ATTACHMENTS TO VARIOUS REPORTS FINANCE & …

DOC14/97924

ATTACHMENTS TO VARIOUS REPORTS

FINANCE & ADMINISTRATION COMMITTEE

MONDAY 8 DECEMBER 2014

ATTACHMENT TO FAC 7B – 12/2014

ALBURYCITY 2013/2014 ANNUAL REPORT

ATTACHMENT 1

AlburyCity Annual Report 2013/2014 print version final

ANNUAL REPORT2013–2014

AlburyCity ANNUAL REPORT 2013–2014 2

table Of cOntents

cOmmunity visiOn – ALBURY 2030 . . . 3

alburycity visiOn . . . . . . . . . . . . . . . . . 3

Our values . . . . . . . . . . . . . . . . . . . . . . . 3

Our guiding PrinciPles . . . . . . . . . . . . 3

future directiOns . . . . . . . . . . . . . . . . . 4

message frOm the mayOr and . . . . . . 5general manager

1 OverviewAbout our city . . . . . . . . . . . . . . . . . . . . . . . . . . . 6About our Council . . . . . . . . . . . . . . . . . . . . . . . . 6Council membership . . . . . . . . . . . . . . . . . . . . . . 7Council organisational structure . . . . . . . . . . . . 8Council committees . . . . . . . . . . . . . . . . . . . . . . 9Council meetings . . . . . . . . . . . . . . . . . . . . . . . 10

2 PerfOrmance rePOrtReporting against strategic directions . . . . . . 12

� A Growing Economy . . . . . . . . . . . . . . . . . . . . . 13� An Enhanced Natural Environment . . . . . . . . . 25 � A Caring Community . . . . . . . . . . . . . . . . . . . . 30� A Leading Community . . . . . . . . . . . . . . . . . . . 42

Sustainability and the environment . . . . . . . . 47

3 Our managementManagement structure . . . . . . . . . . . . . . . . . . 48Mayoral and councillor fees and expenses . . 48Overseas travel . . . . . . . . . . . . . . . . . . . . . . . . 48Senior staff remuneration . . . . . . . . . . . . . . . . 48Human resources activities . . . . . . . . . . . . . . . 48Equal employment opportunity . . . . . . . . . . . 49Work health and safety . . . . . . . . . . . . . . . . . . 49

4 Our accOuntabilityGovernment Information (Public Access) . . . . 50Act report

Public Interest Disclosure Annual Report . . . . 50Swimming Pools Act (1992) Report . . . . . . . . . 50Competitive neutrality principles . . . . . . . . . . . 51Comparative information . . . . . . . . . . . . . . . . . 51Community engagement activity . . . . . . . . . . . 52Representation on regional forums . . . . . . . . 54Section 508A Special Variation to Rates report 54Service and Efficiency Review program . . . . . . 57Details of each contract over $150,000 awarded by Council during 2013–2014 . . . . . 58Legal issues completed . . . . . . . . . . . . . . . . . . 59External bodies exercising delegated functions 59Contributions and donations to community organisations . . . . . . . . . . . . . . . . 60Controlling interests in companies . . . . . . . . . 60Section 355 Committees . . . . . . . . . . . . . . . . . 60Joint ventures . . . . . . . . . . . . . . . . . . . . . . . . . . 61Work carried out on private land . . . . . . . . . . . 61Responsible pet ownership and therequirements of the NSW Companion Animals Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Data collection return for companion animals 2013–2014 . . . . . . . . . . . 62Off-leash areas . . . . . . . . . . . . . . . . . . . . . . . . . 62Audited Financial Statements for the year ended 30 June 2014 . . . . . . . . . . . . . . . . . 62


Our visiOn

alburycity visionThe AlburyCity corporate vision is a vision for theorganisation. The vision, along with the values andguiding principles, provides direction for AlburyCityin working towards the achievement of theoutcomes within Albury 2030. AlburyCity staff canuse the vision, alongside the community priorities,to guide their daily work.

alburycity – vibrant, rewarding and community focused.

Our valuesworking together – We respect, listen to and valuethe contributions of others and celebrate ourachievements.

integrity – We are trustworthy, honest,accountable, open and consistent in all that we do

courage and Passion – We are enthusiastic andhave the confidence to speak up for the bettermentof AlburyCity and the community

innovation – We seek to increase our knowledgethrough new ideas and continuous improvement

loyalty – We are supportive of others andcommitted to AlburyCity and the community

Our guiding principles• Red carpet not red tape – we treat people asvalued customers, streamline systems, listen andrespond to community needs

• We listen to our employees, value and recognisetheir contributions

• Sustainability and value for money guide ourspending

• We work with all stakeholders seekingopportunities to benefit our community byachieving Albury 2030

• Our communication is planned, clear, conciseand consistent with the AlburyCity vision andvalues

• Short-term gains will not detract from long-termfinancial and environmental sustainability

• We respect and apply social justice principlesincluding equity, fair access and participation

• We take responsibility for our decisions andactions

community vision – Albury 2030The vision for Albury was determined by the community during the development of the Community Strategic Plan, Albury 2030. This vision provides a direction for the entire community to work together to achieve.

a vibrant, safe and welcoming regional city, drawing inspiration and life from our heritage, strategic location and connection to the majestic river murray.


future directiOns

ALBURY 2030

An Enhanced Natural Environment

ALBURY 2030

A Leading Community

ALBURY 2030

A Caring Community

ALBURY 2030

A Growing Economy

Under the Local Government Act 1993 (NSW), AlburyCity adopted an integratedplanning and reporting (IP&R) framework in 2009. The new framework included thedevelopment of a Community Strategic Plan and required all other councilstrategies to integrate with this plan.

This Annual Report will report against the projects and actions derived from theoverarching Community Strategic Plan – Albury 2030 – and Council’s Four-yearDelivery Program and Operational Plan. The different plans have been developed toguide the immediate and future direction for AlburyCity and the community.

Albury 2030 is based on the guiding principles of equity, access, participation,rights and sustainability. The four themes within Albury 2030 represent thequadruple bottom line of economic, social, environmental and civic leadershipissues. Extensive community engagement was undertaken to consider thecommunity’s aspirations, which are captured within these four themes.


message frOm the mayOr and general manager

Kevin mack :: mayor

In 2013–2014 we delivered on two major commitments: firstly tomanage our deficit, and secondly to deliver on Albury 2030.

Council's overall operating result before capital income was a surplusof $1.2 million, which was better than budgeted and better than the

prior year. We have accomplished this while still delivering the upgrades thecommunity needs and has told us it wants. 2013–2014 has been a great stepforward for this Council. But we must always be mindful of the future and thechallenges ahead.The State Government has already signalled its intention to revitalise thesector. Its ‘Fit for the Future’ announcement will have widespread impacts onlocal government in New South Wales, and Albury is not immune.As we investigate what impacts this will have on the sector and on Albury, wewon’t let it distract us from our goal to achieve operational efficiencies, abalanced budget and long-term financial sustainability.The Federal Government’s cap on Financial Assistance Grants will also impacton our ability to deliver the initiatives we have outlined as part of our Four-yearDelivery Program and Albury 2030. Thankfully, however, AlburyCity has been future focused for some time. As thisannual report shows, we are well on the way to achieving true financialsustainability, have invested heavily in asset renewal and are well equipped tohandle the challenges of the future.Our city is thriving and will continue to grow as more and more people look torelocate to regional communities like ours. The challenge for Council is tomanage growth in a sustainable way. We need to conserve the unique benefitswe currently enjoy while continuing to improve services and infrastructure andexpand economic and social opportunities. In this we continue to be guided bythe Albury 2030 plan, which includes strategies for preserving our localidentity, attracting tourists, welcoming new residents, caring for theenvironment and developing young leaders.2013–2014 also coincided with my first term as Mayor. I am both proud ofAlburyCity’s achievements over the past 12 months and grateful to the manypeople who have contributed to them. Thanks go to my Council colleagues for their support, to AlburyCity staff fortheir hard work and ongoing commitment, and to the residents of Albury fortheir engagement in ensuring a bright future for this great city.

frank Zaknich :: general manager

Asset maintenance and renewal, along with investment inessential services, was a major focus for AlburyCity in 2013–2014.

In all we delivered more than 2,500 expenditure items, worth morethan $101M, including $27.5M for capital works. Asset maintenance and

renewal remains a major focus in the effort to future proof the city againstageing infrastructure.This commitment allowed us to deliver major projects including $3M in furtherupgrades to the Albury Airport, a further investment of $1.6M in the AlburyWaste Management Centre, $5M in road and drain rehabilitation and $4M inupgrades to water and sewer infrastructure.Council will also continued its support for local community groups by upgradingassets through the annual Community Infrastructure Program.With our increased efficiency and gradual improvements over the Four-yearDelivery Program, projections are showing that Council will achieve a balancedbudget by 2016–2017, which is very encouraging.We remain focused on Albury 2030, which is delivering initiatives that promoteour CBDs, enhance recreation and sporting infrastructure, meet the needs ofour growing population, support local business and preserve the environment.In 2013–2014 Council has continued its focus on financial sustainability. Thathas been spearheaded by our Service and Efficiency Review, one of our biggestcorporate business improvement initiatives. The primary focus of this review isto assess the services delivered by Council, the level to which they aredelivered, and ways to make sure AlburyCity can be sustainable into the future. The aim is to achieve a $3.5M reduction in the operational deficit within thenext four years. A recent report showed that the process has already achieved$1.2M in actual savings to Council. Of the 41 separate reviews that make up thefull Service and Efficiency Review, eight have been completed, 25 are under wayand a further eight are yet to commence – a great indication that more savings,together with improved service delivery, can be achieved in coming years. Council remains committed to continuous improvement and achieving value formoney with every dollar spent. Our achievements in 2013–2014 represent a bigstep in a long-term journey. We will continue investigating better ways of doingbusiness in the future, to the benefit of all ratepayers and residents.Thanks to everyone involved in our continuous improvement journey. Inparticular we appreciate the strong partnership approach between ourCouncillors, senior management team, employees and volunteers, withoutwhich the achievements outlined in this report would not have been possible.


1 Overview

about our city

Albury is a modern, vibrant city on the northern banks of the Murray River in theRiverina region of south-eastern New South Wales. It is the major retail, commercial,administrative and cultural centre for the region, with an economy dominated bymanufacturing, construction, business services, retail, wholesale and health services.

The Albury region has a unique multicultural heritage. Traditionally the home of theWiradjuri people, the region became home to German, Dutch, Italian, Greek, Philippineand Polish migrant communities after World War II. More recently, Vietnamese, Laotian,Albanian and Bosnian residents have contributed to the city’s vital, cosmopolitan feel.

While Albury offers the social, cultural and economic benefits of a thriving moderncity, it is also known for its leisurely lifestyle, rich history and heritage, naturalbeauty and tranquillity, parks and gardens and tree-lined streets.

about our council

Albury City Council administers a local government area that covers urban Albury andthe suburbs of Forrest Hill, Lavington, Thurgoona, Splitters Creek, Ettamogah, Bowna,Table Top and Wirlinga – an area of 313km². It is bounded by Greater Hume Shire inthe north, north-east and west, and by the City of Wodonga (Victoria) in the south.

Albury City Council consists of a Mayor and eight Councillors. In 2013–2014 its day-to-day operations were controlled by General Manager Mr Frank Zaknich.


1 Overview

council membership

FROM LEFT TO RIGHT

:: cr david thurley:: cr daryl betteridge:: cr Kevin mack:: cr henk van de ven:: cr ross Jackson:: cr alice glachan:: cr darren cameron:: cr Patricia gould, Oam

:: cr graham docksey, Oam

during the 2013–2014 financial year

Cr Alice Glachan was Mayor from 1 July 2013 – 24 September 2013 and Cr Kevin Mack was Deputy Mayor from 1 July 2013 – 24 September 2013.

