As a rising population continues to strain the district’s infrastructure, voters will be looking for candidates with ideas for curing those pains.
The district’s population grew by an average 3.7% a year between 2018 and last year, and is estimated to have exceeded 52,000 in the past two years.
With visitors pushing that number over 120,000 during summer, issues like traffic congestion, affordable housing and Three Waters will be high on the list of things the next council will have to grapple with.
We ask candidates some starter questions.
Mayoral 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?
Question 3: What are your thoughts around the role of local and central government in NZ? What could be improved?
Question 4: What do you think about introducing a bed tax for Queenstown and Wānaka? Would you expedite its introduction?
Question 5: How will you ensure infrastructure keeps pace with rapid population growth and tourism demand in the district?
Al Angus
Age: 67
Occupation: Retired
Q1: Firstly, the council itself needs a "time and motion" survey. The top echelon of this council has repeatedly proven its complete incompetence at performing the most basic infrastructure requirements. There can be NO progress while these hi [sic] ranking staff have the total control they have. A rates cap can be achieved with some slashing of council wasteful spending.
Q2: If they don’t agree with giving the ratepayers value for money then they need to get off the gravy train and try the private sector. I stand unashamedly with the long suffering and frankly ripped-off ratepayers and residents of the Lakes District.
Q3: Local government is to serve the local community, central government is to serve New Zealand. Better communication and no more hidden agendas would be a good start.
Q4: Not on my watch. I cannot support more millions going into a council that has proven that no matter how much more each year is poured into their coffers the services keep shrinking.
Q5: Firstly, new developments need their own sewerage and freshwater treatment plants and/or all new sections need to be able to support an efficient septic system. Simplifying roading, much more free parking would help.
John Glover
Age: 64
Occupation: Owner/operator Kinloch Lodge
Q1: We have no choice but to provide infrastructure to catch up with the growth that is happening right now. QLDC needs to focus on essential must dos not nice-to-haves and work to ensure we get full value from every ratepayer $ we spend. "Soft engineering", such as drainage swales and rain gardens for stormwater, are great examples of low cost solutions.
Q2: Firstly, stand in their shoes and understand why they disagree with me. Talk and listen and realise that others care just as much about good outcomes as I do and they could likely have better thoughts or suggestions than my own. Look to see if areas of disagreement can be reduced and refined to achieve consensus but accept that at the end of the day the majority will decide the course of action.
Q3: Central Government needs to lead on the funding of the roads, bus services, schools, hospitals that are essential if we are to grow. Central government are expecting/ requiring local and regional councils to do more and more on less and less.
Q4: I support the concept of a visitor levy as long as there is a clear link between the money collected and the scope of the expenditure. As local residents, my family have often had "staycations" — Arrowtown, Wānaka, Gibbston etc. Should local residents pay a levy within their own district? Expediting its introduction is a better option than selling our assets to fund infrastructure.
Q5: Review development contribution policies, rating policies and use value capture to ensure growth actually pays its way — it isn’t currently and the debt on existing ratepayers increases with every new home or hotel that is built. There may be a point in the future, unless funding mechanisms change significantly where "greenfield" growth isn’t an option due to lack of funds to extend infrastructure and this will lead to densification and re-use of land in areas that are already serviced.
Nik Kiddle
Age: 66
Occupation: Company director
Q1: Listen to ratepayers. Lift central government contributions — negotiate a GST rebate and a share of the international visitor levy to our district. Use the regional deals framework to leverage the infrastructure acceleration fund and special purpose vehicles. Identify and implement options to improve development contributions from private developers. Rebuild discipline around rates increases with a view to reprioritising the budget and finding savings.
Q2: Strive for teamwork and always aim for consensus outcomes by encouraging compromise, mutual respect and understanding. Ensure others’ opinions reflect genuine community concerns, values and objectives. Accept that representatives and staff will have differing views and ensure tolerance of those views. Deliver sound, transparent democratic practices to determine outcomes.
Q3: Central government has neglected our strategic needs in healthcare, roading and infrastructure funding. Stronger representations must secure Wellington’s commitment to improved outcomes. Local government will increase its influence over national electoral outcomes, swung by Wellington’s response to the constant compounding of unmet needs. In short, local government alone cannot deliver on district wide strategic goals — central government must step up.
