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Published by info, 2017-07-27 16:25:40

EDANZ Board Papers - 10th August, 2017

Board papers for 10th August, 2017

2017

EDANZ Board Papers for
10th August, 2017

VENUE: MARTINJENKINS OFFICES, LEVEL 1 CITY CHAMBERS, CORNER OF JOHNSTON AND
FEATHERSTON STREETS
AUTHOR: SUSAN HOUSTON

Agenda for 10 August 2017
10 am – 3 pm

MartinJenkins Board Room
Level 1, City Chambers

Cnr Johnston and Featherston Streets
Wellington (access via Johnston Street next to pizzeria)

_________________________________________

1. Welcome and Attendance
2. Previous Minutes: 8 June 2017
3. Matters Arising – Action Plan from 8 June 2017
4. Executive Officer’s Report:

a. Operations Report
i. Current Profit and Loss
ii. Insurance

iii. EoY Accounts for 2016/2017
iv. Communications
v. EO’s Action Plan for remainder of 2017
b. Conference Progress, including Award decisions
c. Implementation of agreed changes for EDANZ

i. Rebranding of EDANZ
ii. Governance arrangements
iii. Proposed membership categories
iv. Proposed membership fees
v. Professional Development Programme
vi. Communications Strategy
vii. Research Programme
viii. Sharing of best practice
ix. Constitutional change
x. Code of Ethics and its enforcement
xi. Making it happen – an HR Plan
xii. Indicative budget for ensuing three years

1

5. General Business:
a. Chair’s verbal report
b. Regional round up
c. MartinJenkins – Stephen Knuckey

_________________________________________________________________________________

2

2. Draft EDANZ Minutes

10 am 8 June 2017

Meeting held at ATEED Offices, The Viaduct, Auckland

______________________________________________________________________________

Present: Chair, David Wilson, Deputy Chair, Paul Casson, Patrick McVeigh, Heather Warwick,
John Christie, Chris Mackenzie, Tariq Ashraf, Linda Stewart, Jeremy Holding, Mark
Rawson, Stuart Trundle

Apologies: Tom Sherman, Steve Breen and Cheryl Lewis

Attending: Susan Houston

________________________________________________________________________________________

Subject Decision Mover/Seconder

Previous Minutes: The previous minutes were accepted as accurate with one Paul Casson
Heather Warwick
amendment. Venture Taranaki representative, Stuart Trundle

advised that Taranaki had been identified as a Tier 2 region
rather than as previously minuted ‘mid-way through tier 2 of
the regional strategy”.

Action Plan The action plan arising from the Board meeting of the 13 Noted.
April was noted.

Executive i) The EO provided an update on those members Noted
Officer’s Report who remain un-financial for the 2016/2017
year. Those members were WREDA and
Waikato.

ii) ‘Accounting Plus’ was endorsed as the EDANZ Patrick McVeigh
accountant for the 2016/2017 year. Stuart Trundle

iii) The EDANZ 2015/2016 accounts were Stuart
endorsed with minor amendments. A copy of Trundle/Chris
the management report and stamped copies of
the audited accounts will be circulated by Mackenzie
email.

3

iv) The 2017/2018 subscription invoice to be Stuart
prefaced by a request for advice from Trundle/Chris
respective members as to whether they wish to
be invoiced before or after 30 June. Mackenzie

v) Separate budget and YTD profit and loss for Heather
conference to be prepared for each meeting, Warwick/Stuart
along with advice on the deadline for
determining whether to proceed with the Trundle
conference or not.
Noted
vi) The profit and loss YTD and balance statement
were noted.

vii) All Board members requested to ensure that all Noted
intended conference registrations and award
nominations be actioned as soon as possible.

EDANZ Future i) That an advisory group consisting of Chair, Noted.
Options – a three David Wilson, John Christie, Paul Casson and
hour workshop Patrick McVeigh be established to assist the
facilitated by EO in the following work programme.
Barbara Udale
ii) Preparation of a report for the next Board
meeting which details the proposed transitional
arrangements to a new business model and
branding for EDANZ

iii) Report to include:

• Governance arrangements that
encompass an Executive Directors
group made up of entities such as
LGNZ, NZTE and MBIE

• Membership
categories/benefits/responsibilities

• The process for establishment of a
professional development
programme

4

• Subscription proposal for each
membership category

• A rebranding proposal
• Constitutional change required
• A communication strategy for the

launch of proposed changes
• Process for establishment of a

research programme
• Development of an indicative

budget for 2017/2018/2019
Meeting closed at
2.10 pm
__________________________________________________________________________________

5

3. Action Plan Matrix

Tasks carried over from 8 June 2017

Decision Task Who When Progress
Amend previous Completed
minutes Venture Taranaki representative, Susan 1 July
Vic Crone was unable to
Callaghan Stuart Trundle advised that Taranaki attend the June or August
Innovation Liaison Board meetings but is
had been identified as a Tier 2 region hoping to attend the
November Board
rather than as previously minuted meeting.
‘mid-way through tier 2 of the
regional strategy”.

Vic Crone to be invited to next Board Susan 1 May
meeting

New Accountants Advise the new accountants of their Susan 30 June Completed – 2016/2017
success and provide information accounts underway. Audit
sufficient to prepare the 2016/2017 to occur on 4 September.
EoY accounts

Conference Budget Provide Board with separate Susan 1 July Completed – see separate
conference income and expenditure report
against budget

Conference All Board members requested to Board 31 July Please see conference
Registration and ensure that all intended conference
Award nominations registrations and award nominations Members report
be actioned as soon as possible

Advisory That an advisory group consisting of Susan 20 June Completed. The
Committee Chair, David Wilson, John Christie, Advisory group has met
Paul Casson and Patrick McVeigh be three times since the last
established to assist the EO in the Board meeting
following work programme.

EDANZ Future Preparation of a report for the next Susan Completed - please see
Board meeting which details the relevant report below
proposed transitional arrangements to
the new agreed business model and
rebranding for EDANZ

_________________________________________________________________________________

6

4. Operations Report

Purpose of Report: To provide the Board with an update on operational matters.

Background: The following tasks have been addressed following the Board meeting held on the 8 June.

a) Insurance: As advised at the last meeting of the Board the insurance for EDANZ was due to expire at the end of
June. That insurance has now been renewed without any loss of cover at a saving of $200.

b) The EoY accounts are underway and will be audited on the 4th September 2017 by Grant Thornton. It is
therefore suggested that the AGM be scheduled for the November Board meeting.

At the time of writing EDANZ is showing a modest profit for 2016/2017 of $3,132. However, EDANZ currently
uses a cash accounting system rather than an accrual system, a fact that doesn’t find favour with most accountants
and auditors. If we are pressured to change to an accrual system then we can expect to see a change in the EoY
results as some income and expenditure is carried forward. Please see Xero generated end of year 2016/2017 cash
accounting report below.

Profit & Loss
Economic Development Agencies of New Zealand

1 July 2016 to 30 June 2017

30 Jun 17

Income $230.23
Interest Income $26,000.00
Membership Fees $20,473.93
Conference $46,704.16
Total Income

Less Cost of Sales $9,024.43
Contractors $9,024.43
Total Cost of Sales

Gross Profit $37,679.73

Less Operating Expenses -$26.73
ACC $39.95
Advertising $169.40
Bank Fees $68.94
Computer Expenses $14,134.78
Conference $16,687.25
Consulting & Accounting $1,788.60
EDANZ Website $565.43
Entertainment $1,443.75
Insurance $1,426.36
Meeting Costs -$1,750.00
Subscriptions $34,547.73
Total Operating Expenses

Net Profit $3,132.00

7

c) Current profit and lost against budget

Profit and Loss - 1 July to 26 July 2017 Actuals
EoY Budget

Interest 1,500 0
Subscriptions 90,000 0
Conference 160,000 24,152
Professional Development 0
Jobs Board 0 0
10,000

Total Income 261,500 24,152
Expenditure
Advertising 0 0
Accounting 2500 0
Audit 4000 0
Awards 1000 0
Bank 1000 0
Conference 95,000 609
Executive Support 98,000 3,330
Entertainment 1000 0
General 1000 0
Insurance 2000 0
Meeting /Travel costs 4000 0
Telephone/Internet 0
PD – co-ordinator 0 0
Sundry 0 0
Rebranding 1,000 0
Membership drive co-ordinator 800 0
Total Expenditure 30000 3,939
Surplus/(Deficit) 261,300 20,214
$20,200

d) Communications – In the absence of a communications strategy at this time, it may be of help to the Board to
have a regular report on what communications have been initiated between Board meetings. This is the first of
those reports.

Facebook launched – EDANZ now has a facebook page. I have set it up so that all of our e.newletters and latest
jobs are automatically posted onto the EDANZ page. Please encourage your team to follow/like or post onto the
page. As of 14 July we have 38 followers and our most recent post on the conference reached 2,300+ people.

E.newsletters – I typically prepare the mailchimp e.newsletter and add new jobs to the website on Sunday
evening so that the e.newsletter reaches members inbox first thing Monday morning. The e.newsletter goes out to
members (194), local government authorities (160) and central government officers/ministers (76). There are
about 75 more contacts to be added to the database as a result of conference registrations.

Media Releases - There have also been a number of media releases distributed to the media list and via
the e.newsletter – these include the following:

“Why do some regions out-perform others” – Professor Terry Stevens and Conference promotion

“Chair of EDANZ encouraged by 2017 Budget” – Chair Dr David Wilson

8

“Call for regions to diversify” Chair Dr David Wilson

“From boomgoggling to inclusive economy’ – Neil McInroy’s presentation at conference

You tube Channel for EDANZ

Given the proliferation of videos promoting the conference/awards and my intention to create more video at the
upcoming conference I have created an EDANZ You Tube Channel. It will go live on the eve of the Conference
and be published on the EDANZ website.

Mailchimp Statistics: I am collecting statistics on the e.newsletter I am therefore able to advise that an average of
just over 34% of the emails sent out from mailchimp are being opened and just over 10% of the clicks are being
explored. The industry average open rate is just over 21%, according to mailchimp.

As I mentioned earlier, the e.newsletter is also on our Facebook page and the Chair has kindly taken to adding it
to his linkedin page so readership is a little wider than the numbers within our database suggest.

In addition to the e.newsletters there have been a number of email communications devoted solely to the EDANZ
conference.

Growing our database will be fundamental to the success of EDANZ’s renaissance and therefore a core objective
within the new communications strategy.

Can I please ask you to consider providing me with the names and emails of everyone within your organisation so
that I can make a start on the new communications strategy.

Website Statistics

I installed analytics at the back end of the EDANZ website in late May so am able to provide you with the
following website useage statistics for that month. Over time I will be able to provide a trend in all of the statistics
highlighted below.

