Business Plan 2013-2014 - RDA Murraylands & Riverland Inc

1. Executive SummaryRegional Development Australia Murraylands & Riverland Incorporated (RDA M&R) has nowbeen in operation in its current form for more than three years. The 2013/14 financial yearheralds the start of a new federal funding arrangement which has involved the development ofa new Roadmap for 2013-2016.The 2013-2016 Murraylands & Riverland Regional Roadmap is a complete, comprehensivereview of the economic, social and environmental factors affecting the Murraylands andRiverland region and the region’s opportunities for the future.The Regional Roadmap will be concurrently released with this Business Plan in August 2013. TheRegional Roadmap has informed this Business Plan by identifying the core vision, goals andstrategies for RDA M&R.This 2013-14 Business Plan details the actions, budgets and staffing structure that will berequired to deliver the Strategic Plan outlined in the Roadmap. This Business Plan is furthersupported by an implementation plan for the staff group. It is noted that for the 2013-14financial year the Board will be operating under reduced funding arrangements. For 2013-14the Board has elected to keep its current structure however this will involve self-funding theorganisation to a large degree. With both state and federal government elections to be held inthe coming year, the organisation is optimistic for renewed investment in the RDA Framework inSouth Australia.Of particular note, this Business Plan contains:Working Budget and Staffing Structure.Priorities for 2013/14 under our key pillars of Regional Diversification, Innovation andBuilding community capacity.Action Plan for 2013/14 is included and it clearly identifies specific actions andresponsibilities for staff.Marketing and Communications Strategy - clearly communicates the work of theRDA in the region to all stakeholdersOperational Risk Management Strategy – details operational risks and mitigationstrategies. It will complement the Strategic Risk Management Strategy developed bythe RDA M&R Board.I commend this 2013/14 Business Plan to you and look forward to working in partnership withmany of our regional stakeholders, funders and the business community in its implementation.Brenton LewisChief ExecutivePage 3

4. Governance SystemsThis section on Governance Systems covers Board management, operational structureand staff roles and responsibilities4.1. Board StructureRDA M&R is supported by a twelve member Board whose role has two key aspects:Compliance – managing risk, minimising risk, monitoring budgets, signing offon budget and ensuring business is properly conducting its affairs.Performance – determining strategic directions and goals for the organisationto improve performance.The RDA M&R Board is supported by a number of key Executive positions, and their rolesare described below:ChairNeil Martinson• Makes sure that meetings are held regularly and in accordance with the Constitution• Ensures agenda, minutes and other relevant documents are available• Ensures workload is even and fair• Provides leadership to Board members• Works cooperatively with staff and Board membersDeputy Chair Tony Sharley• Deputises for the Chair in their absence• Participates in Executive meetingsSecretaryTreasurerAnnette CameronThe secretary oversees record keeping activities and lodgement of key documentsof the Board (Minute Secretary provides actual support) primarily these dutiesare performed by the staff of the board on a daily basisRobin FoleyThe Treasurer oversees financial record keeping and reporting activities, includingthe development and monitoring of the budget and other statutory requirements.(Finance Manager provides actual support) primarily these duties are performedby the staff of the board on a daily basis.Public Officer Neil MartinsonLodgement of public documentation with regulatory authoritiesPage 6

Committee MembersNeil Martinson (LGASA nominee)Tony SharleyBarry Laubsch (LGASA nominee)Trevor Norton (LGASA nominee)Annette CameronDave Burgess (LGASA nominee)Jerry WilsonKym WebberPhilip SimsRobin FoleyYvonne SmithPatrick O’BrienBoard Members are elected for a period of four years. The Board member refreshmentperiod is due to occur during the 2013/14 financial year. Half of the board members’terms will expire in November 2013. These Board members are welcome to reapply fortheir position through the open expression of interest process that will occur during thefirst half of the 2013/14 financial year. The Board member selection process is managedby the Federal Government.Local Government has four nominees who are nominated by local government, as Boardmembers. To this end, the four local government Board members have all of the samefiduciary and governance responsibilities of general Board members.RDA M&R Board is further supported by its primary funding partners. The FederalGovernment (Department of Regional Australia, Local Government, Arts and Sport) has arepresentative who may attend RDA M&R Board meetings in an advisory capacity.Page 7

