When is a Draft not a Draft - The Council's Budget

Recent press has covered the so-called Draft Budget presented by East Gippsland Shire. This includes a 2% increase in our rates. Feedback is welcomed it is claimed

This is my feedback, my say, but doubt that any notice or action will be taken, such is the method and time schedule by which the Shire’s Annual Budget is written, which has been engrained in the same process for years simply playing lip service to any community feedback, comment or complaint, and heaven forbid act on any constructive criticisms or suggestions.

First, the use of the term DRAFT when describing the document published. This is not a true draft, this is a document which will be presented to Councillors for approval at the final Budget meeting in June 2025 with very few if any changes. The time for changes, constructive feedback and any resultant action has long since gone. Is the community expected to present their views, criticisms and suggestions like sheep and all of them being treated in the same way as last year and the year before that? 

This creates the level of community apathy apparent across the Shire. “What’s the point?” being a common cry.

Second a 2% increase in rates, which in real terms when the Capital Improved Values of property included amounts to over 5%. This is not only over the Victorian Government rate cap, but unfair, irresponsible and unnecessary. The majority of Councillors have embarked on a social media blitz, using a very similar script claiming financial responsibility and considering the current cost of living pressures. I remind all Councillors that their role is to represent the community.

Is this what they call good representation, responsible government, honestly taking into account the current cost of living pressures? This so called 2% rise is a slap in the face to the community and is not required.

Third, included in the social media script and other media used to promote the so-called Draft Budget is the claim that the document (Draft Budget) demonstrates the efficient use of ratepayer’s money. Perhaps my understanding of the word efficient is different from the Shire Officers who authored this Draft! Having reviewed the document at length, I can see no evidence of any attempt by the Shire to make cost savings, reduce costs, improve productivity, or more effectively, dare I say efficiently use ratepayer funds. Is a gradual increase of staff numbers now to 458 efficient? In 2004 it was 179, and staff cost 35% of rate revenue, now totalling 63% of revenue. Is this effectual and proficient? 

Is increasing the staff and therefore costs of the Office of the CEO from 7 to 13 justifiable in today’s financial climate?

Fourth, financial responsibility is claimed in the social media reels. Can this be considered true when most projects run over budget and over time! Is this perhaps due to a lack of project management and strict adherence to budgets and project estimates?  Holding contractors to account and to the budget they provided to gain the job. The almost indiscriminate use of costly consultants to perform a role that could be undertaken by well appointed and qualified staff? To hire a consultant to design a toilet block. Really?

New councillors inherit long term projects already overspent. Full accountability rests with the administration, they are the continuity aspect and source of a lack of responsibility. The same administration that prepares the budget. 

Is anyone ever held accountable for the overspends?

For example, World Precinct had an original budget was $10M, taken over 5 years cost will be over $24M. Slip Road Paynesville is a continuing and seemingly bottomless pit consuming ratepayer monies ad infinitum and is still not finalised. Other examples are not only the Bairnsdale Airport project, but indeed ongoing cost of the three airports under Shire management. Ongoing costs such as Raymond is. Ferry, Bastion Pt., and so it goes on.  Ineffective inefficient planning, fiscal management and project control seemingly evident in all cases.

Are all these factors the financially responsible budgeting our Councillors speak of? 

Are these examples of a budget considering current cost of living pressures? 

Are these instances examples of the efficient use of ratepayer monies claimed by the authors and supporters of this budget?

As for feedback being welcomed, simply I fear, a case of ticking a box in an officers workplan headed community consultation, engagement, or other “in” word.  Feedback and consultation is only worthwhile when noted, duly considered and acted upon, none of which are evident in this budget process nor have been in recent years.

This budget is all but set in stone, few if any changes will be made to lessen or negate the 2% increase which has already it seems has been accepted by our elected representatives.

All this claimed as a Draft Budget.

Don't forget this "DRAFT"  increase does not include the so called Emergency Services Levy !!

JMMay2025 

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Responsible Local Government - a Matter of Opinion:

It is interesting to note that there is general tone of dissatisfaction with Councillors and the Executive, such that we don’t seem have trust or believe that our local government is working in the best community interest and in any meaningful way and certainly not sustaining best value for our dollar.

