Rising costs and dealing with ageing infrastructure networks have fuelled rates increases for Dunedin residents and higher council debt.
The Dunedin City Council will plot a path for the city’s future amid some uncertainty about resource management reform and the role of local government.
Controlling costs will be one critical issue for the next council, but others will include getting economic development back on track, investing sufficiently to maintain an attractive and well-functioning city and continuing to respond to climate change, particularly its impact on South Dunedin.
We asked Dunedin mayoralty candidates about navigating key challenges and their priorities.
JULES RADICH
Balanced approach to democracy best
Age 70
Occupation Mayor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rate rises?
Carefully. Councils across the country are under pressure to improve infrastructure, especially water. The balance must be struck between mandated improvements, rates and debt. The government has only offered increased debt. Rates must be raised so that debt increases can be limited and in turn repaid.
How do you envisage working with others in council - especially those who don’t agree with you?
Everyone in council is democratically elected and gets their say. We hear the discussion, take the vote and everyone lives with it, including me. Most decisions are unanimous or strong majorities but contentious questions can run close and it can be seen that while there is prodding of councillors by the media at the time and responses given, generally everyone moves on.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Central governments are localist in opposition and centralist in power. A steady flow of unfunded mandates from central to local has meant that most councils have large debt burdens and high rates rises. Democracy is better served with a balanced approach and local people want a voice in local affairs. Allowing locals a share of GST would give them a vested interest in improving their local economy.
What style of leadership is required for the city?
I believe that inclusive participatory democracy is best for Dunedin because it ensures that the voice of the community is listened to on an ongoing basis. That is why we have regular consultations and workshops. Representational democracy, where the elected leader believes they havethe right to make all decisions because they won an election is not ideal, especially in such an intelligent and informed education city as Dunedin.
What has the council got right and what are your priorities for change?
This council has pivoted to more infrastructure maintenance and renewals with major issues resolved including our Water Services Delivery Plan, South Dunedin flood mitigation, traffic flow and waste. Water, waste and power lines are all ours. My top priority for change is economic development. We have a demographic deficit and we need more investment, businesses, jobs and income. One way we can do this is by retaining the brains we train.
CARMEN HOULAHAN
Better ties with govt needed
Age 55
Occupation City councillor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Council spending must stay focused and disciplined, keeping rates sustainable while still investing in the services and infrastructure Dunedin needs.
How do you envisage working with others in council - especially those who don’t agree with you?
That is democracy and I think that is a good thing. We don’t just have one voice in our city, just like we don’t all agree around the table.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Government needs to butt out of local government. It is trying to dictate what council does, taking away "wellbeings", reforming the RMA [Resource Management Act], massive Three Waters changes and threatening rates caps yet not paying councils a percentage of GST. Government and local government need to build better relationships and work more collaboratively rather than butting heads.
What style of leadership is required for the city?
Collaborative.
What has the council got right and what are your priorities for change?
Something we have done well is the work we did on the hospital campaign. Also a balanced budget that invests in infrastructure, and community and culture-building areas. Priorities for change: During the gold rush days we were the powerhouse of the country and I believe we can be again. Strong relationships with business, university/polytechnic (particularly around research and development), the medical school and council working collaboratively can achieve great things, especially in the tech sector with weightless exports in CODE (Centre of Digital Excellence).
DAVID MILNE
Priority would be progress for the city, not personal politics
Age 51
Occupation Company director, educator, entrepreneur and hardware technologist; student, father.
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Dunedin can’t afford endless rate rises, but we also can’t ignore infrastructure. The key is smarter long-term planning to avoid repeating today’s problems. We must prioritise essential services first, invest carefully in projects that deliver real community value and cut waste. I believe in financial accountability, transparent decision-making and ensuring every dollar spent improves the lives of ratepayers. Planning well now means affordability and reliability for future generations.
How do you envisage working with others in council - especially those who don’t agree with you?
