The Central Otago District Council has begun shaping its next Long Term Plan, launching a three-year process that will guide how the district grows from 2027 to 2037.Workshops with elected members are now underway, with the Teviot Community Board the first to begin discussions, on Thursday this week.Chief financial officer Paul Morris led the session, asking members to think ahead about how they want their communities to develop over the next decade, and what ideas could help get them there.A large part of the workshop focused on ‘Rates 101.’ Paul highlighted the complexity of rating, noting that the council deals with over 15,000 properties, each subject to a "multitude of different outcomes".The council’s average rates increase for 2026 is set at 7.5%, and he addressed the Government’s proposed 4% rates cap, which he explained is not yet law but could influence future planning.The LTP (2027-2037) process includes several major milestones before the final document is adopted in June 2027.A full rates review is scheduled for June 2026, followed by community consultation. Budgets for the 2027–2037 period are due in August 2026, but the final audit and sign-off of the LTP won’t happen until mid-2027.The next workshop will be held with the Vincent Community Board on Monday at 3pm and will be live-streamed. More workshops for all elected members will take place at the first council meeting of the New Year.The council said these early workshops are designed to start long-term thinking before wider public engagement begins next year. Community input will form a significant part of the drafting process as the district plans for future growth, infrastructure, services and investment.The LTP will set the direction for the next decade, balancing financial pressures, legislative changes and the needs of Central Otago’s communities.

Local Government New Zealand says major resource management changes will need strong funding support to avoid extra pressure on ratepayers.The Government unveiled its new Resource Management system earlier this week, signalling what councils describe as a “fundamentally different” way of working for the country.LGNZ Vice President Rehette Stoltz said councils are ready for long-awaited reform.“New Zealand has been talking about RM change for decades; councils want to get on with delivering it well.”She said the push for more certainty and less red tape is welcome.However, transition arrangements — including extended consents and elements of the new system applying immediately once legislation passes — may take councils by surprise.“The extension of some consents will likely have workforce impacts for councils in the regions.“We need to transition to the new system with care. Local priorities need to be reflected within national frameworks.“We will have opportunities next year to help shape those.“This reform means less local voice and more central direction, which means decisions around trade-offs are largely made at a national level, or through plan making, rather than through consenting.“It’s vital the public are aware that they need to participate in the development of combined plans if communities want to have their say on the outcomes they want in their regions.“The implementation timeframe is rapid and transition and implementation costs will be significant, particularly the development of Regional Combined Plans and their independent hearings process.“LGNZ will be advocating for funding and support to manage these changes effectively, and we’ll be asking the Government to make this a focus in Budget ’26.”LGNZ regional sector chair Dr Deon Swiggs said the reforms will have wide impacts on regional councils.“We know it’s a difficult period for staff and elected members. Regional councils still have a critical job to do for New Zealand.”“Jobs, trade and the economy rely on New Zealand’s natural resources; the work to protect the environment will still need to be done by regional councils until the new system is in place.”Rehette said other policy settings will need amendment to ensure planning reforms deliver real benefits.“Planning reform allows more development but councils still need to provide the infrastructure for those developments. We need new funding and financing tools, like development levies and Infrastructure Funding and Financing Act changes, to service this growth, especially as requirements to free up more land challenge councils' ability to plan.“We welcome new development levies and IFF changes to fund development. Implementing the coalition’s GST sharing on new builds policy is needed to unleash the reform’s full potential,” she said.Fish and Game says key interests of anglers appears weakened under the RMA overhaulMeanwhile, Fish & Game New Zealand said while it welcomes parts of the reform — including the retention of Water Conservation Orders and simpler wetland creation — stronger safeguards are still needed.CEO Corina Jordan said retaining Water Conservation Orders in the new system is a major positive."Water Conservation Orders protect 16 nationally significant water bodies, and Fish & Game has been instrumental in establishing most of these."These orders recognise outstanding values for fishing, hunting, recreation and ecosystem health. Their retention is excellent news for our 300,000 licence holders and all New Zealanders who value these special places."Corina said the organisation supports clearer national direction, simpler planning processes and national standards that may make wetland construction easier."We've been advocating for years to make it easier to create wetlands.”"If national standards enable wetland construction without requiring resource consent, that will be a significant positive step for game bird habitat and broader environmental outcomes."However, she said key interests of anglers and hunters appear weakened under the reform."The Resource Management Act specifically required consideration of trout and salmon habitat, amenity values, and recreational opportunities."These provisions appear to have been removed or significantly diluted, and we're concerned this doesn't reflect the values of our licence holders or the broader New Zealand public who value freshwater recreation."She said Fish & Game will closely examine how environmental limits are implemented under the new framework.Jordan said access is another concern."The Resource Management Act required councils to maintain and enhance public access to lakes, rivers and the coast. The Planning Bill only requires councils to maintain access, removing the obligation to improve it. For hunters and anglers, access to waterways is fundamental."She says local input is essential but must sit within a strong national environmental framework."We believe New Zealand can have healthy freshwater, thriving communities and a prosperous economy. But the legislative framework needs to support all three of these outcomes, not prioritise one over the others."Jordan said Fish & Game will continue engaging as the legislation progresses through Parliament."Our vision is a New Zealand where freshwater habitats and species flourish, hunting and fishing traditions thrive, and all Kiwis enjoy access to sustainable wild fish and game resources,” said Jordan."We'll be working to ensure these reforms support that vision."Have a story to share or comment to make? Contact [email protected] 

A Cromwell Community Board member has taken matters into his own hands, organising a small weeding working bee at one of the town’s state highway roundabouts amid ongoing local frustration over who is responsible for maintaining the site. Wally Sanford spent part of last week pulling weeds at the roundabout on State Highway 6 at the intersection with SH8B, near Cromwell’s main entrance, before encouraging others to join him over the weekend. The roundabout, installed in recent years by the New Zealand Transport Agency (NZTA), has been the subject of increasing online criticism, with residents questioning its untidy appearance as weeds have overtaken the rock garden earlier planted with natives.  Wally said the condition of the roundabout, as well as that of a second roundabout a few hundred metres down the road past the Big Fruit on State Highway 8B, had been bothering him well before the debate escalated on social media. “There is plenty of chat about the roundabouts around town but first and foremost the state of them was frustrating me before the matter hit Facebook,” he said. “Pulling weeds and grass is hands down a more effective approach than emailing and squabbling over whose job it is.” Six people joined the informal working bee on Saturday (December 6), with Wally providing cold drinks for volunteers.  Pisa Moorings resident Wally Sanford weeds the problem roundabout. Image: Facebook/Brett SherriffHe estimated they had completed only a fraction of the work needed. “We have done about 10 per cent of the job to date so a much bigger effort is still needed,” he said. While he planned to continue weeding when he could, Wally said he would not be organising further formal working bees. “If people want to help, they should just go and do it as and when it suits them. 8pm onwards is a great time of day for it,” he said. Questions over the roundabouts’ upkeep stem partly from their location on state highways, generally under the jurisdiction of NZTA rather than the Central Otago District Council. In response to queries from The Central App, an NZTA spokesperson said responsibility for the roundabouts was still being worked through. “We are currently in discussions with other parties about where specific responsibilities rest in relation to these roundabouts,” the spokesperson said. They said NZTA’s immediate focus was on safety rather than appearance. “In the meantime, NZTA has been responding swiftly wherever safety concerns have been raised, such as vegetation interfering with the sight lines/visibility of road users,” the spokesperson said. “In the current constrained fiscal environment, the focus is on safety over amenity.” The roundabout is located at one of Cromwell’s busiest gateways, with traffic flowing between State Highway 6 and State Highway 8B toward Central Otago in one direction and Queenstown Lakes in the other.Have a story to share or comment to make? Contact [email protected] 

The finance minister says mortgage holders should shop around after Westpac increased its fixed-term home loan rates.Westpac is increasing its home loans over two-to five-year terms by 30 basis points, taking a two-year fix to 4.75 percent.It comes after a period of falling interest rates that the government has made a point of publicising to say its economic plan is working.Asked about Westpac's move to increase its rate, Finance Minister Nicola Willis said people should investigate what bank can offer them the best deal."My message to New Zealanders is shop around. Westpac have made that choice. Other banks have not."I really want to see New Zealanders seeing that they have some power when it comes to where they take their mortgage."Don't just look at the headline rates, go and hold your bank's feet to the fire. See if another bank will give you a better rate. Make them compete with each other."Don't just accept that you're getting the best deal right now. Let's make them compete."Prime Minister Christopher Luxon said the wider context was important."We've been managing spending so we can manage inflation down so we can get interest rates down. For a New Zealander that's on an average mortgage that's $10,000 a year of savings that they've got through nine interest cuts already under our government."Each bank will make its own decision about its assessment of the medium term but the Reserve Bank will continue to monitor that. What's important is that after a world of twelve interest rate rises, we've had nine interest rate cuts."Interest rates are relatively low compared to where they sit in other parts of the world now. Inflation is under control and you're seeing signs of growth in the economy."Labour leader Chris Hipkins said Westpac's higher rate proved the coalition's economic plan was not working."They've built their whole narrative around lower interest rates and fixing the economy. They haven't fixed the economy; unemployment's gone up, business liquidation's are up, people in hardship are up, house building has slowed down, the list could go on."I think this highlights the problem with the government's overall economic strategy here. They're waiting for the Reserve Bank to save them because they haven't got a plan to tackle the cost of living or to grow the economy."Nicola Willis has made this problem for herself. She actually said the Reserve Bank's one job is to keep inflation within the target plan. They don't have a remit around employment anymore. They don't have a remit to grow the economy. That's the government's job and they haven't got a plan to do that."

As December rolls around, many clients start to wonder: Will my lawyer disappear for weeks during the festive season? It’s a fair question—legal matters don’t pause just because the calendar says “holiday.”The Myth of the Month-Long BreakThere’s a common perception that lawyers shut their doors from mid-December until late January.While it’s true that the legal industry slows down over Christmas, the idea of a full month off is more myth than reality.What Actually HappensCourt Closures: Most courts operate on reduced schedules from late December to early January. This means hearings and filings may be delayed.Office Hours: Many law firms close for a week over Christmas and New Year, but rarely for an entire month. Staff often rotate holidays to ensure someone is available.Urgent Matters: Lawyers remain on call for critical issues—think bail applications, urgent family matter, or time-sensitive commercial deals.Why It Feels Like a Long BreakThe slowdown is partly cultural.Businesses often defer decisions until the new year, and clients may avoid starting new legal processes during the festive season. Combined with public holidays, this creates the impression of a long hiatus.What You Can DoPlan Ahead: If you need legal work done before January, start early.Ask About Availability: Most firms will tell you upfront who’s covering during the break.Use Technology: Many lawyers now offer virtual consultations, even during holiday periods.Bottom LineYour lawyer probably isn’t sipping cocktails on a beach for a month straight.They may take a well-earned break, but most firms ensure continuity for urgent matters. So, while the pace slows, the profession doesn’t completely stop.Checketts McKay Law closes for the Christmas period at 5pm on 23 December 2025 and re-opens on 12 January 2026. Staff are available over the closedown period – please phone 03 440 00125 for assistance.Sponsored Content: This article has been submitted by a contributing local expert as part of The Central App’s sponsored advisor programme. All sponsored stories are reviewed to align with our values of community first, accuracy, and trusted people in our community reporting.

Inland Revenue is planning to crack down on shareholders taking loans from companies, in a move that could hand some, particularly small businesses, an extra tax bill.Inland Revenue (IR) is asking for feedback on proposals to improve the way new loans by companies to shareholders are taxed.David Carrigan Inland Revenue deputy commissioner for policy, said it would bring New Zealand's treatment of loans in line with other similar countries, while still allowing the normal business use of short-term drawings."We recognise that most companies manage their loans to shareholders and drawings responsibly. However, the current rules can allow some loans to become unmanageable, to the point they may never be repaid. For instance, our data has revealed some very large outstanding loans from companies to their shareholders."For the 2024 tax year, IR data shows about 5,550 companies had outstanding loan balances of more than $1 million each.Should I save or invest for my kid's financial future? Listen to No Stupid Questions with Susan Edmunds"When a shareholder borrows a large amount from their company and doesn't pay it back, our current rules mean they can pay less tax compared to other shareholders who receive taxable dividends or taxpayers who earn income through salary or wages."The current rules often failed to collect tax on the funds left in the hands of the shareholder when a company was wound up, Carrigan said.He said the main proposal was for a time limit that would treat certain shareholder loans as dividends, and tax them accordingly, if they were not paid back within 12 months from the end of the income year in which they were made."The change will only apply to new loans made after today, so it won't apply to existing loans. To ensure it does not impact small businesses and ordinary transactions, the proposed time limit would only apply to companies whose total lending to shareholders is $50,000 or more."In addition to this main proposal, the issues paper also consults on proposals for outstanding loans to be taxed when a company is removed from the Companies Register and for improved reporting obligations on companies."Inland Revenue was going through a consultation period until February before it gives advice to ministers on the proposal.Chartered Accountants Australia New Zealand spokesperson John Cuthbertson said there was "no doubt" there would be an impact on small businesses."The main problem here is that it applies to all loans once they're of a certain age and the de minimis is only $50,000 - that's for all shareholder loans."I don't think that de minimis is high enough to take the small bits and pieces out because it applies from anything from a shareholder current account to a formal documented loan… I guess what we'd like to see is if you've got a totally commercial loan and you've chosen to have that loan from your company rather than the bank or from somewhere else, that should still be appropriate and respected rather than being caught within these rules."He said Inland Revenue was obviously not happy about people taking money out of their companies and building up balances beyond their ability to repay."Then they go out of existence and rather than being a temporary issue it's a permanent issue because there's no money to get back on liquidation or anywhere else. You can see the rationale. I just think this will have quite a wide impact so it's a matter of trying to work within the process to look to get some appropriate change to make it more workable."Angus Ogilvie, managing director of Generate Accounting, said something did need to be done."Current rules provide a temptation for business owners to kick the can down the road by not clearing loans from companies to them as shareholders regularly."This means that personal income tax goes unpaid, often temporarily but in the case of business failure, often permanently. That said, it is concerning that the proposal is retrospective. The department seeks to capture any loans from today, December 5. Of course this means that no consideration of feedback to the Issues Paper has been received at this time, the minister has yet to agree with the proposal and no submissions can be made to a select committee until the bill is drafted."By ignoring the Generic Tax Policy Process, this puts the cart before the horse. The rules need to be as simple to follow as possible. That has not been the case in Australia so careful attention will be needed in drafting the bill and any interpretation statement. The department should back away from imposing an arbitrary date before receiving any feedback."Deloitte tax partner Robyn Walker said the proposal made it clear loans were common and a legitimate way to manage cashflow, and "not a problem per se"."However, the paper cites data about loan balances, with the key concern relating to companies and shareholders with material loan balances which have been outstanding for some time."For example, 5500 companies have shareholder loans outstanding of over $1m and 540 have loans of over $5m. The concern is that the use of loans with limited/no repayment provides an unintended tax benefit as compared to paying shareholder salaries or declaring dividends, and the use of - in some cases poorly documented - loans can be a contributing factor to other business issues such as being unable to pay creditors or outstanding tax debt."She said the impact would be most felt by small, family businesses."In some cases, there is a lot of blurring of the boundaries between business and personal expenses, particularly by using current accounts. The consultation paper indicates for around 50 percent of such businesses there is absolutely no issue because the outstanding loan balances are below the proposed threshold of $50,000; for the other businesses, 2026 should possibly be the year for talking with an accountant and putting in place a plan for managing how shareholders take money from the business."The paper points out that current accounts are not a problem in themselves, but it shouldn't be one-way traffic of a balance just getting larger and the shareholder never earning anything in their own right."While interest is charged on loans and tax generated on that income, it results in a generally lower amount of tax in the short term and different timing of tax compared to when other taxpayers are paying tax for those who have no ability to pick and choose such as sole traders, employees …"

As visitors return to cycle trails and vineyards, the local property market is also shifting into gear.Spring in Central Otago is more than just blossoms and blue skies — it marks a busy season for both tourism and real estate.Thousands arrive for events like the Alexandra Blossom Festival, while warm weather boosts foot traffic on the Lake Dunstan Trail, Clyde–Alexandra river paths, and at Bannockburn cellardoors.Tourism operators say the seasonal lift impacts more than bookings.“When people fall in love with the region during a spring visit, they start to imagine living here,” said local property consultant Peter Hishon.Tourism flow drives real estate interestData from local agents shows a direct link between tourism highs and increased property enquiries.Key spring trends this year include:Out-of-town buyers seeking lifestyle blocks near Cromwell, Clyde or Alexandra.Empty nesters listing larger homes as they look to downsize.Investors returning to the short-term rental market in response to rising visitor numbers.Spring also provides a more attractive backdrop for home listings, gardens bloom, days are longer and buyer competition tends to peak.Timing matters for both buyers and sellersFor buyers, spring is a fast-moving season.Get finance pre-approved early, especially in high demand areas like Clyde.Check current zoning under Plan Change 19 before making offers.Weekday viewings often mean less competition and more agent time.For sellers, presentation is key.Spruce up gardens and maximise street appeal.Consider listing early to catch peak buyer demand.Highlight lifestyle features such as nearby trails or scenic views.“A tidy outdoor space and clever timing can make all the difference in securing top offers,” Hishon said.A lifestyle led marketReal estate in Central Otago isn’t just about properties, it’s about the lifestyle that comes with them.Many who buy here first arrive as visitors. A spring cycling trip or wine tour can spark dreams of relocation.Homes close to trails, vineyards, or lakes remain top of the list, particularly for those seeking a slower pace and stronger connection to community.As tourism ramps up, the ripple effect into real estate is clear. For those considering buying or selling this spring, timing and presentation will be key.Sponsored Content: This article has been submitted by a contributing property expert as part of The Central App’s sponsored advisor programme. All sponsored stories are reviewed to align with our values of clarity, accuracy, and community value.

Inflation doesn’t arrive with warning signs, it quietly alters what your money can do.Over time, even modest increases in living costs can reduce the real value of your savings. For those approaching retirement, this matters more than ever.A quiet but constant riskCash savings and term deposits are often seen as safe havens. They offer certainty, stability, and quick access to funds. In the short term, they play an important role.But in the long term, the picture changes.Term deposits currently return around 4%, a figure that may not keep pace with inflation. While your balance grows on paper, your buying power can shrink. The impact is subtle. You won’tsee it in red on your statement. But it’s there, in reduced travel, higher grocery bills, and rising medical costs.Why inflation matters in retirementRetirement isn’t a finish line, it’s a new phase that can last 20 to 40 years. If your plan relies heavily on cash based tools, it might not stretch as far as you expect.The risk isn’t dramatic loss. It’s quiet erosion. It’s the slow realisation that your savings don’t go as far as they used to, and the possibility of having to scale back your lifestyle earlier thanplanned.“It’s not about chasing high returns,” says Dewald from Central Financial Planning. “It’s about building a strategy that holds up when life changes, whether gradually or suddenly.”Rethinking your financial toolkitJust as you wouldn’t use a butter knife to cut timber, a one-size-fits-all savings strategy doesn’t suit every stage of life.Financial planners suggest looking at a mix of tools designed to protect against inflation:Growth assets like shares can help grow your wealth over time.Inflation-linked bonds adjust as prices rise, offering more security.Real assets, such as property or infrastructure, often provide income that rises with inflation.Diversified portfolios balance growth and security across market conditions.The key is understanding how these tools work together, and how they align with your needs.A plan that adjusts as life does.Everyone’s future looks a little different. But a strong plan has a few things in common:✔ It grows your savings in real terms, not just on paper✔ It adapts to changes in markets, lifestyle, or health✔ It supports the life you want now, and later✔ It helps you leave a legacy, if that’s important to youFinancial freedom comes from clarity, not chance.And it starts with asking the right questions.Are your current savings keeping pace with inflation?Is your retirement plan built to last 30+ years?Have you tested your strategy against rising costs?If you’re not sure, or you’d like a second opinion, seeking professional advice can help bring peace of mind.Sponsored ContentThis article was submitted by a contributing Financial Planner as part of The Central App’s sponsored advisor programme. Sponsored stories are reviewed to ensure they meet our standards of clarity, accuracy, and community value.

The future of business growth may depend on the courage of its leaders and the ability to think across traditional boundaries.As business environments evolve rapidly, many organisations, especially small and medium enterprises (SMEs) and large corporations are discovering how much they can learn from each other.Blending strengthsSMEs are often nimble, creative, and able to pivot quickly. Corporates, by contrast, benefit from scale, established systems, and long term planning. The opportunity lies in finding a middle ground.Businesses that can ‘cross pollinate’, meaning combining the agility of a start-up with the strategic discipline of a corporate, are better placed to innovate and grow.SMEs risk being reactive and under resourced, while corporates may become bogged down in bureaucracy. A blend of both cultures allows for responsive yet sustainable growth.A new kind of leader?The modern business environment calls for leaders willing to evolve, not just their products, but also their people. Courageous leadership includes:Letting go of the “command and control” mindsetEncouraging team collaboration over individualismLinking research and technology directly to innovationWithout bold thinking at the top, organisations risk stagnation. Familiar examples such as Kodak and Blockbuster illustrate what can happen when leaders assume disruption won't affect them.Front line thinking matters tooLeadership alone isn’t enough. The businesses best equipped for the future will empower all levels of their team, especially the front line, to solve problems in real time.In the past, efficiency meant following instructions. Today, it means taking initiative, thinking like owners, and adding value on the spot. This requires training, trust, and a supportive culture.As Apple put it: “We hire people to tell us what to do, not the other way around.”And while Steve Jobs’ quote “We wouldn’t need you if we didn’t have problems to solve” may sound blunt, the point remains: problem solving frees up leaders to be courageous.It’s this kind of blended, collaborative leadership that could define the next wave of business success.

Running a small business in Central Otago isn’t for the faint-hearted. You’re juggling clients, chasing invoices, trying to keep up with new opportunities, and making sure your staff are coping with the workload. Growth is exciting, but it can also tempt owners into slipping into “corporate” ways of operating, thinking more structure and control equals more success.But here’s the truth: what works for the big guys in Auckland or overseas isn’t what makes SMEs here thrive.Over-structuring small teams backfiresIt’s easy to think adding more systems, processes, and KPIs will create order. But in small teams, this often just creates stress.Corporates can get away with endless meetings, rigid performance metrics, and leaders who never touch the frontline work. SMEs can’t. When small businesses try to mimic that style, they lose their biggest advantage: agility.Culture, not control, drives growthThe thing that makes SMEs strong is culture. You can move quickly, test new ideas, and actually get things done. But that only works if your people feel trusted and backed by leadership.If staff are overloaded with new business but see no benefit or recognition, they won’t stick around. On the other hand, if they’re encouraged to share ideas, take initiative, and are rewarded for helping the business grow, they’ll invest in the journey with you.Example: A local tourism operator who gives staff a commission for bringing in new bookings, or lets them trial a new tour idea, is far more likely to keep staff engaged than one who piles work on without support.Lead from the front, not from the officeThe best small business leaders are present. They don’t hide in the office or distance themselves from the grind. That doesn’t mean micromanaging, it means being willing to pitch in when things are busy and showing you’re part of the team.When staff see you helping out, listening to their challenges, and celebrating their wins, they’re more likely to stay loyal and motivated.Example: An owner of a café jumping on the coffee machine during a busy weekend shows the team that they’re in it together. That builds more trust than any policy manual ever could.Growth is a team effortGrowth isn’t just about landing more contracts or opening another location. It’s about creating an environment where people want to show up and do their best.You can have the smartest business plan on paper, but if your team is burnt out or disengaged, things will stall.For Central Otago SMEs, the real growth driver isn’t corporatising your business, it’s staying people-first. Keep your business nimble, supportive, and human, and growth will follow naturally.The takeawayDon’t try to act like a corporate if you’re not one. Our region values trust, relationships, and rolling up your sleeves. If you lead with those values, your business won’t just grow, it will build the kind of loyalty and energy that keeps growth sustainable.

