Question 1. How should your council balance the need for infrastructure spending with concerns about rate rises?
Question 2. How do you envisage working with others in council — especially those who don’t agree with you?
Question 3. What are your thoughts around the role of local and central government in NZ? What could be improved?
Question 4. How will you manage rapid growth in the district?
Question 5. How transparent will your decision making be, how important is genuine community engagement to you?
Mayoral candidates
Tamah Alley. PHOTO: SUPPLIED
Tamah Alley
Age 40
Occupation Mayor
Q1 Balancing infrastructure needs with rates means clear priorities, fair funding, and transparency. I’ll focus spending on essentials like water, waste, roads and community spaces, while staging other projects. We must also leverage government support and partnerships with developers so costs aren’t carried by ratepayers alone. Most importantly, I’ll be upfront so people know exactly what they’re paying for and why.
Q2 Council is a team and works best when we respect different views and focus on what’s best for the district. I listen, look for common ground and build trust by being transparent and fair. Even when we disagree, I believe constructive relationships lead to better outcomes for our communities — and I’ll always prioritise collaboration over division.
Q3 Local government is closest to our communities — we know the challenges on the ground. Central government has a role in setting national standards and reducing duplication, but too often decisions are made in Wellington without understanding local realities. What needs improving is genuine partnership: central government listening earlier, trusting local voices, and giving councils the flexibility to deliver solutions that fit our regions.
Q4 Rapid growth is both a challenge and an opportunity. We must continue to plan carefully to protect the character that makes Central Otago special. That means championing our master plans, ensuring infrastructure like water and roads keeps pace and prioritising affordable housing. By maximising Regional Deal negotiations, we can guide growth that’s smart, sustainable and keeps our towns strong, connected and proud.
Q5 Transparency is non-negotiable. People deserve to be part of the what, how and why of decisions. I’ll keep fronting up with clear information and open conversations, even when choices are tough. Communities also need easier access to council information, so decisions are visible and understood. Genuine engagement matters, that’s why I’m exploring new tools like citizens’ assemblies to bring voices directly into decision-making.
Failed to respond: Mark Quinn and Charlie Sanders.
Council candidates
Question 1. How should your council balance the need for infrastructure spending with concerns about rate rises?
Question 2. How do you envisage working with others in council — especially those who don’t agree with you?
Andrew Burns. PHOTO: ODT FILES
Andrew Burns
Age 63
Occupation Business owner
Q1 The focus of all spending must be on essential works. Along with this we must ensure we are getting value for money not just taking the easy option of what has been done in the past. Council needs to be innovative and long-term thinking.
Q2 I have had many roles that have involved people having conflicting opinions and encouraged debate, however when a decision is made it is a collective decision. If people struggle with that it will be their problem to resolve.
Cheryl Laws. PHOTO: SUPPLIED
Cheryl Laws
Age 63
Occupation Administrator
Q1 Striking the right balance between upgrading CODC’s infrastructure and rates affordability will be the most important issue for the council over the next three years. In good part, infrastructure upgrades are a direct result of central government direction and the move to a three-council CCO to manage water infrastructure across three districts is an attempt to save ratepayer monies by sharing services. Rates affordability will be my priority as the burden is already very high.
Q2 I’ve served on the Central Otago District Council and the Cromwell Community Board over the past term and both council and board meetings have been respectful and forward-looking. I’m aware some councils have their issues but I think our blend of personalities — elected and staff — works well. One might argue for more assertive governance on occasion and that’s fair enough: you are elected to represent the community and not just staff viewpoints.
Bob Scott
Age 73
Occupation Retired
Q1 It’s time for a thorough examination of all council departments to see whether they remain fit for purpose. A reduction in spending on consultant’s fees would help. Careful budgeting and the sharing of expertise with neighbouring councils will keep costs down.
