Budget 2026-2027

If the population is increasing by 30%+ in 10 years, can the City do scenario plan modelling re impact on current infrastructure and future planning decisions?

Yes. Scenario planning is an important tool for understanding the potential impacts of population growth on infrastructure, services and future planning decisions.

The City has already undertaken scenario planning exercises with Elected Members and staff to explore different development and growth outcomes. These exercises help identify opportunities, challenges and infrastructure requirements that may arise under various growth scenarios.

A key benefit of scenario planning is that it encourages consideration of future possibilities without being constrained by existing arrangements. This enables strategic thinking about what may be required to support the community as it grows, before evaluating how current infrastructure, policies and services may need to adapt.

As population growth projections continue to be considered, scenario planning would be a valuable approach to inform future planning and investment decisions.

Are we able to access the slideshow after so we can read?

Yes. The presentation slides will be made available following the event and can be accessed on the City's website.

Has the City considered selling the airport to pay for future infrastructure for the community? Private investors can then develop. Not Local Government role.

The City has not formally considered selling the Busselton Margaret River Airport as a means of funding future community infrastructure.

While the question of airport ownership is sometimes raised, the current view is that the airport has significant future growth potential and remains an important strategic asset for the region. Recent studies have identified opportunities to further develop and enhance the airport's role in supporting tourism, economic development and connectivity.

The City considers that retaining ownership at this stage allows it to continue pursuing these opportunities and maximise the long-term value of the asset for the community. The airport's development to date has played a significant role in securing air services and improving regional access, outcomes that may not have occurred without local government leadership and investment.

As with all major assets, the City will continue to regularly assess its strategic value and future opportunities.

$6m for acquisitions Sarah Pierson noted during her presentation. Why does the City need to buy parks, gardens or playgrounds from developers?

The $6 million relates primarily to assets that are transferred to the City by developers as part of approved development agreements. These assets can include parks, playgrounds, public open space and associated infrastructure.

While these assets are recorded as acquisitions in the City's accounts, they are generally not purchased by the City. Instead, they are constructed and provided by developers before being transferred to the City, which then assumes responsibility for their ongoing management and maintenance.

Is the City depreciating the airport? A surplus of $5m but does that include depreciation and all of the staff costs of senior staff not just airport staff?

Yes. The airport's financial performance includes depreciation and other operating costs. In addition, a proportion of corporate overheads and support costs are allocated to the airport, although the methodology for these allocations is being continually reviewed and refined.

The City is committed to ensuring that major assets, including the Busselton Margaret River Airport, are managed in a way that maximises value for the community. While the focus over the past decade has been on establishing and developing the airport and its services, there is now an increased emphasis on optimising financial performance and long-term returns from key City-owned assets.

The City continues to review the performance of its strategic assets and identify opportunities to improve returns on investment while maintaining community benefits and service outcomes.

Do the rates from the acquisitions donated, cover the costs of the maintenance needed?

In most cases, not immediately. When assets such as public open space, parks and playgrounds are transferred to the City through new developments, the City assumes responsibility for their depreciation, maintenance and ongoing renewal costs from the time they are acquired.

While these developments will generate additional rates revenue over time, there is often a delay before that revenue is fully realised. Initially, undeveloped lots attract relatively low rates, and it is only once houses are constructed and occupied that more substantial rates revenue is generated.

As a result, the City will often incur the costs of maintaining new assets before the associated rates revenue reaches a level that fully contributes to those costs. This is one of the challenges associated with growth, where infrastructure and services are typically required in advance of the revenue generated by new development.

Can you describe the process of service review for public open space and reserves. What will be considered?

The review of public open space and reserve services will consider all aspects of service delivery, including the level of service provided, community needs and expectations, utilisation, maintenance standards, costs, efficiency, effectiveness, and alignment with the City's strategic objectives.

Service reviews are conducted using a structured and evidence-based methodology to ensure services continue to meet community needs and represent value for money. The process includes data analysis, benchmarking, stakeholder input and consideration of future demands and service levels.

Further information on the City's service review process will be made available on the City's website.

How does the city work with state government on things like education / eg school development (eg Vasse primary) and health ie Busselton health campus?

The City works closely with State Government agencies to advocate for the infrastructure and services needed to support our growing community, including education and health facilities.

The City's role is primarily one of advocacy, stakeholder engagement and relationship management. This involves working with government departments, service providers and elected representatives to communicate local needs, identify priorities and support the planning and delivery of key community infrastructure.

In relation to education, the City actively engages with the Department of Education on matters such as future school planning and the use of government-owned sites. Similarly, the City maintains ongoing engagement with health authorities and relevant government agencies regarding health service provision and the future needs of facilities such as Busselton Health Campus.

Through these relationships, the City seeks to ensure that State Government decision-makers are informed about the needs of the Busselton community and the infrastructure required to support continued population growth and community wellbeing.

The City’s tagline begins with environment, but there isn’t a priority to fund measures to care for environment which is what ultimately determines our health.

The City recognises that protecting and enhancing the environment is fundamental to the wellbeing, health and long-term sustainability of the community, and environmental considerations remain an important part of the City's planning and operations.

While community members may have differing views on the level of funding that should be allocated to environmental initiatives, the City invests in a range of environmental programs and activities. These include environmental management, biodiversity conservation, waterway and foreshore management, revegetation projects, and partnerships that support the protection of natural assets across the district.

The City continues to balance environmental priorities alongside other community needs and service areas through the annual budget process.

How is the City trying to improve its success in obtaining grants and improving that funding stream?

The City is taking a strategic and relationship-focused approach to improving its success in securing external grant funding.

In recent years, the City has strengthened its advocacy efforts by updating its advocacy documentation, clearly identifying priority projects, and ensuring Elected Members are informed about key funding opportunities and government priorities.

The City recognises that successful grant funding outcomes are often built on long-term advocacy and strong relationships with government agencies, Ministers, Members of Parliament and other decision-makers. While competitive grant applications remain important, ongoing engagement and advocacy help ensure that the City's priorities are understood and considered when funding opportunities arise.

The City continues to work collaboratively with representatives across all levels of government to promote projects that will deliver benefits to the Busselton community and improve opportunities to attract external funding.