Council works best when debate is respectful and solutions-focused. I value listening first, finding common ground and building consensus wherever possible. Differences of opinion are healthy if they lead to better outcomes for Dunedin. I won’t shy away from strong views, but I’ll always respect others and work collaboratively. My priority is progress for the city, not personal politics - putting Dunedin’s future ahead of egos or divisions.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Local government should focus on delivering reliable services, strong infrastructure and fostering vibrant communities. Central government sets national frameworks but often imposes "one size fits all" solutions that don’t fit Dunedin. What needs improving is the partnership: central government must listen more, and councils must advocate strongly for local needs. I will stand up for Dunedin to ensure our unique challenges and opportunities are recognised at the national level.
What style of leadership is required for the city?
Dunedin needs leadership that is visionary, accountable and inclusive. A good mayor should listen widely, unite people around shared goals and make tough decisions transparently. My style is collaborative but decisive - bringing creative ideas and fresh thinking while respecting community voices. Leadership is not about personal power; it’s about serving the city with honesty, courage and a commitment to building a thriving, sustainable Dunedin.
What has the council got right and what are your priorities for change?
Council has supported heritage, culture and climate resilience - strengths we can build on. But many residents feel squeezed by high rates, rising costs and poor planning. My priorities are easing cost-of-living pressures by ensuring better value for every rates dollar, investing in strong core infrastructure and supporting affordable housing. Dunedin deserves a council that is financially responsible, transparent and focused on making our city liveable, affordable and future-ready.
PAMELA TAYLOR
Borrowing a problem
Age 40
Occupation Property investor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Stop borrowing $1 million per week to pay interest only on DCC debts. Cut $461m per year in operating costs by $52m. Reverse the $100m in recent zero-carbon and cycleways budgets, the $150m Smooth Hill landfill plans and the $35m Kettle Park plans.
How do you envisage working with others in council - especially those who don’t agree with you?
By working together, we can ensure that Dunedin flourishes as a vibrant city for generations to come. The active participation of all Dunedin residents - from business leaders and community activists to families and young people - is essential in shaping the future of our beloved city. Open communication will be vital in ensuring that we are responsive to the changing needs and aspirations of the Dunedin community.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Implementing the prioritised initiatives like the Dunedin International Airport upgrades, the port expansion and the Surrey St sewage pipes upgrades requires funding mechanisms. Funding will be secured through a combination of council budget allocations, grants from central government’s infrastructure development programmes and potential private sector investment.
What style of leadership is required for the city?
The economic health of Dunedin is intimately linked to the wellbeing of its community. To reduce the $1billion debt of Dunedin City Council, lowering the $1m per week interest-only repayments on that debt and lower rates will create a thriving community that attracts businesses, boosts tourism and fosters a supportive environment for innovation and entrepreneurship.
What has the council got right and what are your priorities for change?
My priorities are to remove diversity, equity and inclusion from Dunedin City Council, oppose Māori wards and stand up for equal rights for all New Zealanders. I am committed to maintaining Dunedin’s name, Dunedin, and not Ōtepoti, and ensuring that Dunedin council companies communicate in English.
DOUG HALL
Fixing the basics first key
Age 42
Occupation IT
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rate rises?
Fix the basics first. Stop wasting money on vanity projects. Every dollar should go to roads, pipes, and services people rely on.
How do you envisage working with others in council - especially those who don’t agree with you?
We won’t always agree, but that’s healthy. I’ll bring logic, respect and a focus on results so differences lead to better decisions.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Central government needs to keep its sticky beak out. Dunedin knows its own priorities, and we don’t need bees telling us how to run our city.
What style of leadership is required for the city?
Dunedin needs leaders who listen, build trust, and put the community first. Strong leadership isn’t about ego or politics, it’s about working together to fix what’s broken and making decisions that last.
What has the council got right and what are your priorities for change?
Council delivers in parts, but too often chases side projects. My priority is straightforward: fix the essentials, reduce waste and make sure decisions are practical and sustainable.
