A Growing Sustainable Economy
This theme recognises the need to grow the city and its population so that businesses can confidently increase and expand their workforce.
This theme recognises the need to grow the city and its population so that businesses can confidently increase and expand their workforce.
Integrated transport routes will meet the needs of this growing city and connect Albury to the national and global economy by road, rail and air. As a community, we will enhance, promote and maintain the built environment and be a leader in health and education services.
Key outcomes have been identified by the community and the strategic actions will help bring the outcomes to life.
Progress will be measured by working together towards short and medium term targets and results will be reported back to the Community.
Integrated transport routes will meet the needs of this growing city and connect Albury to the national and global economy by road, rail and air. As a community, we will enhance, promote and maintain the built environment and be a leader in health and education services.
Key outcomes have been identified by the community and the strategic actions will help bring the outcomes to life.
Progress will be measured by working together towards short and medium term targets and results will be reported back to the Community.
| 1.1 Increase visitors to Albury and the surrounding region | Partner organisations |
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| 1.1.1 Promote tourism and enhance the Albury Wodonga region as a destination of choice – through a collaborative approach between all stakeholders and interest groups. |
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| 1.1.2 Improve access to and experiences available at Lake Hume and the Murray River - Maximizing use of natural assets. |
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| 1.1.3 Further develop and strengthen the City’s visitor product and infrastructure. Ensure its effective marketing and promotion. |
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| 1.1.4 Provide opportunities for history and heritage and cultural tourism. |
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| 1.1.5 Understand the benefits of the visitor economy to the region. |
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| 1.1.6 Increase focus on regional promotion of our tourism offer. |
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| 1.1.7 Enhance the capacity of businesses to support the delivery of quality tourism, sport and business events, experiences and outcomes. |
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| Outcome 1.1 Increase visitors to Albury and the surrounding region | |
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| Performance Indicators | Measures and Targets 2020 |
1.1a Visitor statistics for Albury and Murray Region Source: Albury Wodonga Visitor Economy Trends Report. | Maintain upward trend in relation to Domestic Overnight Visitors to Albury. |
| Maintain upward trend in relation to International Overnight Visitors to Albury. | |
| Increase the economic impact of Overnight Visitors nights (International and Domestic) in Albury by 2%. | |
| 1.1b Ranking in Regional Tourism Indicators | Maintain or improve current ranking of 16th most visited destination in regionalNSW and Victoria. |
1.1c No. of employees in sector Source: Albury Wodonga Visitor Economy Trends Report. | Increase number of employed persons (from 1930 in 2012) in the Alburyaccommodation, cafes and restaurants sector by 2%. |
1.1d Sector % of Gross Regional Product (GRP) Source: Albury Wodonga Visitor Economy Trends Reportand REMPLAN Economy. | Increase ‘Accommodation and Food Services’ sector percentage of GRP. |
| 1.2 Improve visitor and residents’ experiences | Partner organisations |
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| 1.2.1 Develop and present a range of events to attract and engage our diverse community. |
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| 1.2.2 To raise public awareness of and access to local community and cultural heritage. |
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| 1.2.3 Understand, promote and encourage a sense of identity and place in the community. |
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| 1.2.4 Continue to enhance Albury and Lavington CBDs. |
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| 1.2.5 Encourage innovative and modern design for the built and natural environment - maximise community choice and vibrancy. |
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| 1.2.6 Promote and provide high quality visitor information and services across Albury’s public access facilities. |
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| 1.2.7 Ensure urban and public art is integral to Albury’s landscape. |
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| 1.2.8 Ensure venues and facilities attract visitation and improve the lifestyle offer of the city. |
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| Outcome 1.2 Improve visitor and residents’ experiences | |
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| Performance Indicators | Measures and Targets 2020 |
| 1.2a AlburyCity Community Satisfaction Survey | Conduct AlburyCity Community Satisfaction survey by end October 2013. Conduct every two years from 2015/16. |
| Improved satisfaction with Albury visitor information Centre compared with 2016 results. | |
| Improved satisfaction with AlburyCity events compared with 2016 results. | |
| Albury Visitor Information Centre statistics: 1.2b Walk ins Phone / email enquiries | Increased number of walk ins compared with 2015-2016. |
| 1.3 Plan and cater for increased population growth | Partner organisations |
