Q and A

What made you decide to become a Councillor in 2019?

Frustration. Since working at Council 2008-2015 I’d been annoyed with the way things weren’t moving along. Rather than moaning about it, I decided it was time to step up and see if I could help make changes and progress. I know we have an amazing city but I felt we weren’t living up to that promise. Also I’m a huge believer in public service, and this was a way to give back to a city I love. I do this for my daughter and for my mother – to help create a fantastic city for them, and all Dunedinites, to enjoy living in.

What have you achieved at Council?

Renewed focus on strategies. Strategies are actually the promises we’ve made our community on how we’re going to deliver an amazing city for us all. One of my huge frustrations was that our strategies were outdated and not being delivered. I’ve given many speeches in the past few years on this topic and am so pleased that we’re reviewing our strategies – but not pleased about the loss of focus on delivering them.

I’ve also been particular about our Council Owned Companies and how they are delivering for the city. The timelines engaging with Council were messy and the companies seemed to be writing their own KPIs. So I focussed on making sure the timelines and methods were questioned and brought back to our control – this took many questions, speeches, Statement of Intent requests and suggestions, delving into the detail! Plus that the measures were aligned with what Council wants.

Focus on spending and process. It seemed that fiscal prudence was forgotten at budget time, so one year I objected to this process. The next I was joined by Cr Jim O’Malley in fighting for accountability. There were a lot of good projects and community organisations that want extra funding, but I consider they need to be carefully analysed for the best outcomes. In 2021 0.5% was added on top of the rates rise in one day, in 2022 year, none. Councillors take stand on ‘Lolly Scramble”

Areas I’ve had a focus on are my specialities of economic development, tourism and heritage. I was so pleased to be granted Chair of the Dunedin Heritage Fund which involves supporting heritage buildings and owners with funding. I’m also on the Destination Plan steering group, as that had got a little off track. Speaking of tracks I also have supported keeping Dunedin Railways and working with our devastated visitor industry during Covid.

I thought I knew a lot about Council from working there for seven years, but I only saw the tip of the complexity of issues and areas Councillors have to be across. The last few years as a Councillor have been a huge learning challenge and I’m now a lot more valuable than when I started.

I was thrilled to be given the top Councillor score by the ODT Council reporter in Sept 2022! The top mark of 7.5. How they rated ODT on DCC

Achievements 2022-2025

Strong reputation as hard working and hard questioning Councillor
One of the top two Councillors as rated by ODT 2025
Fought hard for Dunedin Hospital Campaign to get action
Heritage Action Plan complete and funded for 2 years
Climate Adaptation Plan Framework started and work funded
Council Controlled Organisations (CCOs) Made process stronger. Initiated Letters of Expectation to CCOs. Suggested stronger and better aligned KPIs, Made sure we nailed timelines
Pushed hard and voted to save Taieri Gorge Train. Now funded for success
Voted to keep Aurora as a strategic intergenerational asset.
Better reporting. Got activity reports back on agendas for transparency after gap of 2 years
Traced Better Off Funding with Deputy Mayor Cherry Lucas and got reassigned back to Three Waters
Pushed hard for CEO Performance Reviews and KPIs
Got operational costs for South Dunedin Library to light
Ensured community satisfaction levels put back in Long Term Plan measures
100% attendance at full Council meetings. Attended over 95% of Council workshops
Chair of Heritage Fund – 49 projects funded in 24/25
Pushed for Grants Review and better system
Pushed for Strategy Refresh and simpler Sustainability Framework
RMA Planning Commissioner work on hearings and plan changes
Worked with all Councillors around the table on various issues
Worked with Cr Gilbert to ensure we kept Residents Opinion Survey, and reported promptly on it. Plus the Climate Adaptation Plan work finally adopted.
Worked with Cr Whiley to ensure a Destination Management Advisory Group created and actioned
Supported Cr Whiley to get Review of Enterprise Dunedin Model
Held strong to integrity and code of conduct. Worked with Cr Jim O’Malley on process.
Moved for DCHL and Dunedin Venues reviews
Worked tirelessly to advocate wildlife and heritage capital status
Pushed to review Council outside appointments to ensure they’re appropriately representative
Helped residents who contacted me directly to get action on issues that mattered to them
Continued to mentor businesses through Business Mentors NZ and students through Ignite Consultants
Attended and volunteered lots of community events to show support and raise awareness

What are you still frustrated about?

