STATEMENT OF INTENT 2017/18

Transcription

1 STATEMENT OF INTENT 2017/18 NELSON REGIONAL DEVELOPMENT AGENCY LIMITED ( NRDA ) PREPARED BY NELSON REGIONAL DEVELOPMENT AGENCY BOARD 1 JULY 2017 TO 30 JUNE Halifax Street Nelson P O Box 788, Nelson P a g e

2 1 Introduction 1.1 Background The Nelson Regional Development Agency (NRDA) is a Council Controlled Organisation, established 1 July 2016, and is 100% owned by the Nelson City Council (NCC). The NRDA core funding is provided by NCC. Tasman District Council (TDC) also contributes funding to NRDA through an agreement of expectations and funding for economic development services with NCC. These services are delivered by the NRDA with a combined Nelson and Tasman regional focus. This statement of Intent (SoI) is prepared in response to the NCC letter of Expectation for NRDA and is in accordance with Schedule 8 of the Local Government Act. The SoI forms the basis of accountability for NRDA to the Shareholder for the 12 months commencing 1 July The main focus of the 2016/2017 year was to get the new organisation stabilised and made fit-for-purpose including creating focus for the Agency s activities, especially with regard to progressing the Regional Identity work that was inherited by NRDA upon its inception. Based on the platform work of 2016/17 the NRDA now enters 2017/2018 with clarity of purpose and role, and a defined programme of work for the 2017/2018 financial year. NRDA acknowledges the letter from Mayor Reese to the NRDA Board of Directors, dated 20 December Accordingly, the particular focus of this SoI is to: Clearly articulate how the NRDA s Strategic Plan will be implemented and Demonstrate how the NRDA s Business Plan will leverage off the Regional Identity. 1.2 Purpose of the NRDA The purpose of the NRDA is to enhance the sustainable economic vitality of the Nelson Region by leading the development of a unique and compelling Regional Identity. This will be achieved in partnership with the public and private sectors, through the attraction and retention of investment, visitors and talent who want to add to the special character of the region. Post the Regional Identity development, June 2017, the two main areas that the NRDA will activate in the July June 2018 period are the attraction of visitors and talent through a consumer marketing campaign, and the attraction and retention of investment into the region through the development of regional identity investment cases. The activation of these two main areas of focus will significantly increase the NRDA s capability and capacity to deliver more focused outcomes to the shareholder, business partners and stakeholders. 1.3 Role of the NRDA Building on the 2016/17 work and the clarity of purpose and focus around Regional Identity activation the NRDA is focusing on the following three main areas of activity for the 2016/17 year, based on a platform of a high level of stakeholder engagement and partnership: Investment Attraction: Development and strengthening of the region s investment case(s) with a priority on the Regional Identity focus areas. Destination Management: Telling and delivering on the Regional Identity story across the spectrum of invest, visit and talent. Business Development: Supporting existing businesses and business people to grow, and the development of new businesses. 2 P a g e

3 1.4 Strategic Parameters The NRDA approach is that the Regional Identity is the governing concept for all that we do. This will enable us to prioritize those activities and deliverables that will not only benefit the region but will strengthen and enhance the Regional Identity going forward. The following strategic parameters have been utilised to assist the NRDA in bringing clarity of focus to its areas of activity: 1. Telling and delivering on the unique and compelling Regional Identity story drives all activity. 2. Higher Value driven markets focus. 3. Destination Management approach to the growth of the destination. 4. Supporting the building of the capability and capacity of the regions business and investment competitiveness. 5. Shoulder Seasonality influence where possible. 6. Importance of residents and visiting friends and relatives to the successful activation of the regions identity. 7. Sustainability of the investment, visitor and talent attraction offering. 8. Public private partnership platform to drive execution. 1.5 NRDA Directors At 1st March 2017, the NRDA Board comprises the following directors: John Palmer Chairperson Kevin Armstrong Martin Byrne Chris Jackson Meg Matthews Marina Hirst-Tristram Alan Dunn 3 P a g e

