Tasmanian Ratepayers Association Inc.
'Candidates Forum'
for
Ratepayers, Residents and Candidates
Heather Hall, 64 Robin Street (Cnr. Penquite Road) Newstead on Monday 10th October at 7.30pm
Independent Chairman Mr. Owen Tilbury
All 19 Candidates for election to Launceston City Council were invited.
Ms Susan Stavros & Mr Mark Webb did not provide contact details and were absent.
Mr Jin-oh Choi, Mr Jim Cox, Mr Tom Ellison, Mr Danny Gibson, & Mrs Lyn Mitchell sent apologies, but 3 of these submitted answers in writing to the meeting.
No responses or written answers were received from Mr Tony Benneworth, or sitting members Mr Tony Peck and Mrs Annette Waddle.
A 2 minute individual profile presentation by each Candidate in attendance, was followed by presentation of their previously submitted answers to these questions:
ISSUE 1
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 2011/12, an Annual Budget with a combined operating and capital expenditure of $112 million (up from $86 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 ?
Jeremy Ball
I believe that some of the key skills necessary to be an effective aldermen include; being responsive to community concerns when an issue arises, listening effectively, identifying key issues involved, researching all pertinent information, working with a diversity of people and organisations to get all points of view and then producing a concise strategy to assist/solve the issue at hand. The final key skill is to be able to effectively advocate for a position at a Council meeting or other forum and to win over opponents or convince fellow aldermen.
I believe I have shown my capacity in this are by taking a leadership role on issues such as; the Dilston Bypass, a full review of Launceston's rates' system, getting support for a practical, scientifically based approach to cleaning up the Tamar, restoration and recommissioning for the Duck reach Power Station, calling Hydro to account over Gorge water flows, calling Ben Lomond Water to account over water price rises and a variety of other issues.
Jim Cox
As a former Minister who carried several portfolios over approx. a decade, including Minister for Local Govt., I believe I have both the skill and understanding to carry out the roll.
Danny Gibson
In my experience as Company Manager of Promotions and Projects at The Examiner Newspaper, which I held for over three years, I was responsible for the management of an annual budget of almost half a million dollars. In this instance, I was accountable and undertook my role collaboratively whilst accepting full responsibility for the budget and the decisions I made. My processes and decision making model was transparent and undertaken with integrity. In my current role as Chairman of Cityprom, I am responsible to a larger membership base, who expect spending to be in line with their interests and our budget. In my previous role at Northern Tasmania Development, I appreciated fully, the need for region-wide collaboration and came to understand the savings that can be made using this model. Whilst I have no formal Business or Accounting degree, I have sound skills in governance and a commitment to serve ratepayers, if elected.
Nick Hutchinson
Following your analogy to the Council being like the board of a corporation, firstly I believe that we need to see diversity within the council, as per the ASX Principles and Recommendations for Corporate Governance 2010. I believe that having a mix of people in age, gender, experience, skill sets, talents and vision to be of benefit to the council and the city.
The experiences and skills that I will bring to council are from my time working with and developing local businesses and non profit organisations over the last several years working under the employment of Ian Goninon as well as my work as a chaplain in both aged care, health and education systems. These experiences are complemented with my current study of a Graduate Certificate of Business through UTAS (I have so far studied Public Sector Resource Management and Corporate Governance) as well as my previous studies in chaplaincy and business management.
Clare Jokeszies
I have 24 years of experience in running my own business in and around Launceston, and prior to that time, 6 years in London. Although not anywhere near the turnover and expenditure of Launceston City Council, the fundamentals are still the same. Spending what funds we have available, making prudent and wise choices when investing or spending funds and making sure they are spent in the right areas for maximum benefit. All this has helped to make our businesses successful, even in testing economic times. Operating a business has taught me to make sound, and at times, hard decisions.
Hugh McKenzie
Commercial and associated experience – I have worked with Chartered Accounting firm KPMG all of my working life (including antecedents of this Firm), the last 24 years as a Partner, until my retirement on 30 June 2011. I still continue as a part time consultant. As a chartered accountant I have advised both small and large businesses in Tasmania ranging from taxation advice, budgeting, strategic planning and estate and succession planning. In addition to this role I have been both a board member and Chairman of Scotch Oakburn College, the latter position held during the largest growth and development in the Colleges history. I was also a leading force in bringing back the Launceston Cycling Classic to Launceston in 2007 after a 2 year hiatus. This took strong strategic and negotiation skills with both Council and businesses. This event not only attracts Australia’s top cyclists but attracts a crowd in the order of 10,000 people each year. I am currently Regional Councillor of the Institute of Chartered Accountants in Tasmania, a board member of the Tasmanian Qualifications Authority and a community representative on the York Park and Inveresk Precinct Authority I also understand this is not a job you can do off the back of your desk. I considered standing in the 2009 poll but determined that I could not effectively hold the alderman’s role while still being committed to a full time occupation. My motivation for standing is to use my business, strategic and innovation skills to put something back into the community that has been good to me.
