Priority Projects for Advocacy

Traditional owners

Wodonga Council acknowledges the traditional owners of this land on which we stand and pay our respects to their Elders past, present and future, for they hold the memories, the tradition and the culture of all Aboriginal and Torres Strait Islander People.

Cr Ron Mildren - Mayor

Our commitment to advocacy

Under the Local Government Act 2020, councils must give effect to several governance principles including:

• Achieving the best outcomes for the community;

• Promoting the economic, social and environmental sustainability of the municipality;

• Pursuing innovation and continuous improvement;

• Collaboration with other councils, governments and statutory bodies; and,

• Regional, state and national plans and polies being taken into account in strategic planning and decision-making.

Wodonga Council has prepared this document in line with meeting these obligations for our community and to build confidence and community trust in the council as an advocate for the community.

This document outlines key advocacy priorities Wodonga Council is committed to focusing on, and seeking partnerships in relation to, over the next three years. The projects identified in this document align with the themes and objectives of the Council Plan 2021-25 and the Wodonga 2033 vision.

Advocacy Principles

Advocacy is a deliberate process intended to influence public policy and allocation of resources and increase the visibility and understanding of issues impacting the community with an aim to bring about positive change that affect Wodonga at a local, regional and national level.

The following principles support council’s approach to advocacy:

Strategic focus: We will take a planned and strategic approach in ensuring our advocacy actions are aligned with policy and strategic positions adopted by the council.

Community engagement: We will actively engage in an appropriate and timely way with our community to understand their aspirations and needs and ensure the community is informed about our advocacy activities.

Leadership: We will lead through advocacy on behalf of our community on key issues with an emphasis placed on working with and advocating to state and federal governments.

Transparency: We will be open and transparent in our advocacy priorities, that they reflect community priorities, ensuring the way we pursue them and any progress we make is visible and accessible to the community through reporting.

Collaborative We will optimise its likelihood of success by taking a partnershipbased approach to our advocacy, identifying key stakeholders, maintaining existing network and alliances, and collaborating with state and federal representatives, groups and community.

Responsive: We will deliver our advocacy in a way that is adaptable and responsive to changing political and funding environments, taking an innovative and solutions-focused approach to unexpected issues and opportunities.

Advocacy activities

Wodonga Council will undertake a range of activities to promote and deliver on our advocacy objectives.

A variety of methods will be used to support advocacy efforts such as submissions, direct lobbying, leading deputations, hosting decision-makers and consultations, media strategies, and advertising and campaigns.

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Leading for our community

Wodonga Council is committed to providing the leadership that is required to continue to transform and develop into a progressive, well-planned city that is affordable, offers an abundance of opportunities and is led by strong empathic stewardship.

There is the opportunity to be ready for population growth, new and diverse industry investment, new infrastructure, and community facilities as well as leverage the growing recognition of Wodonga’s emerging and unique identity as a regional city.

Wodonga 2033 and the Council Plan identify a clear vision to ensure we are ready to seize opportunities and ensure our community reaps the benefits.

This ensures our community is front and centre as council plans for and delivers infrastructure, strategies, programs and services that seek to create a more liveable and prosperous community.

This plan provides a vision to guide the advocacy efforts of council with an aim to place Wodonga in an optimal position to attract funding for our key priority areas.

Additionally, the plan aims to actively pursue strategies that create an opportunity to influence decisions at a federal and state level to improve the liveability and economic sustainability of Wodonga.

The plan shows the priority areas that have been identified through community consultations and can be found in the council plan, capital works program and other relevant policies, plans and strategies adopted by council.

Planning for growth

There are many key priority areas for action that touch on many factors that contribute to a growing community including health and wellbeing, safety, community connection, arts and culture, tourism, economic development, and investment attraction.

It recognises that to deliver effectively for the community, the council must strive for excellence, undertake responsible management, and sound governance.

Overall, the council is focused on continuing to drive growth for the betterment of the community now and into the future.

There are many positive aspects of living working and investing in Wodonga, however, to continue to meet the challenges of a growing city, support from other spheres of government is needed.

This advocacy plan provides a snapshot of what council believes are some of the key priorities that will need to rely on funding and support from the Federal and/or State governments.

Some of these priorities will also assist in the COVID-19 pandemic recovery effort to further community resilience and partner with other levels of government.

Setting our priorities

Council’s role in influencing decision makers to support positive outcomes in each of the priority areas, including investment in our city is of critical importance for the city’s growth and liveability.

To enable these outcomes and levels of investment, Council needs to be clear about its advocacy priorities.

Council will continue to look for new ways on how to best deliver the various kinds of projects and programs to effectively mobilise resources and reduce duplication of effort and information to strengthen our position as a leading regional city.

Through the Two Cities One Community partnership agreement with NSW neighbour AlburyCity, the council collaborates and magnifies its voice for advocacy of the cross-border issues.

The partnership secured the first cross-border regional deal which has a new hospital, Gateway Island and Murray River Experience plans, strategic planning for the Aboriginal community and manufacturing as key focus areas.

Solutions to challenges sometimes fall outside the direct responsibility of Council, which highlights the necessity of advocacy as a valuable tool for council to help support and improve the social, health and economic outcome for all residents and businesses.

However, it is not possible for council to advocate equally all issues, therefore prioritising of advocacy issues is important to the council’s overall approach.

Partnering for success

A clearly articulated set of priorities for action identified in the Council Plan and other strategies will guide council’s advocacy efforts to ensure a relevant, targeted and coordinated approach to advocacy that utilises council and community resources to maximum effect. The council will continue to undertake a consultative and collaboration approach to review and set advocacy priorities as needed.

The council faces many challenges with increasing cost pressures from both federal and state government including rate capping, cost shifting, declining government grants, state levies, state and federal regulations and reporting obligations.

Coupled with this is also rising costs for construction, goods and services and the shortage of a skilled labour force to deliver and support construction.

Partnerships with all levels of government, the private sector and community organisations is critical to deliver on the needs and expectations of community.

