Goulburn Valley Fruit Growing Industry Roadmap
Final
November 2013
Goulburn Valley Fruit Growing
Industry Roadmap
Final
Prepared by RMCG in conjunction with the
Goulburn Valley Fruit Growers Strategic Stakeholder Group
RMCG Consultants for Business, Communities & Environment
Goulburn Valley Fruit Growing Industry Roadmap
Final
Table of Contents
Executive Summary
i
1 Vision: the Goulburn Valley fruit industry in 15 years
1
1.1
Vision statement....................................................................................................................... 1
1.2
Strategic directions................................................................................................................... 1
1.2.1 National strategies ........................................................................................................ 2
1.2.2 State strategies ............................................................................................................. 3
1.2.3 Regional priorities ......................................................................................................... 4
1.2.4 Industry priorities ........................................................................................................... 5
1.3
Goulburn Valley industry context ........................................................................................... 10
1.3.1 A brief history: 1980s onwards ................................................................................... 10
1.3.2 Opportunities and threats............................................................................................ 13
1.3.3 Value and economic contribution ................................................................................ 13
2 Current situation: the Goulburn Valley fruit growing industry
2.1
16
Market analysis ...................................................................................................................... 16
2.1.1 Domestic production ................................................................................................... 16
2.1.2 Fruit exports ................................................................................................................ 17
2.1.3 Fruit imports ................................................................................................................ 21
2.2
Trend analysis ........................................................................................................................ 23
2.2.1 Fruit production and value .......................................................................................... 23
2.2.2 Fruit producers, area and trees .................................................................................. 24
2.2.3 Fruit intake for processing........................................................................................... 27
2.2.4 Consumer trends ........................................................................................................ 28
2.3
Competitive advantage of the Goulburn Valley ..................................................................... 29
3 Actions: achieving the vision
30
3.1
Role of government, industry and individual businesses ....................................................... 30
3.2
Actions for government, industry and individual businesses ................................................. 31
3.2.1 Provide structural adjustment support ........................................................................ 31
3.2.2 Improve partnerships and collaboration ...................................................................... 32
3.2.3 Encourage innovation and adoption ........................................................................... 32
3.2.4 Coordinate industry export and domestic market focus ............................................. 33
3.2.5 Support business development .................................................................................. 35
References
37
Appendix 1: Property Size Area Ranges in the Goulburn Valley Region
40
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Goulburn Valley Fruit Growing Industry Roadmap
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Executive Summary
Vision: the Goulburn Valley fruit industry in 15 years
The objectives of this roadmap are to:
 Provide a vision for the fruit growing industry in the Goulburn Valley for the next 15 years
 Outline the current situation of the fruit growing industry in the Goulburn Valley, including
opportunities and threats
 Develop strategic actions for government, industry and individual businesses to achieve the vision
with clear responsibilities and timelines.
The vision for the next 15 years is:
Fruit growing businesses and the industry continue to drive the social and economic prosperity and
growth of the Goulburn Valley region. This will be achieved by:
 Increasing production and profitability through world class orchard production systems
 Fostering innovation and sustainability
 Building and transferring the strong skill and knowledge base
 Continuing to supply the large and growing domestic market
 Increasing the competitiveness and efficiency of the processing sector
 Improving access to and capitalising on export market opportunities.
National, state, regional and industry strategic directions support this vision.
The Goulburn Valley fruit growing industry
Fruit growing in the Goulburn Valley has a bright future. The industry has a sound base for further
development and is already outstripping other horticulture regions in growth.
Market analysis
 The Goulburn Valley is the major producer of processed and fresh fruit at a national scale
 Export is a small but important component of fruit production in the area with the opportunity to
grow the Asian export market. Major fruits exported include apples, cherries, nectarines, peach,
plum and pear
 Import is relatively small with the predominant fruit being cherries.
Trend analysis1
 The area of fruit production in the Goulburn Valley increased by 26 per cent to 11,500 ha over the
period 2001 to 2011 with accompanied increase in planting density
 There has been an increase in the planting of trees over the past decade, primarily fresh market
varieties for stone fruit
1
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes apples,
pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W, Rushworth, Rochester,
Echuca and Kyabram SLAs)
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 Fruit intake for processing has declined significantly over the past decade, with a reduction in
peach and pear intake for processing by 53 per cent and 65 per cent respectively by SPC
Ardmona from 2008 to 2015 (forecast)
 Consumer analysis highlights increased demand for fresh fruit and innovative processed products.
 The number of fruit growers in the region has declined by 28 per cent over this period with
consolidation of properties
Competitive advantage of the Goulburn Valley
The Goulburn Valley has a competitive advantage with its soils and land capability, ideal climate,
water security and updated world class delivery system, availability and price of land, reduced pest
and disease pressure, infrastructure and transport, skilled people and clean and safe produce.
Actions: achieving the vision
There are a number of actions that require implementation to ensure the vision for the Goulburn Valley
is achieved. Actions are described as a program of works and it is expected that these will be
undertaken through a staged approach. These include:
 Provide structural adjustment support
 Improve partnerships and collaboration
 Encourage innovation and adoption
 Coordinate industry export and domestic market focus
 Support business development.
The implementation of these programs will require a desire and commitment for government, industry
and businesses to work together. Prioritisation and timing of each program of works requires further
development by the Goulburn Valley Fruit Growers Strategic Stakeholder Group (GVFGSSG) and
relevant partners.
Table ES-1: Summary of actions for government, industry and individual businesses
Program of works
Action
Provide structural
adjustment support



Facilitate transition of SPC Ardmona (Federal, State Government)
Assist transition, adaptation and restructuring (Federal, State Government, industry)
Communicate local planning provisions (Local Government)
Improve partnerships
and collaboration

Support changes in HAL and National RD&E framework (Federal, State Government and
industry)
Improve collaboration within industry (Federal, State Government and industry)
Develop industry and regional leadership (State, Local Government, industry and
business)


Encourage
innovation and
adoption



Inform research and development (Federal and State Government)
Establish the Tatura horticultural centre for excellence (State Government)
Provide extension services (Federal and State Government)
Coordinate industry
export and domestic
market focus



Improve market access (Federal and State Government)
Coordinate domestic and export markets (Industry, Federal and State government)
Coordinate market promotion (Federal, State government and industry)
Support business
development



Continue infrastructure provision (Federal, State and Local government)
Increase production and profitability (Federal, State government, industry and business)
Develop Horticultural Business Development Group (State, Local Government and
Industry)
Continue education of the work force (State and Local government)

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1
Vision: the Goulburn Valley fruit industry in 15 years
1.1
Vision statement
The objectives of this roadmap are to:
 Provide a vision for the fruit growing industry in the Goulburn Valley for the next 15
years
 Outline the current situation of the fruit growing industry in the Goulburn Valley,
including opportunities and threats
 Develop strategic actions for government, industry and individual businesses to
achieve the vision with clear responsibilities and timelines.
The vision for the next 15 years is:
Fruit growing businesses and the industry continue to drive the social and economic
prosperity and growth of the Goulburn Valley region. This will be achieved by:
 Increasing production and profitability through world class orchard production
systems
 Fostering innovation and sustainability
 Building and transferring the strong skill and knowledge base
 Continuing to supply the large and growing domestic market
 Increasing the competitiveness and efficiency of the processing sector
 Improving access to and capitalising on export market opportunities.
This vision is supported by national, state, regional and industry strategic directions.
The important elements for the implementation of the vision are described.
1.2
Strategic directions
Key messages
 There is national support to improve the competitiveness and export potential of
the fruit growing industry. This includes a focus on food security and health,
efficient production systems, responsible management of natural resources and
open trade with Asian partners
 The State government aims to support the horticulture sector to increase
productivity and production, effectively manage resources and capitalise on market
access
 The fruit growing industry is critical to the Goulburn Valley region contributing to
economic growth, regional development and the social fabric. The region has
significant attributes that provide a competitive advantage. There is extensive
support for the industry to ensure vibrant communities, efficient farm production
and processing systems and sustainable use of natural resources
 The fruit industry is underpinned by a strong domestic market with additional
opportunity in the existing processing market and the expanding export market.
RD&E is supported with DEPI taking the lead for stone and pome fruit sectors.
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1.2.1
National strategies
The agriculture industry, including fruit growing, has experienced considerable change
over the past decade and numerous challenges for some sectors. However, overall
the future for agriculture looks bright with the Department of Agriculture, Fisheries and
Forestry aiming to enhance the sustainability, profitability and competitiveness of
Australia's agriculture, food, fisheries and forestry industries.
A number of national strategies will continue to guide the direction and activities of the
agriculture sector. These national strategic directions are critical to support the
delivery of the Goulburn Valley vision and include:
 National Food Plan White Paper2 which aims to grow exports, support a thriving
industry, maintain domestic food security and safety for community wellbeing,
assist in improving global food security, and produce food sustainably to 2025. This
will ensure that Australia’s food system is a sustainable, globally competitive,
resilient food supply supporting access to nutritious and affordable food
 Asian Century White Paper3 acknowledges that Australia, and the Goulburn Valley,
operate in a global market and has strong links to the National Food Plan. The
paper recognises that the priority of Asian markets will increase as world food
consumption is expected to be 75 per cent higher by 2050 than in 2007, and
almost half of this increased demand will come from China alone. This will ensure
Australia will be a more prosperous and resilient nation, part of the region and open
to the world by 2025
 Blueprint for Australian Agriculture to 2020 4 is a cross-sectoral strategy that aims to
improve innovation and research, development and extension, competitiveness,
trade and market access, address labour shortages in the agricultural workforce,
improve public perceptions of agriculture, manage natural resources sustainably
and better deal with uncertainties. This will ensure that the Australian agriculture
sector is a world leader in providing high quality food and fibre for a global
population using innovative technologies and sustainable natural resource
management. It is productive, profitable, innovative and valued for its
environmental, economic and social contribution to Australian life
 Murray Darling Basin Plan outlines the importance of protecting the natural
resource base of irrigated agriculture and associated environmental assets.5 The
Basin Plan aims to rebalance the relative allocation of water between consumptive
use and the environment. The impacts of this at a regional level are uncertain with
the potential for negative social and economic ramifications.
To ensure these opportunities are realised it is important that domestic fruit production
and local markets are supported and export markets are further developed. Markets
for processed fruit have generally been declining slowly over time, other than where
product diversification and innovation attracts a new class of consumer. However,
although the industry is suffering serious injury, there is an expectation that there will
be an ability to adapt to changing consumer trends and global conditions. 6
2
Department of Agriculture, Fisheries and Forestry (2013) National Food Plan White Paper, Australian Government, Canberra
Department of the Prime Minister and Cabinet (2012) Australia in the Asian Century White Paper, Australian Government, Canberra
4
National Farmers Federation (2013) Blueprint for Australian Agriculture 2013-2020, in conjunction with major partners Westpac,
Woolworths and the Department of Agriculture, Fisheries and Forestry, Canberra
5
Murray Darling Basin Authority (2012) Murray Darling Basin Plan, Australian Government, Canberra
6
Productivity Commission (2013) Safeguards Inquiry into the Import of Processed Fruit Products, Report No. 64, Australian Government,
Canberra
3
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The development of regional communities is also a priority in recognising the
economic and environmental aspects of the fruit growing industry, and the agricultural
sector more broadly.
1.2.2
State strategies
The Department of Environment and Primary Industries (DEPI) drive the strategic
directions for agriculture at the state level. The vision for DEPI is productive and
competitive primary industries enabled by sustainable management of private and
public land, water and the environment to support Victoria's long-term prosperity.
DEPI will work with industry to support the growth and competitiveness of Victoria’s
agriculture industries and exports through driving productivity, connecting to Asia, and
supporting industry development and transition.
The aim of productive and competitive food and agriculture industries will be achieved
through the following objectives:
 Increase productivity growth and enhance natural resource management in the
dairy, grains, red meat, and horticulture industries through innovative research and
development
 Facilitate access to key international markets for Victorian food and fibre and
capture investment for the Victorian agri-food sector
 Accelerate the adoption of relevant technologies and management practices by
farm businesses
 Improve policy and regulation to enhance competitiveness, productivity, industry
development and transition
 Enable primary industries to maintain access to markets and minimise the impact
of emergencies and biosecurity threats.7
DEPI aims to support the horticulture sector to increase productivity and production,
effectively manage resources and capitalise on market access. In particular, it seeks
to work with target industries (pome fruits, stone fruits, almonds, citrus and grapes) to
contribute to doubling their production by 2030.8
Within the National Primary Industries research, development and extension (RD&E)
Framework9, DEPI has a ‘major’ role for pome fruit, stone fruit, almonds, dried vine
fruit and fresh potato R&D and a ‘support’ role for grape and wine R&D.
The focus for DEPI includes:
 Development of more effective integrated pest and disease management
 Improved water use efficiency to maximise the benefits of irrigation infrastructure
system upgrades

