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Bringing New Zealand’s food science to the world.

Coralie de La Fage Kellogg report image
Coralie de La Fage Kellogg report image

Executive summary

Background

Food science in New Zealand is an important contributor of the Science and Innovation ecosystem and helps maintain a positive international reputation in this field. However, international stakeholders are looking in, the food crisis, accentuated by a growing population, is worsening and scrutiny is increasing across every sector.

Thus, our food science sector must show clear direction, collaboration, and thought leadership. Therefore, New Zealand’s science industry needs to be reshaped to help find solutions to the pending global food crisis identified by the United Nations and other organisations.

The COVID-19 pandemic presents an opportunity to restart the clock and implement some changes. Te Ara Paerangi Future Pathways’ consultation is addressing a wide range of issues and looking at solutions while keeping an open mind and including many voices. This is an excellent step in the right direction and a welcome review of New Zealand’s research system.

Internationally, New Zealand is described as harder to justify, far away and laid back. Moreover, New Zealand faces the issue of ‘local is the new global’, meaning that when available, most stakeholders would prefer to engage with a science provider closer to them geographically.

However, commercial revenue for New Zealand’s food science sector is not only important financially, but also critical to maintain a global reputation.

Method and Focus

This report focuses on international business development and ways to better integrate New Zealand’s food science globally. The purpose of this research includes providing a clear picture of the New Zealand’s food science ecosystem and the opportunities and challenges that organisations in the industry are facing.

This research was underpinned by two components.

Firstly, a literature review to draw research, articles, industry reports and opinion pieces together to understand the current New Zealand science system, compare it with other models and identify some common challenges and opportunities.

Secondly, a crucial part of the research consisted of semi structured interviews with food science providers. A compare and contrast analysis was undertaken. The interviews formed the basis of the recommendations and shaped the vision for New Zealand’s food science strategy.

Recommendations

The recommendations have been drawn from readings and interviews, and can be summarised as:

  • Support engagement among the science industry and enhance the collective mindset to capitalise on every expertise to create greater impact.
  • Creation of a capability map to identify the focus areas and support world leading capability building.
  • Promote the transition to a single overarching science institute.
  • Leverage New Zealand’s science capability to focus on world leading expertise and attract international business, thus enhancing New Zealand’s economy.

It’s encouraging to see more and more collaborative projects in science, however this research suggests that only a whole sector change would accelerate the rate of exchange of scientific knowledge, increase the delivery outcome to answer global issues and keep New Zealand in a world leading position.

Ultimately, the aim is to draw insights and develop a bold vision and relative recommendations for the future of New Zealand’s food science, to position the country as a leading knowledge and research provider in this sector, globally.

Water resilience.

Conan Moynihan Kellogg Rural Leadership report image
Conan Moynihan Kellogg Rural Leadership report image

Executive summary

New Zealand is extremely fortunate when it comes to natural water resources.

However, under a changing climate our water security is under threat particularly for New Zealand’s rural communities. Our freshwater resource is at the heart of our prosperity and resilience of our communities.

With increasing demand from all sectors, it is crucial that New Zealand efficiently manages our freshwater and that it is allocated to its best uses.

Water capture and storage systems have been identified as key adaptions to climate change. Future systems will need to be multi-purpose to utilise freshwater to its full potential under a Te Mana o te Wai framework (TMOTW).

How we slice the pie of water allocation within these multi-purpose systems will be critical to the success of sustainable growth for rural communities.

This report will focus on how New Zealand’s rural communities can afford to build water resilience through water capture and storage and the implementation of market-based systems to manage allocation of freshwater within catchments.

The methodology includes a literature review of current research on water resource solutions and allocation models, followed by semi structured interviews with eight sector experts to gain insights into their experiences and perceived solutions.