4.2. FunctionalityRDA M&R delivers community economic development services from two service centres,one at Berri, in the Riverland and one at Murray Bridge, in the Murraylands.To ensure appropriate services are delivered to the regional community, RDA M&R hasdeveloped an operating structure that is based upon four key functions:Economic Development; Supports the strategic facilitation of projects thatunderpin the job creation and economic development elements of the RDA M&RStrategic and Business Plan.Corporate Services; Supports the delivery of all financial, administration, executiveand front of house customer service.Business Development Advisory Services; Supports the delivery of a confidential,one to one, business advisory, referral and education support service to clientsacross the RDA M&R region.Program Management; Delivers targeted projects and programs, in partnershipwith key stakeholders, based on identified regional needs.Functionally, services are delivered across the region, without regard for the subregionalboundaries.Flow Chart below describes the functional structure of RDA M&Functional ChartThe RDA BoardFederal GovernmentRepresentativesChief ExecutiveFundingBodiesCorporateServicesFinanceAdministrationExecutiveSupportBusinessDevelopmentServicesEconomicDevelopmentRegional NeedsAnalysis & ProjectInitiationProgramManagementProjectsEmployment & TrainingMurraylands TourismPartnershipStrategic ProjectsPage 8

5. Operational Parameters for theYearThe 2013/14 Working Budget has been endorsed by the RDA M&R Treasurer and was approved bythe RDA M&R Board at its meeting on the 20 th June 2013.The Working Budget contains regional income and expenditure budget lines for:The Murraylands Operational Account (Service Centre)The Riverland Operational Account (Service Centre)RDA Core Account (Corporate budget)These three budget lines are then consolidated to form an overarching budget for the RDA M&R.IncomeA key element of the 2013/14 budget is the loss of the State Government as a core fundingpartner. The state government is funding two specific projects in the 2013/14 and 2014/15financial years but this loss of funding provides a significant shortfall in our budget. It waselected at RDA M&R’s February 2013 Board meeting that the budget shortfall of $489,613 will betaken from equity funds to provide service delivery as per the current business model.New rental and service agreements have been negotiated with tenants at both Service Centres(Berri and Murray Bridge). The revised service agreements will generate additional income tooffset office lease and outgoing costs.RDA M&R will also be actively looking for opportunities to generate additional income throughhosting complementary programs, e.g. Murraylands Tourism Development Manager and the Skillsfor All in Regions Programs.In 2013/14 RDA M&R will actively pursue new program and project delivery from Local, State andFederal Government initiatives.ExpenditureIn 2013/14, RDA M&R will, across the organisation, invest in a range of marketing andpromotional activities, including the maintenance of the website, providing current informationabout the region to key stakeholders, and increasing the profile of RDA in the community.Both staff and Board members will be supported with access to training and improvedinformation technology as required.Operational requirementsStaff resources, to deliver the RDA M&R Strategic and Business Plan, are detailed in the flowcharton Page 10 and costs and employee entitlements have been factored into the 2013/14 Budget.Page 11

Developing the BudgetEach budget has been prepared in line with Federal Government templates. The Corporate budget isFederal funding towards the operation of the Board and support to Chief Executive, Chair & DeputyChair. Each sub-region has it own budget and are generally even in their income and expenditure.The main difference is the Murraylands has invested an extra $150k from retained funds inheritedfrom good financial management of MRDB. This has resulted in Murraylands having the ability toinvest substantially more into Business Development.There is a considerable difference in occupancy costs between the 2 offices. This is reflected in thebudget however through hosting external tenants and extra programs it is anticipated that theactual Riverland figure will be offset quite substantially.Page 12

