My priorities for Waipā District include:

Fixing the finances and finding efficiencies is my number one priority. We need financial control that’s at the top of its game, that re-sets the debt stranglehold we are in so that community projects and initiatives can proceed. My plan is to take Whanganui Council’s 6 point strategy that delivered a 2.2% rates rise – the lowest in the country – and apply that to Waipā. I would also closely monitor growth debt so it reduces as fast as possible. Currently that isn’t done at an individual growth cell level. A key part of this work is to analyse whether growth is paying for growth entirely, and if not, to seek adjustments to things like depreciation and vested asset timing so general ratepayers aren’t shouldering that burden. I also want to reset the classification of council debt so that growth debt is treated differently. It has never been repaid from revenue streams like rates so should not be part of the prudential rules that limit maximum debt to a revenue ratio.

Empowering communities . This means I will work with you to help you achieve the aspirations you have for your community and do my utmost to harness Council’s resources in support. I’m all about inclusiveness, transparency and fostering belonging through collaboration and a shared vision where all of us can see a positive future.

Cambridge needs a new library now! This is a cornerstone for the community, so let’s work out how we can do it together. I hate that the current Long Term Plan doesn’t have anything happening for this project for at least 4 years. We need to do it sooner! Will you be part of a group to get it going?

Te Awamutu needs an economic development shot in the arm. Again, I would kick-start a community-led initiative that can identify viable options and advance them through collaborative partnerships external to council.

Our seniors, migrants and younger residents want more effective access to engage with Council so their needs and aspirations can be catered for. Nothing has been achieved to set something up in the last 3 years, so I undertake to get something happening there without delay.

Partnering for capital investment is cheaper than raising council debt in the long term, avoids debt headroom pressures and encourages wider buy-in and stronger community bonds. We have a number of strategic projects that will add value to our district long term but we currently can’t finance them through the traditional means of council debt due to our debt ceiling constraints. This is part of my wider vision for stronger economic development by encouraging local businesses, iwi entities and philanthropics to get involved and create some magic together. I’d love to see more investment around our district’s unique features, but all the while paying attention to the sustainability of what we do.

Waikato Water Done Well: I’m happy to continue with the process, listening to the community feedback on the current proposal. As further details are finalised, I will be checking that it all makes economic and organisational sense. There needs to be measurable and tangible benefits from going with the change from both the Waters business perspective and also what is left as the residual council business.

New funding streams developed such as a visitor levy that is paid by those coming to the district to stay overnight. It isn’t intended to simply get existing ratepayers to pay more. What other new revenue streams could we explore? More ideas need to be on the table!

Projects I’d love to see completed in the next three years are: