WITH a new mayor guaranteed and 39 candidates vying for a seat on Bundaberg Regional Council come election day; the council makeup could have a vastly different feel from March 19.

As current Mayor Mal Forman decided not to run again, either Reid Schirmer, Peter Wyatt, Troy Madle, Elise Cottam or Jack Dempsey will be the region's new mayor.

Of the 10 existing councillors, eight have put their hand up to run again but Divisions 2 and 6 will definitely have new elected councillors after Tony Ricciardi and Danny Rowleson decided not to seek re-election.

The NewsMail asked 12 prominent people in our community what they think are the important attributes for a councillor.

While the responses were varied, there were a few consistent themes.

Someone who listens, respects and forges an effective and honest relationship with the community were things most people saw as important.

Impact Community Services chief executive Tanya O'Shea said councillor should consistently demonstrate behaviours that inspire confidence in their capability.

"Our community deserves visionary leaders who are forward thinking, community-focused and meaningfully engaged in the social and economic life of our community," she said.

Friendly Society Private Hospital CEO Alan Cooper said councillors need to be progressive to increase employment, increase business and reduce local government red tape. "Our councillors are our advocates.

They must have a vision for the city and region," he said.

The ability to show common sense and competently manage the responsibility of the region's budget were important considerations for Childers Chamber of Commerce vice-president John Russo. 

Alan Cooper, Friendly Society Private Hospital CEO:

"Our councillors are our advocates. They must have a vision for the city and region. They need to be progressive to increase employment, increase business and reduce local government red tape. It is important they know the processes of, and be able to network with other governments. Councillors need to be decisive, but able to work well with other councillors. As a team they need to be unified and disciplined. Our councillors need to advocate for this community. They need to be able to articulate, able to listen and sometimes know when to stop talking." 

Allan Dingle, Bundaberg Canegrowers chair:

"The makeup of the Bundaberg Regional Council is very important for the wellbeing of our community. We need councillors with a wide range of business, agricultural, environmental and social experience and skills to help guide the region and represent the entire community to ensure our sustainability. Local Government and how it operates is very important and it is critical that the new council continues to build on the work of the previous council, particularly the push for affordable electricity costs for regional Queensland." 

Allan Mahoney, Bundaberg Fruit and Vegetable Grower chairman:

"It's interesting to see firstly the amount of members from the community who are having a go at running for councillor this election. It's really showing how diverse our community has become. Council in our region should always be trying to maintain a balance of progression for our growing population and need for expansion without forgetting to maintain our core businesses that have brought us this far already. The business of horticulture/agriculture has changed tremendously over the last ten years and these changes have opened up opportunities for our youth and for different business strategy. With these new strategies we need a cross section of thinking and diversity to progress and to align with all levels of government. The ability to work cohesively with current state and federal governments will also be a major balancing act of which new councillors will need to take on quickly. I am sure the public are looking for the same qualities in our councillors; we need them to look at the region with an open mind, looking for opportunity for growth and to have a great work ethic. Simple actions can show a community they are on the right track." 

Beth Boorer, Take the Plunge Community Café:

"To me, a good councillor is both visible and vocal in the community, not just during campaigning but throughout their term. We like to know how our local member is representing us, that he/she is hearing us and who they are. Councillors and candidates are conspicuously absent once the election is all over and done with. I have often heard the phrase 'Councillor X is out and about, there must be an election coming up.' It is a little sad, like going on a first date and then never seeing the person again. They don't phone, they don't write." 

Bill Moorhead, UDIA Bundaberg president and developer:

"A good councillor needs to be someone on top of their game. Someone who is in touch with what is required in the community. That person should be prepared to disagree with the unelected employees of Council when they disagree with a recommendation. A councillor should be someone who has his or her fights behind closed doors with other councillors but is united when a majority decision is made. We need a Council that puts what is best for the Bundaberg region first and their own egos last. From a very personal perspective we live in one of the premier lifestyle regions in the world. I would like the environment being taken more seriously including Council only planting native local trees in all public areas, registration of cats, kerb-side cleanups, and support the State Government in a ban on one use plastic bags and the a 10 cent drink container scheme similar to South Australia and Northern Territory." 

