CEO's message

Most mornings, you’ll find me out walking, taking in the streets, the river, the parks and the people getting on with their day. I’ve walked through the Botanic Gardens, explored the Albury Riverside Precinct and watched the sun come up over Lavington. There’s something about walking a city that you simply can’t get from a briefing paper. You see what’s working, what matters to people and where there are opportunities to do things better. You start to understand the heartbeat of a place. And I’m keen to understand Albury. As a proud Barkindji man from Bourke, I know the importance of regional communities and the strength that comes from people having a genuine connection to where they live. I’ve spent more than 30 years working across local government, State Government and the private sector, including more than 20 years in senior local government roles. I’ve led organisations through reform and change, managed complex operations and infrastructure, worked through difficult financial and governance challenges, and — perhaps most importantly — learned that good leadership in public service ultimately comes down to people. It’s about the people who use our services, people who deliver them, and people who invest in, build and do business with our city. People who simply want to know that their Council is listening and doing what it says it will do. That’s the kind of CEO I want to be. My focus at AlburyCity will be straightforward: strong finances, efficient and effective services, and trusted relationships. We need to make sure Council is financially sustainable for the long term, with a clear understanding of where every dollar is going and where it can make the greatest difference. We need to keep improving the services people rely on every day — making them accessible, responsive and focused on what our community actually needs. We need to build strong, genuine relationships. That means listening to community, working collaboratively with Councillors and staff, and engaging with businesses, industry, community organisations, neighbouring councils, government partners and other stakeholder groups. I want to be visible and accessible. I want to get out from behind the desk and understand what’s happening at the services level — in our neighbourhoods, facilities, workplaces and community organisations. My experience has taught me that sustainable change doesn’t happen because someone writes a good strategy. It happens when people understand why change is needed, have a voice in how it happens, and then work together to deliver it. There will be challenges ahead. I’m under no illusions about that. But challenges also create opportunities — to sharpen our focus, improve the way we work and make sure AlburyCity is positioned to thrive for many years to come. I’m also a big believer in perspective and balance. Outside work, life is busy with three teenagers, a blue heeler and all the usual chaos that comes with family life. It keeps me grounded, and reminds me that councils are ultimately about making everyday life better for real people. I’m looking forward to meeting many more of you in the months ahead. If you see me out walking, please say hello. Tell me what you love about Albury, tell me what you think we could do better, and tell me what you want this city to become. I’m here to listen, to lead and to make a positive mark in all the right ways. Most of all, I’m here because I believe deeply in the value of regional communities and in what we can achieve when people pull in the same direction. It’s a privilege to be AlburyCity’s CEO. Let’s get moving. Jason R Gordon Chief Executive Officer AlburyCity 

The recruitment process for a permanent CEO will continue in my absence. This feels like an appropriate moment to reflect on the progress we’ve made together, and acknowledge the significant contribution of Councillors and people across Council.I arrived at a time when Council was already doing a lot of work to understand and respond to its financial challenges. Over the past six months, I've had the opportunity to help build on that work and see the organisation really focus on where we can improve, where we can find efficiencies and how we can make the best use of the resources available to us. And we've made some good progress.When we started this work, Council's projected FY26 General Fund deficit was more than $22 million. Today, that projection is $18.9 million - an improvement of more than $3 million, and there is some optimism that position could improve further.We've also identified and started progressing around $3.3 million in savings opportunities, with $1.6 million in ongoing savings now built into the budget.That's a significant amount of work, and it's the result of Our People across Council looking closely at what we do and asking how we can do it better.But financial sustainability isn't something you fix once and then move on from. There is more work to do.The next phase is about consolidating the savings identified, looking for further efficiencies, considering opportunities to strengthen Council's revenue base and making sure growth is appropriately funded.Council will also consider what it’s heard from the community through the recent consultation on its financial position and a potential Special Rate Variation, with that feedback helping inform the decisions ahead.Some of those decisions will be challenging, but I think we've demonstrated over the past six months that Council is prepared to have those conversations and do the work required.And that's important because maintaining the status quo isn't a long-term solution.If we don't continue to address the underlying financial challenges, they become harder to resolve over time.The decisions made now are about putting Council in a stronger position and giving future Councils more choices about how they invest in and support this community.And I've also seen how difficult some of these conversations can be when we look at the cost of individual facilities and services.It's completely reasonable for our community to ask questions about what things cost and how Council is spending its money. But we also need to look at the bigger picture. A facility might not be used by everyone, but that doesn't mean it isn't valuable to the community or to the character and liveability of the city.Financial sustainability also means understanding the cost, understanding the value and making informed choices about what the community can sustainably support, now and into the future.That's the balance Council needs to find - being disciplined about how it spends public money while recognising the broader value that Council's services and facilities bring to the community.One of the things I'll take away from my time here is the commitment I've seen right across Council.I've seen Our People willing to look at how things are done, challenge assumptions and continually seek opportunities to improve. There's a lot to be proud of in that.There’s still more to do, but I leave knowing that good foundations have been put in place and that there is a clear body of work to continue.I'd like to thank the Councillors, Our People across Council and the community for welcoming me to Albury and for the opportunity to contribute over the past six months.It's been a privilege to be part of AlburyCity.Steve McGrath Interim Chief Executive OfficerAlburyCity