4 2 Areas of Activity and Key Performance Measures This section describes the activities that the NRDA will undertake and the results that will be achieved based on the expected base funding outlined in section 10 of the table below. In preparing this section the Board has adopted an approach of doing really well what we can afford, as opposed to an approach of trying to do everything with the funding we have available. Any shift in the shareholder base funding commitment will require a re-prioritisation of the deliverables and KPM s set out below. The key performance measures in this section are based on those aspects that NRDA has a span of control over and will form the basis of accountability to the shareholder. In addition to the performance measures below, Appendix 3 has a set of high-level regional monitoring indicators that the NRDA will monitor on a regular basis, however they are not the measure of performance for the organisation. Investment Attraction - Development & strengthening of the region s investment cases with a priority on the Regional Identity focus areas. Focus Area Key Performance Measure Expected Outcomes and Commentary 1. Regional Identity Investment Cases 1.1 The first two Regional Identity investment cases are completed with partnership funding attracted and practical implementation outcomes identified and commenced by July One of the key components to flow from the development of the Nelson Regional Identity will be targeted regional investment cases. The initial investment case focus areas for the period will be: Food & Beverage Technology Investment and The Blue Economy including the Marine, Maritime and Aquaculture industries with a focus on companies that are adding value to traditional products and services through technology and innovation. One of the key outcomes from the investment cases will be a deeper understanding of what is really important to the growth of the region s economy, in particular from the perspective of the attraction and retention of private sector capital in the region. The second key outcome will be the contribution towards the making of more robust, focused and aligned investment decisions in the public sector (Local and Central Government) to strengthen the collective contribution towards the Regional Identity investment cases, with a strong focus on facilitating the critical infrastructure required to enable the economic development of the region. (e.g. infrastructure, regulatory, services, place making etc). The speed of the development of these cases will depend heavily on the availability of resources. The investment cases will focus on understanding the drivers for the attraction and/or enhanced returns on private capital in the regional identity focus areas as well as identifying the opportunities to strengthen regional competitive advantage and/or the removal of barriers to investment attraction whether it be from existing or new sources. The outcome of greater understanding and alignment of priorities to come from this work will drive a significant component of the future activity of NRDA including a robust investment attraction and confidence building programme which will be integrated, where appropriate, with the Regional Identity visitor and talent attraction consumer programmes. 4 P a g e

5 2. International relations strategy 2.1 By June 2017, increased numbers of Nelson businesses entering the China market, leading to: New inward investment creating new businesses/joint ventures in Nelson target a minimum of $500k of new added value inward investment to the overall Nelson Tasman economy New inward investment enlarging existing Nelson business capability or increased business expansion target 2 instances $100k each Demonstrate an increase in the number of introductions of Chinese universities/educational institutes or agencies to NMIT At least 2 business representatives per off-shore delegation making a contribution of >$30,000 per year towards the overall China programme. It is the intention to develop these investment cases in partnership with a wide range of key stakeholders to ensure the cases add as much value as possible to their organisations by answering some key questions and/or the outcomes will assist their future planning. This approach is designed to assist in building a partnership approach to facilitating the implementation of the outcomes in due course with a focus on areas of activity where we can influence tangible outcomes. This area of activity will be primarily focussed on an initial China market programme building on the previous EDA work and includes supporting where appropriate, the current NCC and TDC Sister City relationships. The programme is designed to support the development of the Chinese market for local businesses, aiming to secure the greatest benefits by focusing attention on what Nelson does well, delivering added-value goods rather than commodities, and selling on quality instead of price; and to support the attraction of inward investment into Nelson. To achieve this objective NRDA will invest resources to lead the implementation and delivery of a China programme, in partnership with other agencies. The programme is based around the following key activities: a. Grow awareness among Nelson businesses about the opportunities in China b. Partner with others to ensure the provision of education about doing business in China c. Continue to build on existing relationships in China, with businesses, investors, civic bodies and regional government d. Maintain the good relationship we have with the Chinese Consulate in Christchurch e. Support Council in maintaining the current Sister City relationships f. Lead delegations of Nelson business people to China for exports, investment attraction/joint ventures, visitor attraction, and international education g. Host return delegations and provide introductions This activity will be driven by the Regional Identity investment cases and will align closely and in many cases, integrate with the international visitor and education programmes. The ultimate outcome of this activity area will be the creation of an investment focused public sector relationship platform and implementation programme that the private sector can leverage-off. Business Development - Supporting existing businesses and business people to grow, and the development of new businesses. Focus Area Key Performance Measure Commentary 3. Regional Business Partner programme 4. Facilitate a cohesive business support and investment ecosystem 5 P a g e 3.1 Ensure the delivery of the Regional Business Partner Programme with the aim of attracting $1 million in Central Government support and a customer satisfaction Net promoter score of Nelson Region Innovation and Investment coordination Programme activated. This programme builds the capability and capacity of the business community through the provision of Central Government support, in particular in the areas of business development services, research and development and mentoring. The NRDA delivers this programme in partnership with a range of contracted local service providers. The desired outcome from this programme is a stronger more capable business community with the tools required to build long-term sustainable economic outcomes that flow on to the wider community. Over time this programme will contribute to the strengthening of the regional identity investment cases. In partnership with NMIT and other stakeholders, the NRDA is currently completing a Nelson Region Business Development and Innovation Ecosystem report which will clarify the detailed activities for this area. The