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439

About our city and its people

Wodonga is the largest and fastest-growing regional city in North East Victoria and has an estimated residential population of 44,000�

Wodonga’s population is expected to reach 57,634 by the year 2036.

Combined with Albury, Wodonga is recognised as Australia’s 20th largest city, with a population of 91,660 residents. The wider catchment of Wodonga is estimated to be more than 180,000, the strong majority of which is in Wodonga and North East Victoria.

Housing*

Hydrogen highway

Airport

Transport*

Tennis Centre

Gateway Island

HotHouse Theatre

Wodonga Creek

VicTrack land use

Road networks*

Bonegilla Migrant Experience

Couples with children

26.9%

Youth Foyer

Junction Place

New hospital*

Four Hills Walk*

CBD community space

Baranduda Fields

Transport*

Couples without children

25.7%

Council sustainability

One-parent families

12.7%

Fully own

32.5%

Mortgage

Group household

2.8%

34%

Renting

Lone person

26.9%

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

EMPLOYMENT BY INDUSTRY SECTOR

Health Care and Social Assistance 14.1% Public Administration and Safety 13% Manufacturing 11.9% Retail trade 10.1% Education and training 8.9%

$8bn total economic output

$2.7bn gross regional product

22,000 local jobs

Median age 36

432.6 square km

99.82 persons /sq km Median household income

$1268

People who speak a language other than English at home

People who help as a volunteer

21%

People need assistance due to a disability

More than 20,000 residents employed

More than 3000 local businesses

Aboriginal and Torres Strait Islander peoples

2.5%

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Wodonga’s strategic advantages

Wodonga is strategically located about 300km north of Melbourne and 580km south of Sydney on the Hume Freeway.

Wodonga performs several significant economic and social roles for Victoria and the surrounding north-east region, these being:

• The most significant economy in North East Victoria;

• The bookend economy and population mass for Victoria’s northern border;

• A regional capital role for the surrounding districts and townships;

• Major employment, education, health and sporting centre for North East Victoria;

• Key economic zone on the Hume Freeway between Melbourne and Sydney; and,

• Cross-border connectivity with NSW neighbour AlburyCity Council.

Wodonga services a regional population of more than 180,000 and with a booming health, education, manufacturing and logistics industries, it is one of the fastest growing cities in regional Victoria.

Wodonga is a thriving base with access to multiple high quality educational institutions, state-of-the-art medical and health centres, major retail outlets and an array of first class sporting and recreation facilities. The arts, cultural and culinary scene is also phenomenal and the cities are surrounded by wine and alpine regions that make weekend exploring endless.

The city’s CBD has undergone a significant revitalisation to be a vibrant and bustling hub.

Wodonga is home to a broad range of industries that offer a wide variety of employment opportunities.

From small niche businesses to multinational companies the economy is diverse and resilient, with gross regional product valued at $2.5 billion annually. This is driven by the more than 2900 businesses that call Wodonga home. The gross revenue of Wodonga businesses is more than $5.937 billion each year.

Wodonga is ideally situated on the Murray River with surrounding hills, rich agricultural valleys, adjacent wineries and historic towns.

Wodonga has top-class sporting facilities including Baranududa Fields presently under constructions Australia’s largest regional tennis centre; a new state-of-the-art outdoor pool; Wodonga Sports and Leisure Centre with heated indoor pools, gymnasium, sports courts, aerobic and exercise facilities; high standard hockey, cricket, football, soccer, bowls, softball, baseball and athletics facilities; an 18-hole championship golf course; and, water skiing, sailing, fishing and camping at Lake Hume.

Wodonga also has plenty to offer those who enjoy the arts with a professional theatre company, contemporary art galleries and live entertainment venues. The city has its own dedicated arts and cultural precinct, Gateway Village, which houses a clustered group of diverse cultural and arts offerings.

Wodonga covers an area of 433 square kilometres and stretches along the banks of the Murray River and Lake Hume, which has a 6900GL capacity - six times the volume of Sydney Harbour). It is located in the Murray Darling Basin, which is Australia’s largest river catchment.

This location provides a strategic advantage of a high level of water security and ample clean water supply.

A strong agriculture and food economy has developed throughout southern NSW and northern Victoria. Wodonga’s central location has created investment opportunities in food-based manufacturing, transport and food-based technology education for industry.

Wodonga is well-recognised as a strategic hub along the eastern seaboard, providing significant benefits for the transport, logistics and manufacturing sectors. More than 75 per cent of Australia’s population can be reached by next-day transport shift, making the city a strategic location for many national and multinational businesses. A regional airport located in Albury provides regular and quick access to capital cities.

Located on the intersection of the Hume Freeway and Murray Valley Highway, 14km west of Wodonga, and directly adjoining the north-east railway line (the main Melbourne-toSydney route), the Logic industrial estate is 290km north of Melbourne and 580km south of Sydney.

There is significant development-ready industrial land available and the main Sydney to Melbourne gas line runs through the Logic estate which also features a gas gate. The city also features high-quality telecommunications and energy infrastructure.

The Inland Rail corridor provides an advantage for Logic of proximity to safe, reliable and efficient freight transport that could be an attractive investment proposition for a number of operations.

Logic is strategically positioned with supporting infrastructure and competitive establishment costs. Coupled with this is an intermodal hub that has secured future land holdings that allows for diversification and expansion opportunities.

Inland Rail provides a value added opportunity at Logic through the attractiveness of the corridor for investment in areas such as transport, manufacturing, food production, warehousing and logistics. It provides the opportunity for supply chains to transform over time and for businesses and industries to position themselves, look for expansion opportunities and diversify to leverage transport efficiencies and proximity to the city’s saleyards.

Wodonga’s commitment is to deliver projects that transform our city and region. Working in collaboration with other levels of government and the private sector, Wodonga has made significant progress on shaping the future of our city.

