BAROSSA IMPROVED GRAZING GROUP
Strategic Plan
Rev Date Author Approved
DRAFT 10/07/2015 R. Barr -
1 04/09/2015 R. Barr B. Nietschke
STRATEGIC & OPERATIONAL PLAN
BAROSSA IMPROVED GRAZING GROUP
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CONTENTS
1. PLAN ON A PAGE ....................................................................................... 3
2. BACKGROUND INFORMATION .................................................................... 4
3. VISION ...................................................................................................... 4
4. MISSON STATEMENT ................................................................................. 4
5. GOVERNANCE AND STRUCTURE ................................................................. 4
5.1 Advisory Committee ............................................................................... 4 5.2 Executive Team ...................................................................................... 5
6. PEOPLE AND CAPABILITY .......................................................................... 6
6.1 Who is BIGG?......................................................................................... 6 6.2 Current Relationships .............................................................................. 6 6.3 ‘People’ Opportunities ............................................................................. 6 6.4 Capability .............................................................................................. 7
7. STAKEHOLDER ENGAGEMENT .................................................................... 7
7.1 What do stakeholders get from involvement with BIGG ............................... 7
8. GROWTH AND OPPORTUNITIES ................................................................. 8
8.1 Growth areas ......................................................................................... 8
9. COMMUNICATION AND OUTREACH ............................................................ 9
9.1 Opportunities ......................................................................................... 9
10. MONITORING AND EVALUATION ............................................................... 9
10.1 Specific .............................................................................................. 9 10.2 Global ................................................................................................ 9
11. HEALTH AND SAFETY ................................................................................. 9
11.1 Systems currently in place .................................................................... 9 11.2 Systems required .............................................................................. 10
12. ACTION LIST ........................................................................................... 10
13. ACKNOWLDEGEMENTS ............................................................................. 10
14. APPENDIX ............................................................................................... 11
BAROSSA IMPROVED GRAZING GROUP Strategic Plan
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1. PLAN ON A PAGE
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2. BACKGROUND INFORMATION
The Barossa Improved Grazing Group (BIGG) was created following the initiation of the Winter
Pastures Project in 2012, a project funded by the Adelaide and Mount Lofty Ranges NRM board
(now known as Natural Resources Adelaide and Mount Lofty, or AMLR). The project was formed
following an informal gathering of producers from various livestock groups, with the objective of
enhancing Natural Resources Management (NRM) outcomes.
The four producer groups involved in the project; the Angaston Ag Bureau, North Rhine Sheep
Group, Barossa Mid-North Dairy Discussion Group and Mt Pleasant Beef Group, subsequently
joined together with the Koonunga Ag Bureau to form BIGG. Since the commencement of the
Winter Pastures Project, BIGG has received funding for 17 projects (see Appendix for list),
totalling over $400,000.
The projects have included technical projects such as soil moisture monitoring in grazing
systems and soil-borne diseases of sub-clover, addressing local challenges such as the recovery
of native pastures following the 2014 Eden Valley bushfire, a pasture competition, and bus
tours and case studies to share innovations and knowledge.
3. VISION
The vision of the Barossa Improved Grazing Group is:
A trusted and valuable resource supporting innovative, sustainable and resilient
grazing businesses
4. MISSON STATEMENT
To work towards its vision, BIGG will:
Cultivate a measurable improvement in Barossa farming communities’ practices
through effective delivery of innovative and practical solutions for sustainable grazing
systems
5. GOVERNANCE AND STRUCTURE
5.1 Advisory Committee
BIGG is a sub-committee of the Angaston Ag Bureau, which has its own advisory committee.
The committee is made up of:
At least one member from each of the five producer groups (Angaston Ag Bureau, North
Rhine Sheep Group, Barossa Mid-North Dairy Discussion Group and Mt Pleasant Beef
Group, and Koonunga Ag Bureau)
At least one representative from each of the service provider partners (Farmer Johns
and Coopers of Mount Pleasant)
At least one representative from each of the stakeholder partners (SheepConnect, AMLR
and Natural Resources SA Murray-Darling Basin (SAMDB))
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The executive committee (BIGG Chair, mentor, treasurer, two technical facilitators and
communication officer)
Any additional members as invited by the committee
The committee meets three (3) times per year, with one to two additional project specific
meetings expected per year.