6 ultimate outcome from this piece of work is a more coordinated and integrated Nelson region innovation and investment ecosystem. One of the emerging key gaps to be identified in the above piece of work is the need for better coordination of the start-up and early stage business support services which will be one of the key focus areas.. Working with NMIT and the Innovate collective the aim is to create a coordinated Nelson Region based business start-up and early stage programme, similar to those offered in the main NZ cities. This will assist in creating a framework for accessing experience, knowledge and networks to significantly impact the Nelson regions capability and capacity in the business start-up, scale-up and transformative development space. This initiative will also create some home grown opportunities to attract investment and assist to strengthen the Regional Identity investment and talent attraction cases. Also, included in this activity area will be the continued support for the Young Enterprise programme with the intention of connecting the youth entrepreneurs with the incubator programme. Destination Management - Telling and delivering on the Regional Identity story across the spectrum of invest, visit and talent. Focus Area Key Performance Measure Commentary 5. Domestic consumer marketing programme 6. International visitor trade marketing program 6 P a g e 5.1 Domestic consumer campaign targeted at attracting visitors and talent is activated. Focused on the shoulder seasons and the markets of Auckland, Wellington and Christchurch. 5.2 Number (25) of business partner contribution commitments to delivery of programmes. 6.1 Targeted Australia, US, UK, Europe & China FIT visitor trade programmes activated. 6.2 Number (25) of business partner contribution commitments to delivery of programmes. This workstream will be the initial primary Regional Identity activation programme and the highest profile. It will be very targeted at the higher value end of the market and has the primary aim of stimulating repeat visitation over the shoulder season and creating an awareness to support companies in the attraction of key talent to the destination. A key aspect of the campaign will be to work with and create a number of integrated tools for local business and the wider community to utilise in assisting to tell the story in a manner that will add value to them and the whole region. To support the digital enablement of the business community, digital content and activation will at the heart of the campaign and the tools developed. The NRDA will find ways to assist in optimising the utilisation of these tools to contribute to a lift in the practical digital capability and capacity of the regions business community. The primary outcome from this workstream will be the raised domestic profile of the Nelson region as a place to visit and for talent to reside. In addition, it will also be targeted at contributing to more optimised returns for community assets, in particular the Nelson Airport of the future. The completion of the Regional Identity definition work, will inform the detail of these activities by identifying the regions unique and compelling attributes and our areas of competitive advantage. This workstream will assist to take our Regional Identity story to the world. These programmes have the primary aim of stimulating international visitation and will be very closely aligned with Tourism NZ and our other key partners such as Nelson and Christchurch Airports and Port Nelson. The trade programmes are focussed on influencing the in-market influencers of international travel as opposed to the above consumer programme. The programme will be very targeted around the shoulder season offer and is focussed on the higher-end segments in the highest value geographic markets.

