Wodonga Council Plan
2013-2014 to
2016-2017
Updated June, 2015
Our people
Our city
Our future
Wodonga Council Plan 2013-2014 to 2016-2017
2
Contents
Statement of acknowledgement................................................................................ 4
Message from your councillors ................................................................................... 5
Opportunities and challenges for our city............................................................... 5
Your councillors.................................................................................................................. 6
Our organisation................................................................................................................ 8
Our organisation’s structure......................................................................................... 8
Our vision, mission and values..................................................................................... 9
Where we are..................................................................................................................... 10
Who we are......................................................................................................................... 11
Our competitive advantage......................................................................................... 12
Public Health and Wellbeing statement................................................................. 14
What is the council plan?.............................................................................................. 16
Council plan structure.................................................................................................... 17
Our city: Planning for growth and development.......................................................18
Our people: Providing a great lifestyle...................................................................... 22
Our future: Managing our business to support our community.............................. 25
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Wodonga Council Plan 2013-2014 to 2016-2017
Statement of Acknowledgement
Wodonga Council acknowledges the traditional owners
of the land on which it meets.
The council pays its respects to their Elders and to
Elders from other communities past and present.
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Message from your councillors
Challenges and opportunities for our city
Wodonga continues to be one of Victoria’s fastest growing regional cities and has enjoyed
a sustained population growth rate, and ongoing residential, commercial, and industrial
development. Wodonga’s residential population base is fast approaching 40,000; and as
a regional ‘hub’, our city services a regional catchment of approximately 175,000 people,
making it the largest city in North East Victoria.
Vision for Wodonga
Our community vision to
2033 (where Wodonga’s
population is expected to be
in excess of 50,000 people)
encompasses excitement,
inclusiveness and a great
deal of civic pride for the
future. The vision focuses
clearly on ‘Our people, our
city, our future’; and to use a
descriptive phrase from our
past; “this city is measured
by the character of its
people”.
Delivering the vision will
require comprehensive
forward planning, sustained
investment in infrastructure
and services and continuing
focus on a sustainable
economy. Maintaining
Wodonga as a liveable city,
and maximising partnerships
with government, industry,
business and our community
will be critical.
The changing face of
Wodonga
The council is required to
plan both for today and
tomorrow. It’s fair to say
Wodonga is emerging from
its existence as a ruralbased town, to very quickly
becoming a significant
regional city and important
contributor to Victoria’s
economy, liveability and
vision for a ‘state of cities’.
The rail revitalisation project
has created a unique and
historical opportunity to
build Wodonga’s ‘city heart’
for the current community
and future generations;
as well as strengthen our
prominence in the region and
the state.
The challenges
In this environment of
ongoing growth, Wodonga
is challenged to meet the
increasing community
expectations for a sustained
level and quality of services;
and the provision of a wide
range of higher order, well
maintained community
infrastructure and assets.
To meet these demands,
the council (on behalf of
community), state and
federal governments, public
and private organisations,
will need to work together
in order to leverage their
collective capacity. The
requirement of the council
is to plan for, and balance
the existing community
expectations and future
growth requirements with a
mind on priority, affordability
and impact to ratepayers.
The council plan and budget
being presented to the
community reflects these
priorities and commitments.
The opportunities
First and foremost, the
prospect of creating and
building the city’s heart will
take a number of years to
complete and it will require
great vision, determination
and courage, as well as
significant and ongoing
investment.
A continued co-operation
with both public and
private organisations
will be required to ensure
important developments
progress in and around our
city. A benefit of this will
be the strengthening of our
economy, and increased
diversity and services for our
community. We are indeed in
for an especially exhilarating
journey as a community.
The final word
In finishing, Wodonga as
one of Victoria’s and the
nation’s vital regional cities
has before it a number of
very unique and inspiring
opportunities. We commend
this bold four-year plan and
supporting budget, which
will support the direction of
the city and underpin what
can only be described as
unprecedented growth and
an enviable lifestyle choice.
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Wodonga Council Plan 2013-2014 to 2016-2017
Your councillors
Mayor Cr Rodney Wangman
rwangman@wodonga.vic.gov.au
0400 956 253
Cr Wangman is the chief executive officer at Albury-Wodonga
Community College. He has a masters of educational studies
and completed a Bachelor of Science – Business
Management/Computing. His main areas of interest as
a councillor are in strategic planning, governance and
Neighbourhood Power. He also serves as a director on the board
of the Aware Industries.
Cr Mark Byatt
mbyatt@wodonga.vic.gov.au
0408 285 930
Cr Byatt is married with two children. He has a degree
in education and master of education, and has achieved
professional leadership development qualifications with The
Chair Academy (USA) and Leadership Management Australia.
Cr Byatt is a past mayor of Wodonga Council.
Cr Michael Fraser
mfraser@wodonga.vic.gov.au
0428 321 764
Cr Fraser is committed to providing residents with great value
facilities and services, and opportunities for all residents to
be part of the city. Cr Fraser has a Bachelor of Applied Science
(maths and operations research), and has interests in his family
and sport.
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Cr Eric Kerr
ekerr@wodonga.vic.gov.au
0428 438 129
Cr Kerr is currently studying a Bachelor of Arts majoring in
Politics and Policy Study. As a councillor, he is committed to
city growth, culture and supporting local young people. His
personal interests include tennis, music and studying other
cultures.
