1. Annual General Meeting 2015/2016

2. Agenda – Part I
Vote – motion to change the method of voting from show of hands to secret ballot
Ratification of the Steering Group changes within the year:
Jeremy Bishop – Resident Director
Beverley Aspinall – Business Director
Election of new directors from nominations received prior to the AGM:
Resident Director (candidates – Antony Lorenz, Marie Louise Burrows, Christopher Barr)
Business Director (candidates – Mark Henderson, Peter Wetherell)

3. Agenda – Part II Chairman’s Report of Progress during 2014 (WB)
Treasurer’s Report (BD)
Neighbourhood Plan Progress (TT)
Public Consultation 2014
Draft Objectives
Next Steps
Membership and Marketing Update (GH)
Membership
Commonplace
Open Forum

4. Steering Group changes within the year
Part I
Steering Group changes within the year
In 2009, after many years running public and private companies around the world, Jeremy relocated from California to Mayfair, where he and his wife have owned a home since 2005.
Attracted by Mayfair’s central location and the quality of life that it offers, Jeremy enjoys London’s theatres, opera houses, galleries, parks and museums.
His connection to London extends to the City, where he is a Liveryman of the Worshipful Company of Spectacle Makers.
Jeremy Bishop

5. New Resident Director Part I No photo supplied Christopher Barr
Marie-Louise Burrows
Anthony Michael Lorenz

6. New Resident Director Part I Christopher Barr
Former chair GMRA. Last Chair of RAM. Chair of RSMSJ. Currently Chair of The Friends of Mayfair Library.
I have been involved in local politics for 15 years and in the early days of the Forum was consulted by Nigel Hughes and Will Bax of Grosvenor and David Show of The Crown Estate.
I have been involved in representing the residents of the area for a good 15 years and have good relationships with many of the key players in the area.

7. New Resident Director Part I Marie Louise Burrows No photo supplied
1960 – Qualified as a school teacher, employed by Inner London Education Authority.
1965 – 1980 – Worked as a film technician and Co. Director Soho Co.
1976 – Re-qualified in Agriculture and Farm Management.
Dir. John Burrows Film Services.
1990 – Founded Insurance Action Group; elected in 1994 to Council of Lloyds of London and to the Regulatory Committee in 2001.
2007 – Qualified Birkbeck Creative Writing
1999 – Entry in Who's Who in the City
2014 – Entry in On the Brink by Andrew Duguid.

8. New Resident Director Part I Anthony Michael Lorenz
Born the youngest of four, in London. Parents Mitzi and Andre Lorenz, the former being a famous millinery manufacturer and the latter involved in wholesale sales of hats, throughout the UK and worldwide.
Anthony specialises in Commercial Property, handling an extensive clientele, to be found on the website;
For Tenants, Anthony’s main work is rent reviews, lease renewals, lease restructuring, agency acquisition and disposal, and for Landlords, similar work.
Anthony is also a Director of Dilaps UK, who specialise in dilapidations and negotiations of Landlord’s and Tenant’s.
Anthony lives four days a week in Mayfair, and three in The Haven near Billingshurst, West Sussex.
Keeping fit and equestrian sports, including hunting and polo, shooting.
Anthony has been Chairman of the Resident’s Society of Mayfair & St James’ for the last nine years. It was only recently that he stood down from this appointment, but will continue his activities on the Committee.
He has also been on the Steering Group of the Mayfair Neighbourhood Forum from its inception.

9. New Resident Director Part I No photo supplied Christopher Barr
Marie-Louise Burrows
Anthony Michael Lorenz

10. Part I
New Business Director
Mark Henderson
Peter Wetherell

11. New Business Director Part I Mark Henderson
Mark Henderson is Chairman of Gieves & Hawkes, the iconic British tailoring company which he lead as CEO from 1996 to Prior to this he was head of marketing at Alfred Dunhill. He has spent much of his working life in Mayfair – as a retailer.
Mark is a strong supporter of British craft – leading the establishment of Savile Row Bespoke which was formed to protect and promote the art of hand-craft tailoring on Savile Row in 2004 and chairing The New Craftsmen, a retailer he founded in 2012, based on North Row in Mayfair.
Mark Henderson
He is former chairman of the London Luxury Quarter which promotes Mayfair & St James’s as one of the world’s leading luxury marketplaces. He is also a director of Walpole British Luxury, a group of over 150 British brands and retailers formed to further the interests of the British luxury industry.
Mark is a mentor on the London Business School’s Entrepreneurship Summer School and chairs the Walpole/LBS joint programme.
Running his own retail business and representing Saville Row gives Mark a strong perspective on the Mayfair retail landscape, what it needs to succeed in the future and how it can be nurtured to deliver value for all. He hopes to be able to bring this experience to bear through the Mayfair Forum’s Steering Group and the development of a Neighbourhood Plan that represents the needs of local people and business.

