strategic plan 2017/18 - 2019/20 - voice of horticulture€¦ · strategic plan 2017/18 - 2019/20...

Voice of Horticulture Strategic Plan 2017/18 - 2019/20 1

Strategic Plan2017/18 - 2019/20

Contents

Introduction

In 2013, a prospectus was issued for the formation of a new across-horticulture advocacy body which would build on the work undertaken since 2010 by the Horticultural Task Force (HTF). This became the Voice of Horticulture. A constitution was drawn up in 2014 and horticultural peak industry bodies (PIBs) were encouraged to take up membership.

The Voice of Horticulture (VoH) membership is made up of representative organisations of the fruit, nut, vegetable, nursery and turf

Introduction 1Voice of Horticulture – at a glance 2The Australian horticulture industry 2The role of VoH 2What VoH will do over the life of this plan 3

Plan at a glance 3Key performance indicators 3Strategies and activities 4Priority issues 4

Membership 5Staffing 5Managing relationships 5Budget 8Monitoring, evaluating and reporting against this plan 9

industries across Australia. Membership is open to national, regional representative organisation and other stakeholder organisations involved in horticulture.

This Strategic Plan serves two purposes. First, it is the roadmap that helps the VoH to determine its functions and priorities. Second, it acts as a renewed prospectus to inform and engage current and potential future members VoH.


CommonwealthGovernment

Whole-of-Hort policypositioning, ‘personality’

National Farmers’Federation

HorticultureInnovation

Aust

Plant HealthAust

Aust Pesticides & Vet Medicines

Authority

MOU

State Governments

R&D and marketing-specific issues

State Farmer organisations

Peak industry bodies

State comodity groups

Commercial players

VOH Members

Industry-specific issues

Position of Voice of Horticulture

The Australian horticulture industry

The horticulture industry includes those individuals, businesses and other organisations involved in the fruit, nut, vegetable, mushroom, turf, nursery plant and cut flower production value chains. In reality, the horticulture ‘industry’ is many industries producing and value-adding an enormous variety of products intensively and extensively across Australia.

Horticulture is a more labour-intensive sector of Australian agriculture and therefore a major contributor to employment. According to ABARES1, horticulture employs 67,000 people nationally, just less than a quarter of all agriculture jobs. The industry had a gross value of production of $9.5 billion in 2016/17 (including $2.5 billion in exports) making it the third largest agricultural industry after grains and beef and around 18% of the total value of Australian agriculture2. (For the same year, using different methodology, FreshLogic3 estimated the total value of production of Australian horticultural

production excluding cut flowers, nursery and turf to be $11.36 billion.)

Eighty-90% of horticultural production is sold domestically. However, horticulture exports have grown substantially – almost doubling between 2012/13 and 2016/171, especially in fruit. Exports have great potential for continued growth, building upon Australia’s desirable ‘clean, green’ production status and increasing market access to Asia in particular.

This export opportunity and focus, and the health and environmental benefits of horticultural products, help to position horticulture as one of the most exciting industries in Australian agriculture.

1ABARES (2017), Agricultural Commodities – June quarter 2017 2Horticulture Innovation Australia (2016), Strategic Plan 3Horticulture Innovation Australia (2017), 2015/16 Australian Horticulture Statistics Handbook


The value offered by VoH

VoH is the ‘peak of peak’ bodies for horticulture. VoH complements and supports the individual horticultural peak industry bodies (PIBs) but does not replace them.

VoH represents the common interests of all sectors of the Australian horticultural industry. It advocates on those issues that affect all member sectors. VoH cannot actively represent the specific interests of individual or small groups of members, because of both resource limitations (human and financial) and the need to preserve ‘political capital’ in the pursuit of broader goals. However, it will strongly but respectfully represent the overarching interests of the broader horticultural industry.

The Executive Officer, Chair and Board members will prioritise those activities and issues that are set out in this VoH Strategic Plan. This includes the careful cultivation of long-term relationships with important stakeholders, most notably Government and Hort Innovation.

It is important that members of VoH ensure they actively contribute to the VoH strategic planning process so that the plan genuinely reflects industry priorities. Members should also express their views at the annual Member Forum.

Our vision is that Australian horticulture is a diverse but united industry, continuously innovating and expanding, a provider of high quality food, fibre and foliage

to Australia and the world.

Our mission is to be recognised by

Government and industry as the strong respected

voice for Australian horticulture.


What VoH will do over the life of this plan

Plan at a glance

Vision/IndustryObjectives

Others (Hort Innovation

etc.)PIBs

KPI: >80% respect rating from HIA and Govt.

