Document heading
Six Month Progress Report
January to June 2025
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.
The six-month progress report from January to June 2025 has been prepared in accordance with the requirements of the Integrated Planning and Reporting Guidelines (September 2021), Essential Element 4.9. ‘The General Manager must ensure that progress reports are provided to the Council, with respect to the principal activities detailed in the Delivery Program, at least every six months.’
All financial figures included in this report are preliminary, unaudited and subject to review as part of the audited 2024-2025 financial statements for Council.
General Manager’s message
Over the past six months, ongoing wet weather has posed significant challenges. Two declared natural disasters have damaged roads, isolated properties, and disrupted daily life for many residents, with floodwaters causing major disruptions.
Our local road network has suffered, with heavy rainfall impacting surface conditions and drainage systems. In response, over the next three years, we are committing more than $20 million to the repair and rehabilitation of our road network as part of our Roads Acceleration Program, utilising existing funds, a Special Rate Variation and state and federal grants It is important to note that in June, Council resolved to increase our allocation of funds by a further $9m over 3 years by reallocations from natural disaster reserves and surplus land sales We’re also continuing to actively advocate for additional support from the State and Federal Governments.
Despite these challenges, growth and development remain priorities. A recent threemonth campaign has successfully positioned Raymond Terrace as an investment hub, attracting over 9,290 visitors to our website.
We’ve also been developing a Place Plan for Salamander Bay Town Centre to guide land use, improve transport, and attract investment. With around 11,000 new homes expected in Port Stephens over the next 20 years, and with Council owning the last remaining vacant commercial site on the Tomaree Peninsula, this is a rare opportunity to provide a range of commercial services and housing options to our community It also provides for on-going financial sustainability by generating a further non rate revenue source for the medium to long term.
Throughout these efforts, maintaining community connections has remained vital. Highlights we’ve delivered include Illuminate Raymond Terrace, Shoal Bay Food and Wine Festival and numerous programs at our libraries. Our Satisfaction Survey received our largest response yet, and initiatives like Community Catch Ups and Mayor Meet Ups continue to foster direct engagement with residents
I want to thank our dedicated team for their hard work from January to June 2025. This report highlights some key achievements. I encourage you to visit our website to learn more about our initiatives and accomplishments
Scorecard
Our six key result measures underpin everything we do at Port Stephens Council:
Service Delivery
Our target: >95% Integrated Plans delivered on time Achievement: 98% (As at 30 June 2025)
Community Satisfaction
Our target: A score of 2.94 out of 5* Achievement: A score of 3.01 out of 5* * overall satisfaction with Council’s services (Source: 2025 Community Satisfaction Survey)
Employee Wellbeing
Our target: >80% Employee Engagement Achievement: 83%
(Source: 2024 Employee Engagement Survey)
Risk Management
Target: >85% Risk Management Maturity score Achievement: 86%
(As at July 2024)
Financial Sustainability
Our target: Underlying financial result better than budget Achievement: Anticipated $1.546M
(Source: March 2025 Quarterly Budget Review)
Asset Management
Our target: 100% asset maintenance ratio Achievement: Result to be provided in 2024-2025 Annual Report
ON TRACK: On track to achieve the target
MONITOR: W ithin 5% of the target
OFF TRACK: > 5% off the target
Snapshot – January to June 2025
Delivery Program update
In this report, we use the icons below to indicate the status of our Operational Plan actions, which form part of the Delivery Program 2022 to 2026.
ON TRACK: Operational Plan Actions are on track to achieve the target
MONITOR: Operational Plan Actions are within 5% of the target
OFF TRACK: Operational Plan Actions are > 5% off the target
Our Community
An accessible and welcoming community respecting diversity, heritage and culture.