7 7. Nelson i-site Programme Meet or exceed to following: 7.1 Maintain a customer Satisfaction rating: (90% of 4/5 and 5/5 ratings). 7.2 A breakeven financial bottom-line. 7.3 Number (135 of stakeholders with i-site contracts. 8. Business Events Sales & Marketing 8.1 Targeted sales lead generation and conversion programme activated. 8.2 Number (15) of business partner contribution commitments to delivery of programmes. A key element of this programme is also to work with local partners to build their capability and capacity to compete in international markets. Consideration will also be given to the incorporation of International Education marketing where possible and when resources allow. The primary outcome from this workstream will be the raised international profile of the nelson region as a place to visit. This workstream will assist to tell our Regional Identity story to visitors to our region when they arrive. This programme is targeted at ensuring the visitor has the best possible welcome experience to the destination with the primary aim of increasing the economic impact of visitors to the destination and thereby enhancing the returns to our local business partners. There is a strong focus on partnering with DoC in the delivery of this programme. Throughout the year, we will also be focussing on the role the i-site can play in enhancing the value and return from events. The performance measures are based on creating an exceptional customer experience and adding value to our partners. This workstream will assist to tell our Regional Identity story to the business events sector of NZ, primarily through conferences. Business Events are a high yielding sector and primarily occur over the shoulder season becoming vital to the seasonality component of the visitor strategy. The programme will be targeted at events of between pax and pax within the regional identity areas and has the primary aim of stimulating longer-term repeat visitation while also assisting to raise the profile of the region as a place of knowledge and innovation. A key aspect of this programme will be to work with and create a number of tools to assist the local business community to become business events ambassadors for our region. The primary outcome from this workstream will be the raised profile and economic impact to the Nelson region from business events. In addition, it will also be targeted at contributing to more optimised returns for community assets, in particular the Nelson Airport, event venues and where possible the stimulation of the inner cities. 9. Visitor Industry Partner Programme 10. NCC Economic Events Programme 7 P a g e 5.3 Total Number (200) & Value ($398K) of business partner contribution commitments to delivery of the Destination Management programmes. 9.2 Integrated events marketing programme activated. This performance measure is based on the fact that to be effective these programmes need to add value to our partners and the best way to judge if that is happening is through the attraction of their investment. NRDA has worked through the development of a new partner programme with the industry which is much more integrated between market and channel focus hence the one KPI measure for the overall Destination Management activity area. This workstream will assist to tell our Regional Identity story through the profile of events in the region. The details of this programme will be dependent upon the outcomes of the current NCC events strategy review including a set of more defined performance measures. The current intention is to integrate the events programme with the Regional Identity consumer marketing programme with the primary aim of stimulating enhanced economic and community return from the

8 Finance Focus Area Key Performance Measure Commentary 10.1 The NRDA delivers a balanced budget on the Shareholder investment of $1.37million adjustment base funding NRDA delivers a clean Audit. 11. Financially sustainable organisation investment in events while also assisting to raise the profile of the region as a place of quality events hosting in particular in the shoulder season becoming vital to the seasonality component of the visitor strategy. In addition, the workstream will also be targeted at contributing to more optimised returns for community assets, in particular the Nelson Airport, event venues and where possible the stimulation of the inner city. The NRDA has a robust financial management policies and processes in place and utilises the support of financial professionals where required. 8 P a g e

