Kenneth Kozak, Independent, Budgewoi Ward

Kenneth Kozak

1/ financial experience

 

With over 40 years of business experience spanning Australia, New Zealand, and Asia

Pacific, and supported by four diplomas in financial planning, business administration,

management, and electronics, I bring extensive knowledge and expertise. Throughout my

career, I have successfully started and grown several businesses while also managing the

operations of multiple large companies. This comprehensive experience equips me with a

deep understanding of financial and operational dynamics, ensuring I am well-prepared to

address complex challenges and contribute effectively to the council’s development and

success.

2/ work experience

 

With an extensive career spanning over 40 years in business within the Asia-Pacific region,

my professional journey has equipped me with a diverse skill set and a deep understanding

of cross-cultural dynamics.

My career in business has afforded me opportunities to work with a wide range of

businesses, large and small, across the region. This exposure has not only honed my

leadership and strategic planning abilities but has also given me a nuanced appreciation of

different cultural perspectives and business practices. Navigating the complexities of

international business has taught me the importance of adaptability, effective

communication, and the value of diverse viewpoints.

3/ community activism or involvement

 I was heavily involved in my children’s school and sporting pursuits, including cross-country

running, netball, and managing my son’s soccer team. My dedication extended to

volunteering with the Rural Fire Service, until I retired. Through these roles, I have fostered

strong community connections and demonstrated a commitment to supporting local

initiatives and organisations. My hands-on involvement in these areas reflects a genuine

dedication to enhancing the community’s well-being and supporting its growth and

development. Now with my children grown up, I turn my attention to serving my community

through involvement in our local council.

 

4/ What current public causes/issues do you agree with? 

 

Every day, new groups approach me to gauge my stance on various issues. While I respect

and understand their concerns to the best of my ability, I cannot offer blanket support to all

lobby groups. It is essential to carefully consider each issue’s impact on the community and

align my support with policies that best serve the broader public interest.

 

5/ Why should I vote for you?

 

It’s hard to get to know a candidate in a few weeks so unless our kids go to the same school,

play on the same sports teams, chances are we don’t know each other.

Like many of you, I’ve been frustrated by the lack of leadership and services but rather than

complaining, I decided it was time to step up and do something.

With years of business experience and diplomas in financial planning, business

administration, management, and electronics I bring a wealth of knowledge to the council.

I can’t promise I’ll get to know all of you personally but, I can promise you I’m ready to be

your face and voice in the region.

 

Questions from the operational plan

 

Q1/ What’s important to you from the Operational plan’s vision and framework?

 

Choose three

 

C3: I endorse economic development to increase local employment opportunities and

provide a range of jobs for all residents because it strengthens our community by enhancing

financial stability, fostering growth, and improving quality of life for everyone.

 

E4: I endorse renewable energy, energy efficiency in design and planning, and the

responsible use of water and other resources to promote sustainability, reduce

environmental impact, and ensure a healthier future for our community.

 

 D3: I endorse investing in broadening local education and learning pathways that link

industry with universities, TAFE, and other training providers because it equips residents

with the skills needed for local job opportunities, drives economic growth, and strengthens our community’s future.

Q2/ Which upcoming plans already in the pipeline do you support or delete?

Choose three 

 

Endorse

1/ Conservation management plans

2/ Resourcing Strategy (Long Term Financial Plan | Workforce Strategy | Asset Management

Strategy | Digital Strategy)

3/ Fees and Charges 2025-26

 

Delete

I would put the Library Transformation, Open Space, and Public Toilet Strategies on hold in

the short term to prioritize urgent community needs, ensure fiscal responsibility, and focus

on projects that deliver immediate benefits to residents.

Q3/  Do you support keeping the 2021 ten year special rate variation (rate increase) beyond 2031?

 

No, I do not support keeping the special rate variation beyond 2031 because it burdens

residents with ongoing financial strain, and I believe we must find sustainable ways to

manage the budget without relying on extended rate increases.

Q4/ How would you increase revenue

(Use the operational plan to give three examples)

 

1/ DP_031 Double the current 10 community events supported by June 2026/27.

2/ DP_032 Double the current 10 major events program by June 2026/27.

3/ DP_036 Increase the number of cultural productions, events and performances delivered

at Laycock Street, Peninsula and The Art House Community Theatres by 50% by June

2026/27.

My strategic goal is to create the Central Coast as an educational and cultural oasis and a

weekend experience for Sydneysiders by enhancing our unique attractions, fostering local

talent, and promoting vibrant events that showcase our community’s rich heritage and

natural beauty.

Q5/ How would you reduce expenditure 

(Using the same operational plan for examples)

 

1/ ID100303 and ID100304: review the Plant and Fleet Equipment Acquisitions and Plant

and Fleet Vehicle Acquisitions estimated to cost almost $18 million.

2/ There appears to be several duplicate Service Activities that need to be clarified and reviewed, as an example: 100772, 100753, 100792, 100793 and 100794  (roadworks, heavy patching, asphalting, etc) totalling almost $17 million.

 

3/ Review and renegotiate supplier contracts.

4/ The other area that I would immediately halt, and review is advertising. I have heard several ads on radio over the years that make no commercial sense.