North Harbour Business Association - AGM 2013

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PURPOSE Empower economic prosperity and growth, connect local commercial activity and encourage employment through member programmes and services.

Attract, retain and develop organisations in our sectors of advantage, such as IT/communications, education, niche manufacturing, import/ distribution, elite/professional sports, tourism, export, services and retail.

VISION Develop North Harbour as Auckland’s location of choice for investment, businesses, customers, employees, visitors and our local residents.

During the period of this business plan, expand our membership base and increase the depth of services provided, especially in the areas of economic development and advocacy.

MISSION Represent members effectively and deliver quality services that add value to their organisations and the wider community in a focused, professional, cost-effective and sustainable manner.

Address: PO Box 303 126, North Harbour 0752 Mobile: 021 212 4942 Phone: 09 968 2222 Email: gm@nhba.org.nz

www.nhba.org.nz

Advocacy and Representation One voice for local business – together stronger

Transport Solutions Improved access, increased infrastructure investment, improved networks, reduced congestion

Economic Development Innovation, employment, prosperity and growth

Crime Prevention Lower crime, safer environment, reduced risk, improved access to police

Activities and Member Services Stronger connections, greater profile, increased local business relationships

Chairman’s Report Warren Kitchin Welcome to our Annual Report for the year ending 30 June 2013, and Business Plan for the financial years ending 2014–2016.

Our 2012–13 year was a milestone one for NHBA. We celebrated our first ten years of operations, and saw the expansion of this independently strong organisation.

After two separate public ballots of members in 2012 and 2013 on both sides of the Northern Motorway, we have secured strong member support for our programmes and activities, creating a solid foundation for ongoing operations that are aimed at providing real value for our members.

We now have an expanded membership base of over 4000 property and business owners, making NHBA one of the largest Business Improvement Districts in New Zealand, and have cemented a leading position in our business community.

The 2013 financial year saw us meet all our primary performance objectives. Our financial result reflects a small operating loss after taking into account depreciation on our crime prevention and traffic safety CCTV camera network. We do not anticipate incurring such losses in the future with our increased membership income and focus on normal operations of advocacy, transport, crime prevention and economic development.

Our focus for the three years ahead is to consolidate operations

at our expanded scale, and maintain and enhance our relationships with members, key stakeholders and sponsors. The aim is to provide a strong voice for our members and influence key decision-makers in matters that affect our region and our local business environment, and deliver programmes that are relevant and of value to our members.

The budget for the 2014–15 financial year reflects our aim to utilise available funding from membership, key stakeholder programmes and sponsors to the maximum benefit of our members, and includes our new Business Capability Programme which will be rolled out in 2014.

Many thanks to our members for your support, and to our voluntary Executive Committee and operational team lead by Janine Brinsdon, for their significant efforts over the past year.

General Manager’s Report Janine Brinsdon It gives me great pleasure to report the key achievements for the year ending 30 June 2013.

We had two clear priorities for the past year.

1. Continue to deliver our four core areas of member services, programmes and activities to the existing North Harbour Business Improvement District (NHBID) area.

We provided practical tools, training, and access to resources for crime prevention and the reduction of traffic congestion.

We completed targeted research that confirmed the priorities for a NHBA business training programme. Implementation of this programme’s first phase has begun. We continued to connect businesses through our Business Breakfasts, Business Luncheons and seminars, and via the annual business showcase expo.

Additional financial resources attracted from stakeholders and sponsors during the past twelve months enabled us to add depth to these services. We are confident that the direct financial benefits these programmes bring can continue to be delivered with cost neutrality against the North Harbour Targeted Rate.

Yours sincerely,

Warren Kitchin CA Dip NZIM Chairman

2. Conduct a successful North Harbour Business Improvement District Expansion Ballot.

Business and commercial property owners located on the eastern side of the Northern Motorway were given the opportunity to join the NHBID. This significant project commenced September 2012, with voting occurring 8–29 April 2013, and the subsequent ratification process finalised 1 July 2013.

Voting results were clear: 64.27% of the votes returned were in favour of joining the NHBID. Together, the wider North Harbour commercial region will be stronger. We look forward to working with and for these new members in the coming years. Our sincere thanks go to the volunteer NHBA Executive Committee and Expansion Ballot committee members for their additional commitment during this project.

Continued governance and leadership from the NHBA Executive Committee and specialist subcommittees supports our operational and programme management. Their expertise as local business owners and managers ensures that our programmes are in line with current business requirements.

In the following report, I summarise the key achievements delivered and share our strategy and plans within the context of the revolving three-year business plan.

Thank you for your ongoing support. We are committed to working with and for you, to ensure that North Harbour remains a vibrant business community and the location of choice for investment.

Janine Brinsdon General Manager NHBA ANNUAL REPORT 2013

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1. Organisational Development One Voice For Local Business

Chairman Warren Kitchin Enlightenz

Vice Chairman Kevin Moore Crown Business Services

Chris Baker Action Coach

Geoff Ashenden Vital Health

Greg Frittelli Insurance and Lending Group

Brent Mackway-Jones Pacrite Industries

Janet Marshall Representing North Harbour Travel

Les Probert ePromotionz

Brenden Rolston ActionMail

Jenny Watson Representng MacEwans Pumps

Heather Stonyer Unitec Institute of Technology

John Kerridge West Tec Furniture

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Organisational Structure NHBID has continued to benefit from strong governance and leadership through the voluntary Executive Committee, comprising local business owners and managers.

Thanks must go to the returning Executive Committee board members for their ongoing contribution. NHBA also welcomed the incoming board members nominated at the AGM 2012: Chris Baker, Richard Blamey, Greg Frittelli, John Kerridge, Janet Marshall and Heather Stonyer.

Changing work commitments meant that Richard Ede and Richard Blamey resigned from the board. Graham Boult and Vivienne Scott did not seek re-election at the 2012 AGM. NHBA thanks them all for their contribution, and wishes them the best.

NHBA ANNUAL REPORT 2013

NHBA’s programme specialists, Anna Crane and Brigid Rogers, provided significant value to members through crime prevention and transport management programmes. These programmes enabled NHBA to offer strategic assistance tailored to the specific needs of our members. General Manager Janine Brinsdon continued to lead the project and executive team, adding her experience and connections to the ongoing development of key projects and member programmes.

Stability across the general management, finance and member support functions, along with strong governance through the three subcommittees, enables solid leadership, inspires stakeholder confidence, and assists effective delivery of BID objectives.

By working together and combining their strengths, local businesses become a powerful voice in decisionmaking affecting the region.

In April, 1484 commercial/ industrial businesses and property owners on the eastern side of the Northern Motorway were provided the opportunity to join the NHBID, as managed by NHBA. They were asked to vote yes, to gain access to the benefits their neighbours have had since 2008. The issueled ‘One Voice For Local Business – Together Stronger’ campaign educated voters about NHBA’s successful operational programmes – transport solutions, crime prevention, business connectivity and economic development. The campaign highlighted the benefit of one cohesive, relevant voice for local business.

Extensive analysis of the area was undertaken to build a demographic profile. One-on-one visits by NHBA’s general and project management specialists were carried out to engage with voters and determine their needs. Our programmes were reviewed to ensure they were fit for purpose. Clear communication about the proposed expansion in internal and external media, through public meetings and presentations to

special interest groups, ensured that informed decisions could be made when ballot papers were received. Additional governance was provided by Auckland Council and Upper Harbour Local Board, and by the NHBA Executive Committee members who served on the ballot subcommittee.

With 64.27% of returns voting ‘yes’, the result was a clear endorsement of the value of the NHBA’s services to North Harbour businesses and property owners.

The ballot was ratified in June by Auckland Council, and took effect on 1 July 2013.

The strength and sustainability of the NHBID, now with over 4000 members, enables NHBA to maintain current services and broaden the scope of its programmes. It provides a sustainable economic platform on which to build, while achieving economies of scale in the coming financial year.

NHBA would like to thank all those who participated in the poll – we look forward to working with you now.

Auckland Council BID Policy Requirement

NHBID Expansion Ballot Result Achieved

% of eligible voters who voted

25%

36.5%

Votes in favour of joining the NHBID

51%

64.27%

Result

Auckland

NHBA Gold Sponsors Gold Sponsorship adds valued fiscal resources, which facilitates further growth and development of our member programmes.

Industry sectors represented in 2013 are: marketing (website management, signage and printing), financial services (banking, accountancy and insurance), education, business services (recruitment, legal and security), hospitality, and telecommunication.

All NHBA members can access exclusive deals offered by these companies, as an important component of their sponsorship commitment.

The number of Gold Sponsors increased this year, resulting in revenue growth of 9%.

We encourage you to support these organisations who have tangibly contributed to the success of our business community.

On behalf of our members, NHBA would like to thank the following companies for their ongoing support:

Public Regional Plan

Transport

2013

Shape the worl s most liveable cid’ ty

Malcolm Phillips, 2degrees

The draft Aucklan d Unitary Plan Overview

Hobsonville Point

Wayne Norrie, Chair NZTE Beachheads

Wayne ‘Buck’ Shelford

2. Advocacy and Representation

trade colour print

Our priority has been continuing to develop multi-level stakeholder engagement, focused across policies with significant local operational outcomes.

NHBA provided a voice for local business and property owners through ten formal submissions on key regional and national policies that shape the future of Auckland’s transport and influence Auckland Council expenditure and investment priorities. We also represented our members’ voice with submissions on policies that impact on the compliance and operational elements of conducting business in the city.

These included a collective Auckland Regional Commercial and Industrial BID submission on the discussion document precursor to the Unitary Plan, submissions on the Draft Auckland Plan 2013–14, the Regional Land Transport Programme 2012–15, the Auckland Regional Public Transport Plan 2012, and the funding discussion paper Keep Auckland Moving. Formal feedback was also given on bylaws including Trade Waste, NonDomestic Waste Water Tariff, and Solid Waste.

From a collective NHBID perspective, consultation took place on the Local Alcohol Policy Development Project: Issues and Options Summary paper, which was the precursor to the Preferred Position Paper (closed to submissions in October 2013).

