Strategic Plan 2017 2020 - www.northcote.co.nz - Northcote Town Centre
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Strategic Plan 2017 - 2020
www.northcote.co.nz
Contents Previous and Existing Strategies
Previous and Existing Strategies and Business Plans 3 and Business Plans
> Northcote Strategic Documents 3
The following documents have been referenced in preparation of this Strategic Plan.
> Work by the Kaipātiki Local Board 3
1
Northcote Strategic Documents
> Work by the Panuku Development Auckland 6 The Northcote Business Association strategic documents provided for this
exercise were created by the previous Association Chair / Manager. These
Narrative Themes 7 documents outline the history and context of the Northcote area, and discuss
the projects successfully achieved to date. They go on to list a number of
Strategic Objectives and Initiatives 2017 - 2020 8 projects that are planned under the Northcote Town Centre Plan, which
were previously approved or ratified by the Local Board (such as gateways,
lighting, the Lake Road carpark configuration, public toilets, and the CCTV
cameras).
Introduction
This report provides an overview of the existing gaps and opportunities for Northcote
Business Association.
The first part summarises existing work to date (included previous strategic /
business plans, Auckland Council documents, market data, and any other sources
of relevant information), which helped us to understand the previous strategic
intent and objectives, as well as the broader strategic environment, parameters, and
constraints.
The report then recommends areas for future work, and presents emerging themes
from a narrative research exercise conducted by canvassing a wide range of people
(various business owners and other stakeholders in Northcote), including using a
translator to specifically interview Chinese business owners. The narrative itself (i.e.
transcript)from these interviews is available on our website.
2
Work by the Kaipātiki Local Board
The Kaipātiki Local Board is one of 21 Local Boards throughout the greater
Auckland area and it covers the suburbs of Birkenhead, Northcote, Glenfield,
and Beachhaven. It has responsibility for providing local leadership on
issues, activities and facilities, funding of community grants, and engaging
with and representing the community. To this end, it has two plans for
these areas – the broader ‘Kaipātiki Local Board Plan’, and the more specific
‘Kaipātiki Local Economic Development Action Plan’. This section will cover
the aspects of these two plans as they relate to Northcote.
2 3
• The Kaipātiki Local Board Plan • The Migrant Business Study
The Kaipātiki Local Board Plan was launched in 2014 and covers a period of three The rationale for this Local Board project stemmed from an acknowledgment
years and contains a few aspects that specifically reference the Northcote Town that engagement in business support services for the city’s growing migrant
Centre: owned business base is lower than that for the wider business community.
With a significant concentration of migrant owned businesses, Northcote was
• Revitalise the town centre at Northcote – through the implementation of
considered to be a good centre to examine the demand for business support
the Northcote Town Centre Plan, which aims to improve the town centre,
amongst the migrant community and to test a method for engaging business
including new public toilets, improved parking and lighting, signage, and
owners and gaining their trust. The key objectives were to:
public art,
• Build a greenway which will connect the town centre to adjoining suburbs • improve the capacity of migrant businesses to contribute to the Auckland
economy and enhance international networks;
and housing (as part of ongoing discussions with Housing New Zealand on
its plans for the significant state housing development adjacent to the town • seek to reduce the under-utilisation of migrant skills, through development
centre), of entrepreneurship and new business development;
• Protect and celebrate the heritage areas at Northcote to retain the heritage • support migrant businesses through the provision of relevant and useful
value, business support services and/or programmes;
• Build a greenway that creates linkages between the town centre and homes, • enhance migrant business growth in the Kaipātiki area.
• Generally support the BID, business association, and businesses to work Between June and September 2015 Raeburn House undertook research with
together on local economic development, planning and events, Northcote based migrant owned businesses.
• Work with ethnic and migrant-owned businesses to develop and support The research showed migrant owned businesses had information and support
their business offerings in Kaipātiki, needs in several areas. The main issues identified by businesses were: general
business advice; licensing, compliance and understanding regulations; health and
• Extend the Northcote Library to meet projected growth, investigating long-
safety and hygiene; tax; and legal business rights.
term redevelopment as part of the Northcote Town Centre Plan.
• Kaipātiki Local Economic Development Action Plan
The Kaipātiki Local Economic Development Action Plan covers the activities that
are specifically centred around economic development and include the following
actions that relate to the Town Centre.
• Commission a commercial property market study,
• Implement the Northcote Town Centre Plan, including improvements to
the town centre branding, toilets, CCTV, car parking, lighting and roadway
improvements. This also includes actions to position the town centre for
future nearby population growth,
• Support industry groups and business networking,
• Establish a Kaipātiki business association forum to ensure collaboration
between BIDs, business associations, Kaipātiki Local Board, and Auckland
Council. This forum will meet twice-yearly,
• Develop a programme to support ethnic and migrant owned businesses in
the Kaipātiki area, particularly in the town centres.