Cr Kevin Mack was Mayor from 23 September 2013 – 30 June 2014 andCr Henk Van de Ven was Deputy Mayor from 23 September 2013 – 30 June 2014


1 OverviewOrganisational structure 2013–2014


1 Overview

finance and administrationcommittee

The Finance and AdministrationCommittee considers mattersassociated with the Council Plan, theFinance Plan and budgets;organisational performance and audit;policy development and review,including communications andbranding, governance, humanresources, information management,risk management, procurement andstrategic corporate planning.

membership 1 July 2013 to 23 september 2013:Cr David Thurley (Chairperson), Cr Patricia Gould (DeputyChairperson), Cr Daryl Betteridge, Cr Darren Cameron, Cr GrahamDocksey, Cr Alice Glachan (ex officio),Cr Ross Jackson, Cr Kevin Mack and Cr Henk van de Ven.

community and culturalcommittee

The Community and CulturalCommittee considers mattersassociated with children’s services;community, cultural and youthservices; community development;community health; community safety;natural resources management; andparks, sport and recreation.

membership 1 July 2013 to 23 september 2013: Cr Kevin Mack (Chairperson), Cr RossJackson (Deputy Chairperson), Cr DarylBetteridge, Cr Darren Cameron, Cr Graham Docksey, Cr Alice Glachan(ex officio), Cr Patricia Gould, Cr DavidThurley and Cr Henk van de Ven.

membership after 23 september 2013: Cr Patricia Gould (Chairperson), Cr Graham Docksey (DeputyChairperson), Cr Daryl Betteridge, Cr Alice Glachan, Cr Kevin Mack (exofficio), Cr David Thurley and Cr Henk van de Ven.

engineering and works committee

The Engineering and Works Committeeconsiders matters associated with theairport, landfill and cemetery /crematorium; asset management;emergency services; majorconstruction projects; roads, bridges,buildings, footpaths and drainage;traffic management and parking; fleetmanagement; floodplainmanagement; waste management;and water and sewerage.

membership 1 July 2013 to 23 september 2013: Cr Henk van de Ven, (Chairperson), Cr Ross Jackson, (Deputy Chairperson),Cr Daryl Betteridge, Cr GrahamDocksey, Cr Alice Glachan (ex officio),Cr Patricia Gould, Cr Kevin Mack and Cr David Thurley.

membership after 23 september 2013:Cr Ross Jackson, (Chairperson), Cr David Thurley (Deputy Chairperson),Cr Daryl Betteridge, Cr GrahamDocksey, Cr Alice Glachan, Cr PatriciaGould, Cr Kevin Mack (ex officio) andCr Henk van de Ven.

Planning and developmentcommittee

The Planning and DevelopmentCommittee considers mattersassociated with building regulations;development applications; economicdevelopment; enforcement andcompliance policy; events; regionaldevelopment; strategic land useplanning; and tourism.

membership 1 July 2013 to 23 september 2013: Cr Graham Docksey (Chairperson), Cr Daryl Betteridge (DeputyChairperson), Cr Alice Glachan (exofficio), Cr Patricia Gould, Cr RossJackson, Cr Kevin Mack and Cr Henk van de Ven.

membership after 23 september 2013: Cr Daryl Betteridge (Chairperson), Cr David Thurley (Deputy Chairperson),Cr Graham Docksey Cr Alice Glachan,Cr Patricia Gould, Cr Ross Jackson, Cr Kevin Mack (ex officio) and Cr Henk van de Ven.

council committees

AlburyCity’s decision-making is supported by four specialist committees: the Financeand Administration, Community and Cultural, Engineering and Works, and Planningand Development committees. Councillors bring to their roles a vast range ofexperience in business, community service, education, sports administration andother areas, and through the work of the specialist committees they are able to usethis experience to guide decision-making.


1 Overview

council meetings

attendance at council meetings between 1 July 2013 and 23 september 2013

engineering & Planning & development finance & administration community & cultural extraordinary council works committee committee committee committee council meetings meetings

Cr Betteridge 3 3 3 3 0 3

Cr Cameron 0 0 2 2 0 3

Cr Docksey 2 2 2 2 0 3

Cr Glachan 3 3 3 3 0 3

Cr Gould 3 3 3 3 0 3

Cr Jackson 3 3 2 2 0 2

Cr Mack 3 3 3 3 0 3

Cr Thurley 3 3 3 3 0 3

Cr van de Ven 3 3 3 3 0 3

no. of meetings held 3 3 3 3 0 3

Note: Councillors who are not voting members of a particular Committee do not have to attend its meetings. Crs Thurley and Cameron were not voting members of the Planning & Development Committee and therefore not required to attend. Cr Cameron was not a voting member of the Engineering & Works Committee and therefore not required to attend.


1 Overview

council meetings

attendance at council meetings after 23 september 2013

engineering & Planning & development finance & administration community & cultural extraordinary council works committee committee committee committee council meetings meetings

Cr Betteridge 7 8 8 6 0 9

Cr Cameron 1 1 0 0 0 9

Cr Docksey 6 7 8 6 0 8

Cr Glachan 7 6 7 6 0 9

Cr Gould 7 8 8 6 0 9

Cr Jackson 7 6 0 0 0 9

Cr Mack 6 7 7 5 0 9

Cr Thurley 7 8 8 6 0 9

Cr van de Ven 6 7 7 6 0 9

no. of meetings held 7 8 8 6 0 9

Note: Councillors who are not voting members of a particular Committee do not have to attend its meetings. Crs Jackson and Cameron were not voting members of the Community & Cultural Committee or the Finance & Administration Committee and therefore not required to attend. Cr Cameron was not a voting member of the Planning & Development Committee and Engineering & Works Committee and therefore not required to attend.


2 PerfOrmance rePOrt

reporting against strategic directions

the strategic directions outlined in the community strategicPlan, Albury 2030, play a major role in guiding council’sdecisions and priorities. Albury 2030 guides the development ofthe four-year delivery Program, which in turn informs the one-year Operational Plan. the strategic actions listed in thecommunity strategic Plan have been identified as ways to worktowards achieving the higher level aspirations of the community.

in order to monitor progress towards the achievement ofstrategic actions, council staff report monthly on the progress ofprojects derived from Albury 2030. this includes ongoingcommentary and key performance indicator input into acomputer software reporting model, Performance Planning.councillors receive quarterly reports on progress towards thestrategic actions and projects outlined in each year’s OperationalPlan. these reports are derived from the Performance Planningreporting software. a six-monthly report from PerformancePlanning is made available on the alburycity website to allow thecommunity to see council’s progress towards achieving therelevant actions arising from Albury 2030.

the following pages outline the progress council has made inachieving the specific projects and strategic actions of thecommunity strategic Plan during 2013–2014. the colours used inthe tables demonstrate links to the themes within Albury 2030.

12

ALBURY 2030


ALBURY 2030

A Leading Community

ALBURY 2030

A Caring Community

ALBURY 2030

A Growing Economy


during 2013–2014 council adopted soundstrategies and programs to facilitate thegrowth of our city. all programs to supporttourism and economic development andimprove visitor experiences werecompleted in accordance with relevantstrategies and schedules. albury remainswell positioned to cater for, and providefor, growth and development across allcategories. Planning for futureinfrastructure provision and coordinationof this with growth will remain a criticalelement in the future.

13


ALBURY 2030

A Growing Economy


albury visitor information centre

During 2013–2014 the Albury Visitor Information Centre received 18,769 walk-in enquiries. This was less than the 19,400 walk-in enquiries in 2012–2013.

The graph shows a similar trend in walk-in visitors over the year, with mostof the walk-in visits in the warmer months between October and April.

OutcOme 1.1increase visitors to albury and the

surrounding region

All planned activity for 2013–2014 was completed as scheduled, with theexception of the Albury Entertainment Centre service and efficiency review,

which was deferred.

The number of walk-in visitors to the Visitor Information Centre exceeded the targetof 1,500 per month, and remained steady compared with previous years. TheAlbury Visitor Information Centre was also one of four finalists in the NSW InlandTourism Awards.

End-of-year data revealed an events activity impact in 2013–2014 of around $21Mto the local economy. This included events conducted, facilitated and sponsoredby AlburyCity and those held in Council venues such as the Entertainment Centre,the Lauren Jackson Sports Centre, and the aquatics and athletics facilities. Cityevents attracted more than 150,000 participants; this included 58,000 visitors, ofwhom 28,500 were overnight visitors.

The implementation of the Regional Cultural Tourism Strategy throughout 2013–2014 saw a range of cultural tourism marketing initiatives in partnership withtourism and arts organisations. In conjunction with Murray Arts and the widercultural network, AlburyCity’s tourism team reprinted the successful 2012 CulturalTourism Map. The team also completed future planning documents in preparationfor the opening of Albury Regional Art Gallery in 2015. The Albury Regional ArtGallery Business Plan and the Albury Regional Art Gallery Shop Operational Plan.

KPi asPiratiOnal units achieved 2013–2014 achieved 2012–2013 achieved 2011–2012target (12 mOnth average) (12 mOnth average) (12 mOnth average)

www.visitalburywodonga.com 5,000 Unique visitors per month 3,972 5,893 4,392

Enquiries – telephone/email 220 Persons per month 205 255 247

Walk-in visits to information centre 1,500 Persons per month 1,564 1,617 1,599

Industry service requests 60 Service requests per month 57 61 50

PerfOrmance measures tourism and visitors


ALBURY 2030

A Growing Economy

These planning documents are aimed at providing the strategies to increase thenumber of visitors to Albury and, through this, to increase income from the QEIISquare cultural precinct, and particularly the Art Gallery, from approximately$100,000 per year to $460,000 per year – with cultural tourism being a keystrategic driver.


OutcOme 1.2improve visitors’ and residents’ experiences

AlburyCity continued to undertake projects to improve the experiencesof both residents and visitors to the City. The beautification designs for

Wagga Road were nearing completion by the end of June 2014. The BotanicGardens perimeter fencing project was behind schedule due to the reallocation ofstaff resources to the bat relocation project.

The number of visits to visitalburywodonga.com was affected by a range of issuesduring the year, but these issues have been resolved and performance is improving.

Over 155,000 people participated in events conducted, facilitated or sponsored byAlburyCity or hosted in an AlburyCity facility during 2013–2014. Highlights were thecontinued growth and success of the QEII Twilight Market and Music in the Gardensseries. A-League Football featuring Melbourne Heart FC and Perth Glory was a greatsuccess, despite warm conditions, as was the Rugby Union trial match betweenMelbourne Rebels and NSW Waratahs. The estimated economic impact for the citywas in excess of $21M, with some 60,000 visitors making their way to the city totake part in the event.

2 PerfOrmance rePOrt events team

July and August are typically quiet months for the Events Team, which usesthe time to plan events. The number of event patrons per month follows asimiliar trend when comparing with the previous year.

The peak in September was due to the Ovens and Murray football grandfinal, and the start of the Twilight Markets season.

The peak in March was largely due to the Albury Gold Cup and the finalTwilight Market for the year.

ALBURY 2030

A Growing Economy

PrOJect % cOmPlete as cOmmentsat 30 June 2014

Lavington CBD Strategy – Griffith Road 50% Project funds reallocated to Wagga Road beautification. Designs nearing completion. Project listed for carry forward into the 2014–2015 financial year.

