2021 to 2024
This report reflects on our key achievements during 2021-2024 for each of our Focus Areas and Key Directions. It shows the challenges experienced, future opportunities for improvement and how we are tracking towards success.
GUUDJI YIIGU
(GOO-JEE IK-KOO)
We welcome you to Port Stephens – part of the Worimi Aboriginal Nation. Port Stephens Council acknowledges the Worimi people as traditional owners and custodians of the lands and waterways on which we all live, learn, work and play.
We value and respect the Worimi people and the legacy 60,000 years of Aboriginal Nation traditions and culture brings with it. As part of Council’s culture of acceptance, diversification and harmony we walk alongside the Worimi people on a journey of listening and learning.
Together we will strive to make this a better place for all people. As guardians of these lands, we ask that you tread lightly to help preserve the biodiversity and respect those who came before as well as those who will follow. Artwork by Regan Lilley.
Manager’s message
We use the Integrated Planning and Reporting (IP&R) Framework in the Local Government Act 1993 (the Act) to report on Council’s achievements in implementing the Community Strategic Plan. This report has been prepared considering Section 428 (2) of the Act and the NSW Government’s IP&R Guidelines 2021.
We have made our best effort to provide the latest data available from external sources and Council’s operations at the time of writing this report. The report has been prepared for the period ending 30 June 2024, with more detailed information on Council’s financial and operational performance available in Council’s Annual Reports available on it’s website.
Despite our best efforts, Port Stephens Council makes no statements, representations or warranties about the accuracy, completeness or reliability of any information contained in the report. The Council disclaims all responsibility and all liability (including without limitation, liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason.
General Manager’s message
As we look back on the past three years, I’m filled with a strong sense of pride in the progress we’ve made together.
We began this term with the challenges posed by COVID-19 and like many others, the impacts of the pandemic took their toll on both our organisation and our community.
Income from our holiday parks, childcare centres and the Newcastle Airport was cut, while at the same time, construction, transport and insurance costs continued to rise. This was further impacted by a series of natural disasters, which affected our community, our infrastructure and our natural environment.
At this time, we were facing economic uncertainty. As an organisation, we needed to strike a balance between the needs of the community and our long-term financial sustainability.
In partnership with our Council, we developed a Financial Sustainability Strategy. We developed strategies to diversify our non-rate revenue and make sure we were ready to manage future challenges. We expanded our Smart Parking Program, made strategic commercial property investments, and conducted a thorough review of our surplus assets. We also maximized grant funding opportunities.
Internally we drove operational efficiencies prioritising our ongoing business improvement programs, helping us to better manage resources while improving what we do and how we do it. We also established a Resilience Fund to direct surplus non-rate revenue to significant infrastructure projects and increase services – all aligned to Councils strategic plans and priorities.
Following one of our largest ever community engagement programs, we were successful
in our application for a Special Rate Variation (SRV) of 9.5% per year for three years.
We remained committed to reconnecting our community and were successful in securing funding to deliver a variety of events and activations to bring people together. Events like Karuah By Night, Illuminate Raymond Terrace and Night at the Beach provided an opportunity for our community to come together and celebrate our incredible place.
Looking ahead, we focused on setting strong foundations for a sustainable and vibrant future. We finalized a number of important strategies including the Port Stephens Local Housing Strategy, the Coastal Management Program and our Emission Reduction Action Plan. We also developed several Place Plans and a Community Wellbeing Strategy, which works to ensure all people across Port Stephens no matter their age, background, or ability, lead happy, healthy and connected lives.
As always, roads remained a top priority for our community. We advocated for increased funding from the Federal and State governments
to improve our infrastructure. By securing external funding and redirecting resources, we were able to repair more potholes and rehabilitate key roads, taking big steps towards making the Port Stephens road network safer for all. The 2024-2025 budget has more funding than ever allocated to roads, with over $37m, inclusive of Special Rate Variation funding, for road repairs and works.
The achievements over the last three years have set a strong foundation for Council and our community. I would like to thank our Mayor, Councillors and staff for their commitment and efforts through this term.
Together with our newly elected Council, we’ll shift our focus to our future, and direct our efforts to building a vibrant and liveable place for generations to come.
Tim Crosdale General Manager of Port Stephens Council
Karuah by Night
Our challenges
Throughout the term of Council, we’ve been working to address the challenges predicted in our 2022-2032 Community Strategic Plan Focus Areas - Our Community, Our Place, Our Environment, and Our Council.
