Hastings ratepayers are being crushed under ballooning debt and rates rises. Right now, every household is paying around $1,000 a year just in interest, before a single road is fixed, a pipe is replaced, or rubbish is collected.
Some councillors running for mayor claim they’ve already solved the problem by lowering last year’s increase from 25% to 19%. But that wasn’t real savings, it was borrowing more money. It shifted today’s pain into tomorrow, leaving ratepayers even worse off down the track.
If we are serious about holding rates to inflation, it can’t be done with short-term tricks. It requires a leaner, more disciplined council that delivers the same outcomes with less staff, less bureaucracy, and less waste.
The Real Problem
Hastings District Council now has 483 staff stretched across 45 departments. On top of that, every new “grand scheme” : the Water Education Centre 2.2 staff, the Archives building yet to be staffed, Toi Toi 17.6 staff, piles on more operational and staffing costs to ratepayers.
The Hastings Art Gallery is another example perfect example. It employs eight staff and costs around $1 million a year to run. Across the road, the Community Arts Centre operates on volunteer power, supports local artists directly helping to fund it with commission on sales and grants, and runs on a fraction of that cost. That’s proof we can do better.
The Role of Mayor and CEO
The mayor doesn’t need a fancy degree or to act as a manager they need real life experience. The mayor’s role is to set clear direction, lead councillors, and ensure decisions reflect the community’s priorities. The CEO and his team must then deliver on that direction. But without strong leadership from the mayor, staff numbers and costs will keep climbing unchecked.
My Four-Point Plan to Keep Rates at Inflation
- Make Council More Efficient
Increase shared services with nearby councils to boost regional capability.
Review staff roles to remove unproductive positions.
- Spend Less on Consultants and Contractors
Use smaller, local contractors wherever possible.
Cut back on costly consultants and build expertise in-house.
End the monopoly of preferred contractors — introduce competition to drive down costs.
- Strengthen Financial Oversight
Lower the CEO’s contract approval limit to $100,000.
Ensure the tenders committee is fully utilised for greater accountability.
- Stop Propping Up Loss-Making Assets
Transfer assets like Splash Planet and Frimley Pools into community trusts.
Access alternative funding and sponsorship to reduce the pressure on ratepayers.
The Bottom Line
Bringing rates back to inflation won’t be achieved by borrowing or creative accounting. It will take real discipline, smarter decision-making, and the courage to say no to waste.
With the right leadership, Hastings can live within its means, delivering strong core services without driving ratepayers into deeper debt.
Mayoral canditate
Steve Gibson
