At a Glance

• The NSW Budget signals a clear shift toward social reform over physical infrastructure

• Campbelltown faces rising costs with limited new state investment

• Housing targets must be matched with infrastructure and genuine partnership

• Strong advocacy and transparent governance remain central to our stewardship

A Budget That Signals Reform

In my recent Minute, I reflected on the changing political environment and the increasing expectation that councils deliver more with fewer resources. The NSW Budget has now been handed down, and with it comes greater clarity about the direction of public policy in our state.

The Treasurer began his first budget speech with the words, “Mr. Speaker, this Budget is about reform.” He spoke of reform to give children the best start, to make home ownership more achievable, and to break barriers to women’s opportunity. He concluded, “there is always a better future if we choose to reach for it.”

These are powerful words. I have always believed that leadership begins with aspiration, and that a better future is indeed possible when institutions act with courage and discipline. I share the commitment to breaking barriers and expanding opportunity. As a Council, we too must ensure we are doing our part to provide housing, support families, and build a city that offers dignity and opportunity to all.

Yet aspiration must be matched with structure, partnership, and investment. That is where the real work begins.

“This Budget is about reform.”

The Local Impact of State Choices

What was clear to me in reflecting on this Budget is that there has been a decisive shift in emphasis from physical infrastructure to social initiatives. That is a legitimate policy choice. Governments are entitled to set their priorities.

However, from a Campbelltown perspective, the absence of significant new investment in our city is disappointing. We are not commentators on politics. Our task is more grounded. We must understand how these policy settings affect our residents and ensure that our community is not left behind.

This year alone, increases to the Emergency Services Levy and the Local Government Award have consumed more than sixty eight percent of our approved rate rise. I am reminded that while we must always look after our staff and protect capability within the organisation, these rising costs are driven by policy settings beyond our control. When costs increase without corresponding revenue, councils are placed in a difficult position.

Waste is another example. Only a small proportion of the substantial annual waste levy revenue is returned to councils, even as communities face escalating waste management costs. These structural imbalances matter because local government is the level of government closest to the lived experience of residents.

At the same time, the State’s revenue from property taxes remains strong. Yet there has been no corresponding increase in grant allocations to local government, despite councils being responsible for servicing these growing communities. This imbalance raises broader questions about fiscal alignment and the long term sustainability of local governance.

Advocacy as Stewardship

When I was elected Mayor, I made it clear that I would advocate firmly and respectfully for our fair share. That has not changed. I have worked with governments of different political persuasions, always putting the interests of Campbelltown first.

Advocacy, in my view, is not confrontation. It is stewardship. It is about ensuring that decisions made at higher levels of government properly account for the realities on the ground. Over the coming months, we will continue a comprehensive advocacy effort to remind the State of the needs of our community. We will also strengthen alliances with our local members and regional partners.

At the same time, we will remain transparent with our residents. I have asked the General Manager to convene strategic planning sessions so that Councillors are fully informed as we prepare the next budget. Good governance requires deliberation, evidence, and openness.

Housing Growth and Shared Responsibility

Housing growth is perhaps the most significant policy challenge before us. The Premier has made clear that ambitious annual dwelling targets must be met and that the State has the power to intervene if councils fall short.

I understand the urgency of the housing crisis. Campbelltown has not shied away from growth. Between 2016 and 2021, we exceeded our five year dwelling target. Our Local Housing Strategy identifies capacity for more than forty five thousand additional dwellings across renewal corridors, greenfield areas, and infill locations.

But capacity on paper is not the same as delivery in practice. Growth requires transport, schools, health services, open space, and community infrastructure. It requires sequencing, coordination, and timely decisions from state agencies. Without these, targets become abstract numbers rather than sustainable communities.

I am concerned when consultations on major planning changes occur without our knowledge, or when councils are expected to fund work that properly belongs within state agencies. Partnership must be genuine. If local government is expected to help solve the housing crisis, then local government must have a real seat at the table.

We are willing to contribute. We are not willing to do so at the expense of our residents’ quality of life.

Managing Risk and Uncertainty

The uncertainty surrounding the WestInvest funding deeds is another reminder of the complexity councils face. Significant amendments to funding arrangements alter risk profiles and delivery capacity. Prudence requires that we assess these matters carefully and protect the community’s interests.

As I have often said, stewardship is not simply about securing funding. It is about ensuring that commitments are deliverable, risks are understood, and long term consequences are weighed.

Reflection

In reflecting on this period, I am reminded that local government occupies a unique and vital place in our democratic system. We are close enough to hear the concerns of residents directly, yet broad enough in scope to shape the future of place. Reform at the state level will continue. Our responsibility is to respond with calm judgement, firm advocacy, and an unwavering commitment to fairness.

We will reach for a better future. But we will do so with our eyes open, and with the long term interests of Campbelltown always at the forefront of our decisions.

Read the original Mayoral Minute here: 18. NSW Government Challenges