Q4: The best strategy for rapid delivery of new funding is to take advantage of coalition party observations around GST rebates and returning a slice of the International Visitor Levy. This requires dedicated negotiations grounded in solid community support. The government has ruled out new taxes, so a bed tax remains "Plan B" until that policy changes. We can expedite GST/IVL rebate negotiations if we have the right leadership, full community backing and sharply focused forward thinking goals.
Q5: Stay the course with long term planning that is delivering new capacity in key areas. Intensify negotiations with Wellington to lift central government support for major projects, including through special purpose vehicles and the infrastructure acceleration fund. Deepen public/private partnership options for specific projects. Reform management of the supply of short term residential visitor accommodation.
Glyn Lewers
Age: 47
Occupation: Mayor of Queenstown-Lakes district
Q1: By taking a long-term approach and basing decisions on the best available evidence we have at the time. As we have seen across the country, the current increases in rates are due in part to elected members historically not investing in the required infrastructure to keep rates low. We are currently paying for this catch up!
Q2: It is about establishing the ways in which you work with each other early on in the triennium. Accepting that once a decision has been agreed to that it is supported, as council officers are obliged to fulfil the resolutions of the council. There is nothing worse than an elected member who then tries to undermine the efforts of council in fulfilling the resolutions.
Q3: At present there seems to be a bit of deflection from central government towards local. I find it a bit surprising, as local government can be a lead agency in fulfilling the aspirations of central government. Until there is a true partnership and a build up of trust between the two parties, New Zealand is worse off because of it. Local government is full of good people doing amazing work for the better of their local communities.
Q4: Fully support it; 82% of the district supports it. It is one of the asks in our regional deal submission. I have ongoing discussions with ministers when I get the chance as well as my mayoral colleagues from Auckland and Rotorua. Our work has shown a potential uplift in international visitor spend by $1billion over 10 years, while also reducing the fixed cost of the accommodation sector.
Q5: Our long-term plan assumes 7.1% growth per annum in visitors over the next 5 years. We have planned for it and have set aside $740 million over the next 10 years to address the infrastructure needs for the visitors. However, this will only get us by. We will not be able to do everything we would like to do unless new funding sources are derived, such as the visitor levy, and the policy levers that have been asked for in our regional deal pitch are enacted.
Daniel Shand
Age: 42
Occupation: Politician
Q1: I will balance them well.
Q2: I’m sure we can all make up and be friends.
Q3: I believe elements of a more direct democratic process like the Swiss system would restore a losing of faith the public currently have.
Q4: No
Q5: Yes
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?
Ward: Queenstown-Whakatipu
Gavin Bartlett
Age: 52
Occupation: Professional engineer
Q1: Growth, ageing infrastructure, deferred renewals and increasing regulations are leading to a need for greater expenditure on infrastructure, and this increasingly dominates council’s capital programme. QLDC has recently decided to transfer water services delivery to a council-controlled organisation. Set-up of this CCO will be a key feature of the next triennium, in conjunction with controlling rates rises for the provision of other core council services.
Q2: I have proven through my first term in council that I am able to work as an effective team member, listening to and respecting others’ points of view, challenging them when necessary and accepting the majority decisions council makes.
Stephen Brent
Age: 52
Occupation: Solicitor
Q1: Continued demand for the Queenstown Lakes District by tourists and an increasing local population is putting huge stress on our infrastructure. This, combined with reforms to the delivery of water services, is going to be a big challenge for the council. Our focus needs to be on essential infrastructure done well but with a very careful eye on spending.
Q2: It is fully expected that there will be differing views around the council table but everyone should have the community’s best interests at heart and should be prepared to listen to each other with respect and openness. Once a decision is made, however, then it is up to all councillors to respect the process and commit to the decision.
Aaron Cowie
Age: 58
Occupation: Computer software engineer
Q1: Over the past three years, QLDC has increased its debt by nearly half a billion dollars, with much of this spend I would categorise as wasted money. We have a large visitor population that we can leverage to fund infrastructure whilst also removing congestion.
Q2: I would seek honest and open debate through multiple meetings, as this will highlight people’s concerns and potential issues or unknowns. But first, I would seek to get consensus on the general direction as it’s too easy to get bogged down on detail.