Managing extreme weather events and
 Adapting to elevated temperatures and carbon dioxide levels.
7
Department of Environment and Primary Industries (2013) Agriculture Productivity Group Business Plan 2013-2017, State Government
of Victoria, Melbourne
8
Pers. comms. (2013) Sze Flett, Director, Horticulture Services & Acting Director, Grains Services, Department of Environment an
Primary Industries, 28 October
9
National Horticultural Research Network (2010) National RD&E Framework for Horticulture, September
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Services will be focused on supporting industries through web-based knowledge
management platforms.10
1.2.3
Regional priorities
Support for the Goulburn Valley vision at a regional level requires consideration of
economic, environmental and social issues. The strategic directions for agriculture in
the Goulburn Valley are guided by:
 Hume Strategy for Sustainable Communities 2010-202011 which aims to manage
the regions water resources sustainably (key direction 2), adapt and diversify
agriculture in an environment of change (key direction 10) and retain productive
rural land for agriculture and other compatible rural uses (key direction 19)
 Goulburn Valley Sub Regional Plan12 actions which include:
 Promote and build on the Goulburn Valley as a sub region of excellence in
water efficiency, through industry and government partnerships, the GMW
Connections Program and On-Farm Irrigation Efficiency program (2.1.GV1)
 Advocate for critical freight transport infrastructure upgrades consistent with
the Northern Victoria Regional Transport Strategy (10.1.GV1)
 Facilitate the coordinated marketing of the ‘Goulburn Valley Foodbowl’
concept to attract further investment into agribusiness (10.1.GV2)
 Ensure land use planning protects productive agricultural land from
fragmentation and inappropriate developments through partnerships with key
agencies (10.2.GV1)
 Continue to develop and implement rural land use strategies at a local/sub
regional level to protect prime agriculture land from inappropriate
development (19.1.GV1). This includes the Hume Regional Land Use
Study13 and Campaspe, Greater Shepparton and Moira Regional Rural Land
Use Strategy.14
 Hume Strategy Regional Plan Key Priorities for 2012/1315 include building strong
manufacturing and agricultural sectors supported by a capable workforce and
positioning the Hume Region in the global food economy
 Hume Regional Growth Plan16 aims to:
 Support the protection of strategic farmland
 Support and manage intensive agricultural production
 Support changing farm sizes, methods, strategies and land uses
 Plan for the potential impacts of climate change on agriculture
10
Department of Environment and Primary Industries (2013) Agriculture Productivity Group Business Plan 2013-2017, State Government
of Victoria, Melbourne
11
Department of Planning and Community Development (2010) Hume Strategy; The Hume Strategy for sustainable communities 20102020, State Government of Victoria, Melbourne
12
Department of Planning and Community Development (2010) Goulburn Valley Sub Regional Plan; The Hume Strategy for sustainable
communities 2010 -2020, State Government of Victoria, Melbourne
13
Department of Planning and Community Development (2012) Hume Region Rural Land Use Study, report prepared by urban
enterprise, State Government of Victoria, Melbourne
14
Parsons Brinckerhoff and RMCG (2008) Campaspe, Greater Shepparton and Moira Regional Rural Land Use Strategy, report
prepared for the Shire of Campaspe, Greater Shepparton City Council and Shire of Moira, Bendigo
15
Regional Development Victoria (2013) Hume Strategy Regional Plan Key Priorities 2012/13, State Government of Victoria, Wangaratta
16
Department of Planning and Community Development (2013) Draft Hume Regional Growth Plan; An integrated, strategic land use plan
for the Hume Region, June, State Government of Victoria, Melbourne
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 Respond to a changing irrigation landscape
 Minimise fragmentation of strategic agricultural land
 Avoid conflicting land uses and activities
 Maintain and enhance infrastructure supporting rural industry
The Goulburn Valley has a number of regional competitive advantages including:
 Suitability of the climate and natural resource base, such as soil and land
capability, to fruit growing
 Availability of reliable, high quality water resources and upgraded water delivery
infrastructure, providing a competitive advantage (particularly for irrigated
agriculture), which is likely to be become more important in the future under the
influence of climate variability and change and the Murray-Darling Basin Plan
 Located within the strategically important Melbourne-Canberra-Sydney (Hume
corridor) and Melbourne-Brisbane (Goulburn Valley corridor) national road and rail
transport corridors
 Critical mass of growers to support a large fruit and vegetable processing industry,
estimated to generate $1.7 billion annually.17
These points are discussed further in following sections.
1.2.4
Industry priorities
Horticulture Australia Limited’s (HAL) vision is for horticulture to provide a valued
contribution to Australia’s national well-being, through the profitable production of
Australian grown, high quality and sustainable horticultural produce. HAL makes
research and development (R&D) and marketing investment decisions, in partnership
with industry. The HAL strategic goals that are relevant to this roadmap are:
 Deliver new information and knowledge
 Build consumer demand (domestically and internationally)
 Enhance industry skills and capability. 18
 Unlike other Research and Development Corporations (RDCs), HAL does not have
formal contact mechanisms with horticulture levy payers. HAL’s Constitution
requires that it works through horticulture Peak Industry Bodies, as
representatives of levy payers, to achieve outcomes for its member industries
Figure 1-1). Funding is provided from levies and voluntary contributions from industry,
including Apple and Pear Australia Limited (APAL), Summerfruit Australia (SAL), SPC
Ardmona and Fruit Growers Victoria, that are matched by the Australian government.
Total investments exceed $100 million per annum. Of this approximately $80 million is
invested in industry-aligned R&D projects, $17 million in marketing projects, and $2.5
million in broader strategic and transformational R&D.
Priorities are guided by the National Strategic Research Priorities 19, Rural R&D
Priorities (productivity and adding value, supply chain and markets, natural resource
17
Department of Planning and Community Development (2010) Goulburn Valley Sub Regional Plan; The Hume Strategy for sustainable
communities 2010 -2020, State Government of Victoria, Melbourne
18
Horticulture Australia Limited (2012) Strategic Plan 2012-2015, Sydney
19
Department of Innovation, Industry, Science and Research (2013) Strategic Research Priorities, Australian Government, Canberra
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management, climate variability and change, and biosecurity) 20 and HAL’s investment
program.21
Horticulture Australia Limited
R&D
Marketing
Across industry program
42 commodity groups
and
associated Peak
Industry
Bodies (PIBs)
Roadmap relevant PIBs:
Apple and Pear Australia Ltd.
Canned Fruits Industry
Council of Australia
Cherry Growers Australia Inc.
Australian Nashi Growers
Association Ltd.
Summerfruit Australia
Figure 1-1: Overview of industry structure relevant to the roadmap
While this is complex arrangement, for the purpose of this roadmap the following five
main commodity groups will be considered: apple and pear, canned fruit, cherry,
nashi, and summer fruit. These commodity groups are all represented by Peak
Industry Bodies, which include grower involvement.
The industry priorities for these commodity groups are outlined in Table 1-1.
20
Department of Agriculture, Fisheries and Forestry (2007) Rural Research and Development Priorities, Australian Government,
Canberra
21
Horticulture Australia Limited (2012) Strategic Plan 2012-2015, Sydney
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Table 1-1: Overview of industry priorities22
Commodity
Priorities
Fund base
Apple and pear

Improve sales volume by 5% for apples & maintain pear
sales volume
Produce High Quality Apples & Pears at Internationally
Competitive Prices
Provide a supportive operating environment
Levy


