Over the next few weeks the Daily News will be focusing on the local body elections. To help make your choice, we asked candidates three questions:
Why are you standing for council and what is your vision for the district by 2016?
What are three key issues that you consider need addressing by the council in the next three years?
What experience and skills do you have that will make you an effective councillor?
We have also invited mayoral aspirants to make their pitch in 600-word pieces. Today we feature Craig Piercy, Harry Duynhoven and Andrew Judd, and candidates for the New Plymouth District Council, in alphabetical order.
New Plymouth District needs a leader, not a manager, and it is time common sense prevailed.
I strongly believe that it's time for a change in the mayoralty of New Plymouth.
As mayor, I will bring my international business experience, my strong leadership, and ensure that people are accountable using my open style and my desire to do what is right for the community.
I want to:
1) Reduce rates
2) Stop unnecessary spending
3) Improve transparency
4) Ensure the accountability of council
5) Promote job growth
It's important to me and I believe to the community that we address these issues and work tirelessly to ensure that we get great outcomes for our community.
My commitment to you is to work on behalf of the community for the community by ensuring timely consultation, transparency, listening and making decisions on what is best for the community as a whole.
We need to start to work together as one council with one direction, one purpose - to move New Plymouth forward with sound judgment and decision- making.
The council needs a leader with insight and who can lead us into the future.
Our community is over the in- house squabbles and dissent that has plagued the current council and has been quite openly displayed by our current mayor towards particular council members. This does not demonstrate leadership.
Our rates do not need to be as high as they are; we can bring these down through looking at further efficiencies within the council. The activity and service review that was completed was in my belief a brush stroke and not an in-depth review; I will dig harder and make the tough decisions that need to be made.
We must stop wasting money. Some examples of this have been bringing staff from overseas to take up jobs within council, for what return? Look at the Govett- Brewster director's international travel expenditure over the last year - bringing a senior curator and family from Germany to fill a position in Govett-Brewster - again at what cost and what return?
Let's look at the parking debacle. The current council implemented a new parking system in November 2012 and forecasted revenue from this, which turns out was $600,000 short, based on an expectation of occupancy of 85 per cent, yet reality is 30 to 40 per cent. Not to mention the ongoing maintenance costs, etc.
My question here is, what investigation went into this decision and who is accountable for this? What recourse financially do we have with the supplier if the system is not performing as expected? Was this a good decision for the community?
These questions all need to be answered; this is and would not be acceptable in any other business.
I want to restore the community's faith and trust in our council.
As mayor I will hold the CEO accountable for the council's full operation and the spending that goes with it - we as a community can no longer let this stand.
As mayor my role is to ensure the elected members decide on council policy and the council officers implement policy, not the other way around, as it appears to be.
I want to make sure that the gold-card parking concessions stay.
It's time for change and we need to have a mayor that is willing to work for the community with the community's best interests at the forefront of every decision.
As mayor I will lead, ensure accountability, communicate openly, listen to the community via timely consultation and then drive issues through to resolution.
Let's show complacency the door and bring in leadership.
Doing nothing is no longer an option.
Having served the last two terms as a district councillor, I now seek your support to be our next mayor.
My name is Andrew Judd, I am married to Trudi, who is a nurse at Taranaki Base Hospital, and we have two children, Rachael and Jacob. I am a dispensing optician, with my own business in New Plymouth.
My time on council has taught me a great deal about the workings of council, the rules and procedures that apply to governance, and more importantly, the skills required to lead council. I believe I have those skills.
Our financial situation requires strong, brave leadership, not political spin. Having so much of our investment tied up in the Tasmanian farms is nothing short of a mess. Remember, we are now running council on our reserve funds. This is so we can maintain our spending levels, which is simply borrowing from ourselves to make the increase in rates artificially low.
As your mayor, I will ensure the council operates in a way that is inclusive, fairer, encourages open debate and listens to all views. I will lead governance that drives direction and policies, not the un- elected senior council staff or self- interest lobby groups.
It's time for change. My vision is to establish direction and be honest about the state of our investment fund, allowing us to face the challenge together, whilst still maximising our opportunities and continuing to succeed as a district.
I promise, if elected to be your next mayor, I will do my utmost to serve the entire district and bring my honesty, integrity and business acumen to the role.
Nothing works without hard work, dedication and collaboration. Let's keep moving forward by doing just that.
My time as mayor of New Plymouth district has been at times challenging but always rewarding. It is a great privilege to work fulltime on behalf of the community and I would dearly love to continue representing this fantastic place that has always been home for me, Margaret and our family.