EDANZ Website Useage for 1st to 30th June

Views Visits Pages visited Countries of Referrals
2085 585 search origin
Home 332 NZ 1761 EDNZ Facebook

54

Conference 181 USA 77 LinkedIn 7
Aus 50
Con Prog 164 SA 41 Mailchimp 6
UK 24
Jobs 144

Awards 70

Register 65

Jobs Board 52

A more comprehensive report on communications will be provided once the communications strategy and
associated measures have been developed.

__________________________________________

9

4.E Executive Officer’s Action Plan for next six months

There are a great number of tasks to be fulfilled over the coming months if the change we aspire to is to be achieved. It is
proposed that the following action plan which lists those tasks, serves as the basis for the EO’s Report for the coming six

months. Please note that the date column reflects the prioritisation for each task.

Task By When Progress
Preparation of meeting papers for Conference Fortnightly
Committee
Draft a code of ethics for Board consideration July
Preparation for agenda, minutes and reports for Board Ongoing
meetings in August, September and November
Preparation of agenda, minutes and reports for AGM in October
November
Preparation and audit of EoY 2016/2017 accounts in 4 September
time for the November AGM
Securing of all powerpoints and papers from 23 August
Conference speakers
Purchase of Awards/DSA 10 August
Post all successful Award nominations on website 5 September
under Best Practice section
Contact successful Award nominees and advise them of 20 July
their success
Thank you letters to all speakers 8 September
Contact unsuccessful Award nominees (if they are 20 July
aware of their nomination, if not their nominator) and
advise of the Committee’s decision. 20 July
Facilitate preparation of 2 minute videos for successful
nominees 10 August
Purchase of centrepieces for gala dinner 20 August
Creation of name tags and purchase of plastic
sleeves/clips Ongoing
Preparation of papers for Advisory Committee September
Advise Board if application for tax exemption strategy
has been successful September
Preparation of communications strategy for changes to
EDANZ September
Preparation of new regulations August
Preparation of media for release during conference August
Determine questions for various panel sessions at
conference weekly
E.newsletters drafted and distributed weekly
Jobs board updated with new vacancies and advertisers
advised of the new jobs board by email 11 August
Finalise agreed logo and replace old logo on all
documentation, promotional material and website 15 August
Register new logo and name with the companies office 15 August
Register new constitution with the IRD and the
companies office This will be done as soon
Upload 2015/2016 EoY financials onto companies as I have a registry key to
office
access our companies
Create a membership fees section on the website office account. I have
Create a membership category section on the website
Amend current membership section applied for one.
Add new constitution to website 14 August
Change colours of website to match new branding 14 August
17 August

17August

10

Create new domain name for website i.e. EDNZ 17 August This has been completed
Lock down the following sections of the website so that 17 August Completed
they are only available to members via a login:
Resources and news section 17 August
Create a user-friendly login for new members that
allows them access to all website except those sections 17 August
listed above
Add membership sign up form to website under 17 August
members menu
Invite all delegates to take up their free membership via 30 August
the digital swag bag. They will then be asked to create Ongoing
their own login credentials i.e. username and password. Ongoing
Add conference delegate names to mailchimp data base
Send out invoices to all delegates as they register 30 August
Create showgizmo profiles for all delegates as they The money for this is
register and invite them to download the app included in the conference
Take photos at Conference and develop video on a daily
basis to sit behind the reception at Rydges budget
Engage an off sider to staff the reception desk 20 August
throughout the conference
5 September
Provide run sheets to sponsors who have speaking
rights at the conference October
Post conference publish all speakers papers on website July
under a best practice section
Collate all conference survey responses and prepare October
report to Board
Develop and implement promotional plan for November
conference
Collate all speaker evaluations and provide to speakers September
and Board 17 August
Develop a membership plan for consideration and
endorsement by the Advisory Committee
Renegotiation of EO’s contract
Add a shopping cart and capacity to pay by credit card
for any/all of our services onto the EDANZ website.

11

5. Conference Report

The following conference report was provided to the Board on the 27 July 2017, along with a request for comments prior to
31 July.

Connect, 2017/2018
Succeed,
Collaborate Actual

Income

A: Registration Fees 66,000
B: Sponsorship 7,500

TOTAL INCOME $73,500

Expenditure Actual

Subtotal A Space Hire - Break outs 0
Subtotal B Equipment, banners etc 0
Subtotal C Audio-visual services 9999
Day catering, reception
and dinner 26,000
Beverages 4000
Photographer 2000
Internet 0
Photocopying 0

B: Materials $41,999

Showgizmo 2700
Name tags and lanyards
Swag bag 0
900
Speakers $3,600
10000

MC 3000
$13,000
D: Flights
Airfares: Speakers - 5300
Premium Economy

12

Subtotal D Shuttle 100
Subtotal E $5,400
Subtotal F E: Accommodation
Speakers 1500
Reception Manager 1000
$2,500
Conference Coordinator
18000
$18,000

Total Expenditure $66,541
Surplus/Deficit
$6,459

Conference Report

Planning for the conference is well underway with all speakers and the programme confirmed, the MC appointed, the
financials stable, the technology underpinning the conference in place and promotional efforts occurring weekly. The
following report provides the finer detail of the conference planning that Board members may find of interest.

The Programme:

The programme has been finalised and promoted weekly via facebook, videos, showgizmo, mailchimp and media releases.
The programme starts with the welcome reception on the evening of the 30th, then moves to two days of plenary, panel and
breakout sessions which are relieved by the Gala Awards dinner on the evening of the 31st.

The welcome reception will include short addresses by the Chair of EDANZ, the primary sponsor for the event,
MartinJenkins and the welcome reception drinks sponsor, WREDA. The Gala Awards Dinner will include presentation of
the inaugural awards. The Chair of EDANZ and the primary sponsor will present the awards. I have compiled a music
library to provide background music throughout the gala dinner and videos to play as each winning nominee is invited to
the stage. A detailed run sheet for the evening will be provided to the Chair, primary sponsor and AV provider.

The programme ends with a facilitated session that aims to capture messages for Ministers of the incoming government. I
will attend this, take notes and draft a paper as soon as possible after the event. I will also be updating Facebook and
issuing pre-prepared media releases throughout the conference.

The Inaugural Awards:

The Awards Committee received nine Award nominations. Five of which were for the best practice category and a further
four nominations for the Distinguished Service Award category. In the interests of ensuring as wide a net as possible was
cast the Committee resolved to extend the deadline for Award nominations to the 23rd July.

The Awards Committee has selected the winning nominees who have been confidentially advised of their success. The
awards have been selected and purchased. The Distinguished Service Award is a metal medal in a rosewood box. The BP
Awards are NZ glass and are blown/cast (not convinced of the right word for the technical process used) in a koru shape
reflecting the renaissance of EDANZ. Please see design below:

13

Speakers and MC:

All speakers have been secured and promoted via facebook, showgizmo, mailchimp and media releases.

The PM has withdrawn from speaking due to the pressures of the upcoming election, another minister, possibly Simon
Bridges will stand in for the PM, we await advice from the PM’s office.

Professor Terry Stevens will be joining the conference by Skype due to health issues that preclude him from travelling. I
have adopted a belt and braces approach to the virtual presence of Professor Stevens at the conference, encouraging him to
pre-record a presentation in case skype doesn’t work on the day. I am in regular contact with all speakers and panellists and
have made virtual introductions to all members of the respective panels and breakout sessions so that they may conspire
with one another before the conference.

Rod Oram has had to withdraw as primary MC due to a prior commitment. The Conference Committee has been provided
with other options and has chosen Colin James, political journalist and commentator, to replace Rod. I have provided
Colin with a contract which includes a force majeure clause.

I have invited members of the Conference Committee to MC the break-out sessions and to act as host to various key
speakers during the course of the conference.

Panel Sessions:

There are a number of panel sessions on the programme. These will in all instances be facilitated by Colin James.
Questions are being prepared to facilitate the session with the help of the lead panellist for each session. All panellists will
know their respective questions prior to the conference, in this way we should get the best and most relevant information
on each topic available, an open book exam if you like.

Sponsorship:

A warm thanks to MartinJenkins, WREDA and NRDA who have so generously supported the Conference through
sponsorship. Our Chair will be talking with MBIE, NZTE and Callaghan Innovation prior to the conference to test their
interest (once again) in supporting the conference via sponsorship. I am optimistic that MBIE will support the conference
through a significant sponsorship.

Showgizmo:

Our conference phone app is now fully loaded onto Showgizmo, along with delegate and speaker profiles. As each delegate
registers for the conference I create a profile i.e. photo, email, name, phone number, role title etc., for them on Showgizmo
and invite them to join the app. At the time of writing we have a total of 85 delegates registered on Showgizmo. I am
aiming for 100 delegates at least (another 15 registrations). The app will be used to message delegates throughout the
conference and to encourage questions from the floor during sessions. The MC will be monitoring the app for questions
via an Ipad so that he can get a sense of the general thrust of questions and or pose the most interesting of those raised.

14

Photographer:

Colin McDiarmid, a professional photographer based in Wellington has been contracted to create a chronology of photos
reflecting the highlights of the conference. To some this may appear a luxury but it represents an investment in the 2018
event, providing much needed images for our website, facebook and mailchimp to support promotion of the next
conference to sponsors, speakers and delegates. Colin has agreed to undertake this year’s event at two thirds the
commercial cost on the understanding that we will use him in future years at a commercial rate already agreed.

Digital Swag Bag

EDANZ will not be using the traditional conference bag this year. Instead we have purchased at a fraction of the cost a
digital swag bag that integrates with Showgizmo. The swag bag allows us to promote sponsors and to include ‘freebies’
such as membership to EDANZ. I have loaded the swag bag with free membership for individual ED practitioners and
associates. The Chair will draw attention to the swag bag during the opening of the conference.

Name Tags

Another novelty for this year will be the name tags. Showgizmo enables me to print the name cards off along with a QR
code for each delegate. Delegates can simply scan one another’s name tags using the showgizmo app in their phone and
learn more about that delegate. Please note it is courtesy that if you scan another delegate’s name tag you offer them the
reciprocal opportunity to scan yours. I will purchase plastic sleeves and attachment for each name tag. This initiative
represents a considerable saving over the traditional lanyard.

Promotion

Promotion of the conference will occur up to and throughout the Conference with a number of releases planned featuring
key speakers and panels.

A conference promotional plan has been drafted and implemented. It included the following tasks, most of which have
been completed.

