South Australian Wine Industry PlanThe Wine Grape Council of South Australia (WGCSA) and South Australian Wine Industry Association (SAWIA) provide a voice for their respective memberships and deliver services. These two organisations are the ‘go to’ organisations for government in matters impacting on and relating to the South Australian grape and wine industry.
The South Australian Wine Industry Plan is about SAWIA and WGCSA working together to achieve more for the wine industry in South Australia. In addition to working towards the SA Wine Industry Plan, each association will also continue to achieve outcomes for its respective members. |
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Vision
In 2020 the wine industry in South Australia is the most influential in Australia and is recognised as a global leader in wine production. The industry in South Australia has an enviable reputation for:
We don’t stand still – we are constantly innovating and quick to adapt. The associations are structured to deliver industry-wide strategy and we can prove the outcomes we achieve. We speak with one united voice. This means the South Australian community has real pride in the industry. |
Values
We value:
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Background
The process to develop a South Australian Wine Industry Draft Strategic Plan commenced in May 2014 with the preparation of a vision and values statement. This received in principle support from the SAWIA and WGCSA Boards. Planning commenced and regional associations were surveyed seeking comment on the draft vision and values statement and suggestions for advancing cooperation. A steering committee was established to further progress the development of a South Australian Wine Industry Plan.
The steering group agreed to prepare a draft value proposition, that was ‘coherent, capable of being communicated, recognises the hurdles and barriers and addresses them’. The group identified the following indicators of a successful SA Wine Industry:
The Steering Group further identified that a single plan would need to recognise and address
The process to develop a South Australian Wine Industry Draft Strategic Plan commenced in May 2014 with the preparation of a vision and values statement. This received in principle support from the SAWIA and WGCSA Boards. Planning commenced and regional associations were surveyed seeking comment on the draft vision and values statement and suggestions for advancing cooperation. A steering committee was established to further progress the development of a South Australian Wine Industry Plan.
The steering group agreed to prepare a draft value proposition, that was ‘coherent, capable of being communicated, recognises the hurdles and barriers and addresses them’. The group identified the following indicators of a successful SA Wine Industry:
- Awareness of, and capacity to respond to:
- Market changes (varieties, styles, packaging)
- Environment changes (climate change, events)
- Strong, in-demand brands
- High level infrastructure: water security, transport routes, power, telecommunications
- Early adopters of technology
- Clarity of purpose, roles, responsibilities
- Regulations that are fair, easily understood
- Strong representation to government, one voice
- Skilled managers and skilled staff
- Planning and investment confidence
- Continuous innovation – research, trial adoption
- Value Chain:
- Profitability throughout the supply chain to enable investment in improvement
- Cohesive, values, connected
- Funds to deliver at industry level
The Steering Group further identified that a single plan would need to recognise and address
- Membership value
- Power imbalance between suppliers and processors
- Industry sustainability
- Transparency of end use
- Need to share risk fairly
- Capacity difference between regions
- Resourcing the plan to ensure the capacity to develop effective policies
Delivering the Plan
Key Issues: Representative structures under pressure with finite funds, efficient use of resources, need to do more with less, one voice.
Throughout the industry there is confusion about the many organisations that are “servicing” the industry and a perception of duplication. Current structures need a strong focus on clarity of purpose, benefits, outcomes, avoiding duplication of effort and activity while ensuring maximising use of industry funds. There is an increasing competitiveness for available funding from industry. State Government Ministers and department officials have expressed a preference to talk with one representative organisation in South Australia.
The discussion and ultimate agreement to develop this South Australian wine industry Strategic Plan is regarded as a first step in working toward common outcomes allowing any perceived or real differences to emerge. The ability to work together will allow discussion about the best way to achieve results for the South Australian wine industry in the future.
Key Issues: Representative structures under pressure with finite funds, efficient use of resources, need to do more with less, one voice.
Throughout the industry there is confusion about the many organisations that are “servicing” the industry and a perception of duplication. Current structures need a strong focus on clarity of purpose, benefits, outcomes, avoiding duplication of effort and activity while ensuring maximising use of industry funds. There is an increasing competitiveness for available funding from industry. State Government Ministers and department officials have expressed a preference to talk with one representative organisation in South Australia.
The discussion and ultimate agreement to develop this South Australian wine industry Strategic Plan is regarded as a first step in working toward common outcomes allowing any perceived or real differences to emerge. The ability to work together will allow discussion about the best way to achieve results for the South Australian wine industry in the future.
Strategic Priorities
Strategic Priority One: Water
Key Issues: Accessibility, Quality, Certainty, Cost. It is a complex area.
Strategic Priority Two: Managing Seasonal Cycles
Key Issues: Increased water requirement (drier, hotter), more heatwaves, compressed ripening, intake congestion, increased bushfire risk.
Strategic Priority Three: Cost and Reliability of Utilities
Key Issues: Water – prices vary by source (i.e. river, dam, bore, reclaimed) and delivery mode, vineyards have highest input. Electricity – proportion of costs vary widely (i.e. 10-50% depending on business structure). Regulated monopoly utilities (SA Water, SA Power Networks) apply uniform pricing across South Australia.
Strategic Priority Four: Transport
Key Issues: Regulations and their interpretation, transport during vintage.
Strategic Priority Five: Market and Industry Development
Key Issues: Traditional activity and new trade related activity being undertaken, limited and short term funding supplied from government, Great Wine Capital membership, need for support in domestic and international promotions.
Strategic Priority Six: Succession
Key Issues: Aging workforce, attracting young people to a career in the industry and shrinking pool of people willing to take on industry roles.
Strategic Priority Seven: Industrial Relations & Work Health and Safety
Key Issues: Simplify Award provisions to meet business needs, access to skilled labour in regions and aging workforce.
Strategic Priority Eight: Efficient Policy, Legislation and Regulation
Key Issues: Costs of doing business, unnecessary red tape, complex and difficult to understand legislation and regulations.
Strategic Priority One: Water
Key Issues: Accessibility, Quality, Certainty, Cost. It is a complex area.
Strategic Priority Two: Managing Seasonal Cycles
Key Issues: Increased water requirement (drier, hotter), more heatwaves, compressed ripening, intake congestion, increased bushfire risk.
Strategic Priority Three: Cost and Reliability of Utilities
Key Issues: Water – prices vary by source (i.e. river, dam, bore, reclaimed) and delivery mode, vineyards have highest input. Electricity – proportion of costs vary widely (i.e. 10-50% depending on business structure). Regulated monopoly utilities (SA Water, SA Power Networks) apply uniform pricing across South Australia.
Strategic Priority Four: Transport
Key Issues: Regulations and their interpretation, transport during vintage.
Strategic Priority Five: Market and Industry Development
Key Issues: Traditional activity and new trade related activity being undertaken, limited and short term funding supplied from government, Great Wine Capital membership, need for support in domestic and international promotions.
Strategic Priority Six: Succession
Key Issues: Aging workforce, attracting young people to a career in the industry and shrinking pool of people willing to take on industry roles.
Strategic Priority Seven: Industrial Relations & Work Health and Safety
Key Issues: Simplify Award provisions to meet business needs, access to skilled labour in regions and aging workforce.
Strategic Priority Eight: Efficient Policy, Legislation and Regulation
Key Issues: Costs of doing business, unnecessary red tape, complex and difficult to understand legislation and regulations.
