We asked all nine candidates vying for a seat at the Invercargill City Council in this month's by-election the same 3 questions. They were:

• Why do you think you should win a seat at the council table?
• What skills and/or experience can you offer to address the lack of governance and fractured relationships within the ICC, as highlighted in the Richard Thomson report?
• If elected, what are the top three projects you'd like to see achieved by the end of this term?

Tom Downey

Why do you think you should win a seat at the council table?

The council table is no place for an inexperienced individual, the successful candidate must be able to contribute Immediately in a professional manner and bring strategic thinking, analytical capability coupled with corporate finance skills to bear.

The questions that voters should ask themselves about the candidate are:

• Can they do the job ✅
• Will they do the job ✅
• Do they fit the mix ✅

I have the governance, leadership, business, academic qualifications, and community connectivity to achieve what’s required for the future of the city. 

A vote for me is a vote for an experienced professional and focussed individual, who understands and supports business, someone who is capable of securing the future for current and developing businesses, individuals , community, youth, older people, and the vulnerable of our society.

Council should be nonpartisan and focus on the key issues and not personalities, this role is not about the experience of the candidates, its more importantly about how the successful individual can apply previous experience to the issues at hand for the betterment of Invercargill.

What skills and/or experience can you offer to address the lack of governance and fractured relationships within the ICC, as highlighted in the Richard Thomson report?

Clearly there are significant issues at hand, the review has highlighted some of the areas of concern however the Councillors have in the main agreed to work together to resolve matters and move forward. The capability to build relationships at all levels of society and business are paramount to the role, I can build relations and broker outcomes at all levels. I will add value at the council table.

The appointed observers Jeff Grant and Lindsay McKenzie are highly experienced individuals and they will be of assistance to the councillors as we move forward, if we can work together on the Longer Term Plan (LTP) and demonstrate sound and professional thinking and engagement, their tenure will be short.

I have governance and management experience at a high level, firstly within Police, followed by commercial expertise both nationally and internationally, facilitation and relationship development roles with the Crown, as one example between 2013 and 2016 I was a member of the Central Development Unit (CCDU) attached firstly to the Christchurch Earthquake Recovery Agency (CERA) and then subsequently this group was administered by the Department of Prime Minister and Cabinet (DPMC). This involved activities such as working with Christchurch City Council (CCC) staff and Councillors, Iwi groups, private developers, national and international investor groups and individuals, banks, construction companies, information technology companies Housing NZ, Treasury, Sports and Philanthropic individuals and groups.  

With corporate skills in a wide range of areas and an extensive background in academic research, economics, and corporate finance, I fit the bill for this role.  

My PhD candidacy focusses on Invercargill and the wider Southland area and the development of a platform to deliver a SMART province concept , the outcome will address amongst other matters social, housing employment, investment, commercial, health, income levels, new business development, education and environment issues within Invercargill and Southland moving towards 2035. 

If elected, what are the top three projects you'd like to see achieved by the end of this term?

(a) The most important objective for me is to resolve issues at the Council table to ensure the observers have a short tenure and the Minister is satisfied that we can operate in a professional manner and in the best interest of the people of Invercargill. If this does not occur a commissioner will undoubtedly be appointed to run the city and we don’t want that. I know that navigating through the LTP for our city will be difficult, however if we work together the opportunities are endless. clarity around the vision for the city is vital as we build the future for our children and grandchildren. 

(b) We must address the pressing issues already on the agenda such as the museum, the water tower, rugby park, Andersons park, the recycling contract issue. It’s imperative that council staff have the councillors' support, tools, and skills to deliver these programmes. Delivery planning, funding, and timelines for commencement and sign-off must be transparent and publicly available.

(c) The development of new business and employment opportunities built off the great efforts such as the inner city development, the ILT hotel build, the anticipated Calvary development and the jewel in the crown the Southern Institute of Technology (SIT) when coupled with the downstream opportunities from the likes of proposed data centre, ultimately the Tiwai site redevelopment, expansion of South Port, the reintegration of rail back into the transport framework and the tourism development framework present tremendous potential.