Budget focus turns to delivery

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.