Briars Ward
Anthony Marsh

Given the nature of the CfMP’s work, I will respond in the context of the Mornington Peninsula business community. For information on my broader focus/priorities, please see my website and Facebook Page.

I believe the key issues facing our business community include a seemingly hostile business environment, low levels of state/federal funding and investment, and a lack of vision or longer-term economic plan. While already prevalent, COVID-19 exacerbated these issues as it wreaked havoc on our local economy.

If elected, I will work relentlessly to shift the culture within the council to promote a business-friendly environment. Mornington Peninsula businesses are part of the fabric of our community. While council have an essential role of ensuring due-process, compliance and enforcement, we must embrace our local businesses and work with them collaboratively and in good faith, to identify and develop mutually beneficial outcomes for both businesses and the broader community.

I will seek to expand the economic development area within the council, and work with council, councillors and the business community to prepare a new economic plan for the future, noting that the current Economic Development Strategy (2016-2019) is woefully out of date. In doing so, I will advocate for the creation of one or many Business Recovery Action Groups (later Business Advisory Groups). These groups would capitalise on the expertise in our business community and involve local business leaders in problem identification, solution development and where possible, decision making. Another key focus will be ongoing improvements in technology enablement, to ensure our businesses can interact with the council most cost-effectively and efficiently.

• Started first business locally at age 14, with clients across the peninsula (web/IT).
• Degree in Aerospace Engineering (BEng), Master’s in Business Administration (MBA), and now studying a Bachelor of Laws (LLB) part-time.
• Previously a Commissioned Officer in the Royal Australian Air Force – led teams of military personnel (Army, Navy and Air Force) and public servants to provide aviation engineering support.
• Previously a Management Consultant at KPMG – Defence and telecommunication sectors.
• Co-Founder of a multiple high-growth technology start-ups in emerging industries. A recognised and award-winning leader in my industry (unmanned systems), and my current business is a national leader in its field (insurance assessment).
• I have been a member of multiple boards (e.g. peak industry body), committees/working groups (e.g. a national training body, aviation safety regulator) and advisory groups (e.g. universities).
• Member of Australian Institute of Company Directors, Institute of Community Directors Australia, Law Institute of Victoria, and Victorian Local Governance Association.
• Commercially minded, naturally curious, innovative thinker, problem solver.
• I couple my commercial/professional skills and experience with a strong sense of community, compassion and absolute integrity.

Without a thorough understanding of this project, I would need to conduct further research to understand the business case that led to the federal government funding (if one exists). That said, connectivity is incredibly important to the prosperity of our community and economy, and it appears this project seeks to provide that missing link between the Western Port side of the peninsula, Frankston and beyond, which I support.

As touched on previously, I will push to have small business representatives involved in the conversation and decision-making processes and to streamline permit application processes. Additionally, I will seek to ensure that all councillors, and any officer dealing with businesses, fully understand the commitments made by the council to our local businesses under the Small Business Friendly Charter. The performance of council in this regard must be assessed against the expectations of the initiative regularly.

While I believe there are significant advantages of being classified as a ‘regional’ area (incl. those listed on the CfMP website), I am not confident that all potential ramifications/disadvantages are well understood. That said, it appears on balance that the Mornington Peninsula is likely disadvantaged as a result of its ‘metro’ classification. While the issue of our classification caught the attention of most as a result of COVID-19 restrictions, I believe the newly elected council should prepare a report identifying the respective advantages and disadvantages of each classification, and if supported by the findings in the report, continue to advocate for a change in classification. It is incredibly important that we approach any advocacy for change in classification with ‘eyes wide open’.

Information > Consultation > Mediation > Litigation (never in reverse!)

The shires current approach to enforcement appears to be incredibly heavy-handed. I am particularly disturbed that this trend seems to have continued throughout COVID-19. Our businesses are already under incredible stress doing what they can to survive a once in a 100-year pandemic. In my experience, almost all problems stem (or at least worsen) from poor communication, and a simple conversation conducted in good faith can avoid unnecessary and costly disputes (for both parties). The low success rate at VCAT is a strong indicator that the council see litigation as a tool, rather than a last resort. This is at odds with council’s responsibility to act as a model litigant, where they have an obligation to avoid litigation unless absolutely necessary, act promptly and without delay, not take advantage of other parties with fewer resources; participate in alternate dispute resolution, and limit the scope of claims, among other things.

In instances where non-compliances are identified (except in extreme cases), the council should work with ratepayers/businesses to identify corrective actions collaboratively, striking the right balance of interests. Through appropriate forums, the council and the community can share knowledge and understanding, which may improve compliance through education, provide council officers with an opportunity to better understand the operations, environment and concerns of local businesses, and identify systemic issues that may require review.

As stated earlier, I believe the council should establish Business Recovery Action Groups (one or many) and develop a plan for recovery, with our business community at the table. This must not be done in isolation behind closed doors or based on assumptions. We will need a shift in mindset, innovative and flexible processes, and rapid consultation.

I bring a unique mix of qualifications, commercial experience, community involvement and character. I am fiercely independent and motivated only by my love for the peninsula, a strong desire to contribute to my community, and the challenge to bring about significant and much-needed change.

I want to deliver a dramatic and positive shift in culture, build an excellent reputation among our business community, and for the council to be an enabling force. More broadly, I want our council to be a leader in service delivery, governance and transparency, and to have restored confidence within its community.

There is no time to waste! VOTE 1 MARSH for a better peninsula.