Key findings:

  1. There is lack of specific oversight and strategy for managing New Zealand’s freshwater resources.
  2. Current water allocation models need to go through reform at both national and local policy levels.
  3. Rights of existing users including iwi need to be addressed. Allocation reform will be unable to be successful without tackling this issue first.
  4. Current management of the resource is in silos which is inefficient and costly for both the environment and water users. Collective management of freshwater is needed to create efficient use of the resource.
  5. Costs, planning and perception of building infrastructure solutions are prohibitive to investment in development of water security infrastructure.
  6. Water capture and storage is needed to build water resilience against climate change for rural communities. Solutions will vary between catchments, but significant investment is required.
  7. Market-based systems are a tool for creating efficiency of water use and help to reallocate water to higher value uses. Collective management entities are able to easily implement market-based systems provided the system is closed (e.g. within one aquifer or reservoir etc), they have an accurate optimisation model, and real time data.

Recommendations:

  1. Ministry for the Environment to address and find resolution of iwi interest and rights in water. Allocation reform will be unable to be successful without tackling this issue first. Iwi should have a seat at the governance table of proposed national agency for freshwater management and crown entities for water management to ensure that the TMOTW framework is at a catchment by catchment level.
  2. Ministry for the Environment to establish a National Agency for Freshwater Resources similar to what overseas New Zealand’s roading infrastructure (Waka Kotahi).
  3. National Agency for Freshwater Resources to create a national strategy for water resources that works in tandem with the long-term view of TMOTW. The Agency would create Crown Entities for multi-regional water management in a similar vain to what is proposed under the Three Waters Reform Programme but with further refinement and input from stakeholders.
  4. Regional Councils to facilitate aggregate consent entities within catchments through regional plans. These will allow for the management of the overall resource and can implement market-based solutions such as trading of water allocations and/or pollutant allowances. These entities will also enable the ability to generate sufficient funds to build more efficient infrastructure and storage upgrades if required.
  5. CWME’s to quantify and understand demand requirements for individual catchments and then plan water storage and capture infrastructure accordingly. Implement staged projects so initial costs up front are not prohibitive.
  6. The national agency for freshwater resources must facilitate and define future allocation model options and provide clear classification of new water permits. Regional Councils to facilitate and undertake water allocation reform that adheres to the hierarchy of TMOTW, enables a transitional period for existing rights and undertakes investment in community education.

Greenhouse gas emission consequences of New Zealand’s urban sprawl.

Andrew Myers Kellogg report image
Andrew Myers Kellogg report image

Executive summary

Land use change from agriculture to urban is occurring at record rates. Stats NZ (2021) report that record numbers of stand-alone houses are being built. Emissions from the building sector increased 77% in the decade to 2017 (Stats NZ, 2019).

In contrast, pastoral farming land area is decreasing, and the emissions profile of the industry is flat to declining (Ministry for the Environment, 2021).

Legislation and numerous reports reference agriculture as New Zealand’s largest Greenhouse Gas (GHG) emitter and as the main industry targeted for emissions reduction to meet New Zealand’s GHG obligations under the United Nations Paris Agreement of 2015. The housing sector has significantly less reference within the same documents.

If agriculture is recommended to decrease land area and therefore emissions to help achieve New Zealand’s obligations (New Zealand Productivity Commission, 2018), why is that same agricultural land then allowed to be subdivided and turned into housing which emits potentially more emissions?

This is the context of the data sought for this study’s hypothesis: There isn’t a carbon footprint reason for land use change from primary to urban residential.

The results of the data analysis from a literature review suggest that the emissions from land use change to one hectare of urban subdivision are significantly higher than if the land had stayed as one hectare of primary land use.

Seven interviews with industry leaders were undertaken for discussion surrounding the hypothesis. They were thematically analysed showing the agriculture sector having concerns about the way its emissions are reported and the availability of tools to decrease emissions. This limits the industry’s potential to do what it does well, producing some of the lowest carbon footprint nutritional products in the world, for its growing population.

The housing sector has potential to improve its industry unity to lift its GHG reporting performance. Several solutions are available to reduce housing’s carbon footprint and minimise the use of agricultural land. They are too slowly being taken up for the sector to meet its emissions reductions targets.

Reporting gases on their separate warming potentials would clarify the impact of pastoral farming on the overall emissions. Reporting of land use change emissions associated with subdivisions, and emissions per dwelling should be undertaken.

