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……