Kyla Daniels, Natasha Stone, Alexander Burgin
Q1/ Financial experience
Kyla Daniels
The foundation of my financial experience was laid by my time working with Dutch investment bank ABN AMRO in their credit control department. Helping to manage end of month and end of financial year balance sheets gave me an eye for detail in finding errors in data reporting.
Working for Richemont Group taught me the skills to meet KPI’s and deadlines and to be held accountable for high value goods and services.
Working for Flexirent gave me knowledge of leasing, assets, deprecation, loan agreements and financial risk.
This combined experience set me in good stead to run a successful and profitable local business for the past 14 years.
As with any business a solid knowledge of operating budget, balancing expenses and income streams is essential to a profitable outcome and financial stability.
Natasha Stone
I have spent over 18 years and Banking and Finance more notably as a Transitions Project Manager within the custody business for JP Morgan Chase. This experience of daily balancing and unitising local and global stock portfolios as well as managing a team of accountants at State Street where quarterly and end of financial year distribution and financials were part of the core business, has provided with not only the knowledge but more importantly a critical eye for data and accounting accuracy but also the skill of forecasting and reporting to ensure goals such as return on investment are achieved.
I also played a pivotal role is setting up a family business where understanding financials including profit and loss, depreciation, distribution and assets versus liabilities is crucial to managing, maintaining and growing a profitable business.
Alex Burgin
I am an MBA qualified CEO of the largest community sporting organisation on the coast, I manage daily financial operations with a focus on budgeting, strategic planning and effective partnerships. My priority is to maximize efficiency to keep costs down for local players while ensuring financial sustainability and continuity.
Q2/ Work Experience
Kyla Daniels
My work experience includes years of speaking with our community in customer service and reception based roles in various industries both in Sydney and on the Central Coast, followed by finance based roles for Flexirent in leasing and Credit Control for Dutch investment bank ABN AMRO .
For the past 15 years I have been the director of successful and multi award winning local business Cakes By Kyla, employing and training many staff, providing a valued service to the community.
Natasha Stone
I have spent more than 18 years in Banking and Finance both nationally and internationally starting off in service before moving into middle management before becoming a successful Project Manager. After completing an Honours degree in Secondary Education within 3 years, I spent time as a secondary high school teacher on the Central Coast before becoming a Tutor, Lecturer and Course Co Ordinator at the University of Newcastle (Ourimbah and Newcastle).
Currently holding a senior position as a Global Project Manager within the Education sector, I have a keen eye for detail and am exceptionally skilled at gathering the right information, managing risk, keeping to timelines, working within a team of diverse people, managing budgets and importantly achieving targets. I have a long-proven record of achieving results through using a consultative and collaborative approach.
Alex Burgin
15+ years as a sports management professional and current CEO of Central Coast Football, I direct the strategic and operational efforts, from competition administration and facility management to community engagement and financial oversight. I have vast experience leading extensive stakeholder engagement programs across many sports, often navigating emotionally charged community issues. I have had experience at Grassroots, State and National body roles in Football, Cricket and AFL and consider myself a passionate advocate for the benefits and role that community sporting organisations play in our society.
Q3/ Community Activism or Involvement
Kyla Daniels
Working alongside many local charities including Coast Shelter, SoCares, Care4Coast, to name just a few, and as the ambassador for ShoeBox Revolution I have been a part of advocating for the homeless, collecting necessary items and fundraising.
Working closely with the Cancer Council on many events like Stars of the Central Coast, Biggest Morning Tea and Relay for Life to fundraise and create awareness for services.
I have spent years promoting and supporting other local businesses through my social media platforms to raise their online profiles and create growth for small businesses in our region.
I was recently awarded the Bob Ward Vocational Award for my commitment to my business and to the greater community.
Natasha Stone
Over the last 12 years, between being a mother, working full time and studying full time, I always ensured with the little time I had remaining to volunteer with the schools literacy programs, managing sporting teams, managing annual sporting registrations, becoming a gear steward with the local soccer club, assisting the local surf club with nippers, tutoring Aboriginal and Torres Strait Islander students at the University of Newcastle.
As I enter into a stage of life, with children that are more independent, I look forward to spending more time within the community to help bridge that gap of inequality and foster more equitable opportunities both from a welfare/mental health aspect but also from the perspective of empowering our constituents to embrace the idea and concept of genuine community in order to support, change and achieve what they desire. Standing together, supporting each other and collectively advocating for what the community needs for the community and with the community.
Alex Burgin
I have lived on the Central Coast my whole life, and been involved in a number of sporting organisations including Baseball (Gosford Pirates, Dodgers and Mingara Rebels), Cricket (Lisarow-Ourimbah and Last Man Stands), Football (Gosford Dragons and Ourimbah Falcons), along with Social OzTag, Touch and Indoor teams. I work closely with a large volunteer network and local council to advocate for sports as a vehicle for social change and community well-being. I am committed to ensuring that our programs and initiative reflect the diverse needs of all residents, promoting health, active lifestyles, and community cohesion.
Q4/ What current public causes/issues do you agree with?
he 3 independent candidates for Wyong 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?
Kyla Daniels
I genuinely love our region, our community and wholeheartedly believe in the incredible potential we have for both economic and social growth. Moving my family to the Central Coast 15 years ago was the best decision we ever made and we are so thankful for the opportunity to raise our boys here.
The Central Coast deserves transparent and ethical leadership and councilors they can trust to put the needs of our community first without ulterior motives. As an independent candidate with a proven love for my community I believe I can be a real voice for the people. I wish to give back to the people who have given myself and my family so much by helping to create a sustainable future for us and our children.
Natasha Stone
I am people focussed, driven and experienced in understanding the needs for sustainability and growth. I believe in equitable outcomes through listening and understanding before offering solutions to meet optimum outcomes for the collective. I have a strong value system based around accountability, integrity, care, and high performance.
As a true active local who has raised and taught children and young adults on the Central Coast, I am completely aware of the challenges and struggles our community and region face with education, sporting facilities, clean and accessible waters and confidence that this region has the infrastructure, housing and labour market to support the future. I believe in investing in people and providing the environment and landscape to thrive, be safe and be happy; from resolving the small day to day items all the way to the larger and more sustainable ones.
Alex Burgin
I’m a passionate coastie, not a politician, committed to the Central Coast’s future. I prioritize community needs, transparency, and practical solutions to ensure our region thrives with the necessary infrastructure and services. As a young, fresh face on the council, I represent the growing demographic of young families on the Central Coast. I understand the challenges and opportunities that come with raising a family here, and I’m committed to ensuring our community meets their needs. My focus is to create a healthier, more connected region that meets the needs of all residents.
Q1/ What’s important to you from the Operational Plan’s vision and framework?
Choose three
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/ Will you cut rates?
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 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
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.
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