CENTRAL OTAGO WINEGROWERS ASSOCIATION (INC.)

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1 CENTRAL OTAGO WINEGROWERS ASSOCIATION (INC.) Executive Officer: Natalie Wilson President: James Dicey Central Otago Winegrowers Assn E: P.O. Box 155 Ph Cromwell, Central Otago E: Ph: Position Description Position: Reports to: Direct reports: General Directly to Central Otago Winegrowers Association (COWA) Chairman Indirectly to COWA board Events, Finance, Administration Job purpose To promote and represent the Central Otago wine region for the benefit of Central Otago winegrowers and winemakers. Supported by a small team, the position requires a broad set of leadership, marketing, advocacy, media and relationship building skills and capabilities. The high profile role interfaces regularly with 120 plus Central Otago wine growers and brands. Time commitment Likely to be between 0.5 and 0.75 FTE, subject to agreement between appointee and COWA board. Functional relationships The position is required to build and maintain the following relationships: Internal: COWA COPNL board Events Finance Administration

2 External: Central Otago winegrowers and wine companies New Zealand Winegrowers Alliance partners, e.g. government, local government, CODC/QLDC, Otago Polytechnic, Central Otago Labour Governance Group and Central Otago community Suppliers, e.g. print, IT, design, lawyer, event companies, accountant Sponsors Key responsibilities Key objectives Financial management and reporting Oversee the financial management of the business and its operating parts including but not limited to: Financial Administrator directed as required Day to day overview of financial role Develop annual plans, financial budgets and forecasts. Monthly interpretation of financial information and attendance at finance committee meetings Measure, monitor and regularly report on all business initiatives to ensure transparency of performance and results Team management Build and maintain a high performing and professional team to effectively and efficiently promote the Central Otago wine region Performance measure Monthly and annual financial and marketing reports Budgets prepared, signed off by board via finance committee and implemented NZW RLFA signed and agreements followed Liaise with company accountant and auditor for year end audit keeping finance committee updated and informed Annual performance review of General conducted by chair and deputy chair Annual performance reviews of team undertaken Ability to manage team and lead organization through change Provide a stimulating environment and career plan for employees Industry relations Build strong internal relationships and alliances with Central Otago wine industry Team reviews and feedback from team Industry support & participation Regular face to face contact with industry

3 Develop of strong external relationships with media, suppliers, NZW Strategy for developing QLDC/CODC relationship developed Recruitment drive within membership for expressions of interest in representing Central Otago wine interests Business strategy In conjunction with the Board and using feedback from the local wine industry, develop an business strategy for the organisation and develop sub committees to progress this work Regularly review and improve plans and strategies to make the most of additional opportunities as they arise Strategic review undertaken and keep organization focused on the objectives Business development Identify and prospect growth opportunities, including but not limited to: corporate sponsorship partners Funding partners, such as New Zealand Winegrowers Promotional alliances, such as New Zealand Trade and Enterprise, and Destination Queenstown New product development, such as additional events and wine company user pays promotional activities New tools assessed and developed Seasonal Labour Develop the Seasonal Labour component of Networks further extended into key organizations Intelligence generated and fed back to industry and board Seasonal Coordinator is incorporated into COWA organization and available for any necessary project work stakeholders Interface with regional lending sector Industry participation Feedback loop to board and membership Implementation of QLDC/CODC relationship strategy Industry participation and approaches made to network identified by board and affiliates Industry support and involvement in activities Functional committees delivering reports and actions Strategic review completed 3 yearly, reviewed annually Targets identified and funding results assessed after approach New Product Development Visitor number growth Tools developed if within budget. If outside budget co-funding opportunities assessed Support of external agencies (IRD, MSD, MDC etc) Support of membership Support of contractors

4 Further integration of SLO into WM team Skills, knowledge and experience Requirement Qualifications Experience Computer literacy Communication Work organisation Interpersonal Problem solving Description Degree 5-7 years marketing experience minimum High level of PC literacy Word and excel, plus internet Strong communication skills both oral and written, eye for detail Works unsupervised Prioritise and manage work flows Works under pressure and meet deadlines Develops a network of contacts Contributes to problem solving Has initiative Competencies Domain Leadership Relationship building Personal resilience Initiative Competencies Identifies & champions a vision & strategy Encourages decision-making & ownership Leads by example, provides inspiration Builds partnerships and networks Builds trust & credibility Customer service Displays a positive attitude Works well under pressure Comfortable with change Decision maker Self starter Creative

5 COWA profile Established in 1989, COWA represents the grape growers and wineries of Central Otago. COWA s strategic plan outlines the core work streams as falling under four key pillars. Each pillar has its own committee of board members and COWA staff. COPNL is a wholly owned company, charged primarily with events management on a user pays basis. The four pillars and a brief overview of the work within this are as follows; 1. Governance and Finance: COWA focuses on industry as well as organisational governance and oversight through a board of directors of 6 elected industry members. 2. Communication: interface with members, the organisation of relevant education seminars and publication of industry news and information in various forms including but not limited to our industry journal, Grape Press, e-newsletters and social media. 3. Marketing: promotion and protection of the Central Otago wine brand, through events, inbound visitors and collateral development. 4. Advocacy: highlight and advocate for issues of importance both internally with industry members and externally to local or central government and other parties. Seasonal labour is a core area, protecting labour supply and promoting best practice, training and working with contractors, government departments and NGO. Organisational Structure Central Otago Winegrowers I Association General Administration Governance Marketing (COPNL) Communication Advocacy Finance Events

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