It’s evident the organisation still has work to do to rebuild long-term financial sustainability. That reality has shaped every element of the Draft Budget 2026–2027, along with the Draft Delivery Program and Operational Plan, and Long-Term Financial Plan.This is not about stretching beyond capacity or promising what cannot be delivered. It is being honest about what is possible, focusing on what matters most, and delivering essential services in a way that is responsible and sustainable.It also means accepting that not everything can progress at once.We are now moving more deliberately toward asset renewal and consolidating what we already have. In practical terms, this is about maintaining existing infrastructure properly and prioritising long-term value over expansion.Alongside day-to-day service delivery, the focus becomes straightforward: doing fewer things well and ensuring what we rely on today remains fit for purpose tomorrow.For the leadership team, operational efficiency and financial sustainability remain central. A General Fund deficit in the order of $18–$20 million cannot be addressed quickly. It requires disciplined planning, consistent delivery and sustained effort over time. There is no single lever that resolves it.It also requires ongoing engagement with both the community and our workforce. These decisions don’t sit in isolation; they shape how services are experienced and delivered.During the draft budget exhibition period, there will be opportunities for the community to hear directly from us. I encourage your participation. These conversations help clarify priorities and strengthen final decisions.There has also been commentary about a potential Special Rate Variation (SRV). To be clear, there is no SRV proposed for the 2026–2027 financial year.However, long-term financial planning requires us to consider all options. Council is currently assessing a range of measures to support sustainability and will consult with the community in coming months on a number of matters, including the potential for an SRV from 2027–2028.Council’s financial picture is improving, but not resolved. The General Fund deficit has reduced from $27 million in 2024/25 to $20.4 million in the current year, and is forecast at $18 million next year. While this direction is positive, structural pressures remain.Costs continue to rise faster than revenue, particularly asset renewal costs which are increasing at around 7% annually, compared with rate income growth of around 3.9%. This is the core challenge we are managing.For 2026–2027, ordinary rates are proposed to increase by 3.6%, in line with the rate peg. For an average household, that’s around $1.04 per week, or approximately $3.79 per week when water, wastewater and waste charges are included. These figures reflect the real cost of maintaining services at current standards.At the same time, investment continues in essential infrastructure, particularly water and sewer systems in growth areas such as Thurgoona–Wirlinga. These are foundational assets that will serve the community for decades.The draft budget is now on public exhibition, with submissions closing Friday 22 May. I encourage you to take the time to read it, consider it carefully and respond. Your input directly shapes the final outcome.You can access the budget documents, provide feedback and learn about the upcoming community presentations via the Engaging Albury website.This is a period of disciplined decision-making. The aim is to protect essential services, invest where it matters most and ensure today’s choices do not limit tomorrow’s options.Steve McGrath Interim CEO, AlburyCity

While attendance at some sessions has been modest, the conversations themselves have been thoughtful, informed and constructive. People have asked important questions, challenged assumptions and genuinely engaged about the future direction of Albury.That’s exactly what these sessions are for.We’ve continued to encourage residents to make formal submissions where they feel strongly about particular issues, because community feedback genuinely matters in shaping Council’s decisions.One thing people have appreciated is honesty.The reality is simple: you can’t expect change if nothing changes.Like many households, Council is facing increasing costs across almost every area of operation. In the short term, households might rely on savings to manage rising expenses. Councils can do something similar through what we call working funds — but neither option is sustainable forever.Eventually, the money runs out.Right now, AlburyCity’s operating expenses are greater than our operating revenue. That means we need to continue looking carefully at how we operate, where we can improve efficiency, the services we provide, and how we fund those services into the future.Unlike businesses or other levels of government, councils have limited options when it comes to raising revenue. Over the past two decades, operating grants and external contributions have steadily declined, placing greater pressure on rates as a primary funding source.At the same time, cost shifting from other levels of government continues to place additional strain on councils across NSW.The latest Local Government NSW survey found that cost shifting equates to around $490 for every annual rates notice issued. That’s funding which could otherwise support local roads, community facilities, infrastructure renewal and essential services for our growing city.While the Draft Budget 2026/27 currently forecasts a deficit of around $18 million in the General Fund, this is still a substantial improvement on the 2024/25 result and the projection for the current financial year. There has been significant work undertaken over the past six to eight months to improve Council’s financial position, and that work continues every day.Already, a further $1.5 million in efficiencies has been identified through the process initiated following Council’s 16 March resolution. Those measures will be considered by Council, alongside further work examining service levels, operational efficiencies and how we ensure we are delivering the right services at the right level for our community.There is no overnight solution to the challenges that have developed over many years. But there is a clear commitment to making responsible decisions that strengthen Albury’s long-term future.There are still opportunities for the community to be involved in the conversation, including the upcoming Draft Budget information session at our AlburyCity Offices on Thursday 21 May at 5:30pm.Community feedback on the Draft Budget also remains open online until Friday 22 May.I encourage everyone to take the opportunity to have their say, because this conversation is ultimately about shaping the future of Albury together.Steve McGrathAlburyCity Interim CEO

This body of work has now been considered by our elected Council and adopted in broad terms to move forward. This work brings together independent advice and direct feedback from our community, along with a deeper internal examination of our service delivery, and it provides the foundations to strengthen Council’s financial position over time.At its core, this is about focus. We recently asked what matters most to you, and the response was clear: well-maintained roads, cared-for parks and gardens, clean public spaces, and safe, accessible footpaths. These are fundamental to a liveable city, and they will continue to help guide our decisions.Importantly, the community also recognises the need for trade-offs to support long-term sustainability. There is an understanding that maintaining essential assets must come first, along with support for additional investment where it is clearly directed toward protecting core infrastructure.At the same time, we need to be clear about the challenge ahead.The cost of delivering services is rising faster than revenue. Addressing that gap requires deliberate choices, careful planning, and a willingness to rethink how we operate.This next phase of work is critical.We will continue to examine how we operate, identify efficiencies and look for better ways to deliver the services our community relies on. Some changes will be straightforward. Others will take time. All of them will require discipline and focus.Just as importantly, they will require conversation.Experience shows that when we take the time to engage properly - when we listen, test ideas, and bring people with us - we make better decisions. That applies equally to our community and to our organisation.There are a range of interests to balance - community expectations, service levels, workforce considerations and long-term financial sustainability. These need to be carefully weighed. While there are no simple answers, there is a clear responsibility to work through these issues in a considered and transparent way.Our role is to provide clear and evidence-based advice, informed by the community, to support decision-making. Those decisions ultimately rest with the elected Council.The next step will be the presentation of the Draft Budget and Four-Year Delivery Program to the April Council meeting. These documents will outline how we respond to the challenges while maintaining focus on the services that matter most.The work ahead is significant, but it is also an opportunity - to reset, to refocus and to ensure we are delivering what matters most, in a way that is sustainable for the long term.Steve McGrathInterim CEO, AlburyCity

