26 minute read
Council plan
STRUCTURE OF THE COUNCIL PLAN
The Council Plan outlines key strategies that the council proposes to deliver over it’s four-year term. It is used to plan for council’s services, major projects and budget allocations. The council will measure its progress towards achieving targets and report back to the community on an annual basis.
HEALTHY, SAFE AND RESILIENT COMMUNITY CONNECTED AND ENGAGED COMMUNITY SUSTAINABLE AND FORWARD-LOOKING THRIVING AND VIBRANT CITY
STRONG, RESPONSIBLE AND SOUND ORGANISATION
KEY FOCUS AREAS
Improve the health and social outcomes for all people in Wodonga to create a healthy, safe, equitable and inclusive community. Create a city that is wellconnected, informed and engaged, which supports people to meet, participate and move safely and easily to access services and opportunities. Protect, enhance and manage our unique natural and built environments, planning for growth, demonstrating leadership and stewardship now and into the future. Advance our position as a leading regional city, fostering opportunities for development and jobs, and building a destination that offers a variety of experiences, recognising our rich and diverse history and culture.
Strategic Objective
Provide strong leadership and governance, demonstrating excellence in the way we do business by being innovative, responsive and transparent. We will be accountable and steward the organisation with the highest regard.
Strategy Areas
• Families, children and young people • Mental health • Being active • Healthy and safe food • Community safety • Emergency management • Communications and engagement • Integrated and well-connected transport network • Inclusion, participation and access • Managing assets • Land use planning • Community planning • Open spaces • Environmental management • Sustainable practices • Arts and culture • History and heritage • Prospering tourism sector • Business and investment • Education, training and employment • Vibrant city centre • Good governance and customer experience • Financial management • Lobbying and advocacy
Annual plans will detail the actions to be undertaken for the strategy areas each year
Progress is tracked by strategic indicators
Not started
In progress
Completed
How to read the Action Plan report: Each Council Plan action for year three is listed and reported against with a short comment and a status.
HEALTHY, SAFE AND RESILIENT COMMUNITY
STATUS
Strategy 1: Families, children and young people
ACTION
Youth committee involved in developing a Youth in Politics camp in partnership with surrounding councils to deliver a range of skills and topics that impact young people. Youth designing content, in collaboration with local service providers, to be included in a Youth Leadership Program being delivered through 2021-2022 financial year.
Ensure young people are consulted and considered in matters that directly impact them.
1.1 The early years team provide a range of services both universal and targeted for the children’s aged 0-6 years and their families. Maternal and Child Health (MCH) service: There has been 569 birth notifications and 542 home visits completed for 2020-2021; Enhanced Maternal and Child Health • (EMCH) including Integrated Family Services (IFS):EMCH Total 2068 hours for the year (Annual Target 2307 );IFS 1766 hours for the year (Annual Target is 1750 hours); Supported playgroup 5 playgroups per week (Target 10 participants per term) average 10 participants, home coaching 6 clients per term (target participants 6 per term), playgroups recommenced late in 2020 under Covid safe plan; Preschool enrollments - 15 hour program 368; • Early start kindergarten (ESK) enrollment 68; • Access to Early Learning children Home coaching being offered remotely 16 (annual Target 16) •
Deliver high quality services that support, educate and improve the health and wellbeing of children and their families subject to federal and state government policies and funding arrangements.
1.2
COMMENT
STATUS
ACTION
Participation in networks and meetings include: Early childhood education stakeholder reform group December 2020 • Early Years Strategy Compact Remote Quarterly • Early Years Management Remote Quarterly • Victorian Maternal and Child Health Coordinators Group Remotely Quarterly • Northeast LGA early years group Quarterly • Primary care and population health Advisory group On Hold • Area Implementation Group Compact Remotely Quarterly • Out of Home Care working group On Hold • Ovens Murray Child and Family Services Alliance Executive and Operations Remotely Bi-monthly • Ovens and Murray Koorie team meeting Quarterly • Local Aboriginal Education Consultative Group • Getting ahead working group Monthly • High risk infant panel Quarterly • Vulnerable families committee Monthly • Breastfeeding working group Monthly • Access to Early Learning governance group Quarterly Remotely •
Strategy 2: Mental health
Established a drop-in space in partnership with headspace and Felltimber Community Centre for young people 18 to 25 as a social group to consult and plan programs that meet the needs of young people. Developed a Youth Leadership Program in partnership with ACRE to deliver across August through to December
Participate in relevant networks at the local, state and regional level that support all our children and families and particularly the vulnerable.
