Lawrie McKinna, Pat Farmer and George Paterson
Q1/ Financial Experience
Lawrie McKinna
I have held Chief Executive Officer roles at major sporting organisations over the
past seven years which included my current tenure as the CEO of Sydney Olympic
Football Club.
My financial experience has also been demonstrated though the ownership of 3
small businesses over the past 30 years.
I was the Mayor of Gosford City Council from 2012-2016 currently the Chair of
Regional Development Australia Central Coast.
Pat Farmer
My financial experience comes from achieving an executive Master of Business
degree from the University of Technology. I also have run my own private event
promotions company for the past 30 years. I was the longest serving Director on the
Australian Sports Commission between 2014- 2023 and we administrated significant
funding to support sports clubs from a junior level all the way through the AIS to
World Championships , Olympics and Paralympics.
George Paterson
Worked in finance for 4 years early in my career.
Budgetary control is part of my current role managing cost & expenses.
With my directors’ hat on I provide Financial Oversight & Warnervale Air & the
Central Coast Aero Club. Reviewing and monitoring financial performance, including
approving budgets, financial statements, and major expenditures. Ensuring sound
financial policies and practices are adhered to.
Q7/ Work Experience
Lawrie McKinna
I was a professional Football player in Scotland prior to moving to Australia to play
Football in 1986.
The first chapter of my career in Australia was in the sports industry where I became
the Sponsorship and Marketing Manager for Asics.
I then gained fulltime employment in Football (Soccer) as assistant coach or Head
Coach for 13 years with professional Football Clubs both within Australia and
internationally.
I became Mayor of Gosford in 21012, for 4 years before becoming the Chief
Executive Officer for the Newcastle Jets Football Team and I am currently employed
as the Chief Executive Officer of the Sydney Olympic Football Club.
My broad employment history has allowed me to develop substantial management
experience and leadership capability.
Pat Farmer
I have spent 9 years as a Federal Politician, the Member for Macarthur,
Parliamentary Secretary for Education Science and Training, and as the Federal
Spokesperson for western Sydney.
George Paterson
35 years IT, customer & people management. For the last 10 years I have been part
of the ANZ customer service leadership team with a global IT company managing 30
staff across Qld, SA, NT & New Zealand. As a customer service professional, I deal
with enterprise level execs daily often in very challenging circumstances.
I have also held a seat on the board of directors at the Central Coast Aero club for 9
years and Vice president of Warnervale Air for ~ 5 years.
Q8/ Community Activism or Involvement
Lawrie McKinna
Upon relocating to the Central Coast in 2005, I took on the role of the inaugural Head
Coach of the Central Coast Mariners. The club swiftly established itself as a
community-focused organisation, and as the head coach, I was committed to
instilling this core value in every player and staff member. I take great pride in the
fact that, 19 years later, the club continues to uphold this fundamental principle.
I have welcomed every opportunity presented to me to support worthwhile causes in
our region. A few of the wonderful local charities, not for profit organisations and
local events that I have directly assisted include, the Salvation Army Red Shield
Appeal, Cancer Council, Dancing with the Stars, Relay for Life, Patron for
Australians Biggest Morning Tea, Patron for Daffodil Day and ambassador for the
Daffodil Swim at Terrigal. I was on the Board of the Donnica Clarke foundation for
many years, and I was a proud active board member of the Central Coast Academy
of Sport Board for many years.
I am currently on the board of the Bikers Hand (Charity Hub) charity who provide
food and clothing to over 40 charities on the Coast. I have, and always will do
anything I can to assist our region to create better outcomes for our region.
Pat Farmer
I am a member of Copa Community Association, Central Coast land Care Group
(which is all about pulling weeds getting rid of deadwood and cleaning up our
bushland and coastline). I work two days per week for UNICEF and this allows me
the time to devote to other work within the Central coast region like supporting
Rotary North Gosford and Soks (Save Our Kids). I have raised millions of dollars for
charities worldwide and will always display my Compassion and passion for helping
others regardless of if I am an elected official or not.
George Paterson
Advocate for the development and maintenance of small airports and airstrips that
are vital to their communities. Ensuring these facilities are accessible and well-
maintained.
Through the aero club we are constantly developing and market aviation tourism,
where pilots and aviation enthusiasts travel to unique destinations via general
aviation. This can create business opportunities and economic benefits for local
communities.
