Dr Mawera Karetai

Every three years, New Zealanders are offered a powerful tool: the local body vote. It’s easy to feel that local elections don’t matter as much as what happens in Wellington, but the truth is, local councils determine much of what shapes our daily lives.

When you post your voting forms back, you are not just selecting services, but setting the tone for communities, neighbourhoods, and the future of Aotearoa itself. If more of us realised the difference our vote actually makes, on everything from whānau wellbeing to the health of our rivers, voter turnout might not be so dismal.

The focus for this article today is what motivates people to put themselves forward for these demanding and often thankless roles, and what the role really is.

There many reasons people stand for local government. Some candidates are driven by a deep sense of duty to serve their community, while others want to tackle specific challenges, climate resilience, housing affordability, transport connections – things that affect us all. Many stand because they feel underrepresented: they want Māori, rangatahi, or minority voices at the table, or they believe their expertise in law, health, education, or land care can help deliver better outcomes for everyone. Some see standing as a way to give back after years of community involvement. Whatever the reason for standing, you, the voter, have a right to question a candidate’s motivation, and to be given a proper answer – it’s your vote they want, after all.

It is in the motivation for standing, that the line between governance and leadership, and council operations comes sharply into focus. Many people, who might not have had reason to think about it, struggle to understand the difference between the governance and operations of an organisation. Even some candidates lack this understanding before being elected.

In local government, governance is the framework that guides how councils and other local authorities make decisions, set priorities, and remain accountable to their communities. It’s about leadership, oversight, and decision-making. It is not about day-to-day management. Leadership, though, is what inspires people, and good leadership is found in both governance and operations. Leaders articulate a vision, motivate others to act, and hold tough conversations about values and priorities. The best local politicians have broad skill sets; they can sift through the details and also stand tall, representing and unifying the diverse people they serve. Governance without leadership can become dull bureaucracy that is difficult to engage with, and leadership without governance can be risky.

Governance and operations in local government must remain separate to ensure transparency, accountability, and effective oversight. Elected representatives are responsible for setting strategic direction, developing policy, and safeguarding public resources. Operational matters, such as day-to-day management and implementation, fall to council staff under the Chief Executive.

If governance strays into operations, it blurs lines of responsibility, undermines the professional independence of staff, and risks political interference in service delivery or resource allocation. This can erode public trust, create conflicts of interest, and compromise the council’s ability to hold management to account for their performance. Keeping governance distinct from operations is essential for maintaining integrity and ensuring that the council’s function in the best interests of their communities.

When choosing who will get your vote, it is good to attend candidate events and look at material they have produced.  Steer clear of extremist views, empty slogans, and popularity contests. Instead, look for candidates who demonstrate:

• A genuine, ongoing, consistent commitment to the community above personal gain
• The qualifications, skills and experience to do the job
• Sound understanding of governance, meaning they take responsibility and respect the collective decision-making process
• A track record of listening and responding with integrity
• Breadth of vision, able to balance social, economic, cultural, and environmental wellbeing for all
• The humility and skill to collaborate as a team member among equals. Councils are a team.

A final word of caution: beware the allure of the single-issue candidate. While passion for a cause is commendable, councils must deal with hundreds of interwoven issues and complex obligations. A one-issue champion often lacks the flexibility and wisdom needed for big-picture decision-making. Worse, they can distort debate and divert attention away from more pressing community needs, to support their agenda. Local government is not just about fixing that pothole or not restoring a sports complex; it’s about the long-term health, fairness, and vibrancy of our wider community.

This voting season, choose candidates who show both heart and head, and step up to vote for the future you want to be part of.