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TAbLE Of CONTENTS

OuRvISION ...... 3 1 OvERvIEw 4 OuR ACCOuNTAbILITy About our city ...... 7 Government Information (Public Access) . . . . 51 Act report OuRvALuES ...... 3 About our Council ...... 7 Public Interest Disclosure Annual Report . . . . 51 Council membership ...... 8 Swimming Pools Amendment Act 2012 . . . . . 52 OuRGuIdINGPRINCIPLES ...... 3 Organisational structure 2014–15 ...... 9 – Schedule 1 Council committees ...... 10 Competitive neutrality principles ...... 52 fuTuREdIRECTIONS ...... 4 Council meetings ...... 11 Community engagement activity ...... 53 and public exhibition mESSAGEfROmThEmAyOR ...... 5 2 PERfORmANCE REPORT Representation on regional forums ...... 55 Reporting against strategic directions ...... 13 Section 508A Special Variation ...... 55 to Rates report mESSAGEfROmThE ...... 6 G A Growing Economy ...... 14 GENERAL mANAGER Service and Efficiency Review program . . . . . 60 G An Enhanced Natural Environment ...... 28 Details of each contract over $150,000 ...... 61 G A Caring Community ...... 33 awarded by Council during 2014–15 G A Leading Community ...... 43 Legal issues completed ...... 63 Sustainability and environment ...... 48 External bodies exercising ...... 63 delegated functions 3 OuR mANAGEmENT Contributions and donations to ...... 63 community organisations Management structure ...... 49 Controlling interests in companies ...... 64 Mayoral and councillor fees and expenses . . 49 Section 355 committees ...... 64 Overseas travel ...... 49 Joint ventures ...... 64 Senior staff remuneration ...... 49 Work carried out on private land ...... 64 Human resources activities ...... 50 Responsible pet ownership and the Equal employment opportunity ...... 50 requirements of the NSW Companion Work health and safety ...... 50 Animals Act ...... 64 Off-leash areas ...... 65 Audited financial statements for the ...... 65 year ended 30 June 2015

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OuR vISION

Community vision – Albury 2030 The vision for Albury was determined by the community during the development of the Community Strategic Plan, Albury 2030. This vision provides a direction for the entire community to work together to achieve. A vibrant, safe and welcoming regional city, drawing inspiration and life from our heritage, strategic location and connection to the majestic River murray.

AlburyCity vision Our values Our guiding principles The AlburyCity corporate vision is a vision for the working Together – We respect, listen to and value • Red carpet not red tape – we treat people as organisation. The vision, along with the values and the contributions of others and celebrate our valued customers, streamline systems, listen and guiding principles, provides direction for AlburyCity achievements. respond to community needs in working towards the achievement of the Integrity – We are trustworthy, honest, • We listen to our employees, value and recognise outcomes within Albury 2030. AlburyCity staff use accountable, open and consistent in all that we do. their contributions the vision, alongside the community priorities, to guide their daily work. Courage and Passion – We are enthusiastic and • Sustainability and value for money guide have the confidence to speak up for the betterment our spending AlburyCity – vibrant, rewarding of AlburyCity and the community. and community focused. • We work with all stakeholders seeking Innovation – We seek to increase our knowledge opportunities to benefit our community by through new ideas and continuous improvement. achieving Albury 2030 Loyalty – We are supportive of others and • Our communication is planned, clear, concise committed to AlburyCity and the community. 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

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fuTuRE dIRECTIONS

under the Local Government Act 1993 (NSW), AlburyCity adopted an integrated planning and reporting (IP&R) framework in 2009. The new framework included the development of a Community Strategic Plan and required all other council strategies to ALBURY integrate with this plan. A Growing This Annual Report will report against the projects and actions derived from the overarching Community Strategic Plan – Albury 2030 – and Council’s Four-year Economy Delivery Program and Operational Plan. The different plans have been developed to guide the immediate and future direction for AlburyCity and the community. Albury 2030 is based on the guiding principles of equity, access, participation, rights and sustainability. The four themes within Albury 2030 represent the quadruple bottom line of economic, social, environmental and civic leadership ALBURY ALBURY issues. Extensive community engagement was undertaken to consider the community’s aspirations, which are captured within these four themes. AnEnhanced A Leading Natural Community Environment

ALBURY A Caring Community

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mESSAGE fROm ThE mAyOR

Kevin mack :: mayor

In 2014–15, we have delivered on one of the largest There will be an audit of all graffiti, a memorandum and most challenging projects we have tackled – the of understanding with stakeholders, proactive Murray Art Museum Albury. MAMA, which opened on groups of volunteers to remove graffiti, more 2 October, will draw people from around Australia opportunities for public art, better design of public and even overseas to our city. places and anti-graffiti education campaigns. I'm proud of the work our team has done to Albury should look its best because it is a great redevelop two historic buildings into a modern art place to live and visit. museum and of the way the community has Over the past year, Albury continued to grow at a embraced MAMA. I am particularly impressed that strong rate in residential areas. We recorded strong the philanthropy campaign has exceeded its $1.05M building growth, granting 478 building permits for 344 target – at last count it was $1.34M. new dwellings and 134 dual occupancy or multiple I thank our community for getting behind MAMA and units. That's a 17% increase on the previous year. look forward to seeing our city enjoying the benefits. The economic impact of tourism to Albury increased Our other important work has not stopped for MAMA. from $564.4M in 2013 to $751M in 2014. The upward trend included an increase of 18% in domestic Over the past year our Engineering Team delivered overnight visitors, with 1.15M day visitors to Albury an impressive 309 infrastructure projects, including Wodonga during 2014. the Kiewa Street beautification, Alexandra Park Athletic Complex upgrade and Albury Airport In an important step forward, we joined Wodonga runway overlay. Council in a tourism partnership and a joint four- year plan for marketing and communication The introduction of a three-bin kerbside waste activities to promote Albury to the wider region and service and the successful implementation of the interstate markets. Halve Waste Campaign has placed AlburyCity and the region as national leaders in waste management. As outgoing Mayor, I sincerely thank my family and colleagues for their support, AlburyCity staff for their I have been particularly passionate about and involved ongoing hard work and our community for making in tackling graffiti in our city, and some great work has Albury such a great place to live, work, invest and visit. been done over the past year on this front. We have held forums with utility companies, community and I am proud of the work we have done over the past volunteer groups, the Youth Council, business groups, year and I know that we have much to look forward police and other government agencies. to in Albury.

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mESSAGE fROm ThE GENERAL mANAGER

frank Zaknich :: General manager

declaring ourselves ‘fit for the future’ was a major focus Australian home for modern art and will reposition Albury as during 2014–15. In June, we presented an improvement a major cultural destination, revitalising our arts precinct proposal to IPART (the Independent Pricing and Regulatory and attracting visitation nationally and world wide. Tribunal) in which we demonstrate that we have both the scale While MAMA has been all consuming for many of our and capacity to meet the needs of our growing community and people, we’ve also delivered on a huge number of other do not need to merge with any of our neighbouring councils. projects. Among the highlights were: Every council in NSW was required to submit a proposal by • staging the Abikhair Emporium Exhibition at the 30 June, outlining their plans to become 'Fit for the Future'. LibraryMuseum Councils were required to demonstrate how they will • successfully selling the PS Cumberoona become and remain sustainable, provide effective and efficient services, and develop the scale and capacity to • opening the redeveloped Kiewa Street meet the needs of the community. • completing the Thurgoona Oval upgrade We firmly believe that we have met all the criteria and we • upgrading the Alexandra Park Athletics Complex now await the final outcome and recommendations from the • expanding Council’s free public wi-fi network NSW Government. • introducing the three-bin collection service, including a Our investment in asset maintenance and renewal and new organics service provision of essential services continued through the • hosting the AFL NAB challenge match between Richmond implementation of a $30.9M capital works program. We and Port Adelaide at Lavington Sports Ground improved 40 local roads, commenced investing in • gaining approval to develop a new youth café at the rear improvements to our water and sewer network and of the LibraryMuseum reconstructed and landscaped one of the busiest stretches • conducting community consultation for the development of Kiewa Street in the Albury CBD. of a new Aquatic Strategy We maintained our focus on striking a balance between • hosting an NRL premiership points game between the responsible financial management, improved financial Manly Warringah Sea Eagles and the Canberra Raiders at performance, delivering essential services and investing in Lavington Sports Ground key infrastructure. • opening the new Yindyamarra Sculpture Walk (part of the Without a doubt the most ambitious project commenced in the Wagirra Trail) past 12 months has been the redevelopment of our former • opening the new East Street public art installation Regional Art Gallery. Not only has this been one of the biggest infrastructure projects undertaken by this Council; it also saw us • Council adopting the QEII Square Landscape Masterplan. venture into new territory with Arts Albury to enable the raising of The list of achievements goes on and on and will continue as $1.05M in philanthropic support towards the $10.5M capital we move into a new financial year. Thank you to everyone investment. We were extremely grateful to receive Australian involved in our continuous improvement journey. In particular Government support of $3.5M, but without matching funding we appreciate the strong partnership approach between our from the NSW Government, Council is funding the balance. Mayor and Councillors, senior management team, employees, The new Murray Art Museum Albury, known as MAMA, contractors and volunteers, without which the achievements opened on 2 October 2015. It is unlike anything experienced outlined in this report would not have been possible. before in our region. It is the new AlburyCity ANNUAL REPORT 2014–2015 6 LPAGE | CLOSE | CONTENTS | PRINT | PAGE R

1 OvERvIEw

About our city About our Council

Albury is a modern, vibrant city on the northern banks of the Murray River in the Albury City Council administers a local government area that covers urban Albury and Riverina region of south-eastern New South Wales. It is the major retail, commercial, the suburbs of Forrest Hill, Lavington, Thurgoona, Splitters Creek, Ettamogah, Bowna, administrative and cultural centre for the region, with an economy dominated by Table Top and Wirlinga – an area of 313km². It is bounded by Greater Hume Shire in manufacturing, construction, business services, retail, wholesale and health services. the north, north-east and west, and by the City of Wodonga (Victoria) in the south. The Albury region has a unique multicultural heritage. Traditionally the home of the Albury City Council consists of a Mayor and eight Councillors. Wiradjuri people, the region became home to German, Dutch, Italian, Greek, Philippine In 2014–2015 its day-to-day operations were controlled and Polish migrant communities after World War II. More recently, Vietnamese, Laotian, by General Manager Mr Frank Zaknich. Albanian and Bosnian residents have contributed to the city’s vital, cosmopolitan feel. While Albury offers the social, cultural and economic benefits of a thriving modern city, it is also known for its leisurely lifestyle, rich history and heritage, natural beauty and tranquillity, parks and gardens and tree-lined streets.