• Promotion of event on EDANZ facebook – over 3700 people have viewed the event in the past week
• Post event on event sites such as Eventfinda
• Chair to send out to all members: an email to encourage social media posting of event, and flyer distribution to all

councillors/CEO's and Board members
• Draft series of media releases to go out to all media database – 3 achieved to date, three more are prepared and

will be drip fed to media over the coming weeks
• Ask LGNZ to start promoting our conference towards the end of this month when their conference is concluded
• Draft a series of stories to go out via facebook, website and mailchimp
• Ask Terry/Neil for a short video on their papers
• Ask RTONZ to distribute flyer /video and share on any social media they have
• Record a video on conference and awards
• Create a You tube channel for EDANZ on which the videos can be loaded.

As an aside I have arranged with the venue to use the wall behind their reception desk to project a video that I have
prepared to promote the conference, its speakers, sponsors and award winners. The shots will also be used daily during the
conference to reflect the previous day’s highlights on screen.

Reception manager

Please note that there is a $1,000 budget for a ‘reception manager’ in the budget. This has enabled me to hire an offsider
for the event who will be stationed at the reception desk throughout the two days to welcome and register delegates,
including walk ins, and during quiet times assist people with Showgizmo, initiate a series of
messages to delegates via showgizmo, answer general questions and ensure people get to the correct venue for the breakout
sessions.

I have done this so that I can have a roving commission throughout the conference to ‘fix’ issues as they arise, as they
always do, despite the most detailed planning and to focus on promotion of the conference as well as take notes of the final
session.

15

Administration
There are a number of administrative tasks that underpin a successful conference. The following tasks have been
completed and will hopefully serve to ensure the relative smooth running of the conference.

• Completion of a conference run sheet for the MC which shows a minute by minute chronology of the event.
• Completion of a run sheet for the Chair which details his responsibilities over the three days.
• Drafting of a ‘Point of Contact’ document which details the contact of all speakers and producers of the

event.
• I have drafted and loaded a conference survey onto showgizmo. Following the conference, delegates will be

encouraged to use Showgizmo to provide feedback on all aspects of the conference. This will form our
benchmark for future years. A report on the survey will be provided to the Board at its November meeting.
• I have drafted and loaded onto showgizmo evaluations for each speaker. Delegates will be encouraged to
evaluate each speaker using showgizmo. The results will be collated and provided confidentially to each
speaker as helpful feedback. A report will also come to the Board detailing the collated evaluations.
Launch of the new EDANZ
The reveal of the new look EDANZ, along with the fine detail of the changes sanctioned by the Board, will be
presented by the Chair at the commencement of the Conference. I will prepare a powerpoint to accompany the video I
have made, that supports the Chair in that ‘reveal’. The address will include an announcement of the
12 month free membership for all individual delegates and how they take up their membership.
Deadline for decisions:
The following dates are/were key points in the conference committee’s decision making to progress or abandon the
conference, without penalty.
31 July 2017 – 50% deposit required for the venue, catering and AV costs - $17,000 – please note that this will be paid
without having to dip into our reserves.
23 August 2017 – Full pre-payment required for venue, catering and AV costs - $17,000
I have included a ‘force majeure’ clause in all contracts i.e. speakers /MC etc so if we should choose for some reason
not to proceed we will not incur significant costs.
I have booked 50 rooms for both the 30th and 31st August at the Rydges. All 50 rooms have been taken up by
delegates, once again there is a force majeure clause in the cancellation policy on the Conference website so EDANZ
is protected from these costs should it choose for some reason to abandon the conference.
General comments and bouquets:
First, a huge thanks to the members of the Conference Committee, Dr David Wilson, Paul Casson, Patrick McVeigh,
Mark Rawson, Stephen Knuckey and Kevin Stratful. Their guidance and advice has been invaluable in creating what
will be a successful conference. Thanks also to those RDA’s who have supported the event by sending delegates,
hopefully your commitment will be returned tenfold by the quality and value of the event. And finally, a huge thanks
to the Board for having the confidence in me to deliver the event.

16

6. Implementation of Agreed Changes for EDANZ
Purpose of Report: To gain endorsement for the implementation of agreed changes for EDANZ.
Background: On the 8th June,2017 the Board participated in a facilitated workshop concerning the future of EDANZ. As
a result of that workshop the Executive Officer was charged with the following tasks:

iv) Establishment of an advisory group consisting of Chair, David Wilson, John Christie, Paul Casson and
Patrick McVeigh to assist the EO in the following work programme.

v) Preparation of a report for the next Board meeting which details the proposed transitional arrangements to a
new business model and branding for EDANZ

vi) Report to include:
• A rebranding proposal
• Governance arrangements that encompass an Executive Directors group made up of entities
such as LGNZ, NZTE and MBIE
• Membership categories/benefits/responsibilities
• Subscription proposal for each membership category
• The process for establishment of a professional development programme
• A communication strategy for the launch of proposed changes
• Process for establishment of a research programme
• Constitutional change required
• Development of an indicative budget for 2017/2018/2019

The Board also asked that the ‘new’ EDANZ be revealed at the upcoming EDANZ conference and that all delegates at the
conference be given a twelve - month free individual membership of EDANZ.
TIMING
Given the Board’s desire to reveal the rebranded EDANZ and offer free membership to all delegates at the EDANZ
conference, there is a timing issue. For example, it is not possible to achieve goals 1, 2, 3 and 5 above without changes to
the constitution.
Therefore, fundamental to meeting the deadline requested by the Board, will be decision making around the following
issues at the 10th August Board meeting:

▪ Proposed changes to the Constitution
▪ Endorsement of the code of ethics
▪ The rebranding proposal
▪ The new membership categories
▪ The proposed membership fees for all categories
▪ The proposed governance arrangements

17

The Advisory group has considered the programme of work and the short timeframe in which the work must
be undertaken. That consideration has led the Advisory group to make the following recommendations vis a
vis tasks 1-9 listed above.
That the Board endorse recommendations 1 – 12 below:

1) The renaming of the Society and select one of the design options for the rebranding of EDANZ in time for its
‘reveal’ at the EDANZ Conference on the 31st August, 2017.

2) The proposal to address the governance arrangements for EDNZ after the new membership has been bedded in
for 12 – 18 months and that the current board continue to serve for a further two years.

3) The membership categories, criteria and benefits outlined below.
4) The membership subscription proposals detailed below.
5) The process for establishment of the Professional Development programme
6) The drafting of a Communications strategy to be available for consideration by the Board at its November

meeting.
7) The process for establishing a research programme
8) The establishment of a best practice resource on the EDNZ website
9) The draft model constitution and note that the regulations will be prepared in time for the September Board

meeting
10) The draft code of ethics
11) The draft HR plan for the next three years
12) The draft budget for the next three years

_____________________________________________________________________________________
1. Rebranding Proposal
Purpose of Report: To provide design options for the renaming and rebranding of EDANZ
Background to Report: At the Board’s June meeting it was resolved that the EO and Advisory Committee develop
options for the renaming and rebranding of EDANZ in time for a ‘reveal’ at the August Conference. The following
options have been endorsed by the Advisory Committee and are offered to the Board for consideration and decision.
Concepts informing the new brand
There have been a number of concepts that have informed the following design options including the notions of:

o ‘renaissance’
o inclusiveness of Maori / Pacifica
o the intertwined, inclusive and overlapping nature of our industry
Elements of the new brand
It is suggested that there be two elements to the new branding for EDANZ
• A renaming of the organisation that recognises our broader membership
• An icon that speaks to the notions of inclusivity, renaissance and integration
The name of the organisation

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It is proposed that the new name of the organisation be ‘Economic Development NZ’. This clearly speaks to the inclusive
nature and role of our organisation, is memorable and simple. It also has the merit of being similar to our current name so
not too big a leap for our stakeholders and it follows practice in other countries i.e. Economic Development Australia.
If this name is endorsed there are a number of tasks that will require completion, for example, registration of the
name/trademark (it is available), redirection of our online domain, new design for our e.newsletter, changes to the EDANZ
website where required and more generally and finally, the development of a communications strategy to promote the new
look EDNZ.
An icon
It is proposed that the icon selected by the Board reflect inclusivity, renaissance and integration. The following icons have
been developed for your consideration, all of them have been put in the context of a business card and letterhead to enable
you to see the icon’s potential in situ.
A tagline
Ultimately, it is proposed that EDNZ adopt a tag line that speaks to our role i.e. the support and empowerment of our
members. For example: ‘promote and support’. It may be of value to consider translating those words into a Maori tagline
to emphasise a) the unique nature of economic development in NZ and b) our intention to be inclusive.
For example, a translation of promote and support yields the following Maori tagline: whakatairanga me te whakamana.
A word of caution, the Advisory Committee has advised that any Maori words will need to be ‘gifted’ before they can be
used. Given that a ‘gifting’ is not a quick consultation process and the rebranding is time critical I have not included a
tagline in the proposed new branding, albeit in Maori or English, perhaps this is something that the next Board could
consider?
Budget: The following logo designs and associated marketing materials/stationary have been developed by the author of
this report at nil cost and polished by an online designer (Design Crowd) at the cost of $100. They will hopefully provide
inspiration for the Board. A budget of $800 was provided for in the 2017/2018 budget, so in essence a saving of $700
Consultation: This report has been subject to consultation with the Advisory Committee.
Recommendation: That the Board endorse:

i. the renaming of the Society and select one of the following design options for the rebranding of
EDANZ in time for its ‘reveal’ at the EDANZ Conference on the 31st August,2017.

ii. the registration of the new name and logo with the companies office.
_____________________________________________________________________________________________

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Option 1

Below are a number of options for associated stationary i.e. business cards and letterhead, the colours/elements of each are
interchangeable i.e. (A) could be horizontal with a dark blue block instead of a purple block (B) could be a turquoise block
instead of a blue one, with or without the border at the bottom etc.

A BC

_____________________________________________________________________________________

20

Option 2:
Again, below are a number of options for associated stationary that are also interchangeable.

AB

_________________________________________________________________________________

21

Option 3:
AB

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2 GOVERNANCE ARRANGEMENTS

At the workshop it was proposed that the new governance arrangements encompass an Executive Directors group made up
of entities such as LGNZ, NZTE, Callaghan Innovation and MBIE.

Whilst the advisory group has considered this issue in depth it is strongly of the view that it is too early to make any
changes to the governance structure and that this is best done in twelve – eighteen month’s following engagement with all
members (albeit they individual or corporate, existing or new).

This proposal has the merit of ensuring a level of stability for the organisation during a time of rapid change. In the interim
the launch of the new ‘EDANZ’ would include the message that governance change will occur, following consultation with
all members.

Recommendation 2:

a) That the governance arrangements be addressed after the new membership has been
bedded in for 12 months, thereby ensuring an inclusive consideration of the new
governance arrangements.

b) That the existing Board members continue to serve in that role for a term of two years.

