels for residents and businesses. These programs ensured that Melbourne was clean, safe, accessible and trafficable during the Games period. In addition, a major focus for the City’s effort in was to ensure that the significant demands the Games had on Council resources did not impact negatively on the organisation’s ability to deliver ‘business as usual’ services to residents and businesses. Key Achievements –

• Enhanced cleaning and waste services were delivered: Included the provi sion of additional services in city streets and parks throughout the municipality along with the delivery of specific additional event cleaning and waste removal services throughout Games areas in the public domain;

• Waste removal and recycling targets were met: Waste removal across the city was delivered in line with the Games environment strategy, resulting in a recycling contamination level of less than 10% 19;

• Graffiti response met public expectation: Additional response capabilities were allocated in the month leading up to the Games resulting in minimal graffiti incidents across the city;

• Enhanced regulatory services were delivered: Resources and staffing levels in the areas of local laws and health services were increased to meet additional Games requirements;

• Public spaces were managed appropriately: All non-Games related permits, events and activities were coordinated to minimise conflict with Games activity whilst still maintaining a vibrant and active city;

• Games traffic and transport planning was supported: City of Melbourne engineers were involved in planning over a two year planning period, in particular ensuring the needs of local residents and businesses were represented;

• Marathon and Road Cycling road courses were delivered: The City increased parking enforcement resources and undertook extensive project planning to ensure the road race courses were clear of parked vehicles.

• Operational command and control structures were successfully implemented: Included the development of the City of Melbourne ‘Games Time Operations Manual’, implementation of an internal and external issues management structure, and the delivery of an extensive staff roster program that resulted in City of Melbourne staff represented in all key Games operations centres;

• Communications to stakeholders were facilitated: The City worked collaboratively with OCGC to deliver the comprehensive ‘Business Ready’ program to assist city based businesses, and also supported OCGC and M2006 to deliver communications to residents within the municipality; and

• Social services were increased to maintain accessibility and safety throughout the City: Included the establishment of the Melbourne Mobility Centre, development and dissemination of access related communication materials, and the development of a ‘Homelessness Protocol’.

• City ‘business as usual’ were services delivered to normal standards: Contract performance indicators for primary municipal services such as street sweeping, waste removal and infrastructure minor works were achieved throughout the Games period. Road permits and traffic management approvals progressed in accordance with required time frames.



3. Promoting Melbourne to the World

“Melbourne had never looked more colourful, never sounded more exuberant, never felt more hospitable”. John Huxley, Journalist, The Age, 28 March

Overseas and interstate visitors are delighted by the friendly welcome they have received and marvelled at the organisational skills behind an event of this size…”

Herald Sun, 20 March



3. Promoting Melbourne to the World cont… City of Melbourne was responsible for marketing the city and providing visitor information services for Melbourne. City of Melbourne’s Games time campaign was consistent with the annual Council marketing campaign which is - to position the city in the minds of residents and visitors to Melbourne as the premier destination for shopping, dining, entertainment, events, fashion and leisure activities. A number of activities were undertaken to maximise the opportunity to promote the city to local and regional visitors, as well as visitors from interstate. City of Melbourne is the major provider of Visitor Information Services in Melbourne. The Commonwealth Games provided an opportunity to capitalize on the existing systems and experience by enhancing services at Games time to cater for the 90,000 interstate and overseas tourists expected in the city at Games time. Key Achievements – • Produced and distributed a key piece of collateral marketing the city: This publication was void of

advertising and was an insider’s guide to the city and what to do over the 3 month summer (Jan-March) period;

• Worked in cooperation with the Nine Network to generate exposure for the city: Series 3 of the 30 minute TV series ‘That’s Melbourne’ was produced and run in February and March 2006. The production of a TV advertisement featuring the Lord Mayor and Livinia Nixon promoting the cultural activity in the city and was screened in prime time;

• A significant public relations campaign was delivered around the city and city-owned events: The city received unprecedented media coverage. City owned events received significant media coverage and as a result were all well attended by the public (eg. 46 positive media stories reporting on Council’s Queens Baton Relay Celebration);

• The website (thatsmelbourne.com.au) provided up to date cultural and city information: The

website was the ‘call to action’ for the campaign and had a 51% increase in visits compared to the same time last year;

• Produced 120,000 new City Strengths brochures: These brochures promote city restaurants, cafes,

bars and shops and were distributed from key locations including the Melbourne Visitor Centre;

• A comprehensive city theming program was delivered: This program included - - Roll out of $160K floral enhancement program - Extensive street banner program - Installation of large building banners in high profile locations;

• Enhanced services at the Melbourne Visitor Centre: The Centre was successfully positioned as the

key tourism information source for Games visitors, serving 96% more visitors than the same period the previous year20;

• The City Ambassador program/service was enhanced: This program serviced 37,464 visitors (bw

2000 – 3000 per day) in the streets of Melbourne, a 967% increase from same period the pervious year21; and

• Enhanced services at the Melbourne Visitor Booth in Bourke Street Mall were delivered: The

booth serviced 68,998 visitors (approx 3,700 per day) in a timely and efficient manner, a 115% increase from same period the previous year22.



4. Engaging the Community

“Melbourne does these things better in my view than any other city because there is a sense of community, cohesion and a common attitude and reaction in Melbourne like no other city….”

John Howard, Prime Minister of Australia

“Melbourne itself has morphed into a giant street festival, with 90,000 visitors and swarms of locals attending free concerts and other cultural shows in numbers far larger than organisers had expected”…

Cameron Stewart, Journalist, The Australian, 20 March

"They've done many things extremely well....I was impressed with the opening ceremony where they used

the (whole) city, rivers and buildings. Engaging the local community like that's vital". Lord Sebastian Coe, BBC Sport, 24 March 2006



4. Engaging the Community cont… One of the City of Melbourne’s most significant areas of support in respect of the Games was a $3M grant provided to deliver the Commonwealth Games River Show. The concept of the River Show was to stage a major celebration outside the MCG on the Yarra River to allow more members of the local community to have a Games experience and to deliver powerful images across the world of the Melbourne skyline, crowds, and shots highlighting the proximity of the stadium to the city. In addition, City of Melbourne was a strong supporter of the official Games cultural program – Festival Melbourne 2006. Festival Melbourne brought together performers and artists from across the globe in a program that was free to all during the Commonwealth Games. City of Melbourne also delivered a number of public events that focused on providing Council and its community with an opportunity to celebrate the Games. These events ranged in nature, were all free to the public and encouraged visitation and celebration in the heart of the City.

Key Achievements –

• Provided $3m in funding to support the River Show: The River Show showcase Melbourne to a world wide television audience and attracted a crowd of around 100,000 spectators on the opening night, and many thousands more to the nightly shows throughout the Games;

• Provided a representative to sit on the Festival Melbourne Working Group: The City provided

cultural advice and support to maximise the benefits for the city from Festival activities;

• Delivered the Sing for Water program as part of Festival Melbourne: Sing for Water was a performing arts activity that brought together various community choirs within the city;

• Delivered the ArtPlay Activity as part of Festival Melbourne: The only activity aimed at young

children, the activity attracted around 25,000 participants raising the profile of the annual ArtPlay program23;

• Council sponsored the five city live site s: These sites included Federation Square, Alexandra

Gardens, Queensbridge Square, Melbourne Museum forecourt and Waterfront City. Sponsor benefits included branding at each venue;

• Delivered a free public Indian Festival: Delivered in cooperation with the local Indian community

as part of the “Adopt- A- Second Team’ program, this event attracted over 10,000 spectators and enhanced relationships with local and overseas Indian stakeholders 24;

• Delivered the annual Moomba Parade : In conjunction with various community groups, the annual

Moomba parade was still held. The reduced format (parade only) minimised city disruption whilst also ensuring a presence for Moomba in 2006. The event attracted up to 100,000 spectators25,

• Delivered the Queens Baton Relay Celebration: A celebration was held in the heart of the city to

mark the arrival of the Queens Baton Relay to the CBD attracting around 30,000 spectators26 and significant media coverage; and

• Delivered the Post Event Parade: The parade included both athletes and volunteers, and achieved

62 positive media stories 27 reporting on the event.



