1. business and industrial
2. agriculture and forestry
3. horticulture

ELECTED BOARD DIRECTOR
POSITION DESCRIPTION
1.
Background
Horticulture New Zealand (HortNZ) is an incorporated society representing the interests
of New Zealand’s 5,500 commercial fruit, vegetable and berryfruit growers.
The organisation is an effective, focused and proactive body working for the benefit of
grower members on horticulture industry-wide activities and issues.
The Board’s principal role is driving the vision, governance framework, strategic
direction, purpose, outcomes and key results of the organisation.
HortNZ was established in 2005 by NZ Fruitgrowers Federation, NZ Vegetable and
Potato Growers Federation and NZ Berryfruit Growers Federation.
2.
Board Structure
There are up to nine members of the HortNZ Board. Active Growers Members of
HortNZ elect seven members. The board appoints a further two appointed directors,
who can be, but do not have to be a members of HortNZ, on the recommendation of the
Director Selection Group.
Active Grower members are defined as entities actively engaged in the commercial
production of horticultural crops which, in the previous 12 month period have paid a levy
either directly or indirectly to HortNZ.
The recommended competencies required of a Board director are outlined in Section 10
of this document. The election is based on the best fit against those criteria with no
positions allocated on a product, sector, regional or district basis.
The nine directors will elect from within their number a president.
3.
Eligibility for Election
The seven elected Directors must be:
•
a person who is an active grower member of HortNZ or
•
a director, shareholder, partner or trustee of an active grower member who is
appointed by that member as the principal representative of the entity in their
dealings with HortNZ or
•
an employee of an active grower member who is appointed by that member as the
principal representative of the entity in their dealings with HortNZ.
4.
Term of Office
The term of office for elected Board members is three years with Directors retiring by rotation.
Board members retiring by rotation are eligible for re-election but with a maximum of 3 x 3
year terms (in total)
The term of appointed directors is determined by the Board with a maximum of 3 years
per term and 6 years in total.
5.
Board Responsibilities
The key responsibilities of the Board are:
•
Setting the governance framework, strategic direction, purpose, outcomes and key results.
•
Setting expectations for the overall organisations performance including the Board
itself and the CEO.
•
Establishing a performance management process including compliance with legal
and statutory obligations.
•
Allocating resources required by HortNZ.
•
Developing a sound understanding of issues affecting horticulture and rural
economies.
•
Developing and implementing strategies for identifying and managing risk
6.
Conflicts of Interest
HortNZ policy requires Directors to declare all conflicts of interest or potential conflicts of
interest. This includes a requirement for candidates for election to declare all conflicts or
potential conflicts of interest including any directorships or similar positions they hold.
These will be attached to the profiles of each Board member when they are circulated to
growers with voting papers.
7.
Remuneration
Directors receive a Directors Fee that covers attendance and preparation for the
following meetings:
a) Directors Meetings (7-10 per year);
b) HortNZ Product Group Meetings (2-3 per year);
c) Regional Visits Associated with Directors Meetings (3-4 per year); and
d) HortNZ Conference (2-3 days per year).
The fees for the period 1 April 2015 to 31 March 2016 are as follows:
Fees to be paid in
Directors
Vice President
President
June for April - June
$5,000
$5,500
$17,500
Sept for July - Sept
$5,000
$5,500
$17,500
Dec for Oct - Dec
$5,000
$5,500
$17,500
March for Jan - March
$5,000
$5,500
$17,500
$20,000
$22,000
$70,000
TOTAL
Note: these fee will be reviewed as part of an independent review the Board is
commissioning this year.
2
The Board or Chair of the Board may from time to time give specific approval for the
payment of half daily meeting fees at a rate of $375.00 per half day for meetings
additional to those covered by the Directors Fee. No daily meeting fees will be payable
unless they have been approved in advance by the Board or Board Chair.
The President’s fee covers all meetings attended (i.e. no additional daily meeting fees
will be paid to the President)
All costs associated with the position (including travel, accommodation, meals and
telephone calls etc) will be met.
8.
Time commitment
Directors’ responsibilities will require approximately 15 -20 days away from home per
year plus preparation time. The time commitment above could vary substantially
depending on responsibilities allocated by the Board.
9.
HortNZ Strategic Plan 2013 - 2018
See appendix 1.
10. Experience, Skills and Personal Attributes
Nominees need to be able to show their suitability against at least five of the following:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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Leadership experience;
interest in and knowledge of generic issues affecting horticulture;