1.3 Work with community partners to encourage and promote help-seeking behaviour of young people.
2.1
Strategy 3: Being active
National, state and local physical activity programs and initiatives are supported and shared regularly via the councils various communication platforms. Those programs already undertaken or supported are Walk to School, Ride to Work and Active April. Planning for 2021-2022 physical activity program and promotions has commenced.
Participate in key campaigns to promote physical activity including Walk to School month, Ride to Work Day and Active April.
3.1
COMMENT
STATUS
ACTION
Civil works tender will be presented to the July 2021 meeting of council for award. Tree removal works have commenced on site. Canvas Projects and SportENG have been engaged to design the soccer pavilion and fields. Cultural Heritage Management plan is commenced. Council has continued to support and promote inclusion and participation opportunities for our community by securing additional female-friendly infrastructure funding for Martin Park (Les Cheesly Oval) pavilion redevelopment. This project will deliver female-friendly and inclusive facilities. During the review of the Wodonga Physical Activity Strategy 2015 - 2020 we have engaged with our with our key stakeholders including our CALD, aged and other vulnerable community groups to seek their feedback on the previous plan and also provide input into the next strategy. The Draft 2021 - 2026 Physical Activity Strategy will be presented to council for community consultation at the July council meeting.
Strategy 4: Community safety
With key partners including the Victorian Police and Department of Education council led Wodonga’s Prevention of Family Violence Taskforce (PFVT). The PFVT has provided collective advocacy for the municipality and strategic support to deliver actions outlined in councils PFVT action plan. In partnership with the PFVT, council has delivered the following preventive campaigns: 16 Days of Activism: developed and co-ordinated a calendar of events and community programs. • Reflect Respect Seedlings Campaign: Intersecting with the 16 days of activism, promoted the Reflect Respect campaign by producing seed packets with Reflect Respect messaging. The campaign was featured in the MAV newsletter and replicated by Towong Shire Council. International Women’s Day: developed and promoted a series of short films highlighting remarkable women in the Wodonga community. The videos had 1809 views, 84 likes, 22 comments, and 18 shares.
2020-2021 Program of works will be completed by November 30, 2020.
Strategy 5: Emergency management
All emergency management plans are up to date and most have recently been updated to include reference to COVID -19
Commence stage 1 of the Baranduda Fields sporting precinct.
3.2 Support and promote the inclusion and participation in community and sporting activities and programs for CALD, female-friendly, aged and other vulnerable population groups.
3.3 Participate in preventative programs and awareness campaigns and work with key partners in responding to family violence including elder abuse and promoting gender equity.
4.1 Plan and install improved lighting along pathways and in public spaces.
4.2 Ensure available information on emergency preparation and assistance is relevant and up-to-date.
5.1
STRATEGIC INDICATORS
OUTCOMES
• A more resilient community • Opportunities and services for all families and young people • An informed and safe community • Increased opportunities for people to be active • Health and safe food choices for all
20172018
Percentage of the community who feel safe on streets alone
95.1% during day 55.7% after dark
95.1% during day 55.7% after dark
95.1% during day 55.7% after dark
76.3% after dark#
Satisfaction with the enforcement of local laws 68
20182019 20192020 20202021
65 69 68
Percentage of community at increased lifetime risk of alcohol-related harm
71% 71% 73% 66.7%#
Percentage of community who do not meet dietary guidelines for either fruit or vegetable consumption
Percentage of required food safety assessments undertaken
Percentage of students who feel connected to school
Number of family violence incidents per 100,000 population
Percentage of family violence incidents where children and young people are involved as other parties
56.8% for fruit 97.1% for vegetables 56.8% for fruit 97.1% for vegetables
61% for fruit 95% for vegetables 62.4% for fruit and vegatables#
52.3% 52.3% 62% 37%#
87.04% 100.98% 100% 100%
74 75 75 74
88.3% 61.4%* 65% 65.2%
71.3% 71.3% 71.3% 71.3%
1793.5 1793.5 2056 1782.3
Approx. 40% Approx. 40% 21%+ 26%
Some indicators are only measured every two or four years * There has been a significant change in the way this data is reported and collected following the introduction of CDIS + Change in the data reporting # Data now only available at DHHS area level - Ovens-Murray
CONNECTED AND ENGAGED COMMUNITY
CREATE A CITY THAT IS WELL-CONNECTED, INFORMED AND ENGAGED, WHICH SUPPORTS PEOPLE TO MEET, PARTICIPATE AND MOVE SAFELY AND EASILY TO ACCESS SERVICES AND OPPORTUNITIES. COMMENT
STATUS
ACTION
Strategy 6: Communications and engagement
Information shared through council channels and advertising including dedicated COVID-19 updates for community and business. Promotion of online activities at The Cube Wodonga, library, Australia Day and Upstream 2021 as well as current consultation activities.
