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Strategic Plan2018-2023forBritish Columbia Blueberry CouncilAnju Gill275 - 32160 S. Fraser Way.Abbotsford, British Columbia, V2T 1W5Canada—Confidential —Prepared byBusiness Advisory Team Inc.April 10, 2018G r ow i n g F o r w a r d 2 , a f e d e r a l - p r o v i n c i a l - t e r r i t o r i a l i n i t i a t i v e
Strategic Plan – BC Blueberry Council April 10, 2018 2Table of ContentsExecutive Summary . 3Planning Session Framework . 4Board Session, Priority Issues and Opportunities . 4SWOT Analysis & Summary. 5Vision, Mission, Values, Mandate . 6Strategic Goals and Objectives . 7Appendices . nk.ca
Strategic Plan – BC Blueberry Council April 10, 2018 3Executive SummaryOpportunities abound for the B.C. blueberry industry as demand for high-quality, great tasting blueberriesgrows domestically and internationally. As a mature region and the largest producing jurisdiction in NorthAmerica with an ever growing and highly competitive world market, the BC Blueberry Council (BCBC) mustensure efficiency and effectiveness in its operations. BCBC has the potential to remain a major leader in thismarket and a valued support to the blueberry industry.Over the past six months, BCBC has gone through an operational change whose process determined a need fora unifying vision and mission, an agreement on purpose and value, and most critically, the formation ofobjectives necessary for the future growth of the organization to best serve its membership. As a result, BCBCinitiated the start of a Strategic Plan to define the organization’s direction for the next five years.In preparation for this Strategic Plan, Farm Food Drink Business Advisory Team conducted an EnvironmentalScan of similar agricultural councils, a BCBC Member Survey, and interviews with BCBC board and councilmembers to better understand how BCBC can serve its membership. These Pre-Session results were compiledinto a plan which identified where the gaps and opportunities within the organization and sector reside. The fullPre-Session Plan is available for review; however, summaries of the research are included in the appendices.As a result of the Strategic Planning process, an updated Mission, Vision, Values, and Mandate were establishedto help guide BCBC’s purpose. As well, the below five Strategic Objectives were identified for BCBC to pursueover the next five years.Strategic Objectives1. Programs & Member services: BCBC provides value to its members by promoting the BC highbushblueberry industry domestically and internationally, undertaking innovative research and deliveringeducational programs based on the specific needs of its members.2. Operations: BCBC is a professional, fiscally responsible organization.3. Communications: BCBC produces and distributes regular and effective internal and externalcommunications.4. Culture: BCBC fosters an inclusive environment sensitive to the needs of its diverse members andstakeholders.5. Governance: The BCBC board governs the operation of the Council as per the B.C. Farming and FishingIndustries Development rink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 4Planning Session FrameworkTwo planning sessions were held for this project. The first session, what is defined as the Stakeholders Session,took place on February 5th, and included several board members, packers, stakeholders, BCBC staff, and BerryIndustry Specialist. This session reviewed the Pre-Session planning results (which covered research, interviewsand assessments), to gather industry/stakeholder perspectives and input on key issues, opportunities andobjectives that would then lay the groundwork for the Board planning session. It also included a SWOT analysisexercise to gather the groups perspective on BCBC’s strengths, weaknesses, opportunities and threats.The second planning session took place on February 22, with the board of directors for the BC Blueberry Counciland focused on updating and refining the Mission & Vision statements to ensure their continued relevance forBCBC for the next five years (and beyond). It also established BCBC’s Strategic Objectives for the long andshort-term.Both sessions were facilitated by Greg McLaren, of Farm Food Drink – Business Advisory Team.To the best of Farm Food Drink – Business Advisory Team’s abilities, this document reports the plans andoutcomes from BC Blueberry Council’s 2018 strategic planning sessions. Input, draft corrections and/oradditions were collected from the Board of Directors and incorporated into the strategic plan, as directed. TheBoard of Directors acknowledges that the planning and intentions captured in this report were contributed bymembers of the sector who attended the February 5 and February 22 planning sessions.Board Session, Priority Issues and OpportunitiesAt the start of the Planning Session, Board members were asked to share their individual perspectives on thetop issues facing the blueberry industry, and what opportunities excited them for BC Blueberry Council and theBC blueberry industry. The below is the collection of those perspectives.It is important to note, that the following issues were cited and prioritized by several board members: FoodSafety (which includes traceability), Pricing (member understanding of BCBC’s role and the realities of how priceis established), and Market Opportunities.Priority Issues and Opportunities: Food Safetyo GAP certifiedo Traceability Marketing and Pricingo Explanation, understanding pricing (many members do not understand BCBC’s role and