I’m here to ensure Council continues to deliver for the community, build on the city’s momentum and guide the organisation with purpose during this transitional period.Albury is thriving. People are choosing to make this city their home, drawn by lifestyle, opportunity and the unique character that makes Albury so special. Strong regional growth, rising housing and construction activity, and ongoing plans for future infrastructure show a city ready to build on its momentum and deliver real benefits for the whole community.I bring more than 45 years of experience in local government, including 32 years as a General Manager (CEO). I’ve led councils through complex transitions, including guiding Cootamundra-Gundagai through the challenges of demerger preparation. Across these roles, my focus has been on strengthening communities, improving services and energising teams to deliver tangible results.Like many councils across New South Wales, Albury is navigating rising costs while continuing to deliver for the community. We’re taking a fresh, strategic look at how the city operates to ensure Albury stays strong and sustainable for the long term - finding smarter ways to deliver services, invest in projects and create opportunities for residents and businesses today and tomorrow.Council has clear priorities for the year ahead: delivering the FY27 budget and advancing projects outlined in the Four-Year Delivery Plan, updated annually to respond to new opportunities, community needs and progress on existing initiatives. Alongside this, we’re exploring opportunities to improve efficiency and strengthen the organisation, ensuring every decision supports a thriving, resilient city.AlburyCity is taking a strategic approach to secure the city’s long-term financial sustainability. Strong work has already been undertaken to understand the situation and explore future options. The recent AlburyCity Services: What’s Important to You? survey is an important part of this process. Survey outcomes and recommendations will first be considered by Council and then shared with the community in the coming weeks, ensuring engagement is meaningful, transparent and focused on achieving long-term benefits before any decisions are made.Delivering core services – from roads and public spaces to water and sewer infrastructure – lays the foundation for growth. Building on this, Council can continue enhancing the city’s services, amenities and opportunities so everyone benefits from Albury’s momentum.Albury is full of potential. Together, we can keep the city moving, meet the needs of our growing community and seize the opportunities ahead. I’m excited to be part of this journey, working closely with Council, Our People and the community to ensure the city remains vibrant, resilient and ready for what lies ahead.Steve McGrathInterim CEO, AlburyCity

While Albury has not been directly impacted by fire, these events are a timely reminder that natural hazards do not recognise borders and that regional communities are closely connected by geography, infrastructure, economies and people.Extreme weather is not new to our part of the world. What is increasingly evident, however, is the variety and intensity of conditions communities must be prepared for within a short period of time. Heat, heavy rainfall, flash flooding and bushfire risk each place different pressures on a city and require careful planning, rather than a reliance on response once conditions escalate. For AlburyCity, preparedness is not a seasonal exercise. It is a core part of how we plan, invest and operate throughout the year.Recent flash flooding in parts of Albury is a clear example of this challenge. Short, intense rainfall events tested existing drainage and stormwater infrastructure. While these networks are maintained and upgraded on an ongoing basis, no system can eliminate flooding risk entirely. Events like this reinforce the importance of long-term planning and careful prioritisation of investment to strengthen infrastructure performance under extreme conditions.Extreme heat presents its own set of pressures. Prolonged hot weather affects roads, public buildings and open spaces, influences how and when outdoor work can be safely undertaken, and increases demand on energy and water systems. It also has direct impacts on health and wellbeing, particularly for older residents, young children and people with existing health conditions. Even when bushfires occur some distance away, smoke and degraded air quality can affect daily life, outdoor activities and community events.Bushfires also have broader regional impacts that extend beyond immediate emergency response. They can disrupt forestry operations, affect seasonal workers and flow-on employment, and create uncertainty for businesses and investors. These economic impacts are often felt well after fire fronts are contained and are an important consideration for regional centres like Albury that rely on strong cross-border connections.Council’s role in extreme weather is not limited to emergency management. While we work closely with NSW emergency services and neighbouring councils to ensure clear communication and coordination during periods of heightened risk, much of our responsibility sits earlier in the planning cycle. This includes ensuring infrastructure is designed and maintained to perform under stress, that public spaces provide shade and cooling where possible, and that planning decisions support a city that can function safely during a range of extreme conditions.Urban tree canopy, shaded play spaces, water-sensitive design, drainage capacity and the materials used in buildings all influence how extreme weather is experienced locally. These considerations are increasingly embedded in how Council plans new projects and renews existing assets.At the same time, preparedness must be balanced with financial sustainability. Council is responsible for making careful decisions about where and when investment occurs. Strengthening resilience to extreme weather requires long-term planning, prioritisation and disciplined budgeting. Finding the right balance between meeting immediate needs, maintaining existing assets and preparing for future conditions is one of the most complex challenges facing local government.There are also moments when practical, short-term measures are appropriate. With extreme heat across the region, Council offered $5 family swims at all Albury Wodonga Aquatic Facilities sites from 7 to 9 January, providing an affordable and accessible way for families to stay cool and safe during peak heat conditions, while making use of existing community infrastructure.Council also has a responsibility to ensure our workforce can operate safely during extreme conditions. This includes adjusting work practices during heatwaves or severe weather, reviewing service delivery on high-risk days, and supporting staff who are often working outdoors or responding to changing conditions.For the broader community, extreme weather events are a reminder of the importance of patience, kindness and shared responsibility. During emergencies and recovery periods, emergency services and support agencies are working under significant pressure to respond and assist as quickly as possible. Understanding this, staying informed through official channels and supporting one another, particularly those who may be more vulnerable, makes a meaningful difference.Looking ahead, the lessons from recent events will continue to inform Council’s planning and investment decisions. While no city can remove risk entirely, we can reduce impacts through careful design, strong partnerships and realistic long-term thinking. Extreme weather is part of our regional reality, and preparing for it requires consistency rather than short-term fixes.As a Council, our focus remains on planning for the city we have today while preparing responsibly for the conditions we are likely to face in the years ahead. Extreme weather reinforces why sound planning, strong partnerships and an informed community are central to Albury’s future.Gael Evans-BarrAlburyCity Acting CEO