LEE VANDERVIS
Core services must be optimised
Age 70
Occupation Dunedin city councillor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Better contract delivery of Dunedin core services is needed to balance out-of-control rates, debt and bureaucracy. The DCC nine-year plan proposes rates rises many times the rate of inflation, plus billion-dollar-plus debt for most of the nine years, costing $1million PER WEEK just in interest! By cancelling $100-plus million carbon-zero and cycleways budgets and a $94m new landfill, we can optimise core services - drainage, sewerage, more parking and better road maintenance without raising rates or debt.
How do you envisage working with others in council - especially those who don’t agree with you?
Treating all councillors equally by abolishing name-only standing committees with chairmanships will reduce tensions and help enable consensus decisions. I will use mayoral powers to keep agendas free of world and national political issues, shorten and clarify with summaries using AI and get consensus through better information on just local core services decisions. Whether councillors agree with my wider political views or not should not be an issue.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Dunedin needs to be free of the ORC. We need to return Port Chalmers and harbourside land to Dunedin, land that Dunedin ancestors reclaimed and developed for over a century before it was gifted to the ORC in 1989. Otago Regional Council rates add ever increasing cost but little value for Dunedin, and are unaffordable. A Dunedin unitary council free of the ORC has been talked about for years, recently by the PM and Shane Jones, but needs a strong mayoral push to make it happen.
What style of leadership is required for the city?
Decisive leadership is needed with a focus on core services, treating all councillors equally, not allowing waffling, virtue-signalling and central government political posturing in DCC meetings. As mayor I would ensure no-nonsense meeting behaviour, clarity on proposed budget and operational cost information, raise Dunedin’s profile nationally and internationally, attracting investment, streamlining DCC consents/compliance and freeing Dunedin of ORC duplicate bureaucracy.
What has the council got right and what are your priorities for change?
DCC has recently employed some highly skilled council companies directors and this year we received our first company dividend for a decade - $11m to offset rates increases, which I have pushed hard for. My priorities for change include better-value contracting, freedom from ORC rates and compliance costs, reduction of DCC paperwork using AI and clearer DCC focus on core services, resulting in the ability to control rates, debt and bureaucracy.
MARIE LAUFISO
Focus on welfare of all
Age 62
Occupation City councillor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
I think one step should be that the community should be involved in setting budgets before they’re passed.
How do you envisage working with others in council - especially those who don’t agree with you?
As with elections, the system is such that a chair must manage meetings with adherence to standing orders and the vote held at the end of each debate. If I could, I would hold workshops on marae where the talking goes on until consensus is reached.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Ever since local government began here in the 1850s, the relationships with provincial and then central governments have been fraught - especially with regard to funding. I think we need to change the conversation and talk about how we need to work together to change the systems which while broken, constrain and confine us and our imaginations.
What style of leadership is required for the city?
That which has at the centre the dignity and welfare of every resident whether or not they vote.
What has the council got right and what are your priorities for change?
The council’s nine-year plan aspirations are directed in the right direction, especially with respect to Local Water Done Well and Smooth Hill. While these must continue, we need to engage fully, robustly and directly with all our communities, so many more residents participate in our processes. My priorities are much greater investment in social and environmental "wellbeings"; an increase in grants; investment in all tamariki, rakatahi, our unhoused; and an investigation of ecological economics.
SOPHIE BAKER
New model of financial planning and reporting needed
Age 58
Occupation City councillor/business owner
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rate rises?
We must get better financial planning to make sure we make smarter choices that hit ratepayers less. I want a new model of financial planning and reporting, so councillors have better information for decision making and prioritisation of infrastructure projects. Project planning must be stronger for capital projects, including better forecasting of actual capital figures and the realistic operational costs. Operational costs hit ratepayers back pockets immediately and contribute to rates rises.
How do you envisage working with others in council - especially those who don’t agree with you?
