Steve Hill is a man who would rather be forgotten.
Although the Clutha District Council chief executive professes delight at his recent reappointment for a second five-year term in office, he believes the best legacy for those involved in the executive arm of local government, is invisibility.
"Ideally, you don’t want to be in the spotlight. For the most part, the mayor and other elected members are there as the public face of council, and if they’re remembered a little more fondly for bringing beneficial, sustainable progress to the district, then we’ve done our job as a team."
That was not to say he found no satisfaction in the influence of the role, however.
"The beauty of the chief executive role is that you get to contribute to that positive influence and progress. Just hopefully behind the scenes."
Perhaps peculiarly for a bureaucrat, Mr Hill said his biggest frustration with the process of governance was the pace of bureaucracy itself.
Here there were two issues: maintaining momentum, and making progress visible.
"You could say during these first five years we’ve been dealing mainly with "big picture" matters. Now we’ve done the groundwork in providing a financially and structurally stable base for council, and formulated cohesive strategies for moving the district forward as a whole, we want to see some action before we lose impetus. It’s easy to lose that unless you nail down progress."
The other risk with "big picture" governance was its relative invisibility to the public.
"The longer you work in local government, the more you come to realise however important the big picture stuff is for longer-term sustainability, ratepayers see day-to-day service issues as key. That’s where you’re most visible as an organisation, and that’s another major area we’re going to work to improve over the next five years."
The Clutha District was in an excellent position to seize its opportunities during the next 20 years, Mr Hill believed.
"Council has set the building blocks really well for economic, job, population growth, and we’re starting to see the benefits of that work locally.
"Our two major areas for economic growth are Balclutha and Milton, where we’re set to become an economic powerhouse."
In the true spirit of sustainability, finding balance within council activities and initiatives was critical.
This could be seen right now in the Catlins, he said, where the council’s latest community consultation — "Our Place Catlins" — is taking place this summer.
"It’s not all about economics, although that has to be the driver for growth.
"The Catlins is a unique environment with huge potential for tourism, but equally at risk from poor management of that influx, and at risk from the depredations of the global environmental issues facing the world.
"The overall outlook is fantastic, but a balance between economic and environmental outcomes needs to be struck not just here, but right across the district."
Entering the Royal New Zealand Navy as an 18-year-old school leaver in 1980, Mr Hill had honed his managerial and organisational skills during that time, and through a subsequent degree in management studies at Waikato University.
"After 15 years, I left the navy as a lieutenant-commander, then ended up spending the next 15 years after university at Western Bay of Plenty District Council. Maybe there’s a pattern there."
It was at the council, in his hometown of Tauranga, that he met then colleague, soon-to-be wife, Lana.
"Lana has been a boon down the years. As she spent 30 years working in local government herself, she understands the particular demands and working hours it can sometimes entail."
Careful — when possible — to strike a "reasonable" work-life balance, at leisure Mr Hill enjoyed walking Newfoundland Maddie, spending time with family, and, perhaps more unusually, war-gaming.
Despite spending his working week shifting the real-life chess pieces of local government, he insisted relaxation could be found in the miniature world of battlefields real and imagined.
"I’ve been collecting and competing since school. There perhaps hasn’t been so much time to devote to it over recent years, but I was runner-up in a world championship when it came to Wellington one year."
Now 56, Mr Hill said it was too early to say whether he would step up for a third term as CEO in 2024.
However, he was adamant his links with South Otago would remain, regardless.
"One of Lana’s sons has moved from Auckland to Clinton with our first grandchild, and I know Lana loves it here as much as I do, so we’re planning on staying, irrespective of future circumstances."
That migration south also served as a "perfect illustration" of his and the council’s shared future vision for Clutha.
"Here’s a professional Auckland family that’s escaped the rat race and come south for amazing lifestyle and employment opportunities.
"Why would you carry on suffering? We’re sitting on a hidden gem."
