31 minute read
North Shore History: David Verran
The Devonport Museum – 1976-1980 By David Verran
In preparation for a local museum, the Devonport Library Associates were cataloguing local historic photographs and gathering documents, while the Devonport Borough Council was offering financial and advisory assistance and other help. The end goal was at that time a joint museum project between the Devonport Historic Society and the Library Associates. Paul Titchener retained his role with the Devonport Historic Society through August 1976 and received further moral support for a museum from the Devonport Garden Circle. However, the next move came from the Devonport Library Associates.
In late February 1977, the basement at the north-east corner of Victoria Road and Clarence Street was proposed T2220 courtesy of Auckland Libraries Heritage Collection: including the 1890 extension to the Devonport as a better location for the museum. Presbyterian Church, and now the Devonport Museum building. Devonport Library Associates’ Colin Charles Bowley (1937-1984) noted that the lease on the basement was was sufficient membership of the proposed Devonport Museum and soon to expire and the location would be handy to the ferries, shops Historical Society. and parking. The Library Associates, which by its constitution could only However, by September 1977 the old Devonport Presbyterian Church fund the library and not a museum, approached the Council to check the building became the fourth and most preferred option and the old basement’s suitability and called for a public meeting to form a separate Council quarry in Vauxhall Road on Mount Cambria became the final society to establish and run a museum. However, the Council noted that location. The church had been built in 1866 at the corner of Church and while the basement had previously been used as an art gallery, it provided Cracroft Streets and opened in 1867. In 1890 it was moved to the rear of poor access for the disabled and elderly. It is now part of the site of the the church site to allow for extensions and in 1916 another Presbyterian Manuka Café and Restaurant. church, St Paul’s, was consecrated in Albert Road, with the church building on the old site becoming the Sunday School. In 1956 that building was
Bryan Sawyer was a forty-four- sold to the Y.M.C.A. and in 1976 the combined 1866 and 1890 building was then auctioned, with the 1866 section converted into a two-storey year-old real estate agent. house. The new owners, Lynn and Colin Barrow, wanted to demolish the 1890
Impressed with the need to preserve heritage architecture section but Brian Sawyer intervened on behalf of the steering committee, which now favoured purchasing that part of the old building for $1,000. Originally the Society had been relying on raffle tickets and the like for from a visit to London, he was fundraising, but more income was necessary. Ultimately, the Society borrowed $8,000 over five years from the BNZ, which was paid back in asked by local architects to lead the search for an alternative site. four, and the Council agreed that the old building could be relocated to Council-owned land, next to the Devonport Kindergarten (on that site since 1954). The 200-member Devonport Museum and Historical Society now had both a building and site. However, there needed to be much clearing of
In March 1977, the Council decided in principle to both underwrite that site, which had also been used as a plastic recycling dump, with much the basement’s rent for six months and make a $500 grant, but this wasn’t general junk and rubbish. The site also required bulldozing into the cliff finally actioned. In the North Shore Times Advertiser of 19 July 1977 Paul face and sloping to avoid a collapse. The 1890 building was strengthened, Titchener in his ‘Beginnings’ column continued to make the case for a sawn in half and moved onto the cleared site on 30 March 1978 for museum. $2,500. After a lot of work, Devonport Museum opened to the public on
Bryan Sawyer was a 44-year-old real estate agent. Impressed with 10 February 1980, to great fanfare, and rostered volunteers for weekend the need to preserve heritage architecture from a visit to London, he openings. A mezzanine was added in 1990. was asked by local architects to lead the search for an alternative site. I am working on a history of the Museum, and welcome any He became convenor of the museum steering committee in 1977 and information you may have via my email. investigated an old cottage at 26 Anne Street for the museum. In July 1977 the Devonport Borough Council agreed to pay that rental, providing there david.verran@xtra.co.nz
By Sonia Thursby, CEO, Yes Disability
Jumping into Term 2
Sonia Thursby.
The holidays have been an amazing platform for providing young people with disabilities the opportunity to upgrade their skill sets both personally and professionally. It has also launched us smoothly into the work in store for term 2!
We ran another Pasifika Symposium for youth with disabilities, known as “Fala Talanoa” or “Mat Talks”. We collaborated with world renowned music producer, Tenei “10A” Kesha, and Disability Advocate Powerhouse, Pati Umaga, over a two-day workshop. Through cultural music, dance and performing arts, we were able to tell our stories and experiences as Māori and Pasifika young people with disabilities.