Resource consent applications for land use change should consider the associated GHG consequences. More research could be undertaken to express the emissions of the civil infrastructure surrounding houses.

Paths to strategically meet our GHG reduction obligations can then be more clearly identified, and decisions made to ultimately improve the planet’s overall goal – reducing global warming.

Leadership during a crisis.

Henry McIntosh_report image
Henry McIntosh_report image

Executive summary

The Covid-19 pandemic hit New Zealand during 2020 and the horticulture sector was immediately faced with an extremely challenging situation. The sector was operating under very strict rules and experienced significant effects to the wider supply chain. But overall, the sector performed very well during 2020.

The aim of this report is to understand how the New Zealand horticulture sector successfully navigated the unknown during the initial phase of the pandemic, specifically focussing on leadership.

The question I wanted to answer was ‘what are the most effective leadership strategies during a crisis?’.

I completed a literature review to analyse some of the previous work done on crisis leadership and interviewed six senior leaders from New Zealand’s horticulture sector. These people were actively involved in directing the industry and leading their stakeholders through the early phase of the pandemic.

The clear answer to my question regarding the most effective crisis leadership strategy was to implement a people-first approach. Removing the controllable worries that people have about the situation. Keeping people busy to maintain a sense of purpose and continuing a level of social interaction are all key parts of a people-first strategy. 

With this approach, people are motivated to continue as normal and will often create better results. A lot of the interviewees reported better team engagement, efficiencies, and overall business performance during this period.

It is clear, that without this people-first approach, New Zealand’s horticulture sector would not have managed this period as successfully as it did.

Communication was also a significant part of the successful leadership strategy. There was no fear about potentially over-communicating. Getting the correct and most up to date information out to all stakeholders quickly was a focus. Many communication systems have been completely refreshed as a result.

The pandemic situation was developing so quickly, that often learnings from previous weeks or from other businesses were very useful to handle new challenges. Being conscious of the learning opportunity was challenging for businesses, but once embraced, systems and processes improved significantly.

Recommendations:

  • Cultivate a company culture that puts people first and ensure that staff can recognise this prioritisation.
  • Invest in professional development and networking opportunities to continually upskill staff and create opportunities for pan-industry connections.
  • Review and re-create the existing communication plans to ensure the best tools and strategies are being used.

Wahine toa, Wahine ahu matua.

Sharleen Temara Kellogg report image
Sharleen Temara Kellogg report image

Executive summary

“ Whaia te iti kahurangi ki te tuohu koe me he maunga teitei, ki nga whetu rawa”

__

“Seek the treasure that you value most dearly, if you bow your head, let it be to a lofty mountain, let it be beyond the stars”.

This whakataukī is about perseverance and endurance. Refusing to let obstacles get in your way while striving to reach your goals.

This research paper looks at the need for women in leadership, the need for te ao Maori and tikanga Maori in the workplace, the current resistance to change and posits how this might change.

Traditionally and historically the leadership role has been the domain of men in Maori and mainstream organisations. Progress is happening, glacial as it feels at times.

Although there has been little research into gender bias in New Zealand, overseas studies have concluded it is prevalent at all levels.

 In 1993, Dr Sheilah Martin, Dean of the University of Calgary, “identified five commonly alleged sources of gender bias. While conceding that bias can arise in many situations and can assume a number of forms, she maintained that it typically occurs where decision makers:

  • fail to be sensitive to the differing perspectives of men and women;
  • apply double standards or rely on gender stereotypes in making decisions;
  • fail to recognise harms that are done to one group only;
  • apply laws or make decisions that exclude people on grounds of gender;
  • are gender-blind to gender-specific realities;
  • rely on gender-defined norms;
  • make sexist comments.” (New Zealand Law Commission, 2003).

AAUW (2016) report Barriers to women leadership that occurs due to the qualities of leaders are based on male models; (stereotypes) that the traits associated with leadership are viewed as masculine; men surpass women in networking to find mentors and sponsors; bias and discrimination and the lack of flexibility balancing family and work as women are viewed as the primary carer.