5. International Partnerships and Business Benefits

“Melbourne is a city of global standing. The Games are giving us an opportunity to reach out to the world, by

promoting our strengths as a place to do business….” Melbourne Leader, 15 March

“Let the games begin. Let mighty, marvellous Melbourne show its new confident, cosmopolitan and

sophisticated self to the whole wide world” – John Hamilton, Journalist, Herald Sun, Pg 2

Visit from the His Royal Highness Prince Edward



5. International Partnerships and Business Benefits cont… The City of Melbourne has a long term commitment to establishing, developing and maintaining links with other international cities. During the Commonwealth Games, programs and events were delivered to facilitate growth and development, attract business investment and create strategic trade opportunities for the city and Council. City of Melbourne invited a number of key delegates to be hosted at Games time in an effort to foster valuable relationships. The programs included hosting domestic and international guests at sporting, cultural and business events, and where possible additional activities that encouraged them to explore Melbourne. Key Achievements –

• Council signed a Memorandum of Understanding with the Confederation of Indian Industry: This MoU will facilitate future business and trade outcomes between Council and India;

• Council signed a Letter of Intent and presented it to the Chief Minister from Delhi: This letter

will assist in developing a long term partnership between Melbourne and Delhi encouraging civic and business exchanges;

• Hosted 9 key international and domestic delegations: Guests hosted under the Games City

Program included sister cities, future Commonwealth Games host city Delhi, 2014 Commonwealth Games bidding cities and capital city Lord Mayors;

• Hosted 19 ‘City Welcome Ceremonies’ for competing Commonwealth countries: Each of the

71 competing nations was invited to attend a Games City Welcome hosted by a Councillor or Director. The Welcomes were a 30 minute greeting in the Melbourne Room, with a small amount of hospitality and the presentation of a gift from Council;

• Hosted three major civic functions to welcome key delegates to Melbourne: Functions included

a welcome for the CGF General Assembly in April 2005, Commonwealth International Sports Conference members on 10 March and a function to celebration the Opening Ceremony River Show on 15 March;

• Sponsorship of Business Club Australia: Sponsorship of this Federal and State Government

Business Benefits initiative as well as representation on the Steering Committee maximised outcomes for the City;

• Delivered the Business Club Australia Lord Mayor’s Business Breakfast: The event attracted

440 people including high level business leaders, and was the highest attended event on the Business Club Australia program28;

• Delivered the Australia India Business Exchange: This event was designed to facilitate business

exchanges between the two countries, attracting 220 seminar participants29; and

• Sponsorship of the Bio21 Science Meets Sport Networking Seminar: This event was hosted by the Bio21 Institute and attracted 70 seminar participants30.



6. Environmentally Sound Games Effort

Royal Park Wetlands Recycling Bins in Parks

"Congratulations, you have done the city proud and presented in such a way that it never looked better. The parks are green and blossoming, the rivers are glistening and the community is happy and enjoying

every minute of it." The Sunday Age, 16 March 2006

Community Planting A Carbon Neutral Melbourne

"The Commonwealth Games will be the largest waste wise event ever held, with around 1.5 million visitors expected over the two-week period'.

John Thwaites, Environment Minister, The Age 12 March 2006



6. Environmentally Sound Games Effort cont…

The Commonwealth Games brought an intensive level of activity to Melbourne. There was a significant increase in visitation, greater needs for transport and other services and additional infrastructure in city parkland. Integral to the City’s commitment to the Games was the protection of natural assets and the opportunities to utilise the Games to advance and promote environmental initiatives. One of the key mitigating factors for the resolution of these issues was the use of the skills and expertise of relevant Parks and Recreation staff in the multiple Games working groups established to plan and chart activity for the Games. In addition, Council Park Rangers were rostered over longer shifts during the Games period which provided support during the bump-in and bump-out process. The influence of Council Officers encouraged appropriate precautions to be taken, effectively minimising the impact of such a large scale event on parkland and significantly offsetting the level of reinstatement required. The City of Melbourne also supported a number of sustainable programs that will last long beyond the life of the Games, these included establishing Key Achievements - § Royal Park Wetlands: Delivery of an innovative environmental project which provides a natural habitat

for wildlife within Royal Park as well as recreational facilities for park visitors. Development of the wetlands has provided improvements to the water quality running from Moonee Ponds Creek into Port Phillip Bay, created a wetlands habitat to improve the biodiversity of Royal Park, enhanced leisure and recreation opportunities and increased the use of recycled water. The project was overseen by the City of Melbourne with funding of $5M provided by the Office of Commonwealth Games Coordination.

§ Public Place Recycling Infrastructure: Installation of 117 recycling bins in high profile CBD locations

including 36 bins installed through matched-funding, courtesy of EcoRecycle Victoria. Recycle bins were also installed in high-use parkland areas. The placement and number of these bins assisted in the overall management of recylables resulting in a waste contamination level of less than 10%.

§ Waste Management: City of Melbourne services, events and facilities linked to the Games were

compliant with EcoRecycle Victoria’s level two Waste Wise standards. A total of 55% of waste by weight (81% by volume) was diverted from landfill31.

§ Carbon-Neutral Event: City of Melbourne made a significant contribution toward carbon neutrality via

the planting of over 8,000 new trees in three years leading into the Commonwealth Games. § Savings in the City Hotels Program: 23 hotels participated in the program with a total of 4145 guest

rooms influenced – 22% of rooms available within the CoM municipality32. Significant inroads were made into more efficient waste practises with excellent results in the reduction of energy use, greenhouse gas emissions and water consumption. All participating hotels had made a commitment to reduce their waste by 20% which was well and truly achieved - a 31% average annual reduction in waste to landfill per hotel - resulting in an average annual saving per hotel of $10,000.0033.

§ Submission to the State Government Commonwealth Games Village Advisory Committee:

Through consultation and formal submission, the City of Melbourne influenced both the design of the layout of the road network, and the design of new and restored buildings on the Parkville Village site. The result was a project of high quality, integrating social housing with medium- to high-density private housing with a very high envi ronmental performance.



7. Corporate Management

CoM staff members at work

‘It was enlightening to learn about people from other places and I was pleasantly surprised to have been treated as an equal. It was a terrific and overwhelming experience.’ – John Harris, Human Resources, on volunteering in the Games City Program.

Staff Engagement Program



7. Corporate Management cont… To ensure work undertaken across City of Melbourne was coordinated and centralised, an internal management structure and process was established at Council in late 2003 and evolved as planning progressed. The Commonwealth Games planning framework was unique to any other projects undertaken by Council previously in that it was cross-corporate and driven by a temporary and independent unit. This decision was driven by senior management, in particular the Director Marketing, Tourism & Mayor Events (Director with responsibility for the Commonwealth Games). The structure provided for a whole of Council approach to planning, resulting in a cross-corporate Games budget and an organisation-wide management plan. The decision not to drive the project from within an already established branch was initially met with scepticism, however, in the final 12 - 18 month lead up to the Games, there was a significant shift in the commitment of the organisation to the project and process. A unique sense of organisational unity, engagement and pride was generated. The project provided the opportunity to individuals from a variety of branches to interact with other areas of Council, facilitating a clearer understanding of what each area is responsible for. Staff were also provided with the opportunity to be involved in other projects, assisting with the development of new skills.

Key Achievements – • Implementation of cross-corporate planning strategy: Consisted of the establishment of the

‘Commonwealth Games Unit’ – a dedicated project team, development of the ‘City Management Plan’ – organisational-wide planning document and an internal communication and planning structure.

• Appropriate budget development and responsible implementation: Council’s $30.949 million

commitment to the Games allowed the City to deliver on Games obligations. • Organisational unity was achieved: A unique sense of organisational unity, engagement and pride.

The cross-corporate approach to planning for the Games broke down internal barriers, providing the foundation for future ‘whole of organisation projects.

• External relationships were managed: Enhanced public and stakeholder perception of the ability of

City of Melbourne to deliver major events. • Opportunities for staff development were maximised: Included the implementation of process for

cross-council volunteering programs, where staff could develop skills and experience whilst having a Games experience. Also implemented several highly successful reward & recognition initiatives, including 'Team Reward', Getting into the Games', 'Staff Thank You Party' and provision of a Games vest to all staff.

• Development and delivery of a dedicated workforce management strategy: Included the

establishment of a benchmark set of workforce management principles via the ‘6 to 6’ Workforce Management Strategy’.