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

HEALTH AND WELLBEING

Purpose-built, single site hospital

Albury Wodonga provides important health services for Albury-Wodonga and the wider region� Increased demand for health services is expected, as the community ages and delivers an increase in the proportion of the region’s population with more complex health care needs�

Albury Wodonga Health’s present utilisation of medical and surgical bed stock is close to 100 per cent (compared to the Victorian benchmark of 85 per cent). This means that AWH has near constant access block, cannot flow patients through the health service and is unable to admit all patients from ED that need inpatient support.1

AWH serves a larger population than its peer Victorian regional health services, except Barwon and Bendigo Health. Relative to other similar sized health services, AWH maintains a high level of activity and presentations, despite current capacity constraints.1

The Clinical Services Plan sets out the necessary actions for AWH to achieve its ambitions as one of Victoria’s largest regional health services. Key themes from the major recommendations are as follows.1

• Consolidate acute and sub-acute services to a single site to ensure safety and efficiency

• Enhance AWH’s role as a regional leader, including pursuing regional service models in a range of specialty areas

• Expand the range and complexity of admitted and non-admitted clinical services offered

• Become a regional training hub with the ability to develop and attract highly skilled and specialised staff

• Enhance AWH’s role as a research organisation

• Build and strengthen close partnerships to enable delivery of this plan

Project snapshot

Advocacy objective

Strategic alignment

A new purpose-built, single-site hospital that meets the regional community’s needs now and into the future and the need for information and transparency regarding the business case and data that supports the current position of a redevelopment.

Council Plan - Strong, Sound and Responsible Leadership

Partners Victorian Department of Health, NSW Department of Health, Albury Wodonga Health, councils (16) in the AWH catchment

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

OUR GUIDING PRINCIPLES

WHAT WE KNOW

Alignment that a single-site hospital is needed to service the Albury-Wodonga community.

Funding at this stage includes a $450m commitment from both state governments as well as $108m previously committed funding

Health Infrastructure NSW is delivering the build of the project which is considered to be at the master planning stage of the hospital build cycle

Albury Wodonga continues to grow steadily and needs a hospital that will meet the increasing demand for health services, driven by population growth and the high proportion of young families as well as the aging population.

WHAT WE DON’T KNOW

Where is the economic modelling that points to a value for money proposition?

Where is the data to inform the decision-making?

What are the outcomes of the master planning undertaken to date?

What the allocation of $558m will actually deliver, recognising $108m was funding announced and allocated previously?

What will be the impacts on the present hospital site of staging and levels of disruption

What is the future of the Albury Wodonga Regional Cancer Centre?

Is there a plan to resolve the consequential crossborder impacts of the decision?

33% increase in primary catchment of Albury-Wodonga

29,765 extra population

Up to 150,000 emergency presentations

Up to 80,000 total admissions

WHAT WE ARE ASKING

That meaningful engagement is undertaken with the community, particularly in regards to the future of the Wodonga Hospital site.

That any solution that looks at the regional catchment long-term with a hospital that will meet its needs for at least the next 40 years.

The project includes partnering with all levels of government.

That the solution considers future opportunities including co-location with private hospital, leveraging Defence medic opportunities, an education and research centre and inclusion of AI and virtual reality.

WHAT NEEDS TO BE CONSIDERED

There is an expectation from the council, clinicians, and community that there would be a high degree of transparency from the state governments regarding the provision of information and the rationale behind the decision that supports the one stage redevelopment investment decision.

A desktop analysis across Wodonga identified several large tracts of land that could be a potential greenfield site for a single-site hospital with direct access on to Bandiana Link on the Hume Highway. There may also be similar greenfield sites in Albury that could be investigated.

This is a redevelopment, not a new hospital.

About 40,000 surgeries

5700 paediatric admissions

3200 intensive care patients

1900 births

Housing

Wodonga offers a range of lifestyle and economic advantages, making it an attractive place for residents and business to locate, and will play an important role in accommodating forecast population growth in regional Victoria�

Consistent population growth and a strong property market is creating pressure on housing affordability and access in Wodonga. This is particularly relevant for low income residents and key workers. In addition, Wodonga’s social housing stock is ageing and does not reflect diversity in its stock to meets the needs of a changing family demographic

There is evidence that housing stress, homelessness and risk of homelessness are increasing, and that an increased supply of affordable housing is required.

Project snapshot

Delivery of alternate housing models that will assist with housing diversity, such as co-housing, eco villages, tiny house and innovative housing outcomes and any regulatory changes that may be required.

Release of state-owned underutilised land for affordable and social housing. Federal and Victorian governments to address the shortage of affordable housing in Victoria through regulatory reform that incentivises provision of affordable homes within new developments at all scales generating tangible and sustainable outcomes to increase supply of affordable housing.

Advocacy objectives

Appropriate use of the $30 million expenditure guarantee for social and affordable housing in Wodonga from the Victoria’s Big Housing Build.

Redevelopment of existing state owned aged housing stock into:

• Higher quality housing stock with environmentally sustainable design to reduce living costs, and universal design to ensure housing can be utilised by diverse groups over the life of the home;

• Smaller one and two bedroom dwellings to meet local demand, at increased density; and,

• Renewed precincts with high level amenity, opportunities for social connection, and access to health services and economic opportunities.

Strategic alignment Council Plan - Healthy, Safe and Resilient Community

Partners Department of Families, Fairness and Housing, developers

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Gaps and opportunities

KEY WORKER ACCOMMODATION

Wodonga and the North East region are facing a continuing challenge to attract and house key workers.

The past 20 years have seen an unprecedented period of low interest rates and increasing home ownership, which has led to multi-home ownership, rising house prices and low rental availability.

The region faces a lack of appropriate and affordable housing with a need for 280 to 440 new dwellings to house skilled key works with an expectation this will increase year on year.1

There is an identified need to incentivise, develop and manage appropriate and affordable key worker housing.

Advocacy objective

Optimise available land - both privately and publicly owned - and develop and manage key worker housing stock.

Partners North East Workforce Management and Appropriate Housing project

1 North East Workforce Management - Affordable housing

OPPORTUNITY SITES

Wodonga Council has identified several sites that offer short, medium and long-term options for multidwelling developments that would work towards making available housing for key worker, vulnerable and low income families.