We also had major success with our Pasifika Education Support programme being held at Shore Junction, Takapuna. With interest from three local schools in the area, we have had an increase in attendances over the last few weeks of term, with a total of 24 concurrent participants coming into Shore Junction every day we have had our programme running.
We also now have another new member of staff joining us! All the way from Australia, Shannon has come onto the team as the new I.Lead Operations Manager. With her qualifications and vast experience and knowledge in working with youth using the cocreative process, Shannon is coming into I.Lead and Yes looking to make a difference for youth with disabilities here in Aotearoa.
With all these new projects, people and expertise added to the mix, we are geared up to take on the voices of youth with disabilities in another I.Lead conference this year. We are looking for young people with disabilities who not only want to join in the conference, but also be part of the process joining the I.Lead National Committee.
For more information on what’s going on at Yes and I.Lead, and to join in on the action, contact us: ilead@yesdisability.org.nz
Wilson Home Chapel available for weddings
The staff have been busy this month getting out and about. Staff have visited Parafed Auckland, the Show Your Ability Expo, Waitakere Hospital Open Day and we were very excited to attend the opening ceremony of the Halberg Games.
We enjoyed hosting the CP Society team here on site and holding a fun Easter morning tea for families.
The gorgeous chapel is available for weddings and other events. Please contact Justine on 022 1211 477 or email weddings@wilsonhometrust.org.nz for more information.
The next grant closing date is on Thursday 3rd June; please visit our website for more information – www.wilsonhometrust.org.nz
Attention local knitters / crocheters – with winter and the colder weather around the corner, we are still needing hats and scarves for our families, so please pick up your needles and get knitting / crocheting. Please drop off to the Trust Cottage at 1 St Leonards Road, Hauraki.
If you would like to know more about the Wilson Home Trust and the work we do check out our website www.wilsonhometrust.org.nz or facebook page https://www.facebook.com/wilsonhometrust1/
By Sonia Thursby, CEO, Shore Junction Shore Junction membership is free
Sonia Thursby.
Membership of Shore Junction is open to all young people aged 13 to 24 and membership and attendance is free. We have created a safe and fun space for young people to come and relax with their friends, enjoy activities, participate in some informal learning and develop their social skills. We have a committed group of youth workers (all Police checked) who help on a regular basis to run the activities.
There are a number of different spaces that make up Shore Junction. These include: arts space, exercise and movement space (dance studio), music room, digital suite (recording studio), Accidental Connections (hangout zone), Makerspace, study areas, meeting rooms and free wifi. There are various pieces of equipment in each of the spaces which your young person can use completely free of charge i.e. DSLR cameras, Wacom tablets, sewing machine, drum set, keyboard, guitars, smart screens, robotics, electronics .
To make membership easier we ask students to sign up at member. shorejunction.nz. Here we receive all their details as well asking them to agree to our membership terms and conditions. Once young people are signed up they received a membership card which they swipe when coming in and out of the building, so we can keep track of who is in the building at any one time.
For safety and security purposes there are closed circuit cameras operating in all areas of Shore Junction to allow our youth workers to keep an eye on what is happening.
Shore Junction’s current opening hours are Tuesday to Friday 10am until 6pm, with the expert hours from 3:30 to 6pm. These hours are subject to change as Shore Junction gets busier and we will update the hours on the website.
Josh Martin is our Youth Development Manager and Annaliese Hewitt is our Centre Director. They can be reached on 021 222 510 or info@shorejunction.nz. We also have a range of youth workers and pillar experts who work directly with young people.
We have a few basic rules about behaviour, which are all common sense. Sometimes it might be necessary to enforce these rules when a young person is very disruptive or dangerous. Any young person who does not adhere to the code of conduct may forfeit the right to attend Shore Junction.
We welcome any questions from parents and please feel free to get in touch if you would like to view Shore Junction.
And remember, at Shore Junction Everything is Kapai.
Inquiry-based learning
In my job as Middle School Principal at Kristin, Dave Scott I interview a lot of prospective students. I always ask them what their experience of school and learning is like and what kind of learning excites them.
Usually, they talk about ''inquiry'', something they get to do rarely but something they would like to do more often.
