DARREN ALEXANDER
ISSUE 1
Appreciating Launceston has a small annual budget of just over
$100 million in comparison to state and federal governments; I started my
campaign wearing red boxing gloves because my election campaign was
about fighting for Launceston, .but the truth is the people of
Launceston, we need to fight for ourselves. Being a marginal and key federal
seat trying to leverage Government at times of election for help,
is not a good policy. We must move beyond mentality of someone else helping to
change our dying city syndrome. We need to make our own future. We have over a
$1 billion in assets in this town. We need smart strategies, and multiple
environment friendly investment to create jobs and wealth for ourselves and
neighbours. It is time for that change! But, the community must be ready for
change.
ISSUE 2
This
is a very important question! Thank you for asking the tough questions: Do
you vote for a nice person to be your hospital surgeon? No! For those who know
me, they can answer this one for me. For others, I am a self
made person who wasn't born with a silver spoon in my mouth or worked for large
corporations, I totally understand the value of money and how hard you have to work
to save it, the last thing I'm going to do, is throw it away, I believe it
should be exactly the same for local government . My credentials are strong on
leadership as I have been voted by my pears as Tasmanians
business Leader of the year and my business is recognised
as an Australian Regional Winner in the Australian Export awards. These things
did not come easily. My business experience is recognised local and
internationally. I have been invited to join numerous prosperous Boards in
Tasmania because of my business skills.
As a current director
on The Department of State Growths Development Board as well as a member of
the Development Boards Audit and Risk committee – I
am experienced with large scale budgets and that is a quality and a skill
set I could bring if voted in as Mayor.
ISSUE 3
I understand business and I understand the clout of a “ten ton” Gorilla,
compared to a number chattering monkeys running around. I also understand that rationalisation; the
streamlining of duplication and reductions in cost and waste is an imperative.
There is nothing wrong with having good infrastructure, but at a
sustainable cost, mistakes of the past will require some strong leadership to
rectify the continue blow out in the costs in running public assets, but
it must be able to justify itself. A
good businessman knows amalgamations really means savings through a loss of
jobs! To turn the Launceston region around [like any business] we must have
solid plans to increase opportunity and employment, so that cutting costs and
make City Hall more efficient is an equitable proposition.
ISSUE 4
Without a clever management and business strategy in
place – you
only get “more
of the same old”.
The people must want change! See we cannot
solve our problems with the same thinking we used when we created them.. Good
business leaders know you must spend money to make money. We need increased controlled parking
[800 spaces ] in the city to allow for future inner city living, how can we
possible expect private investment to come with out the LCC investing in its
own city. If we were to make Launceston a University town like
a Dunedin, a Harvard or a Cambridge – we need to be attractive and a first
class destination. Education is an area to look at for growth. It could increase
investment in housing and infrastructure. That means new jobs. New buildings,
new accommodation and we should be
thinking long term infrastructure like light rail service, bicycle
friendly access, connecting the
city centre, to Inveresk and Utas/Maritime opens our city to future
and new ideas.
ISSUE 5
While I understand the question and somewhat agree with the preference
that rates should be tied to taxation, The
community must accept and understand it has to
pay for its infrastructure and services. The question is what is
the best way to fund it? A healthy,
vibrant and wealthy city spreads charges across the commercial and public
world, and people do not generally mind paying for better living when the
community at large has an excess of money. Reducing rates is a smart business
practice, where other wealth creation can be incorporated to take the burden.
A sick and ailing city with empty shops and declining
commerce and continual rising of taxes only hastens the spiral down.
The last Council had plans of higher city rents??? For
higher rates? This is bad business practice. That could mean,
more closures of struggling businesses and dearer products for the community.
This city needs a clean sweep and to be run like a
successful business for the people. " It is time
for a change".
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JIM COX
1…Not
sure what your interpretation of “ Air of change “ implies
The
reality is that Local Government will always require the assistance of State
and Federal Govt.and was not aware that we encroached on their roles…..in fact
I would have thought that L.G. would be happy to do the opposite in most cases
and take as much regional assistance as possible
2..Have
been a small Business owner/operator …..Minister with
State Govt .…./served on Budget sub Committee for Govt /been Alderman with
L.C.C. for 3 years
3...Yes
it is totally unfair that Launceston rate payers fund these
regional facilities
User
pays and privatisation may sound wonderful but in reality are not viable
solutions however greater regional Federal funding would assist but I am sure
that some of the Council decisions of the past would probably not
be supported today
Your
suggestion that Amalgamation of Council areas within the region may be the
solution is possibly in part correct ……and I am a believer that
Amalgamation is both necessary and inevitable
HOWEVER……
you cannot just Amalgamate for the sake of it …You need to put like with
like …that’s where Govt can assist ..and ensure that representation stays
otherwise you will not achieve the expected gains
It
is not a difficult ask ..it just requires support from Govt. and a willingness
from Councils (ok. It is difficult)
4
…..We love our cars ..don’t we in fact if we are unable to park at the front
door of the shop we will probably abandon our trip or drive around the block
until an acceptable space appears
We
couldn’t even get good support for the FREE Tiger bus
Population
will always dictate the level of public transport and while Metro certainly
gives an acceptable service we would be dreaming to believe that there
will be massive changes to the existing system
Hopefully
increased inner city living is something that we can look forward to in
the future
5..I
strongly believe that AAV has run its course and is outdated
Whatever
system is adopted there will be winners and losers and I am hopeful that
conversations that have already started with LCC staff can move forward to get
rid of this ‘past its use by date system’
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PETER ELLIOTT
Issue 1
Common sense and a consultative and collaboratively
approach is what I can provide in an alderman role. To listen to the community,
act in the best interests of the community at all times and make sure that the
assets of the community are looked after now and in the future.