There will be, and indeed already have been, a lot of things said during this election campaign. Everyone has their views and it is great to see the passion that flows through candidates.
While rhetoric makes for great reading and lively debate, I have always believed that hard facts hold more weight. So here are some facts for readers and voters to consider:
In 2000, NPDC debt was $12 million; just before I was elected this had risen to almost $120m. Today our debt stands at around $109m, despite the fact that we are building the long-delayed Waitara sewage pipeline and the associated New Plymouth Wastewater Treatment Plant upgrade, together costing nearly $30m.
Rates increases during my three years as mayor have been the lowest in a decade, averaging around five per cent. In the three years before me, the annual rates increases were 14.5, 9.1 and 9.6 per cent. Under my leadership we have got this under control, without diminishing the services and facilities this council provides on behalf of the community. We have reviewed all our activities and services and examined our processes in great detail, shaving millions from budgets. This focus on efficiency has been a theme of my mayoralty. I have led from the front and have high expectations of our chief executive and management in further maximising value for ratepayers.
The Perpetual Investment Fund (Pif) is worth about 83 per cent ($215m) of its value in 2004 ($259m), when the council of the day created the fund after selling its Powerco shares. Since inception the Pif has paid around $170m to the council, which has kept our rates among the lowest in New Zealand. These annual release payments, of around $20m, were never deliverable over the long term. I raised this during my 2010 campaign to be your mayor and promised to bring things under control. I have been good to my word - we have reduced our annual release payments from the Pif each year and for the foreseeable future. It is a perpetual fund and I am determined it will be true to its name, benefiting our people for years and generations to come.
Of the four candidates I am best equipped to be your mayor. My experience working with local people to achieve the best outcomes is unique: in the trades, in teaching, in business, in Parliament representing the people of our area and as a minister in the government.
Looking forward we must continue reducing costs. As one example, I believe we can fund the Len Lye Centre's proposed running costs out of existing budgets, so that no ratepayer funding is required. I also think some form of entry fee may be appropriate.
If re-elected I will prioritise major improvements in our recycling services, the expansion and upgrade of our airport, and the development of our district as New Zealand's new energy leader with solar, wind and other advanced technologies. We must continue to identify opportunities at NPDC to make savings to ensure a balance of progress and affordability. Now is the time to consolidate.
Being mayor requires diplomacy and dedication, with leadership experience and knowledge. I believe I have these qualities and look forward to a second term to build on the achievements of the last three years.
NEW PLYMOUTH DISTRICT CITY WARD
1. I am standing in an effort to try and get balance for the whole of the district. It's no longer acceptable to look after one sector of the community and largely ignore the issues of the other. I would like to see a progressive but inclusive district.
2. Better and effective consultation across the board. Quality work for the money we pay and a fairer rating system.
3. After 12 years on council I am able to smell a rat. I like to advocate on behalf of the ratepaying public, and those who feel their voice doesn't reach the ears of those making decisions.
Lance Girling- Butcher
1. I have a range of projects I want to see through to fruition.
These include the Len Lye Centre, a proper assessment of ways to deal with the bulge in the number of people aged over 65 in the population, and further improvements to make the district more accessible.
2. The aging population, solid waste disposal, better facilities for swimming and indoor sport.
3. I have served on the council for six years and have an established record of getting things done. My lack of sight gives me an ability to see the big picture.
1. It's time for change, some new blood and new ideas. I want to bring a young, positive and progressive voice to the council table, and contribute to a robust democracy that promotes balance and diversity.
I think we can achieve positive and sustainable change by drawing on the talent, wisdom and passion within our community, and combining that with international best practice to create innovative and creative solutions to the complex economic, social and environmental issues our community will continue to face.
Advocacy for families and young people on council. Representation for the Kaitake ward, 12 years without a councillor as a result of the last representation review.
Community consultation and collaboration. Creating a more inclusive and innovative consultation process and diversifying tools for community engagement. Improve council's relationship with the community through fostering collaboration and strong partnerships.
Community resilience. Future- proofing our community and ensuring that future generations are prepared for complex economic, social and environmental issues.
Think global and act local about issues such as energy, transportation, waste management, food security, ecological integrity and climate change.
3. I have served on the Kaitake Community Board for the last three years. I have also worked in local government, so I understand the system and I can hit the ground running. I am an excellent communicator and I always endeavour to consult widely and work hard to get the community involved in council decisions.