Craig "Ferg" Ferguson
Age: 67
Occupation: Broadcaster
Q1: They need to continue to explore other funding sources, but infrastructure and our ongoing battles continue and will continue to be an issue. In a growth council, rates will always be under the microscope. In the current climate, we need to be challenging and questioning.
Q2: I have no issues working with others in council. That is the will of the community: they pick the twelve and then you go to work with respect through the good and bad. It has never been an issue for me.
Jon Mitchell
Age: 61
Occupation: Leadership Development
Q1: We would reprioritise all spending to focus on critical, must-have services and infrastructure; direct Queenstown Airport to increase the dividend to shareholders; persuade government and opposition of the national economic benefit of a local visitor levy, share of GST collected locally, increased NZTA funding for new bridges, roads, and public transport; direct the new water services entity to charge sources of increased demand, not existing water users, for the cost of expanded capacity.
Q2: The main reason that QLDC has made so many poor investment decisions recently is because vigorous debate has been forbidden and alternative views shut-down and sidelined. An effective governance body can only represent local communities and stakeholders, and air concerns about risks and consequences effectively, when all views are valued and heard. I will work with my colleagues to build an environment where we all feel safe to challenge each other professionally and respectfully.
Rene Smith
Age: 43
Occupation: Educator
Q1: Our council should focus on core infrastructure that makes best use of ratepayer contributions, providing essential services in alignment with long-term sustainable growth. Public consultation is an important element in the process, ensuring resources are used efficiently without placing unnecessary burden on the environment, local residents and generations to come.
Q2: If given the opportunity, I look forward to working closely with others in council. It is a chance to put differences aside, to connect, communicate, co-operate and learn from one another. We have to be adaptable, looking at current issues while asking ourselves, is this something future generations will be proud of? I am positive but also realistic; this is going to take time, but if we move forward with the right intentions, we have to opportunity to build something special, together.
Matt Wong
Age: 47
Occupation: Tourism operator & councillor
Q1: Council must get the basics right — water, waste, roads, planning and housing. Big capital projects need tough scrutiny and expert oversight, with only those that cut future costs or deliver real community value going ahead. Rates already work harder than taxes, and central government must step up. For decades, taxes from our district have been siphoned off nationally while we carry the costs. That funding must return here — or we need new revenue tools to ease the burden on ratepayers.
Q2: I start by listening, as fear, pressure or politics often sit behind people’s views. I check my ego— if it leads, you can’t stay open to better ideas. If someone doesn’t get an issue, it’s not my job to call them out. I focus on the issue, not the person. I’m direct but respectful — tough on standards, gracious with people. In any disagreement, losing your cool or self-awareness loses respect and distracts from the real work, a problem far too common in politics today.
Ward: Wānaka-Upper Clutha
Barry Bruce
Age: 72
Occupation: Company director/manager
Q1: Balancing the budget whilst developing and maintaining infrastructure is the greatest challenge for council; the traditional ratepayer funding model is no longer fit for purpose.
The alternatives are increasing development contributions, public-private partnerships, central government subsidies (e.g., part GST returned) or lowering the levels of service.
Any changes will require a quantum change in the way the council decision-making process is conducted.
An example of changing how things are done is the recent council decision to establish a water services CCO entity.
Q2: The basis of our democratic system is the diversity of elected representatives and their motivations for committing to representing and advocating for the community.
Debating issues can at times be challenging and time consuming, but ultimately it is extremely important to respect other opinions and voting decisions.
Conversely, it is also important to maintain high standards and call out bad behaviour or failure to maintain due process or standing orders.
Lyal Cocks
Age: 68
Occupation: Commissioner
Q1: We have to reduce the burden on ratepayers by establishing alternate funding initiatives, private/public arrangements and get a greater contribution from visitors to get the necessary work done. The regional deal we are negotiating with government is a significant opportunity to enable alternative funding mechanisms.
Q2: Working with other councils to achieve mutual benefits has become very important/necessary. Expecting total agreement on all matters would be unrealistic, but negotiating acceptable compromises will be the goal.
Craig Gasson
Age: 49
Occupation: Winemaker
Q1: Infrastructure is two parts. Firstly, the operational and maintenance costs of the current infrastructure. Secondly, infrastructure for the growth of our district. We have the opportunity to learn from Queenstown and their growth struggles with how we navigate forward. Rates charges going forward need to respect the people here now who have, and are contributing to the current infrastructure. Future expenditure on infrastructure development should be fairly paid by the developers who benefit.
