WHAT’S IN THE WATER?
We find out how the two Waikato Water Done Well organisations are coming together.
Page 2
SCARS ETCHED IN MEMORY
Former All Blacks captain Sam Cane reflects on a career shaped by his rural roots. Page 4
Pick three
Nine contenders for three powerhouse positions in Waikato are vying to lead Waikato and Waipā districts and Hamilton city for the next three years. To the winners the spoils will be overseeing three years of further growth as the city and urban centres grow, placing pressure on infrastructure. They will see work continue on the Waikato Expressway and planning for Southern Links. They will oversee the establishment of two new water authorities which will have a significant impact on the councils’ staffing numbers. And they will be challenged by rising costs which ratepayers will struggle to meet. Senior writer Mary Anne Gill has the words of all nine inside your Waikato Business News today.
• Read our coverage from page 7
COMMUNITIES AT CROSSROADS
Local communities face tough questions about growth, leadership and the future. Page 7
OUT AND ABOUT
Our photographers captured people doing business around the region. Pages 14, 15
Aksel Bech Waikato
Rachel Karalus Hamilton
Mike Pettit
Jacqui Church Waikato
Tim Macindoe Hamilton
Clare St Pierre
Maria Huata Hamilton
Susan O’Regan Waipa
Sarah Thomson
CONTACTS
News/Editorial
Roy Pilott editor@goodlocal.nz 027 450 0115
Mary Anne Gill maryanne@goodlocal.nz 021 705 213
Viv Posselt viv@goodlocal.nz 027 233 7686
Chris Gardner chris@goodlocal.nz 027 231 7007
Advertising Director
Janine Davy janine@goodlocal.nz 027 287 0005
Owner/Publisher
David Mackenzie david@goodlocal.nz
Office/Accounts admin@goodlocal.nz 07 827 0005
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Caring for our waters
Water is at the heart of every Waikato community, and two new council owned organisations will manage parts of the precious resource. Senior writer Mary Anne Gill summarises the transformation underway for Waikato Waters Ltd and Iawai –Flowing Waters.
One is being described as the most complex council controlled organisation establishment project in the country, and the other has just picked up its first major assignment.
The complex one is Waikato Waters Ltd, with an establishment budget of $12.1 million spread among its seven district council shareholders – Waipā, MatamataPiako, Hauraki, Ōtorohanga, Waitomo, South Waikato, and Taupō – and 28 fulltime equivalents across eight workstreams.
It will merge the water and wastewater services of six councils and provide shared services to all seven.
Last week, Shareholders Representative Forum independent chair Don McLeod announced the makeup of Waikato Waters’ establishment board.
Professional company director and professional civil engineer Elena Trout will chair the board joined by chartered accountant Jaydene Kana and former Watercare chief executive Jon Lamonte.
Meanwhile Iawai – Flowing Waters, the joint waters company formed by Hamilton City and Waikato District councils – has an establishment budget of $7.35 million and is using 16.9 full time equivalents.
Its first job is to manage a $1.1 million water meters pilot programme for Hamilton City Council among 200 households in Hamilton East.
Briefs…
Lynda steps up
CRV New Zealand has appointed Lynda Coppersmith as its new Sales and Marketing manager. She brings extensive experience in the dairy sector and held a range of sales, farmer support, and business development roles at organisations including Fonterra, DairyNZ, and MYOB. For the past seven years, she has been CEO of NZ Young Farmers, where she strengthened both the brand and its membership base, finishing on a high with the recent Young Farmer of the Year Grand Final in Invercargill.
Poa for Rangitāmiro
Te Ropu Poa (Ngāpuhi, Ngāti Hine, Ngāti Wai and Ngāti Kahu ki Whangaroa) has been appointed chief executive at Rangitāmiro, the newly established Whānau Ora Commissioning Agency for Te Tai Tokerau, Tāmaki Makaurau, Waikato, Hauraki and Tuwharetoa. Her experience includes regional director for Te Puni Kokiri, independent director for the National
The council has already changed how ratepayers see their water services charges with the introduction of separate rates for water supply, wastewater and stormwater.
Now, it wants to ensure the right residential water meters are in place, with a long-term view toward its next resource consent to take water from the Waikato River. While that consent is nearly 20 years away, Hamilton mayor Paula Southgate says sustainable and responsible water use must be considered now.
“The cost of infrastructure is eyewatering. Using less water delays the need for costly upgrades to plants and pipes and puts less pressure on existing infrastructure.”
Twelve of Iawai’s staff have been seconded from Hamilton and Waikato councils and are based in the councils’ offices in Hamilton and Ngāruawāhia.
City council chief executive Lance Vervoort says Iawai is deliberately running on a shared services model to avoid setting up duplicate systems and structures.
“By using existing council resources, technology, and expertise wherever possible, we are working to keep costs low while ensuring progress continues.”
Waikato Waters, by contrast, has only one council secondment so far - from Hauraki.
But establishment team programme director Vaughan Payne says that will
change as the Establishment Plan unfolds.
D Day for both water council controlled organisations is July 1 next year when South Waikato, Waitomo and Waipā district councils transfer their water services –assets, liabilities and staff – to the new entity.
In the case of Waipā, that would strip $230 million of its current $400 million debt.
The new entity will have $155 million in revenue and $1.6 billion in assets.
Hamilton and Waikato will transfer its water services on July 1 as well when Iawai will take over 90,700 water connections and invest around $3.6 billion on water infrastructure over the next decade. Of that $3.6 billion, 67 per cent ($2.4 billion) is in response to growth.
Iawai will also deliver stormwater services under contract to both councils.
Residents will notice minimal differences at once, but communities can eventually look forward to more coordinated and future-proofed water services.
These new organisations are built on collaboration, local expertise, and a shared commitment to sustainability. For residents, it means smarter investment, better planning, and a stronger foundation for managing water - one of our most precious resources - for generations to come.
Hauora Coalition, chief executive at Te Hau Ora o Ngāpuhi, and other governance roles on key health and social service boards.
Foster new CEO
Warren Luxton will take over as Foster Construction Group chief executive in November. Born in the Waikato, he has worked in the UK, Hong Kong and Singapore in senior corporate roles and since he returned to New Zealand in 2020, he has led the New Zealand Construction Alliance and served as Fosters group deputy chair.
Forbes in chair
Matt Forbes has taken over as chair of hydropower electricity generator King Country Energy from Phil Wiltshire. Forbes brings to the board role more than 20 years of experience in corporate finance, capital markets, strategic planning, and risk management. He has been Contact Energy chief financial officer since May and has been with the company since 2010, holding
senior leadership roles in corporate finance and investor relations
Forklift champs
Waikato champions, Ryan Brink (Lichfield) and Dennis Gage (Te Rapa) are heading to the Fonterra national forklift finals at the Co-op’s Darfield Distribution Centre in Canterbury this week. The competition is an opportunity to celebrate the unsung heroes of Fonterra’s supply chain. Brink won the regional final at Lichfield last month while Gage, last year’s winner, is also heading south.
Real estate prizes
Forty six prizes were presented to real estate professionals from all sectors at the Real Estate Institute of NZ awards in Auckland last month. Harcourts Hamilton Chartwell agent Jana Kivell won the Individual Residential Rising Star Salesperson of the Year. Bayleys Hamilton Country won the large rural office of the year.
Briefs…
Sam to finals
Hamilton-based Sam Sonneveld of CF Reese won the Waikato and King Country Regional Final of the Plumbing World Young Plumber of the Year competition last month. He will head to the national final next month which provides a platform for plumbers under 31 to sharpen their skills, expand their networks and gain recognition.
Ebbett open up
Ebbett Automotive will this month open a new concept store at The Base in Te Rapa, Hamilton providing sales and support for Geely, Farizon and ZEEKR global vehicle brands.
On the move
The translocation of 193 Māhoenui giant wētā –one of the world’s largest insects and nationally critical - from Ōtorohanga Kiwi House to Sanctuary Mountain Maungatautari was successfully achieved last month. Ngāti Maniapoto and Ngāti Koroki Kahukura, who regard the wētā as a taonga species, supported the move.
Bridge a winner
HEB Construction took home the Supreme Award at the Civil Contractors NZ Waikato Branch Hynds Construction awards last month, as well as the gong for projects valued over $20 million, for its transformational Peacocke Waikato River Bridge and Strategic Services project in southern Hamilton.
Prices drop
Vendors across New Zealand collectively reduced their asking prices by $82 million in the second quarter of 2025, according to new data from realestate.co.nz. This was almost $20 million more than the $63 million in price reduction during the first quarter, but well below the $108 million trimmed from asking prices in the same period last year. The region with the largest total price drop was Auckland with $20,529,579, followed by Waikato with a total price drop of $9,443,509, and Wellington with $8,203,001.
Designs that remember
People come to theatre design from a variety of backgrounds. Not many can link their journey to Zimbabwean n’gangas (traditional healers or witchdoctors) or to their sewing skills as a veterinary surgeon. Nerina Sommerville does. Viv Posselt investigates
She’s neither seamstress nor artist, yet over the past few years Nerina Sommerville has crafted some pretty ‘out there’ costumes and props for theatrical productions around the Waikato.
A mix of volunteer and arts grant paid roles has seen her involved with Cambridge’s St Peter’s Catholic School productions ‘The X Factory’ in 2019, the ‘Lion King Jr’ in 2021, ‘Jonah, A Fishy Tale’ in 2023 and ‘The Jungle Book’ this year.
