AGMARDT’s 2025–2030 strategy sets out a path to ignite transformation in New Zealand’s food and fibre sector.
“We’ve been taking stock of what’s happening globally and domestically,” says AGMARDT general manager Lee-Ann Marsh. “Our context has changed rapidly over the past few years – and a lot has been proudly achieved across our sector.”
The 2025–30 strategy is built on three priorities that form the foundation for everything AGMARDT aims to achieve: fund growth, leadership, and great ideas.
These strategic priorities guide AGMARDT’s activities, which in turn drive outcomes, which ultimately create impact.
Activities include grant funding, investing, partnering and collaborating, convening, thought leadership, and strategic communications and engagement. These core business activities have expanded as AGMARDT has evolved beyond its beginnings as a grant administration body.
“We’re no longer just a grants funder, we’re acting as a strategic catalyst for change,” says Marsh.
“Our new strategy is based on our theory of change, driving outcomes from activities and focus areas we’re prioritising. We have shifted into becoming a much more agile, future-fit organisation and so we’ll continue to adapt and review our approach as we make progress.”
There are now five outcome areas that will guide and help prioritise future funding decisions:
- Sector trust and alignment (new to this strategy)
- Restoration of natural capital
- Capable and effective leadership
- A unified well-capitalised innovation ecosystem
- Supporting the growth of Māori agribusiness (new to this strategy)
These outcomes will contribute to three transformative impacts: increased regional resilience and growth, improved environmental performance, and increased economic prosperity. These have been AGMARDT’S impact goals for many years, and while the course is adjusted periodically, they continue to guide the way towards the vision: a regenerating environment and a resilient, growing sector.
“With our refreshed strategy, AGMARDT’s focus and responsibility firmly remains on long-term support for the primary sector,” says Marsh. “I’m excited about what we can collectively achieve.”
Why did AGMARDT need a new strategy?
The 2020–25 strategy laid the foundations for AGMARDT’s evolution towards a more proactive approach. “After testing those new ways of working over the past few years, we’ve learned enough to further commit to this evolution,” says Marsh.
The world also changed rapidly over those five years: a global pandemic, the mainstreaming of AI, global geopolitical tensions, market volatility, uncertainty about tariffs, and rising protectionism. These dramatic shifts prompted the AGMARDT team to consider what more they could do to ensure our food and fibre sector is fit to face not only today’s challenges, but future ones.
Over the next year, AGMARDT will be making some internal changes to ensure it is supported by the right systems, processes and people to successfully deliver our strategy. “Our aim with these changes is to build a modern, mission-aligned organisation ready for scale and influence,” says Marsh.
AGMARDT’s values
Strategies change with the times, but AGMARDT’s values are enduring. These values provide focus and guide discussions and decision-making by Trustees.
We’re courageous – we have a future mindset, are unafraid of change and tolerant of risk.
We’re active – we ignite change.
We’re collaborative – we focus on people and develop relationships that add value.
We’re connected – we understand the complex and changing food and fibre sector ecosystem.
And of course, we are constantly guided by our purpose: to ignite transformation in Aotearoa New Zealand’s food and fibre sector.
Stay connected through our newsletter and LinkedIn.