Cr Lisa Mahood
lmahood@wodonga.vic.gov.au
0409 562 903
Cr Mahood has been a councillor for the past 14 years, five of
those as mayor. She is also the chief executive officer at North
East Local Learning and Employment Network (NELLEN) and
has two children. Cr Mahood has a special interest in youth,
economic development, and arts and culture.
Cr Anna Speedie
aspeedie@wodonga.vic.gov.au
0417 138 938
Cr Speedie has been a councillor since 2005 and has a
daughter. She works at the Albury Wodonga Community
College. The development of Junction Place, the central
business district and Logic are high priorities for Cr Speedie,
along with attracting services and businesses that create new
jobs and opportunities for the city.
Cr John Watson
jwatson@wodonga.vic.gov.au
0428 325 377
Cr Watson has an Associate Diploma in Farm Management and
is a local businessman. As a councillor, his main interests are
in community projects and activities, such as neighbourhood
barbecues and Clean Up Australia Day, waste management,
tourism, supporting business and community and making
Wodonga a liveable city. He is a past mayor and deputy mayor.
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Wodonga Council Plan 2013-2014 to 2016-2017
Our organisation
•
Wodonga Council has seven councillors, elected by the community on October 27, 2012.
•
The council appoints a chief executive officer (CEO) who has the responsibility to
implement the decisions of the council. The CEO is Patience Harrington.
•
To assist the CEO in this role and to ensure effective and efficient management and the
delivery of services to the community, an organisational structure with four directors who
form the executive team is in place.
•
The council has an operating budget in 2014-2015 of $57.3 million. It employs more than
246 full-time equivalent staff to provide the range of services requested by the community.
•
The organisation has identified that it wishes to be known as responsive, responsible and
innovative in the way it conducts its business.
Our organisation’s structure
Mark Byatt
Michael Fraser
COUNCIL
Rodney Wangman (Mayor)
Anna Speedie
Eric Kerr
Lisa Mahood
John Watson
Chief executive
officer
Business
services
Community
development
Investment
attraction
Planning and
infrastructure
Civic services
Active communities
Economic development
Building
Community protection
Aged care
Investment opportunities
Gardens
Arts and culture
Land divestment
Infrastructure
Community relations
Property management
Parks
Corporate governance
Environment
Finance
Information services
Emergency management
Planning
Family, youth and
early years
Works
Healthy Together
Wodonga
People and workplace
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Our vision
Our people, our city, our future.
Our mission
We will strengthen our community in
all that we do.
Our community values*
Compassion;
Growth with a conscience;
Family connection;
Safety and freedom;
Sense of community;
Learning and education;
Creativity;
Tolerance and respect; and
Rural roots and connection
* These are the values that were determined by the community
leaders in 2008 at a community leadership summit and various
other community engagement activities held in the city.
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Wodonga Council Plan 2013-2014 to 2016-2017
Where we are
BRISBANE
ADELAIDE
MELBOURNE
SYDNEY
CANBERRA
WODONGA
Wodonga is strategically placed between Melbourne and Sydney on the Hume Highway.
The city’s residential base is more than 38,000 and the total area of Wodonga is 433.7sq kms.
Wodonga includes the main urban centre of the city, as well as the rural localities of Bandiana,
Baranduda, Barnawartha North, Bonegilla, Castle Creek, Ebden, Gateway Island, Huon Creek,
Killara, Leneva and Staghorn Flat.
There are also significant farmland and industrial areas. Most people live in the city itself.
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Who we are
Wodonga has enjoyed significant growth in the past 25 years.
The city’s growth rate was 2.2 per cent for the 2013-2014 financial year.
At June 30, 2014, the Australia Bureau of Statistics estimated Wodonga’s population was
38,131.
Wodonga has a young population compared to the rest of the state. The median age is 35,
while for Victoria it is 37. Children aged 0 to 14 years made up 21.7 per cent of the population,
and people aged 65 years and over made up 12.2 per cent of the population.
Figures from the 2011 Census show that 29.4 per cent of people in Wodonga were couples with
children. A total of 13.1 per cent were one-parent families.
Wodonga offers a huge variety of housing in many different price brackets.
In recent years, the rapid rising demand for housing in Wodonga and surrounding districts has
driven several residential estate developments including White Box Rise Estate, Silky Oak
Estate and Riverside Estate, along with the Leneva Valley and Baranduda growth areas.
Wodonga Council is working to ensure a balanced community through a strategic planning
approach aimed at enhancing the enviable lifestyle enjoyed by residents.
Wodonga has a strong focus on arts, culture and leisure activities, including The Cube Wodonga
performing arts centre and the WAVES aquatic centre, both which opened in the 2012-2013
financial year.
Wodonga has access to quality health and medical facilities which offer a comprehensive
range of services.
These include two hospitals, retirement accommodation and nursing facilities. Wodonga also
has a private hospital and has the birthing unit of Albury-Wodonga Health, which averages
more than 500 births a year.
The city offers specialist and diagnostic services, family counselling and youth services.
Co-located with the public dental clinic is La Trobe University’s dental teaching clinic.