NHBA’s opinions were also sought on the Auckland Council CCTV policy document, A Guide to Camera Surveillance Systems in Public Places. Further opportunities for the business voice to be heard on this policy will be given in 2014.

Depth of experience across the NHBA Board, Executive and stakeholders continues to deliver results.

The past twelve months have witnessed a sharp increase in the number of individual problems or issues our members have brought to us for guidance and support. These provide NHBA with the opportunity to facilitate tangible results for our members. Some were as simple as removing graffiti, reducing illegal dumping, enforcing parking violations, or repairing street lights within a reasonable timeframe. Others required the co-ordination of more complex solutions, involving numerous departments across Auckland Transport, NZ Police or local government. Leverage of our connections and stakeholder relationships delivers significant benefits for North Harbour business. Advocacy delivered at this local level continually impacts on the effectiveness and efficiency of the district.

As NHBA’s key programmes mature, we are incorporating a greater advocacy focus into everyday business. Advocacy is not restricted to annual plans – it is fundamental to NHBA activity and reflects the continuing importance of representation and providing a strong voice for local business.

NHBA ANNUAL REPORT 2013

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3. Economic Development

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As outlined in the 2012–15 Business Plan roadmap, NHBA has committed to promoting the unique benefits of North Harbour in order to create a competitive advantage for our businesses within Auckland, in New Zealand, and globally.

NHBA’s position on the Digital Leadership Forum provides North Harbour business with a voice as we seek to leverage off the government’s $1.65 billion investment in ultra-fast broadband (UFB). Additional grant funding from Auckland Council’s Digital Enablement team supported the technology zone at May’s NHBA Business Expo. There is also scope for North Harbour businesses to be involved in the Innovation Showcase planned for 2014. UFB-connected North Harbour businesses were showcased on Crown Fibre Holdings’ website to highlight the ‘here now’ advantage North Harbour has over other Auckland business centres. Continued education and support will increase the uptake of UFB, and the associated economic benefits through the greater capability and flexibility it provides.

Business Profile and Demographics Stage one of a three-year project has been delivered. An accurate database of over 800 businesses within the North Harbour business district has been created. Stage 2 will capture data for NHBID’s remaining businesses.

This research enables NHBA to create economic development programmes tailored for our local profile.

Compilation of research continues as we build on existing data held about the original NHBID membership.

This accurate platform provides greater potential for collaboration across the wider business district NHBA ANNUAL REPORT 2013

4. Activities and Member Services

membership. This will be encouraged and supported through Special Interest Group and industry-related forums and networks during this three-year business plan period.

Business Capability Programme The results of NHBA’s business capability survey, conducted in 2012, delivered an overview of our members’ training priorities. This data, coupled with the demographic profiling above, will drive forward the continued development of this programme.

The framework for the first programme level is complete and will be released in Qtr 4, 2013. Discussions continue with a range of potential delivery partners (Massey University, Unitec, AUT, ITOs, industry experts and private training providers).

Creating competitive leverage for companies through clear green and sustainable business policies continues, especially for those seeking an advantage within a tender/contract environment. Relationships have been established with suppliers who can deliver environmental initiatives with clear financial benefit. These have been featured in NHBA’s FYI magazine.

Further initiatives will eventuate during the lifespan of this business plan.

The proven value of our programmes has paid dividends.

Our stakeholders are giving us increased freedom to shape services that reflect local rather than regional priorities and best fit our members’ needs. We are not simply a delivery agent for regional programmes. The strategy we have deployed over the past twelve months reflects an evolution from operational to more strategic, consultative and bespoke activities.

In order to deliver a truly effective and efficient environment for business and investment, there needs to be a consistent level of

Increased connectivity with members leads to increased engagement and feedback, and enables programmes to be tailored to their needs.

education, operational confidence and connectivity amongst our members. New companies entering the area and changes within existing organisations means that there is an ongoing need for core operational programme delivery, especially in the crime prevention and transport management areas.

Our proactive delivery of these established ‘business as usual’ programmes has been modified as necessary to reflect changes within our area, demographically and as a result of member feedback, and this has resulted in continuous improvement of these services.

For example, we adjusted the way in which our NHBA-funded security patrols operate, to reflect the lower crime rates within the NHBID, and are now delivering a higher level of proactive patrolling at a lower cost.

In the transport area, changing commuter behaviour has been made much more effective through a change of focus around targeting our messages, and we now engage directly with commuters. The introduction of BBQs where staff on location have the opportunity to talk directly with NHBA’s team is one effective example of this.

Continued focus on the introduction of innovative new services will support our core programmes while enabling another layer of interaction and engagement.

For example, creating a strong sense of pride in place sends a clear prevention message to criminals.

Our linkage to Conservation Week and Keep New Zealand Beautiful Week enabled us to reinforce this pride of place message.

Further examples of our vision for the programmes in the future can be found on page 19.

4.1 Networking and Business Development Business and Networking Events NHBA Business Breakfasts and Business Luncheons delivered great opportunities for local businesses to connect and build relationships.

Members and guests from over 500 NHBA companies enjoyed ten events during the year, featuring high-quality speakers including Wayne ‘Buck’ Shelford, Mayor Len Brown, Malcolm Phillips from 2degrees, Wayne Norrie from Revera and NZTE Beachheads, and Anthony Healy from BNZ Partners.

Over 500 companies attended NHBA’s Business Breakfasts and Luncheons.

NHBA Business After Five events were hosted by Hot Spring Spas and Pinehurst School, and by NHBA at the Business Expo. Two hands-on ‘working’ business development luncheons were held, to guide members through the complexities of governance and succession planning and best practice for using webinars to improve profits and business efficiencies.

We also hosted four public meetings at which attendees enjoyed the opportunity to network and build local business connections.

NHBA Business Expo The third annual NHBA Business Expo was held in May at North Harbour Stadium.

The expo now reaches beyond the North Harbour area, to connect businesses right across the North Shore. Exhibitor demand this year increased by 25%, with 89 exhibitors showcasing a wide range of businesses. More than 500 guests attended – an increase of 33% from the previous year’s event.

A new initiative this year was the inclusion of a technology zone, celebrating the arrival of UFB in the North Harbour area. Hourly prize draws were held, and the event concluded with a grand prize draw that gave away prizes worth a total of $4000.

This year, the decision was made to focus on a reduced number of expo seminars, with topics relevant to a greater number of visitors.

Positive feedback from presenters and attendees confirmed the success of this approach.

NHBA wishes to thank everyone who exhibited and attended. We would also like to acknowledge the venue sponsorship provided by North Harbour Stadium, and their ongoing support to local business.

Next year, 100 exhibitor stands will be available to meet the growing demand for places at this valuable showcase event. As the NHBA Business Expo continues to grow, our aim is to ensure that it remains an affordable investment, bringing real commercial and networking value to businesses and customers alike.

“We were blown away by the energy and attendance numbers.

It far exceeded our expectations, and we definitely want to be there next year.”

– Dr Mac, Chiropractor “I found the expo invaluable, and want to register my interest in being an exhibitor at next year’s event. Thank you for organising this.”

– Bill Maucer,

Rise Accountants “Thank you for an awesome expo. Hope it was as successful for you as it was for us.”

– Garrick Frittelli, ILG

NHBA Business Expo statistics

Reasons for visitors to attend

Seminar topics of most interest

Client contact

Business support & growth

Door prizes

Finance

Education

Health & safety

Networking

IT/technology

Other

Legal

Seminars

Marketing

Supplier contact

Recruitment

61% of exhibitors indicated that they were definitely exhibiting next year.

Transport

NHBA ANNUAL REPORT 2013

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4.2 Communications Increased reach and interaction has been our focus. Delivering clear and consistent messages using a growing multimedia platform has been the outcome.

FYI Magazine A new design, with increased focus on education, professional development, business news and expert contributions, has resulted in a wider readership of 8000 per issue. We also reported on changes to legislation and business practices, as well as providing information on NHBA’s core programmes. Each issue features a specific business sector. There is also

increased local news in brief, welcomes to NHBID area newcomers, and greater exposure for gold sponsors.

To enable us to increase the magazine’s reach, advertising is now included. From September 2012, physical distribution included business and property owners within the proposed expansion area. Produced five–six times a year, FYI is also available as an ebook.

Website Moderate investment has increased the functionality of our website. Rich media (such as videos) are used for business capability, specialist training

and sponsor profiles. Businesses and staff who could not attend in person are now able to access content, including training and keynote speakers. Members are now able to post their own events, facilitating business interaction and marketing opportunities.

E-Newsletter The e-newsletter’s subscription base is now more than 1900, with an average opening rate exceeding 25%. Thirty-nine separate newsletters were distributed, delivering key messages to an audience of 18,500. We encourage marketing

NORTH HARBOUR BUSINESS ASSOCIATION MEMBER NEWS AND INFORMATION

managers, HR managers, sales teams and operational teams within businesses to subscribe, so that key messages are widely read across an organisation.

6 APRIL 2013

Social Media

THE FUTURE IS NOW

Auckland, North Harbour, NHBA and You

www.nhba.org.nz 6-7 One Voice for Local Business

8 Sector Focus: Lean Thinking

NHBA013 Cover FYI April 2013.indd 1

NHBA ANNUAL REPORT 2013

9 April Rules:

Payroll changes effective 1 April

20 Business Report Why should I trust in trusts?

27/03/13 12:46 PM

NHBA e-newletters delivered key messages to an audience of 18,500.

Through social media, NHBA has increased the opportunities for businesses, property owners, staff and visitors to engage with us and other members. A simple yet direct approach will ensure that the content remains relevant and valued by this mobile and growing audience.

In March 2013, we appointed an external contractor to drive these projects, with the intention to bring them in-house once resources permit.

Through Twitter (twitter.com/ NHBAOrg) we increase our reach beyond NHBA, driving awareness of our initiatives as well as website traffic.

Our outbound tweets have increased year on year by over 300%, with a positive re-tweet trending.

Facebook has been used to publicise specific events, with a dedicated NHBA Business Expo page, and we are continuing to explore how best to use this medium in the future. LinkedIn will be a focus for the 2013–14 year.