Elgin Boulevard - centrally located, owned by Development Victoria, zoned ACZ1, 1.96ha

High St - centrally located, owned by Development Victoria, zoned ACZ1, 5907m2

Stanley St - centrally located, owned by CFA, rezoning required, 3519m2

Jarrah St - former school site earmarked for Big Build, inclusionary zoning condition of development, 1.89ha

Baranduda Boulevard - council land in growth corridor offering long-term option for future development

Advocacy objective

Advice on the outcome of government investment to date and consideration and further discussion regarding future funding programs to address housing shortages.

Partners Australian Government, Victorian Government (Homes Victoria), private sector

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Efficient and safe transport

Wodonga is a city that has a very high car dependency which in part reflects a public transport system that is not a sufficiently attractive alternative�

As a growing regional city, Wodonga has the ability to create additional road capacity and increased road use efficiency throughout the built-up CBA area, into the growth areas and also in the connector roads into the city.

Car usage will only reduce when alternatives such as public transport, cycling and walking are made more accessible, reliable and safe with reduced travel times and improved connectivity.

Project snapshot

Advocacy objective

Advocating for improved and reliable public transport that better meets the needs of residents.

Strategic alignment Council Plan - Strong, Sound and Responsible Leadership, Connected and Engaged

Partners Department of Transport, AlburyCity, Junction Support Services

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Buses

The commuter bus service is provided under contract by Dysons Bus Service. Service routes are not necessarily aligned to residential development and complaints or queries are often made around present and future planning.

The council supports better planning and community engagement to understand community needs and expectations for bus networks across Albury-Wodonga.

Passenger rail

Reliable passenger rail services between Albury-Wodonga and Melbourne provide a critical link for North East residents to benefit social inclusion and enhanced liveability.

It is important the travel patterns and requirements of the communities, including inter-regional transport and connections to business, education, major events, health and professional services, domestic and international air travel.

While the passenger rail service between Wodonga and Melbourne is under review, the current VLIne timetable shows daily Wodonga departures at 06:44,12:54 and 17:29 and Melbourne departures at 07:07, 12:05 and 18:02 (full train service). The departure times mean arrivals in Melbourne are mid-morning, late afternoon or late at night, making business or medical appointments somewhat difficult.

Timetables more aligned to early morning arrivals at Southern Cross and late afternoon departures would provide an improved service to Wodonga and the wider region.

Learner Licence programs

The Transport Accident Commission (TAC) L2P Program is a community-based program developed to assist eligible young Victorian learner drivers between the ages of 16 and 21 years who do not have access to a supervising driver, or an appropriate vehicle gain experience required for a probationary licence.

Gaining a driver’s licence increases opportunities in education and employment, particularly in a region where public transport does not meet community need.

Flexibility of the program is required to meet the localised and cultural needs of young people to ensure the program can be sustainable in regional areas.

Sunshine rail platform

The Sunshine Station super-hubpart of the Melbourne Airport Rail Link - does not include a standard gauge platform which would link travellers from services from the North East as well as the interstate Sydney XPT easily and efficiently with the direct rail connection with Melbourne airport services.

The Hume rail corridor – passing through Strathbogie, Benalla, Wangaratta, Indigo and Wodonga LGAs and servicing the Albury LGA – has a population of almost 160,000. There is projected to be almost an additional 200,000 people in this catchment by 2040.

Without a standard gauge platform, travellers from these major regional centres are deprived of efficient direct access to Melbourne’s Airport, much of Melbourne’s suburban rail network and the new Melbourne Metro rail system.

The council supports the land used for the previous standard gauge platform – which is still available and readily accessible – to be reinstated.

The Sunshine super-hub needs provision for the North East rail services platform to facilitate and enable direct rail connection to Melbourne airport services.

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466

CBD REVITALISATION

Junction Place

Junction Place is regional Australia’s largest urban renewal initiative by Development Victoria and is bringing to life the former historic railway station and railyards in central Wodonga�

The project will double the size of Wodonga’s CBD, delivering quality community spaces, and a mix of retail, entertainment, commercial and residential developments.

The site includes already-delivered community open spaces, including The Promenade, Junction Square, Richardson Park and Sidings Park, the refurbished rail infrastructure housing restaurants and cafes. Further development is earmarked to include entertainment, residential, retail, accommodation, commercial and more open space.

Project snapshot

Advocacy objective

Work with Development Victoria to ensure timely and appropriate development on this significant CBD site

Strategic alignment Council Plan - Sustainable and Forward Looking

Partners Development Victoria

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

VicTrack land use

The removal of the railway line from the centre of the city opened up parcels of strategically located land across the city centre�

Further review of the land and infrastructure is required to identify strategic areas that can undergo divestment.

The land is centrally located and accessible to key services, offering opportunities for a relevant mix of commercial and residential uses based on market gaps and opportunities.

This is crucial to support an increasing population, as well as emerging industries, which would have multiple flow-on benefits for Wodonga including increasing provision of services and improving liveability by providing housing and generating employment opportunities.

The land requires immediate remediation to be attractive to private development and open up these key parcels in the central precinct.

The sale of this land aligns with the VicTrack aim to sell land to leverage greater economic growth and employment outcomes from a diverse range of industry sectors and strategic investments.

Advocacy objective

Strategic alignment

Work with VicTrack to open up land parcels for divestment

Council Plan - Sustainable and Forward Looking

Partners Department of Transport

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Project snapshot

ECONOMY AND GROWTH

Local government sustainability

Local government enables the economic, social and cultural development of the municipal area it represents, supports individuals and groups, and provides a wide range of services for the wellbeing of the local community�

In Victoria, the role and responsibilities of local government is defined in the Local Government Act 2020. It states the role of the council is to provide good governance for the benefit and wellbeing of the municipal community,which includes residents, ratepayers, traditional landowners and people and organisations who conduct activities in the municipal district.

The council has wide-ranging responsibilities under more than 120 pieces of Victorian legislation, including land use planning and building control, public health services, domestic animal control and environmental protection legislation. It is also responsible for maintaining community infrastructure and makes and enforces local laws.

