The Housing for Older People limited partnership between charitable trust, The Selwyn Foundation, and Auckland Council has confirmed its appointments to the Board of its General Partner and has also announced its new name, as it prepares to take over operations of the council’s Housing for Older People portfolio on 1 July 2017.

The limited partnership was formed in December 2016 to undertake comprehensive tenancy and asset management services associated with the council’s stock of 1,452* rental units for senior citizens, which are located in villages across south, north and west Auckland. As a 51 per cent shareholder, The Selwyn Foundation has appointed three directors – Selwyn Board members, Helen Melrose and Vicki Sykes, and Selwyn CEO, Garry Smith. Matthew Harker and Kerry Hitchcock have been appointed by Auckland Council following an external selection process. Helen Melrose is the Board Chair.

The Board has appointed Gabrielle Clezy as the partnership’s General Manager. Ms Clezy has been Chief Executive of aged residential care service provider, TerraNova, since 2014 and has extensive leadership and operational experience in social services and aged care in both the UK and New Zealand. She has worked for not-for-profit organisations in the healthcare arena, such as Bupa Care Services and specialist addictions mental health trust, Odyssey House, and has also held senior roles in the UK tertiary education and national health sectors.

‘Haumaru Housing’ has been registered as the name of the limited partnership, and the General Partner has been registered as ‘Haumaru Auckland Limited’.

Board Chair, Helen Melrose, says: “Haumaru Housing aims to provide outstanding social housing for older Aucklanders and to create safe and secure age-friendly communities for our tenants. As ‘Haumaru’ means ‘shelter, to provide a caring and safe haven for everything’ – and has associated meanings of protection, security and refuge – we believe this encapsulates our vision and objectives for the partnership and the quality and respectful service that tenants can expect to receive.”

Chair of The Selwyn Foundation Trust Board, Kay Hawk, says: “The Selwyn Foundation has a long history of providing housing and accommodation for older people – since 1954, our mission has been to provide services for vulnerable elderly. Today, our charitable mission focusses more than ever on helping people into affordable rental homes, as well as alleviating the problems caused by loneliness, social isolation and financial hardship that equally affect the wellbeing of senior citizens and make them particularly vulnerable.

“We are very much looking forward to Haumaru Housing commencing services on 1 July and to applying our 60-plus years of experience and concern for the welfare of the older person, to the benefit of ever greater numbers of people. With our Auckland Council partners, we aim to provide a responsive, quality service and, in so doing, create environments where people will feel comfortable, content and secure in their homes, thereby enriching the lives of those who are most in need.”

Councillor Penny Hulse, Chair of Auckland Council’s Environment and Community Committee, says the initiative is all about improving both the quality of housing for Auckland’s older people and the associated services provided. She says: “The Selwyn Foundation is a New Zealand-owned and operated charitable organisation with many years of providing quality retirement accommodation and care and, as such, is a great partner for Auckland Council.

“When addressing the future of older Aucklanders, the council faces some tough choices. The reality is, we have ‘baby boomers’ nearing retirement age, an ageing housing stock requiring upgrading and is not necessarily evenly spread across Auckland, and a limited budget.

“We have made a promise to maintain the current number of homes and the current level of service and we are confident this relationship will help us increase that number and improve the quality of homes.

“Most importantly, it means our tenants' homes are secure.”

Haumaru Housing (pronounced Hoe-maa-ru) is expected to receive Community Housing Provider registration shortly, which will enable it to access the Government’s Income Related Rent Subsidies scheme over time, thereby providing valuable funding to help further improve the services for tenants.

* The total of 1,452 includes 1,412 existing units and 40 that are committed to being built in Wilsher Village in Henderson. Most units are in the south (686), followed by the north (458) and the west (308). Devonport-Takapuna has the largest concentration with 274 units.

This article was originally sourced from Auckland Council.

More than 800 New Zealanders from the health and tech sectors will unite at the annual Health Informatics New Zealand (HiNZ) conference in Rotorua later this year which aims to help break down silo barriers and support the success of complex digital health projects to improve health outcomes for New Zealanders.

The HiNZ event is the largest digital health conference in New Zealand and is attended by the leading national and international decision-makers and influencers in digital health, from public and private healthcare providers and funders, government and industry.

This year HiNZ, NZ Health IT and Nursing Executives of NZ (NENZ) are combining their efforts for the first time to provide opportunities at the conference for the health and tech sectors to gain greater understanding of each other’s needs.

HiNZ chief executive Kim Mundell says the conference offers a convenient way for a broad range of professionals to learn about the latest in digital health. This diversity ensures a holistic perspective, with no one professional group dominating the programme.

“The HiNZ conference gives clinicians, IT professionals, health sector managers, academics and students the chance to broaden their networks and collaborate on important digital health issues – between professions, regions and organisations.