External Media This year there has been a concerted effort to drive awareness of NHBA programmes through North Harbour Networker, Channel, Channel Business and North Shore Times.

We aim to increase knowledge around member benefits, such as free public transport trials, crime prevention training, the expo, and Business Luncheons and Breakfasts.

Signage NHBA signs at five key entry/exit positions have provided a ‘sense of place – community – identity’. The use of removable panels has proven effective for crime prevention, traffic camera messages and event promotion.

4.3 Crime Prevention The North Shore Police Area has seen a 9% reduction in recorded crime over the 2012–13 financial year compared to the 2011–12 FY (10,816 to 9855). Contributing to these results was a 16% reduction in burglaries (1394 to 1167). The reduction in offending appears to have been relatively consistent across all suburbs of the North Shore.

The historical collaborative approach to crime prevention taken between NHBA, NZ Police, Ministry of Justice (MOJ) and the business owners and residents of North Harbour has been a major contributing factor in achieving the sustained current low levels of criminal activity. Our crime prevention programme is designed to ensure that the impact of change across New Zealand society, technology and business profiles are understood and incorporated when required.

Due to the success of our focused crime prevention initiatives, we have been able to enhance our position as a safe and secure environment for business, within one of the leading commercial areas in New Zealand. We accept that this is a moving target. It requires continuous effort and continued vigilance by all to maintain.

NHBA’s Crime Prevention Programme remains focused on three key elements:

personalised support to members who have had a security issue identified.

A review of the patrol required to maintain the current low crime rates has resulted in greater use of proactive patrol methodology, coupled with higher use of technology. Financial resources have been redeployed into other crime prevention programmes as a result.

This patrol concept was duplicated for our expansion area in the new financial year under the auspices of ADT Armourguard Security.

3. Crime is Not OK Programme Funding through a $181,000 grant from MOJ (which ended on 30 June 2013) enabled NHBA, over 30 months, to deliver Crime Prevention Through Environmental Design (CPTED) surveys and Crime Prevention Toolkits. These resources have empowered business owners and staff to reduce their exposure to potential criminal activity, and the statistics clearly show the overall reduction in criminal behaviour in the NHBID area as a result.

Building on members’ solid awareness of good crime prevention strategies, the following additional programmes and service extensions have been added:

“Anna from NHBA has run two very informative training sessions for us in the past 12 months.

The first was for our drivers and covered personal safety whilst out in the trade. As our vehicles carry cash from time to time, we could be seen as a target. Anna's past experience with the darker side of society gave real meaning to the content and we thought it was pitched at the right level.

The two managers who attended the drugs in the workplace session had similar comments. As neither of them had had any experience with this topic, they were eager to learn. They felt it was very beneficial and delivered in a manner that was easy to understand."

– Greg Crean, Bidvest Logistics

1. Good for Staff, Good for Business: Family Violence Project NHBA received funding from Ministry of Social Development to develop and lead a project that would increase the business community’s awareness of the financial and social impact of family violence. The project is designed to equip business managers with practical tools and resources to provide support to their employees and reduce the financial impact on their business. It is being delivered in collaboration with expert local agencies North Shore Women’s Centre, Family Violence Prevention Network, Te Rito Rodney and Shine.

NHBA has created resources which are hosted as part of the Crime Prevention Programme

1. Bizwatch A formalised relationship between NHBA, NZ Police and Auckland Council, providing a clear reporting structure and facilitating the sharing of key information and coordination of crime prevention initiatives. The Memorandum of Understanding between NHBA and NZ Police forms the basis of this relationship. Bizwatch meetings are held bi-monthly, chaired by North Shore Police senior management and officers.

2. NHBA-Funded Proactive Security Patrols Investment in a proactive daily security patrol service continues to supplement private security programmes. The pre July 2013 NHBID area has a nightly security patrol delivered by Global Security, formerly Icon Security. Daily patrol reports are provided to the NHBA Crime Prevention Specialist to enable prompt and

The North Shore Police Area has seen a 9% reduction in recorded crime over the 2012–13 financial year compared to the 2011–12 FY (10,816 to 9855).

Good for

STAff buSineSS Good for

fAmily violence how employerS cAn help

Inspector Shanan Gray, Area Commander, North Shore, New Zealand Police How employers can help

Contact: areyouok@msd.govt.nz

or visit www.areyouok.org.nz

on www.nhba.org.nz. These resources include videos designed to demonstrate how business management can help an employee, or show work colleagues how they can assist another work colleague, if they think family violence is an issue. Additional resources include a sample policy for inclusion in employment contracts, and free access to training, expert advice and assistance. Further enhancements will follow in the 2013–14 financial year.

2. Training Opportunities We have focused on the delivery of a multilayered training programme. Bespoke training targeting the personal requirements of businesses has been delivered. Access has been provided to expert training across topics such as credit card fraud, internal fraud, shoplifting, and drugs in the workplace. Through our leverage, NHBA can obtain access to expert trainers at minimal or no cost, providing a real financial benefit for businesses.

3. Crime Prevention Advice (CPTED) Our member support comprises general security, safety information and CPTED advice, with a focus on crime prevention. However, when a member has unfortunately become a victim of crime, we offer whatever support and advice they need, to minimize the impact. This is a responsive service, constantly adapting to meet the needs of the individual member.

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NHBA ANNUAL REPORT 2013

7

4.4 Transport The vision for NHBA’s Transport programme remains for ‘the North Harbour area to be a vibrant commercial district with superior transport accessibility’ and to ‘bring together business and government leaders to plan, develop and promote an efficient and diversified transportation system’.

A series of strategic targets and key performance indicators are used annually by NHBA and Auckland Transport to monitor the relative effectiveness of initiatives and to secure support for additional funding – specifically, for the role of Transport Project Administrator.

These targets are based around:

1. the Let’s Carpool Programme, 2. the Smart Transport Solutions (STS) Programme and STS Pack, 3. public transport patronage and education, and 4. advocacy and representation.

8

Operational results of the programme are reported in detail on page 13.

Key findings from the annual Evaluation Survey, conducted by an independent contractor at Auckland Transport’s expense, are included in the summary below.

CarpoolNow Became Let’s Carpool Rebranded to link directly into the national scheme, it gives commuters to North Harbour access to a larger database, with more choices and chances of connection.

Promotion to our education providers DynaSpeak and Unitec is focused on the reduction of single-occupancy car journeys in an area where on-street parking is scarce. Students are encouraged to save money and meet others while commuting, thus leaving on-road parking for business trade, staff and visitors.

Surveys undertaken show that the majority of employees (52%) were aware of the Let’s Carpool programme. The Let’s Carpool database is managed by Auckland Transport. To increase NHBA’s ability to influence uptake of carpooling, we are developing a carpool response programme in Qtr 1, 2014.

Smart Transport Solutions (STS) Pack This pack remained the primary practical resource NHBA ANNUAL REPORT 2013

“The close working relationship between Auckland Transport and NHBA allows members to have direct contact and identify concerns with Auckland Transport, in the knowledge that a programme of transport solutions is being delivered over the next few years. The aim is to keep business moving.”

Matthew Rednall, Community Transport Manager, Auckland Transport

to minimize delays in their journeys. Over 40% of those surveyed use the LB4UL cameras before commencing their journeys. Continued promotion of this service through the STS Pack and at PJP events will have a positive impact on peak hour congestion.

Advocacy and Representation distributed to employers promoting different transport options such walking, cycling, public transport and carpooling. Contents were reviewed to ensure they reflect the trends and growing active modes of transport within the area.

Personalised Journey Planning (PJP) Events This is a new initiative for 2012–13 to enable us to engage with employees directly. Personalised journey planning brings NHBA face to face with staff at morning tea/BBQ events, enabling us to communicate transport options and hear first-hand about any transport issues they are encountering. PJP events deliver greater benefits and allow the commuter to receive one-to-one personalised advice on the options available for their commute to work.

Changes to Commuter Behaviour There have been two key findings – data supplied by Opus (May 2013): a) Cyclists have increased.

Data collected shows that overall since 2007, there has been an increase of 187%, 95% of that in 2012– 13 over the AM peak period.

Increases for the PM period are 256% from 2007–13, 39% of that in 2012–13. b) Traffic volumes have decreased over the week by 5%, although at key intersections there has been a small increase at peak times. The rate of increase has slowed against 2011–12 trends.

In 2011–12, overall traffic within the NHBID

6039_01 NHBA Transport Pull up Banner v2.pdf

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9/05/13

5:52 PM

increased by 16–20%. In 2012–13 there has been an overall decrease in traffic volume of 5% over the week, largely due to the decrease of traffic on one of the measurement sites (Bush Road) during the day. NHBA continues to advocate with NZTA and Auckland Transport for infrastructure investment to improve the flow of traffic at key intersections.

Public Transport Public transport information is a significant element of the STS Pack and is included in all PJP presentations. Distribution of 570 public transport passes has given commuters the opportunity to try public transport free for two weeks. Public transport patronage has increased by 40% during the past year. Three hundred per cent increases have been recorded on bus stops located close to education institutions.

Results of the bus patronage survey commissioned also suggest that a number of public transport users are utilising connector bus services from Constellation Station. The impact of the regional public transport review will be included in future submissions and consultation NHBA conducts with Auckland Transport in the coming years.

Look Before You Leave (LB4UL) Camera Network NHBA’s continued investment across this network provides a practical tool for commuters

Advocacy is an integral element of NHBA transport conversations and programmes, at regional as well as local level.

NHBA’s formal advocacy has focused on key transport investment decisions within the Draft Auckland Plan 2013–14, the Regional Land Transport Programme 2012–15, the Auckland Regional Public Transport Plan 2012, and the National Land Transport Programme 2012–15.

Significant progress has been made, building multi-level contacts within Auckland Transport, NZTA and transport lobby groups. With the

Local advocacy focuses on safety, access, parking and reducing congestion. planned growth for Albany regional improving ly, decreasing vacancy rates within NHBID and further commercial greenfield development, these relationships will be leveraged to ensure NHBID’s voice is heard on the future projects outlined on page 20.