4 5
3
Work by Panuku Development Auckland
Panuku Development Auckland is an Auckland Council Controlled
Narrative Themes
Organisation (CCO). It is responsible for identifying and facilitating the
best management of property in the Auckland area, on behalf of Auckland This section extrapolates the key “themes” from our narrative research which involved
Council. It purchases, sells, and manages property in order to assist with canvassing a wide range of people (various business owners and other stakeholders
better community outcomes. Panuku Development has a series of projects in Northcote).
underway in the Northcote area. Its goal is to undertake an integrated and
comprehensive redevelopment plan in Northcote to revitalise the town • People like the hospitality but want more diversity of offering in terms of shops.
centre and better connect it with local homes. It is working in conjunction A number of people mentioned that there used to be more of a town centre ‘hub’
with the Kaipātiki Local Board. Its four key projects are: where you could get everything done, using the bank, the post office, etc. The
prevalence of hospitality venues means that while Northcote offers a good eating
The Town Centre – Creating a Vibrant Heart destination, it may be little too ‘niche’.
• Bringing retail development forward onto Lake Road,
• People think that the area is looking a little tired, and needs a facelift. Many
• Creating a gateway with a new purpose built community facility, answered the question about describing Northcote as a person by saying that
• Building a new supermarket , they would be a bit shabby, a bit run down, and so on. It was felt that the area
• Improving the public spaces by upgrading the Greenslade Reserve needed to be revitalised. Saying this, it was also often mentioned that the area
community sports field, creating a new town square, making Cadness was not without its charms, and that not a huge amount of work was needed to
Reserve larger (including a destination children’s play park), and put things right.
increasing investment in public spaces. • Many business owners – particularly from Chinese businesses – are concerned
Remodelling Lake Road about the security and safety of the area. They are keen to see more investment
• This area will undergo extensive work to remodel it into a boulevard, in this area.
including narrowing the carriageway, widening the footpaths, creating a • There are high hopes for the Northcote of the future. Almost everyone spoke of
dedicated cycleway, and planting trees. the strategic potential for the area, and people were positive and supportive of
Creating a Blue-Green Way the work that is going on via the Local Board and Panuku Development. It was
• This will create a connected network of public spaces through Northcote, widely recognised that Northcote can be a hub for the wider area.
comprised of green pedestrian friendly corridors linking the town centre • People want an Association that is accountable, communicates often, and
with parks and ecological spaces. is a conduit for information between the membership and decision-making
Housing developments stakeholders (such as the Council, Panuku, and AT). It was often mentioned that
• Northcote’s town centre and surrounding residential areas will contain the Association of the past was not responsive or open with the membership.
higher density housing, with 1,200 new dwellings developed by Housing Further consultation and engagement with the membership would go a long way.
New Zealand, and over 500 apartments in the town centre. This work People are also keen to see the Association play a larger role in the marketing
alone is likely to drive additional new housing development. and promotion of the area and of the different business offerings.
6 7Hold a Special General Meeting In Included Meeting held on
Strategic Objectives and (SGM) for all members no later than
two months prior to the end of
conjunction
with April
in existing
budgets.
time, following
due process.
the financial year, where members AGM.
Initiatives 2017 - 2020 attending have the opportunity to
discuss and ratify the coming year’s
The following section contains four strategic objectives, with initiatives listed under Business Plan and Budget.
each. While these objectives are multi-year, covering the 2017-2020 period, many Develop a Constitution / Charter New Included New constitution
of them contain initiatives that will be undertaken in 2017 and simply continued in as a governing document for the Constitution in existing adopted.
outyears. This is due to the Association’s past work being somewhat fragmented and Association. This document will be to be budgets.
without clear direction, meaning that much of work is ‘catch-up’ activity, and resulting ratified at either an AGM or an SGM adopted at
in the need to frontload activity into the Strategic Plan. and will be revisited annually. this year’s
AGM in April.
1
Investigate and implement a By June To be CRM system
CRM (Customer Relationship 2017. determined. implemented.
Building a Sustainable Business Association Management) database, which
The Association is an entity that must be accountable to its members and wider will enable the capture and use of
stakeholders, such as Auckland Council and the Local Board. It must also ensure up-to-date information about the
that it can create the conditions by which its members are best represented. membership (subject to privacy
To achieve this, the Association must have good governance and management laws).
processes in place. The establishment of these processes are crucial to the Created and maintain a social media In 2017 $2,000 Social media
credibility of the Association as an organisation. The following initiatives outline presence for the Association that presence active,
how to achieve this. can be used to promote the area, with a substantial
businesses, and events. following, and
Strategic Initiative Timeframe Budget Measure regular posts.
2
Establish a new website for the March 2017 Nil Website up and
Business Association and the town running.
centre. Enhancing and Protecting our Space
Hire a dedicated resource (a Town By June 2017 To be Permanent BID The appeal of a town centre is heavily influenced by the conditions it presents.
Centre Manager) for the Northcote determined. management Consumers, business owners, and the community will be drawn towards a
Business Association. team appointed. Northcote that is safe, secure, and clean. While much of the beautification work
in the area is underway through Local Board activities, there are initiatives that
Run an Annual Governance Board April 2017 Included Members aware the Association can undertake as a conduit between its members, the public, and
appointment process. This should in existing of process and the relevant agencies.
consist of a call for nominations / budgets. nominations
applications of interest, followed received from
by a vote by members – either interested Strategic Initiative Timeframe Budget Measure
electronically, or by paper ballot. members.
