I am Don McKenzie standing as an Independent for the Waiheke Local Board. I am a Physiotherapist and have been a Waiheke resident for 11 years. 

I've run my own business for 42 years; am a past president of Rotary Waiheke, having been a member for six years; and served the Omiha Welfare and Recreation Society, Rocky Bay for a similar period.  I chaired the multi-million dollar Blind Foundation for 18 years, and Ministers of Health, Education and Welfare from both sides of the House have appointed me to various working parties and councils.  38 years experience on statutory and publicly accountable boards has shown me the power of teamwork, listening, not jumping to conclusions, and doing the research.  My professional life has been spent listening to people - I'm trained in science - and know how to analyse issues.  When the chips are down and hard decisions are to be made, I'm driven by equity and fairness, the facts, balance, sustainability and what's best for the long term.

Waiheke's natural environment and way of life will be challenged by the macro-city model, if we the community are not proactive.  Right now the Island needs sound leadership to preserve and grow what we all hold dear; our everyday services and commerce, our semi-rural way of life and the richness of our diverse communities.  The task ahead is to define priorities based on community values, to hear people, represent community preferences to Council, and to plan for the Island's long term prosperity and wellbeing.  Waiheke is blessed with a terrific natural environment and some very special people.  I'm committed to retaining the Island's uniqueness within the greater Auckland structure.

Experience has taught me the complementary roles of governance and management and I am wedded to high standards of probity, accountability and consultation with diverse groups.

The supercity model of governance calls for a new way of working based on building relationships, presenting a united front, and leadership.   The Island's future depends on thorough consultation, priority setting, sensible budgeting, and strategic planning.  Macro-Auckland is our chance to put "local" back into local government and decision-making where it belongs, close to the community.  The role for local boards is larger than that for existing Community Boards.

Top 5 Issues

1. The new Board will need to caucus, unite and to put money into systems and processes that connect all strands of the community to the Board and its delegated powers. However, the detail of those powers will depend on the make-up of the new governing council. The strength of the waiheke lobby will rest with informed bottom-up planning and priority setting. Thriving communities are engaged communities. The Island will need a plan of how to plan. The key is to build cohesion on big issues to take advantage of the greater self-determination offered by supercity. With costs very much in mind, the aim will be to develop a coherent, locally driven, medium-term strategic plan. well resourced mechanisms will be needed to engage with the community on what the Island should look like in the foreseeable future.
2. Infrastructural integrity. The Island needs the security of knowing that services such as energy supply, waste management, drainage and flood protection, internal and external transport, recreational facilities, village halls and the arts, are catered for, and in line with community expectations and preferences. The basic services and amenities that bind a community have to be preserved and enhanced.
3. I support a vibrant economy and will work to minimise the barriers to enterprise. In the interests of sustainability, we need to grow employment and business opportunities, consistent with the Island's environment and culture. Barriers to appropriate employment must be unearthed by talking to the people involved - employees, employers, planners and investors.
4. I will Foster respect for, and pride in, our beautiful environment, ensuring its sustainability and accessibility. Key, will be creating pride in a place where folk want to live or visit; where the natural pleasures of sailing, fishing, kayaking, cycling, walking, flora and fauna can be enjoyed by all without the undue intrusion of the necessary car; where visitors can get away from suburbia and where residents can benefit from the amenities and services of a thriving community. A place where buildings are in sympathy with the environment; where there is pride in good people-friendly design; and where seniors and people with high needs can move about freely and live safely.
5. Building sound relationships with the new Council, council officers and council controlled organisations will be paramount. Respecting the differing roles of governance and management is never easy, especially when representing diverse community interests. Remaining in touch with the Island's varied communities such as the Tangata Whenua will aid good planning and contact with the new city's advisory panels. A strong "go forward" for Waiheke will depend on establishing solid working relationships and processes within the elected board that enable work to be done effectively and with transparency. Equally, progress will rest with "selling" to officials and governing councillors, the unique challenges faced by an island community. The supercity model gives Waiheke the chance to unite, grab the planning initiative and retain the island's distinct identity. This is not the time for old style, single issue politics. Right now we need local alliances and fresh constructive thinking.

Personal Profile

Summary of achievements and experience on governing boards and bodies.

•  Rotary Club of Waiheke, President, one and a half terms

• Royal New Zealand Foundation of the Blind, Board of Directors, 28 years, 18 as Chair. 

• Blind and Low Vision Education Network New Zealand, (Homai College for the blind), Trustee, 8 years.

• Ministerial appointment, Physiotherapy Board of New Zealand, 5 years.

• Ministerial appointee to the Advisory Council for the Community Welfare of Disabled Persons, (Disestablished 1988), 6 years.

• National Executive, International Year of Disabled Persons, (IYDP, 1981), 1 year.

• Founder member and vice President, Disabled Persons Assembly, 3 years.

• Advisory Committee on Disability Support Services, Ministry of Health, 2 years.

• National Health Committee Advisory Group on Care of People Who Are Dying, 3 years.

• National Executive, New Zealand Rehabilitation Association, 10 years.

• President, New Zealand Private Physiotherapists Association, 7 years.

• Council member, New Zealand Society of Physiotherapists, 8 years.

• President, New Zealand Society of Physiotherapists, Auckland Branch, 3 years.

     Awards 

• O.B.E. 1981 for services to the blind and physiotherapy.

• 1990, New Zealand 1990 Jubilee Commemoration Medal

• 1997, Rotary International, Paul Harris Fellow.

• 1997, Honourary Life Member, New Zealand Manipulative therapists Association.