• FULL SCALE FINANCIAL AUDIT OF COUNCIL.

Just as the new state government appointed Peter Costello to lead an audit of the state's finances, I would be seeking to understand the exact fiscal position of our city. I would be seeking a complete review of all the current programs and all spending by this council.  A full list of council assets, the revenue they create and what they cost to operate and maintain.  It is imperative we have a full and complete picture of the situation BEFORE we start promising to do anything.

• GREATER TRANSPARENCY IN OPERATIONS.

After the audit is completed, the information should be shared with ratepayers. Any decisions to cut or increase spending must be made from a place of shared understanding. If you want change to be accepted and succeed you need to consult those affected. If something has to hurt us as ratepayers and residents, we need to be made aware of why, for how long and for what future gain this short term pain must be endured.

•  RESTRAIN COUNCIL SPENDING
  

A full scale overhaul of the GCCC is in order.  The dysfunction of bureaucracies is unchallenged and at times, stupefying.  While I do understand some of the managerial issues that set bureaucratic organisations apart from private enterprise, there is never an acceptable excuse for waste of public monies. Policies, procedures, workflow systems and communication channels should all be analyzed with a view to streamlining operations. Council spending must be restrained in the first instance, the people have been asked to pay the price of financial mismanagement for too long. 

• RESTORING SOUTHPORT TO A THRIVING CBD
  

The function of government should be to stabilize business and in turn businesses provide jobs. I would be seeking ways to restore Southport to its former glory as a business centre.  I would be investigating ways to attract businesses to fill our empty commercial space and develop our area for the benefit of all stakeholders.  We don't need another council building.   According to internet sites designed to lease and/or sell commercial space there are thousands of square meters of space available in Division 6, perhaps we can move some the departments into some of this empty space.  Lease the space with incentives to support the developers and investors who put their money into the division.  With more bodies in offices, there would be increased pedestrian traffic, increased trade and the local businesses could then afford to support the struggling sport and community clubs in our area.

• FURTHER BEAUTIFICATION OF CBD AND SURROUNDING AREAS

 

The Major Projects department at the GCCC has published a document entitled the "Central Southport Master Plan".  It is filled with wonderful plans and ideas and it undoubtedly cost ratepayers a fortune to put together:

http://www.goldcoast.qld.gov.au/attachment/communityconsultation/smp-full-version.pdf

An impressive and professional document which  provides details of   WHAT could be done but not much on HOW or HOW MUCH or WHEN.  Future funds must be earmarked, if not immediately available,  to keep the ball rolling on delivering these promised improvements in a timely and cost effective manner.  Further consultation with various stakeholders may be necessary to ensure that they are indeed to the benefit of all and costed appropriately.  

• USE SPENDING FOR COMMONWEALTH GAMES TO BENEFIT OUR DIVISION FOR THE LONG TERM.
  

Whether you support or oppose the Commonwealth Games being held here on the Gold Coast, we are committed to it.  We now have six short years to ensure we rise to the occasion. If we, the rate payers, must share the burden then I want to see Division 6 get a share of the rewards wherever possible from a LONG TERM perspective. I would be seeking to use this opportunity to affect lasting changes in our area and ensure that monies invested, regardless of their origin, will be put to good use for our children and our children's children. I would prefer not to see a Games Village built on parkland if possible rather located in a residential area. If these houses or units are to be sold to private individuals eventually, I would rather see them sold as low cost housing with appropriate interest rates financed by the division to parents of children with disabilities. Some, depending on design, may be suitable for assisted living for the elderly or disabled. This would require thoughtful planning and much consultation on a grand scale.