Voluntary
contributions
Canned fruit



Meet consumer needs (human nutrition)
Improve productivity (crop production)
Pursue the efficient use of industry resources (industry
analysis)
Voluntary
contributions
Cherry

Continuously improve the efficiency of cherry production
and packhouse
To facilitate a profitable production sector by increasing
demand for Australian cherries in line with increasing
supply
To ensure the Australian cherry industry has appropriate
and sufficient capacity to manage change and industry
expansion
Levy


Nashi
Summer fruit23
Voluntary
contributions
The Nashi industry is currently in the progress of updating
its Industry Strategic Investment Plan
Levy





Levy
Increase demand and improve market performance
Reduce costs in the production and supply chain
Improve quality and consistency of produce
Adapt to climate and water supply changes
Improve industry cohesion and development
Voluntary
contributions
Voluntary
contributions
The National RD&E framework seeks to consolidate investment for sectors through
specific states. This framework has driven investment in the fruit growing industry over
the past decade. The Framework describes RD&E commitment and investment by
Australia’s State and Commonwealth agricultural agencies (largely the State DPIs and
CSIRO) for the Australian horticultural industries. The Framework nominates
agencies, which take on the national ‘Major Priority’, ‘Support’ and ‘Link’ roles, for
RD&E, for the main horticultural crops.
‘Major Priority’ agencies agree to assume a national leadership role where the
specified crop becomes a major priority for RD&E investment by that agency.
Accordingly, the agency undertakes to give a high priority to funding research,
infrastructure and national coordination, for that crop. As previously highlighted, DEPI
plays a ‘major role’ at a national level in the delivery of RD&E for pome and stone fruit
(Figure 1-2).
DEPI aims to support the fruit growing industry through:

Grower adoption of new technologies whilst ensuring efficient resource
management
22
Horticulture Australia Limited (2013) HAL Call 2013 for 2014/15 Industry Priorities; apple and pear, canned fruit, cherry, nashi, summer
fruit, Sydney
23
Summer fruit includes peach, nectarine, plum and apricot
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
Horticulture-specific networks providing industries with links to relevant information
and increasing the capacity and leadership of industry associations and service
providers

Development of market opportunities and provision of assistance to industry to be
more internationally competitive in the global market place.
Horticulture Australia Limited
Apple and
Pear
Australia
Ltd.
Canning
Fruit
Industry
Council of
Australia
Ltd.
Cherry
Growers
Australia
Inc.
Australian
Nashi
Growers
Association
Ltd.
Summerfruit
Australia
National Horticultural Research Network R,D&E Framework major priority state
Victoria:
Victoria:
Tasmania:
Victoria:
Victoria:
Plant health
Crop production
Environment
Plant health
Crop production
Environment
Crop production
Plant health
Post harvest
Plant health
Crop production
Environment
Plant health
Post harvest
Figure 1-2: Major priority states for roadmap commodity groups
In recent years, most government agencies have been required to adjust their budgets
as governments respond to economic pressures. State agricultural agencies and
CSIRO have not been exempt from these influences, which have flowed through to
their research, development and extension (RD&E) divisions. A recent analysis was
undertaken by the National Horticultural Research Network (NHRN)24. The investment
snapshot showed that in 2012/13, a total of nearly $113 million was invested in
horticultural RD&E in Australia. Some 65% of this ($73.4 million) was delivered
through the NHRN agencies. This includes $48.4 million of direct investment by the
agencies from their own Treasury funding allocations. Over the period 2008/9 to
2012/13, the total value of work delivered through the agencies decreased by 10.5%.
There was also a 6% decrease in FTEs in the (shorter) period 2011 to 2012/13.
Total investment in the fruit industry by and through the Victorian State Government
declined from $8.62 million in 2008/09 to $6.86 million in 2012/13 with an associated
reduction in personnel involved in RD&E.
In the Goulburn Valley overall investment in the horticulture industry has also
experienced a decline. Personnel involved in RD&E have reduced with a shift in how
National Horticultural Research Network (2013) Capability and Investment Analysis A snapshot of Australia’s horticultural research,
development and extension capability and associated investment, November (Unpublished)
24
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the horticulture industry is supported with the implementation of a program to assist
industry service providers in the delivery of extension activities known as the
Horticulture Industry Network (HIN).25
The objectives of the HIN Program are to:
 Facilitate effective networks that capture opportunities and work together in
response to market signals, needs and demands
 Develop innovative web-based knowledge
information acquisition, sharing and adoption
management
technologies
for
 Support target industries to fast track information acquisition and knowledge
management to improve productivity, increase profits and grow exports. 26
For apple and pears, RD&E is coordinated through the APAL Productivity, Irrigation,
Pests and Soils (PIPS) program (2009-14). PIPS comprises six projects including: tree
structure; integrated pest and disease management (IPDM); soils, water and nutrients;
precision fertigation; profitable pears; maximising productivity and quality of new pear
varieties; and technical and industry communications.27
25
Pers. comms. (2013) Sze Flett, Director, Horticulture Services & Acting Director, Grains Services, Department of Environment an
Primary Industries, 28 October
26
Horticulture Industry Network (2012) About HIN; Better Services to Farmers, http://www.hin.com.au/about-hin, accessed 8 November
2013
27
Apple and Pear Australia Limited (undated) Productivity, Irrigation, Pests and Soils (PIPS), http://apal.org.au/research-developmentextension/projects/productivity-irrigation-pests-and-soils-pips/, accessed 18 November 2013
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1.3
Goulburn Valley industry context
Key messages
 The Goulburn Valley region has been a significant producer of fruit (both fresh and
processed) for decades
 Horticulture contributes 30% to the regions’ economy and is a significant employer
in the Goulburn Valley. The value of fruit production in the Goulburn Valley was
$440.5 million for apple and pear, cherry, nashi and summer fruit in 2011
 The value-add in food processing generates approximately $1.7 billion per year,
which includes SPC Ardmona, Campbell’s Soups, Unilever and Kagome
 In the past, the fruit growing industry has demonstrated resilience and the ability to
adapt when presented with challenges
 There are numerous compounding threats that the fruit industry currently needs to
contend with. There are also many opportunities that the industry must work
collaboratively to grasp.
1.3.1
A brief history: 1980s onwards
The Goulburn Valley sub-region including the four Local Government Areas of Moira,
Strathbogie, Shepparton and Campaspe in northern Victoria is of national significance
for horticulture and fruit production (Figure 1-3).28
Figure 1-3: Location of the Goulburn Valley
The region has been characterised by change over decades with fluctuations in the
dominance of processed versus fresh production and differences in the preference for
28
Department of Planning and Community Development (2010) Goulburn Valley Sub Regional Plan; The Hume Strategy for sustainable
communities 2010 -2020, State Government of Victoria, Melbourne
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Goulburn Valley Fruit Growing Industry Roadmap
Final
particular commodities. The region has long been recognised for its’ competitive
advantage with access to natural resources (water, soil and climate), infrastructure
(transport, irrigation system) and a skilled workforce.
The region has been dependant on fruit production for the domestic and processed
fruit markets. The relevant prominence of these sectors has varied recently with the
fresh fruit domestic market increasing in prominence over the past decade.
Increasingly, the Goulburn Valley has become a participant in the global fruit
production market, opening opportunities for the export of fresh market fruit. However,
this has also been associated with challenges such as increasing competition from
processed fruit imports.
Revenue from fruit growing in the Goulburn Valley has increased over time although
production volumes have reduced. The industry in the region has responded well in
recent years despite prolonged drought conditions and a high Australian dollar. For
example, Goulburn Valley growers have planted trees at a faster rate due to the
increase in density of plantings, and value of production increased by 120% from 2001
to 2011, which is faster than the rest of Victoria or Australia. 29
At an industry workshop in September 2013 the following key themes and issues
facing Goulburn Valley growers were raised.
29
The Asia Pacific Consulting Group (2013) Goulburn Valley Industry Audit & Trend Analysis, report prepared for the Goulburn Valley
Fruit Growers Strategic Stakeholder Group, September, Melbourne
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Table 1-2: Key themes and issues facing the Goulburn Valley30,31
Theme
Issue
Global
economy





Rising international wealth, especially Asia and global population growth
Change in the exchange rate ($AUD), including volatility
Increasing market liberalisation through gradual removal of trade barriers
Increasing foreign investment
Opportunities for fresh market export dependent on compliance with
market access issues and the maintenance of profitability
Domestic
economy




Continued market concentration in food retailing and processing
Continuing high labour costs
Increasing access to finance
Significant investment by international businesses in food processing
Demographics

Aging labour force in rural areas and migration towards urban centres
Consumer
preferences




Increased desire for fresh and healthy produce
Expectation of quality assurance and food safety
Increased desire for sustainably produced food (‘clean and green’)
Interest in traceability and provenance
Science and
technology



Ongoing threat to biosecurity
Availability and adoption of biotechnology
Digital revolution (e.g. National Broadband Network, smart phone
applications)
Innovation and development of production systems, processing and
transport

Infrastructure


Irrigation modernisation
Improvements in transport infrastructure
Environment


Climate change
Environmental management
Policy

Implementation of Direct Action Plan (current federal government climate
policy)
Reduction in consumptive water entitlements
Increased competition from competing land uses


The industry and individual businesses in the region have historically demonstrated
their resilience to these changes with:
 A willingness to adopt new technologies and practices
 A desire to ensure world’s best practice
 The ability to work collectively at a regional level
 The ability to adapt to changing consumer needs
 The ability to find and supply new markets.
However, in recent years the capacity for the region to adapt has been limited due to a
number of compounding factors. This presents an opportunity for the industry to now
respond in a more coordinated and integrated way.
30
Deloitte Access Economics (2013) Understanding the Food Opportunities for Northern Victoria; Interim Themes, Issues and
Implications, prepared for Regional Development Victoria, Melbourne
31
Goulburn Valley Fruit Growers Industry Roadmap Development Workshop 20 September 2013, Department of Environment and
Primary Industries, Tatura
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1.3.2
Opportunities and threats
The opportunities and threats for the fruit industry in the Goulburn Valley are outlined
below. These have been identified and validated in consultation with industry. 32
Table 1-3: Opportunities and threats for the fruit industry in the Goulburn Valley
Opportunities
Threats