Tenure
Ordinary members have no fixed term, but can participate in a three year review of their
position, with a succession plan to be defined when a member wishes to resign from the
committee.
The position of chair has a tenure of three (3) years, with the incumbent having the option to
retain the position for up to two terms. With one year remaining in the position, a successor will
be identified and allocated as deputy chair.
The treasurer is assigned by the Angaston Ag Bureau and therefore tenure will be set by the
Bureau.
These reviews will be conducted in the first meeting of each calendar year.
Rules of appointment
A representative on the committee will abide by the following rules:
Confidentiality will be maintained
Majority consensus will be applied for votes
Members must declare any conflict of interest, then the chair will assess whether they
must recuse themselves.
Members are expected to attend at least two (2) meetings per year
A member who does not attend shall send a proxy on their behalf
Succession
The committee members representing their producer groups are entitled to a succession plan.
This will be developed in conjunction with the individual members producer group.
To develop potential successors, committee members are invited to bring guests to meetings .
5.2 Executive Team
BIGGs day-to-day operations are currently managed by a team consisting of:
BIGG Chair: Voluntary role taken on by a producer group representative. Responsibility
is ensuring the team’s actions are in line with BIGGs strategy, and approval of key
documents (e.g. monthly invoices and expenses, project reports, grant applications) and
managing employment of team members
Mentor: Experienced professional whose role is to provide information and advice to the
team. Voluntary role.
Treasurer: Manage the group’s finances. This is currently a voluntary role with a small
stipend but if project load increases the position may require increased remuneration.
Technical facilitators: Project managers responsible for execution of R,D&E projects and
development of relationships and new projects. These roles are part time paid positions,
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and tenure is dependent on projects and funding to suit the facilitators’ skills and
interests.
Communication officer: Manage communication on a general and project-specific basis,
including writing applications for grants. This role is part-time paid position (currently
sub-contracted).
6. PEOPLE AND CAPABILITY
6.1 Who is BIGG?
BIGG is managed by the executive team for its members, with direction provided by the
advisory committee and support provided by external stakeholders and consultants.
Advisory committee and executive team: As defined in 5.1 and 5.2.
Members:
Producers with an interest in improved pastures and/or improved NRM practices in their
livestock systems. BIGG maintains a database of approximately 250 people considered
members, though no formal membership is required.
External Stakeholders:
These are groups and/or organisations who provide funding and technical support to BIGG,
including but not limited to:
Natural Resources Adelaide and Mount Lofty Ranges
Natural Resources SA Murray Darling Basin
Coopers of Mount Pleasant
Farmer Johns
National Landcare Program
RDCs – MLA, AWI, Dairy SA
SheepConnect
External Consultants:
Specialists who provide technical support to BIGG on specific projects.
Geographic Coverage:
BIGG have a focus on the Barossa area, as defined by the BIGG region map. This map will be
incorporated into the next revision of this plan.
6.2 Current Relationships
The informal assessment is that BIGG has strong relationships with current partners
(consultants and stakeholders) though there has not been a formal assessment.
Action: Commence a feedback process with partners to ascertain whether BIGG is meeting their
needs.
6.3 ‘People’ Opportunities
BIGG aims to improve the services and support offered to its core membership base (i.e. .
producers from the Angaston and Koonunga Ag Bureaux, North Rhine Sheep Group, Barossa
Mid-North Dairy Discussion Group and Mt Pleasant Beef Group).
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Producers not currently engaged
As there are producers in the Barossa region who have not engaged with the group an
opportunity exits to gain their involvement.
Possible strategies:
Action: Define a project to engage with groups not currently involved with BIGG within the
BIGG boundaries (eastern producers, young people) and enact when a suitable funding
opportunity arises.
Linkages with new service providers
While BIGG has strong relationships with some local service providers, there exists an
opportunity to engage with others (e.g. Truro Agencies)
Action: Approach these service providers to propose a collaborative project when a potential
project opportunity arises.
Research and development facilities
BIGG has one project with an RDC (MLA funded, soil-borne diseases of sub-clover) but does not
have strong relationships with others. Potential groups for collaboration include AWI, Livestock
SA, SASAG, Dairy SA, CSIRO, Dairy Australia, DAFF, universities and the GRDC (for R&D
projects potentially involving site trials in the BIGG region). These relationships would help
access funding and leading field researchers.
