At a Glance

• Federal infrastructure review creates uncertainty for locally committed projects

• Council managing increasing financial pressures with long term discipline

• Focus on affordable entertainment and equitable access for residents

• Strong progress on City Centre revitalisation and urban renewal policy

Holding Steady Amid Infrastructure Uncertainty

In public life, there are moments when progress and constraint sit side by side. The recent announcement of a 90 day Independent Strategic Review of the Infrastructure Investment Program is one such moment.

On 1 May 2023, the Commonwealth confirmed a review of the 120 billion dollar land transport pipeline. We are told that no funding has been removed or deferred in the current Budget, and that projects already under construction and election commitments will not be considered. At the same time, the review will assess whether other projects represent good value for money and are deliverable in current market and macroeconomic conditions.

What was clear to me is that this review reaches beyond major headline projects. It includes assessment of vital sub programs such as the Bridges Renewal Program, Heavy Vehicle Safety and Productivity Program, Roads to Recovery Program and the Black Spot Program. These programs provide millions of dollars each year to councils like ours to improve safety, renew infrastructure, and address accident prone locations.

While the review will not consider individual projects within those sub programs, there has been no explicit assurance that funding levels will remain unchanged. The advice states only that funding will be delivered in the best way possible over the long term. For a growing city like Campbelltown, that ambiguity carries weight.

“Our community should be able to rely on the delivery of committed funded projects and not be impacted by political cycles.”

I have always believed that trust in government is built not only on new announcements, but on the steady delivery of what has already been promised. Campbelltown has a number of projects with committed Commonwealth funding that are due to commence shortly. We also rely on ongoing annual funding to maintain and improve our road network, bridges, and freight routes.

For some in Canberra, these projects may not appear nationally significant. For us, they are critical to our growth strategy and to the daily safety and movement of our residents. They are part of the long arc of planning that ensures our city grows in a coordinated and responsible way.

The temporary pause on approving new releases of funding, except for urgent projects and election commitments, has required us to place certain federally funded work on hold until the review concludes. Ninety days can be a short period in political time, but in project delivery it can create real friction. My responsibility has been to advocate calmly and persistently for our community, engaging with ministers, local members, and regional partners to ensure our voice is heard.

Financial Discipline in a Changing Economy

At the same time, councils across New South Wales are facing increasing financial pressure. Negotiations for the 2023 Local Government State Award are nearing completion, with an anticipated pay increase for council employees. In a climate of rising interest rates and high inflation, our staff deserve fair and reasonable outcomes. I am confident negotiations have been undertaken in good faith.

However, cost escalation and cost shifting from other levels of government are placing strain on many councils. I am reminded that financial sustainability is not achieved in a single budget year. It is the product of careful stewardship over decades.

Campbelltown has long prided itself on delivering a sustainable and balanced budget. That has not occurred by chance. It reflects economically responsible thinking by successive Councillors and staff. While I am confident we can absorb current shocks, I am also conscious that resilience has limits. In reflecting on this period, I believe it is prudent to await the sector wide response being coordinated by Local Government NSW before considering any Campbelltown specific measures.

Ensuring Access and Equity in Everyday Life

Leadership is not only about major infrastructure and fiscal settings. It is also about the lived experience of residents.

I understand the pressure that cost of living increases are placing on families. Entertainment and recreation should not become luxuries available only to a few. For that reason, I have asked the General Manager to explore opportunities to attract quality entertainment activities to our city at an affordable price.

This includes examining how our own facilities might host modern entertainment providers, how we might attract private operators, and how we ensure that vulnerable members of our community are not excluded. Equity of access matters. Our residents should not feel that enjoyment and cultural participation require them to travel elsewhere or to accept a lesser experience.

Revitalisation as a Statement of Confidence

While we navigate these constraints, I am encouraged by the steady progress in revitalising our City Centre. Council recently noted an update on the Local Environment Plan for the Campbelltown City Centre. Since lodging the Scoping Proposal, our team has been in regular dialogue with the Department of Planning and Environment and other agencies, and the proposal has been well received.

Planning controls alone will not revitalise a city centre. They provide a framework, but renewal requires intent and action. Council must play a direct role in shaping attractive, functional, and liveable places.

Our new Revitalisation and Urban Renewal Policy is nearing completion. It will strengthen our capacity to influence outcomes, including the planning and development of strategic sites and the responsible use of our property portfolio to generate future revenue streams. Alongside this, we are finalising the City Centre Design Framework, incorporating sustainable development, integrated mobility planning, community travel insights, and First Nations cultural engagement.

In October 2022, I spoke about the plans we may need to support growth and activation in our main streets and central business districts. I am pleased to see that work now maturing into practical frameworks. By investing in ourselves, we send a clear signal to the market and to our community that Campbelltown is confident in its future.

Reflection

In every season of public life there are headwinds and tailwinds. The measure of leadership is not found in moments of ease, but in the steadiness with which we navigate uncertainty while continuing to plan for the long term. I remain committed to ensuring that Campbelltown grows with integrity, resilience, and a strong sense of place, grounded in promises kept and opportunities thoughtfully pursued.

Read the original Mayoral Minute here: 9. Progress and Constraints