strong relationships (with product groups, regions, associations and associated
industry parties);
experience in serving on boards of directors;
experience within grower representative organisations;
knowledge of the political / advocacy process;
knowledge of and experience with change management;
understanding of governance and policy formulation;
sound business management skills;
strategic thinker;
analytical and conceptual skills;
ability to work as part of a team;
ability to interact constructively with others;
results oriented;
integrity; and
good communicator.
3
APPENDIX 1
HORTICULTURE NEW ZEALAND INC - STRATEGIC PLAN 2013 TO 2018 g
Industry Vision
Horticulture is a $10 Billion industry by 2020
HortNZ Vision
A well respected and powerful peak industry body that creates and protects value for members
HortNZ Purpose
To represent all fruit and vegetable growers, leading industry wide issues for industry good to create a framework that enables and promotes the industry vision
BIOSECURITY
NATURAL RESOURCES
PEOPLE
GROWER SUPPORT
Industry
Relationships
1. Drive more efficient and effective grower representation across the industry by creating and facilitating a more open and transparent dialogue and collaboration across all
horticulture industry organisations.
2. Improve communication through regular reporting – HortNZ activity reports, Product Group meetings, meeting attendances, liaison directors, sharing work plans
3. Work with Product Groups (PGs) & Grower Associations (GAs) to develop a 5 Year Strategic Plan for HortNZ’s key activity areas to achieve:
a. greater alignment between HortNZ, PGs and GAs;
b. clarity of roles across HortNZ, PGs & GAs;
c. transparency, increased openness and collaboration between HortNZ, PGs & GAs;
d. accountability with clear measures of performance; and
e. improved utilisation of resources and expertise across the industry.
Industry Image
Promote a positive image of the industry to attract Government support, people and investment to drive future industry growth
1. Develop together with PGs and GAs a set of key messages that everyone can use e.g:
a. industry growth targets – exports, internationally competitive, innovative, diverse, regional development;
b. customer focused;
c. health and nutrition benefits;
d. socially responsible – NZers First, RSE, we value and develop our people;
e. responsible and sustainable resource users and managers; and
f.
a dynamic industry with a wide range of meaningful and rewarding careers.
2. Use industry communication vehicles to promote positive stories (magazines, newsletters, media releases).
Solutions Based
Advocacy
1.
2.
3.
4.
5.
Targeted relationship and communication plan for key policy makers and politicians.
Evaluation matrix to prioritise advocacy efforts.
Identification of other key stakeholders e.g. PGs and GAs.
Determine role for HortNZ (lead, partner or support).
Set up planning session with stakeholders:
a. agree on the Objective and key messages;
b. identify the data/facts/research/science that best backs up this position;
c. make sure it is a “solution based” approach taking account of other views;
d. determine respective roles of stakeholders;
e. put in place communication/update protocols; and
f.
document the above and make it accessible to the industry to maximize the synergies of the groups to get the most consistent message and rationale;
6. Use quarterly PG meetings to update and review the plan.
HortNZ Strategic Plan 2013 – 2018
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BIOSECURITY
HortNZ’s 
Strategic
Objective
HortNZ’s
Strategic
Priorities
High performing and responsive
biosecurity system
Protection/Readiness/Response
Industry Representation
1. Take leadership advocating to the public
through the media, government and MPI,
stressing the importance of a high
performing and responsive biosecurity
system.
2. Ensure the industry is represented on key
bodies that influence policy (e.g. BMAC,
PMAC, FreshPAC, GerMAC)
3. Build strong relationships with MPI and the
Minister.
Readiness and Response
4. Work with MPI & PGs to ensure
appropriate industry groups are engaged at
an early stage in any incursion response.
5. Co-ordinate industry communications with
PGs & GAs in the event of an incursion
impacting across the industry.
6. Working closely with PGs and other
primary sector organisations to advocate
horticulture industry views on GIA
framework to MPI and Ministers.
7. Support and assist PGs as they work
through GIA processes – sharing
information, pest prioritisation, cost benefit
analysis, development of Operational
Agreements and seeking member
mandate.
Protection
8. Work with MPI and PGs to improve the
performance of the biosecurity system
including:
 appropriate prioritisation of resources;
 consistent risk assessment framework;
 identification of emerging risks;
 expanded surveillance programmes;
and
 increased response capability.
9. Collaborate with PGs & GAs to provide
technical submissions on risk assessments
and Import Health Standards.
10. Work with MPI to establish systems and
standards to monitor and assess the
relative risk of pathways (passengers,
cargo, mail, containers, yachts & used
cars/machinery).
HortNZ Strategic Plan 2013 – 2018
NATURAL RESOURCES