BudgetPage 13

6. RDA Charter, Regional Plan andGovernment PrioritiesRDA M&R CharterRDA M&R is a partnership between the Australian and Local Government to develop andstrengthen the regional communities of Murraylands & Riverland.RDA M&R is challenged to focus on the economic, social and environmental issues affectingcommunities. RDA M&R will be an important contributor to, and supporter of: Regional business growth plans and strategies, which will help support sustainableeconomic development, the creation of new jobs, skills development and businessinvestment. Environmental solutions that support ongoing sustainability and the management ofclimate change. Social inclusion strategies that bring together and support all members of thecommunity.RDA M&R Regional Roadmap (Strategic Plan)The RDA M&R Regional Roadmap establishes a Strategic Framework that identifies a range ofgoals to support service delivery, corporate restructure and sustainability for the region.In 2013 the Federal Government requested that the 2013-2016 Regional Roadmaps be aligned tothe Council of Australian Government (COAG) five key determinants of long-term regionaleconomic growth:1. Human capital2. Sustainable (economic, environmental and social) communities and population growth3. Access to international, national and regional markets4. Comparative advantage and business competitiveness5. Effective cross-sectoral and intergovernmental partnershipsGovernment PrioritiesRDA M&R Regional Roadmap also supports the attainment of a range of strategic targets outlinedin the South Australian Strategic Plan (SASP). These targets and the correlation with the RDAM&R initiatives are outlined in the Strategic Plan contained within the Roadmap.RDA M&R Regional Roadmap (Strategic Plan) underpins the core strategies identified by theFederal Government in its document Australia to 2050: future challenge. In particular, RDA M&RRegional Roadmap addresses the regional priorities of sustainable environmental management,innovation in food and beverage production, tourism, digital economy and regional health.Page 14

7. Work Program and Key Prioritiesfor the YearContext for the year aheadIn 2013 RDA M&R held a comprehensive consultation program that involved more than 200regional stakeholders and strategic regional leader consultation. From this consultation theRegional Roadmap for 2013-2016 was developed highlighting current issues and opportunitiesfor the region. There are also a number of initiatives around the Murray Darling Basin Plan andBusiness Clustering that the board is keen to be involved in.The implementation of the Murray Darling Basin Plan and the associated River MurrayImprovements Program (RMIP) will be run out by the State and Federal Government over the nextfew years with direct impacts for the region. The RMIP, delivered by PIRSA is expected to have afocus of water use efficiency and industry diversification. It will be vital for the RDA to have astrong relationship with project partners to ensure maximisation of outcomes for the Murraylandsand Riverland region.In 2013/14 the Board will also be undertaking two major projects funded by the StateGovernment in ‘What Future Primary Industries’ and ‘A Smarter Digital Region’. These projectswhich will conclude at the end of 2014/15 will give the board greater insight in how the regioncan plan for the future of our primary industries sector and take advantage of the digitaleconomy.Business Clustering has also received attention at both Federal and State levels as thesegovernments discuss budgets for the coming year. Our region is already well developed incoordinating food and manufacturing clusters, as well as facilitating clusters in retail and tourismsectors. It is hoped that through any opportunities that may eventuate we can build on theseinitiatives.Work Program, Activities and PrioritiesA full list of the 2013/14 Action plan is detailed on the following pages. In developing this actionplan the Roadmap consultation period identified 12 key priorities for the region which fit underRDA M&R’s three pillars:Regional DiversificationGoal 1 – A Strong Economic BaseGoal 2 - Regional Infrastructure that facilitates growthGoal 3 - Evidenced vision of future opportunitiesGoal 4 - Strong stakeholder relationshipsInnovationGoal 5 - A technology smart regionGoal 6 - A strong regional tourism and retail industryGoal 7 - Efficient and innovative water & environmental management systemsGoal 8 - Prosperous small business sectorPage 15

