Chief Executive for Economic Development

TERMS OF REFERENCE CHIEF EXECUTIVE FOR ECONOMIC DEVELOPMENT

1 Background

1.1 The island of St Helena is an internally self-governing Overseas Territory of the United Kingdom located in the South Atlantic approximately 4,000 miles from the UK. The Government comprises a Governor (who is appointed by the Crown) an Executive Council, which has the general control and direction of Government, and a Legislative Council. The Governor retains responsibility for internal security, external affairs, defence, the public service, finance and shipping.

1.2 The island’s population is around 4,500 and it has a typical small island economy with a high import dependency, a narrow economic base, a large public sector (around 790 staff), and significant outward labour migration. St Helena receives UK Government financial assistance to support recurrent and capital expenditure as part of their obligation to ensure that the reasonable needs of the population are met and to support the Island’s economic and social development.

1.3 Economic growth has historically been constrained due to St Helena’s isolation, its small population and the lack of natural resources. These features have created an economy with a small tax base, a small domestic market, limited local production, negligible exports, and almost total reliance on imports. The average (median) income has increased significantly in recent years to around £6,240.

1.4 Commercial flights to St Helena commenced on 14 October 2017 and is a game changer for the Island, prior to this, access to the island was a five day journey by sea. It is hoped that the tourism activity resulting from improved access will significantly enhance St Helena’s economic prospects and have a dramatic impact on the island community, bringing a period of accelerated social and economic change.

1.5 To support this change the Government has produced a Sustainable Economic Development Plan (SEDP) which focuses on raising the standard of living and improving quality of life. The key to economic growth in St Helena is to ensure that more money enters and is retained on St Helena. This will be done by ensuring that industries meet local demand in order to minimise imports and at the same time selling locally produced goods and services to people from abroad.

1.6 Enterprise St Helena (ESH) has been established as a statutory arms-length organisation reporting to a Board of Directors, with responsibility for private sector development and economic growth. ESH has focused on growing the economy of St Helena through the development of existing businesses, and the promotion of the island to new investors and developers. Its programmes to date have included tourism promotion, up- skilling local people, advising and financing local businesses, and attracting investment. Inward investment promotion has been constrained because of limited access, however this is expected to increase with the recent launch of a commercial air service.

2. Key Objectives

2.1 Reporting to the SHG’s Chief Secretary and the ESH Board, and working hand in hand with the private sector and SHG, the Chief Executive for Economic Development (CEED) will be instrumental in bringing St Helena’s economic transformation. The post holder will also

1 work closely with the UK’s Department for International Development (DFID) who are providing funding to Enterprise St Helena over the next two years.

2.2 The CEED will be responsible for private sector development and economic growth as set out in the Sustainable Economic Development Plan (SEDP) with a focus on the following areas:

 Encouraging investment  Increasing exports, including attracting tourists, and substituting imports  Improving land productivity  Developing the digital economy

2.3 The role of the CEED is to operationalise and achieve targets of the SEDP through the financial and human resources of Enterprise St Helena. The CEED will work with ESH’s funders SHG and DFID within the agreed frameworks and processes and ensure all ESH policies meet legislative requirements and best practice guidelines. This will require the following:

(i) Working with SHG to develop an investor friendly environment (e.g. tax regime, land use and availability);

(ii) Working with entrepreneurs/businesses on St Helena to improve awareness of economic/commercial opportunities from the airport, the forthcoming submarine fibre optic cable, and related investment;

(iii) Working with SHG to maximise private sector uptake of SHG divestment of public service activities and assist their divestment of assets (shares and property);

(iv) Integrating the areas under the CEED’s direction, creating clear linkages and collaborative working with SHG and HMG to ensure maximum benefit from the UK Government’s airport investment;

(v) Working closely with SHG on integrating key social and environmental factors impacting upon the successful delivery of the SEDP.

(vi) Working with SHG, HMG and the private sector to ensure that the basic tourism infrastructure is in place to support increased tourist arrivals;

(vii) Promoting St Helena as a tourist destination and identifying/securing offshore investment; and

(viii) Leading the delivery of ESH programmes and projects as detailed in the scope of work below and ensuring that the programme is delivered to time and budget.

3. Scope of Work

3.1 The duties of the Chief Executive for Economic Development shall include, but not be limited to, the following:

 Helping Saint Businesses Grow – develop the local private sector by supporting individual business & sectors of the economy i.e. tourism, agriculture, construction and fishing. This will be achieved by providing: business advice, grant funding, assisting in access to land and buildings in collaboration with SHG and influencing

2 policies and arrangements as well as helping saint businesses develop their product and capacity to deliver services.

 Attracting Investment – To oversee investment promotion to potential investors through direct operations in the UK and Cape Town, promotion, intermediaries, trade shows, international advertising and direct approaches. Prepare a portfolio of property and development opportunities.

 Fisheries and Agricultural Development – Working with local stakeholders, to develop and implement opportunities for the expansion of these sectors.

 Tourism Promotion & Development – To promote St Helena as an international tourist destination, developing relationships with operators, developing the on island tourism offering, helping on-island Saint hospitality businesses prepare for air access opportunities and making sure the islands tourism function is fit for purpose to be able to support tourism development.

