East Gippsland Shire Council has adopted its suite of strategic documents, including the annual Budget and Council Plan.
The 2025/26 Budget has kept the rate rise below the State Government cap.
The budget, endorsed by councillors last Monday night, delivers investment in roads, parks, community facilities and essential services across the shire, while acknowledging the cost-of-living pressures many households are facing.
Mayor Cr John White said the budget was a steady, practical plan that aims to make every dollar count.
“We know things are tight for a lot of people right now, so we’ve kept the rate rise to two per cent, a full percentage point below the rate cap,” Cr White said.
Differential rates are one of the tools council uses to support the fair distribution of rates across the community. By applying different ‘rates in the dollar’ to various classes of property, council is able to shift part of the rating burden from one group of ratepayers to another in a structured and considered way.
For 2025/26, council proposes to apply an average rate increase of approximately two per cent to each property class. This approach ensures fairness and simplicity, with all ratepayers seeing a consistent change regardless of property type.
“We have set rate differentials at 100 per cent for residential properties, 129 per cent for commercial and industrial properties, and 74 per cent for farm properties,” Cr White said.
“This structure results in an average rate increase of approximately two per cent across all property types, guided by the principles of equity and fairness. This budget is about maintaining the services communities rely on without placing extra strain on household budgets.”
COUNCIL PLAN ADOPTED
The Budget supports the first year of council’s newly adopted Council Plan 2025-2029, a strategic to-do list set by council’s nine elected councillors, which sets the direction for the shire over the next four years and is structured around four key themes:
– Community Wellbeing and Social Responsibility
– Prosperity
– Making the Most of What We’ve Got
– Managing Council Well
The plan was shaped by one of council’s largest-ever community engagement programs, involving more than 4000 residents. It reflects the aspirations of council’s Community Vision 2040 and informs decisions on services and infrastructure.
The mayor said the level of engagement demonstrated the strength of community interest in shaping the region’s future.
“This plan reflects the voices of East Gippslanders,” he said.
“It’s a practical and ambitious guide for the next four years, grounded in what our community told us matters most. It supports initiatives that address homelessness, family violence, the needs of vulnerable residents, and health, safety and quality of life right across East Gippsland.
“It also responds to population growth by prioritising maintenance and renewal of roads, drainage and footpaths, and reflects council’s commitment to long-term environmental sustainability.”
The Council Plan aligns with Council’s Budget, Long-Term Financial Plan and Asset Plan. Regular reporting will track progress against the plan’s objectives, ensuring transparency and accountability throughout its term.
Community consultation was also central to the budget process, with engagement held in February and May. The 2025/26 Budget aligns with council’s broader suite of strategic plans and focuses on long-term financial sustainability.
“We reviewed services to ensure they continue to meet community expectations and prioritised asset renewal and maintenance over new infrastructure – unless a clear need and cost-saving design was identified,” Cr White said.
Despite this conservative approach, a significant $71.711 million capital works program is included, comprising $38.055 million in new projects and $33.656 million in carried-forward works from 2024/25.
“We’ve focused on getting the basics right and looking after what we’ve already got. That means road maintenance, renewing community buildings and making sure public toilets, parks and playgrounds are safe and inviting.”
Key community investments include:
– $17.3m for road, footpath and drainage maintenance
– $20.9m for parks, playgrounds and sporting reserves
– $8.9m for community buildings and facilities
– $14.2m to run waste services, plus $2.4m in upgrades
– $1.5m for new and renewed footpaths
– $5.9m to operate aquatic and recreation centres
– $608,000 for environmental programs and weed control
– $12.4m for Bairnsdale Airport and car park upgrades
This allows the budget to meet community priorities while ensuring infrastructure remains safe, accessible, and ready for the future.
REVENUE AND FINANCIAL PLANS
Council also adopted two important financial documents that will guide revenue planning and long-term sustainability: the Four-Year Rating and Revenue Plan 2025/26 to 2028/29 and 10-Year Financial Plan.
The Rating and Revenue Plan outlines how council will raise the income needed to deliver services, maintain fairness across property classes, and ensure a balanced approach to rate increases.
Council provides a wide range of services and facilities to meet the needs of communities across the shire. Collecting revenue covers the costs of delivering these services – and rates and charges account for 52 per cent of total revenue.
The Revenue and Rating Plan makes transparent how funds are raised and used, outlining how council calculates the income required to support its work, and how the costs are shared across different groups in the community. It explains the decisions made to ensure a fair and consistent approach to rates, as well as the principles used to set other charges, such as user fees.
Councillors have also adopted a new 10-Year Financial Plan for 2025/26 to 2034/35. The Plan sets out the key assumptions used to forecast income and expenditure and demonstrates Council’s long-term financial sustainability. It has been shaped by community engagement, including recommendations from the Community Panel convened earlier this year.
A central focus of the Financial Plan is financial sustainability. Sound long-term financial management provides the certainty and flexibility needed to deliver services efficiently and manage assets effectively. Council will be guided by the risk levels recommended by the Victorian Auditor-General’s Office for Financial Sustainability Indicators. While current indicators show council is financially sound, the underlying result highlights longer-term risks that require continued attention.
To address this, council will develop a Financial Sustainability Strategy. This strategy will provide a framework for identifying future savings and efficiencies in how services are delivered. It will examine all aspects of the budget – including operating, capital, and project budgets – to ensure services remain efficient, accountable, and aligned with strategic planning principles.
