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2017

Nuffield and Kelloggs combine resources

Media release

24 September 2013

Kellogg and Nuffield combine resources

The Nuffield Farming Scholarship Trust and Lincoln University are combining their efforts to improve leadership capability within the rural and primary sectors in New Zealand. The two organisations have agreed to establish a rural leadership consortium to manage two prestigious leadership programmes that have operated in New Zealand since the late 1970s.

The two programmes will continue to operate distinctly and maintain their strong existing brands and alumni networks, but will be managed by a shared full-time General Manager. This position will be advertised shortly.

The Kellogg Rural Leaders Programme (Kellogg) is owned and administered by Lincoln University and the Nuffield Farming Scholarship Trust (Nuffield) is owned and administered by the Nuffield Farming Scholarship Trust. Over 650 New Zealand alumni have completed the Kellogg programme and there are around 150 Nuffield New Zealand alumni. 

“There is a natural synergy between the two programmes and they combine logically to form a leadership pathway within the rural and agribusiness sectors”, says Nuffield Trustee Juliet Maclean.

Chancellor of Lincoln University, Tom Lambie adds “By combining our resources, the University and the Nuffield Trust will be able to strengthen both of these programmes, and ensure the essential leadership capabilities are maintained and enhanced within rural New Zealand”.

Both the Nuffield Trust and Lincoln University expect that the combined resources of the rural leadership consortium, with the support of both programmes’ industry partners and sponsors, will enable the Kellogg and Nuffield programmes to better meet the leadership development needs of the wider rural and primary sector.

Background information

Lincoln University and the Kellogg Rural Leaders Programme

Lincoln University is New Zealand’s specialist land-based university delivering research informed education and training, along with research and commercial activities to support growth in the land based industries. Land based industries are referred to in the widest sense of the word including land, land resources and waterways.  

Lincoln University has administered the Kellogg Rural Leaders Programme since 1979 when it was launched with a grant from the Kellogg Foundation, USA. The programme provides an opportunity for twenty men and women who live and work in rural New Zealand to participate in residential workshops, seminars and personal study over an 11 month period.  The objectives of the Kellogg programme are to:

  • Develop solid leadership skills
  • Build the confidence to take the next big step in business, professional development, politics, industry governance or community service
  • Learn how political, cultural, social, economic and physical forces impact on New Zealand agribusiness
  • Establish networks with leaders from New Zealand and beyond.

The Kellogg programme is generously supported by DairyNZ, Beef+Lamb NZ, Zespri, Pipfruit NZ, and Deer Industry NZ.

The Nuffield Trust and Nuffield Scholarships

The Nuffield Trust is a charitable New Zealand Trust set up in 1978 and is part of an international network of Nuffield Trusts that provides scholarships to emerging leaders in the agricultural industry.

The Nuffield Trust is governed by four Trustees and managed through a part-time director and secretariat, with around 150 active alumni members (all the alumni are Nuffield scholars).

The Nuffield Trust’s mission is to develop leadership and excellence in all aspects of New Zealand agriculture through its function of providing scholarships to around five scholars.

The objectives of the Nuffield programme are to:

  • Select scholars with high personal integrity, a close connection to farming or a practical hands on farming background, who are self-disciplined but flexible, focused on innovation and high achievement and who are likely to “give back” to the agricultural industry over their life time
  • Increase thought leadership
  • Create a full international immersion experience for scholars
  • Develop global networks

Nuffield scholarships are provided to future leaders chosen because of the positive difference they will make to their relevant primary sector, and for the life-time contribution they make to New Zealand agriculture. 

Scholars are linked into the Nuffield international network and supported to undertake projects or research that will fuel intellectual debate within their communities and industries.   Nuffield New Zealand also provides an alumni network through circulating newsletters, publishing information on the Trust’s website and running conferences. 

The Nuffield programme is generously supported by DairyNZ, Beef+Lamb NZ, FMG, AGMARDT, FAR, the Mackenzie Charitable Foundation, and Landcorp.

Triennale Nuffield Conference 2017: United Kingdom

David Kiss and Jason Rolfe, 2017 Nuffield Scholars

England – The Triennial

The Triennial was an amazing opportunity to catch-up with not only the other groups who were also travelling on their GFPs, but also to meet and interact with a range of scholars from all countries and years.  They provided a fascinating insight into the Nuffield Scholarship and the opportunities and discussions that have resulted following completion of their scholarship programmes.

Although several impressive businesses were viewed, many of which were using new technology to improve their profitability, sustainability and environmental impact, discussion was very much influenced by the upcoming BREXIT and what this will potentially mean for these businesses.  Some appear to be embracing the opportunity, while others were quite apprehensive about the challenge of competing against lower cost or more efficient operators from other parts of the world (NZ very much included). 