There's a lot of talk about the importance of inquiry-based learning in education. Yet, despite all the hype, there is often a lack of clarity around what, precisely, inquiry-based learning is. The origin of the word "educate", the Latin word educo, means to bring out or pull from, and develop from within. Inquiry-based learning does just that. While there is no one correct, all-encompassing definition, in general, inquiry-based learning refers to a set of active approaches that encourage students to engage with new ideas through curiosity and exploration. As protagonists of their own learning process, students develop new knowledge and skills while charting their own course, and therefore, develop longer-lasting competencies and critical skills such as self-efficacy, critical thinking, problem-solving and relationship-building in the process.
As an International Baccalaureate (IB) World School, Kristin offers the IB curriculum to all our students from Junior to Senior School. Importantly the IB curriculum is grounded in an inquiry approach to learning. Kristin has been following the IB inquiry-based curriculum for over 30 years now, and yet inquiry remains something that many schools are only still dabbling in today. Inquiry learning improves performance in all subjects, from arts to science. To truly establish a culture of inquiry-based learning, it is vital to have talented and trained teachers who can move beyond merely asking questions. At Kristin, we are fortunate to have such teachers who are mindful that every type of question they ask gives students a different kind of opportunity to demonstrate their learning. Our teachers also understand that an inquiry approach goes beyond asking students to connect to the text or imagine what might happen next. It means asking questions that demand students use evidence from the text to support their thinking. It means challenging students to respond to the differing ideas of their classmates. It means pushing students to further their thinking; it is about developing self-reliant thinkers. At Kristin, we ask our students curiosity-driven questions, where teachers are genuinely searching for meaning right alongside their students, co-creating the content as they progress.
Because of this approach to inquiry-based learning at Kristin, the process clicks, the students thrive, and the sense of achievement is palpable. Students love participating and expressing their thoughts, and when the bell rings, you can hear the discussion of great ideas continue down the hallway. With the guidance of their teachers, students can build the critical thinking, reading comprehension, empathic speaking, listening, and problem-solving skills they need to carry beyond the classroom and into the rest of their lives.
Retaining key employees Accountancy with Mike Atkinson of Bellingham Wallace.
The success of any business is dependent on its people. Retaining key employees is a constant challenge facing all organisations and more often than not, investing time, effort and resources into staff retention is a better strategy and more cost effective approach than trying to recruit new shining stars.
There are various strategies which you may wish to offer key employees who are integral to the success of your business as a mechanism to retain them in the organisation and to provide a pathway for future growth. These strategies may include offering:
Revised staff remuneration packages and employee benefits
• Staff bonus system • Phantom share schemes • Employee scheme option plan (“ESOP”)
Staff remuneration packages and employee benefits: A simple and effective approach may simply be to pay your key staff more. This pay increase should reflect a combination of the value which you perceive the staff member is worth as well as what their market salary will be if they were to leave your organisation.
In addition to just offering an increased wage or salary, consider ways to package other staff benefits such as company-paid health and wellness programmes, gym memberships, health insurance, accommodation contributions, additional and targeted staff training or the use of a company vehicle. Alternative options could also include giving staff their birthday off, additional leave after a period of long service. Companies risk losing key staff if they are not able to clearly articulate the benefits they offer. In fact, many staff rank work life balance, including flexible arrangements, as their top priority.
Any combination of these benefits may sweeten the overall staff remuneration package. However, you will need to be mindful that depending on the benefits offered, these benefits may be subject to Fringe Benefit Tax or Pay As You Earn tax.
Staff bonus system: The introduction of a staff bonus system based on either the individual's and/or company's performance not only incentivises the staff member to work harder but also rewards them for their efforts. Staff bonus systems are often based on an individual meeting particular Key Performance Indicators (KPIs) which they are able to influence the outcome of. These KPIs are commonly based on a combination of the following: • revenue sales targets • new customer contracts won • turnaround / through-put time • no re-work / errors • gross profit and/or gross profit margin targets • productive hours • inventory turnover • debtor collection rates. In terms of the senior management team or divisional leaders, their performance bonus may include a share of the company’s (or division's) net profit before taxation.
Phantom share schemes: This type of scheme enables employees to share indirectly in the appreciation of the company’s shares, without many of the legal complications of actual share ownership.
