A pre-election report has detailed a series of challenges for the small city of just over 55,000, including water service delivery, an ageing population, earthquake risks and getting back to a balanced budget.
The next council will need to grapple with big issues and make decisions on financially sustainable delivery, particularly as a "bow wave" of essential infrastructure replacements comes at it over the next 20 years, and rates will need to go up to fund both essential water work and the new museum.
We asked those in the running a few questions.
Question 1 How should your council balance the need for infrastructure spending with concerns about rates 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 Where do you stand with a proposed merger of councils to create two new local authorities in Southland?
Question 5 What is the most important role of a mayor? And does a mayor need to have more power?
Mayoral candidates
Ria Bond
Age Old enough
Occupation Politician.
Q1 As mayor, my focus will be clear and disciplined: prioritising essential infrastructure first, cutting back costs that are not core council business, improve the council’s efficiencies, reduce consultant costs. The museum project will be kept on budget or face cutbacks, return to a balanced budget, remain fiscally disciplined, lobby government for regional development. I will be focused on making sure that every dollar is spent wisely.
Q2 Not every elected councillor needs to agree with other councillors. I expect to have councillors having their own informed opinions. If everyone agreed it would make for a dull debate. As a leader I would work with all councillors, ensuring everyone has the opportunity to be part of the debate on all matters.
Q3 Central government needs to take some responsibility for each election cycle’s windback of legislation bottom lines, with the cost of continued throwaway policies coming straight back on to councils and ratepayers. We work under 160 pieces of legislation set by the government, with very little investment provided to councils by governments over decades. Instead of blaming councils for rates rises, how about they return some funding back into councils.
Q4 I’m waiting to see what comes back from the commission review and we are provided with factual information before I decide where I stand. I, along with our community, feel blindsided by this request. It came from nowhere. There has been no consultation, plenty of speculation of what and how things could look like. I’m sure there could be areas we can work together on, but it’s still too early to know how this could shape up for Invercargill.
Q5 Leadership is crucial to drive policies that contribute to a strategic vision for our city. Our mayor needs to be bold, have the skills to unify their team, provide resources, promote co-operation and identify emerging issues. During this complex and challenging environment, characterised by low levels of trust in local government, leadership is an essential attribute of effective local government. No, mayors do not need more powers, they need to understand the Local Government Act 2002.
Stevey Chernishov
Age 44
Occupation Entrepreneur.
Q1 It’s time for a serious review of the council’s future borrowing. Council currently has large projected financial commitments — linked to overpriced developments. Lots of the companies contracted to develop and maintain our city are based outside of Southland and have no vested interest in the economic stability of Invercargill. In order to set things straight we must open up new opportunities for work with businesses that belong in the South and look at more financially viable solutions.
Q2 I’ll be presenting creative ideas alongside facts; discussing the implications of financials and projects, then encouraging councillors to share potential new solutions rather than to simply disagree and debate. This approach is much more useful for designing and developing vibrant, well thought-out ways forward.
Q3 As mayor, my role is to serve as the community’s representative, advocating for local interests at various levels of government. My priority is to influence policy development that benefits the local area. The strongest families and businesses are run by people who govern their own lives with integrity and a healthy work ethic. To improve the council needs less regulatory services and control, more non-regulatory services. We need a strong and enterprising localised economy that is well resourced.
Q4 I oppose merging councils. The best way to save costs is by reassessing the each area’s financial, contractual and structural commitments — not to blend everyone and everything together! Our focus should be on developing services and infrastructure that foster a localised and dynamic economy that empowers enterprise — not top-down control. We need well-connected local community groups that grow and share what they create.
Q5 Leadership: Sharing vision and developing solutions that serve the local community. Leadership involves engaging residents — not just receiving their "submissions". Leadership as mayor means overseeing council operations and service delivery, local policy development and working directly with the CEO. The mayor’s most important job is to empower the public and to lead council.
Andrew Clark
Age Had good life experience.
Occupation Managing director of MediMax Ambulance Service (Ltd), intensive care paramedic, emergency care nurse.
Q1 As mayor, I believe rates rises should be at 5% and it is quite an achievable figure for Invercargill ratepayers. Infrastructure spending often has co-funding available from the government and we would present concise documents for funding applications.
Instead of the impact of unaffordable rates increases each year, the council does have the ability to do long-term borrowing for infrastructure projects.
Q2 What an important question. As mayor, I offer leadership that listens, empowers and delivers and able to make good decisions and I work well under pressure. My role as mayor is to make sure the documents presented to council are complete and show balance. Personally, I like a robust discussion from councillors both for and against. My role is to give guidance to councillors so they can have an informed opinion when they make their decision(s).