Q2: Being a councillor is a trust position: trust from the community to manage the resources of the district in a responsible manner. Given this responsibility, elected officials should conduct themselves in a way that creates the best benefits for the ratepayers. The behaviour of councillors and their conduct should reflect this. Leave egos and agendas at the door and work for the ratepayers. Leadership is essential!
Niki Gladding
Age: 50
Occupation: Councillor
Q1: Daylight all operational budget lines for non-infrastructure projects within departments — we’ll then be able to trim any waste (or "slush funds") and ask the community what it’s willing to lose to achieve more sustainable rate increases. Infrastructure should be "without frills" and we need to maximise the use of existing infrastructure before building new — including by managing demand. Keeping 3 Waters services in-house would help us manage overall costs to households.
Q2: Councils are a natural forum for contesting ideas — if you don’t have, or can’t have, that contest, it should be cause for concern. But in a well-run council that shouldn’t lead to conflict. I try to stick to the issues and at least wake up each day leaving any previous battles behind. And I will always support another councillor’s requests for information, workshops or greater consultation — even if I’m at odds with their purpose. We all represent people and those people matter.
Nicola King
Age: 37
Occupation: Sustainability consultant/Mum
Q1: First, we’ve got a serious need for infrastructure investment. Specifically around water and roading, and these cannot be delayed without negatively impacting the quality of life we all rely on. Second, people deserve to be kept in the loop. Too often the community isn’t given the full picture of why money is being spent, what the actual challenges are and how council plans to deal with them. Clearer communication and transparency would go a long way in building trust. We face very challenging times in local councils all over the country. However, if the QLDC could be more upfront and accountable, we might work through these pressures together.
Q2: One of the main reasons I’m standing is because I believe I can bring a collaborative and empathetic approach to council. We’re not always going to agree and that’s a good thing. Different perspectives provide a fuller picture of the community’s views. My approach is to listen, understand where others are coming from and then work together to find outcomes that serve the whole community.
Simon Telfer
Age: 53
Occupation: Director
Q1: Residents in Wānaka and the Upper Clutha have high expectations around community facilities, the environment, transport and water. This requires sound planning and efficient delivery of projects. Council staff need to treat expenditure as they would their own personal finances. We also need to play our part, as current guardians of this district, not kick every hard infrastructure decision down the road and unfairly burden our grandchildren.
Q2: As community board chair for the past three years, I have a track record of building relationships with fellow board members. This requires taking the time to listen, collaborating on projects where there is shared interest and being a decent human being!
Yeverley McCarthy
Age: 73
Occupation: Managing director
Q1: If we can’t afford it, we can’t have it. Fifty percent of our rate take of $190 million is used for infrastructure. Our challenge is to future-proof by very sound financial management and planning.
Q2: I have been in governance roles for a very long period of time. There are always diversities on boards, they can be a good thing, because they make us have robust discussions even though we may disagree. That can help us find a common way of moving forward.
Quentin Smith
Age: 48
Occupation: Deputy mayor and councillor
Q1: Council must strike a balance — investing in essential infrastructure while being mindful of affordability. That means prioritising projects that unlock efficient growth, seeking government and developer contributions and tightening spending. Current rate rises are fundamentally unsustainable. The community will support smart investment if they can see the benefit and trust council is managing spending wisely.
Q2: Consensus in council is about listening, finding common ground and focusing on what’s best for the community, not individual agendas. It means respectful debate, shared information and clear goals. While we won’t always agree, collaboration leads to stronger, more stable decisions. Consensus helps avoid gridlock, builds trust and keeps council moving forward. It’s not about everyone thinking the same — it’s about working together to get the best outcomes for our district.
Thorsk G Westphal
Age: 49
Occupation: Realtor
Q1: There needs to be a clear categorisation of must-dos and nice-to-dos, and a more direct allocation of costs to those who benefit from it. At the end of the day, the average person, and especially those on fixed incomes, just cannot keep paying higher and higher rates; their properties might have appreciated in value but that doesn’t support their personal cashflow. Frugality on the council side, and a clear user- (benefactor-) pays mindset, are the only way.