Lyn Mitchell
I do not own a business, I do not own properties. I do have qualifications because of my employment as a special education teachers assistant. I am compassionate, considerate and approachable. I understand fully the financial burdens placed on ratepayers, especially pensioners and I know first-hand the lack of self esteem felt by our youth who cannot get employment. I am a "grass roots" independent candidate who will work hard for all ratepayers.
Nick Pedley
Currently I am studying a Bachelor of Business at the University of Tasmanian with majors in economics and finance which will be completed by 2013. I have previously studied a Bachelor of Arts with majors in public policy and political science. This gives me the theoretical understanding in financial management, policy development and governance.
I have also previously been a member of the on the Tasmanian University Union Board of Management which has given me practical skills in financial and business management. I have also sat on the University of Tasmanian’s Academic Senate which has given me practical skills in policy development. Finally I have chaired the North TUU SRC and happily listened to their issues and concerns with respect and dignity and help where I could which in is the primary reasonability of a Launceston Aldermen.
Alex Petrovsky
Qualified in law and financial analysis.
Experience as company director, stockbroker, commercial lawyer and senior commonwealth public servant dealing with commercial investments of all scales. Have lived and worked in Launceston, Hobart, Sydney, Canberra and Newcastle.
Amy Tyler
Before I discuss the experience I have that would provide me with the skills or understanding of the responsibility of the position of Alderwoman, it is important to quickly clarify what the responsibility of an Alderwoman is.
According to the Code of Conduct that captures the minimal necessities of the legislation that guides Councils, the responsibilities of an Alderwoman or Alderman are broadly to:
1. Represent the community;
2. Act in the best interests of the community;
3. Facilitate communication by the council with the community;
4. Participate in the activities of the council;
5. Undertake duties and responsibilities as authorised by the Council.
That is to say, an Alderwoman must be able to listen to those who seek representation through Council and also actively engage with those members of the community unable to participate to understand what is in the best interest of the broader community. It is critical, that your representative on council understands how to determine what is wanted, what is needed and what is possible.
Given the above, my family background and personal experiences have taught me how to manage finances responsibility and not engage in wasteful activities - whether that be on self-perpetuating bureaucracies or on ideas that might appear good on paper but will not stack up in reality.
I come from a family of private business owners. My aunts, uncles, grandfather and father all own and manage their businesses and so I have an innate understanding of how to manage in a fiscally responsible yet innovative way.
I was the director of food co-operative for two years during university. Whilst being run by volunteers, which is challenging in and of itself, I managed the co-operative successfully so as to make enough of a profit to allow us to further invest in the operative.
To provide an example of what I mean by fiscally responsible yet innovative, I made the decision along with the co-operative members to not invest in expanding the co-operative but to further improve the service we provided. We made this decision based on our assessment of the co-operative’s capacity and business model. We knew that whilst it is important to attract more members and customers, we would not have been able to provide quality service to an increased number of members without radically changing the structure of the operative and took the decision that it was more important to provide quality to our existing members and customers.
Finally, I also own my own house which is important as it means that I’m a ratepayer and have a stake in our community.
I am committed to making good long-term strategic decisions that draw on experiences that I have had living in other cities such as Sydney, Bogota (Colombia) and London.
Rob Soward
I was elected as Alderman of the Launceston City Council in October 2009.I am a member of the Strategic Planning and Policy Committee, the Finance and Audit Committee and the Economic Development Committee.
I hold two tertiary degrees- Bachelor of Education and Master of Education
I have undertaken Study in Financial Management
20 Years teaching experience in the Business Studies area including 15 as a senior staff member .
Past Director MyState Financial Credit Union
A blend of qualifications, leadership experience and life experience/ common sense.
I make sure I ask the hard questions.
ISSUE 2
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 ≥ 108,000?