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Council membership

during the 2014–2015 financial year Cr Kevin Mack was Mayor from 1 July 2014 to 30 June 2015 Cr Henk Van de Ven was Deputy Mayor from 1 July 2014 to 22 September 2014 Cr Ross Jackson was Deputy Mayor from 22 September 2014 to 30 June 2015

FROM LEFT TO RIGHT

:: Cr david Thurley :: Cr daryl betteridge :: Cr Kevin mack :: Cr henk van de ven :: Cr Ross Jackson :: Cr Alice Glachan :: Cr darren Cameron :: Cr Patricia Gould, OAm :: Cr Graham docksey, OAm

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Organisational structure 2014–2015

Council Elected Councillors

Planning & Development Committee Finance & Administration Committee Engineering & Works Committee Community & Cultural Committee Audit Committee

General Manager Integrated Planning Internal Audit

Human Resources Executive Support Human Resources Governance Risk & Safety Public Information

Communications Chief Financial Officer Comms & Marketing Financial Services Procurement

Director Engineering Director Planning Director Community Director Economic Assets & Mapping & Environment & Recreation Development & Tourism Civil Services Strategic Planning Parks & Recreation Economic Development Landscape Services Development Planning Cultural Services Tourism (including Design Sustainability & Environment Children’s Services Visitor Information centre) Projects Building Surveying Community Development Events Traffic & Transport Compliance/Ordinance Leisure Facilities Albury Entertainment Centre Water & Wastewater Customer Service Murray River Experience Strategic Property Fleet Information Management Commercial Strategy Commercial Business Operation

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Council Committees

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

finance and Administration Community and Cultural Engineering and works Planning and development Committee Committee Committee Committee The Finance and Administration The Community and Cultural The Engineering and Works Committee The Planning and Development Committee considers matters Committee considers matters considers matters associated with the Committee considers matters associated with the Council Plan, the associated with children’s services; airport, landfill and cemetery / associated with building regulations; Finance Plan and budgets; community, cultural and youth crematorium; asset management; development applications; economic organisational performance and audit; services; community development; emergency services; major development; enforcement and policy development and review, community health; community safety; construction projects; roads, bridges, compliance policy; events; regional including communications and natural resources management; and buildings, footpaths and drainage; development; strategic land use branding, governance, human parks, sport and recreation. traffic management and parking; fleet planning; and tourism. resources, information management, management; floodplain membership 1 July 2014 to membership 1 July 2014 to risk management, procurement and management; waste management; 22 September 2014: 22 September 2013: strategic corporate planning. and water and sewerage. Cr Patricia Gould, (Chairperson), Cr Daryl Betteridge (Chairperson), membership 1 July 2014 to Cr Graham Docksey (Deputy membership 1 July 2014 to Cr David Thurley (Deputy Chairperson), 22 September 2014: Chairperson), Cr Daryl Betteridge, 22 September 2014: Cr Graham Docksey, Cr Alice Glachan, Cr Henk van de Ven (Chairperson), Cr Alice Glachan, Cr Kevin Mack (ex Cr Ross Jackson (Chairperson), Cr Patricia Gould, Cr Ross Jackson, Cr Daryl Betteridge (Deputy officio), Cr David Thurley and Cr David Thurley (Deputy Chairperson), Cr Kevin Mack (ex officio) and Chairperson), Cr Graham Docksey, Cr Henk van de Ven. Cr Daryl Betteridge, Cr Henk van de Ven. Cr Alice Glachan, Cr Patricia Gould, Cr Graham Docksey, Cr Alice Glachan, membership after 22 September 2014: membership after 22 September 2014: Cr Kevin Mack (ex officio) and Cr Patricia Gould, Cr Kevin Mack (ex Cr Patricia Gould (Chairperson), Cr Daryl Betteridge (Chairperson), Cr David Thurley. officio) and Cr Henk van de Ven. Cr Ross Jackson (Deputy Chairperson), Cr Graham Docksey (Deputy Cr Daryl Betteridge, Cr Alice Glachan, membership after 22 September 2014: Chairperson), Cr Alice Glachan, Cr Graham Docksey, Cr Kevin Mack (ex Cr Henk van de Ven (Chairperson), Cr Patricia Gould, Cr Ross Jackson, officio), Cr David Thurley and Cr Patricia Gould, (Deputy Cr Kevin Mack (ex officio), Cr Henk van de Ven. Chairperson), Cr Daryl Betteridge, Cr David Thurley and Cr Graham Docksey, Cr Alice Glachan, Cr Henk van de Ven. Cr Ross Jackson, Cr Kevin Mack (ex officio) and Cr David Thurley.

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Council meetings

Attendance at Council meetings between 1 July 2014 and 22 September 2014

Engineering & Planning & development finance & Administration Community & Cultural Extraordinary Council works Committee Committee Committee Committee Council meetings meetings

Cr Betteridge 333203

Cr Cameron 333203

Cr Docksey 333203

Cr Glachan 333203

Cr Gould 333203

Cr Jackson 333203

Cr Mack 333203

Cr Thurley 333202

Cr van de Ven 222203

No. of meetings held 333203

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

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Council meetings

Attendance at Council meetings after 22 September 2014

Engineering & Planning & development finance & Administration Community & Cultural Extraordinary Council works Committee Committee Committee Committee Council meetings meetings

Cr Betteridge 578729

Cr Cameron 457628

Cr Docksey 577627

Cr Glachan 578729

Cr Gould 467629

Cr Jackson 578719

Cr Mack 566529

Cr Thurley 578729

Cr van de Ven 457628

No. of meetings held 578729

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

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2 PERfORmANCE REPORT

Reporting against strategic directions The strategic directions outlined in the Community Strategic Plan, Albury 2030, play a major role in guiding Council’s decisions and priorities. Albury 2030 guides the development of the four-year delivery Program, which in turn informs the one- ALBURY year Operational Plan. The strategic actions listed in the Community Strategic Plan have been identified as ways to work A Growing towards achieving the higher level aspirations of the community. Economy

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 input into a ALBURY ALBURY computer software reporting model, Performance Planning. AnEnhanced A Leading Natural Community Councillors receive quarterly reports on progress towards the Environment strategic actions and projects outlined in each year’s Operational Plan. These reports are derived from the Performance Planning reporting software. A six-monthly report from Performance Planning is made available on the AlburyCity website to allow the ALBURY community to see Council’s progress towards achieving the A Caring relevant actions arising from Albury 2030. Community

The following pages outline the progress Council has made in achieving the specific projects and strategic actions of the Community Strategic Plan during 2014–15. The colours used in the tables demonstrate links to the themes within Albury 2030.

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ALBURY A Growing Economy

during 2014–15 Council adopted sound strategies and programs to facilitate the > growth of our city. All programs to support tourism and economic development and improve visitor experiences were completed in accordance with relevant strategies and schedules. Albury remains well positioned to cater and provide for growth and development across all categories. Planning for future infrastructure provision and coordination of this with growth will remain a critical element in the future.

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Albury visitor Information Centre During 2014–15 the Albury Visitor Information Centre received 19,215 walk-in ALBURY OuTCOmE 1.1 A Growing enquiries. This was greater than the 18,769 walk-in enquiries in 2013–14. Economy Increase visitors to Albury and the surrounding region

All planned activity for 2014–15 was completed as scheduled, with the exception of the Albury Entertainment Centre Service and Efficiency Review, which was delayed due to resource availability. The number of walk-in visitors to the Visitor Information Centre on average exceeded the target of 1,500 per month (1,614), and increased compared with the previous year (1,568). Phone and email enquiries remained steady compared with 2013–14. Domestic overnight visitors to Albury Wodonga hit a five-year high during 2014 with an increase of 18% cent on the previous year. Other key highlights include: • 1.15M day visitors to Albury Wodonga • 15,365 international visitors recorded in the 2014 calendar year • $751M injected by tourism into the local economy in 2014, up from $564.44M The graph shows a similar trend in walk-in visitors over the year, with most in 2013. visits in the warmer months between October and April. These figures are highlights of the inaugural joint tourism report between Wodonga Council and AlburyCity, which complements the cities’ new destination brand. It should be noted that there was a change in collection methodology during 2014.

PERfORmANCE mEASuRES Tourism and visitors

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) www.visitalburywodonga.com 4,000 Unique visitors per month 4,128 3,972 5,893 Enquiries – telephone/email 220 Persons per month 203 205 255 Walk-in visits to information centre 1,500 Persons per month 1,601 1,564 1,617 Industry service requests 60 Service requests per month 47 57 61

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2 PERfORmANCE REPORT Events Team July and August are typically quiet months for the Events Team, which uses the time to plan events. In 2014–15 the number of event patrons per month followed a similiar trend compared with the previous year. ALBURY OuTCOmE 1.2 A Growing Economy Improve visitors’ and residents’ experiences Work towards achieving this outcome remained a priority, with most projects completed as planned. Some project delays were experienced in relation to the Wagga Road redevelopment, primarily due to extensive consultation undertaken with local businesses. Tourism key performance indicators were achieved, with the exception of visitor and industry telephone and email requests, which were slightly down on forecasts. Targets for walk ins to the visitors centre and web visitation were exceeded. End-of-year data revealed an events activity impact in 2014–15 of in excess of $30.6M to the local economy. This included events conducted, facilitated and sponsored by AlburyCity and those held in Council venues such as the Entertainment Centre, the Lauren Jackson Sports Centre, and the aquatics and athletics facilities. City events attracted more than 177,000 participants which included 69,000 visitors, of whom 37,000 were overnight visitors. The peak in September was due to the Ovens and Murray football grand final, and the start of the Twilight Markets season. The peak in March was largely due to the Albury Gold Cup, the final Twilight Market and the NAB Challenge AFL match between Richmond and Port Adelaide.

SPECIAL vARIATION TO RATES

PROJECT % COmPLETE AS COmmENTS AT 30 JuNE 2015 Lavington CBD Strategy – Wagga Road 30% Final draft plans have been completed and provided to affected businesses and property owners for consideration. The project was advertised for tender in May 2015. Albury CBD Strategy – Dean Street 0% Project has been included in 2015–16 budget. (Macauley Street to Young Street) AlburyCity Urban and Public Art Strategy 100% The strategy was implemented as scheduled for 2014–15. A number of projects were completed, including Yindyamarra improvements, utility box wrapping and dogs at off-leash parks.

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ALBURY OuTCOmE 1.3 A Growing Economy Plan and cater for increased population growth Council continuously plans for Albury’s long-term future through a variety of projects and strategic plans and closely monitors their implementation. Strong levels of investment were seen particularly in the residential markets, with new land being developed and released as well as new homes being constructed. The levels of construction and development activity during 2014–15 remained high across the city, and there was a slower but steadily increasing level of activity in the industrial and commercial areas. Performance levels in planning and building remain consistent regarding levels of activity and resources available, with most areas showing improvements from 2013–14 figures.

PERfORmANCE mEASuRES Certificates and Approvals

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Building approvals 95 % service charter compliance 83% 68% 87% Construction certificates 95 % service charter compliance 82% 88% 88% Complying development certificates 95 % service charter compliance 59% 70% 75% Building certificates 95 % service charter compliance 72% 72% 97% Planning approvals 95 % service charter compliance 86% 88% 92% Average processing time 21 Days 27 22 23 Planning certificates 95 % service charter compliance 98% 96% 96% Plumbing approvals 95 % service charter compliance 78% 70% 89% AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 (bASEd ON ORIGINAL budGET) (bASEd ON ORIGINAL budGET) (bASEd ON ORIGINAL budGET) Glenmorus Gardens profit 90 % budget 59% 77% 124%

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ALBURY OuTCOmE 1.3 A Growing Customer Service Charter Economy Plan and cater for increased population growth The Customer Service Charter states that building certificates must be completed within five working days. Achieving this would mean 100% compliance with the Charter.

