No More Progressive High Rate Increases For CambridgeThere is a progression of high rates increases. Last year was 14.9%, proposed for this year is 15.5%, then 10.7% followed by 6.9%. That’s a compounded total of 57% increase over four years. Despite claims that these rates are within an affordability benchmark, there are many within Cambridge that would argue we have a Council we can’t afford. There has to be a good hard look at both the internal structure and line by line budget to reduce the overall expenditure and cost of Council.
HONESTY, RELIABILITY, INTEGRITY
"Thank you for your support. I am honoured to have represented the people of Cambridge for the last six years on the Waipa District Council. It is a role that I thoroughly enjoy. The last term has been a period of considerable challenge and there is a lot of unfinished business particularly with Three Waters and a Revised Long Term Plan. There will be considerable change to the form of Council post Three Waters. I believe my experience will contribute to an exciting future for our district and the people of Cambridge.
This website is authorised by Roger Gordon, 17 Vogel Place, Cambridge, 3434
My Attributes
WHAT YOU CAN EXPECT FROM ME AS YOUR COUNCILLOR:
I have INTEGRITY and will be true to my beliefs
I am PASSIONATE about Cambridge
I have a STRONG WORK ETHIC
I am an INDEPENDENT THINKER
I commit to being INCLUSIVE
I am APPROACHABLE with GOOD LISTENING SKILLS
I believe in a CROSS GENERATIONAL approach to make Cambridge great for all
I have a POSITIVE approach to change.
It’s about CAMBRIDGE and its place in the wider district of WAIPA. Cambridge is already a unique place to live in which we can all WORK, PLAY and THRIVE. This has cultivated an increasing demand that will see our town continue to GROW and EXPAND. I want to ensure Cambridge continues to be a place where everyone LOVES TO LIVE!
THE ISSUES
No To More Speed Humps And Traffic CalmingCambridge is sick of an over-abundance of speed bumps and traffic calming initiatives. I have advocated for the introduction of a policy that controls the use of this traffic management option. The roading network development is also influenced by placing an over emphasis on walking and cycling as the preferred mode of transport. I do support walking and cycling as a great alternative for those that wish to, and have the capability to, use it. However we are a rural service town and vehicles are an essential part of our life in whatever form they take.
The Bridge, Congestion and Cambridge ConnectionsThis project is critical for the future of Cambridge. Although the bridge location is a major component of this project, other aspects of our network such as traffic congestion, parking, northern access to the expressway from Tirau Road, and public transport are equally important. I welcome the reset to Cambridge Connections. The project needs to bring the people of Cambridge along with it. I think we also need a realistic deadline for this to be finalized.
Seniors Forum for CambridgeA recent meeting of Seniors (50+) in Cambridge identified a concern that they are not engaged with Council. Three years ago saw the dissolution of the Seniors Council meetings and there has been discussion over the discontinuation of Council’s Aged Friendly Policy. Last Census identified that 40.6% of the population of Cambridge are over 50 (Seniors). I would like to see the adoption of a suggested Seniors Policy and the introduction of some form of participative meeting or forum that provides an interactive opportunity between Seniors and Council.
Greater Transparency of CouncilThe current programme of fewer meetings combined with the change to the agenda content of Council Meetings is resulting in a lack of public transparency over the conducting of council business. The change of publishing operational reports to a restricted private communications channel is removing the opportunity for councillors to ask, and more importantly, be seen to be asking questions of the operative arm of Council. Moving Council and key committee meetings to Wednesdays has impacted the ability of the media to publicly report on matters of interest to the community. Turning off comments on Social Media is restricting the ability for public to respond to Council announcements. I don’t think any of these moves are good for democracy.
Public Transport for CambridgeNow is the time to put strategic thought into the development of a local public transport service, be it a flexi style on-demand service or an Orbitor style service. Recently I proposed that Council develop a strategic business plan for the introduction of a local bus service, and and be ready to work with our Regional Council partners when NZTA public transport funding becomes available.
Cambridge LibraryThe current Long Term Plan identifies that the Cambridge Library Project has been put on hold with a small amount of expenditure allocated to keep the project alive. During this current term, Council commissioned a feasibility study to consider the development of a new library and community hub. The Cambridge Community Board chair identified Cambridge Library as one of their strategic projects and have continued to highlight the current cramped library environment, with books stacked on the floor, lack of space during programmes, and safety concerns for staff and the public. The revision to the LTP post Three Waters may identify solutions to this problem whether it be a new facility as per the feasibility or perhaps a change in use of existing facilities with a re-imagined Council back to basics focus.
What now for Three Waters in CambridgeBy the time the next session of Council commences, Cambridge ratepayers will have told Council what they would like to happen with the Long Term Plan and the Three Waters Proposal. Whatever comes out of the consultation process we will know what the future holds. During the first year, Council will need to prepare a revision or amendment to the Long Term Plan to reflect the impact of Three Waters moving out of Council to a separate business unit. There will be buildings and pipes moving over, as well as responsibility for the provision of service. Some staff will move over to join the new company. However there may be some stranded assets that don’t transfer. From our Statement of costs of services 37% (nearly $20 million) of our $53 million service related revenue is related to storm water, wastewater treatment, and drinking water treatment and supply. Council operations will be considerably smaller. Over 40 staff are directly related to Three Waters plus how many other staff in support. Then there is government move to Back to Basics. So the questions: What can we afford? What do we focus on? Will be very relevant for the amended LTP.