Action: Monitor grants with RDCs and apply for relevant topics.
6.4 Capability
To ensure BIGG remains effective, the capability of its team must be assessed and monitored.
Roles
All BIGG team members do not currently have roles assigned. Role definitions will allow for
members to understand theirs and others’ contributions to BIGG, their responsibilities and
provides them with a basis upon which they can measure their performance.
Action: Roles will be defined for each of the advisory committee positions, and executive team
(where not already present).
Performance review
To ensure continued effectivness, employed staff (technical facilitators and communication
officer) will be reviewed against their role definition on a 12 monthly basis, nominally in July.
This review will be performed by the chair with assistance from relevant advisory group
members.
7. STAKEHOLDER ENGAGEMENT
7.1 What do stakeholders get from involvement with BIGG
BIGG benefits from working with external stakeholders, however these stakeholders also need
to gain value from the relationship.
The reasons stakeholders would engage / invest in BIGG include:
Exposure to community / producers
Ability to meet their engagement / extension targets (e.g. NRM officers)
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Help in getting their message out
Exposure to improve their profile (e.g. service providers)
There is currently no simple and effective messaging for stakeholders demonstrating BIGGs
value proposition.
Action: Develop a stakeholder kit including fact sheets, advocate statements etc to ‘sell’ BIGG
to potential new stakeholders.
8. GROWTH AND OPPORTUNITIES
8.1 Growth areas Geographical:
BIGG has traditionally operated in the Barossa region, however is currently expanding to the
Eastern Hills due to a developing relationship with SAMDB.
The group is focussed on maintaining and improving its service to producers within the existing
area (as defined by the BIGG regional map, see section 6.1), however will aim to expand
advertising and communications boundaries to ensure events are well subscribed.
Primary Industries:
The group currently focuses on grazing pastures for livestock. However many operations in the
region are mixed-farms so there is a potential to expand into grains and viticulture.
BIGG will consider projects that cover other farming opportunities only where they align with
grazing systems, such as mixed grazing/grape-growing or grazing/grain-growing.
Project Topics:
Potential areas of interest for further growth include:
Topic Discussion Possible Funding
Pasture varieties and
grazing management Optimise grazing systems AMLR
Soil biology
Address a research gap for Barossa soils, this
project would require high investment with a
long response time GRDC, AWI
Precision agriculture Core business for both pastures and grain crops SAMDB
Climate variability
There is an extension gap for adaption to
climate change. Possible funders SAMDB, GRDC
Innovations and new
technology (inc. virtual
fencing) This is a key NRM extension opportunity SAMDB, AMLR
Biosecurity Reduce the spread of infectious diseases
Marketing of products
Improve sale values of products through
marketing and understanding markets PIRSA
Action: Monitor arising funding opportunities, considering the potential to align to these interest
areas to develop future projects.
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9. COMMUNICATION AND OUTREACH
BIGG has recently developed a communications strategy (attached).
9.1 Opportunities Publish articles for RDC Publications: AWI, MLA, Dairy SA
Secure ongoing funding for communication officer role so that the communication
strategy can be enacted in the next financial year
10. MONITORING AND EVALUATION
10.1 Specific
Strategy
BIGG will conduct three yearly reviews of the group’s strategy and committee positions.
Projects
Reviews are conducted as compulsory grant reporting.
Events
In the future, all events will include post-event surveys, as well as incorporate the SAMDB
evaluation framework where relevant.
Relationships
As per page 6, BIGG will implement stakeholder surveys to evaluate the success and
opportunities within current relationships.
People and Capability
As defined on page 7, team members will have their performance reviewed annually against
their role description.
10.2 Global
BIGG has identified an opportunity to introduce monitoring and evaluation of its overall
achievements compared to the group’s vision.
Options for measuring BIGGs performance include:
Producer surveys on intentions and actual practice change
Outputs: reports, comms, attendance
Field KPIs to meaure NRM outcomes: groundcover via UAVs or satellite, ecological
benchmarking
Action: Obtain funding and develop system for improved monitoring and evaluation.
