It’s 100 days since our new council was elected, and since I took over as Mayor. Now seems a good time to pause and reflect on what I’ve learnt during this latest chapter in my council career as well as consider how I will use these insights to shape the next part of our journey.

Sometimes a good look back is helpful to plan the way forward.

On Australia Day I prepared my first column for The Bugle. I was keen to be the Mayor and wanted to be a collaborative and listening leader of this council.

We had (and still have) art in the chamber and my office. That reminds me that creativity is a significant part of what makes Kiama a better place.

As February drew on, the councillors and I visited our villages and listened and you told us what you wanted for our community with our Community Strategic Plan workshops.

Come March, we put our Development Control Plan for our town centre on display...another opportunity to listen. On 23 March, councillors worked together to put flesh on the bones of our Strategic Improvement Plan.

We’ve come through the worst of weather, COVID lockdowns and some serious financial shocks, all with serious consequences. There may be more to come, but I am still enjoying the role, still enjoying our talented and engaged councillors and our resilient staff.

Here’s what I have learned:

People are what count

Strategic council business aside, at the heart of any council are the people. That’s our community, our staff and the councillors. That is why from day one, I have tried to be open and sensitive to concerns about our future. There is no value in sweeping stuff under the carpet, it’s not fair to anyone.

I try to listen beyond what people are saying and sometimes not saying. I try to communicate the way ahead with as much clarity as I can. I have opened up a dialogue with all our people.

As I see it, people are the real asset, they are what counts and it’s my job to empower them to achieve things they didn’t think possible.

Authenticity wins every time

Like most other Mayors, I have had more than the occasional moment of self-doubt. These are very natural human fears, and if we are honest with ourselves, such thoughts occur in all of us. What helps me most at times like these is the simple knowledge that we have a great CEO in Jane Stroud, great councillors and a great community.

I received good advice from a former mayor to let go of who I think I need to be and be who I actually am.

Fundamentally, authenticity is when you say and do what you truly believe. That is my approach and it has served me well.

Local Government – where the rubber meets the road

I’ve had a lot of conversations over the last 100 days – some fascinating, many thought provoking, some very challenging, all invaluable.

We are facing some rough times ahead. There comes a time when, as the Mayor, I have to cut through the noise, weigh up the options and chart a course for the road ahead.

We all must develop the ability to focus on what is and isn’t important. I think we have been more open than many thought we could be. Every Sunday, I make it a rule to let all councillors know what I’ve been up to via a weekly bulletin.

I speak with the unions regularly, also those in our care at Blue Haven. I speak with our auditors, with the Office of Local Government and the minister, and to other mayors.

I’ve seen the work of our finance team, currently being supported by KPMG, and realise our cash flow is not terminal. Our investments are about to be realised and although the road ahead is rocky, we’ll be OK if we remain honest and inclusive.

Our Strategic Improvement Plan will be addressed in the open at our next council meeting on 12 April.

Some tough decisions will have to be made, but it has been a source of inspiration to me to see people’s generosity and flexibility; this will guarantee our future.