She was also appointed head of wardrobe for two senior productions at the private St Peter’s School just outside Cambridge – first ‘The Pirate Queen’ last year and then for this year’s ‘Catch Me If You Can’.
Each production offered new design opportunities, but it was when she needed to make a mask for the Lion King’s mandrill Rafiki that she found herself plundering memories of her Zimbabwean childhood, the early part of which was spent on a cotton and maize farm deep in Mashonaland Central.
“Something stirred in my memory as I was trying to design for Rafiki,” she said. “I went through my old photographs and found what became my inspiration. There were the n’gangas, we called them witchdoctors. They lived in the mountains above our property and often came down to the farm, usually wearing strange masks. I used them as a base for the design.”
When she was about 14, her parents separated, and the family moved to South Africa where Sommerville’s dreams of become a vet became a reality. It was at the Faculty of
Veterinary Science in Pretoria that she met her husband Greg, who now works at the Cambridge Equine Hospital in their hometown.
The couple married in Durban in 2006 and after two years, decided to travel. They spent four years in England then another four in Hong Kong where Greg worked with the Hong Kong Jockey Club.
“We had one child when we moved there, and had another while there, so I decided to do my masters in biomedical sciences through the University of Hong Kong during that time,” Sommerville says.
“We were undecided about where to go next when Greg was offered this job in Cambridge … so here we are.”
The couple came to New Zealand in 2015 and now has three sons –Matt, James and Ollie. Sommerville decided to step back from practice for a while and is currently lecturing vet nursing at Wintec, something she says gives her the flexibility to indulge her growing interest in design and creation.
Looking to her family history for clues as to the origin of that creativity, she said her mother once owned a haberdashery shop in Bindura, made pretty things and was a genius at sewing. Her grandmother was a ballet dancer in South Africa and London, and her great-grandmother was a playwright in Cape Town.
“The more I’ve done design for productions, the more I’ve connected those dots,” she said. “I’m not a great sewer. My mum had to teach me the basics on a machine when visiting, but I am good at sewing by hand … that’s
my veterinary training.”
It’s finding the inspiration then the joy of putting things together that excites her. She finds discarded material and turns it into magic … “I like that process of transformation.”
The Sommerville family was in the news last year when they moved one of Cambridge’s historic homes, Blairgowrie, in pieces to their property in Roto-o-Rangi. It is there that Sommerville has developed her small but growing workshop, one she hopes will accommodate her burgeoning ambition of perhaps one day entering the World of Wearable Arts.
“This gives me such new purpose … I’m very excited for the future,” she says.
Artists inspire nation
Two Hamilton artists have taken top honours at the prestigious IHC Art Awards, celebrating creativity and talent in New Zealand’s disability community.
Renee Derix, from Grey Street Studio, won the overall award with her stunning mixed media piece Underwater, earning a $5000 prize.
Renee has been creating beautiful work at the studio for nearly a decade, and Underwater sold on opening night - an emotional moment for the artist and her supporters.
Julian Godfery claimed the People’s Choice Award for the second time, this year with his striking pen-andink piece The Jaguar. The artwork captured hearts across the country, receiving 3085 of the 9480 public votes cast for the 30 finalists.
Julian creates his detailed works at home, at the Enrich Plus day base in Te Awamutu, and in his mother’s Raglan studio.
Second place and a $3000 prize went to Amy Lewis for Angel for the People, a felted wool angel in a frame.
Amy Hall took third place and $2,000 for Harriet: My Cat, a handsculpted ceramic vase which is a tribute to her beloved pet.
The Holdsworth Charitable Trust Scholarship Award for art studios that support artists with intellectual
disabilities went to Studio2 in South Dunedin.
Godfery says it felt great to win the people’s award for the second time, this time with his striking work The Jaguar.
The Jaguar was a clear crowd favourite, earning 3085 votes out of a total 9480 cast by the public for this year’s 30 finalists.
PŌHUTUKAWA HOUSE, WAIHI BEACH
Vet turned theatrical costume and set designer Nerina Sommerville.
Photo: Viv Posselt
Nerina Sommerville’s childhood photographs of Zimbabwean n’gangas, or witchdoctors, which inspired one of her masks.
Renee Derix with Underwater.
Photo: Supplied
Scars etched in memory
Former All Blacks captain Sam Cane reflects on a career shaped by rural roots, quiet resilience, and the enduring bonds of brotherhood forged through rugby, reports senior writer Mary Anne Gill.
One of the most enduring images of All Blacks’ captain Sam Cane is blood dripping from a cut above his left eye. The wound reopened often, staining his face and collar red, yet Cane always calmly assessed the match - win or lose.
Now retired from international rugby, Cane recently revealed he underwent plastic surgery to remove scar tissue from the eye. It looks almost as good as new.
The Chiefs and Bay of Plenty hero was the special guest on a live Between Two Beers podcast at Made Market in Hamilton last month, hosted by Steven Holloway and Seamus Marten.
Clients from Sentinel Homes, IT Partners, DTI Lawyers, and PKF Hamilton listened intently as the 33-year-old reflected on a career that began at Reporoa Rugby Club and saw him selected for the Reporoa College First XV at just 14.
Cane and wife Harriet have two sons, aged one and three. Asked how he’d feel about them playing rugby, he says:
“Despite a few cuts and bruises, what rugby’s given me far outweighs the risks. It’s taught me life skills.”
Still, he understands the concern - his injuries include a broken neck, fractured cheekbones, a serious head injury, and that persistent eye cut.
“I won’t push my boys to play. I’d love it if they did, but only for the joy and growth the
game gave me.
"I’ve broken my neck, sure - but there’s just as much risk driving your car.”
Born in Rotorua and raised on a deer farm in Reporoa, Cane is the eldest of three. His father Malcolm, a passionate rugby man, coached him from age five to 14.
“We’d get up in the middle of the night to watch the All Blacks, sharing a bowl of chips.”
Farm life taught Cane responsibility early.
“You learn to care for animals. That teaches you to put others first.”
His rugby spark ignited when a friend’s father praised his performance. A pivotal moment came when Chiefs coach Ian Foster - who later made him All Blacks’ captainwrote a career plan on a napkin at Cane’s grandparents’ house.
Cane and best friend Carl Axtens moved to Tauranga Boys’ High for Year 13, staying with Vicki Semple, partner of the school’s academy manager. Foster spotted them at a Chiefs age-group tournament and was impressed.
Cane debuted for the Chiefs at 18, then Bay of Plenty, and soon the Baby Blacks, winning the 2011 Junior World Championship in Italy. A year later, he debuted for the All Blacks in Christchurch and then scored two tries and made 16 tackles in a 60–0 win over Ireland in his second test at home in Hamilton.
Sam Cane’s left eye is almost as good as new.
Photo: Mary Anne Gill
In 2018, he broke his neck in a collision with Springbok Francois Louw. A scan showed his injury mirrored that of a young South African boy who was paralysed. Cane’s years of training had strengthened his muscles enough to protect his spinal cord.
After surgery and recovery in South Africa, Cane returned to captain the All Blacks nine months later in a win over Argentina.
He still agonises over the 2023 World Cup final in Paris, where a yellow card - later upgraded to red - left him sidelined as the All Blacks lost 12–11.
Sitting behind Cane on the sideline were all the families who had travelled over to support the team, his family and wife Harriet.
“I had this sucking feeling - like you’ve let your teammates down when they need you most, and there’s nothing you can do.”
At halftime, he put on a brave face to show confidence in the team.
“Rugby teaches you to control your emotions quickly. My leadership style is about problem-solving, so that’s how my mind works.
"It’s important people know you’re hurting - but that shouldn’t be the overriding message.”
Cane played his 100th test in Wellington and his final in Turin, Italy last year. He now plays in Japan for Suntory - a lifestyle that suits him and his young family.
Asked what he would tell his 20-year-old self, Cane says not to get caught up in the highs and lows.
“Just try and stay reasonably neutral or not too elevated but it’s hard because you also want to enjoy success and enjoy those moments - but do that.”
A recent development in the All Blacks has been the introduction of a club jersey night – a reminder to stay connected with grassroots.
Cane ran the event for four years.
“The whole idea is just to get some laughs and take the ***** out of each other. Have a couple of quiet beers, some potato chips and find ways to make the team laugh.”
At end of season reviews, the night is always named highlight of the week.
“It just shows the power of humour and laughter.”
And that, Cane says, is what he loved most about being an All Black -being part of a group working hard all week, throwing their bodies on the line for each other, pushing to the limit, and coming away with a win.
“Those bumps and bruises don’t feel as bad.”
Between Two Beers podcasters, Seamus Marten, left and Steven Holloway with former All Black captain Sam Cane.
Photo: Mary Anne Gill
Guests, including Harriet Cane, front row, left, centre, wait for All Black Sam Cane to speak.
Photo: Mary Anne Gill
Hamilton’s Commercial Property Market Defies National Trends
Hamilton’s central business district (CBD) is proving resilient in 2025, with both office and retail markets showing strength, even as other New Zealand centres grapple with higher vacancy rates and ongoing cautious consumer spending.
Office vacancy rates across Hamilton’s CBD have dropped sharply from 9.0% at the end of 2024 to just 6.4% in June 2025. This puts Hamilton well ahead of other major cities, with Auckland recording 18.8%, Wellington 14.3%, and Christchurch 8.8%.
This turnaround marks a welcome recovery after two years of contraction, where more businesses were vacating space than moving in. Over the past six months, Hamilton has instead recorded a net gain of 607 square metres of occupied office space.