Efficient productions systems
Availability and competitive price of land
Security of water (in comparison to other
regions)
Associated infrastructure for the fruit industry
(some underutilised)
Proximity to markets
Favourable climatic conditions
Variety of market chains and markets, with
the ability to be nimble and respond to
trends
Efficiency and quality of production (sweeter
produce due to higher number of heat units
and physiological response)
Safe and clean food production and image
of sustainable ‘green’ production
Opportunities for the industry to co-invest
with DEPI in relation to RD & E and market
development and access
Development of new niche markets e.g.
cider












1.3.3
High cost of production, particularly inputs
such as labour
Significant level of regulation
Adverse climate conditions – drought and
flood
High Australian dollar
Competition from new market entrants, both
domestic and overseas e.g. South Africa,
Chile
Reduced global competitiveness relative to
other countries e.g. cost of labour,
government support and subsidies
There is no longer an advantage of being
counter cyclical with the northern
hemisphere as market supply is year round
Market/trade barriers e.g. medium-term
outlook for market access is lacking and has
been predominately short-term, current
varieties not suited to Asian market or
palette, competition from other southern
hemisphere countries
Reliance on domestic markets, which
frequently offer high average returns
Opportunistic export activity and lack of
focus on the long-term export market
Over capitalisation and requirement to
maintain and/or replace plant
Existence of smaller properties clustered in
Shepparton East and Cobram that are
looking to exit industry and may pose a
biosecurity threat (map in Appendix 1)
Cost of compliance e.g. biosecurity
Value and economic contribution
Regional economic growth and performance
Victoria’s fruit industries are important employers and contributors to many regional
economies particularly in the Goulburn Valley. In Victoria, the gross value of fruit
production (excluding grapes) was $1,431.3 million in 2010-11.33 The value of fruit
production in the Goulburn Valley was $440.5 million for apple and pear, cherry, nashi
and summer fruit in 2011.34 Horticulture combined contributes to 30 per cent of the
value of agricultural production ($485 million) in the region, which is comparable to 31
per cent for dairy ($497 million) (Figure 1-4).35
32
Goulburn Valley Fruit Growers Industry Roadmap Development Workshop 20 September 2013, Department of Environment and
Primary Industries, Tatura
33
Department of Environment and Primary Industries (various) Fruit Industry Profiles, State Government of Victoria, Melbourne
34
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo
35
Australian Bureau of Agricultural and Resource Economics and Sciences (2013) Agriculture in the Shepparton Region of Victoria,
2013, Department of Agriculture, Fisheries and Forestry, Australian Government, Canberra
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Figure 1-4: Value of production based on agricultural output in the Goulburn
Valley36
The value-add in food processing generates approximately $1.7 billion per year, which
includes SPC Ardmona, Campbell’s Soups, Unilever and Kagome.37
Over the past two decades there has been a change in economic growth for the
Goulburn Valley. Economic growth stagnated in the past decade, although in the
previous decade the region experienced stronger growth. The trend demonstrates
slower growth due in part to declining productivity, slowing population growth and
lower levels of labour force participation.38 The drought and exchange rates may have
also contributed to this.
Industry trends and structural change
Nationally, horticulture employs 59,500 people with a further 6,250 employed in
processing.39 This represents approximately one-third of those employed in
agriculture.40
Agriculture and manufacturing are the largest employers in the Goulburn Valley,
based on 2012 data. This is followed by retail trade and health care. There has been
significant growth in agricultural employment in the last five years (2007 to 2012) when
compared to 1992 to 2007.41 Agriculture, forestry and fishing employs 11 per cent of
the region’s workforce (6,456 people). Of these employees, 95 per cent worked in
agriculture, and 4 per cent in support services for the agriculture, forestry and fishing
sector. In addition, an estimated 4,194 people were employed in food product
manufacturing.42
36
Australian Bureau of Agricultural and Resource Economics and Sciences (2013) Agriculture in the Shepparton Region of Victoria,
2013, Department of Agriculture, Fisheries and Forestry, Australian Government, Canberra
37
Department of Planning and Community Development (2010) Goulburn Valley Sub Regional Plan; The Hume Strategy for sustainable
communities 2010 -2020, State Government of Victoria, Melbourne
38
Regional Development Victoria (2013) Goulburn Valley Overview, presented to the Goulburn Valley Industry and Employment
Taskforce, 3 September, Shepparton
39
Department of Agriculture, Fisheries and Forestry (2012) Horticulture Fact Sheet, Australian Government, Canberra
40
Horticulture
Australia
Limited
(2010)
Value
of
Horticulture,
http://www.horticulture.com.au/areas_of_Investment/Environment/Climate/value_horticulture.asp, accessed 18 November 2013
41
Regional Development Victoria (2013) Goulburn Valley Overview, presented to the Goulburn Valley Industry and Employment
Taskforce, 3 September, Shepparton
42
Australian Bureau of Agricultural and Resource Economics and Sciences (2013) Agriculture in the Shepparton Region of Victoria,
2013, Department of Agriculture, Fisheries and Forestry, Australian Government, Canberra
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SPC Ardmona operates three facilities in the region and currently directly employs
approximately 1,500 people on a casual and full time basis and supports a total of
2,700 jobs in the Goulburn Valley. 43 SPC Ardmona directly contributes $63 million to
the local economy through salaries and wages and provides apprenticeships, training
programs, work experience programs and graduate student programs to young people
in the region.44
There is a solid labour base in the Goulburn Valley fruit growing industry, which
includes skilled staff for technical and management positions as well as picking and
packer roles. Availability of specialised skilled labour is frequently an issue, and
considered a constraint to further industry development.
Agriculture also has the highest number of businesses in the region (4,200), who
mostly employ less than 5 people.45
Demographics and labour market trends
Population growth has continued to increase over the past decade in the Goulburn
Valley, predominantly in Greater Shepparton, whilst Moira is stagnating and
Campaspe declining. Goulburn Valley maintains higher unemployment rates than
regional Victoria, particularly in Shepparton. Those that are employed work more
hours on average per week than regional Victorians do (on average).46
43
SPC Ardmona have recently announced the consolidation of the three facilities to one centrally located facility in Shepparton
SPC Ardmona (2013) Media Release; SPC Ardmona’s disappointment as productivity commission’s accelerated report denies
provisional safeguards, 26 September, Shepparton
45
Regional Development Victoria (2013) Goulburn Valley Overview, presented to the Goulburn Valley Industry and Employment
Taskforce, 3 September, Shepparton
46
Regional Development Victoria (2013) Goulburn Valley Overview, presented to the Goulburn Valley Industry and Employment
Taskforce, 3 September, Shepparton
44
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2
Current situation: the Goulburn Valley fruit growing
industry
2.1
Market analysis
Key messages
 The Goulburn Valley is the major producer of processed and fresh fruit at a
national scale
 Export is a small but important component of fruit production in the area with the
opportunity to grow the Asian export market. Major fruits exported include apples,
cherries, nectarines, peach, plum and pear
 Import is relatively small with the predominant fruit being cherries.
2.1.1
Domestic production
Fruit production in the Goulburn Valley contributes significantly to total national
production and value. Apple and pear production and value are highest when
compared with stonefruit (Table 2-1). The Goulburn Valley currently produces:
 99 per cent of the national nashi crop
 90 per cent of the national deciduous processed fruit production47
 86 per cent of the national pear crop
 70 per cent of the national peach crop
 49 per cent of the national plum crop
 43 per cent of the national apricot crop
 28 per cent of the national apple crop
 25 per cent of the national nectarine crop.
Table 2-1: Goulburn Valley fruit production and gross value48
Commodity
Volume
(tonnes)
National
production (%)
Value ($)
National value
(%)
Apple
82,617
28%
225,539,960
38%
Apricot
5,768
43%
4,807,940
23%
Cherry
1,184
11%
9,937,640
11%
Nectarine
9,074
25%
22,729,924
23%
42,425
70%
43,530,019
47%
105,660
86%
116,000,000
66%
7,724
49%
17,972,578
39%
Peach
Pear (incl. nashi)
Plum
47
Department of Primary Industries (2006) Socio-Economic Profile of the Goulburn Broken Catchment including all of the Shepparton
Irrigation Region, prepared for the Goulburn Broken Catchment Management Authority, Shepparton
48
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes
apples, pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W,
Rushworth, Rochester, Echuca and Kyabram SLAs)
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Most of Victoria’s fruit production is consumed domestically and is considered the
primary market. Imports from China, America and New Zealand pose a threat, to the
domestic market for stone and pome fruit. This will require Goulburn Valley fruit
growers to remain globally competitive.
2.1.2
Fruit exports
Fruit export in Australia was worth $376 million in 2011/12. Victoria contributes over
one-third of the nation’s fruit exports.49 The export of Australian fruit is concentrated in
the Asian market, except for pears which are predominately exported to Pacific and
North American countries (Table 2-2).
Table 2-2: Australian fruit exports by top three markets in 2010/1150
Commodity
Top three markets (tonnes)
Top three markets ($ million)
Apple



Papua New Guinea (769.55)
Indonesia (766.60)
United Kingdom (373.49)



Indonesia (2.34)
Papua New Guinea (1.40)
United Kingdom (1.07)
Apricot



United Arab Emirates (137.07)
Hong Kong (100.96)
Singapore (18.79)



United Arab Emirates (0.74)
Hong Kong (0.29)
France (0.13)
Cherry



Hong Kong (211.41)
Taiwan (210.77)
Thailand (161.70)



Taiwan (3.14)
Hong Kong (3.06)
Thailand (1.85)
Nashi



Fiji (7.94)
Papua New Guinea (6.72)
United Arab Emirates (2.86)



Papua New Guinea (0.02)
Fiji (0.01)
United Arab Emirates (0.01)
Nectarine



Hong Kong (1,672.72)
United Arab Emirates (368.50)
Taiwan (259.36)



Hong Kong (4.41)
United Arab Emirates (1.30)
Taiwan (0.64)
Peach



United Arab Emirates (441.64)
Singapore (285.45)
Hong Kong (166.34)



United Arab Emirates (1.36)
Singapore (1.07)
Hong Kong (0.75)
Pear



Canada (1,545.33)
New Zealand (1,347.56)
New Caledonia (402.51)



