We ask the people who have put their hands up to represent the residents of the district, how they mean to do things.
Question 1. How should your council balance the need for infrastructure spending with concerns about rate rises?
Question 2. How do you envisage working with others in council - especially those who don’t agree with you?
Question 3. What are your thoughts around the role of local and central government in NZ? What could be improved?
Question 4. Where do you stand with a proposed merger of councils to create two new local authorities in Southland?
Question 5. What is the most important role of a mayor? And does a mayor need to have more power?
Mayoral candidates
Ben Bell
Age 26
Occupation Mayor
Q1 We can’t avoid spending on the basics like roads, water and waste, but we need to get smarter about costs. Not everything has to win awards, just build what works. Collaborate with neighbouring councils for economies of scale, fight unrealistic regulations and continue to review our services. The goal isn’t just doing the basics, we have to also make them affordable for future generations.
Q2 Listen first, argue second. Good ideas come from everywhere, not just the loudest voices. I’ve learned that respectful disagreement often leads to better outcomes than everyone nodding along. Council works best when they can disagree on the method but agree on the outcome because finding middle ground isn’t weakness, it’s how democracy should function at the local level.
Q3 Central government keeps sending mixed messages; do the basics brilliantly, but also solve unemployment and boost exports. Pick a lane. Local councils know their communities best, but they are constantly dealing with uncertainty. Give them clear direction, realistic standards and stop changing the rules every election cycle. Let local government focus on what we do well instead of being Wellington’s cleanup crew.
Q4 I don’t support the current proposal. Splitting a regional council in two doesn’t create efficiency, it creates more bureaucracy. My philosophy has always been go big or go home - if we’re going to spend millions on restructuring, let’s do something meaningful that actually delivers better services and lower costs, not just shuffle deck chairs around different buildings.
Q5 A mayor’s job is to lead council and manage their only employee, the chief executive. Beyond that and a casting vote, mayors are pretty powerless. The community expects leadership and the tools for mayors to drive that leadership, rather than just electing a councillor with a fancy title. When things are going well, it works fine, but mayors very rarely live in a perfect world.
Nicola Davis
Age 59
Occupation
Self-employed
Q1 Infrastructure spending needs to be tempered with cost and spanned over the correct time frame, i.e. over 20-50 years cost vs benefit. Rate rises should be tempered with an eye to all budgets, that is: do more with less. Efficiencies, departments, procurement all need to be looked at to ensure ratepayers are getting value.
Q2 Many opinions are what a democracy should be. I would encourage everyone to express their opinions, concerns and to debate with respect. Everyone needs to be heard. Then a consensus may be reached.
Q3 There seems to be an impasse between the two. And signals from central government can be slow to come into force. Take the reforms of the RMA for instance. Councils are waiting for direction on these types of matters. I think there needs to be much more dialogue between central and local government.
Q4 Given this is at the beginning stage, I can’t comment too much. And since I am running for mayor, I also don’t have all of the information. What I would say, is that Gore absolutely needs to be part of these discussions going forward. We haven’t been to this point.
Q5 The role of a mayor is more than ceremonial. A mayor should lead the council, should be involved in the financial decisions of a council, and the direction of a council. Strong leadership is required.
Council candidates
Question 1 How should your council balance the need for infrastructure spending with concerns about rate rises?
Question 2 How do you envisage working with others in council - especially those who don’t agree with you?
Council at large
Gary McIntyre
Age 70
Occupation Semi-retired farmer
Q1 Don’t fix unless it’s broke, prioritise work, debt is the cause of rate rises, avoid interest-only loans.
Q2 Necessary for savings on bulk infrastructure.
Torrone Smith
Age 34
Occupation Self-employed financial adviser
Q1 Council must take a long-term, strategic approach. Prioritising core infrastructure and being honest about what we can afford. Essential upgrades should come first, with government partnerships explored and surplus or underperforming assets considered for sale to fund major projects. Existing budgets should be reviewed and inefficiencies addressed before asking ratepayers to contribute more. By focusing on need over want and using smarter funding options, we can reduce pressure on ratepayers.
Q2 I believe respectful, constructive relationships are essential to good decision-making. Not everyone will agree all the time, and that’s OK. My approach is to listen first, understand different perspectives and focus on the shared goal of making Gore a better place.
I’ll work collaboratively, seek common ground and be willing to compromise when it’s in the community’s best interests. Strong governance comes from healthy debate, open minds and people working together for the right reasons.
Ward: Gore (5)
Donna Bruce
Age 50
Occupation Teacher’s aide
Q1 Most councils need to prioritise better. Our budgets for parks, reserves and arts and heritage should be reviewed with a fine-tooth comb to identify savings. Funds spent on "nice-to-haves" must be redirected to essential infrastructure. If common sense is applied at the council table from the beginning, we can make smart investments without placing unnecessary pressure on ratepayers.
Q2 I’m standing to represent ratepayers who, like me, find Gore District Council rates unaffordable. I’ll work with anyone - regardless of differences - if it serves the best interests of our community. My loyalty is to the people, not the institution, and I’ll be a strong, independent voice at the table.
Mel Cupit
Age 50
Occupation Fertiliser adviser
Q1 The Gore community has faced some of the country’s highest rates increases, and people are genuinely struggling. I think council, like all businesses and households have had to, need to tighten the belt and make some hard calls, be more disciplined with spending. The focus needs to be on delivering core services efficiently and trimming non-essentials. No frills.
Q2 I look forward to the opportunity to work with everyone, both around the council table and in the community. I am common-sense, hardworking and a team player. I believe connections and relationships are essential to success in whatever you do, and I think this will help me work effectively with a range of personalities and perspectives.
Jess Hudson. Photo: supplied
Jess Hudson
Age 38
Occupation Social Worker
Q1 A council seeking to balance infrastructure spending with rate increases should adopt a multi-faceted approach, prioritising essential infrastructure projects, investigating alternative funding options and ensuring transparent communication with the public regarding the necessity of investments and their associated costs.
Q2 At its core, democracy is about engaging in meaningful discussions and striving to make decisions that benefit the community as a whole. I’ve worked hard to cultivate a mindset of continuous learning and open communication, and I’m excited to collaborate with others who share this vision, regardless of who is part of the conversation.
Did not respond: Steven Dixon (council at large), Joe Stringer (council at large), Neville Phillips (council at large), Andy Fraser (Gore), Robert (Caveman) McKenzie (Gore), Paul McPhail (Gore), John Gardyne (Gore Rural) and Stewart MacDonell (Gore Rural).