Quality Over Quantity
One of the strongest themes in Hamilton’s office market is that businesses are prioritising quality.
Almost all Grade A office stock — 99 per cent — is occupied, when compared to Grade E which was the only grade to record an increase in vacancy over the 6 month period. Even with cheaper rents, low-grade space struggles to attract tenants.
This is reflected in the surge of refurbishments across the CBD. More than 37,000 square metres of office space is now under redevelopment, up from just under 30,000 sqm six months earlier. Major projects include Stark Property’s transformation of the former Waikato DHB building at 193 London Street for Fonterra and in excess of 4,000sqm at the former ACC Building at 18 London Street. Foster Construction has also commenced the $20m+ Building B at Union Square, anchored by Tetra Pac and Aecom.
Hybrid working remains part of the employment landscape, but employers are steadily shifting their focus back to the office as the primary place of work. For businesses wanting to attract and retain talent, the quality of their workspace is proving to be just as important as the location.
International Real Estate, which has chosen Hamilton for its first New Zealand office.
Demand has been particularly strong for refurbished office space. Grade B vacancy fell from 8.5% to 7.0% as law firms, accountants, software companies, and education providers moved in. Grade C also performed well, with the Waikato Institute of Education relocating to take nearly 1,000 sqm at Anglesea Tower.
By contrast, lower quality buildings continue to lose tenants. London Business Centre is now almost entirely vacant, while occupiers at 48 Ward Street have vacated to make way for the 191 room Pullman Hotel development.
Retail Picture
Hamilton’s retail sector has also shown some resilience through mid-2025. While national consumer spending has slowed under the pressure of rising living costs, local retail figures indicate steady enquiry and continued demand in the city’s key shopping precincts.
Vacancy in Hamilton’s retail market has risen slightly, increasing from 9.7% in December 2024 to 10.9% in June 2025, as new hospitality and service-based businesses continue to fill spaces that might otherwise have stood empty. Demand remains steady around The Base and Chartwell, while the CBD continues to benefit from the growing worker population drawn by new and refurbished offices. The new Waikato Regional Theatre scheduled to open in Q4 2025 is expected to give the southern hospitality precinct an additional boost.
Rental levels are holding firm, with small well located retail strips continuing to command competitive rates compared with Auckland or Wellington. The combination of lower office vacancies and steady retail demand is reinforcing confidence in Hamilton as one of the country’s most balanced commercial property markets.
Looking Ahead
With a new medical school planned for the University of Waikato and multiple large-scale refurbishments in the pipeline, Hamilton’s commercial property market looks set for further growth.
Sector Demand
Professional services continue to dominate Hamilton’s CBD, accounting for around a quarter of office occupancy, followed by public administration, health, and financial services. Recent entrants include Christies
As New Zealand’s fastest growing city, the combination of lower vacancy rates, active redevelopment, and a strong professional services base makes it stand out against New Zealand’s other main centres. While challenges remain for older, low-quality buildings, Hamilton is proving that in 2025, quality continues to matter.
For a full copy of the latest CBD Occupancy Surveys for Office and Retail, email: hamilton@naiharcourts.co.nz
Mike Neale, Managing Director, NAI Harcourts Hamilton
Handling work clashes
By SARA LIM
What is the most important thing in the world? He tangata, he tangata, he tangatait is the people. And if you’re an employer, one of the most important contributing factors to a successful and productive work environment is the strong professional relationships that exist between your personnel.
We spend a significant portion of our lives at work, often alongside the same people day in and day out. With that much interaction, it’s natural that interpersonal issues will arise from time to time. These issues may not always amount to bullying or harassment. More commonly, they involve personality clashes or employees who simply don’t get along.
For employers, these situations can be difficult to navigate. Personality differences are inevitable in any workplace, and the employer is not necessarily at fault. However, failing to manage these issues appropriately can create legal risk. It can affect employee satisfaction, damage team morale and workplace culture, and potentially lead to personal grievances.
When faced with this type of issue, employers have a few practical options to consider before initiating a formal process. These approaches are often more costeffective and constructive.
If two employees are not getting along — whether one raises the issue or it becomes apparent to others — the employer can speak with each person individually to assess
whether they’re open to a joint meeting. A manager can facilitate the discussion to support both parties and help them reach a mutual understanding. Sometimes, a simple conversation is all that’s needed to clear the air.
If a direct meeting is not appropriate or comfortable, the employer may arrange a facilitated discussion. This allows both employees to express their concerns and work together to establish shared expectations going forward. Facilitation can be conducted internally by Human Resources or externally by an independent party.
The Employers and Manufacturers Association’s (EMA) legal team and consultants regularly act as external facilitators and mediators. An independent facilitator can provide a neutral, balanced environment that encourages openness and transparency — often helping parties reach a resolution more effectively.
Depending on the outcome of earlier discussions, the employer may consider a ‘without prejudice’ meeting. Before proceeding, it’s important to ensure the employee understands what ‘without prejudice’ means and agrees to engage in an off-the-record conversation. This is a more formal step, and we recommend seeking legal advice before initiating such a process. • Sara Lim is senior associate at the Employers and Manufacturers Association (EMA).
TOURISM Waikato starts with us
By NICOLA GREENWELL
We often think of tourism as something that happens when people arrive from somewhere else – Australians flying in for a long weekend, conference delegates filling our venues and hotels, or visitors roadtripping through the mighty Waikato and North Island.
But the truth is, the most powerful tourism advocates for the mighty Waikato are the ones who live here; our residents; YOU! When locals explore, spend, and share their experiences, it creates a ripple effect extending well beyond the first coffee or attraction and event ticket. It keeps businesses humming between visitor peaks, supports jobs, and, just as importantly, inspires others to see the region through fresh eyes.
During the pandemic, we saw how crucial the local market is. With borders closed, it was residents who kept cafés busy, booked stays, and rediscovered their own backyard. This loyalty doesn’t just fill a short-term gap – it builds resilience for the long term.
A strong “locals first” mindset means when the next challenge comes (be it economic shifts, weather events, or airline changes), our visitor economy has a solid foundation. And locals have another superpower: credibility. When friends or whānau visit, they’ll believe your recommendations far more than a brochure or Google review. A genuine, “You’ve got to try this” carries real weight.
Being a great ambassador for the place we
call home can be simple. It starts with hosting visitors well – taking friends and family beyond the obvious and showing them the hidden gems, whether it’s a waterfall walk, a quirky small-town museum, or a bustling weekend market.
It’s also about sharing the love by posting about your experiences, tagging the businesses, and using Waikato hashtags so your stories reach further. We can make our own Waikato bucket lists too, committing to discover something new each month, whether it’s a trail, an eatery, or a local gallery. And supporting local events is just as important, because every ticket purchased and seat filled adds to the vibrancy that makes visitors want to come back.
Our region is brimming with hidden gems. Maybe it’s a roadside berry ice cream stop, a boutique gallery, or magical views of sunrise and sunset. These are the stories and snapshots that stick with people – and they start with each of us.
If we want visitors to experience the magic of the Waikato, it begins with us experiencing it first and shouting about the great place we live. So, this month, take a new road, try a new taste, or step into a story you haven’t heard before. You might just find your new favourite spot – and the perfect reason to invite someone else to discover it too.
• Nicola Greenwell is general manager, Hamilton and Waikato Tourism
Communities at a crossroads
As familiar landscapes shift and new challenges emerge, local communities face tough questions about growth, leadership and the future. Senior writer Mary Anne Gill speaks with nine mayoral candidates about their visions for the places we call home.
They are the three biggest tier one growth councils in Waikato – Hamilton, Waikato and Waipā.
Their rapid growth, driven by their strategic location within New Zealand’s golden triangle of Auckland, Hamilton and Tauranga, means the leadership chosen in next month’s local body elections will be critical.
One of the most pressing challenges is infrastructure. Future Proof – a 30 year plan for regional growth – highlights a funding gap of millions of dollars.
Ratepayers – already facing double digit increases - cannot shoulder the cost alone of developing essential infrastructure like roads, water systems, and public transport. External support is not just helpful - it’s necessary. Each community stands at a crossroads.
Transport networks are under pressure, congestion is rising,
and long-term plans for improved connectivity are slow to materialise.
The region’s natural environment, including the Waikato River, is also feeling the strain. Balancing development with sustainability is no longer optional, it is essential.
Waikato’s story is one of promise and pressure.
The region is rich in potential, but navigating these challenges require care, collaboration and courage. Growth is not just about numbers – it is about people, places, and the kind of future we want to build together.
The mayors of Hamilton, Waikato and Waipā will play crucial roles.
Hamilton will see new leadership following Paula Southgate’s decision to stand down.
Waikato Business News has opted to profile four of the 12 mayoral candidates following the Waikato Chamber of Commerce’s lead.
For its mayoral debate next
week (September 8), the chamber has invited Sarah Thomson, Tim Macindoe, Rachel Karalus and Maria Huata.
In the Waikato district, it is a classic North v South clash between incumbent Jacqui Church and former deputy mayor Aksel Bech. Over in Waipā, Susan O’Regan has weathered three challenging years and now faces up against two of her longest-serving councillors –Mike Pettit and Clare St Pierre. So, what do we know about these nine candidates and what are their hopes, visions and dreams for their districts?
We asked them 10 questions.