Albury CBD Strategy – Dean Street 60% Architectural and construction designs were completed by the end of June 2013. (Macauley Street to Young Street) Project listed for carry forward, to be completed in the 2014–2015 financial year.

AlburyCity Urban and Public Art Strategy 100% Strategy implemented as scheduled for 2013–2014. A number of small commissions were completed and significant progress was made towards the installation of large commissions. In June the Gateway projects were presented and artist Warren Langley was selected to proceed with the commission. The work will be installed in December 2014. The AMP Lane project progressed well, with contracts, electrical specifications and risk signed off. The Wagirra Trail grant-funded artworks progressed on schedule, with the Artistic Director selecting the artists and undertaking site meetings.

sPecial variatiOn tO rates



OutcOme 1.3Plan and cater for increased population growth

Council continuously plans for Albury’s long-term future through avariety of projects and strategic plans and closely monitors their

implementation. The levels of construction and development activity during2013–2014 remained high across the city. Strong levels of investment were seenparticularly in the residential markets, with new land being developed andreleased as well as new homes being constructed. Performance levels in planningand building remain high with regard to levels of activity and resources available.


Building approvals 95 % service charter compliance 68% 87% 85%

Construction certificates 95 % service charter compliance 88% 88% 90%

Complying development certificates 95 % service charter compliance 70% 75% 77%

Building certificates 95 % service charter compliance 72% 97% 76%

Planning approvals 95 % service charter compliance 92% 96%

Average processing time 21 Days 22 23 21

Planning certificates 95 % service charter compliance 96% 96% 99%

Plumbing approvals 95 % service charter compliance 70% 89% 86%achieved 2013–2014 achieved 2012–2013 achieved 2011–2012(based On Original budget) (based On Original budget) (based On Original budget)

Glenmorus Gardens profit 90 % budget 77% 124% 110%

PerfOrmance measures certificates and approvals

ALBURY 2030

A Growing Economy



customer service charter

The Customer Service Charter states that Building Certificates must becompleted within five working days. Achieving this would mean 100%compliance with the Charter.

The inability to achieve 100% compliance is attributed to irregularitiesbeing identified with the buildings on inspection. Such irregularities(including failure to have smoke alarms) must be rectified and the buildinginspected again before a Building Certificate can be issued.

Generally, the failure to meet the target is as a result of the delaysencountered with the booking of the required inspection (generally relatedto availability and access to the premises) and the time involved inrectifying defects identified at the initial inspection.

The five-day timeframe in the Customer Service Charter does not allow forfollow-up inspections. Where follow-up inspections were not required,building certificates were issued within the prescribed timeframe.

OutcOme 1.3Plan and cater for increased population growth

ALBURY 2030

A Growing Economy



OutcOme 1.4albury has a secure and well managed

water supply

There were a number of initiatives within the 2013–2014 operational planto ensure Albury has a well managed water supply. Water and Wastewater

infrastructure renewals (100% complete) and augmentation (97% complete)programs achieved high levels of accomplishment.

An effective asset replacement and augmentation program remains a criticalelement in managing a water and sewer services.

The cumulative water consumption total for the financial year was 7897.372ML,which was 1.53% (or 122.488ML) below last year’s figure.

The total amount of wastewater treated for the year to June 2014 was 4448.32ML(Waterview and Kremur Street waste water treatment plants only), compared with4594.6ML in the previous year.

Hume Dam was 48.48% of capacity in June 2014, compared with 61.53% at thesame time last year. Dartmouth Dam was at 90.20% of capacity in June 2014,compared with 94.13% at the same time last year. The combined storage at June2014 was 10.04% below the figure for June 2013.

The Thurgoona Sewerage Augmentation project is a five year project with 2013–2014 being the last year. The components planned for 2013–2014 financial yearwere a new sewage pump station at Ceres Drive, a 3.2km sewer pumping mainfrom the Ceres Drive pump station to Jelbart Road in North Albury, and constructionof approximately 380m of gravity main at the eastern end of Corrys Road inThurgoona. Due to resource limitations, these were not completed by the end ofthe financial year and were identified as carry forwards into 2014-2015. Designs forthe components were, respectively, 100%, 85% and 100% complete.

ALBURY 2030

A Growing Economy

evojobs website

The level of web activity followed a similar trend in 2013–2014 comparedwith 2012–2013.

Overall visits to the website increased in 2013–2014 The lowest number ofvisits to the website lines up with school holiday periods.

Website activity greatly exceeded the target expectations (2,500) in allmonths of 2013–2014.



OutcOme 1.5Promote albury for industry and business

Overall performance during 2013–2014 was in line with targets for‘Promoting Albury for Industry and Business’.

Visitor numbers to the Evocities and Evojobs websites exceeded expected targets.The Evocities campaign has been instrumental in promoting opportunities inAlbury, which is recognised as a leading regional centre with a positive outlook forgrowth, investment and employment.

Progress on the Nexus Water Works project at the Nexus Industrial Hub was closelymonitored during 2013–2014 to ensure that it will be delivered within revisedtimeframes. The project involves constructing a shed over the existing pumps andelectrical control cubicle. This will increase security and protect the electricalswitch gear/control cabinet from the weather. The replacement electrical cabinet iscomplete, and the design and submission of a Development Application for thebuilding is proposed for later in 2014. The project was identified for carry forwardinto 2014–2015.

All action items in the Economic Development Strategy Implementation Plan werecompleted or progressed as planned, with the exception of the Signage Strategy:Vehicle Guide Signs and updating directional signage to the Visitor InformationCentre from the city’s north.

ALBURY 2030

A Growing Economy




Economic development returned Within 24 Hours 23 24 24phone calls

Detailed response Within 5 Working days 4 5 5

Customer service requests 40 Service requests per month 40 44 42

“Business in Albury” web pages 500 Unique visitors per month 808 546 601

“Population and demographics” 300 Unique visitors per month 154 378 357web pages

PerfOrmance measures economic development enquiries


Unique visitors to www.evocities.com.au 2,000 Number per month 3,245 2,410 4,040

Unique visitors to Albury Evojobs website 2,500 Number per month 4,793 3,596 3,124

Unique visitors to Albury Evoproperty website 250 Number per month 64 194 Not collected

Unique visitors to Evoinvest website 250 Number per month 128 188 Not collected

PerfOrmance measures evocities implementation


ALBURY 2030

A Growing Economy




Environmental (noise, illegal dumping and 12 Inspections per month 26 17 25soil erosion control)

Food (retail and wholesale businesses) 35 Inspections per month 46 40 42

Health (hair, beauty and skin penetration) 8 Inspections per month 11 10 9

Water (NSW Health testing requirements 20 Samples per month 26 27 27and cooling towers)

PerfOrmance measures inspection and monitoring services


AlburyCity continued to deter illegal dumping of waste material. Anaverage of 26 environmental patrols per month were carried out,

including at known illegal dumping sites around the city. This exceeded thetarget of 12 inspections per month. Targets were also exceeded for food and healthinspections and for cooling tower testing.

inspection and monitoring services

AlburyCity’s inspection and monitoring services include the monitoring ofillegal dumping, abandoned vehicles, fire risk, food inspections, hair andbeauty business inspections and water supply testing.

The spike in inspections undertaken in October and January is due toincreased community concerns regarding fire hazards from long grass, andincreased patrols of known rubbish dumping sites.

AlburyCity keeps a register of all undeveloped land and conducts annualinspections to monitor for potential fire outbreaks. The land is inspected byCompliance Officers, who then contact the owner of the land to ensure thatthey undertake the required maintenance.

ALBURY 2030

A Growing Economy



OutcOme 1.6integrated transport network for albury

A number of initiatives were undertaken to ensure that the community’stransport network is strategically planned and operates efficiently.

The Albury Airport Development Strategy 2005 is being reviewed to determine thestatus of the recommendations in the original strategy and future priorities.Scheduled meetings are undertaken to address the recommendations in eachsection of the 2005 strategy. A detailed review of the strategy will be completed byDecember 2014.

The traffic improvements program was 50% complete by the end of the financial year.Work progressed on the Lavington CBD streetscapes, on the Western Ring Road landacquisition process and on the Directional & Wayfinding Signage strategy. The finaldesign was prepared for Kerr Road, and the contract will be readvertised in 2014-2015.The contract for Gap Road street lighting was awarded in May.

regulatory Patrols

The trend in the number of patrols conducted each month remained similarfor the two financial years. Officers undertook well above the target of 25scheduled patrols per month.

Patrols included monitoring on- and off-street parking, assisting businesseswith the requirements of Council’s Street and Outdoor Activities Policy, andchecking for abandoned vehicles or goods.


Regulatory patrols and procedures 25 Scheduled patrols 41 43 77(parking, street activities and environmental) per month

Regulatory patrols and procedures 25 Scheduled patrols N/A 44 N/A(parking, street activities and water restrictions) per month

achieved 2013–2014 achieved 2012–2013 achieved 2011–2012(based On Original budget) (based On Original budget) (based On Original budget)

Commercial Airport profitability 90 % of budget or greater than 69% –69% 129%

PerfOrmance measures legislated services

ALBURY 2030

A Growing Economy


Wayfinding Signage Strategy 10% Detailed designs are being prepared for Thurgoona, with Albury and Lavington to follow. The project was deferred until 2014–2015.




OutcOme 1.7increased usage of bicycle and pedestrian trails

A variety of objectives were completed during 2013–2014 to extend andimprove pedestrian and cycle networks throughout Albury. This included the

completion of all projects in the Pedestrian Access and MobilityPlan and the AlburyCity Bicycle Plan.

Priorities identified as part of the AlburyCity Bicycle Plan reviewwere identified in a forward action plan. These projects will beundertaken over the next five years to improve access tocycleways and connectivity of cycle paths.

Community awareness programs highlighting the benefits ofcycling and the existence of the cycle network were conductedduring NSW Bike Week in September 2013.

ALBURY 2030

A Growing Economy



OutcOme 1.8albury’s infrastructure and assets are well managed

and maintained

Projects implemented under this outcome included works in the plantreplacement program, road and drain construction and rehabilitation program,

landscape construction and maintenance program, and road resealing program, aswell as water and sewer management, Wonga Wetlands and the Albury WasteManagement Centre.

An extensive works program was developed to ensure all assets were managedeffectively in 2013–2014. The overall accomplishment of the AlburyCity WorksProgram reached 95% as at 30 June 2014. During the year an additional 31 projectswere included, bringing the total number of projects to 370. Of the 370, 312(84.3%) were fully completed, 45 (12.2%) were under way and 13 (3.5%) were yet tocommence.

Work continued on the Asset Management Improvement Plans with the SustainableAsset Management Working Party. The Conquest Asset Management Systemcontinued to manage all road, fleet, building, bridge, drainage and sewer andwater supply assets.

wonga wetlands

The quieter months of visitor numbers correspond with school holidays orwith cooler or wet weather.

A large number of school bookings (507 people) in May 2014 contributed tothe peak attendance. In November there were 397 visitors from schools and173 from weddings and conferences. October 2013 also saw large visitornumbers from a wedding (110), school visits (347) and general public usageof 295 people.


Utilisation of the Wonga Wetlands 600 Number of Educational 672 641 622Education/Interpretation Centre visitors per month

Water treatment operational cost 21 cents/kl for produced 17 15 17treated water

Tradewaste pit inspections 15 Number of pits inspected 20 22 18and or tested per month

Wastewater treatment operational costs 81 cents/kl of treated 64 58 38wastewater

achieved 2013–2014 achieved 2012–2013 achieved 2011–2012(based On Original budget) (based On Original budget) (based On Original budget)

Waterview Laboratory Profitability 90 % of budget or greater than 117% 229% 329%

PerfOrmance measures infrastructure and assets

ALBURY 2030

A Growing Economy



alburycity continues to promote andimprove awareness of andresponsiveness to the naturalenvironment across the organisationand in the community. through theoutcomes sought and provided for inthe four-year delivery Plan andsupporting strategies, we continue towork on an organisation-wide leveltowards achieving the aspirationswithin Albury 2030 to improve andenhance albury’s naturalenvironment.

