Strategic Planning Process AOSCA Board of Directors San Antonio, Texas February 25, 2008.
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Transcript of Strategic Planning Process AOSCA Board of Directors San Antonio, Texas February 25, 2008.
Strategic Planning Process
AOSCA Board of Directors
San Antonio, Texas
February 25, 2008
The process we followed……….. Dale Adolphe managed the process and
developed the member survey Good input from AOSCA member agencies Responses were compiled into a master
document that the Board reviewed prior to the Strategic Planning Session in Texas
Member input was reviewed and built into a series of visions and directions for AOSCA
Trends that impact AOSCA and Member
Agencies What AOSCA members told us……
Trends….High Impact
Consolidation in the seed industry Traditional seed certification is continuing to
decrease and will become a lesser part of AOSCA programs
Expansion into non-traditional areas will be key for some Agencies to remain viable
Fewer seed companies/larger companies involved in more genetically enhanced products
Trends…..High Impact
Changing industry with new technologies and new players Cropping issues, new technology, and application
of special requirements will be the biggest challenge (stewardship)
Developments in the bio-economy (feed, food, fiber, and fuel)
Fewer releases of public varieties Globalization has facilitated the movement of
seed production to low cost areas of world
Trends……High Impact
Shortage of specialized/trained human resources for seed certification positions
Growing consumer and media demand for transparency Tracking, tracing, testing (source identification) Recent failures of QMS programs in China
emphasize the value of third-party oversight
Lower Impact – Loss of acres due to land development and other restrictions (this is a general trend across all ag production)
Issues AOSCA needs to consider as it relates to its member Agencies
Priorities were based on how often Agencies mentioned these…..
Issues to consider…..High priority Need to be seen as a partner/resource for
seed certifying agencies
Developing a strengthened relationship with USDA More recognition or acceptance of AOSCA’s
official status
Issues to consider…….High Priority Process Auditing versus Product Testing
Increasing need to verify novel biotech traits Do we influence the industry or react to it?
Meeting the needs of the marketplace Lack of exposure to much of the value chain
Provide a framework for seed certifying agencies for more consistency Assuring standards are met Clamping down on Agencies not following procedures
(compliance and enforcement)
Issues to consider….Lower Priority All standards currently in use should be
confirmed or revised, based upon the most relevant data and customer acceptance Assuring that crop standards are appropriate for the
current science and production methods OECD is and will be a challenge when used as
a protectionist tool for the EU seed industry AOSCA might compete with Agencies on a
direct basis for non-certification business
AOSCA – Strengths, Weaknesses, Opportunities, and Threats
AOSCA…….Strengths
Diverse knowledge base built upon the collective skill set of member Agencies
Experience in tracking/traceability systems Competent central office staff Independent, third-party nature of services
Both real and perceived Long-term history of providing services
AOSCA…….Strengths
AOSCA does more than facilitate movement of seeds National Variety Review Boards IP and QA Programs Quality Management Systems Standards for product-specific programs
Ability to deliver programs locally, regionally, nationally, and internationally
AOSCA……Weaknesses
Regional differences in program delivery and organizational structure Too many differences in methods of operation to
entice corporate or gov’t. units to use AOSCA AOSCA agencies differ in the quality of service Some have a reputation for poor quality/service Some Agencies have not competed for business
Viewed by industry as being tied to public varieties
AOSCA…….Weaknesses Dependent upon the success of member
Agencies Little, or no, ability to influence Agencies Agencies compete rather than cooperate
At commercial grower level there is little knowledge of AOSCA existence
AOSCA has done little to promote certified seed Lack of outreach to non-member country
certification entities
AOSCA….Opportunities
Expand international membership Leadership role to attract/support emerging
nations Implement accreditation programs Keep AOSCA involved in activities that
provide opportunities for exposure Need to have more involvement in the regulatory
process
AOSCA…..Opportunities
Working with newly developed value traits to determine standards for purity/attributes
Opportunities for traditional certification to serve a new customer base Vegetables, organic seed, bio-economy)
New methods of varietal purity and identity testing
AOSCA…..Threats Industry consolidation Financial viability and ability of some member
Agencies to exist as they currently do Competition responds to new and emerging
opportunities more timely than does AOSCA Difficult to identify qualified individuals for staff
vacancies The future of many Agencies depends on ability to
maintain personnel/funding during a transition leading to new service opportunities
Vision Elements……
The direction AOSCA should take and how it will achieve its vision
AOSCA…..Vision Elements Structure
Organization that responds in a timely manner Scope
Programs and information exchange on a multi-Agency, national, and international basis
Recognition AOSCA standards that enhance worldwide seed quality
and crop productivity Cooperation
Build relationships and operate as a partner and resource in worldwide life-science industries
Each Vision Statement…….
….has a number of “To” statements that begin to provide the outline of the steps AOSCA needs to take to reach its vision
Each “To” statement will be followed with its own set of “By” statements.
“By” identifies how we will achieve each goal and what resources or people it will take.
Member involvement and ideas are welcome.
Structure: An organization that responds to needs in a timely manner To adopt more rapidly to the changes in the seed
industry To maintain flexibility in programs to allow for
opportunities and change To offer products and services beyond AOSCA’s
current mission To maintain effective leadership (Voluntary, Staff,
and Board) To improve outreach to members and
stakeholders
Scope: Programs and information exchange on a multi-Agency, national, and international basis To provide clients an internationally
recognized “field to customer” third-party verification processes, including seed certification
To be the recognized, third-party independent provider of quality assurance and auditing services
Recognition: AOSCA standards enhance worldwide seed quality/crop productivity To build awareness of the value of certified
seed across the agricultural value chain To promote seed certification and the use of
certified seed To focus on development of international
seed certification standards and procedures To work toward acceptance of equivalence of
AOSCA and OECD
Cooperation: Operate as a partner and resource in worldwide life science industry To work closely with all stakeholders and
regulators responsible for trait stewardship To promote the protection of intellectual
property
The next steps…..
Review the progress so far with members at the Regional meetings
Verify that we are on the right track Develop the “By” statements (Action Plan) Identify how to achieve our goals and the
resources it will take Time People – volunteers, staff, leadership Financial – investments in AOSCA’s future
Thoughts and Ideas……