C1 Community w ellbeing
Improved wellbeing for our diverse community supported by services and facilities
Delivery Program Activity
C1.1.1 Develop and implement the Community Wellbeing Strategy (CWS) to provide services and support for a diverse community
C1.1.2 Implement and develop the Disability Inclusion Action Plan (DIAP) to encourage Port Stephens to be inclusive and access friendly
C1.2.1 Provide a program of education and care services for families and carers of children
C1.3.1 Provide a program of recreational, leisure and community services
Operational Plan Action
C1.1.1.1 Implement the Community Wellbeing Strategy
Refer C1.1.1.1
Status
C1.2.1.1 Deliver early education and care for children
C1.3.1.1 Initiate and manage contracts with recreational, leisure and community services
C2 Recognised traditions and lifestyles
Our community supports the richness of its heritage and culture
Delivery Program Activity
C2.1.1 Implement the Yabang GumbaGu Agreement to recognise and support local Aboriginal and Torres Strait Islander people
C2.2.1 Implement Our Incredible Place Strategy
C2.3.1 Support the preservation of Port Stephens heritage
C2.4.1 Provide a program for public libraries as contemporary, accessible, vibrant and welcoming community spaces
Operational Plan Action
C2.1.1.1 Implement the Yabang Gumba-Gu Agreement
C2.2.1.1 Implement actions of Our Incredible Place Strategy
C2.3.1.1 Provide support for the preservation of Port Stephens heritage
C2.4.1.1 Deliver public library services, programs and resources
Status
Our Place
A liveable and connected place supporting community wellbeing and local economic growth
P1 Strong economy, vibrant local businesses, active investment
Our community has an adaptable, sustainable and diverse economy
Delivery Program Activity
P1.1.1 Implement the Economic Development Strategy
P1.1.2 Support Destination Port Stephens to attract sustainable visitation to Port Stephens
Operational Plan Action Status
P1.1.1.1 Deliver Economic Development Strategy actions
P1.1.2.1 Provide strategic and financial support to Destination Port Stephens
P2 Infrastructure and facilities
Our community’s infrastructure and facilities are safe, convenient, reliable and environmentally sustainable
Delivery Program Activity
P2.1.1 Provide, manage and maintain community assets in accordance with the SAMP 2024-2034
P2.1.2 Provide asset and engineering services to meet customer demand
P2.1.3 Deliver the 4 year Public Infrastructure Program
P2.1.4 Deliver the program for maintenance of Council's assets *
Operational Plan Action Status
P2.1.1.1 Provide, manage and maintain community assets in accordance with the SAMP 2024-2034
P2.1.2.1 Provide asset and engineering services
P2.1.3.1 Implement Council’s adopted annual capital works program
P2.1.4.1 Maintain Council’s civil and community infrastructure
*Due to successive natural disaster events, and on-going wet weather, significant resources have been diverted to response and recovery efforts. Council’s maintenance program is impacted with scheduled actions only being delivered when the high priority repairs are completed.
P3 Thriving and safe place to live
Our community supports a healthy, happy and safe place
Delivery Program Activity
P3.1.1 Program to develop and implement Council's key planning documents
P3.2.1 Deliver an annual program for Council to provide development services to enhance public safety, health and liveability
Operational Plan Action Status
P3.1.1.1 Develop, implement and monitor land use plans and strategies
P3.2.1.1 Provide development services
P3.2.1.2 Provide compliance services
P3.2.1.3 Provide ranger services
P3.2.1.4 Provide environmental health services
P3.3.1 Develop a strategic program for Place Plans
P3.3.2 Provide the Community Financial Assistance Program
P3.4.1 Provide an emergency management framework that supports emergency services, other agencies and our community
P3.3.1.1 Coordinate delivery of endorsed Place Plan actions
P3.3.2.1 Provide financial assistance for the community
P3.4.1.1 Deliver emergency management services, programs and resources
Our Environment
Port Stephens environment is clean, green, protected and enhanced
E1 Ecosystem function
Our community has healthy and dynamic environmental systems that support biodiversity and conservation
Delivery Program Activity
E1.1.1 Develop and deliver a program for Council to implement environmental strategies and policies