Under a phantom share scheme, employees would be granted a notional percentage share in the company. They would then be entitled to that percentage of the net profit before tax (in effect “dividends”), and a percentage of the sale proceeds of the company when/if sold or liquidated.
Phantom shares are not actual shares but mirror the actual shares of the company, in terms of dividend return and any appreciation in value should the company be sold. .
Phantom shares are a form of deferred cash Mike Atkinson. bonus in which the amount of the bonus is a function of the market price of the company’s shares. The holders of these rights need not invest any of their own money in order to enjoy the benefits. The cash payment would be taxable in the hands of the employee and tax deductible by the company generally in the period in which it is paid.
In simple terms, key employees with phantom shares will typically generate a regular revenue stream in the form of dividends (paid a bonus) and should the company be sold while they are the holder of phantom shares, then that key employee would benefit in the appreciation of the share value from the time of granting to the time of sale. Again, this payment would be in effect a bonus with tax paid by the company. ESOP: ESOPs are typically offered to key senior staff members to entice them to stay and continue to contribute to the success of the company.
Under an ESOP, employees are either invited to purchase shares in the company or in some instances they may be gifted shares in the company. They would be entitled to a percentage of the company’s dividend based on their shareholding and also a percentage of the sales proceeds of the company when/if sold or liquidated.
As ESOPs are dealing with actual shares in the company, the ESOP will need to be well-structured with the rules of engagement clearly spelt out. As ESOPs tend to start with holding a small percentage of the shares in the company, there are a number of options to keep this process as simple as possible. These options include the introduction of different classes of shares or the setting up of an employee-owned investment entity.
In brief, having different classes of shares within a company would allow for different shareholder rights to be attached to each class of shares. These rights include: • the right to receive dividends, • any voting rights, • the ability to be appointed as, or appoint, a director, • the right to share in the proceeds of the sale of the business.
Similarly, an alternative method to ease the administrative requirements of an ESOP is to set up an employee-owned investment entity which would own a percentage of the trading company. The investment entity is typically initially owned by the existing shareholders with key employees invited to purchase a portion of those shares from those existing shareholders.
Any employee share purchase may be funded via a personal cash payment, company loan, company guaranteed personal bank loan, or be vendor financed. A well-prepared shareholders agreement and accompanying employee share scheme documentation is critical to the overall success of the ESOP as this will reduce any unwanted conflicts in the future.
An ESOP may also provide a beneficial steppingstone towards a management buy out should you wish to hand over the keys to your company to a safe and proven pair of hands.
The overall success of any robust staff retention strategy is in its design as well as its execution. The strategy must be tailored to fit your organisation, employees, and desired outcomes. Your trusted advisor is well positioned to contribute to this success.
Article written by Kelvin Sam (Senior Associate) from Mike Atkinson's (Director) Team Phone: 09 309 7851, Visit: www.bellinghamwallace.co.nz
Lester de Vere & Richard Stevens are probably the Shore’s leading Business Brokers. Born and bred on the Shore they represent ABC Business
Brokers in their home patch. They have spent many years in business themselves before taking on the role at ABC. Their passion is to 'help vendors transition through the sales process Richard Stevens and Lester de Vere and creating a win-win for both seller and purchaser' Lester is ABC’s No.1 Auckland Salesperson in 2018 & 2020 and being named ABC’s Trusted Advisor of the Year 2018. Richard awarded the Rising Star of the Year 2020.
Been in business more than three years?
If you’ve been in business for any length of time, you really would be doing yourself a favour knowing what the market feels around the “window of worth/value” for your business.
There’s an ocean of difference when speaking to business owners who have actively engaged in working on the business, reviewing all aspects with the likes of: • Operations. • Staff – in relation to numbers, the mix of how they interact with each other, remuneration, any bonus schemes, discounts to maintain a loyal and happy crew, recognising who the key staff are... and keeping them happy if you’re contemplating selling. • Contracts/supplier agreements – are they current and in writing? • Lease details and what commitments you have coming up. Is the timing right for you to move on and is it best to go month by month for a new owner? • Marketing. What does your business look like from outside in? Is there room for improvement? Is the website current and does it reflect where the business is at? • Social media – how active are you? Has it been set up and left?
Are the posts regular and consistent? • Working manuals – do they exist? Are they updated and do they make it easy or relevant for an outsider to understand the processes?
There are plenty of questions to ask in understanding how you run your business. Without doubt, the first and immediate focus is always on the numbers, how the business is doing and what a new owner is likely to earn when taking over.