Inform the community about the council’s events and activities through a broad range of communications channels.
6.1 Engagement activities included consultation around dogs in public areas, physical activity, tourism, community safety in parks, governance update, land sales, playgrounds, the Deck’d campaign, physical activity, new community engagement policy, draft Cultural Services Plan and a campaign to inform the next Council Plan and Health Plan. The year was rounded out by consultations for the draft budget and Council Plan, Road Management Plan, Rating and Revenue Plan, a road deviation, community revision review, councillor allowances and the proposal for changes at the Belvoir Park dog park.
Continue to run consultation activities to ensure the community has a say on issues that affect or are of importance to them.
6.2
Strategy 7: Integrated and well-connected transport network
The tender for this project has been awarded and the building of the model has commenced, with a practical completion due in January 2021. Testing will then commence. Testing has been completed. Project is ready for implementation.
Develop an integrated transport model to better understand traffic movements - pedestrian, cycling, public transport and vehicular - across the city.
7.1
COMMENT
STATUS
ACTION
Strategy 8: Inclusion, participation and access
Council’s calendar of events for 2020-2021 delivered a program of live and online events; 10 events were delivered including, Albury Wodonga NAIDOC, Wodonga Carols, Upstream Festival of Art + Culture, Sustainable Living Festival, Australia Day and 6 Community Pizza Oven bakes. In addition, Albury Wodonga also hosted the 2021 Inland Rail Conference in conjunction with AlburyCity. These events and activities attracted approximately 13,950 people over the year. The Event Attraction Contribution Program supported two events in 2020-2021 with an estimated total direct and indirect effect of $1.96 million to the Albury Wodonga economy. The Cultural Development Program delivered Open Galleries light box installations at The Cube Wodonga and Waves, street art piano installation and an ephemeral art installation on the gantry at Christmas. Through the Working for Victoria Program, council secured mural artist Kasper who has created seven mural artworks across the city. Three large mural artworks were also created for the Upstream Festival of Art + Culture 2021; these murals can be found on Hovell St, South St and Elgin Boulevard Wodonga. Two new sculptures were installed; Yvonne Georges Suitcases at the Bonegilla Siding and Dean Bowen installed two Smiling Kookaburras on High St . The community professional development program was delivered in partnership with Murray Arts; one workshop was presented – ‘Writing for the Web’ with Dan Kauffman. The Albury Wodonga Public Art Trail was created as a legacy piece of Upstream festival. A combined trail between Albury and Wodonga highlighting more than 70 pieces of public art.
Due to COVID-19 council has limited opportunities to facilitate volunteering, however, has continued to stay in contact with volunteers via the volunteer newsletter and communications. Council is currently updating and renewing volunteer registrations and requirements in preparation for when the cities events and activities resume. Some of councils volunteer opportunities have recommenced in 2021, this will continue to expand as COVID-19 restrictions ease and the operations that engage those volunteers resume. The 2021 Volunteer Awards were filmed and hosted online, with the winners of the awards including the 2C1C and mayoral award during National Volunteer week. A personal message to Wodonga Volunteers from the CEO of Volunteer Australia was delivered as part of the online event. There is currently 232 registered volunteers, that have undertaken 358 hours across council operations. Due to COVID-19 restrictions this is significantly down from last years 247 volunteers and 1803 hours.
Deliver a range of events and public programs in diverse locations and facilities that allow the community to engage, connect and express themselves.