Canada (2.47)
New Zealand (2.05)
New Caledonia (0.53)
Plum



Hong Kong (1,696.05)
Singapore (611.97)
United Arab Emirates (433.67)



Hong Kong (5.47)
Singapore (1.57)
United Arab Emirates (0.30)
The reliance on Asia as the principal market for 70 per cent of Victoria’s agri-food
export production means that the Goulburn Valley will need to continue to respond to
the shifting demography, rising incomes and changing tastes and preferences of Asian
consumers. Competition for market share and value chain is primarily from South
Africa and Chile for fruit exports to Asia. In order to increase export competitiveness it
is important that Goulburn Valley fruit growers continue to consider:
 Product quality and differentiation
 Better understanding consumer demands
 Value chain management of the traditional ’supply chain’
49
Department of Primary Industries (2012) Victorian Food and Fibre Export Performance 2011-12 Financial Year, State Government of
Victoria, Melbourne
50
Horticulture Australia Limited (2012) The Australian Horticulture Statistics Handbook, Sydney
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 Innovation to keep pace with changing markets
 Market access requirements and restrictions
 Cost of production and price
 Supply capability in continuity, consistency and quantity
 Marketing and promotion to deliver customer value, quality and satisfaction at a
profit
 Understanding competitors to attract and retain market share
 Economies of scale due to expansion and consolidation. 51
While relatively small, Australian fruit exports have declined over the past decade both
in volume and value, particularly apples and nashi (Figure 2-1).
Department of Primary Industries (2010) Victoria’s Southern Hemisphere competitors for exports to Asia, State Government of Victoria,
Melbourne
51
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35,000.00
30,000.00
Volume (tonnes)
25,000.00
20,000.00
15,000.00
10,000.00
5,000.00
0.00
Apple
Apricot
Cherry
Nashi
Nectarine
Peach
Pear
Plum
Year
2002/03 Volume (tonnes)
2010/11 Volume (tonnes)
45
40
35
Value ($ million)
30
25
20
15
10
5
0
Apple
Apricot
Cherry
Nashi
Nectarine
Peach
Pear
Plum
Year
2002/03 Value ($ million)
2002/03
Commodity
Apple
Volume
(tonnes)
2010/11 Value ($ million)
2010/11
Value ($
million)
Volume
(tonnes)
2002/03 to 2010/11
Value ($
million)
Volume %
change
Value %
change
32,480.00
41.37
2,508.52
6.02
-92%
-85%
Apricot
228.00
0.8
310.15
1.47
36%
84%
Cherry
1,720.00
13.74
939.31
13
-45%
-5%
104.00
0.43
20.97
0.06
-80%
-86%
Nectarine
7,972.00
22.69
2,810.21
8.21
-65%
-64%
Peach
1,587.00
5.54
1,155.85
4.45
-27%
-20%
Pear
17,652.00
22.41
4,826.27
7.47
-73%
-67%
Plum
10,733.00
26.22
3,418.90
9.21
-68%
-65%
Nashi
Figure 2-1: Australian fruit export market over the past decade52,53
52
Horticulture Australia Limited (2004) The Australian Horticulture Statistics Handbook, Sydney
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The value of Victorian pome and stonefruit exports was $33 million in 2011/12. This
was predominately from fresh stonefruit followed by fresh pears (Figure 2-2). Dried
pome and stonefruit has a minimal contribution to export value.
25
Value (AUD$ million)
20
15
10
5
0
2007-08
2008-09
2009-10
2010-11
2011-12
Year
Fresh stonefruit
Fresh pears
Dried stonefruit
Fresh apples
Dried apples
Figure 2-2: Victoria pome and stonefruit export trends54
53
Horticulture Australia Limited (2012) The Australian Horticulture Statistics Handbook, Sydney
Australian Bureau of Statistics (2013) Value of Agricultural Commodities Produced, Australia, 2011-12, Australian Government,
Canberra
54
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2.1.3
Fruit imports
Apple and pear imports are mainly from Asian markets, while stonefruit is
predominately sourced from Pacific and North American countries (Table 2-3). Cherry
is the major import commodity into Australia.
Table 2-3: Australian fruit imports by top three markets in 2010/1155
Commodity
Top three markets (tonnes)
Top three markets ($ million)
Apple


Apricot
55
China (702.99)
China (1.23)
No other import countries
No other import countries


New Zealand (857.54)
New Zealand (3.85)
No other import countries
No other import countries
Cherry