The Shire organisation is considered slow, reactive, generally undisciplined, uncooperative in its dealings with any individual or community orgsanisation with differing view to those of the Mayor and CEO. 

The missing link is the opportunity for open discussion and debate even Councillors seemingly are gagged, refused meaningful access to the communities they have been elected to represent. 

Democratic government and governance at this level has it appears ceased to exist.

The vast majority if not all projects for Lakes Entrance over the past ten years or so have been late on delivery, over budget and/or incomplete against original specification. There is a history of poor budgetary control, incomplete transparency on the tendering process, loose contracts, coupled with apparent poor choices made regarding materials and/or design. 

The CEO has it appears side stepped Lakes Entrance public meetings for 36 months.

If the above lack of fiscal control and discipline is reflected through all Shire business it is easy to assume a significant saving could be made on council rates. 

There is an ineffective audit and risk committee controlled it appears by the executive - not by independent ratepayers(both domestic and business). The committee's own attrition rate is confronting.

As a community based roughly on the geographical boundaries of the old Tambo Shire we need to discuss, debate and present to Council what we need them to adopt and execute for the whole of our community - no more no less. 

The latest Land use plan is considered a disaster for anywhere in the Shire other than Bairnsdale and Paynesville actually crippling development of any sort in the remaining 45,000 sq km to the East – what has our community reaction been ? – nothing.

Are we all asleep at the wheel?  Has it all become too hard to handle?  Has the apparent apathy been born from repetative attempts for open debate and subsequent change being cast aside?

Why do we need change ?

If you haven’t experienced the ever increasing financial squeeze, it would be surprising. It is easy to see this is just the beginning. The effects will be with us for at least 10 years. 

We need all levels of government to spend our tax and rates dollars extremely carefully to ensure all the priority items are fully serviced while discretionary expenditure where necessary is carefully monitored and controlled eliminating not just reducing waste.

Recently the extent of Government influence on Aussie GDP was advised as 36%. rise of 20% over 30 months. Government with all its inefficiency, incompetence and influence is rapidly becoming out of control. 

Democracy is the government by the people for the people. Priorities for expenditure need to be effectively influenced by us- you and I not decided for us, and especially not decided by unelected bureaucrats.

Agree or not?  Post your comments and ideas below. It is a start.

Images copyright John Munns

Text is copyright of Bullock Island Developments Inc

Communications During Power Outages;

Communication During Power Outages:

After a recent and violent storm which affected large areas of Victoria and inflicting serious damage and multi-service disconnections on thousands of homes, it was noted that information sharing was almost non-existent. There was a complete loss of mains power, over periods ranging from days to a week or more in some cases. This resulted in:-

·         Inability to gain information from TV or mains Radio

·         Inability to charge mobile phones from mains power

·         Inability re re-charge batteries used to power other radios (battery powered)

·         After an hour (the timespan of battery back-up) a loss all phone reception

·         Similarly, loss of internet services/NBN etc.

Our lead communicators and Emergency Management Controllers consistently advised to either go to the “app”, their internet website, or listen to the radio for more in depth and up to date information.  How you were supposed to connect to these information sources remains a mystery.  OK as long as you have Power, Phone Reception, Internet Access, and/or the ability to listen to radio over the long term etc.

So, a situation arose where scores in the community were using their vehicles to charge their phones, many simply cruising around the streets, only to find no reception and/or service. Others were unable to work from home due to the lack of internet access etc. These were in some cases the very people who work in areas such as Aged Care, Disability Services, Local Council (Emergency Management) etc. and had specific and important roles to enact during a crisis of this type.

Many of the younger generation who have grown up with technology, had no concept of what to do without their trusty mobile phone and an App to guide them along their way. How did they find out if for instance, the Supermarket was open to feed their family, if Child Care was open, so they could go to work, how to call their employment, Doctor if in need, or a business etc., without their mobile phone?

Advise was given by our communication leaders to listen to local radio. I tried this while sitting in the car waiting for my phone to recharge. I tuned in on the half hour and on the hour to both the ABC and Commercial Local Radio, to listen to the latest news. The results were to say the least uninspiring.

Information was sketchy to say the least and when wanting good concise clear information regarding what was operating what was not, who was open who was not, or simply to gain an insight into the expected longevity of the dis-connection of power, I heard advise to go to the App.  This may have been due to the stations themselves lacking in obtaining required information.