• Industrial disputes were mitigated: The City negotiated and signed the 2005 EBA without reference to

Commonwealth Games, hence eliminating the risk of Games-related wage/conditions disputes. Financial Performance Financials are not included in this report as the City of Melbourne is still in negotiation with the State Government regarding Games related issues.



4. MAXIMISING THE BENEFIT FOR MELBOURNE, OUR LOCAL COMMUNITY AND THE CORPORATION The whole rationale for the City of Melbourne supporting the bid to host the Commonwealth Games is linked to the fact that the Games would deliver some positive outcomes linked to the delivery of the council’s strategic objectives. Earlier in this report some of the benefits of the Games have been clearly articulated. The planning and delivery of the Games has been heralded as a great success. The challenge now facing the Council is to maximise the benefits emanating from the Games in order to help it deliver the Council Plan. The initial part of this task is to identify the benefits emanating from the hosting of the Games. The second, and perhaps more complex task, is to put in place robust arrangements to ensure that the Council maximises such identified benefits in order to help delivery of the Council Plan. It is important that the Council’s focus at this particular time is not to engage solely in a retrospective evaluation but rather maintains a forward-looking approach in order to maximise such benefits. In order to inform this approach the Council sought feedback/information in relation to the four key stakeholder groups. A: LOCAL RESIDENTS Local residents are a key stakeholder group for the City of Melbourne. It was imperative to get the views of residents in relation to specific aspects of the Council’s planning and delivery of the Games. Community Perceptions Study A survey of 500 local residents was undertaken in order to get the required information. The overwhelming conclusion from the results of the survey is that local residents felt the Games were a great success. The findings include:

• 81% of residents felt that the Commonwealth Games had left a positive legacy that would improve the quality of life for Melbourne residents

• 85% of respondents felt that Melbourne’s reputation as the events capital of Australia had been enhanced;

• 86% of respondents felt that Melbourne’s reputation as the sporting capital of Australia had been enhanced;

• 80% of respondents thought there had been improvement to the appearance of Melbourne, with 36% believing it had been a great improvement;

• 84% of respondents believed Melbourne’s profile within Australia had increased, while 79% of respondents felt that Melbourne’s international profile had been boosted;

• 80% of respondents believed there was an enhanced sense of Melbourne as a city of energy and vitality;

• 73% of respondents felt their sense of pride in the city had grown as a result of the Games; and

• 69% of respondents thought that despite the necessary road closures, city access during the Games had been good to excellent.

Key Benefits The benefits to local residents include:

• Significant capital investment resulting in a well-presented City

• Substantial investment in transport-related activity which has resulted in a more accessible city, which is easier to move around

• Improved sporting facilities which have the potential to increase usage in sport and recreational activities

• High levels of service delivery were maintained during a high intensity event

• A greater sense of civic pride and sense of belonging

• The degree of social inclusion associated with the Games has enhanced community relations in the City and confirmed Melbourne status as an “inclusive and engaging city”.



B: BUSINESS COMMUNITY The business community form a key group of stakeholders that engage with the City of Melbourne on a number of levels. The Victorian State Government, M2006 and the City of Melbourne worked together in partnership to help the Victorian businesses plan and prepare for the Commonwealth Games through the Business Ready Program. Council sought to engage with the business community on a number of occasions and create opportunities for business to benefit in both the short, medium and longer term. The outcomes identified below seek to understand some of the shorter term benefits and look for indicators that predict benefits in the long run. Business Ready Program Survey This program provided businesses with relevant information to assist planning for the Games. The survey was designed to provide feedback regarding the effectiveness of the program and an indication of any local level economic benefits that businesses realised in the short term. The feedback from the survey found that:

• those engaged in the Business Ready Program found it very effective, with almost all businesses surveyed (93%) feeling prepared for the games and taking some action to maximise benefits/minimise disruption to their business.

• 60% of actions to taken to prepare for the impact of the Games were related to operational and staffing changes and only a minimal amount related to marketing 15%.

• 24% said they increased turnover, 31% said turnover remained the same and 18% experienced a decline (the remainder 27% did not know).

• Businesses also noted some other business benefits including enhanced employee skill/knowledge, operational/process improvements, improved profile and improved business networks and were anticipating benefits from this in the longer term.

The surveys demonstrate that the Business Ready Program was very effective in preparing businesses for the Games and perhaps further work could be done to assist some organisations to leverage more from an event like this in future. It was expected prior to the games that some businesses would do very well during the Games and others not so well if they were outside Commonwealth Games activity areas, findings from the survey would be consistent with this.

Business Interviews In an effort to further understand the effects on business, Council staff interviewed 15 businesses in the CBD across a range of hospitality and retail sectors. Key comments were around:

• Most were of the opinion that major events brought more business to the city at the time of an event and some benefited from this not all, however the longer term view was that business in the CBD benefited.

• Events like the Commonwealth Games bring a different demographic to the city, this in conjunction with road closure messaging affected numbers of regular customers and hence had some negative impacts.

Civic and Other Hosting The City of Melbourne also undertook a significant program to host partners, stakeholders, business leaders and dignitaries during the Games period. These activities provided a unique opportunity for the City of Melbourne to foster improved business, cultural and sporting relationships. Ticket allocations to Games events were developed with strategic goals in mind and individuals were invited to opportunities for Council, bring businesses of mutual interest together or cement existing council relationships with key stakeholders. Many business opportunities were identified and outlined on host evaluation cards developed for the Games. More than 50 key opportunities for the city have been identified and entered into the customer relationship management system so that follow up can be undertaken in relation to outcomes from these opportunities. It should be noted that significant correspondence has been received from organisations that council works with, noting their appreciation for providing tickets and the opportunity to meet with councillors, directors and managers during the Games period. The goodwill that will be generated from these interactions is difficult to quantify, however it is anticipated that strengthening these relations with have many benefits for the city in the coming years and months. External Research A survey conducted by the Australian Hotels and Hospitality Association (AHHA) Inc identified that Melbourne hotels set new records for accommodation levels during the Games with their members having the 12 most successful days of room sales.



Spokesman for the AHA accommodation hotels, Mr Darryl Washington commented:

“The success of the Games demonstrated what can be achieved by hotels, the government, and the industry working together and why Melbourne has reinforced itself as the Events Capital of Australia”.

City of Melbourne was a key partner in the Business Club Australia program that provided over 30 business events, 3 of which were hosted by the City of Melbourne. These events included:

• networking breakfasts on key export and investment markets;

• seminars on the latest developments in sectors such as biotechnology, design, environmental technologies and advanced manufacturing:

• exhibitions showcasing Australian and Victorian industry strengths in areas like food and beverage, management and event management; and

• evening cocktail functions for the industry sectors mentioned and more. The Victorian State Government and Austrade are currently undertaking research to identify the expected value of internatiuonal and interstate trade that will be generated as part of this program. Results will be available in June 2006. State Government have commisioned KPMG to review and evaluate the economic benefits that will be derived from the games. This study is not yet complete. Key Benefits The benefits to the business community include:

• The profile of Melbourne has been significantly increased as a place to do business.

• Profile and exposure of the ability of Australian and Melbourne businesses to deliver high quality events and services has been increased.

• Business networking opportunities during the games were significant and whilst difficult to measure have the potential to generate significant business outcomes in the future.

• The impost on business throughout the city during the Games time was variable, however longer term business outcomes and increased levels of visitation are expected to be realised.

• Greater understanding has been achieved by City of Melbourne in relation to the operation of the local business community during large events and will enable council to better tailor services and assistance in future years.

The global recognition for the City has a number of benefits for the business community. The increased profile of Australian businesses and their capability to deliver has already started to increased international trade and commerce opportunities. Interest and development of strong relationships with the Confederation of Indian Industry for example would be expected to deliver a number of opportunities for Melbourne businesses to gain access into these markets. C: CITY VISITORS Also identified in council’s list of key stakeholders were visitors from local, state, national and international locations. Visitation to the city is a major driver in both financial returns for business and generating the sort of vibrant city that Melbournians have come to enjoy. Pedestrian Monitoring Program As part of its approach to evaluation the Council sought to ascertain the extent of visitor numbers to the City during the duration of the Games. In early 2006, the Council invested in a number of pedestrian activity systems to understand the number and location of pedestrians moving around the city. The system captures data about pedestrian activity at six locations across the city and provides quantitative data . The following statistics provide a clear indication that pedestrian activity increased during the period of the Commonwealth Games: • Estimates based on increased pedestrian activity, show the average weekly number of city users

increased by 90,000 from 644,000 to 734,000 (an increase of 23%).