Q3 As mayor, I intend to in the first place get the recently appointed Minister for the South Island James Meager to Invercargill to meet the newly appointed mayor and councillors. I wish to inform the minister with a briefing paper and discussion, where we see the needs of the Invercargill community being outlined and met. I wish to find a better way to balance the government’s aspirational objectives and operational reality with the Invercargill council and community.
Q4 I see benefit in working in collaboration with other councils such as the Southland District Council and Gore District Council such as shared services such as solid waste activity called Waste Net Southland. There may be other situations where working collaboratively has an advantage for Invercargill ratepayers and businesses and I would consider any other options. In respect to merging of councils, I would hold a referendum of ratepayers and businesses to see what they wish to do first. There are both pros and cons in amalgamation.
Q5 As mayor my primary role is to provide leadership to other members of the council, provide leadership to the people and ratepayers in the district. My role is to lead the development of the annual plan and long-term plan, policies and budgets for consideration of the councillors of the council. I look forward to being elected as the new mayor of Invercargill.
Alex Crackett
Age 35
Occupation Councillor.
Q1 We need to invest in essential infrastructure, but do it smartly. Prioritise core services, stage projects over time, seek external funding and find efficiencies within existing budgets. Ratepayers deserve transparency on where every dollar goes. Growth must be balanced with affordability so people aren’t priced out of our own city.
Q2 Council works best when we focus on shared goals, not personal agendas. I will listen, respect different views and build consensus around what matters to our community. It is about finding balance. Progress without waste and affordability without neglect. Collaboration is how we get real results.
Q3 I believe decisions are best made close to the people they affect. Local government understands community needs, while central government should set fair standards and provide funding support. We need less top-down control and more trust in local voices. Strengthening local decision-making will deliver better outcomes for New Zealanders.
Q4 I support one Southland-wide unitary authority. It would reduce duplication, save costs and give us a stronger voice nationally. Communities still need local representation, but having multiple councils with overlapping functions is inefficient. A single authority with local boards could deliver better services, smarter spending and decisions that reflect the whole region’s needs.
Q5 The most important role of a mayor is leadership. Setting a clear vision, uniting the council around it and being accountable to the community. A mayor should champion the city, ensure good governance and make sure decisions serve the public interest. More power is less important than using the influence the role already has to build trust, collaboration and results.
Tom Morton
Age 64
Occupation From upholsterer to driver, I excelled at sales, marketing and conference planning.
Q1 The council’s role isn’t to build monuments to itself, it’s to deliver the basics: safe roads, clean water and opportunities for families. Invercargill doesn’t need vanity projects; it needs practical investment. Infrastructure cannot be delayed, a leaky pipe today is a burst main tomorrow. Ratepayers are already stretched. The way forward is clear: prioritise essentials, be transparent and work in partnership. Respect those who pay the bills. This city needs foundations, not monuments.
Q2 Disagreement is part of democracy, but I’ll always keep debate respectful and focused on the people of Invercargill. After more than a year of knocking on doors, I bring not just my voice but the voices of those too often unheard. My role is to ensure the community is at the table, even when they can’t be there. By listening first, speaking plainly, and grounding decisions in everyday realities, I’ll work with all councillors to serve our city.
Q3 Local and central government should be partners, not rivals. Southland’s roads, water, and services need real investment, not patches. We contribute 18% of GDP with only 5% of the population, yet are treated as an afterthought. Central government must step up with funding and fairness, while local government ensures our voice is heard as strongly as the big cities.
Q4 I stand firmly against a merger. Invercargill and Southland face different challenges, housing, transport, and infrastructure in the city; distance and service delivery in rural areas. A single council would drown out local voices and turn Invercargill into Southland’s piggy bank. Our people deserve a council that speaks for them, not one where their needs are lost. Two strong voices are better than one muffled one.
Q5 The mayor’s role is not to rule but to lead, by listening to councillors, experts and most of all the people. A good mayor gathers voices, weighs them fairly and sets direction grounded in community needs. Power is not the goal; trust is. Leadership means being a bridge between everyday lives and council chambers, showing that true authority comes not from control, but from listening well.
Ian Pottinger
Age 65
Occupation Business owner and city councillor.
Q1 The same way you look after your own house. You keep things up to a standard that does not allow them to deteriorate and in doing so, costing much more than the original maintenance.
Q2 By meditation and medication.
Q3 Central government are always giving local government a tough time about over spending and making dumb decisions. Note to all: they should first practise what they preach.
Q4 I support this, for our population and geography it makes total sense.
Q5 The mayor needs to lead and initiate analytical discussion and debate, to ensure that no part of the community is left out as council undertakes its activities.
Did not respond: Tom Campbell, Gordon McCrone.