Have and exert influence

Develop member charter

Develop MOU with HIA

Appoint EO

Facilitate industry strategic plan

Develop industry prospectus

Expand membership

Grow revenue to critical level

Have a well-defined role

KPI: Member charter and HIA MOU in place

Have clear direction on industry needs

KPI: >80% satisfaction rating among members

Be adequately resourced

KPI: Revenue reaches $250K

Demonstrate a credible

membership base

KPI: Membership covers >90% of sectors

Strategy 3: Position and promote the

industry

Strategy 4: Build the

organisation

Implement relationship management plan

Strategy 1: Positively

influence Govt and semi-govt

bodies

Strategy 2: Positively influence

Hort Innovation

Industry success is the ultimate

goal...

VoH is one of the contributors to

industry success

To be effective in its role, VoH

must...

Which will be achieved through these strategies...

Including these key activities

Key performance indicators

Key performance indicators (KPIs) for VoH over the life of this plan are (i.e. by June 2020) are:

1. VoH receives a ‘respect’ rating of >80% through a survey of key Government and Hort Innovation stakeholders;

2. Member Charter and Hort Innovation MOU are in place (by June 2018);3. VoH receives a satisfaction rating of >80% among members as measured by survey;4. VoH income reaches $250k; and5. VoH membership covers >90% of horticultural sectors.


Strategies and activities

Strategies Activities

Positively influence Government and

semi-government bodies

1• Develop an Member Charter – define respective roles

• Promote priority whole-of-horticulture policy positions through appropriate channels (see Priorities below)

• Hold regular scheduled meetings with Commonwealth Government

• Build a strong relationship with NFF (e.g. Horticultural Council provides advice to NFF)

• Build constructive relationships with bodies such as the Australian Pesticides and Veterinary Medicines Authority (APVMA) and Plant Health Australia (PHA)

• Have strong policy representation in Canberra

Positively influence Horticulture Innovation

Australia

2• Develop MoU between Hort Innovation and VoH describing strategic,

high-level relationship

• Meet with Hort Innovation in relation to strategic plans, annual operating plans and performance reports

• Communicate outcomes of Hort Innovation performance

• Help to grow Hort Innovation membership

• Provide input to Hort Innovation Pool 2 strategies where appropriate

• Lobby Government in relation to R&D levy

Position and promote the industry

3• Develop a Horticulture Industry Strategic Plan

• Develop a Horticulture Industry Policy Platform

• Develop and regularly update an industry prospectus (‘State of the Industry’)

• Position the horticulture industry as an exciting, innovative and attractive industry in which to work and invest

• Communicate high-level horticulture achievements and issues

Build the organisation

4• Grow the membership base to include all PIBs: write to non-

members and provide this strategic plan, meet with Boards to encourage membership

• Grow the membership base to include non-PIB members such as commercial players

• Grow revenue through increased membership, sponsorship and other opportunities (e.g. annual congress)

Note that a number of these activities are highly budget-dependent – for example, the development of a horticulture industry strategic plan or prospectus. They could not be achieved with current resources, but some activities may also be submitted as projects for Hort Innovation funding consideration.


Priority issues

VoH will maintain a high-level Policy Platform identifying the priority issues for VoH to pursue on behalf of industry. The platform will describe each issue, the outcome(s) sought and the activities that will be undertaken to achieve the outcomes.

In the first instance, the priority issues will be:

1. Trade and market access2. Employment and conditions and innovation3. Biosecurity4. Regulation of agvet chemicals5. Water security.

These priorities are subject to review at the annual Member Forum (see ‘Managing relationships’).

Membership

Membership of VoH will be broadened beyond national PIBs to include:

• State commodity groups;• State farmer organisations; and• Other organisations such as commercial

companies with a stake in the horticulture industry.

• Expanded membership will increase revenue, which is needed to allow VoH to adequately resource the implementation of this plan. More importantly, it will ensure VoH genuinely represents the whole of horticulture, not just those growers who are members of their national peak body.

The VoH Constitution already allows for this broader membership base and sets membership fees (according to number of members or turnover) and rights of members.

Staffing

As budget allows, a part-time Executive Officer (or equivalent arrangements) will be retained (most likely in Canberra). The main tasks of the EO will be to:

• Coordinate the development of policy positions in consultation with the Board and members;

• Represent VoH policy positions at appropriate forums;

• Communicate with Board and members;• Manage the organisation’s corporate

governance processes; and• Manage administrative tasks (financial

compliance, website updating etc).


Managing relationships

VoH’s value proposition lies in managing relationships for the good of the horticultural industry. It has a range of stakeholders, each with a unique relationship with VoH. The following table sets out the purpose of VoH’s engagement with each stakeholder or stakeholder group and how each relationship will be managed.

