Questions Facing the Organization

In preparing for the NSIA strategic plan, a focus group was held with some key industry stakeholders which highlighted a number of critical questions facing NSIA. We'd like to hear your opinions. Instructions for commenting are on the side bar. The questions are:

1. What is the most important thing NSIA does:

• professional development?
• raise awareness of the profession?
• maintain professional standards?
• provide networking opportunities?

2. Should NSIA expand their mandate to include advocating / lobbying for or against agricultural issues such as organic farming and pesticide use?

We'd like to hear from our members on these topics.

NSIA SWOT Analysis

06 October 2010

 

STRENGTHS - Positive tangible and intangible attributes, internal to an organization

 

• Well educated membership
  
• Diverse membership:
  
  • Representation from government, not for profit and private sectors
    
  • Broad range of perspectives
    
  • Large number of contacts
    
• Fairly high level of participation within Council
  
• Membership is solid and stable
  
• Open, inclusive organizational culture
  
• Legislated mandate which recognizes relevance of the organization
  
• Broad range of valued added member services:
  
  • Agrologist Club
    
  • Articling Agrologist Program
    
  • Meet the Grads
    
  • Recognition , rewards & scholarships
    

 

WEAKNESSES - Factors within the organization's control that detract from its ability to succeed

 

• Lack of organizational role clarity (i.e. policing vs professional development vs lobby group)
  
• Low profile, lack of awareness of organization in the field
  
• Executive Director retiring within next 5 years, loss of corporate memory
  
• Geographic concentration in Kentville and Truro – difficult to meet, challenge to get member participation
  
• Diversity of membership – less common ground/needs among members, difficult to serve all needs
  
• Low participation within membership / same people involved all the time
  
• Limited operational budget and human resources (part time Executive Director)
  
• Lack of promotional materials (written and in other media)
  

 

OPPORTUNITIES - External opportunities in the environment, which will propel the organization

 

• MOU – national standards and labour mobility
  
• Increase organizational profile & membership in new areas (i.e. aquaculture, technicians)
  
• New technologies (for communicating with, and delivering services to, members)
  
• Mandatory professional development (national direction)
  
• Expanding networking and professional development initiatives
  

 

THREATS - External factors, beyond an organization's control, which could place the organization at risk

 

• Decreasing requirement in job descriptions for P. Ag (requirement for NSIA membership is being assumed, not required, particularly in non-government sector)
  

Uncertainty vis-à-vis structure/mandate of, and relationship with, national organizations

Strategic Planning Process / Method

Strategic Planning Process Launched

The Nova Scotia Institute of Agrologists has launched a strategic planning process, which will take place over the fall and early winter. 

The development of a Strategic Plan offers an exciting opportunity for the Nova Scotia Institute of Agrologists to actively guide and influence the future of the organization and ensure a high quality of service for its members. The project can succeed by leveraging the collective knowledge and experience of the Institute’s Council and membership. The potential benefits of this project are many:

- Strengthened working relationships,

- Enhanced understanding of risks and opportunities,

- Clarified roles and responsibilities,

- Commitment to a shared vision and a plan for realizing it.

To date, the project consultants, RAMP UP, have met with NSIA representatives twice and we are seeing themes emerge already. For example, should NSIA expand it’s membership? What are NSIA’s most important roles and should advocacy be a role? Etc.

There will be a member survey later in the project (see table), but in the meantime please don’t hesitate to email the consultants if you have ideas .