The council delivers through the the levying of municipal rates, through grant funding from federal and state government and various fees and charges.

However, the council is limited in how it can increase revenue and and faces continuing challenges with rate capping, the stagnation of grant funding and changing nature of government funding programs. This puts at risk the sustainability of local government and its ability to balance growing community need and expectation for new and improved infrastructure and services.

This is without the impact of weather-related events that continue to rate as one of the biggest risks council face compounded by the cost-shifting of responsibilities from other levels of government without financial support for these transferred responsibilities.1

The impacts that have occurred across the past three years are not well supported financially through the Federal Assistance Grants. In 1996, 1 per cent of Commonwealth taxation revenue was committed to FAGs but by 2017 this had dropped to only 0.55 per cent.2 This is despite population growth, increased responsibilities, inflation, along with the surge in disasters, catastrophes and the pandemic.

snapshot

Advocacy objective

Strategic alignment

Advocate for the return of Federal Assistance Grants to 1 per cent of federal tax revenue and that the growing number of obligations other levels of government legislates and transfers to councils to implement are recognised and properly resourced.

Council Plan - Strong, Sound, Responsible

Partners All levels of government

Project

Advanced manufacturing

Albury-Wodonga is one Australia’s largest regional economies and a key area of regional growth for Victoria and NSW and strategically positioned between Melbourne, Sydney and Canberra�

Albury-Wodonga offers a significant breadth and diversity of employment opportunities for its residents and has significant capacity for continued population and industry growth.

The region’s natural resources, strategic location and connectivity on the Hume Freeway and Inland Rail corridor, strong digital infrastructure and access to quality providers are key enablers to the future economic growth in the region.

The manufacturing industry in Australia is undergoing significant change in line with global trends, with global cost competition and a shift towards advanced manufacturing including strengthening sovereign manufacturing, reducing supply chain vulnerability and increase resilience against global volatility. Advanced manufacturing technologies can help accelerate innovative manufacturers to grow production and capitalize on opportunities to become globally competitive.

The region has a growing manufacturing sector with four emerging areas of manufacturing focus: Defence, food, circular economy and steel fabrication. Albury-Wodonga is well-placed to grow in this area by capitalising on existing industry, local education providers, innovation and infrastructure and transport linkages into Victoria and NSW.

Presently there are a number of barriers to address in order to strengthen and grow the advanced manufacturing industries in the region including significant skilled and other work force shortages while there is improved opportunities for industry collaboration, research and development capabilities.

Project snapshot

Advocacy objective

Strategic alignment

Partners

Further funding, programs and investment to support local manufacturers to adopt new technologies, expand operations and improve productivity and strengthen local supply chains.

Pathways to increase industry engagement and collaboration, upskill the future workforce and create thriving advanced manufacturing precincts with a focus on a strong research and development ecosystem.

Australian Government’s Modern Manufacturing Strategy Advancing Victorian Manufacturing, Made in Victoria 2030

Australian Government, Victorian Government, private sector

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Planning for Leneva-Baranduda - stage 2

Leneva-Baranduda is a major growth front for Wodonga and North East Victoria, vital to ensuring the state’s prosperity�

This new community will support the rapid economic growth of Wodonga’s central business area during the next five decades. Leneva-Baranduda has the capacity to eventually house more than 35,000 residents and double the size of Wodonga.

Wodonga is experiencing one of the strongest growth rates in regional Victoria and is expected to reach a population of more than 50,000 people by 2034.

This development is a unique opportunity to plan a comprehensive, integrated, sustainable and water-smart development within north-east Victoria.

The Leneva-Baranduda urban growth zone, once developed, will mean:

• Creation of housing for 35,000 residents of which 17,676 will be working residents;

• Estimated employment capacity of 5641 people in the growth zone;

• Provision of a variety of housing types in a unique natural amphitheatre that will meet the current and future requirements of the community;

• Provision of well-located, attractive and safe open spaces;

• Provision of a modern, integrated, targeted and well-used public transport system;

• An integrated extension to our walking and cycling friendly city;

• A comprehensively planned extension that links housing, employment, local services and open space; and,

• An integrated, sustainable approach to water and stormwater use, reuse and management.

The council received funding from the Victorian Government to undertake the precinct structure plan for stage one of this development. With development now under way in this first part of the Leneva-Baranduda Growth Area, consideration is now being given to the planning for stage two of the corridor.

Project snapshot

Advocacy objective

The council is seeking $500,000 to undertake a comprehensive planning process to enable stage two of the Leneva-Baranduda growth area.

Strategic alignment Council Plan - Sustainable and Forward-looking, Wodonga Growth Strategy, Hume Regional Growth Plan

Partners Victorian Government, Victorian Planning Authority

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731 182

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

ENABLING INFRASTRUCTURE

Logic

Logic is a 567ha industrial, freight and logistics estate in Wodonga� It is a multi-decade project that is capitalising on its strategic position on the Hume Freeway and future Inland Rail route� Since its inception in 2002 Logic has realised more than $27 million in land sales, more than $900,000 per annum in municipal rates and more than 615 jobs�

Project snapshot

Project objective

Project ask $12 million

Rationale

Economic benefit

Federal/state/ regional/local plan alignment

Status Tender ready

The construction of enabling infrastructure at Logic will deliver significant regional and transformative benefits and act as a catalyst for opening up serviced industrial land to the market to meet strong demand and interest in the largest intermodal hub in North East Victoria.

Logic is recognized as a significant freight and logistics asset for the region and features as a key economic driver and employment stimulus for the region.

The ability to attract new industries relies on Logic delivering enabling infrastructure to open up developable land. The calibre of investment opportunities currently before council are transformational and will have significant impact regionally in stimulating economic and employment activity in support of State objectives around advanced manufacturing, robotics, renewable energy, growth in the circular economy and increased rail transportation. The addition of a gas gate in the precinct, has already attracted potential private investment particularly with advanced manufacturing. Furthermore, a developed Logic will provide opportunities for regional industries and businesses to take advantage of inland rail.

