Hamilton West • Independent Candidate

Debt Discipline. Growth Without Gouging.
Let’s Build the Hamilton Bank.

Look, Hamilton: if you’re tired of big promises and bigger bills, you’re my kind of voter. We fix the basics, publish the numbers, and stop exporting our wealth.

Rank Roderick J. Young #1–#3 Pledge Support by Email Read the Debt-Free Plan

Postal voting: Tue 9 Sep – Sat 11 Oct 2025 (closes 12:00 pm). Hamilton uses STV — rank #1, #2, #3 and keep ranking. [oai_citation:1‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Ten Day-One Resolutions

Government 101: Set the agenda, measure outcomes, publish everything. Day One, we table 10 common-sense resolutions—short, specific, and enforceable.

See the list

Housing Growth, Not Rate Shock

Build up smart, unlock gentle infill, and make growth pay its way so current ratepayers aren’t hammered. That’s growth without gouging.

housing.html

Why I’m Running

Stop the drain: ~$500m/year in interest profits leaves Hamilton to offshore lenders. Let’s keep it here. [oai_citation:2‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Publish the truth: Every vote I take + the “why” within 48 hours. No spin. Just receipts. [oai_citation:3‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Fix small, win big: Safer streets, faster maintenance, fewer cones—because basics first is how you rebuild trust. [oai_citation:4‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Email Me

13-Year Debt-Free Plan

Hamilton sits on ~$1.3B in debt. We can zero it in 13 years by redirecting local finance back into local projects through a Hamilton-owned community bank, targeted levies that match usage, and clean, published KPIs. [oai_citation:5‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Stand up a Hamilton Community Bank to capture local savings and recycle them into local mortgages and infrastructure. [oai_citation:6‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Make visitors help fund the burden through accommodation rates + local spend recapture. [oai_citation:7‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Annual debt scoreboard: principal down, interest down, services up. Public. Non-negotiable.

Debt Facts & Lenders

Meet-Up: Set Day-One Resolutions

Mon 8, 15, 22, 29 Sep, 6, 13, 20 Oct 2025, 5:00–7:00 pm (arrive 5:00). Where: Victoria on the River, Hamilton CBD (outdoor amphitheatre). Chair: Roma • Host: Roderick. Bring a pad and pen. We’ll leave with a draft first-meeting agenda the public can read. [oai_citation:8‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Stump speeches One-sentence resolutions Respectful & practical

Housing: Build Up, Not Bills

Enable quality infill + mid-rise where infrastructure exists.
Developers pay true marginal costs—so existing ratepayers aren’t the ATM.
Faster consenting with transparent SLAs and published dashboards.

How to Vote (STV)

Safer Streets, Open Council

Target hotspots with data-led policing partnerships and lighting upgrades.
Monthly “neighbourhood surgeries” in West Ward; bring problems, leave with next steps. [oai_citation:9‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Every agenda, vote, and KPI public—so you can audit us, not just trust us.

Rank & Return: Your STV Power-Up

Write numbers, not ticks. #1 is your favourite, #2 your back-up, #3 your still-good pick. Keep ranking anyone you’d be happy with—your vote keeps working if your earlier choices are elected with surplus or eliminated. Postal pack arrives—mark it neatly—post it back. [oai_citation:10‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Rank #1 • #2 • #3… No duplicate numbers Postal voting closes Sat 11 Oct, 12:00 pm

Day One: Ten Resolutions That Actually Do Something

Debt Dashboard: Monthly principal/interest scoreboard—publish by default.
Hamilton Bank: Begin establishment scoping; report back with legal/financial model and timeline.
Growth Pays: Adopt “no-surprises” development contributions with public calculator.
Maintenance Blitz: 100-day pothole & park-fix sprint with map tracker.
Street Safety Plan: Hotspot list, lighting schedule, enforcement MOU—publish dates & metrics.
Open Council Rule: Post agendas, votes, and rationales within 48 hours.
Procurement Clean-Up: Competitive tenders, shorter terms, performance-based renewals.
Consent SLA: Time-bound approvals with public weekly reporting.
Rates Relief Tools: Hardship postponement pathway & outreach letter triggers.
Community Clinics: Monthly West Ward drop-ins—problems triaged on the spot.

