I fully acknowledge the immense challenge Cyclone Gabrielle placed on Hastings District Council and our wider region. But in times like these, our community deserves leadership with a proven track record—leadership grounded in fiscal responsibility, smart prioritisation, and the courage to say “no” when necessary.
In 2007, the Manawatū District was facing double-digit rate increases year after year. That’s why I stood for council—because someone had to do something. I knocked on every door in Feilding, and was elected with more votes than any sitting councillor.
From 2007 to 2012, as a Manawatū District Councillor, our team kept rate increases at or below inflation every year. We achieved this by cutting back on consultants, focusing spending on core infrastructure, and putting a stop to vanity projects. It wasn’t always easy or popular—but it worked. Ratepayers weren’t hammered, and essential services still got delivered.
I agree with Councillor Fowler that disaster recovery requires urgency and strategy. But there’s a key difference: responsible councils plan ahead and know how to stretch a dollar. Hastings ratepayers didn’t cause Cyclone Gabrielle—yet had a 19% rates hike, followed by another 15% this year, and tens of millions in new debt to fund “business as usual.” That’s not resilience. That’s financial mismanagement.
Councillor Fowler points to a $2.7 million saving over two years as a major achievement. But when HDC’s capital programme spends $67 million a year, that’s barely a token gesture. Shutting pools and cutting community services while continuing to fund non-essential projects isn’t hard decision-making—it’s poor prioritisation.
Yes, councils have many responsibilities. But that’s precisely why councillors must be willing to ask: Should we still be doing this? Not every issue needs a consultant. Not every shiny idea needs a cheque book. I’ve been in Council—I know how to encourage council Management through tough times while protecting the ratepayer.
After living in Hawke’s Bay for more than a decade, I’ve watched with disappointment as Council wasted ratepayer money—like buying the AOG building for $1 million only to sell it two years later for $150,000, or spending another million dollars upgrading Civic Square.
I’m the only mayoral candidate with a real record of keeping rates to inflation ethically. I’ve worked as part of a team to encourage the CEO to cut bureaucracy, find savings, and protect essential services.
Councillor Fowler warns of so-called “rates relief saviours.” I say: beware of career politicians who’ve sat at the table for years and now want re-election for simply doing the bare minimum and funding vanity projects.
Leadership isn’t about protecting the status quo. It’s about standing up for the people who pay the bills—before they’re pushed to the edge.
—Steve Gibson
Mayoral Candidate, Hastings District Council