8.1 Offer and promote a range of volunteering opportunities to increase community participation in city events and activities.
8.2
COMMENT
STATUS
ACTION
Two Community Impact Grant (CIG) rounds were completed and the Sponsorship and Donation Program was provided throughout the year. A total of 43 applications were received under all programs and 29 were awarded. This consisted of: Community Impact Grants - 21 applications received, 15 awarded • Community Infrastructure Grants - 13 applications received, 9 awarded • Community Partnership Program - 3 applications received, 1 awarded • Sponsorships and Donations - 6 applications submitted, 4 awarded •
Seniors Participation Project (DHHS funded) is on target with a project lead recruited and focus groups and a community forum planned in August 2021. Collaborating to deliver Connecting Cultures program with Albury Wodonga Ethnic Community Council, Mungabareena Aboriginal Corporation & Gateway Health
Support local organisations through the provision of a community grants program to assist groups to meet identified community needs.
8.3 Continue to work with the ethnic community to increase connection and inclusion and support opportunities for all people to be involved in community life, especially the aged through the delivery of a key focus project.
8.4
STRATEGIC INDICATORS
OUTCOMES
• An informed and engaged community • Well-connected roads, footpaths and transport networks • Inclusion and participation opportunities for all • Accessible services for all community
Community satisfaction with community consultation and engagement
Community satisfaction with the maintenance of sealed roads
20172018 20182019 20192020 20202021
58 53 59 60
65 64 68 67
Community satisfaction with local streets and footpaths 65 64 65 66
Satisfaction with how council informs the community
Active library members in municipality
Number of times a library resource is borrowed
Community satisfaction with community and cultural activities
Percentage of community who help as volunteers
Percentage of people who believe multiculturalism makes life better 63 56 61 63
11.32% 10.79% 10.37% 8.45%
4.19 4.60 3.29 2.09
71 72 73 65
21.8% 21.8% 21.8% 21.8%
48% 48% 48% 48%
Some indicators are only measured every two or four years
SUSTAINABLE AND FORWARD LOOKING
PROTECT, ENHANCE AND MANAGE OUR UNIQUE NATURAL AND BUILT ENVIRONMENTS, PLANNING FOR GROWTH, DEMONSTRATING LEADERSHIP AND STEWARDSHIP NOW AND INTO THE FUTURE.. COMMENT
STATUS
ACTION
Strategy 9: Managing assets
Strategic Asset Management continues to work through asset condition assessments for the purpose of updating the 10 year renewal programming for each asset category. The stormwater drainage condition assessment and Level 3 bridge inspections are completed. The strategic asset improvement program actions are continuing to be delivered. The Road Management Plan and Asset Management Policy are both currently being reviewed in line with the development of the new Council Plan.
Deliver a strategic program to renew, upgrade and build community assets that is informed by data analysis and good service planning to meet the current and future needs of the community.
9.1
Strategy 10: Community planning
Reviewed studies undertaken by surrounding local government areas, such as Benalla and Mansfield
Utilising youth drop in program at Felltimber Community Centre to further understand from young people their requirements for youth-friendly spaces Mapped services that offer youth-friendly spaces •
Strategy 11: Open spaces
Have been drafted and awaiting adpotion. Exec have approved and is now being formalised.
Undertake a feasibility study to investigate and develop opportunities with young people for contemporary, best-practice, youth-friendly spaces.
10.1 Develop a set of custom tree management guidelines unique to Wodonga to strategically manage and maintain the city’s green scape.
11.1 Assessment of feasibility is underway based on potential sites identified by staff. Sites have been assessed by an accredited assessor and recommendations from this assessment are under consideration by staff to determine ultimate viability of potential sites.
Investigate the feasibility of a native vegetation offset scheme on council land.
11.2
COMMENT
STATUS
ACTION
Strategy 12: Environmental management
Council continue to works with our local friends of groups to look after and maintain our urban parks and natural areas. In partnership with WULN we continue to focus on raising environmental awareness, promotion of group activities, advocating for new groups and additional membership to existing groups, and implementing actions from the Wodonga Regional Waterways Action Plan.
Promote public use and responsible management of the natural environment.
