As only Kim Hobson responded to questions set by Mr Evans the responses are below:
Question – Budget Would you stick within budget or say yes to any requests that are not essential operational infrastructure?
The Council has a CEO and Elected members just like a corporate business. For those people that say council is different – the pre-election report states, ”COUNCIL IS A BIG BUSINESS”. They may be correct, however, unlike corporate businesses, Kāpiti Council appears to overlook the fact that both need to stick to budgets, core business, answer to shareholders (Ratepayers) and return a profit.
Question – Decision Process – All Are you happy with how slowly decisions are made within council? What systems do you have to or plan to put in place to speed up these processes?
I do have a grasp on how slow the wheels turn when so many are protecting their backsides. If there was a lot more transparency things would get done quickly and those who were covering things up would be accountable to those actions / inactions. Reduce the number of meetings for the sake of having a meeting. Results and actions are required with maintaining transparency.
Question – Excess council vehicles – ALL Would you support removal of non-essential council staff cars to reduce expenditure?
While working with other councils around NZ I was made aware that some council vehicles were used privately. However, I was also aware that those council vehicles were charged to the individuals. i.e. UHCC charged staff $15:00 per overnight use and a per Km rate on top. I have no problem with that. This applied to pool cars and not those for on call for service i.e. Water care, parks.
Question – Regrets on decisions made – Hopefuls What would you do differently from this recent council?
If there was significantly more transparency to the community and less backside covering decisions may have had different outcomes and more people may have been accountable while falling on their swords. From my background bad decision may have resulted in harm, however, in council this results in costs and causes hardship for the residence and community.
Question – Rates Capping – All Rates capping is what Kāpiti Coast Residents want Do you agree?
No: I do not agree with rates caping. There is no accountability or measure as to what they are caped to. i.e. if it is caped to XX percent then the wealthy sneeze while the fixed income goes hungry, cold and reduce their access to services. i.e. rubbish collection. I propose to review how and to what properties and charged rates. With this approach I believe that rates will be correctly portioned and not disproportionately hidden.
Question – Airport – All Do you agree the airport is an asset for the Kāpiti Coast? Do you agree that it is potentially an income revenue source for the region and should be kept operational as a priority?
I believe that the airport is key to economic recovery for the Kāpiti region.
I would like to see the return and expansion of the aero club and servicing division. Kāpiti has some very fine features where tourists could fly in have their planes serviced while they play golf, partners view the arts and bird sanctuary, fine dining and stay overnight. This will expand our workforce and technical ability while showcasing our area and heritage. Kāpiti also has some very skilled IT, AI, and cottage electronics industries here where business meetings are typically held in the larger centres away from where the work is carried out. The airport could be utilized for this function.
Although these are not directly related to KCDC revenue any money bought into the region helps local businesses. There is a small conference facility at the airport plus review the feasibility to utilise the council chambers as another venue and cost recovery.
Question – Common Goals – All What common goals do you share with other mayoral/council hopefuls? Will you be able to work well as a team?
Surprisingly many of the candidates have similar goals. However very few can see a method to move forward they continue to do the same things and expect a different result. My security business is all about recognising risks, potential escalation of risks and working towards desirable outcomes for all parties involved. Will I be able to work well as a team: 100% Team work makes the dream work. I would also like to be able to reach out to the residence and community to contribute via the community boards and councillors.
Question – Methodology – All What common methodology do you share with other candidates to be able achieve these goals at the least cost to rate payers?
Many candidates seek the same outcomes. I am not always correct and I always respect opinions and input from other contributors. I offer collaborative solutions from a very wide range of experience and methods to achieve results. My management style is to set tasks with milestones and KPI’s with regular reporting. I do need to be across all tasks at all times, however, not micro-managing the task. A warning I am fair but not forgiving for tasks which have not been achieved in a timely cost-effective manner, I will and do hold people accountable. Everyone will learn from and be accountable for any mistakes, repeating the same will not be tolerated.
Question – Rate payer engagement – Are you approachable – All Have you engaged with rate payers on their concerns? What are the top 5 concerns you have discovered and how do you plan to prioritise them?
Yes I believe I am approachable. Refer to question 11 above.
- Review and set consistent rating and development standards
- Currently larger developers have different standards and KCDC exemptions applied by KCDC. i.e. Stormwater retention
- Building code exemptions issued and overridden by engineer reports.
- Different rating standards applied to different developments.
- Debt management and the interest incurred
- I have a Waste Management Solution that has a return of $18 million year on year based on current wholesale Electricity pricing.
- Social Infrastructure
- This has been lagging in many aspects, largely caused by the lack of government representation from MP’s since Nathan Guy. The government elections may see a huge change, enabling KCDC to achieve better presentation and leverage from the incoming MP.
- 100+ Bed Hospital, Waikanae High School and 3 more primary including intermediate schools.
- Limited housing developments until the government funded infrastructure requirements are operational. (This will change the consent landscape, KCDC OIA 2425 – 1399 claims 23.4% of residential properties are vacant not including the baches)
- Growth must pay for Growth. (Jo Turner: Districtwide candidate)
- No more non-productive meetings for the sake of a meeting.
- The Council does not listen, Poor resident contribution
- In my opinion the residence no-longer trusts or respects the council or staff. Rebuilding this may be a tall ask if unless we have a lot of new councillors that are business / community focused.
- Lead by example
- The ultimate goal would be to be the first positive cashflow council / community in NZ. The Council is a business and should be managed like a business with PROFIT for its shareholders / residence. (Reducing Rates)
Question – Policies – All What top 5 policies do you stand for?
- Turn the council into cashflow positive
- Invest in core services that have ROI,
- Waste to Energy is a start with 18% ROI,
- Review the approved expenditure to expand the wastewater plants.
- Rebuild the community trust in a council
- Improve transparency,
- Provide 2-way communications.
- Ensure that core service delivery are maintained
- Review Rubbish collection,
- Identify what has happened to the 3 waters services. They may have been moved from core service to an essential service which may fall outside of rates calculations.
- Restore the family values and family unit. Unity in the Community
- When we have a community that is working together things will happen everywhere.
- Council Vacant land made available for community garden groups to teach the youth in sustainable living.
- Homework programs that teach the youth family values from the senior community. This will have a many facetted approach and result.
- Take some council meeting to the community
- To build trust require feedback and action on that feedback.
- Moving some of the meeting to your local community board meeting (Evenings). The purpose is to hear your voices, concerns and provide feedback.
- Have a suggestion box at every council meeting. This will allow for some residence to have ignominious feedback if they are not able to attend of shy from public.
Question – How will you achieve these 5 policies – All What methodology do have in being able to achieve your top 5 policies?
Refer to last question
Question – How would you implement rates Reduction – All How would you reduce rates? What council expenditure cuts would you implement to achieve rate reduction?
Implement Waste management solution that delivers 18% ROI. Review staff roles and functions to maximise efficiency. Redirect some funds and grants to projects with KPI’s that better deliver core services delivery. Review returning household rubbish collection to core service.
Question – Connectivity – All Have you actively engaged with other candidates on any of these topics in the questionnaire to bring a cohesive proactive council?
Yes.
Question 20 Achievements – What 5 achievements do you plan to achieve if you are re-elected?
- Turn the council into cashflow positive to set a rates reduction protocol
- Rebuild the community trust in a council
- Ensure that core services delivery are maintained
- Government accountability for Hospital, education, Staff accountable for their action / inactions.
- Take some council meeting to the community
EDITOR’S NOTE: The questions were set by Mr Evans. Due to only only reply questions have been edited to suit.