REDLAND City Council, like many councils, is grappling with a range of issues having an impact on its budget.
The issues include legacy factors such as landfill remediation, previous approaches taken to infrastructure investment (both on the mainland and islands) and investment in council assets, such as the administration building, Cleveland pool and waste and water infrastructure.
I have learnt some of the issues have been raised in previous terms of council and they now need addressing.
The strategic direction of previous council terms has an impact on the overall budget position.
There are existing commitments to multi-year projects for the future, including the Birkdale Community Precinct and the Heinemann Road Regional Sports Complex.
The editor has asked if I would like to provide a regular monthly article.
I am writing because I feel it is important to provide our community with information and to express my thoughts regarding what I have accessed since commencing the mayoral role just over a year ago.
I raised a Mayoral Minute in the March 2025 general meeting, with the intent of seeking an independent external review of Council to examine structure, resourcing, service levels and delivery models.
I was asking for this to gain a complete and independent picture of the position of our council, including resourcing needs and possible improvements and efficiencies.
I understand a whole of organisation review hasn’t previously been undertaken and fresh expert eyes can offer a fresh perspective.
It’s important to take any politics out of this, understand it is not about finger pointing but proposed for the wellbeing of the organisation and our community.
The motion was supported by the majority of councillors, 6-5.
Community and organisational benefits are at the forefront of my mind.
I feel a review is particularly important, given the rate rise adopted by Council for the 2025/2026 financial year, consideration of our community’s capacity to service rises, and the impacts of the legacy, current and future costs to Council’s budget.
As a council with unique considerations, such as a largely residential ratepayer base and six residential islands to service, it is vital that we consider a realistic and comprehensive approach to our business model and what Council can realistically deliver for our city, while remaining financially sustainable in the long term.
Council must also absorb the cost of shifting responsibilities from other levels of government, higher than budgeted depreciation and rising costs across nearly every area of operation. I believe investing in the review, relative to other expenditure, is not just prudent but essential.
It’s a chance to reset, refocus and realign with the needs of the organisation and our community.