Things I’m still frustrated about include: we’re missing a joint vision and strong leadership to take us forward, lack of clarity around our financial performance and reporting, hold ups with our strategic refresh, performance measures not being strong enough, our consultation and communication with our communities plus not great survey results. Actually there’s quite a long list… That’s why I’m standing for Mayor and a third Council term.

What do you bring to the Councillor role?

My background, life and business experiences have given me a strong proven set of skills for Council. I’ve spent six years as a Councillor honing those skills

As a background explainer Councillors have two main roles; Representation and Governance. On top of a Councillor’s role of community representatives, formulating strategy, budgets, policy oversight, performance monitoring, bylaw making, obeying parliamentary Acts and employers of the CEO.

My key strength is I’m a people person with a lifetime of building strong respectful relationships, whether it’s with newly met people from different countries or working with teams locally to achieve projects. Growing up in tourism and hospitality requires reading people, warm interactions, building bonds and cross-cultural understanding.

Governance is a lifelong skill which I’ve built from helping our family run our rapidly growing business through to roles with council, boards, trusts and other groups. I’ve chaired various organisations plus I’m committed to life-long learning, having an EDIT Fellowship in Hawai’i plus an Institute of Directors Qualification. I’ve always been big on strategy and how to bring it to fruition.

Focussing on what matters and working hard is really important to me. In our family business, restoring Larnach Castle, we had limited resources (money and time). So we needed to put in long hours and do what was most important to ensuring we reached our goals – restoring our heritage and extending hospitality. Other roles I’ve held have resulted in great positive outcomes as I’ve brought that focus and hard work to bear. As Councillor it’s vital to dedicate yourself to the city and focus on the game changing actions.

I’m an intelligently analytical person, which helped me in my economics degree and to be successful in business. This skill is useful at Council as we have so many complex issues which need investigating, weighing up options, and then making decisions.

A love of systems and processes is a strength. Sounds a bit boring, but those are the engines that drive the car. I like to get things sorted out so they’re sensible and make things work. Council needs clear processes that are accessible to our community so we can work together.

What drives you?

Life is short. I’ve been through a lot in my life, so I want to make a difference where I can.

My key reason for being on Council is to create a city for now and for our future. I’m a mother of a student and I want her to know that Dunedin can be the best city in the world to live in. I’m also passionate about conservation and the environment so I want to protect and enhance our very special places for generations to enjoy.

Who is your inspiration?

Two people.

First is my mother. Her vision, her creativity and her solid hard work in saving and restoring Larnach Castle have set an amazing example for me of whats possible. People said to her “you’re mad, it can’t be done” when they bought the castle. But it could…

Second is my daughter. I want to make sure we leave her a world that is a great place to exist in. I also want to be a great role model and inspire her that she too can make a difference.

What’s your pitch?

Why do I believe I’m a good Councillor for you?

I grew up in a castle, but unlike Cinderella I’m self-made.

I’m practical, analytical, public-spirited, empathetic and hardworking, with real-world professional business successes at Larnach Castle and throughout my career – and a get things done attitude. I’m also a polished ambassador for marketing Dunedin as the heritage and wildlife capital of New Zealand. I have a Degree in Economics and have worked in economic development.

I have an ambitious focus for Dunedin to be a strong and prosperous city. My professional business career means that I can help lead a transformation – from a city that’s ‘OK’, to a city that’s a leader – the best place to live in New Zealand. Economic prosperity means money to invest in our environment, heritage and resilience. It means choices.

Here’s a quick outline of my priorities:

My goal is to Make Dunedin New Zealand’s most liveable city. A city that works for everyone

I want to: