Over the course of the election, a number of Marlborough residents have voiced their concern about the future of Blenheim’s CBD.

A vibrant CBD is a valuable asset for any town or city, and it’s fantastic to read about local retailers investing in the future of their businesses by moving to and expanding in new premises within the CBD.

The CBD isn’t dead. To say it is, is degrading the hard work that every retailer and each of their local staff are doing every day to attract customers and sustain their businesses.

With the enormous growth in online shopping and advances in technology, changes in shopper behaviour, and companies’ own business and financial objectives (particularly chain stores, where decisions are made at head office and are out of local managers’ control), the CBD environment is naturally changing.

This is something that needs to be understood, embraced and supported by all – not critiqued by Council or Mayoral candidates as an abject singular failure of Council – particularly for some, a Council they’ve been a part of for many years.

A successful CBD isn’t one that’s driven by Council policy. It’s one where retailers and hospitality providers have compelling reasons and offers for people to want to go to their stores, where customer service is exactly that – service; where commercial landlords are attracting and retaining high-quality sustainable businesses, where Council is managing and maintaining infrastructure, and where each and every one of us spend quality time browsing, shopping, relaxing, living and socialising.

Council is one party at the CBD table, and has been working positively with the Blenheim Business Association and Marlborough Chamber of Commerce over the past three years to understand retail issues and commit to infrastructure enhancements within the CBD environment.

Positive progress takes commitment and innovation from all parties – not just one – and the wider community of Marlburian shoppers also needs to be a part of what Blenheim’s changing CBD will look like and deliver in the future.

Already, plans are being actioned by investors to grow the CBD’s accommodation offering. This should enhance visitor foot traffic and drive future demand for hospitality businesses. I fully support the moves by some retailers to support and showcase local talent, and hope that more can be done in this space – to proudly champion local suppliers and craftspeople.

A number of businesses, including those in today’s Marlborough Express article, are seeing opportunities and are embracing change positively by proudly investing in and committing to the future of their businesses – and Blenheim’s CBD.

Council has committed to a new library and gallery in its long-term plan. This will be a key foundation in the CBD, attracting foot traffic and vibrancy in the town centre. The newly-elected Council will also weigh up an initiative to provide an hour’s free parking in the CBD.

Initiatives like these can’t be considered as one-off sticky plasters, however. The bigger question for Council, retailers, commercial landlords, investors and the community to continually understand and collectively address, is what aspects and qualities will make Blenheim’s CBD a truly unique and desirable destination to shop, with the goal of ensuring the commercial sustainability of all CBD stakeholders?

This isn’t a Council-only responsibility, though I’m passionate about ensuring it’s done right and that Council invests wisely in the CBD.

It’s up to all stakeholders to work together on the big picture and embrace the changing retail environment with positivity, vision and commitment, for issues to be identified and ironed out, and for the Marlborough community to proudly spend more time shopping and supporting local in our CBD.

During my last successful campaign for the role as Mayor I wrote here about Blenheim’s Taylor River Reserve, and the concerns I shared with many residents about the river’s water quality.

Every day, my partner Anne and I walk our dogs Bella and Hugo in the reserve, and we always enjoy seeing how many other Marlburians are out enjoying this great public space.

But, also like many others, are often concerned when we see children swimming in the water of the Taylor River. Levels of E. coli bacteria in the river have frequently failed water quality testing with a Suitability for Recreation Grade of ‘Very Poor’.

That issue intensified after the Kaikōura Earthquake, which happened a few weeks after I took office as Mayor, and which had caused damage to Blenheim’s already ageing sewerage system.

With all that we know today, and the tools we have to work with, pollution in our rivers is not, in my view, acceptable. So in the last few years, Council has instigated genuine action and shown leadership toward improving the region’s sewerage infrastructure and the Taylor River’s water quality.

Through this work it has also been ascertained that the main outfall sewage pump in Blenheim is at risk if a big earthquake hits.

Replacing the pump has been budgeted for as a major project in the 2019 pre-election report. In addition, Council is spending $4.8m this year to finish the Waikawa trunk sewer upgrade – a vital upgrade to improve Picton’s infrastructure and ensure it can handle demands from future population growth.

These are very important projects for our wider region to ensure our overall resilience and environmental guardianship in future as Marlborough continues to grow, expand and thrive.

As Mayor, I believe all Marlborough residents should have reassurance that they have a Council that prioritises services as basic as clean drinking water, which should be an expectation of every New Zealander.

It has therefore been one of my greatest pleasures this year to witness the long-awaited Seddon water treatment plant become operational. Upgrades have also been budgeted for and actioned to improve the drinking water supplies for Renwick, Havelock and Picton.

Sometimes, the most important essentials of life are also the most challenging.

Ensuring these challenges continue to be met requires identifying and prioritising the right issues. That takes an effective and experienced Mayor, with the continuity of being a strong leader for a new team of Councillors.

Because, like many, I look forward to the day when children can jump into the clear, healthy water of the Taylor River - and other Marlborough rivers - with any fear of harmful bacteria firmly a thing of the past.

To the public, the Mayor is seen as a leader of the community, of a team of Councillors, and as the face of a region to wider New Zealand.

That is, indeed, an important part of a Mayor’s role. But within Council chambers, a Mayor’s job is to provide strong governance to a team of Councillors as discussions and debate are held and, ultimately, decisions relating to important issues are collectively reached.

These decisions relate to a wide range of regulatory issues and policies, to the provision of local infrastructure such as our roads and stormwater system, emergency management, building control, public health, environmental health and safety and more.

Policies and documents that provide guidance to all activities such as our long-term, annual and environmental plans, must also be thoroughly discussed and considered before anything is adopted. These often relate to very complex issues and as such attract many different viewpoints from around the community.

In fact, community input and engagement is one of the most important aspects of this process. After all, a Council and Mayor are tasked with making important decisions on behalf of the people who elected them, so community participation in decision-making is key.

Good governance by a Mayor and Councillors means defining a clear vision for the future of the region, which requires taking a strategic view that is separate and at a higher level from operational matters.

Throughout the process of setting policies, a team of Councillors must weigh up many factors and ultimately in all decisions have to find a balance between short-term gains and long-term benefits.

A Mayor’s role within the debating chamber setting is crucial. As the head of the discussion table, it is up to a Mayor to provide governance leadership; to ensure robust, democratic debate and discussion; to do so in a professional manner and with unfailing integrity; and finally to ensure that everyone around the table understands the decisions that are ultimately reached.

Above all, the Mayor must ensure that the needs of people living in our communities now and in future are always represented. To do so requires integrity, experience, exemplary governance and strong leadership.

As Mayor for the past three years I have lived up to my promise of strong leadership. If I am re-elected, I will continue to ensure that a new team of Councillors is guided through open and balanced discussions to reach collective decisions that are for the benefit of our entire community, now and into the future.

Decisions that are based on the requirements and responsibilities of their role – not of personal or political agendas.

Like all of you, I’m a member of the Marlborough community, a ratepayer and a citizen who uses our wonderful public amenities.

And like you, I have a view on how Marlborough could function, develop and look now and in the future. A firm view… but not a fixed view.

This is why I consider thorough public engagement to be one of the most important aspects of being Mayor.

From speaking to Marlburians, first as a Councillor and then as Mayor (but also simply as a neighbour, a friend and a community member), I appreciate that what people want from a Council is to know they are being heard.

And so they should.

Council processes, such as those around our annual and long-term plans, always take into consideration the public’s right to be involved. As Mayor, I strive to ensure that, prior to any decision making, we have done our utmost to reach every part of the community, from the voices of our future generations through the Marlborough Youth Council and use of social media to more traditional means of communication preferred by the older members of our community.

As Mayor I will continue to prioritise public engagement. Your input as a member of this region’s community is vital if we want to make decisions that are in the best interest of everyone who lives and works in, and enjoys, Marlborough.

In the normal process of revisiting how we work, I want to ensure that the way we engage with the public is still relevant, user-friendly, effective and adheres to the democratic process.

There are always going to be issues that not everyone agrees on: That’s normal, and is why open, honest and informed debate around the Council table is vital before decisions are reached.

Discussion, consultation and engagement are key to working together to ensure we are shaping a Marlborough that is strong, vibrant, healthy and a place we all want our children and grandchildren to thrive in.

As Mayor, I will always ensure that happens. Voting for me means voting for continued strong and responsible leadership, a drive for public input, experience and unfailing integrity.

Investing ratepayer money is vitally important for any progressive yet stable, well-functioning regional economy to function effectively.

Targeted, responsible spending in areas that support and enhance our services and core infrastructure ultimately means we attract new business, we encourage innovation and therefore we support the quality of life and social infrastructure that makes this brilliant region such a great place to live.

It is the role of Councillors to decide how each dollar is spent; and for the Mayor to ensure discussions at the Council table are open, robust and productive.

Such weighty decisions are part and parcel of this role, which is why strong leadership, experience and excellent governance are key attributes of an effective Mayor.

Currently, Council’s level of borrowing is forecast to remain modest and within its net debt cap for the next 10 years. This make us only one of seven local authorities to be in this position; our current credit rating by rating agency S&P Global has increased to AA Positive during the last term.

In February, Council adopted its budget for the 2019-20 Annual Plan. This plan placed particular focus on capital investment for Marlborough’s core infrastructure, which is vital to the region’s long-term future.

Some projects were delayed as savings were identified.

This was not a case of crystal-ball gazing, but making critical decisions based on the evidence we were provided with as part of our robust community engagement, as well as solid facts from our own research.

Leading Councillors through the normal processes and answering the questions raised in Council chambers, or by members of the public, comes alongside ensuring that all political ambitions and personal agendas are always off the table. That takes experience, integrity and a high level of professionalism.

Ultimately, all our considerations are underpinned by leading Marlborough to become a strong, vibrant region where everyone thrives – in their business, in their work, at home and around the region.

As voting papers begin to be delivered over the coming days, Marlburians will consider who will act in the region’s best interests as Mayor and Councillors for the next three years.

So what are some of the core qualities that make an effective Mayor or Councillor?

After two terms as Councillor and one as Mayor, I have gained solid insight into what qualities a Councillor needs, to be effective in their role as an elected representative of our community.

While everyone naturally brings their own individual strengths to the Council chamber, as well as carrying with them the viewpoints of the ward they represent, there are a number of overarching attributes that effective Councillors have. These include:

Governance skills

The role of a Mayor and Councillors is to make decisions at a governance level, so Council can manage all operational matters smoothly and in accordance with the plans put in place. This requires the ability to see issues from a strategic perspective, not an operational one.

Leadership and teamwork

While the Mayor’s role at the Council table is as leader, Councillors are leaders in their own right – including at committee level and particularly when representing Council and themselves in the community. Not to just be seen at election time.

At the same time, to make effective and good decisions, Councillors need to work as a team – contributing positively and listening to their peers with respect and consideration.

Integrity

Strong and consistent moral and ethical principles are central to fulfilling the role as an elected member of Council.

Professional, always.

Being a Councillor means making difficult decisions about complex and far-reaching issues. To reach these decisions requires dedication to get through what is often a large volume of work, and a high level of unfailing professionalism to the job.

Empathy

As an elected member of Council, always seeking and listening to the views of the community is one of the most important parts of this role. This does not always mean agreeing, but all points of view must be considered with respect.

A good memory

In the process of debating, discussing and planning for decisions, it’s important to remember and reflect on what has come before. When reviewing what our predecessors put in place, understanding and respecting our heritage can be just as important as looking to the future.

A vision

A long-term vision for the environmental, economic and social sustainability of Marlborough must underpin all decision-making.

Respect for the democratic process

Council processes are there for a reason, and these processes must be respected by those who use them to reach decisions. This includes robust public engagement, careful and professional consideration of all viewpoints, coming to a decision as a governance team, and owning every decision as a team – even if a decision differs from a Councillor’s own personal opinion.

Critical and strategic thinking

Councillors are tasked with making decisions that will guide the region’s direction well into the future. Critical and strategic thinking is key to ensure that direction is in the best interest of all residents, our environment and our economy.

Good time management

Being a Councillor is a significant undertaking. It is as time consuming as it is rewarding, but to make it work takes careful time management and a dedication to getting the job done to the highest standard.

Impartiality

All personal agendas or political ambitions must always be kept off the debating table. There is no room for grandstanding – just for rational, collaborative, positive and impartial governance.

Humility

Being an effective Councillor has nothing to do with personal agenda, ego or political ambition. Councillors’ roles are to serve the community as a whole with exemplary governance, to work collaboratively with other Councillors to reach a consensus, and to champion the region and the great work that Council staff undertake in advising on, implementing and monitoring Council policies.

Effectiveness as a Councillor isn’t about talking yourself up, but of taking a strategic and empathetic view of issues, getting on with the job, and working well with others to make Marlborough a vibrant, prosperous and healthy community for generations to come.

A Councillor may have a firm view on an issue, but needs to remain mindful and respectful that their view is only one at a table of many.

Accountability

Being a Councillor means taking responsibility and being answerable for the actions, decisions and behaviour that are made in the position that they’ve been elected to. As a team, Councillors are collectively accountable for the decisions they make and the processes used to get there.

It is entirely unacceptable for a Councillor to undermine collective decisions that are made in Council’s forum, in which they have been a part of a democratic process. They may not personally agree with an outcome of a decision they have been a party to, but they have contributed in a democratic process to reach that decision and must jointly own that decision once it has been made, placing the region’s interests above their own.

At every election, there are promises of rates reductions, driving down of council costs and other spending-related promises.

I don't make promises I can’t keep.

But what I can promise is that, as Mayor, I will always aim for a Council that works smarter and strives for greater efficiencies to keep spending and rates as low as possible.

By voting for me in the last election, Marlburians showed they trusted my decision-making, leadership skills and integrity. Three years later those values haven’t changed, and have been demonstrated on many occasions.

Throughout the previous terms as Councillor and Mayor, I made all my decisions based on fact, not on any personal agendas or politicking. I always work to ensure Councillors uphold these values when debating any issue.

Investment and spending are necessary to maintain our way of life, to promote economic development and to keep moving our region forward in a way that we all want to see.

That can only be achieved by sound financial planning led by clear objectives, that invests in assets and services that are designed to match the region’s ongoing and vibrant growth.

It’s also about looking after what we have. We are privileged to have a number of brilliant public assets in Marlborough that we need to take care of – because if we don’t invest in the necessary maintenance now, future generations will pay much more for it later.

With every decision that Council makes, as Mayor I will continue to ensure that the short- and long-term implications of funding choices are clearly understood, have been openly debated, take into consideration the public’s input and are agreed on as a collective.

I always ensure high standards of accountability, transparency and responsibility when it comes to allocating funds.

You can trust that my high level of professionalism and integrity with regards to all issues, including spending, will continue without fail for the good of our region: This is a promise I can stick to.

Marlborough is facing some critical challenges related to growth.

At the heart of it, we can look at this as a good problem to have - growth means jobs and incomes, a higher standard of living and room for investment and progress across our industries - but it’s nevertheless an issue we continually need to manage.

Many of Marlborough’s major industries are still in dynamic growth phases, but that growth must be supported by an increasing workforce across all levels, from low-skilled labour through to specialist and executive roles. This creates the need for increased support from other sectors such as health, education, retail and more.

Another key challenge as a result of growth is the need to ensure the region has capacity for enough housing to help attract and retain the necessary workforce.

Council is tasked with making prudent decisions relating to the consent process for new and existing housing development, to ensure these processes are robust but not prohibitive.

A good supply of zoned land suitable for housing is being made available over coming years. Already, nearly 400 sections (a mix of greenfield and infill) are immediately available for potential development, and more than 500 greenfield lots will be available for development in 2021. There is further potential for another nearly 1,100 greenfield sections, pending planning and infrastructure.

Housing isn’t just a Council issue to manage, however. It’s a wider community issue that must draw in public and private industry and central government.

For this reason, Council established a Smart+Connected Labour and Skills Group, bringing together industry organisations, academia, community groups and government agencies.

This is a case of working together for the benefit of the entire region to continue to prosper in the future through strong, considered economic development. Because while a strong, growing economy is important for Marlborough’s ultimate success, it’s only one piece of the puzzle that holds our region together.

At the Council table, we must remember that any new housing developments must be balanced with the quality of life that brings, and keeps, us all here. Our social infrastructure and environment shouldn’t be jeopardised by rushed decisions or projects.

As Mayor it’s my role to lead a team of Councillors though these decision-making processes with integrity and by drawing on strong community engagement. Weighing up all the factors in a balanced, effective manner requires exemplary governance from a Mayor.

