Chat From The Chair – June 2018

  June: Chat from Chairperson Ross Fallen SLA Agreement update: This is our major Street cleaning and maintenance agreement with Whanganui District Council. The draft agreement renewal for the next two years and is with council awaiting feedback. The board then considers those responses in detail, responds and a sign off by the end of […]

 

June: Chat from Chairperson Ross Fallen

SLA Agreement update: This is our major Street cleaning and maintenance agreement with Whanganui District Council. The draft agreement renewal for the next two years and is with council awaiting feedback. The board then considers those responses in detail, responds and a sign off by the end of June.

Budget: Our main concern is the annual and unavoidable rising costs for staff, health & safety requirements, plant & equipment maintenance, ACC, operational matters, wage increases etc. At present our budget is predicated on council’s position of ‘status quo’ and we have had to find ways to trim where we can. The executive has now passed the budget and I thank them for their attention and input.

The Strategic Review: This is led by the General Manager with support from two executive and then the board as a whole. We received the Strategic Review at our first meeting December and endorsed it as a set of ‘recommendations’ from which the board over the following months by consensus, determines focus, progress etc.  We have fully adopted the vision statement, the mission statement, stakeholders and all of the core activities of what must be done on behalf of our members. In February, we started work on Governance that some would call ‘low hanging fruit’ or ‘can dos,’ (e.g. governance training, code of conduct, the start of an induction file and the undertaking of a constitutional review). Through March and April we worked on developing our marketing/communication, member engagement plans and the constitutional review. I guess you could say initially  went for what we could quickly agree and act upon, whilst considering the overall plan for the 2018-2022 Vision, which is much broader. One of those quick can dos, externally for you, our members, is raising member engagement.

Member engagement: I want to thank the increasing number of businesses I have been speaking with and who have approached me for chats, clarifications and ideas for Mainstreet. The member driven review makes it clear that you, our members, do recognise that Mainstreet has a vital role in ensure we have a vibrant town centre for people to work, visit, shop and increasingly live in. The increased attendance at our Business Promotions meetings and at our last Design & Heritage monthly meeting is one sign of added member engagement.

Constitution: The current constitution was being reviewed as part of the Strategic Review under the item of being ‘properly structured.’ It currently needs a minimum of 75% of our members to vote on any constitutional changes. For various reasons, in late May, we now recognise as a board that there are noted obstacles to achieving that required vote. The board has now decided to seek legal advice on how this may be resolved before progressing further with that review.

More and more of our members are engaging with me, the General Manager and our support staff to have various chats. This is a noted and refreshing uptake. We welcome this. Your input is important, and, it is heard.

I am happy to meet with members and have a chat. I look forward to that opportunity. Contact me at dandc5821@gmail.com

Ross Fallen

Executive Chair

Mainstreet Inc.

 

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