Jeremy Ball
I do not believe the current situation is sustainable and recently received unanimous support for my motion to lobby the State Grants Commission (the responsible body) for greater funding in acknowledgement that Launceston is providing major regional/state infrastructure that is being enjoyed by many yet paid for by so few.
Jim Cox
Councils around the country face similar problems, and no one to my knowledge has come up with any solution other than user pays. It is an issue that council was aware of when these projects were undertaken and one that is not likely to get better in the foreseeable future.
Danny Gibson
The current model sees Launceston ratepayers “propping up” the facilities used by the broader region. Whilst these facilities are integral to our region; it is imperative that there is a review of local council boundaries and that the charging for Regional facilities are met by the REGION and not just Launceston.
Nick Hutchinson
I believe that some of our current facilities, such as the Launceston Aquatic Centre, the QVMAG and Aurora Stadium, are unfair burdens solely to Launceston Ratepayers and drain on council expenditure. There would be multiple ways of dealing with the longevity of these facilities that I believe should be reviewed on a case-by-case basis as no one model (cost sharing, outsourcing, privatisation etc) would suffice for each facility.
Clare Jokuszies
The main issue with these facilities is that they are all good facilities that add to the amenity of Launceston, and like motherhood it is hard to argue against them; however the cost at which they add value to Launceston needs to be considered.
I must add I am not 100% certain of the exact financial costs to the Launceston ratepayer regarding the above facilities. However, urgent action is needed to make every endeavour to reduce annual losses and we need to work hard to attract outside interest to make use of these facilities, which will add much needed income.
Hugh McKenzie
Regional Facilities, Aurora Stadium, Launceston Aquatic and QVMAG – there are two questions being asked which probably all lead to the amalgamation question. Prior to answering that I will say that these three facilities are in my view magnificent and I think helps make this city one of the best regional cities in Australia. Can we afford them? We have them so we need to be able to do so. I wrote a letter to the editor a week or so ago which I think clearly outlines my view on amalgamation and I attach a copy for you reference (in its original form not the Examiner edited version, it is also on my website www.hugh mckenzie.com.au for anyone to see). As I say in my article I find it ludicrous both from a strategic planning and an equitable sharing of costs of services that Prospect, Blackstone Heights, parts of Trevallyn, Riverside. Legana and closely surrounding small townships are not part of the Launceston Municipality. Having said that we need to manage the amalgamations debate well otherwise it will turn into a discussion about what is wrong with it and the potential negatives and we will end up nowhere. I always like to start with the question of are we over governed? and I think most thinking people would agree that we are. Then we talk about what that means so you then end up with a list of positive things that come from less government. Then and only then you bring in the perceived negative issues of higher rates less services, big taking over small leading to less representation and try to deal with them in a logical and unemotional (if that is possible) way. This will take great skill and a strong will but we need to do it!!!
Lyn Mitchell
Launceston ratepayers should not have to wholly sustain facilities that are continually used by other region's ratepayers and residents. If it means less governance, rates reductions and improved infrastructure & services.
Nick Pedley
I believe that all three are sustainable with the right support and the right management. This is why council must have a full and extensive review into all of council’s business operations to find cost saving measures. Yet cost savings alone in these Regional Facilities will not alteration the fact that the rate payers of Launceston are unfairly financially burdened because their council maintains the ongoing costs of the facilities. I believe that we there are two ways to correct this issue one is with greater support thought grants from both the federal and state government, the second is we move to a user pay system where these facilities are either privatised or run as business with no financial support from council.
Alex Petrovsky
The fundamental issue is that the Council boundaries do not conform with its service area. Unfortunately those benefiting but not paying for these facilities would oppose boundary adjustment (e.g. Prospect, Riverside) as they would face increases in rates. Alternatives are to either: seek greater contributions from the State Government in recognition of the inequitable burden; seek greater utilisation/cost recovery from users; and/or impose stricter financial controls/budgets. In relation to Launceston Aquatic there needs to be consideration (not expensive consultant's reports) of what can be done to increase its revenues (e.g. are parking arrangements discouraging usage; are there retail space opportunities for leasing out; ticket prices cost competitive compared with other alternative venues).
Amy Tyler
As noted, Launceston city is a regional centre and as such it is the focus for residents of the greater Launceston area. As is the case in the aforementioned three big spenders, this situation means that the responsibility for maintaining facilities enjoyed by many often falls unequally onto the shoulders of Launceston ratepayers.
