One of the greatest privileges of serving our community as a Member of the Waitematā Local Board, is being able to support projects that enrich our lives and our environment.
But support must be accompanied by good governance. At our recent business meeting we discussed a proposal to grant a community organisation a lease for 10 years with a 10-year right of renewal – a significant commitment for 1.7 hectares of public land. What should have been a transparent, well-evidenced recommendation turned into a case study in why local governors must apply a commercial lens, even when dealing with community assets.
Confusion in the Town Hall
Our last Agenda was over 1000 pages, yet we were given only one full working day to digest complex information before we had to make important decisions. I doubt there is a private sector Governor across the country who would find that acceptable. One could be forgiven for wondering if we are elected to box tick, rather than govern.
On the community lease item, the council recommendation started with a five-year lease with no right of renewal. But later in the Agenda there was a recommendation for to 10 + 10 years, apparently changed after a board workshop. The result? Confusion.
Constituents who had read the agenda could have believed the direction of travel was a five-year lease. We owe the public better communication and better reporting. If we want our community’s trust, we must act in a way that earns it.
Ownership Unclear, Accountability Lacking
A key rationale staff gave for a long lease of 10x10, was that the Trust (name withheld) owns the 40-year-old sheds on council’s land. Yet the Chair of the Trust agrees that the ownership is unclear. Further, there is no record of the buildings on the Trust’s balance sheet. No proper due diligence appears to have been done to verify ownership, a key factor in the staff’s recommendation.
Council staff should be thorough in their reporting before recommending the granting of a non-contested lease of 1.7h of public land for two decades. That is what commercial leaseholders would expect it is what ratepayers expect.
Financial Nous
This is not just a question of process - it’s also one of financial prudence. When assessing long-term community leases, Council staff, and ideally eight board members, should be able to read a set of accounts to determine if expenses are outpacing income. They need the ability to assess the strength of an organisation from its balance sheet.
Board Member Greg Moyle made an important point: “If this was my business, I wouldn’t sign this lease.” His view, like mine, is that we want community organisations to thrive. But thriving means having a strong foundation and a solid plan. Council needs to take some responsibility in ensuring support of community organisations on council land to ensure the best outcome for the community we serve.
Let’s Plan for Long-Term Success
Member Allan Matson wisely suggested a Letter of Comfort, alongside my suggestion we continue the current month-by-month lease, giving the Trust four months to co-develop a strategic plan with key stakeholders. This would clarify their long-term vision and sustainability, ensuring it is fully aligned with our Local Board Plan and include metrics to measure community benefit. This isn’t a radical idea. Commercial people deliver strategic plans out in the real world all the time it’s not rocket science. We have a responsibility to steward land wisely for future generations.
The Chair and City Vision Team Seem Incapable of Quality Governance
We can love a project and still ask hard questions, The Chair and the City Vision team seem incapable of grasping this. It's our job as governors to ensure community assets are well-managed and impactful. Without clear performance measures, confidence in financials, certainty on asset ownership, confidence in the advice we are given, or strategic clarity, we risk a lack of confidence in council and the local board. How is it that only Members Greg Moyle, Allan Matson and I seem to realise this?
The Waitematā Local Board needs to back community organisations, but we must do so smartly. Let’s give them the support they need to become more resilient. Let's also make sure we communicate clearly and honestly with the people we serve, give them full information and the confidence in their elected officials.
To contact Sarah Trotman in her capacity as a C&R Member, email her at sarahtrotman@outlook.com. To contact her in her capacity as an Elected Member of Auckland Council’s Waitematā Local Board, email her at sarah.trotman@aucklandcouncil.govt.nz or you can give her a call on M: 021 487 583.
