RL2023 Archives | Rural Leaders

Allan Pye, 1982 Nuffield Scholar, passes.

Rural Leaders, The Board of Trustees, and Nuffield New Zealand were saddened to learn of the recent passing of Allan Pye (1982 Nuffield Scholar). We offer our deepest condolences to Allan’s family.

Many will have known, or known of, Allan, who passed away peacefully at Burwood Hospital on Saturday at the age of 83.

Allan’s funeral service is to be held on the farm at 276 Rise Road, Winchester on Friday, March 22, at 2.00pm. Messages to The Pye Family, 251 Rise Road, R D 26, Temuka, 7986.

Allan was affectionately known as ‘The Spud King’ after spending a lifetime building a large potato business on both sides of the Tasman.

Alan was always happiest working on the farm. In a recent Herald interview, he was quoted as saying, “I love sitting on a header. There’s nothing more satisfying than sitting on a header and harvesting 10 to 12 tonne per hectare crop of wheat. It’s better than anything.”

If you would like to leave a message for Allan’s family, you can leave condolences here https://deaths.press.co.nz/nz/obituaries/the-press-nz/name/allan-pye-obituary?id=54652220

Alumni in the Spotlight: James Parsons, Phillip Weir, Vanessa Thomson, Donna Cram, Kylie Leonard, Carlos Bagrie.

Phillip Weir, 2020 Nuffield Scholar.

In February, Nuffield Scholar and Waikato farmer Phillip Weir was appointed an associate board member of the Agricultural and Marketing Research and Development Trust (AGMARDT).

The AGMARDT associate trustee position gives emerging leaders an opportunity to learn, develop and supports AGMARDT’s mission to nurture people and ideas and in putting people at the heart of what it does, while focusing on the things that create the most impact.

In a recent Farmers Weekly article Phillip said, “I’m looking forward to supporting fantastic people who have great ideas that will both change the future of New Zealand Food and Fibre production and will be essential in its future.”

Phillip is also standing for election to Beef + Lamb New Zealand’s Board, Northern North Island region. We’re sure Phillip would appreciate our support.

Phillip and his wife Megan farm dairy-beef bulls and sheep on the side of Mt Pirongia, Waikato.

Phillip’s profile for the voting can be found here.

You can also learn more on how to vote at the B+LNZ contact details below.

Candidate profiles and voting papers should be with voters (from Northern North island voting area) by now as part of the annual meeting voting pack. All registered farmers elsewhere across the country should also have received a meeting pack.

In a recent Farmers Weekly article Phillip said, “We have debt. We have kids. We shift bulls. I am not a professional director. I’m proud of our Ballance Farm Environment Award, my Nuffield Scholarship and industry contributions as Farmer Council Chair.”

About the voting process.

The director election and postal and electronic voting close March 13.
If you’ve previously received annual meeting materials from B+LNZ you’re already on the electoral roll.

However if you’re not sure and want to check, you can:
call B+LNZ on 0800 BEEFLAMB (0800 233 352)
or email enquiries@beeflambnz.com

Vanessa Thomson, 2023 Kellogg Scholar. Donna Cram, 2023 Value Chain Innovation Programme.

Vanessa Thomson, did the Kellogg Rural Leadership Programme in 2023 and is a working mum with a young family, who sharemilks with her husband on two farms in the Waikato. She is also an ex-lawyer and currently the contract manager for DairyNZ.

In 2022 Vanessa received a scholarship to the Kellogg Programme through Dairy Women’s Network (DWN) and in a recent interview with DWN said, “It’s been a life-changing opportunity for me, and I am so grateful for the network that I have made through Kellogg, and the tools that it has given me. I am excited for the future, and what my leadership journey might bring.”

Check out the full article here.

Vanessa’s Kellogg research ‘The effectiveness of psychosocial services available to farmers following adverse events’ examined who the stakeholders are in the rural psychosocial ecosystem, how farmers interact with these stakeholders, and how these interact together. The research aimed to understand the challenges of delivery of effective psychosocial services.

In 2023 Donna Cram won the Fonterra Dairy Woman of the Year. Donna chose to use some of the scholarship to attend Rural Leaders’ Value Chain Innovation Programme, instead of the Kellogg Programme.

Donna has said that just as much was learned from the deep, insightful and honest bus and evening meal discussions with other participants on the Value Chain Programme, as from the rural leaders who welcomed them into their businesses.