Trust. It’s not something you can buy with a discount code or bribe with a freebie. In Central Otago, where word travels fast and reputation is everything, trust is the real currency of business. If people believe in you, they’ll keep coming back, spend a little more, and even recommend you to their mates.But with digital tools, AI, and data-driven marketing growing every day, how do you keep that trust intact? How do you balance modern technology with the human touch that makes our small region special?Here are five practical ways local businesses can use personalisation and AI responsibly, without losing the human connection that builds long-term loyalty.1. Personalise with purposeSending a generic email blast to everyone in your database is like putting the same property flyer in every letterbox across Central, even if half of them are renters. People want information that’s relevant to them.AI tools can help you segment customers and tailor messages, but the key is to make it useful, not creepy. Locals don’t want you digging too deep into their data; they want you to show you understand their needs.Example for Central Otago: Instead of pushing every wine deal to every subscriber, a winery could segment emails so Cromwell locals hear about a cellar-door event, while Queenstown weekenders get updates about wine deliveries.Tip: Personalisation should feel like you’re saving people time and making their lives easier, not mining their data for profit.2. Be straight-up about AIAI is a buzzword, but it’s also already part of how many businesses run whether that’s writing social captions, managing bookings, or running Google Ads. People aren’t silly; if they feel tricked, trust vanishes.If you’re using AI, say so. Frame it as a tool that helps you work smarter, not as a replacement for the genuine local voice people connect with.Example for Central Otago: A real estate office could explain that AI helps them analyse property trends faster, but every listing description is still checked and polished by a local agent who knows the area.Tip: Openness builds credibility. Make it clear when AI is helping out and when a human is in charge.3. Sweat the small stuff in customer experienceIt’s not always the “big stuff” that loses customers, it’s the little frustrations. A clunky online booking form, slow replies to messages, or even confusing signage can push people away.Central Otago customers are loyal, but only up to a point. A couple of bad experiences and they’ll go elsewhere.Example for Central Otago: If your restaurant’s online booking page keeps crashing, locals will just head to the competitor down the road. A simple fix to your booking system can save you from losing repeat customers.Tip: Walk through your customer journey as if you were a visitor, spot and fix those small irritations before they add up.4. Keep human connection front and centreAI chatbots can be handy, but when people in our region have a real issue, they want to talk to a real person.Customers still value a voice on the other end of the phone, a smile across the counter, or a thoughtful reply to an email. Technology should support that, not replace it.Example for Central Otago: A tourism operator might use AI to answer FAQs instantly, but always offer the option to speak to a staff member who actually lives here and can give personal recommendations.Tip: Balance efficiency with empathy. Make sure people can always reach a human when they need it.5. Make the data exchange worth itPeople will share their details with you, but only if they get something meaningful in return. That “something” might be useful information, exclusive access, or simply a smoother experience.Example for Central Otago: If you’re collecting emails at a farmers’ market stall, tell people exactly what they’ll get “seasonal recipes, local food updates, and early invites to tasting events.” That way they know what’s in it for them.Tip: Be upfront about what you’re collecting, why, and how it benefits your customer. No surprises, no sneaky stuff.The bottom lineTrust is what keeps Central Otago businesses strong. It’s why people recommend their favourite café, stick with the same plumber for years, or go out of their way to visit a local shop rather than ordering online.By personalising with purpose, being transparent about AI, focusing on customer experience, keeping human connection alive, and being clear about data use, businesses here can stand out for the right reasons.At the end of the day, it’s simple: technology can make things easier, but trust is what keeps customers coming back.

Uber has officially launched in Alexandra, bringing more options for food delivery and rideshare services across Central Otago. Whether you're excited about convenient meal delivery or considering driving for Uber or Uber Eats to earn some extra income, it’s important to understand what it means for your vehicle insurance.Thinking About Driving for Uber in Alexandra?While signing up to drive for Uber or other rideshare platforms is relatively straightforward, many drivers are unaware that standard car insurance often doesn’t cover commercial use. Most private policies state your car is only insured for “private or domestic purposes.” That means if you’re delivering meals or transporting passengers for money, you may not be covered in the event of an accident.The Risk of Being UninsuredWithout the right coverage, a simple fender-bender could become a costly mistake. Even worse, misleading your insurer (even unintentionally) could result in denied claims or policy cancellation.Protect Your Vehicle, Protect YourselfUpgrading your insurance to include business or commercial use is usually simple—and it’s a small cost compared to the financial risks of being uninsured. It’s one of the smartest steps you can take to safeguard yourself and one of your most valuable assets.While Uber sets requirements to protect its platform and users, those requirements don’t always protect you.If you’re unsure whether your policy covers rideshare or delivery work, get in touch — we’ll make sure your insurance is working just as hard as you are.