I’ve spent my whole life working with people and teams, as an employee and boss, in tourism hosting many cultures, as a manager, a governor, trustee, mentor, chair and councillor. I have a strong, respectful, inclusive and focused leadership style to ensure everyone has their say; everyone has a gem to contribute. I listen and work collaboratively to find common ground. My superpower is my hospo experience which has equipped me for working with all sorts and creating positive relationships.
What are your thoughts around the role of local and central government in NZ? What could be improved?
People often don’t know that local government affects their every-day lives more than central government. It’s councils that provide most daily services, such as water, waste, roads and parks. We need to fight to ensure that local decision making remains with local councils - we’re sick of the government handing us unfunded mandates. Dunedin must build better relationships with central government, to ensure our voice is heard and we get our fair share of govt funding and support - like building our hospital faster!
What style of leadership is required for the city?
Dunedin needs inspirational leadership we can be proud of. Visionary, yet rooted in sensible, practical action to achieve a goal of a city that works for all. Good leaders will focus on people, make sure everyone’s voice is heard and build a collaborative respectful culture. Our leaders need to be smart, strong, experienced and humble with a public service ethos. Committed to hard work, financially literate and able to get results. They must have integrity, common-sense and people at their heart.
What has the council got right and what are your priorities for change?
Right: Infrastructure - commitment to strong water investing so we can keep delivery in-house. Keeping Aurora and train. Kerbside waste. Priorities for change: council culture. Better financial planning, control and reporting to make rates affordable. New vision, master plan and strategies - with actioned plans. Uplift city profile to create prosperity. Fight harder for hospital and government attention. Build stronger relationships in and out of city. Transform council service delivery to be proud of.
ANDREW SIMMS
Building a united voice for Otago, Dunedin
Age 62
Occupation Company director
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rate rises?
This is a complex problem requiring strong financial discipline and some very tough decisions. The unnecessary capital expenditure of $92.4million on a landfill at Smooth Hill makes no sense when cheaper and safer alternatives exist. Any organisation facing the draw on capital that the DCC is facing should not be spending any unnecessary capital at all, let alone $92.4m on a landfill that we absolutely do not need to build. We need to get our priorities right.
How do you envisage working with others in council - especially those who don’t agree with you?
Council should be a representative group drawn from the community, united by wanting the best for the future of Dunedin. It is essential that disagreements are encouraged and worked through, providing everyone has the best interests of Dunedin at the centre. My leadership style is to build a team and then take everyone with us to achieve a predetermined goal. Robust discussion is encouraged, new ideas embraced, and then we make a decision that the majority agree upon which is best for Dunedin.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Party politics around the council table clouds judgement and drives division. Dunedin has been let down by ineffective advocacy to central government, often attributed to party loyalty being put ahead of what is best for Dunedin. Urgently we need to form a collective of all Otago mayors, chief executives, MPs, university, business and tourism sectors, mana whenua and other community leaders to speak to government as one voice for Otago and Dunedin.
What style of leadership is required for the city?
Now, more than ever, Dunedin needs strong, effective and proven leadership. The DCC has a $600m budget and 1000 staff. The 125,000 shareholders (we all have a stake) need a leader who has the experience, strength and financial acumen to bring the city together and deliver a much better future for all of Dunedin. Dunedin deserves a strong but compassionate leader who listens and then delivers.
What has the council got right and what are your priorities for change?
Dunedin has done better than most councils at preserving what is special for us - our natural environment, heritage and our very special way of life. We need sustainable growth. Growth brings jobs, opportunities, services and vibrancy. We need new voices, new ideas and new energy at the council table. We need innovative ideas to promote economic development at a time when we have never had a better opportunity. In 2025 Dunedin has the opportunity to elect a better council.
