Seawinds Ward
Simon Brooks

Develop a clear identity as a region unique from Metropolitan Melbourne and implement a cohesive plan to ensure the Mornington Peninsula's interests prevail underpinned by this identity. This should be done as a co-design process with community and business and will need better relationship building with State and Federal Governments.  A Mornington Peninsula Identity Statement may well be the best place to start.

Manage and counter the risk of Climate Change and biodiversity degradation.  This is urgent and needs to be driven locally with more ambitious targets set and met. Support for residents and businesses to become more energy efficient and resilient to the effects of climate change is vital. Any development must have a net environmental benefit through measurable local offset actions.  These could be through natural systems renewal, carbon draw down through smart agriculture, greening of our towns through urban forests, a circular waste economy, localised renewable energy models, smart water projects etc.

Underpin the viability of our Green Wedge through sustainable food production including regenerative farming, encouraging related small business through responsible aggregation of sales, bolstering natural systems and managing the visitor economy.  This has a huge potential but we need to insist the State Government aligns its regulations to allow this to occur.  In these times we also need to step lightly with businesses that are attempting to lead responsibly within this sector.  

Improving the organisational culture and the ability to practise true partnership and collaboration with community and business.  Work with the councillors to ensure we set clear objectives and then ensure every mechanism is used to ensure compliance with these.

Broaden our economic base from that of largely a visitor economy through encouraging 'new economy' businesses and building a local circular economy (for example technology park with campus, localised power generation, trialling innovative integrated transport solutions and local waste treatment/recycling  enterprises).  We should actively pursue businesses and technologies that align with these objectives to build local and sovereign capacity and future-proof our economic, environmental and social future.

I have a background in building and design with a Batchelor of Architecture.  I  understand value in the true sense of the word and how we can achieve this with more agile and transparent processes in collaboration with community and business.  Without wanting to overstate this, I also offer continuity to the next council with my previous 4 years as a Councilor and one who has attempted to drive positive change.  

In my work life and in my role as a councilor I have demonstrated that I work with  people in good faith to come to solutions and understand that rarely is anything black or white.  I will keep pushing for this when this good faith is not reciprocated as is sometimes the case.

While I in-principle welcome the expansion of the electrified rail network into the Mornington Peninsula, I share concerns around the effect an end of line would have on the small township of Baxter.  Issues such as train stabling and how this hub would link to an integrated transport system would need to be solved upfront and this type and scale of infrastructure would be much better placed in Hastings, a major activity centre. Transport technology is evolving rapidly and the opportunity to something truly innovative with public transport on the Peninsula may not even require conventional electrified rail.  I note that Hitachi are developing electric trains that can run on non-electrified networks in the UK in response to the zero emissions targets. 

I will continue to push the operational arm of the Shire to apply a business friendly lens to all of its activities. As part of the Shire’s recent revised hardship policy I added a part B to the resolution that required a review of the impact of operational policy on business and individuals. This will need to be followed through early in this next term.  I will continue to question the strategic alignment between the different arms of Planning to encourage cooperative compliance with enforcement as a last option.  

Where there are obvious issues with State legislation such as illogical farm gate restrictions, I will continue to push advocacy to government for change to the legislation plus look for alternative solutions to underpin responsible economic activity that is compatible with the land use.  Ultimately, I will exercise my responsibilities for this operational aspect through my involvement in the CEO performance review process.

In general terms, yes to both questions.  However, to unpick what has evolved since the 1960’s will be difficult and it may bring about unintended negative consequences.  A third option may be to create a special status that recognises the regional character of the Peninsula but provides a win-win for aspects such as regional funding opportunities without losing other pipelines of support that being an interface council provides.  

The agriculture sector would be better served by regional status, however rural zoning can bring-in significant activity that may be incompatible with the Shire such as feedlots.  Regardless of what model ends up being pursued, it is urgent that we co-design a model with our community and business that gets the balance right.  I believe this should be built off the back of a Mornington Peninsula identity statement. 

To be crystal clear, the Local Government Act prohibits Councillors from directly influencing operational matters; particularly when legal activity is occurring.   While the Councillors express varying views around how we should approach significant issues such as farmgates and AeroClubs and the like, the Officers determine strategies, tactics and actions in this space.  The CEO authorises this activity.  

The Councillors can exercise their powers through Council resolution and failing this through the CEO performance review process to attempt to change things if they believe issues are not being adequately addressed.  My position on compliance is that every step should be taken in good faith to work with businesses and others to bring about a good outcome with enforcement as a last resort.  I will continue to voice this view amongst my colleagues and Officers alike.   

Enable, support then get out of the way!  Implement the review as per the resolution around the impact of operational policies on business and individuals.  Genuinely apply the lens of  the Small Business Friendly Program. Provide a stewardship role, and with statutory obligations to one side, work with community and business in support of what they need.  Growing social disadvantage will need new innovative and timely solutions.  This will all need to be met with agile processes that differ from business as normal. 

I offer a broad range of skills and experiences that will serve the community well.  I have a strategic mind that sees the big picture but can also dive into detail.  I have driven agenda on behalf of the community over the past 4 years and gone in to bat for individuals, groups and businesses.  

I’ve worked to build positive relationships with my Councillor colleagues and sought to build positive interactions with the Officers.  It is important that the new Council has some experienced Councillors re-elected to provide continuity including carrying forward corporate knowledge and helping new Councillors in their role. This particularly important with the unique challenges facing this particular Shire.

I would like to see a more accountable organisation where the community and business truly work with the Shire in a collaborative partnership.   

I would like to see our journey into a more self-determining and sustainable future accelerate.  This includes on the ground actions supporting a low-carbon and biodiverse-rich future.  This includes a viable and sustainable Green Wedge, appropriate and best practice development, broader support fin our role as a place to visit, broadening of our economic base into innovative and future-proofing enterprises. 

I would also like to see a better relationship built and maintained with our State and Federal Governments.

At a ward level, Seawinds has been neglected in terms of infrastructure and community facilities.  The lack of formal and informal recreational spaces needs to be addressed urgently.  Transport in a general sense needs to be addressed in a more holistic way with attention to integrated transport solutions.  Good strategic planning should assist in this but investment decisions will need to be made and assistance sought from the other two levels of government.  The recovery from Covid will be challenging but opportunities must be recognised, pursued and acted on.

Our sense of place here is unique and to me should align with indigenous culture and practices that are entirely compatible with a sustainable and cohesive existence.  We need to celebrate this heritage and inter-weave into our actions.   There is much to learn from that can help us now and into the future; particularly in how we treat the land and resources.