Set alongside the Murray River and surrounded by open space, walking trails and places that bring people together, our city offers something increasingly rare: the ability to slow down, reconnect and spend meaningful time with those we care about. While the cost of living continues to rise and budgets are under pressure everywhere, many of the things that matter most here remain free - time outdoors, shared moments with family and friends, and a strong sense of community.This has been a challenging year for Council. Our People have worked hard to continue delivering services, maintaining infrastructure and supporting our community in an environment of rising costs and constrained funding. I want to sincerely thank our staff for their commitment, professionalism and resilience.Like households across our region, Council must make careful decisions about priorities and spending. Our focus is firmly on building a sustainable financial future while continuing to deliver what our community values most. That work is not simple, but it is necessary.The AlburyCity Services – What’s Important to You? Have Your Say consultation, open until 9 January, is a critical part of this process. Input from our community will help guide a detailed review of Council’s services, aiming to:identify achievable and prioritised changesimprove long-term financial sustainabilitymaintain core services valued by the communityThis process explores options such as improving operational efficiency, increasing cost recovery where appropriate, forming commercial or community partnerships, and reducing duplication where services are provided elsewhere. Getting this right depends on listening carefully to our community, and I strongly encourage everyone to take part.Sustainable growth relies on having the right infrastructure in place. Council is undertaking long-term planning to ensure essential services keep pace with population growth, demand and community expectations, forming part of our long-term commitment to Securing Albury’s Future – Together and supporting informed decision-making as we navigate the twin challenges of ageing infrastructure and a growing population.There is also increasing national attention on the pressures facing local government. Two current parliamentary inquiries - one examining local government sustainability and another focused on responsibilities and funding - reflect what councils across Australia are experiencing: rising expectations, cost shifting and funding arrangements that have not kept pace. These conversations matter, and Council will continue to advocate strongly on behalf of our community.Our purpose remains clear: to deliver for the people of Albury. While this is becoming more difficult, our commitment has not changed. We are working hard to manage risk, prioritise carefully and avoid unnecessary increases wherever possible, while still planning responsibly for the future.As the year draws to a close, I hope everyone can take time to enjoy what makes this place special - the river, the parks and the shared spaces that quietly shape daily life here.It is there in the Albury Botanic Gardens, where generations have wandered shaded paths, children have discovered hidden corners and time seems to move a little more slowly beneath mature trees. It is there in the Murray River, steady and familiar, offering space to walk, reflect or simply sit and watch the light change. These are places that cost nothing to enjoy, yet give so much back.It is also there in our cultural life. Our libraries, galleries and community spaces reflect a city that values learning, expression and inclusion. They remind us that culture is not an extra; it is part of what makes a community resilient.These natural and cultural assets are not incidental. They are central to why people choose to live here, raise families here and stay connected to this place. Protecting them, while managing growth and financial pressure responsibly, is part of the task ahead.As we move into 2026, I encourage everyone to take time to enjoy what surrounds us, to spend time with loved ones, and to have your say on the services and priorities that matter most.On behalf of Council, I wish you a safe and restful Christmas and a very happy New Year.We look forward to working with our community in 2026 to get the priorities right and to ensure Albury remains a great place to live and work now, and into the future.Bridgett LeopoldAlburyCity Acting CEO

While broader economic headwinds continue to challenge regional and national growth, the latest Albury Economic Indicators Report – November 2025 shows an economy that continues to expand, diversify and demonstrate its relative strength when benchmarked against other major regional centres.Much like cranes that lift a project from foundations to form, our economic indicators show the city rising through consistent investment, population growth and a broadening industry base.Construction remains a clear signal of confidence. Residential and commercial activity has held firm, supported by ongoing investment and policy settings designed to encourage development. Over FY2025, 909 Construction and Complying Development Certificates were issued with a total value of $278.9 million — a 3.6 per cent rise on the previous 12-month period. Development Applications also remained strong, with 533 assessed, carrying a combined value of $338 million.This financial year to date, 370 Construction and Complying Development Certificates valued at a combined $97.5 million have been issued, and 190 Development Applications have been received, valued at $52.2 million. These figures demonstrate sustained interest from investors, home builders and businesses. They also reflect the work underway to review our planning policies to support well-managed growth.Affordability remains a distinguishing feature of our property market. The median house price in 2024/25 was $610,000 – modest growth over the year, yet around 20 per cent below the regional NSW average. This competitive position continues to attract buyers and support population growth, reinforcing the foundation on which long-term residential development stands.Behind these results is a diverse and resilient local economy. Our Gross Regional Product reached $5.25 billion in June 2024, growing 4.7 per cent in a year and 32 per cent over the past five years. Across both cities, the Albury–Wodonga economy generated $9.64 billion and supported nearly 54,000 jobs, including more than 31,000 in Albury. Health care, construction, public administration, education and manufacturing continue to form the backbone of the region. Half of Albury’s economic value comes from health care and social assistance, real estate, construction and public administration. These sectors provide the structural supports - our economic scaffolding - that enable sustained expansion.Business performance remains stable, even as businesses across the state and nation navigate challenging conditions. Albury is now home to 5,218 businesses – up 1.8 per cent over the year and 13 per cent since 2018/19. One in five operate in construction, with strong representation across real estate, professional services and health care. These numbers highlight a city driven by small enterprises and sole proprietors who underpin jobs and investment.Population growth has remained consistent. As at June 2024, Albury’s population reached 58,317, growing 1.4 per cent over the year. Albury–Wodonga is now home to 103,141 people and is growing faster than both regional NSW and regional Victoria. Our demographic profile shows a strong working-age base, with the 25–34 year cohort the largest, supporting a capable labour force.The work of Council remains anchored in Towards Albury 2050 and our purpose, vision and values. We are focused on shaping a nationally significant regional city - one that grows sustainably, attracts investment and supports employment. As part of this commitment, we are progressing with a review to ensure long-term financial sustainability. This is essential as we plan for major capital projects, maintain existing assets and support a population expected to approach 70,000 within a decade. This financial work is similar to reinforcing the base of a crane: it ensures we have the stability and capability to lift the projects and services our community expects.Funding growth is a shared responsibility. The scale of investment required cannot fall to ratepayers alone. It depends on a coordinated effort between Council, developers, state and federal governments. Earlier newsletters have touched on this challenge and the Economic Indicators Report reinforces why these partnerships matter.Looking ahead 10 years, I see an Albury that continues to grow steadily, supported by strong residential development, a well-balanced rate base and a financial framework capable of meeting the community’s expectations for services and facilities. The combined strength of Albury–Wodonga will continue to position the region as a powerhouse economy.Our major projects reflect this long-term thinking. The recent ginkgo tree project in the Albury Botanic Gardens is a generational investment in a public place that will define the city for decades. The Lauren Jackson Sports Centre and the Thurgoona Link Road will strengthen our recreation, transport and regional connectivity. These projects are the visible signs of progress.The Economic Indicators Report plays a central role in this work. It provides clear, accessible data on industries, businesses, population, demographics, development and the property market. It equips investors, businesses and the community with reliable insights and supports advocacy, planning and investment attraction. It also benchmarks Albury against major regional centres in New South Wales, Victoria and Queensland, reinforcing where we stand and where opportunities exist.The results for 2025 show a city that continues to grow, adapt and maintain momentum despite broader economic pressures. They also confirm the strength and capability of our community, workforce and business sector. With careful planning and shared commitment, Albury is positioned to build on this foundation and continue the steady, measured progress across the city.You can view the full report here: Albury Economic Indicators Report – November 2025