Council candidates
Question 1: How should your council balance the need for infrastructure spending with concerns about rates rises?
Question 2: How do you envisage working with others in council — especially those who don’t agree with you?
Trish Boyle
Age 74
Occupation Retired.
Q1 Our basic infrastructure needs steady investment. Not flashy, just functional. Roads, footpaths and stormwater upgrades must be planned and prioritised and I’ll keep pressing for timely, reliable delivery, especially in outer suburbs and flood-prone areas. While we meet our core obligations, I support a detailed review of council spending and consultant use. Every dollar must deliver value. We need a fair, transparent process that prioritises essentials and respects our ratepayers’ limits.
Q2 My strengths are in governance, listening carefully, and focusing on what matters. This is the ethos all councillors should bring to the table. The public expects professionalism. I’ll work to de-escalate conflict, keep the focus on the job at hand, and uphold respectful conduct. Invercargill deserves a council that acts with integrity and maturity and models the style of leadership our community can trust and be proud of. We need a team that serves the public.
Steve Broad
Age 39
Occupation Healthy families Invercargill — kai co-ordinator.
Q1 The council must focus on the essentials — infrastructure, water and core services — and spend with wisdom and discipline. But we can’t stall. We need clear prioritising, smart staging, and genuine engagement with our community. By working together, setting a bold, community-led vision and investing where it matters most, we can grow this city — without losing control of the rates.
Q2 Each week, I sit next to someone different at the council table. I believe diverse views and life experiences are essential to a well-rounded council. I listen first, focus on the issue, not the person and leave conflict at the table. Robust discussion and disagreement are not only expected, but necessary, as long as they’re grounded in respect and a shared commitment to what’s best for our city.
Pania Coote
Age Not supplied
Occupation Director.
Q1 Essential infrastructure like water and drainage often goes unnoticed until it fails. Deferring investment may ease short-term pressure, but risks flooding, contamination and environmental harm. Strategic upgrades, staged over time, help manage costs and avoid sudden rate spikes. Public-private partnerships and development contributions can reduce the burden on ratepayers. These aren’t just pipes, they’re Invercargill’s backbone. With thoughtful planning and community input, we can protect our future without compromising affordability.
Q2 Working together in council is essential. Diverse experiences and perspectives, across culture, age, gender, and background, strengthen decisions and reflect our community. My approach is grounded in respect, listening, inclusiveness and shared purpose. I focus on issues, not individuals, and welcome robust debate with room for compromise. Trust and understanding matter more than agreement. Council decisions affect real lives and even tough conversations can help us build a stronger, united Invercargill and Bluff.
Andrea De Vries
Age 38
Occupation Self-employed business advisory.
Q1 Our community deserves quality facilities and infrastructure designed to operate efficiently and meet the needs of a growing city. We must have confidence our assets enhance liveability and deliver long-term cost savings. Investment decisions should be informed by real data to balance growth with fiscal responsibility. Complacency and shifting the burden to future generations cannot be the answer to our rates crisis.
Q2 A good democratic table reflects the voices of the whole community. Respectful, engaged discussion leads to better outcomes and strong leadership means standing for what’s right, even when decisions are hard. If we each come prepared and committed to the work before meetings, we can leave the room ready to break bread together afterwards.
Grant Dermody
Age 54
Occupation Client director NZAB.
Q1 The council has made prudent infrastructure decisions over many years, so is well positioned on this front. We need to continue to be accurate in our asset renewal programme, procurement and project management to ensure we deliver cost-efficient infrastructure projects. We also need to grow the ratepayer base by getting the planning process streamlined so that building new houses isn’t cost prohibitive. This ensures the rates burden is spread across a wider base, which reduces the impact on ratepayers.
Q2 It’s important to have different perspectives around the table and to listen to these perspectives. However, decisions need to be made in the best interest of the ratepayers, the city and wider community. Ensuring a good discussion is focused on the key issues usually means the best practical decision is made. Not everyone has to agree.
Karl Herman
Age 46
Occupation Horticulturalist.
Q1 Unfortunately there are some very important and urgent tasks that need to take place within the next five years, most importantly a second water source which could and probably will hit the rates but this is a major priority and will hugely benefit the community of Invercargill and safeguard us for any potential future disasters.
Q2 There will always be conflicts within the council which is democracy at the end of the day. If there is an item I don’t agree with I will definitely voice my concerns and fight for what I think is right. As long as I am heard and try my best to get my point across I’m not concerned if others don’t agree. I’m very open-minded and will work with other councillors for what is best for our beautiful city.
Darren Ludlow
Age 60
Occupation Radio station manager.
