At a Glance

• Leadership in local government is ultimately about stewardship, not permanence
• Stepping aside can be an act of confidence in the city’s future and the next generation
• Lasting civic progress is always the work of institutions, colleagues, and community
• Gratitude matters because public achievement is never the work of one person alone

Knowing When a Chapter Has Reached Its End

I have always believed that leadership carries with it not only the responsibility to act, but also the judgment to know when a chapter has reached its natural conclusion. Public office is not something to be held for its own sake. It is a trust, exercised for a time, in service of a community that is always larger than any one individual.

That is why my announcement on 12 April 2024, at the business lunch hosted by the Ingleburn Business Chamber and Campbelltown Chamber of Commerce, was for me both significant and deeply reflective. I confirmed that I would not be a candidate for re election in the local government elections scheduled for 14 September 2024. After sixteen years as a Councillor and nearly three years as Mayor, that decision was not made lightly.

In reflecting on that moment, what was clear to me was that it represented both an ending and a beginning. Public service teaches one to think in terms of continuity rather than possession. No office belongs to us. We hold it for a period, we do our utmost within it, and then we pass it forward.

Stewardship Is Measured by What Endures

I have long held the view that the proper test of leadership is not whether one remains in office, but whether the institution and the city are stronger because of one’s time there. That is the long view of place. It asks whether foundations have been laid, whether confidence has been built, and whether the path ahead is clearer for those who follow.

Campbelltown has changed considerably over the years, and it has been my privilege to serve during a period of real momentum. I am proud of what has been achieved, not in the narrow sense of projects completed or announcements made, but in the broader sense of direction. We have sought to position our city with purpose, with ambition, and with a confidence worthy of its people.

I said in the Minute that this decision was shaped by “the need to pass the baton to the next generation.” That remains central to my thinking. A healthy democratic culture depends on renewal. It depends on creating space for new leadership, new ideas, and new energy, while ensuring that the values and standards of the institution remain intact.

“This marks a pivotal moment in my life and career, symbolising an end and a new beginning.”

Public Achievement Is Always Collective

One of the enduring lessons of public life is that no meaningful civic achievement is ever the work of one person alone. Local government, perhaps more than any other sphere, reveals the importance of collaboration, patience, and institutional effort. Mayors, councillors, executives, staff, and community leaders all carry a part of the burden and all contribute to the result.

I am reminded of this most strongly when I consider the many people with whom I have had the honour to serve since first being elected in 2008. Their dedication, professionalism, and commitment to Campbelltown have shaped the city in ways that the public may not always fully see, but from which the public benefits every day.

I have been fortunate to work alongside colleagues who understood that leadership is not performance, but persistence. It is the steady work of building consensus, advancing ideas, and maintaining institutional integrity even when the task is difficult. That kind of work rarely attracts the same attention as public debate, yet it is the true substance of civic progress.

Gratitude as a Measure of Perspective

This period has also caused me to reflect on gratitude. In public life, gratitude is not a formality. It is a recognition of interdependence. It is the acknowledgment that service is sustained by the confidence, sacrifice, and effort of others.

I remain deeply grateful to the councillors who entrusted me with the role of Mayor and to the many colleagues across the organisation who helped turn aspiration into action. I reserve particular appreciation for our General Manager, Lindy Deitz, whose resilience and professionalism have been central to much of what we have been able to achieve. I am equally grateful to our Deputy General Managers, Directors, and to Kate Stares, whose support and commitment have contributed significantly to my work and to the city’s progress.

What was clear to me throughout these years is that strong institutions depend on strong people. They depend on those willing to carry responsibility with seriousness and to do so in a way that serves the public rather than themselves.

Family, Service, and the Human Cost of Public Life

No reflection on public service would be complete without recognising the support of family. Those who serve in public office never do so alone. The demands of the role are often carried quietly by those closest to us, who accept the disruptions, the absences, and the constant public obligations that come with it.

My wife Michelle and our children James and Gabriella have been that foundation for me. Their love and support have made my service possible. I have always understood that any public role rests upon private sacrifice, and that truth deepens one’s sense of responsibility.

Reflection

As I continue to serve until the conclusion of my term, I do so with the same sense of duty that has guided me throughout my years in office. This is a time not only for thanks, but for reflection on what public service should mean. I remain convinced that leadership is at its best when it is exercised with purpose, gratitude, and a willingness to leave with confidence in those who will carry the city forward next.

Read the original Mayoral Minute here: Turning The Page: A New Chapter