Local advocacy focuses on improving safety, access, parking and reducing congestion.

For example, when local businesses reported issues with access, NHBA facilitated Auckland Transport’s surveying of the options. As a result of removing six parking spaces, a dual-lane approach to the roundabout was created, increasing the flow of traffic at peak hours and increasing visibility. Added safety for staff and visitors when exiting the premises was a further benefit.

9

NHBA ANNUAL REPORT 2013

How are we progressing against the July 2012–June 2015 Business Plan?

1. Organisational Development Projects/Actions

Tasks

One Voice for Local • Identify key issues which affect business and property developers Business within the adjoining commercial estate – Together Stronger • Understand business demographics and profiles • Create an accurate eligible voter database • Educate, engage and communicate with these eligible voters before, during and following the Expansion Ballot Programme (Sept 2012–June 2013) • Conduct successful North Harbour Business Improvement District (NHBID) Expansion Ballot in accordance with Auckland Council BID Policy (adopted Dec 2011) and NHBA Constitution (adopted AGM 2012) Member Service • Advocate for additional funding for current core programmes Range Extension • Research changing membership requirements across the existing NHBID area

Associate Membership

• Attract Associate Members through the proposed NHBID expansion area • Attract Associate Members from other areas of Auckland

Partners

Outcomes and Measures

• NHBA members • Eligible voters within expansion area (1484 polled) • Auckland Council • Upper Harbour Local Board (UHLB) • Media • Independent Electoral Services • Statistics New Zealand and business profile statisticians

• Achieved 36.4% voter engagement from expansion area • Gained 64% positive endorsement from voter turnout • Secured clear mandate from members to become full NHBID members • Created a sustainable platform for the future of NHBID • Received ratification from Auckland Council and UHLB

Did we deliver?

• Commence the delivery of our programmes across the wider BID • 300 member visits completed by 30 June 2014

2013–14 Targets

• Auckland Council • Auckland Transport (AT) • Ministry of Justice (MOJ) • UHLB • NHBA Gold Sponsors

• Achieved additional funding plus access to resources from key stakeholders • Increased advocacy and training elements across member programmes

• Local business • Media channels • Existing NHBA members

• Provide opportunities for NHBID members’ networks to include Associate Members at NHBA-hosted networking and business development events, and via www.nhba.org.nz/directory • Attract additional revenue for further development of member programmes • Exceeded membership target by 10%

• Lobby for additional grant funding for new initiatives, e.g. waste management programme • Create programmes with multiple touch points • Deepen connections throughout membership • Increase annual membership fee to $345 • Attract 50 Associate Members

2. Advocacy and Representation Projects/Actions

Tasks

Partners

Outcomes and Measures

Did we deliver?

2013–14 Targets

Local and Central Government Engagement

• To make written and oral submissions to Central Government as required • To make written and oral submissions to the Council’s Annual Plan • To make written and oral submissions to UHLB • Establish links with local MPs • Establish links with senior management within New Zealand Transport Agency (NZTA) and AT

• Government • NZTA • Auckland Council and their agencies, such as AT • UHLB • NHBA members

• Submissions presented as required • Regular contact established • Clear consultation process established • Strategy meetings held to represent NHBA’s members’ needs • Effective representation and consultation • Quarterly presentation and meetings with UHLB • Increased engagement, consultation and impact on key policy decisions

• Oral and written submissions made to Auckland Council’s Draft Long Term Plan 2012–22, Regional Land Transport Programme 2012–15, Solid Waste Bylaw, Proposed Unitary Plan, Health Food and Hygiene Bylaw • Consulted through workshops on Liquor Bylaw, CCTV Bylaw, Signs and Banner Bylaw • Strategic relationships developed with NZTA and AT • Connection established with local MPs via submission process and through introduction and attendance at NHBA hosted events • Obtained letters of endorsement from Auckland Council

• Submissions as required. In particular Draft Unitary Plan, NZTA and AT Key Infrastructure Investment Strategy • Continue to build on key relationships and activities • Build relationships with incoming Albany Ward Councilors and UHLB representatives, following Local Government Elections (Oct 2013)

Develop Key Stakeholder Relationships

• Conduct regular meetings with key Auckland BIDs • Leverage additional funding for enhanced member programmes • Conduct membership surveys as required

• Auckland North West TC/BID networks • Industrial BIDs • Auckland Council Economic Development • AT • NZ Police • MOJ • NHBA members • ATEED • Digital Leadership Forum (DLF) • Crown Fibre Holdings

• Knowledge and resource efficiencies • Improved process and networks • Increased profile for NHBA members • Consult and advocate for best business practice • Ensure members needs are represented through their collective voice

• Established clear reference and knowledge-based relationships within leading Auckland BIDs • Following successful Expansion Ballot, acknowledged as a significant voice of scale by Auckland Council Economic Development • Secured additional grant funding from Auckland Council and Ministry of Social Development

• Leverage a stronger voice for business following successful Expansion Ballot • Gain early influence on policies which impact on NHBID members’ efficiency, profits or access to economic support • Use our relationships to deliver solutions for individual members in addition to the regional perspective • Consult and advocate for best business practice, greater efficiencies across the Auckland BID structure

3. Economic Development Projects/Actions

Tasks

Partners

Outcomes and Measures

Did we deliver?

2013–14 Targets

NHBA Education and Training

• Develop and promote the member programme and portal to provide access to world class education and business capability programmes • Promote R&D support • Connect industry and education and highly skilled workforce

• NHBA members • Unitec • Massey University • University of Auckland School of Business • Registered training providers • ATEED • Industry Training Organisations (ITOs)

• North Harbour economic growth is not restricted • Business enjoys access to quality, cost effective, sustainable support • Consistent access to highly skilled candidates and project staff, keeping local skills within North Harbour

• NHBA board approval given to funding requirements • Developed programme outline for Qtr 4, 2013 launch • Hosted two luncheons with guest speakers focused on training – attracted 110 members • Supported two series of Toastmasters Speechcraft Courses, attracted 40 participants • Promoted R&D case studies in FYI magazine

• Fully expand programme for extensive delivery Qtr 2, 2014

Effective clustering and support for special interest groups (SIGs)

• Establish SIGs • Research and prioritise the sectors of advantage

• NHBA members • ATEED • UHLB • Auckland Council Economic Development • Industry Bodies • ITOs • Research providers

• Focus on shared resources and objectives • Increased efficiency • North Harbour is regarded as the destination of choice

• Submitted to Auckland Council the need for Localised Economic Centres • Commissioned research to identify SIG base and requirements • Created clear business demographics and profile • Developed clear business demographics and profile data

• Utilise current business demographics to identify and create SIG, industry clusters and activity focused forums.

• Provide access to expert support, research, training for these clusters

Funding for growth

• Create a clear structured portal for advice, funding, business capability

• ATEED • NZ Trade and Enterprise (NZTE) • NZ Business

• Clarity is achieved regarding access, options and process • North Harbour business growth capacity is not restricted by lack of knowledge or facilitation

• On target to deliver as a component of NHBA’s wider education and training programme

• Portal live Qtr 4, 2013.

• Consistent content management to ensure accuracy

Ultra-Fast Broadband (UFB)

• Provide business with appropriate infrastructure to deliver business efficiency • Support growth through access to new markets via technology

• Ministry of Economic Development (MED) • Auckland Council • Crown Fibre Holdings • TUANZ • Chorus, Orcon and Open Access providers • NHBID members – business and property owners • Digital Leadership Forum (DLF)

• Removal of barriers to entry and participation • Reinforcement of North Harbour as a ICT centre of excellence • Increase productivity and business efficiency

• Represented NHBID at DLF meetings with industry leaders • Obtained additional funding from Auckland Council Digital Enablement Unit to support Technology Zone – Expo 2013 • Included UFB in internal media, plus Chorus presentation, to educate business on the benefits and processes of UFB

• Representation on DLF to continue • NHBID to have strong representation and member participation at Auckland Council Innovation Showcase Event 2014 • Support NHBID members through the installation process.

• Promote businesses with positive outcomes resulting from UFB

Sustainability and Energy Management

• Create an educational programme for business • Deliver financial and environmental benefits • Facilitate funding processes and access to expert advice and audits, plus R&D

• Ministry of Economic Development • Energy Efficiency and Conservation Authority (EECA) • Energy Management Association of NZ (EMANZ) • Sustainability experts • Sustainable Business Network • Sustainable Business Council

• Local North Harbour companies used as Best Business Practice case studies nationally • Direct financial savings • Healthier, safer workplace environment • Corporate social responsibility goals achieved • Reinforcement of North Harbour lifestyle values

• Established relationships with Sustainable Business Network • Featured energy efficiency in FYI magazine, Feb 2013 • Sustainable business sector focus in FYI magazine, Feb 2013

• Complete the energy management project as described • Promote financial benefits of sustainability programmes – link to National and Regional initiatives (e.g. Conservation Week) • Obtain additional funding (Waste Minimisation Fund) for extension of services outside of national or regional programmes • Deliver access to industry experts – for advice and funding support for NHBID members

4.0 Member Services and Activities 4.1 Business Development and Connectivity Project: NHBA Business Expo – May 2013 Number of Exhibitors 89

Expo Revenue 36,000

Project: Business Connectivity – Business Development and Networking

Marketing Budget

Did we deliver?

31,000

Exceeded exhibitor numbers and therefore revenue, increased marketing spend, retained venue sponsorship

2013–2014 Targets $42,750 revenue 100 exhibitors 750 visitors

Event Business Breakfast Business After Five Business Luncheon Additional Functions/Public Meetings

KPI 5 4 3

Did we deliver?