A practical licence to operate that provides
costs effective and reliable access to land
and water
National/Regional/Local/Individual
National
1. Create a National Horticulture Land & Water
Advisory Group drawing on those involved at a
regional level to assist and advise HortNZ and
ensure a strong connection between national
and regional operations and to:
 develop agreed industry policies, a strategy
and solutions based advocacy plan for key
areas of national policy reform (RMA, Water,
Local Govt Reform)
 establish a prioritisation matrix to assist in
decision-making around the allocation of
HortNZ resources.
2. Provide industry input into and submissions on
proposed Laws, regulations, National Policy
Statements, National Environmental Standards
and other issues (emphasis on early input and
engagement) along with PGs and GAs.
3. Continue to promote the concept of Good
Management Practice and audited selfmanagement as key tools to manage land and
water resources.
4. Build strong relationships with MPI, MfE,
EPA and Ministers.
5. Develop the partnership and collaboration with
other primary industry organisations via the Land
and Water Partnership and other initiatives.
Regions (guide nationally act regionally)
6. Facilitate the establishment of regional groups
involving PGs, GAs and individual growers to
manage regional and local issues and predicted
increase in workload 2015 - 2020.
 Ask well established regions to be more
active in representing themselves utilising
HortNZ oversight & expertise.
 Seed and support the development of groups
in other regions.
 Provide clarity around information (science,
statistics, best practice) requirements from
regions and PGs to support both regional and
national work.
 Use technology to reduce travel costs and
make more effective use of time.
PEOPLE

GROWER SUPPORT
Talent and culture for top business
performance, productivity and innovation

Effective industry input into critical industry
wide laws, regulations and issues.
Attract & Recruit/Develop/Retain

An integrated approach to compliance that
minimises costs
RSE
1. Protect and grow by working with PGs &
Regions via the National Labour Governance
Group and supporting Regional Labour
Governance Groups:
 ensuring employers are delivering on their
roles and responsibilities for NZ & RSE
workers (training, support etc);
 show better succession planning and training
pathways; and
 further strengthen the relationship with MSD
and Work & Income.
Attract and Recruit
2. Develop a co-ordinated careers promotion
strategy with PGs & GAs including raising the
industry’s image (e.g. build relationships with
hort & science teachers, careers promotion
resources, clear career pathways).
3. Develop a strategy with PGs & GAs to better
promote industry scholarships and where
possible link them to internship opportunities.
Develop
4. Develop a co-ordinated industry strategy on key
advocacy issues (including Govt funding
models, better alignment of training and
education content and delivery mechanisms to
industry & Business needs) together with PGs,
GAs and production horticulture Primary ITO
Industry Partnership Groups.
5. Support the development of regional
horticulture education and training hubs
bringing together industry/trainers and other
stakeholders to better connect the industry to
education/training providers and promote an
industry training culture.
6. Work with PGs, GAs and other partners to
further develop Young Grower of the Year via
an Advisory Group.
7. Run HortNZ leadership programme and work
with PGs & GAs to engage participants in
leadership opportunities following the
programme.
8. Collate information on and promote leadership
development programmes.
Grower Representation
1. Ensure growers are represented on key national
bodies (such as NZ Agrichemical Education Trust,
Rural Transport Forum, Ag Compounds Advisory
Group, Hort Health & Safety Council, Agrecovery
Foundation, Business NZ Affiliated Industries
Group,
United Fresh etc) to:
 represent grower views;
 get early warning of emerging issues;
 gather information;
 build relationships with key government
agencies and other industry organisations;
 share information with PGs & GAs.
Monitor and Advocate
2. Monitor and advocate on national policy issues,
laws and regulations for potential impacts on
horticulture (e.g. taxation, ACC, OSH, Food
standards, business compliance issues,
employment law, Standards NZ) together with
PGs & GAs.
3. Develop and use a prioritisation matrix to
assist in decision-making around the allocation of
HortNZ resources to generate the best
return on investment.
Good Agricultural Practice
4. Work with Product Groups, GAs, customers and
regulators in setting good agriculture practice
standards.
5. Support GAP standards used by NZ growers
to maximise application and acceptance of those
standards.
Mandatory Country of Origin Labelling
6. Continue to promote the adoption of Mandatory
Country of Origin Labelling, working with other
organisations (Pork, Wine, Honey, Seafood,
Consumers Institute, Greens).
Food Bill
7. Continue to work with PGs & GAs during the final
passage of the Bill to ensure there is no
duplication of assurance requirements.
Trade Issues
8. Continue to publish the Trade Barriers Report with
HEA every 2 years with information contributed by
PGs.
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