Electing 11 Councillors
No issues on file for Bill Acklin.
- Growing/maintaining Dunedin's population through the creation of an attractive business environment and creating jobs.
- Maintaining and improving the city's existing infrastructure which includes such things as the upgrade of the Dunedin Town Hall. the redevelopment of conference facilities at the Dundin Centre, and the long averdue up grade of the Settlers Museum.
- Maintaining and improving core services such as the delivery and quality of water, the disposal of wastewater, maintenance of roads and footpaths, rubbish removal, the recyling of waste materials, parks and reserves.
- Balancing investment in core assets and services with careful financial management. Listening to the community to prioritize expenditure.
- Being willing and available to engage in meaningful consultation with Dunedin and Greater Dunedin residents.
- No privitisation of DCC owned Water assets
- Establishing a Renewable Energy Fund where Dunedin people can borrow $ to buy and install Solar Hot Water systems (to reduce their energy consumption and energy costs) and pay back those $ through their rates.
- Council decision making is based on the concept of a balanced triple bottom line where environmental, social and financial considerations are given equal weighting.
- Committed to looking after and celebrating the natural and built heritage of the city by gaining World Heritage Status.
- Sustaining a wealthy, healthy, tidy, friendly Dunedin through the creation of new clean tech/ green tech jobs.
No issues on file for Bev Butler.
- Reviewing the Consultation and Decision making Process
- Lobby public transport back to a DCC level and increase both desirability and attractiveness of the services by a comprehensive review of the system.
- Cut council debt by saving revenue and only spending on necessity goods and services to keep the city functioning.
- Stimulate the city and reach its potential by creating a more desirable and prospective city with specialist jobs for new graduands.
- Unbundling council expenditure and making council activities more transparent for both the ratepayer and the media.
No issues on file for Neil Collins.
No issues on file for Tracey Crampton-Smith.
No issues on file for Dave Cull.
- MINIMISE RATES RISES
- Review Council infrastructure spending
- Ensure prudent financial and operational management across all council departments
I believe we can minimise rate rises and I will ask the questions that ensure this happens. - FREE PARKING
- The DCC Parking Strategy, what is it and who does it serve?
- Introduce Free City Parking for the first 30 minutes.
- Provide accessible, safe and affordable parking for working people
The people of Dunedin should be encouraged to shop or conduct business in the central city and I aim to see that DCC parking is not a deterrent. - ATTRACT INVESTMENT
- Create an environment where businesses find Dunedin attractive
- Encourage unique ventures and events to make Dunedin their base
For Dunedin to prosper and grow we need sustainable business and employment opportunities, I believe it is council’s role to create this environment and will bring this to the Council table - SAFER DUNEDIN
- Reduce violent and property crime
Crime can be reduced by the council and community groups working collaboratively with police and other agencies and I believe in the importance of common goals and clear communication - JOHN WILSON MEMORIAL DRIVE
- Who uses it and why
- I SAY KEEP IT OPEN.
No issues on file for Paul Douglas.
- OPEN GOVERNMENT
- TRANSPARENCY, CONSULTATION AND REPRESENTATION
- Volunteer Community Advocate Programmes
- Council Policy Wikis
- Social Media
- Virtual Town Hall
- The bottom line being every person should at the very least feel as if they have been properly listened to with respect, interest and an open-mind. - FINANCIAL RESPONSIBILITY
- Affordable Rates without Slashing Services and
Stripping Assets
- Long-Term Financial Planning
- Consultation with ratepayers - ENVIRONMENTAL SUSTAINABILITY
- Long term environmental planning (peak oil, climate change, ecosystem)
- Organic Enterprise
- Enhanced Future for Public Transport
- Cycle-friendly Dunedin - ECONOMIC REVITALISATION
- Revitalised and Sustainable Production Sector
- Centres of Innovations to Attract Investment
- Jobs, Jobs, Jobs
- Council to act as Networking and Support Organisation
- Local Organic Production - SOCIAL JUSTICE/COMMUNITY HEALTH AND WELLBEING
- Maintain and Protect Essential Services
- Recreation and Activities
- Safe, Healthy and Happy Families
- Genuinely listen, transparently act, and continually engage the community in Council decisions.
- Ensure economic, social and environmental sustainability underpin all decisions.
- Turn energy and climate related challenges into opportunities.
- Develop a long-term plan for Dunedin’s economic sustainability.
- Preserve city’s built heritage.