LIANNA MacFARLANE
Careful planning, end to waste needed
Age Not given
Occupation Not given
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
With extensive experience as a past qualified financial planner and strategist [I would say] the essential infrastructure costs need to be prioritised then budgeted well in advance. Urgently review council’s income and expenses to optimise cashflow. Set a budget, including a debt repayment plan, and stick to it. If essential capital expenditure planning is done effectively and well in advance, this can minimise impact on rates rises.
Enough is enough! Time to balance the books!
How do you envisage working with others in council - especially those who don’t agree with you?
With over 15 years in the corporate world, [I think] respectful professionalism is key ... though it sounds like I’m stating the obvious, from what I have observed these last three years the current council has too often missed this basic skill. I have also gained extensive experience in constructive communication and conflict resolution, which will be important. All my working life has required professional communication, as well as filling team leadership roles.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Local government and its ongoing representation is crucial to allow our local voices to be heard. Unfortunately, there is a recurring theme of central government passing the buck back to local government, which has been contributing to our spiralling debt. And most recently central govt have been pushing the "rates cap" concept. They can’t have it both ways. We need to find a better way to mitigate central government’s interference - direct advocacy to start. Leave LGNZ.
What style of leadership is required for the city?
We need an experienced independent leader with a very strong backbone and extensive experience in financial matters, i.e. can understand income and expenses, and a balance sheet. Ability to ask the difficult questions and cut through the nonsense. A professional and respectful communicator with proven people management skills ... no hidden agendas or political alliances. Dedicated only to serving the Dunedin people and securing the council’s finances for our current and future generations.
What has the council got right and what are your priorities for change?
The only thing the current council has got right in my view is they have fought for our local hospital. Priorities for change: accountability and transparency; no to wasteful spending, essential infrastructure only; no to the Smooth Hill landfill; immediate review of income and expenses; implement debt repayment plan and review all debt structures; sell off any ineffective assets; Forsyth Barr Stadium needs to cover its costs and repay its debt.
ZENITH (aka RUTHVEN ALLIMRAC) ROSE-WILLIS
Leading with empathy
Age 201
Occupation Classified (My human disguise works as a caregiver at a retirement home)
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Create infrastructure that lifts the pressure of our cost of living crisis such as improved public transport, better access to affordable local food, and decreasing rent. Higher rates for the richest percent of Ōtepoti’s population can go a long way to prevent the need for increased rates.
How do you envisage working with others in council - especially those who don’t agree with you?
It is healthy to have a wide range of opinions in leadership and I encourage debate. But I will not stand for bigotry, bullying or abuse.
What are your thoughts around the role of local and central government in NZ? What could be improved?
More power should be given to local government. Local government is easier to hold accountable, understand the unique needs of their community, and avoids the issue of a party not even 5% of the country wanted creating laws that affects the entire country.
What style of leadership is required for the city?
Empathy for our poorest and most subjugated citizens. An eagerness to go out of their way to engage with Ōtepoti citizens about what solutions the people want, not expecting the people to come to them and engage on their schedule. And a fierce dedication to fighting the climate crisis and the renting crisis.
What has the council got right and what are your priorities for change?
The DCC housing plan proposed on August 19, 2022 was a brilliant example of what needs to be done to solve our most pressing issues, those being the climate crisis, the renting crisis and the rise of the far right.
MANDY MAHEM
Bringing out the best in a diverse group
Age 52
Occupation City councillor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Clear strategic investment priorities that align with delivery of service and community needs. Equally important is transparency around these decisions, clear communication of the rationale behind infrastructure spending decisions and the potential impact on rates. Exploreother funding streams for projects and we must actively campaign central government for funding on specific projects that align with national priorities.
How do you envisage working with others in council - especially those who don’t agree with you?
I can work with anyone. I know how to unite people to bring out the best in a diverse group. A diversity of people working on a problem creates a tension that fosters careful process and better solutions. I want to provide leadership that strikes the right balance among the various interests of our communities. Being mayor is about having a vision for the city that is both progressive and grounded in reality. I know I am that leader - I can work with anyone and I listen to everyone.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Central government sets the legal framework, overall policy direction and provides some funding for local government. Local government delivers all services city-wide like water, waste management and infrastructure. Guided by the Local Government Act, councils implement policies and make strategic decisions for their communities. Rates, fees and charges, plus debt are the only funding mechanisms. If the government and councils were more aligned they could resource us to meet challenges well.