I am an independent thinker and I'm not afraid to put myself on the line for the best interests of our community. For over a decade I have proven that I can bring people together for a common purpose and create powerful and positive change.
1. I came to Taranaki as chief executive of Witt and seek to serve its wider communities as a member of the NPDC. I have an ongoing and positive commitment to a successful and prosperous New Plymouth district.
My vision for NP district: to provide services at a fair price and continue to provide an environment which attracts and retains skilled people who are so important to our economic and civic development.
As the Pif is performing poorly and rates for core services need to be contained to CPI levels, the overall budget will need careful monitoring and firm control.
Capital expenditure on large projects. We are in a recession, the Pif is performing poorly and interest rates will inevitably rise over the next three years - a time to be extremely cautious about incurring new debt.
Business environment and youth development; The Mayor's Taskforce needs to offer greater leadership in assisting and co- ordinating the training, up- skilling and work placement of youth to assist a vibrant, skilled workforce contributing to Taranaki's growth.
3. My success at Witt over five years. I understand business governance. As chief executive of Witt my main responsibility was business recovery after years of financial difficulty and $20m of debt.
Over the five years Witt achieved a financial surplus in each year, accumulated $7m in cash reserves, reduced debt by $12.5m, increased student numbers and improved their pass rates, invested in campus and infrastructure, scored the highest level of student satisfaction in the last six years and Witt was awarded the highest level of student achievement.
1. Now is the time your vote must call for the city's debt to be minimised at the least (wiped preferably) and the dissatisfaction with rate rise levels to be addressed.
I believe it is time to get back to basics as we are well into needs versus wants time. We need a team of councillors who will "cut the cloth to suit". We need time to consolidate and ensure that core services and infrastructure remain well funded and maintained. I sense we are poised for "amazingness" so our foundations need to be readied for 2016.
Debt minimised at the least or wiped preferably.
Reprieve from expansion to give time to consolidate and refocus.
Perpetual Investment Fund's future.
3. I worked for years as a personal assistant to CEOs and university deans and have been involved in running businesses, so I know how to get answers to hard questions.
I am a team player, the latest situation being almost 7 years in the retail sector. I am a listener and I respect other opinions. Most importantly, I am known to be a woman of my word.
1. I'm standing because I believe in democracy. Not the kind that comes around every three years or one that is captured by special interests, but one where we have a greater degree of democratic participation by all of us. I'd like the opportunity to help change the way we encourage and respond to the voice of the community.
By 2016, the council needs to be living within a sustainable budget, citizens need to feel that they've been heard, council information and processes need to be open and transparent, and the council needs to be firmly in control of the bureaucracy.
Creating a high-performance team culture at the council and translating that into a high- performing team culture at the NPDC organisation. This needs Andrew Judd to be mayor, a new breed of councillor, and a new CEO.
Our Perpetual Investment Fund's performance is a large source of our financial vulnerability that hasn't been confronted in any realistic way. This threat needs to be neutralised and managed before it sinks us.
Fixing the core policies that currently give licence to rort and bypass the citizens of this district.
3. Ability to think, question, analyse, and solve complex and ambiguous problems developed from a 30-year career in technical, strategic, and commercial roles at senior levels in organisations.
I see no personal benefit in being a councillor and I don't need the job. I am therefore more open to do what is right rather than what is easy or popular.
I believe that I understand the role that local government has in the community, and more importantly, where it does not.
I won't be solely reliant on the advice of officers, including the CEO.
As a mayoral candidate, Mr Judd's answers to these questions were printed earlier in this paper.
1. What makes anyone want to nail their colours to the mast when it would be easier to duck beneath the radar? A giant of a grandfather who raised 13 kids and adopted 11. A mother who moved one light-bulb between rooms so we kids could see to read. An education when it was a given that asset building was shining diamonds in the minds of the young. I've got a lot to live up to in terms of those who have believed in me. These are the values I stand for. I would see our district thrive.
Increasing respect for our ratepayers by councillors working together as a team. Democracy is about discussing issues and reaching consensus. This is a governance management issue. Implementation of the core values defined by council and community, working as one.
Resisting amalgamation with South Taranaki and Stratford councils. Reducing the number of councillors may seem enticing, but Auckland evidence shows increased costs and rates with less local investment. Amalgamation will cost us.
Creating liaison between young trainees and industry. Creating a local training environment that sees New Plymouth offering skilled labour.
