AlburyCity Annual Report 2017-2018 AlburyCity Annual Report 2017-2018

Table of Contents

Message from the Mayor and General Manager 4 Mayoral and Councillor Fees and Expenses 82 Our vision 6 Senior Staff remuneration 83 Community Vision – Albury 2030 6 Human Resources activities 83 AlburyCity Vision 6 Equal Employment Opportunity (EEO) 84 Overview 10 Work Health and Safety 84 About our City 10 Our Accountability 85 About our Community 11 Government Information (Public Access) About our Council 12 Act 2009 (GIPA) Report 85 Our Councillors 12 Public Interest Disclosure Annual Report July 2017 – June 2018 86 Your Rates at Work 13 Council responsibilities under the Organisational structure 2017–2018 14 NSW Disability Inclusion Act 2014 87 Council Standing Committees 15 Swimming Pools Amendment Act 2012 Integrated Planning and Reporting 17 – Schedule 1 87 Albury 2030 – Review and Strategic Directions 17 Competitive Neutrality Principles 88 Two Cities One Community 18 AlburyCity representation on regional forums 88 Performance Report 19 Section 508A Special Variation to Rates Reporting against strategic directions 18 Income (SVR) Report 89 Information Hierarchy 20 Service and Efficiency Review Program 93 Annual Snapshot – Operational Plan Details of each contract over $150,000 Performance – Albury 2030 Themes 22 awarded by Council during 2017–2018 94 Albury 2030 Performance Report in detail 24 Legal issues 97 Theme One: A Growing Sustainable Economy 24 External bodies exercising delegated functions 97 Outcomes 26 Contributions and Donations to Community Theme Two: An Enhanced Natural Environment 42 Organisations 98 Outcomes 44 Controlling interests in companies 103 Theme Three: A Caring Community 54 Section 355 committees 103 Outcomes 56 Joint ventures 103 Theme Four: A Leading Community 70 Work carried out on private land 103 Outcomes 72 Responsible pet ownership and the Community engagement activity requirements of the NSW Companion and public exhibition 79 Animals Act 104 The Community Satisfaction Survey 79 Data collection return for companion animals 2017-2018 105 Engagement undertaken – 2017-2018 80 Off-Leash Areas 106 Our Management 82 Audited financial statements for the year ended Management Structure 82 30 June 2018 107

The Aboriginal and Torres Strait Islander community are advised that the AlburyCity Annual Report may contain images of deceased persons. 3 AlburyCity Annual Report 2017-2018

Message from the Mayor and General Manager

It gives us great pleasure to review AlburyCity’s We were proud to note that more than 2.3 million successes and challenges during a rewarding and people had visited the facility over the previous dynamic 2017-2018 financial year. decade, with more than 2.4 million items borrowed – a success story for a community that values its The focus of the financial year was set by council’s cultural assets as much as it enjoys its sporting adoption of the 2017-2018 budget which included facilities. a $48M capital works program to fund more than 2,600 expenditure items. Importantly, this robust In a sign that Albury and Wodonga councils were financial position was framed with minimal impost working more closely together than ever before, the on our ratepayers and no reduction to council two cities joined forces in September to seek a single services. The budget set one of the lowest rate rises operator to manage the swim centres in both cities. of recent times – a modest increase of 1.5 per cent History was made in October when that partnership which nonetheless paved the way for important between the councils was enshrined in the historic improvements to water and sewer projects, Two Cities One Community initiative. This was a bridges and footpaths, as well as the start of major cross-border first for Australia that paved the way redevelopment projects for the Albury Airport and for greater sharing of resources, reduced duplication Lavington Sports Ground. of services and new opportunities to more effectively leverage funding opportunities from the The airport works came as new figures confirmed Commonwealth, NSW and Victorian Governments. a healthy year-on-year increase in passenger numbers of 6.5 per cent. It reflected data in the Albury and Wodonga have always been separate Albury Wodonga Visitor Economy Trends Report cities but one community. The agreement which showed significant increases in the value acknowledges the Murray River as a symbol that of tourism to the local economy and a big rise in unites us, rather than divides, and we look forward to the domestic and international visitor spend in our many more exciting developments flowing from our region. Work officially started on the redevelopment cross-border partnership. of the Lavington Sports Ground in July 2017, with a symbolic sod-turning to kick off a collaboration between Council and the Federal Government to create one of regional Australia’s best sporting The budget set one of venues. Also in July, we celebrated the 10th birthday of one of the lowest rates rise our most beloved institutions – the LibraryMuseum. of recent times 5

Another important development came in April when we look forward to the NSW Government announced more than $10M continuing to work in funding for riverside projects in Albury, including spectacular plans for a boardwalk, pontoon and with our community, viewing platforms on the river behind the Albury governments and Swim Centre. As the financial year drew to a close, Council adopted neighbouring councils the budget for 2018-2019. It featured a rates rise of 2.3 per cent (an increase of 64 cents a week to the average residential household) and contained more Also in October, our industry-leading work to than 2,600 expenditure items with a total spend halve the amount of waste sent to landfill was of $136M. It put us in great shape to deliver more recognised when we won a prestigious award from exciting projects and services for Albury and we look the Australian Organics Recycling Organisation and forward to continuing to work with our community, became a finalist in the NSW Premier’s Sustainability governments and neighbouring councils to make the Awards. border an even better place to call home in the years Important infrastructure came online with the ahead. opening of the new Kiewa Street car park and the In closing we thank and acknowledge the strong commissioning of our new CCTV network. Later, data collaborative efforts of all our people - Councillors, proved the CCTV system had helped police to prevent employees, volunteers and our community and and prosecute crime while also significantly improving business partners - all working together to achieve the community’s perception of safety in the CBD. the significant outcomes for the organisation and Community consultation remained central to our community detailed in this year in review. partnership with residents and business owners throughout the year. We received fantastic feedback on projects and ideas, and were pleased to see that community interaction reflected in a high level of satisfaction with Council’s services when the results from the biannual Community Satisfaction Survey were released in April this year. AlburyCity Annual Report 2017-2018

Our Vision

Community Vision – The vision for Albury was determined by the community during the development of the Albury 2030 Community Strategic Plan, Albury 2030. This vision provides a direction for the entire community to work together to achieve. In the year 2030, the community wants Albury to be: “A nationally significant regional city that is vibrant, innovative, connected and inspired by its culture, environment and location on the Murray River”

AlburyCity Vision The AlburyCity corporate vision is a vision for the organisation. The vision, along with the values and guiding principles, provides direction for AlburyCity in working towards the achievement of the outcomes within Albury 2030. AlburyCity staff can use the vision, alongside the community priorities, to guide their daily work. “AlburyCity – vibrant, rewarding and community focused” 7

Our Values Working Together We respect, listen to and value the contributions of others and celebrate our achievements.

Integrity We are trustworthy, honest, accountable, open and consistent in all that we do.

Courage and Passion We are enthusiastic and have the confidence to speak up for the betterment of AlburyCity and the community.

Innovation We seek to increase our knowledge through new ideas and continuous improvement.

Loyalty We are supportive of others and committed to AlburyCity and the community.

Our Guiding Principles • Red carpet not red tape – we treat people as valued customers, streamline systems, listen and respond to community needs • We listen to our employees, value and recognise their contributions • Sustainability and value for money guide our spending • We work with all stakeholders seeking opportunities to benefit our community by achieving Albury 2030 • Our communication is planned, clear, concise and consistent with the AlburyCity vision and values • Short-term gains will not detract from long-term financial and environmental sustainability • We respect and apply social justice principles including equity, fair access and participation • We take responsibility for our decisions and actions

9 AlburyCity Annual Report 2017-2018

Overview

About our City Albury is a modern, vibrant city on the northern banks of the Murray River in the Riverina region of south- eastern New South Wales. Located 300 kilometres north-east of Melbourne and 570 kilometres south-west of Sydney, the city covers 306 square kilometres and has a population of 52,9491. From 2011 to 2016, Albury’s population increased by 3,274 people (6.8%). This represents an average annual population change of 1.33% per year over the period.

Albury’s economy is diverse and resilient. It is the major manufacturing, retail, commercial, administrative and cultural centre for the region. Most recent available figures show the Gross Regional Product (GRP) is valued at $3,647M2. There are approximately 4,5793 businesses in Albury and 23,6974 employed residents. There continues to be a high level of business confidence with major construction projects continuing and many in the planning process. The Albury region has a unique multicultural heritage. Traditionally the home of the Wiradjuri people, the region became home to 1 Profile .id 2017 ABS Estimated Resident Population German, Dutch, Italian, Greek and Polish migrant communities after World War II. More recently, 2 REMPLAN 2017 Vietnamese, Philippine, Laotian, Albanian, Bhutanese 3 Profile .id 2017 and Bosnian residents have contributed to the city’s 4 Department of Employment – Estimate Labour Force vibrant, cosmopolitan feel. March 2018 (smoothed) 11

About our Community5

Females Aged over 70 years Employed population 51.7% 13% 93.2%

Males Aged 50-69 years Households renting 48.3% 24% 27%

Aged 25-49 years Households with a mortgage 31% 30%

Aged up to 24 years Households fully owned 32% 29%

Median Age Indigenous population 39 years 2.8%

Overseas born 11% 5 Profile .id 2017 AlburyCity Annual Report 2017-2018

Overview

About our Council AlburyCity administers a local government area that covers urban Albury and the 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 in the north, north-east and west, and across the border in Victoria by the City of Wodonga and Towong Shire in the south. Albury City Council consists of nine Councillors including the Mayor. In 2017-2018 its day-to-day operations were controlled by General Manager, Mr Frank Zaknich.

Our Councillors 13

Your Rates at Work

In 2017-2018 Council managed an income of more 45% Rates and annual charges than $146M, half of which came from rates and annual charges. The rest of Council’s income was 28% User charges and fees generated from user fees and charges, grants, investment revenue and the sale of assets. 14% Capital grants and contributions Council uses the income to improve the city and Operating grants and contributions enhance the quality of life for Albury residents. 7%

6% Other

For every $100 AlburyCity spent during 2017-2018, the following breakdown shows how the money was spent across 12 AlburyCity services.

City Improvements $19 Visitor Attraction $7

Sustainability and Community Health Waste Management $16 and Safety $5

Promote Albury for Water Services Business $1 $8

Arts, Culture and City Planning $16 Libraries $4

Sewer Services $7 Transport $6

Community Engagement Community and Recreation $8 and Future Planning $3 AlburyCity Annual Report 2017-2018

Organisational structure 2017–2018

*Including Visitor Information Centre 15

Council Standing Committees

For 2017-2018 AlburyCity’s decision-making was Councillors bring to their roles a vast range of supported by four specialist committees: experience in business, community service, education, sports administration and other areas, • Finance and Administration, and through the work of the specialist committees • Community and Cultural, they are able to use this experience to guide decision- • Engineering and Works, and making. • Planning and Development. Following a change in the Code of Meeting Practice and its subsequent adoption by Council on Monday 28 May 2018, the Council Standing Committee structure ceased to exist after May 2018.

Finance and Administration Committee Engineering and Works Committee The Finance and Administration Committee The Engineering and Works Committee considers considers matters associated with the Council matters associated with the Albury Airport; the Plan, the Finance Plan and budgets; organisational Albury Waste Management Centre; the cemetery performance and audit; policy development and and crematorium; asset management; emergency review, including communications and branding, services; major construction projects; roads, governance, human resources, information bridges, buildings, footpaths and drainage; traffic management, risk management, procurement and management and parking; fleet management; strategic corporate planning. floodplain management; and water and sewerage. Membership: Crs D Thurley (Chairperson), A Cohn, Membership: Crs H van de Ven (Chairperson), A Cohn, G Docksey, A Glachan, M King, K Mack (Ex-Officio), J G Docksey, A Glachan, M King, K Mack (Ex-Officio), J Stuchbery and H van de Ven. Stuchbery and D Thurley.

Community and Cultural Committee Planning and Development Committee The Community and Cultural Committee considers The Planning and Development Committee considers matters associated with children’s services; matters associated with building regulations; community, cultural and youth services; community development applications; economic development; development; community health; community safety; enforcement and compliance policy; events; regional natural resources management; and parks, sport and development; strategic land use planning; and recreation. tourism. Membership: Crs A Cohn (Chairperson), G Docksey, A Membership: Crs A Glachan (Chairperson), A Cohn, G Glachan, M King, K Mack (Ex-Officio), J Stuchbery, D Docksey, M King, K Mack (Ex-Officio), J Stuchbery, D Thurley and H van de Ven. Thurley and H van de Ven. AlburyCity Annual Report 2017-2018

Attendance at Council and Committee meetings 1 July 2017 – 30 June 2018

Engineering Planning & Finance & Community Extraordinary Council & Works Development Administration & Cultural Council meetings Committee Committee Committee Committee meetings

No. of 9 8 9 9 2 12 meetings

Cr Cameron 0 0 0 0 2 8

Cr Cohn 7 6 7 7 2 12

Cr Docksey 8 7 8 8 2 11

Cr Glachan 8 7 8 9 2 12

Cr King 8 7 6 7 2 12

Cr Mack 8 7 8 8 2 11

Cr Stuchbery 8 8 9 8 2 12

Cr Thurley 9 8 9 9 1 12

Cr van de Ven 8 7 8 8 2 10

Note 1: Councillors who are not voting members of a particular Committee do not have to attend its meetings.

