A Leading Community
This theme involves establishing strong government and regional networks, empowering the community to contribute to the future direction of the city, developing future leaders and providing inclusive decision making processes.
This theme involves establishing strong government and regional networks, empowering the community to contribute to the future direction of the city, developing future leaders and providing inclusive decision making processes.
Key outcomes have been identified by the community and strategic actions will bring the outcomes to life.
Progress will be measured by working together towards short and medium term targets and reporting results back to the community.
Key outcomes have been identified by the community and strategic actions will bring the outcomes to life.
Progress will be measured by working together towards short and medium term targets and reporting results back to the community.
| 4.1 The community is consulted on all major changes that will affect them | Partner organisations |
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| 4.1.1 Council, state agencies and other public service providers develop and implement community engagement plans to engage the community on a broad range of issues – report results of consultation back to community. |
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| 4.1.2 Use new technologies for engagement and promotion where appropriate – including on-line engagement and social networking. |
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| 4.1.3 Target the communication with community where possible and identify opportunities to facilitate and partner in projects and services. |
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| Outcome 4.1 The community is consulted on all major changes that will affect them | |
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| Performance Indicators | Measures and Targets 2020 |
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4.1a AlburyCity Community Satisfaction Survey - Community input into Council decision- making - Provision of Council information to the community - Overall satisfaction with Council’s communication with the community. | Satisfaction with Council’s communication improves by 10% by 2020. |
| 4.2 Regional issues are addressed through an integrated approach | Partner organisations |
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| 4.2.1 Continue to lobby regarding cross border anomalies. |
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| 4.2.2 Continue regional collaboration to enhance cross border co-operation, recognise growth opportunities and to foster consistency and better use of resources. |
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| 4.2.3 Encourage regional connections, collaborations and strategic partnerships including contributing to, and actively participating in, relevant regional joint organisations. |
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| Outcome 4.2 Regional issues are addressed through an integrated approach | |
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| Performance Indicators | Measures and Targets 2020 |
| 4.2a Number of joint representations made to other levels of government |
Maintain collaborative arrangements between cross border, and regional councils and interest groups.
Report on joint representations monthly. |
| 4.3 The Albury community provides resources and opportunities to develop future leaders | Partner organisations |
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| 4.3.1 Consider the views and needs of children and young people – develop strategies to allow children and young people to contribute to the City’s future. |
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| 4.3.2 Provide opportunities and mentoring programs for developing future community leaders. |
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| 4.3.3 Advocate and support training opportunities in collaboration with community, industry and stakeholders to develop and retain future leaders. |
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| 4.3.4 Lead tailored ‘capacity building’ programs for delivery to LGAs and community groups to promote regional development. Bring together leaders from businesses and community. |
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| 4.3.5 Facilitate volunteering opportunities and information about volunteering to in all sectors of the community. |
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| 4.3.6 Showcase the leaders in our community. |
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| Outcome 4.3 The Albury community provides resources and opportunities to develop future leaders | |
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| Performance Indicators | Measures and Targets 2020 |
| 4.3a Professional development opportunities provided by employers | 100% of AlburyCity employees offered professional development through skill set development. 100% of AlburyCity staff requiring Compliance Training complete the training prior to the expiration of qualification currency. AlburyCity trainees at 10% of AlburyCity workforce. |
| 4.3b Leadership development workshops and training programs | 100% of AlburyCity leaders are provided opportunities to participate in the AlburyCity Leadership Development Program. |
| 4.4 Albury plans and leads with good governance | Partner organisations |
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| 4.4.1 Implement state government legislated priorities. |
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| 4.4.2 Consider risk implications and risk management in the implementation of projects and strategies. |
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| 4.4.3 Provide high quality, relevant and innovative customer service. |
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| 4.4.4 Foster and support local democracy and leadership. |
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| 4.4.5 Ensure technical resources and infrastructure are current and maintained. |
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| 4.4.6 Apply principles of good governance, openness and transparency. |
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| 4.4.7 Support and encourage an innovative community. |
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| Outcome 4.4 Albury plans and leads with good governance | |
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| Performance Indicators | Measures and Targets 2020 |
| 4.4a Achievement of Albury 2030 strategic actions | Targets for all responsible / partnership organisations reported through End of Term report - 2020. |
| 4.4b NSW Local Government Act - Integrated Planning and Reporting requirements |
Required legislative reporting completed including:
- Community engagement strategy - Community strategic plan - AlburyCity four-year Delivery Program - AlburyCity Operational Plan - AlburyCity quarterly report to Council and community on Albury 2030 progress - Annual Report - End of Term Report. |
| Outcome | Strategies or plans |
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| 4.1 The community is consulted on all major changes that will affect them | |
| 4.3 The Albury community provides resources and opportunities to develop future leaders | |
| 4.4 Albury plans and leads with good governance |