ALBURY 2030




OutcOme 2.1reduce albury’s carbon footprint

The Sustainability and Environment Team continued with the roll-out of‘Albury – Our Future’ and completed all community awareness and

education programs as scheduled for 2013–2014.

AlburyCity continued to promote and enact a number of strategies and action plansdirectly aimed at reducing our ecological footprint. The 2014–2018 EnergyManagement Framework was endorsed by Council and supporting actions arebeing implemented.

A major review of the Energy Management Framework under the Service andEfficiency Review program was completed. The review identified potentialefficiencies in AlburyCity’s management of energy systems and data that will drivesavings and provide key opportunities for improvement.

AlburyCity continued to implement a raft of major strategies related to theenvironment and our ecological footprint, including the Waste Reduction Strategy,the Biodiversity Strategy and Albury – Our Future. The supporting actionsassociated with these strategies have been well received and regarded by thecommunity and industry.

ALBURY 2030




OutcOme 2.2albury is prepared for changing environmental

conditions

Initiatives are in place for Council to effectively prepare for, and workthrough, changing environmental legislation and conditions. By the end of June

2013–2014 the revised Garden Guide was nearing completion and projects underthe Energy Savings Action Plan were on track. Construction continued on thedevelopment of the northern valley at Albury Waste Management Centre.

The first phase in the development of AlburyCity’s Fire Management Plan wascompleted in 2013–2014. The work undertaken consisted of a desktop study toidentify the current state of scientific knowledge of fire management of ecosystemsin Australia, investigate whether this information can be applied to or is relevant toAlbury ecosystems, and determine whether Albury’s ecosystems require specificfire management regimes.

Phase Two of the project commenced in 2014–2015. This phase builds on therecommendations of the desktop study, with a particular focus on ensuring thatgaps in knowledge and scientific assessments are addressed to inform thedevelopment of the Fire Management Plan (Phase Three).

A pre and post fuel reduction burn vegetation survey will be undertaken to informthe Fire Management Plan. This work also includes the development of vegetationmonitoring sheets.

Discussions have taken place regarding the mapping of asset protection zones andthe development of fire history maps for Nail Can Hill.


Albury Waste Management Centre profitability 90 % of budget or 122% 111% 89%greater than

PerfOrmance measures landfill

ALBURY 2030


albury waste management centre

The 12-month averages for amounts of waste going to the Albury WasteManagement Centre were 13,059 tonnes per month in 2013–2014 and15,247 tonnes per month in 2012–2013 – a significant improvement.

*The figure for total waste to the Albury Waste Management Centre includes all waste generatedfrom domestic and commercial sectors from six regional councils.

waste buried

The 12-month averages for waste buried were 7,967 tonnes per month in2013–2014 and 9,174 in 2012–2013 – indicating a significant improvementin the amount of waste being diverted from landfill.

^The amount of waste buried is the remaining amount of waste after all possible diversions.



OutcOme 2.2albury is prepared for changing environmental

conditions

Kerbside recycling

The total amount of recycled waste collected at kerbsides in Albury for2013–2014 was 5,779 tonnes. This shows an improvement from both 2012–2013 (5,021 tonnes) and 2011–2012 (4,958.9 tonnes).

The average monthly amount of recycling collected for the 12 month periodwas 482 tonnes, with the highest monthly recycling in November 2013 with1147 tonnes collected.

The majority of material recycled on average per month waspaper/cardboard (61%) followed by glass (26%).

The peak of recycling activity in November 2013 coincided with NationalRecycling Week. This shows the benefit of raising awareness; however, overtime recycling should become a learned behaviour and continue at thehigher rate, rather than dropping away again in subsequent months

ALBURY 2030




OutcOme 2.3an increased awareness in sustainability and

environmental issues

AlburyCity is actively involved in promoting sustainability andenvironmental issues through a number of networks and forums. The 2013–2014

financial year saw the formation of unique partnerships and relationships such asthe United Nations Regional Centre of Expertise in Education for SustainableDevelopment (Murray–Darling) and the commencement of the revisedSustainability Advisory Committee.

There was an expansion in the development of AlburyCity environmentalawareness programs in local schools.

Awareness activities conducted during 2013–2014 included:– Energy Workshop– Wildflower walk– Planet Ark National School Tree Day and National Tree Day– National School Tree Planting Day– Victory College Sustainability Expo– Clean Up Australia Day– Seniors Week – Save Power Info Sessions– Earth Hour– Enviro Talk: Turn Your Place Green– Sustainable Schools– Restoring Endangered Ecological Communities (EECs) on Roadsides Field Day– World Environment Day– Storytime: Along the bush tracks (Protect Albury’s Woodlands)– Enviro Talk: Calculate Your Footprint– Enviro Talk: Save Power– Trinity Enviro Day– Sustainable Schools– Restoring EECs Project Field Day – Woody Weeds– Community activities in conjunction with AlburyCity’s Out of School Hours

Program – ‘Project Wild Things’

ALBURY 2030




during 2013–2014 alburycity made goodprogress with the initiatives in the Albury 2030 a caring community theme.the theme includes a range of outcomesfrom education and health to recreation,art, culture and our diverse community. asof June 2014 the albury art gallery projectwas on track and other initiatives,including community safety, road safety,recreation and community developmentprograms, were completed as scheduled.alburycity consolidated its work with theaboriginal community and with communitymembers new to albury from a range ofcultural backgrounds.

Ongoing management and promotion ofalburycity sports facilities including thelauren Jackson sports centre, aquaticfacilities and the alexandra Park athleticscomplex ensured that a range of activitieswere available to community members ofall ages and abilities

ALBURY 2030

A Caring Community



OutcOme 3.1albury offers access to a diverse range of

educational opportunities

AlburyCity continued to perform well in its contribution to educationalopportunities in Albury during 2013–2014.

Use of the after-school care and Banjora long day care programs was higher thanexpected, with the number of children attending exceeding the targets set. Familyday care was operating with fewer educators than in previous years, which resultedin fewer than the expected number of children attending for the year. Recentrecruitment campaigns appear to be generating renewed interest from potentialeducators, and it is hoped that the number of children in the program will increaseas a result. Numbers for the Out of School Hours program and vacation careremained on target for the 12 month average.

Regular activities continued at the LibraryMuseum and Lavington Library. Programsincluded storytimes, book clubs, after school programs, technology trainingsessions and aged care outreach visits.

Council’s contribution to the attraction and retention of medicalpersonnel/students continued and was strengthened by a funding agreement withBogong GP Training. AlburyCity has for some years funded this program inconjunction with other organisations and local governments. Funded bodies arenow required to report annually on outcomes achieved under this program. Councilalso provides medical scholarships to students studying medicine at the Universityof New South Wales. One recipient was awarded the scholarship in April 2014.

The Archibald Prize exhibition attracted over 16,000 visitors, the most of anyregional city in NSW.

The LibraryMuseum continued to attract more visitors than any other regionallibrary in NSW, with the exception of Wollongong.

The opening of the Lavington Library and the Write Around the Murray writersfestival also increased attendances at cultural and educational events.

ALBURY 2030

A Caring Community Out-of-school-hours program

Attendance at the Out of School Hours (OOSH) program was above the targetin all but three months of the year (October, November and December 2013).

The average monthly attendance over the 12 months was 98, thereforemeeting the desired target for 2013–2014 of 90 children per month.



OutcOme 3.1albury offers access to a diverse range of

educational opportunities

ALBURY 2030

A Caring Community


Banjora Children’s Centre – number of 36 Children per day 38 35 34children attending

Family day care – number of children attending July to Dec 175 Per month 129 155 179Jan to June 145

Out-of-school-hours program – number of 90 Per day 98 87 86children attending

Vacation care utilisation – number of 100 Per day 100 96 100children attending

PerfOrmance measures educational Opportunities



OutcOme 3.2albury’s key community safety indicators

demonstrate an improvement

The actions for AlburyCity’s Road Safety Strategy for the year werecompleted. These included the ‘Bike Right’, ‘Drinking, Ditch the Keys’, ‘Arrive

Home Safely’, ‘Motorcyclist Safety & Speed Awareness’ and ‘Schools Back – BeltsOn’ programs. Alternative transport projects funded by Roads and MaritimeServices have been prepared in conjunction with local licensees.

Under the Community Safety Program, an advertising and promotion campaign wasundertaken providing hints to homeowners on how to protect their assets. As partof the funding received from the Attorney-General’s Department, Council is able tosubsidise homeowners who have been victims of break-and-enter offences tomake their home safer. Many victims referred from the police have accessed thesubsidy program.

Council staff supported a meeting between the Albury Liquor Accord and the Officeof Liquor, Gaming and Racing to develop a contract setting out the actions theAccord is implementing to combat the harmful affects of alcohol.

Anti-graffiti art projects are being implemented along the East Albury walkwaysthrough a $57,000 grant to Council from the NSW Government.

ALBURY 2030

A Caring Community



OutcOme 3.3the health of the albury community improves

(including access to appropriate services)

A range of initiatives progressed in this area during 2013–2014. Thisincludes the planned upgrade or installation of 21 footpaths across the city (20

of which have been completed) to increase opportunities to walk safely for exerciseand health.

Environmental Health Officers continued to conduct inspections of food premisesand provide food-handling seminars. Compliance Officers followed up communityconcerns relating to neighbourhood trees, fences, noise, public health andswimming pools and, where possible, returned companion animals to their owners.Every target was met for environmental health, food-handling seminars, regulatorycompliance and companion animals and stock. Environmental Health Officers andCompliance Officers also provided information to an Aboriginal Careers Day on therole of Environmental Officers in Council.

During 2013–2014 Council resolved to discontinue the provision of immunisationservices. Discussion with Albury Wodonga Health will determine how theseservices will be delivered in the future. Leading up to this decision, Council'simmunisation program continued on track and as planned.

vaccinatiOn age grOuP age grOuP age grOuPrate 12–15 mOnths 24–27 mOnths 60–63 mOnths

NSW 89.5% 91.8% 92.1%

Murrumbidgee Local 94.6% 95.1% 93.84%Health District*

*This includes vaccinations administered by General Practitioners in the Albury catchment area.

vaccinatiOn rates

During the 2013–2014 financial year all of the 72 scheduled immunisation clinicswere delivered. The schools-based immunisation program continued to bedelivered, with all high schools in the Albury local government area, bothgovernment and non-government, participating. During the last 12 months a totalof 3,020 vaccines were administered as part of the 2013–2014 High School basedImmunisation Program.

ALBURY 2030

A Caring Community


Immunisation clinics 6 Clinics per month 6 6 6

Environmental Health 95 % service charter 97% 96% 97%

Food-handling seminars 0.5 Per month 1.5 1.5 1

Regulatory Compliance 95 % service charter 98% 96% 98%

Companion Animals and stock 35 % animals returned 43% 50% 47%to owner

PerfOrmance measures health and compliance

OutcOme 3.3the health of the albury community improves

(including access to appropriate services)



ALBURY 2030

A Caring Community companion animals

On average, of the total number of companion animals seized by AlburyCityCompliance Officers, 43% were reunited with their owners. This figure couldsignificantly improve if more pet owners had their animals micro-chippedand registered with Council.

Responsible pet ownership and control would also reduce the number ofanimals being seized by Compliance Officers.

