John Mouland, Paul Wade and Mitch Cowen
Q1/ Financial Experience
John Mouland
My financial experience has been demonstrated by my 30 years+ of senior leadership experience in both the public and private sectors. This includes my 11-year tenure as the CEO of Regional Development Australia Central Coast, 10 years at Gosford City Council in several senior management positions and ten years of management at a multi-national organisation. I am the long-term Chair at a successful Aged and Disability organisation and serve as a Board Member at an independent school. I am a member of the Australian Institute of Company Directors and have undertaken the AICD Company Directors course.
In these roles I have gained extensive experience with reviewing financial statements, budgets, cashflow and monitoring the financial performance of organisations.
Paul Wade
I have run a successful small business for the past 25 years and although I have not worked in an organisation of the scale of Council, I understand the importance of prudent financial management and planning.
As a new Councillor I am committed to seizing every opportunity provided, to further enhance my financial management skills and to gain a comprehensive understanding of the foundations of Council’s financial sustainability.
Mitch Cowen
I have effectively operated a business for more than 23 years, achieving an annual turnover that has reached and exceeded 5 million dollars, with contracts totalling in the tens of millions.
Throughout my tenure on the coast, I also held the position of treasurer for the Central Coast Soccer Association for a two-year term.
While I understand the significant responsibility that comes with overseeing the Council’s substantial budget, I am confident that my extensive experience serving on various boards over the past 30 years, combined with my entrepreneurial background, has equipped me well for this role.
Q2/ Work Experience
John Mouland
My career includes 30 years+ of senior leadership experience in both the public and private sectors.
This includes my 11-year tenure as the CEO of Regional Development Australia Central Coast, 10 years at Gosford City Council in several senior management positions and ten years of management at a multi-national organisation.
I am a member of the Australian Institute of Company Directors and have undertaken the AICD Company Directors course. I hold the position of Chair at a prominent Central Coast Aged and Disability organisation and serve as a Board Member at an independent school in the region.
These roles and training have given me significant experience in good governance practices and a strong understanding of the role and obligations of a Councillor and a Company Director.
Paul Wade
I commenced my career as a Mechanical Draftsman before earning the opportunity to join Football Victoria. Following a very successful football career that included 118 appearances for the Socceroos over a ten-year period & captaining the Socceroo’s for over 6 years, this extensive experience assisted me to transition my career into the media industry.
After hosting a number of popular sport television shows & providing expert commentary across varied media platforms, I was inspired to create Paul Wade Life Skills and the creation of a number of programmes to promote good health & wellbeing.
Mitch Cowen
Throughout my professional career, I dedicated six years to the Australian Armed Forces (Army) and spent approximately a decade at Ansett Airlines following my departure from military service. I also gained experience in various roles within the insurance and air conditioning sectors.
For the 23 years leading up to my retirement, I successfully operated an air conditioning business in Toukley. This enterprise primarily employed our own team and managed significant mechanical services contracts with tier-one builders, including Mirvac Constructions.
Q3/ Community Activism or Involvement
John Mouland
For the past 10 years I have been a Board Member of a prominent Central Coast Aged and Disability organisation and have proudly chaired the organisation for the past 9 years. I am a committed advocate for fostering a region that prioritises the essential human rights of freedom, respect, equality, and dignity.
Being committed to enhancing learning outcomes in our region, I am a Board Member and governance committee member at a leading independent school.
Additionally, I am proud to be one of the original founders, former President, and Life Member of the Warnervale Rugby Club.
Paul Wade
The development of Paul Wade Life Skills has allowed me to work directly with schools and local communities to challenge and inspire participants to make positive life choices.
Due to living with Epilepsy during my playing career, I am also an active supporter of Epilepsy Action Australia and the passionate Patron of the Cerebral Palsy International Sporting and Recreation Association.
Mitch Cowen
Since relocating to Noraville approximately thirty-five years ago, I have consistently engaged with various community groups, as outlined below:
For the past fifteen years, I have been an active member of the Northlakes Toukley Rotary Club, during which I have presided over the club five times and participated on the board for most of that duration; I currently serve as the President.
I have chaired the steering committee for the Central Coast Charity for the past year and preside over the board of The Bikers Hand Inc., which operates the Central Coast Charity hub.
I served on the committee of the Northlakes Rugby Union Club, where I held the position of Liquor License Holder for a five-year period.
I was a committee member of the Toukley Gunners Soccer Club, including a tenure of six to seven years as President, while also serving as Treasurer for the Central Coast Soccer Association concurrently.
I held the presidency of the North Central Bodyboarding Club for about two years before advancing to the role of President of the NSW Bodyboarding Association for approximately three years.
Q4/ What current public causes/issues do you agree with?
The three independent candidates for Budgewoi 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.
Q5/ Why should I vote for you?
John Mouland
After living in Kanwal for the past 35 years, I have witnessed our regions strengths and challenges firsthand.
This personal experience has fuelled my desire to run as a candidate in the Budgewoi ward to address the legitimate concerns and recognise the aspirations of the people in my community, and to be their voice in our Council.
I am committed to ensuring that our newly elected Council focuses its collective effort to listen to the true needs of our region and ensure the provision of affordable and equitable Council infrastructure and services, that our local communities desperately need and deserve.
Paul Wade
Throughout my career I have witnessed first-hand the value of teamwork and collective decision making. A functional, effective Council needs strong collaboration and leadership, and I have always demonstrated these core values in all aspects of my life.
As a footballer, my guiding principle was not to seek leadership for its own sake; rather, my goal was to create a meaningful impact. I am committed to listening to my community, advocating for their best interests, and ensuring that every individual in our region is treated with the respect and dignity they rightfully deserve.
Mitch Cowen
Having resided in Noraville for the past 35 years and actively participating in local community organizations throughout this time, I feel deeply connected to both my community and the Central Coast.
As a local businessman for 23 years, I have earned a solid reputation and possess a sincere aspiration to foster positive change within the local council.
I advocate for the Central Coast to be managed by independent representatives who prioritize the region’s best interests rather than individuals focused solely on advancing their political careers.
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.