Wodonga is home to first-class facilities in the primary, secondary and tertiary sectors,
including Wodonga TAFE, Belvoir Special School, Wodonga Community College and a number of
community centres.
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Wodonga Council Plan 2013-2014 to 2016-2017
Our competitive advantage
Wodonga is home to a large business base including well established companies such as Mars
Petcare, Woolworths Distribution Centre, Wodonga Abattoirs, Wilson Transformer Company,
Parker Hannifin, Visy Board, The Border Mail, Vitasoy, Greenfreight, Linfox, Border Express,
Wodonga TAFE, Albury Wodonga Health Wodonga campus and Bradken.
It also has a large defence presence through the Latchford Barracks and Bandiana army base
and BAE Systems (Transfield).
Wodonga is also a recognised transport and logistics centre due to its location on the national
rail network.
A major fatigue management centre and service centre opened at the Logic industrial hub in
2014 and SCT has plans for a rail terminal at the site.
In 2014, the reviatlisation of the city centre began with development of Junction Place,
Australia’s largest urban renewal project, and works beginning on Mann Central, a new
shopping centre with anchor tenants Coles and Kmart.
Importantly, Wodonga’s employment base is underpinned by several strong diversified
industries, giving it a stable base.
During times of economic downturn, Wodonga has remained resilient, largely due to the range
of industries it has.
It is the regional capital of North East Victoria. Wodonga is within an overnight transport shift
of more than 75 per cent of the nation’s population.
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Wodonga also benefits from the following:
•
•
•
•
•
•
Access to local workforce of more than 50,000 people and regional of more than 80,000
people;
Gateway to one of Australia’s most diverse regions - North East Victoria;
Enviable lifestyle;
Significant supply of residential and industrial land;
Excellent road infrastructure; and
Health, education and sporting facilities.
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Wodonga Council Plan 2013-2014 to 2016-2017
Public Health and Well-being statement
The Public Health and Wellbeing Act 2008
requires all Victorian councils to develop and
implement a Municipal Public Health and
Wellbeing Plan to guide local governments’
actions to improving the health and wellbeing
of all residents in line with the Victorian Public
Health and Wellbeing Plan 2011-2015.
but also in the council’s Municipal Strategic
Statement (http://planningschemes.dpcd.vic.gov.
au/wodonga/ordinance/21_mss13_wdon.pdf) and
all strategies developed within the council.
This year, our health and wellbeing objectives
and actions are documented in the Wodonga
Council Plan for the first time, demonstrating
the council’s commitment to addressing health
and wellbeing issues.
Wodonga Council values the many partnerships
its takes to deliver high quality planning,
services and activities that enhance the
quality of life for our residents and visitors.
Our commitment to work with all levels
of government, peak bodies, community
organisations and our community will ensure
better health and wellbeing outcomes for all
community members.
It is the council’s belief that public health and
wellbeing is inherent in all council planning
and is not only reflected in this document
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(http://www.wodonga.vic.gov.au/about-us/corporatedocuments/strategies-plans-policies/downloads.
asp?AreaID=14&sortorder=Alpha)
Environments for health
Wodonga Council has embraced the Victorian
Government’s Environments for Health –
Municipal Public Health Planning framework to
ensure the four environmental dimensions (built,
social, economic and natural dimensions) are
considered in all health and wellbeing planning.
Context
The public health and wellbeing objectives have been developed through consideration of global,
national, state, regional and local health and wellbeing priorities.
World Health Organisations Social determinants of Health
http://www.who.int/sdhconference/resources/ConceptualframeworkforactiononSDH_eng.pdf
National Health Priorities
http://www.health.gov.au/internet/preventativehealth/publishing.nsf/
Content/A06C2FCF439ECDA1CA2574DD0081E40C/$File/discussion-28oct.pdf
Victorian Public Health and Wellbeing Plan 2011-2015
http://docs.health.vic.gov.au/docs/doc/Victorian-Public-Health-and-Wellbeing-Plan-2011-2015
Wodonga’s Social Profile and snapshots
http://www.wodonga.vic.gov.au/about-us/corporate-documents/strategies-plans-policies/Downloads.asp?whichc
ategory=48&AreaID=14&sortorder=Alpha
Healthy Together Wodonga
http://www.wodonga.vic.gov.au/community-services/healthy-together-wodonga/
The development of the council’s social profile will enable us to monitor data trends over time to
ensure strategies implemented are effective.
By ensuring positive outcomes for the Wodonga community we will be contributing towards
the overall success of the Victorian Public Health and Wellbeing plan and the Commonwealth’s
Australia: The Healthiest Country by 2020
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Wodonga Council Plan 2013-2014 to 2016-2017
What is the council plan?
The plan outlines key strategies that the council proposes to deliver over
the next four years.
It is used to plan for council’s services, major projects and budget
allocations.
At the heart of the council plan is the vision for our city, our people, our
future.
The council’s mission is to strengthen the community in all that it does,
and this will continue to guide the decisions of the council.