AlburyCity held another successful annual Pets Big Day Out, which includedfree pet registration, information about responsible pet ownership, anddiscounted microchipping services for animal identification.



OutcOme 3.4albury offers a diverse range of facilities and

activities for all ages

A number of infrastructure projects were undertaken in relation to activerecreation and open space, with the majority of the year’s 27 initiatives

progressing well. Final planning for construction of the Mungabereena Boat Rampbegan and a review of the Park Signage Strategy was completed. Constructioncommenced on the East Albury Tennis Clubhouse and the shelter for BrownsLagoon.

Community development programs delivered for 2013–2014 included cooking andmen's exercise programs, Seniors Week, International Women’s Day, communityluncheons, broadband for seniors, seniors’ computer kiosks, NAIDOC Week,Refugee Week and Retro Youth Café events. Council staff continued to attendinteragency meetings in relation to disability and access, multicultural issues, thesettlement needs of the refugee community, and drug and alcohol issues. Throughthese meetings, local projects and strategies were developed to addresscommunity needs.

Work progressed on the documentation for the athletics track reconstructionproject, which is to be completed in 2014–2015. This involved consultation withthe Alexandra Park Athletics Complex Advisory Committee. The Albury andLavington/Jindera Little Athletics clubs have made arrangements to use analternative facility while the reconstruction project is taking place.

The Retro Youth Café closed in December 2013 and the Retro Youth Café ProgramCoordinator relocated to the LibraryMuseum. Friday night Retro events continued tobe run at various locations including the LibraryMuseum and Albury EntertainmentCentre. The Young Parents Group continued to operate from the LibraryMuseum. TheVENT Committee, Youth Management Committee and school holiday programs werecompleted as usual in 2013–2014. Council staff provided continued support for theMidnight Basketball Program, which is likely to recommence in October 2014. Councilalso provided support and participated in Tertiary Day.

There were excellent participation numbers for the Lauren Jackson Sports Centrecoordinated sports and programs throughout 2013–2014. The centre achieved anoperational loss of around $110,000, which is its the best ever result. This wasachieved by additional income and by savings in salaries and wages, repairs andmaintenance, and some working expenses.


Murray River Experience – 97% Construction continued on Stage 1 of the Wagirra Trail: Horseshoe Wagirra Trail section from Horseshoe Lagoon to Wonga Lagoon pump station to Wonga Wetlands.

Works on two 30m truss bridges at River Gums property and Waterview Creek commenced with the abutments being constructed. Maintenance works on the Lake Hume Boat ramp took place, partially funded by Roads and Maritime Services NSW. Road maintenance works were also undertaken at Mungabareena Reserve. Approximately 1.1km of trail construction was completed during the year. This included three culverts and bank stabilisation works.

Nail Can Hill Track 100% Staff continued to work with the Albury Rationalisation Mountain Bike Club on track closures and

maintenance work on Nail Can Hill. Authority to access the old driving range site on Range Road has been approved for two Mountain Bike Club events.

sPecial variatiOn tO rates ALBURY 2030

A Caring Community



OutcOme 3.5improved health, employment and education for

aboriginal people in albury

AlburyCity’s Aboriginal health, employment and education initiatives wereprogressed as planned for 2013–2014. Council staff continue to support the

monthly Aboriginal Community Working Party meetings. The AboriginalEmployment Strategy/Policy is being reviewed and compared with those of othercouncils.

AlburyCity continued to support local Aboriginal services and Police to addressissues surrounding family breakdown, youth homelessness and young people whoare disengaged from their school and home. Council is seeking funding throughNSW Sport and Recreation to implement the annual community link program,which runs in eight locations across Albury and culminates with Gyndamana SportsCarnival in West Albury.

Council staff have met with the Police to plan activities in Eastern Circuit andaddress escalating levels of crime.

The Aboriginal Development Officer visited various community groups, such as themen's shed group and services operating from the Aboriginal Health Service, andprovided support to the Hogs for Homeless Event held at Westside CommunityCentre. A local NAIDOC committee was formed to work on NAIDOC Week activities.

A local cultural protocol document is being prepared with input from Council staffand Aboriginal agencies to ensure consistency and understanding of the way we dobusiness and the way we interact with and value cultural heritage. The Black onyour Feet program was introduced locally to students at James Fallon High School,enabling students to learn more about their culture.

ALBURY 2030

A Caring Community



OutcOme 3.6the improved settlement of people from

diverse cultures

Throughout 2013–2014 Council staff continued to attend local interagencymeetings, including those of the Multicultural Interagency Group.

A community services expo and celebration of diverse cultures was held as part ofInternational Women's Day. The expo linked newcomers to Albury with localservices and improved networking opportunities.

AlburyCity also supported Refugee Week, including an employment program forBhutanese people and a number of career advice days for refugee students at localsecondary schools. A directory of multicultural services is being compiled to assistskilled migrants arriving in Albury and Wodonga. Council worked with local serviceproviders to plan activities for Refugee Week, which took place in early June inWodonga.

Council is investigating the need for a local support group to meet in Albury to helppeople from various cultures connect with each other and with local services.

Albury’s culturally diverse communities continued to use the Community WoodFired Oven as a place to gather to celebrate and showcase their cultures. Eventswere staged in partnership with AlburyCity and local agencies for Harmony Day,NAIDOC Week and the Hindu celebrations of Holi and Navarati.


Implement actions within the 4 Programs implemented 4 4 2AlburyCity Social Plan

Community programs offered to meet 5 Per month 3 3 Not collectedidentified needs in Albury 2030

Attend interagency meetings 1 Per month 2 1 1

PerfOrmance measures community development Programs

ALBURY 2030

A Caring Community

OutcOme 3.7increased participation in a diverse range of art and

cultural activities in albury

In 2013–2014 AlburyCity’s LibraryMuseum and Lavington Library hosted arange of touring exhibitions from the Australian Museum, Experimenta, the Art

Gallery of New South Wales, the National Gallery of Australia, the PowerhouseMuseum, Westmead Children’s Hospital, Artisan Brisbane and the AustralianCentre for Photography. The most popular touring exhibitions at theLibraryMuseum were the Archibald Prize, with 16,798 visitors in the 43 days it wasopen, averaging 391 visitors per day; and SuperCroc, with 17,129 visitors over 64days, averaging 268 visitors per day.

The LibraryMuseum welcomed 250,000 visitors in 2013–2014. This maintained itsstatus as one of the busiest cultural facilities in regional NSW. There were 359,000loans (a 3% increase from the previous year) across the LibraryMuseum andLavington Library, with 68% of people using the self-check-out facility. The librariesrecorded approximately 2,000 Council customer service transactions and 21,000library transactions.

A LibraryMuseum visitor survey conducted in November 2013 indicated acontinued high level of satisfaction with all elements of the facility and confirmedthe diversity of reasons for visiting – from borrowing a book or using the internet toviewing an exhibition or attending a program or a meeting.




Albury Regional Art Gallery Redevelopment 100% All the outcomes required for the establishment of the new gallery to this stage have been developed by various committees. As at June 2014 and with an opening scheduled for 2015, the Gallery redevelopment is on track and within the construction timelines and budget.

Albury Entertainment Centre – 10% The upgrade of the kitchen facilities was placed on hold due to a request from Sodexo to withdraw Upgrade Commercial Kitchen from the Albury Entertainment Centre Catering contract.

Albury Entertainment Centre – 100% This project was completed as scheduled.External Painting


The year was another successful one for the Wood Fired Oven, with 100 public andprivate bakes (28 community bakes and 72 commercial hires). This equated toapproximately 10,000 participants over the year.

The QEII Internal Working Party was established in 2014. This internal representativegroup from across all Council departments was developed to see through the QEIISquare capital works program, develop a coordinated planning and programmingapproach to QEII activities and develop a future strategy for the square.

ALBURY 2030

A Caring Community






Number of exhibitions at the 2 Per month n/a 2 2Albury Art Gallery

Number of exhibitions at the 2 Per month 3 2 2LibraryMuseum and Lavington Library

LibraryMuseum attendances 16,000 Per month 20,835 21,128 16,526

Lavington Library attendances 8,000 Per month 9,615 7,477 7,809

PerfOrmance measures cultural facilities

the librarymuseum and lavington library

The LibraryMuseum and Lavington Library maintained high levels ofvisitation throughout 2013–2014.

There was a slight decrease of 1.5% when compared with visitationin 2012–2013. However, this was more than offset by the increase invisitation at the new Lavington Library, which welcomed over115,000 visitors – a 22% increase in visitor numbers.

Visitation rates traditionally decrease during December due to thewind-down of school and the number of public holidays during thisperiod.

ALBURY 2030

A Caring Community






Wood fired oven community bakes 5 Per month 8 6.5 8and private functions

Number of attendees at the 5,000 Per month 6,413 6,154 6,180Albury Entertainment Centre

Number of current season subscribers 25 Per month 52 25 30

Number of public programs initiated by 10 Per month 77 64 73the Learning and Outreach Team

PerfOrmance measures cultural facilities and activity

albury entertainment centre

Monthly attendance at the Albury Entertainment Centre averaged 6,413,which exceeded the target of 5,000, and was greater than the 12 monthaverage attendance recorded for 2012–2013

The spike in attendance in August 2013 was due to the Albury WodongaEisteddfod, the biannual school concert of Albury Public School, the ‘NorthernSpirits’ conference for Church in the City, and two additional debutante balls.

The November spike was due to the biannual concert of Livid Productions,three sold-out performances of Grease and the Albury Home Lifestyle andLeisure show.

The relatively low attendance figures for January and February were due tofewer events being hosted by the Albury Entertainment Centre at that time.

ALBURY 2030

A Caring Community



a leading community applies to largeareas of alburycity’s internaloperations and focuses on engagingwith the community on all majorprojects. the theme ensures thatregional issues are addressed throughintegration and that discussionscontinue with surrounding councilsregarding potential shared serviceopportunities.

community interest in the ‘have asay’ page on the alburycity websitecontinues to grow; this facilitatesengagement with our communitybefore strategies are reviewed orprojects commence.

ALBURY 2030

A Leading Community



OutcOme 4.1the community is consulted on all major changes

that will affect them.

As part of the NSW Government’s Integrated Planning and Reportinglegislation, all local councils must review their Community Strategic Plan every

four years in line with local government elections. Albury 2030 was last reviewed in2012 and was adopted by the incoming Council in February 2013.

The review of Albury 2030 allowed the community to decide the direction andpriorities for Council and other agencies to take for the next four years. Thecommunity was advised that participating in the review was an opportunity toguide future planning for the city, and extensive consultation was undertaken.

Council continues to be guided by the results of the consultation, and prioritises itsprojects based on the community outcomes outlined in Albury 2030. There willagain be extensive consultation in 2016, when Albury 2030 is next reviewed andupdated.

In addition consultation on Albury 2030, during 2013–2014 community input into anumber of major community projects and strategies. These are listed under‘Community Engagement Activity’ later in this report.

The ‘Have a Say’ page continued to be a strong presence on the AlburyCity website.‘Have a Say’ allows the community to have input into Council policies, plans andprojects before they are developed as final drafts. The page includes a link todocuments on public exhibition, giving the community a final opportunity to makesubmissions.

After the adoption of the 2013–2014 budget, the General Manager completed anumber of budget presentations to businesses and community groups.

ALBURY 2030

A Leading Community

OutcOme 4.2regional issues are addressed through an integratedapproach

AlburyCity continued to participate in a large number of committees, forums andreference groups considering regional and cross-border issues. These includedMurray Region Tourism, the Alliance of the Councils and Shires of the Upper Murray(ACSUM) and the Riverina and Murray Regional Organisation of Councils (RAMROC).