______________________________________________________________________________________________

3 Proposed Membership Categories

The new membership model enables a broader membership base that reflects the reality of people/organizations
contributing to economic development decision making, funding and delivery across New Zealand.

It opens up membership to individual practitioners and entities within central, local and regional government at both a
governance and officer levels, the private sector, crown entities, not for profits and other organizations engaged in ED or
associated activities, such as academic institutions.
It would enable corporate partnerships and sponsors in sympathy with the EDANZ raison d’etre to support the work of
EDANZ through an associate membership status.

Upon consideration, the Advisory Group has recommended that there be four membership categories:

• EDA Corporates
• Associate Corporates
• Economic Development Professionals
• Associate Professionals

The following details the proposed definition and benefits relevant to each of the four categories listed above. Please note
that the ability to nominate for Board membership remains the entitlement of the EDA Corporates only at this point, in
accord with the Advisory group’s decision to defer any changes to governance.

__________________________________________________________________________________________

3A Definition and proposed benefits for EDA corporates:

Definition: EDA membership is open to any EDA or RDA throughout NZ.

It is proposed that EDA corporates be offered the following benefits:

• Access to thousands of individuals working within economic development interested in the latest job vacancies
• Between one and five individual memberships depending upon the size of the organisation (please see fee

structure below)
• The right to one vote for each of the one to five memberships the organisation possesses at any ballot undertaken

by EDNZ
• A corporate presence on the EDNZ website
• The opportunity to have input into EDNZ submissions on matters of national importance to economic

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development
• The opportunity to have input into the shape of the EDNZ research programme
• The opportunity to engage ‘certified’ practitioners who have an exemplary level of skills, expertise and

knowledge in their chosen field of economic development and are committed to ongoing professional
development
• An annual conference with a bespoke designed stream that reflects the issues and preoccupations of corporate
members
• The ability to nominate for Board membership
• The ability to nominate for an EDNZ award
• The use of the EDNZ logo in economic development material – this would be on the basis of EDNZ adopting an
all care but no responsibility for the activities of its respective corporate members
• Discounted PD fees

_______________________________________________________________________________________________

3 b Definition and Proposed Benefits for Associate corporates:

Definition: Associate corporates are intended to be entities that are sister agencies such as RTONZ, MBIE, LGNZ,
CALLAGHAN INNOVATION, entities that are in sympathy with the raison d’etre of EDANZ.

The following benefits are proposed for Associate corporate membership:

• Access to thousands of individuals working within economic development interested in the latest job vacancies
• Between one and five individual memberships depending upon the size of the organisation (see proposed fee

structure below)
• The right to one vote for each of the one to five members the organisation possesses at any ballot undertaken by

EDNZ
• A corporate presence on the EDNZ website
• The opportunity to have input into the shape of the EDNZ research programme
• The opportunity to engage ‘certified’ practitioners who have an exemplary level of skills, expertise and

knowledge in their chosen field of economic development and are committed to ongoing professional
development
• An annual conference with a bespoke designed stream that reflects the issues and preoccupations of corporate
members
• The use of the EDNZ logo in economic development material – this would be on the basis of EDNZ adopting an
all care but no responsibility for the activities of its respective corporate members
• Discounted PD fees

3 c Definition and Proposed Benefits for economic development professionals:

Definition: Any individual that is working in an economic development role.

The following benefits are proposed for economic development professionals:

• An ongoing, comprehensive and stepped series of professional development opportunities (online and face to
face) that would enable professional certification that is recognized and valued by employers

• A jobs board that enables members to immediately identify job opportunities within ED around the country and
internationally

• Networking opportunities at a national level
• The latest news and events within ED nationally and internationally
• The opportunity to have input into EDANZ submissions on matters of national importance to economic

development
• An annual conference with a bespoke designed stream of seminars that reflects the issues and preoccupations of

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individual practitioners
• Regular newsletters
• A national peak body that advocates and speaks with authority on behalf of the interests of practitioners.
• A right to one vote in any ballot undertaken by EDNZ
• Ability to nominate for EDANZ award
• Ability to be nominated as a ‘Fellow’ of the organisation
• Use of post nominals – M.EDNZ or F.EDNZ
• Discounted PD fees
• Commitment to a code of ethics

3 d Definition and proposed benefits for associate professionals

Definition: Any individual working within a role that is not a recognised economic development role but is associated with
the work of economic development

The following benefits are proposed for associate professionals

• An ongoing, comprehensive and stepped series of professional development opportunities (online and face to
face) that would enable professional certification that is recognized and valued by employers

• A jobs board that enables members to immediately identify job opportunities within ED around the country and
internationally

• Networking opportunities at a national level
• The latest news and events within ED nationally and internationally
• The opportunity to have input into EDANZ submissions on matters of national importance to economic

development
• An annual conference with a bespoke designed stream of seminars that reflects the issues and preoccupations of

individual practitioners
• Regular newsletters
• A national peak body that advocates and speaks with authority on behalf of the interests of practitioners.
• Use of post nominals – Associate.EDNZ
• Discounted PD fees
• Commitment to a code of ethics

3 e. Recommendation that the proposed categories, along with the definition and benefits for each of the four
categories be endorsed.

___________________________________________________________________________________________

4 Membership Fees

The EDANZ Constitution has this to say on membership fees:

6.1 Each member shall pay such annual or other subscription as determined by the Board from time to time. The manner
and method of payment shall be determined by the Board.

In mid to late June, the Board was asked to advise by email of its preference for the 2017/2018 fees. This was done to
ensure that there was a recorded motion indicating what the fees for 2017/2018 would be prior to 1 July (a concern voiced
by a Board member at the last meeting) but also on the understanding that the fees for 2017/2018 would be reviewed in
August (prior to any invoices being sent) as part of the transition to a new EDANZ.

Seven of the 14 Board members responded and since 50% of the members represents a quorum the above majority vote has
constitutional weight. The majority, five of the 7 members who responded supported a slight increase to the 2017/2018 fees
i.e. $2300 to $2500. Therefore, at this time the recorded motion on the books is that the 2017/2018 fees be set at $2500 for
all members. It was always intended that this motion become redundant as soon as the Board had the opportunity to
consider the new membership and fee structure.

The following information and fee structure is provided to support the Board in its review of the 2017/2018 fees.

4a The relevant numbers

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The following numbers are not as robust as the author would like, however they are the best we have in terms of number of
ED professionals/budgets and we are pressed for time. The author wishes to acknowledge the help of MartinJenkins in
providing some of the information below. MartinJenkins advised that it is reasonably confident that the figures are up to
date.

It is estimated that New Zealand is home to:

• 34 EDA’s

• 1,200 FTEs (this includes around 400 tourism FTE’s) (provided by MartinJenkins)

• In the recent survey I initiated, the following responses vis a vis establishment numbers were provided by CEO’s
of RDA’s: with the exception of three organisations which have well in excess of 50 staff most EDA’s have
between 5-25 staff members. (some of those staff members are tourism FTE’s)

• Associate Corporates: it is noted that MBIE, NZTE and Callaghan Innovation would fall into the 100 + FTE
category, whilst LGNZ and RTONZ would fall into the 1-10 FTE category

• Associate professionals: there is no way of knowing this figure at this time.

The proposed fee structure is as follows, please note it is proposed that in the case of ‘EDA corporates’ those FTE’s devoted
to tourism should not be counted as part of the establishment since EDA’s contribute to RTONZ on behalf of those FTE’s.

CORPORATES – BOTH 1- 10 11 – 25 31 -50 51-100 100
EDA’S AND EMPLOYEES + EMPLOYEES
EMPLOYEES EMPLOYEES EMPLOYEES
ASSOCIATES $2500 $6,500
$3500 $4500 $5,500
FEE

ED PROFESSIONALS - $380 PER ANNUM
ASSOCIATE PROFESSIONALS – $250

4b Potential subscription income

Determining the potential subscription income is a little like crystal ball gazing, the data we have is not robust. For that
reason I have estimated revenue based on the best intel we have but have been far less optimistic than those estimates
suggest when developing the 3 year budget.

The following estimates therefore should be treated with caution.

EDA Corporates: If half of the 34 EDA’s become members (a total of 17), at an average of $3,500 per organisation, this
would yield an annual income $55,000 at some point over the next 12 – 18 months.

Associate Corporates: as indicated above there is no way of knowing this figure at this time. For that reason I have used
$18,000 as an anticipated annual income for the Associate membership category (assuming that four significant
organisations join).

ED Professionals: again, conservatively, if a quarter of all ED professionals joined EDANZ (please note this would
include tourism related FTE’s i.e a quarter of 1200) in the next 12 months this membership category would yield an annual
income of $152,000.

Associate professionals: there is no way of knowing this figure at this time therefore no revenue stream has been proposed
for this category.

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In total, the above estimates would see a membership income stream in 2017/2018/2019 of $225,000. Given that the
decision has been taken to offer 12 months free membership to all individual conference delegates this figure will decrease
by at least $30,000 to $195,000.
It is proposed that the new fees and structure be introduced in time for the EDANZ Conference in 2017 and supported by a
concerted membership drive and plan as soon as practical. The membership drive would require a resource. The resource
would be guided in his/her activity by an agreed membership plan and be remunerated based on a ‘core’ and bonus system.
4c. Recommendation:

1) That the above fee structure be endorsed for 2017/2018
2) That a membership plan be developed and resourced as soon as practical.

______________________________________________________________________________

5. Professional Development
It is proposed that the professional development program be constructed in the following way:

All members be offered the opportunity to participate in a training needs analysis. Prepared by EDANZ the analysis would
seek to capture the individual areas of training that individuals identified as gaps or opportunities for professional
development in their day to day work. The training needs survey would step individual members through a series of
questions that cover all skills and understanding typically required across all economic development activities, including
marketing and destination management skills. For example, the survey would include questions that encourage individuals
to consider their strengths / needs in the following:

◦ Inward investment attraction

◦ Talent attraction
◦ Economic development 101, 201 and 301 for elected members
◦ Attracting funding
◦ Capturing the power of local ‘creatives’
◦ Creating the local story
◦ Affordable Housing models
◦ Understanding the role of Monitoring and Evaluation as a bulwark to political interference
▪ Creating alignment through effective collaboration
▪ The theoretical underpinning of economic development in the 21 Century
▪ Engaging with Maori
▪ Product development
◦ Shaping the organizational culture from wherever you sit
◦ Managing the media through effective written and verbal communication
◦ Managing the politics
◦ Financial management
◦ Human Resources management
◦ Health and Safety Law
◦ Information technology

The above is far from a complete list but it serves to give the reader a flavour of what might be asked within the survey
whilst individuals will be encouraged to identify any skill not listed.