The cleaner the accounts are the better. There will always be questions - if there is a logical and quickly explained answer, the better the engagement from a potential buyer. Conversely, the more complex the accounts become, the harder to explain or believe, the greater the questioning, and inevitably this creates doubt, which in turn inevitably means communication goes quiet.
We would seriously urge you to give us a call and engage. There is no cost to find out where things are at in your industry and for you to get a very real feel as to where the market sees your business value. We do this through our own internal business sales statistics and supplied industry standards.
Cheers for now Lester & Richard
Lester de Vere, 0274 599 773 or email: Lesterd@abcbusiness.co.nz; Richard Stevens, 021 375 149 or email: richards@abcbusiness.co.nz; Facebook: Lester de Vere ABC Business Broker / Richard Stevens ABC Business Broker Visit: www.abcbusiness.co.nz
By Ralph Davies, Law Clerk, Schnauer and Co – Currently completing his conjoint Bachelor of Laws and Bachelor of Commerce degree at the University of Auckland, Ralph’s passion for providing value to his clients guides his work as a new lawyer with Schnauer and Co. His BCom major in
Operations and Supply Chain Management supports his interest in complex business problems. With a keen focus on Ralph Davies. commercial and trust law, Ralph is passionate about providing value to his clients and is fully committed to their needs. Originally from Windhoek,
Namibia, Ralph gives back to the community by serving New Zealand’s interest as a reservist soldier with the New Zealand Defence Force.
Spotlight on trusts – being a Trustee
Trust law in New Zealand has recently come under increased scrutiny with the introduction of the Trusts Act 2019. The Act, which came into force on 30th January 2021, was seen by many as an unwanted ‘spotlight’ on trusts, clearly setting out the fiduciary duty Trustees owe to beneficiaries.
In a nutshell, a Trustee holds and manages property for the benefit of the trust’s beneficiaries (who are identified in the Trust Deed). Trustees are the ‘caretakers’ of the trust assets and they cannot act to benefit themselves from that property. This can become complicated where a person is both a Trustee and a beneficiary of the trust.
To prevent Trustees abusing the powers they have, Trustees must act according to the duties and obligations set down for them. The Trusts Act 2019 makes these much clearer than they have been in the past. Trustees have to firstly understand the trust deed which gives them powers to act, sets out the purpose of the trust and identifies who can benefit from the trust’s assets (the beneficiaries). Then there are the new legislative duties and obligations, which provide rules around what Trustees can and can’t do.
The legislature intended for the Trusts Act to provide plain English clarity around what is expected. Not only should Trustees understand what is required of them but it also enables beneficiaries of a trust to hold Trustees accountable. Beneficiaries are entitled to certain information and they can ask questions which Trustees are bound to consider and respond to. Only in limited circumstances can Trustees decline to provide the requested information. As a consequence, it is likely that we will see an increase in Trust litigation.
Although it is easy to criticise these developments and feel they are an intrusion, we shouldn’t be surprised or annoyed. Trusts were originally set up to ensure that an identified and named third party (the Trustees) would responsibly manage the trust so that the beneficiaries could benefit from the trust’s assets. As such, Trustees can be held accountable for their decisions.
The Trusts Act 2019 sets out Trustee duties in a way that summarises and restates long-held principles, allowing a Trustee to clearly understand their obligations. In brief, there are five mandatory duties and ten default duties. Default duties can only be modified by the trust deed, and if this is not done, then the default duties are mandatory. If you are a Trustee, you need to review and understand these obligations.
Trustees must educate themselves. Being a Trustee is not something to be taken lightly, as the Courts are unforgiving towards ignorant fiduciaries. As beneficiaries are becoming more informed, you do not want to find yourself personally liable for decisions you made that were a breach of trust.
We recommend you take stock, up-skill and understand the nature and duties of the role you have taken on. If necessary, seek legal advice. Do not remain in the dark!
Schnauer & Co, 1 Shea Terrace, Takapuna 09 486 0177 www.schnauer.com
Do you have this pest plant in your backyard?
MAY PEST PLANT OF THE MONTH: Woolly Nightshade
Pest plants, such as woolly nightshade and moth plant, are invading Auckland’s North Shore – your gardens and your nearby bush reserves. Controlling them when they are small is easy and cheap. If they are left to grow, they can spread across your property onto your neighbours’ gardens and to nearby reserves.
