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
• Building on long term planning through coordinated social and physical infrastructure
• Advancing a structured advocacy program with State and Commonwealth governments
• Introducing major policy frameworks for city attraction and urban renewal
• Strengthening Councillor protocols to support governance and accountability
A City That Plans with Purpose
Throughout its history, Campbelltown has demonstrated a proactive approach to planning for the future. In my first Mayoral Minute, titled Thoughts, Aspirations, and Highlights, I reflected on achievements such as the Koala Plan of Management and the Reimagining Campbelltown City Centre Masterplan. Those documents were not symbolic gestures. They represented a shared vision crafted with input from stakeholders committed to shaping our city’s future.
From the outset of my term, I outlined three principles to guide our work: delivering local social and physical infrastructure, strengthening advocacy, and reviewing our policy framework to ensure it remained adaptive and progressive. Over the course of 27 Mayoral Minutes, I have sought to demonstrate how these principles are taking practical form.
“Campbelltown has consistently demonstrated a proactive approach to planning for the future.”
That proactive tradition is not accidental. It reflects a civic culture that values foresight and stewardship.
City Amenity and Beautification
One of the earliest and most visible initiatives was the establishment of the City Amenity, Beautification and Appeal Program. Its purpose was straightforward. Identify areas in need of improvement and implement a practical plan to maintain and enhance them.
Clean and well maintained public spaces are not cosmetic concerns. They shape daily experience, influence civic pride, and contribute to liveability. The short term results have been tangible, with improved cleaning regimes, renewal of assets and better utilisation of public spaces. The accompanying report details the equipment purchased and the work undertaken to support this effort.
We are now maturing our asset management approach. Supported by advanced technology and improved data sets, we are developing a more comprehensive understanding of our public assets. This allows for informed and strategic decisions that maximise community benefit. I thank Director of City Services Ben Hoyle for leading this work and embedding a more sophisticated asset management culture within our organisation.
Strengthening Social Connection
Infrastructure is not only physical. It is also social. In April 2023, I spoke about strengthening social connections by empowering community members to develop activities that matter to them.
Three elements were central to that approach. First, understanding what the community actually wants and needs. Second, ensuring that we have suitable spaces to host activities. Third, supporting residents to navigate the compliance requirements that accompany event delivery.
We have reviewed potential outdoor locations capable of becoming event ready venues, responding directly to community feedback. Campbelltown already benefits from significant assets such as the Sports Stadium, Arts Centre, Coronation and Redfern Parks, the Athletics Centre, Koshigaya Park, Hallinan Park and the soon to be completed Billabong Parklands. Upgrades to some of these sites will further enhance their capacity to host diverse gatherings.
A comprehensive audit of our public halls is also underway to assess their suitability for contemporary community use. As our population evolves, our indoor spaces must adapt accordingly. Additional staff resources have now been secured to assist community members in navigating event processes, ensuring that enthusiasm is supported by practical guidance.
Advocacy as a Core Responsibility
Since assuming the role of Mayor, I have viewed advocacy as a core responsibility. Local government does not operate in isolation. Our capacity to deliver depends in part on our ability to secure support from State and Commonwealth partners.
We developed Our Call to the NSW Government for Support to articulate clearly the initiatives that matter most to Campbelltown. Several have received support, demonstrating that persistent and respectful advocacy can yield results.
The commitment secured under the WestInvest Program represents a significant opportunity for our community. As these projects move from funding confirmation to planning and delivery, they promise tangible improvements to facilities and services.
Our advocacy continues. The proposed Community and Justice Precinct remains a strategic priority with potential to stimulate employment and tertiary sector involvement. I have met with new State Ministers and with the Premier in Campbelltown to outline our priorities. Engagement with the Commonwealth has presented challenges, yet we remain determined to present our case at the national level.
Advocacy, in my experience, is most effective when it is consistent, evidence informed and focused on shared outcomes.
City Attraction and Events
The City Attraction and Events framework comprises four complementary policies: the City Attraction Program, the Stadium Attraction and Content Retention Policy, the Sustainable Events Policy, and the Grants, Sponsorships and Donations Policy.
Together, these policies promote vibrancy, environmental responsibility and equitable access. They clarify how we attract events, retain content, support community initiatives and ensure sustainability. By setting clear expectations, we provide certainty for organisers and transparency for residents.
Urban Revitalisation and Investment
The Urban Revitalisation and Investment framework includes policies on Urban Renewal and City Revitalisation, Investment Property Portfolio Strategy for Revenue Growth, Acquisition of Property, and Divestment of Land and Building Assets.
These policies formalise our approach to investment and renewal. They ensure that decisions about acquisition, divestment and portfolio performance are guided by strategy rather than impulse. Importantly, all activities will continue to adhere to governance requirements under the Local Government Act and will be brought to Council for approval.
By articulating a structured framework, we provide a compass for navigating complex decisions while maintaining accountability.
Strengthening Councillor Protocols
Good governance depends not only on policy but also on conduct. Following advice from staff and insights gained through Code of Conduct training, we have expanded proposed protocols to apply to all Councillors.
These revised protocols consolidate legislative requirements, established procedures and longstanding practices into a coherent framework. As our city grows and expectations increase, clarity in roles and processes strengthens public confidence.
Reflection
When I consider the initiatives outlined in this Minute, I see a common thread. Each represents an effort to align vision with structure, aspiration with accountability, and growth with resilience. With sound social and physical infrastructure, a disciplined advocacy program, and enabling policy frameworks, Campbelltown is positioning itself for a future defined not by chance but by considered intent.
Read the original Mayoral Minute here: 13. Enhancing Our City