There was considerable discussion regarding the potential for subsidies in farming to be reduced or removed, and NZ was discussed at length as a model as to how this could work.  Many of the businesses that we were shown relied heavily upon manual labour which invariably came from Eastern Europe, a challenge that the UK government will face as they work through discussions with the EU.

Some of the businesses that we were fortunate enough to visit really focused on two key points of interest, the first being the provenance of the food they were selling and ensuring the quality of that produce.

Consumers are becoming increasingly focussed on the ‘story’ of their food.  They want to know how it has been made, where it comes from and what makes it unique. 

We cannot underestimate the importance of this, however any ‘story’ must be supported by a strong and secure supply chain that backs the integrity of claims on the packaging.  I was also struck by the high importance of consistent quality and the impact of this quality on the price that is received.

At Hall Hunter Partnership, the managing director Harry Hall was only interested in supplying berries of ‘A’ quality.  Berries that did not meet ‘A’ quality standards were discarded regardless of any income that could be received from them. 

Together with his level of supply, this meant he had the ability to engage in meaningful discussions with his in-market partners (Waitrose and Marks & Spencer) when it came to marketing his products and achieving the highest possible price (and therefore the best return on his assets).

David Kidd

*****


United Kingdom – “Attitude towards Agriculture and Subsidies”

In the UK, we were lucky enough to attend the Nuffield Triennial Conference, where we got to mix and mingle with many previous Nuffield scholars from around the world. This was a valuable opportunity to make some contacts for further travel and research later in the year.

The common topic of the conference was around ‘Brexit’ and what the future looked like for British Agriculture as they transitioned out of the European Union (EU).

The debate naturally centred around farm subsidies currently received by farmers and whether these would continue and for what. Interesting for me was the large number of farmers, including UK Nuffielders, whose attitude was that they would not survive without subsidies and were very resistant to change.

Delegates at the conference were in agreement that due to Agricultures relatively small contribution to GDP that subsidies were going to be greatly reduced if not removed.


This potentially would create opportunities for the younger generation if older farmers chose to exit the industry. It was clear that the process of leaving the EU was going to be very long and drawn out.

Due to this and the inward focus it brings, they may miss global market access opportunities.

Jason Rolfe

Update from the General Manager

Anne Hindson, November 2017

There has been lots going on since I last updated you in August. This is my summary of the key activities and the highlights of the year.Earlier this month we announced our 2018 Scholars. This edition follows up on our brief, pre-media announcement to you with photos and bios of the scholars. I hope that many of you will get to meet the scholars during their scholarship year.

The 2018 Awards Ceremony was hosted in Parliament by the new Minister of Agriculture, Damian O’Connor in his first few days in office. Having the Minister able to present the awards had special significance given both his father and brother are Nuffield alumni.
 
A second highlight of the Awards evening was hearing the progress of the current scholars. Each shared their preliminary insights on their research topic. With greater emphasis on scholars studying topics that will add value and offer solutions to some of the challenges facing the primary sector, there was strong interest from those attending. The value of this has been reinforced with MPI Director General, Martyn Dunne requesting a presentation from the scholars to MPI staff in the new year.

Having shared information and experiences with the 2017 scholars, the 2018 scholars will have a two-day New Zealand and Industry sector briefing in Wellington on 7/8th December. This is to ensure they understand the global positioning, strategy and key markets of our primary sectors, as well-informed ambassadors of NZ and Nuffield.

New Entity

The New Zealand Rural Leadership Trust has now been operating for 6 months, managing the Nuffield Scholarships and the Kellogg Rural Leadership Programme.

The transition to a standalone entity has taken time, but the organisation is now well set up to meet opportunities and challenges for the future. The legal and accountancy advice required has been significant and I wish to acknowledge the generous support of Mark Tavendale of Tavendale & Partners (legal) and Andrew Hawkes & team at KPMG Christchurch office (accounting) and encourage alumni to support them for any future needs.

The office at Lincoln University has been retained with myself and Lisa Rogers, our Programme Coordinator based there. The Kellogg Rural Leadership Programme is still delivered using Lincoln University venues and facilities.

Investing Partners

Our Strategic Partners are now contributing to leadership pathways by supporting both programmes and are actively involved in the development of leaders for the sector.

During the year, FMG and Agmardt have recommitted to a three-year partnership with the Trust, while Dairy NZ and Beef+Lamb NZ have continued their support.

For our organisation, the value of these industry partners comes in many ways with the National Advisory Group (representatives of the four organisations) providing regular industry insights, developments and views on future leadership needs to help us better shape the programmes. In addition, they have provided meeting space, special project support & Nuffield selection specialist HR support.

Our Programme Partners have grown in number, and their support is equally valuable providing marketing and speaker support to the programme.

Associate Director appointment

The Board recently invited alumni from the last 5 years to expression interest in the Associate Director role being vacated by Dan Shand in November. After considering the five applications, Mat Hocken was selected and will take on the position in January 2018 for 18 months. This is part of our commitment to provide ongoing leadership development opportunities to scholars, with governance a key goal for some.