Hamilton’s Debt & Who We Owe

Hamilton City debt is ~NZ$1.2–1.3B. Major channels include the LGFA (on-lending from bond markets), some direct bank facilities, and institutional investors who ultimately hold the paper. We publish it, then we shrink it. [oai_citation:11‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

LGFA on-lends to councils; councils collectively guarantee each other’s debt. [oai_citation:12‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Historic bank loans may remain for cash-flow; LGFA usually cheaper/longer-dated. [oai_citation:13‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)
Bondholders: NZ Super, KiwiSaver funds, insurers, offshore pension/sovereign funds. [oai_citation:14‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

We’ll track chief-executive-era debt movements so the public can see what worked—and what didn’t. [oai_citation:15‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Short Bio

Hands-on community advocate for fair rates, safer streets, and growth that pays its way. I do the work, publish the numbers, and fix small things so big things add up. [oai_citation:16‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

About Roderick

From Frankton to Dinsdale and Nawton, I’ve worked with clubs, small businesses, and neighbours to solve practical problems—safety hotspots, maintenance backlogs, confusing council processes. My promise is simple: keep rates fair, make growth carry its own weight, and front up monthly with neighbourhood clinics. [oai_citation:17‡roderickjy.github.io](https://roderickjy.github.io/roderick-campaign-site/)

Authorised by Roderick J. Young — roderickjy@gmail.com — Hamilton.

This page is an original campaign work; rhetoric sharpened for clarity and urgency.

Rebuilding Council Accountability: No to Lazy Politics, Yes to Structural Change

Roderick J. Young — Candidate for Hamilton City Council (General Ward)

At the Glenview Community Centre meeting, I spoke directly against Tim’s proposal for rate caps mandated by central government. Leo also raised a valid point: rate capping is lazy politics. It gives a short-term soundbite but does nothing to fix the underlying issues in council spending and decision-making. As Maxine rightly noted, it’s "lazy politics for lazy politicians."

Hamilton’s real issue is not income—it’s management. As Colin Jones pointed out, Hamilton City Council (HCC) is technically insolvent, masked only by its ability to keep raising rates. Without that power, we’d be in the same boat as several UK and US cities that have defaulted on their debts.

Colin is right: HCC has been papering over financial cracks for years. Developers are shown theoretical spreadsheets of "Development Contributions" (DCs), but the actual income is over $250 million short. Councillors are being fed rubbish information, left confused, and ultimately sidelined. The Audit Office? Asleep at the wheel for a decade.

From Staff-Led to Member-Led Governance

Mesh and I, over a simple cup of tea, discussed a structural fix:

Appoint three elected members to sit in on decisions between the CEO and senior department heads.

This committee would require two out of three sign-offs from elected representatives for decisions to proceed—especially anything involving public money or strategic direction. It’s a real-time audit of executive power, not a post-mortem.

Let’s be honest: right now, staff can—and do—wait out councillors. Over the term of seven CEOs, we’ve seen a city budget balloon from $180 million to $1.22 billion. If council doesn’t assert control, nothing changes.

This committee idea is how a new council gains back control. Not by trimming fat alone, but by restoring democratic oversight at the point of decision-making. I challenge the 12 mayoral candidates to say whether they support this reform. I’m happy to serve as the deputy mayor who helps make it real.

Rates, Productivity, and the Real Fix

While Rudi’s proposed 10% cuts across departments is one way to wake up the bureaucracy, my focus is on a 34% city-wide increase in productivity—among council staff, businesses, and households alike.

As the Binn Inn owner in Dinsdale told me:

“If my turnover increased by 34%, I could absorb rates going from $10,000 to $20,000. My fixed costs stay the same—turnover is everything.”

This is the kind of conversation we should be having: not short-term cuts or hollow caps, but economic uplift, efficiency, and better public service.

The Next 23 Days Matter

We have just a few days until polls close at 12 noon on 11 October 2025. This election matters. It’s not just about the mayor—it’s about who you elect to the council table. We need strong, independent, and skilled voices willing to speak up now, not after the results are in.