12.1 Fencing of identified erosion areas and revegetation plots on Huon and Klings have been completed, with revegetation works occurring in August. Klings Hill Mountain Bike climb trail construction completed, trail and emergency service wayfinding and some park furniture has been installed. Trail head signage being finalised..
Strategy 13: Sustainable practices
Azility software measures all council energy and water accounts, and calculates greenhouse gas emissions. This software provides the platform to prioritize the higher energy use council buildings with energy efficient measures. Cube had additional 75kW photovoltaics solar panels (total 95kW) installed in April 2021. A power purchase agreement with 46 Victorian Councils was signed in May 2021, which will provide Wodonga Council with 100 per cent renewable energy for all electricity usage from July 1, 2021. Research to date has highlighted there is no current viable waste to energy plant suited for our small population readily available. However, at least one company has received Victorian EPA approval and we are in discussions with them regarding a smaller scale version.
Deliver key priority actions for environmental spaces including the hills and Gateway Island.
12.2 Further investigate ways for the council to reduce its carbon footprint through energy efficient programs.
13.1 Investigate and determine the viability of waste to energy technologies to attract such industries to Wodonga.
13.2 Council is the second largest participant in the Halve Waste program. Numerous projects have been undertaken during the year to embed good waste practices to reduce waste and increase rates of recycling.
Continue to participate in programs that embed waste management practices that increase rates of recycling, reuse and waste reduction.
13.3 Additional renewable energy options are being researched for council assets and support provided to planning staff to encourage ESD measures are incorporated in developments. Development of the new domestic waste water plan commenced early in the year. The project is quite involved and with funding now being made available, will continue in earnest in the coming year.
Investigate sustainable options for future proofing the city and its key assets.
13.4 Develop a domestic wastewater management plan to ensure the safe operations of all domestic waste water systems occurs, particularly in sensitive areas.
13.5
STRATEGIC INDICATORS
OUTCOMES
• Plan for a liveable and prosperous city • Protect and nurture the environment through environmentally friendly practices • Increase pathways into housing for all our people • Assets are appropriately maintained and fit for purpose
Community satisfaction with the council’s environmental sustainability performance
Community satisfaction with waste management performance
Kerbside collection waste diverted from landfill
20172018 20182019 20192020 20202021
67 66 66 69
74 65 70 74
71.43% 70.06% 71.25% 72.64%
Community satisfaction with the appearance of public areas 78 78 79 80
Community satisfaction with planning for population growth in the area
Percentage of people experiencing mortgage and rental stress 72 66 68 68
35.2% 35.2% 35.2% 35.2%
Some indicators are only measured every two or four years
THRIVING AND VIBRANT CITY
ADVANCE OUR POSITION AS A LEADING REGIONAL CITY, FOSTERING OPPORTUNITIES FOR DEVELOPMENT AND JOBS, AND BUILDING A DESTINATION THAT OFFERS A VARIETY OF EXPERIENCES, RECOGNISING OUR RICH AND DIVERSE HISTORY AND CULTURE COMMENT
STATUS
ACTION
Strategy 16: Arts and culture
In the 2020-2021 year to date (June 2021) the four venues; Bonegilla Migrant Experience, Arts Space Wodonga, The Wodonga Library and The Cube Wodonga; hosted a total of 467 events with 19,803 participants and over 102,225 visitors across all of the sites. Due to COVID-19 the events and attendance at each of the four venues has been significantly reduced. Please note that due to COVID restrictions The Cube Wodonga, the Wodonga Library and the Bonegilla Migrant Experience were closed to the public due to Stage 3 restrictions on the 6th August 2020. The Wodonga Library reopened for limited service on October 26. Arts Space Wodonga activities have been placed on hold due to current restrictions and building renovations. The Cube Wodonga remained open for the delivery of essential services only and reopened to the public and started hosting external event from November 16th in line with government restrictions with a restricted capacity of 75% since February. All venues closed again due to COVID-19 restriction on May 28, with the Library remaining open for click and collect, and then reopened with the Cube on June 4, both with restricted capacities. This significantly impacted both the overall attendance and event delivery across all services.
Activate the city through culture venue programs, events and space activation that encourage community access and participation.
16.1 Building redevelopment works in progress and on track, operational planning and systems in progress and on track.
Deliver a new library-gallery that is accessible and fit-for- purpose, meets the needs of our growing community and provides a program of arts and culture to our residents and visitors.