Note 2: The final Council Standing Committee meetings were held in May 2018. 17

Integrated Planning and Reporting

Albury 2030 – Review and Strategic Directions

Under the NSW Local Government Act 1993, A key feature of Albury 2030 is that it is not a AlburyCity adopted the integrated planning Council plan. The content and direction of Albury and reporting (IP&R) framework in 2009. The 2030 is determined by the community, and many new framework included the development of a stakeholders and other agencies are responsible for Community Strategic Plan – ‘Albury 2030’ and the delivery of the community priorities. required all other Council strategies to integrate with This Annual Report reports back to our community this plan. on the progress of the Council projects and strategies developed to support the achievement of Albury 2030. These projects are listed in Council’s Four-year Delivery Program and Operational Plan.

Community Strategic Plan 10 years + Resourcing Strategy Delivery • Long Term Financial Planning Program • Worforce 4 years Management Community Planning • Asset Management Engagement Planning Operational Plan 1 year Perpetual Monitoring & Review Framework

Annual Report AlburyCity Annual Report 2017-2018

On 13 October 2017 a Two Cities One Community The Two Cities One Community Strategic Plan historic partnership agreement was signed between shares the long-term vision of the partnership and the Mayors of AlburyCity and City of Wodonga. The establishes the goals for the future. The Two Cities partnership is supported by the Two Cities One One Community Action Plan is an implementation Community Strategic Plan and Action Plan. The plan showing the actions proposed to achieve those initiative provides a unique opportunity to develop a goals. The Action Plan is reviewed annually as part way forward that benefits both communities through of Councils’ budget process to ensure it remains a combined focus on the four pillars of leadership, consistent with the needs of the community. economy, environment and community. An Action Plan progress report provides updates Significant community engagement was undertaken to both Council and the community. Council strives to develop the separate community strategic plans to be clear on the progress that has been made for Albury and Wodonga – Albury 2030 and Wodonga in achieving the aspirations of the Two Cities One 2033 respectively. The results of this engagement Community Strategic Plan. This also demonstrates were then used to develop the Two Cities One the commitment to the partnership agreement and Community Strategic Plan. working collaboratively to achieve cross-border goals. You can find out more about the Two Cities One Community initiative by visiting the website. 19

Performance Report

Reporting against strategic The strategic directions outlined in Albury 2030 play a major role in guiding Council’s decisions and directions priorities. Albury 2030 guides the development of the four-year Delivery Program, which in turn informs the one-year Operational Plan. The strategic actions listed in Albury 2030 have been identified as ways to work towards achieving the higher level aspirations of the community. In order to monitor progress towards the achievement of strategic actions, Council staff report monthly on the progress of projects derived from Albury 2030. This includes ongoing commentary and key performance indicator reporting. Councillors receive quarterly reports on progress towards the strategic actions and projects outlined in each year’s Operational Plan. A six-monthly report is made available on the AlburyCity website to allow the community to see Council’s progress towards achieving the relevant actions arising from Albury 2030. The following pages outline the progress Council has made in achieving the specific projects and strategic actions of Albury 2030 during 2017-2018. The colours used in the tables demonstrate links to the themes within Albury 2030. AlburyCity Annual Report 2017-2018

Performance Report

Information Hierarchy

Albury 2030 has a hierarchical structure feeding Achievement of targets feeds upwards to achieving down from four Themes. the outcome measures and ultimately the outcomes (community aspirations) of Albury 2030. Outcomes are the highest level aspirations of the community and the Strategic actions show how the The annual AlburyCity Operational Plan lists all of outcomes will be achieved. Partner Organisations Council’s projects and activities under each Albury are listed to demonstrate that Council is not wholly 2030 Strategic Action. As AlburyCity completes responsible for achieving the community outcomes. items in the Operational Plan, this works upward to achieve the Strategic Actions and community Outcome measures show methods of determining aspirations through the Outcomes of Albury 2030. whether an outcome is being met and Targets are used to help with reporting on the plan’s progress. 21

A Growing An Enhanced A Caring A Leading Sustainable Natural Community Community Economy Environment

Outcomes (22)

AlburyCity Strategic Actions (119) Partner Organisations

Measures and Targets AlburyCity Annual Report 2017-2018

Annual Snapshot Operational Plan Performance Albury 2030 Themes

A Growing Sustainable Economy An Enhanced Natural Environment

This theme recognises the need to grow the city and This theme involves improving the health of the its population so that businesses can confidently Murray River, being a leader in natural resource increase and expand their workforce. Integrated management and protecting local plants and transport routes will meet the needs of this growing animals. Continued development in these areas city and connect Albury to the national and global combined with feedback and interaction with economy by road, rail and air. community and special interest groups is improving the quality and range of outcomes being achieved as well as the range of activities on which AlburyCity can focus.

There were a total of 54 projects There were a total of 15 projects under this theme. At the end of under this theme. At the end of June 2018, 35 (65%) of these June 2018, 10 (67%) of these projects were 100% complete, projects were 100% complete, with 19 projects still in progress. with 5 projects still in progress. 23

A Caring Community A Leading Community

This theme involves Albury being recognised as This theme involves establishing strong government a cultural and creative city that embraces and and regional networks, empowering the community celebrates its diversity; provides quality health care; to contribute to the future direction of the city, supports children and young people; promotes developing future leaders and providing inclusive positive ageing; encourages healthy lifestyles; values decision-making processes. knowledge and life-long learning and is recognised nationally as a provider of quality education.

There were a total of 41 projects There were a total of 150 projects under this theme. At the end of under this theme. At the end of June 2018, 29 (71%) of these June 2018, 83 (55%) of these projects were 100% complete, projects were 100% complete, with 12 projects still in progress. with 67 projects still in progress. AlburyCity Annual Report 2017-2018

Albury 2030 Performance Report in detail Theme One: A Growing Sustainable Economy 25 AlburyCity Annual Report 2017-2018

Theme One: A Growing Sustainable Economy

Outcomes 1.1 Increase visitors to Albury and the surrounding region 1.2 Improve visitor and residents’ experiences 1.3 Plan and cater for increased population growth 1.4 Albury has a secure and well managed water supply 1.5 Promote Albury for industry and business 1.6 Integrated transport network for Albury 1.7 Increase usage of bicycle and pedestrian networks 1.8 Albury’s infrastructure and assets are well managed and maintained 27

Outcome 1.1 Increase visitors to Albury and the surrounding region

During 2017-2018 Council implemented a variety of Activity under this Outcome included strategies and programs to increase visitors to Albury implementation of: and our surrounding region. All programs to support • the Destination Management Plan -100% complete tourism and economic development and improve visitor experiences were completed in accordance • the implementation of the AlburyCity Events with relevant strategies and schedules. Strategy – 100% complete, and • the Wonga Wetlands Tourism Product Development Master Plan – 75% complete.

PERFORMANCE MEASURES – Tourism and visitors KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Unique www.visitalburywodonga.com 4,000 visitors per 14,526* 10,782* 4130 month Persons per Enquiries – telephone/email 220 189 182 232 month Walk-in visits to information Persons per 1,500 1476 1546 1697 centre month Service Industry service requests 60 requests per 58 50 57 month

*The large increase in website visitation to www.visitalburywodonga was due to the commencement of on-line digital campaigns rather than traditional methods such as print. This greatly increases promotion of Albury Wodonga to visitors and our community. AlburyCity Annual Report 2017-2018

Outcome 1.2 Improve visitor and residents’ experiences

AlburyCity projects working to improve visitor and residents’ experiences in 2017-2018 included the implementation of the Urban and Public Art Strategy and Events Strategy, and ongoing tourism promotion and opportunities. The tourism key performance indicators of walk- in visitors, telephone /email requests and industry service requests were slightly down on forecast targets. This is demonstrating the shift towards a more online focus from visitors. The large increase in visitors to the visitAlburyWodonga website is also indicative of this change.

Albury Visitor Information Centre Number of walk-in visitors 3,500

3,000

2,500 2013-2014 2,000 2014-2015 1,500 2015-2016

1,000 2016-2017

500 2017-2018

0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The number of walk in visitors to the Albury Visitor Information Centre has followed a similar pattern over the last four years. Numbers for the 12 month average for 2017-2018 were slightly down on figures from previous years, but still above the monthly target. 29

End-of-year data revealed events activity impact Highlights were the Australian Junior Country Cup in 2017-2018 of almost $38 million to the local Basketball, Australian Junior Polocrosse Classic economy. This included events conducted, facilitated and the highly successful 2018 Australian Deaf and sponsored by AlburyCity and those held in Games which was co-hosted with Wodonga Council. Council venues such as the Albury Entertainment Conferences such as the RSL NSW State Congress Centre, the Lauren Jackson Sports Centre, and and the Tri-State Rural Medical Conference bolstered aquatics and athletics facilities. Community the business events sector. events such as the QEII Twilight Markets, Carols by Six Australian citizenship ceremonies were Candlelight and Music in the Gardens continued to conducted during the year including the Australia attract hundreds of participants building on the social Day event which was interpreted entirely in Auslan and community benefit of the events program. Overall (Australian sign language) allowing AlburyCity to event participation was over 171,000 with more than give a special welcome to around 100 deaf athletes 118,000 local residents taking part in the events attending the Australian Deaf Games. program, an increase of 14% over the previous year.

Albury Events Number of Patrons per month

35,000 30,000 2013-2014 25,000 2014-2015 20,000 2015-2016 15,000 2016-2017 10,000 2017-2018 5,000 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The winter months of June, July and August are typically quiet months for the Events Team. This time is used to plan and promote upcoming events. Of the 101 events that were held during 2017-2018, 38 occurred during the months of October–December 2017. The spike in numbers during March each year is due to the additional numbers of patrons attending the Albury Gold Cup. AlburyCity Annual Report 2017-2018

Outcome 1.3 Plan and cater for increased population growth

Albury remains well positioned to cater for, and included 986 Development Applications and provide for, growth and development across all Complying Development Certificates valued at sectors including residential, commercial and $200M. Construction work approved totalled $205M industrial. Planning for future infrastructure provision including 328 new dwellings. and coordination of this in line with growth demands Planning for the provision and expansion of key will remain a critical element in the future. infrastructure to facilitate the growth areas of 2017 - 2018 was another strong year for development Thurgoona/Wirlinga dominated AlburyCity’s focus and growth in Albury. Council continues to plan for and resources. This included the finalisation of Albury’s long-term future through the development city-wide water and wastewater strategies, the and implementation of a variety of projects and commencement of a new catchment drainage strategic plans. Specifically, development activity strategy and completion of the city-wide traffic study.

Development Applications - Processing times (days) (12 month average) 40 35 30 25 20 15 10 5

Number of days to process 0 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

The time it takes to process development applications is an indicator of the high levels of development activity across the city. The extended processing times typically relate to significant and major applications. Even with some delays, the overall processing times remain well below the state average and demonstrate Council’s continued commitment to reducing red tape and facilitating suitable and appropriate development. The deterioration in processing times has also been due to vacancies in key positions and sustained high demand across all areas. In response to this, Council staff have been liaising with key stakeholders in the development industry and keeping them informed of changes as well as working towards improvements to processing and assessment. 31

PERFORMANCE MEASURES – Certificates and Approvals KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) % service Building approvals 95 charter 55% 62% 78% compliance % service Construction certificates 95 charter 70% 74% 84% compliance % service Complying development 95 charter 52.5% 44% 65% certificates compliance % service Building certificates 95 charter 91.5% 70% 71% compliance Planning approvals – % service Development Applications 95 charter 79% 77% 83% Town Planning compliance Planning approvals - Average 21 Days 38 31 26 processing time % service Planning certificates 95 charter 100% 100% 99% compliance % service Plumbing approvals 95 charter 81% 69% 75% compliance PERFORMANCE MEASURES – Glenmorus Gardens KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (based on (based on (based on original original original budget budget budget 90 Glenmorus Gardens – Return (Updated % budget (292%) (194%) 320% on investment to 100 in 2017/18) AlburyCity Annual Report 2017-2018

Outcome 1.4 Albury has a secure and well managed water supply

There were a suite of initiatives within the 2017- 2017-2018.The cumulative water consumption total 2018 Operational Plan to ensure Albury has a for 2017-2018 was 8,262 megalitres which was up well-managed water supply. By end June 2018, the 7.75% (or 594 megalitres) on the same time last year. watermain replacement / renewal program was At end June 2018, the Hume Dam was at 41.04% of 100% complete, the water and sewer augmentation capacity (69.88% this time last year) and Dartmouth was 77% complete and the annual sewer main Dam was at 88.55% of capacity (78.20% this time rehabilitation program was 100% complete. These last year). Their current combined storage was 9.14% programs helped contribute to a positive result for below the same time last year. 33

Outcome 1.5 Promote Albury for industry and business

All projects have been actively progressed under this • the Ettamogah Sewerage Augmentation (NEXUS) – Outcome with a number of minor variations to the 80% complete actual versus target performance results. AlburyCity • the implementation of the Retail Sector projects to promote Albury for industry and business Development Strategy – 100% complete during 2017-2018 included: • the implementation of the Economic Development Strategy – 100% complete • Environmental Health programs • the implementation of the Creative Economy Strategy – 100% complete; • Evocities Implementation AlburyCity Annual Report 2017-2018

Additional activity occurred in partnerships, including: • investAlbury Insight providing information to • AlburyCity promoting the NSW Government Office businesses on the NSW Government Office of of Environment and Heritage Power to Save Environment and Heritage webinars; covering a program where small businesses can access variety of topics including understand energy bills, discounted lighting upgrades to reduce their energy LED lighting, energy management, and NSW Energy costs and consumption. Saving Scheme. • The Evocities campaign continued to be • AlburyCity seeking interest from local businesses instrumental in promoting opportunities in Albury (through investAlbury Insight) in Building Upgrade which is recognised as a leading regional centre Finance; a three way financial agreement with a with a positive outlook for growth, investment and building owner, financier and Council in undertaking employment environmental (e.g. energy, water, waste) improvements to a business.