Building community capacityGoal 9 - A skilled and sustainable workforce that matches industry needsGoal 10 - Increased choices in regional educationGoal 11 - Resilient communities that embrace and promote changeGoal 12 - Community Infrastructure that supports community needsProject partnerships will be vital to ensuring that the RDA can undertake this work program withlimited resources. RDAs role in obtaining these goals will range from development andmanagement of projects to undertaking a facilitation role in bringing the right stakeholders to thetable to achieve the desired outcomes.Stakeholder Engagement‘Strong stakeholder relationships’ is one of the 12 goals included in the Roadmap and Action Plan.The large consultation period that the board conducted as part of the development of the newRoadmap demonstrated the Boards desire towards achieving this goal.As required under our Federal and Local funding agreements quarterly reports on progress againstoutcomes will be delivered to these key stakeholders.RDA will also continue to undertake the communication methods defined in the Communication andMarketing Strategy including a regular newsletter, current website and relevant press releases asrequired.Collaborative PartnershipsRDA M&R works with a large number of partners to achieve the regions goals. These crosssectoraland intergovernmental partnerships are vital to achieving the aims of the region. Thesepartnerships include the health, education, environmental, community and government sectors.Examples of these partnerships are included in Appendix B – Stakeholder consultation andpartnerships in the Murraylands & Riverland Regional Roadmap 2013-2016 as well as in ourAnnual Reports.The Action Plan 2013/14 on Pages 16-22 provides more specific detail on the planned actions andresponsibilities. An Implementation Plan has been formulated for the staff group to identify howthe identified actions will be carried out.Page 16

7.1. Action Plan 2013/14The following action plan shows the organisational priorities, goals and strategies for the 2013/14financial year. This action plan was developed through feedback received from stakeholders duringthe development of the Regional Roadmap (strategic plan). This action plan features an alignmentwith the RDA M&R Roadmap Priorities, the COAG key determinants of economic development andthe National outcomes as outlined on page19.Regional DiversificationGoal 1ObjectiveA Strong Economic BaseA diverse and vibrant region that attracts and retains strong industry andinvestmentStrategy 1.1 Continue the strategy to unlock and activate stranded/unused assets (land andbuildings, people)1.2 Attract new and renewed investment into the region1.3 Capitalise on the opportunities afforded through the utilisation of the State brand1.4 Promotion of regional opportunities through local investment prospectusesGoal 2ObjectiveRegional infrastructure that facilitates growthDevelopment of regional infrastructure plans which support regional growthStrategy 2.1 Develop an Infrastructure Plan for the region in conjunction with the MMLGA2.2 Promotion of the outcomes of the Lower Murray Flood Plain economic developmentprojects2.3 Development of Industry zones in conjunction with Local Government2.4 Work with NBN Co to ensure that the NBN rollout meets the needs of regionalindustry and the communityGoal 3ObjectiveEvidenced vision of future opportunitiesA strong understanding of opportunities for our industries into the futureStrategy 3.1 Undertake 'What Future Primary Industries' research project to understandopportunities and challenges for future development of the Primary Industries sector3.2 Better understand Census/SEFIA data and facilitate agency intervention to improveregional capacity to address the issues in our region3.3 Support implementation of the Digital StrategyGoal 4ObjectiveStrong stakeholder relationshipsAn organisation with strong relationships with government partners and industryStrategy 4.1 Collaboration and innovation to support a sound future for the RDA throughcollaborative partnerships and secure RDA resource funding beyond June 2014, andnew programs and projects for 2013-16 period4.2 Actively seek to secure a role for the RDA in the administration of big regionaldevelopment funds4.3 Maintain involvement in strategic community forumsPage 17