Q1 We are required to follow our asset management plans thanks to Audit NZ, so loan funding to facilitate intergenerational funding is the best way. It means the costs aren’t all lumped on current ratepayers and spreads over to more fairly rate those using at the time.
Q2 I work collegially with fellow councillors. If you were to ask anyone from this current term, they would back that up. We may disagree during debates, but it’s put away as soon as we move on to the next subject. To be fair, I also think that’s what people expect of us.
Marcus Lush
Age Not provided.
Occupation Broadcaster.
Q1 The council must stick to the basics. There is a cost-of-living crisis. No overseas trips. No junkets. No vanity projects. No $750 suitcases (google it). And we need better decision making. A lot of councillors have common sense on their hoardings as their number one attribute. If common sense is such a good thing then why has council made so many questionable decisions. The council doesn’t need common sense — it needs smart people with fresh ideas.
Q2 The key to effectiveness on council is for people to behave in a respectful, adult and mature way. In the last term of council there seemed to be a lot of unnecessary conflict and pettiness. And Invercargill was repeatedly getting national attention for all the wrong reasons. This was embarrassing. The council and the mayor need to put prejudice, ego and rivalry aside and work for the people of Invercargill, who, after all are paying their wages.
Lynley McKerrow
Age 74
Occupation Celebrant, Southland’s town crier.
Q1 Ensure careful, strategic planning, prioritise essential projects deliver long-term value, seek possible alternative funding, phasing developments to spread costs responsibly. Transparency — I want residents to see exactly how funds are being used and to have input into decisions that affect both their services and rates. Ultimately, it’s about finding a sensible balance: maintaining and improving infrastructure our community relies on, while keeping rates fair and sustainable for everyone.
Q2 Focus on ideas, not personalities. I would aim to work collaboratively with colleagues, while always speaking out when I believe something isn’t right. I won’t go with the flow just because it’s convenient or popular. My commitment is to truth, fairness, and justice for the ratepayers of Invercargill. I aim to engage in respectful, constructive debate, listening carefully to different perspectives, but always putting the community’s best interests at the heart of every decision.
David Meades
Age 26
Occupation Builder.
Q1 A lot of what recent rates increases have covered has been the inner city upgrades, developments and the museum. With these winding up, we obviously won’t need to pay for their construction any more. So going forward if we focused on the infrastructure and services we need and don’t tackle another big project, rates should stay at an affordable level.
Q2 Too often in politics we focus on what we disagree on, and get caught up on things that divide us. I’d rather look at what we have in common, and find ways to work together with the goal of making Invercargill a better place to live in mind.
Dan O’Connell
Age Not provided
Occupation Planner.
Q1 Mainly through long-term budgeting and amalgamation the local authorities in Southland.
Q2 I have the ability to work with others and previous local government experience so I don’t see this as difficult.
Noel Peterson
Age 72
Occupation Politician, self-employed.
Q1 Based on what people tell me, the incoming council should consider looking towards finding more efficiency and cost-effective solutions to reduce costs and avoid further large rate increases. Based on my personal experiences and others who have told me of their experiences with council, there is arguably room for much more cost effectiveness. I would advocate for financial caution, teamwork and bringing unity between council and community.
Q2 I am a keen advocate of non-adversarial politics, or simply put, teamwork, respect and being polite. Obviously, people will sometimes have differences and preferences. The key to working with other elected members, council staff and the wider community to create unity and efficient democracy is to all work together as a team for good community outcomes, with respect at all times for the opinion of others.
Lisa Tou-McNaughton
Age 56
Occupation Servant of the public.
Q1 By seeking the expertise of the council staff, reducing consultants and embracing technology. Research shows rates caps to be a false economy resulting in deterioration of infrastructure and services. Everyone wants running water, a flushing toilet, safe roads and their rubbish collected. Our rates cover these services. Unfortunately these costs are rising which means our rates will rise. By using our council experts and technology these increases should be well managed.
Q2 By listening carefully to ideas and being able to see things from different perspectives. Looking at the BIG picture. I work with people from all walks of life and want to bring our community with me to the council table. What is best for the city is not ego nor politics. I will be looking at all things through a legacy lens, "how will the decisions we make now, affect our children, grandchildren and those yet to come"?
Tony van der Lem
Age 69
Occupation Tax accountant.
Q1 A combination of prudent borrowing to fund long-term assets and a strong focus on getting value for every rating dollar. If work can be done effectively in house then it should be, rather than a relying on a work culture of contacting out.
Q2 I would focus on listening to others perspective regardless of whether I agree with them, I will be conscious that I if successful, I would be a newbie councillor and would need to listen and learn.
Did not respond: Barry Stewart, Ian Reeves, Amanda Laurie, Terry King, Carol Jasperse, Allan Arnold, Jay Coote, Chris Dawson