“Digital health projects require adaptive change and the success of a change project has more to do with people than technology. The barriers are often cultural and behavioural in nature, not technical which is why this conference includes speakers talking on issues that relate to the psychology of change and to organisational leadership and culture,” Mundell says.

Mundell says the one-day NZ Nursing Informatics (NZNI) conference run by NENZ is a vital component of the three-day event because nurses need to increase their influence on digital projects.

“Nurses are frontline users of many of the technology solutions being introduced into healthcare so having them positively engaged is always a key success factor in IT project rollouts.

“To better link technology with clinical practice and daily workflows, nurses need to increase their influence on projects at the earlier design phase. Developing their IT vocabulary will assist nurses to better articulate their clinical needs to technology experts,” Mundell says.

Health Informatics New Zealand is a not-for-profit organisation that supports the field of health informatics and links a diverse group of professionals in the health and IT sectors. HiNZ has run the annual HiNZ Conference for the past 15 years.

This article was originally sourced from Stuff.co.nz.

Central Christchurch businesses and non-profit groups want to hang onto a funding lifeline from ratepayers until the city centre gets back on its feet.

The Christchurch City Council has been making an annual contribution to the Central City Business Association's costs for the past decade, including promotions, events, marketing and security.

It now wants to cut this back to less than half its original contribution. From $150,000 a year before the earthquakes, the sum has been reduced to $100,000, and this year council has proposed in its draft annual plan to cut that further to $60,000.

This month the association made a submission on the draft plan, asking council to leave the contribution untouched at $100,000, for now.

Association chairman Brendan Chase said they had been also spending built-up resources, which were almost exhausted.

"We do intend to become self-funding, but we have to figure out how we are going to do it," Chase said.

"From this year, hopefully, the central city will be a more financially successful business environment. It's becoming a going concern but there's still a lot to do.

"With all the building going on, it's not a natural business environment and a lot of the public are still reluctant to come into town and spend money."

The association's members include retailers, tourism, hospitality and service businesses, property owners, arts and educational and charitable organisations, and others working in the central city. It was formed in 2007 to strengthen the struggling central city and help it compete against growing suburban malls.

Chase said targeted rates for the commercial parts of the central city would be a good funding option. An annual membership fee was another method, but this could be hard to charge fairly so as not to over-burden small operators, and risked allowing others to free load, he said.

The association also intends to apply to the council's Business Improvement District grant fund, set up by the city council last year, for help to run a poll.

The association has one part-time employee and a voluntary executive. Its membership has built back up from fewer than 20 just after the earthquakes, to around 200 now.

Chase said that with the private sector starting to grow in an environment where the government sector had been in charge, good communication between them was vital.

"A collective, private sector voice is very important in this rebuild environment," he said.

"We can't be effective if we are running on the smell of an oily rag."

As part of its planning for the year and feedback to council, the association is writing a strategic plan setting out how it works and what it hopes to achieve.

Its objectives according to its draft plan include advocating for the private sector, developing new events, creating "an enticing urban environment" for business, recreation and culture, helping small businesses and creative groups find affordable premises, building public pride in the central city, fixing parking and accessibility problems, celebrating both the old and new aspects of the city, and trying to attract more young and elderly people.

A council spokeswoman said they could not comment on funding for the association while the annual plan process was still under way. The annual plan is due to be adopted in June.

This article was originally sourced from Stuff.co.nz.

GISBORNE’S business community is the nation’s fastest growing when it comes to sharing tips on how to do better business.

Business Mentor registrations in the region have grown by a staggering 50 percent, with more businesses than ever before being matched to a business mentor under the national Business Mentors NZ programme.

If you are in in the business community and could offer an hour a month to help fledgling businesses with support and advice contact linda@activatetairawhiti.co.nz

Activate Tairawhiti chief executive Steve Breen said that was the most significant increase of any region in New Zealand, and it indicated the healthy state of new businesses in Tairawhiti.

“Businesses successfully utilising the service range from horticulture to IT.

“The strength of the programme is with our mentors passing on their experience and skills to our new business owners.

“That informal transfer of knowledge makes being in business so much less daunting and it’s great seeing our businesses growing as a result.

“Activate Tairawhiti are also pleased to see mentors using their new Biz Hub to meet with clients.

“Having mentors using the hub is adding to our goal of it becoming a hive of business activity.”

BMNZ regional administrator Linda Hermon said there was still room for the programme to grow in Gisborne.

“The growth has been fantastic. We’re seeking more mentors to join us and be part of the action.”

Business Mentors New Zealand is a not-for-profit organisation dedicated to supporting the success and growth of small businesses through the knowledge and experience of volunteer mentors.