Install two additional CCTV cameras By August Council New locations
Hold an Annual General Meeting April 2017 Included AGM held and a in Northcote Town Centre. 2017. funding may determined and
(AGM) for all members no later than (as required in existing new Executive be available new cameras
twos months after the end of each by Auckland budgets. Committee through a installed.
financial year, where the audited Council) elected. request to
Annual Accounts will be presented. the Local
Board.
8Work with the relevant authorities On-going To be Key relationships Engage specifically on an annual May 2017 TBD Migrant
and decision-makers (such as determined. developed basis with ethnic and migrant- businesses
Panuku Development and the and projects owned businesses in Northcote, engaged and
Local Board) on initiatives for the advanced. using a translator where needed. supported.
beautification and development of This work will carry on the activity
the Northcote town centre area. that began with the Migrant
Work with the Police, On-going $54,000 Regular meetings Business Study.
Neighbourhood Support, and security with security The Town Centre Manager will meet On-going Included Biennial meetings
security firms to ensure the patrol. patrol and Police. with ethnic and migrant-owned in existing held. Migrant
Northcote town centre area is businesses on a biennial basis to budgets. businesses feel
safe and secure, and will establish discuss their specific issues and supported.
a regular dialogue between needs, as well as canvas them
businesses and these agencies. for ideas around promotions and
Work with branding / promotional 2017 To be Northcote seen as events.
agencies to establish the best determined. a destination for Commission an annual engagement June 2017 Included Member survey
way to promote Northcote as a visitors. survey of all members, which will in existing conducted and
destination – ideally getting services include a narrative component. budgets. results reported
pro bono. via newsletter.
Work to capture Paymark data that Quarterly TBD Quarterly
will be distributed to businesses, the Marketview
3
Local Board, and Auckland Council reports are
Relevance and Development while complying with privacy law received.
requirements.
The Association exists because of its members – it has no raison d’etre without
them. Because of this, the Association must ensure that it is current and relevant Run regular events in the Northcote Based $2,000 Number of events
to the points of view of the membership. It must be acknowledged that these town centre as a way of bringing around held; attendance
points of view will sometimes be conflicting, and the Association must strive to customers and vibrancy into the seasonal at events.
cater for - and advocate on behalf of - all its member segments. It will use this area. events such
information, obtained regularly, to inform its business planning for the year, as as Mother’s
well as its regular meetings with wider decision-makers. day.
Form ‘special interest groups’ for Quarterly Included Number of
members, which will meet regularly in existing special interest
Strategic Initiative Timeframe Budget Measure to discuss issues / matters of budgets. groups formed;
The Association will host the January 2018 $30,000 Well-attended interest. attendance by
lunar New Year (a Chinese and event run and all Association
Korean celebration, among other accountability members.
nationalities) event. reports submitted. Run migrant ‘business clinics’ in As required. TBD Number of clinics
Host a quarterly member’s event. April, July, $4,000 Quarterly events conjunction with ATEED. held; attendance
These sessions will be open to all October, held and attended at clinics.
members of the Association and January. by a minimum of
will canvas opinions on member 10% of members.
issues, as well as testing ideas about
upcoming events and promotions.
10 114
Reach and Influence
A membership body comprises the collective views of its entire constituency.
This means that the body not only has the ability to represent these views – it
has an obligation to do so. The Association is in the privileged (and challenging)
position of being the conduit between its membership and decision-makers such
as the Local Board, Auckland Council, and it’s CCOs. The Association will assume
this responsibility seriously, and will represent the collective and diverse views of
the membership objectively in as many meaningful forums as possible.
Strategic Initiative Timeframe Budget Measure
Resolve the ground rent matter TBD in Included Satisfactory
in the Northcote Town Centre by negotiation in existing resolution as
completing the negotiations with with Panuku. budgets. regards for
Panuku Development. members.
Engage with Panuku on the matter TBD in Included Satisfactory
of increasing the freeholding of land negotiation in existing resolution as
in the Northcote Town Centre. with Panuku. budgets. regards for
members.
Appoint a member of the April 2017 Included Local Board
Kaipātiki Local Board to sit on the in existing member
Association’s Governance Board. budgets. appointed.
This role will be appointed annually,
and will allow for a free exchange of
ideas between the two bodies.
The Town Centre Manager will have Monthly Included Monthly meetings
regular catch-ups with the Chair of in existing with LB chair.
the Kaipātiki Local Board (at least budgets.
monthly), and on an ad hoc basis.
The Town Centre Manager will As required. Included Meetings held as
meet regularly as required with in existing required.
representatives of the Auckland budgets.
Council CCOs, including (but not
limited to) Panuku Development,
ATEED, and Auckland Transport.
The Town Centre Manager will Twice yearly Included Twice yearly
meet regularly with landlords forums. in existing forums held.
and developers as a means of budgets.
testing opportunities and market
perceptions of Northcote.
Work closely with the Kaipātiki As required. Included Northcote Town
Local Board on the creation and in existing Centre has input
consultation of the 2017-2020 Plan. budgets. into the LB plan.
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