NB. Grey shading indicates updates to the plan’s actions
Green shading indicates the action is on track
Amber shading indicates the action has been delayed
Black tick signifies completed action
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Council plan structure
The council will measure its progress towards achieving targets and report
back to the community on an annual basis. The council plan is developed
around three key areas:
Our people:
Providing a great lifestyle
Wodonga will be a place where people of all ages and cultures can enjoy a healthy and active
lifestyle with the support and facilities they need. The city will provide a range of services to
care for children, young people and promote positive and active aging in our community.
Wodonga will welcome new residents from around Australia and overseas and provide services
to ensure a supportive transition to our city.
Our city:
Planning for growth and development
To be a strong city in the future, we will plan with diligence and ensure our infrastructure can
meet the demands of a growing population. Provision will be made for the future needs of
residential, industrial and commercial development.
We will provide strong support and encouragement to key industries that respect the city’s
natural environment and sustainable values around Wodonga. We will continue to advance
Wodonga as a dynamic and sustainable destination for visitors.
We will actively support existing business and seek to attract new businesses and investment.
As our city grows, we will establish effective public and private transport networks throughout
Wodonga to connect the new growth areas, open space and the city centre.
Events and activities that grow the economy and create a positive profile of the city will
receive strong support from the council.
Our future:
Managing our business to support our community
Wodonga Council will strive to provide the best service to its community.
The organisation will be known as innovative, responsive and responsible.
We will be known for our strong leadership and excellence in the way in which we do business,
in an environment built on trust, respect, integrity and learning.
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Wodonga Council Plan 2013-2014 to 2016-2017
Our people:
Providing a great lifestyle
Strategic objective:
Our people will enjoy an excellent quality of life.
How we will
achieve it (our
strategies)
What we will do (our key
priority activities)
Actively develop
partnerships to
work towards
a safe, secure
and accessible
residential
environment.
Establish a cross-border community
Committee established by June,
safety committee to promote safety
2014.
in the city, particularly around schools
and neighbourhoods.
Increase public place recycling
options in Central Business Area and
parks.
When we will do it (our
targets)
Year
one
Year Year Year
two three four
P
Install 20 recycling bins into the
CBA and parks by June, 2015.
Implement future cycling and pathway Report presented to councillors by
improvements promoting linkages to
June, 2015.
the Central Business Area and
lighting.
Develop an emergency management
plan for the Gateway Island Precinct.
Plan presented to councillors by
June, 2014.
Work with Albury Wodonga Health to
develop a strategy to maximise
positive outcomes for Wodonga. (KSA)
Six monthly meetings with
Albury-Wodonga Health held
throughout the life of the council
plan.
Provide support
and services that
meet the care,
health, education
and early
childhood needs
of children and
young families.
Provide early years services as
outlined in the Municipal Early Years
Plan.
All services and key actions outlined in the Municipal Early Years
Plan delivered throughout the life
of the plan.
Lobby relevant government agencies
for increases of services for children
in Wodonga.
Meet each six months with
relevant government departments
throughout the life of the plan.
Plan for, and
provide services
that meet,
the care and
health and
wellbeing needs
of an ageing
population.
Actively work with investors and
developers for a range of planned
retirement living options.
Developer forums held annually,
with planned retirement living
discussed annually, throughout
the life of the plan.
Work with aged care providers across
the city to ensure the needs of older
residents are met.
Meet with aged care providers
annually throughout the life of the
plan.
Work with the Department of Health
to successfully transition aged care
services to a new provider.
Present a report to councillors
each six months during the first
year of the council plan to update
them on the progress of the
service transition.
Provide services
and activities
that encourage
and empower
young people
to be involved
in decisions
that affect
their lives and
encourage them
to participate in
community life.
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Revise the Youth Strategy to reflect
Strategy presented to the council
the needs of all young people and
by June, 2014.
provide and initiate research into new,
innovative programs and projects.
Build partnerships across the youth
sector and strategically plan and
advocate for required infrastructure,
services and funding.
Meet with youth agencies each
six months to discuss relevant
issues throughout the life of the
plan.
Ensure young people are consulted
and considered in matters that
directly impact them.
Develop a youth-specific
community engagement strategy
by June, 2015.
Investigate partnerships and models
for a youth hub in Wodonga.
Report presented to councillors by
June, 2014.
P
P
P
P
P
How we will
achieve it (our
strategies)
What we will do (our key
priority activities)
When we will do it (our
targets)
Support community efforts to lobby
for a Head Space centre for youth in
Albury-Wodonga.
Meet with relevant agencies every
six months over the life of the
plan to discuss the provision of a
Head Space centre.
Revise the positive ageing strategy
using the aged friendly cities
framework.
Strategy presented to the council
by June, 2015.
Continue household waste collections
for pensioners.
Collections continued throughout
the life of the plan.
Commence work on Baranduda Fields
sporting precinct.
Work commenced by June, 2017.
Continue to implement the Wodonga
Council Recreation Strategy actions.
Actions in strategy implemented
over life of the plan.
Determine future uses for the
Wodonga racecourse precinct.
Report presented to councillors
on future uses by June, 2014.
Continue to provide support for the
Wodonga Tennis Centre upgrade.
Hold quarterly meetings with club
officials over the life of the plan
and provide budget allocation for
upgrade in 2013-2014 financial
year.
Develop a strategy which determines
the future sporting hubs in the city.
Sporting hubs strategy presented
to the council by June, 2015.