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| 1.3.1 Support and encourage a diversity of residential and commercial development in the Albury and Lavington CBDs. |
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| 1.3.2 Support and promote sustainable growth through planning and infrastructure to provide employment opportunities, housing choice and community facilities. |
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| 1.3.3 Continue to support the rollout and encourage utilisation of the National Broadband Network (NBN). |
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| 1.3.4 Ensure telecommunications, gas and electricity supply networks have the capacity to support city growth and development. |
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| Outcome 1.3 Plan and cater for increased population growth | |
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| Performance Indicators | Measures and Targets 2020 |
1.3a Albury Development Monitor (residential, commercial and industrial sectors) Source: Albury Land Monitor. | Maintain a diversity of options amongst all sectors and continue to meet demand for opportunities for land development. Maintain existing development with opportunities for infill development. Achieve a minimum 10 years supply of undeveloped urban land (commercial, industrial and residential). |
1.3b Population Growth Source: ABS 3218.0 – Regional Population Growth,Australia. | 1% growth per annum (in line with 20 year average). |
| 1.4 Albury has a secure and well managed water supply | Partner organisations |
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| 1.4.1 Implement initiatives to reduce potable water consumption - for residents, business and industry. |
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| 1.4.2 Improve water security by considering, where applicable, alternate water supply opportunities for consumption and community use. |
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| 1.4.3 Plan for and ensure the sustainable provision of infrastructure and facilities to support long term growth and development of the City. |
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| 1.4.4 Maintain a quality water supply for the health of the community. |
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| Outcome 1.4 Albury has a secure and well managed water supply | |
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| Performance Indicators | Measures and Targets 2020 |
1.4a Water consumption* *Note that water consumption is highly variable and dependent on factors such as temperature and rainfall received over a period. No two periods are identical. | Average annual residential water supplied less than State median. |
| 1.4b Water supply costs | Typical residential bill is less than the State median. |
| 1.4c NSW State Government Water Management indicators (Water Quality) | Maintain or reduce number of water quality complaints for Albury per 1,000 properties based on 2016 result - (3). |
| 1.4d NSW State Government Water Management indicators (Water Security) |
Reduce average duration of interruption to service by 20% (based on 2016 – 124 minutes) TARGET 99 minutes. |
| 1.5 Promote Albury for industry and business | Partner organisations |
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| 1.5.1 Promote Albury as a major regional economy and the regional city of choice for lifestyle, career and investment opportunities. |
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| 1.5.2 Maintain a program to encourage local business to promote Albury through its business networks. |
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| 1.5.3 Businesses and industries to participate in best practice sustainable programmes. |
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| 1.5.4 Ensure access to medical and health services, health training and educational services. Ensure effective precinct planning to promote growth of these services. |
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| 1.5.5 Support and promote business and business opportunities across all sectors to continue to foster economic diversity. |
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| 1.5.6 Advocate and explore the provision of incentives to encourage business expansion and job creation. |
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| 1.5.7 Ensure high quality support infrastructure and services are available to facilitate industry and business growth. |
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| Outcome 1.5 Promote Albury for industry and business | |
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| Performance Indicators | Measures and Targets 2020 |
| 1.5a Gross regional product (GRP) incl. at sector level | Achieve growth in line with NSW state average. |
| 1.5b People employed in business sectors | Participation rate of working age population to remain at least 1% above NSW state average. |
| 1.5c Unemployment rate** | Unemployment rate in Albury not to exceed state average by more than 2%. |
** Albury and Wodonga unemployment figures are taken from different Statistical Areas as defined by the ABS Statistical Geographic Boundaries. The Department of Employment advises that figures reported are unlikely to be correct, given the considerably lower unemployment rates recorded by Wodonga located directly over the Victorian/NSW border. AlburyCity has endeavoured to obtain more accurate unemployment figures directly from Centrelink, but this information has not been made available. It is hoped that the collection and proportion methods applied by ABS in determining unemployment figures will be reviewed in future to provide
regional cities with a more accurate indication of the unemployment landscape.