• The 2nd week of the games showed increased pedestrian activity of between 1 - 11% and suggests that as the success of the games grew, more and more people were attracted to the city.

• On a hourly basis, the normal profile of peak and troughs was evident, the key differences were the amount of activity at all times was significantly increased and was maintained until later in the evening. (see below)

Further detail can be found at docs # 3681923

International and Interstate Visitor Survey During the development of the performance management framework, it was also identified that limited evaluation systems were in place to capture information regarding the views and perceptions of overseas and interstate visitors to Melbourne. In particular, the views of these groups in relation to presentation, access, vitality and safety of the city, the friendliness/ helpfulness of the people of Melbourne and the likelihood that visitors would leave the city as ambassadors for the visiting Melbourne.

The survey recorded very positive results, including:

• 96% said Melbourne people were friendly and helpful

• 98% said the city was well-presented

• 96% said the city had beautiful parks

• 92% said the city was easy to get around as a pedestrian

• 95% said they felt safe

• 97% said the city is vibrant and lively City of Melbourne Tourism Services The Melbourne Visitor Centre, Bourke St Booth and the City Ambassadors experienced an incredible increase in utilisation during the games and were able to deliver these services in their normal timely and professional manner. Key performance milestones are outlined below:

• Federation Square recorded its highest-ever level of visitation on Sunday 19 March, with over 6,800 visitors obtaining event and city information – an increase of 118% on the same day last year.

• During the Games period, the Melbourne Visitor Centre received 68,998 visitors compared to 32,072 for the same period last year. This totals an average percentage increase of 115%.

• For the entire Games period, the Melbourne Visitor Booth received 44,772 enquiries from visitors compared to 11,525 enquiries for this period last year. This totals an average percentage increase of 288%.

• For the duration of the Games, the City Ambassadors received a total of 28,528 requests from visitors compared to 3,159 enquiries during this time last year. This totals an average percentage increase of 803%.

• The tourist shuttle bus transported over 7,100 tourists around the city during March 2006.

Average Hourly Trend Comparison (6 Sites)Typical Wednesday vs Commonwealth Games

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500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23Hour of the Day

Counts

Wed - 15 Feb Wed - 22 Feb Wed - 15 Mar Wed - 22 Mar

Melbourne City Research

Games Opening Ceremony



External Research In other external research, preliminary findings from M2006 indicate that the target of 40,000 international visitors and 50,000 interstate arrivals for the games period is likely to be reached, generating an estimated $270 million. It is estimated that a third of tickets were sold to interstate and overseas visitors. Key Benefits Key benefits for city visitors include:

• The excellent presentation and overall performance of the City at Games time has enhanced Melbourne’s reputation as a vibrant and dynamic place to visit.

• Increased global profile will facilitate stronger delivery of key objectives identified in the Melbourne Tourism Action plan and increase tourism outcomes in the longer term.

• Results from the International and Interstate visitor survey suggest that many visitors leaving Melbourne will be fantastic ambassadors for the city, which should drive future visitation.

• The Melbourne Visitor Centre has been confirmed as a centre of excellence in relation to the provision of tourism services.

D: THE INTERNATIONAL COMMUNITY Media coverage generated by the Games was very significant and almost exclusively positive. The media coverage can effectively be segmented into Local/National and International. Local/National coverage • In Metropolitan Melbourne, 1.5 million television viewers watched the opening ceremony, with a National

total of 4 million.

• During prime time of the second week of the Games, more than half of the televisions turned on in Melbourne were tuned into the games.

• More than 500 local/national media reports (print, television and radio) were recorded of which 443 were positive, 33 neutral and 24 negative;

• Profile and public support for the Lord Mayor elevated to extraordinary levels. Some 127 positive media stories about the LM were recorded from Jan – March 2006 and;

• Public and media response to the River Show, which CoM jointly funded with the State Government, generated 127 positive media stories from March – April 2006.

International coverage Tourism Victoria is currently undertaking a Commonwealth Games global broadcast impact study. Early indications suggest that significant penetration of a positive nature was made into Melbourne’s key tourism markets. Initial indications from M2006 suggest that an international audience of 1.5 Billion viewers were watching the Games.

The final report will be available at the end of June and will provide insight into the following research areas:

• Global television audiences (numbers, locations and demographics)

• Measurement of TV brand exposure for ‘Melbourne’ and positive/negative associations with the City.

• Qualitative and quantitative press evaluation for ‘Melbourne’ in all eight key tourism markets.

Key Benefits The benefits of the Games, as portrayed to the international global community include:

• The City’s reputation as a major events venue has been enhanced – this will support Melbourne’s ability to attract future major events. This also represents a perfect springboard for the forthcoming development of the Convention Centre. Further, this recognition would also be expected to deliver increased international tourism and visitation activity in the medium and longer terms for Melbourne.

• The City’s reputation as a sporting venue has been confirmed.

• The increased profile of the Lord Mayor has enhanced the City of Melbourne’s reputation as a leading civic organisation



5. CONCLUSION The hosting of the Commonwealth Games represents a significant undertaking for any local council. The pressures on the workings of the organisation, in terms of planning, consultation, partnership working and ability to deliver are enormous. It is therefore with a sense of achievement that the Council’s contribution to the hosting of a significant event has been widely acknowledged. It is clear that the City of Melbourne contribution to the success of the Games has been significant. It is also clear from feedback from key stakeholders that the hosting of the Games has enabled the Council to take a big step forward in relation to the delivery of the Council Plan. In basic terms the hosting of the Games has confirmed Melbourne’s reputation as:

- A great place to live - A great place to do visit - A great place to do business - A great place to stage major events

The Council’s rationale for hosting the Games has been justified. After a period of only six weeks after the Games, it is clear that the range and extent of direct and associated benefits, has enabled the Council to take a major step forward in relation to the delivery of the Council Plan. The hosting of the Games has presented the Council with a plethora of opportunities. It is therefore essential that the council maintains its focus in order to maximise the benefits and opportunities emanating from the Games. The development of an Implementation Plan will enable the Council to capture the opportunities and provide the necessary degree of co-ordination and focus. Robust management and reporting arrangements will help to ensure that the benefits are maximised. The actions listed within the Implementation Plan will be incorporated into the Council’s normal business planning arrangements. The Council will continue to focus on the delivery of the Council Plan. 6. THE WAY FORWARD One of the key characteristics of any leading and effective organisation is the appetite and ability to objectively evaluate its operations in order to identify learning opportunities. The culture survey identified the need for the Council to become more effective in identifying and disseminating learning opportunities. This will enable the Council to embed the principle of continuous improvement within its operations. Implementation Plan With many outcomes from the Games potentially not realised until months and years to come, the process for the City of Melbourne extends beyond retrospective evaluation. A forward looking ‘Implementation Plan’ is in the process of being developed, an approach that aims to maximise opportunities and monitor outcomes. Key opportunities that will be explored include:

• Positioning Melbourne as a sport and event knowledge city globally. This will include developing a strategy for the transfer of City of Melbourne’s intellectual property, gained through involvement in the Games, to key international cities, and in the long term, utilise this position as an avenue to generate long term business outcomes.

• Create and leverage opportunities arising from relationship with Delhi, India. The development of an action plan is required to pursue opportunities arising from the newly established Letter of Intent with Delhi and the MoU signed with the Confederation of Indian Industry.

• Create of a cross corporate Eve nt Support Package to assist major events to understand that role and assistance available from Council - Develop a document that highlights the services and opportunities offered by all relevant Council branches (eg. Tourism Services, Marketing Support, Parks, Health Services etc)

• Develop a 5-10 year Events Strategy that considers relevant themes/areas - Coordinate a Taskforce to develop the strategy which should consider – Docklands events, on-water events, youth activities (eg. at Artplay and Signal Box) and multi-cultural events.

• Leverage the Games to the benefit the City of Melbourne as an organisation. There is a need to ensure that the City of Melbourne actively pursue the acquisition of Games related infrastructure and intellectual property from M2006 and OCGC to enhance future events and city operations. These include maps and planning documentation, event infrastructure and memorabilia.



