Representatives
Research Committees
STRATEGIC DIRECTIONS
2005
FOREWORD
The Australian Cotton Growers Research Association (ACGRA) plays an
important and unique role in the continuing development of the Australian cotton
industry. This role and responsibility has ensured effective well
targeted research and development being delivered, providing sustainable
cotton production systems.
The changing landscape — the increased emphasis on natural resource
management and environmental issues, introduction of genetic technology,
the potential threat of climate change and changes in water policy to
name only a few — require ACGRA to continually assess how it conducts
its business. A recent assessment has highlighted that to operate
effectively in the new landscape, there is an even greater need for
grower involvement in helping direct research and extension.
These new challenges have presented ACGRA with need to step up to the
next level of capacity building and encouraged us to undertake a fresh
look at our strategic approach.
This strategic directions document was developed following a strategic
planning workshop with the ACGRA Executive in April 2005 and is designed
to provide a focus for ACGRA outlining its vision, mission, values and
short and long term goals.
We consider this strategic directions document as a living document that
should continue to grow and evolve as the Association evolves. I welcome
input and comment from our member organisations and look forward to
working with you as we strive to achieve our vision for ACGRA.
Hamish Millar
Chairman
May 2005
1. ACGRA PROFILE
1.1 History
The Australian Cotton Growers Research Association (ACGRA) is a
grower-focused industry body that was established as an unincorporated
association in 1972 to raise and administer funds for research in the
cotton industry.
Since the introduction of the Cotton Research Committee in 1983 and
ultimately the Cotton Research and Development Corporation (CRDC) in
1990, the role of ACGRA has evolved from directly administering research
to being the industry’s nominated advisory body on research funding.
1.2 Membership and Role
While CRDC is the body responsible for receiving compulsory grower
levies[1] and distributing research funding, ACGRA has a statutory
responsibility[2] to represent the interests of cotton growers in
decisions on research direction and investment of research funding in
the cotton industry.
The membership of ACGRA is based on organisations (not individuals).
Foundation members are Cotton Seed Distributors, Namoi Cotton, Auscott
and Queensland Cotton. Membership has since expanded to include regional
Cotton Grower Associations, ginning organisations and other cotton seed
organisations. The secretariat of ACGRA is funded via on-going support
from Cotton Seed Distributors.
ACGRA is governed by it's constitution.
Primary Industries and Energy Research & Development (PIERD) Act 1989
The PIERD Act governs the way in which levies are collected, and
outlines the respective responsibilities of ACGRA and CRDC.
Under the legislation, CRDC is required to:
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report to the Parliament, the Minister and its representative organisations on research and development (R&D) activities that are coordinated or funded, wholly or partly, by the Corporation;
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consult, and have regard to the views expressed by ACGRA when drafting its R&D plan;
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provide a copy of the R&D plan and operational plan prepared by CRDC for the Minister and
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formally present its annual report to ACGRA, with the opportunity for questions.
ACGRA is responsible
under the legislation to provide to the Minister with nominations for
the selection committee for the CRDC Board. The CRDC board is selected
every three years.
ACGRA also has the responsibility to recommend to the Minister changes
to the research levy rate.
1.3 Committee structure
ACGRA has aligned its research committees with the program areas of
CRDC. The current ACGRA research committees are:
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People and Knowledge (Extension)
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Integrated Resource Management
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Crop Protection (with subcommittees for insects & weeds/diseases)
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Farming Systems (with subcommittees for soils and water)
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Plant Breeding and Biotechnology
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Value Chain
ACGRA also convenes the
Transgenic and Insecticide Management Committee (TIMS), the
cross-industry body responsible for developing both the conventional
insecticide resistance management strategy and the resistance management
strategies for transgenic cotton.
As well as being the organisation formally responsible for liaising with
CRDC on research matters, ACGRA is also responsible for liaising on
research issues generally for the cotton industry, for example with the
State Departments of Agriculture.
ACGRA is a member of Plant Australia and the Australian Cotton Industry
Council and is a core partner in the recently formed Cotton, Catchments
and Communities CRC.
1.4 Australian Cotton Conference
ACGRA is responsible for organising the biennial Australian Cotton
Conference, which has evolved from a pure research conference to a mixed
research and industry conference. A Conference Committee is formed from
both interested ACGRA members and representatives from other industry
organisations to oversee the conference.
2. VISION
ACGRA’s vision is to become the cotton industry’s ‘R&D’ driver, ensuring
a program of proactive and preemptive grower-focused research,
development and extension activities which enhance the overall
prosperity of the cotton industry.