• Organisations like Waikato Chamber of Commerce are calling for widespread local body amalgamation. Do you support that call and if so, what Waikato local authorities would you want to amalgamate with? (50 words)
• When you choose your deputy mayor, what attributes will you
be looking for and how important is the role? Or will it be location based in the case of Waikato and Waipā e.g. Cambridge mayor, Te Awamutu deputy and vice versa; North Waikato mayor, Tamahere-Woodlands deputy and vice versa? What would be the requirement for a deputy mayor in Hamilton? (50 words)
• You all say you want to cut ‘waste’. Specifically, what would you cut - give examples. (50 words)
• Given the recent water reforms, should your organisation also be reformed and resized to fit (50 words)
• What is your view on (a) rates capping and (b) linking rates to an inflation index (100 words)
• What will you do to make your organisation more transparent (50 words)
• What’s your view on community engagement….and the massive costs of that engagement? (50 words)
• What would you do to help people engage more in local government (50 words)
• The media landscape has changed with wholesale closures of community newspapers throughout the region. Foreign owned companies like Google and Meta do not pay taxes, do not employ local people and rather than report on local body politics, pinch what they can from the newspapers that are left. There are now more people employed in council communications’ roles than in the actual newspapers. Each of your councils spend advertising money on foreign media. What responsibility do you think a city/ district council has to support its local newspapers? (50 words)
• Finally, in 100 words, tell us why you should be mayor.
• See from page 10 for their answers.
Re - elect
JACQUI CHURCH for MAYOR
Putting people first
With a proven record of delivering for Waikato families and communities, I offer proven, informed and authentic leadership.
Waikato is the heart of New Zealand’s golden triangle rich in opportunities and powered by incredible people. I’m passionate about maximising th ese opportunities for everyone, whilst enhancing our rural and urban lifestyles and businesses.
It has been an honour to serve as your Mayor since 2022, and prior, as Councillor since 2013. Through tough economic times, I’ve focused on keeping Council costs down, improving core infrastructure, and modernising service delivery. With new road contractors, 3Waters CCO and rates lower than our neighbours, while communicating with you regularly and transparently.
We’ve achieved a lot together, but there’s more to do. Cou ncil must put people first. Our towns and rural areas need better roads and infrastructure. We face rising costs and enormous growth pressures. Now more than ever, we need continuing steady, experienced, people-centred leadership.
You deserve fair rates and fit-for-purpose infrastructure and services that meet modern needs. I will continue to prioritise this. I stand for reasonable rates, prudent financial management, and more growth opportunities. Particularly delivery of highquality roa ds, maintenance, facilities, efficient regulatory services and all 3Waters.
Transformation takes time. There is more to do together and I ask for your continued support in building a liveable and thriving Waikato.
I will continue focusing on what matters most to you and your family My genuine, proven, people-first leadership is vital. I’m committed to cost efficiency and serving you with integrity and transparency to create a better Waikato, underpinned by inclusiveness, sustainability and growth
Hamilton, Waipā and Waikato headquarters in Hamilton, Te Awamutu and Ngāruawāhia.
The new website mistake
By JOSH MOORE
In the 1989 film Field of Dreams, Kevin Costner’s character hears a mysterious voice whisper, “If you build it, he will come.” The line has since been misquoted endlessly as, “Build it and they will come.” In the movie, that worked out. In business, it usually does not.
Many small and medium businesses fall into the same trap with their websites. They think, “If we build a new site, customers will come.” A fresh design feels like progress - and in some cases, it is the right move. But let’s be clear: a new website is not a strategy.
Too often, I meet business owners and marketing managers who expect that a redesigned website will automatically attract traffic. The reality is different. A website without traffic is just a digital brochure gathering dust online.
That is where strategy comes in. A proper digital marketing strategy starts with bigger questions: Who is your target market? What does your customer journey look like? And where does your website fit into that journey? For example, how do people usually discover businesses like yours - is it Google searches, social media, referrals, or something else?
Once you understand that journey, you can decide what role your website plays. Maybe it needs to rank better in Google, which means investing in SEO. Maybe your customers spend time on Facebook, Instagram, or LinkedIn, so paid social ads are a better priority. Or perhaps the right mix is Google Ads, some targeted outreach,
TERM DEPOSITS
and remarketing campaigns.
The point is, your website is just one piece of the puzzle. The other pieces are the channels that actually drive people there.
Here is the common mistake: spending the entire budget on the new build. A website project can swallow resources quickly. The danger is ending up with a beautiful site - but no funds left to promote it. That is like buying a car and realising you cannot afford petrol.
The smarter approach is balance. If your website is outdated, upgrade it - but ringfence budget for the marketing that will bring customers to it. Think of the website as the hub, with marketing channels like Google Ads, SEO, social ads, and direct outreach as the spokes that connect people in.
So next time someone on your team says, “We just need a new website,” remember Field of Dreams. Building it does not guarantee they will come. You need a strategy to make sure they do.
• Josh Moore is the managing director at Duoplus, an online marketing agency with clients in Australia and New Zealand.
THE AGE OF REASON
Big city, small thinking
By RICHARD STEELE
I have been fascinated to see the mayor of Auckland, Wayne Brown and ex-National party leader Simon Bridges calling for the Government to give their city a boost, as it is really struggling to make a financial success of itself.
Their suggestions include charging a bed tax, which I’d have thought would be just the thing to make me go and stay there.
In fact, the last time I stayed in downtown Auckland to go to a show, the stupid buggers that run the place were building a car park for Japanese imports between the hotel and my view of the harbour.
Another tax, just the thing. It’s already too crowded, too hard to find a secure place to park, rather vital I’d have thought when I’ve no option but to drive there.
Too much of the beautiful harbour is already blocked off from visitors by the port activities that should have been shifted out of town a generation ago.
Too much of the downtown area, always a fascination to this country boy, is blocked off by endless earthworks, that have been on going half of my long life.
I heard from a top chef last week that Auckland has 24,000 restaurant seats available for diners, but that only 3500 were being used on any one night.
So I think another tax is not the answer, and if it is, what’s the question?
Really, making the place affordable, easier to visit and attractive to visitors, would go
HEALTH IN BUSINESS
a long way further than charging more for the dubious decision to go there in the first place.
I remember years ago reading in our country’s biggest newspaper, now a mere shadow of its former self, about the best ways for people to save money, and these ways sound just as sensible today.
Top of the list was to not eat out. To stay home for dinner more often.
So how does charging the very people you want to attract help the cause of the struggling cafe or restaurant owners? Beats me.
I’m not a negative person, though when I visit Auckland, my enduring impression is just how dreadfully lucky I am to live where I do. Those who choose to live in Auckland are part of the problem too.
Too often, civic leaders see raising charges as the way forward when the real answer is to fix the product you are trying to sell.
As a small footnote to rural people who made the decision to base the mighty Fonterra in Auckland. What could possibly have been wrong to have New Zealand’s biggest company based in the rural heartland, from where it came? Matamata or Morrinsville, Stratford or Hāwera, you choose - but Auckland?
• Richard Steele is a central North Island hill country farmer, author and tourism business operator
Medical school a milestone
By JUSTIN BUTCHER
The government’s approval of a third medical school at the University of Waikato (Te Whare Wānanga o Waikato) is a significant milestone that will help shape the future of healthcare both for our region and nationally.
Pinnacle has supported this kaupapa for many years, because the challenges we face in the Waikato are stark. Our region has a growing population, a high proportion of Māori, and large rural areas that already struggle to attract and retain doctors. The health workforce shortage isn’t new but it is urgent.
We know that where students train influences where they stay. At present, most medical students train in urban centres, often far from the communities that need them most. This contributes to a deeply uneven workforce distribution that disadvantages rural, remote, and high-needs areas.
It also allows students with demonstrated learning ability to access medicine where it may previously have been out of reach. The graduate-entry model creates new pathways into the profession, opening the door to people who may not have followed the traditional route, but who bring valuable life experience and strong community connection.
And it’s an important opportunity for equity. Māori, Pasifika, and rural communities are overrepresented in avoidable illness and underrepresented in the medical workforce. This school has the potential to shift that, by embedding Te Tiriti o Waitangi, local partnerships, and a values-based approach into the heart of training.
Of course, success isn’t automatic. It will depend on continued partnership between the university, government, and providers like Pinnacle to ensure the right infrastructure, investment, and support are in place. But the vision is sound, and the timing is right.
In the Waikato, this matters deeply. We’re home to a diverse and growing population, strong iwi leadership, and a mix of urban and deeply rural communities. Yet the region has long faced workforce gaps, especially in general practice and rural health services.
A Waikato-based medical school changes that equation. It allows students to train here, build relationships with communities here, and stay here. And because the Waikato model is community-based from day one - not hospital-centric - it better reflects how healthcare is actually delivered in Aotearoa New Zealand.
Students will learn in general practices, iwi clinics, rural health services and other frontline settings. That means more future GPs, rural doctors, and communitybased health professionals trained in the environment they’ll work in. And that’s exactly what our system needs.
Pinnacle is proud to have been part of the advocacy that led to this decision. We believe in investing in people, in place, and in the long-term strength of general practice.
It’s also an investment in our region’s future - supporting local talent pathways, creating new training and employment opportunities, and strengthening the broader health and education ecosystem in the Waikato.
We look forward to supporting its success and welcoming the next generation of community doctors to the Waikato.
• Justin Butcher is chief executive (kaiwhakatere) of Pinnacle Midlands Health Network.
Demand real local change
By PHIL MACKAY
It’s local elections time again, and an opportunity for us all to prove we deserve good government by making informed decisions about our political leadership.
While no one is happy about rates rises, I suggest you consider which candidates are offering a long-term, strategic focus, as opposed to short-term promises.
