Public Statement

My Position, Simply Stated

Council must be accountable, present transparent financials, & plan for how to stabilise its position. The Council holds significant responsibilities & resources on behalf of the people.
Trust must be built & honoured by clear communication, prudent financials; doing what is best for the people.

Our position is financially fragile. As highlighted in the recent analysis of the Council’s finances – working capital is low, borrowing is increasing & we have a  mismatch of short-term finance funding long-term assets. Our city is exposed to risk if something unexpected hits — interest rates rising, or revenue shortfalls.

The burden of developments should not fall on ratepayers.
Because of the financial structure & progress model currently being implemented, costs & debt pressures ultimately cycle back to you bringing rate increases. We risk losing control over local assets, or even central government bailout unless we can stabilise our loan structures & strengthen our community by providing real/tangible opportunities.

We must change the relationship.
Rather than seeing Council & ratepayers as separate, we should see the public as partners.
The community must have more voice, opportunities, & flexibility to develop.
Locals need to be more prosperous & have new opportunities to grow.

I bring a bold vision for more autonomy & more opportunity.
I envision a Southern New Zealand where local communities lead their own decisions — about place-making, local infrastructure, service priorities.

Councils need to invest in providing opportunities to our own locals & invest in building Council income streams, rather than flashy projects or overpriced contracts to large companies that do not have a vested interest in our region.

Council shall learn to act as more of a steward & enabler than gatekeeper – where financial decisions are made with long-term prudence.

As your future Invercargill City Mayor, I will:
Push for budget transparency: break down how every dollar is spent or borrowed.
My job will be to work with the CEO & Council to come up with a plan to stabilise the Council.

+ Long-term assets are to be funded with long-term finance — to reduce financial risks & rate shocks.
+ We need to establish new local consultation systems — local Invercargill & South experts are to advise on & oversee local service & infrastructure developments.
+ Build a local Southland tendering system, where Invercargill & Southland owned businesses have support & prioritised access to Council contracts.
+ Present regular, clear reporting — in plain language — so everyone understands Council’s financial health.

This Matters

• Your rates & the services invested in by previous generations need to benefit us, not just drain our pockets.
• You deserve to see returns from local initiatives, rather than feeling like money vanishes.
• You need a local government that works with you, not over you.
• You should not bear the brunt of hidden financial risk.

Let us move together from passive ratepayer to building an empowered city.
Let’s shape a future where our communities are stronger, more resilient & action from a place of strength.

May we grow well & be inspired.

Stevey Chernishov 

Reference:

The Relationship between Council & Ratepayers
www.southern.nz/wp-content/uploads/2025/09/The-Relationship-between-Council-Ratepayers.pdf