If you’ve ever needed to sign an international document, you might have heard the term Notary Public thrown around. But what exactly is a Notary Public, and why does it matter that CM Law can now offer this service? We’ve got some exciting news: Kirsten Knights, Director at Checketts McKay Law (CM Law), has recently been appointed as a Notary Public — and that opens up a new level of convenience and capability for our clients across Central Otago and beyond.Let’s break it down. What is a Notary Public?A Legal Witness with International AuthorityA Notary Public in New Zealand is a lawyer authorised by the Archbishop of Canterbury (yes, that’s in the UK — it’s a very old tradition) to officially witness signatures, certify documents, and verify identities for use outside New Zealand. In short, a Notary Public acts as a bridge between our legal system and the rest of the world.What Does a Notary Public Actually Do?Here are a few things a Notary Public can help with:Witnessing signatures on powers of attorney, affidavits, or statutory declarations for use overseasCertifying copies of official documents like passports, birth certificates, or academic recordsVerifying identity for international business or legal transactionsPreparing Notarial Certificates that confirm a document is authenticFacilitating Apostille or Authentication processes for use in countries that require additional verificationIf you're dealing with foreign banks, embassies, courts, or universities, chances are you’ll need a Notary at some point. Kirsten Knights – Your Local Notary Public in Central OtagoWe’re proud to announce that Kirsten Knights, Director at CM Law, has recently been appointed as a Notary Public. With this new designation, CM Law now offers in-house Notary services — meaning you no longer need to travel to Dunedin or Queenstown to get documents notarised. It’s one more way we’re working to make life easier for our clients. What This Means for You1. No More Long DrivesCentral Otago has long needed more accessible Notary services. With Kirsten now authorised, you can save time and money by staying local.2. Peace of MindAs both a senior lawyer and a Notary Public, Kirsten ensures that your documentation is handled with precision and in compliance with international standards.3. Faster TurnaroundsBecause the Notary services are in-house, you don’t have to wait for referrals or delays — we’ll get you sorted quickly and correctly. Who Needs Notary Services?International travellers, students, investors, business owners, or anyone dealing with offshore authorities. If you’re:Applying for a job overseasBuying or selling property abroadStudying at a foreign universityDealing with offshore trusts or companiesHandling an overseas estate…you’ll likely need something notarised. Why Choose CM Law for Notary Services?At CM Law, we’re more than just legal experts — we’re part of your community. With over a century of trusted service in Central Otago, we’re known for:Clear communicationTailored solutionsTrusted expertiseDeep local rootsAdding notarial services just makes sense. It’s another cog in the machine that helps our region run smoothly — and it aligns with our vision to be your first choice for legal support in Central Otago. How to Book a Notary AppointmentIt’s simple:Call your local CM Law officeLet us know what you need notarisedBring along valid photo ID and any original documentsWe’ll take care of the rest In ConclusionHaving a Notary Public on the team at CM Law means we can offer even more comprehensive legal services — all under one roof, close to home. Whether you're sealing a deal abroad or applying for an international opportunity, we’re here to help make the paperwork pain-free.Notarising your documents doesn’t have to be a hassle. Now, it’s just another thing CM Law can take care of — professionally, locally, and efficiently. FAQs About Notary Services at CM LawQ: Can anyone at CM Law notarise documents?No, only Kirsten Knights is authorised as a Notary Public. However, our wider team can support the process by helping prepare your documents for notarisation.Q: Do I need an appointment?Yes, it’s best to book ahead to ensure Kirsten is available, especially if you have time-sensitive documents. Some documents require Kirsten to verify them with the issuer and this can take some time.Q: What should I bring to the appointment?Bring a valid passport or NZ driver licence, the original document, and any instructions from the receiving country (if applicable).Q: How much does it cost?Fees vary depending on the type of notarisation required. We’re happy to provide a quote over the phone or via email.Q: Can CM Law arrange Apostilles or further authentication?Yes, we can assist you in submitting documents to the Department of Internal Affairs for Apostille or Authentication, where needed.

A new survey of 875+ direct-to-consumer (DTC) brand operators has given us a snapshot of where AI is actually being used in marketing – and where it’s falling short. While the report was global, the takeaways are very relevant to New Zealand ecommerce operators, founders, and marketers.Adoption Is Almost UniversalNearly every brand is using AI already. Only 6.5% said they aren’t using it in marketing at all.The most common use is copywriting and ad text creation (77.5%) – the quick wins where AI can save time and generate content at scale.Other common uses: personalisation in email (43%), ad creative generation (42%), and audience targeting (32%).Bigger brands ($10M+ revenue) are more likely to use AI for forecasting, budgeting, and strategic decision-making, while smaller brands are sticking to creative tasks.The Main BlockersAI adoption is rising, but it’s not all smooth sailing.Uncertainty about which tools to trust (45%) and lack of training/expertise (42%) were the biggest barriers.Quality concerns (39%) – many feel AI outputs don’t yet meet their creative bar.Data privacy worries (28%) matter more for larger brands.Interestingly, budget (21%) wasn’t seen as the biggest problem.Why Brands Are Using AIThe top goal is efficiency – a huge 83% said they use AI to save time and streamline work.Other big goals: creating better-performing content (44%), boosting return on ad spend (36%), and making campaign decisions faster (32%).Few are using AI yet for data accuracy, deeper customer insights, or testing new channels, which shows most teams are still in “execution mode” rather than strategy mode.Impact So FarResults are mixed: 1 in 4 teams aren’t sure if AI is driving impact yet, and 13% said they’ve seen no lift at all.The biggest gains are showing up in ad creative (21%) and email/SMS campaigns (20%) – channels where speed and iteration matter most.Reporting, conversion optimisation, and media buying haven’t shown the same lift yet, especially for smaller brands.Who Owns AI in Marketing?For 40% of brands, the answer is “no one” – AI is being explored independently across teams.Where there is ownership, it’s usually with the CEO/founder (26%) or CMO/head of marketing (27%).Larger brands are more likely to have decentralised adoption, while smaller brands often have founders leading the charge.Jobs and TeamsMost marketers don’t see AI as a job killer. Over 51% say AI will enhance their team, and 23% think roles will simply evolve.Only 5% are actively planning to cut headcount because of AI.The general feeling? AI frees up humans for strategy, while agents handle repetitive work.Overall Sentiment43% are cautiously optimistic – excited, but keeping a close eye on risks.34% are outright excited, seeing AI as a competitive advantage.A smaller group are concerned (14%) about long-term impacts on creativity and jobs, while only 4% remain sceptical.The Road AheadA massive 84% expect to use more AI in the next 12 months – with almost half predicting a significant increase.The shift is clear: from experimenting with tools → to embedding AI as a core part of marketing systems and workflows.What This Means for Our BrandsFor New Zealand DTC operators, the message is clear:AI is no longer optional. Most global brands are already using it, at least for copy, ads, and content.Training and trust are the missing pieces. If your team isn’t confident, adoption will stall.Creative is the entry point. Start with content, then expand into forecasting, budgeting, and deeper analytics as you scale.It’s about augmentation, not replacement. The strongest operators are using AI to multiply output, not cut people.In short: AI is here to stay. The winners in ecommerce will be the ones who go beyond experimenting and start building systems that make AI part of their daily operations.