Nashi
None
None
Nectarine
None
None
Peach
None
None
Pear





Plum
None
United States (2,592.08)
New Zealand (20.40)
Mexico (18.32)
China (3,439.65)
South Korea (85.00)
Others (36.60)
United States (18.79)
New Zealand (0.22)
Mexico (0.05)
China (3.50)
South Korea (0.24)
None
Horticulture Australia Limited (2012) The Australian Horticulture Statistics Handbook, Sydney
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Again, while relatively small, the import of fruit into Australia has increased over the
past decade in relation to value, particularly pears and apples (Figure 2-3).
25
Value ($ million)
20
15
10
5
0
Apple
Apricot
Cherry
Nashi
Nectarine
Peach
Pear
Plum
Commodity
2002/03 Value ($ million)
2002/03
Commodity
Volume
(tonnes)
2010/11 Value ($ million)
2010/11
Value ($
million)
Volume
(tonnes)
2002/03 to 2010/11
Value ($
million)
Volume %
change
Value %
change
Apple
N/A
0.59
702.99
1.23
N/A
108%
Apricot
N/A
2.53
857.54
3.85
N/A
52%
Cherry
N/A
10.03
2,633.91
19.07
N/A
90%
Nashi
N/A
0
0
0
N/A
0%
Nectarine
N/A
0
0
0
N/A
0%
Peach
N/A
0.003
0
0
N/A
-100%
Pear
N/A
1.49
3,561.24
3.78
N/A
154%
Plum
N/A
0
0
0
N/A
0%
Figure 2-3: Australian fruit import market over the past decade56,57
56
57
Horticulture Australia Limited (2004) The Australian Horticulture Statistics Handbook, Sydney
Horticulture Australia Limited (2012) The Australian Horticulture Statistics Handbook, Sydney
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2.2
Trend analysis
This section builds on the industry audit and trend analysis undertaken for the
Goulburn Valley Fruit Growers Strategic Stakeholder Group 58 and other data.
Key messages
 Fruit production volumes in the Goulburn Valley declined by 7 per cent from 2001
to 2011 however the value increased by 119 per cent
 The number of fruit growers in the region has declined by 28 per cent over this
period with consolidation of properties
 The area of fruit production in the Goulburn Valley increased by 26 per cent to
11,500 ha over this period with accompanied increase in planting density59
 There has been an increase in the planting of trees over the past decade, primarily
fresh market varieties for stone fruit
 Fruit intake for processing has declined significantly over the past decade, with a
reduction in peach and pear intake for processing by 53 per cent and 65 per cent
respectively by SPC Ardmona from 2008 to 2015 (forecast)
 Consumer analysis highlights increased demand for fresh fruit and innovative
processed products.
2.2.1
Fruit production and value
While fruit production in the Goulburn Valley has reduced by 7 per cent from 2001 to
2011 to 254,000 tonnes, the value of production over this period has increased by 119
per cent to $440 million (Figure 2-4).
This compares to the Australian decline in production of 15 per cent from 2001 to
2011 and 4 per cent for the remainder of Victoria. The value of Goulburn Valley fruit
production has performed strongly in comparison to the national average of 71 per
cent growth from 2001 to 2011 and the remainder of Victoria with 102 per cent.60
58
The Asia Pacific Consulting Group (2013) Goulburn Valley Industry Audit & Trend Analysis, report prepared for the Goulburn Valley
Fruit Growers Strategic Stakeholder Group, September, Melbourne
59
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes
apples, pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W,
Rushworth, Rochester, Echuca and Kyabram SLAs)
60
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo
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300,000,000
500,000,000
450,000,000
250,000,000
400,000,000
300,000,000
150,000,000
250,000,000
Value ($)
Produc on volume (kg)
350,000,000
200,000,000
200,000,000
100,000,000
150,000,000
100,000,000
50,000,000
50,000,000
0
0
2001
2006
2011
Year
Produc on volume (Goulburn Valley)
Region
Production
(kg)
2001
2006
2011
% change
Australia
657,064,234
604,140,487
560,258,842
-15%
Goulburn Valley
272,678,344
268,932,536
254,453,087
-7%
80,622,675
92,172,668
77,213,802
-4%
Australia
658,699,724
829,516,843
1,124,124,052
71%
Goulburn Valley
201,516,236
266,520,922
440,518,061
119%
Victorian remainder
103,638,959
163,358,301
209,666,282
102%
Victorian remainder
Value ($)
Value of produc on (Goulburn Valley)
Figure 2-4: Volume and value of production of fruit in the Goulburn Valley 61
2.2.2
Fruit producers, area and trees
The number of fruit producers in Australia, Victoria and the Goulburn Valley has
decreased by 22 to 34 per cent from 2001 to 2011 (Figure 2-5). Fruit producer
numbers in the Goulburn Valley remained constant from 2001 to 2006, then fell away
sharply compared to the gradual decline in other areas. This is consistent with
continued farm consolidation and restructure in the fruit growing industry. The
decrease in the number of producers in the Goulburn Valley has been less than the
Australian average, but slightly higher than the remainder of Victoria. 62
There are currently 306 fruit and nut farms63 in the Shepparton region64, which is 9 per
cent of the total number of farms in the region.65
61
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes
apples, pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W,
Rushworth, Rochester, Echuca and Kyabram SLAs)
62
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes
apples, pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W,
Rushworth, Rochester, Echuca and Kyabram SLAs)
63
Where the estimated value of agricultural operations is more than $5,000
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However, over the period of 2001 to 2011 the area of fruit production in the Goulburn
Valley increased by 26 per cent to 11,500 ha, compared to the Australian average of 9
per cent and the remainder of Victoria of 33 per cent.66 Density of plantings has also
increased to 509 (pear) to 1,375 (plum) trees per ha for pome and stonefruit.67 The
increase in area was most prominent in the area of Goulburn Valley apples, while
pears declined slightly.
1,200
14,000
12,000
1,000
10,000
8,000
600
6,000
Area planted (ha)
Number of producers
800
400
4,000
200
2,000
0
0
2001
2006
2011
Year
Number of Goulburn Valley producers (Note: 1 farm can be 2+ producers with mul ple fruits)
Region
Producers
(no.)68
2006
2011
% change
Australia
8,640
7,393
5,691
-34%
Goulburn Valley
1,112
1,110
806
-28%
Victorian remainder
1,119
1,055
878
-22%
29,996
31,448
32,551
9%
Goulburn Valley
9,195
10,508
11,563
26%
Victorian remainder
3,956
4,843
5,251
33%
Australia
Area (ha)
2001
Area planted (Goulburn Valley)
Figure 2-5: Number of producers and area planted in the Goulburn Valley69
Goulburn Valley growers have planted trees at a faster rate than the Australian
average or remainder of Victoria, with a 44 per cent increase in the number of trees
compared with 11 per cent and 39 per cent respectively (Figure 2-6). This increased
number of trees highlights the trend to modern high density plantings.
64
The Shepparton region in this case includes the Greater Shepparton, Moira and Campaspe Local Government Areas, which may yield
slightly different results for number of farms compared with the six Goulburn Valley SLAs
65
Australian Bureau of Agricultural and Resource Economics and Sciences (2013) Agriculture in the Shepparton Region of Victoria,
2013, Department of Agriculture, Fisheries and Forestry, Australian Government, Canberra
66
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo
67
SPC Ardmona (2012) Goulburn Valley Orchard Census 2012, Goulburn Valley Orchard Census Committee, December, Shepparton
68
Note: 1 farm can be 2+ producers with multiple fruits
69
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes
apples, pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W,
Rushworth, Rochester, Echuca and Kyabram SLAs)
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30,000,000
25,000,000
Number of trees
20,000,000
15,000,000
10,000,000
5,000,000
0
2001
2006
2011
Year
Australia
Goulburn Valley
Victorian remainder
Figure 2-6: Number of trees planted in Australia, Goulburn Valley and the
remainder of Victoria70
However, the increase in the number of trees in the Goulburn Valley has been
primarily for the fresh market. More fresh varieties were planted compared with
canned varieties from 2008 to 2012. Canned varieties were also removed at a faster
rate compared with fresh varieties over the same period (Figure 2-7).71
400
300
200
Area of trees (ha)
100
0
2008
2009
2010
2011
2012
-100
-200
-300
-400
Year
Can: Removed
Fresh: Removed
Can: Planted
Fresh: Planted
Figure 2-7: Planting and removal of fresh and canned varieties in the Goulburn
Valley (ha)72
70
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil Clarke and Associates, Bendigo (includes
apples, pears, nashi, peaches, nectarines, apricots, cherries and plums for Cobram, Shepparton-E, Shepparton, Shepparton-W,
Rushworth, Rochester, Echuca and Kyabram SLAs)
71
SPC Ardmona (2012) Goulburn Valley Orchard Census 2012, Goulburn Valley Orchard Census Committee, December, Shepparton
72
SPC Ardmona (2012) Goulburn Valley Orchard Census 2012, Goulburn Valley Orchard Census Committee, December, Shepparton
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2.2.3
Fruit intake for processing
The decrease in fruit intake for processing is having a significant impact on growers in
the Goulburn Valley.73 The intake of peaches and pears proposed for 2014 is 42 per
cent below 2013 level as outlined in Figure 2-8. A number of growers have argued that
the reduction in fruit intakes would make their businesses unviable. SPC Ardmona has
cited the following reasons for the increased imports of processed fruit products:
 The appreciation of the Australian dollar
 The dumping of imported products
 Supermarkets using low-cost imports to advance their private label product
strategies.74
However, the intake of canning fruit is expected to plateau or slightly increase after
2014 based on 2015 forecasts.75
45,000
40,000
35,000
Volume (tonnes)
30,000
25,000
20,000
15,000
10,000
5,000
0
2008
2009
2010
2011
2012
2013
2014 (forecast) 2015 (forecast)
Year
Peaches
Pears
Trend (Peaches)
Trend (Pears)
Peaches
Year
Tonnes
Pears
% change
Tonnes
Total
% change
% change
2008
40,227
-
31,242
-
-
2009
39,160
-3%
28,499
-9%
-5%
2010
31,843
-19%
19,152
-33%
-25%
2011
27,851
-13%
19,046
-1%
-8%
2012
30,751
10%
24,251
27%
17%
2013
25,852
-16%
16,947
-30%
-22%
2014 (forecast)
16,000
-38%
9,000
-47%
-42%
2015 (forecast)
19,000
19%
11,000
22%
20%
Figure 2-8: SPC Ardmona peach and pear intake76
73
Australian Canning Fruit Growers Association (2013) SPC Ardmona Fruit Suppliers Survey Report, June, report prepared by John
Wilson, General Manager of Fruit Growers Victoria Limited
74
Productivity Commission (2013) Safeguards Inquiry into the Import of Processed Fruit Products, Report No. 64, Australian
Government, Canberra
75
Pers. comms. (2013) Simon Mills, Crop Supply Manager, SPC Ardmona, 24 October
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2.2.4
Consumer trends
Apparent per capita domestic consumption of processed deciduous fruit decreased by
about 37 per cent from 2002 to 2012. Over the same period, per capita consumption
of fresh fruit for which data are available — apples, cherries, peaches, nectarines,
grapes, oranges and pears — increased by about 14 per cent.
Increased year round availability and improved quality has seen, over time, consumer
preferences switch to fresh produce at the expense of preserved fruit products,
particularly in cans. (sub. 45, p. 2).77
Increased demand for fresh fruit has been driven by:
 Increased consumer health concerns and preference for ‘clean and green’ produce
 Greater availability and improved quality and safety of fresh fruit
 Increased affluence and purchase of fresh fruit and vegetables
 Changing diet.
Improvements in storage and transportation methods, and the expansion of seasonal
availability due to the introduction of new varieties of fruit have also contributed to
these trends.78
76
Australian Canning Fruit Growers Association (2013) Submission Safeguards Inquiry Into the Imports of Processed Fruit Production,
Number 41, July, Shepparton, supplemented with pers. comms. (2013) Simon Mills, Crop Supply Manager, SPC Ardmona, 24 October
77
Productivity Commission (2013) Safeguards Inquiry into the Import of Processed Fruit Products, Report No. 64, Australian
Government, Canberra
78
IBISWorld (2013) Fruit and Vegetable Processing in Australia, IBISWorld Industry Report C1140, Melbourne
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2.3
Competitive advantage of the Goulburn Valley
Key messages
The Goulburn Valley has a competitive advantage with its soils and land capability,
ideal climate, water security and updated world class delivery system, availability and
price of land, reduced pest and disease pressure, infrastructure and transport, skilled
people and clean and safe produce.
The Goulburn Valley has a number of competitive advantages for fruit growing now
and into the future. These are outlined below.
Table 2-4: Competitive advantage of the Goulburn Valley79
Factor
Description
Soils and land
capability
The majority of soils within the Goulburn Valley have been extensively mapped and
classified according to their suitability for irrigation. Most of the land in this area is
capable of being irrigated provided farm management practices address issues such
as excessive leaching through highly permeable soils or water logging and salinity
from low lying and impermeable soils.
Climate
The Goulburn Valley has a Mediterranean climate with generally hot dry summers with
an average temperature of 30°C between December and February. In winter, June to
August, the average temperature is 14°C with sufficient cold days to achieve the
necessary chilling requirement for bud initiation in fruit crops. The average rainfall is
around 450mm just over half of which falls between May and October.
Water security
Availability of reliable, high quality water resources, such as rivers and water
infrastructure, providing a competitive advantage (particularly for irrigated agriculture),