Attachment # 1

Melbourne 2006 Commonwealth Games City of Melbourne Deliverables Summary

The following table provides a comprehensive list of City of Melbourne outputs that directly contributed to the successful staging of the 2006 Commonwealth Games.

Deliverables Specific Actions Status

1. CORPORATE MANAGEMENT AND EXTERNAL RELATIONS

External Relations Development, agreement and implementation of a three-way MoU with M2006 and OCGC Development, and implementation of an MoU with the ACGA

Ensure sound working relations with key agencies involved in the delivery of the 2006 Commonwealth Games

Successful implementation of inter-agency communication and decision making structure including the CEO’s decisions meeting and Director’s Forum.

Fully Achieved

Cross-corporate planning, including development of ‘City Mgmt Plan’ providing a template for the mgmt of the transfer of the Docklands. Regular CoM / VicUrban working party established to monitor Games activity in Docklands precinct.

Apply experiences gained through delivery of Games services to facilitate the transfer of Docklands Precinct to CoM in 2007.

Confirmation in writing of Games–related service provision to the Docklands Precinct with VicUrban.

Fully Achieved

CoM assumed lead role in pursuing local government issues with Games agencies on behalf of other cities. This included the formal response to draft ‘Commonwealth Games Arrangements Act 2001’

Quarterly Local Government Reference Group coordinated for 18 month lead in to the Games.

Ensure a ‘Greater Melbourne’ approach is taken to Games planning

“Lessons from Sydney 2000” Workshop s taged for metropolitan Councils in June 2004.

Fully Achieved

Corporate Management Successful establishment and performance of the ‘Commonwealth Games Unit’. Implementation of the internal management structure including:

- Internal Taskforce - Project Control Group (Operations) - Project Control Group (Special Projects)

Ensure City of Melbourne planning for the 2006 Commonwealth Games is coordinated and centralised to enable best possible outcome for the City.

Delivery of the ‘City Management Plan’ – comprehensive cross-corporate internal planning document.

Fully Achieved

Council, Committee or Councillor Forum approval sought for the following key documents/projects:

- Preliminary Games Budget (March 03) - MoU with ACGA (Apr 2004) - Final Games Budget (June 05) - MoU with M2006/OCGC (July 05) - Benefits/ Legacy Plan (Aug 05) - City Management Plan (Feb 06) - Preliminary Evaluation report (Mar 06)

Director MT&ME (Director responsible for Commonwealth Games) informed of all emerging issues via regular WIP meetings.

Ensure all Commonwealth Games projects and activities undertaken are planned and delivered in a trans parent and accountable manner and in-line with Council approval processes.

Chief Executive informed of all emerging issues and opportunities via weekly CG’s work in progress meetings.

Fully Achieved

Financial Management

Develop and implement a budget that contributes to the success of the Games and maximizes benefits for CoM and the local community

The City of Melbourne’s Commonwealth Games budget of $30,949,000 allowed the City to deliver on all Games obligations.

Fully Achieved




2. PUBLIC DOMAIN OPERATIONS

Public Space Co-ordination

CoM represented across the Games delivery agencies in public domain working groups for a period of two years prior to the Games.

Manage public open spaces in accordance with the requirements of the Crown Land Reserves Act or the Commonwealth Games Arrangements Act 2001.

CoM provided detailed advice and input to required amendments to the CGAA.

Fully Achieved

CoM interests represented in the Games planning phase in multiple working groups convened by OCGC. CoM Park Rangers on site during the bump-in and bump-out phases. Parks and Recreation working group met on a fortnightly basis to address and deal with issues as they arose.

Ensure that damage to public open spaces is minimised in the lead up to the event and in the bump-out period afterwards.

CoM represented on reinstatement working groups co-convened by CoM, OCGC and M2006.

Fully Achieved

Detailed designs produced using Games palette and themes. All park floral beds and approx 200 floral crates planted and installed throughout the city for six weeks over the Games period.

Contribute to City presentation for the Games with the provision of a decorative floral bed and crate display program for the CBD and parklands .

All beds and crates maintained to an exceptionally high standard during the Games.

Fully Achieved

Concurrent Events and Bookings working group established to manage process. Management Plan produced.

Ensure events impacted by Games activity are rescheduled or relocated with minimal impact to event. Where necessary, impacted events managed on a one to one

basis with event managers.

Fully Achieved

City Services

Customary cleaning and waste removal services provided by current contractors in city streets and parks enhanced for a six week period pre, during and post Games. CoM staff worked intensively with OCGC on planning for the provision of the services for the Games period and represented the City in all working groups as well as on a one to one basis. Responsibility Matrix and Service Scope produced in order to lock in levels and standards required. Service Specification produced by CoM in consultation with OCGC.

Games experience for all visitors, customer groups and stakeholders is enhanced with a consistent standard of cleanliness.

Service provider demonstrated high levels of flexibility and exceeded obligations during Games period, producing outstanding results.

Exceeded Expectations

Graffiti within the CBD and main event footprint all but eradicated via an intensive pre-Games clean. An augmented cleaning and graffiti maintenance program scheduled and delivered during the Games period.

Games experience for all visitors, customer groups and stakeholders is enhanced with Graffiti levels in the City reduced prior to the Games and resurgent graffiti removed quickly and efficiently.

Instant response graffiti ‘swat team’ on call for emergency graffiti removal.

Fully Achieved

CoM representation on co-convened Reinstatement Working Group. Pre and post event condition reports produced.

Damage to parkland and assets minimised and venues returned to original as soon as practicable after the Games. Desired program of reinstatement produced in accordance with

levels of damage and timing requirements for upcoming use of parkland.

Substantially Achieved

Permits and approvals

Develop Permit Approvals Management Strategy.

Permit group involving OCCG / M2006 and CoM operational for 6 months prior to the Games .

Fully Achieved

Ensure residential access to relevant Parking permits .

Permit team geared up for additional workloads in the weeks prior to the Games .

Fully Achieved

Permit group established. Minimise conflict between Games Activity and other CoM permitted Events or promotions .

Lines of communication established between CoM Events and Commonwealth Games teams.

Fully Achieved



Deliverables Specific Actions Status Full audit of high profile locations conducted. Regulatory action taken to ensure presentation standards were upheld.

Ensure the best possible presentation of City Building sites during the Games period.

Direct correspondence from Lord Mayor to identified Building owners to encourage general clean up.

Fully Achieved

Games time Busking fact sheet developed.

Successful Management of Busking during Games .

Consultation with a number of Busking groups regarding games time activity.

Substantially achieved

Management of Existing Food Vendor permits effected by Games activity.

Collaboration with OCGC regarding communication with and relocation of effected traders .

Substantially achieved

Permit process developed with OCGC and M2006. Development of process for the issuing of filming permits for Rights and Non Rights Holding Media outlets .

CoM played significant role in encouraging development of similar procedures by OCGC for within Games Areas.

Fully Achieved

Regulatory Services

1850 Food businesses inspected in the 6 months prior to the Games .

Health. Pre Games – ensure all Food premises in CoM comply with relevant regulations .

Follow up inspections of any venues that initially failed to meet requirements .

Fully Achieved

303 inspections of food premises, and 97 food samples tested from Games outlets (including Village, venues and Public Domain).

Health. During Games – ensure all Games related food premises comply with relevant regulations .

Quick and efficient response to the one major issue identified (incorrect storage of food at major public Domain outlet).

Fully Achieved

Local Laws. Promote acceptable standards of behaviour in Public Spaces .

Additional officers worked an additional 1100 hours to increase usual coverage throughout the municipality.

Fully Achieved

Parking Enforcement – High level of compliance with parking restrictions across the municipality.

Additional officers worked an additional 1593 hours to increase usual coverage throughout the municipality.


Parking Enforcement – Clearance of Field of Play of all parked vehicles prior to Road Events.

Specific teams of Enforcement officers and back up resources (Tow Trucks etc) allocated to this specific task.

Fully Achieved

Road Races

CoM delivered all cleaning and waste removal services for the Test Event, including road sweeping. CoM delivered required upgrades and capital works to circuit as required.

Assist in the delivery of the Road Cycling Test Event on 28 / 29 January 2006.