When you’re busy running a business, marketing can feel like the “extra stuff.” But really, it’s how you understand what your customers want, make sure your product fits, and connect with them in the right way. Do that well, and everything else gets easier.Why Marketing MattersMarketing isn’t just ads. It’s about:\Knowing your customer.Making sure your product or service is what they need.Reaching them where they actually are.Without it, people won’t know you exist — or why they should choose you.How It Helps Your BusinessBuild awareness: Find out where locals and visitors get their info — The Central App, Facebook groups, Google, word-of-mouth — then show up there.Develop new offers: Ask customers what they need and check what else is around. This helps you stand out, whether you’re a café, a tradie, or a retailer.Reach new customers: Work out who’s most likely to buy from you, then shape your brand and promotion to reach them.Adapt to change: Central Otago is seasonal. Review your products and channels regularly so you don’t get stuck in old habits.Stand out: A fresh brand, clear pricing, or a unique feature can give you the edge over competitors.A Local ExampleAli runs a bakery in Alexandra. She asked her restaurant customers what they needed. Many struggled to predict bread demand. Some over-ordered, others ran out mid-service.Ali introduced a simple fix: flexible morning orders and a late-day “safety delivery.” Restaurants loved it. Her revenue became more stable, and her customers were happier.The lesson? A bit of customer research can lead to changes that pay off every day.Know Your CustomersThink about how people buy: they realise a need, search, compare, then buy. Where do they look? How do they decide?Segment your customers. Locals vs visitors, families vs singles, budget-conscious vs premium spenders. Knowing this saves money by focusing your promotion on the right people.Review Your MixUse the 4 Ps as a quick check:Product – What’s the real benefit?Price – Is it fair and competitive?Place – Where and how can people buy?Promotion – How do they hear about you?Do this each season. Central is constantly shifting with visitors, events, and weather.Brand and PricingYour brand is what people say about you when you’re not in the room. Keep it consistent and genuine.Price matters too. Too high and you lose buyers. Too low and you lose profit. Test small changes until you find the sweet spot.Promotion That Works LocallyPromotion isn’t just billboards or Facebook posts. It could be:A listing or story in The Central App.Fresh Google profile photos.Local sponsorships (sports clubs, festivals).A simple sign that catches people driving through Cromwell.Quality over quantity — one clear message repeated works best.Budgeting SimplyThere are a few easy ways:Objectives: Set a goal, then spend what it takes to hit it.% of sales: Put aside a slice of revenue.Match competitors: Spend about the same as others in your field.What you can afford: Set a safe monthly amount.Whatever you choose, commit to it for a season and track the results.Quick Wins for This MonthAsk 5 customers what nearly stopped them buying.Update your Google photos and reply to reviews.Pick one clear message — who you’re for, why you’re different, how to buy.Test one small new thing — a bundle, locals’ discount, or seasonal perk.

Let’s call it for what it is - hustle culture is broken.Somewhere along the line, we bought into this idea that busyness = progress. That the more we push, post, chase and “keep up,” the more likely we are to succeed.But I’ve seen it over and over again. You can be the busiest person in the room and still be nowhere closer to a sustainable, profitable business.Because activity doesn’t equal impact. And noise doesn’t build trust.What’s missing?Meaningful value. Consistent positioning. A clear strategy.That’s the difference between a noisy business and a trusted brand.The people around you - your clients, your team, your community - don’t need you showing up just to tick a box.They need to know you’re in their corner – that your work helps them move towards the life, business or success they’re craving. That you’re not here to churn and burn, you’re here to serve.I’ve felt this shift in my own work over the past few years. I stopped chasing “growth for growth’s sake” and started deepening how I serve the people already in my world. That’s where trust builds. That’s where results compound.Take the Elevate EAP I launched recently with Anastasia from Work Happy. A private wellbeing hotline for our Elevate members – not because it’s profitable, but because it’s powerful. That move said, I see you. I’ve got your back. Let’s grow – sustainably. That’s the business I want to build.And that shift didn’t happen overnight. It’s taken time, belief, and the discipline to keep showing up. But now? People are reaching out. They see the consistency. They trust it – because I trust it.If you’re ready to grow your business with more clarity and less chaos, here are three moves to consider right now:1. Stop feeding the content machine and start owning your message.Don’t post for the algorithm. Post for the person you want to help. Say what matters. Then say it again.When you start showing up with intention – sharing your lens, your language, your unique point of view – people begin to associate you with something specific. That’s how authority builds. Not from saying everything… but from saying the right things, consistently. The clearer you are on what you stand for, the easier it is for others to remember you, refer you, and buy from you.2. Don’t chase every lead. Cultivate better ones.The goal isn’t to appeal to everyone – it’s to magnetise the right people.That means shifting your energy from spray-and-pray marketing to relationship-building. Send the follow-up email. Reconnect with that past client. Share something useful with a warm lead. The better your relationships, the stronger your pipeline. Because clients aren’t just buying what you do - they’re buying why you do it and how deeply they feel you understand them.3. Design your product ecosystem with simplicity and impact in mind.Too many experts overcomplicate their offers and proposals – and it costs them sales.You don’t need to have 6 services and 4 price points. You need one clear signature offer (maybe two) that speaks directly to the transformation your best-fit client wants. Position it well. Price it with conviction. Then go all in on making it easy to understand, easy to access, and even easier to say yes to. Simplicity scales. Clarity converts.This isn’t about doing more. It’s about doing what matters - with clarity, purpose, and power.Because the people who are standing out right now?They’re not the loudest. They’re the clearest. The most consistent.They’ve decided what they want to be known for – and they’re building from there.

