Why engage in the Vision Planning Effort?

2. Why engage in the VisionPlanning Effort? Like no time in its 190-year history, Illinois is now in a unique position to leverage its strengths in order to feed the world’s needs for food and fuel. In an increasingly competitive global agricultural market, Illinois agriculture is at risk of being left behind by other Midwestern states and emerging global competitors. Clear vision, focus, and strategies are needed to guide decisions and investments.

3. “It is a very critical time period for us to put our thinking caps on and think, ‘What type of infrastructure do we need, what value-added agriculture is going to be enhanced, and what opportunities are staring producers in the face?’” Philip Nelson, President, Illinois Farm Bureau • “We’ll see tremendous change in Illinois agriculture in the next 10 to 15 years. It is important to prepare for change, and this (effort) will give us insight into collectively what we all are thinking.” Chuck Hartke, Former Director, Illinois Department of Agriculture • “It’s important for us to have a sense of what the (ag) sector’s vision is for the future so our efforts are supportive of that.” Dean Robert Easter, University of Illinois

4. Participating Organizations/Companies on Planning Committee • Greg Webb, Archer Daniel Midland (ADM) • Bill Davisson, GROWMARK, Inc. • Jim Hoyt, GROWMARK, Inc. • Greg Oltman, GRO Horticultural Enterprises • Tim Southey, Greenview Nursery Company • Gary Ash, 1st Farm Credit Services • Don Borgman, Deere & Co. • William Kirk, Advance BioNutrition • Dr. Harris Lewin, University of Illinois • Dr. Robert Easter, University of Illinois • Dr. Robert L. Thompson, University of Illinois • Dr. Faye Dong, University of Illinois • Dr. Gary Minish, Southern Illinois University • Philip Nelson, Illinois Farm Bureau

5. Participating Organizations/Companieson Planning Committee • Lyle Roberts, Illinois Soybean Association • Rodney M. Weinzierl, Illinois Corn Growers Association & Illinois Corn Marketing Board • Rod Stoll, Farm Credit Services of Illinois • Doug McNeely, Bunge, Inc. • David Miller, iBIO • Jim Kaitschuck, Illinois Pork Producers Association • Maralee Johnson, Illinois Beef Association • Robert Rhykerd, Illinois State University • Heather Hampton-Knodle, Illinois Agri Women • Russ Moroz, Kraft Foods • Warren Ribley, Illinois Department of Commerce and Economic Opportunity • Tom Carper, Illinois Department of Commerce and Economic Opportunity • Dave Tierney, Monsanto Company

6. Process overview • Phase II: • Environmental scan • Phase III: • Identification of issues and opportunities • Phase IV: • Vision and strategy development • Phase V: • Tactical implementation • Phase I: Project kick-off and information gathering

7. Within each phase of our approach, we will examine five categories • Market trends complement consumer demand • Issue: use of Ag chemicals on food, commodity exports and imports, production costs, farm land consolidation, and labor availability Inputs • Consumer trends create demand pull for food and fuel • Issue: farm mechanization, low labor intensity, changing food habits, quality produce, GM food, organic agriculture, substituting products. Producers • Technological advancements influence the future course of agriculture ecosystem • Issue: bio technology, cellulosic ethanol production, farm equipment, alternative fuels, food processing, live stock, Ag GPS, remote sensing Outputs • Government regulations and polices are important guiding principles of the agriculture industry • Issues: biofuel tax benefits, bio technology, funds for research and development, land ownership, labor laws Issues • Efficient transport infrastructure will be key driver of local connectivity and global reach. • Issues: rail, barge, road transport, container movement, port and dock facilities, technological advantages

8. Vision Statement To be a global leader of profitable food and agricultural production.

9. Goals 1. Grow agricultural production and exports to a top three ranking in the United States through the growth of both commodity and value added production. 2. Enable food manufacturing growth to a top three ranking in the United States. 3. Lead the United States as the alternative bio-based outcomes leader through the adoption of new technologies.

10. Strategic Themes 1. Attract and train the necessary human and capital resources to support initiatives aimed at growing the food and agriculture industries. 2. Create a favorable business environment to nurture economic development in the state. 3. Improve community vitality. 4. Advance intellectual and innovations resources. 5. Act as a catalyst in forming strategic partnerships aimed at growing and sustaining the food and agriculture industries.

11. Workforce Development Implementation Team • Provide direction on education and workforce development. • Study and recommend key areas of substantial workforce skills deficit. • Encourage expanded leadership programs. • Attract highly qualified talent in state’s food and agriculture sector. • Analysis to better understand underlying issues. • Develop a public/private partnership to promote food and ag career opportunities.

12. Business Climate Implementation Team • Public/private partnership to communicate the importance of food and ag to state’s economic development. • Inventory critical business climate issues. • Create communication program. • Establish food and agriculture networking organization. • Streamline permitting process and regulations to improve Illinois competitive position. • Developing action plan to address.

13. Next Steps Implementation Teams • Short term priorities • Progress on long term priorities Planning Team (meet 1-2 times a year) • Monitor progress • Identify emerging issues

14. To view the report go to: www.illinoisagriculturevision.org • Username: illinoisAG • Password: 1vision • Or e-mail: cmagnuson@ilfb.org