Lessons learned applied to actual Games event.

Fully Achieved

Impacts on residents and businesses located within the Marathon and Road Cycling Race circuits minimised.

CoM contributed extensively to Communications and Traffic Management planning. More detail in applicable chapters.

Fully Achieved

Cleaning and waste removal services provided to all areas within the municipality before, during and after event. Areas within City of Yarra cleaned and maintained as required.

Spectator Viewing Areas and FOP requirements met for the Marathon Road Event.

All capital works and general upgrades delivered on time prior to event and reinstated after event.

Fully Achieved

Cleaning and waste removal services provided to all areas within the municipality before, during and after event.

Spectator Viewing Areas and FOP requirements met for the Road Cycling Road Event. All capital works and general upgrades delivered on time prior to

event and reinstated after event.

Fully Achieved

3. TRAFFIC AND TRANSPORT Numerous alterations made to OCGC plans based on CoM recommendations .

Provide input to Traffic Plans to maximize safety, and minimize impact of the games .

CoM well represented on Traffic Working Groups prior to the Games .

Fully Achieved



Deliverables Specific Actions Status Allocate sufficient internal resources to cope with the demands of Games planning.

Full time traffic engineers allocated to games tasks from 6 months prior to Games .

Fully Achieved

Represent the needs of residents and businesses during Games planning.

CoM utilized attendance at working groups, and feedback on working documents to ensure local interests were protected.

Fully Achieved

Implement deterrent strategy in residential areas to protect residential parking.

Procedures introduced on recommendation from CoM proved extremely successful.

Fully Achieved

4. EVENT COMMAND, CONTROL AND SECURITY Assist in ensuring that a coordinated approach is established for the management of Emergency Services during the event.

Attendance by CoM at Emergency Service Working group for 2 years prior to the Games .


Full rosters developed, involving 20 staff covering 4 roles for up to 18 hours a day.

Ensure appropriate CoM staff are rostered on to duty in the PDOC, TTOC and GOC centres for the duration of the Games .

All involved staff undertook thorough training and briefing sessions prior to the Games

Fully Achieved

Production of Games time operations Manual, outlining contact protocols and procedures for the CoM C3 structure.

Manual complete and distributed one week prior to commencement of C3 programs.

Fully Achieved

All staff on duty in operations centres produced Daily ‘shift reports’ which were then collated into single report.

Ongoing ‘incident logs’ kept in all centres to track escalation of relevant issues .

Procedure developed for the daily briefing of Senior staff on all Games matters .

Daily ‘Directors Forum’ meetings, and specific briefings held throughout the Games.

Fully Achieved

CoM NYE celebrations used extensively as an OCGC test event.

Table top exercised conducted with relevant work areas to discuss actions and communications protocols .

Games Time Operational plans tested in relevant environment pre-games .

CoM participation in OCGC Operations Centre simulation exercise.

Partially Achieved. (due to limited opportunities to interact with Games procedures pre event)

Ensure that risk assessments conducted adequately cover CoM interests through the Games .

Full risk assessment exercise conducted with Managers and Directors in June 2005.

Fully Achieved

Additional Security Staff rostered on for TH management.

Ensure the Security of CoM staff, visitors and Assets during the Games period. Specific plans developed for TH access and events .

Fully Achieved

5. CAPITAL WORKS PROGRAM

Major Projects

Bourke Street Mall Redevelopment completed. Fully Achieved Queensbridge Square – development of new City event space. Fully Achieved Sandridge Bridge – redevelopment of the bridge and the installation of the ‘Travellers’.

Fully Achieved Queensbridge Precinct Redevelopment

Northbank – redevelopment of link between Sandridge Bridge and Flinders Street Station.

Fully Achieved

Royal Park Wetlands Development of the wetlands has provided improvements to the water quality running from Moonee Ponds Creek into Port Phillip Bay, enhanced recreation opportunities and increased the use of recycled water.

Fully Achieved

Upgrading to Lighting in Yarra Park

Major upgrading program funded by OCGC delivered by CoM within budget and on time.

Fully Achieved

Piazza Italia in Argyle Square New development of a public space completed and made available prior to the Games in the Carlton tourist precinct.

Fully Achieved




Refurbishment of Princes Bridge

Refurbishment, corrosion control and repainting of heritage listed bridge in the heart of Melbourne completed.

Fully Achieved

MCG / Yarra Park Interface Communication of issues relating to any impacts on stakeholders, businesses and residents in the Yarra Park / Jolimont areas.

Fully Achieved

General Presentation Upgrades

Elizabeth Street Streetscape Improvements

Bluestone paving fully installed on the eastern side of Elizabeth Street from Flinders Street to Lonsdale Street.

Fully Achieved

Flinders Street Streetscape Improvements

Bluestone paving fully installed in Flinders Street between Swanston Street and Degraves Place.

Fully Achieved

China Town Plaza Refurbishment

Refurbishm ent of Arch, upgrades to landscaping repaving of Plaza, general streetscape improvements and installation of catenery lighting.

Fully Achieved

Northern Gateway Swanston Street

Construction of northern gateway into City and enhancement of public open space.

Fully Achieved

Hardware Street Streetscape Upgrading

Enhancement of Hardware Lane tourist precinct. Fully Achieved

Bourke Street Tree Lighting Tree lighting installed in the section of Bourke Street between Spring Street and Exhibition Street.

Fully Achieved

Melbourne Visitor Centre Enhancements and Tourism Services Redevelopment

Refurbishment of Melbourne Visitor Centre and mobile Information Booths.

Fully Achieved

Boathouse Drive Improvement Works

Reconstruction of Boathouse Drive including footpath along Yarra River. These works also included required upgrades for Road Cycling Event.

Fully Achieved

Queen Victoria Garden Pathway Works

New pathway along Northern side of Linlithgow Avenue from Lady Janet Clarke Rotunda to Alexandra Avenue

Fully Achieved

Royal Park Improvement Works

New footpath along zoo wall between sealed car park and Zoo entrance and new pathway from Royal park Station for SNHC tram crossing including new lighting.

Fully Achieved

Lighting, Banner Poles & Wayfinding Signage

Public Lighting enhanced along main pathways in parks and gardens, new banner poles installed to maximise theming opportunities and wayfinding signage installed to assist pedestrian movements to and from key Games venues and city landmarks.

Fully Achieved

Road Races and Public Domain Upgrades

Deliver necessary works for the Road Cycling Event in the King’s Domain.

Upgrades to roads, kerbs and footpaths, removal and reinstatement of traffic islands etc where necessary.

Fully Achieved

Deliver necessary works for the Marathon Event within the CoM municipality.

Upgrades to roads, kerbs and footpaths where necessary. Fully Achieved

6. MARKETING THE CITY

Marketing the City

A key piece of collateral (Summer Guide) was developed for the 3 month period (Jan – March) that profiles city businesses and events – distribution 120,000. A 30 second television advertisement featuring Lord Mayor and Livinia Nixon running across 3 weeks, receiving good coverage on Channel Nine in peak times. Produced 3 TV specials on the Nine Network as part of the That’s Melbourne series – attracting over 450,000 viewers34. Publication of 120,000 new City Strengths brochures outlining city restaurants, cafes, bars and shops.

Contributed and reviewed content about the city in other key pieces of collateral (eg. Herald Sun Summer Guide distribution 650,000, Official Visitors Guide, Explore Australia etc)

Delivery of a multifaceted marketing campaign that promoted a wide range of City experiences to maximize visits and commercial return, whilst continuing to enhance public perception of the City and stakeholder satisfaction.

Leveraged good relationships with media outlets resulting in solid advertising campaigns and unprecedented PR for the city and city – owned events.

Fully Achieved



Deliverables Specific Actions Status Ensured that the banner program was comprehensively used by the Games and that additional building wraps were installed. Ensured that ‘thatsmelbourne.com.au’ contained current Games information.

Provided M2006 with a list of the opportunities for city based sponsor promotions.

Visitor Services

Increased the number of shifts at the Melbourne Visitor Centre. Ensured that stocks of collateral were at maximum levels at the Melbourne Visitor Centre.

Provided OCGC with access to well presented portable information booths to distribute Games information.

Increased the number of shifts and broadened the location of the City Ambassador Program.

Increased the regularity of distribution of collateral to the Melbourne Visitor Booth.

