A regular feature, this month we profile two Councillors from Tasmania.
Mayor Lynne Laycock, Devonport City Council, Tasmania
Q. How long have you been on Council?
I was elected to Council in 2002 and became Mayor in October 2005.
Q. Why did you want to become involved in Local Government?
I wanted to be part of shaping the long term future of our city. I have been involved in the community for 20 years on various committees, boards and organising events, so it was simply a continuation of what I was doing, bringing the knowledge with me to the Council table from many organisations.
Q. Can you tell us about your Local Government area?
Devonport is a provincial city with a population exceeding 25,000 located on the mid north coast of Tasmania. It is the home port of the three Bass Strait passenger ferries. It is predominantly urban with a small rural fringe. In area, it is the second smallest Council in Tasmania. It is the centre of a rich agricultural district and is a service centre for many agricultural industries. It is surrounded by three rural councils and is close to Cradle Mountain with its famous walking trails and trout fishing areas. Besides being the main port for Patricks Stevedores, it has one of the only two towel weaving mills, the only carpet manufacturing operation left in Australia and a jet standard airport.
Q. What are some of the challenges in Local Government?
I suppose the biggest challenge is just getting to know how the system works. In a State where there are no endorsed party candidates there is no point in standing for Council with an “I will” policy. You can only achieve objectives by working hard as a team so that all elected members are in a win-win situation. There have been many times when proposals I have brought forward were defeated. There is no point in doing a dummy spit. You must go back to basics and do your best to convince your peers of the worth of your proposal. It is remarkable when you do this, how many of those proposals go through the second time around.
Q. What are the specific issues facing your Council?
Devonport is lucky that it does not seem to have any insurmountable problems. Naturally we, like most others, have aging infrastructure that will need replacement and we must plan for it. We are also looking to improve the appearance of Devonport, which is often termed the Gateway to Tasmania because it is the home of the Bass Strait ferries. We want to welcome visitors to a vibrant, attractive city. The recent upturn in the economy means that it is an ideal time to get cracking on these projects. Another significant problem is the change in formula for financial assistance grants. Devonport’s general grant will fall by the equivalent of five per cent of our rates, which will place additional pressure on the budget.
Q. What are the key aspects of being a good Councillor?
I believe a Councillor needs good interpersonal skills, be prepared to be proactive, responsible and think outside the square.
Councillor David Grace, Deputy Mayor, Kingborough Council, Tasmania
Q. How long have you been on Council?
About six years. My first term commenced in 2000 as a Councillor and I was re-elected for a second term in 2005 and as Deputy Mayor for a two year period.
Q. Why did you want to become involved in Local Government?
My involvement with Local Government started at the age of 18 with the then Kingborough Commission, later to become the Kingborough Council. Here I occupied the position of water and sewerage supervisor. I left to operate my own civil contracting business with jobs in Tasmania, Victoria and New South Wales. Eventually returning to Tasmania, I saw a need and opportunity to become involved in the development of the municipality.
Q. Can you tell us about your Local Government area?
The municipality covers 720 square kilometres along a relatively narrow strip of mainland Tasmania and includes Bruny Island, which lies a short distance offshore. Kingborough has a coastline of some 336 kilometres and the land is undulated throughout, bordered on the western side by hills and in the east by the estuary of the Derwent River, the d’Entrecasteaux Channel and open ocean to the south. The northern part forms the outer suburb of Hobart grading to predominant rural use further south. The population is growing rapidly and now exceeds 31,000 people. Industry, small and large, is increasing due to its excellent proximity to harbour facilities nearby.
Q. What are some of the challenges you have faced in Local Government?
The important issues I faced were to awaken the residents to become actively engaged in the management of their Council, and for the Council to accept inclusion of residents’ involvement. Leaving matters only in the hands of Councillors is outmoded. Community consultation on improvements and draft proposals by Council staff must lead to better living conditions, but we still have a long way to go. After all, residents now expect to receive value for their high rates and levies. They are the ratepayers, stakeholders and shareholders in their community.
Q. What are the specific issues currently facing your Council?
The rapid growth of the municipality since the 1970s due to the completion of a major four lane highway link from an adjacent municipality to Hobart meant that the largest towns, Kingston and Blackmans Bay, grew rapidly. Challenges in the provision of potable water and sewerage in particular, together with ancillary services such as waste disposal, continue to be issues of major concern. Council’s agreement on infill housing adds to these problems as older, existing services need upgrading. Public transport is also a problem. There is also a distinct lack of facilities for the young and senior residents.
Q. What are the key aspects of being a good Councillor?
Communication skills rank highest among the attributes of a good Councillor. To be able to devote adequate time to your position is essential. So is staying in touch with the population who elected you as their representative. Technical knowledge, or at least an understanding of matters involved, ranks a high second. Understanding financial management is important, particularly when waste can be avoided through proper planning. It is unrealistic to expect ratepayers to just foot the bills by increasing rates.