No issues on file for Bob Gillanders.
- Keeping rates as low as possible without reducing services.
- Heritage strategy implemented and a strong design control strategy developed.
- Sand dune issue at middle beach and the whole length from Lawyer's Head to St Clair resolved by a sculpted back sand dune area in a large part of the middle as recommended by the engineers. This could become a real asset to the City.
- A powerful "Beautification of Dunedin" strategy put into place involving all citizens, businesses, property owners and institutions.
- Better cycling and public transport facilities
No issues on file for Aaron Hawkins.
No issues on file for Paul Hudson.
- Transparency & True Democracy
* Less closed Council meetings.
* No charge for reasonable requests for
information of Council proceedings etc .
* Require independent surveys of public
opinion
* Investigate expanding Community Boards
across the whole city eg NE Valley , South
Dunedin , Adersons Bay / Waverly ,
Central City , Brockville / Wakari etc
To ensure its not too costly all community
boards may only have 4 members and one
Councillor . The posibility of reducing the
number of councillors to just one per
community board plus the Mayor may also
be worth considering. Grass-roots
representation is essential to maintaining
community cohesion. - Environmental Sustainability
* Develop a long term action plan in
responce to climate change, resource
depletion and habitat destruction.
* Continue with the secondary and UV
upgrade of the SewageTreatment plants
and the sewer pipes.
* Encourage residents to install water tanks
to help mitigate peak stormwater flow.
* Provide information to residents on how
to minimize stormwater contaminents.
* Require Council and Council contractors
to dramatically reduce the use of
chemical sprays where-ever possible.
* Continue supporting groups & individual
landowners with biodiversity and habitat
restoration projects.
* Public transport needs to be promoted
across the board. Bus fares need to be
more affordable and convenient to get
people out of their cars. Bigger discounts
for regular travelers using Go-card [ 20% ]
would be encouraging. Also off-peak
discounts of 50% to community card and
Gold-card holders may help .
* Cycle ways need to be extended for
reasons of safety and pleasure and will
hopefully reduce the use of cars.
* Walkways are also a positive way of
providing options to car use and
encouraging a more active lifestyle.
- Social Justice
* Move back towards a more progressive
rating system so that low income
residents are not so unfairly burdened.
The rates subsidy would remain in place
to ensure all rate payers having
difficulties can get assistance.
* Ensure that South Dunedin receives the
a revamp of the retail area and a new
library as proposed.
* It is desirable that the Citys resources are
distributed fairly around the suburbs.
- Community Health & Wellbeing
* Council can assist goups keen to set up
community gardens and plant fruit trees
by identifying appropiate public ground
and developing policy & guidelines to
assist public consultation. School grounds
may also be suitable and developed in
partnership with the schools and
complement existing edible gardens.
* Community Sheds & Gardens and other
community facilities all require ongoing
support so its critial that Council retain a
generous budget for the Community
Grant Scheme as well as providing
assistance to apply for grants from
elsewhere.
* Activity Centres / Playgrounds for the
elderly and disabled is also overdue for
consideration.
* All opportunities for people to participate
/ volunteer should be encouraged . Its
both beneficial to the community and the
wellbeing of the individual. The concept of
a V-card that rewards volunteers by giving
them maybe 50% discount on busfares etc
would be helpful.
- Financial Responsibility
* Tripple [ Quadrupple ] bottom-line
accounting should be standard practice
for all of Councils activities. This principle
should also apply in all consent hearing
proceedures.
* Exceeding Council spending beyond the
cost of inflation should require Candidates
/Councillors to seek a mandate to do so
prior to being elected. If they have not
done so and vote in favour of extra
spending we can hold them to account!
No issues on file for Olivier Lequeux.
- Supporting local producers and manufacturers.
The Otago Farmers’ Market is a wonderful example of the way a thriving local economy can feed the heart and soul of our city, and of how the Council can support local businesses to become increasingly sustainable and resilient. - Supporting community groups and local services
Community groups and local services keep our city’s social clock ticking. The next Council must find ways to support and build on the efforts and successes of our volunteers. - Helping young people connect with Dunedin
Here in Dunedin, I’m a demographic abnormality: a qualified 20-something who chose to stay in Dunedin after graduating. I'm keen to work towards a stronger partnership between the Council and our city's educational institutions, and a commitment to hearing youth voice during decision-making processes. - Promoting sustainable transport options
Although the Otago Regional Council is the authority currently in charge of Dunedin’s bus services, there are other ways the Council can promote safe, healthy, sustainable transport options, particularly in regards to developing pedestrian- and cycling-safe corridors within the city. - Preparing for the impacts of climate change
The direct and indirect effects of climate change on the city within the next 50 years will be significant, even if we stop burning fossil fuels tomorrow. It's time for the Council to start seriously facing these challenges, and working with communities to find solutions.