therealities of the industry and how it works) Lack of understanding that Packers do not set the price, that is determined by others.Agreed that more/better communication about the business fundamentals of howpricing works needs to be communicated to the members Scope and growth of Blueberries worldwideo what are the best opportunities for development and pursuit by BCBC for its members? Market Opportunity BC Supply and worldwide demand of fooddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 5Priority Issues and Opportunities Continued: Continue to improve and prioritize working relationship with grower/memberso Communication and relationship with members BCBC remain competitive in a worldwide market (pricing, quality, production efficiency, value-added,etc.) Supply and demand – BCBC understanding, assessing and communication status, barriers,opportunities, and best ROIo I.e. what are the best market opportunities and ROI for BCBC to promote to, or informationthat allows members, stakeholders to pursue their mandate (BCBC’s job is not to sell, but tocreate awareness, promote and offer support, knowledge of the sector to members so they cansell)SWOT Analysis & SummaryOpportunities abound for the B.C. blueberry industry as demand for high quality, great tasting blueberriesgrows domestically and internationally. As the world’s third largest blueberry producers, B.C. blueberry growersare positioned to expand markets through enhanced promotion, research and grower development. Marketdiversification and emphasis on achieving food safety compliance will help alleviate major threats. BCBC’sstrong history and relationships, along with enhanced communications, operations and governance will foster amore effective organization able to meet identified goals and objectives.Full Strategic Plan SWOT can be found in Appendix 6StrengthsWeaknesses High-quality product Lack of clarity regarding BCBC role Good public perception (B.C. image) Member disengagement Industry size & development funds Food safety compliance low among smallgrowers Processing capacity and storage Fragmented groups (growers, packers, process 29-year history: research, promotion, educationpackers, frozen packer)programs New staff - learning curve Strong relationships: commodity groups &government Lack of business systems Geography: growing conditions, marketproximity Board, Staff, Volunteers, Growers/PackersOpportunitiesThreats NAFTA and other trade agreements Dependency on US Market Increasing demand NAFTA and other trade agreements Expanded communications and channels Climate change Grower engagement: existing & new members Disease, pests Advocacy Food safety incident New programs/ research Reliance on government Diversify revenue generation Funding (R&D, Promotions) Partnership and relationship development Foreign worker program Land costs, property tax Regulations/MRL (Maximum Res. Level?) Competition, domestic & ddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 6Vision, Mission, Values, MandateThrough the Strategic Planning process, and with input from the BC Blueberry Council’s Board of Directors, thefollowing Vision, Mission, Values, and Mandate were developed. See Appendices for the original statements.VisionOur vision is a sustainable blueberry industry that consistently delivers delicious, top quality blueberries to theworld. 1MissionTo strengthen the British Columbia highbush blueberry industry through promotions, research, grower supportand education.Values DETERMINED – We are determined to help you prosperINCLUSIVE – We take time to listen, engage and support our membersCOLLABERATIVE – We are in this togetherACCESSIBLE – Our doors are always openTRANSPARENT – We are working for you, our work is your workMandateProvide project funding to develop the B.C. blueberry industry through: PromotionResearchGrower Development1Consistent consumer experience (taste and quality) is key according to The 2016 Global Blueberry Statistics andIntelligence Report – hence the addition of fooddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 7Strategic Goals and ObjectivesThe overarching objective of the BC Blueberry Council is to promote the expansion of the B.C. blueberryindustry through the success of its membership. The strategic planning process identified the following five keyobjectives for BCBC to pursue over the next five years:1. Programs and Member Services: BCBC provides value to its members by promoting the BC highbushblueberry industry domestically and internationally, undertaking innovative research and deliveringeducational programs based on the specific needs of its members.2. Operations: BCBC is a professional, fiscally responsible organization.3. Communications: BCBC produces and distributes regular and effective internal and externalcommunications.4. Culture: BCBC fosters an inclusive environment sensitive to the needs of its diverse members andstakeholders.5. Governance: The BCBC board governs the operation of the Council as per the B.C. Farming and FishingIndustries Development Act.1 - Programs and Member ServicesBCBC provides value to its members by promoting the BC highbush blueberry industry domestically andinternationally, undertaking innovative research and delivering educational programs based on the specificneeds of its members.PriorityGoalsDetails MediumMediumPromotionsPromotions HighResearch HighResearchContinued next rink.caContinue to leverage available fundingand participate in promotional activitieso Export developmento Domestic development (BuyBC)Set annual participation goalsCreate distinct consumer facing onlinepresence (see communications section)Continue to conduct and expand onmarket research:o Prioritize and identify marketopportunities in domestic andinternational marketso Branding strategieso Novel distribution and Ecommerce opportunitiesContinue to conduct and expand onsustainable production research:o New varietieso Disease and pest preventiono Production practiceso Water te &goals mplete &goals metStaff/ContractorOngoingComplete &goals met
