The implications of how to provide water services will no doubt reverberate into and through the next Waitaki District Council’s term and, with a growing population and big questions - with likely hefty associated costs - looming over climate resilience, the new council will undoubtedly have its hands full.
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 New Zealand? What could be improved?
Question 4 How should water services be delivered to the Waitaki district in the future - in-house or as part of a regional council grouping?
Question 5 How should the council approach coastal erosion and the potential of coastal retreat? Specifically, what is your solution for Beach Rd?
Mayoral Candidates
Age Not supplied
Occupation Not supplied
Q1 Focusing on what matters most to ratepayers, prioritise on what delivers the most value and doing the utmost to balance the budget. We can't have it all!
Q2 I don't see a problem! Having worked with over 20+ elected members over the past decade, I cannot recall having an issue with anyone that lasted more than two minutes. Respect others’ views entirely.
Q3 This is complex! One with talent could write a book on the subject. We need to work better together in an effort to align local and central governments on regional issues. Actions and activity changes sent down to us from central government should, if appropriate, be accompanied by necessary funding (tax-payer), not become a burden on ratepayers.
Q4 In - we can't have it all! Water is going to cost us all much more as a community, no matter what delivery model we follow. My thinking is that we are better off keeping water in-house and in local control as we are going to be paying for it anyway. We keep control and budget across the community needs, instead of yet another entity spending the public purse.
Q5 There are locations within the district that will need continued attention, as in rock-armouring and other protective measures. Our council has been proactive in strategic planning regarding future requirements and built the required measures into our PDP (Proposed District Plan) and funding and resources in our LTP (long-term plan).
Age 44
Occupation Owner, Hub and Sprocket Cycles
Q1 Infrastructure must be well planned and maintained so it grows with us. Understanding your asset, and when we can afford to ‘‘sweat’’ it, can save money in the long run. Council needs to prioritise necessities and should use debt to ensure the costs fall across the lifespan of the asset. Balance is key, as debt loading can mean we undertake more projects than we can comfortably afford, and it also takes away the council’s ability to respond to unexpected situations - storm events for example.
Q2 I believe that disagreements are a healthy part of democracy, you can have a great working relationship with someone who doesn’t vote the same way as you. A mayor or chairperson needs to ensure the conversation stays on topic and doesn’t become personal. The old saying ‘‘play the ball, not the player’’ holds a lot of truth. As mayor, having differing opinions around the council table will be welcomed, it means we will end up with more robust and well-thought-out decisions.
Q3 Central and local government need to communicate more effectively, and collectively tailor solutions to Waitaki’s needs. I would like us to work together to tackle some of our thornier issues - for example, a mental health locality network, an active housing strategy, and plugging gaps in our healthcare. These initiatives shouldn’t be at a cost to ratepayers as we already pay for them through our taxes, but we can achieve much more if we are on the same page.
Q4 We need a water plan that works for us. Affordability and council’s long-term financial sustainability must remain front of mind. An in-house option is unlikely to meet government criteria, so we need to find a solution that will, which could be either a regional option or CCO. If we are not open to negotiation, a crown appointed ‘‘specialist’’ or commissioners will make the decisions on our behalf - and not only in the water space. We need to be at the table to find the best solution for Waitaki.
Q5 As a Kakanui resident I love this section of road, but this decision should be consulted on. What is the cost of rebuilding it, is NZTA funding available, what is the cost of upgrading alternative roads due to increased traffic? When this info is available, we need to establish the value the community attaches to the road. I would love to see the road rebuilt, but I’m not sure we can afford it. A cycle path is a good idea, but with a conflict of interest I would refrain from voting on this.
Age 51
Occupation Real estate
Q1 Direct our focus and energy into accomplishing the things that are essential, and anything that we have spare we focus into the areas that we can make the biggest difference - for all of us. As people, we all have wants and needs. As communities, we all have things we would like to see happen. But the council will need to prioritise spending according to what our people, communities and the Waitaki district as a whole really require, to make this place better for all of us.
Q2 Local politics is all about working with people. I can work with anyone and talk about almost anything. Listening and seeing from another’s view is vital. People from different backgrounds come together to represent communities and make the best decisions they can after considering everyone’s views. That’s democracy - not perfect, but the best we have, and worth defending.
Q3 It has become increasingly obvious that local government voices are not being heard at central government level. It’s time for councils to stand up to the nation’s leaders and help them remember how important districts like ours are to the nation’s economy. Without regions like ours thriving, our entire country’s economy suffers. The government has lost touch with what’s really important, and it’s local government’s job to remind them.
Q4 Water is an essential resource, and therefore retaining control of any decisions surrounding our water asset is what understandably makes the people of our district feel safest. If it is possible to continue with an in-house option I am all for it, as that is what the community has asked for. But if we are forced into a joint model, I will lead our district through that change as necessary.
Q5 Regardless of whether you’re a believer in climate change or not, none of us can deny that we are seeing more extreme weather that is causing havoc, especially on our coastline. Beach Rd is one of the most loved coastal roads of our district. Once all of the information is gathered about options for this road, it will be important for our community to think with our heads and not our hearts when making a decision on its future. But let’s see what the experts come back with.