3.2 The effectiveness of the above Scope of Work is monitored via a ‘logframe’ of objectives, outputs and outcomes through regular reports provided to SHG and the UK Department for International development (DFID), ESH’s principal funders. This will include the following:

 Ensuring that the Board of Enterprise St Helena is properly provided with information to enable the board to direct, monitor and scrutinise Enterprise St Helena’s activities

 Ensuring that key stakeholders such as SHG, DFID and FCO are properly consulted on key decisions;

 Ensuring that SHG and DFID’s monthly, quarterly and annual reporting requirements are met; and briefing councillors on a quarterly basis

4. Qualifications and Experience

4.1 The successful candidate will be able to demonstrate:

 excellent leadership skills with the ability to shape and engender vision while leading teams pragmatically for success;  strong track record of delivery of plans that have achieved ambitious change;  a good understanding of the operation of the international investment and tourism markets;  senior-level management role(s) in a development agency or commercial enterprise (ideally at Board level);  a strong network of corporate contacts at senior level in relevant sectors;  ability to manage small teams in multiple locations and across different cultures while instilling confidence and boosting morale;  long-term planning, financial and organisational skills;  ability to deliver to tight deadlines within budget;  understanding of development economics and the role of the planning system in economic development;  experience of: o the development of appropriate investment incentives;

3 o economic/business/planning and development; o the identification and packaging of investment opportunities; o the appraisal, negotiation and conclusion of proposed inward investments using HM Treasury Green Book or other professionally tested criteria; and o Institutional development and the training and motivation of staff.

Experience of working closely with or for government organisations is desirable. As is, experience of small island states and their development ambitions.

Candidates are likely to be qualified to at least degree level preferably with a relevant post graduate qualification, or equivalent.

4.2 Essential skills and Capacities

St Helena has had little exposure to international business and the CEED will be expected to facilitate a growing "can do" commercial culture across the island. Essential skills and capacities include:

 Driven to achieve high personal and team performance and standards by motivational and inspirational means;  Pro-active, can-do approach  Ability to work under pressure and deal with complex situations.  Sensitive to concerns and issues across interest groups locally.  Ability to anticipate, respond to and manage change.  Sensitivity and understanding to social and environmental issues  Able to recognize, embrace and create opportunities  Communicates clearly and openly, giving clear feedback pitched at the correct level;  Ability to build and develop excellent relationships at all levels  Results orientated with impeccable standards around quality, service and presentation  Is positive, articulate and polished, and knows how to professionally interact with all levels  Expert at adapting style and behaviour to meet the needs of the situation  Adapts to changing priorities and demands by being flexible and creative;  Takes full responsibility and strives to always hit deadlines;  Problem solving and decision making – demonstrates sound judgement and generates 0ptions;  Ability to understand the overall business strategy when progressing change;  Ability to demonstrate a high degree of attention to detail, thoroughness and a methodical approach to work

5. Competencies

Under the SHG Competency Framework, the post holder is required to have the competencies as outlined in Annex A.

4 Annex A SHG Competency Framework Levels

Professional Development

• Requirements for Continuous Professional Development met in terms of requisite number of hours/number of development sessions, etc., and when necessary submitted to Professional Institute to maintain professional status.

Planning and delivery of work

• Structures business or service unit to deliver key objectives and obtain and allocate resources. • Defines a balanced set of targets and measures aligned with delivery plans.

Analysis and use of information

• Identifies trends from complex or conflicting data. • Takes steps to address the root causes of highly complex problems. • Develops new policy and procedures.

Decision making

• Shapes new policies and sets long-term objectives. • Understands the wider strategic environment to make appropriate resource decisions. • Strategically processes the impact of decisions. • Determines results which are aligned to strategic decisions. • Ensures decisions are evidence-based drawing on available knowledge and past experience.

Working with others

• Manages relationships with key stakeholders by utilising a high level of understanding of own and other’s behaviours. • Develops relationships with key stakeholders. • Influences key stakeholders on issues relevant to the organisation. • Creates an environment which will enable delivery of shared policy outcomes.

Communication

• Promotes communication across the organisation. • Negotiates to reconcile individual competing priorities. • Communicates the organisation’s priorities.

5 • Summarises complex information in an effective manner.

Influencing and persuading

• Influences the organisation’s strategy by utilising internal and external resources. • Delivers influential advice and briefings. • Focuses on outcomes irrespective of the source of the challenge. • Sets strategies to support a diverse workforce.

Dealing with change

• Takes wide view of strategic needs. • Directs and drives organisational change. • Evaluates the impact of change on the organisation. • Initiates attitudinal change across the organisation. • Provides appropriate support mechanisms during a period of change.

Continuous improvement

• Keeps up to date with developments that affect SHG and anticipates what may affect it in the future. • Creates an environment which allows people to improve the way they work. • Creates an environment where employees and colleagues work to improve the way things are done.

Managing resources

• Ensures resources are allocated and used to meet key priorities. • Sets corporate directives and develops long-term strategies to achieve this. • Ensures that others buy in to corporate goals and functions.