Strategic Plan – BC Blueberry Council April 10, 2018 81 – Programs and Member Services continuedPriorityGoalsDetailsResponsibleTimingKPI LowAccessibilityAccessibilityConsider new research topics to drivedemand:o Value added opportunitieso Health benefitso Waste reductiono Worker welfare Develop/identify* and offer neweducation programs guides/infographics/ workshops/ webinarstailored to suit different member needs. About BCBC:o Blueberry Sectoro Pricingo BCBC’s Role Food Safety and Traceability Business Development Marketing, Distribution and Pricing The global blueberry marketo Demand, opportunities Worker Welfare*pre-existing materials may be availablethrough other organizations Explore opportunities for assistingsmaller growers attain food safetycertificationExplore need for/cost of offeringprograms in different languages.Explore need for/cost of offeringeducational and information sessions viawebinars for regional access.If warranted, pilot webinars to allowregional members’ access to researchers,marketers and other persons of interest tothe Board/ContractorsOngoingGoals MetE.D.2019Increasednumber ofcertifiedgrowersStaff2018Report toboardContractor2019PilotCompleted
Strategic Plan – BC Blueberry Council April 10, 2018 92 - OperationsBCBC is a professional, fiscally responsible WorkplanMediumPolicies andProceduresDetails HighReporting Redefine Vision, Mission, and ValueStatementsIdentify Key ObjectivesCreate annual workplan to deliver onobjectivesComplete and implement policies andprocedures according to StrategicPlan ResearchDevelop/enhance reporting systemsto demonstrate progress andtransparencyo Financial reportso Program evaluations andreportso Annual reportDistribute/post on appropriatechannelsHighRevenueStreams Explore other financialmodels/revenue streamsMediumLeverageotherProgramming HighGovernmentRelationsConsider student project to identifyprogramming offered by otherorganizationsMaintain excellent relationship withgovernment representativesAssume advocacy role for the sectorRepresent provincial sector issuesnationally, and internationallythrough participation with theCanadian Horticulture Council (CHC),and the US Highbush BlueberryCouncil (USHBC)Forge alliances with academicinstitutions, government agencies,other associations and sectors toadvance issues of common interestMediumExpandReach .caResponsibleTimingKPIBoard andStaffFeb 2018CompleteE.D.Mar 2018CompleteBoardOct 2018ImplementedStaffretentionE.D. andBoard2018AGMCompleteE.D. andBoardongoingNew D.ongoingGoodrelationshipsDecember2018# ofmeetingsattended/ #of newalliancesBoard andStaff
Strategic Plan – BC Blueberry Council April 10, 2018 103 - CommunicationsBCBC produces and distributes regular and effective internal and external communications.PriorityGoalsDetails HighInternal Comms.Plan HighMediumExternal Comms.PlanExpanded Comms.and channels MediumExpanded Comms.and channels MediumMediumExpanded Comms.and channelsBuild BCBCdatabaseDevelop new communication materialso Fact sheets, guideso Industry and association historyo NewsletterUpdate website to include:o Upgrades recommended in PreSession planning document p. 4.o Annual report – full report andsummarizing infographico Strategic Plan – full report andsummarizing infographico Newsletter: Highlight members,Council activitieso Press Releaseso Staff and Board member profiles andcontact informationoExpanded Comms.and channels HighDevelop internal communications planthat unifies vision, mission, and valuesand clarifies council’s role, articulatesmember benefits and demonstratestransparency.Identify appropriate distribution channels.Develop external communications plan toengage non-member growers and fosterstrong stakeholder relations with packers,processors, industry experts, and otherstakeholders.Identify appropriate distribution channels.Develop expanded and diversifiedcommunications that areculturally/regionally inclusive,demonstrate transparency and celebratesuccess. .caConduct a member survey todetermine preferred channels (print,email, text, video)Collect contact information from allgrowers (members and non-members)Develop an industry resource list(researchers, funding agencies and rand publicperception2019CompleteImprovedmemberand publicperception2019CompleteImprovedmemberand edmemberand /contractorStaff/contractorStaff/contractorKPI
Strategic Plan – BC Blueberry Council April 10, 2018 114 - CultureBCBC fosters an inclusive environment sensitive to the needs of its diverse members, staff and stakeholders.PriorityGoalsDetails MediumInclusivity MediumCulturalAuditReview existing and develop newcommunications to ensure that they areculturally appropriate and regionallyinclusive. Revise as needed.Conduct a cultural audit to ascertainalignment between internal andexternal communications and Councilpractices with vision, mission teContractor2020Complete5 - GovernanceThe BCBC board governs the operation of the Council as per the B.C. Farming and Fishing IndustriesDevelopment Act.PriorityGoalsMediumTerms ofReferenceHighBoardTrainingDetails .caResponsibleTimingKPIComplete and implement terms ofreference and job descriptions for boardpositions (Chair, Vice-Chair, Treasurer,Directors) and staff.Board andE.D.June 2018completeAnnual training eventBoard2018AGMAnnual,attendance,completion