Applications close soon on 29 February.

More information about the award, click here.

To apply or nominate, click here.

James Parsons, 2008 Nuffield Scholar.

James Parsons is co-owner of Matauri Angus beef stud and the 600 hectare Ashgrove Farm, near Dargaville. He has been trialling Halter collars on breeding cows and heifers for the past three months.

You may have seen James on a recent brand ad for Halter. You can have a look here.

James and his family’s sheep and beef farming business, Ashgrove Ltd, breeds and provides sheep and beef genetics to clients throughout the country. He is also former chairperson of Beef + Lamb New Zealand and is a board member of AgFirst Northland and chair of Wools of NZ.

In a February 19 article in Farmers Weekly, James shared his thoughts on what he sees as a game-changer for hill country farming.

Check out more in the article around cattle adaptability, grazing pressure, and calf growth rates.

Kylie Leonard, 2023 Nuffield Scholar.

Kylie was recently interviewed by the Pathways to Dairy Net Zero initiative (P2DNZ).

Founded in 2021, during Climate Week, P2DNZ is dedicated to reducing dairy’s greenhouse gas (GHG) emissions.

P2DNZ is providing insights and solutions to help Kylie overcome any farm challenges and more broadly accelerate climate action throughout the dairy industry.

You can read the interview here.

Carlos Bagrie, 2024 Nuffield Scholar.

Carlos’s innovative and unique approach to farming, the transformation of waste into a viable resource, as well as a few impressive side projects, were the subjects of a not-so-recent interview with REX host Dominic in late December.

Carlos’s energy and passion for what he does is infectious and FYI, his innovation doesn’t stop at zero-waste solutions. There are plenty of great ideas being realised at Royalburn Station with his wife and family. This podcast is well worth a listen – especially if you need a good dose of positivity.

Dr Matt Sowcik. Humility and finding a common purpose.

Dr Matt Sowcik is currently on sabbatical from his role as Associate Professor in the Department of Agricultural Education and leadership at University of Florida.

As part of his time here in NZ, he joined the Kellogg Rural Leadership Programme in Lincoln. He spoke to Scholars (and Bryan Gibson) about the power of humility in leadership and its role in working together toward a common cause.

Listen to Matt’s podcast here or read the transcript below.

Bryan Gibson – Managing Editor of Farmer’s Weekly.

Kia Ora, you’ve joined the Ideas That Grow podcast, brought to you by Rural Leaders. In this series, we’ll be drawing on insights from innovative rural leaders to help plant ideas that grow so our regions can flourish. Ideas that Grow is presented in association with Farmers Weekly.

You’re with ideas that grow the Rural Leaders podcast. I’m Farmers Weekly Editor Bryan Gibson. This week we’ve got a guest from a bit further afield than usual. We’ve got Dr. Matt Sowcik, who is Associate Professor in the Department of Agricultural Education and Communication at the University of Florida.

G’day, Matt. How’s it goin?

Matt Sowcik, Associate Professor, University of Florida.
It’s going great. Thank you so much for having me on the podcast. Blessed to be here in New Zealand and certainly excited to talk to all the good folks out there.

BG: Now, your area of academic expertise is leadership in the agricultural space.

An American agri-leadership academic in Aotearoa.

MS: Yeah, actually it’s first in leadership. I am interested in the psychology around leadership. I got an undergraduate in psychology and then went off and got a master’s in organisational leadership, and then a PhD in leadership studies.

I had applied it to businesses for a really long time, but found that the space of ag, natural resources and fibre really needed leaders. So was excited to join a number of colleagues down at the University of Florida, to really put all my time into this context. I think it’s so important as we more forward.

BG: You’re on a sabbatical at the moment, taking in a few leadership programmes around the world. And are we the first stop?

MS: Yeah, this is the first stop. And I’m really interested in this idea of humility and how humility impacts leadership. Certainly it’s something in the States that we need a little bit more. And as I was looking across the world, New Zealand was a wonderful place to study how leadership and humility were impacting this particular context. So came to Christchurch, worked in Lincoln, certainly understanding your rural leaders a lot better from the Kellogg Programme.

Humility in leadership.

BG: I’m interested in the concept of humility in leadership. Can you just sort of unpack that a little bit for me?

MS: Yeah. One of the things we struggle with is humility. It is so important and there’s so many reasons for it, but we’ve been under this impression that humility is thinking less of ourselves or not thinking about ourselves. The truth is, it’s just not true. I think New Zealanders really do that well. Farmers really do that well. This idea of humility, having confidence in ourselves, but not overconfidence.

When you get into overconfidence, you miss a lot of opportunities to develop and grow and adapt and innovate, and certainly to be a good leader. So, my interest was in better understanding this idea of how we could have the proper perspective of ourselves, others, this larger world, and use that in a leadership capacity.

BG: The amount of academic research that has gone into how to manage teams and be a leader is massive, isn’t it? It does seem to be we embrace more of a ground-up approach to leadership these days than, what did they used to call it, arrow management, or it’s my way or the highway, type thing.

MS: That’s absolutely right. Yeah, I think that’s true. I think we started to distinguish a little bit better this idea of managing or keeping things the same and running to an idea of leadership where we need really great ideas. Those ideas don’t often just come with one leader at the top who rides in on the horse and saves the day. It’s really this idea around how do we collectively get a group of people, all of their wisdom and intelligence, and certainly skills, and utilise that to adapt and grow and change the world for the better?

BG: It’s softened to if you’re the smartest person in the room, you’re in the wrong room, and that sort of thing.

MS: That’s exactly right. Yeah. No, you find that no one person is going to be smarter than the entire room, and if you are, you’re in the wrong room.

Sitting in on the Kellogg Rural Leadership Programme.

Image: Matt Sowcik speaking on Kellogg Programme One in late January.

BG: So, you’re sitting in on the Kellogg Programme at the moment.

MS: Yeah, it just wrapped-up yesterday, so I had an opportunity to sit through the nine days and to really engage myself. We’re so busy at times, we’re running with administrative stuff and doing our own programmes, that we don’t take the opportunity to learn.

I think what the University of Florida has blessed me with is this opportunity to come out, take a break from everything and just sit down and learn again and engage with this process.

So the Kellogg Programme, as humble as it is, allowed me to come in, have conversations, engage, explore the Programme, and really get to hear from some amazing academics, researchers in the private sector, certainly those who are doing the good work in farming, food and fibre. It was just a holistic experience to understand how leadership works so well here and certainly what we can bring back to the States to be better leaders there.

BG: It’s interesting you say leadership works well here. I don’t know how much you know about the recent history of New Zealand farming, but we’ve had kind of, some would say a leadership schism or something like that. Our farming leaders have really been under the pump and some of them haven’t survived the process. So we’re kind of soul searching in a way.

Working together with humility to solve the big challenges.

MS: I think it’s all about perspective. It’s this idea of the current problems, and certainly I can speak to those. The US is going through some current leadership crisis and of understanding how to engage with people.

What I saw on the Kellogg Programme made me feel positive and optimistic about the next five to ten years, especially around natural resources and farming; this idea that people are coming together. We need to move towards, in kind of a humble fashion, working together and engaging together. Those old philosophies of, ‘I have been doing this for ten years and I must have all the answers’, I didn’t see that on the Programme. What I saw was a collective effort of all of these sectors coming together.

I think that’s the positivity I talk about. I know there’s some current issues, some bumps in the road that are happening right now, but when I look at ten years out, about the leadership that’s happening here, I really feel optimistic that those engagements, those connections are being made and that folks are starting to realise, humbly, that we’re going to need to work together to be able to move forward in a positive direction.

BG: Yeah, I think some of those issues we’ve had last year or two really come down to communication. A failure of communication by government to sell its story, failure of communication by farming, leadership to report back to its stakeholders what’s happening through various processes. And if you’re not communicating well, then people will fill that gap with their own stories, if you know what I mean.

MS: I do know what you mean. I think there’s something so humbling about that, isn’t there? There’s this idea that we need people and people need us and we have to have that line of communication.

They often talk about communication as being the most important tool of leadership. If you don’t do that, if that breaks down, all of the other pieces, the innovation, the adaptation, the opportunity to move forward collectively, all really suffer from that.

The first step is to have some self-awareness, to be able to say, we have failed over the last couple of years to do this. So, how do we make sure we don’t fail in the future? How do we collectively come together even if we don’t agree? How do we have that civil discourse so we can understand eachother better?

The truth is, you’re all in the same boat here. I mean, it doesn’t matter who you are: Government, farmer, business owner, everybody’s on the same island moving in the same direction. And there’s some really important pieces of that, whether it’s exports, whether it’s understanding the changes in climate and some of the issues you’ve been dealing with around that. It’s a collective effort to be able to move that forward.

The challenge of individualism in the US and NZ.

BG: Yeah, we’ve had quite a number of discussions here about ‘carrot or stick’ in terms of getting progress going in environmental changes, sustainability, that sort of thing. I think farmers being sort of individualistic type people in a certain way, tend to want to be in control of their own destiny more and have (to be given a strong) reason why they should do something. Market driven approaches often work best, rather than government-led regulatory approaches. Is that similar in the States?

MS: Yeah, I actually think it’s probably more so. It’s not just farmers that we see that from, we’ve built our country on that idea of individualism and the ‘American dream’. Go get it! Pull your boots up! You can make it happen! What we’re finding is that sort of approach really lacks some humility.

My interest in researching that is, can we address some of these issues now? What we’re trying to understand in the States is, there are some problems where you can do that. If you think about it, there’s some issues that happen on a farm tractor breaks, you know that broken piece, you can fix that broken piece. You’re having some issue with a particular crop, you know that well enough. But, the problem with things like climate change and policy, they’re not simple fixes.

There’s this wonderful quote that I really love that talks about ‘all systems are not broken. There’s no system that’s broken. Every system is perfectly aligned to get what it gets.’ And what that means is no matter which way a system works out, it’s going to get the results you see at the end.

So the truth is you have to almost break it yourself if you want to change it, if you want to fix it. Those issues aren’t ones that are easily fixed by one person. They’re not like just changing out a gear. You have to bring people together, if we’re going to talk about things like policy and climate change. Those issues are ones that we need to have more than one person and they’re going to be issues that we’re going to have some trial and error, and mistakes on. Then as we move that forward, just continue to make it better and better along the way.

BG: One concept that has had some real wins over the years in New Zealand are catchment groups. That’s a collection of farmers and other stakeholders in say, a valley, where all the water runs into the same place. They all work together to protect the environment more, clean up the waterways, that sort of thing. What they found is that that sort of groupthink way of doing things with aligned goals, and to be honest neighbour peer pressure, really helps to get things moving in the right direction.

MS: Yeah, it just makes sense. It’s stepping back from ‘me’ being the only thing that’s important to collectively saying ‘we’re all important’ and that actually there’s this bigger purpose we’re all working towards.

Common purpose.

A lot of the research around humility has suggested that this idea of people coming together with a common purpose, which really is leadership common purpose, you start to understand not only will you achieve that purpose, but a lot of other things come along with it.

One of those is performance or outcomes. You’re more likely to achieve an outcome if everyone’s buying into it. If there is some of that social pressure, ultimately everybody kind of shares information, communicates and engages in that process.

I’m not surprised to hear that, and I think we need to do that a lot more. It’s ‘how are my problems also similar to others’ problems?’ What are they doing? How are they engaging? Instead of keeping that in and pretending that’s some market advantage.

The real market advantage here is being able to share information, because if I figure something out or you figure something out, that changing, sharing, engaging, really is a process to not only move in that direction, but then to be able to move further in a direction, because things will continue to change.

BG: Can you tell me a little bit about this leadership programme you teach at the University of Florida?

Leadership education at University of Florida.

MS: I’m very fortunate. I have a kind of three-pronged responsibility at the University of Florida. Certainly, teaching is one of them. We teach the undergraduate level for the entire university. We offer a certificate and minor in leadership studies to undergraduates to get them started or interested in leadership.

We teach a masters and PhD in leadership in ag and natural resources. So that’s an opportunity to bring those folks in who are interested in doing some consulting in the area or going off and teaching leadership for land grant universities. That’s just one part of what I do.

I also do research. We’re a research one institution. So, looking at how we build organisational leadership programmes within different ag industries. I’m real interested in this idea of how do we build great capacity in those who are going to take over farms, who are going to work in those communities and engage in that process? How do we start to develop that young talent? But my favourite part of my job is what we call extension, and this is going out and practicing it. So, here I run two leadership programmes myself.

One is for our county commissioners. We have 67 different counties in Florida, usually a board of five. Folks kind of oversee that when they get elected, they come to our programme and they start to learn a little bit about leadership. They start to learn a little bit about the practice of leadership in that government setting and we help them better understand how ag and natural resources are impacting their job in a way that they can lead better from that government seat and work together as a board.

Then I also will go out to different ag and natural resource industries and provide training and engagement. Really those three approaches are my job and it leads to what I think is a healthier Florida and certainly a Florida that really appreciates ag and natural resources as we move forward.

Experiential leadership education with Rural Leaders’ Kellogg Programme.

Certainly speaking of the Kellogg Programme I think the things that I learned there is this is an extraordinary programme where individuals from different industries have an opportunity to come and communicate, engage with each other. What I really loved about the Programme is that they consistently, and in a very humble way, said, you’re going to get ‘a little bit’ out of what we talk about.

But the power is collectively coming together. And when we talk about communication, when we talk about humility, it is the folks in the room having access to each other, to share, to engage, and that’s really the power of the Kellogg Programme. Besides all the wonderful speakers and opportunities, it’s that ability for individuals in the Sector to be able to come together and communicate.

For more information on Rural Leaders, the Nuffield New Zealand Farming Scholarships, the Kellogg Rural Leadership Programme, or the Value Chain Innovation Programme, please visit ruralleaders.co.nz

Kate Scott: Front footing the fast-moving regulatory environment.

The Board of Trustees for the New Zealand Rural Leadership Trust, responsible for governing the Nuffield Scholarships, Kellogg Rural Leadership Programme and the Value Chain Innovation Programme, wish to appoint an Associate Trustee.

This governance development opportunity is open to Nuffield, Kellogg and Value Chain Alumni.

The Associate Trustee will have the opportunity to:

Sit on the Board and gain greater understanding of governance processes under an experienced Board.
Provide input into the development of two of the leading rural leadership programmes in New Zealand.
Provide insights and perspective as a graduate of the programme(s).

The Role
The position is included fully in all Board activities, events and meetings.

The Associate Trustee is expected to fully contribute to all Board discussions and actions as if they were a Board member of the organisation and attend events associated with the role. However, the role has no voting rights.

Eligibility
The Associate Trustee role is open to Alumni of the New Zealand Rural Leadership Trust who completed their programme between 2018 – 2023, inclusive.

Term
The term of appointment is for a twelve-month calendar year (January – December), which provides an opportunity to cover a full year of operations.

There are seven more Board meetings this year and several events. Most events are held in Christchurch or Wellington.

Flight and accommodation costs are covered, where applicable.

The Board meeting schedule is:

April 10 (Wellington)
May 22 (Online)
July 3 (Christchurch)
August 21 (Online)
September 11 (Wellington)
November 4 (Wellington)
December 18 (Online)

Remuneration
There is no remuneration or payment, however all direct costs (such as flights and accommodation where required) relating to meeting attendance, will be met.

Confidentiality and Conduct
On appointment the Associate Trustee will be asked to sign a confidentially agreement.

Although the position is not an appointed Trustee of the New Zealand Rural Leadership Trust, the appointee is expected to adhere to the code of conduct of a Board member.

The Associate Director is expected to comply with any reasonable directions of the NZRLT concerning their role.

Application
Interested scholars should forward their application by 28 February 2024 to Lisarogers@ruralleaders.co.nz

Applications should be in writing, with a CV and a covering letter with the following;

The reasons for applying for the role,
What you expect to gain from the opportunity, including how the opportunity would contribute to your leadership goals,
How you might contribute to the Board’s skills, experience and perspectives.

Appointment process
An appointments sub-committee (a delegated committee of the Board) and the Chief Executive will consider all applications and provide a recommendation to the full Board who will approve the appointment.

The successful Associate Trustee will be notified by Mid-March and will be invited to attend the 10 April Board meeting in Wellington and subsequent meetings and events.

For any questions please contact:
Lisa Rogers, Chief Executive
Phone: 021 139 6881
Email: lisarogers@ruralleaders.co.nz

Emma Crutchley. Finding the sheep and beef value-add.

Emma Crutchley, 2018 Kellogg Scholar, talks to Bryan Gibson, Farmers Weekly managing editor about some of the challenges sheep and beef farming faces in a water-short region.

Emma discusses her Kellogg research, the Value Chain Innovation Programme, and the work being done on ‘Puketoi’ to find value-add.

Listen to Emma’s podcast here or read the transcript below.

Bryan Gibson – Managing Editor of Farmer’s Weekly.

My name is Bryan Gibson, Managing Editor of Farmers Weekly and this week, we are talking to Otago sheep and beef farmer, Emma Crutchley.

Bryan Gibson:
G’day, Emma. How’s it going?