I believe that there was a proposal that funding would come through the Northern Regional Councils to fund regional facilities within Launceston city council area, like those mentioned above. I would support proposals like this one because it recognises that there is an unequal burden on Launceston ratepayers.
In saying this, it is also important to recognise that these facilities do contribute to the recognition of Launceston as an attractive city to live in as it supports cultural and recreational facilities. These types of facilities are ones that many people look for when moving or choosing to stay in a city and it would be important for Council to look at ways that their flow on benefits can further stimulate our local economy.
Rob Soward
I have taken motions to council around this- in particular Churchill Park- a facility used by thousands of children- over half of whom don’t reside in Launceston yet the facility is funded by us. I am committed to seeking increased funding from the state and federal governments in the short term but also in terms of longer term solutions from a regional funding model perspective. It is something NTD should pursue but hasn’t to the degree I would have liked- ditto with Aurora Stadium, Launceston Aquatic, Queen Victoria Museum & Art Gallery. It is my view the current funding model is flawed and despite the grave state and federal budget financial positions there needs to be urgent addressing of the way regional facilities are funded. If elected as Deputy Mayor I will be prosecuting this case to the fullest and be pursuing both state and federal governments to fix this flawed system of grants.
· 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?
Jeremy Ball
I do not believe amalgamation is the panacea that many believe it to be. The big savings can be done first through looking at shared services being undertaken by a single body for the 'back-office' needs of Council such as region wide procurement being introduced to bring economies of scale that would lead to major savings. I do however believe that we will need to look at a Greater Launceston governance model for the greater Launceston area and Tamar Valley but need to ensure effective community representation for all communities encompassed by any larger body.
Jim Cox
To suggest that amalgamation would solve the problem is in my opinion simplistic and not the solution
Danny Gibson
Launceston City Council has this year seen the release of a number of inter-connected reports in the Gehl Report, 3P - Antisocial Behaviour Report and the Retail Audit and Activity Centre Strategy. These documents, at significant cost to ratepayers, must be enacted to some extent and form the basis of future decision making models. It is expected that we will be able to attract significant funds in being classified as 17th on this list.
Nick Hutchinson
I believe that Council amalgamations may prove to be a beneficial solution if the amalgamations were undertaken correctly. An alternative would be the development of a cost-sharing agreement between the councils in relation to facilities deemed as regional and not specific or solely used by Launceston ratepayers.
I believe amalgamations also provide great opportunities for other savings, reduced operational costs and improved services, however again I stress the importance of this being undertaken in a correct and thorough manner that doesn’t leave room for neglect of certain areas.
Clare Jokuszies
Administered properly amalgamation would be desirable for a large range of reasons. In my view, streamlining of council administration would lower admin costs which would help to at least reduce the burden of the cost on local government on ratepayers throughout Tasmania on all services and facilities.
Hugh McKenzie
My recent unedited Letter to the Editor, The Examiner
Council amalgamations
I read with interest the article in the Examiner titled “support for fewer councils: poll” (26 September 2011) and support the view held by the majority of those polled. Living in Launceston and a candidate for alderman at the next council election I am keen to pursue a review of city boundaries. I find it ludicrous that our city stops at Prospect and Riverside, with townships like Hadspen, Legana and Perth sitting just outside council boundaries. How can that be good for strategic planning of facilities and infrastructure for our region? This is somewhat highlighted by the fact that the Launceston Football Club (well done guys on a great effort) does not reside in the City of Launceston but is a constituent of West Tamar.
Quite frankly, as the article says a State of approximately 500,000 people does not need 29 councils on top of an Upper House and a House of Assembly.
In the City of Launceston we have fantastic facilities such as the Indoor Swimming Centre, Regional Tennis Centre, QVMAG which our neighbouring council ratepayers are quite free to enjoy for exactly the same price as the ratepayers of Launceston. I am extremely supportive of these fine facilities as they are what I think makes this city one of the best Regional cities in the country. What I do object to is the ratepayers of Launceston City alone, paying for the costs these facilities incur without the support of all users.
A well-formulated strategy should necessarily include and benefit all areas within the region and therefore the burden should be equitably shared. Better planning will lead to a better utilisation of our rating dollar and the expansion of services to us all. I appreciate there will be a concern that all the money will go into the city and the outlying regions will be disadvantaged. This will only happen if we let it!! Again proper planning and protocols must be put in place to prevent this from happening.