Rising costs and growing demand for services mean Council must adapt – finding more efficient ways to operate while continuing to meet the expectations of our community.Our objective is clear: to identify around $20 million in potential operating savings over the next two years and return to a balanced budget by 2027/28. Achieving this will put us in a stronger financial position to keep delivering quality services for our community, without the need to increase rates beyond the standard annual adjustment.This planning process, which forms part of Council’s broader Service Excellence Program, isn’t unique to AlburyCity - many councils across Australia are reviewing their services and revenue settings in the same way. Like any organisation, it’s a normal part of good management to pause, take stock and make sure we’re operating efficiently, sustainably and in line with what our community values most.Since August, we’ve been working with Morrison Low Advisory to review our services and identify opportunities to either increase revenue or reduce expenditure.We’ve identified a wide range of potential opportunities that now need to be assessed for their financial, operational and community impacts. This next stage of work will ensure we fully understand what each option might mean before any decisions are made.The aim is to have a clearer way forward by early next year, ready for community consultation in January–February through surveys, the Engaging Albury Have Your Say platform and wider community conversations.Ultimately, this project is about informed, transparent decision-making, ensuring our services remain aligned with community needs while securing our financial future.We are a major regional hub with a footprint of around 300,000 people and AlburyCity provides services that extend well beyond our local government area - including the Albury Airport, Albury Waste Management Centre and Albury Animal Care Centre.We need to think strategically about how we can better recover the costs of providing regional services and attract additional funding from users and partners beyond our boundaries. We will also continue to advocate for increased state and federal support through financial assistance grants.To complement this work, Council has also commissioned an independent audit of our current and future budgets. Conducted by Crowe, a respected leading financial advisory firm with a long term presence in Albury, the audit will review how well our budget aligns with our strategic goals and identify any inefficiencies or risks.The audit has recently commenced, with findings expected to be presented to Council in February 2026.Together, these initiatives represent a major step towards a financially sustainable AlburyCity - one that remains responsive, accountable and community-focused.Frank ZaknichAlburyCity Chief Executive Officer

The attraction is clear. Albury offers affordability, opportunity and liveability that continues to draw families, professionals and businesses seeking a better balance. This growth creates real opportunities for our community – including more housing, more businesses and more services supporting jobs, investment and the diverse lifestyle that makes Albury such a great place to live.The numbers tell the story. Over the past financial year:Residential construction certificates rose 7.6 per cent, valued at $97.7 million.Non-residential construction certificates doubled, to $60.7 million.Our Gross Regional Product reached $5.26 billion (as at July 2024), up 4.58 per cent on the previous year.Housing affordability remains a strong advantage. At $600,000, Albury’s median dwelling price is less than half that of Sydney and well below Melbourne. Vacant land also presents opportunities, with a median price of $210,000. Yet our rental vacancy rate is just 1.0 per cent, among the lowest in the state, highlighting the pressure to increase supply.Albury is rapidly growing. The city has sustained a population growth of more than 1.5 per cent annually for the past five years, with projections indicating an ongoing increase of around 1,000 people (or 400 dwellings) per year. This sustained growth reinforces the need for strategic planning to ensure infrastructure and services keep pace.The very factors that make Albury attractive depend on the capacity of our core services to keep pace. That’s why AlburyCity has adopted comprehensive Water and Wastewater Master Plans, providing a clear roadmap for the city’s water security, wastewater management and long-term sustainability. These plans support the city’s largest investment in essential infrastructure in its history, ensuring we can unlock housing opportunities to meet the needs of both current and future residents.Key documents shaping Albury’s growth and future-proofing essential infrastructure also include the Albury Social Infrastructure Strategy and the revised Thurgoona Wirlinga Precinct Structure Plan. Together, they provide a structured approach to land use and infrastructure planning and will guide the city’s development over the next 20 to 50 years.Further areas of focus include working with other levels of government to ensure essential infrastructure keeps pace with growth. While the State Government is responsible for services such as hospitals, major roads and schools, it is Council that must deliver the supporting infrastructure that makes these facilities work for the community, from local roads and footpaths to water, wastewater and other critical connections.Balancing this growth during times of financial sustainability and cost-of-living pressures is key. Like many households and businesses in our community, Council is not immune to these pressures. We have finite resources, and we must carefully prioritise spending to ensure essential services continue to meet demand while maintaining fiscal responsibility. It requires careful planning, collaboration with government and the private sector, and a community-wide understanding of the opportunities and constraints we face.Albury’s story is one of momentum. With strong migration, steady investment, and a community that values both progress and liveability, we have much to be optimistic about. But we must ensure the services that underpin daily life, such as water, housing, transport, education and wellbeing, continue to evolve alongside the city we are becoming. That balance is where our focus lies.You can access Regional Australia Institute’s June Quarter Regional Movers Index (RMI) here.Bridgett LeopoldAlburyCity Acting Chief Executive Officer

