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Wine Industry Leadership Program Project WINE INDUSTRY LEADERSHIP PROGRAM PROJECT FINAL REPORT to GRAPE AND WINE RESEARCH & DEVELOPMENT CORPORATION Project Number: GWR 1001 Principal Investigator: Jill Briggs Research Organisation: Rural Training Initiatives P/L Date: 4th December 2012 Grape and Wine Research and Development Corporation Project Number – GWR101 Project Leader - Ms Jill Briggs Managing Director – Rural Training Initiatives Pty. Ltd. 1095 Kings Rd Norong VIC 3682 [email protected] The final report provides the wine industry with the following: a background to the need for leadership development in the Australian wine industry; the design and development of the 2012 - 2012 Wine Industry Leadership Program; the 2012 program outcomes; and some recommendations. Acknowledgment of funders: Project Funder – Grape and Wine Research and Development Corporation Report Date: December 2012 Disclaimer: Any recommendations contained in this publication do not necessarily represent current Grape and Wine Research and Development Corporation policy. No person should act on the basis of the contents of this publication, whether as to matters of fact or opinion or other content, without first obtaining specific, independent professional advice in respect of the matters set out in this publication. Table of Contents 1 Abstract ............................................................................................................... 2 2 Executive Summary ........................................................................................... 3 3. Background ........................................................................................................ 5 4. Project Aims and Performance Targets .......................................................... 6 5. Methods .............................................................................................................. 7 6. Results and Discussion ...................................................................................... 9 7. Outcomes and Conclusion .............................................................................. 14 8. Recommendations ........................................................................................... 16 9. Appendix .......................................................................................................... 18 Appendix 1 Communications .................................................................... 18 Appendix 2 Staff ....................................................................................... 22 Appendix 3 Workshop Materials .............................................................. 23 Appendix 4 Evaluation – Graduate Outcomes .......................................... 31 Appendix 5 Budget Reconciliation ........................................................... 40 1 1. Abstract The Wine Industry Leadership Program (WILP) was funded by Grape and Research Development Corporation (GWRDC) to increase the number of skilled, networked people in the Australian Wine Industry at a regional level. Participants were mostly under forty (40) years of age, with a range of job roles and responsibilities. An almost even split in genders occurred across the delivered workshops. Nine leadership programs were funded 3 WILP were delivered with 52 enrolling, 42 attending and 40 people graduating people attending the program. Participants were involved in an average of 9 skill development workshops, they individually developed leadership action plans which saw leadership targets set for regional wine industries, companies and businesses and personal lives. Participants were also exposed to a minimum of two networking activities and were strategically linked to the regional industry decision-makers. The structure of the program has provided WILP Graduates who are willing and able to become part of the leadership of the industry. 2 2. Executive Summary (The) Wine Industry Leadership Program (WILP) was funded by Grape and Wine Research and Development Corporation in 2010 to increase the number of potential leaders in the wine industry at a regional level. WILP aimed to reach women and young people and build on the successes in these capacity-building areas from WILP 2006 – 2009. To enhance both the diversity of participants and regional networking the program was centrally located within each region. Nine programs were initiated, planned and resourced in the following regions:- Wangaratta, Morning Peninsula, The Riverland, Tasmania, Barossa, Great Southern, Yarra Valley, Coonawarra and Griffith. A number of other regions were canvassed as potential wine regions for program delivery. Despite strong industry consultation, regional visits, endorsements from regional stakeholders and industry people and considerable communication via all mediums only three WILP programs have been delivered during the project timeline. After two project management meetings with GWRDC and after implementing new ideas and engaging with new regions of the industry it was mutually agreed to complement the project at the lower output level of one WILP per annum with an adjusted budget to reflect the reduced outputs. Despite the above-stated reduced project WILP successfully achieved the aim to attract participants that reflect the diversity of the industry, that is most participants were under forty years of age and traversed a wide range of jobs across the sectors of the industry and there was also a strong female representation amongst the participants. WILP participants are expected to develop a leadership learning plan connected to the three areas of leadership application – personal life; business/company life and regional industry involvement. All of the 42 WILP participants had a change in at least one of the three areas of leadership and the vast majority had made conscious change in all three areas. Participants (71%) also had accomplished actions that were focused on their regional industry. The most common areas of focus for leadership enhancement chosen by WILP participants were work/life balance, effective communication, time management and general knowledge of the industry. There are many examples of the positive changes that participants made to themselves, their business and the industry such as Chris, “I now know that I find making decisions very difficult and so I now have the skills to delegate some of the decisions to others. It allows me to take on responsibilities …” Training in leadership skills and networking also provided significant outcomes for WILP participants. Topics that found most favour were conflict management and decision making because to the applicability for business and company effectiveness. For many of the participants this was their initial introduction to a range of techniques that are other a part of leadership and management training in large corporate organisations. The development of the skills has improved participant’s effectiveness at work. As a WILP participant connections with key industry stakeholders and networking with regional identities has allowed them to understand the “whole” wine industry. 3 Leadership skills that participants have developed through their involvement in WILP will be applied in the future in various aspects of their lives and it is acknowledged that this may include future involvement in industry organisations. Strategies need to be put into place by local associations to ensure continued involvement of WILP graduates in the various levels of decision-making. Renewal of people in leadership roles and responsibilities is extremely important especially as the industry renews after the stresses of oversupply. 4 3. Background The stress of over-supply has impacted significantly on the people living and working in wine regions of Australia. The industry is very diverse with a range of people from different cultural backgrounds and ages involved in roles such as grape-growing, wine making, marketing, distribution and export. Currently this diversity is not widely reflected in any of the industry’s decision-making bodies at a local, state or national level. One of the consequences of over-supply this the adjustment pressure being experienced along the wine industry value chain. This operating environment has lead to significant tensions and some fragmentation of the industry that will require leadership for re-adjustment. Therefore effective leadership is needed at all levels of the industry especially during challenging times. It requires people with a diverse range of skills and views who can unify the sectors within the industry and communicate across the sectors and provide a means of moving forward at all levels of the industry. Most wine regions in Australia have formed wine and grapegrower associations to represent the interests of industry people and to enable members to access resources such as education and training. At present there are over seventy wine associations in Australia. Primarily these associations operate through voluntary boards and committees. WILP was funded to continue the development of leadership capacity in the regions targeting the grassroots level. The project addressed an identified need to increase and diversify the pool of skilled and networked regional wine people available to the industry organisations. GWRDC has indicated that leadership and human capacity building is a priority area. This project has been developed to address this area of output need. 5 4. Project Aims and Performance Targets Project Aims (adjusted from the Project Application
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