To enhance the visitor services program to cater for the 90,000 tourists expected in the CBD during Games time,

Cross trained volunteers and Information Officers so that they were capable of working in more than one program including the Cruise Ship Greeters program.


To provide product and industry training to other parties involved in the Games.

Delivered 2 hour training sessions to Games volunteers in tourism related roles.

Fully Achieved

Provided Human Resources to staff the desk in conjunction with Tourism Victoria.

To service accredited media in the Main Press Centre through the provision of tourism information. Provided comprehensive tourism collateral and access to an up-to-

date portal containing visitor information.


7. MEDIA AND COMMUNICATIONS

Media Management

Development and dissemination of 52 positive media stories from March 2004 – April 2006. Delivery of comprehensive media briefing on CoM’s role in the Games on 7.03.06. Compilation of (“getting the city ready for the Games”) Video News Release and distribution to key local, interstate and international media. Comprehensive list of camera beauty shot locations and story ideas promoting Melbourne developed and distributed to local, interstate and international media. Development of omnibus diary for LM to ensure appropriate representation at Games events and activities.

Prepare and deliver proactive media opportunities to promote Melbourne and CoM’s important role in the Games.

Melbourne/Victoria promotional collateral represented at Main Press Centre.


Media Office provided responses to 64 Games related media enquiries from April 05 – April 06.

Media handling briefs prepared ahead of Games to manage potential Games -time media issues.

CoM representation at 6am daily Games Communication Centre meetings during the Games.

Prepare for and manage arising media issues.

CoM participation on regular media working groups with media staff from OCGC, M2006 and DPC.

Fully Achieved




External Stakeholder Communications Preparation and distribution of: - 5000 glossy brochures which summarised City of Melbourne’s contribution to the Games; and - 7x one-page fact sheets (5000 of each) which provided further detail about Council’s involvement in the Games.

Total of 18 editions of the electronic bulletin coordinated and distributed to key external stakeholders.

Games related article in every edition of ‘Melbourne Business’ from Sep 05 - April 06.

Games related article in every edition of ‘Melbourne News’ from Nov 05 and Mar 06. Frontline – extended operating hours delivered from 4 - 26 March.

Promote the role of CoM in planning and delivering the Games to all stakeholders

Series of messages on hold before and during the Games promoting CoM’s Games initiatives.

Fully Achieved

Assisted OCGC in the collation, publication and dissemination (of 5000 hard copy kits and 1000 CD-ROM) of the Business Ready Kit in the following formats: internet download, CD-ROM and hard copy. Delivered Business Ready advertising campaign (including radio and print) to promote forums.

Delivery of 5 Business Ready forums: 3 forums in November 2005 – 280 businesses represented 2 forums in February 2006 – 720 business represented

Provide CoM businesses and with information to assists them to manage the impacts and opportunities presented by the Games

Facilitated delivery of industry or location specific briefings to businesses, e.g. Southbank Traders, Crown entertainment and Casino management and traders etc…

Fully Achieved

Warming up for the Games – Letter to all local schools, letter box drop in local area of event. Queens Baton Relay Street Party Forum - 35 businesses represented.

Communicate the impacts of CoM-owned and managed Games -related events

Post Event Parade – notification to impacted businesses and residents.

Fully Achieved

Assisted State Government with preparation and delivery of a $1.8m campaign involving daily road closure updates in Herald Sun and The Age.

Keep local residents informed about opportunities and challenges presented by the Games, and encouraging them to participate. Facilitated delivery of the following Games publications:

- Commonwealth Games Community Update (140,000 copies) sent to every resident and business across the municipality in mid-December 2005. - A total of 250,000 CBD community guides, newsletters, information updates, direct mail outs and fact sheets to residents.

Fully Achieved

Internal Stakeholder Communications

Promote the role of CoM in planning and delivery of the Games to Council and senior mgmt.

Investment and Benefits Summary Document – This document was included in the City Management Plan following it’s preparation as a stand alone document which communicated City of Melbourne financial contribution to the Games.

Fully Achieved

Delivery of Staff Engagement Program – Some of the key activities included staff competitions, interactive activities, a ‘countdown’ to the Games and staff interviews.

Generate excitement, get staff involved and promote the role of CoM in the delivery of the Games. Staff Fast Facts Guide – A information guide was prepared and

distributed in February 2006 to all staff. It contained key information about the sporting and cultural programs, information for personal use and answers to public enquiry.

Fully Achieved



Deliverables Specific Actions Status CoMWeb / CoMUpdate- Regular articles and information on this page in the twelve months leading up to the Commonwealth Games. CoMmunity – Quarterly staff magazine with1000 copies. Commonwealth Games articles featured in August and November 05 and January 06 editions. Specific Departmental Briefings and Forums – Approximate/y 20 various work areas were briefed on the Games.

Daily bulletin – A daily electronic bulletin was prepared for staff during the Games period (14th March – 26th March).

8. PUBLIC EVENTS PROGRAM

CoM Supported Events Provided $3M of funding support to the River Show. To showcase Melbourne to a

world wide television audience through the River Show celebration and engage as many spectators as possible.

Provision of marketing and communications support.


Representation by Council on the Cultural Program Working Group. Delivered the ArtPlay program in Alexandra Gardens. Delivered of the Sing for Water program. Provided marketing and communications support of the program (refer chapter 6). Coordinate the 2006 Arts Grants Program to compliment the Festival Melbourne program.

To support the overall development and delivery of the Festival Melbourne program.

Provided sponsorship funds to the 5 live sites located within Council’s boundaries


CoM Owned Events Delivered a high quality participation activity at ‘Warming Up for the Games’ on 20 Nov.

Delivered a high quality, well attended ‘Indian Festival’ under the Adopt A Second Team initiative on 11 March.

Delivered a unique public celebration to welcome the ‘Queens Baton Relay’ to the city on 14 March.

Delivered an Athlete and Volunteers Post Event Parade on 27 March.

Deliver a number of high quality, free public events that activate the city in the lead up to and during Games time.

Delivered a colorful Moomba Parade on Monday 13 March 2006 including a Pre-Parade stakeholder function for 80 attendees - including Consular Generals, local municipality Mayors, CoM Councillors, VIP guests and families.


9. PUBLIC ART PROGRAM Delivered Travellers on time for the 12 March launch. Delivered the sound project on Yarra Park Pedestrian Link time.

To create at least three new public arts projects in key areas of the City.

Delivered stage 1 of Common Ground prior to the Games, with stage 2 deliberately delayed until Reconciliation Week

Fully Achieved

10. CIVIC PROGRAMS AND FUNCTIONS To deliver programs that will create and strengthen domestic and international relationships and consolidate Melbourne’s position as a leader in local government.

Purchased a number of tickets to the Games and developed and implemented a strategic hosting program for local, interstate and overseas business partners.

Fully Achieved



Deliverables Specific Actions Status Extended invitations to key international and domestic partners which resulting in 9 delegations being hosted under the Games City Program. Signed a ‘letter of intent’ with the Chief Minister from Delhi to foster future business exchange. Extended invitations to all 70 competing nations to a ‘City Welcome Ceremony’ which resulted in 19 actual ceremonies. Lord Mayor conducted an additional 5 courtesy meetings with key international partners.

Council’s capabilities as an event city were demonstrated through participation in the Observer Program and other related activities.

To maximize the usage of the Town Hall function rooms during Games time.

Financially achieved $20,000 over anticipated budget for the month of March.

Fully Achieved

Successfully hosted a function for delegates involved in the 2050 CGF General Assembly involving 130 people. Sponsored the Australian Team Reception held at the Town Hall on 13 March. Successfully delivered a cocktail function for 350 people involved in the 2006 Commonwealth International Sports Conference.

Deliver a number of high quality receptions to welcome key delegates to Melbourne and promote Melbourne’s role in the Games.

Successful hosted a function at Zinc for 250 people to celebration the Opening Ceremony River Show on 15 March.

Fully Achieved

11. BUSINESS AND TRADE DEVELOPMENT Representation on the Business Club Australia (BCA) Steering Committee. Financial sponsor of Business Club Australia. Delivered a business breakfast (linked with BCA) hosted by the Lord Mayor that attracted 440 guests. Delivered the Australian India Business Exchange which attracted 220 people. Including signing of a MoU with the Confederation of Indian Industry (ref docs # 3679933). Funding partner of the Bio21 Science Meets Sport seminar hosted by the Bio21 Institute and attended by 70 people.