Local government has had a perfect storm of challenges in recent years, with cost inflation, higher interest rates, and lower development contributions all contributing to funding challenges. However, there are also deep systemic issues, some of which could have been resolved earlier with more courageous leadership.
That is not a criticism of current leaders but of the voting public over successive decades. We have consistently voted to have our cake and to eat it – unsustainably low rates increases, without sacrificing on services.
In Hamilton City for example, 2014/2015 is the only year in the last two decades where a true operating surplus is clearly identified in the annual report, meaning in other years we borrowed just to pay for dayto-day operations.
The good news is that we now have a highly visible example of (potentially) transformational change, i.e. the water services reform. It’s just unfortunate that it took prompting by central government to get this across the line.
One obvious lesson for local government, is that if you put off making the hard decisions for long enough, they just might be made for you.
The challenges with water services delivery have been known for some time, and there have been previous proposals for joint
management organisations or similar. So given the supposed savings and advantages, how much better off might we be if we had gotten our collective act together sooner?
More importantly though, what are the next opportunities for local government? This is a great time to be asking that question of all the wannabe councillors who are putting their hands up.
I don’t generally consider myself an advocate for council amalgamation, especially because I find that word tends to derail productive debate. However, there are certainly opportunities for more collaboration, and for aggregation of services.
bonus.
Thinking along the lines of the aggregation of water services delivery, it seems logical that there are other aspects of councils’ operations which could be combined in a similar fashion.
“The government you elect is the government you deserve.” Thomas Jefferson
For example, I imagine roading is another area where councils are potentially competing with one another for staff, or where smaller councils struggle to justify permanent roles in niche areas of expertise, and are forced instead to rely on consultants. Likewise, aligning the procurement of IT systems, and sharing expertise and talent.
Kids spread manuka joy
An initiative linking a Cambridgebased honey producer with a charity providing care to unwell Waikato children has also given country school students an opportunity to learn some real-world business skills.
When Black Shepherd Apiaries recently launched a new squeezy bottle of pure New Zealand honey, owners Robyn and Ben Stinson decided to partner with Hautapu School for the labelling.
They ran a colouring competition to create and design the label for their Bee-Licious Kids Manuka Honey.
Just this month, central government announced that it will allow councils to voluntarily consolidate their Building Consent Authority (BCAs) functions with each other.
Building and Construction Minister Chris Penk said “It is ridiculous builders, designers and homeowners must navigate 67 different interpretations of the Building Code, because of the number of council BCAs across the country.
“Builders can be rejected on paperwork that would be accepted by a neighbouring authority simply because each BCA applies the rules differently.”
Another area where many in the construction sector would welcome more consistency, is in the alignment of planning rules and zones. Surely, we can manage to agree across the region on a single set of rules for what activities are appropriate in a ‘commercial’ zone for example. And a single mapping system to access the whole region’s district plan data in one place would be a real
Other suggestions include nursery operations supplying councils’ parks and reserves, recycling operations and/or hubs, procurement systems and personnel, and the list goes on.
The Waikato is ahead of the game in the collaboration space, with Waikato Local Authority Shared Services, a.k.a. Co-Lab, which is jointly owned by 12 councils in the region. The organisation counts among its achievements multi-million dollar savings in the joint procurement of electricity and gas, water treatment chemicals, and insurance brokerage. There are a host of other initiatives that fall under the Co-Lab banner, from regional traffic modelling to energy and carbon management.
It is not the case that local councils are not trying to collaborate. Rather, we need elected representatives who will think strategically, who will work with staff to identify transformational changes, and who will embrace uncomfortable decision-making when it is required.
The small, family-run honey business based at Horahora started production about seven years ago. It has won several awards in that time, including a couple of golds and a bronze for products entered in this year’s Outstanding NZ Food Producer Awards.
Robyn said the new honey project was also about empowering children to use creativity for good, to educate kids about bees, food production and community, and to support a charity doing essential work for families going through tough times.
A portion of all Bee-Licious sales will go to True Colours Children’s Health Trust, a Hamilton-based, communityfunded charity providing free, holistic care to Waikato children living with serious illnesses, and their families.
True Colours’ manager Heidi Gleeson welcomed Black Shepherd’s initiative.
“Our work is primarily supporting children with a serious condition, and their whanau, so it’s a great collaboration to be partnered by a business who, in their own way, are looking after children’s health with manuka honey,” she said.
SARAH THOMSON
MARIA HUATA TIM MACINDOE RACHEL KARALUS
Meet the mayoral candidates – Hamilton
Maria Huata – born and bred in Hamilton, elected Māori ward councillor 2024
1. I support the idea of working together and smarter to share services such as transport, IT for example. It makes sense to collaborate with other local bodies that are in close proximity.
The most current example of this is the newly established CCO IAWAI Council Controlled Organisation to manage water infrastructure with Hamilton City Council and Waikato District Council.
2. A deputy mayor needs to have values, aspirations and vision that aligns with that of the mayor.
3. When something is ‘cut’ this has a direct effect on parts of the organisation, city and wider community. Cutting waste must be a council and community wide conversation to see where the shared priorities of investment are.
4. Hamilton City Council has already established a CCO Council Controlled Organisation IAWAI with Waikato District Council to respond to and manage reforms.
5. Rates capping is not as simple as it sounds. How rates are determined is complex. Rates are the main source of revenue for councils to run a city. With rapidly rising costs, inflation and the need to support the fastest growing city in New Zealand provides huge challenges and huge costs with it too.
6. Communication, communication, communication!
7. Community is key to what Council does and who Council represents. Community engagement is essential to ensuring the Council is meeting the needs of the
community.
8. Include education about what local government is and does in the secondary school curriculum. Start normalising conversations about local government within schools.
Make local government relevant and relatable to the everyday person.
9. Council has a responsibility to support the local economy in all aspects including the media.
10. A mayor must be courageous, kind and compassionate and innately know and practice the idea that ‘to lead is to serve and to serve is to lead’.
A mayor’s biggest responsibility is to unite and empower their team to perform and act with integrity, authenticity and excellence with the best interests of the entire community at heart.
Rachel Karalus – born in Samoa, moved to Hamilton when young, former lawyer and holds several governance roles.
1. This conversation is overdue.
Hamilton, Waikato District, Waipā, and MatamataPiako face shared challenges in growth, transport, and infrastructure. We must learn from Auckland’s missteps and explore smarter, locally attuned models. Any amalgamation must protect community voice while unlocking regional strength.
2. I will choose a deputy who shares core values, builds trust, and strengthens team culture. For me it is about integrity, collaboration, and the courage to challenge respectfully. Hamilton deserves leadership that works together to serve every resident.
3. We must stop chasing small savings and start asking smarter questions. Are
we delivering the right services? Are Hamiltonians getting value? Procurement, high-cost projects, and duplicated efforts need scrutiny. Less noise about rats and mice matters - let’s follow the money and focus on impact.
4. Reform or not, we must ask: what services should council deliver, and what resources are needed? With water reform and changes to local government and RMA, it’s time to rethink structure, scale, and purpose based on evidence, not politics.
5. Linking rates to inflation offers certainty but only if we have addressed the basics. Hamilton must catch up on neglected infrastructure and stop deferring hard decisions. My focus is keeping costs low while protecting core services and planning for the future. We must involve business and community in smarter, lower-cost solutions. Rates capping sounds good politically, but without funded mandates from central government, it risks undermining what matters most. Let’s stop repeating short-term cycles and start building long-term resilience.
6. Hamiltonians deserve to know how decisions are made and where their money goes. I’ll push for real-time reporting, accessible updates, and clear procurement criteria. Engagement must be early, honest, and ongoing, with feedback loops that actually inform outcomes. Transparency is not a buzzword. It is a commitment.
7. Engagement isn’t expensive, disengagement is. With 82% enrolment but under 30% voter turnout, something’s broken. Every interaction is a chance to rebuild trust. You cannot serve the community from the couch. Let’s make engagement meaningful, not performative, and actively listen and respond.
8. We need to understand why people are not engaged. This starts with listening. I’ll focus on reciprocity, relevance, and on building enduring relationships. People naturally engage when they see their voice
reflected in decisions. We must rebuild trust, one conversation at a time.
9. Hamilton needs local journalism that reflects our communities, reports on local democracy, and holds decisionmakers to account. Councils have a duty to inform, not influence, and that means investing in platforms that protect editorial independence and rebuild public trust. Robust checks must safeguard transparency and ensure civic storytelling stays independent and strong.
10. Hamilton’s future won’t be shaped by slogans. It will be shaped by delivery. I’ve led across law, business, and governance, always with a bias for action and a respect for people. I am not here to perform politics. I am here to serve. If elected, I will bring clarity, independence, and a relentless focus on outcomes that matter.
Hamilton
Tim Macindoe – born in Auckland, former secondary school teacher and National Party Hamilton West MP, elected 2024.
1. I support expanding shared services between Waikato’s local authorities and I’m open to exploring full amalgamation if there is sufficient demand and a compelling business case for doing so, especially with our immediate neighbours but also further afield. It makes little sense for NZ to have so many separate councils.
2. If elected, I would seek a deputy mayor who offers valuable experience, sound advice, energy, and a heart for our community. The mayor must be able to rely on the deputy to attend many events and meetings, showing respect to those who enhance our city through hard work
Meet the mayoral candidates – Hamilton
and frequently-voluntary contributions.
3. Wasteful transport projects, including repeatedly digging up roads and making them difficult to navigate; poor procurement; excessive use of consultants; inefficient processes that could be done better and faster by AI; glossy publications that few people read. We must spend every ratepayer dollar carefully, as if it were our own.
