At AGMARDT we are all about igniting a better future for food and fibres in Aotearoa New Zealand.

To ensure we’re working in the best way possible to do that, we’ve set ourselves five strategic priorities:

Alt text for AGMARDT Strategy 2025-2030 image: "AGMARDT Strategy 2025-2030 framework diagram showing the organisation's purpose, impacts, outcomes, activities, strategic priorities, vision and values. At the top, three impact areas are listed: Increased regional resilience and growth, Improved environmental performance, and Increased economic prosperity. The outcomes section shows five priority funding areas in yellow boxes: Sector trust and alignment (collaborative capacity ingrained in the sector), Restoration of natural capital (common understanding of commitment to a nature positive economy), Capable and effective leadership (sector values diversity and change, leadership gives more consideration to tikanga strategies, aligned regional or place-based leadership), A unified well capitalised innovation ecosystem (more high potential businesses commercialised and scaled, increased adoption of transformative tech and products), and Supporting the future of Māori agribusiness (creating sector-wide impact, developing strong relationships with Māori food and fibre aspirations). Activities include grant funding, investing, partnering and collaborating, convening, thought leadership and strategic communications plus engagement. Three strategic priorities are shown: Grow the fund (strengthening investment strategy and capability), Build capability (investing in people, leadership and systems thinking), and Back bold initiatives and ideas (proactively surfacing and backing high potential initiatives with potential to transform the sector). The purpose states: To ignite transformation in Aotearoa New Zealand's food and fibre sector. The vision describes a regenerating environment and a resilient, growing sector. Four values are listed: Courageous (future mindset, unafraid of change, tolerant of risk), Active (ignite change), Collaborative (focus on people and develop relationships that add value), and Connected (understand the complex and changing food and fibre sector ecosystem).

 

Please click to see our organisational strategy (PDF)