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.
By July 2022, it became clear that Campbelltown had moved from vision-setting to delivery. At the 12 July Council meeting, I tabled a Mayoral Minute titled Sustainable Implementation of Our City’s Future, focused on how we would transition from strategy to action, particularly through the implementation of our Reimagining Campbelltown City Centre Master Plan.
Adopted in 2020 following its launch in 2018, the Master Plan set out an ambitious and forward-thinking blueprint for revitalising the Campbelltown, Macarthur, and Leumeah centres. It was built on deep community consultation and expert advice, and set out a framework with 6 growth pillars, 25 commitments, 10 city-making moves, and 35 measurable actions.
Council’s work was recognised at the 2020 Greater Sydney Planning Awards with the Place-Based Collaboration Award, reflecting the depth of engagement and strategic clarity behind the plan. But the plan itself was never regulatory — it required follow-through. That time had come.
“It was time to move from (Re)imagining to implementing.”
Council also undertook strategic work in recent years on our Local Housing Strategy, the Employment Lands Strategy, and key transformative projects like the South West Sydney Community and Justice Precinct and the Health and Education Precinct. These efforts aligned with wider planning reforms from the NSW Government, Greater Cities Commission, and Western Parkland City Authority.
I requested that the General Manager accelerate development of the policies necessary to support the implementation phase — policies that would update planning controls, align internal procedures, and support growth in ways that were both pragmatic and principled.
Financial Sustainability and the Role of Council-Owned Land
I also reflected on how financial sustainability would underpin our capacity to deliver. In particular, I focused on how Council could leverage its strategic landholdings in the City Centre to generate long-term value.
While I was not part of the Council that originally acquired most of these properties, I believed those decisions were made with foresight. One example was the successful development of under-utilised land on Farrow Road, now home to Bunnings — providing local jobs and long-term income through a ground lease arrangement.
Council had explored other models for retaining ownership while generating returns. I called for a community conversation about these options — with a commitment to transparency, accountability, and strong policy support.
Inclusion in Action: Quiet Hour at Chill Fest
I was especially pleased to report on the overwhelming success of Quiet Hour at this year’s Chill Fest. Introduced in 2018, the initiative enabled people with disability — and their families and carers — to participate in community events in a sensory-friendly environment.
In 2022, over 1,200 community members registered to attend Quiet Hour — up from 700 in 2021 (cancelled due to lockdowns) and 803 in 2019. Council worked with our partner Joylands to expand the number of sessions to accommodate all who applied. This strong response confirmed the ongoing need for inclusive event design in our city.
Advocacy Update and Community Resilience
I also provided an update on my advocacy efforts with the new Commonwealth Government and key leaders across government, industry, and community. Discussions focused on infrastructure needs, service gaps, and opportunities for the Campbelltown Community and Justice Precinct.
Our new advocacy group had taken shape, and I looked forward to sharing more in the months ahead.
As heavy rain and flooding again affected parts of our region, I thanked the SES, emergency services, and volunteers for their tireless efforts. I encouraged everyone to remain patient as recovery efforts continued across Campbelltown and neighbouring LGAs.
This Mayoral Minute marked a turning point — a city ready to act, grounded in a shared vision, and focused on sustainable delivery. We had the plan, the momentum, and the partnerships. Now, it was time to implement.
You can read the full Mayoral Minute here: 8. Sustainable Implementation of our City's Future