PERFORMANCE MEASURES – Evocities Implementation KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Unique visitors to www. Number per 6,000 8,605 8,179 7,842 evocities.com.au month 35

PERFORMANCE MEASURES – EvoCities Implementation KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Economic development Within 24 Hours 24 24 24 returned phone calls Detailed response Within 5 Working days 5 5 5 Service Customer service requests 40 requests per 36 44 45 month Unique No longer No longer “Business in Albury” web pages 500 visitors per 1050 collected collected month Unique Business and Investment web No longer 950 visitors per 2,429 Not collected pages collected month Unique “Population and demographics” No longer 850 visitors per 912 990 web pages collected month Visits to the investAlbury Unique visits 2,000 3,008 - - website per month per month

Evocities Number of website sessions to www.evocities.com.au 14,000 Jul Aug 12,000 Sep 10,000 Oct Nov 8,000 Dec Jan 6,000 Feb Mar 4,000 Apr 2,000 May Jun 0 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

The number of sessions to the evocities webpage continues to exceed the target of 6,000 sessions per month and has done since 2014-2015 AlburyCity Annual Report 2017-2018

PERFORMANCE MEASURES – Inspections and monitoring KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Environmental (noise, Inspections dumping, soil erosion control 20 132 113 127 per month and on-site sewer) Public Health (food, hair, Inspections beauty, skin penetration and 65 78 59 66 per month water quality monitoring)

Environmental Health Number of environmental inspections and monitoring services per month 250

200

2013-2014 150 2014-2015 2015-2016 100 2016-2017 50 2017-2018

0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The levels of activity remained relatively consistent across the year, with a slight fall by end June 2018. The increase in inspections is directly attributed to an improved focus on the inspection and monitoring program for development and compliance related issues. The number of environmental inspections is still more than double those of 2014-2015 and 2013-2014. Specific areas of focus were soil and erosion control, stormwater, hours of operation and related matters. 37

Outcome 1.6 Integrated transport network for Albury

The integration and effectiveness of all forms Airport return on investment has remained strong of transport throughout the city is an important for the year, with an average of almost 22,000 component of Albury 2030. AlburyCity initiatives passengers per month. The year-to-date passenger under this Outcome include the Albury Integrated numbers showed an overall increase of 0.6% (1,585 Transport Strategy, the Airport Development Strategy passengers) compared with the same time last year. and Service Review and the Traffic Improvements Program.

Under the Traffic Improvements Program the following items were completed during 2017-2018: • Mountford Cr/Kookaburra Way Roundabout medians and line-marking • Gap Rd (South of Queen St) – Variable Activated Speed Board • Memorial Dr (Roper St and Affleck St) -Speed cushions for traffic calming • Urana Rd and Griffith Rd (to Sanders Rd) - Parking configuration, line-marking and additional turning lane from Griffith Rd • Palm Dr/Mountford Cr- traffic calming splitter island and line-marking AlburyCity Annual Report 2017-2018

PERFORMANCE MEASURES – Legislated services KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) 25 (from Regulatory patrols and 17/18 this Scheduled procedures (parking, street target was patrols per 392 83 76 activities and environmental) amended to month 300) PERFORMANCE MEASURES – Albury Airport KPI Achieved Achieved Achieved 2017–2018 2016–2017 2015–2016 (based on (based on (based on original original original budget) budget) budget) Albury Airport – Return on % of budget 90 65% 164% 127% investment (or greater)

Legislated Services Number of Patrols per Month 700 600

500 2013-2014 400 2014-2015 300 2015-2016 200 2016-2017 100 2017-2018 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

AlburyCity Rangers carried out a high number of patrols across all regulatory areas. This is in support of community safety programs as well as in response to community expectation and requests. Patrols included monitoring on- and off-street parking, assisting businesses with the requirements of Council’s Street and Outdoor Activities Policy, and checking for abandoned vehicles or goods. The large increase in regulatory patrols is related to changes in the process and resourcing parking patrols across the city. There were also additional environmental patrols as part of development control investigations. 39

Outcome 1.7 Increase usage of bicycle and pedestrian networks

A variety of objectives were completed during 2017–2018 to extend and improve the pedestrian and cycle networks throughout Albury: • Griffith Rd- Pedestrian Crossing near Lavington Library • Logan Rd- East of Fairview Dr- Pedestrian Refuge and line-marking • Cycleway- 285m shared path Moore St from Kaylock Rd to Nowland Ave • Cycleway- 150m shared path Moore St to Dick Rd • Cycleway- Kelly Pl to Cambridge Dr (Spring Park) 2.2km • Cycleway- Kaitlers Rd to Whitehall Ave (Ettamogah Rise) 2km • Cycleway Union Rd/ Dick Rd- 300m West of Yarramba Cr to Jelbart Park AlburyCity Annual Report 2017-2018

Outcome 1.8 Albury’s infrastructure and assets are well managed and maintained

Projects implemented under this Outcome included There were a number of AlburyCity services under works in the plant replacement program, road and this Outcome that were being reviewed through the drain construction and rehabilitation program, Service and Efficiency Review program during 2017- landscape construction and maintenance program, 2018. These reviews included: and the road resealing program. • Stores Management – 25% complete The overall accomplishment of programs was 94% as • Street and drain cleaning – 95% complete at 30 June 2018. In particular this included: • Mechanical and electrical services – 8% complete • Design program - 86% complete • Trade Waste services – 25% complete • Plant replacement program – 100% complete • Concrete construction and maintenance – 25% • Road resealing program - 100% complete complete • Landscape construction and maintenance program – 85% complete • Road and drain rehabilitation program - 100% complete • Road and drain construction – 90% • Kerr Road reconstruction - 80% complete. 41

PERFORMANCE MEASURES – Infrastructure and assets KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Number of Utilisation of the Wonga educational Wetlands Education / 800 3787 857 981 visitors per Interpretation Centre month Cents/kL of Water treatment operational No longer No longer 21 produced 16 cost collected collected treated water Number of pits No longer No longer Tradewaste pit inspections 22 inspected 10 collected collected and/or tested per month Cents/kL Wastewater treatment No longer No longer 81 of treated 60 operational costs collected collected wastewater PERFORMANCE MEASURES – Waterview Laboratory KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (based on (based on (based on original original original budget) budget) budget) Waterview Laboratory – % of budget 90 549% 175% 104% Return on investment (or greater)

Wonga Wetlands Education Centre - Number of Visitors per month 7,000 6,000

5,000 2013-2014 4,000 2014-2015 3,000 2015-2016 2,000 2016-2017 1,000 2017-2018 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The total number of visitors to Wonga Wetlands for 2017-2018 was 47,665 compared with 10,525 in 2016- 2017. This significant difference is due to the installation of electronic counters at Wonga giving a true representation of visitor numbers. AlburyCity Annual Report 2017-2018

Albury 2030 Performance Report in detail Theme Two: An Enhanced Natural Environment 43 AlburyCity Annual Report 2017-2018

Theme Two: An Enhanced Natural Environment

The natural environment is a key asset to the city and our community, this is reflected in ongoing activities such as HalveWaste, tree planting, Sustainability Week and many education and awareness programs. There are a number of opportunities for further partnerships with agencies including the Office of Environment and Heritage and community groups such as Woolshed and Splitters Creek Landcare Groups and these will be further developed and explored in 2018-2019.

Outcomes 2.1 Albury has improved environmental outcomes 2.2 Albury is prepared for changing environmental conditions 2.3 An increased awareness in sustainability and environmental issues 45

Outcome 2.1 Albury has improved environmental outcomes

AlburyCity continues to build on and foster a greater awareness and appreciation of the impacts of operations and activities with respect to our ecological footprint. This includes actively promoting our natural environment encompassing a whole of organisational approach. The actions and initiatives are aimed at reducing our environmental footprint (reduced energy consumption and carbon emissions), improving natural areas and long term management of natural areas (fire management, community education and awareness). The review of the Biodiversity Strategy has been included in the Two Cities One Community Action Plan and will be developed as a combined Regional Biodiversity Strategy. AlburyCity worked toward reducing Albury’s ecological footprint through a range of projects and activities including: • The Soil and Erosion Control Guidelines Review – 80% complete • The implementation of the 2017-2018 Energy Savings Action Plan – 100% complete • Delivery of the 2017-2018 Halve Waste Campaign was completed as scheduled. At end June 2018, the recycling contamination rate was at its lowest ever point at an average of 0.79% for the 2017-2018 financial year compared with 0.86% for 2016-2017. The delivery of community education sessions remained strong in schools, community groups and with home-owners • The implementation of the three-bin kerbside collection contract – 100% complete • AlburyCity’s Energy Saving Action Plan identifies and schedules energy efficiency and cost saving initiatives. This plan has resulted in solar systems being installed on eight Council properties since 2013 capable of generating a total of 205kW. Over 200,000 kWh were consumed from AlburyCity Photo Voltaic systems in 2017–2018, which equates to an approximate $42,000 saving on electricity bills. • LED lighting upgrades (including Lauren Jackson Sports Centre and Albury Depot) • A Network tariff review of AlburyCity’s 35 largest sites • Solar installations and assessments (including a new system at the crematorium and assessments at the Albury Airport, Retro Lane Cafe, MAMA and Jelbart Road Sewage Pump Station) AlburyCity Annual Report 2017-2018

Cities Power Partnership AlburyCity was one of 35 local Councils to join the In joining the partnership Council made the following first round of the Cities Power Partnership. The five pledges: partnership has been developed by the Climate 1. Renewable Energy – Power Council operations by Council and aims to accelerate greenhouse gas renewables, directly (with solar PV or wind), or by emission reduction across Australia. purchasing Green power (from electricity retailers). Set targets to increase the level of renewable power for Council operations over time; 2. Renewable Energy – Support community energy projects (with location and planning support) so that residents (such as renters) can band together and invest in community renewable energy projects; 3. Energy Efficiency – Adopt best practice energy efficiency measures across all Council buildings, and support community facilities to adopt these measures; 4. Transport – Encourage sustainable transport use (public transport, walking and cycling) through Council transport planning and design. Substantial savings in transport energy use can be achieved by designing more compact cities with access to high quality public and active transport services and facilities; and 5. Working Together and Influence – Implement an education and behaviour change program to influence the behaviour of Council officers, local residents and businesses within the municipality to drive the shift to renewable energy, energy efficiency and sustainable transport. 47

Outcome 2.2 Albury is prepared for changing environmental conditions

This Outcome can be achieved through planning for, and adapting to, changing environmental conditions. Projects and activities undertaken by AlburyCity to work towards the achievement of this Outcome during 2017-2018 included: • Working with the Office of Environment and Heritage on the Enabling Regional Adaptation Steering Committee as a representative of the Riverina and Murray Regional Organisation of Councils (RAMROC) region. • The Bungambrawatha Creek Outfall restoration • The Mungabareena Management Plan • The Albury Wodonga Sustainable Living Festival • A number of projects in partnership with agencies and community groups including the Office Environment and Heritage, Charles Sturt University, Thurgoona Woolshed and Splitters Creek Landcare Groups AlburyCity Annual Report 2017-2018

Hollow Bearing Trees Project In 2014, Albury Conservation Company received grant funding from the NSW Environmental Trust with in-kind support from AlburyCity and NSW Department of Industry to investigate and map the number of hollow bearing trees in the Thurgoona Wirlinga Area and increase their retention. The project concluded with a workshop in February 2018. Key themes of the workshop were the location, distribution and characteristics of hollow bearing trees and their management in a landscape that is becoming increasingly urbanised. Tree hollows in the Thurgoona Wirlinga area are home to many native animals including birds, reptiles, bats and the threatened Squirrel Glider. 553 hollow bearing trees were mapped across Thurgoona Wirlinga with the highest density of trees being in Bishops Walk Park in Corrys Wood estate in Thurgoona. Data collected from the project was provided to AlburyCity and used to create a significant tree overlay that can be referenced and relied upon when considering Development Applications or planning for infrastructure (e.g. new road construction) and related works.

