City of Palmerston
KEEPING YOUR COUNCIL
A little about me...
I have lived in Palmerston for over 13 years.
I'm married with two primary school aged children.
My husband was in the Army for nearly 12 years. We decided to make Palmerston our home.
I am not affiliated with any political parties. I am INDEPENDENT!
I am highly regarded by my work colleagues for getting things done, and doing them properly.
The antics of the Council frustrated me. I am a rate payer, a professional public servant and I expect my money to serve the community well.
I was elected in the October 2015 by-election, with the mantra "Keeping Council Accountable".
I stand by open, transparent and accountable governance.
I opposed the multi-storey car park, from its inception, and was the only elected member to read the contract.
I will keep your Council accountable and ensure that we work for the benefit of the community.
Check the Media Articles (from the Menus above) to get an understanding of what was occurring on the previous Council.
MY PROFESSIONAL KNOWLEDGE AND SKILLS
WHAT I DO AT WORK
OUTSIDE OF WORK
Over 15 years experience in the Public Service, NSW and NT
18 months in Council, using all the skills I've gained in 15 years as a public servant, trying to ensure the Council was accountable and responsible with your money. Speaking out when necessary and keeping the public informed.
Governance for Councillors, Machinery of Government, Staff Selection, Project Management, Team Management and Leadership, Procurement.
- Bachelor of Environmental Management (1997), University of Adelaide
- Bachelor of Laws, Charles Darwin University (currently studying)
Database administration, project management, data analysis, spatial analysis, system design
Chair of the 1st Palmerston Scout Group Support Committee, Member of Top End 4WD Club, Member of the Multi Cultural Council NT, lots of camping and family adventures.
"My experiences on Council have motivated me to ensure the people have a voice."
WHY YOU should
VOTE FOR ME
Taking responsibility for decisions
Accountability is about taking responsibility for your decisions. Everyone makes mistakes. What sets you apart from others is owning up to your mistakes, taking ownership of them and making amends. Decisions have to be made, and you have to inform the community.
I was the only elected member to front up to the community several times and speak to residents about the changes at the recreation centre after Council decided to take over management from the YMCA at the end of their contract.
No hidden Agendas
Governments need to be transparent. This is especially true in local government, where elected members are making decisions with your rate payer money and links between elected members, businesses, school, sports and social clubs are common.
This means understanding when you need to declare a conflict of interest and excuse yourself from decisions. Ensuring that Council policies are adhered to. Tenders, recruitment, and commercial leases are advertised and procured appropriately.
I was the only elected member to question Council procedure on the leasing of the library cafe, and ask for information from the Ombudsman's Inquiry. I am not afraid of asking tough questions.
Your previous Council kept the real cost of the Archer landfill confidential then made complaints to the Local Government Disciplinary Tribunal when I informed the public. Transparency is also about disclosing finances to the community and admitting there was an error.
Listening to everyone in the community.
I have listened to everyone that has contacted me with issues or problems. Even if your problem is not a Council issue, I am a professional public servant, I know the government systems well, and can provide advice, assistance and guidance to help resolve them.
If there is anything I can do, I will do it.
COUNCIL AND THE LAW
Council is a body corporate
All of Palmerston are part of that Body Corporate. This means City of Palmerston has to operate under Corporations Act 2001 (Cth), not just the Local Government Act (NT), and we are supposed to operate in the interests of the entire community.
Council also has subordinate powers, such as by-laws, which should be changed as our society changes, in order to provide for good governance of its area.
Council is not a law unto itself, the community do have a right to fair and equitable treatment, and should be able to report any wrongdoing without reprisals.
If you feel you have been treated inequitably, I will assist you in resolving grievances with the Council, even if that means fighting on your behalf or directing you to another authority for assistance, such as the Ombudsman, Information Commissioner or Legal Aid.
How the Council manages its affairs, public money and assets
Ensuring that Policies, Procedures and Guidelines are adhered to. That the organisation has an achievable strategic plan, and that there is sufficient budget, resources and controls to ensure these plans are implemented.
EMPOWERING RESIDENTS AND BUSINESS
Empowering the community to thrive and flourish
Ensuring that community needs and safety are met, such as ensuring school crossings, footpaths, storm water drains and roads are safe and at an appropriate standard.
Ensuring that Council does not unreasonably interfere with businesses operating in the municipality, so they too can operate freely.
I have taken time to address safety issues such as school crossings in Rosebery and Driver, after Council failed to install and maintain them. I questioned the placement of tactile ground surface indicators, and advocated on behalf of Goyder Square businesses who had their trading disrupted , up to three years in a row. I also advocate for a local businesses when appropriate.
The Council needs people
Councils need people in the community to tell us what we are doing wrong, what we need more of, how we can improve and what services and assistance they need.
I listen, I understand, I can help.
It's your money!
Financial sustainability is fundamental, otherwise we see the Council shocking rate payers with extra high charges. I saw a huge vulnerability in the Municipal Plan and budget detail in 2015, many months before I joined Council.
Council spending was out of control.
I opposed many Council decisions because the justification was not there. The Council did not have millions of dollars to spend on CBD improvements and other projects like investment apartments and car parks.
I was the ONLY elected member attempting to rein in the spending. Good things can happen, money can be spent, but we need to ensure that the spending is required, that funds are available, that the community gets the best possible outcome for the money being expended and that the city has a prosperous future without unnecessarily burdening rate payers.
The Council needs leadership!
I was identified as a future leader in my 20's when I led my first project teams as a consultant and contractor to the NSW government. My projects were delivered on time, and under budget - apparently this was unheard of in the NSW government, so they offered me a full time position. I have lead many teams through organisational change, projects and daily operations. I have managed large budgets with care and diligence. I use my time efficiently and effectively. I can decipher information from multiple sources and pull together solid outcomes and solutions that have the most benefit. Most importantly, I can lead a team that is committed to change.