Issue 2
I have 29 years of small business experience, which
has given me knowledge of how local, state and federal government works. I have
been on a government committee, advising on training and issues regarding the
baking industry. I am knowledgeable on OHS issues and employer and employee
obligations as defined by government legislation. I have been on the board of
the Launceston Preparatory School for over 15 years and know how a board should
operate and the functions and responsibilities of a board member.
Issue 3
Aurora Stadium, Launceston Aquatic and Queen
Victoria Museum & Art Gallery are facilities that benefit the northern
region and the impost of maintaining them should be shared. There are two
options as to who should share the burden:
1.
Amalgamation of local councils or
2.
The state/federal government
contribute
Issue 4
Public transport is the role of state government and
the report, you mention, was initiated by the commonwealth government. The function of local government to provide
for the health, safety and welfare of the community is to ensure our city
receives the appropriate levels of state/federal government funding and
services to achieve that. Having said that, being proactive in planning for the
future of the city is very important. One of our biggest problems is lack of
population and the urban spread.
-Development of inner city living;
-Smaller buses running more frequently and in direct
routes; and
- Free transport for seniors at certain times to
encourage travel to city e.g. 10.00a.m-3.00pm
These are some ideas. The development of a strategy
or formal report by the council in looking at these issues shouldn’t cost extra
money. The use of expertise already employed by the council and communication
by alderman with the community should be in the current cost parameters of the
council budget. I am not a proponent of spending hundreds of thousands of
dollars on consultants.
Issue 5
I do not believe you would be able to establish a
rate system on the capacity of ratepayers to pay. How would you determine a
person’s capacity to pay? Just by the area you live in, could mean a ratepayer
on a pension who has lived in an area for 50 years suddenly given an
unreasonable rate increase. Income based would mean stepping into a federal
arena and people would lie about their income.
What we really need to do is look at ways of
increasing our population so we increase our rate base. Amalgamation is another
possibility. In the short term we need to make sure that every dollar spent by
council is prudently spent and ensure we keep a tight financial rein on our budget.
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Tom Ellison
1.
Broad experience working with complex government legislation, including
analysis and consultancy to politicians and political parties. A firm belief
in good governance underpinned by ethical, evidence-based decision making.
2.
20 years direct experience as a financial advisor to individuals and
corporations. Recognised expertise in interpreting financial statements.
3. I support a full audit of the commercial viability of all council-owned
assets, including a review of major loss-making operations (Aurora Stadium
particularly). Whilst I support amalgamations, they do not necessarily
represent a panacea for generating additional revenue or relieving the stress
on the existing rate base.
4.
Australians appear addicted to the motor vehicle, and Launceston
residents are no exception. I support much great use of public transport,
however broader initiatives (reduction of carbon footprint, urban planning) would
take me pages to outline.
5.
I’m unsure whether a perfect formula for calculating rates exists.
I don’t support flat rates for Launceston given the diversity of rateable
properties. I’m included to support a cap on rates, but would need
further data to form a definitive opinion.
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Andrea Dawkins
Q1
There is an air of ‘change’ permeating Launceston. The ‘all in, all out’ election is adding to that I
believe. The amount of empty shops in the CBD is also influencing the sense that something has to
change. As a candidate with community inclusion and development at her heart, I endeavour to
promote social enterprise and social entrepreneurial ideals. As these types of businesses are often
bootstrapped a speedy and cooperative council planning process is important to facilitate their start
up.
Q2
I have been in small business for over 20 years. I understand on an instinctive level the process of
maintaining a business. Through this process I learned self-reliance and the value of sustainability. If
business is to do well in a modern sense it needs to value social, environmental and economic
indicators.
Q3
Amalgamation will cost money to save money and may not be the silver bullet solution. Having said
that we will need to make the decision as a community to amalgamate and start to share
responsibility for some of the facilities we share. The state government absorbing one of the
museums into the education precincts they are situated in seems to me to be a reasonable outcome.
These facilities though expensive to maintain are a part what makes Launceston a fantastic regional
centre.
Q4
Reducing the speed limit to 40 km per hour would allow for a safer cycling environment for all bike
users. I am an advocate of any system which returns towns to the people. The centre of Launceston
is cut in two by the traffic flow on York and Wellington Streets. If there was a way to slow down the
mad dash through Launceston and make cycling and walking more conducive I would endorse the
plan.
Q5
Under the current system the capacity to pay worked out from the land value seems to be
reasonably fair. However during the property boom at the turn of this century people’s rates were
increasing though their incomes were not. I think we need to be mindful of outside pressure on land
values. This is where a capped rate could be useful. We would need to be very careful setting that
rate. We have many families living in the municipality who have their incomes stretched as far as
they are able. I would not vote for any measure that would increase rates for anybody. Chances are
if you have a property worth half a million dollars you can afford to pay the rates.
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Janie Finlay
What components for a fresh approach can you bring to the table that can address the
fundamental role of local government without encroaching on the roles of state and federal governments ?
The following is a cut and
paste from the Local Goverment Association of Tasmania website. http://www.lgat.tas.gov.au
(a) to represent the community;
(b) to act in the best interests of the community;
(c) to facilitate communication by the council with the community;
(d) to participate in the activities of the council;
(e) to undertake duties and responsibilities as authorised by the council.
(2) The councillors of a council collectively have the following functions;
(a) to develop and monitor the implementation of strategic plans and budgets;
(b) to determine and monitor the application of policies, plans and programs; and
(i) the efficient and effective provision of services and facilities; and
(ii) the efficient and effective management of assets; and
(iii) the fair and equitable treatment of employees of the council;
(c) to facilitate and encourage the planning and development of the municipal area in the best interests of the community;
(d) to appoint and monitor the performance of the general manager;
(e) to determine and review the council's resource allocation and expenditure activities;
(f) to monitor the manner in which services are provided by the council.
(3) In performing any function under this Act or any other Act, a councillor must not -
(a) direct or attempt to direct an employee of the council in relation to the discharge of the employee's duties; or
(b) perform any function of the mayor without the approval of the mayor.
