I see that there are two key components that make up the role of the Mayor.

The first one is leadership of the governance section of council and like the captain of any team sets the strategy and standards for others to follow.

The second is a partnership role and that is with Council’s Chief Executive Officer.

This is the critical link that allows Governance and Management to work constructively together.

From my many years co-managing a successful technology business I have developed those necessary leadership and partnership skills and combined with my proactive five terms on Council, I truly believe that I am the best prepared person to take on Invercargill’s Mayoral position.

Council spending and its resulting rates impact is my highest priority and in simple terms, this requires a high level of “discipline”.

Government legislation determines that Councils have to have a transparent ten year financial plan, which is formally reviewed every three years and to sit alongside that, a thirty year infrastructure plan.

You would think with all this legislated financial clarity and compulsory public consultation that it should be a smooth ride.

The ultimate financial decisions are made by councillors and they are a decision making group publicly elected on a popularity basis.

This fact alone highlights the absolute need to have in place a Mayor with those necessary leadership and partnership skills to guide the best possible outcome.

There is currently Government talk of introduced Council rates capping and it is easy to understand why this has come about.

Lavish spending on building such monuments as “The flashest museum”, gives the Government good reason to intervene.

However just prioritising key infrastructure does not immediately mean financial discipline. Council’s procurement strategy is what ultimately determines how the rate payer is affected.

Council needs to be 100% sure it has secured the best pricing deal, just as a home owner would when they were getting a major job done.

The Invercargill Central mall was a major achievement and was only possible through a partnership between private investors and Council.

Council’s relationship with the Invercargill business community is critical. It can mean the difference between vibrancy and more local jobs or businesses relocating to find a more amicable environment.

As Mayor I will make sure that Council is on the pulse of what is happening in the city. Identify what is hindering growth and what can help it.

The next three years will be no armchair ride. Invercargill needs to always be on the front foot. For this to happen it needs a Mayor with all the leadership qualifications to ensure the absolute best possible result for every dollar spent.

Ian Pottinger is that Mayor.

Authorised by I.R.Pottinger, [email protected]

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