•Total output, including all direct, supply-chain and consumption effects will increase by up to $23.9 million

• 23 direct jobs and 22 indirect jobs created

• Direct and indirect wages and salaries will increase by $4.4 million

• $8.6 million direct and indirect value added to the economy

Victorian Freight Plan, Ovens and Murray Partnership Roadmap, Hume Region growth Plan, Hume Region Local Government Network, Ovens and Murray Regional Economic Development Strategy (REDs)

Strategic alignment Council Plan - Thriving and Vibrant Community

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

The construction of Lenehan Drive, the extension of Logic Boulevard and a sewer connection in order to open up land to the market to meet strong demand for industrial land.

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731 182

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Improved road networks

Project snapshot

Project objective Road improvements identified and implemented that will improve traffic management, safety and efficiency.

Project ask $2.3 million

Rationale

Federal/state/ regional/local plan alignment

Strategic alignment

Status Scoping

As one of the fastest-growing regional cities, with a growth corridor set to house another 15,000 households, it is expected this population growth will impact traffic patterns and trends in the long-term.

The local transport network needs to encourage specific modes along appropriate roads to support adjacent land uses. To be economically viable, town centres rely on a visible and accessible location. The local road network primarily serves to move people and goods between locations to support economic and social activities.

A large proportion of the jobs and economic activity in Wodonga are dependent on the local and regional freight networks to efficiently move people and goods.

Further works need to be undertaken to scope and cost options for these important projects, including quantifying the benefits realised for the public realm, active transport and potential development opportunities.

Simple Connected Journeys Strategic Plan - Department of Transport, Victoria’s Infrastructure Strategy 2021-2051, Ovens and Murray Regional Economic Development Strategy (REDS), (Draft) Albury Wodonga Integrated Transport Strategy

Council Plan - Connected and Engaged

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Wodonga’s revitalised CBD features an inner and outer ring road network� The quality and convenience of the transport network connecting to the CBA is critical to the overall liveability of the city, and to improve reliability and accessibility, and improve road safety�

Project Description

High St roundabout

The High St roundabout forms a major intersection with High St, Beechworth Rd, Thomas Mitchell Drive and Lawrence St, accommodating a modelled peak of about 3100 vehicle movements per hour, and modelled to likely grow marginally over the next 10 to 15 years. Improvements are proposed to increase vehicle efficiency and to facilitate vastly improved cyclist and pedestrian movements.

Wodonga Council, on behalf of its community continues to support the proposed upgrade of the McKoy St – Hume Freeway Interchange to ensure the safety of motorists and the efficiency of traffic movements through this area. Community feedback has shown 80 per cent of users consider the safety at this intersection to be poor with 70 per cent considering traffic flows and access to be poor or very poor.

The council will continue to advocate for the preferred option being an eastern overpass across the Hume Freeway and rail line with a full diamond interchange.

Costings Status

$1.6 million Feasibility options

High and Huon streets intersection

The High-Huon streets intersection has been identified as an increasingly congested location at the northern end of High St. This has partly resulted from increased visitation to Sumsion Gardens and the Belvoir Lake and increased traffic movements resulting from minor changes to road configurations and subsequent motorist behaviours.

Design works to this intersection are likely to be in the order of $60,000 while construction and installation costs could be in the order of $650,000.

Advocacy Concepts

$710,000 Scoping

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

McKoy St- Hume Freeway Interchange Upgrade project

Hydrogen highway

Transport is one of Australia’s largest sources of greenhouse gas emissions� Renewable hydrogen shows strong potential to be cost competitive with diesel and Wodonga is ideally located to be a refuelling station on the eastern seaboard’s hydrogen highway�

The city’s industrial precinct Logic is strategically located on the premium freight corridor the Hume Freeway. It has a full freeway interchange with significant infrastructure - including a fatigue management centre and trailer interchange - in place to serve B-doubles and future next-generation high-productivity vehicles.

A hydrogen highway is a road network equipped with hydrogen refilling stations for hydrogen fuel cell vehicles. Hydrogen fuel cell trucks work on the hydrogen-oxygen reaction. The hydrogen reacts with oxygen in the fuel cell which produces electricity which powers the truck. Only water is produced from the reaction, so there is no carbon dioxide or toxic by-products released into the environment.

The Victorian and NSW Governments are undertaking a joint initiative to support the design and delivery of the Hume Hydrogen Highway between Melbourne and Sydney - Australia’s busiest freight corridor.

This initiative supports the development of at least four refuelling stations along the Hume Highway and a fleet of 25 hydrogen-powered long-haul heavy freight vehicles to adopt zero-emission technology, such as fuel cells.

Wodonga is in a prime location on the Hume corridor with the Logic infrastructure already providing benefits including cost competitiveness in the supply chain and more efficient transport movements through the trailer interchange, reducing operational costs and address the critical need for rest areas.

Project snapshot

Advocacy objective

Identify Logic to be a refuelling station on the Hume hydrogen highway.

Strategic alignment Council Plan - Sustainable and Forward-looking and Thriving and Vibrant, Victorian Renewable Hydrogen Industry Development Plan

Partners Private sector, Victorian Government, NSW Government

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Australia’s competitive advantage on the world stage is underpinned by a reliable and efficient transport sector� Increasingly, airfreight has become a key component of the freight task�

Airfreight carries the nation’s highest value product (measured in per tonne terms) and most time critical loads both across the country and with the rest of the world.

Most agricultural exporters are based in regional areas that are significant distances away from export gateways which are mainly located in capital cities.

As a regional centre located among key food bowl areas, Wodonga has the opportunity to value-add to our competitive advantage in our agricultural markets for clean, high-quality products including meat, grains, vegetables and wines.

An airport located near to the Logic industrial precinct will provide the opportunity to transport perishable agricultural products and manufactured goods direct to the world from our own backyard.

Logic has been identified in the Victorian Freight Plan 2018-2050 as an important freight corridor with its intermodal terminal and freight precinct.

Forecasts of significant growth in freight volumes and a trend towards faster, lighter and smaller freight is likely to favour air freight operators.