The purpose of this research paper is to identify potential pathways, for wahine and business, to enable Maori women with the potential to move into leadership positions.

The research has sought to understand the experiences and perspectives of successful wahine leaders and the barriers they faced.

The objectives of the research are set out in section 4.1, the methodology used in section 4.2, the findings in section 6 and the conclusions in section 8. The research provides a snapshot into the relationship Maori business and primary sectors have with the Maori economy; Explains the importance of kaupapa Maori in business and leadership; Provides an insight on the status of women and Maori women; Maori leadership, Maori women leadership and governance. Section 4.2: Research Methodology, focus on research method. Section 6 offers a brief and the voices of the Maori women who are the focus of this research. Section 7 weaves together the research by providing a discussion and interpretation of the overall findings. Section 8 presents the conclusions. Section 9 presents the recommendations.

Retaining Rangatahi in the Red Meat Sector.

Executive summary

The red meat sector is rooted deeply in New Zealand’s culture and epitomises a true testament of resilience. Navigating annual environmental disasters, political tension, disruptive technologies, economic crises, disease outbreaks, changing land use and consumer demands – this durable industry has adapted with rigour over the past century. Generation Z (born 1995-2010) is an ambitious, empathetic, knowledge-hungry generation flooding the workplace with their creativity, curiosity and tech-savvy skills.

The aim of this report is to understand what motivates Generation Z in the workplace, identify their workplace expectations within an on-farm, processing/supply chain context and discover how to bridge the gap between their expectations, and the reality of a workplace within the red meat sector.

The methodology includes a literature review on Generation Z, retention strategies, followed by semi structured interviews with twelve Gen Z employees and eleven industry leaders working in the red meat sector, to gain insights on their experiences and expectations.

Key findings:

Lifestyle, opportunities for learning, career progression, variety and open/transparent businesses are key drivers for Gen Z wanting to pursue a career in the red meat sector. Low pay, long hours, poor culture/management, and lack of career progression are the top reasons causing young people to leave jobs in the red meat sector. All Gen Z participants who had a goal of farm ownership planned to leave the red meat sector, change careers, or find other creative ways of building capital to achieve farm ownership.

Within a processing context, Gen Z want opportunities to work on their own project throughout the duration of their rotation around different departments. Employers’ experience with Gen Z in the workplace found this generation requires a high level of feedback, they want to be involved in the business and progress quickly. Poor leadership, cost and lack of support were perceived as the greatest barriers for retaining young talent by employers.

Recommendations:

  • Close the gap between employer and employee expectations: employers in the red meat industry need to be clear about what opportunities employees will have to learn, roles they can progress towards within their business and realistic about timeframes.
  • Foster open and transparent businesses; Gen Z wants to know how their work contributes to the bigger picture.
  • Invest in coaching and leadership development for red meat sector employers.
  • Provide more resources and education for young people to learn about pathways into farm ownership. Pathways into farm ownership are not linear.
  • Cultivate more structure for Gen Z employees in processors/rural support services. Rotating new employees around departments is valued by Gen Z however, giving them a tangible project to work on in the background will provide them with a greater sense of purpose that is needed to hook them in their first few months of employment.
  • Implement an accreditation system for employers that have good workplaces to incentivise them to improve living conditions for on farm employees.

Milk Without a Moo.

Executive summary

The NZ primary industry is no stranger to disruption and has adapted over the years to deal with changing market, environmental and economic conditions. There is a new threat on the horizon: alternative protein, sometimes called lab grown, cultured or synthetic food.

Alternative protein is not a new term and has not impacted the NZ primary industry in any major way so far. It would be easy to dismiss as a phenomenon that will happen elsewhere, that it won’t affect the pasture raised, free range, high quality products from New Zealand. Having researched this topic for a year, I do not believe this is the case – here’s why:

Dairy is the low hanging fruit for alternatives. Risk to the NZ primary industry from alternative protein is often considered in relation to the meat industry. Meat is a complex product, with many structural, textural, inconsistent aspects – different animals, cuts, types of protein etc. In contrast, milk is a homogenous product – it’s always a liquid consisting of 87% water and 13% solids. The complexity of meat will be very complicated to replicate successfully using alternative technologies, but this is not the case for milk. Dairy, and particularly dairy ingredients, are seen as the ‘low hanging fruit’ for disruption.