Q9/ What current public causes/issues do you agree with?
Although we appreciate CCCW providing an overview of a number of issues and
causes that people have put forward, the 3 independent candidates for East Gosford
that form part of Team Central Coast, believe that it is essential to gain a deep
understanding of any issue that comes before Council, before taking a premature
position on that particular matter.
Team Central Coast has already commenced discussion with a number of advocates
for these issues and causes.
Evidence based decision making will be critical for our newly elected Council to
make fully informed decisions on behalf of our residents and local businesses.
Q10/ Why should I vote for you?
Lawrie McKinna
I have been fortunate to have travelled across the World due to my varied
professional and sport related roles and with this experience, I truly appreciate what
a special place we live in.
However, in saying this we need to acknowledge the significant challenges we face
as a region and following a long period in administration it is critical that our residents
vote for candidates that have the ability to collaborate and work as a team to provide
improved outcomes for region.
I have always led from the front as a coach and leader, and if given the opportunity
to be elected to Council, I am confident that my broad business, sporting, and the
important experience gained as a former Mayor, will allow me to represent our
community fairly, and ensure that as elected group of Councillors we create a
regional Council that is truly focused and committed to the essential needs of our
residents and local businesses.
Pat Farmer
I have lived all of my adult life as a service to community, and I love where I live in
Copa. I have spent 9 years as a Federal Politician, Member for Macarthur,
Parliamentary Secretary for Education Science and Training, Federal Spokesperson
for western Sydney.
I have used my extensive Ultra Running ability to raise literally millions of dollars for
charities and people in need. I have built a brand based on Integrity and hard work. I
am approachable and here to serve.
Most of all I have an engineering background and engineers are problem solvers.
George Paterson
A problem solver by nature, my day job throws complex technical challenges at me
by the hour. Having an ability to absorb information at short notice build effective
working relationships & teams focused on resolving issues in a timely manner will
stand me in good steed for working with the other 14 newly elected councillors.
More importantly I am standing as an independent as I honestly believe that my
communities’ interests are not being met by big party politics.
It’s time for a fresh start, the new councillors need to get back to basics, Roads,
Rubbish, Rates & community issues within their ward.
Q1/ What’s important to you from the Operational plan’s vision and framework?
1/ A1 – (Endorse) Work within our communities to connect people, build capacity and create local solutions and initiatives.
The newly elected Council should place a strong emphasis on involving residents in its decision-making processes. After an extended period in administration, it is crucial that the Council genuinely engages with all community members to ensure that the Community Strategic Plan accurately reflects the true needs of our community.
2/ C3 – (Endorse) Facilitate economic development to increase local employment opportunities and provide a range of jobs for all residents.
As the third most populous council in New South Wales, the newly elected Council must embody the aspirations of its residents while harnessing the significant economic and social potential of the region to drive its long-term growth and development.
3/ L4 – (Endorse) Provide equitable, affordable, flexible and co-located community facilities based on community needs.
A lack of social and community infrastructure development in existing areas, poor maintenance of existing assets and ineffective placemaking has inhibited the creation of accessible, safe, and attractive local areas and stopped the Central Coast from adopting a strong sense of community and belonging.
Q2/ Which upcoming plans already in the pipeline do you support?
Endorse
1/ Community Strategic Plan (Q4)
2/ Delivery Program 2025-2029 (including Operational Plan 2025-26) (Q4)
3/ Resourcing Strategy (Long Term Financial Plan | Workforce Strategy | Asset Management Strategy | Digital Strategy) (Q4)
Delete
As the Q2, Q3 & Q4 periods of the 2024 – 2025 Operational Plan represent the end of the broader 4-year delivery program and is intended to deliver the priorities outlined in Council’s existing Community Strategic Plan, our group will refrain from presuming the discontinuation of any existing initiatives, policies, plans, and strategies that are presently scheduled for public exhibition or delivery.
Q3/ Do you support keeping the 2021 ten year special rate variation (rate increase) beyond 2031?
A fundamental reassessment of priorities is vital for our Council to achieve financial sustainability and effectively address the genuine needs of our community.
To alleviate ongoing rate increases and the associated financial strain on residents and businesses in our region, the Council must pursue operational efficiencies and productivity improvements while actively exploring alternative revenue sources.