Strategic Plan – BC Blueberry Council April 10, 2018 12AppendicesAppendix 1: BCBC Programs/ServicesThe following are summaries of BCBC’ current programs, and their impact or objective. This does not explore other potentialareas of expansion or focus.1. Research: approximately 14 separate research projects underway, which include new cultivar development, plantpathology and entomology, and product development.2. Promotions: BCBC leads domestic and international promotion of blueberries.3. Grower Support/Education: three established programs – Food Safety, Bird Management, Minor Use.4. Industry & Grower Relations: two grower meetings, an AGM, as well as sponsorships, and representation at local,national, and international events/meetings.Appendix 2: Original BCBC Mission, Vision, Values, MandateVisionBC Blueberry Council fosters a sustainable blueberry industry that inspires excellence in food quality, food safety, andagriculture practices. We promote high quality products to enhance economic viability in the industry.MissionBC Blueberry Council strengthens the ongoing viability and development of the BC blueberry industry for the benefit ofgrowers, through promotion, research, industry education and relationship building.ValuesAs per the November 2017 RBS report. Transparency Integrity Respect Accessible Collaboration Competence Conflict of InterestMandate Promote BC blueberries in domestic and global markets. Educate consumers about blueberry usage, health benefits, and the industry’s desire to produce high quality fruitusing excellent food safety practices. Research BC blueberry producer needs and opportunities and continue to strengthen production and marketingpractices. Develop BC Blueberry Council (BCBC) members’ education to support best management practices includingsustainability, high quality production and excellent food safety techniques. Build relationships with domestic and global industry members and stakeholders to improve all aspects of BCblueberry rmfooddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 13Appendix 3: Industry ResearchIn preparation to the development of the BCBC’s forthcoming Strategic Plan, an Environmental Scan of like agriculturalcouncils, a BCBC Member Survey, and Interviews with BCBC board and council members were conducted to betterunderstand how the BCBC can better serve its membership and where gaps and opportunities within the organization andsector reside. For the purposes of this document, only the key recommendations and primary summaries have beenincluded. Please review the Pre-Session Plan Report for a more thorough understanding of the research results.Key Research Recommendations Member Supporto Improve communications and direct engagement with grower-memberso Diversify member communicationso Increase direct engagement with grower-memberso Continue to build current and accurate membership list and contact informationo Respond and address the diverse needs of each member-typeOperationalo Focus on BCBC’s value proposition to members: promoting the industry, conduction research andeducational programso Focus on implementation of business systems, policy and procedures Unify the vision, purpose, and values internally to better serve members externallyo Keep current staff and develop their positionso Assume an advocacy role within the sectoro Explore/plan for other financial models/revenue streamso Redefine Mission, vision, and values statementsPrograms/Serviceso Conduct program evaluationso Increase program transparency with members (in terms of budget, purpose, and efficacy)o Focus program development in the following areas: Labour related innovations (consumers demanding Justice and Worker Welfare) Waste reduction (packaging) Water conservation Suitable farming practiceso Promotions Quality, health, and regular consumption Distribution innovations suitable for E-commerceo Direct Grower Programso Address Food Safety Certificationo ResearchWebsite Upgradeso Redesign to better speak to different target audiences Growers/Members & Consumero Create a clear “About Us” menu or sub-menuo Update the website’s menu with clearer titleso Prominently place social media icons on the top of the websiteo Profiling growers on the website under “Best practices for sustainability”o Consider adding a privacy ddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 14Appendix 4: Interview & Survey SummariesInterview SummaryBCBC board of directors and committee members were interviewed to better understand the strengths, weaknesses,opportunities, and threats that the BCBC faces as a board and as a member-based organization, and to identify how theBCBC can work to better serve its membership.Overall, the interview results indicate that the BCBC board and committee members feel that the council’s strengths residein the sector’s reputation for quality blueberries, the council’s longstanding history, the council’s grower-members, and thecouncil’s promotional activities. The interviews also noted that the sector’s greatest strength, that being its reputation forhigh-quality and safe blueberries, is also one of the council’s great weaknesses as a lack of grower/member compliancewith Food Security Certification standards, a lack of cohesion in the industry and at the council’s board