Logic presents a unique opportunity in a regional location to become a fully integrated freight hub with available adjacent land for freight operators and allied businesses.

Project snapshot

Advocacy ask $200,000 for feasibility study

Strategic alignment

Partners

Victorian Freight Plan 2018-2050, Council Plan - Thriving and Vibrant

Australian Government, Victorian Government, Airservices Australia

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466

Freight airport

COMMUNITY INFRASTRUCTURE

CBD community hub

The construction of a modern multipurpose commercial and community complex will serve as an important contributor to the social, cultural and economic activity of the precinct through the development of infrastructure which supports existing and diverse community and commercial functions�

Project snapshot

Project objective

Project ask

Stage 1: A concept and feasibility study to assess the potential of repurposing the Senior Citizens’ facility into a multipurpose site.

Stage 2: Detailed design

Stage 3: Construction. It is proposed that if the feasibility study returns positive outcomes the project proceeds to a construction of a modern multipurpose commercial and community complex to meet the needs of a growing community.

Stage 2: $240,000

Stage 3: $6 million

Status

Detailed design

Businesses in the CBA have been negatively impacted by both COVID-19 and border closures so it is critical development continues to be planned for and delivered to strengthen the southern end of the CBA, to generate north-south foot traffic and activity. If this does not occur, there is a risk the developments in other precincts in the CBA could draw the activity away from the southern anchor, deterring new and diverse businesses, events and projects.

Rationale

There is a strategic parcel of council-owned land with ageing infrastructure housing a senior citizens group. It is this piece of land, within this creative and cultural civic precinct, that provides a new development opportunity.

Initial scoping identified a range of potential mixed use options ranging from a curated historical exhibition space which would conserve, display and provide interpretation of items from existing collections, to draw on and support the visitor economy and enhance visitor experience, a hospitality offering, and commercial space for a mix of diverse businesses stimulating new jobs.

• Increase in total output, including all direct, supply-chain and consumption effects of $12.4 million

Economic benefit

• Creation of 13 direct jobs and 17 indirect jobs

• Increase to direct and indirect wages and salaries of $2.5 million

• $4.7 million in direct and indirect value added to the economy

Federal/state/ regional/local plan alignment Ovens and Murray Partnership Roadmap, Hume Region Growth Plan

Strategic alignment Council Plan - Sustainable and Forward Looking

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Wodonga Tennis Centre

This project involves redeveloping the Wodonga Tennis Centre to more contemporary, multipurpose facility that can cater for a range of community and major events�

Project snapshot

Project objective

Upgrade and extend the building to allow viewing over three court areas and provide the ability to create show court areas for major events. Commercial kitchen for functions. Increase accessibility access through the introduction of a lift and provide female-friendly facilities

Project ask $5 million

(total project $6.5m)

Status Concept planning

As a multi-sport facility that hosts a range of local and high-level events, opportunity exists to ensure this facility remains a premier sporting venue. It is easily accessed off the Hume Freeway.

This project will upgrade and extend the building to allow viewing over three court areas and provide the ability to create show court areas for major events.

Rationale

Economic benefit (construction)

Federal/state/ regional/local plan alignment

These elevated viewing areas will provide the opportunity to have VIP and corporate boxes for high-profile events as well as opportunities for enhanced community use.

The refurbishment will provide contemporary, hireable function spaces, generating income for the local clubs.

• Total output, including all direct, supply-chain and consumption effects will increase by up to $12.9 million

• 13 direct jobs and 12 indirect jobs created

• Direct and indirect wages and salaries will increase by $2.4 million

• $4.6 million direct and indirect value added to the economy

Australian Sports Commission Sport 2030, Active Victoria 2022-2026

Strategic alignment Council Plan - Healthy, Safe, Resilient, Sport and Recreation Plan, Physical Activity Strategy, Kelly Park master plan

Cr Ron Mildren - Mayor

HotHouse Theatre upgrade

Project snapshot

Project objective

Redevelopment of the theatre and office spaces of this historic building to increase functionality and purpose, improve building condition to meet disability access standards and support volunteers.

Project ask $5 million Status Scoping

The company operates out of The Butter Factory Theatre located in the city’s arts and cultural hub Gateway Village on Gateway Island, nestled between Albury and Wodonga.

Rationale

This project will give new life to one of the region’s key cultural tourism assets, allowing greater opportunities for professional creative development and performance, engagement with our indigenous community and improve educational offerings

• Total output, including all direct, supply-chain and consumption effects will increase by up to $9.95 million

Economic benefit

Federal/state/ regional/local plan alignment

• 10 direct jobs and 9 indirect jobs created

• Direct and indirect wages and salaries will increase by $1.8 million

• $3.6 million direct and indirect value added to the economy

Ovens and Murray Partnership Roadmap, Hume Region Growth Plan, Albury Wodonga Regional Deal

Strategic alignment Council Plan - Sustainable and Forward Looking

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au

The HotHouse Theatre company is nationally acclaimed and the only regionally located producing theatre company in Australia�

Project snapshot

Project objective

Completion of Stage 2 will expand functionality of the regional sporting precinct and complement the works that commenced in 2021. Proposed works include installation of a third synthetic soccer field, second football and cricket oval with large pavilion and grandstand.

Project ask $24.8 million

Rationale

Economic benefit

Federal/state/ regional/local plan alignment

Status

Concept stage

Detailed design

Located at the heart of the Wodonga’s growth centre and will be the largest multifunctional sports and community precinct between Melbourne and Sydney. It will play an important role in servicing local residents as well as North East Victoria and meeting the city’s growth needs.

There are significant benefits for the North East to build social and economic capital including the promotion and support of improved physical and mental health for the community as well as improved social inclusion. This is especially important because Wodonga ranks higher on the disadvantage scale than similar municipalities and has a higher prevalence of obesity than the Victorian average.

Baranduda Fields will be used by local schools and community groups for events and meetings. Facilities there will form an important community hub for those who live and work within the fastest-growing part of Wodonga. The modern lifestyle is becoming more sedentary because of things such as technological advances, making it even more important to provide opportunities for community to enjoy and spend time participating in sport and physical activity.