I invite the public and fellow candidates to attend the next public meetings:

5–7PM, Mondays: 22 & 29 September; 6, 13, and 20 October
Venue: Victoria on the River, CBD
Details: Event page

We cannot afford another three years of drift, confusion, and staff-led governance. It’s time for clear thinking, honest conversation, and democratic reform.

— Roderick J. Young
Candidate for Hamilton City Council (General Ward)

Infrastructure and the New CCO: Concerns Raised

From: Colin Jones, AREINZ
Director

Good morning all,

I have reviewed most of the documentation for the new Council-Controlled Organisation (CCO). It is proposed to use the same “flawed” methodology for infrastructure planning that has caused many of HCC’s current problems.

The only difference is that the debt will be 500% of income, compared to the 280% ratio HCC is currently using. There will also be a “separate line” in the rates bill specifically for infrastructure.

The infrastructure deficit has increased dramatically, from $12.5 billion in 2021 to approximately $28.5 billion in 2025, with an immediate shortfall of $3.7 billion required within the next 10 years—all of it unfunded.

You are free to pass this on.

Kind regards,
Colin Jones
AREINZ
Director

Mobile: 021 972 500
PO Box: 22, Hamilton, NZ
Office: 07 849 7800
After Hours: 07 849 4420
Email: colin@cicl.co.nz

⚖️ Compare and Contrast: Water-Based Rates vs. Flawed CCO Infrastructure Planning

💡 Your Proposal: Targeted Water Metering → Usage-Based Rates

Summary

Begin with high-use water users (e.g. large commercial or industrial).
Install meters at the head of each street to gather household-level consumption patterns.
Provide usage data to all residents.
Transition to a water usage-based rating system, replacing land-value based rates for water services.

✅ Pros

User-pays model: Fairer system where people pay based on usage, not land size.
Demand-side transparency: Helps the public understand real usage patterns.
Cost-efficiency: Prioritising big users and streets before individual homes lowers initial cost.
Behavioural impact: Encourages conservation and reduces waste.
Revenue predictability: Usage-based models can be more stable and scalable once fully implemented.

❌ Cons / Challenges

Upfront investment in smart metering and data systems.
Privacy and technical concerns over shared street-level data.
Requires a phased rollout and public buy-in over several years.
Not a full infrastructure solution—just part of the funding equation.

🏗️ The CCO Approach (As Criticised by Colin Jones)

Summary

Create a separate Council-Controlled Organisation (CCO) to handle infrastructure.
Use existing (and flawed) infrastructure planning methods.
Finance infrastructure via massive borrowing—up to 500% of annual income.
Add a new line to ratepayers' bills for infrastructure debt.

✅ Claimed Benefits (from proponents)

CCOs offer greater operational flexibility and faster delivery.
Dedicated focus on infrastructure may improve prioritisation.
Can separate political interference from long-term infrastructure planning.

❌ Risks / Criticism (from Jones)

Flawed assumptions and planning from past strategies are being repeated.
Debt ballooning: From 280% to 500% of income—an unsustainable fiscal model.
Infrastructure deficit doubled from $12.5B (2021) to $28.5B (2025).
$3.7B shortfall in the next 10 years is unfunded.
Ratepayers will foot the bill without real reform or new revenue streams.
Line-item tax added without addressing root cost drivers.

🧭 Key Contrasts

Aspect	Water Metering Proposal	CCO Infrastructure Plan
Approach	Data-first, phased reform	Debt-first, centralised delivery
Philosophy	Empower users to manage consumption	Shift burden to ratepayers to fund large projects
Funding model	User-pays, behaviour-driven	Debt-funded, infrastructure surcharge
Transparency	High – sends usage data to residents	Low – complex structures, unclear priorities
Sustainability	Encourages conservation, self-regulation	Risks compounding financial pressure
Implementation Cost	Moderate and staged	High and immediate
Public Impact	Encourages awareness, shared responsibility	Increases rates regardless of personal use

🧩 Conclusion

The water metering approach represents a bottom-up, demand-side reform that puts data in the hands of residents and introduces fairness through a usage-based model. In contrast, the CCO model doubles down on past planning failures, shifting risk and cost to the public through massive borrowing and new charges.