Develop concept plans for the second
stage of the WAVES centre.
Plans approved by council by June,
2015.
Continue to implement the Wodonga
Playground Strategy to provide play
experiences that promote
development and well being.
All actions of strategy delivered
over the life of the council plan.
Create awareness
and empower
communities to
cope with the
impact of
climate change.
Develop an environmental strategy
(Sustainable Wodonga) for Wodonga.
Strategy presented to the council
by June, 2015.
Advocate for
people who
suffer
disadvantage,
including those
with lower socioeconomic status,
disability, culture
and vulnerability
in planning for
the city.
Work with agencies to promote
Meet annually with relevant
inclusiveness and accessibility for the agencies over the life of the plan
community regardless of socioto promote inclusiveness.
economic status, disability, culture
and vulnerability.
Promote positive
and
active ageing
Offer diverse and
accessible
recreation,
leisure and
sporting
opportunities.
Continue to implement the early years
plan to identify vulnerable families
and make provision for service
delivery appropriate to them.
Promote
Advocate at a regional level on
community health relevant prevention against violence
and wellbeing.
groups.
Work with community organisations
to increase volunteerism in the city.
Year
one
Year Year Year
two three four
P
P
All key actions outlined in the
municipality early years plan
provided throughout the life of
the council plan.
Relevant council officers to work
with individual organisations
and groups to develop relevant
monitoring and promotion tools
and report to council annually.
Meet each six months throughout
the life of the plan with
community organisations to
discuss increasing volunteerism
in Wodonga.
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Wodonga Council Plan 2013-2014 to 2016-2017
How we will
achieve it (our
strategies)
Support our
people
through programs
which
recognise their
contributions and
achievements.
What we will do (our key
priority activities)
When we will do it (our
targets)
Provide a recognition system for good
waste practices, for example,
recycling champion etc.
Report presented to councillors by
June, 2015
Implement the Healthy Together
Wodonga initiative and the Be Active
initiative. (KSA)
Implement all actions from
Healthy Together Wodonga and
Be Active action plans throughout
the life of the council plan.
Work in partnership with community
organisations, schools and businesses
improving access and consumption of
fresh fruits and vegetables for
improved health and well being.
Individual organisations and
groups in Wodonga develop
relevant monitoring tools and
report to council every two years
during the life of the council plan.
Continue to recognise the efforts of
young people through youth awards.
Continue the Red Carpet youth
awards, the Young Achiever
Support Scheme (YASS) and the
annual Young Citizen of the Year
award program throughout the life
of the plan.
Conduct a review into the Eagle
Report presented to councillors by
Award scheme to reflect the quality
June, 2014.
of citizen leadership and engagement.
Year
one
Year Year Year
two three four
P
Strategic objective: Our people will enjoy an excellent quality of life
How will we know
our strategies
are working: (our
strategic indicators)
Increased levels of volunteerism in our community.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year, with 42 per cent being the goal achieved at the end of the plan.
Increased levels of physical activity and health in our community over 2013-2018
Increased levels of fruit and vegetable consumption over the life of the plan
Monitoring the levels of chronic disease over the life of the council plan.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year. Healthy Together Wodonga statistics.
Decreases in the levels of socio economic disadvantage in Wodonga.
Source: Seifa index measures for Wodonga over life of the plan.
Increased levels of perceived safety levels by residents.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year.
Increased participation in kindergarten rates
Source: Department of Education and Early Childhood Development
Decrease` in children developmentally vulnerable on two or more domains of the AEDI
Source: Department of Education and Early Childhood Development
Improved health and development indicators for maternal and child health
Source: Maternal and Child Health Service: Practice guidelines 2009
Increase in three indicators identified in the Victorian Child and Adolescent monitoring system
outcomes (VCAMS) over the life of the council plan
Source: Victorian Child and Adolescent monitoring system
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Our city:
Planning for growth and development
Strategic objective:
Wodonga is a prosperous regional city, alive with possibilities and thriving on growth and investment.
How we will
achieve it (our
strategies)
What we will do (our key
priority activities)
When we will do it (our
targets)
Year
one
Plan for
Wodonga’s growth
by ensuring land
and infrastructure
is sustained
for residential,
commercial
and industrial
development.
Complete the review of the Wodonga
Planning Scheme to ensure it includes
a growth strategy, reflects housing
diversity and healthy design and
affordable living principles. (KSA)
Wodonga Planning Scheme
reviewed and adopted by the
council by June, 2014.
P
Undertake an industrial land supply
audit for the city to plan for future
growth areas.
Audit completed by June, 2015.
Finalise a strategy which defines the
financial contribution by developers
to key infrastructure.
Strategy adopted by the council
by June, 2015.
Develop a plan for sustainable urban
growth in the
Leneva-Baranduda area.
Growth area framework plan
adopted by the council by June,
2015.
Complete the Central Business Area
2020 Vision and Strategic Action
Plan. (KSA)
Plan adopted by the council by
June, 2014.
Plan for a
central business
area which is
economically and
socially vibrant.
Investigate the feasibility of an urban Report presented to the council
square which extends Woodland Grove by June, 2014.
to interface with The Cube Wodonga.
Continue to promote and seek
investment in the former Stanley St
pool site.