What style of leadership is required for the city?
With strong leadership, collaboration and clear priorities Dunedin can become great! My vision is simple - prioritise people, protect our unique wildlife, the planet and leave no-one behind. Invest in infrastructure, ensuring basic services are reliable and resilient. Council is a service provider, delivering services that support our people and creates a safe city. I am ready to lead a team that will make effective, transparent and grounded decisions to move the city forward.
What has the council got right and what are your priorities for change?
We rank highly as a liveable city with happy residents. Engagement with South Dunedin residents had been positive working on climate adaptation, this needs to continue. The city needs to foster arts and culture in a collaborative and supportive way with our arts practitioners. We can improve accessibility, safety and wellbeing in the city by promoting public transport, welcoming public spaces and a place for youth to gather. These will be my priorities.
BENEDICT ONG
Financial innovation will mean no rates rises
Age 42
Occupation Former banker and international investor
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
I will bring in no rates rises through first-of-its kind financial innovation from my global corporate finance expertise. Infrastructure spend will continue. Concurrently, I will bring economic growth initiatives to grow council finances, create jobs and support businesses. I will grow the value of our family asset Aurora Energy to double its valuation ourselves, not selling to international buyers. I expect no rates rises from 2026 for 10 years onwards. In 2036 a 10% IPO can be considered.
How do you envisage working with others in council - especially those who don’t agree with you?
My economic and financial leadership will serve all across our community. I believe economic leadership and economic growth will amplify Dunedin’s voice and bring the solutions our community needs. I have a former career as an international banker covering dozens of countries, sectors and across five continents, and while being a finance and economics leader, I am also much akin to a global diplomat. I expect to work splendidly with all members of the council.
What are your thoughts around the role of local and central government in NZ? What could be improved?
I believe in a strong local government led by economic development leadership for our Dunedin community that will bring the healthcare, infrastructure, South Dunedin, expanded housing and other solutions our community needs. While we will continue to petition central government for more resources, a concurrent approach of taking charge of our Dunedin economy will bring the solutions we need now to us and ensure we have the clout to be loudly heard.
What style of leadership is required for the city?
I will deliver strong economic and financial leadership, proactive in covering across all the scope of council responsibility for economic development, which will serve all across our one community, amplify our voice to central government and bring the solutions our community needs now.
What has the council got right and what are your priorities for change?
I have recently returned to my hometown Dunedin to live after a whole lifetime away. I have found the FYI newsletter to be mighty handy in finding events. My top priority is economic development - bringing jobs, talent, investment - for our council finances for solutions our community needs. We also need close collaboration between council and university to increase professional and graduate courses to increase university finances, increase commercial rateable space and bring lifestyle tourism.
MICKEY TREADWELL
Investing in infrastructure to future-proof city
Age 33
Occupation Game developer, game design lecturer
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
The DCC has a duty to supply Dunedin with robust infrastructure, but for the past 50 or so years it failed to invest in it sufficiently. We can see the results of this across South Dunedin. We have two financial tools available: raising rates and taking on debt. While the council will always use a combination of both, we are currently in a cost-of-living crisis and a period of high unemployment, which means the ratio will skew more towards taking on debt.
How do you envisage working with others in council - especially those who don’t agree with you?
The people around the council table all want to improve the city, even if they have differing ideas about how to do so. We need to work together on an issue by issue basis to find what we agree on, and where compromises can be reached, to build public good in the city. There are no teams in the chamber.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Local government builds and maintains more than a quarter of all infrastructure in Aotearoa, but rates only account for about 8% of the tax take. Local councils are fundamentally under-resourced, which puts them in constant tension with ratepayers, which makes those offering lower rates appealing candidates, which has eroded our infrastructure over time. We need a more joined-up approach to managing infrastructure which actually co-ordinates with, and properly resources, our local government.
