RUNNING FOR HAMILTON CITY COUNCIL - EAST WARD
I’ve been hugely passionate about science and technology all my life, and have focused my life to empower others to reach their potential. I have completed a Master of Science degree in Psychology, and a Postgraduate Certificate in Educational Psychology. Noticing a gap in the educational technology market I founded and am the CEO of Education These Days, a social enterprise that develops educational video games. In my spare time I enjoy astrophotography, watching documentaries, and patting the kitty cat.
I was born and bred in Hamilton. I attended Hukanui Primary, Fairfield Intermediate, and Hamilton Boys’ High School. I want to be on the Hamilton City Council so I can give back to the community that raised me, and so I can make the city a better place to raise my future children. This means tackling the challenges around climate change, and preparing for disruptive technologies.
After breaking my neck while snowboarding in Canada in 2009, I have developed strong resilience, determination, along with empathy and emotional intelligence. My new situation has given me a new perspective on life, including the impact a supportive government can have on the well-being and productivity of its residents.
Attitude Documentary - Tim’s story
Tim’s TEDX RUAKURA TALK
Tim in spinoff business
Tim in waikato times
Other Media From Campaign
Policies - 2019
I am very conscious of raising rates, which mostly affects low-income earners (of which I am very familiar), so long-term fiscal responsibility will be an underlying priority behind all of my policies. As an entrepreneur, I am skilled with working with limited budgets.
Note: Long-term fiscal responsibility means including the long-term cost of ignoring climate change, the cost inequality has on loss of productivity, and the loss of opportunity of lagging behind the world in innovation, when calculating the true cost of a policy.
Future Proof Economy
From a report by the Controller and Auditor-General it was noted “generally, government agencies have been slow adopters of technology when compared to the private sector – reflecting both a degree of risk-aversion and the absence of the competitive forces that drive the growth, decline, entry and exit of commercial providers. Government agencies are often designed (and defined) around the delivery of a particular public service, and they may find it difficult to reinvent themselves to achieve outcomes in new or different ways. Over the last 25 years, slow adoption of new technologies by government agencies has arguably contributed to a widening productivity gap between public and private sectors.” This needs to change!
- Prepare for a sharp increase in drone deliveries within the next three years. We need to think about delivery hubs, drone lanes or computer air traffic controls, and regulations around decibel levels and proximity to housing.
- Provide infrastructure in the form of drop-off zones for self-driving cars and robo-taxis. Luckily in NZ there is nothing in the road code that requires a person to be driving instead of a robot, so cities now need to think about infrastructure.
- Support augmented reality tours around Hamilton including historical tours, food and drink tours, or art tours.
- Monitor costs and technology regarding car delivery systems (hyperloop), desalination, and carbon sequestration.
- Prepare for automation, machine-learning, and AI. These technologies will affect traffic management, road maintenance, tree planting, and will result in more responsive and individualised council services.
- Make public record available on a public blockchain so they are more secure and easy to access. Announce that cryptocurrencies are currencies and can be used to pay bills to the HCC and in stores that decide to accept it.
This isn’t a compromise between protecting the future and growth or advancement of Hamilton, but merely choosing the best way in which to advance. Growing our green technology is the best way forward in terms of growing the economy, and becoming the city of the future technologically.
The only way that following the status quo would be more profitable than transitioning to renewable energy and electric vehicles is if you’re planning on dying or moving to Mars in the next 10 years i.e. you would have to be focusing on short-term profits.
- Support electric vehicles by adding more charging stations and supercharger ports. Each electric vehicle hub should also charge e-scooters and electric bikes.
- Expand pedestrian only areas and improve bike lanes to be safer and to include e-scooters. The University of Waikato, Wintec, and the CBD are good places to start.
- Improve the waste minimisation scheme to include electronics, while working with businesses to curb the supply of non-biodegradable materials.
- Transition to electric buses and make them available for free to under 25s, over 65s and disabled people.
- Show leadership by investing in solar on council buildings. Considering solar panels pay themselves off within seven years, and have returns of over 250% over their lifetime, transitioning to solar immediately is the fiscally responsible decision to make.
Infrastructure Growth & Housing
We have enough flexibility in the 30-year infrastructure plan to allow for unexpected changes in technology in 10 – 30 years, but I think preparations for some of these highly disruptive and highly likely technologies needs to be more urgent.
To improve housing affordability, along with house prices and rent prices we need to look at the big picture i.e. housing supply, availability of apartments in the city, real wages and well-being.
- Encourage supply of flatpacks and automation and set standards for flat pack houses.
- Embrace cheap transport options such as e-scooters, bikes and pedestrians in the city by developing safer cycle lanes and creating pedestrian only areas on Hood Street and other parts of the CBD.
- Encourage the development of apartments and vertical farms in the city.
- Ensure a 20% proportion of new housing developments are filled by trees to maintain habitats and biodiversity.
- Strengthen cybersecurity throughout current infrastructure. Part of this includes watching new technologies like deep fakes and fake text. We need to create more secure ways to verify identity such as blockchain or explore if RealMe can be used and is sufficient.
- Make building standards clear and easily accessible with info-graphics and YouTube videos. Work with property managers, real estate agents and landlords to ensure standards and regulations are clear.
- Support the great work done by The People’s Project (TPP), and work with central government’s Housing First programme towards the goal of ending long-term homelessness.
24% of the population of Waikato are disabled. We need to build stronger and more inclusive communities. Having more people participating in the community and spending locally will increase velocity of money, which improves our economy.
Considering 59% of those over 65 are disabled and that this population group is going to grow from 15% to 30% of the population in the next 50 years, we need to address accessibility with urgency. With the population of New Zealanders over 65 increasing, there will also be an increase in disabled people travelling which is a significant economy Hamilton should compete to capture.
- Make public transport accessible to all of the public. Ensure all buses and pick up spots are fully accessible.
- Maintain and improve council’s web accessibility based on Web Content Accessibility Guidelines (WCAG) 2.0 and other recommendations from constituents.
- Incentivise accessible and affordable housing by providing developers benefits for accessible houses. i.e. change District Plan to allow developers to build on 45% of land instead of 40%, or pay lower costs to the Council, if their building meets accessibility standards.
- Build fully accessible toilets (Changing Places) in the CBD, Te Awa, Chartwell Square, the University, and Hospital.
- Work with other Councils in a collaborative approach to share knowledge, ideas, and therefore reduce costs and resources used, instead of requiring each Council to reinvent the wheel-chair.
- We need to build staff disability awareness into an HCC competency framework so we know that all representatives can demonstrate an understanding of the lived experience of disabled people.
- Promote/fund/deliver accessible events and buildings and facilities.
- Add more detail to disability access map, develop interactive app, and enforce accessible parking violations in the weekend. Show all accessible carparks and bus spots that are available, public toilets, gradients and public facilities in the city.