Financial sustainability is not a slogan; it is the new reality in which everyone operates. That reality is shaped by rising costs, growing demand for services, and a population forecast to increase from around 59,000 to over 77,000 by 2046. These pressures require strategic planning, considered choices and ongoing discipline.The 2025/26 Budget reflects this balance of ambition with pragmatism, continuing our investment in core services and infrastructure while making adjustments necessary to maintain our financial footing. Some decisions were not easy, but they were essential. They acknowledge both the limits of our revenue base – with rates accounting for less than half of Council’s income – and the broader economic environment in which we operate.Adopting a budget doesn’t mean the hard work stops. In many ways, it accelerates. Our attention is now on putting these plans into practice, continuing to review services for efficiency and improvement, and preparing for the next budget cycle. Between now and the end of the calendar year, service reviews, external audits and organisational planning will help inform (with community, employee and Councillor input) our Council’s future decisions. We will be looking hard at how we operate, where we can find efficiencies, and how we can continue to deliver value for our community within the constraints of the rate peg and limited funding growth.We are serious about being a financially sustainable organisation for a growing city. This work is essential to ensure we can continue providing the services our community expects – services that cannot be taken for granted. We know the cost of living is front of mind for many households. Council is not immune to the same pressures. Financial sustainability means living within our means so we can continue to deliver for our community into the future.That’s why we engage regularly with our community – not only through the formal submission process but through tools like the biennial Community Satisfaction Survey and interim pulse checks. These help us understand what matters most to our residents, whether expectations are being met, and where adjustments are required. Micromex will shortly undertake this year’s pulse check, providing an opportunity to test our direction against community sentiment.Population growth brings change, and change demands careful planning. The adopted budget and Four Year Delivery Program 2025-2029 outline $380M in proposed works, supported by $94M in capital income, to enhance Albury’s liveability, strengthen infrastructure and maintain essential services. Projects like the Waterview Stage 2 Wastewater Treatment Plant, the Thurgoona Link Road, the Lavington Swim Centre project and the Albury Entertainment Centre convention wing are not just investments in infrastructure – they are investments in the city’s future prosperity, resilience and amenity.As we move forward, Council will continue to seek further community input and maintain transparency in how we allocate resources. Not every project can be funded at once, but the decisions we make are grounded in clear priorities, sound planning and the goal of delivering public value.Financial sustainability isn’t achieved in a single budget. It requires ongoing effort, clear-eyed assessments of what we do and how we do it, and an unrelenting focus on aligning our resources to our community’s most pressing needs. That work continues – today, tomorrow and through every future budget we prepare.Frank ZaknichAlburyCity CEO

This has been a year of action, backed by community input, clear direction and significant investment.Through strong planning, advocacy and delivery, we’ve taken major steps to future-proof our infrastructure, support our growing population, and protect the lifestyle and environment that make Albury unique.Planning for Albury’s futureGrowth demands preparation. That’s why we’ve focused on laying the foundations for long-term infrastructure and service delivery. Through the adoption of several key strategic plans, we’re now working to ensure Albury is ready - not just for the next few years, but for the next 30, guided by a unifying commitment: Securing Albury’s Future – Together.Our draft Water and Wastewater Master Plans, currently on exhibition, map out a $400 million investment to upgrade essential networks, including acquisition of land in Albury’s north for a new treatment facility.The draft Social Infrastructure Strategy provides a roadmap for improving access to community hubs, open space and services as our population expands.An updated Thurgoona Wirlinga Precinct Structure Plan guides growth across 4,590 hectares, preparing for up to 50,000 additional residents by 2060.Our broader suite of precinct planning and growth area modelling will help guide nearly $1 billion in infrastructure investment over the coming decades.Delivering infrastructure that mattersIn 2024–25, Council adopted a $190 million budget - including $65 million for capital works. We advanced or completed a range of major infrastructure projects that support community use, boost economic activity and enhance public amenity.Highlights since July 2024 include:Lauren Jackson Sports Centre Stage 1 upgrade: $15.2 million to expand the city’s key indoor sports and events venue.Albury Entertainment Centre convention wing redevelopment: Backed by $25 million in state and federal funding, now progressing through detailed design.Fredericks Park upgrade: $2.2 million to revitalise a key urban park with improved play, seating and landscape features.Wonga Wetlands Visitor Education and Experience Centre: $6 million to boost environmental education and eco-tourism.WWII Memorial Bowl: $2 million to preserve and enhance this important memorial site.Airport taxiway extensions: extending Taxiways Charlie and Alpha to improve efficiency and safety at Albury Airport.Main Sewer Pump Station upgrade: $4.9 million contract awarded for design and construction supervision to enhance capacity and reliability.A major focus has also been the Thurgoona Link Road, a critical piece of strategic infrastructure to support the city’s fastest-growing precinct, to be delivered over 5 stages with environmental approvals and the detailed design of the project currently underway.Looking ahead, Council will consider on 23 June the proposed 2025–26 Budget to include $256 million in total investment, with $81 million allocated to infrastructure delivery, indicating a continued commitment to city-shaping projects.Community engagement and governanceThe September 2024 local government elections ushered in a new Council, with Mayor Kevin Mack and Deputy Mayor Jessica Kellahan being elected to leadership roles. Councillor and community input continues to shape our policies and initiatives.Community engagement has been pivotal in refining projects such as the redevelopment of the Lavington Swim Centre, the future planning of growth areas, and budgetary priorities to enable delivery of our financial sustainability improvement plan and service reviews. Feedback mechanisms, including surveys and public exhibitions, have ensured our plans are reflective of community aspirations.Advocating for what our region deservesHealthcare remains one of the most critical issues facing our region. While the NSW and Victorian Governments have committed $558 million to redevelop Albury Base Hospital, we have made it clear this is not enough. A staged, on-site expansion of services will not meet our region’s future healthcare needs.That’s why we’ve worked with 12 other councils, our health professionals, and community members to make the case for a new, fully-funded single-site hospital.A new hospital is not just a health investment, it’s what our growing region needs and deserves.Environmental and recreational initiativesWe have continued to prioritise environmental sustainability and recreational opportunities, including:Australia Park improvements: Community feedback has refined designs to enhance accessibility and amenities.Noreuil Park redevelopment: Further community engagement will ensure plans align with public expectations.Soft plastics recycling trial: An expansion of the successful program reflects our commitment to innovative waste management solutions.Looking ahead with confidenceAs we close this financial year, we do so with momentum.We will continue to deliver high-impact infrastructure. We will keep advocating for services that match our community’s needs. And we will continue to plan with clarity and long-term discipline.Thank you to everyone - residents, businesses, Councillors, volunteers and especially our dedicated AlburyCity team, who’ve contributed to this year of progress.Together, we are building a stronger, more connected and nationally significant regional city.Frank ZaknichAlburyCity CEO

Tracey has served the organisation with distinction for more than 18 years, drawing on a successful career spanning both public and private sectors. Her leadership has shaped many of the key initiatives that continue to enhance Albury’s liveability, economic strength and cultural vitality.From the creation of the Visit Albury Wodonga and Invest Albury Wodonga brands to her stewardship of major partnerships, tourism strategies and community infrastructure, Tracey’s contribution to the city’s growth and identity has been substantial.AlburyCity Chief Executive Officer Frank Zaknich acknowledged Tracey’s legacy, thanking her for her dedicated service to Council, the broader region and local government. Recruitment for the Deputy CEO, Business, Growth and Community position is underway.

Every year, we develop a Draft Operational Plan and Four-Year Delivery Program to map out the essential services we deliver and the infrastructure we invest in. And now, it’s your chance to help shape the direction for 2025/26 and beyond.We’re not just planning for Albury. As a regional hub serving up to 300,000 people, our work reaches far beyond city boundaries. These plans are guided by your long-term vision – Towards Albury 2050 – and they influence how we work with state and federal governments, local business, and most importantly, you, to build a vibrant, inclusive and forward-looking community on the banks of the Murray.Right now, the Draft Operational Plan, Draft Four-Year Delivery Program 2025–2029, Long-Term Financial Plan, Revenue Policy, and Resourcing Strategy, are on public exhibition – together outlining how we’ll provide service to property and people in Albury, today and into the future.This year, we’re asking the big questions:Are there services we could scale back to stay sustainable in the long term?What services matter enough that you’d pay a little more to keep or improve them?Are there things Council’s doing that you think we shouldn’t be involved in?What projects should be brought forward – even if it means an increase in rates or fees?The proposed budget totals $256 million, with $81 million in capital works and $175 million in operating services – covering everything from roads, footpaths and bridges to parks, pools, flood mitigation, water and wastewater, and community facilities.Some of the major projects proposed this year include:Thurgoona Link RoadAlbury Entertainment Centre redevelopmentLavington Swim Centre upgradeLauren Jackson Sports Centre (Stage 1)Albury Airport runway upgradesOddie’s Creek Splash ParkWonga Wetlands enhancementsA new Albury Animal Care CentreAnd we’re backing this with smart investment: Council has secured over $67 million in grants from state and federal governments to stretch our funding further.Less than half of Council’s income comes from rates and charges. The rest comes from user fees, government grants, developer contributions and investments.The proposed residential rates increase for 2025/26 is 3.8%, or $59 per year, bringing the average total to $1,606. Water and sewer charges are also proposed to increase by 8% respectively, helping fund upgrades to our essential water and wastewater infrastructure.Where does that money go?For every $100 in rates:$30 supports roads and buildings$20 goes to recreation facilities$16 helps protect the environment$13 supports community services$11 backs arts and culture$6 funds economic development$4 supports city planningHave your sayYou can share your thoughts through our Have Your Say platform or join us at one of 12 community sessions across the city, including with service clubs, business groups and open forums.Hard copies of the draft documents are available at:AlburyCity Kiewa Street OfficeLibraryMuseumLavington LibraryMake sure you have your say before 5pm on Friday 30 May. All feedback will be considered before the final draft budget goes to Council on 23 June.Let’s make sure Albury’s future reflects the things you value most.Your voice matters — get involved.

Our city is one of Australia’s fastest-growing regional cities. More than 58,500 people live in the Albury Local Government Area. By 2046, more than 78,250 people are expected to call Albury home, with much of this growth occurring in the Thurgoona catchment, where the population is forecast to double to 30,000 in this period.In place of our usual ‘Thurgoona Conversations & Planning for Growth’ section, I want to provide an overview of some longer-term city planning we’re undertaking to support sustainable growth for the people who have chosen the Albury LGA as the place they want to live, work and invest.Thurgoona Wirlinga is growing faster than any other part of our city – that’s why we’re investing in key projects and initiatives that will support the community today and lay the foundations for tomorrow’s future growth across our whole city.We’ll soon be bringing to Council the revised Draft Thurgoona-Wirlinga Precinct Structure Plan which, if endorsed by Councillors, will go on public exhibition for community feedback through our Engaging Albury website.The original Structure Plan, to guide development of Thurgoona-Wirlinga and ensure the area is well-prepared for future growth, was prepared in 2013. This revised plan takes into account your feedback on the options we’re considering, along with what you wanted to see retained or improved from the original plan. Any changes to planning policies and technical investigations which underpin the Structure Plan have also been considered.We’ve also engaged our community in conversations about the development of Thurgoona’s Commercial Precinct - our plan to create a vibrant, connected heart for this thriving area.The precinct is divided into three key areas:Precinct 1: Shuter Avenue, from and including Leahy Avenue to Thurgoona DrivePrecinct 2: Thurgoona Drive, from and including Diamond Drive to Evesham PlacePrecinct 3: Table Top Road, from and including Diamond Drive to Thurgoona DriveEarlier this year, we sought the community’s views about options for Precinct 1 and we’ll soon be consulting the community about Precincts 2 and 3.Feedback collected will help inform detailed design for all precincts to ensure we are meeting the needs and expectations of the Thurgoona community. Infrastructure upgrades will roll out over the coming years, beginning with Precinct 1.This level of growth and planning doesn’t happen in isolation. That’s why our Council has also endorsed for public exhibition our Draft Social Infrastructure Strategy - a 20-year plan to guide the delivery of vital community facilities and services across the entire Albury LGA.Built on community engagement, the strategy outlines a long-term vision that responds to population growth, demographic change, and evolving community expectations. It identifies the key strengths and challenges of our existing community facilities and public spaces and introduces four guiding principles: co-location, connectivity, multifunctionality and equitable distribution.Together, these principles will ensure we’re not just planning for infrastructure, but creating connected, inclusive and future-ready communities. We’ll be keen to hear your feedback through Engaging Albury.Thank you for being part of this journey. Your feedback and ideas continue to shape the Albury of tomorrow.