(4) A councillor is to represent accurately the policies and decisions of the Council in performing the functions of councillor.
As well as the Local Government Act 1993, other pieces of Tasmanian legislation have a significant impact on operation and activities of councils including:
- Land Use Planning and
Approvals Act 1993
- Environmental
Management and Pollution Control Act 1994
- Resource Management and
Planning Appeal Tribunal Act 1993
- Local Government
(Building and Miscellaneous Provisions) Act 1993
- Building Act 2000
- Dog Control Act 2000
- Public Health Act 1997
- Local Government
(Highways) Act 1982
- Roads and Jetties Act
1935
- Traffic Act 1925
- Sewers and Drains Act
1954
- Water Management Act
1999
- Waterworks Clauses Act
1952
- Financial Management
and Audit Act 1990
- Ombudsman Act 1978
- Freedom of Information
Act 1991
- Judicial Review Act 2000
ISSUE 2
What commercial or other associated experience do you have that provides you with the skills or understanding of the responsibility of the position of Alderman that you are applying for ?
- Previous Local Government experience
- LCC; Alderman 2000 - 2007. Mayor 2002 - 2005.
- Member, General Management Committee
of the Local Government Association of Tasmania,
- Member, Premier's Local Government Council.
- Previous Board experience.
- Metro Tasmania, Tasmanian Symphony Orchestra,
- Northern Tasmania Development, Launceston
Tornadoes.
- Completed Australian Institute of Company Director, Company
Directors Course.
- Operated awared winning small businesses;
- The Atrium Cafe,
- The Tea Room,
- NAI Harcourts Tasmania.
Living within our means- Launceston City Council operates a number of Regional Facilities (The 3 big spenders, Aurora
Stadium, Launceston Aquatic, Queen Victoria Museum & Art Gallery, were reported in June to be way over last year's
budget). What are your views on the sustainability of these facilities which are presently unfairly funded
by just the 28,000 ratepayers of Launceston, but benefit the residents of the greater Launceston area, population ≥ 106,000? Is a full user-pays admission fee the answer? Or privatisation?
I believe there are options other than the two listed above. I support the facilities and at the same time recognise there are operational improvements (changes) that need to occur to ensure their futures.
Is an amalgamation of council areas within the region a solution to this question so that at least
those who benefit would contribute to the costs?
I suport Amalgamation.
ISSUE 4
With a population of 106,000 in 2010, the greater Launceston area is ranked the 17th largest city in Australia. A discussion
paper recently released by the Commonwealth Government flagged the need for consolidation of its 18 largest cities, to
make them "more productive, sustainable and liveable".
·
What are your ideas for a blueprint to reduce people's dependency on cars, develop high quality
public transport, reduce cities' carbon footprints and improve urban planning? How can this be sustainable for Launceston City Council's budget?
ISSUE 5
In 2011 economist Saul Eslake said Tasmania's Local Government revenue (rates) was 5% above the national average per head of population, higher than any State (except Northern Territory). Tasmanian Councils also raised 22% less per head from user charges for goods and services than the Australian average and received 60% more per head in grants and
subsidies from other levels of government.
Rates in Launceston rise each year and much faster than average weekly earnings (AWE).
Asset wealth is not an indication of income or an ability to pay, but Launceston City Council continues to use AAV to assess rating distribution. Rates contribute to our cost of living expenses and these expenses are second only to healthcare expenses.
·
Do you believe that Council rates should be a form of taxation, where those said to have the
capacity to pay more should pay more for Council facilities and services than other people? Should a flat residential rate apply, where all ratepayers pay the same amount like Brighton and Georgetown, or a capped residential rate like Devonport ?
I would like to ask The Ratepayers Association for their current position to consider and discuss. If elected I would want to participate in tthe current discussions at council before providing a position on this.
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Alan Harris
Q1: What components for a
fresh approach can you bring to the table that can address the fundamental role
of local government without encroaching on the roles of State and Federal
Governments?
I
am currently employed as an Electorate Officer for the Federal Member for Bass,
Andrew Nikolic MP. In this role it is critical to understand the role of each
of the three tiers of government in Australia, which level is responsible for
what and how the different tiers of Government can work together to deliver
better outcomes. An example of this is the Federal and local council funding
the Tamar River Recovery Project. together with private enterprise
investment in the North Bank redevelopment.
In
addition I will work towards all Northern Tasmanian councils to resource-share
more closely with a long term goal of all council’s using a “Common Services Group”.
This will enable the current Councils to remain “local” on the decisions they
make but gain the financial savings that council workforce amalgamations will
bring.
Q2: What commercial or
other experience do you have that provides you with the skills or
understanding of the responsibility of the position of Alderman that you are
applying for?
I
spent the last 20 years of my Telstra career working as the Telstra Senior
Executive responsible for “business process re-engineering” to facilitate the
implementation of ITC technology into the business operations of all major
Telstra customer’s based in Northern Tasmania. This is done by first
understanding the CEO’s or Board’s organisational strategic plans, their
current mode of operations and identify where process improvements could be
made. In this role I have worked with all the Northern Tasmanian local councils
including Launceston, Tasmanian Government GBE’s like Tas Water, Tas Ports, Tas
Rail and Northern Tasmanian based corporate customers such as Gunns Ltd,
B&E, Grange Resources, Tas Redline Coaches and Fairbrother, to name but a
few.
I
have been a member and President of many volunteer organisations, including
Carrick Community Committee, Rotary Club of Central Launceston, Sally’s Ride,
and Rotary Duck Race where I have used my workplace contacts and skills to
successfully lead these organisations to achieve outstanding results.
The
role of an Alderman is similar to that of a company board member who helps set
the strategic direction of the Council but then that direction is carried out
by the Council employees. As directly elected representatives, I understand
that Aldermen will also be directly approached by ratepayers instead of the
correct council “channel”.
