The Southland District Council covers a far-flung part of the country and six candidates are running for the mayoralty.
Campaigning on leadership experience, sector knowledge
Gary Tong
Gary Tong.
Age: 63
Occupation: Fulltime mayor
Martial status: Lives with partner Sharon
1. What sets you apart from the other mayoral candidates?
I have experience in local government as well as being mayor for the past nine years. During the past three years, communities and our people have been part of significant change, with more to come. Murihiku Southland needs an experienced mayor to get through the next three years while mentoring a mayor for 2025.
2. What are your personal views on the Three Waters reforms?
The same as our council. There needs to be a pause to allow the voices of those affected, the people, the right to be consulted. This is a question with many answers ...
3. What is the biggest challenge facing Southland in the next five years and what impact would your leadership have on this?
To get up and get ready for the visitors that will again come to Southland. Experience and the knowledge of what Great South, the Chamber of Commerce and others are doing is known to me and that knowledge cannot be gained in a hurry by a new mayor.
4. What do you believe the problems are with the existing Local Government Act and how would you fix it?
A number of reforms are under way, however the Local Government Act has not been identified as requiring a review. It’s time for that to occur and I have indicated this during mayoral chats.
5. What impact is the workforce having on council budgets?
Unbudgeted expenditure and increased costs due to supply and demand have affected project delivery. Council is closely watching this and reprioritising projects to fit budgets while not compromising the levels of service requested during the long-term plan.
An advocate for rural communities
Geoffrey Young
Geoffrey Young.
Age: 60s
Occupation: Farmer
Marital status: n/a
1. What sets you apart from the other mayoral candidates?
I have an extensive lifelong farming and business background. Southland is a predominantly rural and farming region (apart from Te Anau) with more than 4000 farms in the province. I have had many leadership roles in the community. These include eight years as inaugural chairman of the Tuatapere Hospital Trust; fundraising chairman of the St James Theatre $2.3million redevelopment; long-term trustee of Mid Dome Wilding Tree Trust; past-president of Southland Federated Farmers; experience and understanding of policy and advocacy with the roles I have been involved with; a strong voice for all of Southland; my integrity and dignity for the role.
2. What are your personal views on the Three Waters reforms?
I am opposed to the current mandated model of the Water Services Entities Bill (Three Waters). This is fundamentally theft of the community-funded infrastructure by central government, along with what appears likely to be several layers of bureaucracy associated with the four national water entities.
I believe it is almost certain to increase water services rates and with no local accountability. We need to keep Three Waters in our community hands.
3. What is the biggest challenge facing Southland in the next five years and what impact would your leadership have on this?
One of the biggest challenges will be how we handle Three Waters. However, there are a number of other challenges that we face, such as significant natural areas and indigenous biodiversity; maintaining our infrastructure to an acceptable level across the region; and staff shortages in many of our industries including farming, tourism, healthcare and hospitality. I will prioritise and ensure we do all we can on behalf of our community to finding the best solutions and outcomes to all these issues.
4. What do you believe the problems are with the existing Local Government Act and how would you fix it?
From my understanding of the Local Government Act and in layman terms, it is the communities and their council who should have the say and make decisions for local issues. I would advocate strongly for the Southland residents and on their behalf when addressing our challenges.
I believe the minister responsible for local government at times has too much influence and power by overriding and mandating decisions that should be left to local councils and communities.
5. What impact is the workforce having on council budgets?
Unfortunately, with staffing shortages across the public and private sector, we are seeing an increase in staff jumping ship, so to speak. Councils are increasingly relying on consultants who command very high fees. This is a problem and it definitely needs to be addressed and realistic, workable solutions found by looking how the council can retain their staff and promote a culture where they would like to remain without having to be a part of that vicious circle.
Efficiency, fairness key values
Wendy Joy Baker
Wendy Joy Baker.
Age: Declined
Occupation: RSA member, champion athlete, respected artist/poet, volunteer, diverse academic
Martial status: n/a
1. What sets you apart from the other mayoral candidates?
I care, whole-heartedly, about reducing rates for ratepayers.
I am diversely qualified in art, sport, teaching, compliance/regulatory control, horticulture/floriculture.
I’ve held diverse work roles: Environment BOP, NGO, self-employed, rest-home, contracts manager, research technician, sports co-ordinator.
I am innovative, creative and proactive, having been involved with many positive projects — one of them received an advocacy award from the Asthma Society.
Lastly, my caring nature is honourable with all my volunteer work: Red Cross, Salvation Army, RSA, Meals on Wheels, YFC, IHC, churches, schools, SIT, charity relays. I truly care overall.
2. What are your personal views on the Three Waters reforms?
I made a submission to the WSE Bill and presented it, via phone, to Parliament’s select committee on August 19.