| 1.6 Integrated transport network for Albury | Partner organisations |
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| 1.6.1 Develop integrated transport opportunities to improve connectivity and access to housing, employment and services through a range of transport options. |
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| 1.6.2 Improve CBD accessibility. |
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| 1.6.3 Advocate for and improve passenger bus and train services between capital cities, surrounding communities and within city limits. |
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| 1.6.4 Continue to develop the Airport – to grow passenger numbers. |
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| 1.6.5 Develop and promote the Inland Rail Freight Corridor and other rail freight improvements. |
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| 1.6.6 Promote access to taxis and other ride share services for all members of the community. Plan for additional services in areas of peak demand. |
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| Outcome 1.6 Integrated transport network for Albury | |
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| Performance Indicators | Measures and Targets 2020 |
| 1.6a Passengers using public transport | Improve number of train passengers into and from Albury by 2% based on 2010 figures. Improve number of bus services per week by 2%. Dysons: approximately 131 services/week (2010). |
| 1.6b Car parking availability | Provide industry best practice of meeting parking demand (<85% peak occupancy). |
| 1.6c Intersection and road network efficiency | Seek to maintain level of service at Council’s 10 busiest intersections at a classification of ‘D’ (Classification is an analytical measure relating to saturation and delay times). |
| 1.7 Increase usage of bicycle and pedestrian networks | Partner organisations |
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| 1.7.1 Improve infrastructure and opportunities for walking and cycling. |
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| 1.7.2 Promote bicycle travel as efficient and healthy alternative to car travel – infrastructure and businesses to support this with end of trip facilities. |
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| 1.7.3 Ensure effective connectivity between pedestrian and cyclist networks with all forms of transport. |
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| Outcome 1.7 Increase usage of bicycle and pedestrian networks | |
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| Performance Indicators | Measures and Targets 2020 |
| 1.7a Length of available bicycle lanes |
Increase length of off-road bicycle paths by at least 1000m (compared with 2016 results). Increase network of on-road bike lanes by 400m through line marking and reconfiguration of lanes where possible (compared with 2016 results). |
| 1.7b Usage of bicycle paths. Super Tuesday Bicycle count. | Measure: Riders per hour per 10,000 population. Measure: % annual growth compared with previous year. Target: Improve overall ranking of 20th per hour per 10,000 population across the country. |
| 1.7c Available public bicycle parking locations | Increase by 5% the available bike parking locations (compared with 2016 results). |
| 1.7d Number of bike safety and promotion activities | 4 per year conducted through AlburyCity Road Safety Officer Program. |
| 1.8 Albury’s infrastructure and assets are well managed and maintained | Partner organisations |
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| 1.8.1 Determine infrastructure and service levels through balancing community needs, future growth, sustainability and heritage values. |
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| 1.8.2 Adopt an integrated approach to planning and understanding of community assets and infrastructure. |
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| Outcome 1.8 Albury’s infrastructure and assets are well managed and maintained | |
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| Performance Indicators | Measures and Targets 2020 |
| 1.8a AlburyCity Asset Management Strategy measures | AlburyCity Asset Management Plan actions completed as scheduled by 2020. |
| Outcome | Strategies or plans |
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| 1.1 Increase visitors to Albury and the surrounding region | |
| 1.2 Improve visitor and residents’ experiences | |
| 1.3 Plan and cater for increased population growth |
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| 1.4 Albury has a secure and well managed water supply | |
| 1.5 Promote Albury for industry and business | |
| 1.7 Increase usage of bicycle and pedestrian networks | |
| 1.8 Albury’s infrastructure and assets are well managed and maintained |