9 3 Financial Information A Prospective Statement of Comprehensive Income and Opening Statement of Financial Position is appended to this SoI (Appendix 1 and 2). This budget has been prepared on the basis of a shareholder investment of $1.37million being provided to NRDA to deliver on the expected outcomes. NRDA understands that the shareholder is working with Tasman District Council around the potential for an additional $100,000 of support for the NRDA activities, the outcome of which was not known at the time of finalising this SoI and therefore has not been included in the prospective financial information. Should the funding be forthcoming it will be utilised to increase the impact and timeliness of the delivery of the Regional Identity related activity. A. Procedure to be followed with purchase of shares in other company or organisation The procedure to be followed before subscription for, or purchase of, or other acquisition of shares in any company or organisation, shall be by resolution of the Directors, excepting that any significant diversification or addition to existing activities will be referred to the shareholder for approval. B. Directors estimate of Company Value The Directors estimate that the opening balance of shareholder funds in the annual accounts will represent the value of the Company. The Directors will advise the shareholder on an annual basis if they believe the value to differ materially from this state. The opening balance of equity projected at 1 July 2017 is $343,470. The projected ratio of consolidated shareholder funds to total assets at 1 July 2017 is 64%. Based on the nature of the NRDA s business the shareholder accepts no dividend is required to be paid to the shareholder as a result of the company s activities. C. Accounting Policies The NRDA Accounting Policies have been redrafted by the company s accountant in order to comply with Tier 2 Public Benefit Entity Public Sector ( Tier 2 PBE PS ) Financial Reporting Framework requirements. A full set of updated policies are attached to this SoI in Appendix 5. These policies have been adopted by the NRDA board subject to final review by the companies Auditor, once appointed by the Office of the Auditor General. 4 Health and Safety The Nelson Regional Development Agency is committed to the provision of a healthy and safe working environment for employees and others that may be affected by its activities. To deliver on this commitment the NRDA Board adopted the NRDA Health, Safety and Wellness Policy on 23 rd September The adopted Policy is compliant with the Health & Safety at Work Act (2016) and recommended best practice, a copy is attached in Appendix 4. WorkSafe New Zealand is the work health and safety regulator with which the NRDA complies. The NRDA Management have proactively created a safe and healthy workplace by means of: Creating a culture that allows all staff and contractors to use their skills and knowledge to take personal ownership for health and safety in the workplace. Taking a personal interest in incidents within their area of influence, ensuring proper investigation and follow up, and the welfare of people involved. Ensuring a high priority to health and safety through its prominence in all business plans, projects, and performance reviews. Ensuring adequate resources and training are available to ensure the success of health and safety initiatives. 9 P a g e

10 Including health and safety as an agenda item at any staff and management meetings as well as reporting on a regular basis to the Board of Directors. Inviting solutions to any health and safety issues from staff. In implementing this policy, the NRDA has established a Health, Safety & Wellness committee. 5 Approach to Governance Consistent with best practice, Directors are appointed under the expectation that in undertaking their role, they will exhibit and ensure to: Act as a Board of Governance for the organisation responsible for the overall direction and control of the company s activities, to act in the best interests of the NRDA, and not act as representatives of either their business or the sector they work in. Assist the organisation to ensure the activities of the NRDA deliver upon the SoI and funding agreements with the shareholder which are driven by the strategies and expectations of the two funding Councils. The Board will adopt governance practices and policies that are not inconsistent with those of the Shareholder and make the commitment to operate in a manner consistent with adherence to the Companies and Local Government Acts and the principles of the Institute of Directors of NZ and their four pillars of governance best practice for NZ Directors. Sound and sustainable business practice in commercial undertakings, operating as an efficient and effective business. Ethical and good behaviour in dealing with all parties including the development of a policy on identifying and dealing with potential conflicts of interest. An active partnership with the Shareholder, funding partners and key stakeholders. The Chairperson and Board members are expected to adhere to the communication protocols identified in the SoI in addition to the formal reporting requirements. The practices of a good employer, operating a personnel policy containing provisions generally accepted as necessary for the fair and proper treatment of employees in all aspects of their employment. The Board shall ensure that the Company has appropriate risk management procedures and policies in place to assist the smooth running of the organisation and compliance with all applicable legislation. The Board shall ensure that the Company has appropriate Health & Safety procedures and policies in place to assist the safe running of the organisation and compliance with all applicable legislation. Act in a manner that will bring commercial disciplines and a greater ability to partner with the business community. The Company Constitution sets out in more detail the governance framework for the Company. In accordance with best practice the Board Chair will regularly undertake an evaluation of the individual members and overall board performance. 6 Communication Protocols The Chairperson, Board members and officers of the NRDA are expected to adhere to the following communication protocols with the Shareholder in addition to the formal reporting requirements: A no-surprises approach. Consultation with the Shareholder prior to external release of significant changes and/or developments. Early notification and collaboration on the management of risks and issues. Will not make comments that could be deemed to be critical of the Shareholder, or of its policies, programmes, elected members and employees, or that have the potential to impact detrimentally on the Shareholders reputation or to bring the Shareholder into disrepute in any way. 10 P a g e