3. I am an experienced hay- maker, wool presser, cow milker, glass blower, primary school teacher, cafe owner, ARC bus driver, festival organiser, community newspaper editor, Sydney magazine owner, possum hunter, New York actor, band manager, author, scrub cutter, community radio station manager, record company owner, a son, a father and husband and recovered cancer patient. I have skills in bringing people together to work for what they believe in. I have a proven record of working in service of the community to which I belong. Sweetwaters Festival, Patea's Paepae and Parihaka's International Peace Festival organiser.
1. I am standing as I think the NPDC is losing its direction. It is of concern that we appear to be living outside our means. Debt and rate rises cannot continue at the current pace. It is time to get real. My vision is for New Plymouth to have transparency, better community participation, good governance, and be financially responsible. I want a future that is sustainable.
We need to take a closer look at the financial portfolio, including investment in the Pif. Rates and debt cannot continue to rise above inflation as they have for over a decade.
We need a council that can work together and have intelligent, constructive debate on behalf of the whole community - not just a few select groups.
We need to listen to and engage our community more. We need to harness the passion and energy from within. We also need to be realistic of who we are, and stick to what we are good at.
3. Running my own successful business for over 20 years, I have learned that you respect every dollar you earn. I was board chairman at Welbourn School for nine years, continuing even after my children had left. Reason? I enjoyed it and was good at it. In addition I am honest, have good listening, reasoning and communication skills.
1. Standing for council is a way I can contribute to improving and balancing the economic, environmental and social needs of our community. With the right balance of councillors I think real improvements can be made in all these areas in a way which supports all members of the community, not just a few, but for the future of us and our children. This will take real change which is something I can bring to the table.
Economic balance by rates review, getting away from the Pif fund and Timl to reduce debt and a review of the functioning and costs associated with all of council's current activities.
Environmental balance tightening the consents and monitoring process for all industry in the area in conjunction with other regional partners. Improving access to more support and information on better environmental practices to all residents and by council leading by example.
Social balance by ensuring the needs of all members of the community have their basic community activities supported by council, without surcharge, in all previous investments made for residents.
3. I have experience in the areas of research, management of multimillion-dollar accounts in the creative industry and I am a trained journalist with good critical and analysis skills. I have organised a number of community consultative projects and events regionally (sports and retail) and internationally (breast cancer advocacy). I bring these skills to the table now to ensure with multiple challenges ahead this community remains a healthy and functional one for all of us and our children.
1. I and many others are concerned at the increasing rates and debt burden. I feel that rate increases should be no more than the inflation rate. It is time also to stop increasing debt and start paying some loans back.
My vision is to keep New Plymouth district a pleasant place to live and visit.
2. Rates have increased 5.5 times and nearly 7 times the inflation rate for 2011-2012 and 2012-2013 respectively. Rates increases should be no more than the inflation rate.
Debt is projected to increase $31m in the two years 2013 and 2014, and forecast to rise a further $26m to a total of $162m by 2017.
Ever-increasing debt must stop and council should start paying loans back.
An independent Activity, Service, Structure and Cost review of council to ascertain why rates and debt continue to rise at an alarming level.
3. The skills I have acquired from being a Member of the New Zealand Institute of Chartered Accountants, businessman and farmer, would enable me to make informed, fair and just decisions for the wellbeing of the New Plymouth district.
1. A good percentage of the community is saying "enough is enough". I believe that this council needs to consolidate on what we already have, rather than on what we want. We need to take a good, hard look at everything and sort out major issues first. All councillors and the community must be heard and fair consideration must be made.
Our landfill - we need to recycle as much as possible.
Our water supply needs to compensate for the demands of the city, especially in the summer months. This can be accomplished over a period of time.
Overall expenditure is a big issue for the district (unnecessary money spent, e.g. traffic islands by Boys' High, and the pathway opposite Boys' High by the racecourse).
3. I consider myself to be a practical person, who likes to have all the facts and figures before I make a decision. I bring with me 15 years of business experience and I have a trade in engineering as a fitter welder, where I spent 27 years within the same company. I believe in doing things once and doing them right (even if it means taking a little longer in the planning process).
Did not answer questions.
1. My purpose is to give a voice and bring transparency, accountability and focus to the strategies and decision-making of the council on behalf of the people who wish to just get on with their lives and be comfortable that the council, who are paid by the people, will uphold their promises and obligations.
Deal with unmitigated spending and debt.
Ensure that the needs of the district and individuals are met.
Be part of a (new team/fresh blood) team who have their feet firmly on the ground, especially with a view to preparing for any troubled or prosperous days ahead.