The inability to achieve 100% compliance is attributed to irregularities being identified with the buildings on inspection. Such irregularities (including failure to have smoke alarms) must be rectified and the building inspected again before a building certificate can be issued. Generally the failure to meet the target is a result of the delays encountered with the booking of the required inspection (generally related to availability and access to the premises) and the time involved in rectifying defects identified at the initial inspection. The five-day timeframe in the Customer Service Charter does not allow for follow-up inspections. Where follow-up inspections were not required, building certificates were issued within the prescribed timeframe.

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ALBURY OuTCOmE 1.4 A Growing Economy Albury has a secure and well managed water supply

The 2014–15 Operational Plan contained a suite of initiatives to ensure that Albury has a well-managed water supply. By the end of June 2015, water and wastewater infrastructure renewals were 95% complete, and augmentation was 95% complete. These programs contributed to a positive result for 2014–15. Albury consumed 7,549.17 megalitres for the year, which was 5.1% below the 2013–14 figure. The total cumulative volume treated to the end of June at the two major plants (Waterview and Kremur Street) was 4,411.2 megalitres, which was 0.85% (or 37.7 megalitres) below the figure for 2013–14. As at June 30 2015, the Hume Dam was at 31.91% of capacity (compared to 48.99% at the same time last year). Dartmouth Dam was at 73.44% of capacity (compared to 90.30% at the same time last year). The combined storage was 23.48% below the volume recorded at the same time last year. The need for a new city wide sewerage strategy was identified to define future 'loadings' on the new pump station and to plan for delayed work to proceed on the design of the pump station itself. The strategy was completed and has highlighted a number of areas that will require upgrading/augmenting throughout the reticulation system in future years to meet demand through expanding development.

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ALBURY OuTCOmE 1.5 A Growing Evojobs website Economy Promote Albury for industry and business The level of web activity for Evojobs has followed a similar trend over the Overall performance during 2014–15 was in line with targets for three most recent financial years; however, visitor numbers were lower in ‘Promoting Albury for Industry and Business’. 2014–15 compared with 2013–14. The lowest number of visits to the The Evocities campaign continued to be instrumental in promoting opportunities website lines up with school holiday periods. in Albury, which is recognised as a leading regional centre with a positive outlook for growth, investment and employment. Identified action items in the Economic Development Strategy Implementation Plan 2014–2015 progressed well and were on track for completion as scheduled. Key activities included developing the draft 2015–2019 Evocities Marketing and PR Strategy; updating the Top 100 list of employers; commissioning investigations regarding Albury’s unemployment rate; and, thorough consultants, commencing preparation of the Albury Retail Sector Development Strategy.

Website activity greatly exceeded the target expectations (2,500) in all months of 2014–15.

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ALBURY OuTCOmE 1.5 A Growing Economy Promote Albury for industry and business

PERfORmANCE mEASuRES Economic development Enquiries

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Economic development returned Within 24 Hours 24 23 24 phone calls Detailed response Within 5 Working days 54 5 Customer service requests 40 Service requests per month 48 40 44 ‘Business in Albury’ web pages 500 Unique visitors per month 947 808 546 ‘Population and demographics’ 300 Unique visitors per month 596 154 378 web pages

PERfORmANCE mEASuRES EvoCities Implementation

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Unique visitors to www.evocities.com.au 2,000 Number per month 4,724 3,245 2,410 Unique visitors to Albury Evojobs website 2,500 Number per month 4,296 4,793 3,596 Unique visitors to Albury Evoproperty* website 250 Number per month 48* 64 194 Unique visitors to Evoinvest website 250 Number per month 152 128 188

* The Evoproperty website was decommissioned in April 2015. Information is now available through the ‘Housing’ section of Evocities.

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2 PERfORmANCE REPORT Inspection and monitoring Services AlburyCity’s environmental inspection and monitoring services include the monitoring of illegal dumping, noise, fire risk, soil erosion control and on- site sewers. ALBURY OuTCOmE 1.5 A Growing The spike in inspections undertaken in October is due to increased Economy Promote Albury for industry and business community concerns regarding fire hazards from long grass, and increased patrols of known rubbish dumping sites.

AlburyCity keeps a register of all undeveloped land and conducts annual inspections to monitor for potential fire outbreaks. The land is inspected by Compliance Officers, who then contact the owner of the land to ensure that they undertake the required maintenance.

PERfORmANCE mEASuRES Inspection and monitoring Services

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Environmental (noise, illegal dumping 12 Inspections per month 55 26 17 and soil erosion control) Food (retail and wholesale businesses) 35 Inspections per month 43 46 40 Health (hair, beauty and skin penetration) 8 Inspections per month 9 11 10 Water (NSW Health testing requirements 20 Samples per month 24 26 27 and cooling towers)

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ALBURY OuTCOmE 1.6 A Growing Economy Integrated transport network for Albury The Albury Airport Development Strategy 2005 is under review and scheduled to be completed during 2015. Part of the Airport Development Strategy will be developing a business plan incorporating the provision of an aviation strategy. Albury Airport has submitted an expression of interest in relation to a $50M grant allocation made available to 32 NSW regional airports through NSW Government Restart Tourism Infrastructure Funding. Albury has been successful in reaching the shortlist for this infrastructure funding. If the application is successful, the funding will be utilised towards expanding the arrivals hall and lounge facilities and adding a mezzanine level as proposed in the existing Airport Development Strategy. The Albury Airport business achieved returns favourable to budget despite passenger numbers being slightly below target. By the end of June 2015 the traffic improvements program was 98% complete. Projects under this program included the Kerr Road realignment, Gap Road street lighting, Elm/Sackville Street roundabout and Padman Drive car park. A service and efficiency review was completed on the provision and maintenance of street lighting in Albury.

SPECIAL vARIATION TO RATES

PROJECT % COmPLETE AS COmmENTS AT 30 JuNE 2015 Wayfinding Signage Strategy 10% Detailed designs are being prepared for Thurgoona, with Albury and Lavington to follow. The project was deferred until 2015–2016.

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ALBURY OuTCOmE 1.6 A Growing Regulatory Patrols Economy Integrated transport network for Albury Officers undertook well above the target of 25 scheduled patrols per month. 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.

PERfORmANCE mEASuRES Legislated Services

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Regulatory patrols and procedures 25 Scheduled patrols 67 41 43 (parking, street activities and environmental) per month AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 (bASEd ON ORIGINAL budGET) (bASEd ON ORIGINAL budGET) (bASEd ON ORIGINAL budGET) Commercial Airport profitability 90 % of budget or greater than 140% 69% –69%

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ALBURY OuTCOmE 1.7 A Growing Economy Increased usage of bicycle and pedestrian trails A variety of objectives were completed during 2014–15 to extend and improve pedestrian and cycle networks throughout Albury. This included the completion of all projects in the Pedestrian Access and Mobility Plan and sections of the AlburyCity Bicycle Plan. Priorities identified as part of the AlburyCity Bicycle Plan review were identified in a forward action plan. These projects will be undertaken over the next five years to improve access to cycleways and connectivity of cycle paths. Community awareness programs and group rides were conducted throughout the calendar year promoting AlburyCity’s shared path network, bike safety and sharing the road. All projects within the Pedestrian Access and Mobility Plan (PAMP) were completed. For 2014–15, these projects included the construction of kerb ramps and refuges at Moore Street / Union Road, Union Road east of Bralgon Street, and North Street west of Mate Street. The reconstruction of kerb ramps occurred at Moore Street south of Martha Mews.

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ALBURY OuTCOmE 1.8 A Growing Economy Albury’s infrastructure and assets are well managed and maintained

Projects implemented under this outcome included works in the plant replacement program, road and drain construction and rehabilitation program, landscape construction and maintenance program, and road resealing program, as well as water and sewer management, Wonga Wetlands and the Albury Waste Management Centre. Council has established extensive asset renewal and maintenance programs to maximise the value and life of all asset types. The overall accomplishment of programs was 93% as at 30 June 2015. In particular this included: • Design program – 100% complete • Plant replacement program – 100% complete • Engineering projects – 98% complete • Road resealing program – 100% complete • Landscape construction and maintenance program – 90% complete • Road and drain rehabilitation program – 100% complete • Kiewa Street upgrade – 100% complete.

Stage One of the AlburyCity Flood Risk Management Study and Plan project is complete, with all necessary data collected and flood study models extended and calibrated. Stage 2 is progressing well, with flood study models updated and revised flood levels and mapping provided to Council for review. A range of mitigation measures have been identified for consideration and were presented at three community consultation sessions in December 2014. Ten priority mitigation options will be developed in more detail.

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ALBURY OuTCOmE 1.8 A Growing Economy Albury’s infrastructure and assets are well managed and maintained

wonga wetlands The quieter months of visitor numbers to the centre correspond with school holidays or with cooler or wet weather. The highest numbers in October 2014 were due to five schools visiting, two weddings, and a high number of general public visits. The annual Wonga Walkabout was also held in October, during National Water Week. The peak in April 2015 was due to nine school visits, two university visits and four conferences.

PERfORmANCE mEASuRES Infrastructure and Assets

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Utilisation of the Wonga Wetlands 600 Number of educational 774 672 641 Education/Interpretation Centre visitors per month Water treatment operational cost 21 Cents/kL of produced 19 17 15 treated water Tradewaste pit inspections 22 Number of pits inspected 9 20 22 and/or tested per month Wastewater treatment operational costs 81 Cents/kL of treated 66 64 58 wastewater AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 (bASEd ON ORIGINAL budGET) (bASEd ON ORIGINAL budGET) (bASEd ON ORIGINAL budGET) Waterview Laboratory Profitability 90 % of budget or greater than 219% 117% 229%

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ALBURY AnEnhanced Natural AlburyCity is actively promoting the Environment natural environment through programs encompassing a whole-of-organisational approach. This includes actions aimed at reducing our environmental footprint (reduced energy consumption and carbon emissions) through to improving natural areas and long-term management of > natural areas (fire management, community education and awareness). Continued development in these areas combined with feedback and interaction with community and special interest groups is improving the quality and range of activities on which AlburyCity can focus.

Through the outcomes sought and provided for in the four-year delivery Plan and supporting strategies, we continue to work on an organisation-wide level towards achieving the aspirations within Albury 2030 to improve and enhance Albury’s natural environment.

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ALBURY OuTCOmE 2.1 AnEnhanced Natural Reduce Albury’s carbon footprint Environment The Sustainability and Environment Team continued to implement programs and initiatives from ‘Albury – Our Future’. Activities included World Environment Day story time and environmental themed activities, information sessions at the LibraryMuseum on energy and biodiversity, and a tree planting day with Albury High School at Nail Can Hill. Planning for the 2015 Sustainable Living Week continued with key stakeholders, and planning for the review of ‘Albury – Our Future’ commenced. Throughout 2014–15, actions from Biodiversity Strategy continued to be implemented. This included the draft Environmental Policy and Procedures. Works continued on the development of the Urban Forestry Strategy with a consultant engaged to undertake canopy cover mapping to form baseline data to help set key targets and objectives for the strategy. A major review of the Energy Management Framework under the Service and Efficiency Review program was completed. The review identified potential efficiencies in AlburyCity’s management of energy systems and data that will drive savings and provide key opportunities for improvement. The three-bin kerbside collection (including organic waste) service commenced in April 2015, and has been a city-wide success.