Commonwealth Government and semi-government bodies (e.g. APVMA, PHA)

Stakeholder Purpose of VoH Engagement

• Establish and maintain recognition as the body representing Australian horticulture

• Positively influence government policy with relevance of horticulture

• Positively influence actions of semi-government bodies relevant to horticulture

Engagement Strategies

• Meet officers of DAWR and the Minister and Assistant Minister for Agriculture, sometimes in conjunction with Hort Innovation, quarterly (Chair, EO)

• Meet MPs and political staffers from other relevant departments (e.g. immigration) as required

• Establish and maintain relationships with key semi-government bodies including APVMA and PHA

• Develop and maintain coherent policy positions on key issues

• Ensure key data (e.g. on industry eco-nomic impact, employment) needed for effective industry advocacy are available and readily accessible to VoH

• Make submissions to relevant parlia-mentary enquiries and other govern-ment review processes

• Issue press releases on relevant topics (aim at least one/month)

Horticulture Innovation Australia

• Establish and maintain a constructive strategic relationship with Hort Innovation at Board and senior executive level

• Establish and maintain VoH as an integral element of any Hort Innovation consultative activity at corporate or whole-of-industry level

• Positively influence corporate governance and strategy of Hort Innovation

• Strengthen Hort Innovation accountability to industry

• Develop and execute MOU setting out agreed roles for VoH in governance of Hort Innovation (e.g. Hort Innovation obligation to consult VoH on strategic plan etc)

• Meet CEO and Chair of Hort Innovation quarterly (Chair, EO)

• Hold joint Board meetings once annually

• Communicate directly with Hort Innovation as needed (Chair, EO)


Members

Stakeholder Purpose of VoH Engagement

• Establish and maintain mutual expectations (with PIBs in particular) of respective roles

• Demonstrate VoH achievements / value of membership

• Inform members on developments in key whole-of-industry issues

• Understand member priorities and attitudes on key issues

Engagement Strategies

• Develop a Member Charter setting out respective rights and responsibilities of VoH and members

• Examine opportunity in conjunction with industry to host annual national horticulture congress

• Host Member Forum prior to AGM each year

• Publish (monthly) email newsletter and ad hoc special-issue bulletins

• Conduct annual survey of member priorities and perceptions of VoH per-formance


• Maintain current website

• Publish annual report

Non-member peak industry bodies, SFOs and state commodity groups

• Establish and maintain profile as the industry’s peak body

• Encourage membership

• Distribute strategic plan/prospectus on publication with invitation to consider membership, re-send annually

• Examine opportunity in conjunction with industry to host annual national horticulture congress (open to non-members at differential price)



Other horticulture industry participants

• Establish and maintain profile as the industry’s peak body

• Examine in conjunction with industry opportunity to host annual national horticulture congress (open to non-members at differential price)



Other peak bodies in agriculture

• Ensure NFF seeks and understands the perspective of horticulture in whole-of-agriculture debates

• Establish and maintain close relationships with NFF counterparts (EO)

• Develop Horticulture Council to advise NFF


Significant engagement vehicles are:

1. VoH / Hort Innovation MOU• Document setting out terms of

strategic relationship between the two organisations

• Includes, as a minimum: » Principles of engagement » Role of VoH in Hort Innovation’s

strategic planning » Role of VoH in Hort Innovation’s

annual operating planning » Role of VoH in six-monthly reviews

of Hort Innovation performance against strategic and annual operating plans

» Role of VoH in Pool 2 investment oversight where appropriate

» Funding

2. Member Forum• Held prior to and in conjunction with the

AGM each year• Open to all members• Provides an opportunity for two-way

exchange of information between VoH (EO and Board) and members

• Outcomes formally captured and distributed

3. National Horticulture Congress• Similar to AUSVEG Convention, but across

all of horticulture• Industry issues, R&D, marketing• Important positioning as well as

information exchange mechanism• Seek international profile and attendance

4. Annual survey• Online survey of member views on the

major issues facing the industry, currency of strategic plan, VoH performance (see monitoring, evaluation and reporting)

5. Website• Providing information about VoH, news,

submissions, contact details• Kept current


Monitoring, evaluating and reporting against this plan

A monitoring, evaluation and reporting (MER) plan will form part of VoH’s operations so that it (and its members) can judge its performance and identify areas for continuous improvement. Some of the above budget (projects) may need to be used to implement this MER plan.

The following evaluation methods will be used to measure performance against the KPIs:

KPI Evaluation Method

VoH receives a ‘respect’ rating of >80% through a survey of key Government and Hort Innovation stakeholders

Independent telephone survey of Government and Hort Innovation staff

Member Charter and Hort Innovation MOU are in place (by June 2018)

Charter and MoU in place

VoH receives a satisfaction rating of >80% among members as measured by survey

Independent survey of members – conducted annually

VoH membership cover >90% of horticultural sec-tors

Evaluation of membership

VoH income reaches $250k Budget levels

Budget

Following is the indicative budget over the life of the plan. The budget assumes a gradual broadening of the membership base as described above. Other sources of revenue, such as sponsorship, must also be considered. The suggested National Horticulture Congress may play a significant part in VoH’s budget.