Throughout
my career I have been able to establish rapport with everyone from Federal
Ministers, to CEO’s of large national companies and the full spectrum of local
constituents and I have been able to gain their trust and respect to find
common ground to work towards a win-win situation where ever
possible.
Q3: What are your views
on the sustainability of these facilities which are presently unfairly funded
by just the 28,000 ratepayers of Launceston, but benefit the residents of the
greater Launceston area, population >106,000? Is a full user-pays admission
fee the answer? Or privatisation? Is an amalgamation of council area within the
region a solution to this question so that at least those who benefit would
contribute to the costs?
Funding
of regional facilities such as Aurora Stadium, Launceston Swimming Centre and
QVMAG is something that needs to be addressed in a co-operative manner
regionally with the other Council’s in Northern Tasmania as well as financial
support from other tiers of government. I believe that ongoing funding of such
regional facilities should be a mix of “user pays” plus contributions from the
other Council’s in the region whose ratepayers also use the facility.
Council
amalgamation is a matter for the State Government to ultimately decide on, but
increased “resource sharing” between the councils in the Northern Tasmania
region has been a long time passion of mine particularly after gaining an
understanding of the business models (and the flaws) of each of Northern
Tasmanian council’s in my previous role at Telstra.
I
will work for the establishment of a regional Council “Common Services Group”
that is now possible with the development of cloud technology and the rollout
of NBN technology throughout most of Northern Tasmania. The proposed “Combined
Services Group” will carry out all the functions of the current council
workforces across current council boundaries, with all current councils
contributing to the combined services group costs on a user pays basis.
Q4: What are your ideas
for a blueprint to reduce people’s dependency on cars, develop high quality
public transport, reduce cities carbon footprints and improve urban planning?
How can this be sustainable for Launceston City Council’s budget?
I
am a dedicated cyclist usually riding more than 100 km per week and support the
provision of increased cycling facilities within Launceston. I am a foundation
member of Tasmania’s largest community cycle challenge, Sally’s Ride, which
promotes cycling as a safe and healthy activity. I am an inaugural member of
Tourism Northern Tasmania’s cycle tourism working group to ensure that Northern
Tasmania gains the maximum benefit of cycle tourism with the Rail Trail,
Mountain Bike trails at Hollybank, Derby and Blue Tier. I co-ordinated the One
Metre Matters campaign within Federal MP Andrew Nikolic’s office, with more
than 29,000 signatures being presented by Andrew to the Federal Parliament to
get the Australian Road Rules changed to provide a minimum passing distance of
cyclists to improve cyclist safety and encourage more cyclists.
I
support a trial closure of St John Street between York and Paterson Streets and
also The Avenue in Brisbane Street to vehicles and relocate the Metro bus stops
to Paterson Street as a way of increasing pedestrian traffic, increasing CBD
business activity and provide increased cycle parking facilities in the new
pedestrian area
Launceston’s
suburban public transport is currently provided by Metro as a State Government
GBE and I support increased usage of this service and increased facilities to
encourage more cyclists to use the service, particularly returning to
Trevallyn, Riverside and West Launceston. Future development of a light rail
system for Launceston is more likely to be a State or Federal Government
initiative and whilst I support the concept, I expect it will be a long term
project
Increased
cycling infrastructure is more likely to have an associated capital cost rather
than a recurrent cost to the Launceston Council’s budget, other than a decline
in car parking fees.
Q5: Do you believe that
Council rates should be a form of taxation, where those said to have the
capacity to pay more should pay more for council facilities and services than
other people? Should a flat residential rate apply, where all ratepayers pay
the same amount like Brighton and George Town, or a capped residential rate
like Devonport?
My
philosophy is that Council rates should reflect the cost of providing the
services and the usage of that service where practical. I support greater
equity in Council rates with similar properties using similar services paying
similar rate charges regardless of the property’s location.
Implementing
a “Combined Service Group” has the potential to make savings for all Council’s
including Launceston over time. After implementing the “Combined Service
Group”, I would support the Council reviewing their current method of
calculating Council rates based on AAV. Any review that leads lower cost should
be implemented.
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Nick Jones
What
components for a fresh approach can you bring to the table that can address the fundamental role of local
government ?
What can I bring to the
table?
Thinking outside the square
and coming up with new ideas has always been a very important part of my
business life.
Creating and developing a
business that is profitable is a vital component of every viable business which
includes living within ones expenditure budget and we all know what that
means!!
2. What
commercial or other associated experience do you have that provides you with
the skills or understanding of the responsibility of the position of Alderman
that you are applying for ?
To gain an understanding of how a company
operates with finance creation, expenditure budgeting, accounting procedures
and general business organisation in my experience takes a lifetime to
accumulate and I am still learning after thirty years and three businesses.
3. What
are your views on the sustainability of these facilities which are presently
unfairly funded by just the 28,000 ratepayers of Launceston, but benefit the residents
of the greater Launceston area, population ≥ 106,000? Is a full user-pays
admission fee the answer? Or privatisation?
As a city of 100,000 people we are fortunate
to have some beautiful buildings and stunning features, that are owned or
controlled by LCC. I also see these as
part of our problem!
Perhaps? and it is a big
perhaps, there is a way of creating an ownership of some of these assets maybe
by the people of Launceston so as to be able to maintain the quality and beauty
of the asset at the same time as being able to compete on a level playing field
business wise. but at arms length from the council, so as not being seen as the
council competing with private enterprise unfairly.
4. What
are your ideas for a blueprint to reduce people's dependency on cars, develop
high quality public transport, reduce cities' carbon footprints and improve
urban planning? How can this be sustainable for Launceston City Council's
budget?
Making Launceston
more productive, is the area in which I can get my brain around.