To create long term business connections and develop international trade outcomes through Business Club Australia and supporting events

Contributed to the list of invitees for the Global Industry Leaders Program.


12. SOCIAL IMPACTS ON THE CITY Ensure the Melbourne Mobility Centre is open and publicised in time for the Games

Melbourne Mobili ty Centre was opened on 28th December 2005. A fact sheet detailing the location and services available at the service was widely distributed prior to the Games.

Fully Achieved

To ensure that adequate number of access resources (collateral) was printed and made available during the Games

Updated and distributed hard copy and web-based copy of the following access publications: -CBD Mobility Map, City Eating – An Access Guide 2006, Accessing Melbourne.

Fully Achieved

Introduction of Key reference Cards and Syringe management Hotline Cards with information about support services.

5000 cards produced and distributed to stakeholders prior to the Games

Fully Achieved

Facilitate the development of a homelessness protocol and fact sheet.

In partnership with DHS, develop a Victorian homelessness protocol, fact sheet and information booklets.

Fully Achieved

Upgrade signage at Safe City Taxi Ranks

Signage upgraded in time for the Games. Fully Achieved

Ensure service planning strategies are in place for the continued delivery of essential services during the Commonwealth Games period.

Development of comprehensive communication strategy for clients, service providers and key stakeholders including additional supports for staff, additional equipment for direct care staff, additional customer service staff. Development of a service protocol for Aged Care staff.

Fully Achieved




13. ENVIRONMENT PROGRAMS Service Hubs managed as Waste Wise Events

Contamination to recycling waste minimised and waste streams managed efficiently and effectively.

Fully Achieved

Waste Wise planning incorporated into event plan. CoM Games Associated Events managed as Waste Wise Events

Template established for effective waste management practices future events.


Greening Events ‘Good Clean Fun’ Strategy

Set benchmarks and developed implementation strategies for future delivery of more eco-friendly events to be held in the city.


Permanent Public Place Recycling Program

Installed PPR Bins in key areas throughout the CBD and City Parks

Fully Achieved

Savings in the City Hotels Program

23 hotels participated in the program - 22% of available rooms in CoM. 31% average annual reduction of waste to landfill per hotel.

Fully Achieved

14. WORKFORCE MANAGEMENT Planning for the retention of intellectual property.

Succession planning tool & process - Design & rollout of succession tool specifically for needs of Games managers.


Industry partnerships - Establishment of recruitment partnerships with Swinburne University & Parks Victoria.

Utilise the Games to maximise recruitment and selection

Leveraging CoM’s involvement in Commonwealth Games - Promoting CoM’s Games involvement to attract quality candidates to ‘hard-to-fill’ roles.

Fully Achieved

Games vest - Design, manufacture & distribution of Games vest. Team Rewards Program - Delivery of team reward program post Games to allow managers to reward team efforts.

Appropriately recognise and reward the efforts of staff

Staff Thank You Party - Delivery of staff thank you party at the MCG for all CoM (payroll staff).


Leave planning tool - Drafted & released document/tool regarding leave management.

Assist business unit managers identify, understand and confront leave management issues concerning their own business units and staff

Regular reinforcement of leave management at PCG meetings as well as periodic individual manager meetings

Fully Achieved

Create a Staff Common Room at Games time to encourage staff to enjoy the Games.

Use of Kulin Room - Conversion of Kulin Room to Common room by provision of furniture, decorations, Games guides, big screen TV, vending machines, tea & coffee making facilities.

Fully Achieved

Job descriptions - Proper job descriptions devised for each role.

Recruitment - Specific to recruitment of staff volunteers devised.

Roles advertised via HR recruitment website & CoM update.

Successfully fulfil the recruitment requirements of programs requiring volunteers without the need to pay for agency staff, or severely disrupt CoM’s business activity Lunchtime briefing delivered to interested parties.

Fully Achieved

Scope out potential for OHS issues to arise by determining workplace impacts of Games effort (see section 14.2) through series of management consultations.

OHS - Minimise accidents and incidents occurring as a direct result of Games activities.

Assess OHS risk through involvement with volunteer programs, & designing role descriptions accordingly.

Fully Achieved

Series of 1:1 meetings conducted with impacted managers.

Sydney & Manchester Ga mes impacts reviewed & involved individuals consulted.

Identify work areas that may require staff to alter work practices or working conditions at Games time. Key external agencies consulted.

Fully Achieved

Trainees - Placement of 2 Games related trainees via ‘Ready Event Go’ program.

Consider alternative employment initiatives to ensure all Games related roles are successfully filled.

Industry partnerships: establishment of 2 successful industry partnerships.

Fully Achieved

Accreditation system developed for CoM staff and contractors.

Access and accreditation passes issued to workforce prior to Games.

Fully Achieved

Games Time Diary Management CoM staff represented at all committed occasions/events. Staff were appropriately matched with guests of the hosting program.

To ensure CoM is appropriately represented at Games related events, functions and meetings.

Equal opportunities for LM, Crs, CE and Drs to maximise opportunities at key Games related functions

Fully Achieved



REFERENCES 1 Melbourne 2006 Commonwealth Games 2 CoM Residents Survey, March/April 2006 3 CoM Interstate and Overseas Visitors Survey, April 2006 4 Feedback from Australian Hotel Association to Melbourne 2006 Visitor Services Reference Group 5 CoM Residents Survey, March/April 2006 6 CoM Residents Survey, March/April 2006 7 CoM Interstate and Overseas Visitors Survey, April 2006 8 CoM Residents Survey, March/April 2006 9 CoM Interstate and Overseas Visitors Survey, April 2006 10 Estimates supplied by OCGC, Public Domain Operations Centre, March 2006 11 Statistics supplied by CoM, Media via Media Monitors, April 2006 12 Supplied by Melbourne Visitor Centre Management, March 2006 13 CoM Commonwealth Games Pedestrian Activity Analysis, City Research, March 2006 14 Estimates supplied by OCGC, Public Domain Operations Centre, March 2006 15 Estimates supplied by CoM, Events Melbourne, March 2006 16 CoM Residents Survey, March/April 2006 17 Statistics supplied by CoM, Media via Media Monitors, March 2006 18 Estimates supplied by OCGC, 2004 19 Figures supplied by Spotless Facilities Management and KSM, May 2006 20 Figures supplied by CoM, Tourism Melbourne, March 2006 21 Figures supplied by CoM,Tourism Melbourne, March 2006 22 Figures supplied by CoM, Tourism Melbourne, March 2006 23 Figures supplied by ArtPlay Progam Coordinator, March 2006 24 Estimates supplied by CoM, Events Melbourne, March 2006 25 Figures supplied by CoM, Moomba Waterfest, March 2006 26 Estimates supplied by CoM, Events Melbourne, March 2006 27 Statistics supplied by CoM, Media via Media Monitors, March 2006 28 Estimates supplied by CoM, Business Melbourne, March 2006 29 Estimates supplied by CoM, Business Melbourne, March 2006 30 Figures supplied by Bio21 Institute, The University of Melbourne, March 2006 31 Figures supplied by Spotless Facilities Management and KSM, March 2006 32 Commonwealth Games Environmental Report Card – May 2006, March 2006 33 Commonwealth Games Environmental Report Card – May 2006, March 2006 34 Nine Network, March 2006

Agenda Item 6.1 Council

30 May 2006

FINANCE ATTACHMENT

COMMONWEALTH GAMES EVAULATION REPORT

Financials are not included in this report, as the City of Melbourne is still in negotiation with the State Government regarding Games related issues.

Joe Groher Manager Financial Services

Agenda Item 6.1 Council

30 May 2006

LEGAL ATTACHMENT

COMMONWEALTH GAMES EVALUATION REPORT

No direct legal issues arise from the recommendation to the report. Legal advice will continue to be provided as required on matters relating to the Commonwealth Games, including initiatives arising from the post games implementation plan.

Kim Wood Manager Legal Services

Documents

COMMONWEALTH GAMES E VALUATION REPORT...Games 5 Background The 2006 Commonwealth Games 23. In March 2006, Melbourne hosted over 90,000 international visitors, 4,500 athletes and 3,500