4. Yes.
5. We should impose our own rates cap by eliminating waste and focusing on delivering core services well, aiming to lower the burden of projected future rates increases. The government has signalled that rates capping will be introduced, so we must make prudent decisions and tough choices to budget accordingly. The high cost of delivering infrastructure and many other services demonstrates that the current local government funding system is broken. I would lobby key ministers energetically to attract greater central government funding to enable us to meet expectations within whatever rates cap (possibly linked to an inflation index) they may set.
6. Change our culture from “how can we make life hard for you?” to “how may we help?” Expect more information to be provided willingly rather than forcing applicants to use the Official Information Act. Increase opportunities for residents and businesses to present concerns directly to elected members on a regular basis.
7. It’s important but must not be wasteful. It’s reasonable to expect all elected members to be present and accessible at local events on a regular basis. Council communications should be helpful and informative, using online options as much as possible. Printed materials should be used sparingly, and only on demand.
8. Encourage more informal opportunities to meet with elected members. Promote the importance of local democracy whenever
possible in speeches and at public events. Encourage better debates, questions and decision making around the council table to give ratepayers greater confidence in their elected representatives. Promote electoral reform.
9. Local publications and journalism are desirable but print media has been in steady decline for years; it’s not the function of local authorities to subsidise them. Councils should not employ excessive numbers in communications roles. Every spending decision we make must be in the best interests of residents and ratepayers.
10. Hamilton’s financial position is dire, with debt having roughly trebled over the past six years, now sitting at well over $1 billion. Ratepayers paid $63.3 million in interest on that debt in the year ended 31 March without $1 of principal being repaid. I have regularly voted to reduce spending but the majority have ignored the gravity of our situation. I seek to lead a council with a majority who share my concerns and priorities, eliminating waste while protecting the core services that we all appreciate. I have the experience
Sarah Thomson – born in Hamilton, studied law at Waikato University, first elected to council in 2019.
1. My focus is on expanding the shared services Hamilton City Council has with other councils, rather than amalgamation. We save over $3m a year collaborating with other Waikato councils on procurement and other services, and we’ve recently joined with Waikato District Council to deliver water together, but there’s opportunity to do more.
2. In choosing a deputy mayor, I will look for someone with a strong work ethic who turns up to briefings, meetings and will be present within the community. They must be someone who treats others with respect, and who collaborates and works well with councillors across the political spectrum.
3. No cuts to community services. My plan is to 1) expand shared services; 2) review procurement processes; 3) direct the CE to reduce the use of consultants and do more in-house; 4) benchmark the cost of services with other councils; 5) ensure capital projects have clear benefits and community support.
4. There will need to be changes to address stranded overheads. Water reform strengthens the case for more collaboration and shared services between councils, such as shared IT, finance and HR teams.
5. Rates capping risks being an overly blunt instrument if designed poorly. Each council will be at a different starting point - councils starting out with lower rates will be at an on-going disadvantage (and likely put under financial strain) if rates caps are based on a percentage increase. Any inflation index would need to factor in the cost of construction, which has historically increased faster than the consumer price index. Growth puts a lot of financial pressure on councils, and caps may hamper investment in infrastructure. Any rates capping proposal must be paired with better revenue sharing from central government.
6. Information on projects on the council website should include all relevant details including costs. Financial statements need to be presented in a way the public can understand easily, particularly for annual plans and reports. We also need to be straightforward in communications and avoid only highlighting the positives.
7. We need to shift more effort to faceto-face engagement. For example, large infrastructure projects are planned for the
central city and we need staff knocking on doors and talking with affected parties directly as early as possible. Regarding costs, being selective on what we consult on is important.
8. When people get in touch with the council (for example, to report a pothole) we must ensure they receive a timely response. I also want to trial giving local communities the ability to prioritise what transport projects are included in the budget, not just consult on how they’re designed.
9. Councils have a responsibility to support local where they can, and we need to measure how much spend on infrastructure and services stays within our local economy. HCC stopped its own newspaper years back. There’s an opportunity to better utilise community papers to provide residents regular updates on council business.
10. I bring six years’ experience as a councillor, chair the city’s Strategic Growth committee which guides future growth and collaboration with developers, and was previously a lawyer.
I’m focused on long-term cost savings, not short-sighted cuts. A top priority is expanding shared services. I’m committed to protecting essential community services including our libraries, pools and parks. As a councillor, I’ve driven progress on a wide range of issues including enabling housing, addressing the city’s shortfall of industrial land, investing in future-proofing water, restoring gullies, and improving accessibility.
I’m approachable, collaborate with others to solve problems, and turn ideas into action.
RATES CONTROL
Meet the mayoral candidates – Waikato
Aksel Bech – born in Denmark, studied at Waikato University, was the Tamahere representative for six years and deputy for three.
1. I support amalgamation of services – shared services- starting immediately as that requires no legislative change. Representational amalgamation should be explored but will of course take time but as our locals travel freely across Waipā, Waikato and the city, they pay no regard to council boundaries. Ultimately we should mirror that.
2. My choice of deputy will be based on skills and experience. In business I have always tried to put together the strongest team possible, including those that bring different skills and experiences, perspectives and points of view - I think that criteria beats geography.
3. Rates affordability is the key issue this election and shared services offers an immediate first place to look for savings. Secondly a review of senior staffing given that somehow annual staffing costs increased by $12.2m per annum under the current mayor in just three years.
4. Yes, all aspects of what council does and how it does it should be critically examined. Waikato has a new CEO and a new mayor so this is the perfect time to do that. Vote for the same, get the same would be the alternative.
5. The current legislated affordability calculation is out of step with the reality of most households; Council ticks the “yes, it complies” box on a cumulative 19% rate hike for the past three years and worse still, closer to 40% for targeted ratesthat is not affordable! Other measures that link to household income might be more appropriate and perhaps tools such as linking rates to inflation might also be appropriate though in that case, the manufacturing index (the so called PPI) is more appropriate than the consumer price index (CPI) in that it reflects where council spends its money.
6. I will introduce public forum ahead of all council meetings along with a greater scrutiny through council’s Audit and
Risk Committee, and a general shift to empowering communities with more voice, choice and control including introducing citizen assemblies for greater transparency also. Accountability built in.
7. By more delegation and empowerment of communities including new forms of participatory democracy through strengthening community committees and boards, by increased voice, choice and control, engagement is part of the process -not an add-on at the end. Communities in the process, not told about it at the end.
8. Participatory democracy forms including citizen assemblies and referenda to give opportunity to participate in a meaningful way, not in a rubber-stamping rush at the end. Communities know best what they want and are prepared to pay for - not council and definitely not government- so where ever possible, empower communities.
9. An independent press has always been a safeguard to ensure transparency, so sustaining local press is important. That press must also be able to probe and challenge council comms so can not be totally beholden to councils yet should be used for the required publications of notices wherever possible.
10. For rates sake, vote to empower communities with voice, choice and control over things that matter. Vote to end three years of the current mayor’s debt blowout from $178.7m to projected $347m and $12.2m increase in salary costs. Time for real change and leadership, not more photo-ops. As Waikato district councillor (2016-2022) and previous deputy mayor, my proven council and business experience will lead us to a better, more affordable future.
Lowering costs to ratepayers through shared services must start now and I will introduce citizens’ assemblies so your voice, from towns and heartland rural communities, is heard for real change.
Jacqui Church – fourth term on council, last three as mayor, lives at Port Waikato and is a business owner
1. Amalgamation is inevitable for smaller councils over time, with planned, shared services increasing. Re-amalgamation has happened in the past and must continue, keeping local government relevant and effective. Collaboration is occurring now in the Waikato through Co-Lab, the Mayoral Forum, Futureproof and Council Controlled Organisations for Three Waters. Localism’s a choice of the people.
2. Deputy mayors are critical for democracy, the people and mayor. Like councillors; strategically supporting, advising, leading and representing all our district. My deputy will be chosen for the best operational synergy of council, the people choose. To best represent our citizens for robust, stable, effective governance and representation, not egos.
3. There are many forms of waste in organisations $2billion+ in assets. Operationally we are restructuring now from top-bottom with senior leadership reducing from 11 to six. Implementing KPIs for all staff. Changed the 10 year old road Alliance for dual contractors, ebedding asset management back in-house, with KPIs for road maintenance efficiencies. Three waters CCO for scale and procurement focus.
4. New Zealand’s first Department of Internal Affairs approved Three Waters CCO plan and our councils LTP2025-2034, already reflects the future structure, focus and cost efficiencies for 9+years. Including re-focusing operational effectiveness and accountability, while maintaining our AA+ financial rating. Professional KPI-driven outcomes, asset management decision-making and focused procurement protocols across all assets and roads.
5. Our council has begun assessing the idea of rates capping and rates to inflation indexing however there are opportunities we will want to explore to ensure robust financial stewardship that reflects our ratepayers. Also the best outcomes for our tier-1 growth district now and in the future. The inflation index needs to reflect the
Meet the mayoral candidates – Waipa
Susan O’Regan – born in Rukuhia, former lawyer, award-winning farmer, first elected 2016, chaired Strategic Committee, last three as mayor.
1. We need to do local government better. Rationalisation or regionalisation of local government is inevitable with the aggregation of water from July 2026. But that doesn’t necessarily mean wholesale amalgamation. It will mean having a wider discussion about how efficiencies might be found without the loss of local voice.
