When I stepped back from Council, I did so with clarity and optimism — not just about where our cities were headed, but about the role planning could play in shaping our future. For over two decades, I’ve worked at the intersection of planning, politics, and community, as a mayor, consultant, and researcher. I’ve seen the power of good planning to create liveable, inclusive, future-ready places. I’ve also seen how easily it can be derailed by short-term thinking — and how costly that can be for clients, communities, and councils alike. Greiss Planning exists to bring clarity, rigour, and steady leadership to the approvals process, so good projects can move forward with confidence.
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At a Glance
• Draft Delivery Program and Operational Plan placed on public exhibition with a $280 million budget
• City Revitalisation and City Resilience confirmed as the two overarching priorities
• $69 million in capital works and a new $2.4 million City Amenity and Appeal Program
• Continued advocacy for the Community and Justice Precinct and strategic investment through WestInvest
From Vision to Delivery
On 26 April 2022, Council unanimously resolved to place our draft Delivery Program 2022 to 2026, Operational Plan 2022 to 2023, Budget, Fees and Charges, and Long Term Financial Plan 2022 to 2032 on public exhibition. For me, this was more than a statutory step. It marked the moment when aspiration began to translate into accountable delivery.
The Delivery Program identifies 37 essential services and more than 150 actions and deliverables in the first year alone. These are not abstract commitments. They represent the practical expression of the Community Strategic Plan, grounded in two overarching priorities: City Revitalisation and City Resilience.
I have always believed that strategy earns its credibility only when it is matched by disciplined implementation. This program is the framework through which we test that principle.
City Revitalisation as a Shared Endeavour
City Revitalisation is not a slogan. It is a complex, long term endeavour that requires cooperation between Council, State and Federal Governments, private stakeholders and residents. No single entity can revitalise a city in isolation.
When I speak of revitalisation, I speak of making the whole of Campbelltown an attractive place to live, work and play. That means thoughtful planning, quality public spaces, vibrant centres and infrastructure that keeps pace with growth. Our 280 million dollar draft Operational Plan for 2022 to 2023 is the first year of that commitment in this elected term.
Importantly, the budget includes a modest rate increase of 1.2 per cent, set by the Independent Pricing and Regulatory Tribunal and significantly below CPI. Sound financial management is not merely a compliance exercise. It is a cornerstone of public trust.
Investing in the City’s Foundations
The Operational Plan includes 69 million dollars in ongoing capital works. This encompasses substantial investment in roads and related projects, drainage and flood mitigation, open space and sports fields, land and buildings, plant and equipment, and community facilities.
Each of these categories speaks to everyday experience. Roads and drainage protect safety and connectivity. Parks and sports fields sustain wellbeing. Community facilities enable social and cultural life. Plant and equipment underpin service reliability. When viewed together, they form the physical backbone of our city.
Beyond these ongoing works, I was particularly pleased to see the introduction of the 2.4 million dollar City Amenity and Appeal Program. This initiative accelerates the delivery of shade sails, strengthens investment in public space assets, enhances maintenance in the CBD and high profile areas, and improves presentation at leisure and childcare centres.
In reflecting on this, I see amenity not as cosmetic, but as civic. Clean, well maintained and thoughtfully presented spaces foster pride and signal that a city values its residents.
City Resilience as a Discipline
Our second overarching priority, City Resilience, reflects the lessons of recent years. Fire, flood and pandemic have tested communities across New South Wales. Resilience, as I have previously noted, is the capacity to survive, adapt and thrive in the face of chronic stresses and acute shocks.
The business paper accompanying this program included several items that reinforce this focus. Reports on the Local Housing Strategy, the inclusion of a natural disasters clause in our Local Environmental Plan, and our Resilience Hazard Assessment are foundational steps. They embed learning into planning instruments and strategic frameworks.
Additional reports addressing support for people experiencing homelessness and matters relating to Glenalvon House demonstrate that resilience is not confined to infrastructure. It includes social cohesion, heritage and the wellbeing of vulnerable residents.
I readily acknowledged that the concept of City Resilience is relatively new to me. The progress achieved to date owes much to the former Mayor, our General Manager and dedicated staff. Leadership also involves recognising where others have laid strong groundwork.
For now, we will continue to foster City Resilience through the range of projects and programs highlighted in our Delivery Program and Operational Plan.
That statement reflects a steady approach. Resilience is built incrementally, through consistent investment and collaboration.
Supporting Community Life
Even as we focus on strategic priorities, the Delivery Program sustains the everyday supports that matter deeply to residents. We will continue to provide a higher than statutory pensioner concession rebate and deliver a substantial community and cultural events program. The return of events such as Chill Fest, Feast Campbelltown and the Festival of Fisher’s Ghost is not incidental. These gatherings strengthen identity and connection.
Advocacy and City Shaping Infrastructure
My advocacy efforts have continued across all tiers of government. One project remains central in these discussions: the Community and Justice Precinct. I have described it previously as an essential piece of social and economic infrastructure for our CBD and broader region. It has the potential to bring employment, services and renewed confidence to the city centre.
Sustained advocacy is required to secure such opportunities. I have asked the General Manager to explore additional mechanisms that may assist in advancing this city shaping project. Effective advocacy is persistent, measured and grounded in evidence.
I am also pleased that planning has commenced for the WestInvest allocation committed to Campbelltown. Councillors have been briefed on a range of proposed projects designed to meet the diverse needs of our growing community. Strategic external funding, when aligned with our Delivery Program, can accelerate progress meaningfully.
Reflection
This Delivery Program represents more than a set of projects and budget lines. It is a statement of intent for the term ahead. Through City Revitalisation and City Resilience, we seek to balance ambition with prudence, growth with care, and aspiration with accountability. If we remain disciplined in delivery and open in consultation, we will not only meet our statutory obligations, but strengthen the confidence our community places in its council.
Read the original Mayoral Minute here: 6. Thoughts, Opportunities and Priorities