3. MISSION
ACGRA’s mission is to facilitate a link between growers, researchers,
research funding bodies, government, and industry groups to ensure
grower-focused research, development and extension activities are aimed
at achieving a progressive, sustainable and profitable cotton industry.
4. VALUES
The following principles guide the way we do business.
4.1 Grower perspective
ACGRA will focus on the needs and issues of cotton growers, giving
farmers a voice in matters of research, development and extension and
ensuring decision making is representative of this core group.
4.2 Supportive network
ACGRA will provide an environment whereby member organisations regard
ACGRA as a support network and an open forum for sharing information
with members, researchers and other stakeholders.
4.3 Representative and inclusive
ACGRA will achieve a membership and direction that is representative of
the growing and changing industry. To do this we need to uphold a sense
of inclusiveness, work collaboratively with other industry bodies, and
seek outcomes that are for the betterment of the industry as a whole.
5. KEY ISSUES
Following a review of the organisation’s strengths, weaknesses,
opportunities and threats, the following were identified as key issues
ACGRA needs to consider as it moves forward. (These are not listed in
any particular order).
5.1 Two-way communication between members and ACGRA
ACGRA membership is made up of organisations, with each organisation
appointing an individual to represent it. There is a critical need to
ensure that representatives provide effective two-way communication
channel between ACGRA and its member organisations.
5.2 Need to develop a commissioned research approach
The current research project funding process focuses on assessing
submitted research proposals, with only a small proportion of CRDC’s
budget allocated to commissioning research based on identified needs. In
the future there needs to be more emphasis on commissioned research
approach. ACGRA must do more than simply respond to research proposals
from the research community, it must be proactive in commissioning
research to meet the needs of the industry.
5.3 Positive reputation
ACGRA has a strong history as a credible scientific and grower-focused
organisation. It has a positive reputation for directing good research
and sharing research information. Its national biennial conference is
highly-respected and well-attended. ACGRA need to ensure that it
maintains and capitalises on these strengths.
5.4 Need for additional human resources
Increasing workloads and a need to develop a more proactive approach to
research issues is putting increasing pressure on the organisation’s
voluntary members and employed staff.
5.5 Financial Stability
ACGRA receives no recurrent grower or outside financial assistance and
operates on finance from interest on, or liquidation of past
investments, as well as any surplus funds generated by the staging of
the biennial cotton conference. CSD and CRDC provide financial
assistance to ACGRA for specific purposes. It will need to put measures
in place to ensure financial stability for ACGRA to continue in the long
term.
5.6 Succession planning
There are currently no plans or policies in place to assist with
transitions and succession planning for both the employed staff and
member organisation representatives and subcommittees.
5.7 Confusion in industry about role
There are many different industry bodies (CRDC, ACIC, CCCCRC, CSIRO,
Cotton Australia to name a few) leading to concern that ACGRA’s charter
and purpose may not be clear amongst industry stakeholders. ACGRA needs
to ensure that its contribution is not “lost” or undervalued.
5.8 Balancing inclusiveness and commercialisation
ACGRA wants to retain a sense of inclusiveness. However, ACGRA needs to
recognise and address commercial sensitivities and confidentiality
issues as appropriate.
6. STAKEHOLDERS
The following have been identified as key stakeholders to consider when
developing goals and strategies for moving forward:
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Member organisations
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“Observing” organisations
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Cotton Research and Development Corporation
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Cotton Catchment Communities Cooperative Research Centre
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Cotton Seed Distributors
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Australian Cotton Industry Council
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Cotton Australia
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Plant Health Australia
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Growers (across Australia)
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Cotton Consultants Australia
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Australian Cotton Shippers Association
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International Cotton Advisory Committee
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CSIRO
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Departments of Agriculture/Primary Industries/EPAs – State and Federal
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Catchment management bodies
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Local, State and Federal Government
7. FIBRES of ACGRA
Following are the four strategic priority areas for ACGRA:
7.1 Research – ACGRA’s role in directing effective research,
development and extension activities.
7.2 Relationships – ACGRA’s role in facilitating a strong link
between its member organisations, stakeholders and cotton growers.
7.3 Reach – ACGRA’s role in achieving an industry profile and a
successful biennial conference.
7.4 Resources – ACGRA’s management of its human and financial
resources.
Each of these four strategic priority areas will have:
Goal – this is a long term vision for this priority area.