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A separate survey would be designed to elicit similar information from EDA and Associate corporate members i.e. what do
corporate leaders see as the primary training needs of their team members.

The individual and corporate survey results would be available to the respective individuals and organisations, the collated
survey results would be available to EDNZ. The collated survey results would then form the basis of a structured program
professional development offering.

RTONZ would at this point be consulted on how EDNZ and RTONZ might work together to offer a strong PD program.
That structured program would most likely be split into two streams of skills i.e. economic development and organizational
skills. Each stream would be offered at a 101, 201 and 301 level.
Alongside the core menu of courses would be a menu of ‘pop up’ courses that focussed on issues that popped up during the
course of the year as a result of various catalysts including but not limited to, rapid changes to the economy, government
initiatives such as funding streams and legislative change, or indeed it might be that EDANZ has invited an international
guest to NZ that members would value hearing from. This pop – up menu would ensure that the entire program maintains
its currency.

Each course that EDNZ chooses to offer would be based on best practice within and beyond NZ and be delivered by an
expert in that field. It is not proposed that any one company be given ‘rights’ to deliver the programme. Each topic would
be presented by an expert in that particular field with various entities such as NZIER, BERL, MartinJenkins able to submit
an expression of interest in delivering one or more courses within the programme. To hand the entire programme over to
any one particular company to deliver would significantly undermine the financial benefit to EDNZ of this offering.

The courses would typically be a day or at most two days long for some of the more senior classes. Most courses would
initially be offered as face to face in the main centers of population but increasingly the courses would be filmed and
offered online in later years.

5a Potential income from Professional development
Using the numbers provided by MartinJenkins there is a potential ‘catchment’ of 1200 ED/Tourism professionals that
would potentially patronise the EDNZ professional development programme. If only a quarter of that number took up 20
hours of PD in 2018/2019 the PD programme would return an income of approximately $66,000. This is based on the
premise that one hour of PD training is the equivalent to $100 income for EDNZ. A more detailed financial analysis will
come forward to the Board along with the proposed series of courses to be introduced following the recommended
consultation outlined above.

5b Recommendation:

1)That the process outlined for the development of a professional development programme be endorsed.

5c What are the professional development requirements?

It is proposed that there be no PD ‘requirements’ for practitioners, but rather an inducement to learn i.e. if a practitioner
achieves 20 hours of EDNZ provided professional development every year for three years he/she will receive certification.

5d Recommendation: that the above inducement for those undertaking professional development be endorsed.

5e Timing and Financial Impact of Professional Development Programme

It is proposed that the professional development program be designed in 2018 and offered as a year-long menu which
members can book in January 2019.

The costs of each day long course to EDANZ would be around $2000 plus venue and catering. The costs of each course
for participants would cover those costs and provide EDANZ with a modest surplus. Courses that failed to attract
sufficient numbers to at least break even would be cancelled within two weeks of the date of the course.

It is proposed that ultimately a contractor with previous experience in delivering a professional development program be
engaged to deliver the program once it has been designed i.e. engage speakers, book venues, catering, publish using
booking system on EDANZ website. This has been provided for in the three - year indicative budget.

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5f Recommendation: that a contractor with previous experience in delivering a PD program be engaged to deliver
the program once it has been designed i.e. at some point in 2018.

___________________________________________________________________________________________
6. Communications Strategy
It is proposed that the Communications Strategy be drafted for consideration by the Board at its November meeting.
_____________________________________________________________________________________________
7. The opportunity to contribute to EDANZ policy and research activities
It is proposed that EDANZ develop an engagement process that allows individual and corporate members input into the
identification of issues of national import requiring national research and/or submissions.

The engagement process would also identify how all members would be given the opportunity to contribute to the content
/shape of that research and ensuing submissions.
From that engagement process a working group within the Board would be established and invited to design and adopt a
five-year primary research program that is strongly evidence based and data led and adds value to the work of our
members. The working group would be at the cutting edge of thought leadership around ED issues throughout the country.
This could be developed in collaboration with our partners and /or an agreed research entity. It would also be of value to
such a program if we were to reinvigorate the link between IEDC and EDANZ.
7a Recommendation: That the above engagement process be noted.
_______________________________________________________________________________________________

8. Best Practice
It is suggested that there be a new menu added to the EDANZ website and that it incorporate:

• the projects that win an EDANZ awards each year
• best practice papers submitted and accepted for the annual conference

8a Recommendation: That a best practice resource be added to the EDANZ website
__________________________________________________________________________________

9. Constitutional change
As advised at the top of this paper, none of the above change can occur without the prerequisite amendments to the
EDANZ constitution.
The proposed constitution below has been based on a ‘model’ constitution for Incorporated Societies developed and
provided by the NZ Companies Office. It is best practice and has the merit of being broad enough to serve both current,
future and transitional periods for EDANZ.
There is considerable merit in having a very general and broad constitution such as the proposed model below. For
example, it will rarely require amendment. This is a benefit that shouldn’t be undervalued especially given that the process
of constitutional amendment will get increasingly onerous as we grow our membership base and that 66% of that
membership will be required to agree to any amendment. The downside to having such a broad and general constitution is
that there isn’t always enough detail/guidance within it to mitigate potential conflict and misunderstanding within and
beyond the Board.
For that reason, it is proposed that EDANZ also adopts a set of regulations that sit under the constitution and provides the
fine detail to augment the constitution. The regulations, unlike the constitution, can be amended by the Board alone, as

29

long as those amendments aren’t in conflict with the rules laid out in the constitution. In short, the Board is able to change
the minutia of our rules as often as is needed without requiring a member’s ballot.
It is proposed that the regulations be developed with the guidance of the Advisory Committee and be available for the
Board to consider at its 30th August meeting. It is not necessary, or even possible given that the Board has yet to determine
membership categories/fees etc, that the regulations be developed any earlier. The proposed model constitution is
sufficient for now to allow us to meet our legal obligations.
Please note: EDANZ was recently (February 2017) rejected tax exemption status on the basis that our constitution did not
comply. The proposed constitution includes the necessary clauses/rules, as determined by the IRD, to enable EDANZ to re-
apply for a tax exemption status, i.e. specifically rules 16.1 and 26.1 (b and c) need to be incorporated into the constitution
in order to seek that status. Please note that advice from Inland Revenue indicates that tax exemption status may be granted
despite the fact that EDANZ will be generating more revenue through activities such as professional development training,
jobs board etc. I have taken the liberty of seeking tax exemption on the basis that the Board may endorse the following
model constitution and hope to receive a response from the IRD prior to the 10th August.

DRAFT Constitution
of Economic Development New Zealand Incorporated

The Society

1.0 Name
1.1 The name of the society is ‘Economic Development New Zealand’ ("the Society").
2.0 Registered Office

2.1 The Registered Office of the Society is Level 1, The Orchard, 87 Cameron Street, Whangarei 0110 or such other place
as determined by the Board.

3.0 Purposes of Society

3.1 The purposes of the Society is to represent and support the interests of individuals and organisations engaged in and
associated with the advancement of economic development within New Zealand.

MANAGEMENT OF THE SOCIETY

4.0 Managing Board
4.1 The Society shall have a managing Board (“the Board”), comprising the following persons:

a. The Chair;
b. Deputy Chair;
c. The Treasurer/Secretary;
d. Such other Members as the Society shall decide.

4.2 Only Members of the Society may be Board Members.

5.0 Appointment of Board Members

5.1 The Members may decide by majority vote:

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a. How large the Board will be;
b. Who shall be the Chair,
c. The Chair may select the Treasurer/Secretary and Deputy Chair
d. How long each person will be a Board Member (” the Term ”).

6.0 Cessation of Board Membership

6.1 Persons cease to be Board Members when:

a. They resign by giving written notice.
b. They are removed by majority vote of the Society at a Society Meeting.
c. Their Term expires.

6.2 If a person ceases to be a Board Member, that person must within one month give to the Board all Society documents
and property.

7.0 Nomination of Board Members

7.1 Nominations for members of the Board shall be called for at least 40 days before an Annual General Meeting.

7.2 If the position of any Officer becomes vacant between Annual General Meetings, the Board may appoint another Board
Member to fill that vacancy until the next Annual General Meeting.

7.3 If the position of any Board Member becomes vacant between Annual General Meetings, the Board may appoint
another Society Member to fill that vacancy until the next Annual General Meeting.

7.4 If any Board Member is absent from three consecutive meetings without leave of absence the Chair may declare that
person’s position to be vacant.

8.0 Role of the Board
8.1 Subject to the rules of the Society (“The Rules”), the role of the Board is to:

a. Administer, manage, and control the Society;
b. Carry out the purposes of the Society, and Use Money or Other Assets to do that;
c. Manage the Society’s financial affairs, including approving the annual financial statements for presentation to the

Members at the Annual General Meetings;
d. Set accounting policies in line with generally accepted accounting practice
e. Delegate responsibility and co-opt members where necessary
f. Ensure that all Members follow the Rules;
g. Decide how a person becomes a Member, and how a person stops being a Member;
h. Decide the times and dates for Meetings, and set the agenda for Meetings;
i. Decide the procedures for dealing with complaints;

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j. Set Membership fees, including subscriptions and levies;
k. Make regulations.

8.2 The Board has all of the powers of the Society, unless the Board’s power is limited by these Rules, or by a majority
decision of the Society.
8.3 All decisions of the Board shall be by a majority vote. In the event of an equal vote, the Chair shall have a casting vote,
that is, a second vote.
8.4 Decisions of the Board bind the Society, unless the Board’s power is limited by these Rules or by a majority decision of
the Society.
8.5 Votes may be submitted electronically.
9.0 Roles of Board Members
9.1 The Chair is responsible for:

a. Ensuring that the Rules are followed;
b. Convening Meetings and establishing whether or not a quorum (half of the Board) is present;
c. Chairing Meetings, deciding who may speak and when;
d. Overseeing the operation of the Society;
e. Providing a report on the operations of the Society at each Annual General Meeting.

9.2 The Treasurer /Secretary is responsible for:

a. Recording the minutes of Meetings;
b. Keeping the Register of Members;
c. Holding the Society's records, documents, and books except those required for the Treasurer/Treasurer/Secretary’s

function;
d. Receiving and replying to correspondence as required by the Board;
e. Forwarding the annual financial statements for the Society to the Registrar of Incorporated Societies upon their

approval by the Members at an Annual General Meeting.
f. Advising the Registrar of Incorporated Societies of any rule changes;
g. Keeping proper accounting records of the Society’s financial transactions to allow the Society’s financial position

to be readily ascertained;
h. Preparing annual financial statements for presentation at each Annual General Meeting. These statements should

be prepared in accordance with the Societies’ accounting policies (see 8.1.d)
i. Providing a financial report at each Annual General Meeting;

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j. Providing financial information to the Board as the Board determines.