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ALBURY OuTCOmE 2.2 AnEnhanced Natural Albury is prepared for changing environmental Environment conditions

Initiatives are in place for Council to effectively prepare for, and work through, changing environmental legislation and conditions. The 2015–2019 Energy Savings Action Plan was finalised. It includes significant energy-saving measures relating to the second stage of the Photovoltaic Delivery Program and ongoing improvements to our heating, ventilation and air conditioning assets. Photovoltaic panels have now been installed on five of the six major sites across Council facilities. Progress on the Fire Management Plan continued including determining whether Albury’s ecosystems require specific fire management regimes. The detailed review of the Native Vegetation Management Plan for Roadsides, Waterways and Council Controlled Land is ongoing; the expectation is that the revised plan will be finalised early in 2015–16. Under the Padman Park Management Plan an archaeologist has been engaged to investigate Aboriginal and European heritage sites within the reserve. Several Aboriginal sites are being investigated that were mentioned in reports 10 to 12 years ago. The location of the old police hut has almost been confirmed. Several people who were living on the old miners’ rights squatters’ area have been interviewed.

PERfORmANCE mEASuRES Landfill

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Albury Waste Management Centre profitability 90 % of budget or 232% 122% 111% greater than

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2 PERfORmANCE REPORT Albury waste management Centre The 12-month average for amount of waste going to the Albury Waste Management Centre was 13,948 tonnes. This was higher than the 13,059 tonnes per month in 2013–14. ALBURY OuTCOmE 2.2 AnEnhanced Natural Albury is prepared for changing environmental Environment conditions

Kerbside Recycling The total amount of recycled waste collected at kerbsides in Albury for 2014–15 was 4,986 tonnes. This is less than the 2013–14 figure of 5,779 tonnes. The average monthly amount of recycling collected for the 12-month period was 415 tonnes.

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

waste buried The 12-month average for waste buried in 2014–15 was 7,564 tonnes. This is an improvement compared with the figures for 2012–13 and 2013–14, which were 9,174 tonnes and 7,968 tonnes respectively, reflecting an increase in the amount of waste being diverted from landfill.

The highest monthly recycling occurred in December 2014, with 499 tonnes collected. Paper and cardboard was the most recycled type of material on average per month. The peak of recycling activity in November 2013 coincided with National Recycling Week.

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

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ALBURY OuTCOmE 2.3 AnEnhanced Natural An increased awareness in sustainability and Environment environmental issues

Council is continuing to promote environmental awareness and appreciation to our local community. There was an expansion in the development of AlburyCity environmental awareness programs in local schools. Awareness activities conducted during 2014–15 included: • Planet Ark Schools tree planting day • Planet Ark National tree planting day • Collaboration with the Australian National University, Charles Sturt University and the Murray Darling Association – conversation with the community on climate change • Wildflower Walk (Nail Can Hill) • Sustainable Living Week – various activities • Clean Up Australia Day (Bonnie Doon Park) • Placemaking – Fairway Gardens Park Party • Nail Can Hill Reptile Walk • Envirotalk – modern cloth nappy session • Envirotalk – Senior Week and how to save on energy costs • Earth Hour • Envirotalk – Protect Albury’s Woodlands • International Earth Day – Albury City Council / MARS Petcare tree planting day • International composting awareness week – Halvewaste composting workshops • Envirotalk – Australia’s Biggest Morning Tea • World Environment Day – story time at Lavington library and LibraryMuseum.

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The Caring Community theme progressed well during 2014–15. utilisation is ALBURY generally above planned levels for A Caring childcare, and visitation at the Lavington Community Library and Librarymuseum have maintained high levels. Construction and planning for the murray Art museum Albury continued and the design for the Retro youth Café was progressed.

The final section of wagirra Trail to wonga wetlands is complete. The yindyamarra sculpture walk has been opened and the > boat ramp at mungabareena Reserve is complete and opened. Programs for the Aboriginal community and the multicultural community have progressed, with staff attending interagency meetings as required. The footpath and safety programs also progressed as planned, including completion of the road safety program.

Ongoing management and promotion of AlburyCity sports facilities including the Lauren Jackson Sports Centre, aquatic facilities and the Alexandra Park Athletics Complex ensured that a range of activities were available to community members of all ages and abilities. AlburyCity ANNUAL REPORT 2014–2015 33 LPAGE | CLOSE | CONTENTS | PRINT | PAGE R

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ALBURY OuTCOmE 3.1 A Caring Out-of-school-hours program Community Albury offers access to a diverse range of educational opportunities Numbers of children attending the OOSH program were above the target of 85 in all but one month of the year (January 2015). AlburyCity continued to perform well in its contribution to educational opportunities in Albury during 2014–15. Council’s Out of School Hours Program (OOSH) continued to exceed anticipated targets for attendance. Numbers of children attending this program have been consistently increasing each year. North Albury OOSH underwent an assessment process in 2014–15 and was successful in achieving a rating of ‘Meeting the National Quality Standards’. Regular activities continued at the LibraryMuseum and Lavington Library. Key focuses during 2014–2015 included early childhood literacy programs, including regular story time, baby bounce and toddler time sessions; the further development of the seniors engagement program; and a range of heritage and museum related programs, including a World War I lecture series and family history sessions. The annual Write Around the Murray Festival in September 2014 attracted 4,400 participants to 50 events over a five-day period. The average monthly attendance over the 12 months was 107, an increase on AlburyCity’s contribution to the attraction and retention of medical personnel and the average attendance for 2013–14 (98) and 2012–13 (87). All three years students continued with Council's scholarship program for students studying surpassed the monthly target of 85 children attending. medicine at the University of NSW Rural Medical School. The program concluded with two students receiving scholarships.

PERfORmANCE mEASuRES Educational Opportunities

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Banjora Children’s Centre – children attending 36 Children per day 37 38 35 Family day care – children attending 140 Per month 127 129 155 Out-of-school-hours program – children attending 90 Per day 108 98 87 Vacation care utilisation – children attending 100 Per day 104 100 96

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ALBURY OuTCOmE 3.2 A Caring Community Albury’s key community safety indicators demonstrate an improvement

All activities under AlburyCity’s Road Safety Strategy for the year were completed. These included the campaigns ‘Drinking? Ditch the Keys’, ‘Arrive Home Safely’, ‘Park in your Lines – Look for the Signs’ and 'Stop at the Signals – Kiewa St’; the Speed Check program; motorcycle safety; Graduated Licensing Scheme workshops; bike safety projects; and a motorised wheelchair / pedestrian safety workshop. Through the Community Safety Program, good progress was made on the ongoing anti-graffiti campaign, with considerable work undertaken with local stakeholders and the community. This included a range of public installations which have markedly reduced the incidence of graffiti. The CCTV planning committee has written a draft CCTV Policy, a Memorandum of Understanding with Council and Police, Code of Practice and Standard Operating Procedures. In support of good citizenship among young people, 25 awards of $20 vouchers were sent to schools to recognise and reward positive citizenship behaviour.

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ALBURY OuTCOmE 3.3 A Caring Companion animals Community The health of the Albury community improves (including access to appropriate services) On average, 42% of the total number of companion animals seized by AlburyCity Compliance Officers were reunited with their owners. This figure A range of initiatives progressed in this area during 2014–15. This includes could significantly improve if more pet owners had their animals the planned upgrade or installation of 12 footpaths across the city (10 of which microchipped and registered with Council. have been completed) to increase opportunities to walk safely for exercise and health. Environmental Health Officers continued to conduct inspections of food premises and provide food-handling seminars. Compliance Officers followed up community concerns relating to neighbourhood trees, fences, noise, public health and swimming pools and, where possible, returned companion animals to their owners. Every target was met for environmental health, food-handling seminars, regulatory compliance and companion animals and stock. During 2013–14 Council resolved to discontinue the provision of immunisation services in December 2014. All planned immunisation clinics were delivered until the end of December 2014. The average rates in New South Wales for 12–15, 24–27 and 60–63 months vaccinations are 89.5%, 91.8% and 92.1% respectively. Albury achieved 94.6%, 95.1% and 93.8% respectively for vaccinations administered by general practitioners in the Albury catchment area.

Responsible pet ownership and control would also reduce the number of animals being seized by Compliance Officers. AlburyCity held another successful annual Pets Big Day Out, which included free pet registration, information about responsible pet ownership, and discounted microchipping services for animal identification.

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ALBURY OuTCOmE 3.4 A Caring SPECIAL vARIATION TO RATES Community Albury offers a diverse range of facilities and PROJECT % COmPLETE AS COmmENTS activities for all ages AT 30 JuNE 2015

All projects were undertaken as planned during 2014–15 except for the Murray River Experience – 94% Wagirra Team and Albury & District service and efficiency reviews of public toilets, playgrounds and parks Wagirra Trail: Horseshoe Aboriginal Lands Council worked maintenance and assets, which have been delayed due to other reviews occurring; Lagoon to Wonga together to reinstate the artefact and the review of tennis facilities, which has been overtaken by the preparation of site. The final small section of trail the NRL strategy. was programmed for August 2015. The Mungabareena Boat Ramp reconstruction is complete. During 2014–15 the Alexandra Park Athletics Complex underwent a major Work has commenced on program planning for the new Youth Café, including reconstruction and re-opened for use on 16 March 2015. The new athletics facility looking at the current programs, identifying new initiatives, and reviewing current achieved the International Association of Athletics Federations (IAAF) Class II and future partnerships. Both the Youth Café Program Co ordinator and the Youth classification, which is the highest level an individual facility can achieve. Development Officer have finalised the program component of the business plan for the Youth Café. The café operations of the Youth Café are still under consultation and discussion. The business plan includes hours of operation, affordable food, staffing, partnerships, employment opportunities and security. Marketing and branding are to be considered. Throughout 2014–15, the Retro Youth Management Committee was kept informed of progress regarding the Youth Café development. The Youth Management Committee continued to run its Friday night events at the LibraryMuseum and the Albury Entertainment Centre. The events were well attended, with on average over 150 young people present.

AlburyCity sold the paddle-steamer Cumberoona to the Knowles brothers from Yarrawonga. Community placemaking activities were held at Gertrude Colquhoun Park and Fairway Gardens during the year and were well attended by local residents, and Council sought community input into the park planning. Excellent ideas were received and some, including the community garden in Creek Street, have already been implemented.

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ALBURY OuTCOmE 3.5 A Caring Community Improved health, employment and education for Aboriginal people in Albury

AlburyCity’s Aboriginal health, employment and education initiatives were progressed as planned for 2014–15. Council staff continue to support the monthly Aboriginal Community Working Party meetings. There was a strong focus on Aboriginal culture, celebrations and sporting carnivals, particularly during June working towards NAIDOC Week. This included developing a calendar, artwork and publishing, planning meetings, school visits, and school tours along the Yindyamarra Trail. Some cross border partnerships delivered excellent results in sporting programs for young Aboriginal people. Council was successful in obtaining $3,500 from the NSW Department of Sport and Recreation to run the Community Link touch footy program, which engages Indigenous coaches to work with young people over an eight-week program culminating in a sports carnival in West Albury. This program was concluded in April with over 250 participants and a number of service providers present.

