This is not a simple Yes No question. There are compelling arguments being put forward by parties with vested interests to make this happen and I have some sympathy with some of those arguments but they are based on the assumption of economic expansion which in my view is presently unlikely. However these arguments are not accepted by Victory residents and option 5 supporters. If the funding hurdle is not met for the Southern Arterial Route then do we want the status quo i.e. Rocks Road? That would not be my choice. I see this as a complex question which I continue to explore and I have not yet reached any conclusion except that Rocks Road is not the answer. I am analytical and will continue to research this. I will attend the Mayors discussion tomorrow night in a continued effort to fully appreciate the issues.

Yes but subject to a satisfactory cost benefit study. Big project such as this need to be financially viable and the cost controlled during construction. The idea of a public private partnership is appealing.  However given the current economic downturn the ratepayers do not need a further direct cost here. 

This is not a simple Yes No question. There are compelling arguments being put forward by parties with vested interests to make this happen and I have some sympathy with a few of those arguments but they are based on the assumption of economic expansion which in my view is presently unlikely. Conversely these arguments are not accepted by Victory residents and option 5 supporters. If the funding hurdle is not met for the Southern Arterial Route then do we want the status quo i.e. Rocks Road? That would not be my choice. I see this as a complex question which I continue to explore and I have not yet reached any conclusion except that Rocks Road is not the answer. I am analytical and will continue to research this. Having attended the Mayors discussion it has become apparent that we should all await the outcome of the transport study then move forward from there.

I am not currently able to judge whether they spent it “wisely”. We do not yet have the financial result for June 2010 but one would hope that expenditure was in line with or below the Nelson Community Plan 2009-2019 and the 2010 Annual Plan. These are both excellent documents which should be compulsory reading for all Nelsonians.  Free from the Council offices.

 With the current world economic downturn which I see continuing for some years what is really important to me is that future expenditure is carefully examined as to necessity, prioritised and spent efficiently.

In this respect I believe my training and my business experience will allow me to make a positive contribution to Council.

Incorporation? Absolutely not!

This is a prime recreational resource available for the enjoyment of all.  Anyone knowing the history, the development and the nature of the participants would abhor the suggestion that this become an elitist facility.

Where would the line be drawn?  Incorporate Trafalgar Park, Saxton Field, the bowls clubs, the tennis clubs?  I think not!

FINANCIAL EXPERIENCE. GOVERNANCE.

I have a Bachelor of Commerce & Administration from Victoria University.  I was a member of the Institute of Chartered Accountants from 1975 to 2008.  I have worked as an accountant for 40 years, initially in Wellington, then internationally before returning to Nelson in 1981.  I was Financial Controller and Company Secretary for Baigent Forest Industries Ltd a local company owned by Carter Holt Harvey, Shell and Todd which employed 345 staff and managed assets of $138M.  Subsequently I was the Trust Board Secretary and Administration Manager at the Cawthron Institute, our local, highly successful, scientific research organisation, for a decade.

In both these roles I developed high levels of interpersonal skills and extensive Financial Experience in strategic planning, budgeting, reporting, project evaluation and priority setting particularly in times of fiscal constraint.  The roles also gave me a clear understanding of and experience in the Governance of significant organisations particularly in regard to management understanding and complying with the desires of the Board.  In this case the Mayor and Councillors.

I currently run my own accounting company servicing a range of local clients.