The ability to do that comes with experience, knowledge of the way our region works and an expert grasp on all relevant processes and laws.

As we face the challenge of an increasing population and need for more housing, we have to keep moving forward in a manner that will always retain the great Marlborough lifestyle that we’re all here to enjoy, while paving the way for continued sustainable growth.

As a resident of Marlborough, I know how much we all enjoy our beautiful natural environment.

From boating and swimming in the Marlborough Sounds to those sweeping views up the Awatere Valley to majestic Mt Tapuae-o-Uenuku, we have a lot of wonderful things going for us here.

It’s up to us all to protect our stunning region now and for the future. Therefore, climate change goals and environmental sustainability are a priority for any decisions made by Council.

As Mayor it has always been a priority for Councillors, council staff, our community, businesses, iwi and other stakeholders to work together to develop a collective vision for the long-term health of the region’s environment.

As part of that, Council’s role is to set clear parameters around how landowners can use and develop their land. Likewise for our successful aquaculture industry. A balance must always be struck to ensure economic growth isn’t achieved at the detriment of our environment.

Policies around land use must be set in a manner that promotes environmental sustainability but also works well for the landowners who are subject to those rules, and doesn’t inhibit business.

Any planning document that governs land management needs to be user-friendly and not overly complex, offer a level of adaptability so as not to be unreasonable, and guide decisions effectively that are made in the best interest of our region’s natural and physical resources.

This includes resources such as fresh water and coastal space.

Over the past few years, Council has been working to bring together the Marlborough Regional Policy Statement, the Marlborough Sounds Resource Management Plan and the Wairau/Awatere Resource Management Plan.

The creation of a single resource management document for the district is a positive leap forward in creating a clear system that will guide all future Councils toward decisions that are in the best interest of our environment, while continuing to respect land and sea users and stimulate economic growth.

There are other ways in which our Council can show true leadership in sustainability, by setting goals to reduce our own carbon emissions, investing resources into better understanding the long term consequences of climate change, and adapting and measuring the effectiveness of our response.

Resources have already been allocated by Council toward this, including establishing measures and a co-ordinated response across Council.

We have responsibility as a Council and a community to lead future enhancement of our whole region to be a place that is renowned internationally for its environment, sustainable and successful business practices, recreational and tourism experiences, and healthy, vibrant communities.

As Mayor, continuing to build on the work already done and showing strong leadership in these areas will always remain a priority for me.

Three weeks after taking over as Mayor of Marlborough in 2016 our region was hit hard by the Kaikōura Earthquake.

This event took a huge toll on many people – financially and psychologically – particularly in South Marlborough, which at that time was still recovering from the earthquakes of 2013.

The impact these natural events have had on our residents cannot be understated, and the recovery period has been, and continues to be, a difficult one for a number of families and businesses.

Immediately after the earthquake, my role as Marlborough’s new Mayor was to step up as a solid and decisive leader. I had based my mayoral campaign on the premise of strong leadership, and this was immediately put to the test in ways I could never have imagined.

A big part of our collective leadership was ensuring that crucial decisions were being made in a timely but very thought-through manner. This required a calm and considered approach in a situation that was anything but.

That we coped as a region in the way we did in the face of such adversity is a credit to all those involved, from the residents who helped their neighbours and families to the emergency services, contractors, volunteers and of course decision-makers at Council who were part of the immediate aftermath and subsequent recovery process.

I also re-opened the Marlborough Mayoral Earthquake Fund, which had originally been established by my predecessor Alistair Sowman after the 2013 quake, and it was heartening to see the donations flood in from all over New Zealand, but also Marlborough locals and businesses who themselves had been affected. That fund helped to meet the pressing welfare needs of many affected families quickly and efficiently.

Today, the wider areas around Seddon and Ward have come a long way but some areas are still in the process of rebuilding, both in terms of private property and public infrastructure.

Some elements of Council-funded rebuilds have taken longer, because it is important that it is completed properly, with careful thought and consideration into how to channel funding into exactly the right places, and how to create something that will be resilient in the future.

From Council’s perspective, initial work focused on restoring vital infrastructure and re-opening roads like the massive Awatere Valley Rd slip which left farming families cut off. This massive job, led by Marlborough Roads, resulted in the road being open again by early January 2017 for these Marlburians.