Report presented to councillors
each six months during the life
of the council plan on progress of
divestment.
Investigate options for the council’s
corporate headquarters.
Report presented to the council
by June, 2014.
Complete the next stage of landscape
improvements of the High St precinct.
Work commenced by June, 2014.
Complete the realignment of Elgin
Boulevard. (KSA)
Work completed by June, 2014.
Continue to work with the Wodonga
Meet quarterly with the chamber
representatives over the life of
Chamber of Commerce to actively
investigate opportunities for business the council plan.
growth and promotion.
Continue to work with VicTrack to
ensure land in the central business
area is ready for divestment.
Meet with VicTrack each quarter
to receive updates about the
progress of divestment over the
life of the council plan.
Continue to work with Places Victoria
to ensure divestment of Junction
Place land. (KSA)
Meet with Places Victoria
quarterly to receive updates
about the progress of divestment
over the life of the council plan.
Develop a strategy to encourage a
night-time and weekend economy and
entertainment.
Strategy to be presented to
councillors by June, 2015.
Develop and implement a policy for
pop-up businesses in Wodonga.
Policy adopted by the council by
June, 2015.
Year Year Year
two three four
P
P
P
P
21
Wodonga Council Plan 2013-2014 to 2016-2017
How we will
achieve it (our
strategies)
Create
employment
opportunities
to support
Wodonga’s
growing
population.
What we will do (our key
priority activities)
When we will do it (our
targets)
Work with Wodonga TAFE to ensure
TAFE Space is operating at its full
potential and capacity.
Meet with Wodonga TAFE
representatives quarterly over the
life of the council plan.
Support and develop a range of social,
space activation and event programs
across the CBA.
Develop and execute an annual
activation program of events and
attractions in the CBA over the
life of the council plan.
Revise the Wodonga Economic
Development Strategy with an
increased focus on assisting existing
businesses to grow and prosper.
Revised strategy adopted by the
council by June, 2015.
Continue the development of the
Logic Wodonga rail siding.
Rail siding funding secured by
June, 2017.
Investigate the role of social
enterprise as an effective sector in
meeting social needs
Report presented to councillors by
June, 2015.
Develop plans which include new
industrial areas for North Wodonga,
Bandiana and Baranduda.
Plans presented to the council by
June, 2015.
Continue to develop required
infrastructure at Logic Wodonga to
support new investments.
Provide six monthly reports to
councillors during the life of the
council plan.
Investigate a public-private
partnership arrangement for future
use of Bandiana saleyards site.
Report presented to the
councillors by June, 2014.
Ensure Wodonga has a reliable
information technology network
which meets a wide range of
customer needs.
Provide six monthly reports to
councillors about the progress
of information technology in
Wodonga over the life of the
council plan.
Work with Logic tenants and key
stakeholders to identify suitable
training providers to provide
education opportunities relevant to
logistic businesses.
Report progress to councillors
annually over the life of the
council plan.
Continue to attract new and diverse
businesses to Logic Wodonga. (KSA)
Present six-monthly reports
to councillors on progress in
attracting businesses to Logic
Wodonga.
Work with AlburyCity to develop a
Digital economy strategy
Digital Economy Strategy to maximise presented to the council by June,
the economic and social benefits of
2014.
the NBN and digital advancements.
Plan for the
sustainable
growth of the
city.
22
Implement the actions from the
Wodonga Integrated Transport
Strategy prioritising pedestrian and
cycle connection.
All actions implemented during
the life of the council plan.
Develop a Greening Wodonga strategy
to include hilltops. floodplains,
Leneva, Baranduda and the city’s
residential streetscape.
Strategy adopted by the council
by June, 2015.
Develop management plans to ensure
the Wodonga Retained Environmental
Network (WRENs) land is maintained
and managed.
Plans presented to councillors by
June, 2015.
Year
one
Year Year Year
two three four
P
P
How we will
achieve it (our
strategies)
What we will do (our key priority
activities)
When we will do it (our
targets)
Introduce organic waste collection
systems for industry and commerce.
Collection services implemented
by June, 2015.
Introduce the organics collection
program in Wodonga.
Collection service introduced by
June, 2015.
Work with environmental agencies
and other stakeholders to address
odour issues in Wodonga and
investigate suitable future site
options for odour-emitting industries.
Present a report each six months
to the council on how the matter
is being resolved throughout the
life of the plan.
Develop a plan which will introduce
partnerships with the community to
care for our natural resources.
Plan presented to councillors by
June, 2015.
Year
one
Year Year Year
two three four
P
Facilitate education and information
Marketing and education plan
to the building industry and
developed and presented to
homeowners to improve sustainability councillors by June, 2016.
in and around people’s homes.
Continue to lobby State and Federal
governments for funding towards
projects of regional significance such
as the Baranduda Fields.
Meet with relevant Ministers
every six months throughout the
life of the plan.
Position Wodonga
as a capital and
regional hub
for North East
Victoria and
strengthen its
position as a
regional, national
and international
hub for economic
activity.
Continue to work with Victorian
Government on the Hume Regional
Growth Plan.
Provide six monthly updates to
councillors on the progress of the
Hume Regional Growth Plan over
the life of the council plan.