Auckland Council has recently introduced new rules that require people in some areas to remove some pest plants from their property, in order to protect our native biodiversity.
Woolly nightshade grows rapidly to over eight metres, often forming dense stands that crowd out native seedlings. It also produces toxins that poison the soil and prevent native plants regenerating. Purple flowers are followed by clusters of green-yellow berries, which are spread by birds to new locations.
Woolly nightshade is particularly problematic for people because of its awful smell and it's also bad for our health – the dust from the plant can irritate our eyes, skin, nose and throat and the berries are toxic.
Take action as soon as possible: • Report the weed using the EcoTrack.nz app. • Wear personal protection equipment, such as a mask and gloves. • Hand pull small infestations. • For small to medium sized stems, cut near to the ground and immediately paste a thin film of cut and paste Bamboo Buster on the cut stem - this can be purchased at most garden centres or hardware stores. Always read the manufacturer’s label for guidelines and recommendations. • For large trees, cut two rings 20-30cm apart around the base of the trunk. Remove the bark between each ring, then apply a thin film of
Bamboo Buster around the exposed part of the tree. The gradually dying tree will provide canopy cover for emerging native plants. • Talk to your neighbours and encourage them to take action too! • For more information and guides on weed control, visit restorehb.org.nz/resources-pest-plants/ • Download the Forest and Bird weed control guide at bit.ly/forestandbirdweedguide
There are several environmental networks across Auckland’s North Shore that support communities to recognise, report and remove pest plants and restore our native wildlife.
East Coast Bays and Hibiscus Coast – Restore Hibiscus & Bays: info@restorehb.org.nz, restorehb.org.nz/resources-pest-plants/, Facebook.com/RestoreHB Kaipātiki – Pest Free Kaipātiki: enquiries@pestfreekaipatiki.org.nz, pestfreekaipatiki.org.nz/pest-plant-resources, Facebook.com/ pestfreekaipatiki/ Takapuna – Pupuke Birdsong Project: enviro@takapunatrust.org.nz, Facebook.com/pupukebirdsongproject Devonport Peninsula – Restoring Takarunga Hauraki: pestfreedevonport@gmail.com Upper Harbour – Upper Harbour Ecological Network: upperharbourecology@gmail.com, Facebook.com/UpperHarbourEcologyNetwork For advice on chemical-free alternatives – Kaipātiki Project, community@kaipatiki.org.nz, kaipatiki.org.nz, Facebook.com/kaipatikiproject
This Pest Plant of the Month feature is a collaborative initiative between Restore Hibiscus & Bays, Pest Free Kaipātiki Restoration Society, Pupuke Birdsong Project, Restoring Takarunga Hauraki, the Upper Harbour Ecological Network and Kaipātiki Project. Building on Te Ao Māori principles of kaitiakitanga and whanaungatanga, these environmental networks bring our communities together to foster guardianship, care and respect towards our whenua, natural world and indigenous wildlife.
By Bronwyn Bound, Sunnynook Community Centre Manager Hello from Harold! Sandra Jacobs. Greetings from Sunnynook Bronwyn Bound. Term 1 has been a busy time for Harold and our educators; we have visited five schools, teaching more than 1200 students Community Centreand covered topics relating to Relationships and Communities, Identity and Resilience, Food Nutrition and Human Biology. We are very excited that the playground/ community space project outside the Community Centre is under way and looking fabulous. It is going to be a wonderful space for young and old.
I am hoping that we will be able to hold some ‘music on the deck’ events for the community in conjunction with the Glenfield Rugby League Club. We are so thrilled to see the growth in the community garden outside the Plunket Rooms at the Community Centre. Thanks to all the wonderful volunteers that come and weed and water the garden. Harold and our educators have earned their autumn break! We held a very busy and fun Holiday Programme and Youth We have recently welcomed several Programme with highlights being a trip to Butterfly Creek for the new trustees on to the board, younger programme and Rocket Ropes for the youth programme. A and this month we would like to trip up the Sky Tower was also enjoyed by most (those who are not introduce Victoria Short, a life-long afraid of heights!). The Youth Programme was also very fortunate to resident of the North Shore. She get a guided tour through the tunnels at Kennedy Park. The younger vividly remembers the Life Education programme also enjoyed a day of science experiments. Trust programme herself from her time at primary school. Victoria has two daughters. Her eldest is in her
Victoria Short. first year at Carmel College, and her youngest attends a local daycare. Like herself, Victoria’s eldest thoroughly loves Harold the Giraffe and the programmes Life Education Trust has to offer.