Q2 Many of the incumbents are known to me already and I have enjoyed a good working relationship with them up until now. Most of the newer candidates share similar views so I see no problems there but I have always been able to engender an amicable relationship with colleagues even though we may get involved in a rigorous debate at times.
Michelle Bisset. PHOTO: SUPPLIED
Michelle Bisset
Age 65
Occupation Retired
Q1 The next triennium will be very challenging for council. With the transition to the new Southern Water Done Well CCO, subsequent reduction of staff and revenue, council will need to refocus on its redefined core business and use this period to stabilise rather than embark on new projects.
Q2 With experience in local and central government and many, many years working in community I have well-honed skills for working with a wide variety of people. Taking your place around the council table requires a commitment to being a team player with a willingness for compromise when required but without losing sight of the views and aspirations of your ward.
Stu Duncan. PHOTO: SUPPLIED
Stu Duncan
Age 57
Occupation Farmer/tourism operator
Q1 By prioritising infrastructure on a must-have basis e.g. roading, bridging, water and have a clear focus on growth and understanding development contributions, government subsidies and the demand on existing ratepayers; also a clear focus and understanding on regional growth and intergenerational debt. A combination of all of these factors will allow us to keep a balanced approach to keeping rates at an affordable level for now and into the future.
Q2 We are very lucky in CODC that we have a great team of councillors, from a large area and having robust and strong/respectful discussion and debate is vital to successful outcomes for our communities.
Curtis Pannett. PHOTO: ODT FILES
Curtis Pannett
Age 35
Occupation Farmer
Q1 Council must invest wisely in infrastructure to maintain services and support growth, while keeping affordability in mind. Ratepayers can’t shoulder unchecked rises, so priorities, financial discipline and innovative funding are essential. Southern Water Done Well shows how collaboration achieves economies of scale. Conservative debt levels are acceptable for intergenerational infrastructure projects, coupled with appropriate development contributions from new developments.
Q2 I believe in engaging constructively, even with those who hold different views, because robust debate leads to better decisions. My focus will always be on evidence, community priorities and fiscal responsibility rather than personal agendas. By building respectful relationships and seeking common ground, I will contribute to better outcomes for the whole district.
Ian Cooney. PHOTO: SUPPLIED
Ian Cooney
Age 41
Occupation Businessman
Q1 By balancing borrowing to pay for new capital expenditure and development contributions attributable to growth with the rate take, with the aim of stabilising rates increases. Identifying and removing unnecessary expenditure, and focusing on doing the basics well.
Q2 I have been doing this for nearly six years. There is seldom a report, decision or workshop discussion that has the full acceptance of all members and it doesn’t seem to have been a problem thus far.
Jayden Cromb. PHOTO: ELLA JENKINS
Jayden Cromb
Age 30
Occupation Parent/VCB chair
Q1 We need to ensure that people are paying their fair share for past under investment and current usage and that future users pay theirs through debt funding. To keep rate increases down we need to strategically develop council-owned land and use the money on the infrastructure we need, while doing what the VCB has done this term and work with others to build the infrastructure the community wants.
Q2 That’s just a standard part of the job. I’ve learned that even when we disagree, everyone still wants what’s best for Central Otago. It’s about finding that common ground and trying to build consensus around it. It doesn’t always work and in that case you accept the majority decision. Another important thing is to disagree and debate the idea not the person. There are big decisions that need to be made and it needs to be done without making it personal.
Kas McEntyre. PHOTO: SUPPLIED
Kas McEntyre
Age Mature
Occupation Retired
Q1 I believe the balance between infrastructure spending and reducing rates is two-pronged. Firstly, all council spending needs to be reviewed to ensure the council complies with the original purpose they were mandated with. Secondly, sustainable development that meets the needs of the present without compromising the ability of future generations to meet their needs. Basically it is about using today’s resources wisely so that future generations can thrive.
Q2 It is to be expected in the dynamics of a newly formed team that there will be differences in ideas and opinions. That, in my mind, is healthy. It promotes growth and maturity in both the individual and the team. Change is an inevitable, unavoidable and a necessary part of maturity and should be viewed that way.