InnovationGoal 5ObjectiveA technology smart regionA region that embraces smart technologies and processes in innovative waysStrategy 5.1 Undertake 'A smarter digital region' projectGoal 6Objective5.2 Encourage businesses to embrace technology5.3 Support the development of industry clusters/networks especially in key regionalindustries such as food processing and manufacturing5.4 Innovation in advanced manufacturing, food and beverage production and valueaddprocessingA strong regional tourism and retail industryGrowth and development of the regional tourism industryStrategy 6.1 Active support of Tourism Organisations and their objectives6.2 Awareness of opportunities to run customer service training programs6.3 Identification of ways to assist the retail sector to prosperGoal 7ObjectiveEfficient and ainnovative water & environmental management systemsA region that can adjust to the Murray Darling Basin Plan and innovate theirbusinesses accordinglyStrategy 7.1 Support of the River Murray Improvements Plan to meet the needs of theMurraylands & Riverland community7.2 Continued support for projects utilising recycled wastewater7.3 Continue to support water management and water industry organisationsGoal 8Prosperous small business sectorObjective A network of small businesses with access to support necessary to prosperStrategy 8.1 Provide access to business development services8.2 Development of a network of business consultants to access for specific assistance.Building Community capacityGoal 9ObjectiveA skilled and asustainable workforce that matches industry needsTo understand the needs of industry to enable development of 'in demand' skills in ourcommunityStrategy 9.1 Identify jobs for growth and retention (especially for vulnerable industries) and linkto workforce development through the Jobs Growth Investment Reports9.2 Facilitate programs for upskilling which continue to enhance employment pathways9.3 Support programs that seek to attract and support a multicultural workforcePage 18

Goal l 10ObjectiveIncreased choices in regional educationTo ensure that our youth have options to gain an education locallyStrategy 10.1 Advocacy for the Development of Education PrecinctsGoal 11Objective10.2 Development of digital learning centresResilient ent communities that embrace and promote changeTo ensure that our communities are resilient and have proactive leadershipStrategy 11.1 Support community capacity building programsGoal 12Objective11.2 Encourage development of digital literacy in the communityCommunity Infrastructure that supports community needsTo ensure that our communities has access to adequate servicesStrategy 12.1 Support for the development of sporting and cultural facilities that support theneeds of our communities12.2 Support for the development of health infrastructure and services in the regionAlignment of Action Plan 2013/14The table below illustrates the alignment of the RDA M&R Action Plan with the COAG targets andNational Outcomes as listed on Page19.Regional DiversificationCOAGtargetNationalOutcomesGoal 1 A Strong Economic Base 2,4,5 1,2,3,4,Goal 2 Regional infrastructure that facilitates growth 2,3,4,5 1,3,4Goal 3 Evidenced vision of future opportunities 2,3,4,5, 1,2,3,Goal 4 Strong stakeholder relationships 5 1,2,3,4,5InnovationGoal 5 A technology smart region 3,4,5 1,2,3,4,5,Goal 6 A strong regional tourism and retail industry 4,5 1,2,3,4,5,Goal 7 Efficient and innovative water & environmental4,5 1,2,3,4,5,management systemsGoal 8 Prosperous small business sector 2,3,4 1,2,3,4,5,Building Community capacityGoal 9 A skilled and sustainable workforce that matches1,2,5 1,2,3,5industry needsGoal 10 Increased choices in regional education 1,2,5 1,2,3,4,5,Goal 11Goal 12Resilient communities that embrace and promotechangeCommunity Infrastructure that supports communityneeds1,2,5 1,2,3,4,5,1,2,5 1,2,3,4,5,Page 19