20 Million Trees Project In late 2017 AlburyCity received grant funding through the National Landcare program’s 20 Million Trees project for the restoration of the Waterview Waste Water Treatment Site to its natural state of Box Gum Grassy Woodland. The treatment plant is located in close proximity to the Murray River, Nail Can Hill and the surrounding Albury Ranges area. The site covers approximately 550 hectares; it includes the waste water treatment plant, remnant and riparian vegetation, creek lines and open paddocks. 75 hectares of this site was a soft wood pine plantation. These plantations were harvested in 2017. Following the softwood harvest AlburyCity is implementing a site revegetation and restoration plan. This project will focus on revegetating approximately 45 hectares of the site and restoring it to its natural state of Box Gum Grassy Woodland. These plantings will improve the biodiversity of the site, provide connectivity to Nail Can Hill and the Albury Ranges and improve the riparian habitat along the creek lines which provide important linkages to the Murray River. 49

PERFORMANCE MEASURES – Albury Waste Management Centre KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (based on (based on (based on original original original budget) budget) budget) % of budget Albury Waste Management 90 or greater 107% 108% 134% Centre profitability than

Albury kerbside recycling Number of tonnes recycled per month 1400

1200

1000 2013-2014 800 2014-2015 600 2015-2016 2016-2017 400 2017-2018 200

0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The total amount of recycled waste collected at kerbsides in Albury for 2017-2018 was 5,207 tonnes. The average monthly amount of recycling collected for the 12 month period was 433 tonnes compared with 460 tonnes in the previous financial year. Cardboard and paper are still the most prominent product collected with an overall volume of 3376 tonnes. The glass collected equated to 1190 tonnes, with the remainder material being made up of plastic and aluminium. The Return and Earn program was introduced on 1 December 2017 which saw a 10c return for eligible beverage containers. The introduction of this program saw a 300 tonne reduction in volume placed in the kerbside recycling bin compared to the previous years data. The peak of recycling activity in November 2013-2014 corresponded with National Recycling Week and an increase in recycling education programs. AlburyCity Annual Report 2017-2018

Albury Waste Management Centre Total waste - Number of tonnes per month* 35,000

30,000

25,000 2013-2014 20,000 2014-2015 15,000 2015-2016 2016-2017 10,000 2017-2018 5,000

0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Albury Waste Management Centre

Year Total waste (tonnes) Waste, 12 month average (tonnes) 2013-2014 156,717 13,060 2014-2015 167,375 13,948 2015-2016 157,589 13,132 2016-2017 162,789 13,566 2017-2018 209,832 17,486

The 12-month average for amount of waste going to the Albury Waste Management Centre in 2017-2018 was 17,486 tonnes. The total waste to the Albury Waste Management Centre in 2017-2018 was 209,832 tonnes. The significant increase in the total waste going to the Albury Waste Management Centre can be attributed to a substantial increase in regional construction projects, most of the increase relates to construction and demolition. The spikes in September and October 2018 relate to disposal of material from the Lavington Sportsground Redevelopment project.

*The figure for total waste to the Albury Waste Management Centre includes all waste generated from domestic and commercial sectors from six regional councils. 51

Albury Waste Management Centre Total Waste Buried - Number of tonnes per month 14,000 12,000 10,000 2013-2014 8,000 2014-2015 6,000 2015-2016 4,000 2016-2017 2,000 2017-2018 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Year Total waste buried (tonnes) Waste buried, 12 month average (tonnes) 2013-2014 95,612 7,968 2014-2015 90,773 7,564 2015-2016 84,677 7,056 2016-2017 81,465 6,789 2017-2018 97,077 8,090 The 12-month average for waste buried per month in 2017-2018 was 8,090 compared with 6,789 tonnes in 2016-2017.

The amount of waste buried is the remaining amount of waste after all possible diversions. AlburyCity Annual Report 2017-2018

Outcome 2.3 An increased awareness in sustainability and environmental issues

AlburyCity is continuing to promote environmental awareness and appreciation across our local community. This is proving to be a very positive program with strong community support, enthusiasm and interest. In particular there was an expansion in the development of AlburyCity environmental awareness programs in local schools. Awareness activities undertaken by AlburyCity or in partnership with other agencies included:

Planet Ark’s National Schools Tree Planting Day Albury Wodonga Sustainable Living Festival AlburyCity hosted approximately 250 students during AlburyCity partnered with City of Wodonga and event July 2017. The majority of the plantings occurred at sponsors Oz Green and Halve Waste, to deliver a Waterview, AlburyCity’s Waste Water Treatment Plant, month long festival during November 2017. This marking the beginning of a wide-scale revegetation included a range of events hosted by the partner program to restore the site back to its natural state organisations as well as a number of community following the removal of the Pine Plantations. initiated events.

Planet Ark National Tree Planting Days Clean Up Australia Day Two community tree planting days were held Held at Bonnie Doon Park West Albury resulting in at Splitters Creek and Beaumont Park Estate approximately 150kg of waste being collected over a Thurgoona. The Splitters Creek event attracted 2 hour period. 40 participants and resulted in the planting of Repair Café approximately 350 trees and shrubs. Over 50 people attended the event at Beaumont Park Estate helping Funded by the Halve Waste Program and operated on to plant 700 trees and shrubs improving important the first Saturday of the month between 10am-1pm wildlife corridors and enhancing habitat for some of at the Sustainable Activity Centre on Gateway Island, our threatened fauna species found in Thurgoona. Lincoln Causeway Wodonga. The Repair Café had a total of 545 visitors (excluding children) and boasts Powering Down an 83% success rate for repairs for the financial year. An 18 month Environment Trust - Environmental The ten monthly meetings averaged a diversion from Education grant awarded to Charles Sturt University. landfill of 93kgs per session, up from 67kg in 2016 – AlburyCity and the Office of Environment and 2017. Heritage provided oversight and assistance. The Enviro Chats program grand finale was held on World Environment Day, this featured two parts 1) awarding individual Held at both the LibraryMuseum and the Lavington households and schools for energy efficiency Library covering a wide variety of topics including improvements and 2) a ‘Bring Your Bills Day’ where Energy Made Easy, purchasing energy efficient households brought in their bills for assistance from appliances, solar installations, establishing a new a variety of agencies including the Energy and Water gardens, guides to Albury’s walking tracks and trails Ombudsman NSW. and protecting Albury’s woodlands.

World Environment Day Special environmental themed children’s story time and art and craft activities were held at the Lavington Library and LibraryMuseum to mark this occasion. 53 AlburyCity Annual Report 2017-2018

Albury 2030 Performance Report in detail Theme Three: A Caring Community 55 AlburyCity Annual Report 2017-2018

Theme Three: A Caring Community

Outcomes 3.1 Albury offers access to a diverse range of educational opportunities 3.2 Albury’s key community safety indicators continuously improve 3.3 The health and wellbeing of the Albury community improves 3.4 Albury offers a diverse and accessible range of facilities and activities for all ages 3.5 Improved health, employment and education for the Aboriginal community in Albury 3.6 The improved settlement of people from diverse cultures 3.7 Increased participation in a diverse range of art and cultural activities in Albury 57

Outcome 3.1 Albury offers access to a diverse range of educational opportunities

AlburyCity continued to perform well in its As at June 2018, Banjora Long Day Care had a contribution to educational opportunities in Albury waiting list of 53 children. The average monthly during 2017-2018. Activities to assist with achieving numbers of children attending the new Before School this outcome included: Care service at Albury Primary School met the target numbers envisaged. Vacation Care spaces were • Family Day Care Education programs consistently booked out across the variety of venues • Before and after school programs and holiday periods. MAMA hosted a number of • Learning and Outreach programs at the educational workshops and school groups exceeding LibraryMuseum and Lavington Library the attendance targets set for 2017-2018. • Murray Art Museum Albury (MAMA) Education programs AlburyCity Annual Report 2017-2018

PERFORMANCE MEASURES – Educational Opportunities KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Banjora Children’s Centre – Children per 36 39 40 40 number of children attending day Family day care – number of 140 Per week 125 119 118 children attending Out-of-school-hours program – After school care. Number of 130* Per day 145 150 120 children attending Not Out-of-school-hours program – collected. Before school care** Number 15 Per day 15 17 Program not of children attending commenced. Vacation care utilisation – 100 Per day 103 138 110 number of children attending

* The target of attendance per day was raised from 85 to 130 from 2015-2016 onwards

** Commenced February 2017

Out of School Hours program Attendance per month 200 180 160 140 120 2013-2014 100 2014-2015 2015-2016 80 2016-2017 60 2017-2018 40 20 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Numbers of children attending the Out of School Hours (OOSH) program were above the target of 130 for every month of 2017-2018. The average monthly attendance over the 12 months was 159. There is a demonstrated monthly increase in attendance every year compared with previous years, for example for 2016-2017 (150), 2015-2016 (120), 2014-2015 (108), and 2013-2014 (98). 59

Outcome 3.2 Albury’s key community safety indicators continuously improve

The Road Safety Program for 2017-2018 with support from Roads and Maritime Services was successfully completed as scheduled. The program included: • Arrive Home Safely • Drinking? Ditch the Keys • Look out before you step out – pedestrian safety • ‘On the road’ 65 Plus presentation and • the Graduated Licensing Scheme Parent Workshops

Other initiatives under this outcome included: • the implementation of strategies within the Crime Prevention Plan, (including the Prevention of Family Domestic Violence Policy) – 100% complete • the development of the Graffiti Management Policy – 100% complete • the development of CCTV policies and procedures – 100% complete • CCTV installation in Dean St / Volt Lane carpark – 100% complete AlburyCity Annual Report 2017-2018

Outcome 3.3 The health and wellbeing of the Albury community improves

A range of initiatives to assist with improving the Environmental Health Officers continued to conduct health and wellbeing of our community progressed inspections of food premises and provide food- during 2017-2018. 16 footpaths were scheduled handling seminars. The performance level for for installation across the city, 11 of which were Environmental Health Officers was influenced completed by June 30 2018. The location of new significantly by the complexity of investigations paths included: regarding environmental health and development control, and due to a shared service arrangement • Kurrajong Crescent with Greater Hume Shire. The Team continued to • Buchhorn Park provide a professional service to our community • Moore Street across all functions and there was no significant increase in risk or incidents. The installation of footpaths provides an increased opportunity to walk for exercise and health. AlburyCity Rangers followed up community concerns relating to neighbourhood trees, fences, noise, public The Placemaking Working Group continued to meet health and swimming pools and, where possible, on a regular basis to identify, discuss and progress returned companion animals to their owners. community projects. 61

Companion animals Percentage returned to owners per month 90 Jul Aug 80 Sep 70 Oct 60 Nov 50 Dec 40 Jan 30 Feb 20 Mar 10 Apr 0 May 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Jun

On average, 35% of the total companion animals seized by AlburyCity Rangers in 2017-2018 were reunited with their owners. This figure could significantly improve if more pet owners had their animals microchipped and registered with Council. Responsible pet ownership and control would also reduce the number of animals being seized by rangers. In 2017-2018 AlburyCity held another successful annual education ‘day-out’ as part of the ‘Keep Track of Your Best Mate’ program, which included free pet registration, information about responsible pet ownership, and discounted microchipping services for animal identification. AlburyCity Annual Report 2017-2018

Outcome 3.4 Albury offers a diverse and accessible range of facilities and activities for all ages

Ongoing management and promotion of AlburyCity AlburyCity’s Youth Team has a strong commitment sports facilities including the Lauren Jackson Sports to providing a wide range of services, programs, and Centre, Aquatic Facilities and the Alexandra Park activities for young people across the community, Athletics Complex ensured that a range of activities recreational and cultural arenas. AlburyCity were available to community members of all ages recognises the importance of having young people and abilities. drive youth led initiatives within our community. As our community becomes more diverse, there is need The total projects scheduled under this outcome to provide necessary programs and opportunities to were at 96% complete by end June 2018. enhance social participation for young people from all backgrounds. Albury City Council recently endorsed the Youth Services Strategy 2018-2021 which includes a key objective to empower young people to participate and fully engage in community activities. 63

The following projects were completed during 2017- Further achievements under this outcome included: 2018: • A Council resolution to re-name the Alexandra Park • Youth Mental Health Workshops Athletics Track the ‘Les O’Brien Athletics Precinct’ in recognition of Mr O’Brien’s contribution to athletics • Community Link project (in partnership with Family and the community. & Community Services) • A transition of aquatic facility management to • Landscaping and BMX track in Springdale Heights Aligned Leisure in June 2018. (in partnership with Family & Community Services) • The completion of the Skate Park and BMX Strategy • Progression of the Lake Hume Reserves Master Plan, through community engagement and concept design. • Completion of the Brown’s Lagoon Reflection area. • Completion of the Albury Hockey Centre drainage. • Completion of the Thurgoona Community Centre BBQ area. • Completion of detailed design work for the JC King Park Sports Pavilion. AlburyCity Annual Report 2017-2018