Several NSW councils in the region met to discuss potential shared servicedelivery. During further discussions regarding specific services, some likelyopportunities were identified.

AlburyCity held a number of meetings in 2013–2014 with Wodonga Councilregarding common issues. Where possible, opportunities were sought to updatethe NSW Government on issues of cross-border significance.



OutcOme 4.3the albury community provides resources and

opportunities to develop future leaders

AlburyCity’s ongoing support of the Youth Council allowed a number oflocal projects to be conducted through the partnership between the Youth

Council, AlburyCity staff and the community.

Council continued to foster and promote the ‘grow our own’ program for traineesand apprentices. AlburyCity currently has 40 trainees and apprentices workingacross a range of functions.

Leadership programs were developed across Council’s three OOSH programsduring 2013–2014, with a number of children taking up opportunities todemonstrate their leadership capacity.

ALBURY 2030

A Leading Community

OutcOme 4.4the community is informed on progress against the communitystrategic Plan and the impact of the strategic actions

In consultation with the community, Albury 2030 was reviewed in 2012. The revised version was adopted by Council in February 2013.

Albury 2030 and associated reports is available on the AlburyCity website. The six-monthly report on achievements under the AlburyCity Operational Plan is alsoavailable online. This ensures that the community can stay informed of Council’sprogress against the relevant actions in the plan.



OutcOme 4.5albury council will plan and lead with good

governance

This outcome includes staff achievements across the five AlburyCitydirectorates and the Human Resources and Communications sections. All

sections work together to ensure effective planning and governance. AlburyCitystaff completed the Group Risk Management Action Plans and the majority ofscheduled actions under the AlburyCity Corporate Plan.

During June 2014, work was finalised on the implementation of the organisationalreview, the review of the Corporate Plan was completed. The internalcommunication for the revised vision, values and guiding principles will be rolledout in October 2014.

The risk management plans for all groups were finalised, and planning commencedfor the 2014–2015 corporate risk planning process.

ALBURY 2030

A Leading Community

lost time injury

AlburyCity continued to achieve excellent results inrelation to lost time injuries with the Lost Time InjuryFrequency Rate being at 7 or below for most of theyear. This indicator continues to track well belowhistorical levels.

NB: Previous LTIFR data may vary slightly due to thereclassification of injuries.

Whilst higher than 2012–2013, the lost time hours for2013–2014 remained below both the identified limit aswell as historical levels. At 30 June 2014, AlburyCityachieved a 19% reduction in lost time hours from 30 June 2010 (corporate goal was 10%).




Twelve month rolling : Lost time injury 10 No. of lost time injuries 6.4 5.1 15frequency rate per million hours worked

Lost time hours due to injury 109 Average number of 98 36 153hours per month

(12 mOnth average) (12 mOnth average)

Social media new subscribers/followers 60 Number per month 59 65 N/A

AlburyCity Website hits 35,000 Number per month 28,427 33,603 N/A

PerfOrmance measures

alburycity website

The number of hits to the AlburyCity website remained steady except for thequieter months over the summer school holiday period. The target of35,000 hits was not reached in 2013–2014. However, it is anticipated thatwith a greater focus on electronic information provision the number of hitswill continue to increase in future years.

OutcOme 4.5albury council will plan and lead with goodgovernance

ALBURY 2030

A Leading Community



sustainability and the environment

The wellbeing of a community depends on the health of the natural environment;on having a liveable, well-planned and well-connected built environment; and onthe economic prosperity that comes through growth and development.

These issues have been identified by the Albury community as important in regardto long-term sustainability. They have subsequently been incorporated in theCommunity Strategic Plan, Albury 2030, and in the community sustainabilitystrategy, Albury – Our Future. The latter established a monitoring, evaluation andreporting framework designed to provide information on progress towardssustainability outcomes.

AlburyCity is pleased to present the Sustainability & Environment Snapshot for2013–2014 (view here). This provides an annual summary of key performanceindicators and progress towards achieving the sustainability and environmentoutcomes in Albury 2030 and Albury – Our Future. The snapshot includes variouscommunity engagement activities, the relocation of flying foxes from the BotanicGardens, AlburyCity’s Youth Council, power generation at the Albury WasteManagement Centre and the installation of Council’s first solar energy system.

All NSW councils are required to prepare a State of the Environment Report in theyear of an ordinary election, covering:

1. Performance against key sustainability outcomes, strategies and objectives

2.Community engagement and awareness on sustainability and the environment

3. Accountability and transparency on performance including short-, medium- andlong-term sustainability outcomes

4. Emerging issues and challenges, including impacts of climate change, financialsustainability and population growth and changing demographics

The next ordinary election will occur in 2016 and the next State of the EnvironmentReport is due in November of that year.


3 Our management

management structureAlbury City Council consists of the Mayor and eight Councillors. Its day-to-dayoperations are controlled by the General Manager. For further information aboutthe management structure, please refer to the organisational structure diagram onpage 8 of this report.

mayoral and councillor fees and expenses Mayoral and councillor fees and expenses for 2013–2014 were as outlined in thetable. Council’s policy on the payment of expenses and the provision of facilitiesfor Councillors is available here.

Overseas travelNo overseas travel was undertaken by AlburyCity staff or Councillors in 2013–2014.

senior staff remunerationIn 2013–2014, the General Manager was AlburyCity’s only senior staff member. TheGeneral Manager’s total remuneration package as at 30 June 2014 was $287,000.

human resources activitiesAlburyCity’s HR activities have been focused on maintaining the organisation’sposition as a highly desired employer within the region, through programs andinitiatives aimed at ensuring high levels of employee engagement and promotionof a positive culture.

Specifically, the key highlights for 2013–2014 included• The development of a Supervisor Orientation Program aimed at providing

supervisory staff with the tools and knowledge to work with their staff onbuilding commitment to AlburyCity through an understanding of both their roleand the work environment.

• A very successful Employee Opinion Survey completed by 87% of staff, with 85%saying that AlburyCity was a great place to work. Numerous positive aspects

exPense $

Mayoral allowance 38,160

Members’ fees and allowances 157,410

Conferences and seminars 12,478

Council meeting costs 6,817

Civic duties 7,946

Travel (NSW and interstate) 16,832

Travel (overseas) 0

Telephones, communications, IT equipment 6,507

Sundry expenses 6,985

Mayoral vehicle 12,500

Training 469

Civic receptions (hosted) 0

Childcare 0

Spouse/partner costs 646

total 266,750

mayOral and cOuncillOr fees and exPenses


3 Our management

equal employment Opportunity (eeO)AlburyCity continued to foster a positive and harmonious organisation andmaintained a strong commitment to the application of equal employmentopportunity (EEO) principles in all areas of the work environment. Specifically, thefollowing activities highlight our work in this area:• The development and adoption of the Equal Opportunity and Diversity Strategy

2013–2016• Ensuring a focus on EEO and associated issues in the 2013 Employee Opinion

Survey• More effectively aligning our Parental Leave Policy and Flexible Work

Arrangements Procedure to provide a clearer process for employees returning towork from parental leave

• Raising awareness of the need to report EEO/harassment incidents, includingthe development of an Employee Guide to the Grievance Procedure, to betterpromote an understanding of the reporting and resolution process

• Refresher training for all employees covering EEO and related matters,complementing the information new employees receive as part of theirorientation with AlburyCity

• Undertaking regular monitoring and reporting of workforce demographics• Ongoing promotion of our Employee Assistance Program, which is a valuable

resource for employees in dealing with both workplace and personal issues.

work health and safetyMaintaining a safe and healthy workplace has again been a key focus forAlburyCity, with a number of specific initiatives over the last 12 months. Theseincluded the introduction of Smoke Free Workplace Procedures and the successfulimplementation of a new incident reporting and improvement system. The recentlyintroduced Health and Wellbeing Program continued to be a success, withemployees having the opportunity to participate in health screening activities andreceive valuable information and guidance regarding mental health issues and theimportance of nutrition.

AlburyCity also developed and delivered training to work health and safety (WHS)officers regarding their obligations under the new WHS legislation.

were identified in the survey, including high levels of job satisfaction andcommitment to customer service, along with some specific areas forimprovement. An action plan has been developed which will ensure we continueto build on our strengths and also address those areas identified forimprovement.

• A comprehensive review of the skills profiles for all positions. This has enabledAlburyCity to more effectively identify the capabilities of our employees and toensure training and development activities are clearly aligned to organisationalrequirements.

• Implementation of an e-Recruitment system, which has allowed AlburyCity tocommunicate and engage with job applicants in a more timely and contemporarymanner.

Council’s ‘Grow Our Own’ trainee and apprentice program continued to producenot only valuable employees but also outstanding young leaders for bothAlburyCity and our wider community. In 2013–2014 several of our trainees andapprentices were successful in securing permanent positions while others went onto employment with local businesses. Our trainee and apprentice talent was alsodisplayed in the NSW State Training Awards, with three trainees and oneapprentice being nominated. Ally Partridge and Victoria Cooper went on torepresent the Riverina region, and Victoria then competed for the state title. We arevery proud of all of our trainees and apprentices and the contributions they maketo AlburyCity. Reflecting wider recognition of AlburyCity’s Grow Our Own program,other NSW councils are now looking to implement the model.

AlburyCity completed a full program of learning and development in 2013–2014. Itdelivered two rounds of compliance training, including confined spaces, trafficcontrol, chemical handling and first aid. The comprehensive range of learning anddevelopment activities undertaken included Code of Conduct refresher sessions,Certificate IV in Frontline Management, Diploma of Management, privacylegislation information sessions, Leading People Through Change, Certificate IV inCivil Construction Supervision, and Certificate IV in Project Management Practice.Each of these programs will provide significant skill development andorganisational benefits both now and well into the future.

2013–2014 saw 34 new staff members participate in AlburyCity’s Orientationprogram, which provided them with valuable information about the organisationand introduced them to our values, guiding principles and culture.


4 Our accOuntability

government information (Public access) act 2009 (giPa) reportDuring the reporting period, AlburyCity received four formal access to informationapplications under the Government Information (Public Access) Act 2009 (GIPAAct). AlburyCity has adopted a practice of proactively publishing a broad range ofinformation on its website. The homepage of the AlburyCity website provides thecommunity with up-to-date information including ‘Latest News’, ‘What’s On’ and‘Major Projects’.

AlburyCity fosters community engagement in its activities by regularly seekingcommunity feedback through the ‘Have a Say’ portal on the website homepage.Regular review of the proactive release of information is undertaken to ensure thatwe meet community expectations of more open and transparent government.

Public interest disclosure annual report July 2013 – June 2014Section 31 of the Public Interest Disclosure Act (PID Act) requires public authoritiesto prepare an annual report on their obligations under the PID Act. The reportbelow meets AlburyCity’s obligations under the Act.

July 2013 tO June 2014

Number of public officials who made PIDs 1

Total number of PIDs received by AlburyCity 1

Of the total received, the number in each of the following categories:

Corrupt conduct 1

Maladministration 0

Serious and substantial waste 0

Government information contravention 0

Local government pecuniary interest contravention 0

Number of PIDs finalised in this reporting period 1

statistical infOrmatiOn On Pids

Update on PID obligationsAlburyCity reviewed its Internal Reporting – Public Interest Disclosure Policy and anaccompanying procedure to reflect changes made by the NSW Ombudsman to itsmodel policy and ensure alignment with Council’s Code of Conduct. The revisedpolicy and procedure are on the AlburyCity website under ‘Public Policies’.