10.0 Board Meetings
10.1 Board meetings may be held via video or telephone conference, or other formats as the Board may decide;
10.2 No Board Meeting may be held unless more than half of the Board Members attend;
10.3 The Chair shall chair Board Meetings, or if the Chair is absent, the Board shall elect a Board Member to chair that
meeting;
10.4 Decisions of the Board shall be by majority vote;
10.5 The Chair or person acting as Chair has a casting vote, that is, a second vote;
10.6 Only Board Members present at a Board Meeting may vote at that Board Meeting.
10.7 Subject to these Rules, the Board may regulate its own practices;
10.8 The Chair or his nominee shall adjourn the meeting if necessary.
10.9 Adjourned Meetings: If within half an hour after the time appointed for a meeting a quorum is not present the
meeting, if convened upon requisition of members, shall be dissolved; in any other case it shall stand adjourned to a day,
time and place determined by the Chair/ of the Society, and if at such adjourned meeting a quorum is not present the
meeting shall be dissolved without further adjournments. The Chair may with the consent of any Society Meeting adjourn
the same from time to time and from place to place but no business shall be transacted at any adjourned meeting other than
the business left unfinished at the meeting from which the adjournment took place.
Society membership
11.0 Types of Members
11.1 Membership may comprise different classes of membership as decided by the Society.
11.2 Members have the rights and responsibilities set out in these Rules and any companion regulations.
12.0 Admission of Members
12.1 To become a Member, a person (“the Applicant”) must:

a. Complete an application form, and
b. Supply any other information the Board may require.

12.2 The Board shall have complete discretion when it decides whether or not to allow the Applicant to become a Member.
The Board shall advise the Applicant of its decision, and that decision shall be final with no further debate entered into.

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13.0 The Register of Members

13.1 The Treasurer/Secretary shall keep a register of Members (“the Register”), which shall contain the names, the postal
and email addresses and telephone numbers of all Members, and the dates at which they became Members.

13.2 If a Member’s contact details change, that Member shall give the new postal or email address or telephone number to
the Treasurer/Secretary.

13.3 Each Member shall provide such other details as the Board requires.

13.4 Members shall have reasonable access to the Register of Members.

14.0 Cessation of Membership
14.1 Any Member may resign by giving written notice to the Treasurer/Secretary.

14.2 Membership terminated in the following way:

a. If, for any reason whatsoever, the Board is of the view that a Member is breaching the Rules or acting in a manner
inconsistent with the purposes of the Society, the Board may give written notice of this to the Member (“the
Board’s Notice”). The Board’s Notice must:
i. Explain how the Member is breaching the Rules or acting in a manner inconsistent with the purposes of
the Society;
ii. State what the Member must do in order to remedy the situation; or state that the Member must write to
the Board giving reasons why the Board should not terminate the Member’s Membership.
iii. State that if, within 14 days of the Member receiving the Board’s Notice, the Board is not satisfied, the
Board may in its absolute discretion immediately terminate the Member’s Membership.
iv. State that if the Board terminates the Member’s Membership, the Member may appeal to the Society.

b. Fourteen days after the Member received the Board’s Notice, the Board may in its absolute discretion by majority
vote terminate the Member’s Membership by giving the Member written notice (“Termination Notice”), which
takes immediate effect. The Termination Notice must state that the Member may appeal to the Society at the
next Meeting by giving written notice to the Treasurer/Secretary (“Member’s Notice”) within 14 days of the
Member’s receipt of the Termination Notice.

c. If the Member gives the Member’s Notice to the Treasurer/Secretary, the Member will h have the right to be fairly
heard at a Society Meeting held within the following 28 days. If the Member chooses, the Member may provide
the Treasurer/Secretary with a written explanation of the events as the Member sees them (“the Member’s
Explanation”), and the Member may require the Treasurer/Secretary to give the Member’s Explanation to every
other Member within 7 days of the Treasurer/Secretary receiving the Member’s Explanation. If the Member is
not satisfied that the other Society Members have had sufficient time to consider the Member’s Explanation, the
Member may defer his or her right to be heard until the following Society Meeting.

d. When the Member is heard at a Society Meeting, the Society may question the Member and the Board Members.

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e. The Society shall then by majority vote decide whether to let the termination stand, or whether to reinstate the
Member. The Society’s decision will be final.

15.0 Obligations of Members
15.1 All Members (and Board Members) shall promote the purposes of the Society and act in accord with the code of
conduct set out in the Regulations.
Money and other assets of the society
16.0 Use of Money and Other Assets
16.1 No member or person who is associated with a member of the organisation shall derive any income, benefit or
advantage from the organisation where they can materially influence the payment of the income, benefit or
advantage. The exceptions are where it is derived from:

• professional services to the organisation carried out in the course of business that are charged at a rate that
is not greater than current market rates, or

• interest on money lent at a rate that is not greater than current market rates.

17.0 Joining Fees, Subscriptions and Levies

17.1 If any Member does not pay a Subscription or levy by the date set by the Board or the Society, the Treasurer/Secretary
will give written notice that, unless the arrears are paid by a nominated date, the Membership will be terminated. After that
date, the Member shall (without being released from the obligation of payment of any sums due to the Society) have no
Membership rights and shall not be entitled to participate in any Society activity.

18.0 Additional Powers

18.1 The Society may:

a. Employ people for the purposes of the Society;
b. Exercise any power a trustee might exercise;
c. Invest in any investment that a trustee might invest in;
d. Borrow money and provide security for that if authorised by Majority vote at any Society Meeting.

19.0 Financial Year
19.1 The financial year of the Society begins on 1 July of every year and ends on 30 June of the next year.

20.0 Assurance on the Financial Statements
20.1 The Society shall appoint an accountant to review the annual financial statements of the Society (“the Reviewer”).
The Reviewer shall conduct an examination with the objective of providing a report that nothing has come to the
Reviewer’s attention to cause the Reviewer to believe that the financial information is not presented in accordance with the
Society’s accounting policies. The Reviewer must be a suitably qualified person, preferably a member of the New Zealand

35

Institute of Chartered Accountants, and must not be a member of the Board, or an employee of the Society. If the Society
appoints a Reviewer who is unable to act for some reason, the Board shall appoint another Reviewer as a replacement.
The Board is responsible to provide the Reviewer with:

a. Access to all information of which the Board is aware that is relevant to the preparation of the financial statements
such as records, documentation and other matters

b. Additional information that the reviewer may request from the Board for the purpose of the review; and
c. Reasonable access to persons within the Society from whom the reviewer determines it necessary to obtain

evidence.

20.2 The Society shall appoint an Auditor to audit the annual financial statements of the Society. The Auditor shall report
on whether the financial statements are prepared in all material respects in accordance with the Society’s accounting
policies. The Auditor must be a suitably qualified person. and preferably be a member of the New Zealand Institute of
Chartered Accountants, and must not be a member of the Board, or an employee of the Society. If the Society appoints an
Auditor who is unable to act for some reason, the Board shall appoint another Auditor as a replacement.
The Board is responsible to provide the auditor with:

a. Access to all information of which the Board is aware that is relevant to the preparation of the financial statements
such as records, documentation and other matters

b. Additional information that the auditor may request from the Board for the purpose of the audit; and
c. Reasonable access to persons within the Society from whom the auditor determines it necessary to obtain

evidence.

20.3 No review or audit of the annual financial statements is required unless a review or audit is requested by 5% of the
Members at any properly convened Society Meeting.
Conduct of meetings
21.0 Society Meetings
21.1 A Society Meeting is either an Annual General Meeting or a Special General Meeting.
21.2 The Annual General Meeting shall be held once every year no later than five months after the Society’s balance date.
The Chair shall determine when and where the Society shall meet within those dates.
21.3 Special General Meetings may be called by the Board. The Board must call a Special General Meeting if the
Treasurer/Secretary receives a written request signed by at least 10% of the Members.
21.4 The Treasurer/Secretary shall:

a. Give all Members at least 14 days notice of the business to be conducted at any Society Meeting

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b. Additionally, the Treasurer/Secretary will provide, as appropriate:
i. A copy of the Chair’s Report on the Society’s operations and of the Annual Financial Statements as
approved by the Board,
ii. A list of Nominees for the Board, and information about those Nominees.

iii. Notice of any motions and the Board’s recommendations about those motions.
iv. If the Treasurer/Secretary has sent a notice to all Members in good faith, the Meeting and its business

will not be invalidated simply because one or more Members do not receive the notice.
21.5 All Members may attend and vote at Society Meetings.

21.6 No Society Meeting may be held unless at least 25% of eligible Members attend. (This will constitute a quorum.)

21.7 All Society Meetings shall be Chaired by the Chair. If the Chair is absent, the Society shall elect another Board
Member to Chair that meeting. Any person Chairing a Society Meeting has a casting vote.

21.8 On any given motion, the Chair shall in good faith determine whether to vote by:

a. Voices;
b. Show of hands; or
c. Electronic ballot
However, if any Member demands a secret ballot before a vote by voices or show of hands has begun, voting must be by
secret ballot. If a secret ballot is held, the Chair will have a casting, that is, second vote.

21.9 The business of an Annual General Meeting shall be:

a. Receiving any minutes of the previous Society’s Meeting(s);
b. The Chair’s report on the business of the Society;
c. The Treasurer/ Secretary’s report on the finances of the Society, and the Annual Financial Statements;
d. Confirmation of Board Members;
e. Motions to be considered;
f. General business.
21.10 The Chair or his/her nominee shall adjourn the meeting if necessary.

21.11 Adjourned Meetings: If within half an hour after the time appointed for a meeting a quorum is not present the
meeting, if convened upon requisition of members, shall be dissolved; in any other case it shall stand adjourned to a day,
time and place determined by the Chair of the Society, and if at such adjourned meeting a quorum is not present the
meeting shall be dissolved without further adjournments. The Chair may with the consent of any Society Meeting adjourn
the same from time to time and from place to place but no business shall be transacted at any adjourned meeting other than
the business left unfinished at the meeting from which the adjournment took place.

22.0 Motions at Society Meetings

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22.1 Any Member may request that a motion be voted on (“Member’s Motion”) at a particular Society Meeting, by giving
written notice to the Treasurer/Secretary at least 28 days before that meeting. The Member may also provide information in
support of the motion (“Member’s Information”). The Board may in its absolute discretion decide whether or not the
Society will vote on the motion. However, if the Member’s Motion is signed by at least 51 % of eligible Members:

a. It must be voted on at the Society Meeting chosen by the Member; and
b. The Treasurer/Secretary must give the Member’s Information to all Members at least 14 days before the Society

Meeting chosen by the Member; or
c. If the Treasurer/Secretary fails to do this, the Member has the right to raise the motion at the following Society

Meeting.

