Happy coincidence
Getting involved in Local Government was a spur-of-the-moment decision.
Ted Ross, the Infrastructure Director at Meander Valley Council joked to me that I should run for Council on the Thursday prior to nominations closing.
Two hours before nominations closed, I thought why not have a go?
I certainly hadn’t been harbouring any hidden ambitions to enter Local Government, let alone become a Mayor.
Since then I have been a councillor for four and a half years, and mayor for two and a half.
I share my Mayoral role with my full time position as the chief executive officer of the Regional Development Australia Tasmania Committee.
Urban and rural
With a population of just under 20,000, Meander Valley is bookended by the southwestern urban area of Greater Launceston and Tasmania’s world heritage listed wilderness.
In the middle are productive agricultural areas and a number of wonderful rural towns.
It’s hard not to feel blessed as you drive through the scenic rural areas.
Meander Valley Council benefits by sharing urban and rural communities.
Scale in the urban areas enable us to plan and provide sustainable and relevant services and infrastructure, and our agricultural land generates
$500 million of economic activity annually, serviced by significant water irrigation systems.
Economic Development
As I see it, our biggest challenge is to stay on course for the delivery of our core activities and to be very careful and considered if we were to divert from this.
By this I mean to ensure that Council maintains a key focus in the provision of core services such as long-term asset management and renewal, efficient planning and delivery support, playing an appropriate role in community and economic development, and managing our finances responsibly.
At a time when the economy is challenged, we need to focus on doing as much as we can to support investment and growth, but not doing so much that we put at risk the ability of Council to meet our long-term financial commitments without burdening ratepayers in the future.
We also need to be clear about what we can do to support economic growth to the extent that we can make a short–term impact.
Council initiated an economic renewal project in early 2013, resulting in the establishment of an Economic Renewal Action Group (ERAG). The ERAG is tasked with implementing the outcome of an economic renewal report and operates independent of Council.
Council has made a commitment to be a partner in the process, but not a driver of the actions.
The result of this process will result in community lead economic outcomes.
The key aspects I’ve found that make a good councillor are not assuming we are experts, respecting and trusting the advice of Council staff, and avoiding internal politics. Also we must respect our community and their views, don’t try to be everything to everyone, understand our limitations, and enjoy our community involvement.
The best advice I have received comes from two members of the community.
One was to remove my sunglasses when I talk to people, as making eye contact is really important.
I was also advised that my public speaking needed improving.
This was followed up by an offer to provide some useful tips that I gladly accepted, and have helped enormously.
My advice to others in Local Government is don’t knock back free advice from members of the public.