Victoria’s background is in central government working for Parliamentary Services. Currently, she is the elected Deputy Chair of the Hibiscus and Bays Local Board. She loves our local community and is a big believer in education and equipping our children with the tools they need to protect their well-being. We are holding our AGM on Wednesday 9th June 2021 at 7pm Victoria is so proud to join and welcome any members of the community who would like to our wonderful volunteer attend and see what we have been up to for the last 12 months. The organisation. We are meeting will be in the Sycamore Room at the Sunnynook Community fortunate to have her join Centre. us, and the many talents Check out www.sunnynookcomcentre.co.nz where you will find and experience she brings more information about the classes being run at the Centre. with her will strengthen us All the best as we serve our local community. Bronwyn Bound, Centre Manager
Contact us: secretary@lifeeducationnorthshore.nz Visit: www.lifeeducationnorthshore.nz Email: office@sunnynookcomcentre.co.nz for more information or phone (09) 410 4902.
with Lindsay Knight
Birkenhead Bowling Club’s annual ‘Seafood’ tournament
Of the many extended tournaments held minutes to quickly realise that the Cleghorn by the various clubs within the North heart is still very much in the West Coast. Harbour centre few, if any, have been A more than useful player, and a muchmore successful or more popular than respected skip, Sandy, however, owes Birkenhead’s annual “seafood” event. his bowling eminence to his exuberant
Apart from the high quality of bowlers the personality and his flair as an entrepreneur. tournament attracts, the main reason for its These saw him introduce the Seafood success is its uniqueness. All the prizes are in tournament after a couple of other Birkenhead seafood, whether crayfish, scallops, oysters, or promotions had started to flounder. smoked eels. “I said I’d run a tournament, but I’d do it my
And for morning and afternoon tea and way,” he recalls. “Now I think people come for lunch, all the competitors are served with the food as much as the bowls.” generous helpings of seafoods, including, of The first was in 2001 and was an instant course, sea-food chowder. success. At most tournaments among the
Another solid reason for the tournament’s teams have been an array of the country’s success is its chief organiser, Birkenhead club best bowlers, including notable Black Jacks stalwart and life member Sandy Cleghorn, who and that was again the case this year with calculates the total value of the fare for prizes and meals he collected was about $7000. Sandy Cleghorn. Auckland’s Danny Delany playing. For the 2001 inaugural event there was a
He provides added nautical aspects to full entry of 32 teams and that number has the event, as a former navy serviceman and more importantly as a been maintained virtually ever since. The one exception was a drop to product of that distinctive part of New Zealand, the South Island’s 26 when there was a clash with a centre event and last year there was West Coast. an enforced cancellation because of the pandemic lock-down. For the 2021 tournament, held in the second weekend of last month, it seemed as if there might have to be another abandonment when heavy downpours on the first day meant only the first round and five ends of the second round could be played. But the weather cleared up remarkably for the second day and four complete rounds enabled a bona-fide result to be achieved. The winning four was a composite skipped by Takapuna’s Chris Taylor which included his club-mate Trevor Forward, Birkenhead’s Evan Thomas and a former Browns Bay member now in Auckland, Grant Keats. A close second was an all-ladies composite of Birkenhead and Takapuna club members, Ruth Lynch as skip of Mavis Smith, Adele Ineson and Connie Mathieson. That was a significant result, a case of another glass ceiling being broken, for in its first decade or so the Seafood tournament was a men’s only event, reverting to an “any
Sandy left the Coast aged 16 as a navy recruit 60-odd years ago combination” status when Birkenhead opened its membership to both and apart from his stints at sea has lived in the north ever since. genders. After his thirteen and half years' service he then worked 33 years for Air New Zealand. But he is a vivid illustration of the fact that you might be able to take the boy out of Greymouth but you can’t take the Greymouth out of the boy. You only have to meet him for five
Apart from the high quality of bowlers the tournament attracts, the main reason for its success is its uniqueness. All the prizes are in seafood, whether crayfish, scallops, oysters, or smoked eels.