Position Wodonga
as a visitation
destination
offering a wide
range of arts,
cultural and
community
experiences.
Activate the city through cultural
venue programs, events and space
activation that encourage community
participation.
Host an annual cultural program
in Arts Space Wodonga, The Cube
Wodonga and a program of events
each year over the life of the
council plan.
Implement the Bonegilla Masterplan,
Strategic Plan and Business Plan
2013-2017 and secure funding for
implementation.
All actions in the business
master plan and strategic plan
implemented over life of the
council plan.
Pilot a Walking Around Wodonga
application.
Pilot application launched by
June, 2015.
Enhance the main entrances into the
city.
Work on beautification of
entrances commenced by
June, 2014.
Redevelop the Wodonga Destination
Plan.
Plan adopted by the council by
June, 2014, including a focus on
RV signage and parking, actions
for developing a welcome pack for
residents and a review of visitor
information services in the city
Develop a strategic plan for Gateway
Village and Gateway Lakes precinct.
Plan presented to councillors by
June, 2016.
Implement the Cultural Services Plan
2012-2017.
Actions and strategy from the
Cultural Services Plan 2012-2017
implemented over the life of the
council plan.
P
P
23
Wodonga Council Plan 2013-2014 to 2016-2017
How we will
achieve it (our
strategies)
What we will do (our key priority
activities)
When we will do it (our
targets)
Year
one
Year Year Year
two three four
Develop a public art policy and master Plan presented to councillors by
plan.
June, 2015.
Improve access
to education,
training and
skills
development for a
growing city.
Continue to investigate ways in which
the community can better interface
with Wodonga Creek and the Murray
River and links to Belvoir Park.
Report presented to councillors by
June, 2016.
Lobby for a second university in
Wodonga. (KSA)
Meet with the relevant agencies
and provide annual updates to the
councillors throughout the life of
the council plan.
Investigate models for libraries of the
future.
Report presented to councillors by
June, 2015.
Maximise the
Continue to promote Bonegilla Block
value of
19 and Bandiana Army Museum as
Wodonga’s
tourism and visitation destinations.
heritage and
cultural precincts.
Strategically
market our
city.
Implement the Bonegilla
Masterplan and Strategic
Business Plans and meet annually
with the Army personnel to
discuss ways of maximising the
museum’s tourism potential.
Investigate designs and costs for
freeway signage to promote Logic,
Bonegilla Migrant Experience and
Wodonga.
Report presented to councillors by
June, 2014.
Develop a strategic marketing plan
which covers commercial and
industrial investment, lifestyle and
tourism opportunities.
Plan presented to councillors by
June, 2014.
Investigate designs and costs for
freeway signage to promote Logic and
Wodonga.
Report presented to councillors by
June, 2014.
Strategic objective: Wodonga is a prosperous city, alive with opportunity and thriving
on growth and investment.
How will we know
our strategies
are working: (our
strategic indicators)
Achieve a target of 70 per cent community satisfaction with planning for our city over the life of
the council plan.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year, with 70 per cent being the goal achieved at the end of the plan.
Increase in the numbers of new businesses in Wodonga.
Source: Wodonga Council business count conducted each year during the life of the plan.
Increase in residential, commercial and industrial sector growth.
Source: Number of rateable properties in each category over the life of the plan.
Increase in the number of people employed in Wodonga.
Source: Department of Employment statistics received each year over the life of the plan.
Diversity of our economy.
Source: REMPLAN statistics received each year over the life of the plan.
An increase in the visitors travelling to Wodonga.
Source: Comparison of Tourism Trends data from 2013 to 2016.
An increase in the average number of overnight stays by visitors to Wodonga.
Source: Comparison of Tourism Trends data from 2013 to 2016.
Achieve a target of 70 per cent community satisfaction with the council’s promotion of
Wodonga as a regional city over the life of the council plan.
Source: Conduct a community survey annually during the life of the plan and average a 2 per cent
increase each year, with 70 per cent being the goal achieved at the end of the plan.
Attract 230,000 people per annum to the community cultural precinct each year of the life of
the council plan.
Source: Visitation figures from Arts Space Wodonga, Wodonga Library and The Cube Wodonga.
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Our future:
Managing our business to support our community
Strategic objective:
We are innovative, responsive and responsible in the way we conduct business.
How we will
achieve it (our
strategies)
What we will do (our key
priority activities)
When we will do it (our
targets)
Engage with our
community
through
effective
collaboration to
determine and
support the
council’s vision.
Review and implement a Community
Engagement Strategy. (KSA)
Revise the Community
Engagement Strategy to include
more digital ways of engaging
citizens and present it to the
council by June, 2014.
Develop a community engagement
framework which focuses on giving
feedback on the council’s 2033 vision.
Hold a community engagement
forum to gain feedback into the
Wodonga Council Plan 2017-2018
to 2020-2021.
Review and update the council’s
Present revised strategy to the
communication strategy, using a wide council by June, 2014.
range of mediums to convey
messages in a timely and appropriate
way.
Develop a social media plan which
maximises the interaction between
council and the community.
Plan presented to councillors by
June, 2014.
Engage with our key sectors and
stakeholders to effectively
communicate the council’s vision.