AlburyCity has also taken positive steps to ensure staff awareness of PIDobligations and associated information through:• a briefing to senior management and training for all staff on the legislation by

the Ombudsman in December 2011• availability of the Internal Reporting – Public Interest Disclosure Policy,

procedure and reporting form on the staff intranet• ensuring that all new employees are informed on the policy, procedure and

reporting tool as part of their orientation, including a brochure which outlinesthe key aspects of making a PID.

swimming Pools act reportIn 2012, a comprehensive review of the Swimming Pools Act 1992 (NSW) wasfinalised. The review identified a number of amendments designed to enhance thesafety of children under the age of five around private swimming pools. The Act wasamended in October 2012 to require councils to adopt a locally appropriate andaffordable risk-based inspection program. This inspection program came into effectin October 2013.

The program adopted by AlburyCity calls for Council officers to conduct 20inspections per month of the safety barriers (fences) to swimming poolinstallations within its area of operation. The inspections are to focus on itemssuch as:• height of fencing• width of gaps within and under the fence• operation of gates• existence of non-climbable zones • placement of the required resuscitation chart within the swimming pool area.



Since November 2013 AlburyCity has performed a total of 191 inspections ofswimming pool fencing installations achieving approximately 17 inspections permonth. The 191 inspections were performed on swimming pool installationslocated upon 127 properties. Of the inspections undertaken, 95 failures wererecorded and 96 inspections found pool fencing complying with the relevantstandards. Of those that complied, 55 (43%) pool fencing installations were foundto comply at the time of the initial inspection and 41 pool fencing installationscomplied after a second or subsequent inspection.

There remain 31 pool installations where the fencing requires further attention toachieve compliance. Some of the outstanding items are relatively minor, and inmost instances the owner is cooperating with Council to achieve compliance.Where the situation is more significant or where the owner may be reluctant tocooperate, Council is actively working with owners to achieve compliance. Wherecooperation has been determined to be unsatisfactory, formal notices have beenissued to the owners. Eleven such notices have been issued.

competitive neutrality PrinciplesTo ensure that its operations comply with national competition requirements,Council has identified those activities that must be treated as separate businessoperations. Council’s declared business activities are categorised as eitherCategory 1 (gross operating turnover exceeding $2M – Albury Airport, water supply,sewerage and Albury Waste Management Centre) or Category 2 (gross operatingturnover less than $2M – Banjora Children’s Centre, cemetery and crematorium,and Albury Entertainment Centre).

All Category 1 business activities are expected to generate a return on capitalinvestment that is comparable to rates for commercial businesses operating insimilar activities, having regard to the local, national and global financialconditions. Further, any advantages that the business activities may enjoy becauseof Council ownership (in borrowing funds and the equivalent of any taxationpayments that would be payable by private sector operations) are identified by theSpecial Purpose Financial Statements.

Council has a complaints management policy that also provides for dealing withcomplaints relating to competitive neutrality. No such complaints were receivedduring the 2013–2014 reporting year.

alburycity comparative informationThe Comparative Information on NSW Local Government Councils for 2012–2013report highlights a set of consistent, meaningful indicators that show how wellcouncils are performing across a range of activities and in the delivery of services.

When assessing or comparing the performance of councils, it is important toremember that local circumstances can influence how well a council provides itsservices. There are often good reasons why it is harder or more costly to providecertain services in some local government areas than in others, or why a differentmix of services may be delivered. In some cases, councils may have madeconscious decisions to provide lower or higher levels of services depending onlocal needs. It is also important to remember that the key performance indicators,when used on their own, do not give the full picture of a council’s performance.Although they show the differences between councils across a selection of specificactivities, they do not explain why these differences have arisen. The figures areindicators only and conclusions should not be drawn without qualitativeassessments being made. (Source: Office of Local Government website)

The AlburyCity Comparative Information report for 2012–2013 is available here.

The full Comparative Data Report for all NSW councils is available on the Office of local government website.



community engagement activity and public exhibitionThere was significant community engagement undertaken in 2013–2014 and thisoccurred through a variety of ways including community meetings, meetings with

stakeholders, ‘Have a Say’ online consultation, surveys, letterbox drops and publicexhibition. The consultation opportunities provided in 2013–2014 included:

Draft AlburyCity Code of Meeting Practice Community Satisfaction Survey

Draft Financial Assistance Policy Digital Economy Strategy Workshops

Draft Cultural Assets Digital Preservation and Digitisation Policy Letter box drops Saville Avenue

Draft AlburyCity Councillors Payment of Expenses and Provision of Facilities Policy Lavington Springdale Heights Community Centre Committee

Albury Local Environmental Plan 2010 – Planning Proposal –Proposed Land use zone transfer – Fairway Gardens Estate, Thurgoona. Sporting Clubs

Draft Planning Proposal – Land Rezoning – Riverina Highway, Thurgoona Updates on the Art Gallery Project

Draft Jelbart Park Master Plan Albury-Wodonga Local Business Survey

Albury Local Environmental Plan 2010 – Planning Proposal – Rezoning for Industrial Development, 395 and 423 Wagga Rd – Springdale Heights RU OK? Day with young people

Albury Local Environmental Plan 2010 Planning Proposal IN1 General Industrial Zone – Agricultural Produce Industries Thurgoona Progress Association

Draft 2014 – 2017 Destination Management Plan for Albury Thurgoona Men’s Shed

Draft Submissions on the Local Government Acts Taskforce and the Local Government Independent Review Panel Final Reports Westside Community Centre

Draft Wonga Wetlands Tourism Product Development Masterplan Lavington Occasional Child care

Thurgoona/Wirlinga: East West Connector Road Review Age Concern

Draft Contaminated Land Management Policy Chamber of Commerce

Draft Infrastructure Contributions Plan 2014 Local development industry

Draft Section 94 and Section 64 Developer Contributions 2014-2015 Business owners: AlburyCity’s Street and Outdoor Activities Policy.

AlburyCity’s Draft 2014–2015 Operational Plan and Four Year Delivery Program Albury Entertainment Centre on-line market research

Draft AlburyCity Bicycle Plan 2014-2019 Transport NSW

Public exhibitiOn Other cOmmunity cOnsultatiOn



Albury Local Environmental Plan 2010 – Planning Proposal, 481 Urana Road, Lavington Albury Access Committee

have a say items Community Working Party

Lavington CBD Street Upgrade Residents living near the Albury Waste Management Centre

Lavington Library and LibraryMuseum Visitor Survey Community meetings regarding East West Connector Road review

Accent on Albury Information sessions on the Draft Albury Infrastructure Contributions 2014

Floodplain Risk Management Study Kiewa St reconstruction/upgrade – affected businesses

Expanded polystyrene recycling Departmental housing, health and age care managers

Draft Destination Management Plan

Review of Child Care Policies

Thurgoona Speed Zone review

Albury our Place – assistance to Charles Sturt University with a survey about protecting the natural environment

Public exhibitiOn Other cOmmunity cOnsultatiOn

community engagement activity and public exhibition



alburycity representation on regional forumsTo enhance cross-border and regional cooperation, recognise growth opportunitiesand foster consistency and better use of resources, AlburyCity continues to haveactive representation on the following regional forums:

Albury Wodonga Boutique Accommodation Forum

Albury Wodonga Land Disposal Advisory Committee

Alliance of the Councils and Shires of the Upper Murray

Charles Sturt University Murray Hume

EvoCities

Hume Zone Bush Fire Management Committee

Hume Zone Liaison Committee

Lake Hume Land and On-Water Management Plan Community Reference Group

Local Emergency Management Committees

Murray Arts Board

Murray Darling Association

Murray Region Tourism

NSW Inland Forum

Parklands Albury Wodonga

Public Library NSW Association (South West Zone)

Regional Consultative Committee Coalition of Councils for High Speed Rail

Riverina and Murray Regional Organisation of Councils

Riverina Regional Cities Group

alburycity rePresentatiOn On regiOnal fOrums

section 508a special variation to rates income (svr) reportIn 2011 the Independent Pricing and Regulatory Tribunal (IPART) determined thatAlburyCity may increase its general income for the period 2011–2012 to 2013–2014 by16.98% through a Special Variation to Rates (SVR) with the following annual increases.

year annual increase cumulative increasein general incOme (%) in general incOme (%)

Year 1 2011–2012 5.64 5.64

Year 2 2012–2013 5.69 11.65

Year 3 2013–2014 4.77 16.98


The approval was subject to two conditions:1) That Council uses the additional income for the purposes of funding the projects

consistent with the Council’s application.2)That Council reports in its annual report for each rating year over the period

2011–2012 to 2020-2021:a) Expenditure on the projects listed in Appendix A of IPART’s Determination;b) The outcomes achieved as a result of the special variationc) Its asset renewal and maintenance expenditured) Its actual productivity savings achievede) Any significant variations from its financial results as forecast in its Long Term

Financial Plan and any corrective action taken or to be taken.



^After extensive community consultation in July 2013, this SVR project was transferred to ‘CBD Wagga Road’. Consultation included community workshops, flyers and letter distribution, media releases and online engagement opportunities.

87% of respondents were supportive of Council reallocating the $600,000 earmarked for Griffith Road to Wagga Road.

2a) expenditure on svr projects

Total Project Expenditure Project Desciption

Project Budget $ $

2010-11 2011-12 2012-13 2013-14 Total 2010-11 2011-12 2012-13 2013-14 Total Hamilton Valley Sports Field establishing (next to Lavington Oval)

– 865,000 – – 865,000 – 866,232 – – 866,232

Sports field Lighting upgrade Program – – – 100,000 100,000 – – – – –

Albury Entertainment Centre upgrade – 60,000 400,000 100,000 560,000 – 6,086 335,277 218,102 559,465 Cultural Precinct Master Plan works including joining Art Gallery and Burrows House

– – – 1,500,000 1,500,000 – – – – –

Wagirra Trail, Murray River Experience 900,000 440,000 460,000 405,000 2,205,000 919,058 860,754 402,686 801,017 2,983,515 Reserve and open space upgrade works: Apex Park, Nail Can Hill and Monument Hill

– – – 15,000 15,000 – – – – –

Volt Lane public car park – 5,500,000 – – 5,500,000 – 8,015,535 – – 8,015,535 Volt Lane and AMP Lane redevelopment and beautification

– 700,000 300,000 – 1,000,000 – – 974,127 – 974,127

Wayfinding signage – 200,000 – – 200,000 – – – – –

CBD Rail Precinct – southern access – 300,000 – – 300,000 – 323,174 – 323,174 CBD Mate Street – central median and landscaping

50,000 250,000 – – 300,000 21,148 357,192 – – 378,340

CBD Dean St (Macauley to Young) – central median and landscaping

– – 100,000 – 100,000 – – – – –

CBD Wodonga Place – central median and landscaping

– – 400,000 – 400,000 – – 318,113 – 318,113

CBD Urana Road – carparking, landscaping and reconfiguring

– 300,000 – – 300,000 – 63,979 450,915 – 514,894

CBD Griffith Road (Wagga Road) – carparking, landscaping and reconfiguring^

– – 600,000 – 600,000 – – – – –

CBD Urban and Public Art 110,000 110,000 110,000 110,000 440,000 10,529 35,463 91,906 76,482 214,380

1,060,000 8,725,000 2,370,000 2,230,000 14,385,000 950,735 10,528,415 2,579,118 1,089,507 15,147,775

section 508a special variation to rates income (svr) report



b)Outcomes achieved as a result of the special variation and significant variationsThe projects undertaken through the SVR process have had an impact on theoutcomes of the Community Strategic Plan – Albury 2030. Within this annualreport, each SVR project has been listed under the particular theme and outcomeof Albury 2030. Along with other identified strategic actions, the completion of theSVR projects will work towards achieving the long-term vision for Albury asdetermined through community consultation.

c) asset renewal and maintenance expenditureActual asset renewal compared to depreciation expense has been better thanprojected in Council’s Special Variation Application, as detailed in the table below.