Dave McKenzie. PHOTO: SUPPLIED
Dave McKenzie
Age 65
Occupation Property/project manager
Q1 Council must balance infrastructure investment with ratepayer concerns through a prudent, transparent approach. Resilient infrastructure underpins growth, safety and quality of life, but must remain financially sustainable. Priorities must be: focusing on core assets, driving efficiency through smarter procurement and collaboration and ensuring fair funding via government support, contributions or user-pays. Under-investment only defers costs and raises future risks and costs.
Q2 A councillor’s duty is to act in the best interests of ratepayers and the district. Collaboration with other councils can reduce costs and improve outcomes, but only where it adds value. We must remain open-minded, yet firm when co-operation fails to serve our community. Too often, caution and consensus dilute effectiveness; we should not hesitate to disagree or act independently when it best supports our district.
Nathan McLean. PHOTO: SUPPLIED
Nathan McLean
Age 50
Occupation Engineer
Q1 Rates impact should be a weighted factor in all decisions, with guidance from voter’s submissions, long-term plans, regulatory requirement and asset life cycle strategy. All decisions should be made to maintain or lower rates with austerity measures in force during tough times. But, typically there’s no better time than now, to spend on infrastructure, in terms of outright cost. So a case-by-case basis ensuring that robust discussions are had, all options are explored and rates impact considered.
Q2 I welcome difference and learning from others’ experiences and who they represent. Likewise I welcome others to learn from my experience and who I represent. Council works best when its members are a true representation of the constituents. Difference of opinion should occur organically. It creates robust conversation, ensures all views come to council and creates thoroughly considered output. This is a core function of council. True representation, robust debate, backed by democratic process.
Martin McPherson. PHOTO: SUPPLIED
Martin McPherson
Age 68
Occupation Event manager
Q1 This is the biggest challenge. We need to lobby for other forms of revenue other than rates. Wellington imposes new rules and standards on water but no cheque is attached. Councils need a share of GST collected in our regions to help pay for infrastructure upgrades.
Q2 I have no issues with lively debate and contradictory views. Personal attacks are unhelpful and unnecessary — my experience shows that we can agree to disagree and leave the debate at the table and act as a team to insure we all act for the best of our residents and citizens.
Louise Van Der Voort. PHOTO: SUPPLIED
Louise Van Der Voort
Age 62
Occupation Planner
Q1 The council is facing significant financial challenges due to rising costs and higher standards imposed through central government reform. The cost of living and affordability are major concerns for our communities. Staying connecting with the community is crucial to understanding their needs and wishes for their place, and to ensure that investment decisions are affordable and financially sustainable now and into the future.
Q2 The council will consist of individuals from diverse backgrounds and perspectives, creating an opportunity to benefit from varied view points. While disagreements are inevitable, having the right information will enable us to engage in constructive discussions and work collaboratively for the benefit of the community. At times, compromise will be necessary, while at other times, maintaining a firm stance will be required in order to influence change.
Cam Withington. PHOTO: ODT FILES
Cam Withington
Age 62
Occupation Civil infrastructure STMS
Q1 Balancing the need for new and maintaining infrastructure spending is related to weighing up the critical concerns against the "nice to haves". The key for ratepayers is how this is clearly communicated
Q2 No difficulty is expected as the industry I am involved in — is based on producing positive outcomes generated by all team members. Working with talented people allows for open discussion until a resolution is reached benefiting the client. There are no winners or losers as satisfaction is in the end product. I believe this new district council will be very similar in moving forward.
Did not respond: Sarah Browne (Cromwell), Stephen Carruth (Cromwell), Terry Davis (Cromwell), Dave George (Cromwell), Gareth Noble (Cromwell), Gill Booth (Vincent), Lynley Claridge (Vincent) and Tracy Paterson (Vincent).
