The case for Len Salt being a one-term Mayor

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Written by

Flemming H Rasmussen

Published on

January 7, 2025

CONTEXT: Our October 2025 LGE [Local Government Election] is looming large on the horizon.

BY FLEMMING H. RASMUSSEN

Several candidates have already thrown their hats into the ring to contest the Mayor position in our district. More are expected to join the race before the candidate nominations close 1 August 2025. Your vote and engagement are crucial in shaping our future district.

INTRODUCTION:

Len Salt, our incumbent Mayor, when asked about standing (again), stated, “…it was too early to make a call, saying let’s talk after Christmas” (CFM website 14/11/24 + subsequent interview). In recent weeks, we have seen more of him in a suit, out and about, on the Eastern side than in most of 2024. Read into that what you want.
At the heart of our democratic system is holding elected members accountable and demanding transparency. As the political season kicks off, assessing Salt’s term as Mayor is timely.

SALT’s 2022 LGE PLEDGES:

In the 2022 LGE lead-up, Salt stated, “..council has to take back control of our own work, decision-making, policies and financial future”. (https://www.valleyprofile.co.nz/ 2022/06/05/len-salt-to-stand-for-mayor/).

“Talk is cheap”, especially in politics. Below, we acid test Salt’s actual delivery versus three (3) core issues/solution pledges made in an advertisement in the Whangamata News on or about 02/09/22. He urged people to vote for him because he would [champion];

1. “Open and Transparent Governance”: Fostering a transparent and inclusive governance approach, ensuring residents’ voices are heard and considered in council decisions.

INSTEAD, we got:

Secrecy and Closed Workshops: Under Salt’s stewardship, TCDC remains one of very few Councils to actively reject adapting the Chief Ombudsman’s guidance and recommendations to ensure greater transparency, accountability and openness in Council business.

Analogous to Salt’s’ pledge is a 2017 Prime Minister espousing that her government would be “the most open, most transparent Government that New Zealand has ever had”!

For good measure, under Salt’s stewardship, TCDC, on 29 October 2023, under urgency, rushed a decision to establish a Maori Ward without genuine electorate consultation. This was two weeks after the 14 October 2023 General Election, before a new central government was formed. Neither the Mayor nor any Councillors campaigned on it.
Grade: FAIL

2. “Responsible and Prudent Financial Management”: Regaining control over costs by reviewing Council’s “contracts model”. He believed it would allow Council to operate more efficiently/effectively, reducing unnecessary expenditures through “Task force reviews of contracted services” and “target driven cost management”.

INSTEAD, we got:

2.1 Rate Grab: Since Salt became Mayor, we have had 30-34% compounding rate increases in two years. On the Eastern side, this equates to $1,350 extra in rates p.a. for an avg. ratepayer. We pay a historic high $4,500-$4,600 p.a. avg. rates. (Mercury Bay $4,610, Whangamata $4,553, Tairua-Pauanui $4,566). (Council provided figures per LTP2024/34 pp 48).

Before Salt became Mayor, the Council collected $83.4m (actual 2022/23) from us in rates. Under his watch, it increased by $11m to $94.4m (actual 2023/24) and a further $14.2m this year, bringing total rates to $108.8m (budget 2024/25 – 10/12/24 Council Meeting, Board pack, p. 193).

Notably, MB and SE Wards pay +$81m (approx. 75%) of TCDC’s $108.8m rate income. Coromandel-Colville and Thames Wards contribute 6.5% and 18.5% respectively.

2.2 Staff Cost: Under Salt’s watch, personnel costs have ballooned from $20m on 30 June 2022 (Annual Report 2021/22 p.65)) to $24.5m on 30 June 2024 (Annual Report 2023/24 p.81). This year’s budget is $27.8m (2024/25 budget – 10/12/24 Council Meeting, Board pack, p.193). A modest 39% increase under Salt’s watch!

2.3 Headcount: Council had 255 Full-Time Employees (FTE) equivalents 30/06/24 (Annual Report p.83). Up from 223 on 30/06/23 (Annual Report p. 66).

Grade: FAIL

3. “Future proofed critical infrastructure”: Ensure the district’s services and infrastructure are fit for purpose, ready to meet future demands, stressing the need for strategic planning and investments to maintain and improve essential services and facilities.

INSTEAD, we got:

Annually reoccurring “3rd World water restriction messages to conserve water”. As I write, we have L5 Watering Ban (highest restriction) in Pāuanui, Tairua, Hāhei, and Matarangi. Allegedly because summer has arrived, which means more visitors (what a surprise….).

We pay more rates than ever to fund such water service and infrastructure delivery. Many of us pay water user charges on top of rates. We have more TCDC staff than ever.

No material new infrastructure projects have seen the light of day during Salt’s time in office. What has been achieved was planned, in the pipeline, when he took office.

Grade: FAIL

THE SOLUTION: FUNCTION, FORM AND FUNDING

The government has challenged Councils “to rein in the fantasies and to get back to delivering the basics brilliantly.”

We pay rates to receive clean drinking water, storm and wastewater treatment, solid waste management, rubbish pick-up, local roads and walkways (fill the potholes), and cost-effective maintenance of assets. TCDC needs to focus on “delivering these basics brilliantly“.

