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sustainability of the fund and allowrecovery to happen in a shorter timeframe of 10-20 years.“Again, due to volatility, therewill be ups and downs in the processand fund values, and some risk offailure. Another major shock suchas ‘GFC II’ would cause problems,and is a possibility,” he admits.As for the Powerco investmentNPDC parted with nine years ago?In July this year, 42 per cent of itwas sold to AMP Capital for $525m.From left: Peter Barker, Craig Knowles, John O’Sullivan, Len Houwers and Keith Allum.Councillors on the InvestmentsSub-committee during this latestterm were:Harry Duynhoven (1 term)Maurice Betts (3 Terms)Heather Dodunski (3 Terms)Andrew Judd (2 Terms)Pauline Lockett (Chair – 1 Term)Alex Matheson (2 Terms)Phil Quinney (2 Terms)Previous councillors who havebeen on the Investments subcommitteewere:Mayor Peter Tennent (Chairperson2002 – 2010) and Elaine Gill (2002 –2007), who is now a director of TIML.Council critic, Len Houwers(second from right), believes theculture of NPDC needs to change,and replacing one or two peoplearound the council table isn’tgoing to make a difference.So he’s gathered together a groupof like-minded individuals underthe banner CHANGE!He stresses that CHANGE! Is nota political party, but a group of likemindedindividuals with commonvalues.The group’s four major platformsfor change are: transparency,affordability, democraticparticipation, and good governance.“The people being put forwardunder CHANGE! are motivated bycivic duty alone. Nobody needsthe job, the money, the recognition,or is bored and wants somethingto do. In fact for a lot of us we areacting against our own self-interestto stand. We are simply motivatedout of a sense of moral duty to stepup and help fix what we see as abroken system of local governance.“We are people with businessand financial experience whoknow how to prioritise scarceresources when demand fromthe community is unlimited.We are people who have propergovernance experience whoknow how to set direction andmonitor and control organisationalperformance.”••Main issues:1. Collaborative community discussion. We must allow affectedparties the opportunity to sit around the table discussing issuesof concern early in the process.Nick Barrettfor Taranaki Regional CouncilExperience:• 11 years Fonterra Shareholders’Council,• 6 years NZ Dairy EnvironmentLeadership Group,• 6 years Omata School Boardof Trustee including 4 yearsChairperson,• Life member of Taranaki Triathlon& Multisports Club, FormerTriathlon NZ National Councillor,• 21 years running dairy farmingbusiness which now includes 3dairy farms milking 1600 cows.2. Strong emphasis on long term planning. The best performingbusinesses are those who plan long term and don’t knee-jerkreact to issues.3. Riparian planting. What the Taranaki community is tryingto achieve with riparian plans is NZ leading and will have asignificant positive effect on water quality. I will continue toencourage all farmers to complete their plans.4. Best use of assets. TRC has $80 million of assets and $20million annual revenue which needs prudently managed toensure rates remain relatively low compared to other regions.5. Sound, robust scientific and economic data. TRC must use bestpractise and defendable measurements which can stand upto the scrutiny of Councillors and the Taranaki public. Councilalso have a responsibility to make sure the public understandsthe scientific data and the basis on which it is collected anddecisions made.I have the courage, governance skills and community contacts toensure I represent your views and make Taranaki a place wherethe environment, community and business thrive./Nick-Barrett-for-Taranaki-Regional-Councilwww.vote.co.nz/2013/candidates/nick-barrett-8992LIVE MAGAZINE I SPRING 2013 I 17