Certified Builders Association of New Zealand has gone one step further than recent law changes that enhanced consumer protections for building work, by introducing mandatory building guarantees. This move comes in advance of a decision by the Government about whether regulations on mandatory building guarantees are needed.

Certified Builders Chief Executive, Grant Florence, says, “Certified Builders isn’t waiting for the outcome of the Government’s review of this issue as part of the wider liability framework, because we believe mandatory building guarantees are in the best interests of both consumers and our members. The reality is the expectations of homeowners have changed significantly over the past few years and there is a need to drive greater accountability within the building industry.

“As a trade association, Certified Builders is focused on promoting best practice and setting a high standard of professionalism within the industry. We’ve moved to introduce mandatory guarantees because it’s the right thing to do, and because it will provide maximum peace of mind for homeowners and our member builders,” said Mr Florence.

The Building Act reforms that came into effect in January 2015 included a requirement for there to be a written contract for residential building work over $30,000, as well as requirements around disclosure of guarantee products and warranties for defective work, but stopped short of introducing mandatory building guarantees.

“Under the current system, consumers may not fully understand the guarantee product they are purchasing or may even engage a builder without a guarantee, resulting in loss of cover.

“Given New Zealanders’ homes are often our single biggest investment, it is important that we provide security for homeowners so that if work is not completed to the highest standard, they can be confident that it will be remedied,” said Mr Florence.

Exclusive to Certified Builders, the InBuild 10 year Residential Guarantee Insurance scheme is the widest home guarantee insurance cover currently available in New Zealand. It is underwritten by Lloyd’s of London and carries an “A+” rating from Standard and Poor’s. The scheme will apply to every new home build or home building alteration over $30,000 that is undertaken by a Certified Builder, and provides greater protection than other guarantee schemes. For example, cover extends to not only fixing any defects but also the damage caused by the defect.

The new scheme replaces Certified Builders’ former industry-leading voluntary guarantee scheme. Like the previous scheme, the InBuild 10 year Residential Guarantee Insurance scheme is run by an independent insurer, which ensures there is no potential conflict of interest in the management of guarantee claims as could be the case with an in-house scheme.

“While Certified Builders has already moved to introduce mandatory guarantees, we welcome the Government’s continued consideration of regulation of building guarantees.

“Mandatory guarantees should be standard practice for major building and renovation work as this would provide greater security for homeowners. When consumers have confidence in builders it’s good for the industry as whole,” said Mr Florence.

This media release was directly sourced from the Certified Builders Association of New Zealand website here. 

The new Singapore Airlines flight into Wellington will help deliver on the tourism industry’s goal of growing total annual revenue to $41 billion by 2025, says the Tourism Industry Association New Zealand (TIA).

The new air route linking Singapore and Wellington via Canberra will launch in September 2016, with four flights per week, adding 110,000 additional seats to New Zealand’s air links with the world.

“This new service connects Wellington to Australia’s capital city and to one of Asia’s most important aviation hubs,” says TIA Chief Executive Chris Roberts.

“It will open up a lucrative visitor pipeline into the capital, delivering an estimated 25,000 visitors a year to New Zealand, spending $95 million.”

The tourism industry’s Tourism 2025 growth framework identifies increases in sustainable air connectivity as critically important to boosting the industry’s value, from its current $30 billion a year to $41 billion.

“We know that new airline routes help stimulate demand, so we look forward to seeing more visitors arriving in Wellington year-round,” says Mr Roberts.

Tourism 2025 identified that when new air connections are established the whole tourism industry benefits.

“To ensure new air services are sustainable, it’s also vital that tourism operators on the ground get in behind them, by offering fantastic activities and experiences that appeal to that market.”

This media release was directly sourced from the Tourism Industry Association New Zealand website here. 

For further information, please contact:

Ann-Marie Johnson

Communications Manager

Tourism Industry Association New Zealand

DDI: 04 496 5001

Mobile: 027 600 4565

Email: ann-marie.johnson@tianz.org.nz

Co-op Money NZ, the trading name for the New Zealand Association of Credit Unions, which represents co-operatively owned credit unions and mutual building societies, has chosen the Flexcube core banking system from Oracle FSS.

Henry Lynch, CEO of Co-op Money NZ, says Flexcube will replace its legacy core banking system and it ‘will become the one-stop solution for all information across members that will use the system’.

Lynch says: ‘The Oracle solution was chosen by a majority of our credit union members after an in-depth consultative process that had us discussing its relative benefits and advantages. We are focused on becoming increasingly agile, responsive to member needs and resilient to change, and Flexcube ticked all those boxes for us.’

Deployment of Flexcube will start in early 2016.