Financial sustainability
Meeting day-to-day needs now and in the future for families, businesses and local government
Climate change and coastal impacts
We must work together to preserve our environment
Community voice
Capturing a representative voice of the community
Diversity, inclusivity and accessibility
Improved wellbeing is at the heart of our community life now and in the future
Housing affordability
Affordable and sustainable housing is required to meet the diverse needs of our growing community
Resilience
We need to be able to prepare, respond and recover from unforeseen events
Sustainable development
Mitigating the impacts on our natural environment of development and future visitor growth to Port Stephens
We’ve also experienced many unpredicted challenges throughout the 2021 to 2024 term of Council. These are expected to continue into the future.
Ongoing impacts of COVID
Multiple extreme weather events
Supply and labour shortages
Inflation and rising costs of living
Austerity measures
Workplace flexibility and a hybrid workforce
Our Community Strategic Plan
Our Community Strategic Plan has four FocusAreas to address social, economic, environmental and governance factors: Our Community, Our Place, Our Environment, Our Council. These FocusAreas and their 11 Key Directions help us achieve our shared community vision.
This report reflects on our key achievements during 2021-2024 for each of our Focus Areas and Key Directions. It shows the challenges experienced, future opportunities for improvement and how we are tracking towards success. Through this reflection, we’ll use this report as a foundation for reviewing the Community Strategic Plan 2025-2035, with our new Council.
Our Community
An accessible and welcoming community respecting diversity, heritage and culture
Our Place
A liveable and connected place supporting community wellbeing and local economic growth
C1 Community Wellbeing
Improve wellbeing for our diverse community supported by services and facilities
C2 Recognised Traditions and Lifestyles
Our community supports the richness of its heritage and culture
P1 Strong Economy, Vibrant Local Businesses, Active Investment
Our community has an adaptable, sustainable and diverse economy
P2 Infrastructure and Facilities
Our community’s infrastructure and facilities are safe, convenient, reliable and environmentally sustainable
P3 Thriving and safe place to live Our community supports a healthy, happy and safe place
Our Environment
Port Stephen’s environment is clean, green, protected and enhanced
Our Council
Port Stephens Council leads, manages and delivers valued community services in a responsible way
E1 Ecosystem Function
Our community has healthy and dynamic environmental systems that support biodiversity conservation
E2 Environmental Sustainability
Our community uses resources sustainably, efficiently and equitably
E3 Environmental Resilience
Our community is resilient to environmental risks, natural hazards and climate change
L1 Governance
Our Council’s leadership is based on trust and values of Respect, Integrity, Teamwork, Excellence and Safety (RITES)
L2 Financial Management
Our Council is financially sustainable to meet community needs
L3 Communication and Engagement
Our Council is committed to enabling an engaged and informed community
Our Community C1 – Community Wellbeing
Improved wellbeing for our diverse community supported by services and facilities.
Reflection
After multiple COVID-19 lockdowns, our focus became the wellbeing and liveability of our community. We worked with key partners to deliver programs and services that helped reconnect the community, fostering a sense of belonging and support. We adopted an integrated approach to our new Community Wellbeing Strategy to make sure Port Stephens is a place where individuals, regardless of their age, background or ability can lead healthy, happy and connected lives.
Challenges
• Connecting our community
• Appropriate support for those most vulnerable
• Responding to the values and priorities of our community
Opportunities for the future
• Improve wellbeing, inclusivity and accessibility across our community
• Provide facilities and learning options for children and families
• Ensure equitable and safe access to sports, recreational, cultural and leisure activities
• Support volunteers to deliver community programs and increase social connections
Key achievements
320,000 Childcare places*
$1.35M+ Community financial assistance and sponsorship 360+
New citizens welcomed to Port Stephens
C2 – Recognised traditions and lifestyles
Our community supports the richness of its heritage and culture.
Reflection
We’ve worked in partnership with our Aboriginal Strategic Committee to deliver actions from Yabang Gumba Gu including our Aboriginal Protocols. We have provided more than $60,000 in grants for projects that support our aboriginal community. Our community has enjoyed a rich program of events with arts and culture an important element in activating our town centres. We’ve also invested in our community’s future by expanding our technology use in our libraries, introducing new collections and revitalising our Mobile library to support lifelong learning.
Challenges
• The diversity of our community is acknowledged, respected and celebrated
• Understand and respect cultural heritage
• Accessible spaces that enable connection and learning
Opportunities for the future
• Recognise and support the values and priorities of local Aboriginal and Torres Strait Islander People
• Support and promote local cultural activities
• Provide vibrant and inclusive community spaces to support lifelong learning
Key achievements
806,953
Library items loaned
1845 Library programs delivered 12 Grants awarded for Aboriginal projects*
Our Place P1 – Strong economy, vibrant local businesses, active investment
Our community has an adaptable, sustainable and diverse economy.