Less urgent in the initial stages of recovery, but certainly just as important, projects that Council funded post-earthquake included the construction of the Awatere Memorial Hall.

I was delighted to be able to attend the dawn blessing of the newly completed hall last month with Councillors Cynthia Brooks and Gerald Hope. Work began to upgrade this great community facility in 2009, but it was damaged twice by earthquakes in 2013 and 2016.

Buildings like this are often the heart of a community, particularly in a rural area like the Awatere where many neighbours live at a distance from one another. An important consideration when deciding on Council funding is whether it enhances the social health and well-being of ratepayers, and this hall is a perfect example of that.

While the earthquakes of 2013 and 2016 posed many significant challenges, it is important that we learn from them.

This includes acknowledging how crucial robust, well-planned and resilient infrastructure is to strengthen our region in the event of a future event on the scale of 2016, or worse, and to incorporate that into all our future planning and visions for Marlborough.

Events like this remind us why it is necessary to ensure Council has the contingency, resources and capability to cope in adverse situations, and this is something we must always consider in our future funding decisions.

It has been my role as Mayor to uphold these learnings throughout normal Council processes.

In future, the experience of leading Council through this significant natural disaster is something I can draw on in all future decision-making, and I look forward to applying this incredibly valuable knowledge to another three years as Mayor of our fantastic region.

I am privileged to be officiating today at Marlborough’s largest-ever citizenship ceremony.

Welcoming new members to our community - and some not so new, having lived here as New Zealand residents before being granted citizenship - is always a great honour.

Aotearoa/New Zealand citizenship ceremonies are held regularly at the Marlborough District Council chambers, as they are at other councils around the country.

As Mayor, I officiate at these and stand by citizenship candidates as they affirm their allegiance to the Crown, promise to obey the laws of the land and to be good citizens.

Our newest citizens often invite family, friends and neighbours to attend the ceremony and witness the change, or addition, of citizenship from their country of birth to becoming a New Zealander.

Their pride at these ceremonies is always obvious and palpable. Those who migrated as adults usually worked incredibly hard to get to New Zealand, to build up their new lives here, to understand our culture and way of life, and to ultimately establish a great future for themselves and for their children.

For me, it’s not only a great opportunity to meet and engage with more Marlburians, which is one of the most important aspects of being Mayor, but to learn about their fascinating and diverse backgrounds.

Some have come here from countries with very diverse backgrounds and customs; others from situations more familiar to many New Zealanders, such as the UK or Australia.

Those who needed support with settling here talk about the wonderful Marlborough Multicultural Centre, which for many years has done an outstanding job of providing advocacy, networking opportunities and education options to our newest arrivals.

Whatever the background of Marlborough’s new citizens, they often tell me how lucky and proud they feel to call this beautiful region their home. And we are very lucky to have them - they contribute to Marlborough with their skills, their knowledge, and their diverse backgrounds and experiences.

After all, diversity is an important part of the fabric of any society. Our differences are what add colour and vibrancy, and encourage tolerance, understanding, and open minds.

I wish all 20 of the new citizens who attend today’s citizenship ceremony the very best for their futures here in Marlborough, and look forward to hosting them for this special occasion.

Congratulations to all the candidates who have put their names forward for this local body election.

It’s good to see some new faces, fresh ideas and varied viewpoints in the mix, together with many existing Councillors who I’ve enjoyed working productively with as Mayor over the past three years.

Representing the Marlborough community as a Councillor is a significant commitment, and one that shouldn’t be taken lightly – for the sake of the region’s sustainable growth, and for your responsibility to the community who you hope to represent.

If elected as Councillor, you will be expected to work positively as part of the region’s governance team, albeit representing and considering different views at times.

Teamwork requires open minds, healthy debate, and shared ownership of decisions. As Councillor you are elected to understand and represent the views of your electorate – not your own personal agenda or political aspiration – and consider carefully the decisions that you make collectively and the responsibility you have as a governance team.

As Mayor I will continue working with Councillors to ensure our growth as a region is balanced with our quality of life, our social infrastructure and guardianship of our environment, and that our children and grandchildren grow up in a strong, vibrant and healthy community that takes pride in the place we call home.

I wish all candidates the very best for a healthy and clean election.