- Ensuring that Dunedin is an attractive and resilient city.
- Decision making that asks the right questions with a view to a long term vision.
- Transparency and participation.
- Keeping services in the South.
- Reducing Council spending while maintaining services.
- DCC: Record debt, rising rates, rising costs and a depressed local economy must be tackled and I will bring fresh ideas and a modern innovative approach to find solutions to these issues. I offer a new hope and vision for the city's future.
SDHB: I am concerned by the erosion of critical services such as home help for our elderly and the possibility of losing our neurosurgery unit. As a Health Board member I will continue the fight to retain, and improve, essential and life saving services. - DCC: Council must return its focus to address the core issues of maintaining quality water supply, waste disposal, roads, lighting, footpaths, inner city parking, effective public transport and cycle ways.
SDHB: Our Board must ensure that our health services continue to remain affordable and accessible to everyone in our community and to develop strategies to reduce long hospital waiting lists. - DCC: To ease the rates' burden I will push for an independent audit of the city's finances, projects and corporate structure to remove inefficiences,reduce waste and improve core service management. I will urge Council to review tender and contract processes and procedures to ensure they are open, transparent, competitive and that there is accountability.
SDHB: Our Board must find new and innovative ways to develop incentives to attract doctors and health professional to rural areas and to attract and retain specialists for the Southern community. - DCC: Council must act now to find solutions to our depressed local economy. I will advocate for the city to establish a special economic zone to attract new business, industry and jobs and for it to expand its sister city relationships with economic power houses of Asia and Europe. Council's own economic and planning policies need to be reviewed, reshaped and adapted to reflect the changing economic landscape.
SDHB: Our Board must review tender and contract procedures and processes to ensure transparency, accountability and competitiveness so as to address fraud or mismanagement. - DCC: Council must act, and be seen to be acting, in a transparent, accountable and fiscally responsible manner. It must respect and support the hopes, aspirations and vision of each of our diverse and unique communities and must listen to the community's concerns
SDHB: Government funding for SDHB is inequitable and insufficient. I will advocate for equitable funding based on the special needs of our increasing elderly population.
- People before profit
My policies are based on my belief that local councils should reflect the views of the local community: the average Dunedin ratepayer, community groups, workers, parents, etc, as these groups are the backbone of our society.
Currently Local body politicians reflect the interests of corporations, and elite business that for sometime have controlled the direction of Dunedin’s future. In reality it is the minority groups, and small business that keep this wonderful City ticking along.
In order for Dunedin to move forward in a positive direction, we need to focus on sensible decision making and unity. Previous local governments have divided Dunedin residents, and created a gap between those for and against big projects.
It is my aim to rebuild the trust that previous councils have systematically destroyed through poor decision making, and dictating rather than advocating for the people of Dunedin.
- Real public consultation
Dunedin people elect Councillors to represent their interests. It is important to have a diverse group of Councillors to reflect our diverse City.
elected representatives are elected to make decisions on behalf of the people, and therefore it is important for Councillors to stay in touch with their constituents, and consult with them on the issues that affect them.
It has become apparent to me over the years dealing with the DCC that the process of 'having a say' is complicated and confusing.
Having five minutes to speak at a public forum, where you are likely to be verbally assaulted by Councillors is not a fair, safe environment.
Local body politics is often confusing to the average person, and the thought of getting involved to have your say is often overwhelming to many people, not to mention disheartening when you are ignored.
I also feel strongly that youth need to be more included with local body issues.
- Clean, Safe, Free, drinking water
Free
Water is a necessity of life, a human right. It is highly unethical to charge money for water.
In a society where industry endeavours to capitalise anything and everything they can, it is important we draw a line.
Being able to drink when you are thirsty should not depend on your income.
We must find solutions to protect and manage our precious water resources, rather than giving into the will of huge transnational corporations who's only concern is to generate profit.
The attitude of the current National Government towards privatisation of water will have a big impact on communities all across New Zealand. The National Government has allowed councils to sign contracts allowing corporations to control local water systems for 35 years.
