Owen Pickles ran the Gore District Council during tumultuous times in the 1990s but now enjoys island life. In an email interview with Clutha reporter Glenn Conway, he spoke about his new role.
Glenn Conway: What attracted you to the position on the Chathams? When most people think of the Chathams, they automatically think isolation. Was that what attracted you there?
Owen Pickles: After Gore, I applied for a few positions including this one. I was given plenty of encouragement by my professional society and others to take on the position of general manager of the Chatham Islands Council.
In the end, the decision to take the position was based on its unique challenges and Lynette's willingness to live in such a remote location.
GC: Your role as chief executive there would be no different from that of a chief executive in any other New Zealand district council - or is it?
OP: The role on the island is different from that of a council CEO on the mainland.
The challenge of retrieving a council from the brink of bankruptcy and bringing it up to be a compliant functioning entity has been very satisfying.
This included building a relationship with the New Zealand Government to obtain funding support that enables the council to deliver its statutory functions as both a regional and district council.
GC: How long have you been at the Chathams? Are they calling you a local yet?
OP: Lynette and I have been here seven and a-half years now.
We have found the community to be very supportive and caring - where else does the flight attendant give you a hug when [you are] embarking on a holiday? But I would think, like many small communities, it will take much longer to be called a local.
GC: What's the main point of difference between your role there and in a place like Gore?
OP: The interface with Government is the most noticeable. I have seen more Cabinet ministers here than I ever saw on any of my previous postings.
The council has many contractural relationships, including Canterbury Regional Council, Christchurch City Council and Wellington City Council.
Maintaining principal/contractor relationships is a big part of the role.
GC: How many ratepayers/properties do you have there?
OP: The residential population is 612 people and there are 536 rateable properties.
GC: Because you have only a certain number of ratepayers on the books, how do you manage to get money for big projects like infrastructure and other improvements?
OP: The council has two main on-island funding streams - rates and dues. Dues are a tax on all imports and exports to and from the islands. By far, the biggest income is Government grants and subsidies.
Many are available to all councils which we have to compete for and, of course, there is the annual cost-of-compliance grant.
This has funded many roading improvements, new bridges, water and wastewater schemes and waste-disposal solutions.
GC: Outline a typical day in the life of the Chatham Islands Council.
OP: No day is the same - an attraction. The Chatham Islands are 45 minutes ahead of New Zealand time, so we get a head start on the day.
Because there are only seven (including myself) employed directly by the council, everyone needs to wear several hats.
Because of this, I do need to be available to deal with issues that a mainland CEO would not normally be involved with.
All staff know most people on the islands and can respond on a personal level to them, but there are disadvantages with this at times.
I travel a lot [to the Mainland about once a month] which can become tiresome, as the travel itself takes me out of the office for two days, not accounting for the business to be transacted.
GC: What is the biggest challenge in your role?
OP: The biggest challenge outside of funding is recognition. Often the Chatham Islands are missing from the minds of New Zealand-based decision-makers and on occasions the Islands do not appear on the map figuratively and literally. It is a continuing battle.
GC: There must be advantages in the job, too, compared to other places?
OP: Variety is a definite advantage. No stress.
GC: Any more challenges in local government you want to tackle?
OP: I am happy doing what I'm doing at present - there is still much to be done.
• Mr Pickles declined to answer questions on his time at the Gore District Council, which was often marked by controversy, including regular clashes with then-mayor Mary Ogg.
Mr Pickles later laid a personal grievance claim against the council when it failed to reappoint him in 2001.
This matter was settled out of court.
Age: 55.
Married to: Lynette for 33 years.
Children: One married daughter and two grand-daughters.
Born: Invercargill.
Educated: Southland Boys High School.
Local government experience:
- Invercargill City Council (1970-79): junior training and supportive administration roles.
- Milton Borough Council (1979-84): Town clerk.
- Bluff Borough Council (1984-89): Town clerk.
- Gore District Council (1989-2001): Chief executive.
Short questions:
- What's one thing about local government many people don't know?
"How dedicated and community focused most people who work and serve in the industry are."
- The best part of your job?
"Working and meeting many good people."
- And the worst?
"Red tape."
- Where do you see yourself in five years?
"Who knows? Currently, I am enjoying what I am doing."
- Interests?
"Family, horse racing, fitness, travel."
- Philosophy in life?
"Treat everyone as an equal - they all put their pants on one leg at a time."