Outcome 3.5 Improved health, employment and education for the Aboriginal community in Albury

AlburyCity’s Aboriginal health, employment and launch of exhibitions at both the Murray Art Museum education initiatives were progressed as planned for Albury (MAMA) and the LibraryMuseum. Significant 2017-2018. works in the MAMA collection by local and national Aboriginal artists are included in the hang of the Joss There was a strong focus on Aboriginal culture, Collection Galleries ‘Land and Title’. A new exhibition, celebrations and sporting carnivals particularly Ngurrambaa, opened in February which brought during June working towards NAIDOC Week. There together the work of nine Indigenous Australian was a range of programs planned including the artists. 65 AlburyCity Annual Report 2017-2018

Outcome 3.6 The improved settlement of people from diverse cultures

Throughout 2017–2018 Council staff attended MAMA assisted an artist-based residency during a range of local interagency meetings, including the year aimed at engaging new migrants and the Regional Advisory Council meetings and the refugees within the area. This program was run by Humanitarian Settlement Program meetings. Salote Tawale and Veronica Tello who engaged the local Multicultural Youth Council Albury Wodonga A successful Refugee Week was held during June at with a workshop run at MAMA. The success of this the GIGS Art Gallery in Wodonga. Refugee settlers encouraged MAMA to look at identifying funding from Congo, Bhutan and India attended the day, sung, opportunities to continue this great work. It is performed dances and sampled different foods from anticipated that this group would run a monthly each country of origin were available for all. series of free art-focused workshops specifically Albury’s culturally diverse communities continued targeted to newly arrived migrants, with a focus on to use the Community Wood Fired Oven as a place those aged between 16 – 35 years. to gather to celebrate and showcase their cultures. MAMA has also run workshops with members of Events were staged in partnership with AlburyCity the community to support their artistic practice and and local agencies for Harmony Day and the Hindu share their skills and knowledge, including Africa celebrations of Holi and Navarati. Beading and Batik Dyeing. 67

Outcome 3.7 Increased participation in a range of art and cultural activities in Albury

The 2017-2018 program at the Murray Art Museum The 2018 MAMA Art Foundation National Albury (MAMA) saw a rich suite of major new Photography Prize celebrated its 35th edition, with commissions (Lorraine Connelly Northey’s On MAMA acquiring works by emerging and established Country 2017), national touring exhibitions (2017 nationally-based photographers. Archibald Prize), an exhibition program supporting A presentation of newly acquired photographic series artists (ongoing Brindley Gallery Program), national Flyblown by Wiradjuri/Kamilaroi artist Michael Riley and international partnerships (Art Gallery NSW reinforced MAMA’s commitment to the medium of 2017, MCA 2017, Biennale of Sydney 2017, UNSW photography. Art & Design 2018, Murray Conservatorium Albury 2018). AlburyCity Annual Report 2017-2018

LibraryMuseum Number of visitors per month 30,000

25,000 s 20,000 2013-2014 visito r 15,000 2014-2015 2015-2016 10,000 2016-2017

Number o f 2017-2018 5,000

0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

The LibraryMuseum and Lavington Library maintained high levels of visitation throughout 2017–2018, although in both instances, not as high as in previous years. Visitation rates traditionally decrease during December due to the wind-down of school and the number of public holidays during this period.

Lavington Library Number of visitors per month

14,000

12,000

s 10,000 2013-2014 2014-2015 8,000 visito r 2015-2016 6,000 2016-2017 2017-2018 4,000 Number o f 2,000

0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 69

PERFORMANCE MEASURES – Cultural Facilities and Activity KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (12 month (12 month (12 month average) average) average) Number of attendees at the 5,000 Per month 6514 7,207 7,303 Albury Entertainment Centre 627 resulting 477 resulting from seven 316 based on from five out of 12 Attendees at the Theatre an average out of 12 Per month months of Not collected Season performances over 12 scheduled scheduled months performances performances ** * Number of current season 25 Per month Not collected Not collected 164 subscribers Number of public programs initiated by the Learning and 40 Per month 89 97 78 Outreach Team

** There were no monthly targets set for attendees at theatre performances in July, September and December 2017, and January, February, March and June 2018. * There were no monthly targets set for attendees at theatre performances in November and December 2016, and January, April and June 2017.

Albury Entertainment Centre Number of attendees per month 18,000 16,000 14,000 12,000 2013-2014 10,000 2014-2015 8,000 2015-2016 6,000 2016-2017 4,000 2017-2018 2,000 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Monthly attendance at the Albury Entertainment Centre averaged 8,196 which exceeded the target of 5,000. The consistently low attendance figures for January and February each year is due to few events being hosted by the Albury Entertainment Centre at that time. AlburyCity Annual Report 2017-2018

Albury 2030 Performance Report in detail Theme Four: A Leading Community 71 AlburyCity Annual Report 2017-2018

Theme Four: A Leading Community

Outcomes 4.1 The community is consulted on all major changes that will affect them 4.2 Regional issues are addressed through an integrated approach 4.3 The Albury community provides resources and opportunities to develop future leaders 4.4 Albury plans and leads with good governance 73

Outcome 4.1 The community is consulted on all major changes that will affect them

This Outcome focuses on engaging with the AlburyCity was very active on social media in 2017- community on all major projects that may have an 2018 with more than 38,600 followers across all impact. Community interest in the ‘Have a Say’ page profiles. Average monthly reach for AlburyCity on the AlburyCity website continues to grow. ‘Have a profiles exceeded KPI targets for Facebook and Say’ allows the community to have input into Council Twitter reaching 198,940 and 55,603 impressions policies, plans and projects before they are developed respectively. Over 155,000 minutes of video content as final drafts. The page includes a link to documents were viewed via Facebook, a significant increase on public exhibition, giving the community a final from the year prior. opportunity to make submissions. The website maintenance and development project continued with a goal to improve the ability for customers to ‘self-serve’ by finding the answers they need online, instead of requiring a follow-up phone- call to AlburyCity. The project has identified new web content and seeks to improve customer interaction online.

Social media reach across all AlburyCity Facebook profiles - per quarter 1,400,000.00

1,200,000.00

1,000,000.00

800,000.00 2016-2017 600,000.00 2017-2018 400,000.00

200,000.00

0.00 September December March June AlburyCity Annual Report 2017-2018

Outcome 4.1 The community is consulted on all major changes that will affect them continued

Six-monthly progress reports showing Council’s Through these reports, the community can see achievements in relation to the Community Strategic Council’s progress against the aspirations of the Plan ‘Albury 2030’ are placed on the AlburyCity community plan. website. Under the NSW Local Government Act 1993,, in the year of an ordinary Council election, an ‘End of Term’ ALBURY 2030 report must also be provided to the community. This report covers the four years of the previous Council term and is required to be completed by August of the election year. The ‘End of Term’ report for 2012- 2016 details Council’s achievements against the targets set in Albury 2030. Our community strategic plan 2017-2030

AlburyCity website sessions per month 50,000 45,000 40,000 35,000 30,000 2013-2014

sessions 25,000 2014-2015 2015-2016 20,000 2016-2017 15,000 2017-2018 Number o f 10,000 5,000 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

There were fewer sessions in total to the AlburyCity website in 2017-2018 (420,573) compared with 454,819 in 2016-2017. The target number of sessions per month was 35,000, and this was reached in all but August and September 2017, due to Google Analytics data reporting error. The average number of sessions per month over the last 12 months was 35,048. 75

Outcome 4.2 Regional issues are addressed through an integrated approach

The Outcome ensures that regional issues are AlburyCity continued to participate in a large number addressed through integration and that discussions of committees, forums and reference groups continue with surrounding councils regarding considering regional and cross-border issues. These potential shared service opportunities. include Murray Region Tourism, Two Cities One Community, Riverina Regional Cities, the Alliance of the Councils and Shires of the Upper Murray (ACSUM), the NSW Inland Forum and the Riverina and Murray Regional Organisation of Councils (RAMROC). Councils in the region met to discuss the proposed Joint Organisation – Riverina and Murray Joint Organisation and the benefits of regional collaboration. Discussions regarding specific services and priority projects identified future opportunities for AlburyCity and its neighbours. AlburyCity Annual Report 2017-2018

Outcome 4.3 The Albury community provides resources and opportunities to develop future leaders

AlburyCity’s ongoing support of the Youth Council AlburyCity’s Youth Team strive to provide leadership allowed a number of local projects to be conducted opportunities for young people and with young through the partnership between the Youth Council, people and partners create accessible, sustainable AlburyCity staff and the community. and high quality programs that meet their needs for growth and development. Albury City Council recently A Junior Youth Council met for a 10 week period to endorsed the Youth Services Strategy 2018-2021. provide primary school children an opportunity to The key strategic outcome of the Youth Strategy is work with the Youth Council (high school students). to empower young people, encourage community participation, support health and well-being, enhance employment outcomes and provide opportunities to be involved in creative and recreation activities. 77

Outcome 4.4 Albury plans and leads with good governance

This Outcome includes staff achievements across Activities under this Outcome for 2017-2018 the five AlburyCity directorates. All sections work included: together to ensure good planning and governance. • delivery of the community satisfaction survey Effective and efficient group management, • reviews of policies and procedures across all assessment of risks, strategic planning, financial Directorates management, continuous improvement and a high level of customer service demonstrate good • updates to the AlburyCity Business Improvement governance practice. Register • development and update of Corporate and Directorate Risk Management Plans • complaints management • reports on risk and safety • reports on response times to community requests • proactive approaches to leave management

Lost Time Injury Frequency Rate (LTIFR) as at 30 June - per million hours worked 12.0

10.0 s 8.0 Hou r 6.0

4.0 Number o f 2.0

0.0 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

AlburyCity recorded seven lost time injuries in 2017-2018 resulting in an LTIFR of 8.6 at year end - which is marginally above the average result for the last five years of 7.8. AlburyCity continues to perform quite well when benchmarked against other NSW councils and these results will inform AlburyCity’s implementation of a Zero Harm program across the organisation in 2018-2019. AlburyCity Annual Report 2017-2018

TOTAL Lost Time Hours due to Injury 1400

1200 ear 1000

s per y 800

Hou r 600

400

Number o f 200

0 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

Work related injuries continue to be very pro-actively managed. The majority of Lost Time Injuries incurred minimal lost time, through appropriate treatment and effective return to work approaches. Total lost time for the year was 1041 hours (an average of 87 hours per month), which was a reduction from the previous year.

PERFORMANCE MEASURES - lost time indicators KPI Aspirational Units Achieved Achieved Achieved Target 2017–2018 2016–2017 2015–2016 (as at 30 June (as at 30 June (as at 30 2016) 2016) June 2016) No. of lost time 9 in 14/15 Twelve month rolling Lost time injuries 0* from 8.6 7.5 5.2 injury frequency rate per million 15/16 hours worked Average 106 in 14/15 number of Lost time hours due to injury 0* from 87 105 36 hours per 15/16 month PERFORMANCE MEASURES - online communication (12 month (12 month (12 month average) average) average) Number per month Social media new subscribers/ 50 in 14/15 (2017-18 followers (across all social 70 in 15/16 1277 1,041 43 target media profiles) 500 in 16/17 changed to per quarter) Number AlburyCity Website hits 35,000 35,048 37,902 36,115 per month

* Aspirational targets reduced to zero to reflect AlburyCity’s commitment to achieving zero harm. 79

Community engagement activity and public exhibition

AlburyCity continued to provide a variety of opportunities for the community to engage and provide feedback on important issues. Engagement on AlburyCity projects, activities and Council decisions occurred through a variety of ways including community forums, meetings with stakeholders, face-to-face interviews, ‘Have a Say’ online consultation, surveys, interviews, public exhibition and the Community Satisfaction Survey.