Reflection
We are committed to building a strong and resilient economy. We have actively supported the expansion of the Newcastle Airport and the growing defense, aviation and aerospace industries around Williamtown. We’ve supported local businesses with new procurement processes, grown awareness in the value of local spending and encouraged connections through training and networking events. We’ve also initiated a Commercial and Employment Lands Study to identify opportunities for economic growth and job creation.
Challenges
• Business sustainability in a challenging economy
• Seasonal fluctuations in the Visitor Economy
• External funding to support business, tourism and place
Opportunities for the future
• Invest in programs that support local business development, visitation and events
• Provide Strategic Funding Support for destination marketing
• Fund the delivery and maintenance of place based infrastructure
• Investment in Newcastle Airport to achieve international routes and significant industrial development Key achievements 26% increase
2.5
178 It’s On! events
Our community’s infrastructure and facilities are safe, convenient, reliable and environmentally sustainable.
Reflection
Safe roads and community infrastructure have been a top priority for our community. We’ve invested significantly in upgrading our local road network and secured $10 million in State government funding for local repairs. We’ve delivered new sporting and recreation facilities across the region offering a diverse range of activities for everyone. Our town centres have been revitalized creating vibrant hubs, and we’ve introduced Smart Parking in busy beachside locations, improving parking accessibility, and funding sources for local projects by keeping the revenue in the areas it is collected.
Challenges
• Funding to undertake maintenance, repairs and upgrades of our Community’s infrastructure and assets to acceptable condition
• Connecting communities through infrastructure and services
• Resourcing to support infrastructure delivery
Opportunities for the future
• Invest SRV funds into enhanced services (roads, drainage, natural environment, waterways and public space) and seek additional State/ Federal funding into infrastructure.
• Plan and advocate for improved connections between our communities (transport, roads and footpaths)
• Improve infrastructure delivery to strengthen workforce sustainability
Key achievements
100+ km of roads resealed, rehabilitated, reconstructed
550 HECTARES of open space maintained annually
P3 – Thriving and safe place to live
Our community supports a healthy, happy and safe place.
Reflection
As the impacts of housing supply, diversity and affordability continue to affect our community; we’ve worked across Port Stephens to deliver the Port Stephens Housing Strategy, the Port Stephens Housing Supply Plan, Place Plans and coordinated the Port Stephens Homelessness Stakeholder Action Group. We’ve also completed projects to minimise the impact of disasters across our community including Foreshore Drive, Teramby Road landslip and Marine Drive.
Challenges
• Housing supply diversity and affordability
• Investment in place based infrastructure to unlock housing
• Community resilience to natural disasters and rising cost of living
Opportunities for the future
• Provide land use plans, tools and advice to support sustainable investment
• Work with the State and Federal government to assist with the housing crisis
• Enhance public safety, health and liveability through regulatory controls and services
• Create, advocate and support connected and vibrant places that attract residents, workers and business
• Prioritise emergency services, disaster preparedness and the protection of community assets from natural disasters
Key achievements
12 new playgrounds and upgraded public amenities
2,400 development applications approved
WEATHERED
4 declared natural disasters
$6 MILLION in disaster funding secured
Our Environment
E1 – Ecosystem function
Our community has healthy and dynamic environmental systems that support biodiversity and conservation.
Reflection
To ensure our natural environment is protected for future generations, we’ve been safeguarding our koala populations through the Port Stephens Koala Strike Project, implementing our Comprehensive Koala Plan of Management and supporting the Port Stephens Koala Sanctuary. We’ve focused on keeping our environment healthy by controlling weeds and supporting traditional ‘cool burn’ practices. We’ve also fostered community involvement through education programs and volunteer initiatives dedicated to protecting wetlands and endangered species.
Challenges
• Maintaining continued and ongoing volunteer support
• Complexity of environmental legislation
• Balancing the demand for housing with the protection of our environment
Opportunities for the future
• Communicate the value of the natural environment
• Improve data and mapping accuracy to provide a better understanding of our environment
• Build better frameworks that enable a more proactive approach to environmental sustainability
Key achievements
OVER $4 million in environmental grants/ funding received
449.5 HECTARES regenerated
7,330 volunteer hours dedicated to natural area maintenance
21,000+ trees planted, thanks to the help of volunteers
Our community uses resources sustainably, efficiently and equitably.
Reflection
To protect and enhance the incredible natural beauty of our area we’ve focused on reducing landfill and greenhouse emissions and adapting to our changing climate. We’ve developed a Waste Management Strategy and implemented key actions to reducing landfill waste such as a new garden organics service, expanded polystyrene recycling, and a permanent drop-off for hazardous waste. We’ve also completed our Emissions Reduction Action Plan to guide our organisation to reduce our carbon footprint.