Age Not supplied
Occupation Not supplied
Q1 Government is demanding higher water charges. So we must go back into council's budget and remove unnecessary spending so that the rates impact is lessened. I have identified $3.6 million that could be cut, and that's only a start.
Q2 The mayor is the leader, but he's only one vote out of 11 on council. My expertise is chairing meetings so everyone is heard, everyone is respected, and we move toward a consensus if it can be found. At the end of the day, a majority makes policy.
Q3 Central government, both under National and Labour, have been hostile to local democracy for many years. Three Waters is the best example. Rather than threatening the existence and autonomy of local districts, government should just set rules and expectations and support districts to achieve them. A fairer sharing of government's tax income would yield better outcomes at the local level.
Q4 Continued in-house management. Any regional company would face exactly the same costs for investment and depreciation, and probably larger costs for support services and general operations. Our ratepayers understood the dangers of remote bureaucratic centralisation, and that's why they expressed overwhelming support for in-house.
Q5 Council obtained an expert consultant report in 2023 that confirmed that rock-armouring of the coast can delay erosion for decades. Council recently received a $3m gift from government in recognition of the cleanup project that caused Beach Rd to be cut. This money must be used to restore Beach Rd and protect its vulnerable spots.
Council candidates
- Ward: Oamaru (6)
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?
Andy de Boer
Occupation Semi-retired
Q1 Ideally rate increases should be capped to the rate of inflation. I propose a review of the budget with a view to cutting unnecessary expenditure, sell off non-performing assets and prioritise infrastructure projects and funnel as much money to the agreed priorities as possible. Until we have an accurate, stripped-down budget it is hard to fully ascertain what that balance would look like - but certainly the rates increases being discussed for the next few years are unacceptable.
Q2 I'd like to think most staff at council are hard-working and committed to the cause, but perhaps the leadership haven't expressed a sufficiently accurate state of the council's finances. My whole business career has been spent getting alongside people at all levels, working through differences and potential conflict. If we can agree on the big picture, the detail follows and is less problematic.
Age 70
Occupation Retired
Q1 Due to poor decision-making and demanding government water infrastructure changes, our rates are under unsustainable upward rises - these must stop, so only core infrastructure maintenance should occur. This is a time for austerity, as all householders know. Focus on core roles and needs, impress on the Town Clark (chief executive) the need to keep his staff spending in check. Cut back on the transformation push which is not showing significant benefits, just costs.
Q2 The council and any democracy needs different points of view to arrive at the best outcomes for the community. So all points of view need to be respected. At times votes need to be made to get things done but by mutual agreement would be best when possible. It is important that the understanding of the council that it works for the rate payers is clear. The employer is not the central government or the council itself.
Teenica (Teeni) Harrex
Age 49
Occupation Sickness beneficiary
Q1 Councils should fix what’s urgent first, spread big costs over time, and look for outside funding to avoid sharp rate hikes. They can talk with locals, cut waste, and offer help to those struggling. It’s about smart spending without overloading ratepayers.
Q2 I’d focus on listening first, finding common ground, and keeping things respectful. Even if we disagree, we’re all there to serve the community. I’d aim to build trust, stay open-minded, and work toward solutions that balance different views. Collaboration beats conflict every time.
Age 46
Occupation Business owner
Q1 As a current councillor, I’ve seen our biggest challenge is meeting increasing central government requirements - often unfunded - while keeping rates affordable. Sustainable rate rises alone can’t cover the cost of delivering and maintaining essential infrastructure. We’ve improved efficiency and prioritisation, but that only goes so far. Councils need access to new funding and financing tools. Collaboration with central government is essential to ensure communities aren’t overburdened.
Q2 You would have heard the old adage “attack the policy, not the person” or “play the ball, not the player”. Disagreement, when respectful, is key to healthy decision making, and we can all learn something from those that don't agree with us. I’m proud of my time on council - we’ve been able to challenge each others’ ideas in a sometimes tough environment. Win or lose the decision, we’ve owned it collectively and continued to work collegially in the best interest of community.
Age 78
Occupation Self-employed
Q1 By being disciplined, prudent and honest. Councils everywhere must decide what's a must-have and what's a nice to have and, when money's tight, tell people honestly which nice to have services need to be reduced, stopped or paid for differently. That means prioritising funding for the most important services that deliver the greatest good for the greatest number. Parliament's water service changes will have huge impact, with less money available for other activity areas.
Q2 With friendly respect and courtesy. Most smaller councils don't have party blocs deciding how they'll vote or damaging local government's reputation with insults and infighting. Smaller councils have independent councillors bringing differing views, hopes and concerns to the table. Those differing views should be heard and heeded. The best decisions are those that are shared and working with people respectfully rather than criticising or condemning is the best way to achieve good outcomes.