Our water services may need improving but ratepayers should not have to foot the bill for Government’s decision.
As an example in my submission, my water rates total cost $1332.73 (unfair) out of huge $3109.40 total rates.
Water should be metered, user-pays, (fairer). People living alone use less water than a family (reality).
It’s been suggested that Three Waters costs be spread across general tax (rather than rates).
3. What is the biggest challenge facing Southland in the next five years and what impact would your leadership have on this?
Dog control. There is an ongoing problem with dog control in Southland which has not been efficiently and effectively addressed by council.
From 2019-22 there were 100 dog attacks and this puts the safety of communities at risk. Additional problems with some irresponsible dog owners who bully victims when they get reprimanded for not abiding the bylaws.
Section 5, "Obligations of dog owners" under The Dog Control Act 1996, needs to be diligently enforced by council staff.
My leadership advocates for a fairer/safer and respectful/responsible Southland.
4. What do you believe the problems are with the existing Local Government Act and how would you fix it?
LGA "Governance principles", section 39(b), "a local authority should ensure that the governance structure and processes are effective, open and transparent". Councils should be annually audited to ensure this happens.
Section 42 says one role of the chief executive is "ensuring the effective and efficient management of activities of local authority". CE’s remuneration package (2020-21) $393,760. Role should be audited as remuneration cost to ratepayer high.
Mayor’s role audit also.
Audit the code of conduct of elected representatives. Add councillor role to LGA. All annual plans should allow public submissions. All people should be allowed to present at all meetings. More respectful fairness overall.
5. What impact is the workforce having on council budgets?
The "workforce" of elected representatives (councillors and mayor) cost ratepayers $538,000 (mayor remuneration package $138,000) in 2020-21 year.
(It is my opinion that all elected representatives should do a monthly report so ratepayers can see accountability.)
The council "workforce" involved with First Edition publication should re-evaluate the high cost, of publication, to ratepayer. Last year it cost $36,720.
(I question all the glossy colour pictures and also the mass amount of paper, not environment friendly.)
As for workforce involved with animal management service, this cost ratepayers $39,543 last rating year.
It all adds up.
Honing in on infrastructure issues
Don Byars
Don Byars.
Age: 53
Occupation: businessman
Martial status: married
1. What sets you apart from the other mayoral candidates?
An appreciation that the way infrastructure is managed is leading to a loss of community autonomy over assets. And that a failure to openly discuss stresses in managing infrastructure is limiting our community to inefficient, ineffective and expensive methods that continue to drain our community’s finances. One example is how we manage wastewater. Planning is under way to renew a facility for a small town that on certain days, emits millions of litres of contaminated water. The proposal is to spend millions of dollars to pump this many kilometres and treat it, without discussing with our community why we have such vast volumes of contaminated water.
2. What are your personal views on the Three Waters reforms?
This is a brazen attempt to remove vital infrastructure from community control and "rent" it back to us. Central government politicians, Department of Internal Affairs bureaucrats, LGNZ and elite Maori have conspired to make our communities poorer by using the water infrastructure to massively increase associated debt levels and bill us for it. What’s worse is the proposed water infrastructure is massively energy intensive when energy costs are rising.
3. What is the biggest challenge facing Southland in the next five years and what impact would your leadership have on this?
The attempt to remove water infrastructure from community control and massively increase the cost to our communities is a big issue. As mayor, I would work hard to ensure this infrastructure isn’t removed from community control. This would include joining almost half of New Zealand’s councils in a protest group (C4LD) designed to pressure the Government to this effect. However, the water infrastructure does need to be managed more effectively. This is a conversation that, as mayor, I will be initiating.
4. What do you believe the problems are with the existing Local Government Act and how would you fix it?
I see a lack of action at local government level to deal with vital infrastructure in a way that is efficient and produces good environmental outcomes as a key issue. A conversation needs to happen with the community around how roads, water and wastewater are managed. It is clear the current trajectory of management will have our council heavily indebted in a few years. We will have energy intensive and polluting methods of dealing with human waste, stormwater, drinking water and roading infrastructure plus heavy debts. I’m not sure the Local Government Act is a hindrance in this respect, rather that there is a lack of understanding and action at the local government level.
5. What impact is the workforce having on council budgets?
Council workforce has a big impact on local government expenses. But the workforce is a key aspect of how local government work gets done. Another key aspect is by way of large, outside corporate contracts. Supporting these is not a financially healthy way for our community to manage its workload. This issue would form part of a discussion I would bring to the mayoralty around how we manage infrastructure. If community infrastructure issues are to be managed by locals, then the conversation need to start happening.
‘Equally comfortable in gumboots as around a board table’
Kirsty Pickett
Kirsty Pickett.