The global water industry is dominated by two mega companies Suez and Veolia. A subsidiary of Veolia is United Water, and already they are worming their way into New Zealand.
Clean
Many water treatment stations around New Zealand are moving with technology, and finding alternative ways to kill harmful bacteria, without the use of chemicals that have the potential to create harmful side-effects in water consumers.
Mount Grand currently has a UV filtration system that kills a certain amount of the total bacteria. Unfortunately we still require the addition of chlorine at this stage. I envision working towards a filtration system that promotes good health, whilst being free from harmful bacteria.
Safe
Water is a key element to human life. The public water supply should not be a means for Public Health officials to deliver medication.
Dunedin's water supply is currently medicated with Silico-fluoride, a neurological toxin that is an industrial waste product that we import from Belgium.
I do not believe that our water should be a vessel for any type of medication under ANY circumstances. Council members are not qualified doctors, and therefore should not prescribe medication to Dunedin residents. - Promotion of positive local Iwi relationships.
On a National level the Maori party has gone someway towards giving Maori an institutional political voice. On a local body level I see many areas where Maori participation is lacking. While the blueprints of a healthy relationship between Council and Iwi are set-out in the Kai Tahu Ki resource management plan, the practicability of implementing aspects of this plan seems to have escaped the list of Council priorities.
Political establishments both locally and nationally, use their relationship with Iwi as a popularity tool to be used for advantage when it suits.
I believe that there are fundamental differences between Western and Maori resource management perspectives. These differences have at times divided individuals, groups, and organisations. Simply put, the clear divide between the two management views, is that Western approaches to resource planning, diminish all the senses of the spirit to dollar signs. Whereas the Maori rationality recognises value that is intrinsic and unrelated to economic systems.
I advocate for the well-being of the people and the environment before profit. We must create an economically viable City, which does not imperil the people and the land which they care for. Given the mistakes of the past there are many lessons to be gathered up, shared & learnt from in the knowledge basket of resource management.
If elected, I will advocate for closer ties with local Iwi. - Lobby for the DCC Chief Executive to be elected not appointed.
It is completely unacceptable for the Chief Executive to get $335,000 (for the year to June 2009)a year, create policy, influence Council, and generally run a muck at our expense. We must break the cycle of high ranking bureaucrats getting appointed by their friends with huge pay-packets and zero accountability!
No issues on file for George Morrison.
- Consultation: I am committed to good consultation processes with all sectors. I have significant connections across a wide range of sectors in the community. I am committed to participating in the community to actively engaging, listening and taking action on behalf of NGOs, community groups and any group with a vision to see Dunedin prosper socially, economically and environmentally.
- Community development: Local communities need to be empowered to plan their own futures.
I helped set up the NEV Project and South Dunedin Voice. I believe local communities need support to plan their own futures. Money spent on community development is money well spent as every dollar invested attracts many more dollars worth of volunteer work and community spirit. - Spending Priorities: Council spending must benefit the city environmentally, socially and economically. We have a huge debt burden it will put significant pressure on the new council. No one wants rate rises. No one wants the services they depend on to be cut. Future spending decision must be made wisely. I will speak up for the vulnerable who do not have a loud voice and I will be guided by the principles of triple bottom line accounting. Money spent must give good returns economically, environmentally and socially.
- Public transport: For a whole lot of reasons we need to improve our game on public transport.
Better cheaper public transport reduces social exclusion, is good for the environment and the economy. We need bike rakes. We need a review of routes and time tables. We should investigate setting up transport hubs and using minibuses on some routes. We need better after hours services. We need timetables that are easy to read and understand. - Economic Development. The best way to reduce the rates burden is to increase the rating base. We need smart planning that will encourage more of our graduates to stay and support local industry. We need to make Dunedin an attractive place for people to raise a family. We should plan to grow our population, otherwise we will face a future with a skewed demographic with not enough workers to support the growing needs of retired citizens. There are opportunities such as the off shore oil exploration but these must be well managed to ensure there is minuscule environmental impact and that we don't enter a boom and bust cycle rather that we plan for long term sustainable growth.
- Rates cap for three years.
- Better public consultation and public referendum.
- Hire local contractors for local projects.
- The closing of John Wilson Drive has been divisive. I support opening the drive to cars during daylight hours.
- Reduced parking fee. Free parking in south Dunedin and more time restricted free parking.
No issues on file for Martini Samson.
No issues on file for Barry Simpson.
