In business and not-for-profit organisations, assumptions can often lead to misunderstandings. This week’s Kiama Council meeting, held at the Gerringong Town Hall, offered a prime example of how changes in personnel and management structures can disrupt long-standing relationships and create unnecessary frustrations.

The debate centred on the Kiama Show Society’s surprise at receiving a $10,520 invoice for the hire of the Pavilion. Historically, the Show Society had never been charged for its use, with in-kind support from the council forming part of an agreement spanning over 90 years. However, recent changes in council management had moved responsibility for the Showground Pavilion under the tourism division, where staff were unfamiliar with this legacy.

Sandy Rendel, speaking on behalf of the Show Society, highlighted the key issue: “The fact that we’ve had an agreement relating to the use of the pavilion going back for 90 years is not something that someone who started with council a year ago would automatically know. It’s unfair to expect them to have that knowledge without us explaining it.”

This situation is not unique to local government. Whether in business or not-for-profits, the loss of corporate knowledge due to restructuring, retirements, or staff turnover can lead to inefficiencies and strained relationships. Institutional memory is a valuable but fragile resource. As Rendel noted, “When I joined the Show Society in 1980, there was shared knowledge and experience across both the council and the committee. Today, that has changed.”

To address this, organisations must actively document their agreements, processes, and historical practices to ensure new staff and management understand the context of their decisions and relationships. Without such documentation, valuable insights and traditions can be lost over time.

Changes in management structures and methodologies are inevitable. Rather than reacting negatively to these shifts, organisations should focus on educating new stakeholders about the value and nuances of existing relationships. “It’s just a matter of communication,” Rendel explained. “We need to explain how the relationship works and why it matters.” Clear communication bridges gaps and ensures transitions in leadership or structure do not disrupt organisational goals.

The relationship between the Show Society and the council has historically been built on mutual respect. However, rebuilding that connection now requires intentional effort. As Rendel observed, “It’s time to tuck the tourism division tightly under our wing, bring them to the show, and show them the cultural and community significance of this event.” Proactively engaging with new stakeholders strengthens ties and fosters a shared understanding of the event’s broader importance.

The Kiama Pavilion, built as a multi-purpose community space, has always been integral to the show. While the council now focuses on generating revenue from the pavilion, Rendel noted the importance of balancing commercial goals with the facility’s primary purpose as a community asset: “It’s good that it can pay for itself, but that was never its primary purpose.” Recognising the pavilion’s cultural significance ensures that it remains a vital part of the community while supporting broader financial objectives.

This story serves as a reminder for all organisations: long-standing relationships, however robust, are not immune to the impact of change. As Rendel reflected, “We can never take people for granted.” Whether managing a small business or a major not-for-profit, documenting history, communicating proactively, and adapting to change are essential for maintaining continuity and building sustainable relationships.

The Kiama Show Society and council ultimately resolved the issue with a fee waiver and a commitment to better communication moving forward. But the broader lesson is clear: in a world of constant change, relationships must be nurtured with the same care as the events and communities they support.