4 3 3 4

2013–14 Targets 5 4 2 4

4.2 Communications Projects/ Actions FYI magazine

FYI Online (e-newsletter)

All media

Tasks

Partners

Outcomes and Measures

• Inform, connect and promote local business, NHBA members and their staff • Publish 4–5 times per year • Ensure delivery is effective and accessible

• NHBA members • TCP Print • Contract editorial and production • Sponsors • Key stakeholder communication teams

• North Harbour business community is well informed and connected • Increased exposure for Gold Sponsors • Re-designed FYI template released Sept 2012. Greater focus given to specialist sector focus and education business development articles • E-magazine option available, and promoted • Delivered 37 e-shots during the last financial year. Potential views exceeded 70,000 • Increased the e-newletter database to over 1900 registered recipients • Opening rates of 25% exceeded • Increased depth of reach through members with multiple recipients per business • Gain exposure for NHBA advocacy and representation • Represented across two external publications per month

• Provide an effective tool to support the bi-monthly printed magazine • Promote time-sensitive news and programme updates • Minimum of one per month • Increase relevance through improved opening rates • In excess of 1800 registered subscribers • Extend media coverage across mainstream news and • Local media business publications • Media partners

www.nhba.org.nz • Increase visitor numbers, business directory and voucher programme • Increase number of events featured through member direct upload • Increase exposure for Gold Sponsors • Conduct regular surveys

• NHBA business owners • Local consumers • Benefitz • NHBA Board members • NHBA Marketing and Member Services Subcommittee

• Delivered Gold Sponsors’ panels and dedicated direct marketing page • 1300 Business Directory listings for local business promotion • Login and self editing instructions distributed to all members to encourage update and voucher promotional use • 25% growth across Google Analytics for visitor traffic, 22% increase in return visitor traffic. Page views have fallen slightly (6%)

Did we 2013–14 Targets deliver?

• Continue to improve the editorial mix • Achieve advertising targets • Increase reader response to events, training and opportunities to connect with other local businesses • Produce a minimum of 40 e-shots per year.

• Increase business news content • Continue to drive traffic to www.nhba.org.nz • Achieve advertising targets • Support Gold Sponsors and community messages • Continued focus on external media; target an average 1.5 articles per month • Promote branded directory and voucher programme to expanded membership • Member event listings exceed 55 • 5% increase against key Google measurables

4.3 Crime Prevention – Crime is Not OK Programme Projects/ Actions

Tasks

Partners

Stakeholder Relationships

• Engage through regular communication and formal meetings with Police and community partners • Provide support and feedback for stakeholders, national programmes • Increase interaction between members and NZ Police • Develop community-led relationships to reduce the impact of crime on social issues

• NZ Police • Auckland Council • Non Government Organisations (NGOs) • NZ Internet • Internet Task Force • Netscape • NHBA members

Crime is Not OK Programme

• Encourage adoption and understanding of Crime Prevention Through Environmental Design (CPTED) principles • Educate real estate practioners regarding CPTED principles • Execute CPTED surveys with business owners and their operational staff • Distribute Crime Prevention Toolkit to remaining members to support CPTED survey • Provide bespoke based on CPTED analysis • Develop crime prevention training on subjects identified through surveys and member contact • Engage specialist trainers and promote through internal and external media • Agreed communication process with BIZwatch partners

• Police • MOJ • Auckland Council • Real estate sales and letting agents, property managers • NHBA members

Training and Seminars

Incident Reporting

Security Alerts and Security Patrol

• Communicate clear incident reporting procedure for members • Liaise with security partners and providers • Management of the NHBA security patrol partnership with daily incident reports to Crime Prevention Specialist for her referral as required • Review contract 30 June 2013

• NHBA Crime Prevention Specialist • External training partners as required

Did we 2013–14 Targets deliver?

• Continued development of stakeholder, community partner and key industry • BIZwatch meetings are held bi-monthly – NZ Police, Auckland expert relationships to provide increased support to business, staff and visitors Council and NHBA • Continued development of key industry-specific training and expertise for • Crimestoppers and SNAP programmes included in Crime members e.g. NZ Internet, Netscape, DFL, plus education providers Prevention Toolkit • Launch business programme to support Conservation Week. Increase pride of • Crime prevention articles and NZ Police ‘The Blue Line’ column are place mentality through regular pallet collection and redistribution programme featured in every issue of FYI magazine • Increase knowledge of Police initiatives • Greater understanding of depth of crime prevention and community • Reduce barriers for police engagement with members support available • Reduce victimisation and its impact on NHBID members and their staff • Family Violence Project began Nov 2012 to educate and upskill business • Funding supplied by MOJ for continuation of Crime is Not OK programme from • CPTED principles adopted and included in company procedures 1 July–30 Dec 2013. Finalise funding from MOJ for 1 Jan 2014–30 Jun 2015 and plans against revised Crime Prevention Programme • CPTED principles are used positively to attract and support tenants • Focus on delivery of Crime Prevention Toolkits and surveys to expanded BID • Delivered 407 CPTED surveys membership to align their knowledge and resources to those of the existing • Delivered a total of 1051 Crime Prevention Toolkits from Nov 2011, NHBID. Toolkit delivery target: 400. CPTED survey target: 200 151 in the period covered by this report • Increased awareness of the Crime Prevention Toolkit ‘You Steal – You’re Marked’ initiative through NHBA signage at five key entry/ exit points • Provide a minimum of 26 formal training sessions before 30 June 2014 • Positive member feedback from a wide range of members • Continue to identify and engage expert presenters and facilitate access to • Increased interaction through multiple contacts within the members business structures • Launch Cyber Security Project by Qtr 2, 2014 • Increased attendance by ethnic communities • Research and obtain funding for an Asian Business Support Programme • 25 training sessions delivered across 8 topics, attended by 127 property and business owners and/or operational staff • Clearer processes and understanding • Promoted Crime Prevention Specialist as first line of contact • Supported by marketing and crime prevention material • Supported in media – print and online

Outcomes and Measures

• Security patrol partners • Auckland Council and NGOs • NHBA members • Media partners • Global Security • Security alerts sent promptly to members/partners (formerly ICON Security) • 22 e-newsletters with crime prevention or security messages sent • ADT Armourguard to 1900+ members during the past 12 months Security • Trends/messages resulting from security alerts are published in • North Shore Police FYI magazine • Fortnightly meetings held between Crime Prevention Specialist and security patrol partners • Improved processes and proactive patrolling • Increased visibility of co-branded security car

• Security Alerts published in FYI Online e-newsletter and www.nhba.org.nz • Non time-sensitive incidents published in FYI magazine • Complete a competitive RFP tender process for the combined NHBID area • Commission security patrol experts to deliver ongoing NHBA security

4.4 Transport Management Programme – Smart Transport Solutions Did we deliver?

Projects/Actions

Tasks

Partners

Outcomes and Measures

Carpool Programme

• Promote the use of carpooling to businesses and staff • Survey and data evaluation (AT) • Increase conversion baseline of less than 10% • Prioritization of carpool car parks provide an incentive • Encourage the conversion of registrations to active users

• AT • Rideshare • NHBA members and carpoolers

• Completed re-branding to Let’s Carpool national programme by Nov 2012 • Obtained 465 registered users by June 2013 • Increased dedicated carpool spaces to a total of 34 • AT is unable to provide confirmation of active carpool participants from the database that they centrally manage • 52% awareness amongst employees surveyed of the Let’s Carpool programme

• Continue to promote through the Smart Transport Solutions (STS) Kit and Personalised Journey Planning (PJP) presentations • Focus on businesses within the expanded area with more than 15 employees to increase their knowledge to the same level as original BID members • Promote the bespoke NHBA ‘Guaranteed Ride Home’ benefit of the Let’s Carpool programme to all

Employer and Employee Engagement

• Ensure all commuters are aware of the transport mode choices within North Harbour • Distribute STS Pack to business owners and staff

• AT • MAXX

• Personalised Journey Planning (PJP) group presentations direct to staff the priority. Minimum of 2 per month • Focus on education within the expanded BID area on transport options available • Review the STS Pack contents to ensure they are relevant and easy to use for commuters, and cost effective to produce • Deliver 400 STS packs by June 2014

Advocacy and Representation

• Identify and promote realignment to improve traffic flow, access and safety • Represent members during resource consent applications as required • Inbound investment and economic development • Consult with project management before and during transport infrastructure changes • Consult with school, safety, cycling and walking programme specialists to ensure the needs of business are considered • Continue to monitor freight movement against baseline research to support business growth • Continued monitoring required for key entry/access points • Provide commuters with real time information, enabling them to avoid congestion and plan more effectively • Erect signage and promote throughout NHBA and media • Increase usage and awareness, especially during Albany Highway reconstruction

• NZTA • AT • NHBA members • External consultants funded by AT

• Delivered a total of 997 STS Packs to business owners, 358 of those in last financial year • Transport Project Manager met 242 employers to encourage change in commuter behaviour • Engaged directly with 1259 employees, reduced reliance on employers to disseminate information, resulting in increased use of public transport, cycling and Look Before You Leave (LB4UL) camera network • Since 2007, cycling has increased by 187% in AM peak period. 95% increase in 2012/13 year. 256% increase since 2007 in PM peak period, 39% in 2012/13 period • 12 transport-related e-newsletters distributed. Estimated readership of 5700 • Advocate for priority completion of SH18/SH1 • Improve traffic light management. Presentation for members at the AT Traffic Camera Control room planned July 2013 • Established relationships with real estate agents and property managers to promote the STS programme and support • Greater understanding of the impact of niche programmes across industrial estates. Hosted NZTA at a public meeting regarding impact of their infrastructure projects on business logistics • Increase communication with schools and education institutions. Focused on safety, mitigating the impact of school traffic on congestion • Leverage value as a Transport Management Area for inward investment and tenant longevity

• ISPs • Armitage • AT

• Increase website visits to this page by 39% (represents 48% of overall traffic to nhba.org.nz) • Six LB4UL signs have been installed • Further increased awareness through LB4UL promotion on the five NHBA signs at key entry/exit points to the NHBID area • LB4UL marketing material is included in the STS Pack • 40% of employees are aware of LB4UL initiative as surveyed in the Annual Transport Evaluation

• Continued focus on education • Review of camera infrastructure to incorporate expanded BID area, increase reporting and reduce overheads • Scope expansion of LB4UL camera network across wider NHBID area

Public Transport

• Promote and foster improvement of public transport • Encourage increased patronage of public transport through promotions and education

• AT • MAXX • NHBA membership

• Promoted and distributed 570 free public transport passes across all media platforms, through the STS Packs and direct presentations to employers and commuters • 40% increase in total passenger volume alighting in NHBID area, with 300% increase reported on bus stops close to educational institutions. (Opus/AT Programme Evaluation) • Advocated for improved public transport facilities within North Harbour • Lobbied for busway patronage surveys and Park and Ride patronage surveys to be completed by AT

• Growth of public transport patronage by a further 30% • Support launch of HOP card, encourage increased local resellers • Submissions provided as required to AT/NZTA • Contribute to the Auckland wide public transport network review (RPTP)

Evaluation Reports and Governance

• Annual survey of members to ensure • Opus programmes align with their requirements Consultants • Monitor impact of changed behaviour, • AT reduction of single occupancy car journeys, • NHBA Board parking management and demand and Transport Subcommittee

• Key measurement undertaken by AT-funded and appointed consultants, May 2013. Traffic volume increases have slowed in 2012/13 from previous year.

