RAS STRATEGY Developing the RAS for the future

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RAS STRATEGY

RAS STRATEGY

Developing the RAS for the future • Taskforce Report from February 2010 – a

Developing the RAS for the future • Taskforce Report from February 2010 – a substantial number of those recommendations have been actioned or proposed – in several cases members rejected the suggestions • 2011 – 2016 strategy • RAS District/Executive meeting 23 February 2018 • One District has since provided feedback

Purpose of this session • • Introduce thinking Feedback and input Sign off the

Purpose of this session • • Introduce thinking Feedback and input Sign off the strategy Identify projects and volunteers

Why, how and what https: //www. youtube. com/watch? v=c 0 Gmc w. Vi 7

Why, how and what https: //www. youtube. com/watch? v=c 0 Gmc w. Vi 7 jo

Why • A vision outlines why we: – do what we do, and –

Why • A vision outlines why we: – do what we do, and – what we aspire to be. • It is future focused.

RAS elements of why • A&P societies are a key part of the local

RAS elements of why • A&P societies are a key part of the local community • Engaging youth • Unique traditions and history • Showcase rural life and industry • Strength as a partner

The RAS why Supporting members to promote rural excellence, sustainability and innovation

The RAS why Supporting members to promote rural excellence, sustainability and innovation

How • Values determine how we go about doing things. • They outline what

How • Values determine how we go about doing things. • They outline what is important to us, what is good and bad. • They serve as a broad outline for the way everyone in the movement should act and how we make decisions.

RAS how • With Integrity – “Impeccable manners” (from a presentation at conference 2017)

RAS how • With Integrity – “Impeccable manners” (from a presentation at conference 2017) – Dignity and professionalism (tackle issues not personalities) – The efforts of all competitors and volunteers should be appreciated – Its ok to have different opinions and views which should be both respected and expressed appropriately – Support decisions once they are made – participate in making a decision but then back it, even if its not your first choice – Focus on both the A&Ps and their customers (competitors)

RAS how • In Collaboration – Work with others, not against them – Develop

RAS how • In Collaboration – Work with others, not against them – Develop people, enable them to gain more skills for the benefit of the movement – Work effectively with and support each other - member societies, A&Ps, affiliated breeds and kindred societies, competitors and supporters – Encourage and enable people to be involved in making decisions – Work together to do what we said we would do – Assist and promote the A&P showing movement through facilitating collaboration of members (from the constitutional objectives)

RAS how • Good Intent – Our communities and our place in them –

RAS how • Good Intent – Our communities and our place in them – Partnerships with various stakeholders (competitors / sponsors / tradies / volunteers) – Add value for all stakeholders

What • What do we want to focus on in the future? • To

What • What do we want to focus on in the future? • To achieve the why, what do we all need to focus on? • What specific things do we need to do to get there?

The RAS what • • • Being member driven Relevance Strengthen the movement Develop

The RAS what • • • Being member driven Relevance Strengthen the movement Develop the next generation Professionalism

RAS what – Being member driven • Members are encouraged to be actively involved

RAS what – Being member driven • Members are encouraged to be actively involved in the RAS and are included in decisions, discussions and provide feedback • The RAS adds value to members, delivering what they need including appropriate systems and tools e. g. health and safety support • Districts are the key operational arm of the RAS, proactively and positively working with (and as an extension of) the Executive and Head Office

RAS what - Relevance • Support A&Ps as they focus on running their event

RAS what - Relevance • Support A&Ps as they focus on running their event or events • Provide support and information to our members and the general public • Support on issues e. g. M Bovis • RAS logo valued by A&P shows • Competitions that might appeal to people who do not currently compete at A&P shows. • Share initiatives e. g. “plastic free” shows • Develop and implement a plan for promoting the development of the Agricultural, Pastoral, Forestry, Horticultural, Viticultural, Agribusiness and stock-raising resources of New Zealand any activities which may be connected with or deemed to be beneficial to such resources (from the constitutional objectives)

RAS what - Strengthen the movement • Establish strong partnerships with central and local

RAS what - Strengthen the movement • Establish strong partnerships with central and local Government, including key departments • Maintain sufficient funds to both operate and progress • Continue to build Royal Shows as premier events • Identify potential sponsorship or commercial partners and develop relationships with them • Support members wanting to move beyond running a show • Expand beyond equestrian dominated competitions • Increase visibility via proactive media campaigns and engaging with key stakeholders

RAS what – Develop the next generation • Encourage and support competitors as they

RAS what – Develop the next generation • Encourage and support competitors as they start out, compete and meet their goals • Enable and develop people within our member’s organisations and RAS officials e. g. judges and officials, ensuring that we have a strong and capable group of people available to the movement • Next Generation Committees and build the relationship with Young Farmers

RAS what - Professionalism • Build positivity within the RAS membership and movement and

RAS what - Professionalism • Build positivity within the RAS membership and movement and its greater interests • Embed the RAS values into the movement • Focus on issues not personalities • Build pride in the brand • Develop a suite of branded items • Establish a communications plan • Embed opportunities for all competitors to provide feedback

What’s next? • • • Is this strategy right? What’s missing? Agree the strategy

What’s next? • • • Is this strategy right? What’s missing? Agree the strategy Suggest projects Volunteer for projects Plan and report back

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