Age 55
Occupation Local business owner
Q1 The burden of infrastructure spending shouldn't rest solely on the shoulders of the ratepayer, and other funding mechanisms, including central government, need to be considered. Likewise, ensuring we are spending on the right things and getting value for money is crucial. Rates rises are a major concern, and we need to offset by being pragmatic and practical with what we need, and what we can afford.
Q2 I have a proven track record of working well with many groups and organisations, made up of people from all ages, ideology and experiences. The ability to convey your opinion should be matched by your ability to listen and understand where someone else is coming from. Finding areas of agreement is a good starting point, and then you can work through the areas of difference, and reach a compromise with which you are both happy. This is a time for working constructively together, not for agendas.
Age 29
Occupation Councillor and mother
Q1 Council should balance infrastructure needs and rate pressures by prioritising essential, high-impact projects that protect safety, resilience, and growth. Stage delivery, sequence renewals with maintenance, and use rigorous business cases to prove value. Pursue grants, government partnerships, and developer contributions to reduce ratepayer burden. Embed transparent reporting, assurance, and community input at each gateway. Invest in technology and bundling to cut life-cycle costs. This approach delivers reliable services today while keeping rates fair and sustainable.
Q2 I believe respectful, constructive relationships are vital, even when we disagree. I’d listen carefully to understand different perspectives, look for shared goals, and focus on solutions that serve the whole community. By debating ideas, not people, and being open to compromise, we can reach better decisions. Disagreement, handled well, can strengthen outcomes by ensuring diverse views are considered and decisions are robust, balanced, and in the best interests of our district.
Age 34
Occupation Marketing and communications
Q1 Leadership means listening to our communities in setting priorities. Governance needs to have a stronger role in forward planning and strategy, so spending decisions are guided by clear direction. We need to focus on essentials, be transparent about trade-offs, and direct the rest where it has the most impact. Creative and smarter thinking - shared services, partnerships, external funding - can help us keep rates down while not unfairly passing costs and issues to future generations.
Q2 I love hearing different voices and ideas to challenge my own thinking. Some of my best relationships around the council table this term have been with those I often disagree with. I’m not afraid to call people out but keep disagreement to the issues and facts - never personal - then be able to have a coffee (or beer) together afterwards.
Mark Townsend
Age 56
Occupation Hospitality business owner
Q1 Council must invest in critical infrastructure, but we also need fairness for ratepayers. That means prioritising essential projects, seeking co-funding where possible, and using smart financial tools to spread costs over time. Transparent planning, efficiency, and partnerships will ensure we protect services and future resilience without placing an unfair burden on households.
Q2 Respectful collaboration is key. I’ll listen carefully, focus on shared goals, and keep discussions about issues, not personalities. Even when we disagree, I’ll seek common ground and practical solutions. Council decisions affect everyone, so working constructively with all voices ensures better outcomes for our community. Kotahitanga - unity with purpose will guide my approach.
Age 61
Occupation Farmer
Q1 Of course council needs to concentrate on the basics and items that are a clear investment into the future of our district. The elephant in the room here is clearly the demands on infrastructure handed down by central government. Unless we manage to find a way to negotiate volume and timeframe for those projects, rates, or rather costs for ratepayers are to a large degree out of our control.
Q2 Through my long years on the board of the Oamaru Whitestone Civic Trust I learned that is absolutely possible to have a robust debate but still work together in a friendly constructive manner. The key to this is mutual respect. We don't all have to agree - this is what a democracy is about.
- Ward: Waihemo (1)
Age 56
Occupation Co-owner of The Curly Fries and Pig Out Bacon Butties mobile food businesses
Q1 Investment has recently favoured major projects over essential services, often neglecting smaller wards in Waitaki. The council should focus on core services - water, waste management, roads, and recreation - as these are most valued by ratepayers. Leveraging high GDP businesses could reduce ratepayer costs for large projects, and restructuring staffing levels may help limit rate increases and align with community priorities.
Q2 I prefer to work collaboratively in any situation. I'm a team player, but I'm not afraid to stand my ground if the circumstances call for it.
Age 62
Occupation Customer service representative
Q1 We face a steady increase in the cost of living and our rates. Our infrastructure needs maintenance or replacement. Unfortunately, due to a variety of factors, it may never be possible to resist rates increases. However, we must be mindful of the impact of rates increases; bespoke solutions may be needed to satisfy the competing difficulties councillors face when making decisions involving public money.
Q2 I have worked with people from different walks of life and cultures over several decades, from gang members on building sites, to builders and suppliers and people across a range of professions. All involved establishing relationships and building trust via communication and a collaborative approach to bring people together. Everyone is entitled to their point of view and to express those views. We must aim to preserve our civility and not descend into non-issue-based politics.
Frans Schlack
Age 67
Occupation Retired
Q1 Expenditure focused on core council tasks and outside that, only expenditure that will benefit, or create opportunities, for all ratepayers. Not selected groups.
Q2 Find common ground and continue to discuss from there. Be open to negotiate - there might be a future opportunity to balance the score.
Failed to respond: Nathan Barnes, Mata’aga Fanene-Taiti, Ramon Kirk, Ferdie Kruger and Sheridan Newsome (all Oamaru Ward).
