Incumbent highlights long service, ‘dogged determination’ in role

Sir Tim Shadbolt

Age: 75 Occupation: Mayor Marital status: Longterm partner

What sets you apart from the other mayoral candidates?

Decades of experience set me apart from the other candidates. Many think they have what it takes and know what they would do in the position but they have no real understanding of exactly how limited mayoral powers are. Politics is about playing the long game, it’s not about necessarily policy statements. I also have the dogged determination to stand up for what I think is just. The last term has shown that many others are content to be just voices in a pack for fear of personal repercussions.

How would you promote function and unity within the council governance team?

It’s vital that public confidence and respect is restored to council. This will involve establishing a culture where everyone is respected. It’s vital that there are ‘‘elected member only’’ gatherings to restore the correct hierarchy to the organisation. A schedule where these occur routinely to the start of this process of rebuilding the culture.

What are your personal views on the Three Waters reforms?

I have extreme misgivings about the Three Waters reforms and the impact upon ratepayers. The distance between ownership of water assets and control of these assets is something that every New Zealander needs to be concerned about. The proposed management structure of the new water entities dilutes input and control of the local communities who own these assets. This system of management needs to be completed revisited.

How would you promote Invercargill as a place to live and work?

We need to encourage the development of a regional marketing campaign where the virtues of our lifestyles are presented, much like the SIT campaigns of the past decade. We also need novel ways to capture media attention. Something I have excelled at for many years. The affordability of housing education and leisure to an underutilised drawcard.

What do you believe the problems are with the existing Local Government Act and how would you fix it?

The current Local Government Act places all the power for an authority to the CEO. Every aspect of the Act defers to the CEO. Most people don’t understand this factor. If the relationship between a CE and a mayor is not a positive one, the CEO can make or break a mayor because they control staff and every aspect of a council. It’s vital that executive powers are established with the reforms so that a mayor can make decisions and control their own office and staff without the influence or undermining of a CEO. Currently, management has the power to interfere in governance and there is ability for undue influence and crossover.