3. I have training and experience in a variety of fields. Sharemilking, saving for and buying a farm, raising a family of five, Scouting (both Cubs and Scouts) and the training required, various training courses along the way, including Wellington Polytech industrial sewing teaching, running several training courses to enable trainees to gain employment, starting my own business, building and running a commercial kitchen, starting an organic property and achieving organic certification, and keeping afloat through a serious slump. My most valuable qualifications came through the University of Hard Knocks, which I have to date completed with Honours.
1. I have put my candidacy forward for three reasons: 1, I feel we live in a superior district to that of other regional areas and we forget that; 2, our council needs a direction both with how we assist our community and how we behave financially; and 3, a need for a young candidate but one who can read the story in the numbers. I envisage by 2016 people within our district will have faith in their community leaders, know the direction in which the district is heading financially and have clarity with how we provide community services.
Waste minimisation - what happens when Colson Rd closes in 2015? Are we robust in how we deal with organic and recyclable waste? And how will this affect the community and the council coffers?
Pif - does the council have a robust direction for Timl with what we want this investment to achieve? It doesn't seem so. We seem to be reactive in its administration. We need to diversify and set goals for its contribution to subsidise rates.
TSB Stadium upgrade - large cost and funding issues but can we afford not to have it?
3. I translate the financial complexities of a situation into plain English. I have experience in advising businesses; this enables me to see both sides of a situation and highlight possible impacts both emotionally and financially of decisions made. My age gives a different perspective on the community we live in. The ability to be open-minded means I can communicate my ideas to other councillors. My ability to work within the system and, more importantly, understand governance means I can be an effective councillor.
1. I have probed workings of NPDC extensively, and have been horrified to discover that all the factors (financial, economic, energetic, social and environmental) that will determine the long-term future are routinely ignored. Also, I have discovered that most NPDC policy is geared to the short- term interests of a small sector of the community, while ignoring the common good.
My vision is that by 2016 the citizens of the district will be well informed about what is really going on, and that realistic planning appropriate to the times we live in will be implemented.
There is lack of proper long-term planning because all the fundamentals are continuously ignored.
There is a lack of transparency (the processes are frequently not open to public scrutiny) and those who ask difficult questions are often regarded as pests to be silenced as quickly as possible.
There is no accountability, so when huge mistakes are made or wrong information is promulgated, "no-one" cares.
3. My academic training (chemistry) required accurate observation, clear analysis, attention to detail, accurate reporting, and critical thinking, together with advanced mathematical skills. My experience in senior management covered budgeting, personnel management, process and project management, among other things. The research I have conducted in connection with writing has provided me with a clear understanding of economics and finance.
1. I have serious concerns with the performance of the council and their ability to provide leadership to the district. With the lack of engagement on major issues such as Len Lye and the lack of transparency on the investments there is a growing disconnect between the community and the council. It's as if the head is running away from the body.
My vision for New Plymouth - to be viewed by the rest of the country and by our own community as New Zealand's most liveable city, can only be realised by advantages the whole community can benefit from.
The curtain needs drawing back with the need for straight answers to questions surrounding our investments. The fund performance must be addressed urgently and the community needs to be made aware of the financial state of the fund.
An immediate review of the council's governance structure and its organisation must be done. The need for greater leadership within the elected council. At times this council's not a team, it's a loose confederation of warring tribes.
Immediate engagement is necessary with the community on current major issues such as the new stadium proposal and matters surrounding the Govett- Brewster project.
3. My professional career has been within the electrical power industry both in New Zealand and overseas, where I have held positions on boards as a director, as well as executive management positions. I have had experience of both the governance and management of large organisations.
My range of responsibilities have included the management of a diverse range of resources, both staff and financial. My communication skills enable me to engage with a range of diverse groups within the community.
1. When I stood and was elected to council 12 years ago I said that a visionary council could make us the envy of New Zealand. I'm incredibly proud to have been part of a team that has achieved just that, and my vision for the next three years is to maintain that position. I'm standing again because I believe it's critical to maintain responsible progress, to keep a stable representation around the council table while attracting fresh ideas, and because I still have the energy and commitment to work for this community.
Managing and protecting the Pif.
Progressing the stadium and pool upgrades.
Managing community and industry issues around oil and gas exploration.
3. With 12 years experience as a councillor, as well as 25 years as a broadcaster and now a realtor, I have developed effective two-way communication skills, vital in any elected representative. I have a proven ability to understand sometimes complex issues and believe that one person can make a difference with the power of their argument. To be effective, a councillor must earn the respect of their colleagues, gain their trust and therefore support on issues that they believe in. I believe I have a proven track record in this area.
