SHBA 2016 ANNUAL REPORT2017

EthicsBoard Charter South Harbour Business Association 2017 – 2018

Financial StatementsJune 2016

Partnering AgreementBetween Auckland Council and SHBA for delivery of the BID Program .

BID Funding AgreementSpecific deliverables in terms of the BID Program. NB SHBA is an independent business association which undertakes a range of activities, as determined by its members through the Strategic Plan Work Plan and budget, approved at each AGM.

Major decisions, actions, and submissions of SHBA are made by the Board of SHBA which is made up by representatives of the local business community it represents. This fundamental governance structure removes the risk of conflict and ensures the wishes of the members of SHBA are acted upon. We will continue in this vein on behalf of our business community.

Our Manager, Alex Holley JP, has operated a successful partnership business; farming and business consultancy for over 30 years and has undertaken the role of BID Manger for the last 13 years. She is paid an hourly rate which has never been increased in the 13 years she has been with the organisation. Much of her work is pro bono and she employs a part time assistant out of her own income.

The association has a Treasurer who manages all financial matters and our accounts are subject to annual audits

SHBA Prospectus discusses matters relevant to SHBA and the organisation’s outreach. Further, our Prospectus explains how BIDs operate and a summary explanation of some of the policy requirements which we take great pleasure in adhering to. Thus, we can demonstrate democracy,transparency, compliance and added value in the services we deliver.

Defined Benefits (in response to needs requested by our members and the wider business community of Mangere – compiled from over 200 questionnaires we have undertaken with local business owners).

  • To have a Business Association
  • Working together to have a safe and crime-free district
  • To have an independent agency advocating for business and property owners
  • To be told about changes in the business environment
  • Networking events
  • Free recruitment services
  • Business mentoring
  • JP services
  • Emergency planning and more….

Successfully submitted to DAUP against allowing domestic and commercial activities (which would give rise to reverse sensitivity issues) in light and heavy industrial zonessuch as Market Cove development. The success lies in the number of prohibited and non-complying activities scheduled in the final plan

Submitted successfully against the Interim Transport Levy – saved an increase in UAC on industrial sector plus a proposed capital value rate on business owners. In many cases this would have cost each business $000s.

Successfully submitted against Transpower’s proposed expansion of the transmission corridor which would have significantly limited activities on business properties within the corridor zone.

We continue to leverage the collective BID advocacy function on behalf of the wider business community (30,000 business owners) plus property owners

Specifically, to the point of the Cycleway:

At a meeting held with council staff in November 2015 we totally rejected the MOLB design for the proposed Norana Walkway. SHBA were then excluded from the council’s consultation process regarding the walkway.

In 2015 we rejected the MOLB design for the proposed Norana Walkway. In April 2016 we were informed by a business owner that the council were calling for submissions on the 2015 drawings, closing May 2016. We requested to be added to the stakeholder group and heard nothing more. Subsequently we requested a meeting and met with AC Parks staff and conveyed our concerns about the same reverse sensitivity issues we tabled in 2015 - when we totally rejected the proposal.

We had numerous meetings with AC Parks staff and tabled all the concerns we had gathered in our discussions with business owners.

We again went out and consulted with all business owners along the boundary route, established their individual concerns. Surprisingly, most business owners were in support of the walkway so long as their concerns were addressed. Instead consulted with all business owners along the boundary route, established their individual concerns and ultimately had the whole design redrawn taking account of all concerns in the 2016 plans.

These were woven into a whole new design and the new drawings were produced in August 2016.

We have repeatedly submitted to MOLB for CCTV to be included in the walkway area with the intention for it to be linked into VIBE.

Subsequent to introduction of security surveillance services and installation of CCTV monitoring achieved 70% reduction in reported crime in the BID area.

Participation in VIBE CCTV monitoring: a crime prevention partnership with Police which addresses the limited response capability of Police while meeting the needs of the business community.

Contributing to local jobs for local people through promoting Ara.

Ongoing troubleshooting on behalf of business owners to address individual needs of business owners.

Visits to business owners, monthly newsletter, networking events, Facebook page, website

Maintenance of emergency response database of BID members

Promoting a safe and healthy local environment through CPTED audits (undertaken jointly with Asplundh) and responses

Submissions to central and local government plans and policies

Networking with multiple agencies to ensure the needs of our business community are communicated in a timely and strategic way.

MEASURING ACTIVITY OUTCOMES

KPI ACHIEVEMENT 2016-2017

Working in partnerships:

Measure:

  • Business Plan completed and approved at 2016 AGM
  • Compliance with BID contract evidenced by quarterly reviews.
  • Uptake of ATEED offerings/Airport Connect events.
  • Compliance with Constitution (Audited accounts).
  • Contribution to Ara Jobs and Skills Hub – local jobs for local community
  • Advocacy. Diverse submissions on behalf of members and stakeholders
  • Transpower Transmission Corridor Appeal and Arbitration
  • Consultation and facilitation of Norana Walkway design review and updates
  • Auckland Council BID Partnering Agreement operational
  • Favona Major Hazard Facilities Upper and Lower Tier Community Consultation and Communications Project
  • Resilient Business and Community Emergency Planning and Response Project
  • After hours Emergency Response database maintained as Police ‘Point of Truth’.

Regular communication:

Measure:

  • Minimum of two site visits annually to each business by Association staff
  • Minimum of monthly communications with every business (emails, phone calls, news, Facebook).
  • Website maintained.
  • Active contribution to MOLB BID Managers’ Forum

Focus on health, safety and security:

Measure:

  • Satisfaction levels in surveys
  • Levels of reported crime
  • CPTED auditing and reporting
  • Response to CPTED communications (# issues having a timely resolution)
  • Partnership with Police
  • CCTV capacity and capability expanded
  • Trouble shooting – dumping, graffiti, signage, litter,

Networking:

Measure:

  • Minimum of 3 networking opportunities communicated.
  • Businesses database maintained
  • Participation in MOLB BID meetings and planning
  • Participation in Auckland Region South BID Forum
  • Member Auckland South Civil Defence