2. It is too premature to think about this. The voters need to choose their representatives first. My role, whoever is elected around the table, will be to create a strong team using their skills and passions. Good leadership is about enabling and empowering all those around you.
3. Addressing our biggest costs and making savings is vital. Our assets are under pressure from aging roads, rising costs, and deferred infrastructure. We must prioritise renewing and maintaining what we have. Smarter asset management, stronger contract scoping, better contract management, and better technology will help make savings.
4. Resizing and creating a “fit for
future” organisation is a big priority for Waipā. Ensuring we meet the needs of our community we must align structures and resources to be responsive, efficient and people focused. Reshaping our organisation will also have an eye to future reform in local government.
5. Until we see the legislation, expected later this year, it is premature to take a definitive stance on rates caps. International experience highlights both benefits and pitfalls. On the positive side, caps and indexing mechanisms can make rates more predictable and encourage councils to scrutinise spending more carefully. However, for fastgrowing districts like Waipā, rigid limits pose real risks. With rapid growth and rising demand for infrastructure and community services, capped revenue may fall short, leading to debt, delays, or underinvestment. Any framework must balance predictability with flexibility for growth, investment, and unforeseen pressures, while ensuring strong financial discipline.
6. As mayor I have introduced changes which have seen governors focusing on the right issues, producing organisational efficiencies and driving continuous improvement. These improvements are evolving but I absolutely commit to strengthening transparency, a fundamental tenant of democracy, and ensuring this is balanced against legally acknowledged rights to privacy.
7. Community engagement is a core
requirement under the Local Government Act, but current processes are clunky and costly. We need fresh thinking: approaches that are more innovative, cost-effective and meaningful. Genuine engagement should strengthen democracy, not burden ratepayers and must be designed to connect with our people’s voices.
8. I’d support reforms that make local government more visible, accessible, and relevant. This means stronger civic education in schools, flexible consultation rules, clearer communication, and showcasing council work through initiatives like Local Government Week. We must give young people real voices and strengthen local democracy reporting to rebuild engagement.
9. Councils should look for ways to support local media where possible, recognising the value local outlets bring in keeping communities informed and connected. Our procurement needs to balance this support with affordability for ratepayers, ensuring communications spending is both responsible and effective in strengthening engagement and local democracy.
10. I care deeply about Waipā – its people, its places, and its future. Over the past three years, I’ve led our district through government reforms, rapid growth, financial pressures, and big decisions, always with integrity, balance, and a people-first focus. I know what this job entails, and you can judge me by results: a
local government inflationary pressures for you as ‘shareholders’ as the shopping basket is different for councils. Absolutely we are always excited to look at new and innovative ways to save our people money while maintaining planned infrastructure and growth and the needs our citizens expect and require.
6. Already we’ve instituted a new Trust and Confidence Strategy that will embed over the short, medium and long term communications and engagement as part of the everyday culture and operations of all staff. To ensure transparency and fit-forpurpose, accountable transparency. Our, restructure also will make council more accountable, operationally, over-time.
7. The easiest is adding more resources to the communications departments. We haven’t done that. It’s a longer-term burn but more effective to have an integrated cultural operational change, putting communications, engagement and trust, with our people to the fore-front of thinking by staff, like Health and Safety. This reaps multi-outcomes for all.
8. Building trust and confidence with our citizens is the ideal for better outcomes for those we represent. Our council a leaning forward to intentionally build local relationships. Better engagement with more local discussions that are as relevant as possible to the people, within the strict regulatory framework council operate in.
9. Mainstream media is one of the key pillars of our democracy. As such absolutely needs to be supported to investigate and inform our citizens. Without the professionalism and commitment of fine reporting, our nation is less informed and open to the vagrancies of mis-information and algorithms of social media.
10. Developed new Housing and Environment Strategies to support more affordable housing and practical environmental outcomes. Delivered the firstever Rural, Lifestyle and Smaller Community Strategy and our first Rural Economic Advisory Panel to support the unique needs of our 35+ rural communities, connectivity, and growth. The strategy covers half of our people and 88 per cent of our roads, creating a stronger Waikato for all. Transformation takes time. There’s more to do together and I ask for your continued support. I’m committed to cost efficiency, continuing to serve you with integrity and transparency creating a better Waikato, underpinned by inclusiveness, sustainability and growth.
more responsive organisation, unanimous council support for critical pieces of work, and Waipā’s strong voice at regional and national tables. There is more to do, and with your support, I will continue providing stable, proven leadership to ensure Waipā remains a place where communities thrive.
Mike Pettit – born in Kawakawa, school principal from 2008, Cambridge Community Board from 2018 and council since 2019.
1. I believe amalgamation discussions will come, particularly once the water reforms are completed and the sector’s future is clearer. It is better to lead this conversation on our own terms, ensuring Waipā’s interests are protected, rather than risk being forced into a model designed elsewhere and forced upon us.
2. The deputy mayor must be someone with integrity, proven governance experience, and the ability to represent all of Waipā. Together, we must have synergy and importantly, form a strong leadership team. Location alone should not determine the appointment. The role is important for balance, continuity, and leadership across the district.
Meet the mayoral candidates – Waipa
3. “Waste” is often found in duplication, contracts open to variations and overcomplication. We must reduce reliance on consultants, streamline project planning, and ensure communication spend is fit-forpurpose for our size. This allows us to focus ratepayer funds on delivering core services and key amenities — roads, footpaths, community facilities, services.
4. With water reform underway, Waipā council must adapt. Ratepayers shouldn’t carry unnecessary overheads/costs. Local voice and accountability must be preserved. I will happily take a lead role in our waters CCO. Together with the council and staff I’ll help lead the review of what Waipā looks like post waters.
5. Rates should be fair, predictable and sustainable. Linking rates to an inflation index could provide stability, but it must not be automatic — each increase needs clear justification regardless of size. I don’t support blunt capping, which risks cutting essential infrastructure and amenity investment.
My focus will be on alleviating rates with alternate funding sources through mixed funding models; e.g., business partnerships, philanthropic, grants, sponsors, asset sales, trusts.
We must focus on reviewing council structure, be disciplined in our spending and prioritise between wants and needs. Gone are the days of just flogging the ratepayer. We need to be smarter.
6. Transparency starts with openness. Council agendas and reports must be accessible and released in good time. Workshops should be more open and informative only, and decisions explained in clear, simple language. Public excluded meetings should be kept to a minimum and ratepayers should not feel excluded from the decision-making process.
7. Community engagement is essential, however must be efficient and fit for purpose. We can reduce costs by using existing networks, including community boards and digital channels, focusing on quality rather than quantity. Consultation is essential, must add value, be genuine and not become an expensive exercise in appearances.
8. We need to meet people in ways that work for them. That means more practical forums in local communities, engaging youth and elderly directly and making online participation easier. To encourage engagement it must feel relevant, genuine and worthwhile to boost involvement. It is a partnership and should be valued.
9. Local journalism, “fourth estate”, is vital for accountability and informed communities. It’s key to keeping council accountable to residents and ratepayers. Councils should direct advertising spend towards local outlets that employ local people and cover local issues, rather than using global platforms that take value without contributing to our region.
10. I bring 30 years of governance experience, proven leadership and a commitment to disciplined financial management. My leadership style will be based on building strong relationships and bringing people together.
Waipā is growing rapidly, and we must manage that growth without losing our identity. My priorities are core infrastructure/amenities, transparent decision-making, strong advocacy for our communities as well as regaining trust. As mayor, I will ensure Waipā remains prosperous, well-managed, and prepared for the future.
If I win the mayoralty I will be resigning my school principal’s position. I will be all in. Relationships, results, realism.
Clare St Pierre – born in Te Rore, first class honours in Business Studies, NZ Institute of Directors chartered member, council since 2013.
1. Yes. I have already been calling for Waipā to review what would be left of our business after water services shift to a joint CCO and it makes sense to look to the other councils in that CCO arrangement to join up with for more savings.
2. Location will definitely be important so a Cambridge deputy mayor is my plan. I want to be a mayor that’s seen in the community but having an experienced, respected and community-focused deputy mayor based in Cambridge as one of my closest advisors/ collaborators will create an incredibly effective leadership combination.
3. My words have been finding efficiencies. Inefficiencies on my radar are traffic management that takes up 30% of contract costs and stormwater complaints getting 5 staff visits spread over 2 years, with no resolution. Not taking advantage of AI for productivity gains is a form of large-scale waste.
4. Absolutely! I have already been asking for this work to begin because I can see the risk of huge overheads being left for ratepayers to cover. That can be avoided with good forward planning.
5. I’m advocating for spending control with local autonomy rather than arbitrary caps from Wellington. Such caps risk undermining local decision-making, delaying vital infrastructure and so increasing long-term costs. There are different forms of caps, e.g. only applied to non-essential spending, so I will be watching Central Government’s moves.
I’m strongly in favour of linking rates rises to an inflation index because that is the foundation of affordability, which is one of my campaign platforms. Other councils such as Whanganui are great examples of using a deliberate strategy to contain costs within inflation or less which I as Mayor would implement.
6. I would enhance transparency through maximising open meetings, and deliberately shortening reports, but prioritising useful information – less is more – with the specific details to convey key messages, such as debt reporting to differentiate between debt that ratepayers need to repay and debt that others repay, e.g. developers.
7. Community engagement’s important so we connect with the people needed and hear their views, but it must be cost effective. We also need balance across different channels so we don’t exclude those not online. I want closer oversight on the cost of different approaches so we’re efficient but still effective.