Operational Plan Action
E1.1.1.1 Develop and monitor environmental policies and strategies
E1.1.1.2 Provide environmental impact assessment services and a range of nature conservation, biosecurity and rehabilitation programs
E2 Environmental sustainability
Status
Our community uses resources sustainably, efficiently and equitably
Delivery Program Activity
E2.1.1 Develop and deliver a program for Council leading the way to a sustainable and climate positive future
E2.2.1 Provide a Waste program to support the reduction of the community's environmental footprint
Operational Plan Action
E2.1.1.1 Adopt and implement a Carbon Neutral Action Plan (also known as the Emissions Reduction Action Plan)
E2.2.1.1 Implement the Waste Management Strategy 2021- 2031
E3 Environmental resilience
Status
Our community is resilient to environmental risks, natural hazards and climate change
Delivery Program Activity
E3.1.1 Develop and deliver a program for Council to mitigate environmental risks associated with climate change and natural hazards
Operational Plan Action
E3.1.1.1 Staged implementation of the Port Stephens Coastal Management Program (CMP) incorporating climate change risks
Status
Our Council
Port Stephens Council leads, manages and delivers valued community services in a responsible way
L1 Governance
Our Council’s leadership is based on trust and values of Respect, Integrity, Teamwork, Excellence and Safety (RITES)
Delivery Program Activity
L1.1.1 Deliver the 4-year Workforce Management Strategy
L1.2.1 Provide and implement strategic direction and governance of Council
Operational Plan Action
L1.1.1.1 Implement the Workforce Management Strategy
L1.2.1.1 Coordinate and deliver Councillor and executive support services
L1.2.1.2 Conduct citizenship ceremonies
L1.2.1.3 Advocate for community priorities and work with other levels of government and stakeholders
L1.2.1.4 Develop shareholder value through an effective partnership with Newcastle Airport
L1.2.1.5 Work with Hunter Councils to enhance the Hunter Region
Status
L1.3.1 Deliver governance services and internal audit program
L1.3.2 Deliver the Integrated Planning and Excellence program
L1.3.1.1 Deliver governance and legal services and enterprise risk management
L1.3.1.2 Implement and coordinate the Audit Risk and Improvement Committee (ARIC) requirements and internal audit process
L1.3.2.1 Undertake a community satisfaction survey
L1.3.2.2 Implement the legislative requirements of the Integrated Planning and Reporting Framework
L1.3.3 Deliver the 4-year program for Service Reviews
L1.3.4 Deliver the 4-year program for Corporate Systems and Data
L1.3.3.1 Implement the annual service review program
L1.3.4.1 Implement annual actions of the Corporate Systems and Data Management Strategy
Management Strategy
L1.3.5 Deliver the Business Excellence Program
L.1.3.5.1 Deliver the Business Excellence Program
L2 Financial management
Our Council is financially sustainable to meet community needs
Delivery Program Activity
L2.1.1 Manage implementation of the Long Term Financial Plan 2024 to 2034
L2.1.2 Manage the property portfolio in accordance with the Property Investment Strategy
L2.1.3 Implement the 2022 to 2025 Delivery Plans for Beachside Holiday Parks and Koala Sanctuary
Operational Plan Action
L2.1.1.1 Manage implementation of Council’s Long Term Financial Plan 2024 to 2034 and Annual Budget for 2024 to 2025 including Financial Sustainability Strategy and Roadmap
L2.1.1.2 Provide statutory reporting to the community and other government organisations
L2.1.1.3 Administer rates and charges in accordance with legislative requirements while also incorporating rates assistance provision for the community
L2.1.2.1 Manage the property portfolio in accordance with the Strategic Property work plan
L2.1.3.1 Implement the annual actions of the Beachside Holiday Parks and Koala Sanctuary Operational Plan
L3 Communication and engagement
Our Council is committed to enabling an engaged and informed community
Delivery Program Activity
L3.1.1 Deliver the 4-year Customer Experience Roadmap and action plan
L3.2.1 Deliver the 4-year program for the Communication and Engagement Strategy
Operational Plan Action
L3.1.1.1 Develop, implement and monitor Council's Customer Experience Roadmap and Action Plan
L3.2.1.1 Manage Council's communications and community engagement activities
Status
Status
