Questions and Answers

Why are you the right person for the Job?

I am a long-standing local, passionate about the Far North, with deep family roots here. I see the pain and difficulty many face and have a heart to reach out and help. I would love to see empowered and thriving communities across the district.

I'm committed to serve our people. For decades now I have worked voluntarily to improve social and educational outcomes.

Proven governance and business skills. I've served four terms on Council, been in senior management position roles, established local businesses and know from personal experience the challenges faced by businesses, farmers and foresters.

I worked in a large corporation for 30 years and have experience in managing teams, applying technology for competitive advantage, and setting business strategic directions.

I hold strong ethical values and principles, am a team player, and believe in open and transparent governance that communicates with and empowers people.
I'm a visionary. I see our region’s amazing resources and opportunities that must be developed and managed responsibly, so that our local people and businesses benefit. The Innovation and Enterprise Park is an example of what can be done in other areas across the North.
I have the motivation, the skills and the time to serve our people and believe that together we can bring positive change to this region.

With rates rising well above CPI in recent years, what specific steps would you take to keep rate increases low and manageable for households?

Completely review the way we prioritise, plan, cost, deliver and rate for services. Implement an outcome-focused, realistic and deliverable Long Term Plan. Focus on cost effective and responsive delivery of the Plan. Implement zero-based financial budgeting and robust asset management. Streamline processes, set targets, monitor progress and communicate results. It’s a commitment to better governance, oversight, and service delivery.

How would you ensure council spending delivers value for money to ratepayers?

One raised pedestrian crossing and speed bump was quoted at over $500,000. That’s not value for money.
Create a culture that is delivery and costs focused. Ensure all projects are fully scoped and costed. Create greater competition by employing smaller local contractors. Get independent estimates of costs and have tight project management, monitoring and inspection of progress and delivery. Have an open contract process. If there is any significant variation to contract then an internal audit should be done and learning reported.
On completion publish actual costs against budget and make them available to Community Boards.

Do you believe the current rating system is fair? If not, what changes would you support?

Not always. Land value rating means sectors whose primary value is in land end up carrying a disproportionate share. Pan charges in motels and hotels that have high seasonal variations don’t reflect the actual usage of sewerage services during the year. Also, the way we depreciate assets over multiple generations, sometimes even building up depreciation reserves, creates a greater rate burden than necessary and distorts the principle of multigenerational fairness. Finally, GST on rates is a tax on a tax. Let’s change the way we depreciate, change our pan charging policy, and advocate for a fairer rating model.

How will you take into account the financial pressures faced by people on fixed or low incomes when considering rate rises?

Council must define affordability, not based on an average household income across the District or Northland, but on smaller geographical areas that reflect community demographics. Ward subdivisions would work well. Let’s say maximum total rates is 5% of median household income. Then ensure all services provided in that subdivision are fit for purpose and affordable. It’s not ok for small low-income communities to subsidise large and high-income communities. Continue with the fixed income rates rebate scheme and rates relief options. Primarily Council must focus on delivering its services for less cost for everyone.

Would you support introducing caps or limits on annual rate increases, and if so, how would you make that work?

Yes, within reason. The caps must make allowances for inflation and for times when Council needs to fund supporting infrastructure for population growth. Development contributions and financial contributions from developers would certainly help ease the burden on rate payers, but it’s difficult to get 100% funding for growth from those sources alone.

What does Server - Empoer - Deliver mean on your signs?

Serve

A reminder that all elected members are public servants, this goes for staff as well. It also defines my leadership style, and that is a servant Leader.

A lot is said about being a servant leader. For me in the context of Council it's about prioritising serving others such as team members, our communities and people over personal power or recognition.

Empower

A characteristic of servant leadership, it is about growing others and creating a positive culture so that people can perform at their best through supportive guidance, resources, and tools.

For me this includes empowering community boards and all other communities in the Far North. In fact the council vision and mission requires this.

Deliver

This is about council focusing on delivering its Long Term Plan, on time and on, or below, budget. It's also about delivering these projects for less overall costs through innvovation, technology, empowered skilled staff, improved project planning and project management.