New Zealand dairy exports are mostly used as ingredients in other foods. New Zealand is the largest dairy exporter in the world, growing from $2 billion of exports to $20 billion in just thirty years. A large proportion of NZ dairy products are used as ingredients in processed food. In 2021, Fonterra made 74% of the milk they processed into ingredients. New Zealand provides 60% of the world’s whole milk powder exports, with a large proportion of this going to China to supplement their domestic milk production.

The retail market for milk powder pales in comparison to the demand for drinking yoghurt, shelf stable milk and flavoured milk drinks which are most likely what Chinese food manufacturers produce with NZ milk powder.

When dairy products become ingredients in processed food items, they are treated as commodities, comparable with the same product specification (i.e. milk powder) made all over the world and competing only on price. They lose their origin story which is what New Zealand prides itself on. Consumers don’t value the fact that the milk powder in their processed food such as a chocolate bar is made with NZ milk powder, so any competitive story associated with NZ production methods is lost.

Some of NZ’s highest earning exports are first in line for replacement. Plant-based liquid dairy alternatives such as oat and soy milk are not a threat – New Zealand only exports a small amount of liquid milk. Alternatives are aiming to disrupt the business to business ingredients industry, the very same market that NZ dairy currently thrives in.

Ingredients with the functional properties of animal ingredients are being reverse engineered from plants. Individual proteins (whey and casein) are the initial targets for precision fermentation technology. Perfect Day is producing whey commercially, and others are set to launch in the next two years. Protein exports account for 10% of New Zealand’s dairy export revenue – $2 billion in 2020. These are likely to be the first group of products which experience major disruption from alternatives. Cellular agriculture companies are developing technology to produce human breast milk for babies, could this replace infant formula made from cows?

There will be a tipping point. It’s a long, intensive process to produce a tonne of milk powder. You need to grow a cow, complete with head, bones, hooves, tail etc. You can’t milk her for the first two years until she’s had a calf. Once she’s in the milking herd, she needs enough food and water to stay alive, walk to the milking shed twice a day and produce milk. If there’s enough grass in the paddock this will form the majority of her diet, it’ll normally be topped up with supplementary feed such as hay or palm kernel expeller (PKE). The milk will be collected, driven to another location where the water (87% of milk) will be removed via spray drying, leaving just the 13% solids available to sell.

In contrast, precision fermentation technology bypasses the wasteful process above, using a tank of microbes consuming sugar to produce exactly the same molecules as milk – if they were assessed under a microscope, it would be impossible to tell whether they were from a cow or a fermentation tank. This technology has existed commercially for well over 40 years, producing components which used to be harvested from animals (insulin, rennet). It is now being leveraged at a far greater scale to produce components of milk, starting with protein.

Precision fermentation produced protein is predicted to reach price parity with traditional dairy within the next eight to ten years. The industry is not there yet though: the cost to produce insulin by precision fermentation is around $110,000/kg compared with a milk price of $9.90/kg, and precision fermentation start-up companies are signalling a bottleneck when it comes to manufacturing facilities to produce product at scale.

Large multinational companies are becoming involved to assist with scaling up – fermentation experts ADM and AB InBev are working on large scale fermentation capacity for food grade precision fermentation rather than pharmaceutical which will start to bring the cost down.
The cost and waste involved in milking cows is far greater than simply fermenting a sugar feedstock. Once price parity is reached, food manufacturers who currently value NZ dairy ingredients for their high quality, consistent, cost effective attributes will have another option. In applications where dairy is anonymously used as a functional ingredient, it’s highly likely these will move to the cheaper option which will have the additional benefit of helping meet sustainability goals and appealing to a wider variety of consumers (vegetarians and vegans). This will be the tipping point, where alternatives can displace traditional dairy.