The Community Satisfaction Survey Every two years AlburyCity conducts a Community The top five key drivers of satisfaction for the Albury Satisfaction Survey to gauge residents’ perceptions community were: of Council’s performance, determine its strengths, 1. Long term planning for Albury and identify gaps in service. The most recent survey was held in February 2018. 2. Community input into Council decisions The Satisfaction Survey was conducted by Micromex 3. Town Planning decisions Research using a random selection process by 4. Provision of Council information to the community telephone to over 400 Albury residents. This includes 5. Attracting investment and new jobs a mix of mobile and landline telephone numbers and provides a robust, representative sample of the AlburyCity uses the results of the survey to assist entire community. The survey can’t be undertaken by with future decision-making, service delivery and an employee of AlburyCity or their immediate family communication with Albury residents. members. Only persons over 18 years can participate in the survey. The 2018 survey found that the community rated AlburyCity at 3.57 out of 5 for satisfaction with the ‘performance of Council, not just on one or two issues, but across all areas of responsibility’. Compared with the NSW Local Government Area benchmark scores, AlburyCity scored a higher satisfaction rating than the Metropolitan (3.45), Regional (3.22) and ‘All of NSW’ (3.31) Councils. The survey found 88 per cent (88%) of residents at least ‘somewhat satisfied’, compared with 89 per cent (89%) in the previous 2016 survey. AlburyCity Annual Report 2017-2018

Community engagement activity and public exhibition

Engagement undertaken – 2017-2018

Examples of the types of engagement with the community and other stakeholders during 2017-2018 included:

Public Exhibition and Public Notification Have A Say items • Renewal of Alcohol Free Zones and Alcohol • Lauren Jackson Sports Centre community survey Prohibited Areas in Albury • Riverside Precinct and Parks Concepts • The Two Cities One Community Draft Community • Upgrade to Griffith St, Lavington Strategic Plan • Albury Gold Cup – Half day holiday • Albury Infrastructure Contributions Plan 2014 • Draft Revised Trade Waste Policy • Albury Development Control Plan 2010 – Changes to Development Notification Provisions • Draft Parking Patrol and Enforcement Policy • Youth Services Strategy 2018 – 2021 • Animal management • Draft Code of Meeting Practice • Community Centre and Facilities survey • Draft South Albury Active Space Master Plan and • Draft Attendance and Absence of Children Policy • Draft Skate and BMX Strategy • Stronger Country Communities • The Lake Hume Reserves • Draft of Code of Meeting Practice • Les O’Brien recognition • Part 10 of the Albury Development Control Plan 2010 - design of housing and residential development in Albury

Forums / Hearings • Community Forums on specific Development Applications • Information sessions for Albury Traffic Model 81

Other Community Engagement Development Applications • ‘No wipes for Albury pipes’ campaign AlburyCity continually places Development Applications on public notification in accordance with • Council Officers met with representatives from the the provisions of the Albury Development Control Thurgoona Community Action Group and RAW Plan 2010. Advertising in the local newspaper occurs Energy to discuss the Community Energy forum twice weekly and submissions are invited at these • Albury Wodonga Annual Business Survey times for individual applications. • Albury Wodonga Smart Community Framework • Perception of Safety survey • Park party – Norris Park • Survey for October 2017 and April 2018 Music in the Gardens • Community Satisfaction Survey • Information session with Family Day Care Educators • Survey for March 2018 QEII Twilight Markets • Consultation related to updating the Crossing Place exhibition. • Alexandra Way Table Top community – review projects from a master plan for road side reserve improvements. • Audience survey Lavington Library • 2018 – 2022 Albury Wodonga Destination Management Plan AlburyCity Annual Report 2017-2018

Our Management

Management Structure Mayoral and Councillor Fees and Expenses Albury City Council consists of the Mayor and eight Councillors. Its day-to-day operations are controlled Mayoral and Councillor fees and expenses for by the General Manager. For further information 2017–2018 were as outlined in the table below. about the management structure, please refer to the organisational structure diagram at the front of this Council’s policy on the payment of expenses and report. the provision of facilities for Councillors is available on the AlburyCity Public Policy Register on the AlburyCity website.

Expense $ Mayoral allowance 42,220 Members’ fees and allowances 173,678 Conferences and seminars 8,110 Council meeting costs 8,732 Civic duties 11,528 Travel (NSW and interstate) 26,530 Travel (overseas) 0 Telephones, communications, 6,375 IT equipment Provision of office equipment 780 Sundry expenses 5,019 Mayoral vehicle 10,000 Training 3,405 Civic receptions (hosted) 0 Childcare 0 Spouse/partner costs 118 Total 296,495 83

Senior Staff remuneration AlburyCity’s ‘Grow Our Own’ Trainee Program continues to provide extensive opportunities to live The total amount payable in 2017 - 2018 with regard and learn locally. In 2017-2018 recruitment included to the employment of Senior Staff at AlburyCity is 12 new trainees, apprentices and graduates in the identified below. This includes amounts payable fields of Communications, Horticulture, Hydraulics, for salary, superannuation, vehicles, fringe benefits Electrical, Mechanical, Finance, Building Surveying tax and all other costs directly associated with and Engineering. Several of these positions were employment. recruited as a result of existing trainees successfully securing permanent positions, either at AlburyCity or Position Total Amount in the wider community. General Manager $336,314 AlburyCity continued to support and deliver a diverse Senior Staff $1,134,059 range of individual, team and corporate learning (other than General Manager) and development programs and opportunities. In 2017-2018 this included facilitating a number of important leadership programs, coordinating Human Resources activities a significant amount of compliance and position related training, and supporting numerous career AlburyCity has a strong focus aimed at reinforcing enhancement opportunities for staff. A development the commitment to being an employer of choice highlight in 2017-2018 was the opportunity for 250 through employee engagement, community focus employees and their families to listen to Hugh van and a vibrant and rewarding work environment. Cuylenburg from The Resilience Project. AlburyCity Support for the organisational Service and Efficiency also participated again in the Lake Macquarie City Review Program continued to be a focus during Council Management Challenge, where AlburyCity 2017-2018. staff represented themselves and the organisation Human Resource activities centred on development extremely well. opportunities for employees, successful talent This year three employees were recognised with attraction and retention strategies as well as AlburyCity Scholarships. These opportunities are providing support for leaders in all aspects of awarded to employees who have demonstrated employee management. a strong commitment to their professional and Following on from the 2016 Employee Opinion personal development. The 2017-2018 recipients Survey, an Action Plan was developed with significant focussed their energies on enhancing both strategic input from AlburyCity employees. This demonstrates agility and creative innovation. AlburyCity’s ongoing commitment to engaging with employees, through actively listening and prioritising and delivering initiatives aimed at making the workplace even more positive, rewarding and enjoyable. AlburyCity undertook an extensive amount of recruitment during 2017-2018, with 89 permanent positions filled as well as numerous casual placements. This has been driven by outcomes of the Service and Efficiency Review program, resourcing reviews and an increased focus on secondment opportunities. Recruitment marketing strategies were further enhanced to promote employment opportunities with social media and an extended breadth of online media platforms. AlburyCity Annual Report 2017-2018

Equal Employment Opportunity • The establishment of a defined Crisis Management Team, (EEO) • A scenario based exercise to further develop the AlburyCity continued to foster a positive and skills of the leadership group in responding to collaborative work environment and maintained business continuity events. a strong commitment to ensuring that EEO and AlburyCity continued with the development of the diversity principles are a key part of the workplace. Safety Management System throughout 2017-2018. Over the last 12 months, AlburyCity undertook a Significant projects that were rolled out across the range of activities, identified in the EEO and Diversity organisation included; Strategy, including; • Review and update of the Asbestos Management • Continued promotion of the Employee Assistance Plan in light of changes to the Local Government Program which provides valuable support for NSW review of the Model Asbestos Policy for NSW employees and their families in assisting them with Councils, both workplace and personal issues. • Amendments to the procedures used to undertake • Continued promotion of employee benefits field based risk assessment in accordance with the including flexible work requests, purchased leave, corporate level procedures established through the career enhancement and secondment opportunities year, • Introducing the well-known Resilience Project to • The development and implementation of practices employees. for undertaking respiratory function health • Encouraging employees to report inappropriate monitoring for relevant staff, and behaviour • The development and implementation of practices for undertaking visual acuity testing for relevant Work Health and Safety staff. AlburyCity’s Health and Wellbeing Program continued Emerging and developing risk assessment processes to be well received and supported by employees over were a focus area for AlburyCity over 2017-2018. the last 12 months. The highlight of this program for The Enterprise Risk Management Framework the year was delivery of an inaugural mental health was enhanced with the development of formal wellbeing day with five seminars and workshops procedures for risk assessment at the corporate offered over the day. With at least 70 participants level. Complimenting this work was the alignment in each session this was the most highly attended of AlburyCity’s risk matrix to reflect amended risk event ever offered under the Health and Wellbeing outcomes. Program. A complete review of AlburyCity’s business continuity planning arrangements was the major risk management project undertaken over the year. The project included; • Completion of procedures that support the development of organisation wide business continuity plans, • Strategic and senior leader workshops on business continuity practice, • Facilitated workshops with facility owners to assess business function criticality and develop business continuity plans, 85

Our Accountability

Government Information (Public During the reporting period, AlburyCity received 10 valid formal ‘access to information’ applications Access) Act 2009 (GIPA) Report under the Government Information (Public Access) Act 2009 (GIPA Act). In the spirit of more open and transparent government, it is AlburyCity’s practice to respond to the majority of requests for information informally or by proactively releasing information, rather than relying on the formal access to information process. AlburyCity has adopted the practice of proactively publishing a broad range of information on the AlburyCity website and through social media sites such as Facebook and Twitter. AlburyCity regularly reviews the content that is proactively released. Where members of the public have expressed a keen interest in a particular subject matter, AlburyCity will seek to contribute new information for proactive release in an effort to meet community expectations of more open and transparent government. The improved content is based on the foundation of ‘self-service’ where members of the public can easily locate information that is regularly sought from AlburyCity. When seeking information, AlburyCity encourages members of the public to: • describe what information they would like to access in as much detail as possible, and • explain why this information is important to them. This further detail will assist AlburyCity in locating the information more efficiently and responding to the enquiry in a timely manner. AlburyCity Annual Report 2017-2018

Public Interest Disclosure Annual Report July 2017 – June 2018

Section 31 of the Public Interest Disclosure (PID) Act requires public authorities to prepare an annual report on their obligations under the PID Act. The report below meets AlburyCity’s obligations under the Act.

Statistical Information on PIDs Update on PID obligations AlburyCity currently has in place a Reporting Serious July 2017 to Wrongdoing Policy and associated Procedure. These June 2018 documents have been recently reviewed and updated Number of Public Officials who 0 and are aligned closely with the NSW Ombudsman’s made PIDs model policy as well as AlburyCity’s Code of Conduct. The policy and procedure are on the AlburyCity Total number of PIDs received by 0 website under “Public Policies”. AlburyCity Of the total received, the number in AlburyCity has also sought to ensure that the revised each of the following categories: Policy and Procedure reflects the principles outlined in our Corruption Control Policy – which was recently Corrupt conduct 0 reviewed. Maladministration 0 AlburyCity has also taken positive steps to ensure Serious and substantial waste 0 employee awareness of PID reporting, obligations Government information 0 and associated information through the following contravention means: Local government pecuniary 0 • Previous briefings to senior management and interest contravention training for all employees on the PID legislation delivered by the Ombudsman Number of PIDs finalised in this 0 reporting period • Availability of the Reporting Serious Wrongdoing Policy and Procedure, along with associated documents, including a reporting form on the AlburyCity intranet, • Ensuring that all new employees are informed on the Policy, Procedure and reporting tool as part of their orientation, including a brochure which outlines the key aspects of making a PID. Further updates/information sessions will be scheduled for all Council Officials as part of AlburyCity’s rolling triennial training program for both Reporting Serious Wrongdoing and Code of Conduct. 87

Council responsibilities under the Swimming Pools Amendment Act NSW Disability Inclusion Act 2014 2012 – Schedule 1

With the introduction of inspection requirements into Inclusion Policy and Legislation the state legislation, AlburyCity maintained a public “The Disability Inclusion Act 2014 (DIA) demonstrates safety focus through a swimming pool inspection the ongoing commitment of the NSW Government program. During the reporting period 1 July 2017 to to building an inclusive community and requires the 30 June 2018, Albury City Council Officers conducted government to produce a Disability Inclusion Plan. 138 inspections under the AlburyCity Swimming Pool The NSW Disability Inclusion Plan supports the Inspection Policy. DIA and provides a strategy to implement the Act’s The pools inspected that were found to be non- objects and principles across government and the compliant predominantly failed due to faulty community”. components and poor maintenance regimes. Disability Inclusion Action Plans also mandated by The most common defects included - the DIA, play a critical role in promoting the ethos • Fence height <1200mm of inclusion and provide the practical measures by which intent is transformed into action by agencies • Gaps >100mm below the fence and local government. Action Plans will outline the • Gates unable to self-close practical steps NSW Government agencies will put in place to break down barriers and promote access to • Resuscitation chart not on display services, information and employment and promote In most instances the property owners cooperated the rights of people with disability”. (NSW DIAP with Council and had all identified non-compliance Guidelines) issues were rectified before a subsequent inspection. Under the requirements of the NSW Disability AlburyCity will work with an owner to achieve Inclusion Act 2014, AlburyCity has completed the compliance, however where cooperation is not following: forthcoming, formal notices are issued. During the reporting period no notices of intention to serve • An updated Terms of Reference has been developed an order were issued and no orders for pool safety for the Albury Access Committee. The adoption barriers to be upgraded were issued. There are no of the new Terms of Reference took place at the orders or notices currently outstanding. November 2018 Access Committee meeting Since the introduction of the State Swimming Pool • Council staff continued to actively participate in Register a total of 2450 swimming pools have been the Access Committee meetings and its activities. registered in the AlburyCity LGA. There is ongoing participation in the Capability Network meetings which are held bi-monthly for Reporting Requirement Total Albury and Wodonga and surrounds. Number • The Albury Access Committee has continued the Number of inspections carried out on 5 collaboration with the City of Wodonga Access tourist or visitor accommodation and Advisory committee, with another end of Number of inspections of premises on 0 year function planned to occur as part of the which there are more than 2 dwellings International Day of Disability. In addition to this, two joint meetings of the Albury Access and City Number of Certificates of Compliance 65 of Wodonga Access and Advisory committee took issued under section 22D of the place throughout the year Swimming Pool Act 1992 Number of Certificates of Non 10 Compliance issued under clause 18BA of the Swimming Pools Regulation 2008 AlburyCity Annual Report 2017-2018

