Consolidated Community Engagement Program Feedback 2025-2026

Brian Stockwell90:04

Okay. Anyone like to move that motion? I'll move it. Moved by Councillor Wilson, seconded? By. Would you like to talk? No, thank you. Care of it. Did anyone else get his message? No. I'll put the motion. Those in favour? That's carried unanimously. Thank you. We then move on to fourth item in that section, which is consolidated community engagement program feedback 2526. And we have Acting Director Corporate Services, Margaret, and manager of communications and engagement conferred here with us.

Good afternoon, Councillors. The report provided to you is to confirm how Council's recent and ongoing community engagement has directly informed the strategic settings underpinning our 26/27 budget, rather than to canvass individual budget items. Community engagement over the past 12 to 18 months has been extensive, structured and continuous. It has occurred through formal consultation programs, surveys. Strategic projects and ongoing formal interactions with Councillors and staff. Such as coffee chats, Council meetings at Cooroy, Kin Kin, Boreen Point and Tewantin. Deputations and formal engagement mechanisms such as Liveability Survey, Community Satisfaction Survey and the Destination Management Plan. This engagement has not operated in isolation. It has been deliberately consolidated and analysed to inform Council's strategic decision making and budget formation, consistent with Council's engagement framework. Governance principles. What does this mean for our budget process? The key value of the engagement lies not in generating a list of requests, but in shaping the strategic lens through which the 26-27 budget is being developed. Community feedback has reinforced the strong expectation that Council focus on core services and liveability outcomes, the importance of value for money for fair, sustainable financial settings, a clear need for alignment between service delivery, asset management, long-term affordability, and the community's support for disciplined, evidence-based decision-making. These themes have informed the parameters used in budget workshops, scenario testing, prioritisation discussions, rather than having ad hoc or reactive budget decisions. Importantly, the engagement align closely with Council's Corporate Plan. They support Council's objectives around financial sustainability, governance, service performance and meaningful community engagement, and reinforce the need balance current service expectations with long term capacity and resilience. This alignment ensures the budget is not only responsive to Council to community sentiment, but also strategically anchored and fiscally responsible. As a result, the 26-27 budget is being developed with clear strategic settings. Investment is prioritised where community importance and service performance intersect. Core service delivery asset maintenance are emphasised ahead of short and long term implications are considered transparently within the constraints. Of the long term financial plan and community confidence is supported through. Consistency between what Council hears, plans and delivers. In summary the report confirms that Council's engagement that community engagement has meaningfully. Shaped the strategic framework for the 26-27 budget. This is the first time a report. Like this has been produced to show the extent of engagement and contributing. Council decision-making. It hopefully provides assurance to the community. That Council's budget approach is aligned with community values. Corporate Plan objectives, long-term financial sustainability. And positioning Council well as it moves towards its budget adoption.