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ALBURY OuTCOmE 3.6 A Caring Community The improved settlement of people from diverse cultures

Throughout 2014–15 Council staff continued to attend local interagency meetings, including those of the Multicultural Interagency Group. AlburyCity resolved to become a Refugee Welcoming Zone, which was celebrated at Harmony Day at the Community Wood Fired Oven. Council provided assistance to the Bhutanese community in organising a successful national soccer carnival and implemented a program that raised awareness of the services available within the community for older people. Activities during Refugee Week included an employment program for Bhutanese people and a number of career advice days for refugee students at local secondary schools. A directory of multicultural services is being compiled to assist skilled migrants arriving in Albury and Wodonga. Progress was made in investigating the need for a local support group to meet in Albury to help people from various cultures connect with each other and with local services. Albury’s culturally diverse communities continued to use the Community Wood Fired Oven as a place to gather to celebrate and showcase their cultures. Events were staged in partnership with AlburyCity and local agencies for Harmony Day, NAIDOC Week and the Hindu celebrations of Holi and Navarati.

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ALBURY OuTCOmE 3.7 A Caring Community Increased participation in a diverse range of art and cultural activities in Albury

The Murray Art Museum Albury (MAMA) construction program remained on track throughout 2014–15 and recruiting for MAMA staff occurred in June 2015. During the gallery’s closure, MAMA toured four outgoing exhibitions that visited nine regional and metropolitan galleries, museums and libraries – one in Victoria, seven in New South Wales and one in Queensland. The LibraryMuseum welcomed 242,000 visitors in 2014–15. This maintained its status as one of the busiest cultural facilities in regional NSW. The Lavington Library also had large numbers of visitors, welcoming 117, 000 throughout the year. The year was another successful one for the Wood Fired Oven, with 86 bakes (community and private functions) undertaken. The Albury Entertainment Centre was extremely busy throughout 2014–15, hosting functions, expos, conferences and theatre performances. These events attracted over 72,000 attendees to the centre.

SPECIAL vARIATION TO RATES

PROJECT % COmPLETE AS COmmENTS AT 30 JuNE 2015 Albury Regional Art Gallery Redevelopment 100% All the outcomes required for the establishment of the new art museum to this stage were completed as at June 2015. The official opening of the Murray Art Museum Albury – MAMA – was on October 2 2015. Albury Entertainment Centre 10% The upgrade of the kitchen facilities was placed on hold due to an 18-month review of ongoing catering provision.

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ALBURY OuTCOmE 3.7 A Caring Community Increased participation in a diverse range of art and cultural activities in Albury

The Librarymuseum and Lavington Library The LibraryMuseum and Lavington Library maintained high levels of visitation throughout 2014–15. Overall, however, the LibraryMuseum had slightly lower attendance compared with previous figures. Lavington Library maintained slightly higher attendance over 2014–15 compared with 2013–14. Visitation rates traditionally decrease during December due to the wind-down of school and the number of public holidays during this period.

PERfORmANCE mEASuRES Cultural facilities

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Wood-fired oven community bakes and 5 Per month 78 7 community functions Number of exhibitions at the LibraryMuseum 2 Per month 33 2 and Lavington Library LibraryMuseum attendances 16,000 Per month 20,138 20,835 21,128 Lavington Library attendances 8,000 Per month 9,749 9,615 7,477

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2 PERfORmANCE REPORT Albury Entertainment Centre Monthly attendance at the Albury Entertainment Centre averaged 6,010. Although it exceeded the target of 5,000, it was less than the 12-month average attendance recorded for 2013–14 (6,412). ALBURY OuTCOmE 3.7 A Caring The spike in attendance in May 2015 was due to the venue hosting 18 Community Increased participation in a diverse range of art and events and undertaking one off-site catering event. In that month, 10,940 cultural activities in Albury people attended events at Albury Entertainment Centre and 48 guests were catered for at the off-site event. The relatively low attendance figures for January and February were due to fewer events being hosted by the Albury Entertainment Centre at that time.

PERfORmANCE mEASuRES Cultural facilities and Activity

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Number of attendees at the 5,000 Per month 6,010 6,413 6,154 Albury Entertainment Centre Number of current season subscribers 25 Per month 56 52 25 Number of public programs initiated 10 Per month 87 77 64 by the Learning and Outreach Team

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ALBURY A Leading Community

A Leading Community applies to large > areas of AlburyCity’s internal operations and focuses on engaging with the community on all major projects. The theme ensures that regional issues are addressed through integration and that discussions continue with surrounding councils regarding potential shared service opportunities.

Community interest in the ‘have a Say’ page on the AlburyCity website continues to grow; this facilitates engagement with our community before strategies are reviewed or projects commence. AlburyCity ANNUAL REPORT 2014–2015 43 LPAGE | CLOSE | CONTENTS | PRINT | PAGE R

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ALBURY OuTCOmE 4.1 OuTCOmE 4.2 A Leading Community The community is consulted on all major changes Regional issues are addressed through an integrated that will affect them. approach

As part of the NSW Government’s Integrated Planning and Reporting AlburyCity continued to participate in a large number of committees, forums and legislation, all local councils must review their Community Strategic Plan every reference groups considering regional and cross-border issues. These include four years in line with local government elections. Albury 2030 was last reviewed in Murray Region Tourism, the Alliance of the Councils and Shires of the Upper 2012 and was adopted by the incoming Council in February 2013. Murray, the NSW Inland Forum and the Riverina and Murray Regional Organisation of Councils. The review of Albury 2030 allowed the community to decide the direction and priorities for Council and other agencies to take for the next four years. The Several NSW councils in the region met to discuss potential shared service community was advised that participating in the review was an opportunity to delivery, joint organisations and updates on Fit for the Future. During further guide future planning for the city, and extensive consultation was undertaken. discussions regarding specific services, some likely opportunities were identified. Council continues to be guided by the results of the consultation, and prioritises AlburyCity held a number of meetings in 2014–15 with Wodonga Council regarding its projects based on the community outcomes outlined in Albury 2030. There common issues. Where possible, opportunities were sought to update the NSW will again be extensive consultation in 2016, when Albury 2030 is next reviewed Government on issues of cross-border significance. and updated. In addition to consultation on Albury 2030, during 2014–15 Council invited community input into a number of major community projects and strategies. These are listed under ‘Community engagement activity and public exhibition’ later in this report. The ‘Have a Say’ page continued to be a strong presence on the AlburyCity website. ‘Have a Say’ allows the community to have input into Council policies, plans and projects before they are developed as final drafts. The page includes a link to documents on public exhibition, giving the community a final opportunity to make submissions. After the adoption of the 2014–15 budget, the General Manager completed a number of budget presentations to businesses and community groups.

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ALBURY OuTCOmE 4.3 OuTCOmE 4.4 A Leading Community The Albury community provides resources and The community is informed on progress against the Community opportunities to develop future leaders Strategic Plan and the impact of the strategic actions

AlburyCity’s ongoing support of the Youth Council allowed a number of In consultation with the community, Albury 2030 was reviewed in 2012. The local projects to be conducted through the partnership between the Youth revised version was adopted by Council in February 2013 and is available on the Council, AlburyCity staff and the community. AlburyCity website. The next review of Albury 2030 is in 2016, in line with legislative requirements. AlburyCity’s Grow Our Own trainee and apprentice program continued to provide excellent pathways for individuals and has again produced not only many The community are informed of Council’s progress against the desired outcomes of outstanding employees but also excellent young leaders for both AlburyCity and Albury 2030 through a six-monthly progress report available online and annually our wider community. A number of trainees successfully completed their formal through the AlburyCity Annual Report. qualification this year, including outstanding achievements in an Engineering (Hons) degree, a Diploma of Events Management and a Bachelor of Business. Leadership programs were developed across Council’s three Out of School Hours programs during 2014–15, with a number of children taking up opportunities to demonstrate their leadership capacity. The Albury and North Albury Out of School Hours program continues to offer new opportunities for children attending, including extending cultural experiences within the service through participation in NAIDOC Week.

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ALBURY OuTCOmE 4.5 A Leading AlburyCity website Community Albury Council will plan and lead with good governance In total there were 91,000 more hits to the AlburyCity website in 2014–15 This outcome includes staff achievements across the five AlburyCity compared with 2013–14. The target of 35,000 hits was reached for six of the directorates and the Human Resources and Communications sections. All 12 months in 2014–15. sections work together to ensure effective planning and governance. AlburyCity staff completed the Group Risk Management Action Plans and commenced the corporate risk planning for 2015–16. The majority of scheduled actions in the corporate program were completed. Customer service remained a high priority for 2014–15, with consistently high achievement of customer requests dealt with and closed within the targeted timeframes for the organisation. The website maintenance and development project commenced and will identify new web content and improve customer interaction online. Work across the organisation continued with the Service and Efficiency Review program. Fifty AlburyCity services are being reviewed across the four-year program. To date, 16 have been completed and 16 are currently being undertaken. Regarding workplace health and safety, the 2014–15 year finished with average lost time hours per month at 44.7, well below the ceiling of 107 hours. Total lost time for the year was 536 hours, the second lowest amount recorded since 2007–08. There was significant focus and work undertaken on the development of AlburyCity’s Fit for the Future proposal. The draft proposal was finalised and placed on public exhibition in May 2015. The final proposal was submitted to the Independent Pricing and Regulatory Tribunal (IPART) in June 2015.

PERfORmANCE mEASuRES

KPI ASPIRATIONAL uNITS AChIEvEd 2014–2015 AChIEvEd 2013–2014 AChIEvEd 2012–2013 TARGET (12 mONTh AvERAGE) (12 mONTh AvERAGE) (12 mONTh AvERAGE) Twelve-month rolling: lost time 9 No. of lost time injuries 8.9 6.4 5.1 injury frequency rate per million hours worked Lost time hours due to injury 106 Average number of 45 98 36 hours per month (12-mONTh AvERAGE) (12-mONTh AvERAGE) Social media new subscribers/followers 50 Number per month 58 59 65 AlburyCity website hits 35,000 Number per month 36,042 28,427 33,603

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ALBURY OuTCOmE 4.5 A Leading Community Albury Council will plan and lead with good governance

Lost time hours due to time injury Lost time injury frequency rate Very proactive management of all injured workers continues to produce AlburyCity reported seven lost time injuries in 2014–15, with only three of excellent results in relation to lost time. The total lost time hours figure for these needing specific surgical treatments. While there was a slight 2014–15 was 539. The last two years have seen AlburyCity achieve two of increase in the lost time injury frequency rate (LTIFR) towards the end of the the lowest lost time hours results in many years. The average lost time financial year, the measure continues to track well below historical results. hours per month figure for 2014–15 was 44.7, compared with the five-year NB: Previous LTIFR data may vary slightly due to the reclassification of injuries. average of 121 hours.

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

These issues have been identified by the Albury community as important in regard to long-term sustainability. They have subsequently been incorporated in the Community Strategic Plan, Albury 2030, and in the community sustainability strategy, Albury – Our Future. The latter established a monitoring, evaluation and reporting framework designed to provide information on progress towards sustainability outcomes. AlburyCity is pleased to present the Sustainability & Environment Snapshot for All NSW councils are required to prepare a State of the Environment Report in the 2014–15 Link to webpage. This provides an annual summary of key performance year of an ordinary election, covering: indicators and progress towards achieving the sustainability and environment 1. Performance against key sustainability outcomes, strategies and objectives outcomes in Albury 2030 and Albury – Our Future. The snapshot includes various community engagement activities, an update on the Flying Fox camp at Leaney’s 2.Community engagement and awareness on sustainability and the environment Bend, activities of AlburyCity’s Youth Council, information on the introduction of 3. Accountability and transparency on performance including short-, medium- and the organics kerbside collection system and details of additional solar energy long-term sustainability outcomes systems installed at key Council facilities. 4.Emerging issues and challenges, including impacts of climate change, financial sustainability and population growth and changing demographics. The next ordinary election will occur in 2016 and the next State of the Environment Report is due in November of that year.