7.2. Outcomes and Key Performance IndicatorsIn the development of this 2013/14Business Plan, RDA M&R has carefully considered the outcomes and key performance indicators required by the fundingpartners. Reporting systems have been developed to monitor and account for performance under each of the outcomes and key performance indicators.National RDA OutcomesPrimary TargetOutcome 1:Improved Community Economic DevelopmentAs per general State/Local KPI’s (see table on page 38)TWO OTHER TARGETS1 2Extent to which the RDA Board worked with sectors ofthe community, including Indigenous groups, women,youth and people of diverse cultural and linguisticbackgrounds.Number and value of project funds facilitatedby the RDA Board to support economic andcommunity development.Outcome 2: Enhanced Community Engagement and Consultation Demonstration of leadershipAs per State/Local KPI’s (see table on page 38)Outcome 3: Improved Regional Planning Identification of barriers to growth Provision of regional intelligenceAs per State/Local KPI’s (see table on page 38)Outcome 4: Enhanced Whole-of-Government Approach Effective working relationships and collaboration Identification of emerging labour skills issues Programs developed to meet workforce demands & increase participation No. and value of economic infrastructure development projects assistedAs per State/Local KPI’s (see table on page 38)Outcome 5: Enhanced Awareness of Government Programs.Number and type of community and regional groupswhich the RDA Board worked with to identify,understand and report on issues.Number of contributions and informed input toregional plans.Number of third party contracts delivered by the RDABoard and new staff employed to undertake contractor project work.Number and nature of government programspromoted.Frequency and nature of input provided togovernment or stakeholders on ‘hot’, emergingor other issues.Impact of the RDA Board in driving thedelivery of the RDA Roadmap.Number of organisations the RDA Boardworked with to support applications forgovernment programs and success of thoseapplications.Support provided to stakeholders to obtainfunding for or investments in communityprojects, infrastructure or facilities.Page 20

7.3. Key Performance Indicators (General)As per the Federal/Local Funding Arrangement 2013-2016Key Performance Indicators Targets 2013/14Investment Number of businesses assisted, and the value ofinvestment by businesses assisted.950 Businesses$85m investmentNumber of local businesses assisted to participate inmajor projects, and the value of local content secured.12 Businesses$20m local contentEmployment Number of jobs (FTE’s) created in businesses assisted. Number of jobs (FTE’s) retained in businesses assisted.Skills Identification of emerging labour skills issues in theregion. Programs developed with the Government, theCouncils and industry to meet workforce demands.80 businesses assisted withemployment matters150 jobs created100 jobs retained16 programs developedExports Number of exporters assisted and value of theirexport.Infrastructure Number and value of economic infrastructuredevelopment projects assisted.Innovation Number of businesses assisted to bring new productsto market. Number of businesses assisted to introduce processesthat boost productivity and competitiveness.5 new exporters$12m of exports10 projects$15m value of projects10 businesses assisted with newproducts10 businesses assisted tointroduce new processesPopulation Share of State’s population Maintain Current SizeBusinessCapabilityDevelopmentNumber of workshops and participating businesses,and outcomes achieved for businesses.20 workshops250 participants20 new outcomes achieved forbusinesses, post workshopRegionalLeadershipIdentification of barriers to regional growth andmitigation strategies.Demonstration of leadership provided by theAssociation in community in building the capacity ofthe region.Effective working relationships and collaboration withDTED, the Councils, and Government agencies.Provision of regional intelligence to the Minister’sRepresentative, the Commonwealth and the Councilson significant community economic developmentissues and opportunities in the regionQuality and currency of regionalintelligenceEffectiveness of workingrelationshipsLevel of collaborationDevelopment of Local workingparties via the boardFacilitation of informationsession and forumsPage 21