Membership feedback on NHBA services positive. LB4UL as a service has a high perceived value. Transport projects manager has achieved high level of interaction with employers. Ongoing infrastructure changes within NHBID area will impact on current mix of services provided. Engagement with commuters critical to continue to shape relevant programmes • Continued financial support for NHBID is granted by AT

• Create in-house process for assessing baseline data on a quarterly basis • Outputs used to keep programmes relevant across the expanded NHBID

Look Before You Leave (LB4UL) Camera Network

2013–14 Targets

• Advocate for timely investment in key infrastructure across NZTA’s Auckland Network Northern Corridor Project. Investment projections: $596–781M • Provide submissions and formal representation for Auckland Plan 2014–16, Regional Land Transport Programme 2012–15, Auckland Regional Public Transport Plan 2012, National Land Transport Programme 2012–15, Auckland Integrated Transport Programme (ITP)

Financial Reports Compilation Report to the Officers of North Harbour Business Association Incorporated Scope

Responsibilities

On the basis of information you provided we have compiled, in accordance with Service Engagement Standard No. 2: Compilation of Financial Information, the financial statements of North Harbour Business Association Incorporated for the year ended 30th June 2013. These statements have been prepared in accordance with Generally Accepted Accounting Practice as described in Note 1 to the financial statements.

You are solely responsible for the information contained in the statements and have determined that the approach used in their preparation, as outlined above, is appropriate to meet your needs and for the purpose that the statements were prepared.

The financial statements were prepared exclusively for the benefit of North Harbour Business Association Incorporated. We do not accept

Business Directory As at 30th June 2013 responsibility to any other person for the content of the financial statements.

Vision Accounting Solutions Limited Chartered Accountants Unit A, 12 Saturn Place North Harbour Auckland 18 October 2013

Independent Auditor’s Report To the members of North Harbour Business Association Incorporated 14

We have audited the financial statements of North Harbour Business Association Incorporated on pages 4 to 11 which comprise the statement of financial position as at 30 June 2013, and the statement of financial performance and statement of movements in equity for the year then ended, and a summary of significant accounting policies and other explanatory information.

Executive Committee’s Responsibility for the Financial Statements The members of the governing body are responsible for the preparation and fair presentation of these financial statements in accordance with generally accepted accounting practice in New Zealand and for such internal control as the members of the governing body determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We NHBA ANNUAL REPORT 2013

conducted our audit in accordance with International Standards on Auditing (New Zealand).

Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Other than in our capacity as auditor we have no relationship with, or interests in, North Harbour Business Association. Hayes Knight North Limited, an associate of Hayes Knight Audit NZ, is a member of North Harbour Business Association Incorporated and paid $2,020 (excluding GST) for services provided during the year ended 30 June 2013.

Opinion In our opinion, the financial statements on pages 4 to 11 present fairly, in all material respects, the financial position of North Harbour Business Association Incorporated as at 30 June 2013, and its financial performance for the year then ended in accordance with generally accepted accounting practice in New Zealand.

Hayes Knight Audit NZ Auckland, New Zealand 18 October 2013

Registered Office 12a Saturn Place, Albany Officers Janine Brinsdon (General Manager) Warren Kitchin (Chairman) Kevin Moore (Vice Chairman) Geoff Ashenden Chris Baker Greg Frittelli Brent Mackway-Jones John Kerridge Janet Marshall Les Probert Brenden Rolston Heather Stonyer Jenny Watson Association Number 1277568 Auditors Hayes Knight Audit NZ Accountants Vision Accounting Solutions Ltd P O Box 303 157 North Harbour Auckland Bankers Bank of New Zealand Date of Formation 20 February 2003 Nature of Business Local Business Community Service

Statements Statement of Financial Performance For the Year ended 30th June 2013

2013 ($)

Less Expenses continued

2012 ($)

REVENUE Targeted Rate

310,000

Membership Subscriptions Grants Received Interest Received Sponsorship

310,002

12,672

6,059

122,470

149,300

4,583

11,337

23,450

11,000

Printing & Stationery Rents

BNZ Cheque Account

2,330

27,585

BNZ On-call Account

8,621

17,356

GST Refund Due

6,853

6,668

CURRENT ASSETS

367 17,493

Repairs & Maintenance

438

-

Payments in Advance

-

2,530

-

191

Total Current Assets

39,136

71,999

Staff Training

117

200

Subscriptions

311

30

7,253

5,216

68,225

81,906

107,361

153,905

BNZ Visa account

540

175

Accounts Payable

21,860

26,668

Accrued Expenses

-

10,191

Total Current Liabilities

22,400

37,034

TOTAL LIABILITIES

22,400

37,034

NET ASSETS

$84,961

$116,871

84,961

116,871

$84,961

$116,871

550,319

532,103

139,364

133,458

53,615

51,596

167,867

136,494

962

291

7,529

12,556

Audit Fees

2,300

2,200

15,120

14,254

102,437

93,768

1,232

1,142

540

504

Board Support

3,203

2,003

Computer Expenses

4,453

273

Consultancy

1,000

-

General Expenses

1,385

1,380

Independent Election Services

9,356

11,393

Insurance

1,985

1,263

-

25

Interest

1,937

2012 ($)

20,965

4,169

Cleaning & Laundry

234

Postage & Courier

2013 ($)

367

730

Bank Charges

1,223

Note

Accounts Receivable

Advertising

Management Costs

1,954

Meeting Costs

As at 30th June 2013

Taxation

Less Expenses

Administration Costs

683

6,278

5,905

Accountancy Fees

618

898

700

Accident Compensation Levy

Licences & Registrations

Statement of Financial Position

Recruitment Expenses

32,126

Business Development/Events

-

1,441

10,450

Transport Management Programme

267

32,475

46,864

Crime Prevention Scheme

Legal Expenses

1,308

Advertising Income

Total Income

2012 ($)

40,650

Function & Events Income Training Income – Crime Prevention Scheme

2013 ($)

Replacement Equipment

Telephone, Tolls & Internet Travel/Mileage

3,182

326

Kiwisaver Contributions

4,274

3,170

560,656

508,360

Total Expenses Net (Deficit) / Surplus Before Depreciation

(10,337)

23,743

Less Depreciation Depreciation as per Schedule Depreciation - Loss on Sale Net Depreciation Adjustment

21,573

22,165

-

3,293

21,573

25,458

NON-CURRENT ASSETS Fixed Assets as per Schedule

6

TOTAL ASSETS CURRENT LIABILITIES

Represented by: NET DEFICIT

($31,910)

($1,715)

EQUITY Retained Earnings

Statement of Movements in Equity For the Year ended 30th June 2013

2013 ($)

2012 ($)

EQUITY AT START OF YEAR

116,871

118,586

Total recognised revenues & expenses EQUITY AT END OF YEAR

7

The accompanying notes form part of these Financial Statements and should be read in conjunction with the reports contained herein.

For and on behalf of the Association:

SURPLUS & REVALUATIONS Net Deficit for the Year

TOTAL EQUITY

(31,910)

(1,715)

(31,910)

(1,715)

$84,961

$116,871

Warren Kitchin (Chairman) Date: 18 October 2013 NHBA ANNUAL REPORT 2013

15

Notes to the Financial Statements 1. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES

16

The financial statements presented here are for the entity North Harbour Business Association Incorporated.

The society qualifies for differential reporting as it is not publicly accountable and it is not large as defined in the Framework for Differential Reporting.

The society has taken advantage of all available differential reporting exemptions.

North Harbour Business Association Incorporated is a non-profit organisation registered under the Incorporated Societies Act 1908.

The accounting principles recognised as appropriate for the measurement and reporting of earnings and financial position on an historical cost basis have been used, with the exception of certain items for which specific accounting policies have been identified. (a) C hanges in Accounting Policies There have been no changes in accounting policies. All policies have been applied on bases consistent with those used in previous years. (b) F ixed Assets & Depreciation The entity has the following classes of fixed assets:

Furniture & Fittings

Office Equipment

Plant & Equipment All fixed assets are recorded at cost less accumulated depreciation.

Depreciation of the assets has been calculated at the maximum rates permitted by the Income Tax Act 2007. The rates used are shown on the Schedule of Fixed Assets and Depreciation attached. (c) G oods & Services Tax These financial statements have been prepared on a GST exclusive basis. (d) Income Tax No provision for Income Tax has been made as there is no current or deferred tax payable. The Association is exempt from Tax pursuant to section CW40(1) of the Income Tax Act 2007. (e) R eceivables Receivables are stated at their estimated realisable value. Bad debts are written off in the year in which they are identified. (f) Operating Leases Payments made under operating leases are recognised in the statement of financial performance on a straight line basis over the term of the lease.

NHBA ANNUAL REPORT 2013

2. AUDIT

6. FIXED ASSETS

These financial statements have been subject to audit, please refer to Auditor's Report.