Co-op Money NZ provides representation and advocacy for its members to government, regulatory bodies, media and consumer groups.

Its members employ over 550 staff, represent approximately 200,000 members, with more than 95 branches, assets of over $1.5 billion and collectively are the sixth largest financial transactor by volume in New Zealand.

This article was sourced directly from the IBS Intelligence website here. 

The recently-established Electricity Retailers’ Association of New Zealand (ERANZ) has appointed a Chief Executive.

Jenny Cameron, most recently the Director of External Relations for the Brewers’ Association of Australia and New Zealand, will be joining ERANZ as its inaugural Chief Executive on 23 February. “We are delighted to have a person of Jenny’s calibre and experience taking on the role of Chief Executive,” says ERANZ Chair Alan McCauley.

“From an electricity retailers’ perspective, we have been in need of coordinated industry voice on complex industry issues for some time. Jenny will play a significant leadership role in communicating and liaising with important stakeholders on these issues, including electricity consumers,” says Alan.

“It is an exciting prospect to establish a new industry association, especially in such an essential sector,” says Jenny.

“The electricity retail profile in New Zealand is unique and I am looking forward to learning more about the sector. There are plenty of opportunities to continue to develop a sustainable and competitive retail market to meet customers’ needs,” she says.

Incorporated in August 2015, ERANZ members include Contact Energy, Genesis Energy, Nova Energy, Meridian Energy, Mighty River Power, Pulse Energy and Trustpower.

ERANZ’s purpose is to promote and enhance a sustainable and competitive New Zealand electricity retail market. It will represent the industry on important sector-wide issues such as delivering value to customers and supporting an open, competitive and effective electricity market.

This media release was directly sourced from the Scoop NZ website here. 

The AuSAE team will be hosting a delegation for the upcoming ASAE Great Ideas in Association Management Conference, Asia Pacific. This year the conference is being held in Hong Kong April 10-12 2016. 

This conference will provide delegates with valuable insights into managing your association more effectively through education sessions, sharing ideas and collaborating with colleagues. 

For 95 years, ASAE has provided research based resources, knowledge and professional development to the association community. This is ASAE's second conference in the Asia Pacific, and is your opportunity to address current challenges, share your successes and elevate the profession in the region. 

If you would like to register with the AuSAE delegation or find out more about this conference please click here and use the code: PC2CXHP 

This excerpt was originally sourced from member Damian Mitsch's blog here. 

Today, I’m musing about what makes some directors operate like supreme court justices that go charging into management territory like a Kardashian at a fame fest. We are mostly all aware that Board can make all the decisions in an organisation if they want to. We also know that doing so is highly ineffective and at times destructive. However, so often directors either individually or collectively will have an issue come up, often through management reporting, and instantly they want to make a ‘decision’. Anyone who’s worked in management for a board will hear the words ‘why did the board get involved’ in their head, because that’s the question they’ll often get from staff. So why did the board get involved?

Let’s take a look at some tips for boards wondering if they’re making the right types of decisions.

1. Is the decision a matter of strategy?

Yes, we understand that EVERYTHING can be argued as a matter of strategy these days, but will the board be looking to amend the strategic plan as a result of a decision? How often does a director argue something is a ‘matter of strategy’ but then can’t articulate what needs to change in the strategic plan. If there’s no change to the strategic plan or its relating measures, chances are the board is getting involved in directing the ‘how’ rather than the ‘what’.

Tip 1. Ask yourself what changes might need to be made to the strategic plan before arguing an issue is a matter of strategy.

2. Is it a matter of board level policy?

What’s ‘board level policy’ you ask? Board level policy should to set parameters for risk and management activity. For example, if you want management to maintain cash flow at a certain level, then set a policy outlining the control measures. If funds need to be invested in certain asset classes with particular ratings, then specify that and let management get on with it. If there’s a reporting policy that’s needed to give the board confidence that governance parameters are being met, then establish one. That’s board level policy. I’m always perplexed when I hear management talking about boards wanting to make decisions about the most mundane things. Eg. which Australian AAA rated bank should our term deposit be invested with. I can’t imagine how a board in most cases adds any value to that decision once a policy is in place to invest surplus cash within set parameters in a secured account in an Australian AAA rated bank. Why is it a board decision then? Usually because the board has determined it to be so! The same organisations rarely find good management wanting to work with them for any length of time.

Tip 2. Ask which board level policy needs amending as a result of a decision. If there’s no board level policy that needs amending, then why is the board involved.

To read the full article please click here. 

This month AuSAE welcomes Linda Noble, Chief Executive, Governance New Zealand as our Member in Focus. Linda recently spoke with AuSAE about her role, changes at Governance New Zealand and advice to future leaders in the not-for-profit sector. 