which is likely to be become more important in the future under the influence of climate
change and the Murray-Darling Basin Plan.
Availability and
price of land
The Goulburn Valley has an increased availability of land for fruit growing at more
competitive prices than other fruit growing regions in Victoria, for example the Yarra
Valley and Mornington Peninsula. There are also less urban-rural land use conflicts in
relation to the ‘right to farm’.
Reduced pest
and disease
pressure
Production of crops in the Goulburn Valley is potentially susceptible to pest and
disease incursion. However due to the variety of crops grown and the dry conditions,
pest and disease pressure is likely to be low.
Infrastructure
and transport
The region is ideally located for distribution of produce to any markets in SouthEastern Australia. Domestic markets served include Sydney, Melbourne and Adelaide,
as well as Brisbane and Newcastle via an excellent road and transport system with
local transport companies operating this national network on a daily basis. Potentially
this distribution advantage offers ready access to the 70% of the Australian population,
which lives in the south-east seaboard. It also places the region in proximity to the
major export ports of Sydney, Melbourne and Adelaide.
Technical skills
and knowledge
Due to prior investment in the food production and processing sectors, the Goulburn
Valley’s primary producers and processors are well-serviced and supported by
advanced research, natural resource management, engineering, technology,
organisational and support services in the region.
‘Clean and
green’ balanced
produce
The Goulburn Valley is perceived as a region that produces ‘clean and green’
balanced produce. This is particularly important in export markets in gaining a
competitive advantage. Sustainably produced food is meeting a change in consumer
preference in these markets.
Quality and
safety
The high quality and safety standards of Goulburn Valley fruit and products is a point
of difference to competitors in both domestic and export markets. Premium products
are suited to changing consumer preferences in some markets.
79
RMCG (2010) Capability of the GMID to Support Increased Production of Horticultural Crops, report prepared for Regional
Development Victoria, Camberwell
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3
Actions: achieving the vision
3.1
Role of government, industry and individual businesses
The role of government, industry and individual businesses is important to consider in
implementing the actions from this roadmap. These roles are outlined below.
Table 3-1: Role of government, industry and individual businesses
Tier
Role
Federal
government
Develop and implement policies and programs that
ensure Australia's agricultural, fisheries, food and
forestry industries remain competitive, profitable
and sustainable.
State government
Enable Victoria's agriculture and food sectors to
maintain and enhance a reputation for world-class
food by sustainably increasing wealth, employment
and investment in regional communities.
Local government
Secure and promote the future of agriculture at the
local and regional level through the provision of
planning, land use, economic development,
community development and advocacy services.
Peak bodies
The Peak Industry Body (PIB) for an industry is
responsible for recommending to HAL the
establishment of, and any changes to, statutory
levies. The PIBs of horticulture industries are the
members of HAL and guide the investment in
RD&E through their Industry Advisory Committee
(IAC).
Service providers
These industry participants provide advice and
goods to horticulture businesses.
Supply chain
The supply chain includes all participants in the
post farm gate involved in the storage, processing,
transport, and marketing.
Government
Industry
Individual
businesses
RMCG Consultants for Business, Communities & Environment
Ensure continued productive, profitable and
sustainable fruit growing businesses in the
Goulburn Valley region through responding to
market signals in strategic, collaborative and timely
manner. Are involved in the investment and
utilisation of research, development and marketing
activities managed by HAL through the payment of
levies and voluntary contributions and the
involvement with their PIB.
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3.2
Actions for government, industry and individual businesses
There are a number of actions that require implementation to ensure the vision for the
Goulburn Valley is achieved. Actions are described as a program of works and it is
expected that these will be undertaken through a staged approach. These include:
 Provide structural adjustment support
 Improve partnerships and collaboration
 Encourage innovation and adoption
 Coordinate industry export and domestic market focus
 Support business development.
The implementation of these programs will require a desire and commitment for
government, industry and businesses to work together. Prioritisation and timing of
each program of works requires further development by the Goulburn Valley Fruit
Growers Strategic Stakeholder Group (GVFGSSG) and relevant partners.
3.2.1
Provide structural adjustment support
The fruit industry in the Goulburn Valley requires assistance in adjusting to changing
global conditions and reduced demand for processed fruit varieties. This response to
structural adjustment must involve a combined approach of federal, state and local
government and the industry members.
1. Facilitate transition of SPC Ardmona (Federal, State Government)
The region requires support for SPC Ardmona to continue to operate in the Goulburn
Valley recognising their significant national and regional economic contribution. A $50
million government grant application to support restructuring and for future packaged
fruit and vegetable innovation was recently submitted to federal and state government.
2. Assist transition, adaptation and restructuring (Federal, State Government,
industry)
The state government can assist in structural adjustment. In the short-term, the
current measures in place for the Goulburn Valley should be supported. This includes
one-to-one support for affected fruit growers, financial counseling, horticulture in
transition workshops, the Fruit Industry Employment Program, and steps to reduce
biosecurity risks.
Government should consider facilitating ownership transition through concessional
loan packages for growers looking to purchase orchards as well as enabling those
growers that wish to exit the industry with dignity. This would focus on areas where
there are smaller properties with growers looking to exit e.g. Shepparton East,
Cobram (map provided in Appendix 1). Rural Finance in partnership with the State
Government would be well positioned to undertake this role which would also reduce
the biosecurity risk to the region (in line with the new state and federal biosecurity
legislation).
Industry can work with government to identify businesses that are unviable and
promote elements and practices essential for a profitable industry.
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3. Communicate local planning provisions (Local Government)
To assist in this structural adjustment the local planning provisions in relation to
subdivision or excision of dwellings need to be communicated with industry and
growers.
3.2.2
Improve partnerships and collaboration
The horticulture industry is highly fragmented with approximately 42 commodity
groups. The Goulburn Valley fruit industry roadmap includes five of these commodity
groups. To ensure a consistent voice and a strong presence there is an urgent need
for better collaboration and robust partnerships.
1. Support changes in HAL and National RD&E framework (Federal, State
Government and industry)
HAL are currently reviewing their services and delivery mechanisms. This could
potentially result in the formation of larger commodity groups with stronger links to
members. The industry needs to engage with HAL and support the streamlining of
RD&E and marketing. DEPI plays a primary role in delivery of RD&E services and
must work closely with industry.
2. Improve collaboration within industry (Federal, State Government and industry)
Collaboration within industry needs to be improved with the urgent need to present a
unified voice for industry. Partnerships between the fruit industry groups are beginning
to form and should be facilitated and strengthened. This could involve the five
commodity groups having a more coordinated approach and preparing joint
submissions when seeking investment for RD&E through HAL. Most growers produce
more than one commodity (eg apples and stone fruit) and the significant production
and marketing issues are often common.
3. Develop industry and regional leadership (State, Local Government, industry
and business)
A program should be implemented to support business development and leadership
and foster development of the skill and knowledge base of the region. The leadership
program will focus on regional and industry development and coordination of peak
industry bodies at a state and regional level.
3.2.3
Encourage innovation and adoption
1. Inform research and development (Federal and State Government)
Research and development is prioritised and jointly funded with State Government
through the commodity groups and HAL. The potential exists for the industry and
region to be more proactive in directing R&D and ensuring the information is utilised
by the industry.
The state government has a primary role in conducting R&D for the fruit industry.
Stronger links between the peak industry bodies and DEPI will facilitate the delivery of
effective and efficient R&D.
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2. Establish the Tatura horticultural centre for excellence (State Government)
Commitment to facilitating better coordination and dissemination of RD&E and
marketing information could be achieved through the establishment of a centre for
excellence. The centre could include integration and coordination of:
 Implementation of the national RD&E framework at a regional level
 Regional R&D priorities e.g. cost of production benchmarking
 Industry extension services
 Negotiation, markets and access.
The centre would provide a structure and impetus for improved coordination and
central identity for the Goulburn Valley industry.
3. Provide extension services (Federal and State Government)
DEPI can provide extension services to the fruit industry through the existing HIN and
focusing on:
 Providing information on more efficient production systems and technology
 Demonstrating what works through trusted and independent industry channels e.g.
APAL Future Orchards Program, Horticulture Industry Network, benchmarking,
promoting continuous improvement, DEPI linking R&D into extension material for
industry
 Tailoring programs for particular grower segments of the Goulburn Valley
 Establishing informal groups to assist in the development of export market
relationships and provide a feedback loop for R&D priorities
 Implementing the enhanced business planning (EBP) program to supplement the
irrigation whole farm planning program operated through the CMA. This is not
currently available to growers affected by the SPC Ardmona contracts due to
oversubscription in 2013/14
 Providing DEPI Food And Fibre Marketing Cooperative Grants.
3.2.4
Coordinate industry export and domestic market focus
The development of both domestic and export markets is critical to the future success
of the fruit growing industry. This will require a combined effort from all levels of
government and the industry. The peak industry bodies must work collaboratively with
DEPI and HAL to deliver on marketing strategies. The fruit industry must drive relevant
marketing activities through their peak industry bodies.
1. Improve market access (Federal and State Government)
There are a number of barriers to the export of fruit which, need to be addressed at
both Federal and State levels. The industry must commit to working collaboratively
with government on these issues including:
 Establishment of commercially viable market access protocols to selected new and
existing markets
 Active engagement with the Office of Horticultural Market Access (established by
HAL in 2009) to prioritise access to markets
 Active engagement with Australia Fresh in relation to marketing
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 Understanding of trade rules and biosecurity
 Understanding and involvement in existing market development programs (APAL
and SAL)
 Support for biosecurity measures (prevention and access) to comply with export
requirements e.g. fruit fly
 Review of chemical regulation and associated costs for industry
 Review of freight subsidies and export incentives.
2. Coordinate domestic and export markets (Industry, Federal and State
government)
The industry aims to strengthen its current export market share. For pomefruit, APAL
is aiming to increase exports from 2 per cent to 10 per cent by 2015 (APAL 2010). An
increase in exports will result in a greater supply balance between the different
markets reducing over supply in the domestic market and associated downwards
pressure on prices. Currently domestic consumers represent the largest volume
market for Goulburn Valley fruit (approximately 75 per cent) followed by the
processing market through SPC Ardmona (approximately 20 per cent) and then
overseas exports. Coordination at an industry level is required to facilitate growth in
export markets. This requires discussion with federal and state government trade
groups. The industry must immediately focus on:
Domestic Markets
 Continue dialogue between the large chain supermarkets to negotiate prices based
on the cost of production (shelf price back to farm gate return)
 Negotiate with cannery, retailers and suppliers
 Review the Horticulture Code of Conduct, including position on pooling for markets
