The Central App asked the seven candidates for four seats on Otago Regional Council’s (ORC) Dunstan constituency about their community track record.

What are your skills at the table: name three top skills (hard or soft) or experiences you’ll bring to the decision-making table.

Here’s how they responded:

Ben Farrell:

“I will bring decades of practical experience across all levels of our planning system, including much time spent working with, for and against the Otago councils and central government on key resource management issues such as management of freshwater, indigenous biodiversity, natural hazards, infrastructure development and urban growth.

I’m a good team member and respect the need for protocol, discipline, communication and collaboration. I will listen.

“I think critically with an empathetic, strategic, open and independent mind. This allows me to digest lots of information and appreciate/reflect on different inputs and opinion and speak up when it matters – I see the bigger picture and rarely sit on the fence. I will question people on things that matter and won’t try to bother too much with the small stuff.”

Neil Gillespie:

“Experienced leader – 27 years of local government involvement at the council table as a member of the Cromwell Community Board since 1998 (chair 2001 – 2019) and a district councillor since 2001 (deputy mayor since 2010) together with 35 years working with councils through various roles in the electricity generation industry, means that I am fully prepared for the role I’m seeking to be elected to.

“Community connection – in addition to my time at the council table, I have a solid connection in the Central Otago community through 32 years as a member of the Cromwell Volunteer Fire Brigade (almost 14 years as the secretary and the last 18 years as an officer, deputy chief and currently chief fire officer) along with membership of the Fire & Emergency Otago Local Advisory Committee since 2020.

“Logic and common sense – yes common sense does still exist, and I have the logical mindset to use it by making sure I’m fully informed and understanding of the issues at the council table. My pragmatic, common sense approach based on a knowledge of local government and governance means I am an effective decisionmaker.”

Matt Hollyer:

“Communication skills - I can understand and distill complex information then effectively share with the community to listen to feedback.

“Business and governance skills - providing support and direction to the CEO is the number one function of a governance board. I have years of experience in growing and running businesses - for small and corporate companies - with the trials and tribulations of growth and retrenchment, so I can bring genuine skills to help the ORC be effective.

“Advocacy for community groups and business - from almost 30 years in the district I have a wide network I can connect with and refer to when preparing to deliberating decisions that matter.”

Gary Kelliher:

“I have been involved in governance roles for the past 20 years. My background in governance, my ‘cut to the chase but prove to me with science’ stance, and my willingness to speak strongly against economy killing and undemocratic direction.”

Michael Laws:

“Courage: Believe it or not, many elected local body members think that their council leadership/staff recommendations are often wrong, but still vote for them. 

“Insight: Knowing how local government works - which levers to push and pull and when to say ‘Yes' and when to say 'No'.

“Solution-making: Is there another way? Is there a better solution - are there alternatives? Having the intelligence and the courage and the experience to rely not simply upon the monopoly narrative of council staff, but trusting your community to share their insights and intelligence as well. Knowing when you're right, (but also when you're wrong).”

Nicky Rhodes:

“Collaboration and communication – building trust and bringing people on the journey, with the goal of solutions by consensus where possible, by forming productive connections with stakeholders, internal and external.

“Tenacity – following through with commitments made, and strong enough to defend my position, while delivering value.

“Organisation and analytical – ability to understand and absorb technical and financial information – skilled at delivering on budgets and meeting targets while balancing complex needs.”

Amie Pont did not respond.