At a Glance
• Reimagining Campbelltown City Centre shifts from vision to implementation
• Strategic land holdings positioned as catalysts for revitalisation and long term revenue
• Financial sustainability linked to resilience and reduced reliance on rates
• Quiet Hour initiative highlights inclusion as a core civic value

From Vision to Delivery

In April 2020, Council adopted the Reimagining Campbelltown City Centre Master Plan, following its unanimous endorsement in July 2018 and a vision launched at Parliament House. It was, and remains, one of the most comprehensive strategic exercises undertaken for our city centre.

The Master Plan concentrated on Campbelltown, Macarthur and Leumeah. It introduced a unified vision supported by six growth pillars, twenty five commitments, ten city making moves and thirty five actions. It was built on research, consultation and repeated testing with councillors, stakeholders and the community. Its recognition through the Place Based Collaboration Award in 2020 affirmed that this was not planning in isolation, but planning in partnership.

Importantly, Reimagining is a guidance document. It does not alter zoning or impose development controls. Those functions sit within our Local Environmental Plan and Development Control Plan. Reimagining provides the direction. The statutory instruments give it effect.

In reflecting on the work of recent years, I believe we have now reached a natural inflection point.

It is time to move from reimagining to implementing.

Implementation Requires Pragmatism

Implementation is always more complex than vision. It demands updated planning controls, revised internal policies and sustained collaboration with State and Commonwealth governments, private enterprise and residents. It requires flexibility. No matter how well drafted a master plan may be, the transition to delivery inevitably reveals adjustments that must be made.

I have asked the General Manager to accelerate the development of the policies necessary to support this implementation phase and to bring them before Council as soon as practicable. Our commitment must be twofold: firm in vision, adaptable in execution.

Substantial strategic work has already occurred. The Local Housing Strategy, the Employment Lands Strategy, and the advancing concepts for the Community and Justice Precinct and the Health and Education Precinct all align with the transformative ambitions identified in Reimagining. Across Greater Sydney, the Department of Planning and Environment, the Greater Cities Commission and the Western Parkland City Authority have also introduced reforms that reshape the broader context in which we operate.

The foundations have been laid. The next task is disciplined activation.

It’s time to move from reimagining to implementing.

Financial Sustainability as a Pillar of Revitalisation

Vision without financial sustainability is aspiration without endurance. In recent months, Council adopted its Delivery Program and Operational Plan for 2022 to 2023. Total projected revenue growth from 189 million dollars to 196 million dollars reflects careful budgeting across grants, rates, fees, investments and other activities.

Of note, rental income is projected to increase significantly, demonstrating our efforts to diversify revenue and reduce reliance on traditional streams. This is not a departure from public purpose. It is a recognition that resilience includes financial resilience.

In future Minutes, I intend to examine the broader history of financial sustainability, including the Fit for the Future program and its assessment methodologies. For now, I wish to focus on one key dimension: the use of council assets in the city centre.

Leveraging Land Holdings Responsibly

Campbelltown City Council holds significant land within the city centre. These holdings are not incidental. They are strategic levers in the success of our revitalisation agenda. While I was not part of the council that acquired many of these properties, I believe they were secured with an intention to catalyse growth and renewal.

The challenge before us is to ensure that any investment strategy is financially sustainable and delivers measurable benefit to ratepayers. Growth places pressure on infrastructure and services. If council assets can generate ongoing income while retaining public ownership, they can help ease that burden.

The Farrow Road site, now home to a new Bunnings through a long term ground lease, offers a practical example. It transformed under utilised land into employment, economic activity and an enduring revenue stream for Council. This is one model among several that may be considered.

However, such decisions must not occur in a vacuum. They require transparent policy settings and informed community discussion. I have asked the General Manager to begin developing clear frameworks to guide how we use our city centre land holdings, ensuring accountability and clarity as we enter this implementation phase.

Inclusion as a Measure of Civic Health

While large scale planning commands attention, small but meaningful initiatives often reveal the character of a city. I was particularly struck by the response to the Quiet Hour initiative at Chill Fest. Originating from a 2018 motion brought forward in the Chamber, Quiet Hour ensures that people with disability, and their families and carers, can participate comfortably in community events.

This year, more than 1,200 community members registered interest. The demand required us to expand sessions so that all who applied could attend. That response signals a genuine community need.

In reflecting on this initiative, I see inclusion not as an adjunct to event programming, but as a core civic principle. Revitalisation must be measured not only by cranes and construction, but by whether all residents feel welcomed into the life of the city.

Advocacy and Regional Responsibility

My advocacy efforts continue with the new Commonwealth Government and across all tiers. The establishment of a Strategic Advocacy Group will strengthen our capacity to align priorities and pursue opportunities methodically.

As neighbouring local government areas once again experience significant weather events, we are reminded that revitalisation and resilience are intertwined. I extend my gratitude to our emergency services and volunteers who work tirelessly during such periods, and to residents for their patience as recovery efforts proceed.

Reflection

The Reimagining Master Plan gave Campbelltown a confident and collaborative vision. Implementation now calls for careful policy reform, disciplined asset management and sustained partnership. If we align revitalisation with financial sustainability, and ambition with inclusion, we will not only shape a more dynamic city centre, but strengthen the resilience and trust that underpin our shared future.

Read the original Mayoral Minute here: 7. Billabong Parklands Project Audit