11. HEALTH AND SAFETY
Objective: Ensure the safety of everyone working with BIGG
11.1 Systems currently in place
Insurances (indemnity, public liability and personal injury) are in place
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Project / event specific safety and risk analyses
11.2 Systems required
An overarching BIGG risk assessment and safety plan must be developed.
Action: Identify funding and develop a safety plan
12. ACTION LIST
Actions from this strategic plan have been assessed in terms of urgency, developing one, three
and five year targets.
One year Three year Five year
Commence a feedback
process with partners to
ascertain whether BIGG is
meeting their needs.
Monitor arising funding
opportunities, considering the
potential to align to the list of topics
to develop future projects.
Monitor grants with
RDCs and apply for
relevant topics
Obtain funding and develop
systems for improved
monitoring and evaluation.
Approach new service providers to
propose a collaborative project when
a potential project opportunity
arises.
Identify funding and develop
a safety plan
Develop a stakeholder kit including
fact sheets, advocate statements etc
to ‘sell’ BIGG to potential new
stakeholders.
Define a project to engage
with groups not currently
involved with BIGG within the
BIGG boundaries (eastern
producers, young people)
and enact when a suitable
funding opportunity arises.
13. ACKNOWLDEGEMENTS
The development of this document has been supported by:
Natural Resources SAMDB 2014/15 Connecting Communities Grant
2014 Ag Ex Alliance Sustainability Award Prize
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14. APPENDIX
BIGG Project List
No. Project Source $(ex GST) Status
1 Winter Pasture NRM AMLR Sustainable Industry Grant 2012-13 $55,000 Completed
2 Soils Dairy Focus Paddocks DEWNR 2012-13 NRM Community Grant $23,510 Completed
3 Sheep Connect Focus Farm Sheep Connect $10,000 Completed
4 Bus trip- Fleurieu and Barossa
AMLR Community Action Grant 2012-13 $4,860 Completed
5 RAPPA fencing Caring for our Country $20,000 Completed
6 Sustainable Pasture Challenge
DEWNR State NRM Community Grant $29,700 Completed
7 Soil Moisture Monitoring Caring for our Country $45,000 Completed
8 BIGG Case Studies AMLR Community Action Grant 2013-14 $5,000 Completed
9 Property planning AMLR $10,000 Completed
10 Events AMLR $10,000 Completed
- AgEx small group award Ag Ex/DEWNR $2,000 -
11 Root diseases MLA Participatory R&D Grant $70,000
12 Institutional development of BIGG
Natural Resources SAMDB Connecting Communities Grant
$25,000 Completed
13 Native Pastures AMLR Sustainable Industry Grant 2014-15 $50,000
13 Native Pastures SAMDB (top-up for AMLR Sustainble Industry Grant 2014-15)
$10,000
14 Grazing in Vineyards AMLR Community Action Grant 2014-15 $5,000
15 Watercourse Revegetation 25th Anniversary Landcare Grant 2014-15 $20,000
15 Watercourse Revegetation AMLR (top-up for 25th Anniversary Landcare Grant 2014-15)
$5,000
16 Recovery of Native Grasses after the Hutton Vale Fire
AMLR $4,000
17 Engaging the community and young people in NRM throughout the Barossa region.
Natural Resources SAMDB Connecting Communities Grant
$30,415
Total $434,485
Strategic Planning Workshop Details
The workshop to define this strategy was held on 6 March 2015 at Nuriootpa Research Station
with the following participants:
John Squires – Facilitator
Rebecca Barr – Coordinator / Communication Officer
Brett Nietschke – Technical Facilitator & Koonunga Ag Bureau
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Georgie Keynes – Technical Facilitator
Mark Grossman – Chair
Bruce Hancock – Mentor
Michael Evans – Treasurer
Kym Haebich – SAMDB
David Woodard – PIRSA
James Graetz – Angaston Ag Bureau
Graham Keynes – North Rhine Sheep Group
Joe Keynes - Mt Pleasant Beef
Shaun Falkenburg – Farmer Johns
A draft of the strategic plan was then presented to the BIGG Advisory Committee on 29 April
2015, before being finalised in June 2015.
Communication Plan
See document 2014-12-17 BIGG Comms Strategy