Growth often brings some challenges, as we seek to balance day-to-day delivery of the essential services our community relies upon, while remaining financially sustainable as we provide affordable infrastructure to deliver these services.To support our delivery of essential services across the city in coming years, we recently announced an exciting and crucial step in planning for the city’s projected growth with the largest land purchase in AlburyCity’s history.Under the proposed agreement, AlburyCity will secure a 777-hectare parcel of land east of the Hume Highway at Ettamogah. This landmark purchase will support the long-term planning of our water and wastewater infrastructure, reinforcing our commitment to sustainable city growth.It’s a strategic investment that aligns with Council’s recently endorsed draft AlburyCity Water and Wastewater Master Plans.They pave the way for the construction of an additional wastewater treatment plant north of the city, essential for the expected residential and industry growth of our city across the Thurgoona-Wirlinga area, and NEXUS - Ettamogah, as identified in the NSW Government’s Master Plan for our Regional Job Precinct and AlburyCity’s draft Master Plans.With Albury’s population expected to double over the next 50 years, this acquisition ensures we are proactively investing in the critical infrastructure needed to support our community’s future.Funding for this strategic acquisition comes from Council’s Wastewater (Sewer) Fund cash reserves, specifically allocated for this purpose. Future wastewater infrastructure development will be funded through a combination of:Increased revenues from the city’s growthInfrastructure contributions aligned with the Master PlansGrant funding from the NSW and Australian governmentsLoan funding aligned with Council’s debt servicing capacityThis investment follows a similar initiative in the 1990s when Council purchased degraded farmland that was transformed into the Wonga Wetlands - a nationally recognised example of wastewater reuse, biodiversity enhancement, and floodplain rejuvenation.We encourage you to review and provide feedback on the draft Water and Wastewater Master Plans, which will be publicly exhibited for six weeks alongside the Thurgoona-Wirlinga Precinct Structure Plan Update and the Social Infrastructure Strategy from late April 2025.Your input is invaluable as we work together to shape the future of our city.

Among the many channels we use to gather your feedback is our online platform, which showcases the many projects we’re undertaking at any given time and enables you to offer your feedback.However, if you’ve been on there lately, you may notice that the platform has had a facelift, with a new look that’s fresh, dynamic and inviting.But the changes we’ve made are more than cosmetic. What was ‘Have your Say’ is now ‘Engaging Albury’, a title that we feel better reflects what we’re aiming to do.The Engaging Albury brand has also been embedded into our entire consultation approach, linking our face-to-face engagements back to the platform through branded team uniforms, banners and flags, a marquee and other collateral.This strategy aims to heighten community awareness and recognition around the opportunities to engage with us and provide us with feedback.We’ve also made the platform itself more user-friendly, separating our short-term engagement opportunities, such as the Oddies Creek Splash Park, from our ongoing projects, like the East Albury Precinct Plan.There’s also a Let’s Chat page, where for a month each quarter, you can post your ideas and join the conversation on how we can further enhance Albury for the community.At the end of each month your ideas will be passed onto our teams for review. The current period closes on 28 February 2025.I highly encourage you to visit the platform and hit the Join button. By joining, you will be notified about each new opportunity to engage with us on our projects.And keep an eye out in the community for our engagement team, dressed in the Engaging Albury teal t-shirts! They are a constant presence at all our community events and are ready and willing to take on your feedback.

We enter 2025 in a healthy state, with our most recent Economic Indicators Report showing that our city continues to grow in many key areas, including gross regional product (GRP) and population.The report, presented to Council late last year, shows GRP for Albury was $5.02 billion as at June 2023, an increase of 11.8% from June 2022.The combined GRP for the Albury and Wodonga local government areas was $9.24 billion for the same period, an increase of 11.1% on the previous financial year.AlburyCity has produced the Economic Indicators Report for the past 15 years to provide an overview of the city’s economic, demographic and development indicators and trends.It is compiled from a range of sources, including the Australian Bureau of Statistics, our own construction statistics, Charles Sturt and La Trobe universities and the National Property Group.Other notable statistics in the report include:Significant increases in value-add growth in the education and training (+62%), administrative and support services (+53%) and accommodation and foods services (+40%) sectors over the previous financial year.As at June 2024, Albury’s labour force was 33,601.An average population increase of 1.3% per year in Albury since 2018, faster than the regional NSW average of 0.90%. The report projects that Albury’s population is expected to reach 72,443 by 2040.A 15.6% increase in university student enrolments across Albury and Wodonga to 4,562 in 2024.The 2023-24 value of construction for Albury was estimated at $147.2 million, 23% lower than the prior five-year average.518 construction certificates were issued in 2023-24, with residential projects (484) outweighing commercial projects (34).An 8% increase in residential property sales compared with the previous financial year, with the city recording 939 house sales with a median house price of $590,000, an increase of 7%.Importantly this report underscores the strength of Albury’s economy, which remains healthy despite disruptions in both the national and international economies.The consistent growth in our gross regional product reflects the diversity and resilience of our industries and reinforces why Albury remains one of Australia’s premier regional centres for business investment.We are also witnessing a steady increase in the number of people choosing to live in Albury, a positive sign and strong indicator of a thriving community.However, we must acknowledge the ongoing challenges of housing availability and affordability, as evidenced by a decline in residential construction and the rise in median house prices. Stay tuned for more news on how we are working hard with our key partners to improve housing availability and affordability through our Local Housing StrategyThe Economic Indicators Report is publicly available to read here.

The NSW Government’s Office of Local Government recently advised funding for 10 new positions for our organisation under the first round of its Fresh Start Program.The program funding addresses identified workforce shortages and skill gaps and aims to boost critical workforce numbers within the local government sector, with a focus on new apprentices, trainees and cadets.For us, this means active recruiting will start in January 2025 for positions including:Cadet Building SurveyingApprentice ArboricultureCadet Town PlannersTrainee Water & WastewaterApprentice Parks and GardensApprentice Civil Construction.This aligns strongly with our own Grow Our Own trainee program, in which we aim to provide young (and not so young) people the opportunity to live, learn and earn locally.Grow Our Own shares the same goal of combatting regional skills shortages in both trade and professional areas and building the capacity of  AlburyCity and our regional local government sector.I’m really looking forward to seeing recruitment begin and witnessing the new energy and ideas that inevitably follow when enthusiastic young people join an organisation like ours.In the lead-up to recruitment beginning, our people have been engaging with our local community organisations, employment agencies and schools to provide further details about these opportunities.Positions will be advertised via our website from January, or you can contact our Early Careers Mentor Sophia Nesire: sophia.nesire@alburycity.nsw.gov.au for more information.Working at AlburyCity is not just a job, you're connected to something much bigger.Every position, every person, every department is here for our community and to make a difference to where we work, live and invest. We're here to learn, to grow, to achieve and to create genuine connections within our community. I encourage you to be the connection.Frank ZaknichAlburyCity CEO