It’s time to take a mature approach and make the tough decisions that can make both our regions and our State a greater place for our families futures. This requires leadership, strategic and intuitive decision-making. Are we up for it? I am.
Hugh McKenzie
Launceston City Council Candidate
Launceston
September 2011
Lyn Mitchell
I strongly support council amalgamations.
Nick Pedley
Amalgamation has some benefits but as there is little political support for it. Therefore we must look at cutting costs in other ways such as shared resources.
Alex Petrovsky
Response incorporated in previous answer.
Amy Tyler
The reasons for amalgamation are important ones that should be given further consideration. Councils must perform as efficiently as possible. Moreover, issues like resource management, as for example with the Tamar River, are ones that might benefit from Council amalgamation.
However, I think it is important to keep in mind that amalgamation will not be a silver bullet. There are other possibilities like shared services or Memorandums of Understanding that could potentially solve some of the problems that are currently considered solvable through amalgamation.
It would be important to review other states where amalgamation has occurred to see what the benefits have been. For example, in Queensland, the amalgamation of councils appears to have led to an increase in staff employment rather than a streamlining of services.
If I were elected, I would want to have good solid data behind how amalgamation would solve the problems that are perceived to have been created by having too many local councils and I would be keen to discuss this matter more broadly with stakeholder groups and experts.
Finally, an important consideration of mine would be that local communities do not lose their local representation through amalgamations.
Rob Soward
Absolutely I have always been an advocate for less councils. It would bring massive savings and avoid duplication in my view. My recent letter to the editor is below;
REFORMING LOCAL GOVERNMENT- SAVING YOU MONEY !
Martin Gilmour's remarks about local government reform have much to like about them [Examiner Sept 27] Further it will provide a common sense synergy between suburbs and cities and eradicate this ridiculous situation where people who live 5km from the CBD of the city and use all of the resources and facilities of that city including schools, recreation facilities, the tip and so on are deemed to live in another council and pay rates there. It will save ratepayers and residents money so there won’t be a situation like exists in the greater Northern/ Tamar Valley area for example where there are 5 general managers, 5 Mayors, 5 Deputy Mayors and 40 councillors /aldermen within 50km of the Launceston CBD with a population of approximately 120,000 people. In Victoria a similar size population has 1 Mayor,1 Deputy mayor, 1 General Manager and 12 councillors with no deterioration of service. Seems pretty sensible to me.
ISSUE 3
With a population of 105,445 in 2009, 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?
Jeremy Ball
Implementation of the Council commissioned Gehl Report 'Public Spaces, Public Life
Lobbying for Metro to change its charter from providing a service that generates a commercial return to providing a service that recognises the right to accessible, affordable and adequate public transport as an essential service and have Metro funded accordingly (having pensioners stuck in their homes in Rocherlea or St Leonards on a Sunday due to there being no bus is simply unacceptable).
Encourage the provision of cycling and walking infrastructure (I have been instrumental in both the rollout of the integrated bike network in Launceston as well as a motion for Council to develop a Pedestrian strategy)
Have developments assessed against a 'star' energy rating
Ensure that new developments use in-fill or brown field redevelopment opportunities to develop more compact communities where people live, work and play in close proximity thus reducing reliance on vehicles.
Researching and implementing the very best national and international ideas on urban planning and design.
Jim Cox
To give commuters alternatives is relatively easy, to get them to use the alternatives is difficult, however I do believe that there are some measures that could be put in place, such as expanding the park and ride programme.
Danny Gibson
Launceston City Council has this year seen the release of a number of inter-connected reports in the Gehl Report, 3P - Antisocial Behaviour Report and the Retail Audit and Activity Centre Strategy. These documents, at significant cost to ratepayers, must be enacted to some extent and form the basis of future decision making models. It is expected that we will be able to attract significant funds in being classified as 17th on this list.
Nick Hutchinson
My thoughts are that this requires more of a culture shift in the way our residents think about and view transport, along with the necessary upgrades to provide positive alternative options to travel by car.
Various residents that I have talked with in the community have shared the following views:
1. Bike lanes in most areas are not beneficial all year round and in some areas have unfavourable terrain and poor visibility.
2. Parking within the city is an issue as it is limited and sometimes costly.
3. Traffic in certain areas can be far too heavy. Areas include – Wellington street, Hobart Road, Penquite Road and others.
4. Public transport is often not suitable due to family size, shopping needs, schedules and timetables. It has also been mentioned to me that the bus system is sometimes unreliable.