- My son Riley is growing up in an environment not available to the majority of kids in the world. Our family spent some years living overseas so I do appreciate how fortunate we are to have a city like Dunedin in which to raise our kids.
I’m sure that as he gets older Riley will spend time away from Dunedin travelling or studying but I hope that, unlike his sister, he come will back to Dunedin to raise his kids and give them the special upbringing he had here.
But to do that, the city must have something to offer him. It must have employment opportunities for Riley, it must have affordable housing, quality infrastructure and have retained the unique heart that is Dunedin.
What we do as a council today will affect Riley’s choice in 10 or 20 year’s time. The current council has already decided he will have to pay off the debts they are creating now – not for vital infrastructure, not for employment but for vanity projects.
I think Riley and the other Dunedin kids deserve better than that and as a parent I’m standing for Greater Dunedin so that I can play my part in building a city that our kids want to live in - not just now but into the future. - In 1882, James Hume brought a farm at Three Mile Hill and created Ashburn Hall – or Ashburn Clinic as it is known today. For almost 130 years, Ashburn has been treating people with mental health concerns from all over New Zealand. It is a hospital with a national and international reputation for its respectful and effective mental health treatment programmes.
The Clinic is one of Dunedin’s many quiet business success stories - bringing close to $5m in today’s money into the local economy each year for 130 years. The vast majority of that money comes from outside the region but almost all of it is spent in the city – either from staff pay packets for purchases made from local suppliers.
But like many businesses in these tough economic times, Ashburn Clinic is having to make hard decisions to balance their books so that they can keep doing what they do so well.
The Ashburn Clinic – and the many businesses like this throughout Dunedin - deserves a Council which values their contribution to the city and indeed to New Zealand as a whole. The council should be easy to work with and must recognize that businesses like Ashburn do not have unlimited opportunities to increase their fees to meet endless rises in council rates, fees and charges.
As part of the Greater Dunedin team, I’d like to use my national and international business experience to work to make Dunedin City a great place to have a business so that a very special place like Ashburn Clinic is still here in another 130 years - Each week hundreds of tourists travel the peninsula roads by car, bus, campervan or bike, on their way to the unique attraction that is Otago Peninsula. During summer, tour ships dock in Port Chalmers and thousands of visitors travel along Portobello and Highcliff roads.
Lonely Planet rates the peninsula bike ride one of the best in the world and most days hundreds of cyclists, visitors or locals like me, take the journey to treat ourselves to the wonder that is Dunedin.
Along these road – whether by car, bus or bike, we give our visitors an experience which they can’t get anywhere else in the world. As someone with both national and international marketing experience I know that we should be building our future on promoting what makes Dunedin different.
So is this where our Council is spending our money? Are we building infrastructure which makes it easy for our visitors to experience Otago Peninsula. I don’t think so – the road has potholes on its potholes, the only safety barrier along most of the road is the farmer’s fence and we are still pumping our sewerage – laced with chlorine - into the sea to start the food chain on which our wildlife feeds. Dunedin locals and our visitors deserve better than this.
I want to be part of a Greater Dunedin – which stops spending money to trying to copy the tourist attractions of other cities and starts building a coordinated marketing strategy aimed promoting the attractions visitors cannot get anywhere else in the world. - One of the first questions I get when people learn I am standing for council is are you for or against the stadium?
I am certainly angry that most of our current Councillors have ignored the wishes of the residents and loaded the city with debt for what was supposed to be a privately funded project. I am still concerned at the levels of secrecy which surround this project - even today I can’t even find a set of plans so I can see what is being built. And I think it is almost immoral that we’re spending over $20m to shift the road from one side of the stadium to the other when so much of this city’s roading network is falling to pieces.
But like it or not the stadium is being built.
The challenge for the incoming council will be to make this project a success so that we can limit the long term financial drain which will result if it fails. As the rugby union have found at Carisbrook, if we rely on a handful of major rugby games and a few rock concerts then we will have a recipe for financial disaster. The current council has made sure that all the risk of that failure is the responsibility of the ratepayers of Dunedin and we deserve better than that.
We need to get this stadium humming. We need to be thinking about how we can get this stadium used from dawn to dusk, seven days a week and 300 or so days a year like Moana Pool or the Edgar Centre. I know it’s a bit late – but we do need to get the people of Dunedin genuinely involved so that we can heal the huge rift this project has driven through the city.
I’d like to be part of a Greater Dunedin which actually involves it residents in projects like this so that we can get the success we deserve
No issues on file for Chris Staynes.
- 1. Actively Supporting employment initiatives particularly for the low-skilled and based in the suburbs.
- these may be community groups that give employment to the less advantaged.
-these may be business initiatives that wish to locate here in Dunedin and create work for our locals.
Our current DCC Economic Strategy focuses only on high tech or high income generators, I believe Dunedin needs to continue this, but also be proactive in encouraging employment opportunities for the low-skilled. - 2. Reducing expenditure on luxury projects,
such as new swimming pools, which a council working party are actively investigating. Plus we need to watch our expenditure on roading, with the Central government reducing funding to roading, council needs to stop creating elaborate and expensive roads both in the city and by sealing all rural gravel roads. This is a luxury a small rate base can’t afford. Spending on sports also needs to be controlled and more even, council spends a lot on some sports codes like Rugby, Swimming, Netball & Tennis and nothing on creating New Walk-Tracks to our beautiful city features. - 3. The council is considering changing the water billing system, so that we charge a profit on water - I oppose this.
Beware of council candidates who pledge to make water "a council owned company", by law this council 'company' MUST collect a profit from the consumer, which is a cost to you the rate payer. - 4. Our council companies are being drained of finances in order to fund the new Stadium. This results in the companies not being able to invest in some exciting new projects that can generate income for the city and jobs.
There may be creative opportunities being lost .i.e. investing in sustainable energy, or other innovative employment creating initiatives.
We need an open and honest relationship with our companies, to ensure they can invest for the city's benefit. They must tell us about the opportunity cost of Council draining them of cash. They must tell us of the opportunities they are turning away from. - 5. I support the redevelopment of our suburbs. I support the establishment of a vibrant hub around a small community library in the South Dunedin shopping district.
There are also opportunities to revitalise retail, establish community internet cafes, and community gardens in the suburbs. Low impact factories and businesses to employ locals could also be encouraged and resourced to set up in suburban areas. Suburbs and villages in Dunedin should be vibrant places to work and live.
- Dunedin is mortgagaed up to the hilt due to the stadium decision and a spendthrift Council. We cannot go on that way and I believe that we can, and must get control of our financial future. My time running a cash strapped DHB where waste had to be minimised and hard ecisions made equips me well for this
- Dunedin lacks a long term vision that its people have bought into. We must determine our stre been consulted about and bought into. We must establish our strenths and weaknesses as a city and determine where we are going to focus our investment and scarce resources. I have skills in doing this
- The Council need to take the creation of policy back into Councillors hands. They need to determine what they want the CEO to focus on and then build those requirements into his performance requirements. I have done this for many years in the DHB.
- I see no sign that the DCC has made any effort to review their operational structures from a process perspective. Other Councils and organisations have taken much cost out of their operational structure by using "lean" aproaches. We need to free up the talent of our staff to do this but this starts at the top with the Mayor and Council demanding this of the CEO and the CEO actively driving the process. I will make this a priority.
- Speeding up things like building and planning consents through a lean focus on Council processes. This is not rocket science but we are simply not driving it from the top.
No issues on file for Lynn Tozer.
- We need councillors who will bring back balance and common sense to our Council and a responsiveness to the community they serve.
- We need a Council who has a primary focus of providing amenities that a city the size of Dunedin can reasonably expect. These Include:
i) Clean, safe and free water
ii) Reliable and safe sewage treatment
iii) Safe and maintained parks and playgrounds - We need a Council who cares for those that are vulnerable in the community. We need a Council that looks after the elderly and values their input into the community.
- We need a Council who will promote and develop new business in the region.
- We need a Council who will engage the community in genuine consultation and develop flexible long term plans that have significant community input.
- Limit Council spending by identifying strategies to reduce operational costs and ultimately reduce the burden on ratepayers
- Identify strategies to promote and enhance the opportunities for businesses to thrive in Dunedin
- Improve and enhance core services, especially water, waste and roading. The quality of many of our roads and waste water services are simply not up to a satisfactory standard.
- Finish the Stadium on time within budget, ensure the venue is a success for the Rugby World Cup and beyond, is profitable, without the need for more financial support from the Council
- Improve and enhance our relationships with those volunteer groups who work hard to improve standards in our community
- ‘Buy Local’ campaign to boost local business and open tender processes.
- Nationwide Stadium Lottery.
- Slim DCC obese management.