As the colder months settle in, so do the seasonal bugs—coughs, colds, flu, and COVID. With more time spent indoors and in close contact, workplaces become prime environments for illness to spread. And while a few sniffles might seem harmless, the impact on productivity, morale, and business continuity can be significant.  The real cost of sickness According to the latest Umbrella Wellbeing Report, illness is costing New Zealand businesses an estimated $46.6 billion annually, or around $2,000 per employee per month. That’s not just a hit to the bottom line—it’s a wake-up call for employers to take proactive steps in supporting workplace health. WorkSafe NZ also reports that work-related ill-health leads to 5,000–6,000 hospitalisations and 750–900 deaths annually, with a social cost of at least $2 billion each year.Lead by example: Stay home if you’re sick One of the most effective ways to prevent the spread of illness is also the simplest: stay home when you’re sick. Leaders set the tone—if you show up unwell, others may feel pressured to do the same. Make it clear that using sick leave is not only acceptable but encouraged. This includes caring for sick dependants. Early rest and recovery help prevent wider outbreaks and keep the team functioning smoothly. Flexibility is key Remote work has become a valuable tool in managing health-related disruptions. If feasible, allow employees to work from home while recovering or caring for someone ill. But be mindful—sometimes rest is more productive than pushing through. Consider the nature of the illness, the employee’s role, and their ability to maintain quality and output. Open communication and a flexible approach go a long way in balancing wellbeing and performance. Create a health-conscious workplace The hygiene habits we adopted during the pandemic still apply. Regular cleaning—especially in high-touch areas like shared desks, bathrooms, and kitchens—remains essential. Provide hand sanitiser and ensure handwashing facilities are stocked and accessible. Good ventilation is also key: open windows, use air purifiers, or take meetings outside when possible. If you're hosting events or meetings, think about the space.  Are you cramming too many people into a small room? Is there adequate airflow? Consider alternatives like hybrid formats or smaller group sessions to reduce risk. Encourage preventative measures Support your team in accessing flu vaccinations and other immunisations. According to the Ministry of Health, providing seasonal flu shots can significantly reduce absenteeism and protect vulnerable staff. Promote awareness around basic hygiene—covering coughs and sneezes, staying home when unwell, and respecting others’ space.

Weka Landscaping has proudly taken home a Bronze Award in the 'Commercial Construction Under $500,000' category at the prestigious Registered Master Landscaper, Landscapes Of Distinction Awards 2025 held in Auckland over the weekend.The award recognises the company’s exceptional contribution to transforming the Monte Christo site on Young Lane, near Clyde, from a commercial raspberry farm into a world-class winery and visitor destination where the landscape plays a central role in expressing the site’s character and heritage.This national recognition marks the third major accolade for the small but determined Central Otago landscaping company, which continues to hold its own against large firms with teams of 50 or more.Company founder Andrew Rae started Weka Landscaping in 2014 after working in the landscaping industry from the age of 20. “I went to school to eat my lunch—I didn’t walk away with any qualifications,” Rae says. “But this shows what can come from backing yourself, working hard, and surrounding yourself with good people.”Those “good people” includes the tight-knit team of landscapers at Weka, the crew at Weka Garden Shop nursery, and a wider support network of mentors, industry peers and an accountant who keeps them in line. Rae credits them all for Weka’s success. “This award really belongs to the team—it’s recognition of what we’ve built together.”Like many businesses, Weka faced challenges through last year's economic downturn. “It was a tough year, especially in construction, but we’ve bounced back. There’s a lot more confidence out there again,” Rae says.He also acknowledged the Paris family, owners of Monte Christo Winery, for their vision and investment in the Alexandra Basin, and the many other construction professionals involved in the project, including Annabel at Plot Landscape Architecture. “It was a privilege to be part of a project of this scale and ambition. There was a huge amount of teamwork behind the scenes to bring it all together.”

The other night, over a cup of tea, I was talking with a business owner from Clyde who sells handmade homewares.Her products are beautiful, unique, and she’s got a few listings online but she doesn’t sell through an e-commerce store. “I’m not a digital business,” she said, “so do email flows even matter?”The answer? Absolutely.Especially if you’ve got a website, a Facebook page, or anywhere people can get in touch.Great email marketing isn’t just for big online stores. It’s about making the most of the interest you do get and helping potential customers take the next step whatever that looks like for you.Even big-name brands like Lomi (with their flash websites and full marketing teams) still miss a few tricks, and when their email marketing was reviewed, it turned out some small tweaks could make a big difference.1. First impressions countLomi’s first email lands straight after someone signs up, great timing.Their subject line says, “Welcome to the Future of Waste Reduction.” It’s slick and sounds smart. But it misses a trick, it doesn’t actually say what’s in it for the reader.What can you take away?If you’re offering something (even just info or a friendly hello), say it early, in your subject line and your first sentence. For example: “Thanks for joining - here’s your $10 voucher” or “Welcome! Your event guide is inside.” This helps increase your open rate and helps with conversions.One more thing: Don’t confuse your reader. Lomi mentions two offers.The header promotes a $50 Pela Case gift card, while the body copy offers $25 off with a code, and it creates uncertainty. When people aren’t sure, they pause. And pausing often means never coming back.Tip for locals: If you’re doing a giveaway or special deal, keep it simple. One offer, one action. For example: “Reply to this email and get a free sample next time you’re in-store.”2. Don’t let the excitement drop offLomi’s second email comes two hours later (nice timing again). It dives into their mission, cutting food waste and climate change and shows real-life benefits: cleaner kitchens, healthy soil, less smell.But they forget to mention the offer again. That little discount or perk from the first email? Gone. People forget fast. It’s like putting out free biscuits, then hiding them behind the till.Your move?Remind them what they signed up for. If you’ve got a freebie, a guide, a discount or even a story worth reading. Mention it again. People skim, scroll, and need that nudge.Also, using words like “easy,” “quick,” or “no-fuss” helps build trust. Most people aren’t looking for complicated. They want helpful.3. Be human, it worksIn their third email, Lomi sends a plain text message from their CEO. It’s heartfelt, straight-talking, and builds real connection.This works so well for small towns like ours. If you’ve got a name and face behind the brand. Use it. Send a note “from the owner” or share your story in a way that feels like a chat, not a sales pitch.Only problem? The offer (yep, that one again) is buried way down the bottom. In a world of short attention spans, lead with your best stuff.Wrapping it all upWhat I love about Lomi’s approach is that it feels real. The visuals are nice, the tone is human, and they care about their mission. Sound familiar? That’s most businesses around here.Even if you’re not selling online, email is a powerful way to build trust and stay top of mind. A welcome message, a reminder, a behind-the-scenes story, it all adds up. Whether it’s to drive foot traffic, bookings, or just grow your community.So if you’ve got people signing up, messaging your page, or popping into your inbox, don’t leave them hanging. A little email love goes a long way.