What style of leadership is required for the city?
Leadership which is unapologetic in its advocacy for Dunedin. We need civic leaders who will hold the government to account for our hospital, who will fight for our university and our polytechnic, and who will build public good now to ensure the city is resilient enough to face whatever disasters, be they environmental or political, may come.
What has the council got right and what are your priorities for change?
The current council is well-intentioned, and the operational side of the council seems to function well, broadly. The priority that needs to change is the conservative approach to building public goods. If we avoid necessary infrastructure now because of rising costs, we are betting on the city’s finances improving despite our lack of action. The more likely outcome is the next generation will shoulder the cost, while also suffering the consequences of the initial under-investment.
FLYNN (NISVETT) NISBETT
Leading with honesty, doing away with parking fines priorities
Age 18
Occupation Student
Running for mayor
How should your council balance the need for infrastructure spending with concerns about rates rises?
Replacing the current rates system with a gold coin donation will ensure that, even if councillors say they won’t raise rates, they have no ability to do so.
How do you envisage working with others in council - especially those who don’t agree with you?
Mandating optimism on council is the first step towards eradicating punching down and personal attacks. I trust everybody will agree with me as mayor.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Parliament is a joke, and we need them to sort their business out before they tell us what to do. We can improve our local conditions without directive from Wellington until they’re serious enough to listen and learn.
What style of leadership is required for the city?
Highly serious leadership and unabashed honesty.
What has the council got right and what are your priorities for change?
Some on council have got the right idea about parking tickets. They should be able to be resolved with an ‘I’m sorry, I won’t do it again’. Among other things, one of my priorities is abolishing parking fines.
LYNC ARONSEN
Balancing relationships and investing in technology
Age: 29
Occupation: Full-time candidate
Running for mayor and council
How should your council balance the need for infrastructure spending with concerns about rates rises?
Rates went up 17%, 10%, now another 10%. When does it stop? Just this year Whanganui delivered 2.2% and their Mayor said it's because they have a long term plan to drive down costs and find new non-rates revenue. My Fully Funded City Council plan will do the same for Dunedin. Just because we’re reducing rates increases doesn’t mean we can't still support our community, because every dollar invested returns massive social value.
How do you envisage working with others in council - especially those who don’t agree with you?
A plan is worthless without the ability to deliver it. My background isn't in a top-down corporate environment; it's in community governance, which requires the ability to balance relationships with various stakeholders, even when they have competing views. That's my core strength. As President of Brain Injury New Zealand, I united 13 different regions to get things done, and I am ready to work with all councillors to deliver this plan for our city.
What are your thoughts around the role of local and central government in NZ? What could be improved?
Part of the problem we face is the broken framework councils are encouraged to work in, planning in short 10-year and 30-year cycles when our pipes need 50-year-plus plans. But councils also have a choice. They can either accept that broken system and keep passing the costs on to you, or they can drive down costs and find new non-rates revenue.
What style of leadership is required for the city?
As a 29-year-old who chose to build my life here with my partner of 9 years, this election isn't just about the next three years for me; it's about the next 30. My background is in getting things done. As Deputy Chairperson of Dunedin Community House, I helped relocate 23 non-profits when we faced $2.5 million in repairs. As President of Brain Injury New Zealand, I united 13 regions, and secured increased ACC funding nationwide.
What has the council got right and what are your priorities for change?
They have correctly identified the major challenges we face and have committed significant infrastructure spending rather than leaving it for another generation to deal with, which is good. The problem is, they have no real plan to pay for it all. My Fully Funded City Council is a long-term plan to generate new non-rates revenue to reduce rates increases, and pay back debt by creating efficiencies through belt tightening and investment in technology and AI.
