In over 30 years of being a representative on local government, I believe this year more than any other marks a pivotal decision making moment for Council.

Under the new Integrated Planning and Reporting system we now have more information than ever to help us understand community priorities for the future of our city as well as a detailed insight into our financial situation over the next ten years.

The development of the Newcastle 2030 Community Strategic Plan provided Council as well as the business community, government agencies, residents and community groups with a focus for action and delivery. It is clear it will take all of us working in partnership to meet the needs and expectations of our community.

For the first time, we have a Long Term Financial Plan which gives Council a realistic picture of our economic and financial position over the next ten years. There is no denying that our financial situation is challenging. For many years we have been highlighting the pressures on local governments across NSW who, like us, are increasingly struggling to provide such a broad range of services as well as meet infrastructure needs and maintain community assets.

Council acknowledges there are a great many significant projects and activities the community would like to see delivered over the next ten years.

Our city centre and magnificent coastline need revitalising, our assets such as libraries and pools need renewal, we need improved shared cycleways and pedestrian paths, we want improved cultural and recreational facilities. The list goes on.

The reality is that we can’t deliver all the projects on our wish list without taking additional steps to secure much needed funds. There are certainly options available to us, as the four scenarios put forward in the Delivery Program indicate. They include rationalising our asset base, increasing our borrowings, looking for grants or considering a special rate increase to fund special projects.

As the elected body it is our responsibility to take these options to the community, and we will be doing just that over the coming weeks and years. Planning for the future is an ongoing process and will require input from all stakeholders and individuals.

As legislation and community expectations change so does the traditional role of Council. Completing works on the ground is still the main priority but increasingly, there are other responsibilities and community aspirations that need to be fulfilled.

Our job is to get the balance right so we provide the best services to our community.

Lord Mayor John Tate