Competitive Neutrality Principles AlburyCity representation on regional forums To ensure that its operations comply with national competition requirements, Council has identified To enhance cross-border and regional cooperation, those activities that must be treated as separate recognise growth opportunities and foster business operations. Council’s declared business consistency and better use of resources, AlburyCity activities are categorised as either Category 1 continues to have active representation on the (gross operating turnover exceeding $2M – Albury following regional forums: Airport, water supply, sewerage and Albury Waste Management Centre) or Category 2 (gross operating • Albury Wodonga Accommodation Forum turnover less than $2M – Banjora Children’s • Alliance of the Councils and Shires of the Upper Centre, cemetery and crematorium, and Albury Murray Entertainment Centre). • Charles Sturt University Murray Hume Regional All Category 1 business activities are expected Consultative Committee to generate a return on capital investment that is • Evocities comparable to rates for commercial businesses operating in similar activities, having regard to • Hume Corridor Passenger Rail Collaboration the local, national and global financial conditions. • Hume Zone Bush Fire Management Committee Further, any advantages that the business activities may enjoy because of Council ownership (in • Hume Zone Liaison Committee borrowing funds and the equivalent of any taxation • Lake Hume Land and On-Water Management Plan payments that would be payable by private sector Community Reference Group operations) are identified by the Special Purpose • Local Emergency Management Committees Financial Statements. • Murray Arts Board Council has a complaints management policy that also provides for dealing with complaints relating • Murray Darling Association Incorporated to competitive neutrality. No such complaints were • Murray-Lower Darling Customer Advisory Group received during the 2017–2018 reporting year. • Murray Region Tourism • NSW Inland Forum • Parklands Albury Wodonga • Public Library NSW Association (South West Zone) • Regional Development Committee – NSW Roads and Maritime Services • Riverina and Murray Regional Organisation of Councils • Riverina Regional Cities Group • Rural Clinical School Albury Wodonga Campus – University of NSW – Community Liaison Committee • Two Cities One Community 89

Section 508A Special Variation to Rates Income (SVR) Report

In 2011 the Independent Pricing and Regulatory Tribunal (IPART) determined that AlburyCity may increase its general income for the period 2011-2012 to 2013-2014 by 16.98% through a Special Variation to Rates (SVR) with the following annual increases.

Year Annual increase in general Cumulative increase in income (%) general income (%)

Year 1 2011–12 5.64 5.64

Year 2 2012–13 5.69 11.65

Year 3 2013–14 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 2011–12 to 2020–21: a) Expenditure on the projects listed in Appendix A of IPART’s determination b) The outcomes achieved as a result of the special variation c) Its asset renewal and maintenance expenditure d) Its actual productivity savings achieved e) Any significant variations from its financial results as forecast in its Long Term Financial Plan and any corrective action taken or to be taken. AlburyCity Annual Report 2017-2018

a) Expenditure on SVR projects

Project Description SVR Allocation Total Project 2010-2018 Expenditure Hamilton Valley Sports Field establishing (next to $3,850,000 $6,071,712 Lavington Oval) Lavington Oval Master Plan works – Sporting Hub $3,500,000 $706,797 Alexandra Park track resurface and drainage $1,000,000 $954,469 Sportsfield Lighting upgrade program $300,000 $210,064 Albury Entertainment Centre upgrade $651,000 $559,465 Cultural Precinct Master Plan works including joining Art $3,500,000 $11,577,381 Gallery and Burrows House Wagirra Trail, Murray River Experience $2,205,000 $2,983,515 Mungabareena Vegetation Master Plan works $195,000 $97,193 National Foresters Grove Master Plan works $30,000 $52,594 Padman Park Management Plan – Weed control and $105,000 $38,680 revegetation Reserve and open space upgrade works: Apex Park, Nail $145,000 $220,649 Can Hill and Monument Hill Roads and footpath program $5,769,000 $6,481,874 Asset renewal as per Asset Management Plan $1,100,000 - Change rooms, public toilet and kiosk upgrade program $1,000,000 $769,797 Emergency Management Centre Stage 2 $5,000,000 Volt Lane public car park $5,500,000 $8,015,535 Volt Lane, AMP Lane redevelopment and beautification $1,000,000 $974,127 Way finding signage $200,000 - CBD Rail Precinct – southern access $300,000 $323,174 CBD Kiewa Rehab $1,600,000 $1,800,156 CBD Mate Street – central median and landscaping $300,000 $378,340 CBD Dean Street (Macauley to Young) - central median and $100,000 $562,220 landscaping CBD Wodonga Place - central median and landscaping $400,000 $457,567 CBD Urana Road – car parking, landscaping and $300,000 $514,894 reconfiguring CBD QEII Square improvements $160,000 $333,003 CBD Urban and Public Art $880,000 $766,464 CBD Wagga Road – upgrade^ $2,100,000 $2,767,685 CBD Wilson Street car park new deck $1,200,000 - Total $42,390,000 $47,617,356

^After extensive community consultation in July 2013 91

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

Asset renewal and maintenance expenditure Actual asset renewal within the General Fund compared to depreciation expense has been better than projected in Council’s special variation application as detailed in below.

Asset Renewal Ratio 2011 2012 2013 2014 2015 2016 2017 2018

Actual 45% 72% 86% 126% 108% 108% 81% 91%

Projected 48% 52% 45% 56% 45% 57% 59% 64%

Actual asset maintenance expenditure has been greater than or equal to the level of required maintenance. c) Productivity savings achieved

AlburyCity’s Special Variation Application highlighted the following planned productivity improvements.

Planned productivity improvements Status

Introducing a self-check-out system at libraries Complete

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 In progress equipment life

Investigating the conversion of water and sewer telemetry system to the Council’s IT In progress network

Adopting an online development application tracking system Complete

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

Relocating the Lavington Library to a commercial building in 2012 Complete

The estimated annual value of completed productivity improvements is equal to $294,000. AlburyCity Annual Report 2017-2018

d) Any significant variations from its financial results as forecast in its Long Term Financial Plan and any corrective action taken or to be taken Actual financial results for the past four years have been better than forecast in Council’s Special Variation Application. Due to projected Service and Efficiency Review program savings and projected unallocated savings, Council’s Long Term Financial Plan projects that the General Fund will achieve at least a break-even operating result before capital income in future years.

General Fund 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 operating result ‘000 ‘000 ‘000 ‘000 ‘000 ‘000 ‘000 ‘000 ‘000 ‘000

Actual surplus ($6,226) ($1,856) ($2,447) ($3,428) $7,383 $3,540 $7,050 $5,079 (deficit)

Long Term Financial 0 0 Plan projected surplus

Special Variation ($7,063) ($6,417) ($6,562) ($3,956) ($5,522) ($5,728) ($6,297) ($7,049) ($7,584) ($8,118) Application projected deficit 93

Service and Efficiency Review Program

The Service and Efficiency Review Program assists to deliver the community strategic plan ‘Albury 2030’ while being financially sustainable as an organisation. It’s an opportunity for Council to review its services and service levels and find ways to improve delivery and boost efficiency. Fifty four (54) AlburyCity services are being reviewed between 2013 and 2018, with the full implementation scheduled to continue until 2020. 33 reviews had been completed as at the end of June 2018. The ongoing General Fund operating budget savings achieved to date totals $3.05M.

Actual Savings 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Total savings 1,027 26 618 980 233 179 0 AlburyCity Annual Report 2017-2018

Details of each contract over $150,000 awarded by Council during 2017–2018

Vendor Description Start Date End Date Contract 2017- Value 2018 spend

Burgess Earthmoving Pty Ltd. Supply only or supply 01/08/2017 31/07/2020 $2,160,953 $612,345 147 Hammond Ave WAGGA and delivery of WAGGA NSW 2650 crushed rock

Barro Group Pty Ltd. Supply and delivery of 01/08/2017 30/07/2020 $377,500 $346,915 PO Box 663 CARLTON SOUTH concrete VIC 3053

Hanson Concrete Supply and delivery of 01/08/2017 31/07/2020 $377,500 $31,346 PO Box 296 LAVINGTON concrete NSW 2641

The Airport Group. Albury Airport Master 05/09/2017 14/12/2017 $150,206 $154,372 8/441 Nudgee Rd, HENDRA Plan 2017 QLD 4011

SAFEgroup Pty Ltd. Replacement 29/09/2017 31/03/2019 $457,987 $37,139 170 Swan St, MORPETH microwave local area NSW 2321 data network

Australia Post. C/- Cushman Postbillpay services 01/10/2017 30/09/2020 $136,716 $175,582 & Wakefield for rates/water GPO Box 2698 payments MELBOURNE VIC 3001

Drake Australia Pty Ltd. Labour hire panel 01/10/2017 30/09/2020 $600,000 $219,011 GPO Box 298B MELBOURNE contract VIC 3001

Spinifex Recruiting. Labour hire panel 01/10/2017 30/09/2020 $600,000 $40,727 PO Box 537, BYRON BAY contract NSW 2481

Staff Power. Labour hire panel 01/10/2017 30/09/2020 $600,000 $593,697 448 Wilson St ALBURY contract NSW 2640

Abergeldie Watertech Pty Ltd. Rehabilitation of 16/10/2017 30/03/2018 $721,830 $734,376 PO Box 3019, existing sewer mains REGENTS PARK NSW 2143

RMA Sport & Leisure Pty Ltd. Basketball backboards 04/12/2017 31/12/2017 $156,888 $163,934 PO Box 386 BEECROFT & supports - Lauren NSW 2119 Jackson Stadium 95

Vendor Description Start Date End Date Contract 2017- Value 2018 spend

Ultra Project Services Pty Ltd. Albury Entertainment 02/01/2018 02/03/2018 $161,915 $215,359 PO Box 7 RUTHERGLEN Centre stage VIC 3685 refurbishment

Colemans Group (Aust) Pioneer Cemetery 18/01/2018 04/04/2018 $187,831 $190,217 Pty Ltd. 4 Kaleski St perimeter fence MOOREBANK NSW 2170

ANZ. Banking and bill 30/01/2018 29/01/2021 $637,117 $65,930 1 Market St SYDNEY payment service NSW 2000

HACCP International Cleaning services 01/02/2018 01/02/2021 $395,316 $65,415 Property Services. community properties 33 Phillips St, THEBARTON S.A

Longford Civil. Centenary St drain 05/02/2018 04/05/2018 $420,668 $139,462 PO Box 188 HOWLONG reconstruction NSW 2643

Excell Gray Bruni Pty Ltd. Kerr Road Stage 4 09/04/2018 10/08/2018 $1,226,163 $687,947 4A Mores Crt WODONGA reconstruction VIC 3690

Jeff Clarke Security Services Security patrols 01/05/2018 30/04/2021 $461,074 $27,665 Pty Ltd. AlburyCity properties PO Box 1627, WODONGA VIC 3689

J C Butko Engineering Pty Ltd. Two pedestrian 14/05/2018 15/08/2018 $287,875 $- 7 Maloney Dr WODONGA bridges Table Top Rd VIC 3690

AML Turf. Mowing Services - 12/06/2018 30/06/2021 $348,957 $6,539 516 Dugays Bridge Rd Mappell BRIMIN VIC 3685

UDL Group Pty Ltd. Mowing services UDL 12/06/2018 01/07/2021 $443,084 $2,392 PO Box 23361, DOCKLANDS Group VIC 8012 AlburyCity Annual Report 2017-2018

Details of each contract over $150,000 awarded by Council during 2017–2018

Vendor Description Start Date End Date Contract 2017- Value 2018 spend

Aqseptence Group. Waste Water 13/06/2018 24/10/2018 $339,754 $- 88 Bricktard Rd, GEEBUNG Treatment Plant QLD 4034 Wastewater inlet screening replacement

GPE HV. Nexus Elec Stage 3 18/06/2018 18/10/2018 $243,786 $82,827 PO Box 7185, High voltage overhead ALBURY 2640 & street lighting

Aligned Leisure. Provision of 1/07/2018 30/06/2023 $3,200,000 $- Yarra Park, Punt Rd Oval, management services RICHMOND VIC 3121 for AlburyCity aquatic facilities 97

Legal issues External bodies exercising delegated functions During 2017-2018 AlburyCity’s public liability insurer represented AlburyCity in relation to two matters During 2017-2018 the external bodies that exercised under litigation. functions delegated by Council were the Wonga Wetlands Conservation Association and the Riverina One matter involved a child injured in a bicycle and Murray Regional Organisation of Councils accident on a road reserve. While the incident (RAMROC). occurred in 2015 a statement of claim was lodged in the District Court Albury in October 2017. After due review by AlburyCity’s legal representative and in consultation with our insurer a decision was made to settle the matter before trial. Confidential settlement was agreed with the claimant in May 2018 and $6,052 was expended in legal fees.