A development of alternative transports, and the revitalising of current options, so that they are equally attractive to cars/personal vehicles as well as a change in culture with a tendency toward car-pooling, walking and other forms of transport would be a great start to reducing traffic issues.
Clare Jokuszies
To encourage people to use their cars less we need to make it easy and above all safe. Well planned and safe bike lanes will encourage those who enjoy bike riding to lessen their car use, but the lanes have to be safe for everyone and on roads that still allow free flow of traffic. Penquite Rd is a prime example of poor planning in this area.
An efficient bus service, to encourage the use of public transport with smaller buses. However, as with all public transport systems we have to look at the population numbers to ensure the system is feasible
I would like to see grey water systems, double glazing and building insulation as inclusions on all new builds, commercial or residential.
Once entering Launceston, all speed limits should be 50k maximum, unless specified.
Hugh McKenzie
More productive and sustainable living – I would have to admit this has not been an area of my focus other than I am ideologically in favour of looking at ways of reducing our carbon footprint. I am however, not “at any cost” persuaded to do things. Any proposals in this area need to be part of an overall strategic plan with appropriate cost/benefit analysis and stakeholder considerations part of that process.
Lyn Mitchell
Presuming you are only talking about the Launceston region - (1) public transport Introduce smaller buses, cheaper fares, faster, regular service/s from city to all suburbs. (2) Safer/better maintained footpaths around suburbs. People tend to walk if it is safe to do so and in some areas it is unsafe especially for the elderly. (3) Urban planning - new areas are continually being "opened up" for housing - there should be a focus on more affordable housing and with the housing should come facilities i.e. shops/childcare/doctors etc.
Nick Pedley
Improved Cycling infrastructure including more storage faculties in the CBD and in outer areas such as Kings Meadows and Mowbray.
Continuation of the free Tiger Bus service with plans to extend to outer suburbs for morning and afternoon services
Making council operations more carbon friendly which will save money in operational costs e.g. using less paper, using power saving techniques
Alex Petrovsky
Public transport in Tasmania is essentially buses. We do not have the population density to make rail viable. It is clear that the frequency of bus timetables has been reduced to such a poor state that public transport is not an attractive option for commuters. However Metro is a State Government funded body which seems to be spending a disproportionate amount on the Hobart region compared with Launceston. We can only lobby for better treatment on that issue. One way to reduce traffic density by encouraging car pooling would be to offer discounted parking if the vehicle is carrying 3 or more passengers.
Amy Tyler
Launceston City Council already has numerous blueprints to reduce people’s dependency on cars and to improve urban planning. The most recent blueprint was undertaken by then world renown Gehl Architects. This report highlighted the fact that Launceston city has a low inner-city density. This means that we have many residents living outside of the inner city who need to use some form of transport – other than walking – to get into the city.
The Gehl report made an important comment about maximising the beauty of our heritage buildings in Launceston city by developing them into multi-functional buildings that have business on the street level and apartments on top. This would mean that we would improve our inner city areas as people would live and work here so our streets would be populated both day and night as well as reducing the need for cars.
The Gehl report also focused on linking up our cycle ways and pathways with our remarkable green and blue spaces – that is with our City Park, Princess Square, the Gorge and Tamar river. These are natural values of which few cities can boast and by linking them up through cycle ways and pathways we make using alternatives to the car more attractive. Cycle ways need to be safe for bicycle riders as well as car drivers.
Unfortunately, our primary form of public transport, the Metro buses, is primarily financed through DIER and there seems to be a myopic focus on providing further state grants to a service that fails us in many areas. Anyone can see that the buses are under-utilised. They often do not run frequently enough or have useful routes to make them an easy to use efficient mode of transport. Also, bus-stops are often unprotected against bad weather and poorly lit which makes them unattractive and potentially unsafe places.
However, council could get more input into where investment is provided in our local area for Metro buses or alternatively advocate for public funding to set up an alternative to the Metro buses.
Council could encourage other private businesses to set up more efficient public transport services that might be privately run like the Greens initiative of Door-to-Door buses, which is a sort of taxi services where passengers share a taxi that takes them exactly where they need to go at a lower cost to a private taxi. This form of transport would be more suitable to our elderly or those with disabilities as they would not have to deal with ill-equipped buses that don’t get close enough to where they need to go.