level to administerthis challenge (among others), and a lack of strategic and clear communications with their grower-members around qualityand safety (and other issues) leaves the council and sector vulnerable to a decline in quality.The interview results also highlighted a number of secondary threats that stand to affect the sector including the USA’santi-dumping threat and the possible termination of the North American Free Trade Agreement (NAFTA). While the futureof NAFTA is still unknown (See Appendix 2 for a more recent NAFTA summary), this concern has highlighted the fact that adiversified market is required.Survey SummaryThe goal of the BCBC member survey was to assess the membership to form a deeper understanding of:1. The operating structure of the BCBC’s members (i.e., experience in the sector, if they produce for the fresh/frozenmarkets, and their primary reasons for growing blueberries;2. How the BCBC’s membership perceives the role/purpose of the BCBC; and3. How the BCBC can better serve its’ membership in the future. The resulting data and analysis are intended toinform the BCBC’s forthcoming 5-year Strategic Plan.Overall, the results of the member survey indicate that the BCBC’s member-growers are interested in the council focusingits energy and resources on (in order of importance) promotions (Canada and foreign markets), followed by research (i.e.,pest/disease and crop/breed development), and (to a lesser extent) direct grower programs. However, the survey alsohighlighted a difference in how the types of growers (primary income, secondary income, and property investmentgrowers) perceive the sector and prioritize the BCBC’s strategies/focus. For example, while primary income blueberryproducers are more interested in the BCBC focusing on (in order of importance) promotions, research, and direct growerprograms, those growers that produce blueberries as a secondary source of income or as an investment property are moreinterested in seeing the BCBC focusing on (in order of importance) promotions, direct grower programs, and research.In addition, the survey highlighted the need for the BCBC to increase/improve communications with its membership.Several members expressed that they would like to see clearer communications from the BCBC (i.e., more/clearer growerinformation on the BCBC’s website) and that the BCBC could play a critical role in increasing transparency within the sector(i.e., sharing industry news/stats or clarifying how the prices are set by packers/processors). Further, it appears that somemembers are unclear of the role that the BCBC plays in the sector or where the councils’ focus lies. Several membersexpressed an interest in seeing the BCBC lobby the government or to fix the price of blueberries, tasks that fall outside ofcouncil’s mandate or scope of fooddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 15Appendix 5: Issues & OpportunitiesThere was strong board discussion in terms of Issues & Opportunities, however, it seems to the planners that the top itemof concern, and therefore the top opportunity is: Member Communication. Communicating to members not only BCBC’spurpose and intent, but also their goals and objectives, as well as doing a better job of informing members about how thesector works, and standard business fundamentals as regards pricing (the largest area of member confusion).This also connects to a key point outlined in the research survey, which indicated that primary income growers prioritizethe BCBC’s objectives differently than the secondary income or property investment growers do. For example, primaryincome growers would prefer to see the BCBC focus first on promotions, then research and direct grower programs.However, secondary income and property investment growers place more emphasis on direct grower programs thanresearch. Further, secondary income and property investment growers place more emphasis on their local market asopposed to primary income growers who place a strong emphasis on domestic and international markets. Therefore, this isan opportunity for BCBC to target their grower support and communications to these two groups as individuals.Below are the key notes expressed by the board during the planning session.Issues Business of the council: needs to be professional, well defined and clear to the members and internallyDefine and implement on strategic priorities/activitiesROI – both domestic and internationalProfitability: in terms of production costsGrower Development: Support, share market knowledge, create tools (i.e. efficient production costsCollaborate with other sectors of the government and industryPromote blueberries and support salesLook into funding opportunitiesCollaborate with the USValue-added: facilitate, and new market developmentFood SafetyMember communication/Education: how pricing and the sector worksOpportunities Food Safety: providing educational opportunitiesInternational market diversificationRespond, anti-dumping/NAFTA issuesMaintaining funding & staffingo Research and breeding programKeep up with changes in technologyWork with industry suppliersMarketing activities within CanadaValue Added 916info@farmfooddrink.ca
Strategic Plan – BC Blueberry Council April 10, 2018 16Appendix 6: Strategic Planning SWOTStrengths High-quality product Good public perception (B.C. image) Industry size & development funds Processing capacity and storage 29-year history:
www.farmfooddrink.ca 250-754-4916 info@farmfooddrink.ca Strategic Plan - BC Blueberry Council April 10, 2018 2