16.2
COMMENT
STATUS
ACTION
The Upstream - Festival of Art + Culture was held from February 27 to March 8, 2021, with a key focus on the Victorian long weekend from March 5 to 8, 2021. The delivery of activities for this year were shared with attendees via “at your leisure” participation, free and ticketed online and live event performances and activities. There was a diverse program with over 33 events, activities and workshops on offer with approx. 4000 attendance in per person, with another 4000+ engaging online. This consisted of paste-up artworks, light projections, dance, circus, music, physical theatre, artist workshops, exhibitions, storytime, cabaret performances, along with a wearable art fashion show. Key Activities Delivered: 1. Live, online and pre-recorded events to audiences: 2. Legacy mural artworks: 3: Exploration tracks, trails and treasure hunts - Featuring ‘Whimsy’ six small night-time projections and ‘Rewilding the City’ a temporary paste up project featuring local wild life images throughout the Wodonga CBD. An online, map with clues was developed to encourage self-guided tours for all ages. 4: Community expression artworks – Yard Art - This competition welcomed entries from local residents and businesses in the Albury-Wodonga council areas encouraging creative expression with the wider community, held in people’s front yards or businesses and mapped digitally for visiting/walking tours.
Strategy 17: History and heritage
Wodonga Heritage Study Stage 2B has been completed; Stage 2C has commenced and is due to conclude in February 2021. The project is progressing well, although has experienced some slight delay due to holiday period which slowed down the site inspections. The project is expected to be completed by the end of June 2021. Delivery of this report is anticipated in July 2021
Deliver a major arts and cultural festival across Albury-Wodonga that attracts visitation and offers new experiences to our community.
16.3 Complete the second stage of the Wodonga Heritage Study to identify and protect places of heritage significance.
17.1
COMMENT
STATUS
ACTION
Strategy 18: Prospering tourism sector
The Visit AlburyWodonga team have been working with our tourism partners on professional development opportunities currently hosted by Murray Regional Tourism, Victorian Tourism Industry Council and Tourism Australia. Murray Regional Tourism (MRT) is continuing the: ‘Love The Murray’ campaign. This aligns with Destination NSW’s Now’s the Time to Love NSW campaign and future projects with Visit Victoria. The Visit Albury Wodonga team are partnering with 2AY and the Joss Group to drive local and out of region visitation to Albury Wodonga, in support of our local businesses. The regional radio campaign will go into market from 19 November 2020. The new Tourism Partner program was launched on Tuesday, March 30, 2021 with the new Inspiration Guide and VAW maps to be launched in July 2021. The VAW team delivered the Community Awareness Campaign, to promote to the local community the important role the visitor economy plays in the region and why tourism needs strong support. The objective of the campaign is to demonstrate the value of tourism to the community via economic, social and livability benefits. The campaign was in market from the March 6 to end April 2021. The Tourism Investment Prospectus project is in progress. The scope of this project is to encourage investment in the region’s visitor economy by developing an investment prospectus that can be provided to potential investors, developers, and government agencies. Final report is due August 2021.
Work with the tourism industry to position Wodonga’s tourism product and services and strengthen visitor attraction to the City.
18.1 Develop a tourism investment prospectus based on the opportunities in the Destination Management Plan to market the Border’s tourism development potential.