As an example, Tourism has
suffered for decades in Launceston because our closest tourism icon is Cradle
mountain. As opposed to Hobart which has now two tourism icons in Salamanca market
and Mona. This is why in round figures
for every three visitor that come to Tasmania two visit Hobart and one visits
Launceston. Currently Hobarts’ average occupancy figures for a whole year stand
at 84% whereas Launceston is about 65%, this is a huge opportunity for
Launceston and the North generally.
Staring us in the face is what I believe to be the closest we are likely
to get to a tourism icon, and that is the redevelopment of the Penny Royal
complex INCLUDING the chairlift into the Gorge. If we lift the number of bed
nights in the North by about 10% this will inject approx $50,000,000 into the
economy without having to commit expenditure on infrastructure, remembering
that Hobart accommodation is basically full this is certainly achievable in my opinion.
I think LCC needs to utilise
owned assets to create income where possible.
If the chairlift in the
gorge goes ahead the big issue will be parking, the LCC owns the carpark next
to Officeworks this is full by 9am on college days so making it into a
multistorey carpark would create good income for council considering it is
walking distance to the gorge where visitation maybe 200,000 people. The
students could occupy the top floor with the concessional rates now enjoyed
Leaving the parking below
for locals and visitors alike. Creating one profitable enterprise for council
and selling off one loss making enterprise would make a big difference to the
overall budget.
5. Do you
believe that Council rates should be a form of taxation, where those said to have
the capacity to pay more should
pay more for Council facilities and services than other people? Should a flat
residential rate apply, where all ratepayers pay the same amount like Brighton
and Georgetown, or a capped residential rate like Devonport ?
I will need to
study this issue before feeling confident in making comment.
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Hugh McKenzie See separate document
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Rob Soward
ISSUE
1
There is an air of "change" moving across Launceston.
· What components for a fresh approach can you bring to the table that can address the fundamental role of local government without encroaching on the roles of state and federal governments ?
ANSWER- I have a clear understanding of the roles of each level of government and as such understand the limitations and extent of the roles of each. As Deputy Mayor my approach is consult, listen and act- I have been frustrated by some issues at council where we just keep holding meetings and consultations and nothing happens except more meetings- at times it seems for meetings sake. My approach is to consult, listen , act and lead. I am disappointed when aldermen say they support things yet vote against them- I believe in action not words- A couple of examples of initiatives I have driven that have showed leadership, the willing ness to make things happen and more importantly the ability to make them happen -
* Re established the free hard rubbish collection service for large and difficult to shift items.
* Successfully instigated a council motion that will focus on green waste bins for green rubbish disposal.
* Successfully instigated a council motion that saw the faster rollout of 40km signs around local schools keeping them safer for children and families.
* Introduced and led the campaign to keep the Australia Post express next day service in Launceston and for Launceston. I gathered 10,000 signatures and we kept the service! This service is vital for both business and consumers.
* Successfully instigated a council motion that brought the Christmas tree back into the city after years of no tree and minimal Christmas decoration in the CBD.
* Worked with a huge number of individual ratepayers on issues like CBD Issues, parking issues, tree removal, footpath repair, street and road issues, building approvals, rate and local government issues and so on across all areas- the rural areas, the suburbs and the CBD. My approach is hands on ' can do "
* Been a part of a council and a strong voice on the clean up of the Tamar River that has successfully seen the removal of thousands of tonnes of silt from the Tamar River as I promised I would do when elected.
* Been a part of a council and a strong voice on the maintenance of AFL Matches in Launceston and the V8 Supercars in Northern Tasmania both of which bring millions of dollars into our local economy as well as top class sport to our city and region as I promised I would do when elected. I have also been active in pushing for a 5th AFL match for Hawthorn against a Victorian team to be played in Launceston.
ISSUE 2
Launceston City Council is one of the largest Corporations in Tasmania, so if elected to Council you will become akin to a "Director on the Board of that Corporation". Launceston City Council will administer, in 2014/15, an Annual Budget with a combined operating and capital expenditure of $109.8 million (up from $96.2 million last year).
· What commercial or other associated experience do you have that provides you with the skills or understanding of the responsibility of the position of Alderman that you are applying for ?
ANSWER-
There is an air of "change" moving across Launceston.
· What components for a fresh approach can you bring to the table that can address the fundamental role of local government without encroaching on the roles of state and federal governments ?
ANSWER- I have a clear understanding of the roles of each level of government and as such understand the limitations and extent of the roles of each. As Deputy Mayor my approach is consult, listen and act- I have been frustrated by some issues at council where we just keep holding meetings and consultations and nothing happens except more meetings- at times it seems for meetings sake. My approach is to consult, listen , act and lead. I am disappointed when aldermen say they support things yet vote against them- I believe in action not words- A couple of examples of initiatives I have driven that have showed leadership, the willing ness to make things happen and more importantly the ability to make them happen -
* Re established the free hard rubbish collection service for large and difficult to shift items.
* Successfully instigated a council motion that will focus on green waste bins for green rubbish disposal.
* Successfully instigated a council motion that saw the faster rollout of 40km signs around local schools keeping them safer for children and families.
* Introduced and led the campaign to keep the Australia Post express next day service in Launceston and for Launceston. I gathered 10,000 signatures and we kept the service! This service is vital for both business and consumers.
* Successfully instigated a council motion that brought the Christmas tree back into the city after years of no tree and minimal Christmas decoration in the CBD.
* Worked with a huge number of individual ratepayers on issues like CBD Issues, parking issues, tree removal, footpath repair, street and road issues, building approvals, rate and local government issues and so on across all areas- the rural areas, the suburbs and the CBD. My approach is hands on ' can do "
* Been a part of a council and a strong voice on the clean up of the Tamar River that has successfully seen the removal of thousands of tonnes of silt from the Tamar River as I promised I would do when elected.
* Been a part of a council and a strong voice on the maintenance of AFL Matches in Launceston and the V8 Supercars in Northern Tasmania both of which bring millions of dollars into our local economy as well as top class sport to our city and region as I promised I would do when elected. I have also been active in pushing for a 5th AFL match for Hawthorn against a Victorian team to be played in Launceston.