Q2: In my 20-plus-year corporate career, I have worked in cross-functional and cross-country teams, and managed many of my own, throughout. Communication is key, and "making the case" for one’s position, proposal or vision, and I have been doing this successfully for many years. I am both logical and empathetic, two qualities that have always aided my negotiations. Win-win outcomes are preferable, but not if a compromise is the suboptimal result.
Ward: Arrowtown-Kawarau
Heath Copland
Age: 45
Occupation: Accountant
Q1: We need to ensure we are getting value for money on behalf of ratepayers when investing in infrastructure. There needs to be accountability on expenditure, and where possible, alternative sources of funding should be investigated (passing costs to developers, visitor user pays, central government). We can also be innovative and do things differently to save time and money.
Q2: Councillors are always going to have different views and agendas as everyone has a different opinion and represents a different part of the community. Keeping an open mind and being able to work collaboratively are imperative to reaching good decisions together as a group. I will always consider what the decision before me means to my community, and where possible, get community input to bring to the debate with other councillors.
Lisa Guy
Age: 59
Occupation: Human resource strategist
Q1: It’s our toughest challenge — 35,000 ratepayers can’t carry it alone. We all see the pressures on roads, water and wastewater services, pipes and public spaces. It’s why I’ve pushed for regional deal negotiations with government — to bring new funding and financing tools so growth pays for growth. Balance needs two things. Spend wisely on what matters most and make sure developers and newcomers contribute and share the risks, so existing ratepayers aren’t left with the bill.
Q2: Council is best when we listen widely, respect different views and work towards outcomes that serve the whole district. Disagreement is natural and useful in considered debate, but opposition for its own sake helps no-one. With an HR background, I’m comfortable to work collaboratively with all parties. My approach is open minded — care, courage and clarity.
Tim Manning
Age: 66
Occupation: CEO/Director of various companies
Q1: The trend previously has been to load infrastructure costs on to ratepayers. There are many other ways to structure this — like more Crown assistance, using the Crown’s balance sheet to get much lower interest rates, PPPs, targeted rates, etc. A thorough commercial assessment of the options and someone who is able and has the experience to negotiate with the Crown to Queenstown’s advantage.
Q2: I would listen carefully and respect others’ views, even if they differ from mine. I’d present my perspective with respectful persuasion, aiming for constructive discussion. I’d take a pragmatic approach to resolve differences, focusing on what’s best for Queenstown. I remain open to alternative views and suggestions, working collaboratively to find solutions that benefit the community as a whole. I am in it for the solutions, not the headlines. I have no ego in these situations.
"Q" (Samuel) Belk
Age: Not supplied.
Occupation: Farming (sheep and beef), viticulture, hospitality. Previously finance, banking, endowment management.
Q1: We have a critical infrastructure deficit in the Lakes region in bridges, roads, water delivery and sewerage. Infrastructure is a long-term investment for our children and their children. It will require raising debt outside of the NZ LGFA, longer term with public/private international participation. However, we have the "wind at our backs" — the tax base is growing. We cannot continue to "kick the can down the road". We must start the process of infrastructure investment now.
Q2: We must have a cultural shift within the QLDC that recognises the democratic process, collaboration and good governance. In my career, I have often been outvoted and I celebrate that and respect and engage those who might disagree with me. I served as a licensed independent trustee. "Good governance" should be a given. Sadly, our current council, which has some wonderful individual councillors, it is also characterised by intimidation, bullying and a lack of transparency.
Melissa White
Age: 47
Occupation: Business owner
Q1: Council must take a balanced, responsible approach. We need to invest in essential infrastructure, but always with careful prioritisation, transparency and clear community input. Not every project can happen at once, so focusing on what delivers the greatest benefit is key. At the same time, we must explore alternative funding options, such as government partnerships or user-pays for visitors, to reduce the burden on ratepayers while ensuring our district has the infrastructure it needs.
Q2: Over the past two years as councillor, I’ve learned that the best outcomes come from listening with respect and finding common ground, even when we don’t agree. I’ve worked alongside a wide range of perspectives and know that collaboration is key. Disagreement is natural, but it can be constructive if we keep our shared goal in mind: serving our district well. Kindness, openness and respect will continue to guide how I work with others.