22.2 The Board may also decide to put forward motions for the Society to vote on (“Board Motions”) which shall be
suitably notified.
Common seal
23.0 Common seal
23.1 The Board shall provide a common seal for the Society and may from time to time replace it with a new one.
23.2 The Treasurer/Secretary shall have custody of the common seal, which shall only be used by the authority of the
Board. Every document to which the common seal is affixed shall be signed by the President and countersigned by the
Treasurer/Secretary or a member of the Board.
Altering the rules
24.0 Altering the Rules
24.1 The Society may alter or replace these Rules by a resolution passed by a two-thirds majority of Members voting.
24.2 Any proposed motion to amend or replace these Rules shall be signed by at least 66% of eligible Members and given
in writing to the Treasurer/Secretary at least 28 days before the Society Meeting at which the motion is to be considered,
and accompanied by a written explanation of the reasons for the proposal.
24.3 At least 14 days before the General Meeting at which any Rule change is to be considered the Treasurer/Secretary
shall give to all Members written notice of the proposed motion, the reasons for the proposal, and any recommendations
the Board has.
24.4 When a Rule change is approved by a General Meeting no Rule change shall take effect until the Treasurer/Secretary
has filed the changes with the Registrar of Incorporated Societies.
Regulations
25.0 Regulations to govern the Society

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25.1 The Board may from time-to-time make, alter or rescind regulations for the general management of the society, so
long as these are not repugnant to these rules or to the provisions of law. All such regulations shall be binding on members
of the Society. A copy of the regulations and constitution shall be available online.
Winding up
26.0 Winding up
26.1 If the Society is wound up:

a. The Society’s debts, costs and liabilities shall be paid;
b) Any property left after the organisation has been wound up or dissolved, and all its debts and liabilities paid shall
not be paid to or distributed among the members of the organisation. It must be given or transferred to another other
organisation or body with similar objectives, or to some other charitable organisation or purpose within New Zealand.

c) Inland Revenue must approve any addition to or alteration of the aims/objects, payments to the members clause or
the winding-up clause. The provisions and effect of this clause shouldn't be removed from this document and shall be
included and implied into any document that replaces this document.
Definitions
27.0 Definitions and Miscellaneous matters
27.1 In these Rules:

a. “Majority vote” means a vote made by more than half of the Members who are entitled to vote.
b. “Money or Other Assets” means any real or personal property or any interest therein, owned or controlled to any

extent by the Society.
c. “Society Meeting” means any Annual General Meeting, or any Special General Meeting, but not a Board

Meeting.
d. “Use Money or Other Assets” means to use, handle, invest, transfer, give, apply, expend, dispose of, or in any

other way deal with, Money or Other Assets.
e. “Written Notice” means communication by post, electronic means (including email, and website posting), or

advertisement in periodicals, or a combination of these methods.
f. It is assumed that

i. Where the singular is used, plural forms of the noun are also inferred
ii. Headings are a matter of reference and not a part of the rules

g. Matters not covered in these rules shall be decided upon by the Board.

9a Recommendation: That the Board endorses:
1) The new constitution
2) Dr David Wilson as Chair

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3) The Executive Officer register the new constitution with the Companies office and the
IRD.

10. Code of Ethics
Given that we will be recruiting members as of 30 August and that as part of the constitution we require them to commit to
a code of ethics we will need to consider / amend / endorse a code of ethics and a procedure/process for enforcing that code
of ethics at the 10th August Board meeting. It is proposed that the Code of Ethics be attached to the Societies
rules/regulations.
The following Code of Ethics is proposed:
1. Professional economic developers shall carry out their responsibilities in a manner to bring respect to the profession, the
economic developer and the economic developer's constituencies.

2. Professional economic developers shall practice with integrity, honesty, and adherence to the trust placed in them both in
fact and in appearance.

3. Professional economic developers will hold themselves free of any interest, influence, or relationship in respect to any
professional activity when dealing with clients which could impair professional judgement or objectivity or which in the
reasonable view of the observer, has that effect.

4. Professional economic developers are mindful that they are representatives of the community and shall represent the
overall community interest.

5. Professional economic developers shall keep the community, elected officials, boards and other stakeholders informed
about the progress and efforts of the area's economic development program.

6. Professional economic developers shall maintain in confidence the affairs of any client, colleague or organization and
shall not disclose confidential information obtained in the course of professional activities.

7. Professional economic developers shall openly share information with the governing body according to protocols
established by that body. Such protocols shall be disclosed to clients and the public.

8. Professional economic developers shall cooperate with peers to the betterment of economic development technique,
ability, and practice, and to strive to perfect themselves in their professional abilities through training and educational
opportunities.

9. Professional economic developers shall assure that all economic development activities are conducted with equality of
opportunity for all segments of the community without regard to race, religion, sex, sexual orientation, national origin,
political affiliation, disability, age, marital status, or socioeconomic status.

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10. Refrain from sexual harassment. Sexual harassment is defined as any unwelcome conduct of a sexual nature.

11. Not exploit the misfortune of nationally declared disaster-impacted regions. This includes actively recruiting businesses
from an affected community.

12. Abide by the principles established in this code and comply with the rules of professional conduct as promulgated by
EDNZ

There may be circumstances where the board may choose to interpret and apply this code to a particular event such as a
man-made or natural disaster.

___________________________________________________________________________________________

10 A Enforcement of Code of Ethics
The following procedure/process is proposed to ensure enforcement of the Code of Ethics. Please bear in mind that there
are typically few complaints to a not for profit such as EDNZ i.e. one to three a year so whilst the procedure below appears
onerous, it will rarely be called upon.
EDNZ has adopted an aspirational Code of Ethics as a means to demonstrate the commitment of the economic
development profession to the highest standards of professional conduct and integrity. It is also a tool to help economic
development professionals foster more ethical working environments within their organizations and addressing economic
development challenges in their communities. This document provides the procedures and policies that govern the
enforcement of the Code of Ethics on all EDNZ members including the Board of Directors and the general membership.
These policies and procedures provide a fair and reasonable process for resolving complaints of ethical violations and
determining whether a member violated the Code. The policies and procedures help ensure that a member who is subject of
an investigation (the “respondent”) is provided full and fair opportunity to be heard throughout the process. The Committee
on Professional Conduct (CPC) at the EDNZ Board level is the main body for reviewing and investigating alleged
violations as well as determining sanctions, if proved. Appeals to the decision(s) of the CPC can be made to the EDNZ
Board. It’s decision will be considered final and no further debate/correspondence will be entered into. Review of alleged
violations and sanctions will primarily be a peer-review process. Staff support is provided to the committee, as needed.
________________________________________________________________________________
The Committee on Professional Conduct (CPC) will be the main body reviewing and investigating complaints and
determining sanctions, if the allegations are proved.
The CPC is comprised of EDNZ Board members, as follows
• Current Deputy Chair of the Board who will act as Chair of the CPC
• Immediate Past Chair
• Board member representing the EDA/RDA’s within NZ, to be appointed by the Current Board Chair
• Board member representing the individual economic development practitioner, to be appointed by the Current Board
Chair
Goal
The CPC will be responsible for carefully reviewing complaints, investigating allegations and determining sanctions if the
allegations are proved in accordance with the policies and procedures outlined in this manual.
EDNZ staff will provide support as needed.
Reporting

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The CPC will report to the EDNZ Board. Decisions of the CPC, including sanctions and reasons, will be provided in
writing to the Board within 7 days of the decision.

Every effort will be made by the CPC to adhere to the policies and procedures outlined in this manual, taking into account
the benefits to those involved and the public interest from prompt resolution of complaints, the goal of maintaining
confidentiality to the extent feasible, and the circumstances of a given case.

Meetings

The committee will schedule meetings as required to discuss new and existing cases. Additional meetings may be
scheduled for case reviews, hearings and other investigations, as necessary.

EDNZ staff will send out materials at least one week in advance of the meetings.

Confidentiality Agreement

Members of the CPC agree to protect the identity and information regarding the alleged ethical violation(s) pertaining to all
person(s)
Filing an Alleged Ethical Violation Alleged violations can be brought to the attention of EDNZ via a number of avenues –
contacting a board member, the board chair, EO or the Committee on Professional Conduct (CPC). Complaints may also
be initiated by the CPC on its own initiative or at the request of the board chair or the EO based on information concerning
a potential ethical violation that comes directly to their attention by other means. The complaint should be submitted in
writing with substantial written or electronic documentation to support the allegation. Providing as much documented proof
of the alleged violation as possible is strongly encouraged. EDNZ ensures the confidentiality of the review process as well
as to keep the identity of the person submitting the complaint (the “complainant”) confidential. Anonymous complaints can
be filed, though anonymous testimony is not allowed if the case proceeds to detailed review phase.

Review Process

Review Process for Alleged Violation Upon receiving a complaint, EDNZ will engage in a multi-step process of reviewing
the case and determining sanctions, if proved that the allegation(s) occurred. The respondent(s) and complainant(s) will be
engaged in each step of the review process. The steps include:
• Step I: Due Diligence
• Step II: Initial Review of Complaint
• Step III: Detailed Review of Complaint

The Chair of the CPC may grant an extension to any deadline established by these procedures on request of any involved
person, taking into account the goal of prompt resolution of complaints.
Step I: Due Diligence – Information Review Upon receiving a complaint, the EO will ensure that sufficient information
has been provided for the Committee on Professional Conduct (CPC) to review and investigate the case. The information
review will be completed and materials provided to the CPC within 10 business days. If the committee determines the need
for additional information or documentation in order to proceed, EDNZ may contact the complainant(s) to provide
additional information, before or during the review process by the CPC.

Step II: Initial Review of the Complaint - The CPC will conduct an initial review of the complaint and information in
support of the allegations to determine:

1. If sufficient information and details have been provided in order to merit a full review, and
2. Whether the alleged conduct may be a violation of the Code of Ethics.

Conditions Met

If the CPC determines that BOTH these conditions are met, the Chair of the CPC will inform the respondent(s) within 10
business days that a complaint has been submitted against the individual(s), provide a copy of the complaint, information
on specific tenet(s) of the code that are determined by the CPC to be implicated, and that the CPC has decided to undertake
a detailed review of the case.