Age: 50
Occupation: Small business owner
Martial status: Married for 29 years
1. What sets you apart from the other mayoral candidates?
A well-rounded life story that makes me equally comfortable in gumboots as around a board table. I have a farming background. I’ve held managerial roles in large corporates so I understand how to navigate the pace and inflexibility of the machine, and I am now a small business owner, meaning I have experienced both the exhilaration of the entrepreneur and the fear of how to pay the next wage bill. I’ve interacted with, and told the stories of people from all walks of life, and I’ve been actively involved in my community in both governance roles and event organisation.
2. What are your personal views on the Three Waters reforms?
The Government has forced communities to accept a solution that lacks transparency around cost, accountability and responsibility. Its engagement with local councils has been disingenuous at best and downright deceptive at worst. The real tragedy is that the outraged backlash is also stifling reasoned conversations about how we can provide clean, healthy water and sustainable wastewater treatment. Much of our Three Waters infrastructure is no longer, or soon won’t be, fit for purpose. That means that regardless of the Government’s meddling, we still have some really tough decisions to make that won’t go away by simply saying "no".
3. What is the biggest challenge facing Southland in the next five years and what impact would your leadership have on this?
We are entering a period of unprecedented change. I want to lead an adaptive and forward-thinking council that truly leads the way, championing local solutions to local problems. Effective communication will be key to ensuring we negotiate the best possible outcomes for our communities, and also ensure our residents are alongside us. My career has been built on strong communication and I’m experienced in interpreting local government jargon. I have the leadership skills necessary to help our district navigate the journey ahead, and the communication skills to ensure nobody is left behind.
4. What do you believe the problems are with the existing Local Government Act and how would you fix it?
The existing Act is over 20 years old and has been ‘tinkered’ with from time to time. The Government commenced a Review into the Future for Local Government in 2021. This review is to identify how our system of local democracy and governance needs to evolve over the next 30 years, to improve the wellbeing of New Zealand communities and the environment, and actively embody the Treaty partnership. We need to make sure our communities’ views are clearly communicated to make sure our children and grandchildren get the local Government that works for them.
5. What impact is the workforce having on council budgets?
Attracting and retaining qualified staff is and will continue to be a challenge. In turn, this will put pressure on the SDC finances as remuneration expectations will also increase, especially in times of relatively high inflation. We need to continue to expand the options for working closer with our neighbouring councils on shared services, as it does none of us any good to have our councils fighting costly wage wars over the same small pool of staff.
‘Allergic to bureaucracy’, focused on problem-solving
Rob Scott
Rob Scott.
Age: 42
Occupation: Cafe owner
Martial status: Married with two kids
1. What sets you apart from the other mayoral candidates?
I have the perfect combination of political experience and business acumen. I have served nine years as a community board chairman and also a term on council. Running two businesses, combined with my volunteer roles in significant community organisations, provides experience to draw from and enables me to make effective and relevant decisions.
Having a proven track record in delivering results, I am a good communicator and a clear thinker with an open mind. A natural problem solver, who is allergic to bureaucracy, I work proactively to ensure solutions are in place before problems arise.
2. What are your personal views on the Three Waters reforms?
This has done significant damage to the relationship between central and local government, not to mention ratepayers. I’ve been heavily scrutinising this reform for three years, and it has gone from bad to worse.
My concerns are around the proven inaccurate data used to underpin the assumptions for the modelling, for a proposal that is being rushed through even though most councils do not support the model.
I know there is a better way to achieve the outcomes than the current approach.
3. What is the biggest challenge facing Southland in the next five years and what impact would your leadership have on this?
Change is happening at a pace not experienced in some time. There’s a tidal wave of reform that will have a marked impact on how we go about our daily lives. This could result in it being unaffordable for some to live in Southland.
My experience in local government, business and community is the perfect mix to ensure we come through this all on top. I am well versed on all areas being reformed, and my leadership style will provide a sound platform to navigate the storm. Southland needs a mayor who can hit the ground running.
4. What do you believe the problems are with the existing Local Government Act and how would you fix it?
The Local Government Act is no longer fit for purpose for how councils operate. Some of the constraints put on council can take a significant amount of time and money, that does not align with the benefit. This can result in council being less agile, and can slow down the progress for what we need to achieve.
The review for the future of local government is a prime time to sort out the issues. I believe Southland, with its nine community boards, can develop a blueprint for a successful and relevant local government system.
5. What impact is the workforce having on council budgets?
The workforce is having a significant impact on budgets. This includes extreme pressure on the internal workforce, with all the reform work and shortage of key staff. With high wages and shortages in the private sector, this not only impacts the costs of getting work done, but also becomes a threat for being able to retain staff at council.
It is imperative we’re able to keep existing staff, attract quality staff where required and, importantly, be able to deliver our work programme within the existing budgets. My business acumen will be vital here.
