1. Whole of industry policy-making process
2. National database (planting stats, marketing information etc)
3. Market development program (export + domestic)
4. Communication of R&D and Marketing Programs
5. Review the cost benefits of formal Citrus Australia affiliations

1. Develop a “whole of citrus industry” policy-making process by June 2003
Liaison with Government at Federal and State level is essential on an on going basis. The Citrus Australia must secure the support of the total national citrus industry to enable it to be speaking from a position of strength and unity.

Government invariably is able to defuse or distract major issues represented by an industry group if the group is fragmented and not united. Concentration of force is a principal of attack and unless Citrus Australia is speaking on issues on behalf of the total industry the efforts may prove futile.

All regional organisations must be canvassed in relation to policy issues and an agreed direction.

Portfolio Director: Peter Davidson

2. Development of a national database which will include accurate planting statistics, crop forecasting, marketing data, historical pricing and distribution channels by August 2003.

The overall national citrus industry statistics currently available are either inaccurate or inadequate. Regional statistics in some instances are very good but they have not been reconciled into a national citrus grid.

Information is power in particular when dealing with the major chains in relation to crop forecasting and price ideas for the coming season. To negotiate the next season’s prices, accurate data is essential.

Once the database is in place, Citrus Australia will be able to provide accurate and supportive figures, which is a value-added component provided for the benefit of its members.

The leverage achieved through accurate statistics when negotiating with the chains and marketers cannot be overestimated.

Portfolio Director: Kevin Cock

3. A marketing development program to sustain all domestic and export marketing initiatives by September 2003

There is insufficient coordinated marketing activity at national level. Approximately 75% of all citrus produced in Australia is either consumed or processed on the domestic market and it is essential for the industry to protect its home base and market share in particular from other citrus imports. Its pointless in pursuing export opportunities to the detriment of the domestic trade when the industries home market is being attacked by imports.

Profitable export markets are vital for the overall industry in being able to maintain export momentum and long term financial viability. The US as a key export market is a success model.

Growth of the fresh juice industry, underpinned by long term contracts, is an essential component of the plan.

The sub committee responsible for this activity will need to look at the weighting of activity based on available funds. The current level of funding for marketing activities is considered far too low and this will need to be adjusted based on the level of activity recommended.

Portfolio Director: Mark Chown

4. Communication of R&D and Marketing Programs including development of priorities through regional forums

The last forums in 2000 provided a successful means of providing Program information to growers and obtaining feedback into Program directions. The Board is keen to run a further round of forums, possibly at the end of this year.

Portfolio Director: Russell Page

5. To review the cost benefits of formal Citrus Australia affiliations

The Citrus Australia is affiliated with various industry bodies and it is time to review these arrangements. A recent example of innovation in this area is the formation of the alliance with South Africa.

Portfolio Director: Neil Eagle