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The respondent(s) will be allowed 10 business days to provide an initial response regarding the complaint and an additional
10 business days to provide documentation to the committee to respond to the complaint. The detailed review will not be
conducted if the respondent(s) admit(s) to the violation(s) in their initial response or if the CPC confirms that the
respondent(s) have been found guilty in a court of law for the same conduct.

The CPC will then determine sanction(s) based on all the information available. If the respondent(s) do not admit to the
violation(s) in their initial response, the Chair of the CPC will appoint a Fact Finding Committee (FFC) comprised of two
members of the CPC and supported by EDNZ senior staff. It will be established within 10 business days of receiving the
initial response from the respondent(s). Further details about the FFC are provided in the next section.

Conditions Not Met

If either of the above conditions is not met, the CPC will communicate with the complainant(s) to advise them that based
on the information provided, the CPC cannot determine that the Code of Ethics has been violated and the case will not be
further reviewed unless they submit additional relevant information. The complainant(s) will have 10 business days to
respond with additional information or the case will be closed.

Step III: Detailed Review of the Complaint

The Fact Finding Committee (FFC) will undertake a detailed review of the complaint and information provided by the
complainant(s) and respondent(s). The review will be conducted in three parts, as described below. Respondent(s) have an
obligation to cooperate during the investigation and encourage others that may be involved with the case to do the same.
The respondent(s) will have the opportunity to meet with the FFC in person or confer by phone to present their
information. Respondent(s) may be accompanied by a personal representative to any meeting with the FFC during the
detailed review process. 1. Fact Finding – the FFC will be responsible for investigating the complaint by reviewing
information presented by the complainant(s) and respondent(s), interviewing both parties and additional witnesses at their
discretion, as well as gathering information through other independent means to establish whether an ethical violation
happened. The FFC will maintain detailed notes of the investigation and may require respondent(s) and complainant(s) to
sign statements prepared on the basis of those notes. The FFC will complete its investigation and prepare a report with its
findings of fact and recommendations within 45 days. Extensions may be granted by the Chair of the CPC, if requested.

Review by CPC – the remaining members of the CPC will promptly review the fact finding report submitted by the FFC. If
they determine that a violation has occurred based on the information provided in the fact finding report, they will decide
the sanction(s).

The CPC will inform the respondent(s) in writing of the violation(s) determined by the CPC and their intent to impose
those sanction(s), and will provide a copy of the findings of fact which support the determination. The respondent(s) will
also be advised that they have 10 business days to provide additional information that may alter the decision or the
sanction(s) and/or request a hearing, or the decision of the CPC will be final. If additional information is submitted, the
CPC will review the submission and inform the respondent(s) in writing whether it has determined to alter the decision or
sanction(s). The respondent(s) will also be advised that they have 10 business days to request a hearing, or the decision of
the CPC will be final. If a hearing is requested at either stage, the CPC will conduct the hearing in accordance with the
procedures set in this manual.

Hearings – Upon receiving a request for a hearing from the respondent(s), the CPC will schedule a hearing date allowing at
least 10 business days for both parties to assemble materials relevant to the complaint. One or both of the members of the
FFC will present the case against the respondent(s), while the remainder of the CPC members who were not part of the
FFC will hear the case.

The FFC members will not vote on the decision(s) by the CPC.

Respondent(s) have the following rights:

• To appear personally and give evidence on their own behalf
• To be accompanied by a personal representative or attorney
• To review prior to the start of the hearing all documents and demonstrative evidence to be presented against them during
the hearing
• To cross-examine any witness(es) who testify against them

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• To present witnesses who testify on their behalf, subject to cross examination by the FFC or its representative
• To submit documents or other demonstrative evidence

The fact finding report as well as signed statements(s) from the complainant(s) and respondent(s) will be admissible
evidence for the hearing. All witnesses who testify may be questioned by the CPC. Testimony of witnesses may be taken in
person or by telephone, provided that a speaker phone or other communications device permits the respondent(s), the CPC
and all participants at the hearing to hear the testimony as it is given.

Formal rules of evidence will not apply and the CPC may receive all evidence offered, in its discretion, and accord it such
weight as the circumstances warrant. Once the hearing is concluded, if the CPC determines that an ethical violation has
occurred, it will decide on the appropriate level of sanction(s) pursuant to the level of violation. The decision of the CPC,
including the reason(s) and the sanction(s) if a violation is found, will be communicated in writing to the respondent(s)
within 5 business days of completion of the hearing. If a violation is found, the respondent(s) will also be advised that they
have 10 business days to appeal. (See Appeals Process for complete details).

Sanctions

No sanctions will go into effect until a decision of the CPC becomes final, including, if applicable, any appeal. In
determining the sanction(s) to be imposed, the following factors may be considered: the nature of the violation, prior
violations by the respondent, the harm caused to individuals or the public interest, whether the violation was knowing and
intentional, the respondent’s professional or public responsibility , mitigating circumstances, and any other factors which
bear upon the seriousness of the violation.

The nature of sanctions will also consider whether the respondent(s) is a member(s) of the organization or serves on the
EDNZ Board of Directors. The following sanctions may be imposed in any combination:

1. Private Censure – The CPC will issue a letter to the violator(s) stating that the individual(s) were found to have violated
the EDNZ Code of Ethics, and that if the conduct or related misconduct is repeated in the future, it may be cause for more
serious sanctions. The CPC will inform the complainant(s) that an ethical violation was determined and as appropriate and
in its discretion may inform that complainant(s) that appropriate action was taken.

2. Public Censure – The CPC will notify the violator(s) and their employer(s), and the complainant(s) that the individual(s)
were found to have violated the EDNZ Code of Ethics, and that if the conduct or related misconduct is repeated in the
future, it may be cause for more serious sanctions. The nature of sanction(s) imposed will also be included. Notice may
also be distributed to the membership through EDNZ resources such as newsletters.

3. Suspension of Membership – Temporary suspension of the violator’s membership privileges with EDNZ. While the
violator’s employer(s) will continue to be a member of EDNZ, the individual(s) will be barred from participation in any
EDNZ events. The duration of the period of suspension and any other conditions will be set at the time it is imposed.

4. Termination of EDNZ Membership / Cancelation of Certification / Removal from EDNZ Board of Directors – A
prohibition against reinstatement of the violator’s membership and participation in EDNZ. While the employer(s) can
continue to be a member of EDNZ, the individual(s) will be barred from participation in any EDNZ events

The CPC will report annually on the number of cases filed and types of sanctions imposed in the Annual report.
Reasonable efforts will be made to keep the identity of the respondent(s) and organization(s) involved in the case
confidential, consistent with the policies and procedures set out herein.

Exceptions: Provided that the affected member promptly brings the circumstance to the attention of the CPC and provides
updates as required, no private or public censure will be carried out against a violator in the event of a pending civil or
administrative proceeding, or criminal investigation or prosecution against the violator arising from the same
circumstances.

Publication of any such decision will be held in abeyance pending the closure of the other pending proceeding or
investigation.

Appeals Process: A respondent may appeal a decision of the CPC finding a violation by submitting a written appeal to the
EDNZ Board within 10 business days of receiving the decision from the CPC. The respondent should provide reasons why
the respondent disagrees with the decision and may need to provide additional information for further review. The Board
will review the appeal as well as the summary report submitted by the CPC.

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The Chair of the CPC will be engaged in the review process by the Board but will not participate in any vote taken. The
Board may accept or modify the findings and/or sanction imposed on the respondent. A decision by the Board will be
delivered within 5 business days and its decision will be considered final.
Conflict of Interest: In case of an actual or apparent conflict of interest, member(s) of the CPC and Board will recuse
themselves from participation in the review of the alleged violation(s). If a complaint is brought against a member of the
CPC or Board, s/he will not be a part of the review process. The EDNZ Board Chair or the CPC Chair may appoint an
additional board member to participate in the review and investigation process, on their discretion.
_________________________________________________________________________________________

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11. Making it happen

The raft of changes and budget proposed reflect a need for an increase in human resources. The matrix below shows the
role descriptions for all three positions, two of which are proposed as contract position.

Executive-Director - a full time Membership Drive Co-ordinator Professional Development Co-ordinator –
permanent or contract position Contract and part time – core plus bonus
Contract and part time – core plus
bonus for exceeding budgeted for exceeding budgeted surplus
surplus

Responsible for the following: Responsible for the following: Responsible for the following:

• Support of Board via Development of membership Development of contracts for all course
minutes/agendas strategy for Board’s consideration presenters

• Finance i.e. invoicing, reports, Development of data base Identification of presenters through an
budgeting and Audit agreed process

• Insurance of EDANZ Development of marketing collateral Publishing courses online

• Drafting of Annual Plan and Implementation of membership Booking and contracts relating to
Annual Report strategy venues/catering

• Supporting Board in Answering all enquiries relating to PD
development of strategic plan
Keeping track of PD undertaken by each
• Engagement and management individual involved in the certification
of contractors process

• Conference delivery Developing feedback survey of all
• Securing sponsorship participants and collating results for Board
• Measuring satisfaction consumption

• Maintaining currency of Providing participants with all materials
EDANZ website required

• Regular e.newsletter and Securing a sponsor for the PD program
comms with members and
partners

• Design of PD program in
consultation with Standing PD
Committee

• Drafting of constitutional
change

• Administrative support of
Advisory Council

• Rebranding and profile

• Drafting of media releases

• Conflict of interest registry

• Award nominations and
process

• Liaison with members, media
and stakeholders

11a Recommendation: That the HR plan for the ensuing three years be endorsed.

46

12 Below is a three-year indicative budget that incorporates the proposed changes.

Please note that the projected income is conservative and falls far short of the estimates provided in the
subscription section of this report.

2017/2018 2018/2019 2019/2020

Income 1,500 2,000 2,500
Interest 90,000 110,000 120,000
Subscriptions 160,000 170,000 170,000
Conference
Professional Development 0 40,000 80,000
Jobs Board 10,000 20,000 40,000

Total Income 261,500 342,000 412,500
Expenditure
Advertising 0 0 0
Accounting 2500 2500 2500
Audit 4000 4000 4000
Awards 1000 2000 2000
Bank 1000 2000 1000
Conference 95,000 100,000 120,000
Executive Support 98,000 105,000 110,000
Entertainment 1000 1000 1000
General 1000 1000 1000
Insurance 2000 2000 2000
Meeting /Travel costs 4000 2000 2000
Telephone/Internet
PD – co-ordinator 0 0 0
Sundry 0 52,000 54,000
Rebranding 1,000 1,000 1,000
Membership drive co-ordinator 800
Total Expenditure 30000 0 0
Surplus/(Deficit) 261,300 35,000 40,000
$20,200 309,500 360,500
$33,500 $52,000

12 Recommendation: that the above three-year budget be endorsed
______________________________________________________________________

47


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