1. Key messages
The AHDB is restructuring to look, feel and behave more like one organisation
We will make smarter use of our skilled workforce, increase sharing of best practice, cut duplication and waste becoming more efficient and effective
We will keep sector boards and sector specialists
Levies will continue to be ring-fenced to benefit the sector from which they were raised
These are the key messages/soundbites for the external audiences

2. Revitalising AHDB This set of slides can be used in part or in full.
Ideally this should form a small part of a wider discussion/presentation on what we are delivering for levy payers

3. AHDB’s purpose – Ambitious for Agriculture
To equip levy payers with independent, evidence based information and tools to grow, become more competitive and sustainable
THE CHALLENGE TO BE BETTER
We are ambitious for UK agriculture
Overall, AHDB is good but it could be better. If it is to achieve its purpose then a step change in its/our own performance is required
We can be more efficient, effective and better value for money

4. One Organisation Approach

5. CEO Sector Boards WHAT IS CHANGING AHDB are/is therefore restructuring
Proposed Leadership Structure
CEO
Sector Boards
Chief Strategy Officer
Chief Technical Officer
Chief Communications and Market Development Officer
Chief Finance Officer
Chief HR
Officer
R&D&KE
Director
Livestock
Crops MI
Market Development
Director
Levy Payer Comms Director
Digital Services Director
Corporate Affairs Director
Strategy Director Pigs
Strategy Director Dairy
Strategy Director Beef & Sheep
Strategy Director Cereals/
Oilseeds
Strategy Director Potatoes
Strategy Director Horticulture
WHAT IS CHANGING
AHDB are/is therefore restructuring
to make smarter use of the skilled workforce
to increase sharing of best practice
To cut duplication and waste
Joining up key teams such as Research & Development and Knowledge Exchange while retaining sector focused delivery
Smaller more agile leadership team – 5 direct reports into CEO (was 10) running 5 functional directorates: Technical, Strategy, Communications & Market Development, Finance, Human Resources
Bigger top senior team overall – needed to efficiently run a complex organisation of this size

6. What’s not changing We are keeping sector boards
We are keeping sector specialists
Levies will continue to be ring-fenced to benefit the sector from which they were raised

7. Benefit to levy payers
Improved value for money (expect to deliver £1m savings in year 1 to be reinvested in levy payer services)
Focus on services which make a difference (e.g. soil resilience, new market access, plant protection)
Clear measurable evidence on outcomes (e.g. better evidence and measurement of levy payer impact rather than measuring outputs such as number of events held)
Better whole farm approach for those paying several levies (40% pay more than one levy)

8. The journey so far . . . New Chairman, new CEO and new Board
Rebranded to a single AHDB brand family from June 2015
Proposed restructure of leadership team and move to functional working effective from September 2015 (e.g. Technical directorate with all R&D, Knowledge Exchange and Market Intelligence)
This is where we are on our journey

9. Cost implications
Restructure costs will be covered by identified efficiencies
£640k operational savings already identified
E.g. on warehousing, on postage/mailings, on website rationalisation
We have targeted £1 million of savings over the first 12 months through removal of duplication, less waste and sharing of best practice

10. AHDB Implementation Timeline
Apr 2015
May 2015
Jun 2015
Jul 2015
Aug 2015
Sep 2015
Oct 2015
Nov 2015
Dec 2015
Jan 2016
Feb 2016
1 April 2019
Board
2 June
Structure Decision
Phase 1
Restructure Leadership Team
Phase 2
Review Sector Priorities & Develop Plans
Consult on Strategic Plan
Phase 3
Realign Delivery Teams
Phase 1 – restructuring senior team into five functional directorates
Phase 2 – review priorities and strategies with industry.
This is what we are doing here today
Phase 3 – re-align delivery teams to deliver the agreed priorities and strategies
As quickly as possible but with flexibility
Delivering for levy payers