ISSUE 2
Launceston City Council is one of the largest Corporations in Tasmania, so if elected to Council you will become akin to a "Director on the Board of that Corporation". Launceston City Council will administer, in 2014/15, an Annual Budget with a combined operating and capital expenditure of $109.8 million (up from $96.2 million last year).
· What commercial or other associated experience do you have that provides you with the skills or understanding of the responsibility of the position of Alderman that you are applying for ?
ANSWER-
I have extensive experience- Launceston City Council
Alderman for 5 years. Member of the Finance and Audit Committee for 5 years.
Previously director of My State Ltd[ 2 years]- at that stage a financial institution with 1 billion dollars of funds under management. Member of Audit and Risk Committee
Educational leadership experience[ 19 years] with management responsibility for staff and school budgets of up to 120 staff and million of dollars in school budget.
Previously director of My State Ltd[ 2 years]- at that stage a financial institution with 1 billion dollars of funds under management. Member of Audit and Risk Committee
Educational leadership experience[ 19 years] with management responsibility for staff and school budgets of up to 120 staff and million of dollars in school budget.
Two University degrees [ Bachelor and Masters degrees]
and study undertaken in finance/ corporate governance
I take the role of Alderman and Deputy Mayor very seriously- it is an honour not a right. I have always been a strong voice to ensure ratepayers get value for the rates they pay and that council supports all in our community with their spending and benefits they provide.
ISSUE 3
Living within our means- Launceston City Council operates a number of Regional Facilities (The 3 big spenders, Aurora Stadium, Launceston Aquatic, Queen Victoria Museum & Art Gallery, were reported in June to be way over last year's budget).
· What are your views on the sustainability of these facilities which are presently unfairly funded by just the 28,000 ratepayers of Launceston, but benefit the residents of the greater Launceston area, population ≥ 106,000? Is a full user-pays admission fee the answer? Or privatisation?
· Is an amalgamation of council areas within the region a solution to this question so that at least those who benefit would contribute to the costs?
ANSWER- Amalgamation is a key part of this solution- Tasmania's decentralised population means that places like Launceston City are regional leaders , build assets to drive the economic development of the city but end up providing them for the region. I have advocated for many years and urged Local government ministers to investigate amalgamations- a simple one is the creation of a Tamar Valley council where presently we have 5 council areas within 40 minutes of the CBD.
I take the role of Alderman and Deputy Mayor very seriously- it is an honour not a right. I have always been a strong voice to ensure ratepayers get value for the rates they pay and that council supports all in our community with their spending and benefits they provide.
ISSUE 3
Living within our means- Launceston City Council operates a number of Regional Facilities (The 3 big spenders, Aurora Stadium, Launceston Aquatic, Queen Victoria Museum & Art Gallery, were reported in June to be way over last year's budget).
· What are your views on the sustainability of these facilities which are presently unfairly funded by just the 28,000 ratepayers of Launceston, but benefit the residents of the greater Launceston area, population ≥ 106,000? Is a full user-pays admission fee the answer? Or privatisation?
· Is an amalgamation of council areas within the region a solution to this question so that at least those who benefit would contribute to the costs?
ANSWER- Amalgamation is a key part of this solution- Tasmania's decentralised population means that places like Launceston City are regional leaders , build assets to drive the economic development of the city but end up providing them for the region. I have advocated for many years and urged Local government ministers to investigate amalgamations- a simple one is the creation of a Tamar Valley council where presently we have 5 council areas within 40 minutes of the CBD.
I don't support privatization of these facilities as I have seen the many issues that arise in mainland situation where such important community facilities are privatized . I do think we have particularly in recent times made better efforts to improve viability and I commit if elected Deputy to make all three become even more viable.
ISSUE 4
With a population of 106,000 in 2010, the greater Launceston area is ranked the 17th largest city in Australia. A discussion paper recently released by the Commonwealth Government flagged the need for consolidation of its 18 largest cities, to make them "more productive, sustainable and liveable".
· What are your ideas for a blueprint to reduce people's dependency on cars, develop high quality public transport, reduce cities' carbon footprints and improve urban planning? How can this be sustainable for Launceston City Council's budget?
ANSWER- I have lobbied Metro to introduce smaller more fuel efficient buses to deliver some of what this question asks. They cite budget restraints but I will keep advocating for this as it makes sense. I have also been a strong supporter of bike usage in the city.
I also have flagged the use of electric buses similar to the ones in Christchurch that are super efficient and super busy ferrying people around the city.
Amalgamations would help make this sustainable but it still takes political will at a state level given that metro is state owned.
Planning issues demand a lot of attention and if elected as Deputy Mayor will take a leadership role[ as the previous deputy did] on this issue-The 5 years experience I have had as alderman will be of great use here due to the complexity of planning/ the new interim scheme and an understanding that urban planning needs to be better than it is.
ISSUE 5
In 2011 economist Saul Eslake said Tasmania's Local Government revenue (rates) was 5% above the national average per head of population, higher than any State (except Northern Territory). Tasmanian Councils also raised 22% less per head from user charges for goods and services than the Australian average and received 60% more per head in grants and subsidies from other levels of government.
Rates in Launceston rise each year and much faster than average weekly earnings (AWE).
Asset wealth is not an indication of income or an ability to pay, but Launceston City Council continues to use AAV to assess rating distribution.
Rates contribute to our cost of living expenses and these expenses are second only to healthcare expenses.
· Do you believe that Council rates should be a form of taxation, where those said to have the capacity to pay more should pay more for Council facilities and services than other people? Should a flat residential rate apply, where all ratepayers pay the same amount like Brighton and Georgetown, or a capped residential rate like Devonport ?