New Zealand dairy needs to act now. This report identifies three key recommendations for the industry:

  1. Acknowledge the risk and react – Alternative dairy, especially precision fermentation, represents a significant risk to the New Zealand dairy industry due to the reliance on commodity ingredient products which will be easiest to replicate. The sooner this can be accepted and acted upon the better. Advanced economies that NZ tends to compare itself with are moving rapidly – investing in research via partnerships between government, research institutions and industry. New Zealand risks being left behind.

  2. Get involved – There’s an opportunity to play a part in this emerging industry – New Zealand has significant expertise in key areas required for alternatives to scale up. Leveraging this will ensure NZ dairy will continue to be profitable in the long term and provide capital to invest in the infrastructure required to make milk into money in different ways.

  3. Make milk into money differently – commodity ingredient products made without cows will become available at the same or better quality for the same or lower price within the next ten years. The NZ dairy industry is heavily reliant on spray drying of milk into powder; this will be one of the first products to experience disruption from alternatives. It’s imperative that dairy companies identify the elements of their product portfolio which are at risk of disruption and pivot milk towards future-proofed products.

Why do Sales Teams Succeed or Fail?

Doug Maginness Kellogg report image
Doug Maginness Kellogg report image

Executive summary

Everybody wants to have the best sales team but not everybody can make it happen. In this current era of pandemics and economic uncertainty, organizations are focused on talent performance and optimization across all teams.

Sales leaders need to understand the new realities of their dynamic selling environment and adopt new tools and management styles that empower their teams to foster an agile-driven culture. The most successful companies think regularly about how to improve teamwork in the workplace because they know they’ll see a return on their investment. They actively work to create the kinds of conditions that promote collaboration.

My aim for this project was to break down the barriers and help create an understanding of ‘‘Why do sales teams succeed or fail?’’ and how organizations can unearth problems and enable their teams to discover the solutions to high performance. My focus was identifying the underlying causes and pitfalls of team dysfunction, investigating, and evaluating the critical components that contribute to high performance. Then offer a strategy to allow the organization to improve the standard of their sales teams.

This research project used a combination of a literature review and thematic analysis as a tool to examine key themes, implications, issues and identify areas of key importance.

What has echoed through the literature review is that there are four fundamental elements as to why teams either succeed or become dysfunctional and fail.

  • Leadership – What style of leader you are and the environment and culture you create from the characteristics of your behavior when leading teams.
  • How culture always determines success regardless of how effective your strategy may be and the importance of taking the time needed to build a strong foundation at the inception of any sales team.
  • Team dynamics, the makeup of skills, knowledge, diversity, and whether the team is unified or harmonized.
  • And finally, the ongoing coaching and mentoring required to keep the team functioning at a high level.

The following are the main recommendations that have come out of my findings that offer a strategy to help improve the standard of team performance of any organization.

  • The need for ongoing leadership training and continuous mentoring. Great leaders attract, hire, and inspire great people. The benefits are far-reaching for all employees.
  • Have a clear organizational purpose. An organization’s values lay the foundation for what the company cares about most and should create a unified why.
  • Build an effective onboarding process and hire wisely.
  • Involve leaders from all levels in corporate communications and decisions.Multi-way communication is the goal.
  • Constantly strive for improvement – A relentless desire to improve and get better is one of the hallmarks of a highly successful sales team.
  • Get out of their way and stop micromanaging. Every employee or team member works best when they are given an environment where they are allowed to do things ‘their way’.

Leadership was seen as the most critical component to team success. Effective leaders provide clarity of purpose, motivate, create a safe environment, and guide the organization to realize its mission. Leadership throws a big shadow and is an ongoing journey of training and discovery which is never finished. Every organization should do its best to enable effective leadership.

The Rise of Agri E-commerce.

Shaun Green Kellogg report image
Shaun Green Kellogg report image

Executive summary

E-commerce is a fast-developing sales channel, on which the agricultural sector was a long way behind. This project looks at the growth/opportunities for e-commerce operations for agricultural supplies businesses. The willingness of farmers to use online stores to make farm input purchases is now very high (83.5% in favour of using e-commerce), and now many Agri supplies businesses are ready to offer this to their customers.