The government’s Local Water Done Well reforms will majorly impact our future infrastructure requirements and reduce TCDC’s organisation to deliver the basics. Questions about WHAT (to do), HOW (who), and WHEN are at the core. Strategic decisions with intergenerational ramifications.

CONCLUSION:

We get the politicians we deserve. We elect them. Metaphorically, we are, from a mayoral perspective, paying penance! Council is a $161.8m business (revenue; budget 2024/25). Articulating a vision, defining and setting policy, and leading effective governance requires skills, experience, and competencies fit for purpose. Many on the Eastern and Western sides believe Len Salt does not have what it takes. A poor business track record and political scorecard speak volumes.

DECISION TIME:

Who should be our Mayor? Who should be our Councillors? Y/N binding Maori Ward poll? Strategic water reform, Council restructuring…. the list is long. We must all “turn up” and exercise our right to vote and impact meaningful change.
What do you think?

Flemming is a Whitianga based independent lawyer
Disclosure: Bringing proven expertise, business acumen and common sense to Council, the writer intends to contest the 2025 Local Government Elections (LGE).

The case for Len Salt being a one-term Mayor

BY FLEMMING H. RASMUSSEN

Several candidates have already thrown their hats into the ring to contest the Mayor position in our district. More are expected to join the race before the candidate nominations close 1 August 2025. Your vote and engagement are crucial in shaping our future district.

INTRODUCTION:

SALT’s 2022 LGE PLEDGES:

In the 2022 LGE lead-up, Salt stated, “..council has to take back control of our own work, decision-making, policies and financial future”. (https://www.valleyprofile.co.nz/ 2022/06/05/len-salt-to-stand-for-mayor/).

“Talk is cheap”, especially in politics. Below, we acid test Salt’s actual delivery versus three (3) core issues/solution pledges made in an advertisement in the Whangamata News on or about 02/09/22. He urged people to vote for him because he would [champion];

1. “Open and Transparent Governance”: Fostering a transparent and inclusive governance approach, ensuring residents’ voices are heard and considered in council decisions.

INSTEAD, we got:

Secrecy and Closed Workshops: Under Salt’s stewardship, TCDC remains one of very few Councils to actively reject adapting the Chief Ombudsman’s guidance and recommendations to ensure greater transparency, accountability and openness in Council business.

Analogous to Salt’s’ pledge is a 2017 Prime Minister espousing that her government would be “the most open, most transparent Government that New Zealand has ever had”!

INSTEAD, we got:

Before Salt became Mayor, the Council collected $83.4m (actual 2022/23) from us in rates. Under his watch, it increased by $11m to $94.4m (actual 2023/24) and a further $14.2m this year, bringing total rates to $108.8m (budget 2024/25 – 10/12/24 Council Meeting, Board pack, p. 193).

Notably, MB and SE Wards pay +$81m (approx. 75%) of TCDC’s $108.8m rate income. Coromandel-Colville and Thames Wards contribute 6.5% and 18.5% respectively.

2.3 Headcount: Council had 255 Full-Time Employees (FTE) equivalents 30/06/24 (Annual Report p.83). Up from 223 on 30/06/23 (Annual Report p. 66).

Grade: FAIL

3. “Future proofed critical infrastructure”: Ensure the district’s services and infrastructure are fit for purpose, ready to meet future demands, stressing the need for strategic planning and investments to maintain and improve essential services and facilities.

INSTEAD, we got:

Annually reoccurring “3rd World water restriction messages to conserve water”. As I write, we have L5 Watering Ban (highest restriction) in Pāuanui, Tairua, Hāhei, and Matarangi. Allegedly because summer has arrived, which means more visitors (what a surprise….).

We pay more rates than ever to fund such water service and infrastructure delivery. Many of us pay water user charges on top of rates. We have more TCDC staff than ever.

No material new infrastructure projects have seen the light of day during Salt’s time in office. What has been achieved was planned, in the pipeline, when he took office.

Grade: FAIL

THE SOLUTION: FUNCTION, FORM AND FUNDING

The government has challenged Councils “to rein in the fantasies and to get back to delivering the basics brilliantly.”

We pay rates to receive clean drinking water, storm and wastewater treatment, solid waste management, rubbish pick-up, local roads and walkways (fill the potholes), and cost-effective maintenance of assets. TCDC needs to focus on “delivering these basics brilliantly“.

The government’s Local Water Done Well reforms will majorly impact our future infrastructure requirements and reduce TCDC’s organisation to deliver the basics. Questions about WHAT (to do), HOW (who), and WHEN are at the core. Strategic decisions with intergenerational ramifications.

CONCLUSION:

DECISION TIME:

Who should be our Mayor? Who should be our Councillors? Y/N binding Maori Ward poll? Strategic water reform, Council restructuring…. the list is long. We must all “turn up” and exercise our right to vote and impact meaningful change. What do you think?

Flemming is a Whitianga based independent lawyer Disclosure: Bringing proven expertise, business acumen and common sense to Council, the writer intends to contest the 2025 Local Government Elections (LGE).

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Who should be our Mayor? Who should be our Councillors? Y/N binding Maori Ward poll? Strategic water reform, Council restructuring…. the list is long. We must all “turn up” and exercise our right to vote and impact meaningful change.
What do you think?

Flemming is a Whitianga based independent lawyer
Disclosure: Bringing proven expertise, business acumen and common sense to Council, the writer intends to contest the 2025 Local Government Elections (LGE).