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Michigan Farm Bureau Board of Directors
Developed Strategic Direction 1985 - 2016
• Achieve and maintain an annual county regular membership objective equivalent to 90 percent of the total number of farms in the county as determined by the Michigan Agricultural Statistics Service’s annual figures.
• Establish a systematic process for development and distribution of background information on current and emerging issues to ensure that qualified delegates to Farm Bureau’s state annual meeting are making informed policy decisions.
Board Assigned:
• By August 31, 2005, review board governance issues (board meetings, length, format, etc.)
• Board will establish “policy impact” capability to demonstrate probable outcome of proposed policy.
• Board will exercise prerogative of judgment in the best interest of the organization.
2008-2010 Strategic Objectives
• The establishment of a formal issues management system [Staff Responsibility].
• MFB established as primary and credible voice of agriculture with key constituents including FB members, legislators, ag related state employees, ag businesses and associations and the general public [Staff Responsibility].
• The establishment of an on-demand, flexible, dynamic member driven and involved infrastructure [Staff Responsibility].
• Establishment of a formal leadership development track for county leaders, state board members and staff [Staff & Board Responsibility].
• Exploration and establishment, if feasible, of a charitable foundation.
2014 – 2016 Strategic Objectives
• Listen to members and help create the best CFB system possible.
• Unify the Family of Companies.
• Create a fresh member engagement approach to reach 20% regular member engagement and 5% associate member engagement by 2020.
• MFB Family of Companies has a clear understanding of services that members want and are willing to pay for.
• To be the premier source of developing leaders and educational resources for Michigan agriculture.