These are some of the circumstances occurring locally, not all by any stretch of the imagination but they paint a very poor picture of the preparedness of the region to deal with emergencies of this kind. As one who spent the greater part of my working life dealing with emergencies and crisis situations of one kind or another, I would assess the communication as inept, failing to meet the needs of the community indeed and in one word, pathetic.

Surely in todays technologically advanced world where we can talk to men on the moon it is not too much to ask for a professionally operated, centralised communication base that can operate round the clock, in a building with generated power and with the use of 2 way radio as a last resort,  to disseminate vital information to for instance to the ABC and Commercial stations, that information can then be fed to the community. Likewise, as has been found to be both effective in the past, to have well sited locations where this information can be posted, even if it means using pen and paper!

The community should never again be left to their own devices as was the case in the last days/weeks. As an example, in the Aged Care field, a situation occurred when staff could not operate due to lack power/services and physical attendance at the workplace. Some of our more infirm of the community were not able to be checked on for 3 days whilst having no power/services etc. This is by no means any reflection of the staff, they did what they could, but lacked the necessary equipment/technology and leadership to complete a very necessary task.

Action needs to be taken, enough costly plans have been written to no avail, enough investigations have been made and consultancies engaged with little or no meaningful and effective results. There is a mass of experience in the community perhaps able to volunteer their expertise fix the problem and fixed they must be. There have been so many emergencies in East Gippsland over the last 20 years the region should lead in the field of emergency management/communication not fail dismally as was the case in recent weeks.

Comment

Efficient communication is the cornerstone of effective coordination among emergency responders, relief organizations, and affected communities. When power is cut, clear communication channels become the lifeline for distributing resources, mobilizing assistance, and organizing response efforts.

During emergencies, timely and accurate information can be a matter of life and death. Maintaining communication ensures that essential safety instructions, evacuation plans, and updates reach the public. This helps individuals make informed decisions, reduces panic, and enhances overall community resilience.

Power outages often create an atmosphere of uncertainty and fear. Clear and consistent communication provides reassurance to the affected population. It can offer guidance on what to expect, share empathetic messages, and foster a sense of community, mitigating the psychological impact of the emergency.

In times of crisis, families and communities seek to reconnect and ensure each other's safety. Effective communication enables individuals to check on the well-being of loved ones, share updates on their own situation, and coordinate mutual assistance within neighbourhoods.

Suggested Strategies Maintaining Communication and Power During Outages:

Planning:

Before an emergency occurs, develop a comprehensive communication plan. Identify alternative communication methods that do not rely on electricity.  Use other power sources to best advantage.  Solar charged batteries to power radios and other small devices. Use of generators in communication hubs and other important facilities. A ready supply of re-chargeable batteries. Information boards for roadside use and in strategic locations.

Communication Hubs:

Designate locations within communities as communication hubs. These hubs can serve as information dissemination points, equipped with battery-operated radios, bulletin boards, and trained personnel. This creates a focal point for gathering and sharing critical updates.

Other Strategies

Embrace low-tech solutions such as two-way radios, or even handwritten messages. These tools can bridge communication gaps when high-tech devices are rendered useless due to power outages.

Distributing printed emergency contact lists ensures information is readily available.

Train community volunteers. Conduct regular training sessions that focus on communication protocols. Ensure volunteers are familiar with alternative communication methods and practice using them. This not only builds confidence but also streamlines the communication process during actual emergencies. Establish a network of community leaders who can disseminate information, provide updates, and act as liaisons between the affected population and emergency response teams.

Maintain information on Social Media and Messaging Apps, have it posted from a non-affected area ensuring any that can use this information source are able to obtain the latest updates. Encourage the dissemination of information through these channels, keeping in mind the need for power conservation.

Establish toll-free emergency hotlines that operate independently of the power grid. These hotlines can serve as a centralized point for individuals to seek information, report emergencies, and receive guidance during power outages. Be aware of the increasing number of homes with no landline and those of an internet dependent VOIP system connection. 

Explore the implementation of resilient communication infrastructure, such as solar-powered cell towers and backup generators for critical communication hubs. This investment can ensure that essential communication channels remain operational even when the primary power source is compromised.

