Q6/ Financial Experience
Daniel Abou-chedid
My 20 years of experience running three businesses, from catering to restaurants,
has honed my financial acumen. In my industry, its essential to understanding all
financial drivers of your business, to truly understand the bottom line.
As an example, successfully navigating the immediate and post challenges of
COVID-19 required quick and efficient financial decision-making for survival and
continued sustainability.
When it’s your own money and reputation is on the line, you develop a unique
appreciation for financial management.
Although running a business in this sector may be different to governing the financial
affairs of Council, this hands-on business experience will allow me to continue build
my financial skills if I am elected to Council in September.
Paul Chapman
As the Founder and Principal of Central Coast Sports College, I have over 12 years
of experience managing the finances of a multi-million-dollar independent school.
This has involved navigating the complexities of government funding and parent
tuition, along with the unique challenges that come with running a school.
As a highly regulated school we have successfully addressed many operational and
financial challenges to ensure the College’s financial strength and sustainable future.
In addition to this hands-on experience, I have a formal education that includes core
accounting subjects from my university studies.
Neil Ferguson
I have been developed a good understanding of business and finance past 20 years
in the Liquor and Hospitality industry.
I have served as a Board Member for 8 years at Ettalong Memorial Club which has
allowed me to develop finance, governance and skills at a Board level.
Q7/ Work Experience
Daniel Abou-chedid
After leaving school, I pursued an apprenticeship as a chef in a renowned 5-star
hotel. I honed my craft while truly learning to understand people’s wants and needs.
At 18, I opened my first business, a café.
Losing it all by 21 was one of my greatest life lessons. I worked in various resorts,
hotels, and restaurants across Australia before opening a catering company and
moving to our region to pursue other ventures.
Alongside this, I’ve had roles with Electrolux, Domayne, appeared on Channel 10,
and hosted a radio show on 2GB. I’ve also had the privilege of showcasing my love
for cooking and passion for the Central Coast on over 70 P&O cruises.
Paul Chapman
I worked in the IT and mobile phone industries for over 12 years, gaining experience
with companies such as Apple, Microsoft, and various resellers in a variety of roles.
While working in support roles, I pursued a Bachelor’s Degree in Education and
graduated from the University of Newcastle with First Class Honours. I then
transitioned to a full-time teaching position at a local independent school.
After six years as a passionate high school teacher, I founded my own K-12 school,
now known as Central Coast Sports College. My career path has spanned sales,
technical support, teaching, and now senior management and leadership.
I also serve on the Regional Advisory Council through Business NSW and am a
Board Member of the Combined Independent Schools Sports Council.
Neil Ferguson
I have been employed for the last 20 years in the liqour industry managing an
extensive portfolio of customers on the Central Coast.
Previously, I was employed by Centrelink with a focus on employment and disability
cases. This work provided me with a deep understanding and empathy for large
parts of our region that are disadvantaged and require assistance .
Q8/ Community Activism or Involvement
Daniel Abou-chedid
For the past 14 years on the Central Coast, I’ve been promoting and advancing the
tourism and events industry, and being actively involved in the planning and
execution of regional promotions.
I’ve participated in creating educational pathways for school leavers that are
interested in joining the hospitality industry, led initiatives at the Juvenile Justice
Centre and cultural events, worked with PCYC and NSW Police to help
underprivileged kids, and cooked and provided meals for the homeless.
I’ve also offered countless work experience opportunities to young people across all
my businesses. More recently, I’ve been assisting the Night Time Economy Task
Force, leading the way for Gosford nightlife and securing a grant for the Uptown
program.
Additionally, I’m working on a program with Coast Shelter to help youth who have
been involved with the juvenile justice system understand their potential for the
future.
Paul Chapman
I have been actively involved in various community organisations.
As sport is one of my passions, much of my personal time outside of work has been
dedicated to coaching, sports administration, and serving as treasurer for a local
football club.
With a keen interest in the Central Coast, I’m also actively engaged with Business
NSW, where I am one of their founding Regional Leaders and a member of their
Regional Advisory Council.
Currently, I am a team manager for a local senior football team and enjoy
volunteering with other local organisations.
Neil Ferguson
I have been involved in community sport for over 40 years as a Player, Coach/
Manager , Committee Member and Board Member. I am a Life Member of Southern
Ettalong Football club and current Board member of Ettalong Bowling Club.
I have held numerous positions on these committee’s including Sponsorships,
General Committee, Vice President, Grants Committee and Social Committees.
I understand how important sport is in the community and the role council plays in
supplying infrastructure to support our regions open space and recreational
requirements.
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
(Use the operational plan to give three examples)
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
of 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
(Using the same operational plan for examples)
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.