This article was originally sourced from Gisborne Herald.

The Board is pleased to announce that Mark Cameron has been appointed CEO of Bowls New Zealand following the retirement of Kerry Clark OBE.

Mark Cameron comes with an extensive sports administration background from his previous positions as Chief Executive for Auckland Cricket, Chief Executive for Northern Mystics Netball and General Manager for New Zealand Basketball League. Mark also currently serves on the Board of the Northern Stars netball team and is Chair of Hearing Dogs New Zealand.

Chair Cushla McGillivray said she was looking forward to working with Mark and the energy and perspective that he will bring to this role. "We are delighted to have someone of Marks experience lead the sport of Bowls into its next phase of growth in New Zealand", she added.

Cameron said he was clearly looking forward to the role and bringing a fresh energy to a sport with a long and successful history in New Zealand. "What excites me about the role is the growth potential in the sport, primarily at the grassroots level".

"We need healthy sports clubs if we are serious about the wellbeing of our communities. Bowls is a game that can be played by everyone, irrespective of ability, age or ethnicity. The greatest challenge for any sport is positioning the game so that it is attractive to the younger generation - bowls is no exception."

Cameron also acknowledged the outstanding support Bowls had received from retiring Chief Executive Kerry Clark OBE, over the past 20+ years. "Kerrys long association with Bowls NZ is universally respected within New Zealand sport, and I am personally appreciative of the leadership and vision he has provided Bowls."

Mark will take up his role in Auckland on the 3rd July 2017.

 This article was originally sourced from New Zealand Herald.

Free Executive Coaching at ACE 2017!

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18 people will have the chance to have a 45-minute professional coaching session, free at ACE 17 with renowned mentoring, coaching and leadership development consultancy Art of Mentoring. 

Experienced coaches, Graham and Melissa Richardson can help you to explore a professional issue you’ve been grappling with, strategise your career or define your future professional goals. 

Only 18 spots available so click here to secure your appointment now!

Women & Leadership Australia (WLA) is administering a national initiative to support the development of female leaders across Australia’s not-for-profit sector. 

The initiative is providing women with grants to enable participation in a range of leadership development programs. 

The leadership development programs are part-time and delivered nationally via WLA’s blended learning model. Scholarship funding is strictly limited and will be awarded based on a set of selection criteria being met.

Expressions of Interest 
Find out more and register your interest by completing the Expression of Interest form here prior to June 7, 2017.

Loaded fries anyone? 

I recently reflected on what a great innovation it was to leverage an existing product by charging more while minimising the additional cost to serve. I’m not sure who (McDonalds?) takes credit for commercialising Loaded Fries, but everywhere you go now, you can have the privilege of paying a bit extra for gravy, cheese, sweet chilly or sour cream. So, it was natural my thoughts turned to how we (Associations) could ‘load’ or leverage our existing products and services. I’ve got a few ideas swashing around which I am keen to test over the coming months. 

Equally, I’m looking forward to our annual conference (ACE 2017) in Sydney on May 11-12 as an opportunity to step back from the day to day operations, take time out to reflect, hear inspirational stories and grab a gem or two which could lead to more innovations of our own. Like most member based organisations, we rely on a successful conference to re-invest resources back into our membership. 

If you’re coming along to ACE 2017 I look forward to seeing you there.

Millennials: You know them well, those 73 million professionals born between 1980 and 1996 who are now an integral part of the American workplace. They’re working their way up the ladder in organizations across the country and becoming members and leaders in your association. Yet, they still get a bad rap.

It’s a myth that millennials feel entitled to a better title and more pay for simply doing their jobs. Yes, they have expectations – they expect for a job to present them with opportunities for growth, they expect to be able to learn and gain valuable experience, and they expect to make a difference in the world.

According to a 2016 Gallup survey, “How Millennials Want to Work and Live,” 87 percent of millennials say professional development is important to them in a job. Millennials want to be in a job where they are challenged and can learn and experience new things – even if they have to seek out those opportunities themselves.

And while some associations may worry about the frequency with which millennials change jobs, that alone shouldn’t prevent you from offering them new opportunities. In fact, when you invest in millennials and their professional development, they are more likely to be engaged in their jobs and loyal to their company or association.

Below are five ways in which your organization or association can offer professional development to millennials – but don’t just offer these opportunities to the young professionals on your staff. After all, learning is a lifetime endeavor, which means your colleagues of all ages might appreciate the chance to grow and learn a new skill.

Encourage continuing education

Make learning a top priority in your organization. Be supportive of millennials who seek out advanced degrees, industry certifications, in-person training and online webinars. Do that by allowing them the flexibility in their schedule to attend classes. Cover a percentage of the cost. If the budget for continuing education is tight, pass along magazine articles, books or videos that include industry trends, best practices and advice from experts in the field with a note on what lesson they might take away from the piece.