Investigate the ability of homes with solar assisted and/or wind assisted systems to be able to utilise that power when available by a simple switch system. For homes with solar assistance they could at least draw down the power generated from their own home and maintain some communications, keep freezers and fridges sufficiently powered to save food, and ability to have hot water for those with ever increasing electrically heated water services.

Maintaining good communication during emergencies when power is cut is not only crucial but also achievable with strategic planning and community engagement. The ability to convey information swiftly and reliably becomes a beacon of hope in the darkness, guiding communities through challenges and facilitating a coordinated response. By embracing diverse communication methods and fostering preparedness, societies can fortify their resilience and navigate emergencies with greater efficacy, ensuring that the light of information continues to shine even when the power is out. 

The question remains after all the experiences that East Gippsland has endured over the last 20 years why are we still seemingly unable to maintain simple communications at these times?

Fiscal Comment -  Its Budget Time !

We are asked to tighten our belts, 
some struggle to manage, 
what example is set by our leaders? 

Fact:   Government must act to hold or reduce inflation.  

Fact:   Each and every percent rise you never get back, it is lost forever, you never get it back when 'acceptable' levels return.

Fact:  Total inflation is the sum of monthly increases.

What has government done so far?

Fiddled around the edges blaming the RBA for utilising the only lever it has to use?  

Rate rises 11 times in 12 months to offset government's mismanagement? 

Even with this trigger pulled, inflation is not under control.

East Gippsland Shire Council can and should perhaps hold rates steady by billing the same as last year 22/23 and, perish the thought, deliver 3.5% reduced costs/services as a consequence of fiscal restraint.

Concentrate on necessary productivity and efficiency dividends.

Do what any responsible organisation does and work within a reduced budget until the end of this council term in Nov 2024 instead of being addicted to annual increases.

Set out to complete existing and very necessary capital expenditure work only instead of spreading itself too far, too thin and failing to complete projects on time and on budget.

Question: Why it is that most project expenditure exceeds budget and is delivered in stages, while somehow the ever increasing list of currently budgeted projects gets longer every year with lesser percentage of budgeted dollars actually being less every year.?

Question:  Why do so many projects fail to be completed on time and on budget? 

Question:   Why are so many projects divided in to stages? 

Now our local government in its draft budget mode,was it set in stone 6 months ago and before fiscal restraint was considered? It is suspected to obtain a 7 to 2 vote approving the largest rise in rates and charges since amalgamation nearly 25 years ago. 

This autocratic undemocratic organisation proclaims transparency!

The combined views of a number of concerned locals:

Local Housing Strategy.  It may affect you !

I have copied below some feedback on the recent EG Housing Strategy which was sent to the Shire. These sorts of questions need to be asked and the community given better options and time to consider. 

East Gippsland Housing Strategy Feedback:

I am providing this feedback on behalf of …………….there are a number of concerns that we have and feel that Council have not provided adequate information on.

I believe that the consultation process has not be fair and equitable to all. To provide information on Council’s “Your Say” page and say that you have consulted with community is incorrect. Many residents in East Gippsland do not have access to the internet, and given that we are a low socio economic area there are many that can’t afford the internet.

The notification period for the walk in sessions was in many cases very short, making this difficult for many to attend.

I have read Council’s Housing Settlement Strategy and I have outlined some areas of concern that I would like addressed.