It is estimated physical inactivity now contributes to the deaths of 16,000 Australians every year, almost 14 times the national road toll. The Sports Australia AusPlay survey shows how physical activity evolves with age. Team sports are popular around the early teens for social as well as physical development while, walking is the No. 1 activity from 35 onwards.

• Total output, including all direct, supply-chain and consumption effects will increase by up to $49.5 million

• 36 direct jobs and 67 indirect jobs created

• Direct and indirect wages and salaries will increase by $9 million

• $17.5 million direct and indirect value added to the economy

Baranduda Fields master plan, Sport and Recreation Strategy, Physical Activity Strategy

Strategic alignment Council Plan - Healthy, Safe and Resilient Community

Baranduda Fields

TOURISM

Gateway Island

Gateway Island has the potential to develop into a major drawcard, attracting travellers off the Hume Freeway to enjoy a recreational and cultural revival during long journeys� It also has the potential to deliver on the long-held community desire to open up the waterfront and provide access to the river�

Project snapshot

Project objective

Provision of enabling infrastructure to support the activation of key precincts to bolster the cultural, recreational and tourism opportunities of the site in line with the Gateway Island master plan.

Project ask $10 million

Rationale

Economic benefit

Federal/state/ regional/local plan alignment

Status Feasibility commenced Priority identification

The island features a mix of natural environs, economic and tourism opportunities in and around Gateway Village and the Gateway Lakes event precinct. The majority of the land is Crown and council owned with several parcels of private land.

The area has been masterplanned and broken into several key precincts offering new places, experiences and event opportunities. One of the private sites on the market has been acquired by a private investor so there is an opportunity to leverage this private investment to further activate this precinct.

• Total output, including all direct, supply-chain and consumption effects will increase by up to $20 million

• Total of 15 direct jobs and 27 indirect jobs created

• Direct and indirect wages and salaries will increase by $3.5 million

• $7 million direct and indirect value added to the economy

Albury Wodonga Regional Deal, Ovens and Murray Partnership Roadmap, Hume Region growth Plan, Ovens and Murray Regional Economic Development Strategy (REDS), Gateway Island master plan, Albury Wodonga Destination Management Plan

Strategic alignment Council Plan - Thriving and Vibrant Community

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Wodonga hills - Four Hills Walk

The Wodonga hills offer the potential for a flagship initiative, in the form of a possible multiday walking and cycling route that would connect four of the five hills as a single unified attraction

Project snapshot

Project objective

Project ask

To plan and construct a multiday walking and cycling route to connect four of the five hills as a single unified attraction.

$120,000

Rationale

Federal/state/ regional/local plan alignment

Status Scoping

There is an opportunity to explore the feasibility of constructing a multi-hill walk to raise the profile of a project and create community interest and support. This walk could be accomplished in one single day or over multiple days or over a series of shorter days and return trips.

The Four Hills walk would link the four hills on the outskirts of the main Wodonga urban area - Klings Hill (within the Hunchback Hill Complex), Federation Hill, Bears Hill and Huon Hill.

If provided with low key walk-in campsites, it could offer a novice overnight backpacking experience close to the security of an urban area. There is potential to continue to multi-hill route east or south east from Bears Hill to Mahers Hill using the High Country Rail Trail or the Baranduda Range.

There are multiple options available using the existing management tracks, urban bike paths and shared networks. The expansion, greater access and connectivity of the walking tracks, shared paths and mountain bike tracks would allow to a network of paths and trails that has the potential to open up the hills to both the local community and visitors.

Ovens and Murray Partnership Roadmap, Hume Region growth Plan, Ovens and Murray Regional Economic Development Strategy (REDS), Planning for Wodonga Hills Strategy

Strategic alignment Council Plan - Thriving and Vibrant Community

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947

Bonegilla Migrant Experience

Bonegilla Migrant Experience (Block 19) was listed on the National Heritage List in December, 2007� Bonegilla represents for many migrants their first home in Australia�

Project snapshot

Project objective Implement the outcomes from the conservation management plan and address the site’s ongoing preservation maintenance and support the volunteers that assist in running the significant site.

Project ask

$500,000 Status Scoping

Bonegilla Migrant Experience reflects the achievements, joys, trials and sorrows of a large number of people who emigrated to Australia following the devastation of World War II. As a result this site holds powerful cultural connections for many people. For the broader community, Bonegilla represents the arrival of the postwar migration, which has ultimately transformed our nation economically, socially and culturally.

Rationale

Federal/state/ regional/local plan alignment

Preserving restored historic buildings keeps the connection to the past alive for people. They are physical reminders of what came before us and help to create a sense of history and culture in Wodonga. To ensure integrity of the building and its history is maintained, adherence to heritage requirements protects its historical accuracy and authenticity. Bonegilla Migrant Experience reflects the changes that happened in the city over time, it reflects conflict, wars, and the economic condition of the country and the prosperity of the community.

The heritage site acts as a learning tool for visitors and the local community. People like to “experience” the history as seen through the eyes of people who came through the migrant centre and went on to forge new lives in the local community, region and broader Australia. The preservation of the site promotes respect for those who lived in prior times and from the different traditions and culture that contributed to the fabric of Australian society that we know today.

Historic restoration not only benefits culture and education but provides benefit to the local economy through tourism. Bonegilla is run with the assistance of volunteers with more than 2350 volunteer hours a year invested in the site.

Heritage Council of Victoria Strategic Plan, Bonegilla master plan, Albury Wodonga Destination Management Plan, Wodonga Cultural Services Plan

Strategic alignment Council Plan - Thriving and Vibrant Community

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Advocacy list

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au

Projects funded since last version of this plan

Project Delivery partner Funding

The Youth Foyer Wodonga TAFE

Wodonga Creek Wodonga Council

Victorian Government

Australia Government Regional Projects, council

Cr Ron Mildren - Mayor rmildren@wodonga.vic.gov.au 0466 731

Matthew Hyde - Chief Executive Officer mhyde@wodonga.vic.gov.au 0439 864 947