7.4. Key Performance Indicators - CouncilAs per the Local Funding Arrangements 2013-2016Council KPI Targets 2013-20162016Berri Barmera Council1. RDA representatives to attend 3 meetings of Council per annum tooutline:• Advancement of development actions in line with Council’sStrategic Plan• Discuss projects specific to the Berri Barmera Council area.2. Report on successful applications to federal or state governmentfunding for RDA endorsed projects in the Berri Barmera Council area.Coorong District CouncilDistrict Council ofKaroonda East MurrayDistrict Council of LoxtonWaikerieMid Murray CouncilRenmark Paringa DistrictCouncil3. Report on attraction of increased investment in the Berri BarmeraCouncil area and resultant increase in full-time employment.Continue to support the efforts of the Coorong District Council and otherstakeholders to attract investment and new employment in the followingspaces1. Murray Darling Basin Interpretive Centre at Meningie2. Tailem Bend Motorsports Park and Industrial Precinct3. Economic Impacts of the Murray Darling Basin Plan Rollout1. Business Opportunities – The Association work with businesses ofKaroonda & Districts with the support of Council to further supportand develop businesses within the Council area2. Volunteers – That after the completion of the Strategic ManagementPlan by the Council, that in conjunction with Council the Associationconsider ways to engage, recruit and acknowledge volunteer withinthe Community.1. RDA representatives to attend a minimum of 2 council meetings perannum2. RDA to regularly advise what actions they have taken to advancethe aims of Council’s Strategic Plan3. RDA to regularly update council o projects specific to the DistrictCouncil of Loxton Waikerie1. Annual outline of assistance provided by the Regional DevelopmentAustralia with projects undertaken in the Mid Murray Council areaand grant funding obtained.2. Annual list of advocacy on behalf of Mid Murray Council forinfrastructure projects and services for the benefit of Mid MurrayCouncil.3. Annual report on the number of business enquiries for expansion orestablishment within the Mid Murray Council and assistanceprovided.1. Attract investment and new employment in 3-5 new industrysectors through targeted investment attraction strategies (sectorscould include – intensive agriculture, manufacturing andconstruction, transport, science and technology, training hubs andtourism).Page 22

8. Communications & MarketingStrategyAs a result of the formation of RDA Murraylands & Riverland and the amalgamation of theMurraylands Regional Development Board (MRDB) and the Riverland Development Corporation(RDC) in 2009/2010, RDA M&R undertook a re-branding exercise that included the development ofnew business cards, letter head, signage and a website upgrade.In 2013/2014, RDA M&R will be challenged to more carefully consider the marketing message andensure that it is conveyed in a meaningful and timely manner to all target groups.The broad target message for 2013/2014 will be:RDA purposeRDA role & responsibilitiesRDA projects and activitiesOpportunities for engagement with RDA.In early 2012 a formal Communications & Marketing Plan was developed expanding upon thecurrent communications strategy. The current communications plan listed on the following pageoutlines how this message will be delivered to the key RDA M&R Target Groups.The Corporate Services Manager has overall responsibility for the implementation of thisCommunications & Marketing PlanPage 24

8.1. External Communication StrategyTARGETGROUPQUALITIESExamplesof targetgroupOUTCOMECOMMUNICATIONACTIONS FREQUENCY CONTINGENT ACTIONSRegionalbusinesscommunityRegionalcommunityGeographically disparate, isolatedand diverse, predominance of smallbusiness, time pressured. Need forPlain English updates on changingbusiness practices and climate.Geographically disparate andisolated. Increasing levels of internetaccess. Often parochial and desiredelivery in their own ‘patch’. Curiousand supportive about regionalgrowth. Consultation fatigued.• Industrygroups• localbusinesses• Regionalcommunitymembers• communitygroupsEngagement with RDAProgramsAwareness of RDA Roleand Responsibilities.Plain English NewsletterWebsiteTargeted Business ForumsPress ReleasesGuest Speakers for eventsPlain English NewsletterQuarterlyMonthlyAs requiredAs requiredAs InvitedQuarterlyWebsite August 2011Plain English RDA BrochureMedia articles on RDA ActivitiesOngoingAs RequiredEnsure cross regional businessdatabase (CRM) is established andvalidMaintain regular communicationabout activitiesSystems to capture and upload goodnews & project stories required.ExternalinvestorsKeystakeholdersGenerally metropolitan or interstatebased. Seeking business developmentand extension opportunities and astrong return on investment,particularly in longer term.Need accurate, current and timelyinformation.Project specific participants. Focusedon individual or industry outcomes.Want credible, responsive andaccurate information.• Potentialinvestors• Governmentagencies• Foreigngovernments• Government• Business• Communityspecific to theprojectRegional attractionInformation, consultationand engagement in keyprojectsRegional Investment ProspectusTargeted invitations and meetingsBase research and reportsWebsitePlain English RDA BrochurePlain English NewsletterProject ReportsPress ReleasesOngoingBi-monthlyOn release to web orprintMonthlyOngoingQuarterlyAs requiredAs requiredStrong investment documents requiredand easy to navigate websiteConsistency with Strategic PlanFundingpartnersMediaRegion specific interests. Wantsatisfaction and return on investmentfrom RDA M&R. Need assurance thatRDA is delivering as per expectations.Interest in topical or political projectsbeing delivered in the region. Wantresponsive and clearcommunications. Need deadlines tobe met.• FederalGovernment• Local GovtPartners• Newspapers,• TV,• RadioInformation, consultationand engagement in keyprojectsPositive reflection of RDAM&R and activities.Annual reportQuarterly ReportsPress ReleasesEmail communicationPress ReleasesInvitation to public eventsPlain English NewsletterAnnualQuarterlyAs requiredAs requiredAs requiredAs requiredQuarterlyCollation of key evidence &Consistency with Strategic PlanGood written communication skillsdevelopment within teamPage 25