ANSWER- The state government under Premier Giddings flagged reform in this area and conducted a review under Local Government Minsiter Green.They promised consistency acreross the state and real leadership on the issue. After years of consultation the end result was the government saying council could do as it pealed and implement whatever system it liked- I was bitterly disappointed with this as all councils had looked to the state government for leadership and consistency.
I have been a strong advocate for change at council and work is underway into looking at our response to the final decision of the previous government handed down at end of 2013.I dont believe our current system is fair and it does need reform. I have held this view for some time.
That said it is also important to note that with the many different rating models I have seen and studied that in my view it is impossible to come up with a system that everyone is happy with or that ends up financially better off as in examples I have seen the cost is shifted from residential to commercial for instance or from one area to another. I have committed to working towards the best and fairtest rating system in the country having seconded the former Deputy Jeremy Balls' motion that came to council during the State Labor government rates review and commit if elected Deputy Mayor to continue that work and ensure our system that we come up with is fairer than the current AAV system.
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Karina Stojansek
- Fresh approach – If elected to Council I will bring a vision for Launceston of a city emphasising its unique built heritage, beautiful parks and gardens and quality specialist shopping outlets, restaurants and cafes, with an emphasis on developing a connected, healthy and happy community. I believe by creating a City and community where people want to spend their time and energy this will have flow on benefits to business and the surrounding regions.
I have been involved in
various initiatives over the past 10 years including assisting to get a tip
shop re-established in Launceston; encouraging various programs into the
Northern suburbs; working with Migrants and Refugees to assist them to gain
employment; working hard to build awareness on climate change; supporting arts around
the region, and encouraging programs which assist to build community.
My focus is very much at a
local level because I believe that is where you can effect the most change.
- Business Experience – I have over 22 years experience in Senior Management positions. Most recently I have held the position of General Manager with a locally owned statewide training organisation for the past 18 years. I have overseen the growth of the business from employing 5 staff to over 40 staff; from a single office to 3 offices statewide; breaking into new areas of business including becoming a Registered Training Organisation (RTO) and Group Training Organisation (GTO); producing successful tenders for various funding programs, and successfully adapting to an ever changing market.
I have experience in
finance, budgeting, people management, recruitment, project management,
marketing and day-to-day business management.
Other areas I have worked
in include the University (managing the Student Assoc), hospitality (live in manager
for a local boutique hotel) and small and large retail.
I’ve also held various
positions on committees such as president, treasurer and secretary (inc the
Trevallyn Tennis Club, the RSPCA and the local Steiner group).
In addition, I have worked
closely with my husband (the late Deputy Mayor, Jeremy Ball) over the past 7
years on all issues relating to Council business so I feel I have an excellent
understanding of what is required to help effectively guide the Council.
- Sustainability of facilities – I believe all three facilities mentioned are of great benefit to the Launceston region and Tasmania. However, I have concerns that they are all being funded by a small number of ratepayers. One option would be to try to see if the State Govt would take over one or both of the Museum sites. Another perhaps privatisation of the Aquatic Centre, but neither is an ideal solution.
I think we over committed
with the Launceston Aquatic Centre and I fought hard to stop the scale of the
development going ahead when it was first proposed. However, now we are obviously left with this
legacy and need to find a way to minimise the cost to the community.
The issue of Council
amalgamations is complex due to the distance between cities and towns around
Tasmania. Personally I think there may
be scope for some limited amalgamations, providing this results in more
efficiencies in service delivery and doesn’t cause smaller regional centres to
be neglected.
- Sustainable Solutions – I believe we are in a perfect position in Launceston, and indeed Tasmania, to be able to make the transition to a more sustainable and liveable city, due to our size, our unique natural environment and the quality of life we offer.
I see bikes as an important
step in this process – both improving inner city and suburban bike lanes and
tracks and also regional mountain bike tracks such as Hollybank, Derby, Blue
Tier, Trevallyn and Kate Reed. In addition to the benefits to health and the
environment, this industry already supports a network of bike shops in
Launceston and can only become bigger. It will also feed into our accommodation
and food / wine industries.
I believe our public
transport needs to be reviewed and perhaps services need to be increased to
some areas. We need to run a public awareness
campaign designed to ‘sexy up’ public transport – highlighting the benefits of
cost, ease of use, reduction in parking and the obvious benefit to our
environment.
Inner city living will
enable more people to live closer thereby reducing our carbon footprint
further. Pop up shops, exploring cheaper rents for short term leases and
minimising big box development will also encourage more people back into our
cities. We may need to simplify some of the planning processes to encourage
this.
Encouraging community
initiatives such as community gardens, street parties, farmers markets, local
festivals and exploring more of the unique culture our multicultural community
has to offer will further make our city and surrounding region more liveable
thus encouraging people to become more involved in their community and making
the region more sustainable by having a local focus.
- Council Rates – The ongoing issue of council rates is a complex one with no easy solution. I don’t believe there is any one right answer however I would like to see some modelling on the various models available to enable a comparison on the effects on different circumstances.
Ultimately no matter which
model we choose we still need to raise the same amount of revenue, so if one
person’s rates go down then someone else’s must go up to compensate. Perhaps the focus should be on reducing the
Council’s fixed expenses, such as the three regional facilities as outlined
above.
I am very aware of the
financial pressures on people in our community and I have witnessed first hand
household expenses go up dramatically in the past few years, without the
accompanying wage increases. I will
therefore work toward reducing these costs at every opportunity, whilst still
maintaining services.
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Albert van Zettan See separate document
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ALAN HARRIS
Responses to questions to candidates for Launceston City Council 2014.
Q1: What components for a fresh approach can you bring to the table that can address the fundamental role of local government without encroaching on the roles of State and Federal Governments?
I am currently employed as an Electorate Officer for the Federal Member for Bass, Andrew Nikolic MP. In this role it is critical to understand the role of each of the three tiers of government in Australia, which level is responsible for what and how the different tiers of Government can work together to deliver better outcomes. An example of this is the Federal and local council funding the Tamar River Recovery Project. together with private enterprise investment in the North Bank redevelopment.