Upcoming Events

Dave Hurst and his team have finalised the exciting programme for the 2018 Nuffield NZ Biennial Conference in May 2018 in Tauranga and surrounds. They are confidently anticipating a great turnout! You will be receiving information and regular updates over the next few months.

The programme will begin at 2pm on Thursday 10th May to accommodate presentations from the eleven scholars, including the six 2017 scholars with their reports “hot off the press”! The programme features some interesting field visits reflecting the agri-food and business strengths of the Bay of Plenty region.

The 2020 Nuffield Triennial Conference organising committee has been convened under the chairmanship of Michael Tayler with Murray King, Jane Mitchell, Steve Wilkins, Desiree Whittaker (Reid), John Wright, Rebecca Hyde, Anne Hindson and Lisa Rogers on the planning committee. Other alumni will be brought in to assist with specific activities as required.

This event will be a major undertaking so thanks to the team that have taken on the challenge.

We plan to hold the 2020 Nuffield NZ Biennial Conference in conjunction with the Triennial but with a separate programme.
Thank you for your support during the year.

We particularly value the role you play in identifying and encouraging applications from potential and successful new Nuffielders. You are our most powerful and respected advocates.

I look forward to seeing you all in May, in Tauranga for the conference.

Anne Hindson

Wicked Challenges

Mat Hocken, 2017 Nuffield Scholar

What comes before the eureka moment? What is the latest thinking and what are the cutting-edge innovations in the agriculture and food? My goal has been to understand what generates innovation and I’ve been searching for innovative people, ideas and places around the world. 

Wicked challenges

At an Agtech conference in Silicon Valley, Google’s head of global food services Michiel Bakker spoke about the wicked problems in agriculture and food systems.

A wicked problem has complex, incomplete, changing and contradictory elements. There are no black and white answers but rather trade-offs. And often when a solution is found to one problem, another problem emerges.

Producing nutritious food for 7.6 billion people (rising to 9-10 billion in 2050), with less agricultural land, a smaller environmental footprint, climate change and satisfying a multiplicity of consumer demands, while improving livelihoods for rural communities is a wicked problem.

How we approach these challenges will shape our agriculture and food systems.

Principles

When faced with wicked problems we need to think differently. We need to innovate. How are we thinking about innovation? What will generate innovation in agriculture? Do we have a common understanding and language for the process?

From my travels I have observed some common principles of agri-innovation:

1. Innovation can be messy. It is not a linear process.

We need to borrow and embrace concepts from other sectors, such as the tech sector’s ‘launch and iterate’ and ‘fail fast’. By focusing and limiting time-commitment you generate energy, speed and de-risk involvement.

2. We need a farmer-driven and consumer focused approach.

I studied the Dutch design innovation model, which utilizes their smartest minds in research and business, but centres on forward thinking farmers who bring hands-on knowledge, practical minds, drive, passion and entrepreneurial skills. Farmers need to be involved in the end-to-end innovation process and they need to put their hand-up and drive the changes they want to see.

3. The innovation eco-system is critical.

Researchers, farmers, advisors, agronomists, start-ups, corporates, finance, incubators, accelerators must contribute and prosper together. Going alone results in failure, the potential for disruption, or the inability to scale and make an impact.

4. We need places, both physical and virtual to get people together regularly.

We need a diverse collision of ideas, the opportunity for serendipity to play its part in bringing ideas and people together. 

5. Innovation takes place at the intersection of different sectors and up and down the supply chain.

It might be between health care, regional development, or city development (new technology such as autonomous vehicles developed for the urban masses that can cross-over to agriculture). How can we connect the tech-consumers to producers in meaningful ways that adds value for both? 

6. Innovation must be networked.

Israeli innovation occurs in well-organised network clusters, which are strong drivers of innovation. Regions must also be networked nationally. We must partner with other hotspots of innovation around the world. The challenges we face are universal, and they require genuine collaboration and effective networks.

The New Zealand Way

The 2017 Global Innovation Index New Zealand ranks 21, just ahead of Australia and China. We have many of the building blocks for innovation. We have excellent universities and researchers, an open business environment, a growing start-up scene and highly efficient farmers. We bring all this together in a closely connected network that is relatively easily and quickly accessible.

Building on our history of creative leaders and businesses, we must focus our resources and energy and observe the principles of great innovation. And if we do that, what would success look like?

For me success would be a diverse (sectoral and by size) agriculture and food sector producing quality products supported by ‘pro-sumers’ (consumers that love our products).

It would be a thriving agri-innovation sector leading global developments.

It would be about building trust with consumers and society. It would be helping build a future for farmers and their children to make their lives better.

It would be building successful partnerships and networks in our regions, connecting them nationally, and linking internationally.