If Hamilton is to solve its infrastructure challenges, financial accountability and behavioural change must be part of the solution—not just new borrowing vehicles with old problems.

Hamilton City Infrastructure Ownership Proposal

If Hamilton City were to regain ownership of its electrical power infrastructure, telecommunications infrastructure (such as copper wires), and railway system including maintenance shops, these assets could offset rates, pay city bills, and foster employment and skills development.

1. ⚡ Reclaiming Electrical Infrastructure

Revenue Potential

Electricity distribution generates steady cash flow through retail or lines company operations.
Profits reinvested into the city rather than private shareholders.
Potential establishment of a Hamilton Power Trust or similar public entity.

Offsetting Rates

Surplus profits subsidize general rates or reduce infrastructure levies.
Funds community resilience projects (e.g., solar, EV infrastructure).

Employment & Skills

Jobs for maintenance crews, engineers, and customer service teams.
Creation of apprenticeships and training in electrical and smart-grid technologies.

2. 🌐 Regaining Telecommunications Infrastructure

Revenue Potential

Ownership of copper/fibre networks enables creation of a local ISP or leasing network capacity.
Discounted, high-speed internet access for schools, businesses, and residents.
Formation of a municipal broadband cooperative reinvesting profits locally.

Offsetting Rates

Profits support public technology infrastructure and reduce outsourced IT costs.

Employment & Skills

Technicians for installation, repair, and network operations.
Partnerships for digital skills training and telecom apprenticeships.

3. 🚆 Rebuilding Rail and Maintenance Depots

Revenue Potential

Income from freight contracts and regional passenger services.
Leasing rail yards and rolling stock services.
Tourism opportunities (heritage or scenic rail tours).

Offsetting Rates

Lower road maintenance and congestion costs.
Revenue from land development around transit hubs.

Employment & Skills

Skilled jobs for welders, mechanics, fitters, machinists, and electronics technicians.
Vocational training programs focused on rail maintenance and operation.

Integrated Strategy: Municipal Enterprise Model

Ownership and operation of these infrastructures enable Hamilton to function as a municipal cooperative, providing:

Outcome	Impact
💰 New Revenue Streams	Offsets rates, reduces borrowing, funds public services
👷 Local Employment	Creates trades, tech, logistics, and planning jobs
📚 Skill Development	Apprenticeships and training partnerships
🔄 Economic Resilience	Retains value locally rather than extracting it
🌍 Climate and Sustainability	Rail and power reduce emissions; smart tech improves efficiency
📉 Reduced Cost of Living	Cheaper utilities and internet support household budgets
🗳️ Local Control & Accountability	Ratepayers become stakeholders in essential services

⚖️ Challenges & Considerations

Challenge	Mitigation Strategy
🔓 Asset reacquisition costs	Negotiate gradual repurchase or joint-ownership models
🏛️ Central government regulation	Advocate for legislative support for municipal ownership
💼 Operational complexity	Use experienced management, co-ops, and public-private hybrids
🧮 Initial capital investment	Issue city bonds, use infrastructure funds, or green finance
🏦 Competing interests	Strong governance and citizen oversight (trusts, boards)

📣 Final Thought

Restoring public ownership of key infrastructure is not just nostalgia—it’s a strategic response to economic stress, climate urgency, and democratic decline in local decision-making.
With courage and vision, Hamilton could build income through services, ease the rates burden, train its own skilled workforce, and become a model of sustainable municipal governance in New Zealand.

Debt Discipline. Growth Without Gouging. Let’s Build the Hamilton Bank.

Ten Day-One Resolutions

Housing Growth, Not Rate Shock

Why I’m Running

13-Year Debt-Free Plan

Meet-Up: Set Day-One Resolutions

Housing: Build Up, Not Bills

Safer Streets, Open Council

Rank & Return: Your STV Power-Up

Day One: Ten Resolutions That Actually Do Something

Hamilton’s Debt & Who We Owe

Short Bio

About Roderick

Debt Discipline. Growth Without Gouging.
Let’s Build the Hamilton Bank.