Identify and meet with key
stakeholders every six months
throughout the life of the plan to
articulate the council’s vision and
progress towards it.
Engage with our
community to
promote a
sense of civic
pride.
Continue to maintain city landscapes
and public areas that promote civic
pride. (KSA)
Strategy presented to the council
by June, 2014 and implemented
over life of the council plan.
Develop a marketing plan which
defines a strong Wodonga identity.
Plan presented to councillors by
June, 2014 and implemented over
life of the council plan.
Provide regional
leadership and
collaboration
with regional
councils.
Continue to work with the Victorian
Government and Hume regional
councils in development and
implementation of Hume Regional
Growth Plan.
Meetings with Victorian
Government and Hume councils
held every six months over the life
of the plan.
Meet with regional councils on a
regular basis to discuss shared goals
and outcomes.
Meetings with regional councils
held every six months over the life
of the plan.
Develop a plan which promotes
efficient water use and re-use
programs that minimise energy use in
council facilities.
Plan presented to councillors by
June, 2015.
Develop a plan to reduce energy use
by decreasing the organisation’s
reliance on carbon-emitting fuel and
energy.
Plan presented to councillors by
June, 2015.
Ensure the
council is
committed to
improving
the sustainability
of the
city for future
generations.
Year
one
Year Year Year
two three four
P
P
P
25
Wodonga Council Plan 2013-2014 to 2016-2017
How we will
achieve it (our
strategies)
What we will do (our key
priority activities)
When we will do it (our
targets)
Effectively lobby
and advocate to
State and Federal
governments,
peak bodies and
other authorities.
Continue participation in Regional
Cities Victoria and Regional Capitals
Australia to secure both State and
Federal governments’ focus on
regional cities.
Attend 75 per cent of scheduled
RCV and RCA meetings during the
life of the council plan.
Effectively lobby
and advocate to
State and Federal
governments,
peak bodies and
other authorities.
Foster and develop a stonger
Meet with Defence personnel
relationship and understanding of the every six months during the life of
key challenges and opportunities from the council plan.
the city’s Defence population.
Deliver council
services with a
strong customer
focus.
Develop a customer focus strategy for Strategy presented to Executive
the delivery of outcomes and services by June, 2014.
to the community.
Practice
responsible
financial
management.
Provide council services and projects
with a strong financial planning
framework.
Strategic Resource Plan updated
and reviewed in line with best
practice throughout the life of the
plan.
Review and enhance our financial
management and reporting system to
ensure relevant and timely financial
advice.
Strategic Resource Plan updated
and reviewed in line with best
practice throughout the life of the
plan.
Continue to promote the
opportunities to do business with
the council to local suppliers and
businesses.
Develop a contracts and tendering
plan which highlights to local
businesses the contracting and
service provision opportunities
with the council by June, 2015.
Finalise the implementation of the
Hansen corporate asset system to
progressively gather asset condition
information.
Asset system budgeted for and
introduced by June, 2015.
Review and
maintain an
asset
management
system to
improve and
enhance the
council’s assets.
26
Continue participation in Regional
Cities Victoria and Regional Capitals
Australia to secure both State and
Federal governments’ focus on
regional cities.
Year
one
Attend at least 75 per cent of
scheduled RCV and RCA meetings
during the life of the council plan.
P
Year Year Year
two three four
Practice good
governance,
act with
transparency and
integrity in our
decision-making.
Develop a corporate governance
framework for use across the
organisation.
Report provided to executive by
June, 2015.
Ensure our
workforce is
engaged, healthy
and responsive to
the community.
Develop an Organisational Plan which
responds to the council and
community‘s vision for Wodonga.
(KSA)
Organisational Plan presented to
councillors by June, 2014.
P
Strategic objective: We are innovative, responsive and responsible in the way we conduct
business
How will we know
our strategies
are working: (our
strategic indicators)
Achieve a target of 70 per cent community satisfaction over the life of the plan with
community engagement and communication.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year with 70 per cent being the target at the end of the council plan.
Achieve a target of 65 per cent community satisfaction over the life of the plan with civic
pride.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year with 65 per cent being the target at the end of the council plan.
Increase of five per cent each year over life of the plan in the number of people engaging with
the council using digital media.
Source: User statistics from website and social media tools used by the council.
Achieve a target of 65 per cent community satisfaction over the life of the plan for council’s
lobbying efforts.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year, with 65 per cent being the target at the end of the council plan.
Achieve 70 per cent community satisfaction with the direction and leadership of the
organisation.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year, with 70 per cent being the target at the end of the council plan.
Achieve a target of 70 per cent community satisfaction over the life of the plan with customer
interaction.
Source: Conduct a community survey annually during the life of the plan and average a two per cent
increase each year, with 70 per cent being the target at the end of the council plan.
27
Wodonga Council Plan 2013-2014 to 2016-2017
Contacting council
The council offices are located at 104 Hovell St, Wodonga
Office hours:
8.30am to 5pm, Monday to Friday
Postal address:
PO Box 923,
Wodonga,
Victoria, 3690
Our contact numbers are:
Phone: (02) 6022 9300
Fax: (02) 6022 9322
Email:
info@wodonga.vic.gov.au
Website:
wodonga.vic.gov.au
Follow us
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