The second matter involved a member of the public who sustained injuries in a fall on a road reserve. The incident occurred in 2015 and the claimant issued proceedings in the District Court in March 2017 against a third party in relation to the injuries incurred. In January 2018 AlburyCity was joined, in the District Court, as a second defendant in this matter which is subject to legal process at the end of the financial year. Legal costs have been incurred in the year in the amount of $5,831. AlburyCity Annual Report 2017-2018

Contributions and Donations to Community Organisations

Financial Assistance $ Albury Northside Chamber of Commerce – Promotional Levy 150,191

Albury Northside Chamber of Commerce 134,325 Albury Entertainment Centre subsidised use1 11,715 Albury Showgrounds 2,115 Albury and Border Rescue Squad 3,370 Albury City Band 10,333 Albury Pipes and Drums 4,091 Albury Wodonga Eisteddfod 23,484 Community and Cultural Grants2 40,028 Event Sponsorship3 45,776 Flying Fruit Fly Circus 10,243 Hot House Theatre 25,450 Individual Athletes4 7,400 Landfill Charity Donations5 36,797 Mayoral Discretionary6 16,073 Murray Arts 29,555 Murray Conservatorium of Music 20,513 Sports Albury7 71,922 Subsidised rates8 158,215 Thurgoona Community Centre – Funding Youth worker and Play Group co-ordinator 13,750 Total 815,346 99

Contributions and Donations to Community Organisations

Recipients of AlburyCity Contributions and Donations Albury Entertainment Centre subsidised use1 Eisteddfod Les O’Brien Funeral Albury Public School Peace Project St Augustines Primary School Scots School – Sounds of Scotland Community Grants and Community and Cultural Grants combined2 Glenroy Community Garden Filipino Australian Community Albury Wodonga Volunteer Resource Bureau Albury Wodonga Lego User Group Border Pride Fair Day 2018 Centre Stage Scripts – The Rainmaker Border Lace Group – Bobbin Along The Murray Speed Force sessions Lavington Springdale Heights Community Centre – I Albury Wodonga Volunteer Resource Bureau – Learn Got the Music in me to Swim and Water Safety Programs Gateway Health – Listening to Voices Dads Group Inc. Sustainability Community Garden – Water Efficiency Albury Public School P&C – Singing with Lutheran and Safety in the Garden Aged Care Albury Wodonga Ethnic Communities Council – Boys of the Bush Moving Forward Together Workshop The Other Theatre Company – Romeo and Juliet Spennemann - AlburyWide 24/7 Pennay - Investigating the 1917 Conscription Referenda Albury Wodonga District Event Sponsorship3 Golf NSW Limited NSW Open Championship Albury Wodonga Careers Advisors Tertiary Expo Albury Wodonga Equestrian Association Horse Trials Albury Racing Club Video Production Albury – Holbrook Polocrosse Club Albury Aquatic Management Pty 2018 U14 National Water Polo Championships pool entry The Vintage Drivers Club Albury Wodonga Table Tennis Association Softball Victoria Inc. Open State Championships Rural Australians for Refugees Conference Golf NSW Men’s Senior Open Championship Albury Aquatic Management NZ Basketballers pool entry Albury Wodonga Darts Open Albury Wodonga Yacht Club Regatta Albury Tennis Association National Schools Australian Country Junior Basketball Country Cup Welcome BBQ Albury Wodonga Badminton Veterans Tournament Albury Show Society Inc. AFL Commission U13/14 Albury Aquatic Management AFL U 13/14 pool entry Hume Camelia Society Inc. Camellia Show Albury Rugby league Women’s Carnival Lonedog Health National Kettlebell Championship Albury Wodonga International Horse Trials Albury City Band Inc. 150th Anniversary Albury Croquet Club - Croquet AlburyCity Annual Report 2017-2018

Event Sponsorship3 2018 Rally-Humber Club Rural and Remote Social Work Conference Orchid show Border Districts Show Jumping Grand Prix Individual Athletes4 Andrew Robertson Angele McDonald Blair Talbot Brendan Lloyd Carleen O’Connor Carol Ryan Euriah Hollard Helen Martin Karen Gear Leisa King Lisa Bakic Mark Sanson Matthew Smart Peter Baines Peter Ryan Sandra Nickels Sharnee Effting Shaun Dalitz Suzanne Skate Tony Martin Tony Weeding Tracey Parnell Zarlie Goldsworthy Landfill Charity Donations5 Albury Showground Trust Building (Operating) Emergency Services Kalianna Enterprises Inc. Lifeline Albury Wodonga Mercy connect Limited Salvation Army St Vincent de Paul Society Thurgoona Men’s Shed WIRES – Australian Wildlife Rescue Organisation Mayoral Discretionary6 Special Children’s Christmas Party Rotary Club of Albury Uiver Memorial Community Trust Williams Syndrome Family Support Group Humpty Dumpty Foundation-The ALPS Tour 2018 Albury Water Polo Club team sponsorship Murray Charity Bike Ride High Albury Gang Show Technical and Further Education Cricket Albury Wodonga - supply cricket balls Salvation Army Bhutanese Albury Lions Club-World Festival of Magic Brave Hearts on the Murray Albury/Wodonga Regatta St Vincent de Paul Australian Red Cross The Albury Club "Man Up Luncheon" The Community Foundation for Albury/Wodonga Foundation Builder Contribution 101

Contributions and Donations to Community Organisations

Sports Albury7 Lavington Anglers Club Albury Wodonga Volleyball Association Murray Magpies Football Netball Wirlinga Pony Club East Albury Cricket Club Twin City Croquet Club Hume Pistol Club Albury Holbrook Polocrosse Club Albury Wodonga Rugby Union Football Club Albury/Wodonga Table Tennis Association Subsidised Rates8 Equestrian Association Flying Fruit Fly Circus Civil Aviation Academy Australasia Wonga Wetlands Conservation Association Hot House Theatre Albury Tennis Association North Albury Football Club Hockey Albury Wodonga / Little Athletics Albury Tennis Club Albury Wodonga Sportsfishing Club Central Albury Occasional Care Riding for the Disabled Age Concern Albury Wodonga Inc. Lavington Springdale Heights Community Centre Westside Community Centre Thurgoona Community Centre Rotary Club of Albury North Albury Wodonga Amateur Radio Club Albury Football Club St Pats Tennis Club East Albury Tennis Club Lavington Tennis Club Mitta Mitta Canoe Club Albury Umpires League Lavington Anglers Club Albury Netball Association Albury Croquet Club Albury Wodonga Table Tennis Association Lapidary Club Scout Association of NSW Lavington Girl Guides Forrest Hill Tennis Club Glenly Tennis Club West Albury Pre-school Yarrunga Childcare Centre Ross Circuit Preschool Albury Smallbore Rifle Club AlburyCity Annual Report 2017-2018

Sport and Recreation Grants $ Lavington Anglers Club 7,500 Albury Wodonga Volleyball Association 2,952 Murray Magpies Football Netball Club 3,300 Wirlinga Pony Club 12,143 East Albury Cricket Club 4,422 Twin City Croquet Club 2,178 Hume Pistol club 2,706 Albury Holbrook Polocrosse Club 16,750 Albury Wodonga Rugby Union Football Club 15,997 Albury Wodonga Table Tennis Association 3,974 Total 71,922

Subsidised usage of community centres $ Thurgoona Community Centre inc. 115,986 Westside Community Centre Inc. 68,209 Lavington Springdale Heights Community Centre 37,455 Total 221,652

AlburyCity Community Fund projects $ Albury Wodonga Table Tennis Association 130,000 Rotary Club – Reflection Area Brown’s Lagoon 7,460 Thurgoona Men’s Shed 123,000 JC King Park 103,375 Upgrade at Albury Hockey Centre 25,718 Thurgoona Community Centre BBQ and Recreation Area 41,705 Upgrade of Albury Tennis Club Tennis Courts 43,000 Albury Show Grounds Master Plan 10,000 North Albury Bowling Club – Flagpole and Iris Garden 2,000 Splitters Creek Community Hall - Outdoor Facilities 16,997 Thurgoona Community Centre – Stage 3 Landscaping 41,705 Yarrunga Early Learning Centre – Outdoor Space 22,050 Total 567,010 103

Controlling interests in companies Joint ventures

AlburyCity has a controlling interest in the Wonga Council is party to two joint venture agreements. The Wetlands Conservation Association. Council also first is with the Australian Government Department of holds the position of Director on the Board of the Finance in relation to the Thurgoona Industrial Estate Murray River Region Tourism Limited of behalf of Joint Venture Agreement, the second with State RAMROC. Forestry Commission of NSW being a Softwood Joint Venture Agreement related to a softwood plantation Section 355 committees at the Waterview Treatment Plant. As allowed by section 355 of the Local Government Work carried out on private land Act 1993, some of Council’s functions are exercised by: There was no work carried out on private land during 2017-2018. • The Riverina and Murray Regional Organisation of Councils; • The Audit, Risk and Improvement Committee; and • The Table Top Community Centre Committee. AlburyCity Annual Report 2017-2018

Responsible pet ownership and the requirements of the NSW Companion Animals Act

Companion animals play an important part of the Complaints about nuisance behaviour of companion lives of Albury residents. AlburyCity continued to animals continued and this increased demand for support and encourage responsible pet ownership assistance from AlburyCity. Complaints included and the positive experiences and benefits it brings to barking, stray and aggressive animals, as well as the the community. impact of cats on native wildlife. To promote responsible pet ownership, AlburyCity AlburyCity’s Animal Management Facility continued was involved in a number of community based to provide a valuable service for the community events throughout the year under the ‘Keep Track housing companion animals and stray livestock. The of Your Best Mate’ program. AlburyCity Rangers number of seized and impounded animals for 2017- assisted pet owners with the required NSW 18 was 1219 with 280 (appropriately 23%) being registration process and provided microchipping returned to their owner by AlburyCity Rangers and services. a further 415 (approximately 44%) being claimed by their owners at the Animal Management Facility. The Companion Animals Management Panel comprising of local veterinarians, the RSPCA, animal A lack of identification or failure to keep owner welfare groups, kennel clubs and special interest contact information up to date on the Companion groups continued to play an important role with by Animals Register continues to be the main reasons encouraging responsible pet ownership. for not being able to reunite animals with their owners. 105

Data collection return for companion animals 2017-2018

DOGS Seized Returned to Owner Transferred to Returned to Owner before Impounding Council’s Facility after Impounding* 2012-2013 1070 425 645 409 2013-2014 1147 411 736 501 2014-2015 1063 361 702 511 2015-2016 907 218 689 491 2016-2017 805 168 637 442 2017-2018 803 250 553 384

*Number does not include animals adopted by new owners and/or animal organisations.

CATS Seized Returned to Owner Transferred to Returned to Owner before Impounding Council’s Facility after Impounding* 2012-2013 334 16 318 26 2013-2014 296 33 263 24 2014-2015 398 16 382 28 2015-2016 357 17 340 31 2016-2017 419 16 403 40 2017-2018 416 30 386 31

*Number does not include animals adopted by new owners and/or animal organisations. AlburyCity Annual Report 2017-2018

Off-Leash Areas

Providing off-leash areas encourages residents to promoted through Council’s website, News from actively exercise with their dogs, therefore gaining AlburyCity, social media and other media releases, health benefits and promoting social interaction staff advice and animal-related events. between dogs and between dog owners. The ‘Albury – A Dog Friendly City’ strategy was At the end of June 2018, AlburyCity had five adopted by Council in February 2013 and provides designated off-leash areas to allow owners to detail in relation to a number of the strategic actions exercise their dogs without the restrictions of a leash within the Companion Animals Management Plan. (off-leash). A number of upgrades were completed in 2017-2018 The five areas are located at: and these include: • Oddies Creek Park – off Wodonga Place next to the • Installation of irrigation system at Logan Road Off Oddies Creek Adventure Playspace Leash Park in response to the significant increase in • Alexandra Park – at the corner of Cadell Street and usage of the site. Keene Street • Graffiti removal and installation of public art mural • Logan Road Off Leash Park – on Logan Road at Logan Road off-leash area. between Fredericks Park and Bunton Park • Installation of a fencing, seating, water station, • Poplar Drive Reserve – behind Heathwood Park waste stations and dog agility trail at Alexandra Park off leash area. This project was completed in • Gordon Street Reserve – corner of Garoogong Road partnership with Mars Australia. and Gordon Street. • The determination that an off-leash area in Investigations are continuing in relation to the Thurgoona is best planned within a future open provision of additional off-leash areas in Thurgoona, space precinct in line with the Thurgoona/Wirlinga Mungabareena Reserve in East Albury and West Structure Plan. Albury. The off-leash areas are all signposted and 107

Audited financial statements for the year ended 30 June 2018

AlburyCity’s audited financial statements and the auditor’s report for the year to 30 June 2018 can be downloaded on the AlburyCity website. AlburyCity Annual Report 2017-2018

553 Kiewa Street Albury NSW 2640 PO Box 323, Albury NSW 2640 P: (02) 6023 8111 F: (02) 6023 8190 E: [email protected] W: alburycity.nsw.gov.au