8.2. External Communication StrategyTARGETGROUPQUALITIESExamples of target groupOUTCOMECOMMUNICATIONACTIONSFREQUENCYBoardMembersStaffSparsely distributed. Increasing levels of internet access.Often parochial and desire delivery in their own ‘patch’.Curious and supportive about regional growth.Distributed over two offices 2 hours apart. Eager to beinformed of board activities and processes relevant to theirprojects• Local Govt• Industry• Community• Professional• AdministrativeEffective BoardGovernanceEffective office operationsBoard AgendasEmailInternal WebpagePlain English NewsletterPress releasesThemed Board MeetingsFormal Staff MeetingsGeneral Staff MeetingsRegional Team MeetingsTele meetingsInternal WebpageBi-monthlyAs requiredBi-monthlyQuarterlyAs requiredAs requiredMonthlyWeeklyQuarterlyBi-monthlyAs requiredPage 26

9. Operational Risk ManagementStrategyRDA M&R has adopted a risk management approach that identifies and mitigates risk at twolevels. To this end, RDA M&R Risk Management Strategy operates at two levels:Two level approach to risk1. Strategic (Board) Risk Management Plan – details risks to the overall organisation that areidentified as potentially detrimental to the financial and operating status of the organisation.Prime responsibility for the management, implementation and monitoring of this plan rests withthe Chair and Board of RDA M&R.2. Operational (Staff) Risk Management Plan – details the risk to the day to day operation ofRDA M&R. Prime responsibility for the management, implementation and monitoring of thisplan rests with the Chief Executive and the Economic Development Manager (Berri Office).The table that follows on the next two pages outlines how operational risks will be managed byRDA M&R.The Strategic (Board) Risk Management Plan is housed within the RDA M&R Board Policies,Policy 1.Page 28

Constrained cash flow− Treasurer and Board review of cash flowforecastsMediumAnnual and bi-monthly review of financialmanagement system by Board and TreasurerCredit card abuse and fraud− Board endorsed credit use policy− External auditMediumAnnual and bi-monthly review of financialmanagement system by Board and TreasurerInability to meet office lease agreements (namelylack of tenants to contribute to annual rent in theRiverland office).− Encourage the development of long termlease agreements− Explore alternative office accommodationoptionsMedium6 monthly review of all tenancy agreements.Commercial and StrategicPoor contract management skills and delivery− Contract management skilling forappropriate staff− Review by appropriate network, advisorycommittee or BoardLowBi-monthly reporting to RDA M&R BoardPotential litigation− Operational and Strategic RiskManagement PlansMed-HighBi-monthly reporting to RDA M&R BoardFailure to implement the Strategic Plan− Bi-Monthly progress reporting to RDAM&R Board− Annual Business Plan preparedLowBi-monthly reporting to RDA M&R BoardHalf and full year reporting to key stakeholdersPage 33