As a mayoral candidate, Mr Piercy's answers to these questions were printed earlier in this paper.
1. I want a district that is vibrant and caters for our whole community. I believe the role and responsibility of councillor requires courage of conviction and a responsibility to care for all of the people of the district. I do not believe the council's sole role should be just about water, sewage and rubbish. We also have a responsibility to building community. Building community makes smart economic sense.
I have a vision of a healthy, active community where people care about each other. I want New Plymouth to continue to be a progressive and great place to live.
The CBD area of New Plymouth, ensuring it stays vibrant and busy.
The transfer of ownership of the Waitara leases to the Crown.
Colson Rd landfill's imminent closure and the issues of waste disposal and management.
3. I have significant experience in governance and management, locally and nationally. I have a well-grounded understanding of the New Plymouth District Council chamber and its business. I have had involvement with a diverse number of Taranaki community organisations. I have a strong sense of justice and fairness. I consider the whole community when making decisions. I have a positive approach. I respect the role of councillor and of the council itself.
Denis Wadsworth1. I am standing for council because I have been frustrated at the recent decisions made by the NPDC and its staff. The Len Lye Centre, which no-one seems to want; the Festival of Lights design and installation contracts, gone to out of town business; expensive new parking meter system that is costing a fortune to operate; and the lack of foresight as far as our recycling and rubbish collection goes. In future years, I want to see more accountability by councillors and for them to listen to what the ratepayers actually want.
The new councillors need to regain control from the non-elected council officers and staff and make all of the major decisions.
Local contractors and businesses to be awarded council contracts wherever possible. We must employ our own people first.
The council's debt needs to be reduced dramatically and borrowing to finance infrastructure has to stop. We must live within our means.
3. I have the experience of life and commonsense plus years of enforced frugality. If you can't afford it, don't buy it. I represent the forgotten voters, the everyday person in the street who struggles to survive day by day.
Chris Wilkes - City Ward
As a mayoral candidate, Mr Wilkes' answers to these questions were printed earlier in this paper.
1. Waitara and the north deserve better representation. Our area has stagnated with district council representatives who seem to spend their time bickering and sniping and community boards that only represents a narrow sector of our community.
I want to see a community that is supportive of sustainability and a healthy environment, as well as caring for its people.
Communication with ratepayers and residents should be clear and courteous. People need to feel they are listened to.
Our Perpetual Investment fund and Timl are owned by the ratepayers and residents. The AGM of both the Pif fund and Timl should be held in New Plymouth and open to residents and ratepayers. It needs a transparent and open process.
Retaining and maintaining our assets and providing quality core services.
3. I have integrity. I am honest, with 39 years of voluntary community work. I am thorough and persistent. I have undertaken and completed many community-based projects, also major projects of my own work. I am not afraid to stand and be counted for what I believe. I will be a good advocate. My work in recording the visual history of our district over decades through my photography has given me a good knowledge of the area and of the changes we see happening around us.
Did not supply answers.
Did not supply answers.
Did not supply answers.
1. It is time that the North Ward community had a voice on the council that is effective. I stand for justice, inclusiveness and fairness. My vision is for 20/20 not 15/15; NPDC should be about the community not about money. We have at present a money-driven council who have ignored the community they serve.
Effective and clear policies that are inclusive.
Consultation processes to engage change that are clear, transparent, with less technical jargon and far simpler language that people use and understand.
The rates and leases.
3. I am highly academically educated in both the Maori and Pakeha, world specialising in policy. I am a quiet and passionate person with strong leader and community values. I have worked at the ground roots level, executive, management and governance levels throughout my life. I am a pragmatic and practical person.
Kirsty Ngamata Skipper
1. I decided to stand for council as I was disappointed with the representation that the North Ward was receiving. Taranaki is a wonderful place to live and the New Plymouth district has a leadership role to ensure that its communities receive the best support and services so that we can all enjoy the good life that this region promises.
The expansion of the residential and commercial developments in the region - especially the push northward.
Prudent fiscal management - living within our means.
Core unity and development of the New Plymouth district ward as a whole.
3. I have a career in community development within the health and environmental sector and to be successful the key skills that any good councillor needs are listening, being solutions-focused, and being able to make clear decisions that move us forward to achieving that long-term vision. Match that with a love for this community and Maunga Taranaki.
- © Fairfax NZ News
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