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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 by the General Manager. For further information about ExPENSE $ the management structure, please refer to the organisational structure diagram on Mayoral allowance 39,110 page 9 of this report. Members’ fees and allowances 161,370 Conferences and seminars 5,620 mayoral and Councillor fees and expenses Council meeting costs 7,494 Mayoral and councillor fees and expenses for 2014–2015 were as outlined in the Civic duties 13,565 table. Council’s policy on the payment of expenses and the provision of facilities for Councillors is available here. Travel (NSW and interstate) 14,535 Travel (overseas) 0 Telephones, communications, IT equipment 8,025 Overseas travel Sundry expenses 1,335 The Tourism Team Leader travelled to New Zealand to attend Tourism Victoria’s trade mission to New Zealand as the region’s representative from 13 to 17 October Mayoral vehicle 4,167 2014 and was sponsored by Murray Region Tourism. Eighteen Melbourne and Training 2,370 regional Victorian operators and destination representatives travelled to Auckland, Dunedin, Christchurch and Wellington promoting the state’s product to 95 product Civic receptions (hosted) 541 managers and travel agents throughout New Zealand. Childcare 0 No other overseas travel was undertaken by AlburyCity staff or Councillors in 2014–15. Spouse/partner costs 864 Total 258,996 Senior staff remuneration The total amount payable in 2014–15 with regard to the employment of senior staff at AlburyCity is identified below. This includes amounts payable for salary, superannuation, vehicles, fringe benefits tax and all other costs directly associated with employment.

POSITION TOTAL AmOuNT General Manager $306,517 Senior staff (other than General Manager) $1,075,912

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human resources activities comprehensive range of development programs were undertaken, including mentoring for supervisors, recruitment and selection, developing effective teams, AlburyCity has maintained a strong focus on ensuring a high level of employee and change management. engagement, job satisfaction and positive culture. This focus has enabled us to maintain our position as a highly desired employer within the region, through a range of programs and initiatives. Equal employment opportunity Specifically, a high level of support was provided for the recent organisation restructure AlburyCity has continued to facilitate and promote a positive and harmonious as well as AlburyCity’s ongoing Service and Efficiency Review program. This occurred organisation and maintains a strong commitment to ensuring that equal through change management initiatives as well as ensuring the implementation of employment opportunity (EEO) principles underpin everything we do. The last 12 successful talent attraction and retention strategies to facilitate the various changes months has seen AlburyCity implement a range of activities identified in our EEO that have occurred. These actions have resulted in positive outcomes, with our teams and Diversity Strategy, including: now being effectively resourced to deliver key projects across the city. • Refresher training for all employees covering EEO and related matters, which has The Service and Efficiency Review, along with an increased focus on secondment complemented the information that new employees receive as part of their opportunities, has seen AlburyCity undertake an extensive amount of recruitment orientation with AlburyCity and talent attraction over the last 12 months. This, coupled with AlburyCity’s orientation program, has resulted in our new employees receiving valuable • Ongoing promotion of our Employee Assistance Program, which is a valuable information about the organisation and ensuring alignment and fit with our Values, resource for employees in assisting them with both workplace and personal issues Guiding Principles and culture. • Ensuring a focus on EEO and diversity related principles in all human resource activities, including recruitment and learning and development AlburyCity also conducted a number of pre-retirement planning workshops for employees, aimed at providing information on a number of topics including the • Consultancy with and support to employees and supervisors regarding EEO social aspects and the change of lifestyle that occurs with retirement. related matters to ensure early intervention and resolution of any grievances and workplace issues. AlburyCity’s Grow Our Own trainee and apprentice program continues to provide excellent pathways for individuals and has again resulted in the organisation gaining many outstanding employees and excellent young leaders for both AlburyCity and work health and safety our wider community. A number of our trainees successfully completed formal Throughout 2014–15 AlburyCity continued with the development of the Safety qualifications this year, including outstanding achievements in Engineering (HONS) Management System. In particular, major projects were undertaken in asbestos Degree, Diploma of Events Management and Bachelor of Business. management planning and in contractor safety assessment and registration. This year 14 trainees joined the organisation across a diverse number of areas AlburyCity’s Health and Wellbeing Program continues to be well supported by including the LibraryMuseum, horticulture, child care, town planning, engineering and employees, with health screening, mental health and life skills activities offered as Albury Airport. To further support our trainee program, AlburyCity implemented a part of the program this year. Trainee Network program where trainees come together to share their knowledge, The management of workplace incidents and injuries remains a strong area of discuss study habits and network with their fellow trainees. The huge number of practice for AlburyCity, resulting in relatively low figures for the total number of lost applications received for trainee and apprentice roles at AlburyCity is a clear indicator time hours in 2014–15. These practices have resulted in a significant positive of the regard with which the Grow our Own program is viewed by the community. impact on AlburyCity’s workers compensation insurance premium. From a learning and development perspective, AlburyCity continues to deliver and The Risk and Safety Team have continued to implement and support AlburyCity’s offer a diverse range of training programs. In 2014–15 this included confined revised incident reporting system. The effective use of this system will allow all spaces, traffic control, chemical handling and first aid. In addition, a incidents to be clearly examined to identify and address issues and prevent any further recurrences. AlburyCity ANNUAL REPORT 2014–2015 50 LPAGE | CLOSE | CONTENTS | PRINT | PAGE R

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Government Information (Public Access) Act 2009 Update on PID obligations AlburyCity currently has in place an Internal Reporting – Public Interest Disclosure (GIPA) Report Policy and an accompanying procedure. These documents are consistent with the During the reporting period, AlburyCity received three formal access to information NSW Ombudsman’s model policy and they also align closely with Council’s Code of applications under the Government Information (Public Access) Act 2009 (GIPA Conduct. The policy and procedure are on the AlburyCity website under ‘Public Act). AlburyCity has adopted a practice of proactively publishing a broad range of Policies’. information on its website. The homepage of the AlburyCity website provides the AlburyCity will be undertaking a review of the policy and procedure during 2015–16. community with up-to-date information including ‘Latest News’, ‘What’s On’ and ‘Major Projects’. AlburyCity has also taken positive steps to ensure employee awareness of PID reporting, obligations and associated information through: AlburyCity fosters community engagement in its activities by regularly seeking • a briefing to senior management and training for all employees on the legislation community feedback through the ‘Have a Say’ portal on the homepage of the AlburyCity delivered by the Ombudsman in December 2011 website. Regular review of the proactive release of information is undertaken to meet community expectations of more open and transparent government. • availability of the Internal Reporting – Public Interest Disclosure Policy, procedure and reporting form on the AlburyCity intranet • ensuring that all new employees are informed on the policy, procedure and Public Interest disclosure Annual Report July 2013 – June 2014 reporting tool as part of their orientation, including a brochure which outlines the key aspects of making a PID Section 31 of the Public Interest Disclosure Act (PID Act) requires public authorities • further updates and information sessions will also be scheduled following the to prepare an annual report on their obligations under the PID Act. The report review of the policy and procedure. below meets AlburyCity’s obligations under the Act.

STATISTICAL INfORmATION ON PIdS

JuLy 2014 TO JuNE 2015 Number of public officials who made PIDs 1 Total number of PIDs received by AlburyCity 1 Of the total received, the number in each of the following categories: • Corrupt conduct 0 • Maladministration 1 • Serious and substantial waste 0 • Government information contravention 0 • Local government pecuniary interest contravention 0 • Number of PIDs finalised in this reporting period 1

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Swimming Pools Amendment Act 2012 – Schedule 1 Competitive neutrality principles Since the changes to the Swimming Pools Act 1992 (the Act) came into effect in To ensure that its operations comply with national competition requirements, 2013, 2,174 swimming pools in Albury have been registered with the NSW online Council has identified those activities that must be treated as separate business swimming pool register. operations. Council’s declared business activities are categorised as either Category 1 (gross operating turnover exceeding $2M – Albury Airport, water supply, AlburyCity has been performing inspections of swimming pool safety barriers sewerage, and Albury Waste Management Centre) or Category 2 (gross operating (fences) under the Swimming Pools Inspection Policy in accordance with the turnover less than $2M – Banjora Children’s Centre, cemetery and crematorium, changes to the Act since November 2013 when the policy came into effect. The and Albury Entertainment Centre). target set under the policy requires the inspection of the barriers to 20 swimming pools each month. All Category 1 business activities are expected to generate a return on capital investment that is comparable to rates for commercial businesses operating in The focus of the inspections is to determine that the safety barriers comply with similar activities, having regard to the local, national and global financial the various versions of AS1926 and in particular to focus on items such as: conditions. Further, any advantages that the business activities may enjoy because • height of fencing of Council ownership (in borrowing funds and the equivalent of any taxation • width of gaps beneath and within the fence payments that would be payable by private sector operations) are identified by the • operation of gates Special Purpose Financial Statements. • appropriate non-climbable zones Council has a complaints management policy that also provides for dealing with • satisfactory display of a compliant resuscitation chart. complaints relating to competitive neutrality. No such complaints were received during the 2014–15 reporting year. In the reporting period 1 July 2014 to 30 June 2015, AlburyCity inspected the safety barriers to 301 swimming pools. This resulted in 150 barriers being found in compliance with the requirements of the Act, 146 failing to meet the standard and five pools found to have been removed from the site. The rate of compliance with the legislation was 51%. Items that most commonly render the barriers inspected non-compliant are: • gates not operating sufficiently • absence of resuscitation charts • presence within the non-climbable zones of objects that would facilitate the climbing of the fence. In most instances owners have cooperated with Council and had non-compliance issues rectified prior to the subsequent inspection. AlburyCity will generally work with an owner to achieve compliance. However, where cooperation is not forthcoming, formal notices are issued. During the reporting period AlburyCity issued seven notices of intention to serve an order and eight orders for pool safety barriers to be upgraded. There are no orders or notices currently outstanding.

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Community engagement activity and public exhibition There was significant community engagement undertaken in 2014–15. This occurred through various means including community meetings, meetings with stakeholders, ‘Have a Say’ online consultation, surveys, letterbox drops and public exhibition. The engagement and consultation opportunities provided in 2014–15 included the following.