The Greens also have an initiative to implement wi-fi on public buses or at bus stops to reverse the perceived ‘wasted’ time spent waiting for buses and make it into time that can be maximised by being able to catch up with some emails or chat with friends.
By improving all of the above we would substantially reduce our cities’ carbon footprint. It is important to remember that many people would like to reduce their use on the private car. It is more and more expensive to run a car and people are aware that it does nothing good for our environment. However, to reduce people’s dependence on cars we need to make it attractive and easy to walk, ride a bike or use efficient and enjoyable public transport.
The Launceston Council also has useful resources such as Vision 2020, the Parking and Sustainable Transport Strategy, the Residential Strategy, the Urban Design Strategy and the Launceston Community Plan. We need to look carefully at these plans and strategies to understand what has prevented them from being fully implemented or implemented in a haphazard way - as what has happened on Wellington St. I do not want to just contribute to spending more public money to developing more reports that are never used but to have carriage of implementing some of the initiatives already on the table.
Rob Soward
State and Federal government support for local initiatives like Park and Ride schemes. I’d also like to seeing more meaningful partnerships with organisations like Metro and the use of smaller buses where practical; both issues I would drive as Deputy Mayor if elected. Electric shuttle bus service in Christchurch for example are a way a city deals with reduction in cars in CBD but provides and environmentally friendly transport option. It is crucial that both state and federal governments support the infrastructure of this as it is keeping with their broad policy direction- the irony is that they philosophically support it but not fiscally- our excellent Tiger Bus scheme is a classic example- from a shaky start is now doing good things but attracts no government funding yet a similar scheme adopted AFTER ours is funded as it is in an electorate where the Green/ ALP government needs to hold seats and shore up its vote.
As far as urban planning goes I would think a consultative process and a sense of consistency in approaches. It is also important to look at big picture solutions and also to get informed debate around what the issues actually are- not knocking or criticising developments before the details are even out there. There have been recent campaigns about possible developments in Launceston EVEN BEFORE the developments were finalised... it's ridiculous to either oppose or support a development unless it has been seen in its entirety. I find it hard to understand how people can passionately oppose or advocate for an issues unless they actually know what they are opposing or supporting- I’m big on looking at all the facts and information and consulting, listening and making an informed decision. Common sense underpins my approach to improved urban planning.
The Gehl report in my view is an excellent document that should form the basis of our moves in the next decade in Launceston. We have committed funds to securing the report, undertaken consultation and have some great community data to help us develop our city over the next decade.
ISSUE 4
Earlier this year 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 above the level of cpi index.
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?
Jeremy Ball
Launceston City Council will now undertake a full, public review into all aspects of our rating system and structure to arrive at the fairest and most equitable model, due to a motion that I received full support for some months ago. I believe that any rates system needs to be progressive and acknowledge the fact that different members of the community have different capacities to pay. It must also recognise that many people are asset rich but cash poor. I believe Council needs to do more work on having the flexibility to investigate the individual circumstances of ratepayers to ensure that no-one is being unfairly treated.
Jim Cox
No, ......... which is why I asked the State Govt to look at alternatives to the outdated AAV system almost 2 years ago, which I mistakenly thought would have been completed 12 months ago.
Danny Gibson
The current model of indexation and valuation is discriminatory and not sustainable.
Nick Hutchinson
I believe that council rates, as a form of taxation (and based on land/dwelling value), are unfair to those who live in more affluent suburbs. The trouble with a straight transition to a more equal model of rates based on usage would be that many of those on lower incomes would struggle with the initial changes.
I believe that whilst the council relies so heavily on rates as an income avenue that this will cause problems for one area of our community or another. The real solution I believe it to find alternative income streams to lessen the dependency on rates or charge full cost recovery for certain services based on a user-pays system so that savings may be given to residents at a grassroots level.
Clare Jokuszies
Council rates should not be a form of taxation. Rates are for services that everyone has access to and I believe every rate payer should pay the same for certain services. The current system of rating is unfair and it too much of a burden on some rate payers and less on others. Rates demands should include a detailed list of charges for services so every resident knows what their money is spent on.