Back to Basics approach by governmentThe Minister of Local Government has announced measures to ensure councils are getting back to basics to reduce the cost of living, deliver core services and infrastructure, and improve the efficiency of decision making, I am looking forward to this review. Our rates are increasing by 15.5% this year, which is more than four times the rate of inflation. I have stated in debate on rates that this level of increase is unacceptable and we must ensure we are doing everything we can to reduce pressure on ratepayers. Our ratepayers expect us to focus on delivering the basics, picking up rubbish, fixing water infrastructure, and filling in potholes. That’s what back to basics is all about. I support this move and look forward to seeing how we can implement this government initiative.
I have represented your interests on the following committees:
Full Council Meeting; Finance & Corporate; Service Delivery; Strategy & Planning; Regulatory; Audit & Risk; WDC Maungatautari; Housing Working Group, Creative Communities; Heritage Fund, District Promotions Fund
I have attended meetings of Future Proof Public Transport Sub-Committee and I am an accredited RMA Commissioner and have sat on several District Plan Change Hearings.
MY TESTIMONIALS & REVIEWS
CAMBRIDGE SAFER COMMUNITY CHARITABLE TRUST, NEIGHBOURHOOD SUPPORT
Hello Roger, I want to extend our heartfelt thanks for your support in helping us secure extra funding from the WDC LTP. It was gratifying to hear our Cambridge Councillors get in behind our work supporting our community. Your advocacy and belief in the value of what we do have made a real difference. Thanks to your support, we will be better equipped to continue building stronger, safer and more connected neighbourhoods. We can also spend less of our valuable resource on seeking funding! Your commitment to our community is truly appreciated, and we’re grateful to have you in our corner. Thank you once again for standing with us and for championing the work that makes our community a better place to live.
This is precis of my background in business and community organisations that have given me the skills and knowledge to fulfil my role as a Councillor
I arrived in Cambridge in 2014 to become Chief Executive of Destination Cambridge (initially Cambridge information Services) charged with the task of implementing a 'road map' to establish a Destination Promotional Agency.
Prior to this appointment I was, for ten years, Chief Executive of the Rotorua Chamber of Commerce advocating for business through establishing a network of business to business relationships. In 2008 the Rotorua Chamber of Commerce was recognised by two National Vero Excellence in Business Support Awards for its achievements.
In that role as Chamber CEO, I was a member of a Mayoral Economic Taskforce that developed the Rotorua Economic Development Strategy and was instrumental in the formation of Grow Rotorua.
For over 20 years, I was Managing Director and principal shareholder of Prestige Hotels Limited, operating eight hotels throughout New Zealand. Hotels in the chain gained recognition in the National Tourism Awards and the international Choice Hotels Awards.
I was a tourism consultant, RG Tourism Services, working with major tourism organisations and funding agencies. I was contracted to write the initial tourism industry unit standards and have authored five books on hotel management for the Hospitality Industry Training Organisation (then the H.C.I.T.B.)
In a 20-year association with Waiariki Institute as a consultant, faculty member and finally Director of International Affairs, I played key roles in developing the Diploma in Hotel Management and the Bachelor of Tourism Management. I established the International School. I lectured in Financial and Managerial Accounting on the Hotel Diploma Programme and the Principles of Tourism on the Bachelor of Tourism Programme. I presented many seminars on hotel related topics.
I am the past Chair of Rotorua Boys High School Board of Trustees, past chair of Rotorua SKAL (a tourism industry organisation) and past chair of the Rotorua Promotions Society (preceding Tourism Rotorua).
I am a member of Cambridge Rotary, a Senator and life member of International Jaycee and a former Bay of Plenty Regional Governor for Jaycees. I have been a member of the International Institute of Hospitality, the NZ Institute of Travel and Tourism and the NZ Institute of Directors.
My current interests in Cambridge include: treasurer of Cambridge Grey Power; past board member of Destination Cambridge; and a supporter of Cambridge Riding for the Disabled.
I have a keen interest in the early history of Cambridge having conducted walking tours and given presentations on heritage aspects of Cambridge.
I am married to Jo, with three grown children. My immediate family with six grandchildren are in Bahamas, Brisbane and London.
I would be very pleased to answer any of your questions regarding where I stand on any issue.
Address: 17 Vogel Place, Cambridge 3434
Email: : rogergordon2017@gmail.com
Facebook: Roger Gordon, Cambridge NZ
Telephone & text 0275 381228
Acknowledgements
I acknowledge local photographer and community historian Michael Jeans who has provided many of the images for this website and for my campaign
I acknowledge local company Rocket Spark whose website builder I used to create this website. If I can do it, anyone can!