1. RAS Strategy
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2. 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

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

4. Why, how and what

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

6. 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

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

8. 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.

9. 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)

10. 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)

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

12. 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?

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

14. 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

15. 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, Agri-business and stock-raising resources of New Zealand and any activities which may be connected with or deemed to be beneficial to such resources (from the constitutional objectives)

16. 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

17. 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

18. 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

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