PubLIC ExhIbITION ‘hAvE A SAy’ ITEmS

Revised 2014–15 Annual Waste Management Charges AlburyCity Childcare Policies Draft AlburyCity Cultural Collection Development Plan 2015–2020 Speed limits along Union Road, Lavington and Draft AlburyCity Libraries Collection Development Plan 2015–2020 Draft Rural Lands Strategy for Table Top and Splitters Creek CCTV Survey Draft AlburyCity Fit for the Future Improvement Proposal Country Passenger Transport Infrastructure Grants Scheme Draft Operational Plan and Four Year Delivery Program 2015–16 Your Children and Alcohol – University of Newcastle and Hunter Population Health Development Application for the Retro Youth Café Upgrade Riverina Highway – Roads and Maritime Services Development Application for 110 Lot Torrens Title Subdivision and Albury Community Engagement Group One Reserve – staged development at the corner of Thurgoona Drive and Kerr Road, Wirlinga Draft Corruption Control Policy Albury our place – AlburyCity is assisting Charles Sturt University with a survey about protecting the natural environment and living sustainably Albury Local Environmental Plan 2010 Planning Proposal: Reviewing child care policies IN1 General Industrial Zone – Agricultural Produce Industries Draft 2014–2017 Destination Management Plan for Albury Thurgoona Speed Zone Review Albury Development Control Plan AlburyCity events operations AlburyCity's Draft Submissions on the Local Government Acts Taskforce AlburyCity Playspace Strategy and the Local Government Independent Review Panel Final Reports

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Community engagement activity and public exhibition

PubLIC ExhIbITION OThER ENGAGEmENT

Draft Wonga Wetlands Tourism Product Development Masterplan Stakeholder engagement meetings: Crown Lands, Thurgoona Progress Association Thurgoona/Wirlinga: East West Connector Road Review Stakeholder engagement meetings: Age Concern, Albury Wodonga Community Network Draft Infrastructure Contributions Plan 2014 Stakeholder engagement meetings: NSW Transport Draft Contaminated Land Management Policy Stakeholder engagement meetings: local school councils Draft Infrastructure Contributions Plan 2014 Surveys, business and community CCTV Draft Section 94 and Section 64 Developer Contributions 2014–2015 Planning meetings: sporting clubs, football, soccer Rezoning for Industrial Development – 221 Fallon Street, North Albury Planning meetings: Bhutanese community members AlburyCity Aquatics Strategy Planning meetings with community centres Survey to Evocities Councils Meetings Cross-border Commissioner Community forums and meetings Sustainability Advisory Committee meetings Assistance with Corry’s Woodland Bush Care group engagement day Flood Risk Management Plan Kiewa Street reconstruction Wonga Wetlands Aboriginal Artefacts Place Making – Gertrude Colquhuon Park – Street and Park Party Place Making – Fairway Gardens Park – Park Party

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Representation on regional forums Section 508A Special variation to Rates report To enhance cross-border and regional cooperation, recognise growth opportunities In 2011 the Independent Pricing and Regulatory Tribunal (IPART) determined that and foster consistency and better use of resources, AlburyCity continues to have AlburyCity may increase its general income for the period 2011–12 to 2013–14 by active representation on the following regional forums: 16.98% through a Special Variation to Rates (SVR) with the following annual increases.

ALbuRyCITy REPRESENTATION ON REGIONAL fORumS SPECIAL vARIATION TO RATES

Albury Wodonga Boutique Accommodation Forum yEAR ANNuAL INCREASE CumuLATIvE INCREASE IN GENERAL INCOmE (%) IN GENERAL INCOmE (%) Albury Wodonga Land Disposal Advisory Committee (last meeting held on 3 Year 1 2011–2012 5.64 5.64 November 2014 prior to wind-up of the Albury Wodonga Corporation on 31 December 2014). Replaced with Albury Wodonga Consultative Committee. Year 2 2012–2013 5.69 11.65 Alliance of the Councils and Shires of the Upper Murray Year 3 2013–2014 4.77 16.98 Charles Sturt University Murray Hume The approval was subject to two conditions: EvoCities 1) That Council uses the additional income for the purposes of funding the projects Hume Zone Bush Fire Management Committee consistent with the Council’s application. Hume Zone Liaison Committee 2)That Council reports in its annual report for each rating year over the period 2011–2012 to 2020-2021: Lake Hume Land and On-Water Management Plan Community Reference Group a) Expenditure on the projects listed in Appendix A of IPART’s Determination; Local Emergency Management Committees b) The outcomes achieved as a result of the special variation Murray Arts Board c) Its asset renewal and maintenance expenditure Murray Darling Association d) Its actual productivity savings achieved e) Any significant variations from its financial results as forecast in its Long Term Murray Region Tourism Financial Plan and any corrective action taken or to be taken. NSW Inland Forum Parklands Albury Wodonga Public Library NSW Association (South West Zone) Regional Consultative Committee Coalition of Councils for High Speed Rail Riverina and Murray Regional Organisation of Councils Riverina Regional Cities Group

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Section 508A Special variation to Rates report 2a) Expenditure on SvR projects

ProjectProjectProject SVRSVRSVRaaallocation allocationllocationllocation TotalTotalTotalppproject projectrojectrojecteeexpenditure expenditurexpenditurexpenditure dddescriptiondescriptionescriptionescription $$$ $$$ 2010–11 2011–12 2012–13 2013–14 2014–15 Total 2010–11 2011–12 2012–13 2013–14 2014–15 Total

Hamilton Valley Sports Field – 865,000 – – – 865,000 – 866,232 – – – 866,232 establishing (next to Lavington Oval)

Alexandra Park track resurface & – – – – 1,000,000 1,000,000 – – – 18,967 856,663 875,630 drainage

Sports Field Lighting – – – 100,000 – 100,000 – – – – – – Upgrade Program

Albury Entertainment – 60,000 400,000 100,000 – 560,000 – 6,086 335,277 218,102 – 559,465 Centre upgrade

Cultural Precinct Master Plan works inc. joining Art – – – 1,500,000 2,000,000 3,500,000 – – – 1,444,470 7,702,323 9,146,793 Gallery and Burrows House

Wagirra Trail, Murray River 900,000 440,000 460,000 405,000 – 2,205,000 919,058 860,754 402,686 801,017 – 2,983,515 Experience

Mungabareena Vegetation Master – – – – 65,000 65,000 – – – – 58,104 58,104 Plan works

National Foresters Grove Master Plan – – – – 10,000 10,000 – – – – 14,891 14,891 works

Padman Park Management Plan – – – – – 35,000 35,000 – – – – 7,553 7,553 weed control and revegetation

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Section 508A Special variation to Rates report (continued) 2a) Expenditure on SvR projects

ProjectProjectProject SVRSVRSVRaaallocation allocationllocationllocation TotalTotalTotalppproject project expenditure dddescriptiondescriptionescriptionescription $$$ $$$

2010–11 2011–12 2012-13 2013–14 2014–15 Total 2010–11 2011–12 2012–13 2013–14 2014–15 Total

Reserve and open space upgrade works: Apex Park, – – – 15,000 57,500 72,500 – – – 76,556 28,237 104,793 Nail Can Hill and Monument Hill

Roads and footpath – – – – 2,250,000 2,250,000 – – – – 2,381,882 2,381,882 program

Volt Lane public car – 5,500,000 – – – 5,500,000 – 8,015,535 – – – 8,015,535 park

Volt Lane, AMP Lane redevelopment & – 700,000 300,000 – – 1,000,000 – – 974,127 – – 974,127 beautification

Way finding signage – 200,000 – – – 200,000 – – 6,094 6,094 – –

CBD Rail Precinct – – 300,000 – – – 300,000 – 323,174 – – – 323,174 southern access

CBD Kiewa Rehab – – – – 1,600,000 1,600,000 – – – – 1,800,156 1,800,156

CBD Mate Street – central median and 50,000 250,000 – – – 300,000 21,148 357,192 – – – 378,340 landscaping

CBD Dean St (Macauley to Young) – – 100,000 – – 100,000 – – – – – – – central median and landscaping

CBD Wodonga Place – central median – – 400,000 – – 400,000 – – 318,113 – – 318,113 and landscaping

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Section 508A Special variation to Rates report (continued) 2a) Expenditure on SvR projects

ProjectProjectProject SVRSVRSVRaaallocation allocationllocationllocation TotalTotalTotalppproject project expenditure dddescriptiondescriptionescriptionescription $$$ $$$

2010–11 2011–12 2012–13 2013–14 2014–15 Total 2010–11 2011–12 2012–13 2013–14 2014–15 Total

CBD Urana Road – carparking, – 300,000 – – – 300,000 – 63,979 450,915 – – 514,894 landscaping and reconfiguring

CBD Griffith Road – carparking, – – 600,000 – – 600,000 – – – – – – landscaping and reconfiguring^

CBD QE II Square – – – – 160,000 160,000 – – – – – – improvements

CBD Urban and 110,000 110,000 110,000 110,000 110,000 550,000 10,529 35,463 111,549 92,939 227,072 477,552 Public Art

TOTAL 1,060,000 8,725,000 2,370,000 2,230,000 7,287,500 21,672,500 950,735 10,528,415 2,598,761 2,645,957 13,076,881 29,800,749

^After extensive community consultation in July 2013, this SVR project was transferred to ‘CBD Wagga Road’. Consultation included community workshops, flyers and letter distribution, media releases and online engagement opportunities. 87% of respondents were supportive of Council reallocating the $600,000 earmarked for Griffith Road to Wagga Road.

b)Outcomes achieved as a result of the special variation and significant variations c) Asset renewal and maintenance expenditure The projects undertaken through the SVR process have had an impact on the Actual asset renewal compared to depreciation expense has been better than outcomes of the Community Strategic Plan – Albury 2030. Within this annual projected in Council’s Special Variation Application, as detailed in the table below. 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 AssetAssetAssetrrrenewal renewalenewalenewalrrratio ratioatioatio 201520152015201420142014 201320132013 201220122012 201120112011 SVR projects will work towards achieving the long-term vision for Albury as Actual 108% 126% 86% 72% 45% determined through community consultation. Projected 45% 56% 45% 52% 48%

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

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Section 508A Special variation to Rates report (continued) d)Productivity savings achieved AlburyCity’s Special Variation Application highlighted the following planned productivity improvements.

Planned productivity improvements StatusStatusStatustatus 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 equipment life In progress Investigating the conversion of water and sewer telemetry system to the Council’s IT network In progress Adopting an online development application tracking system Complete Undertaking reviews of kiosk and library services, vacant positions, procurement, fees and charges Complete Relocating the Lavington Library to a commercial building in 2012 Complete The estimated annual value of completed productivity improvements is equal to $294,000.

e)Any significant variations from its financial results as forecast in its Long 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 201120112011 201220122012 201320132013 201420142014 201520152015 201620162016 201720172017 201820182018 201920192019 202020202020 operating result ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000 ‘000‘000‘000

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

Long Term Financial Plan projected 0 0 $440 0 $104 surplus

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

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Service and Efficiency Review program The aim of the Service and Efficiency Review program is for Council to achieve a break-even net operating result before capital grants and contributions for the General Fund by June 2017. In 2012–13 this required a net improvement to the original General Fund operating result of $3.5M. Approximately 50 AlburyCity services will undergo review from 2013 to 2017, with the full implementation scheduled to continue until 2020. Every ratepayer dollar invested in Council services needs to represent value for money. The aim of the Service and Efficiency Review program is for AlburyCity to deliver the Community Strategic Plan, Albury 2030, while being financially sustainable as an organisation. It is an opportunity for Council to review its services and service levels and find ways to improve delivery and boost efficiency. At the end on the 2014–15 financial year, 16 reviews had been completed, 18 were in progress and 16 were yet to commence. Targeted and actual savings to date are listed in the table below:

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details of each contract over $150,000 awarded by Council during 2014–2015