11 7 Reporting to the Shareholder Quarterly NRDA report to Shareholder o By the 31 October and 31 January each year, the NRDA will provide the shareholder a quarterly report against the SoI Key Performance Measures and any other relevant governance or operational matters. Half Yearly NRDA report to Shareholder o By the end of March each year, the NRDA will provide to the Shareholder a half-yearly report against the SoI Key Performance Measures and comply with the Local Government Act o This report will contain unaudited financial information and comply with NZIAS 34. Annual NRDA balance date is 30 June and the NRDA will provide an Annual report to the shareholder by the 30 September each year o The Annual report will report against the SoI Key Performance Measures and comply with sections 67, 68 and 69 of the Local Government Act and the Companies Act. o This report will include audited Financial Statements and comply with NZIAS 34. It is also noted that the NRDA will provide regular reporting to TDC on a similar basis as the other major funding partner for the NRDA. Signatories: John Palmer Chairman Nelson Regional Development Agency Mark Rawson Chief Executive Nelson Regional Development Agency Date Date P a g e

12 8 Appendices 8.1 Appendix 1: Statement of Comprehensive Income Prospective Statement of Comprehensive Income For the period 1 July 2017 to 30 June 2018 Revenue: Trading Income Grants & Other Funding Private Sector Investment Local Body Funding Total Revenue $263,403 $859,281 $398,000 $1,374,449 $2,895,133 Less Operating Expenses: Corporate Destination Management (Consumer marketing, Business Events marketing, International marketing, i-site, Events Programme) Business Development (Regional Business Partnership, Business Support, Insights) Investment Attraction (Regional Identity, Economic Development, Talent, Attraction, International Relations) Total Operating Expenses $1,258,490 $1,052,936 $341,168 $190,000 $2,842,594 Operating Surplus (EBITDA) $52, P a g e

13 8.2 Appendix 2: Statement of Financial Position Prospective Statement of Financial Position Opening Balance as at 1 July 2017 Assets Current Assets Non-current Assets $531,964 $405,634 $126,330 Liabilities Current Liabilities Non-current Liabilities $188,494 $188,494 $0 Net Assets $343,470 Equity Retained Earnings Issued Capital Equity $143,470 $200,000 $343, P a g e

14 8.3 Appendix 3: Monitoring Indicator These indicators reflect outcomes at the regional level and as the principle economic growth agency, the NRDA will monitor, report and where possible influence these indicators at a local level, however they are not the measure of performance for the organisation. These indicators are a reflection of the core indicators in the Regional Economic Development Strategy and Visitor Strategy and are designed to indicate performance against historical trends. Measure 1. Real GDP Growth (% change) Data to March Business Confidence (Nelson/ Tasman Businesses expectations in local business conditions Westpac Bank) NB this is Nelson- Marlborough-West Coast data. Only available from December 2011 onwards; data to March Residential Consents (% change in numbers) New building only, not altered, year to December Non-Residential Consents (% change in value) New building only, not altered, data to March2017 NB Figures are skewed by one significant development 5. Total Visitor Nights (% change in commercial accommodation monitor (CAM) numbers) Data to March Total annual visitor spend (% change in Regional Tourism Estimates (RTE s) Data to April Total International Visitor Spend Data to April Total Domestic Visitor Spend Data to April Net migration (International) (change in numbers) Data to March year average 2017 (12 months YE March 2017 unless stated) Target In-line with or better than the 3-5 year averages growth rate 2.3% 2.5% >3.6% +20 (+ means more positive than negative) % +15% >7% +24% +244% >45% +1.5% +5% >6% +5% +11% >7% +5% +19% >12% +4% +6% >4.2% +89 People +613 People >318 People Big uplift in figures for compared to the previous 8 years, therefore the 3 year average is very different to the 10 year average. 8. Job Seekers (numbers of people) Data only available from September 2013; data to March People 2383 People <2425 People 9. Unemployment rate (%) Data to March 2017 As percentage of the labour force. Uses 4-quarter averages due to seasonality. 10. Median annual household income (% increase year on year) Data to % 3.9% <4.5% +2.1% -3.0% >2.2% 11. Business Churn rate (Number of new businesses created and existing businesses ceased operating expressed as a ratio) Data to (+ means more births than deaths) > P a g e

15 15 P a g e