Literature was examined to understand key aspects of e-commerce, and key businesses were identified and interviewed to gain insight on e-commerce in agriculture. From the interviews, themes were identified and analysed to answer the study questions. In addition, a farmer survey was run to get the farmers’ thoughts on the use of e-commerce.

The key learnings of this project were:

  • There are still some real issues with rural internet connectivity. Although rural internet access is high, the quality of the internet is very poor (speed) making it difficult for some farmers to operate with Ecommerce.
  • Agriculture supplies businesses were able to respond quickly with e-commerce options during lockdowns, which helped them maintain turnover.
  • The pandemic accelerated ecommerce activity within the agricultural sector.
  • The presence of an online store helps existing “bricks and mortar” businesses to better serve its customers (omnichannel).
  • Some positive environmental outcomes resulted from increased e-commerce retail (reduced greenhouse gas emissions and less physical retail space required)
  • The willingness of farmers to use e-commerce options when purchasing farm inputs has increased. COVID 19 was a major driver of this, as well as some of the benefits (convenience, time saving) that it can provide.

The recommendations from this project are that –

Agricultural Supply Businesses:

  • Prioritise physical and online store (omnichannel) offering. Ensure farmers receive connected human and digital interactions.
  • Measure and monitor customer experience metrics to ensure their online sale platforms are performing and fit for use.
  • Follow Agri e-commerce developments overseas to apply potential opportunities for New Zealand.
  • Attract farmers with development of clever marketing and advertising ideas, especially to grow and maintain customers.

Farmers

  • Explore e-commerce options, as online stores offer a much better service than they did a year ago, let alone five years ago.

The decline of rural community services.

Caroline Batlet Kellogg Report
Caroline Batlet Kellogg Report

Executive summary

Rural communities have experienced much ‘hollowing out’ since the 1930s despite supporting the primary sector – a vibrant and integral part of New Zealand’s economy. Many rural centres have lost their hospitals, police stations, banks, government departments, schools, sporting clubs and churches. This report explores whether healthcare, employment, crime and education outcomes have worsened for rural residents compared to their urban counterparts due to these changes, and recommends enhancements to public policy to address this.

The report firstly outlines what being ‘rural’ entails in a New Zealand context. It then describes how urbanisation has increased globally, with only 13% of residents in New Zealand now residing rurally.

A brief history explains events that encouraged urbanisation. An evaluation follows to understand what impact has been felt within rural areas, and how organisations are currently operating to support rural communities.

A case study of two ‘rural’ towns and one forestry area is provided to assess how 2018 Census data of rural areas tracked comparatively to national averages. This research is essential to determine if additional Government or Non-Government Organisation support is required to ensure our rural communities thrive.

Key recommendations

The author believes the following recommendations can be made to Central Government regarding priorities for rural communities:

Healthcare:

  • Targeted incentives for rural health professionals to attract and retain health professionals in rural areas.
  • Establish a School of Rural Health to support rural healthcare in New Zealand.
  • Expansion of services offered by rural mobile health service providers to improve rural health outcomes for Māori and non-Māori.

Employment:

  • Expansion of the Local Government New Zealand ‘Think Rural’ programme to attract young people to rural areas for employment opportunities.
  • Increased visa opportunities to attract employees to the food and fibre workforce.

Education:

  • Targeted campaigns in rural schools promoting higher education upon completing secondary school. Government or private tertiary scholarships to be offered to rural pupils to attract talent.

Policing:

  • Ensuring that all rural areas have a designated police officer per head of population (metric to be prescribed by the New Zealand Police) with appropriate facilities.
  • Comprehensive induction and improved supervision and relief for rural police.

Other:

  • Expansion of Rural Community Hubs and Banking Hubs across New Zealand. Building the capacity of rural support trusts.
  • Establish a ‘one-stop’ website for rural communities, charities, authorities and project holders to collaborate and support rural communities.
  • Removal of additional postage costs for rural addresses.
  • Extension of the Rural Broadband Initiative programme and increasing coverage areas for cellphones in rural areas.