It is imperative for the new Council to conduct a thorough evaluation of the current Community Strategic Plan, Delivery Program, Operational Plan, Resourcing Strategy, Workforce Management Plan, and Asset Management Plan.
This review should ensure that the Council’s commitments and implementation strategies are truly in line with community expectations and aligned with the Long-Term Financial Plan.
Once this process is completed, our group believes that our newly elected Council will be in a fully informed position to determine whether income generated through the temporary rating increase is appropriate to be retained in the rating base, post 2031-32.
Although our group is concerned about ongoing rate increases and the associated financial strain on residents and businesses in our region, it is essential that the elected Council maintains a strategic focus on financial sustainability over the long term and to be in the position to deliver community expectations and growth in our region.
Q4/ How would you increase revenue
To be honest, as a group we struggled to find actions, projects and KPIs in the Operational Plan that had relevance to true revenue generation and assisting Council to be financially sustainable in the long term.
However, in an effort to address the question posed we provide the follow response:
1/ DP_185: Undertake a review of the Community Strategic Plan (CSP) and develop the next Delivery Program and Resourcing Strategy
The existing Community Strategic Plan requires extensive review to clearly identify increased revenue streams relating to economic development and property opportunities, planning and development assessment services and fees, and to proactively identify opportunities to develop commercial opportunities and businesses to create new income streams to offset its cost of operations.
2/ DP_037: Implementation of the Airport Masterplan
The endorsement of the Airport Masterplan Key will allow Council to increase Council’s revenue by seeking commercial expressions of interest from aeronautical and light aviation, emergency services, educational institutions related entities, to better utilise Council owned lands.
3/ DP_280: Implementation of high priority actions in the Central Coast Local Housing Strategy
Implementation of high priority actions in the Central Coast Local Housing Strategy will provide additional sources of revenue because of increased development application fees and associated development contributions (local infrastructure contributions) to fund local infrastructure needed to support the increasing number of residents living in and visiting our region.
We also note the following suggestions for revenue generation that a new Council may want to consider moving forward:
A review of Council’s investments would ensure that Council’s current investment portfolio not only maintains a low risk profile it also attracts the most appropriate returns for our region.
Council also needs to proactively seek opportunities to develop commercial opportunities and businesses to create new income streams to offset its cost o
operations.
Given the challenge of council relying on their own-source revenues, it will also be essential to seek additional financial assistance from the Australian and NSW governments (through intergovernmental grants) over the coming years especially in relation to planned asset renewals.
In addition to the above, Council needs to continue its advocacy efforts to the Federal Government to increase the financial assistance grant allocation provided to Council and local government more broadly.
Q5/ How would you reduce expenditure
Again, as a group we struggled to find actions, projects and KPIs in the Operational Plan that had direct relevance to reducing expenditure and assisting Council to be financially sustainable in the long term.
However, to address the question posed we provide the follow response:
1/ DP_185: Undertake a review of the Community Strategic Plan (CSP) and develop the next Delivery Program and Resourcing Strategy
The existing Community Strategic Plan requires extensive review to ensure that the Council’s commitments and implementation strategies are truly in line with community expectations and aligned with the Long-Term Financial Plan.
2/ DP_188: Implement the Service Optimisation Framework through the conduct of Service Optimisation Initiatives
The intent of the Service Optimisation Framework needs to be focused on providing the right balance between affordable and acceptable levels of service to our community and identifying opportunities to resign inefficient processes, streamline existing workflows and reducing wasted effort and expenditure including the use of consultants and non-critical activities.
3/ DP_257: Percentage of residential development applications (housing dual occupancy and secondary dwellings) determined within 40 days (gross calendar days)
It is critical that Council deploys innovative and best practice processes and systems to ensure that development applications progress efficiently through the planning, assessment, construction and completions process to reduce the cost of assessments by Council staff and the substantial and often unnecessary financial legal burden of planning matters being referred to the Land and Environment Court.
We also note the following suggestions to further reduce expenditure, that a new Council may want to consider moving forward:
Council refocuses it resources and effort on core functions, and to seek substantial productivity and efficiency gains that will reduce costs, improve services and increase resident satisfaction.
Council also needs to proactively seek opportunities develop commercial opportunities, partnerships and new businesses to offset its cost of operations.
Will you concentrate only on community issues and leave political views out of council
Will you not get involved in political issues and concentrate on community issues only
What are your views on the proposed wamberal beach wall..