 Establish grower, packer and marketer driven club varieties driven by potential for
increased profitability.
Export Markets
The following actions should be addressed through the development of a Marketing
Strategy and resultant Marketing Plan by industry80:
 Developing a strategic approach to exports and market penetration that is built on
long-term relationships and reliable high quality supply of produce
 Agreement on targets and approach for developing the export markets
 Consideration of the single market channel – ‘Having one voice’ with single desk
and channel marketing programs. This would involve reviewing experience in other
countries
 Consideration of pooling agreements in order to move the volume of fruit and
coordination and/or exporting into less profitable markets initially to gain access
 Scoping and evaluation of existing and new markets to prioritise export markets
and the potential profitability for growers. This can then be used for further grower
return analysis, as it is important to provide examples of profitability in the export
market and exploring what the components of success are.
80
Each commodity group is currently required by the Department of Agriculture to develop an Export Strategic Plan with APAL expecting
to complete their Plan early 2014. There would be an opportunity to integrate the relevant commodity export plan to develop a Goulburn
Valley strategic export plan.
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Other actions include:
 Improving trade relationships and having a presence in existing as well as new
markets through more active engagement of Australia Fresh and the Office of
Horticultural Market Access
 Investigating cooperative models of investment and management in strategic
placed based locations (e.g. Singapore) to have ‘volume behind the offering’. The
establishment of cooperative groups of farmers and value chain participants, using
the collective capability of the groups will generate better access to markets and
customers
 Consolidation of market messages and intelligence, which will also be important to
inform R&D e.g. increased understanding of Asian market preferences.
3. Coordinate market promotion (Federal, State government and industry)
There is a need to coordinate promotion of fruit for both an export and domestic
market focus. Initiatives that could be supported include:
 Unified branding and promotion of Australian produce for export markets, and
potential provenance branding for the Goulburn Valley for the domestic market e.g.
Barossa Valley
 Undertaking consumer preference testing and ensuring the production of fruit that
meets consumer demands in different markets.
Ultimately there is a real need for the five commodity groups to collectively establish
both an Industry Development Strategy (to coordinate producers) and a Market
Development Strategy (to provide direction).
3.2.5
Support business development
The fruit industry in the Goulburn Valley has the potential to capitalise on a number of
opportunities and to grow. The region has many competitive advantages including
suitable climate and soils, world-class water supply, ideal climate and an existing fruit
growing sector. These fruit businesses need to continue to be supported.
1. Continue infrastructure provision (Federal, State and Local government)
There is an ongoing need for first class transport infrastructure with current support for
a transport hub. Whilst, transport infrastructure has been a strength for the region in
the past, connections to existing and future transport infrastructure (rail, ports, road,
air) is critical to the growth of the region over the next 15 years.
2. Increase production and profitability (Federal, State government, industry and
business)
Businesses will continue to strive towards increased efficiency and profitability. These
activities should be supported by government and industry programs. Increasing
production and profitability can occur through programs like Future Orchards and/or
Benchmarking programs to:
 Better understand the cost of production
 Determine effective planting density and irrigation scheduling
 Develop business plans and strategic
appropriate market chain operation
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management structures, including
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 Strengthen cooperation between growers to support marketing and production
requirements
 Maximise profit
 Maximise government return on investment.
3. Develop Horticultural Business Development Group (State, Local Government
and Industry)
Support should be provided for local agribusiness through a Horticultural Business
Development Group, such as the Alpine Valley Agribusiness Forum. This should have
a clear focus and immediacy with industry engagement and deliver on regional
priorities. The Group could leverage the Young Fruit Growers Group through Fruit
Growers Victoria, as well as the Young Agricultural Professionals network through the
Victorian Farmers Federation (VFF).
4. Continue education of the work force (State and Local government)
Education is a critical element in supporting a vibrant industry of the future.
Opportunities exist to further develop the skills base in the region through TAFE
programs and a horticulture graduate initiative in partnership with DEPI.
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References
Apple and Pear Australia Limited (APAL 2010) Apple & Pear Industry Research,
Development & Extension Investment Plan 2010-2015, Melbourne
Apple and Pear Australia Limited (undated) Productivity, Irrigation, Pests and Soils (PIPS),
http://apal.org.au/research-development-extension/projects/productivity-irrigation-pests-andsoils-pips/, accessed 18 November 2013
Australian Bureau of Agricultural and Resource Economics and Sciences (2013) Agriculture
in the Shepparton Region of Victoria, 2013, Department of Agriculture, Fisheries and
Forestry, Australian Government, Canberra
Australian Bureau of Agricultural and Resource Economics and Sciences (2013) Food
Demand to 2050; Opportunities for Australian Agriculture, Australian Government, Canberra
Australian Bureau of Statistics (2012) Agricultural Census 2010-11, data obtained from Neil
Clarke and Associates, Bendigo
Australian Bureau of Statistics (2013) Value of Agricultural Commodities Produced,
Australia, 2011-12, Australian Government, Canberra
Australian Canning Fruit Growers Association (2013) SPC Ardmona Fruit Suppliers Survey
Report, June, report prepared by John Wilson, General Manager of Fruit Growers Victoria
Limited
Australian Canning Fruit Growers Association (2013) Submission Safeguards Inquiry Into
the Imports of Processed Fruit Production, Number 41, July, Shepparton
Australian Food and Grocery Council (2011) 2020: Industry at a Crossroads, report
prepared by ATKearny
Carey, R and McConell, K (2011) Fruit and Vegetable Roundtable Summary: Addressing
the barriers to a viable Victorian fruit and vegetable industry, report by the Food Alliance
and VicHealth, Melbourne
Cherry Growers Australia Inc. (2012) Australian Cherry Strategic Investment Plan 20122017, Hobart
Deloitte Access Economics (2013) Understanding the Food Opportunities for Northern
Victoria; Interim Themes, Issues and Implications, prepared for Regional Development
Victoria, Melbourne
Department of Agriculture, Fisheries and Forestry (2007) Rural Research and Development
Priorities, Australian Government, Canberra
Department of Agriculture, Fisheries and Forestry (2012) Horticulture Fact Sheet, Australian
Government, Canberra
Department of Agriculture, Fisheries and Forestry (2013) National Food Plan White Paper,
Australian Government, Canberra
Department of Environment and Primary Industries (various) Fruit Industry Profiles, State
Government of Victoria, Melbourne
Department of Environment and Primary Industries (2013) Agriculture Productivity Group
Business Plan 2013-2017, State Government of Victoria, Melbourne
Department of Innovation, Industry, Science and Research (2013) Strategic Research
Priorities, Australian Government, Canberra
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Department of Planning and Community Development (2010) Hume Strategy; The Hume
Strategy for sustainable communities 2010-2020, State Government of Victoria, Melbourne
Department of Planning and Community Development (2010) Goulburn Valley Sub
Regional Plan; The Hume Strategy for sustainable communities 2010 -2020, State
Government of Victoria, Melbourne
Department of Planning and Community Development (2012) Hume Region Rural Land
Use Study, report prepared by urban enterprise, State Government of Victoria, Melbourne
Department of Planning and Community Development (2012) State of the Hume Region
2010–2012; A progress report on the Hume Strategy for sustainable communities, State
Government of Victoria, Melbourne
Department of Planning and Community Development (2013) Draft Hume Regional Growth
Plan; An integrated, strategic land use plan for the Hume Region, June, State Government
of Victoria, Melbourne
Department of Primary Industries (2006) Socio-Economic Profile of the Goulburn Broken
Catchment including all of the Shepparton Irrigation Region, prepared for the Goulburn
Broken Catchment Management Authority, Shepparton
Department of Primary Industries (2010) Victoria’s Southern Hemisphere competitors for
exports to Asia, State Government of Victoria, Melbourne
Department of Primary Industries (2012) Victorian Food and Fibre Export Performance
2011-12 Financial Year, State Government of Victoria, Melbourne
Department of the Prime Minister and Cabinet (2012) Australia in the Asian Century White
Paper, Australian Government, Canberra
Department of Sustainability and Environment (2010) Northern Region Sustainable Water
Strategy, State Government of Victoria, Melbourne
EBC, RMCG, Marsden Jacob Associates, EconSearch, Geoff McLeod, Tim Cummins, Guy
Roth and David Cornish (2011) Community impacts of the Guide to the proposed MurrayDarling Basin Plan, Volume 1: Executive Summary, report to the Murray-Darling Basin
Authority, May
Greater Shepparton City Council (2013) Productivity Commission Inquiry Submission;
Import of Processed Fruit Products, July, Shepparton
Goulburn Broken Catchment Management Authority (2013) Regional Catchment Strategy
2013-2019
Horticulture Australia Limited (2004) The Australian Horticulture Statistics Handbook,
Sydney
Horticulture
Australia
Limited
(2010)
Value
of
Horticulture,
http://www.horticulture.com.au/areas_of_Investment/Environment/Climate/value_horticultur
e.asp, accessed 18 November 2013
Horticulture Australia Limited (2012) Across Industry Annual Report 2011/12, Sydney
Horticulture Australia Limited (2012) The Australian Horticulture Statistics Handbook,
Sydney
Horticulture Australia Limited (2012) Strategic Plan 2012-2015, Sydney
Horticulture Australia Limited (2013) HAL Call 2013 for 2014/15 Industry Priorities; apple
and pear, canned fruit, cherry, nashi, summer fruit, Sydney
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Horticulture Industry Network (2012) About HIN; Better
http://www.hin.com.au/about-hin, accessed 8 November 2013
Services
to
Farmers,
IBISWorld (2013) Fruit and Vegetable Processing in Australia, IBISWorld Industry Report
C1140, Melbourne
Murray Darling Basin Authority (2012) Murray Darling Basin Plan, Australian Government,
Canberra
National Farmers Federation (2013) Blueprint for Australian Agriculture 2013-2020, in
conjunction with major partners Westpac, Woolworths and the Department of Agriculture,
Fisheries and Forestry, Canberra
National Horticultural Research Network (2010) National RD&E Framework for Horticulture,
September
National Horticultural Research Network (2013) Capability and Investment Analysis A
snapshot of Australia’s horticultural research, development and extension capability and
associated investment, November (Unpublished)
Parsons Brinckerhoff and RMCG (2008) Campaspe, Greater Shepparton and Moira
Regional Rural Land Use Strategy, report prepared for the Shire of Campaspe, Greater
Shepparton City Council and Shire of Moira, Bendigo
Productivity Commission (2013) Safeguards Inquiry into the Import of Processed Fruit
Products, Report No. 64, Australian Government, Canberra
Regional Development Victoria (2013) Goulburn Valley Overview, presented to the
Goulburn Valley Industry and Employment Taskforce, 3 September, Shepparton
Regional Development Victoria (2013) Hume Strategy Regional Plan Key Priorities 2012/13,
State Government of Victoria, Wangaratta
RMCG (2010) Capability of the GMID to Support Increased Production of Horticultural
Crops, report prepared for Regional Development Victoria, Camberwell
RMCG (2012) Predicting socioeconomic impacts of the proposed Basin Plan on Victoria,
report prepared for Hume, Loddon Mallee and Grampians Regional Development Australia
Committees, Bendigo
RMCG (2012) Submission to the National Food Plan Green Paper Murray River Group of
Councils, Camberwell
SPC Ardmona (2012) Goulburn Valley Orchard Census 2012, Goulburn Valley Orchard
Census Committee, December, Shepparton
SPC Ardmona (2013) Media Release; SPC Ardmona’s disappointment as productivity
commission’s accelerated report denies provisional safeguards, 26 September, Shepparton
SPC Ardmona (2013) Submission to the Australian Productivity Commission Safeguards
Inquiry for The Australian Multi Serve Fruit Industry, Number 39, July, Shepparton
The Asia Pacific Consulting Group (2013) Goulburn Valley Industry Audit & Trend Analysis,
report prepared for the Goulburn Valley Fruit Growers Strategic Stakeholder Group,
September, Melbourne
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Appendix 1: Property Size Area Ranges in the Goulburn Valley Region81
81
Parsons Brinckerhoff and RMCG (2008) Campaspe, Greater Shepparton and Moira Regional Rural Land Use Strategy, report prepared for the Shire of Campaspe, Greater Shepparton City Council and Shire of Moira, Bendigo
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