The Liebe Group 2012 - 2017 Strategic Plan

View full Liebe Group Strategic Plan 2012-2017


The 2012-2017 strategic plan was developed in September 2011 with the assistance of Nigel McGuckian from RM consulting group and builds on the existing strategic plan. Strategic Planning has always been a focus for the Liebe Group since the groups inception in 1997 and has become part of the groups progression and success over the years. This is the fourth strategic planning exercise the group has conducted.

During this process members were asked to describe the current external agricultural environment they are working in and what it may look like in 10 years time.

They described the future as having the following characteristics:

  • Faster and more diverse modes of communication
  • Real-time accessibility to anything, anywhere
  • Food is highly valued and as a result, quality and accountability pressures are high
  • Rapid technology advancement in crops, soils and input efficiencies leading to significant productivity gains
  • Declining and more diverse rural populations
  • Information is readily available and comes in many different forms and from many different sources
  • Time pressures continue to increase

Members were then asked to and define what role a farmer group may play in the future.

  • They described a group having the following characteristics:
  • Strong networks at a lot of different levels – locally, nationally and internationally.
  • Impartial and independent information is highly valued in times of ‘information overload’
  • Increased capability to capture, filter, catalogue and provide more targeted information
  • Ability to validate new technologies on-farm in a variety of different ways
  • Face-face interaction is valued more than ever and the group has good systems to support this

The members acknowledged that the future and the environment we are currently operating in is continually changing and the role of the Liebe group needs to continually change and adapt in order to stay relevant. During this time, there will be opportunities for the group to capitalise on and threats to manage.


  • Capturing and fostering the group philosophy & energy to engage more people with similar interests
  • Increase the use of new and varied tools for communication and extension.
  • New systems to utilise and access knowledge from anywhere in the world instantly
  • Increase problem solving capacity – highly skilled staff and contractors
  • New methods of validating information and technology on-farm that is quicker and impartial
  • Strong processes to capture, catalogue, filter and extend information
  • Encouragement of new growth in rural towns through development of value adding projects
  • Develop methods to support and stimulate innovative thinking and new ideas
  • Creation of a more positive and attractive image of agriculture
  • Continual engagement and support of young people in agriculture


  • Lack of new ideas and innovation
  • Creation of a large gap between generations and those who don’t relate to technology
  • Loss of group vibrance through distance, population decline and burnout
  • Farmers becoming distracted from their core business and what they do well
  • Loss of capacity to operate at a continually growing level
  • Vision is too far ahead of the membership which risks losing member involvement
  • Declining profitability of farms
  • Decline in agricultural students coming through the system leading to a skills drought
  • Increasing call on resources increasing the risk of being too thinly spread to be effective
  • Uneven distribution of technology through membership ie variable mobile signal coverage
  • Loss of representation of members in the industry


Share to your favourite social media