Challenges
• Changing regulatory environment for waste management
• A consistent approach to environmental sustainability regarding carbon emissions across all layers of government
• Enabling technology to support emissions reductions
Opportunities for the future
• Deliver actions that support renewable energy and alternative fuel use
• Invest in programs that improve resource recycling and reduction of waste
• A regional approach to waste management and renewal of waste collection and processing contract
Key achievements
33,000 recycling bins collected fortnightly
36,000 red lid bins collected fortnightly
E3 – Environmental Resilience
Our community is resilient to environmental risks, natural hazards and climate change.
Reflection
Our environment is constantly changing and we’ve developed a Coastal Management Program to identify how we can protect our greatest coastal asset from coastal inundation, tidal inundation, coastal erosion and dune transgression over the next 10 years. We’ve also been working with partners across the Hunter region to develop the Hunter Estuary Coastal Management Program for our inland and river locations.
Challenges
• Protecting our coastline and waterways from natural disasters and longer term coastal processes
• A shared approach to asset protection
• Government funding to support environmental resilience
Opportunities for the future
• Seek funding from the State Government for the delivery of the Coastal Management Program to improve environmental resilience and asset protection
• Drive collaboration between coastal Councils to ensure better environmental outcomes
• Advocate for permanent protection high risk infrastructure in active coastal erosion areas such as Shoal Bay beach
Key achievements
32,000 garden organic bins collected fortnightly
Coastal Management Plan in June 2024 40% reduction in carbon emissions from Council Operations*
7,000 tonnes of garden organics reused, diverting from landfill through the introduction of Garden organics bin
$4 million in storm repair works on our coastlines
Endorsed
Port Stephens Drive Koala Vehicle Strike Project received a Highly Commended Award at the 2024 NSW Local Government Excellence Awards
Our Council
L1 – Governance
Our Council’s leadership is based on trust and values of Respect, Integrity, Teamwork, Excellence and Safety (RITES).
Reflection
The State and Federal Governments recognize Port Stephens as a regional economic driver. We’ve been advocating to State and Federal Ministers to raise awareness around key issues impacting our community, making sure Port Stephens is at the forefront of their planning. We have also strengthened our employee value proposition and continuous improvement program, to ensure we have engaged staff delivering the best value for our community.
Challenges
•Workforce attraction and retention
• CommunityAdvocacy
• Increasing complexity of legislation and changing technology to support= service delivery
•Increasing community satisfaction with Council services
Opportunities for the future
• Develop and encourage the capabilities and aspirations of Council’s workforce
• Provide strong leadership, advocacy role and government relations
• Provide a strong ethical governance structure and systems for Council
• Invest in digital technologies to improve Council performance and support to customers
Key achievements
72
new online forms developed
60
service reviews completed
24 Apprentices, trainees and cadets employed
L2 – Financial Management
Our Council is financially sustainable to meet community needs.
Reflection
We projected an $80 million budget shortfall over the next 10 years due to COVID-19, natural disasters and rising operational costs despite providing the same level of service. We developed a Financial Sustainability Strategy focusing on increasing income and allocating resources wisely and successfully applied for a Special Rate Variation. With a strong focus on non-rate revenue we rolled out smart parking, focused on the performance of our investment portfolio and worked hard to attract grant funding. We’ve established a Resilience Fund which will be supported from the dividend we receive from our 50% share in the Newcastle Airport and will be used to invest in significant strategic projects across Port Stephens.
Challenges
• Financial sustainability
• Optimizing our investments
• Reliance on external funding sources
Opportunities for the future
•
•
•
5.06%* Cash and investment portfolio return for the last 12
L3 – Communication and Engagement
Our Council is committed to enabling an engaged and informed community.
Reflection
We focused on transparent and timely communication, involving our community in meaningful community engagement. We’ve developed a Communications and Engagement Strategy to build trust and community participation in decision making of our place. We introduced the Communication and Engagement Advisory Group to provide input into how we engage with stakeholders for our major projects and created new opportunities for our community to connect with our Councillors with our Community Catch Ups. We’ve also improved the digital experience and online services to better reflect the diverse needs of our community.
Challenges
• Community expectations for meaningful participation in Council decision making
• Expanding our reach to a more diverse and representative audience
• Increasing demand for online services
Opportunities for the future
• Grow a customer first organisation through best practice processes and technology
• Provide genuine opportunities for the community and stakeholders to actively participate in council decision making
514,488 users of the website* Underlying result better than budget for the last 3 YEARS
70,760
Customer Service requests lodged
21,348 uses of text to voice software on our website
council@portstephens.nsw.gov.au