In addition I will work towards all Northern Tasmanian councils to resource-share more closely with a long term goal of all council’s using a “Common Services Group”. This will enable the current Councils to remain “local” on the decisions they make but gain the financial savings that council workforce amalgamations will bring.
Q2: What commercial or other experience do you have that provides you with the skills or understanding of the responsibility of the position of Alderman that you are applying for?
I spent the last 20 years of my Telstra career working as the Telstra Senior Executive responsible for “business process re-engineering” to facilitate the implementation of ITC technology into the business operations of all major Telstra customer’s based in Northern Tasmania. This is done by first understanding the CEO’s or Board’s organisational strategic plans, their current mode of operations and identify where process improvements could be made. In this role I have worked with all the Northern Tasmanian local councils including Launceston, Tasmanian Government GBE’s like Tas Water, Tas Ports, Tas Rail and Northern Tasmanian based corporate customers such as Gunns Ltd, B&E, Grange Resources, Tas Redline Coaches and Fairbrother, to name but a few.
I have been a member and President of many volunteer organisations, including Carrick Community Committee, Rotary Club of Central Launceston, Sally’s Ride, and Rotary Duck Race where I have used my workplace contacts and skills to successfully lead these organisations to achieve outstanding results.
The role of an Alderman is similar to that of a company board member who helps set the strategic direction of the Council but then that direction is carried out by the Council employees. As directly elected representatives, I understand that Aldermen will also be directly approached by ratepayers instead of the correct council “channel”.
Throughout my career I have been able to establish rapport with everyone from Federal Ministers, to CEO’s of large national companies and the full spectrum of local constituents and I have been able to gain their trust and respect to find common ground to work towards a win-win situation where ever possible.
Q3: What are your views on the sustainability of these facilities which are presently unfairly funded by just the 28,000 ratepayers of Launceston, but benefit the residents of the greater Launceston area, population >106,000? Is a full user-pays admission fee the answer? Or privatisation? Is an amalgamation of council area within the region a solution to this question so that at least those who benefit would contribute to the costs?
Funding of regional facilities such as Aurora Stadium, Launceston Swimming Centre and QVMAG is something that needs to be addressed in a co-operative manner regionally with the other Council’s in Northern Tasmania as well as financial support from other tiers of government. I believe that ongoing funding of such regional facilities should be a mix of “user pays” plus contributions from the other Council’s in the region whose ratepayers also use the facility.
Council amalgamation is a matter for the State Government to ultimately decide on, but increased “resource sharing” between the councils in the Northern Tasmania region has been a long time passion of mine particularly after gaining an understanding of the business models (and the flaws) of each of Northern Tasmanian council’s in my previous role at Telstra.
I will work for the establishment of a regional Council “Common Services Group” that is now possible with the development of cloud technology and the rollout of NBN technology throughout most of Northern Tasmania. The proposed “Combined Services Group” will carry out all the functions of the current council workforces across current council boundaries, with all current councils contributing to the combined services group costs on a user pays basis.
Q4: What are your ideas for a blueprint to reduce people’s dependency on cars, develop high quality public transport, reduce cities carbon footprints and improve urban planning? How can this be sustainable for Launceston City Council’s budget?
I am a dedicated cyclist usually riding more than 100 km per week and support the provision of increased cycling facilities within Launceston. I am a foundation member of Tasmania’s largest community cycle challenge, Sally’s Ride, which promotes cycling as a safe and healthy activity. I am an inaugural member of Tourism Northern Tasmania’s cycle tourism working group to ensure that Northern Tasmania gains the maximum benefit of cycle tourism with the Rail Trail, Mountain Bike trails at Hollybank, Derby and Blue Tier. I co-ordinated the One Metre Matters campaign within Federal MP Andrew Nikolic’s office, with more than 29,000 signatures being presented by Andrew to the Federal Parliament to get the Australian Road Rules changed to provide a minimum passing distance of cyclists to improve cyclist safety and encourage more cyclists.
I support a trial closure of St John Street between York and Paterson Streets and also The Avenue in Brisbane Street to vehicles and relocate the Metro bus stops to Paterson Street as a way of increasing pedestrian traffic, increasing CBD business activity and provide increased cycle parking facilities in the new pedestrian area
Launceston’s suburban public transport is currently provided by Metro as a State Government GBE and I support increased usage of this service and increased facilities to encourage more cyclists to use the service, particularly returning to Trevallyn, Riverside and West Launceston. Future development of a light rail system for Launceston is more likely to be a State or Federal Government initiative and whilst I support the concept, I expect it will be a long term project
Increased cycling infrastructure is more likely to have an associated capital cost rather than a recurrent cost to the Launceston Council’s budget, other than a decline in car parking fees.
Q5: Do you believe that Council rates should be a form of taxation, where those said to have the capacity to pay more should pay more for council facilities and services than other people? Should a flat residential rate apply, where all ratepayers pay the same amount like Brighton and George Town, or a capped residential rate like Devonport?
My philosophy is that Council rates should reflect the cost of providing the services and the usage of that service where practical. I support greater equity in Council rates with similar properties using similar services paying similar rate charges regardless of the property’s location.
Implementing a “Combined Service Group” has the potential to make savings for all Council’s including Launceston over time. After implementing the “Combined Service Group”, I would support the Council reviewing their current method of calculating Council rates based on AAV. Any review that leads lower cost should be implemented.
1 comment:
An excellent set of questions, but some of the answers are a bit lack-lustre !!
Why haven't all candidates provided answers, particularly Aldermen Gibson, McKendrick, Sands and Peck.
If these candidates can't fire off answers to these sort of questions given their long tenure as councillors, then they are simply not worth voting for.
That removes at least 4 candidates from the possible list, and so added to the 4 Aldermen that are retiring, we will need a minimum of 8 new faces for Council and 6 of these should be women too.
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