Actual asset maintenance expenditure has been greater than or equal to the levelof required maintenance.

d)Productivity savings achievedAlburyCity’s Special Variation Application highlighted the following plannedproductivity improvements.

Asset renewal ratio 2014 2013 2012 2011

Actual 82% 93% 85% 36%

Projected 59% 56% 55% 53%

Introducing a self-check-out system at libraries

Using traffic modelling software to minimise the use of consultants Complete

Reducing paper use through double-sided printing Complete

Replacing desktop personal computers to reduce electricity consumption and extend equipment life

To be undertakenin 2014–15

Investigating the conversion of water and sewer telemetrysystem to the Council’s IT network

In progress

Adopting an online development application tracking system Complete

Undertaking reviews of kiosk and library services,vacant positions, procurement, fees and charges

Complete

Relocating the Lavington Library to a commercial building Complete

Complete

The estimated annual value of completed productivity improvements is equal to$294,000.




e)any significant variations from its financial results as forecast in its long termfinancial Plan and any corrective action taken or to be takenActual financial results for the past four years have been better than forecast inCouncil’s Special Variation Application.

Due to projected Service and Efficiency Review program savings and projectedunallocated savings, Council’s Long Term Financial Plan projects that the GeneralFund will achieve at least a break-even operating result before capital income infuture years.

General Fund operating result

2011 ‘000

2012 ‘000

2013 ‘000

2014 ‘000

2015 ‘000

2016 ‘000

2017 ‘000

2018 ‘000

2019 ‘000

2020 ‘000

Actual deficit ($6,226) ($1,856) ($2,447) ($3,428) Long Term Financial Plan projected surplus

$111 $797 0 0 0 0

Special Variation Application projected deficit

($7,063) ($6,417) ($6,562) ($3,956) ($5,522) ($5,728) ($6,297) ($7,049) ($7,584) ($8,118)

service and efficiency review programThe aim of the Service and Efficiency Review program is for Council to achieve abreak-even net operating result before capital grants and contributions for theGeneral Fund by June 2017. In 2012–2013 this required a net improvement to theoriginal General Fund operating result of $3.5M.

Approximately 42 services will undergo review from 2013 to 2017, with the fullimplementation scheduled to continue until 2020. Every ratepayer dollar investedin Council services needs to represent value for money.

The Service and Efficiency Review program aims to deliver the Community StrategicPlan, Albury 2030, while being financially sustainable as an organisation. It is anopportunity for Council to review its services and service levels and find ways toimprove delivery and boost efficiency.


tOtal amOunt Payable tO the cOntractOr under the cOntract inc gst ($)

$384,582

$1,691,712

$692,448 (estimate)

$437,099

$9,141,655

$481,072

$332,200

$2,872,839

$337,757

$187,901

$188,762

$385,000

cOntract descriPtiOn

Provision of weed control services

Supply of Green Waste and Timber Mulching Services

Waste Management Centre, Bulk Earthworks

Racecourse Road Stage 1 Reconstruction

Construction of the new Albury Regional Art Gallery

Rehabilitation of Existing Sewer Mains (Structural Relining)

Construction of Wagirra Trail Viewing Deck and Pedestrian Bridges at ‘River Gums’ and Waterview Creek

Albury Airport Runway Asphalt Overlay

Provision of Checked Baggage Screening Equipment at Albury Airport

Construction of two Urana Road Oval Netball Courts and Associated Landscape Work

Gap Road Lighting Upgrade State 2

East Albury Tennis club Clubhouse Demolition and Construction



cOntractOr

Squire Agricultural Services

Shoalhaven Recycling

Walsh Earthmoving (Vic) Pty Ltd

Hurst Earthmoving Pty Ltd

Zauner Construction Pty Ltd

Kembla Watertech Pty Ltd

Focus Engineering and Construction Pty Ltd

Downer EDI Works Pty Ltd

L3 Communications Security and Detection Systems

Landscape Two Pty Ltd trading as SmartGrass

Great Southern Electrical

Connelly Construction Services

cOntract details

details of each contract over $150,000 awarded by council during 2013–2014



legal issues completedIn the 2013–2014 financial year AlburyCity did not pay any expenses in relation todefence costs in civil liability matters; however, there were two matters in progress.One significant claim against Council for personal injury was settled in Council’sfavour after plaintiff appeal in October 2013. The matter has been handled entirelyby AlburyCity’s public liability insurer, and AlburyCity paid no direct cash costsregarding this matter during the year.

The second civil liability matter relates to a claim for personal injury arising from afall in a public place in April 2011. The matter was settled in June 2014 in theplaintiff’s favour. Again the matter has been handled by AlburyCity’s insurer andthere were no direct costs payable in the 2013–2014 year.

In April 2014 an unfair dismissal claim was lodged with the Industrial RelationsCommission of NSW. The matter was conciliated and finalised on a confidentialbasis.

During 2103–2014 there were 2,925 infringements issued by the AlburyCityCompliance Team. These comprised 2,446 for parking, 446 for animals and 33 forenvironment-related matters. All were resolved at no cost to Council.

external bodies exercising delegated functions During 2013–2014 the external bodies that exercised functions delegated byCouncil were the Wonga Wetlands Conservation Association and the Riverina andMurray Regional Organisation of Councils (RAMROC).



contributions and donations to community OrganisationsThe following table sets out Council’s contributions and donations to communityorganisations during 2012–2013.

grOuP $

Albury City Band 10,000

Albury Eisteddfod 25,000

Applause Festival 11,000

Border Medical Recruitment 13,636

Chambers of Commerce 140,000

Community Grants Program 19,333

Cultural Grants Program 17,900

Event Sponsorship 45,917

Hot House Theatre 25,000

Landfill Charity Donations 45,556

Murray Arts 27,500

Murray Conservatorium 10,000

Splitter Creek Community Centre 10,000

subsidised usage Of cOmmunity centres $

Thurgoona Community Centre 105,600

Orana Community Centre 34,100

West Albury Community Centre 62,100

Glenecho Community Centre 62,132

Mirambeena Community Centre 29,842

Other 47,745

tOtal 793,401

alburycity cOmmunity fund PrOJects $grOuP / PrOJect $

Thurgoona Oval Clubroom Construction 5,640

Albury Sports Ground irrigation upgrade and perimeter fence replacement 91,840

Greenfield Park improvements 24,443

Lavington Sports Ground – replacement of substandard canteen facilities 21,477

Thurgoona Community Centre – alterations to create a youth space 60,000

Melrose Park lighting upgrade 2,883

Splitters Creek Community Hall equipment 10,000

Thurgoona Oval – sports field lighting upgrade 76,747

East Albury Tennis Club amenities building 65,458

tOtal 358,488

sPOrt and recreatiOn grants $

Boomers Football ClubLavington Tennis ClubAlbury Auskick 51,040Hume Pistol ClubSouthern Sports Academycontrolling interests in companies

AlburyCity has a controlling interest in the Wonga Wetlands ConservationAssociation. Council also holds the position of Director on the Board of the MurrayRiver Region Tourism Limited.

section 355 committeesAs allowed by section 355 of the Local Government Act 1993, some of Council’sfunctions are exercised by the Riverina and Murray Regional Organisation ofCouncils (RAMROC) and the Table Top Community Centre Committee.



Joint ventures Council has joint ventures with the Albury Wodonga Corporation, the ThurgoonaIndustrial Estate and the Hume Gardens Residential Estate. It also has two eucalyptplantation joint ventures with the State Forestry Commission of NSW, theHardwood Joint Venture and the Softwood Joint Venture.

work carried out on private land There was no work carried out on private land during 2013–2014.

responsible pet ownership and the requirements of the nsw companion animals actAlburyCity recognises the important role companion animals play in the lives oftheir owners and the enjoyment they can bring to families. Responsible petownership and social interaction within the local community can be a positiveexperience for all. However, nuisance and destructive behaviour from dogs andcats can become a source of complaint. AlburyCity’s Companion AnimalsManagement Plan was developed to address the key issues in companion animalmanagement. It focuses on responsible pet ownership and animal welfare – theconsistent principles behind the plan –to maintain a high-quality lifestyle forAlbury residents.

The regulatory mechanisms in NSW for compliance and enforcement of responsiblepet ownership are detailed in the Companion Animals Act.

To promote responsible pet ownership, AlburyCity is involved with a number ofcommunity-based events each year, such as the RSPCA’s Million Paws Walk andAlbury’s own Pets Big Day Out. These and other promotional activities present anideal opportunity for Council officers to provide information on the regulatoryrequirements for NSW and detailed advice on responsible pet ownership.AlburyCity’s Compliance Officers were actively involved in a number of localcompanion animal events in 2013–2014. During these events the officers assistedanimal owners with the required NSW registration process and offered microchipinsertion for permanent animal identification.

To support the education and promotional principles of the plan, membership ofAlburyCity’s Companion Animals Management Panel includes Council staff andrepresentatives from local veterinarians, the RSPCA, animal welfare groups, kennelclubs and special interest groups.

AlburyCity’s Animal Management Facility provides high-quality impounding andanimal management facilities to meet the welfare needs of any companion animal.The facility also provides short-term holding and feeding facilities for stock animalswhere the owners cannot be contacted or identified. The number of seized andimpounded animals for 2013–2014 was 1,443, with 444 (approximately 31%) beingreturned to their owner.



data collection return for companion animals 2013–2014cats

dogs

year seiZed returned tO transferred tO Owner cOuncil’s facility

2013–2014 296 33 263

2012–2013 334 16 334

2011–2012 361 15 361

year seiZed returned tO transferred tO Owner cOuncil’s facility

2013–2014 1147 411 736

2012–2013 1,070 425 1,070

2011–2012 1,103 414 1,103

Off leash areasThe ‘Albury – A Dog Friendly City’ strategy adopted by Council in February 2013provides detail in relation to a number of the strategic actions within theCompanion Animals Management Plan. In addition to the five off-leash areascurrently in Albury, the strategy identifies another two off-leash areas fordevelopment in West Albury (between Bonnie Doon Park and Haydon Park) andEast Albury (Mungabareena).

Progress on actions within the strategy during 2013–2014 included: • planning for the first fenced off-leash area in Albury at the Logan Road Off Leash

Area • simplifying the management of dogs at on-leash areas.

Providing off-leash areas encourages residents to actively exercise with their dogs,thereby gaining health benefits and promoting social interaction between dogsand between dog owners.

As at the end of June 2014, AlburyCity had five designated off-leash areas to allowowners to exercise their dogs without the restrictions of a leash.

The five areas are located at:• Oddies Creek Park – off Wodonga Place next to the Oddies Creek Adventure

Playspace• Alexandra Park – at the corner of Cadell Street and Keene Street• Logan Road Off Leash Area – on Logan Road between Fredericks Park and Bunton

Park• Poplar Drive Reserve – behind Heathwood Park• Gordon Street Reserve – corner of Garoogong Road and Gordon Street.

The off-leash areas are all signposted and promoted through advertisingbrochures, Council’s website, Accent on Albury, media releases, staff advice andanimal-related events.

audited financial statements for the year ended 30 June 2014 AlburyCity’s audited financial statements and the auditor’s report for the year to 30 June 2014 can be downloaded/viewed here.


alburycity annual rePOrt 2013–2014

553 Kiewa Street Albury NSW 2640PO Box 323, Albury NSW 2640

P: (02) 60 238 111F: (02) 60 238 190E: [email protected]: www.alburycity.nsw.gov.au

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