- Absorb Otago Regional Council.
- Boost retail and return free parking.
See my website at www.leevandervis.co.nz for more information on the above election issues.
- Taking The Opportunities:
Councils have considerable power to assist or hinder economic growth and development.
The challenges for Dunedin remain immense.
Sitting on the edge of the New Zealand and world economies confers both advantages and disadvantages. We are well on the way to being a modern, sustainable city. But, we are not there yet. No-one owes us any favours. We must continue to have a future focussed vision that sees challenges as opportunities and the determination to take them. The positive momentum and innovation of recent years must be maintained - in partnership with the private and public sectors. In ‘new age’ manufacturing, in tourism – which has been the real success of the past two decades – in education and in the industry clusters such as IT, fashion, and the like. We must always be prepared! To read more, just point your browser to: www.richardwallsnz.com. - Council Debt:
Borrowing for capital projects is not “bad” providing it is planned for and affordable. Which ours is.
It is not as though anything has really changed from three years ago when it was noted in
Council’s Annual Plan that: “the wastewater and secondary treatment projects at Tahuna, along with other capital projects, for all practical purposes, take up all available space on the balance sheet. The risks of interest rate increases and cost overruns will need careful management for the remainder of the Plan period.”
I added to that in the Walls Report ’07 delivered to all householders in Hills, that: “This is particularly so for this coming triennium and the peak commitments in 2010/11 and 2011/12.
Then along came the Global Financial Crisis, sparking the worst recession the world economy has had for generations.
Council took stock, looked at its forward programme and determined that it could, with careful and skilled management, maintain its planned capital programme for major infrastructure and facility projects as set out in its Community Plan to the overall benefit of the local economy and the city generally.
As it was indeed urged to do by The Otago Chamber of Commerce.
Said John Christie, Chief Executive of the Otago Chamber of Commerce, speaking to council on 3 December 2008: “Practical solutions (are) needed, including reconsidering rates relief packages, supporting local companies and their products, and bringing forward the council’s budgeted expenditure - for projects big and small - where possible to stimulate the economy. This is not the time to retrench”. (ODT 4,12,08).
Council responded to the challenge by carefully managing its debt and without unnecessarily cutting any of its core services despite continued assertion from some vociferous anti-stadium opponents that it would do so. (Walls Rejects Accusation - ODT 17.12.08).
Now some seeking election to council are loudly talking up a ‘debt crisis’, and the strong action they will take if elected to council.
Strong action on what?
They fail to say.
They ‘conveniently’ ignore that nearly all Council's loan requirements to fund current capital projects was planned three years ago and included in our Community Plan 2009-2019.
That we have provided for the repayments, as we always have in our forward budgets. Just as many of us do with mortgages when buying a house.
A very simple ethic underlies borrowing: You do not borrow what you cannot repay and there is absolutely no basis for the accusation of a buy-now-pay-later philosophy operating at the Dunedin City Council so loftily levelled by the ODT in some of its editorial.
Council is very much aware that our level of debt is high by historical standards – for Dunedin anyway.
Our actual borrowings though are on ‘a par’ with our peers and lower than many. (DCC Actual Borrowings Low - ODT)
And, as ratings agency Standard & Poors noted in its last assessment (December 2009), "Council's credit quality is underpinned by its track record of strong management and fiscal discipline".
Not forgetting, our just revised A-1+1 Positive credit rating “with positive implications”.
The critics ignore that spending programmes outlined in the Community Plan are not “locked in” until included in each Annual Plan.
They ignore that this year no new projects were added and some of the peaks in the planned capital project programme set out in the Community Plan adopted in 2009, were smoothed out so that everything did not proceed at the same time.
Again to quote “Standard & Poors: Council has a very good record of not needing to raise as much money as projected for its programmes”.
The critics ignore the projects that council has – or is delivering. The water and wastewater upgrades (there’s $250 million in therefore a start with another $67 million to come); the Settler’s Museum, Regent Theatre, Town Hall and Dunedin Centre upgrades and, yes, the new stadium?
Ask yourself. Where would Dunedin be now if council had not decided to proceed with these projects?