Hugh McKenzie
Rates as a form of taxation – the City requires a certain level of rate revenue to support its infrastructure and programs but I do have issues with the current mechanism to levy the rates. Having said that a proper analysis of different methodologies to levy these rates needs to be carried out prior to making wholesale changes. If we agree that with a fixed total rate requirement any changing of the rating mechanism will just shift the burden to another group, so you need to be careful that by fixing one set of inequities you don’t end up with a situation with creating another group feeling they are now disadvantaged. As an important part of this discussion we should also look at the costs that drive the rate requirement of the city, for example the facilities mentioned above Aurora Stadium, Launceston Aquatic and QVMAG obviously are a cost centre. Are there ways we can make them more cost neutral by deriving more revenue from them and/or through amalgamation sharing the cost more equitably amongst all users and beneficiaries? As I said earlier I am very supportive of these facilities and we need to use them to promote our city and bring visitors which drive economic activity which makes us all better off in the long run.
Lyn Mitchell
No definitely not a form of taxation. Wealth should not come into it. The rating system for all ratepayers is grossly unfair and despite continual complaints since its latest method was introduced , the council still issues the same rates statements with the same increases. As an example - Windermere - , why should residents there with open drains, no street lights, no footpaths be hit with excessive rates because of where they live. The AAV needs removing.
Nick Pedley
In principle I do believe that people who can afford to pay should pay more than people who cannot. I do believe council should review the method of how council rates are paid with a view to change to a fairer and more efficient option whilst at the same time ensuring council remains financially viable.
Alex Petrovsky
Rates should not be a form of taxation, rather they should be an equitable form of cost recovery of delivering services to a property. There should be a higher minimum rate per property with escalation factors based upon land area and/or number of people residing in the property.
Amy Tyler
I would be the first to recognise that excessive rates can drive people out of their properties. There are situations when someone is on a pension and they can no longer afford their rates and it is totally unreasonable to drive them from their homes because their asset marks them as being able to afford a higher rate. Also, people should not be discouraged from improving their house, like I am currently doing, due to the disincentive of being burdened with increased rates.
However, on the other hand, it is important to recognise that if we introduce a flat-rate system then we would be expecting those people currently paying lower rates - often because they live in areas that receive considerably less services and generally have lower incomes - to pay higher rates to make up from any shortfall in our budget from introducing a flat-rate system.
If a flat-rate system were introduced then we would have to consider what budget shortfall Launceston could expect, how we could make that shortfall up and also understand that every corner of Launceston would expect equal level of service delivery if we were paying a flat rate which would mean that service delivery might drop in inner Launceston or that service delivery would have to improve in areas like Ravenswood.
Rob Soward
I have never favoured the AAV Method and am working as I promised on coming up with a fairer system. As I have previously explained I want us to get the system right and as such am looking to the ongoing State Government review process to ensure that we do not implement something that is not consistent with the findings of this process. We need to get whatever we arrive at right and I have been vocal and on the record as having modelling done and look at how this affects properties over Launceston and for this information to be made available for community input. At the time of answering these questions, council officers are still working on this modelling. We need to get it right first time. There has been much conjecture and discussion about other municipalities and what is legal and what isn’t so this is why I’m saying let’s await the final state government report before we act; we do have officers working on modelling so we get it right. There are legal opinions out there that say some council’s systems are legal- other opinions say they are not- lets ensure we get it right.
I think Tasmania is always going to be disadvantaged under funding due to economy of scale pressures that come with the disadvantage of a small population- e.g. we need the same basic infrastructure / roads/ transport services etc as Victoria or NSW but have a smaller population to fund them- 500,000 as opposed to 5 million or 6 million.
It is also my view that the lack of regional support made available to Launceston via regional funding from state or federal governments has exacerbated this situation as I have outlined in the question above. Councils are really limited by the way it can raise revenue yet, due to cost shifting at state and federal level have to do more with less each year. That is not an excuse it is a reality and I urge you to read up on seeing how costs are shifted back towards local government.
CONCLUSION
Ratepayers Association of Tasmania President Mr Lionel Morrell thanked Mr Owen Tilbury for his Chairmanship and congratulated all Candidates who had attended for nominating for Launceston City Council, and wished them all well in their endeavours.
He reminded Candidates that Local Government was not "mini government" and that the role of elected Aldermen was principally to administer Launceston pursuant to the Local Government Act.
Electors vote for Aldermen and hold them to account via the ballot box, but relied on Aldermen to hold the bureaucracy to account. Alderman needed to understand the difference between their governance role and the management duties of the bureaucracy.
Finally Mr Morrell asked Candidates not to forget the Tasmanian Ratepayers Association, and to recognise and have regard to the valuable contribution the members made in to Local Government issues on behalf of the community, welcoming their return attendances into the future.