STRATEGIC INDICATORS
OUTCOMES
• Celebrate our unique culture and heritage • Foster a thriving visitation and tourism sector • A strong economy • A vibrant City Heart • Cultural and event participation
Community satisfaction with arts centres and library
Community satisfaction with business and community development and tourism
20172018 20182019 20192020 20202021
77 73 74 74
64 61 64 63
People who completed a higher education qualification 25.8% 25.8% 25.8% 25.8%
Proportion of young people aged 19 years who have attained Year 12 or equivalent 90.1% 90.1% 90.1% 90.1%
Economic benefit of tourism for Albury-Wodonga $814m $812m $1.006bn $518m
Number of domestic day trip visitors - all purposes 791,000 1.065m 983,000 686,000
Number of domestic overnight visitor trips - all purposes 651,000 635,000 830,000 301,000
Growth rate of Wodonga’s labour force -2.9% -9.9% 9.60% 6.03%
Wodonga’s unemployment rate 4.1% 4.43% 5.3% 4.3%
Some indicators are only measured every two or four years
P
STRONG, RESPONSIBLE AND SOUND ORGANISATION
PROVIDE STRONG LEADERSHIP AND GOVERNANCE, DEMONSTRATING EXCELLENCE IN THE WAY WE DO BUSINESS BY BEING INNOVATIVE, RESPONSIVE AND TRANSPARENT. WE WILL BE ACCOUNTABLE AND STEWARD THE ORGANISATION WITH THE HIGHEST REGARD COMMENT
STATUS
ACTION
Strategy 22: Good governance and customer experience
Council meetings are live streamed and the video recording is available on the council YouTube page. Minutes are issued within 48 hours of the meeting and published on the council’s website. Media releases are issued depending on meeting content.
Ensure outcomes of council meetings are readily accessible to members of the community.
22.1 Continuous improvement initiatives have continued to be identified during the year end reporting processes. Improvement initiatives have been implemented in procurement and performance statement reporting processes. Staff vacancy has delayed progress and initiatives will recommence once recruitment processes have been finalised.
Continue to undertake a program of service review to assess the appropriateness, effectiveness and efficiency of services while ensuring equity and access.
22.2
Strategy 23: Financial management
Improvements in financial systems are continuing to be rolled out, with the CIAnywhere Supply Chain software that includes online purchase orders progressing. Actions from internal audit recommendations continue to be delivered to improve Council’s financial practices. Draft 2021-2022 Budget documents were approved for public consultation at th May council meeting and adopted at the June meeting.
Provide accountable and transparent financial practices with a strong financial planning framework
23.1 Participation in Regional Deals has positioned council well to take advantage of future funding opportunities. There are currently several projects that have been submitted to the executive board for Regional deals and are now awaiting approval through the Joint Ministerial Committee to form part of the Deal. There is a suite of projects that have been developed in the pipeline to apply for funding such as COVID19 recovery funding opportunities. Applications for accelerated planning funding submitted to be considered for an EOI process. In summary, council continues to look for opportunities to progress priority projects with the assistance of funding.
Continue to lobby state and federal governments for funding towards projects of regional significance such as the Baranduda Fields sporting precinct.
23.2
COMMENT
STATUS
ACTION
Federal meetings held with Member for Indi, Helen Haines, and Senator Bridget McKenzie, DPM, Senator Hume and Minister Gee. Victorian government meetings held with Minister Symes, Minister Thomas, Minister Pulford and upper house member for north east Victoria, Tim Quilty, plus various meetings with chiefs of staff, Regional Cities Victoria, Hume RDA, Development Victoria, and Victorian Planning Authority. Re-instated regular meetings with Bill Tilley.
Continue to lobby for grant funding to deliver priority projects, infrastructure and services to improve the health and wellbeing of our community.
23.3
Considerable support to the Regional Deal as an Executive Board Member and representative on many working groups.
Work with all levels of government and regional partners to deliver a Regional Deal for Albury-Wodonga.
24.1 A report was submitted to the August council meeting and it was resolved that: 1. The Mayor of the day represent Council on the Joint Ministerial Committee for our Regional Deal; 2. Progress reports be provided to Council on the work of the Joint Ministerial Committee; and, 3. Any agreement under the Regional Deal requiring a change in strategic direction, or a financial commitment by Council, must be approved at a meeting of Council. The CEO has played a lead role in the Executive Board meetings all year.
Work with the business and community advisory committee to advance the Albury-Wodonga Regional Deal.
24.2
STRATEGIC INDICATORS
OUTCOMES
• An ethically responsible organisation • Strong and responsible corporate and financial management • Lobby and advocate for community needs • Strive for organisational excellence
Councillor attendance at council meetings
20172018 20182019 20192020 20202021
97.14% 93.75% 96.64% 96.43%
Council decisions made at meetings closed to the public 2.65% 9.21% 10.61% 6.85%
Community satisfaction with customer service
Community satisfaction with decisions made in the interest of the community 80 76 80 76
57 51 59 60
Community satisfaction with lobbying on behalf of the community 60 54 60 62
Some indicators are only measured every two or four years