Strategies – these are the approaches ACGRA will apply over the
medium-long term to achieve the goal
Short term Actions – these are actions that can be undertaken
over the next 12-18months to set ACGRA on the path to achieving the goal
for this priority area.
7.1 Research
Goal - Achieve meaningful research outcomes that are driven by growers’
needs and priorities (rather than allowing grant research grant
proposals to steer research direction).
Strategies:
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Work with CRDC to build on the existing commissioned research approach
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Use subcommittee structure more effectively to determine research priorities and guide funding body research grant allocations.
Short term actions:
1. Review committee structures and procedures to ensure committees are
working effectively and are seeking appropriate input from ACGRA member
organisations, growers, researchers and other external industry experts.
2. Provide committees with a framework to follow to ensure research
priorities are being determined prior to the receipt of research grant
applications.
3. Committee chairs to work closely with CRDC Program Leaders to ensure
ACGRA committees are streamlined to CRDC programs and to facilitate the
move towards a commissioned research approach.
4. In partnership with CRDC commission at least one research project per
subcommittee/CRDC program area for the 2006/ funding round.
5. Develop policy on a case-by-case basis to address issues of
commercial-in-confidence and confidentiality.
7.2 Relationships
Goal - Maintain ACGRA’s relevance and strength as a united association
by facilitating strong connections with member organisations,
stakeholders and cotton growers.
Strategies:
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Improve relationships with member organisations to ensure effective two-way communication between member organisation representatives and member organisations is occurring.
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Allow for stronger connections between (non-member) stakeholders and ACGRA.
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Ensure members and stakeholders value being a participant in ACGRA.
Short-term Actions:
1. Provide member representatives with a “check-list” of their
responsibilities to report to-and-fro between ACGRA and their member
organisation. Provide representatives with necessary “cheat sheets” to
assist with communicating back to member organisations.
2. Survey (either formally or informally) management of member
organisations to determine the level of connection they have with ACGRA
and how they would improve the two-way communication with ACGRA.
3. Find new methods to communicate the value and benefits of ACGRA
participation to members and where possible develop new
“rewards”/benefits for member organisations..
4. Develop a Stakeholder Relations Program. Further develop list of
stakeholders and formalise strategies for interacting with (non-member)
stakeholders
7.3 Reach
Goal - Ensure ACGRA builds and strengthens its profile within the cotton
industry as the organisation that champions effective grower-focused
research.
Strategies:
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Further develop an identity and profile independent from other industry organisations.
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Retain strong position as host of the Australian (biennial) Cotton Conference and seek opportunities to better use the conference to promote the activities of ACGRA.
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Position ACGRA as a important advisory body for relevant Government and industry policy.
Short term Actions:
1. Develop communications strategy aimed at raising awareness of ACGRA
within the industry – which incorporates elements such as
branding/positioning, development of marketing materials/fact sheets,
website, and media relations activities. Align communications policy
with membership and stakeholder relations activities.
2. Develop a successful 2006 Conference that positions ACGRA strongly
and continues to address need of ACGRA stakeholders.
3. Continue to play a role (in partnership with Cotton Australia) in the
annual Cotton Awards.
4. Actively canvass ACGRA membership position on Government policy and
legislation and make representations/submissions on behalf of ACGRA as
appropriate.
7.4 Resources
Goal - Ensure a secure and viable future for ACGRA with an effective
management and governance structure and a financial position that
ensures long term stability
Strategies:
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Explore new income generating opportunities.
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Ensure management and governance structure for ACGRA reflects the strategic direction.
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Continue to seek and strengthen “partnership” arrangements for funding specific projects and activities within ACGRA’s charter.
Short term Actions:
1. Review and consider structure and role of executive committee.
2. Develop CEO position in consultation with members and employed staff
and appoint a CEO to further develop and prioritise the goals,
strategies and actions outlined in this plan.
3. Investigate and conduct a feasibility assessment on alternative
event, research or membership based income streams.
4. Review the constitution and revise if necessary to incorporate new
management and governance structure.
5. Develop a “Foundation Member Partnership Agreement” with CSD. The
agreement would set out clearly defined objectives for the provision of
financial and in-kind support for the management and administration of
ACGRA. The agreement would specify the parties rights/independence of
one another while outline mutually beneficial outcomes.
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[1] Grower levies are currently set at $2.25 per bale, which is matched
by the Federal Government to a maximum of .5% of the gross value of
production.
[2] As outlined in the Primary Industries and Energy Research &
Development (PIERD) Act 1989