CEO Update – July

Hi Everyone

Welcome to the new financial year.  I am not sure where the last financial year went or for that matter the first half of 2016.

Following my recent communique to you on my activities in May, I have had another interesting month of activities in June.  A key activity was the NGIA Board meeting where the Directors worked through the following items of business:

  • NGI Structure Review – the review committee was in attendance and they are making excellent progress with their information and data gathering activities
  • NGIA Strategy 2016-2020 – endorsed for implementation
  • Nursery Production Farm Management System (including NISA, EcoHort and BioSecure HACCP) – progress on the transition of the administration and management of the programs to NGIA
  • Nursery and Garden Awards – will not be held on a national basis in 2016 but will be reviewed.
  • Horticulture Innovation Australia R&D and Marketing programs – including a presentation by Graeme Yardy who is the Marketing Lead at HIA and has oversight of the 202020 Vision Program

The endorsement of the NGIA Strategy 2016-2020 followed a period of development over the last year.  The strategy has five strategic imperatives and the key areas of work that NGIA does in representing members and State and Territory Associations (S&TA) under each imperative are outlined as follows:

  1. Leverage Industry Statistics and Data

Aim: To assist our policy development and advocacy efforts by having reliable and accurate industry statistics and data and have an effective voice at federal, state and local levels.

Activities:

  • Establishing and representing the industry’s national policies in consultation with the S&TA.
  • Maintaining liaison with the Federal Government and other national organisations in relation to issues affecting the industry and its members.
  1. Engaging and Connecting Industry

Aim: To improve communication with members, across the industry and to the wider community

Activities:

  • Ensuring effective national industry communication on matters of significance.
  • Communication of R&D levy funded outcomes.
  • Maintaining the official National Trade Register of members’ details for distribution to members in printed and electronic formats.
  • Liaising on national training and education issues.
  • In close liaison with S&TA, initiate national member benefit schemes and events of an income generating nature. The distribution of any income to be agreed between the NGIA and S&TA and be transparent to members.
  • Liaising on issues relating to the Nursery Award 2010 and national industrial relations matters.
  • Maintaining international relations.
  1. NGI Structure
  1. NGI Structure

Aim: To review the NGI structure to improve efficiency and remove duplication.

  1. Green Industry Alliance

Aim: To develop a long-term strategy and plan to create a peak body that represents the sector rather than individual industries.

Activities:

  • Progress a review of the NGI structure
  • Representing the Nursery Industry when appropriate including the Voice of Horticulture (NGIA CEO currently on the Board), Living Cities Alliance and Green Alliances.
  1. Member Benefit Delivery

Aim: To optimise the Intellectual Property (“IP”) that exists within NGI organisations (National and State) to maximise benefits and value to members

Activities:

  • Liaison and consultation on Intellectual Property (IP) including Plant Breeders Rights (PBR).
  • Monitoring the national chemical register and negotiations on related issues.
  • Coordinating national quarantine activities in conjunction with national (including Plant Heath Australia) and state agencies, including being the signatory to the Emergency Plant Pest Response Deed (EPPRD) and providing representation on the National Management Group (NMG) and the Consultative Committee on Emergency Plant Pests.
  1. Building Product and Industry Value

Aim: To improve the understanding of the role of plants in building capable, healthy and sustainable communities.

Activities:

  • Facilitating the adoption of accreditation, quality assurance and quality standards.
  • Liaising with Horticulture Innovation Australia (HIA), ensuring that we have appropriate outcomes particularly through this transition period and oversight of R&D and marketing activities

The objectives of the strategy are to achieve the following over the next 3-5 year period:

  1. Ensure the financial viability of NGIA
  2. Work to achieve the unified industry
  3. Work to have the unified industry as part of a larger “Green Industry Alliance”

Finally, I have reviewed the major political parties’ agriculture policies and plans for the next three years.  It was good to read an emphasis from both parties on research, development and extension, pest and weed management, water supply and infrastructure, leadership, education and training and a particular focus on our industries most important issue – biosecurity.  Following the election and appointment of ministry and department personnel, I will spend time in Canberra to establish, maintain and build relationships to address key industry issues for the benefit of members.

Please contact me at ceo@ngia.com.au if you have any comments or would like to raise any issues with me.  I look forward to hearing from you.

Regards

Peter Vaughan

NGIA CEO