8. I’d go where they are, whether physically or online. I’d also keep the length of messages short and to the point, so people aren’t overwhelmed by quantity. I’d use images and videos more. Young people and migrants are a focus for me to get their participation up in council activities.
9. Communicating with our residents is a critical part of council’s role, and to be effective both paid and unpaid channels are used. I support appropriate budget going to local newspapers but the taxation issue needs addressing by central Government.
10. Our district faces huge challenges – high debt, rates affordability and transparency issues. Water reform could leave behind large overheads while growth creates congestion and financing pressures. I am the candidate with the strongest financial and governance credentials that are critical to fixing them. By applying my business experience, personal values, and inclusive leadership style developed over two decades through award-winning collaborations such as Taiea te Taiao, I will ensure changes are led that are community-centred, transparent and effective. As your mayor, I can deliver a council that controls costs and is set for a positive future.
Our Changing, and Challenging, Immigration Landscape
New Zealand’s immigration settings are evolving rapidly, and the implications are both promising and problematic. While recent reforms aim to address labour shortages and economic growth, the broader trend of declining immigration is beginning to bite.
Historically, New Zealand’s economic and population growth has been driven by high immigration. But the latest Stats NZ data shows a sharp reversal: net migration fell to just 13,700 in the year to June 2025, down from 70,400 the year before, and from a peak of 136,700 in the year to October 2023. This slowdown is well below historical averages and is already impacting sectors reliant on migrant labour. With fertility rates below replacement levels and an ageing population, migration is the primary driver of workforce and population growth—and its decline can only constrain productivity and regional development.
Recent changes to the Accredited Employer Work Visa (AEWV) scheme, including the removal of the median wage threshold in favour of market rates, have eased hiring processes. In August, ten new trade roles, including welders, fitters, and vehicle painters, were added to the Work to Residence pathway. While these additions provide a more certain path to residency, the payrate thresholds, of up to $43.63/hour for some roles, are often unattainable for regional employers and may force migrant workers in these roles to leave for higher-paying jobs in larger cities.
The new Parent Boost Visitor Visa, from late September, will allow parents of New Zealand citizens and residents to stay for up to five years, with the option to extend for another five. While not a pathway to residence, it offers long-term family reunification and supports migrant retention by strengthening family ties. The Government was forecasting between 2,000 and 10,000 applications per year, however this is a relatively complex policy and the financial support and mandatory health insurance requirements may limit applicant numbers to the low end.
To help achieve its goal of doubling the value of international education, The Government is increasing the work hours students can work and is also considering new short-term post-study work visas for pre-degree qualifications (NZQF Levels 4–7). This move may boost enrolments in vocational programmes and support industries facing skill shortages, particularly in regional areas, but this cohort is likely to present challenges if they cannot quickly transition to long term work visas. A trial beginning early November to enable Chinese nationals, holding certain Australian visas, to travel from Australia to NZ will also, and immediately, boost visitor numbers.
The revamped Active Investor Plus (AIP) visa, launched in April 2025, is a shining light with already close to 300 applications under the new settings, representing over NZD $1.6 billion in potential investment. The AIP, which requires applicants to invest either $5m for 3 years in active investments or $10m for 5 years in more passive investments, is on track to achieve $2.5m of committed new investment into NZ by the end of this year. While the numbers are low compared to other visa categories the potential impact of the AIP provides a very welcome and meaningful catalyst for the NZ economy.
While policy changes offer new opportunities, the broader trend of low migration is here to stay. In fact, net migration may worsen before it improves with some 200,000 new residents becoming eligible for New Zealand citizenship in the next two years, and who will then be in a position to “cross the ditch” in search of better opportunities.
Low immigration, stagnant house prices, sticky inflation and low productivity are all combining to keep the handbrake on the New Zealand economy. However, there is one promising avenue to increase productivity: artificial intelligence. AI can help offset labour shortages, drive innovation, and boost economic performance. AI is not a silver bullet, but it may be the best lever we have to unlock productivity and prosperity in a low-immigration era.
Out and about…
Another busy month around the Waikato and our people were there to capture the
Pacific network
Rachel Afeaki was re-elected chair of the Waikato Pacific Business Network at the organisation’s AGM in Hamilton last month. Treasurer Pele Tanuvasa of Wade Group was also elected alongside Tompkins Wake’s Scott Ratuki, Deloitte’s Doug Wilson, LM4 Group’s Raneel Chand and Waikato Outdoor Solutions’ Bart Lee. Vertical Horizons’ Jodhi WarwickPonga and South Waikato District Council’s Paniora Daniels were also elected to the board.
Photos: Chris Gardner
Franchise opportunities
The National Franchise conference was held at Claudelands Events Centre in Hamilton last month. Utilising the many voices and approaches within franchising, this once again was the place to connect with peers, hear a diverse range of perspectives and have fun along the way. Panels covered big picture trends, legal aspects, digital transformation and field management engaged delegates with a variety of perspectives, and concurrent sessions and round table discussions allowed delegates to tailor their experience to what mattered most to them and their business. Photos: Supplied
Waikato Tainui whanake economic development manager Bryce Turner, left, Company-X senior consultant Ben Judge and insurance entrepreneur Naomi Ballantyne at the Waikato Pacific Business Network AGM.
Waikato Pacific Business Network chair Rachel Afeaki, left, with JSR Refrigeration and Air Condition chief executive Jujhar Singh Randhawa, K’aute Pasifika chair Lale Ieremia and Trust Waikato chief executive Dennis Turton at the network’s AGM.
Company-X head of sales and marketing Damian Bartolomucci, left, Hamilton mayor Paula Southgate, and Good Local Media business development manager Marcelo Mieres at the Waikato Pacific Business Network AGM.
From left: Tony Conaghan, (Thomson Geer, Australia), Sam Pollock (Cookie Time), Katrina King (CEO Franchise Association of New Zealand).
From left: Sally Knight (Franchise New Zealand media), David Ovendale (TOP 10 Holiday Parks Group), Jeff Brimer (Lexagon Law, USA).
From left: Anna-Marie Staples (Franchise New Zealand media), Simon McSherry (Westpac), Caitlin Chatterley (Franchise New Zealand media)
Trish Kilburn (Citation HR), left and Lexi Fletcher (Franchise Association of New Zealand).
Out and about…
Cane time
It was a full house for the Sentinel Homes, IT Partners, DTI Specialist Lawyers and PKF Hamilton event at Made Market last month to hear from special guest, former All Black Sam Cane. Interviewers were Between Two Beers podcasters Steven Holloway and Seamus Marten. Photos: Mary Anne Gill
International travel
Hamilton International Airport hosted a Waikato Chamber of Commerce BA4 event last month telling invited guests “use it or lose it” – a reference to flights between Australia and New Zealand.
Mary Anne Gill
Photos:
RIGHT: Theresa Grainger, Karen Lovegrove, Roger Baldwin, Julie Ashby, Karen Wilson, Karen Baldwin.
Air New Zealand Regional Affairs manager Jason Dawson, left with Waikato Chamber of Commerce chief executive Don Good.
Tyla Richards, left, and Trudi Smith from DTI Lawyers.
An early start for this group, from left Dan Popping (IT Partners), Ryan Fleetwood (Sentinel Homes), Chelsea Fleetwood (PKF Accountant), Amanda Somerfield (IT Partners) and Fiona Weizman (Socially Fee Media).
The Wise Group’s Breanna O’Connor, left and Cassie Death, right with DTI Lawyers director Andrea Twaddle.
Sponsors DTI Lawyers were well represented with director Charlotte Chuen, left, Stuart Anderson (Craigs Investment) and Raewyn Kirkman (DV Bryant Trust).
Business was top of the agenda for, from left: Hamish Ward (Forsyth Barr, Phil Hyde (Norris Ward McKinnon), Scott Lawrence (ABC Business Sales) and Steve Barnes (Forsyth Barr).
A section of the crowd listen as Hamilton Airport chief executive Mark Morgan talks about the airport’s activities.
PURPOSE-BUILT AT KINFIELDS VILLAGE
Invested in producing good long-term outcomes for the Rototuna community, stage two of the Kinfields Village development adds a breadth of retail and complimentary services to this growing location.
Veros Development Manager Aaron Fergusson said the key objectives for this project were delivering a high quality, fit-for-purpose building in a challenging construction cost environment, responding to market demand for retail tenancies, while ensuring the development supported the wider community.
“Knowing the costs early and having confidence there’d be no surprises was vital to the success of this project,” said Aaron.
“We chose Fosters as lead contractor after their great work on Fergus Bar in 2024.
“Having the same Fosters team on stage two gave us real confidence, we knew their capabilities and exactly what to expect,” said Aaron.
Working in an ECI arrangement was ideal, providing cost transparency and flexibility to pivot as the market evolved.
“The original plan was for a two-storey development,” explained Aaron. “But this changed as market demand shifted.
“The ECI structure meant Fosters were close to the design, able to assess the impact of
The ECI structure meant Fosters were close to the design, able to assess the impact of change and help the project team make quick, informed decisions.
Aaron Fergusson Veros Development Manager
change and help the project team make quick, informed decisions. Changing to a singlestorey building, with visibility of associated costs, was the difference between the project going ahead or not.
“Fosters take a highly collaborative approach and are easy to work with,” Aaron continued. “Enabling works before design was finalised kept us on programme, even with the change to a single level. They facilitated early site access for the tenants, too.
“Overall, it was another great project with Fosters, they’re dependable, solutionsfocused, and deliver a great product.”
Looking for a purpose-built solution? Let’s work together.