12. New Business Director Part I Peter Wetherell
I believe that the next 10 years will be the most exciting decade for Mayfair in nearly a century.
As Wetherell I have run the business of being the Mayfair specialist estate agent for 33 years. I believe this gives me a balance perspective.
I have been proactively involved in a number of Mayfair issues that affect residents, worker and visitors alike and I am used to working in a collaborative way with active and focused committees.
Peter Wetherell
I am Chairman of the Mount Street Association and have sat on a number of stakeholder bodies in the past.
The Localism Act of 2011 is an amazing opportunity to make The Mayfair Neighbourhood Forum a voice for the area and have some say in its direction and appearance.
There is no question that Mayfair today is a success story but there is still future work to be done on vision, planning policy, public spaces, amenities, noise, waste management and anti-social behaviour to name just a few.
I would like to be a part of that vision.

13. Part I
New Business Director
Mark Henderson
Peter Wetherell

14. Part II
Chairman’s Report

15. Treasurer’s Report Part II
The Company has no recognised gains and losses other than those recorded in the profit and loss account above and therefore no separate statement of total recognised gains and losses has been presented.
All of the company's revenues and costs are derived from continuing operations.
The company's revenues and costs are recorded on a historical costs basis and, accordingly, there is no difference between historical cost profits and losses and those presented.
The Mayfair Neighbourhood Forum Limited
Profit and loss account
For the period 16 January 2014 to 31 January 2015
Period to 31 January 2015
Notes
Revenue 2
13,000
Operating costs 3
(16,541)
Operating loss
(3,541)
Bank charges
(3)
Loss before tax
(3,544)
Tax -
Loss after tax

16. Neighbourhood Plan Progress
Part II
Neighbourhood Plan Progress
Tibbalds’ approach
Stage 1: Developing a Vision and Key Objectives
Stage 2: Developing the Evidence Base and Neighbourhood Plan Structure
Stage 3: Producing a draft Neighbourhood Plan
Stage 4: Regulation Consultation and Finalising the Plan SPRING 2016
Stage 5: Advice on Supporting Documents

17. Neighbourhood Plan Progress
Part II
Neighbourhood Plan Progress
Vision
Make Mayfair the most desirable and attractive area of London in which to live, work and to visit.
Core Principles
Our vision is supported through 5 principles that will guide our development of a Neighbourhood Plan:
A treat for the eyes:
Our Buildings, Public Squares, Gardens and Streets are maintained to the highest standard for all to enjoy. These are assets whose design recognises but is not bound by Mayfair’s heritage.
Where everything works:
Best in class infrastructure that meets the needs of both resident and business communities.
Everything you need:
Mayfair contains a mix of uses to ensure a vibrant and liveable neighbourhood.
A place for people:
The needs of pedestrians and cyclists come before those of motorists.
Safe and clean:
Crime, nuisance and pollution are deterred and limited through appropriate design and active management.

18. Neighbourhood Plan Progress
Part II
Neighbourhood Plan Progress
Built Development Objectives
Housing
Reduce the number of empty homes in Mayfair.
Ensure a balanced range of housing in value and size in Mayfair, open to a broad range of incomes.
Land use
Support and enhance established clusters of specialist uses or character that reflect Mayfair’s heritage.
Support and enhance Mayfair as London's leading destination for high quality retail, art galleries, restaurants and hotels.
Recognise the importance and value of Mayfair’s local amenity shops and support and maintain their presence.
Encourage the retention of existing and the provision of new offices, to protect against net loss of office floorspace in Mayfair.
Enhance and promote non-retail community services and amenities.
Support, enhance and grow cultural assets.
Focus the night-time economy away from residential areas
Public Realm
Ensure the public realm around licensed premises works well for everyone.
Improve Mayfair for pedestrians and cyclists.
Public space
Improve amenity in public squares by reducing commercial events, facilitating cultural and community activities and increasing public access and usability.
Improve pedestrian access to the squares.
Sustainability
All new development in Mayfair should seek to achieve exemplary sustainable standard.
Encourage the greening of Mayfair through a Green Infrastructure Audit to encourage green walls green roofs and street planting.

19. Neighbourhood Plan Progress
Part II
Neighbourhood Plan Progress
Built Development Objectives
Traffic
Reduce the impact of traffic.
There should be no net loss of visitor, resident or commercial parking spaces in Mayfair.
Architecture
All new buildings and the refurbishment of existing buildings should enhance the special character of Mayfair.
Ensure that where they are subject to change, that all ground floor commercial frontages, including shop fronts, signage, external lighting and outdoor furniture, complement and enhance the character of the building and the street.
Neighbourhood Management Objectives
Waste
Co-ordinate waste management to reduce vehicle movements and noise.
Promote district and building waste solutions that reduce or avoid the need for vehicle movements
Noise
Protect existing and future residents from the impact of the night time economy and seek to limit the impact of other noise nuisance.
Air Quality
Encourage measures to improve air quality
Amenity
To create a safe and nuisance free environment for everyone

20. Membership & Marketing Update
Part II
Membership & Marketing Update

21. Open Forum