A more detailed financial plan will be developed.

$’000 2017/18 2018/19 2019/20Income

Membership Fees 80 200 250Sponsorship

Sub-total 80 200 250

ExpenditureStaff 30 100 140

Board expenses 10 10 10Office 10 10 10Travel 10 20 20

Projects 20 30Subscriptions (NFF) 20 40 40

OtherSub-total 80 200 250


Attachment 1: Organisations comparable to VoH

A review of three bodies comparable to VoH – i.e. with a ‘peak of peak’ role – was undertaken as part of the development of this strategic plan. Key points are provided below.

Red Meat Advisory Council Ltd (RMAC)• ‘Peak body of peak bodies’ for the red meat

industries, but has specific legislated roles including custodianship of the Meat Industry Strategic Plan (MISP), trusteeship for Red Meat Industry Fund (RMIF), consultation with the Minister on agreed whole-of-industry matters and ‘foster(ing) harmony on appropriate issues and provide(ing) a forum for prevention or resolution of conflict across industry sectors or companies’

• Members are the respective PIBs for the sheep, beef cattle, goat, lotfeeder, livestock exporter and meat processor sectors – i.e. 6 members, simpler than for VoH

• Supported by an Articles of Association and the Red Meat MOU

• Funded by the RMIF, created by the Government using unallocated levies from the industry – managed by the RMAC Board, almost $42m in net assets as at June 2016

• Operating costs c$375k pa plus special projects (e.g. MISP)

• Full time CEO based in Canberra

• Each member appoints one director – its president

• ‘Independent facilitator’ (i.e. chair), or one of the directors elected as chair, one-year terms renewable

• No remuneration of directors (except facilitator) from RMAC funds

• Meetings at least quarterly (met 10x during 2015/16).

Seafood Industry Australia (SIA)Overview• Formed in May 2017, so still becoming

established and recruiting members – was designed through a project funded by the Commonwealth Govt through National Seafood Industry

• Objects include representing and furthering the interests of the Australian seafood industry on national and international issues, actively promoting the good reputation of the industry, fostering understanding and unity within the industry, informing and influencing government and regulators, preparing for current and emerging issues, advocating and encouraging sustainable practices and promoting improved communication, education and technology transfer to the industry

• 95 pledged members initially – membership open to individual businesses, seafood industry associations and individuals from wild catch, aquaculture and post-harvest sectors

• Minimum four, maximum seven directors with equal votes, three-year terms, maximum two terms

• Board Selection Committee comprising one director (as chair) and four SIA members appointed by the board – all SIA members invited to nominate candidates for director, Selection Committee to put forward two candidates for each vacancy at AGM, depending on skill matrix

• Four board meetings pa

• Directors paid fixed annual fee

• Voting and non-voting members

• Members Advisory Forum open to all members, held annually prior to AGM and the day prior to each board meeting


• Strategic plan to be developed within six months of formation once CEO appointed – four priority areas identified for initial focus (fuel tax rebate, COO labelling, visas and security of fishing rights)

• Membership fee structure:

Category Annual revenue

Annual fee

VotingLargest business >$50m $20,000Large business $5-50m $10,000Medium business $1-5m $2,000Small business <$1m $1,000Large association/industry sector

$150k-$1m $5,000

Small association/industry sector

<$150k $2,000

Non-votingAffiliated/allied large business

N/A $10,000

Affiliated/allied small business

$1,000

Individual $300

Allied Health Professionals Australia (AHPA)• Peak body for 22 evidence-based allied health

professions in Australia: Audiology Australia, The Australian Psychological Society, etc – col-lectively representing 95,000 members

• Objects include providing a means by which the member organisations may be jointly represented, providing effective representa-tion in the development and implementation of government policies, encouraging provision and access to allied health services, encourag-ing effective communication between gov-ernments and allied health bodies in relation to government initiatives and policy develop-ment, and promoting innovation in service delivery, international linkages, quality edu-cation, research opportunities and workforce development

• Members must be legally incorporated and have at least 75% of members with rec-ognised tertiary health qualifications

• Also have seven ‘Friend’ organisations – na-tional health representative organisations with similar objectives to AHPA’s (although not clear why these would not be ordinary mem-bers) – with certain rights

• One vote per member

• Each member may nominate a director (and every director must be nominated by a mem-ber) – number of directors must be at equal to at least half the number of members plus one (currently 15 directors among 22 members)

• Directors reimbursed for expenses only

• EO and secretariat, currently supported by the Australian Psychological Society (where the Chair comes from)

• Membership fees appear to be calculated per capita of membership.

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