Craig Warhurst, NewsMail editor:

"A great councillor is someone who is just at home in the boardroom as out on the farm. They have to be people orientated and willing to listen to all points of view. They need to be able make a decision based on all points of view and be able to communicate why they decided to vote that way. They have to have thick skin and be there for the community not personal gain."

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John Russo, Childers Chamber of Commerce vice-president:

"I believe that a lot of decisions that are made come down to commonsense. I believe that people should make up their own mind on decisions, not be influenced by staff or other councillors. I believe that they should have their own opinions but I believe a good councillor is a councillor that listens to the community. Someone that has a good understanding of not only local knowledge but corporate knowledge as well. A good understanding of accounting, a councillor of the day has to be very switched on. It's one thing to go in there with all the right intentions, love and passion for the community, but the reality is that you're dealing with a big budget. You've got to have a lot of financial knowledge behind you and you've got to be able to stand up and speak for what you believe in. You've got to be open-minded, just because something have been done before doesn't mean it will be that way in the future."

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Michael Owens, Bundaberg North Burnett Tourism board member:

"An effective Councillor has the ability to establish a relationship with their community; they understand that people wish to participate more and to take greater control over their own lives and their communities because they are better informed. That relationship and the recognition of a more informed community should be a vehicle by which power is returned to the people. Plato once said that 'One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors'. It would be a travesty if effective councillors with relationships with their community who were willing to give back power to the people were elected and the community persisted in being at times disengaged, impotent and lethargic." 

Neil McPhillips, Economic development consultant:

"A great Councillor is one who has a relationship with their community and understands the wants and needs of the whole-of-the-region and shows leadership in setting policy to develop a progressive community. In the Bundaberg Region, we have enormous opportunity and whilst some great work has been done and is currently being done to increase the livability of the region…there is much more that can be done. A great Councillor should understand the balance of social, environmental and economic imperatives when setting policy for the future development of the region. It is important that Councillors work together as a team for the good of the region; being active in the community, understanding that residents expect consultation and responsiveness now more than ever." 

Nina Higgins, U3A president:

"In an ideal world, the person elected to fulfil the role of a councillor should have respect for the community, that is having a genuine caring attitude for the community and its constituents. Getting to know member is an important part of this process as it is the community that have voted you there and will likewise dispose of you should you fail in the given task as a councillor. Local Government encouraged that a keen interest is taken in all areas that are set aside, whether it be roads, rates and rubbish, or in areas where the community has chosen to excel like education, that arts and health of community is partially the task of council through the environment and provision of public facilities, and through the use of vaccinations. Thus to me a councillor needs to be well educated, a listener to what his community is saying, and a decision maker when all details are on the table. He needs to be able to substantiate his decision with factual information that has been properly researched." 

Tanya O'Shea, Impact Community Services chief executive:

"Our community deserves visionary leaders who are forward thinking, community-focused and meaningfully engaged in the social and economic life of our community. Whilst relevant technical expertise is necessary, our community needs leaders who consistently demonstrate behaviours that inspire confidence in their capability - transparency, openness, integrity, an ability to form genuine relationships with people, active listening skills that enable them to gather feedback to make well-informed decisions on behalf of our community, being a "doer" rather than "talker" (doing what they say they are going to do), and the ability to work well with their colleagues to make collective decisions. 

Wayne Mulvany, IWC general manager:

"Work with the community for the community - that's the secret. It is the key to IWC's success in making a real difference, providing services for all, without discrimination. Work to ensure the type and level of services people really need. Because as the IWC knows, a "one size fits all" approach does not work. What else? Listening and being responsive. Being brave enough to try new approaches, rather than going round and round delivering the same failed programs with, unsurprisingly, the same non-existent outcomes. Offer progress. Importantly, be totally inclusive and empower the vulnerable, disadvantaged and at-risk in our community."