How did you first become involved with Governance New Zealand?

With over 20 years’ experience in management of membership bodies across a range of industries, the role of Chief Executive with Governance New Zealand was a perfect fit with my skills and background. Initially this role was three days a week but after 12 months, the Board recognised that in order to progress the organisation, the role needed to be full time.

During your time as Chief Executive of Governance New Zealand, the organisation has seen much change. What do you personally feel has been the biggest challenge the organisation has overcome?

Governance New Zealand certainly has gone through significant change. As part of an international organisation, we needed to keep up with global trends in governance and maintain our relevance to current and future members.

In 2014, it became clear there was confusion around our brand in the market and that we needed to better express who we are and what we do. To support our strategies for growth and profitability and to gain competitive advantage in the area of governance, members gave full support to our rebrand from Chartered Secretaries to Governance New Zealand. We completely updated our website to reflect the new direction and progressive outlook.

Growth continued in 2015, as student numbers studying our professional education programme doubled, affiliate membership increased, conference attendance grew, and we acquired Women on Boards.

I heard about the innovative partnership between Women on Boards New Zealand and Governance New Zealand. Can you share how this partnership came about and the benefits it presents to Governance New Zealand members?

A key challenge for many professional membership bodies is recruiting and retaining members. As I mentioned above, in 2015 we incorporated Women on Boards members into Governance New Zealand.

This came about through our Board’s intent to promote diversity on both sides of the board table. Women on Boards aims to develop the next generation of board-ready women by providing empowerment through education and support.

This is a very exciting merger that benefits all members as we grow and expand our reach and influence in the area of governance, compliance and risk management.

What exciting projects are underway at Governance New Zealand?

We have a growing membership, which is something not all membership bodies can say! We held our second highly successful National Governance Conference last September and this is now firmly on the calendar of many governance professionals.

This year, our focus is on providing tailored, relevant and affordable CPD throughout New Zealand to senior executives, governance professionals and board members, in fact anyone working in a governance role.

What would you say to someone starting out in the not-for-profit sector with a view to become a future leader?

The Not-for-Profit sector is a delight to work in, you are surrounded by people passionate about what they do and who they are doing it for.

However to harness this passion and keep everyone focused on the strategic intent of an organisation, the importance of good governance cannot be underestimated. I recommend a future leader considers study in this area, either through Governance New Zealand or another provider of your choice.

AuSAE thanks member Linda Noble for appearing in the January Edition of AuSAE Insider. AuSAE recognises a current member every month, acknowledging their success and ongoing commitment to advancing the not-for-profit sector. If you would like to share your story with other executives, please contact Kerrie Lucas, Events and Communications Manager AuSAE at kerrie@ausae.org.au. 

AuSAE has welcomed new members from the following organisations this month.

Is your organisation on this list? If your organisation is on this list as an AuSAE organisational member but you are unsure if you are part of the membership bundle, please contact the friendly AuSAE team at info@ausae.org.au.

Not on this list? To join AuSAE today please visit our membership information page here.

AUSAE WELCOMES NEW MEMBERS FROM:

Organisation	Membership Level
Association of Wall & Ceiling Industries AUS & NZ	Association (Organisational - Small)
Leading Age Services Australia	Association (Organisational - Small)
Playgroup New South Wales	Association (Organisational - Small)
Rivers & Ranges Community Leadership Program	Association (Organisational - Small)
Australasian Association of Clinical Biochemists	Association Executive (Individual)
Australian College of Nurse Practitioners	Association Executive (Individual)
Carers QLD	Association Executive (Individual)
Clean Air Society of Australia & New Zealand	Association Executive (Individual)
New Zealand Association of Registered Beauty Therapists	Association Executive (Individual)
Parkinson’s New Zealand	Association Executive (Individual)
Parkinson's Queensland Inc.	Association Executive (Individual)
Surf Life Saving Northern Region	Association Executive (Individual)
Swimming Pool & Spa Association of Victoria	Association Executive (Individual)
Scrap Metal Recycling Association of New Zealand	Board or Committee Participant
Australian Hand Therapy Association	Young Association Professional

Note; To respect the privacy of our members, we only release membership type and organisation details publicly each month. 

Australian attendees at the 2015 AuSAE Leadership Symposium in New Zealand not only benefited from the ‘Building Sustainable Futures’ programme; they put the thinking into practice, building bridges with their New Zealand association counterparts for future cooperation and collaboration.

Tourism New Zealand flew 11 Australian and Australasian association executives to the Symposium in Wellington in October for a busy education and networking programme – with the added incentive of a tailored familiarisation trip.