Attend events

Face-to-face events are important, not just for the unbridled education they provide, but also for the chance to build and nurture a professional network. In the ASAE Foundation’s research brief “Pathways to CEO Success: How Experience, Learning, and Networking Shape Association CEO Careers,” 90 percent of the association CEOs surveyed said a professional network was key to obtaining their first association CEO role. Events are where millennials are most likely to have the opportunity to talk to leaders in the industry, find a mentor and network with colleagues who are walking the same path. Many associations offer scholarships or grants for young professionals to attend their conferences and events; pass those opportunities on to millennials and encourage them to apply.

Volunteer for a leadership role

Whether it’s on an association committee, board of directors or local community organisation, encourage millennials to take on volunteer roles. Not only does volunteerism allow millennials to share their passion and make change in the world around them, it also allows them to hone leadership and problem-solving skills. Plus, they’ll expand on their growing network with leaders who also have a deep connection to your industry and organization, and who value serving others.

Offer a speaking part

While there are some people born with a talent for public speaking, many people still find it to be a nerve-wracking ordeal. The best way to overcome those feelings and get more comfortable in front of a crowd is practice. Start by having millennials give presentations at staff meetings or speak at a company event. Give them the opportunity to introduce a speaker or lead a roundtable discussion at your next annual conference. These experiences will teach millennials how to speak confidently about your industry and advance your association’s mission.

Test new technology

Technology has been an integral part of millennials’ lives – they don’t know a world without it. Use that to your advantage. Create an open door policy when it comes to millennials and new technology. After all, they may be the ones to bring the next big thing to your attention. Since millennials aren’t afraid of the speed with which technology changes, they can play a key role in gaining buy-in on new tools for your staff and members. You could even have them take the lead on testing out new technology on a segment of your membership, including training and gathering feedback.

Millennials are the future of the workforce, and they’re here now. By offering them the opportunity to expand their skills and gain essential industry knowledge, you’ll ensure your association has the leaders it needs to succeed in the years to come.

This article was originally sourced from Associations Adviser.

Judith E. Glaser, an author, business executive, and self-described “organisational anthropologist,” says science has now proven that the chemical nature of relationships, conversations and collaboration is more than an attraction metaphor: it’s a reality.

So the quality of our conversations -  especially those participants have with others at conferences and meetings -  has a direct chemical impact on them, those around them, and therefore on the organizations they belong to.

Glaser, who writes about the topic in her book Conversational Intelligence: How Leaders Build Trust and Get Extraordinary Results, has done research that identifies three levels of conversations. You want to strive for Level 3 at your conferences:

Level 1 conversations are transactional in nature. It’s sharing of information. These tell and ask experiences create closed spaces.

Level 2 conversations are positional and defend a specific belief. The goal is to influence someone to do something specific. Level 2 conversations limit space and usually result in the release of negative brain chemicals.

Level 3 conversations are transformational and collaborative. They involve sharing and discovering together. They create the space for trust, progress, and positive brain chemistry.

Quality Conversations Matter

Your conference success depends upon the quality of your conference culture, which depends on the quality of your participants’ relationships, which depends on the quality of their conversations. Those conversations release specific chemicals in your participants’ brains. Your conference success does not depend upon the quality of the content delivered to your participants, according to current neurological and cognitive research, as much as it depends upon the quality of your participants’ conversations.

This is important, considering that the large majority of our conference schedule is dedicated to pushing content to our audiences. We want to exert control over their learning, so we focus on providing one-way didactic expert speakers who dispense information. We schedule limited opportunities for our participants to converse about that critical content.

We need to flip that, and develop conference experiences that nurture collaboration and conversations. Dedicating conference time and creating the space for open and non-judgmental conversions is a critical skill we must master. To best accomplish this:

1. Adopt and model conversations with regular attendees at the highest level of your organization. A high-sharing culture needs to be part of your meeting purpose.

2. Coach presenters on how to chunk session content into 10-minute segments, interspersed with thought-provoking audience-discussion prompts in pairs or groups of three.

3. Design a human library or mentor zone where participants can “check out” an industry thought leader for 10–15 minutes.

Enable True Conversations

Conversations are not what we think they are, Glaser says. We’ve grown up thinking they are about talking, sharing, information, telling people what to do or telling others what’s on our minds. A true conversation goes deeper and is stronger than sharing information. A transformative level-three conversation actually releases chemicals that cause us to bond with one another.

To build trust and empower others, we need to understand the three levels of conversations. We have to develop conference experiences that move from power over others to power with others. It is only then that we can truly help make our participants’ experience at our events transformational.

This article was originally sourced from Velvet Chainsaw.