3. CONTINGENT LIABILITIES At balance date there are no known contingent liabilities (2012:$0).

2013 ($)

2012 ($)

At cost

7,129

5,833

Less Accumulated Depreciation

1,558

875

5,571

4,958

Furniture & Fittings

4. RELATED PARTIES During the period there have been material transactions between North Harbour Business Association. Incorporated and related parties as follows: Name of Related Party

Relationship

Types of Transactions

Brenden Rolston

Board member of NHBA and Shareholder of Actionmail Ltd

Services of ActionMail used in relation to NHBA's FYI magazine

Geoff Ashenden

Board member of NHBA and Shareholder of ABA Chaucer Ltd

Advertising in White and Yellow Pages

Board member of NHBA and Shareholder of ILG Insurance Brokers Ltd

Insurances

Greg Frittelli

John Kerridge

Jenny Watson

Janet Marshall

Office Equipment At cost

9,417

7,321

Less Accumulated Depreciation

5,837

4,272

3,580

3,049

121,985

117,485

62,911

43,586

Plant & Equipment At cost Less Accumulated Depreciation Total Fixed Assets

Board member of NHBA and Principal of West Tec Furniture

Office storage cupboards

Board member of NHBA and Solicitor at Clendons Barristers & Solicitors

Auditing of constitution prior to AGM

Board member of NHBA and Contractor to Colliers International

Associate Membership to Colliers International

5. SECURITIES AND GUARANTEES

59,074

73,899

$68,225

$81,905

7. OWNERS' EQUITY 2013 ($)

2012 ($)

Retained Earnings opening balance

116,871

118,586

Net Deficit

(31,910)

(1,715)

84,961

116,871

Retained Earnings closing balance

8. CAPITAL COMMITTMENTS At balance date there were no known capital commitments (2012: $0)

9. OPERATING LEASE COMMITMENTS North Harbour Business Association Incorporated has the following lease commitments: 2013 ($)

There was no overdraft as at balance date nor was any facility arranged.

Current Property

11,667

2012 ($)

Non-current 0

Current

Non-current 0

NOTE: This Statement is to be read in conjunction with the accompanying Statement of Disclaimer.

0

BUSINESS PLAN July 2013–June 2016 Introduction The following Business Plan framework covers the next three financial years, ending 30 June 2016. This timeline supports NHBA’s strategic programme development and evolution. It ensures that we reflect Auckland Council’s annual planning and funding process.

Outcomes and goals specific to the 2013–14 period are included on pages 10–13 of this report. Defined KPI values for subsequent years will be developed and presented to members each AGM as certainty over the service programmes and related funding is achieved.

Covered in this Business Plan is an overview of the following core objectives and member services:

Operations • Organisational Development • Advocacy and Representation • Economic Development • Activities and Member Services – – – –

Networking and Business Development Member Communications Crime Prevention Programme Transport Management Programme

Financials Budget Financial Year Ending 30 June 2014 Over the coming three financial years, we are expanding our programme operations to reflect our larger membership base. This will be achieved through securing financial and operational support from our members, stakeholders, associate members and from sponsorship, as appropriate.

Continuous innovation and evaluation will result in refinement across our core activities, to ensure we deliver our programmes in the most relevant and cost-effective manner, within an ever-changing business environment.

We will seek to influence wider regional planning and government/ council resource allocations while accepting the need to address challenges and issues in a positive, collaborative manner. We believe this approach, combined with leverage from our significant ‘One Voice for Local Business – Together Stronger’, will protect and enhance the interests of our membership and secure an even brighter economic future for North Harbour.

NHBA ANNUAL BUSINESS PLAN 2013–16

17

1.0 Organisational Development

18

July 2013 witnessed two significant milestones.

The first was the successful North Harbour Business Improvement District (NHBID) expansion ballot. It gives us great pleasure to welcome a further 1400-plus members to the NHBID. Following the ballot, which took effect 1 July, our focus is clearly on the extension of NHBA’s successful membership programmes into the expanded area.

The establishment of a membership base which exceeds 4000 members has given this organisation the critical mass it requires to make true the membership promise: One Voice For Local Business – Together Stronger. This expansion strengthens our position as a sustainable, independent business voice for North Harbour.

The second significant event was the recognition of our tenth year of operations in support of the North Harbour business community. The growth of the association – from a few companies coming together to help resolve crime and transport issues, to one of Auckland’s leading business associations – is an indication of the commitment and passion businesses have for this area. The efforts of past and present Boards and executive teams, stakeholders and sponsors have all played critical roles. They deserve our thanks and acknowledgment.

The expansion strengthens our position as a sustainable, independent business voice for North Harbour.

NHBA ANNUAL BUSINESS PLAN 2013–16

However it is the next ten years where we must focus our attention, as they will be as critical as the previous ten.

The organisational development priorities are:

Organisational Structure and Resourcing

Want someone who can help fix parking?

Want real ways to help prevent crime?

Want more from your business in 2013?

Want networks that deliver results?

Want a voice for your business in the meetings that count?

Executive Staff NHBA will continue to be resourced by a General Manager, an approved number of programme managers, and accounts plus administration support. A reallocation of NHBA’s current executive resource and the appointment of a specialist direct marketing and member support manager will enable us to cost-effectively deliver the increased communication and connectivity our members are demanding.

of the range of our proven programmes (2013–14), and educate them to the same operational level and understanding as their neighbours. This consistent approach will enable the entire NHBID to move forward in 2014–15.

• Attract associate members from the north and west sectors of Auckland.

• Retain and expand, if appropriate, the Gold Sponsorship model.

Service Programmes

Organisational Performance

We will continue grant-based service programmes for Crime Prevention and Transport Management, made possible through the successful NHBID expansion ballot and/or through securing additional grant funding.

An annual review of our programmes will be conducted. Membership surveys will be one of the tools used to review the programme value, relevance and benefits to members and stakeholders.

We shall effectively deliver services to members by: • The ongoing assessment and development of NHBA personnel to deliver continuous improvement and excellence in their service performance.

• Attracting and retaining experienced Executive Committee members from a broad range of industry backgrounds to provide effective representation, input, governance and support to NHBA Executive Team activities.

• Achieving economies of scale through expanded membership to maintain current targeted rates and continue to deliver an enhanced range of services.

deliver the support promised during the election campaign. Make them aware

Regional Profile Representation will be ongoing within the Auckland regional BIDs to share knowledge, policy and processes.

One Voice for Local Business – Together Stronger

The current structure has served us well. It will provide an effective framework for longterm, sustainable operations. It includes: Executive Committee of up to 13 members, including the Chair, and Board Subcommittees for Finance/Audit, Transport/ Crime Prevention, and Marketing and Member Services.

The above structure provides planning, governance and executive support.

Planned Development Activities • Engage with NHBA’s new BID members,

2.0 Advocacy and Representation

The value to our expanded NHBID membership is the ability to leverage from the strength of our combined voice, on issues that affect commercial viability.

Having their voice heard in the meetings that count, will mean our commercial property and business owners can have more confidence in their ability to make short- to mid-term investment decisions.

NHBA will consult and provide formalised submissions on aspects affecting the financial performance of our members, and significant local and national government investment decisions that impact on our members’ efficiency. The details can be found on page 3 and on page 10.

Our commercial property and business owners can have more confidence in their ability to make investment decisions.

Transport Management This includes Albany Highway, SH18, SH1, potential Park and Ride development, freight corridors, public transport (PT) links (including ‘the last mile’ connections), school transport, and greater promotion

and understanding of sustainable and diverse transport solutions.

The PT network review process aims to improve PT infrastructure, streamlining routes and connections across North Harbour. Influencing the business priorities contained within the developing Auckland Integrated Transport Plan (ITP) will be an important advocacy priority to ensure those of North Harbour are not lost amongst other regional priorities.

Crime Prevention Commitment of support and expertise from stakeholders such as NZ Police and Auckland Council will provide streamlined and transparent reporting processes, and increased interaction and knowledge.

Increased engagement across the wider community will have a positive cultural impact, increasing safety and crime prevention messages within ethnic clusters.

Through advocacy and representation, NHBA will seek to develop ongoing funding for our crime prevention initiatives, beyond the completion of the MOJ ‘Crime is Not OK’ programme (Dec 2013).

Business Infrastructure Accepting that it is critical to ensure the voice of business is understood within a larger regional council environment, NHBA will continue to provide appropriate and timely submissions on all matters that impact on business – cost of business, business efficiency, infrastructure and R&D. We will continue to leverage relationships across ATEED, NZ Trade and Enterprise, UK Trade and Investment, ITOs, industry experts and commentators such as the Telecommunications Users Association of NZ (TUANZ), as well as through our role on the Digital Leadership Forum, to ensure the interests of NHBA members are considered and advanced.

3.0 Economic Development

4.0 Activities and Member Services

In order to maximise the growth opportunities for North Harbour businesses, NHBA is committed to promoting an environment that encourages collaboration within complimentary businesses.

We continue to encourage members to optimise their local opportunities and relationships, and also to provide them with access to investment capital, R&D and world class infrastructure, to enable them to leverage value and growth from a wider pool, if they wish.

Local economic growth is being delivered by the expansion of the NHBA Business Expo. Building on the success of the expo will be the November launch of a One Day Sale event. This is designed to create a portal through which wholesalers and retailers can release capital locked up in indent or deleted products efficiently, without impacting on existing commercial relationships.

The completion in 2013–14 of business demographic research will provide valuable insight into changes within the business district. It will become the framework against which we can measure the demands for skills and specialist support through linkage of educational providers, industry experts, sector specialists and international trade partners. This research will also focus the priorities for the Business Capability Programme, and the partners NHBA engages to deliver this key programme.

This data also demonstrates the importance of North Harbour within the Auckland economy. Albany has been identified as an area of economic significance by local government. Office and commercial vacancy rates reflect the market demands. Employee numbers have grown 4.8% within the NHBID area over the past 24 months, to an estimated 24,000.

The number of businesses located east of the northern motorway has increased 18.9% since 2008. There has been a small decrease of 3.5% for those located west of the motorway, with overall numbers maintained since 2010. Industry sectors are similar across both the eastern and western clusters. The largest sectors represented in terms of number of businesses and employees are: wholesale trade; professional, scientific and technical services; retail trade, financial and insurance services; manufacturing; and rental (including motor vehicle industry), hiring and real estate services.