	Housing Settlement Strategy	Question
1	·      Planned 8271 dwellings built between 2021 and 2041. ·      Developer profit per unit at least $100,000 represents $820,000,000. ·      Has EGSC Audit and Risk Committee a record of Shire Councillor and Shire Administrators (family, shareholdings etc.) interest in the land designated for development or any pecuniary interest in any potential construction/development company that could tender for the work or purchase the land?	Who benefits?       If not why not? Should such a register of assets be recorded?
2.	East Gippsland Shire is designated a “low socio-economic region”     Adding to Bairnsdale and Paynesville Conurbation will not improve the designation!	How will the housing strategy change this so that the region prospers beyond that designation?   Would spreading eastwards and north to Orbost, Cann River and Omeo be a better option for settlement.
3.		Why is a heritage site (The Tanks) not excluded from the Lakes Entrance planned residential extension? How large and area will be excluded and what access will be ensured?
4.		Wouldn’t the eastward spread of new property development and industry offer greater opportunities to improve overall infrastructure rather than focussing on the western extremity of East Gippsland!
5.		·       Who at EGSC will manage and be accountable/responsible for ensuring that if this proposed strategy is established, it is a success? ·       What are the Key Performance Indicators for that position. ·       Will Councillors be the judge of performance rather than the administration?
6.		The Omeo Mountain Bike course/plan has a budget of $7+ million with a totally unrealistic business plan of almost 200 visitors for every night of the year! How realistic is this strategy document when there appears to be no growth in Omeo’s residences to accommodate the visitors predicted for the cycling track?
7.	Report states that 33% of current EGSC residents have arrived since 2016. What was the number that left/departed the Shire.	Why have these people left? What can we learn and correct for the future from these departures?
8.	Unoccupied homes/dwellings represent 15% (400+) of East Gippsland homes.	How can Council ensure that any new dwellings must be occupied rather than for short stay/AirBnB holiday lets?
9.		Why is there no reference or any input to the document from the LEGAS community process which cost over $500,000? This has infrastructure and recognised risks for the community of Lakes Entrance.
10.		How much did this report cost to prepare?
11.	The estimated growth of over 8000 dwellings in all areas as a result of this strategy.	What increase in Council services and infrastructure is planned to support such growth? Should sufficient increases be projected, how does Council plan to fund them other than by increases in rates and charges?
12.	Increases on this scale (say 21,000 persons) will require increases supply of water and removal of hard waste.	How is the increase in management/removal of hard waste to be funded?
13.	Projected population and dwelling growth.	What increases are planned in medical, education, emergency and transport services? Medical services are already well overstretched to accommodate the needs of the current population, emergency services are under staffed and under-funded, likewise schools are full to overflowing. Transport services are to say the least basic Shire-wide.
14.	The growth of 8000 dwellings means an increase of 21,000 to the population (if you average 3 per new household).  Of this 21,000 at least 16,000 will be of working age.	Where are the projected jobs for these new residents, the new industry, business opportunities, etc.? Many of the youth who have grown up in the area leave after completing secondary education in order to attain higher qualifications and/or obtain meaningful work. Increased population will magnify this issue. What is planned to alleviate this loss of our youth in the community.
		Specifically regarding the development in the Lakes Entrance area, and directly in the northern area, what is planned to preserve the Historical Site of the old Oil Works ( a heritage area) to ensure its survival and the ability to maintain access to and from.
	As it seems Infill housing is planned in East Gippsland.	Has consideration been given to the fall in values of surrounding larger properties, the owners of which purchased specifically to live in a low-density housing area.        Is there a planned percentage of public housing in the high density growth areas and has consideration been given to the overall  social economic effects of such housing?
	If Infill  housing is to go ahead in the so-called ‘northern growth corridor’ of Lakes Entrance	What considerations have been given to both vehicular and pedestrian traffic in the area? Currently there are no made footpaths, and certainly none which are accessible for all. The traffic flows on perimeter roads would increase dramatically and necessitate made footpaths and changes in traffic management. These changes would also increase requirements for better drainage
	East Gippsland has a Bushfire Overlay and much of it also has a flood overlay.	With an increase in population what plans are in place to be able to manage under Emergency Conditions.  Where is the Emergency Evacuation Centre in the case of Fire, likewise for Flood.
	Planned 8271 dwellings built between 2021 and 2041, specifically Lakes Entrance.	What works are planned to improve the already limited  access to and from the town especially at peak times ?
		Current communication facilities are already unable to cope during peak periods with many outages etc. What plans are in place to affect improvements to the infrastructure and subsequent services, eg, NBN Mobile etc.
		Given the amount of hitherto undeveloped land being eaten up by these proposed developments, what offsets are being put in place to account for loss of natural flora and fauna?                                                                                                                                     Particularly in the case of the ‘Northern Corridor’ in Lakes Entrance what offsets are planned to account for the loss of Grey Gums in the planned developed area?
		Considering the large number of ‘Holiday Homes’ and ‘Air BnB’ properties especially in the Lakes Entrance area has consideration been given to either re adjusting the rates for these properties or improving control over them from a rateable value aspect.