To read more, just point your browser to: www.richardwallsnz.com. - How We Spend Your Rates and Affordability:
The important questions that must continually be addressed by Councillors are, in my opinion: Are we getting value for what council spends? Are we getting value for what we pay in rates? Can we cut costs without degrading present service levels? Are there things we could be doing better and more efficiently? Are there activities that Council should no longer be involved in? And are rates affordable? These are questions I regularly ask of myself as a councillor and as a ratepayer. Interestingly, I find most people look at the matter in much the same way. With around 90% of our total revenue committed to core functions and services, there is little room for manoeuvre. As indeed those who get elected to office on bland promises "to cut the rates" soon find out. One thing I do know, bringing back the old patch ‘n’ pray ways by recklessly promising to cut, or freeze, rates just won’t work. It simply loads on increased costs a year or two out. To read more, just point your browser to: www.richardwallsnz.com. - Governance Is Governance:
It is important, indeed vital, that councillors better understand and discharge their governance role. There is always a natural tension between governance and management especially so in local government. As there should be. It is difficult at times for elected members to make the distinction given that a council will comprise a mix of people, some of whom have not had any previous governance experience. This can lead to a blurring of responsibilities especially if the natural development of informal working relationships (or to use the buzz word, networking) at various levels of management takes root. Elected members are also, of course, very much aware of how a decision can “play out”. There is always a consciousness of the electorate. All councillors must be actively involved in planning long-term financial strategy - or indeed, any strategy at all. That is fundamental to our governance responsibilities. It is just not good enough, nor is it fair, to leave it to management and staff. To read more, just point your browser to: www.richardwallsnz.com. - Prudent Financial Management and Taking Hard Decisions:
Prudent financial management in the next few years remains critical and this will require a Council with knowledge, experience, energy and wise heads to perform the task. Committees must regularly review their operations with emphasis on adequately maintaining and improving essential core services while seeking innovative ways to improve efficiency and reduce costs. Our financial assets and major investments should be subject to regular review to ensure they are returning maximum cost benefit. As noted during consideration of our Community Plan (2009-19) “the balance sheet is full” and restraint on new capital expenditure remains a necessary discipline. All Councillors have a responsibility to ensure that the city’s finances are nurtured and protected for the wellbeing of our ratepayers and city, today and in the future. To read more just point your browser to: www.richardwallsnz.com.
- We need to protect, enhance and maintain our core services – water and waste, roading, parks and reserves and the like.
- Water must remain in the control of the city. I say no to privatisation.
- I’m keen to see the city continue to grow and develop, and believe the Council has a role in investing in that growth, BUT in a controlled manner.
- I would like to see the city take a role in connecting community agencies to improve the well-being of Dunedin people, from young to old.
- Our forefathers had the foresight to provide for the future of the city. I would like to see our generation continue in that tradition and work today on ideas for the generations to come.
- CONTROL RATES - Rates grow through expenditure. With a debt that will be $650 – $700m by the time the current construction programme is complete, there is no wiggle room. The council and their companies need to control expenditure, keep to timelines, and improve revenues. Council needs to manage consulting costs, establish correct project management timelines and monitor DCC staff numbers. By creating new industry and growing jobs and increasing revenues our rate increases will be minimised. Needs not Wants!
- GROW JOBS - we have talented minds so lets futher develop the oportunities. Technology is coming to us and Dunedin as a city currently has 550 jobs in this industry. Comparing ourselves to Dundee in Scotland (similar economic issues) we could grow to 2300 technology jobs, bringing an annual revenue of $350m+.
- GREEN TECHNOLOGY - Within the city boundaries we have amazing opportunities. Dunedin can be the global “Green City” as we have the minds and technologies to harness what is around us. We can reuse what we are leaving behind and use technology to improve our living standards and lower our costs –we could harness hydro-turbine energy to power Moana Pool at 25% of the current costs! Two wind turbines could power all the street lighting in Dunedin.
- SAFER STREETS - Having spent Saturday nights with the Community Patrol, monitoring activities in the Octagon, I have seen firsthand, the issues that relate to students, the city youth, the drinking-related behaviour and the role of the Police. Let’s stop off-license alcohol sales after 8 p.m. and work with supermarkets on responsible liquor sales. Why are no public toilets open after 9p.m. anywhere between the university and the Octagon? This is a problem! Let’s increase CCTV coverage and provide greater supports to organisations like the Community Patrol that are out there assisting our community.
- COUNCIL TRANSPARENCY - We need a council that governs the DCC, Councillors that listen to and engage with the public and have a transparent approach. I have recently attended full council meetings where 75-80% of council business was conducted behind closed doors. Why? Maybe 10-15% is acceptable but not 75-80%!
No issues on file for Lloyd Wilson.