Our progress against the stated goals of the three-year timeframe of this business plan is recorded on page 11, and includes our ongoing commitment to the effective roll-out of UFB and the promotion of a sustainable and energy-efficient business district.

Demand for an efficient and effective, dynamic and competitive commercial environment will continue to drive our member services in the coming 12–18 months.

A clear mandate was given in support of our current programmes during the expansion ballot campaign. The focus for 2013–16 will remain on connecting members through our networking and business development programme, reducing crime and improving transport, and providing a voice in decisions that matter.

Our task is to keep these programmes relevant across a mixed membership base. New members will need additional support in terms of crime prevention and smart transport solutions education. Our established members will form the basis of forums for new programme development and appraisal. All members will receive an immediate benefit from their strategic choice of location. Their investment in Albany will be rewarded through our crime and transport initiatives, which benefit all those located within the NHBID area. Access to additional resources such as networking, business development, crime prevention and transport programmes is available to all members across the expanded network.

All members will receive an immediate benefit from their strategic choice of location.

4.1 Networking and Business Development • The Business Breakfasts, Business Luncheons and Business After Five events will remain at the core of this programme, with increased focus on thought leadership through our guest speakers.

• Streamlined event management will add value to members and reduce management overheads.

• NHBA’s business development programme aimed at women in business will commence. This will provide increased opportunities per member for networking and up-skilling of key staff.

• Research supports the need for greater support for the local Asian business community. Subject to grant funding, an Asian Business project will be established to encourage linkage with education institutions, employment and local investment.

NHBA ANNUAL BUSINESS PLAN 2013–16

19

Sir Ralph Norris

4.2 Member Communications

20

Keeping businesses connected and informed concerning matters that impact on their business is the primary driver behind our ongoing communication strategy.

• Recent changes to FYI magazine have delivered a solid platform. The inclusion of limited advertising makes expanded distribution sustainable.

Quality articles will retain the current readership of 8000 per issue. It is the intention to publish 4–5 issues per year. Greater focus will be given to local business profiles and successes and businesses new to the area within FYI, as well as education and industry news.

• FYI Online (NHBA’s e-newsletter) is a proven tool for delivering key messages, used to promote events and highlight crime prevention, transport or advocacy news. The intention is to also include business news messages in FYI Online.

• We are implementing a social media strategy to increase awareness and engagement within and outside of the NHBID. NHBA ANNUAL BUSINESS PLAN 2013–16

4.3 Crime Prevention

4.4 Transport Management

Based on the historical success of this programme, MOJ have committed to six months of funding to assist with initial education across the expanded BID membership. Securing a further 18 months of funding is the priority if we are to continue to grow this programme.

The focus for new initiatives would be: • The creation and delivery of an Asian Business Crime Prevention programme.

• Cyber security training. This will be a significant project due to the dramatic growth of data use across business. Through NHBA’s relationships, members will benefit from training and expert support via ICT industry bodies, university and polytechnic institutions, the Digital Leadership Forum, and other key partners. It is our intention to launch this initiative before 30 June 2014.

• Cyber bullying education will continue to be part of our crime prevention package because of the direct and indirect impact this has on business. With increased access and connectivity to social media and the internet, cyber bullying is projected to grow.

NHBA will provide assistance through our stakeholders and community relationships to those members who require support.

Managing the demands for adequate parking, practical access for staff and trade visitors, efficient public and active transport commuter options, plus lobbying for increased infrastructure investment, are the key functions of our transport programme.

The significance of Albany in terms of economic cluster reinforces how critical an efficient transport hub will be for continued growth of the area. The risk of access becoming a negative issue for business will shape the development of NHBA’s transport programmes.

In June 2013, central government announced a $10 billion package to fast-track key regional infrastructure projects. Further investment is to be made across the Auckland Network Northern Corridor Project (estimated $596–781M). These northern regional projects are due to commence in 2014 and will have a direct short- to mid-term impact on business. Our relationships across the key agencies will be leveraged to deliver the best outcome for business across the following policies and strategic plans. NHBA will seek the input of business, and collate to shape formal submissions throughout the timeframe of this business plan. Advocacy priorities are detailed below.

Further programme enhancements we have committed to, outside of MOJ funding, are: • The extension of the NHBA-funded security patrol. Following a competitive tender process, NHBA awarded initial one-year contracts to ADT Armourguard Security and Global Security (formerly Icon Security), with three annual rights of renewal. ADT Armourguard Security are managing the eastern side of the NHBID, while Global Security are responsible for the western side. Both companies are responsible for supplying daily reports to the Crime Prevention Programme Manager on any incidents that impact NHBA members.

• Expansion of the Family Violence project.

A third video linking victim story/business case study will be created and added to the other content available to members.

• Advocacy projects include a CCTV policy review and a liquor licensing review.

In June 2013, central government announced a $10 billion package... further investment is to be made across the Auckland Network Northern Corridor Project (estimated $596–781M).

• SH1 • Western Ring Route • Tawa/Greville roundabout • Albany Highway • Northern Busway extension, • Improved Park and Ride facilities • Regional roll-out of Regional Public Transport Plan (RPTP) MAXX review

• HOP card integration • PJP development • Maturity of programmes • Mitigate impact employment growth • Business-to-business advocacy • Stakeholder advocacy • Future implementation and development of the proposed regional cycle network Our advocacy programme also reinforces the need for NHBA’s continued investment in the STS programme. As some elements, such as the Free Discovery Public Transport Passes, are phased out in favour of new products and services (i.e. the HOP card), reeducation across the entire BID will need to take place. Operational goals for our transport programme are reported on page 13.

We are researching potential expansion of our Look Before You Leave (LB4UL) camera network, with two additional locations being sought.

Budget June 2014 and June 2015 In line with Auckland Council BID policy requirements, we have produced a three-year Business Plan supported by a Budget through to 30 June 2015.

In the year to 30 June 2014, we have reasonable certainty for programme funding through our current NHBID targeted rate and grantbased revenue, primarily from Auckland Transport

Budget Summary

and Ministry of Justice (MOJ). MOJ have committed to FYE 2013 funding levels from 1 July 2013 to 31 December 2013. Our budgets through to 30 June 2015 assume the continuation of current funding levels subject to external programme grants. NHBID targeted rate percentage to CV remains consistent as at 2013 levels. Following the ratification of the NHBID Expansion Ballot

Budget Draft (AGM 2012)

FYE June 2014 ($)

FYE June 2014 ($)

Member Targeted Rate

523000

74%

523000

68%

523000

65%

50000

7%

115000

15%

112000

14%

% of total

FYE June 2015 ($)

% of total

Events – including Expo

57500

8%

58050

8%

65000

8%

Gold Sponsorship

43000

6%

39000

5%

45000

6%

Associate Member Subscriptions

12500

2%

17250

2%

35000

4%

Promotion

20000

3%

16900

2%

20000

3%

706000

100%

769200

100%

Crime Prevention Programme

109000

16%

169000

Transport Programme

105000

15%

124288

83750

12%

110694

Member communications

70000

10%

72127

Business Training and Development

45600

6%

43269

Total Programme Costs

413350

59%

519378

135000

19%

139468

Admin

45000

6%

42464

6%

45000

6%

Premises

20600

3%

22182

3%

35000

4%

IT/Computer

11000

2%

4178

1%

6000

1%

Depreciation

22000

3%

22080

3%

22000

3%

BID programme development

30000

4%

13690

2%

15000

2%

Total Estimated Income

800000

100%

22%

150000

19%

16%

120000

15%

14%

125000

16%

9%

75000

9%

6%

55000

7%

68%

525000

66%

18%

150000

19%

Expenditure Key Programme Commitments

Events - including Expo

activities. Growth of the Crime Prevention and Transport Management programmes are funded through increased key stakeholder grant funding.

Our operating costs for the FYE 2014 are lower than originally anticipated. However if there is the need to relocate premises, this will have an impact on the projected budget for the final six months, FYE 2014.

Draft 2015

Key Revenue Streams External Programme Grants

% of total

Final Budget

in early 2013, the increased revenue and costs associated with delivery of programmes to an expanded membership base are included below.

Variations to the FYE 2014 Budget published in the AGM 2012 documentation are outlined below.

They reflect the changes in programme demand from our membership, in particular, greater support for networking and business development

Income 2014 Member Targeted Rate External Programme Grants Events - including Expo Gold Sponsorship Associate Member Subscriptions Promotion

21

Operating Costs Personnel

BID Extension Ballot

25000

4%

n/a

Total operating costs

288600

41%

244062

32%

273000

34%

Total Estimated Expenditure

701950

100%

763440

100%

798000

100%

Estimated Surplus/(Deficit)

4050

5760

n/a

2000

Expenditure 2014 Crime Prevention Programme Transport Programme Events - including Expo Member Communications Business Training & Development Personnel Admin Premises IT/Computer Depreciation BID Programme Development NHBA ANNUAL BUSINESS PLAN 2013–16

64.27% Votes returned said YES to joining the NHBID

FROM MOJ (YE 2013)

127

in overall reported 9% Decrease crime (NZ Police)

BUSINESS AND PROPERTY OWNERS – AND STAFF – ATTENDED DEDICATED

CRIME PREVENTION TRAINING

E IN EXHIB

Employment grew to 24,000 employees across the NHBID

8000

readers per issue

IN

14

61%

ND

SECURITY MESSAGES VIEWED

33%

INTE

CRIME PREVENTION AND

242

Employer presentations

Est. economic value created from public transport patronage

AS

E

visitors attended the NHBA Business Expo

INCR

500

10,000 $72,000 FUNDING RETAINED

358 $108,000

Smart Transport Solution Packs delivered

20

Total NHBID membership (1 July 2013)

camera network

in overall traffic 5% Reduction volumes

N

>4000

cycling Increased visits 95% increased at PM peak hours 49% to the Look Before You Leave

ORS

Associate Membership growth

IT

THE 71% YEAR IN REVIEW 2012–13

G TO R E T UR

300% increase in social media activity

@NHBAOrg