- 1 - Mission Statement
- 2 - Specific issues to be addressed
- 3 - Desired outcomes/outputs
- 4 - Implementation of the Plan
Term of Reference
1 - Mission Statement
To develop a strategic plan, ready for immediate implementation, in which goals, expressed in objective terms, are established with achievable steps, setting out how New Zealand can in the long term (20 years) become pre-eminent internationally as the recognized world leader in the production and marketing of organic foods.
Problem Statement
1.1
The current industry does not have a shared vision of the market in which it is competing now and in the future nor a vision of New Zealand in that marketplace and as a consequence what the sector needs to look like in the future.
Nor does it understand how competitive advantage can be used in order to capture the advantages and opportunities for New Zealand. The sector needs a value proposition
1.2
Because of New Zealand's unique geographic isolation and biosecurity systems it has a record of being free of major diseases and pests such as Foot & Mouth and BSE. It is also recognized as a major producer/exporter of quality food products to the world. Currently New Zealand producers/marketers of organic foods are required to conform to standards set by other nations, if they want access to those markets e.g. IFOAM in Europe, USDA in the United States and JAS in Japan.
1.3
There is a lack of co-ordinated private and public research in the sector. A strategic plan (including clear vision, goals and market analysis) would provide the industry with the means to prioritise research needs and the basis for engagement with research agencies. Emanating from a clear vision, objective goals and the market analysis research needs to be prioritized, short and long term, and MoRST, FRST and other private entities engaged
1.4
The strategic plan will need to include an evaluation of the risks confronting the marketing, processing and production components of the organics value system and the degree to which industry viability is dependent on product premiums relative to "conventional" products. The extent to which these risks can be mitigated by improved knowledge, and the role of research and extension will be important in this regard.
1.5
The consultant should have regard to any factors which may constitute barriers to the uptake of organic practices by leading farmers and processors. For example, the image of organic agricultural systems and food processing techniques has not always been ideal and, in some instances, organics has been perceived as reminiscent of a "hippy fringe". The image could well be changed to that of those (many) organic producers who perceive themselves as producing to a set of market specifications.
1.6
The consultant ( in this context "consultant" refers to an individual or a team), will need to recognize the particular role Maori have in contributing to the Strategic Plan. The development of the Strategic Plan would encompass the position of Te Waka Kai Ora, [soon to be re-established as the national Maori Organics Association]. Specifically, this would then ensure Maori organic production is part of the Strategic Plan for the Organic Sector. This should reflect the future direction of Te Waka Kai Ora to developing a kaupapa Maori sustainable economic strategy to:
- Encourage widespread sustainable and organic use
- Enhance the bio-diversity of Aotearoa
- Develop educational programmes to promote sustainable ways of land use
- Develop Indigenous Organic Standards and brand development
Outcomes identified by Te Waka Kai Ora include:
- Providing a safe environment where Maori can produce healthy, safe food for Maori
- Developing a network of Maori organic growers and interest groups
- Ensuring a tikanga based kaupapa is maintained
- Increasing participation by interested growers, including by rangatahi
- Developing a people centred organizational structure.
2 - Specific issues to be addressed
- The consultant should provide a strategic plan and goals covering the next 20 years but with achievable steps and reviews along the way
- The market place should cover Europe (by main countries), USA, Australia and Japan (and any countries the consultant feels will be of relevance in the next 20 years) and cover organic food products.
- International organic standards and their relevance to the NZ system
- Constraints on organic production
- Provision of technical advice to the sector
The consultant has full authority to recommend whatever is felt appropriate. The consultant is not expected to get involved in the implementation phase per se but recommendations as to how implementation could best be carried out would be expected. The consultant, or project team, has authority to approach any person or organisation in the course of the project. Existing legislation should be taken as read.
3 - Desired outcomes/outputs
The consultant should address each of the issues set out in Section 2.
4 - Implementation of the Plan
Implementation of the Plan is beyond the scope of this project and will be the responsibility of the sector.
Contact for Enquiries
Kay Brown
Sector Performance Policy
MAF Policy
Ministry of Agriculture and Forestry
PO Box 2526
Wellington
NEW ZEALAND
Phone: +64 4 894 0695
Fax: +64 4 4 894 0746
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