CONTRACT dETAILS

NAmE ANd AddRESS duRATION CONTRACT dESCRIPTION TENdEREdAmOuNT AmOuNTSPENT (INC. GST) 2014–15 Great Southern Electrical Jul 2014 – Sept 2014 Gap Road Street Lighting Upgrade Stage 2 $188,762 $149,554 32 Bomen Rd Wagga Wagga 2650 GCM Enviro Pty Ltd Jul 2014 – (on delivery) Provision of one new diesel powered landfill compactor $596,200 $16,293 34 Beaumont Road Mt Kuring-gai 2080 Mitchell Constructions Oct 2014 – Mar 2015 Thurgoona Sewerage Augmentation – Ceres Drive Sewage Pump Station $353,562 $307,483 6 Hempel St Wodonga 3691 Connelly Construction Sep 2014 – Feb 2015 North Albury Sewage Pump Station workshop $769,775 $833,679 Services and associated amenities building 5 Footmark Crt Wodonga 3650 Planisphere Pty Ltd Sep 2014 – Jun 2015 Tender for Rural Lands Strategy for Table Top and Splitters Creek $160,000 $134,352 TEAM Sports Leisure Pty Ltd Oct 2014 – Jan 2015 Reconstruction of Alexandra Park athletics track contract $806,970 $869,546 Units 1 & 2, 165 Prospect Hwy Seven Hills 2147 Westrac Pty Ltd On delivery Provision of one new diesel powered 4WD articulated wheel loader $440,000 $467,500 12 Reiff St Lavington 2641 Watters Electrical Pty Ltd Feb 2015 – May 2015 Supply and Installation of solar panel systems at various sites $224,939 $223,370 2/303 North St Albury 2640

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details of each contract over $150,000 awarded by Council during 2014–2015

CONTRACT dETAILS

NAmE ANd AddRESS duRATION CONTRACT dESCRIPTION TENdEREdAmOuNT AmOuNTSPENT (INC. GST) 2014–15 Separable Portion Contract: Mar 2015 – 28 Feb 2018 Provision of mowing services for Council parks, reserves and roadsides $695,608 Mappell Pty Ltd $0 UDL group $19,866 Green Gnome Pty Ltd $5,064 Trevor Jones Mowing $42,273 Double Gully Services Pty Ltd $997 Chris Muller Mowing $24,552 Enviro Culture Services $86,036 TH Mowing $6,185 Wesley Electrical Services Mar 2015 – Apr 2015 Albury Entertainment Centre convention wing LED lighting $201,663 $190,487 & Co Pty Ltd Catherine Crescent Lavington 2641 Excell Gray Bruni Pty Ltd Apr 2015 – Jun 2015 Kerr Road reconstruction stages 1 and 2 $1,931,763 $1,296,249 4 Moulder Crt Wodonga 3690 Premier Building and Apr 2015 Refurbishment of existing toilets at the Albury Airport terminal $212,191 $243,252 Construction 1 Premier Close Wodonga 3690 Hurst Earth Moving May 2015 – Oct 2015 Thurgoona sewerage augmentation stage 5B $678,081 $482,714 Albury 2640 Abergeldie Watertech Pty Ltd May 2015 – Jul 2015 Rehabilitation of existing sewer mains (Structural relining) $386,929 $104,214 HeatNCoolit Pty Ltd TBA Upgrade of air-conditioning system – Lauren Jackson Sports Centre $383,049 $0 AP Delaney & Co Pty Ltd Jun 2015 – Jul 2015 Glenmorus Gardens development (Section 15A) $452,485 $22,980

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Legal issues completed Contributions and donations to community organisations During the 2014–15 financial year AlburyCity paid $13,287.50 in defence costs in relation to a public liability claim for personal injury relating to a fall in a public fINANCIAL ASSISTANCE $ place which occurred in September 2012. The matter is the subject of a claim made Albury City Band 10,000 in the District Court of NSW and has not concluded as at June 30, 2015. The matter Albury Eisteddfod 25,000 is under active management by AlburyCity’s public liability insurer. Albury Central 15,000 In another matter, in October 2014, the District Court granted leave to join AlburyCity as a second defendant in a claim between a member of the public and a third party, Chambers of Commerce 133,000 that third party being a contractor of AlburyCity. The claim is for personal injury Community Grants Program 15,679 arising from a fall in a public place which occurred in November 2011. No costs were expended on this claim in 2014–15. It remains open at June 30, 2015 and is also Cultural Grants Program 15,378 under the active management of AlburyCity’s public liability insurer. Event Sponsorship 53,506 In other legal proceedings AlburyCity was served with a Statement of Claim HotHouse Theatre 25,000 commencing civil proceedings in the NSW Local Court, Small Claims Division, where the self-represented plaintiff claimed personal injury arising as the result of Landfill Charity Donations 33,167 the stress and concern caused by the allegedly improper issue of a penalty Murray Arts 27,500 infringement notice by by AlburyCity in 2013. AlburyCity expended $5,789.10 defending the matter, which was struck out and dismissed in its entirety by the Murray Conservatorium 10,000 Court. The plaintiff was ordered to pay the maximum costs for that tribunal of Show Society 21,454 $767.36, and did so in December 2014. Total 384,684 During 2014–15 there were 2,554 infringements issued by the AlburyCity Compliance Team. These comprised 1,981 for parking, 558 for animals and 15 for environment-related matters. All were resolved at no cost to Council. SPORT ANd RECREATION GRANTS $ 1st Lavington Scout Group 742 External bodies exercising delegated functions Murray Bushwalkers Club 445 During 2014–15 the external bodies that exercised functions delegated by Council Melrose Football club 5,100 were the Wonga Wetlands Conservation Association and the Riverina and Murray Albury City Soccer Club 6,656 Regional Organisation of Councils. Albury Cricket Club 2,250 Other 609 Total 15,802

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Contributions and donations to community organisations Section 355 committees As allowed by section 355 of the Local Government Act 1993, some of Council’s SubSIdISEd uSAGE Of COmmuNITy CENTRES $ functions are exercised by the Riverina and Murray Regional Organisation of Thurgoona Community Centre 170,402 Councils and the Table Top Community Centre Committee. Orana Community Centre 53,450 Joint ventures West Albury Community Centre 77,043 Council had joint ventures with the Albury Wodonga Corporation until this Glenecho Community Centre 59,609 organisation was wound up on 31 December 2014. At this time the Hume Gardens Residential Estate joint venture was finalised and terminated and the Australian Mirambeena Community Centre 157,561 Government Department of Finance took over responsibility for the Thurgoona Total $518,065 Industrial Estate Joint Venture Agreement. Council also has two eucalypt plantation joint ventures with the State Forestry Commission of NSW, the Hardwood Joint Venture and the Softwood Joint Venture. The Hardwood Joint Venture was ALbuRyCITy COmmuNITy fuNd PROJECTS $ terminated during the financial year by agreement between the parties. Equestrian Centre (Part 1795.2014) 17,531 work carried out on private land East Albury Tennis Club – Amenities Building 342,593 There was no work carried out on private land during 2014–15. Lavington Springdale Heights Community Centre Landscaping 59,397 Browns Lagoon Community Garden – New Shelter 33,169 Responsible pet ownership and the requirements of the NSw Lavington Sports Ground – replacement of substandard canteen facilities 58,685 Companion Animals Act Melrose Park Lighting upgrade – two additional light poles 81,954 AlburyCity recognises the important role companion animals play in the lives of their owners and the enjoyment they can bring to families. Responsible pet Greenfield Park and Haydon Park Improvements 141 ownership and social interaction within the local community can be a positive Alexandra Park (Murrayfield) Enclosed spectator Area 13,273 experience for all. However, nuisance and destructive behaviour from dogs and cats can become a source of complaint. AlburyCity’s Companion Animals Management Albury Sports Ground – Umpires Room Upgrade 8,000 Plan was developed to address the key issues in companion animal management. It Splitters Creek Rural Fire Brigade 16,950 focuses on responsible pet ownership and animal welfare – the consistent principles behind the plan – to maintain a high-quality lifestyle for Albury residents. Total $631, 694 The regulatory mechanisms in NSW for compliance and enforcement of responsible pet ownership are detailed in the Companion Animals Act. Controlling interests in companies To promote responsible pet ownership, AlburyCity is involved with a number of AlburyCity has a controlling interest in the Wonga Wetlands Conservation community-based events each year, such as the RSPCA’s Million Paws Walk and Association. Council also holds the position of Director on the Board of Murray Albury’s own Pets Big Day Out. These and other promotional activities present an River Region Tourism Limited. ideal opportunity for Council officers to provide information on the regulatory requirements for NSW and detailed advice on responsible pet ownership.

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AlburyCity’s Compliance Officers were actively involved in a number of local Off-leash areas companion animal events in 2014–15. During these events the officers assisted animal owners with the required NSW registration process and offered microchip At the end of June 2015, AlburyCity had five designated off-leash areas to allow insertion for permanent animal identification. owners to exercise their dogs without the restrictions of a leash. To support the education and promotional principles of the plan, membership of The five areas are located at: AlburyCity’s Companion Animals Management Panel includes Council staff and • Oddies Creek Park – off Wodonga Place next to the Oddies Creek Adventure representatives from local veterinarians, the RSPCA, animal welfare groups, kennel Playspace clubs and special interest groups. • Alexandra Park – at the corner of Cadell Street and Keene Street AlburyCity’s Animal Management Facility provides high-quality impounding and • Logan Road Off Leash Park – on Logan Road between Fredericks Park and Bunton animal management facilities to meet the welfare needs of any companion animal. Park The facility also provides short-term holding and feeding facilities for stock animals • Poplar Drive Reserve – behind Heathwood Park where the owners cannot be contacted or identified. The number of seized and • Gordon Street Reserve – corner of Garoogong Road and Gordon Street. impounded animals for 2014–15 was 1,461, with 361 (approximately 25%) being returned to their owner. Investigations are continuing in relation to the provision of additional off-leash areas in Thurgoona, Mungabareena Reserve in East Albury and West Albury. The data collection return for companion animals 2014–15 off-leash areas are all signposted and promoted through advertising brochures, Council’s website, News from AlburyCity, media releases, staff advice and animal- dOGS SEIZEd RETuRNEd TO OwNER TRANSfERREd TO RETuRNEd TO related events. bEfOREImPOuNdING COuNCIL’SfACILITy OwNERAfTER ImPOuNdING* The ‘Albury – A Dog Friendly City’ strategy adopted by Council in February 2013 provides detail in relation to a number of the strategic actions within the 2012–13 1,070 425 645 409 Companion Animals Management Plan. Progress on actions within the strategy 2013–14 1,147 411 736 501 during 2014–15 included: 2014–15 1,063 361 702 511 • establishing the first fenced off-leash park in Albury at the Logan Road Off-leash Park *Number does not include animals adopted by new owners and/or animal organisations. • working in partnership with MARS Petcare to enhance the Logan Road Off-leash Park with tree planting, dog agility equipment, water and artistic elements. CATS SEIZEd RETuRNEd TO OwNER TRANSfERREd TO RETuRNEd TO Providing off-leash areas encourages residents to actively exercise with their dogs, bEfOREImPOuNdING COuNCIL’SfACILITy OwNERAfTER thereby gaining health benefits and promoting social interaction between dogs ImPOuNdING* and between dog owners. 2012–13 334 16 318 26 2013–14 296 33 263 24 2014–15 398 16 382 28 Audited financial statements for the year ended 30 June 2015 AlburyCity’s audited financial statements and the auditor’s report for the year to *Number does not include animals adopted by new owners and/or animal organisations. 30 June 2015 can be downloaded/viewed here.

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ALbuRyCITy ANNuAL REPORT 2014–2015

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

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