Helen Bambry, Tourism New Zealand’s Business Events Manager - Australia, says: “We went to the AuSAE database and asked who would like to experience New Zealand as a destination. We had 67 responses for 11 spots. As well as exploring first-hand what New Zealand can offer in terms of events, this opportunity allowed these association organisers to connect with like-minded or sister organisations in New Zealand and start having talks about potential joint conferences.

“Air New Zealand supported us with flights and we worked with the local convention bureaux on tailored itineraries. Six went to Auckland, four stayed in Wellington and one went to Dunedin. Aligning with the AuSAE Leadership Symposium meant it was much easier for people to justify their attendance, having that concrete educational return on their time out of the office.”

One attendee, Marilena Salvo, Senior Executive Officer for the Australasian Society for Infectious Diseases Inc, was following up on ASID’s plans to conduct its Annual Scientific Meeting in Dunedin. Her tailored trip took in key hotels and venues as well as a visit to the Dunedin Public Hospital.

“The trip was very useful as it gave me the opportunity to attend a quality conference targeted at associations managers such as myself. I got a few good ideas out of it and made or renewed valuable connections,” Salvo says. “The famil after the Symposium was extremely useful. This is a turning point for our conferences in New Zealand, as the conference will be held in a new New Zealand destination (Dunedin) and will mark the 40th anniversary of the Society. The support I received from Tourism New Zealand and the Dunedin Convention Bureau allowed me to visit key venues and support the conference convenor in a way that would not have been possible, if I had not been able to visit the city in person. The trip has paved the way to a smoother conference organising and a higher profile promotion of the 2016 event.”

Dr Joanne Ramadge, CEO & Company Secretary of the Australian Diabetes Educators Association, undertook a familiarisation trip to Auckland post-Symposium. A busy programme of site visits also included time with key personnel from Auckland Convention Bureau and the Auckland Diabetes Centre to discuss her association’s plans to hold a joint event with a New Zealand partner in 2017.

“It was more than I expected and had a lot of value, not just meeting a range of people whom I feel I can connect with when planning an event in New Zealand, but also being able to assess the feasibility of organising an event in New Zealand. I had not realised it will be so easy,” she says. “I also met with colleagues in Wellington and Auckland, which reduced our email traffic considerably. You can do so much more face-to-face and we agreed on actions to follow-up to get a joint event organised.

“There is great support for holding an event in New Zealand and I am not sure many people in my position realise that. I have committed to a return trip as this visit just whetted my appetite to see more of New Zealand. It is so close and yet I have not taken the time to visit. This trip made me realise it is very easy to do and well worth it.”

Tourism New Zealand’s Bambry says the initial interest in attending showed an increasing appetite in Australian-based associations to see what collaborative opportunities were available in New Zealand. “We had a very positive response from the participants who attended this event. We will offer more educational activities in future, and would like to hear from any other associations keen to take up the opportunity.”

For further information about Tourism New Zealand please visit www.businessevents.newzealand.com

Happy New Year and welcome to what promises to be an exciting 2016. I’m really looking forward to my first ACE Conference and AGM in Canberra in May. This is the pinnacle event on our calendar, a great opportunity to hear from some outstanding speakers and an ideal chance to network with a wide selection of peers from across our sector. The planning and work that has already gone into ACE 2016 points to something special so if you haven’t registered now I encourage you to very soon.

In addition to our exciting events programme for 2016, AuSAE will be launching a selection of exciting new products and services. These offerings are based on feedback from our members survey that was conducted in November 2015. Some of them will be delivered in partnership with other organisations, and I’m sure there will be something of value for everyone. Watch this space for more information coming soon.

On a sadder note, unfortunately we are losing a key staff member. Kimberley Miller (General Manager Australia) has been with AuSAE for over three years and has been instrumental in the turnaround of the organisation. Kimberley leaves us at the end of January and she will be sorely missed. I sincerely wish her every success in the future and I am certain she will continue to positively influence and champion the sector.

This has provided us with the opportunity to appoint Kerrie Lucas to the role of Events and Communications Manager. Kerrie joined AuSAE in April 2015 and has provided outstanding support in the Events and Communications team and I am extremely confident in her ability to lead this important part of our business. This means there is now a vacancy that AuSAE will be looking to fill. Watch out for the role that will be advertised soon if you are interested in being part of our future journey or know someone else who might be.

At a recent communications planning session we were asked what gets us out of the bed in the morning in relation to AuSAE. In response I stated that my motivation is to contribute to the of building strong and resilient communities. I hope that 2016 leads all of us a step closer to achieving that.

Brendon Ward, CEO, AuSAE