Emma Crutchley, 2018 Kellogg Scholar, sheep, beef and arable farmer.
Good, thank you Bryan. How are you?

BG: Yeah, I’m really good. Yeah, so whereabouts in Otago are you?

EC: My husband, and I and two children live in a little inland basin called the Maniototo in Central Otago on a sheep, beef, and arable farm here called Puketoi.

BG: Sounds like a lot of work.

Maniototo sheep, beef and arable farming.

EC: Yep. So, I grew up here. My grandfather bought the farm in 1939, and we go a couple of more generations back here in the Maniototo. He’s one of the youngest sons, and he moved over from Kyeburn to Puketoi then.

I am an ’80s child, so I remember little bits of farming growing up through there. And I’m the youngest daughter out of…I’ve got an older brother. When I was younger, I had a love for animals and the farm and I could literally be found in any lamb pen, in any dog kennel, any filthy, smelly, or challenging job.

Growing up, I would be neck-deep in it. Mum and dad never really had a chance to get me out of it, and not that they ever thought that was a thing. They were very supportive of all their children, regardless of gender, being involved in the farm. I guess growing up here, I went away to boarding school and continued my love for the farm straight to Lincoln, and I never really looked anywhere else. From there, I moved on to work as a rural professional, as an agronomist, working in Christchurch for PGG Wrightson, and then later working for Pamu out of Wellington.

I knew I’d return home to the farm, but I was always a little bit hesitant because I love being around people and I love my networks and the social life side of it. I knew if I moved home, I was moving to a relatively isolated place away from a lot of the people that I really enjoyed being around.

I knew that it was the best opportunity I had and always something I really wanted to do. So I moved home in 2009, and imported a husband to the Maniototo, because it won’t come as a surprise, but being a small, rural community, everyone’s relatively related. I knew I had to find a husband before I moved home. So, yeah, he came home, and he moved here in 2010. And yeah, so we’ve worked to take over the family farm from my parents.

We’ve got just under 500 hectares of irrigation. The rainfall here is often what ‘wows’ people, it’s a 350ml rainfall. So irrigation creates the resilience we need to do what we do. We’re arable, so we grow about 100 hectares of arable crops: wheat, barley, peas, linseed, clover, rye for seed, and a few other bits-and-bobs as they come along.

We’ve got an angus stud as well. So we sell about 25 stud bulls each year. The main thing we do here, that is our main point of production, is our lambs. We have about six and a half thousand ewes. And apart from replacements, we finish all lambs born on the farm and also purchase more store lambs in January and carry them through as well to meet the demands of what we can produce and who we supply.

I do a lot in the advocacy space with Federated Farmers in Otago and also as a director for Irrigation New Zealand. My husband is very involved and he leads a lot of the rural fire stuff in this area. Being in a dry climate, it’s one of our challenges, I suppose.

BG: That sounds like a massive and diverse life you’ve got.

EC: Yeah, there’s a wee bit going on. They’ve got two kids of the mix, two, eight, and 10, so they keep us on our toes.

BG: Now, you mentioned the engagement with the Rural Leaders Programme was a Kellogg report, I think it was in 2018, that was on how to manage water efficiently and what that might mean. I guess it’s an issue that’s close to your home – and your heart. That’s why you took it on?

Kellogg research into water sharing in a water-short catchment.

EC: Well, as you know in 2017, one of the top election issues was around freshwater and how it’s managed in New Zealand. There was a lot of pressure around irrigation and the association with water quality and quantity. At that time, I was a director on our local irrigation company.

Being in this extreme climate where we are short growing season – long winters, and the value that irrigation is to our business in terms of the resilience and our adaption to climate change, I knew when I applied for the Kellogg Programme, exactly what I wanted to study in terms of a research project.

I’d been looking at it for a while, because the kids were, at the time, I think they were two and four, and at that time they’re starting to get a little bit more…I don’t know…I just went and did it!

So, my project was on water sharing in a water-short catchment, which was basically focusing in around, freshwater governance, or even crossing into environmental governance. I looked at different models from around the world and different examples of how water was managed, ownership rights, community management, and then investigated some of the policy settings we have. Also some of the solutions that might work in that space.

I think one of the learnings I got out of that was, as farmers in New Zealand we’re incredibly individualistic in how we run our businesses and that is a reflection of the challenges. The challenges we faced in the ’80s, we found ourselves then in that time of high interest rates and challenging Rogernomics type stuff. As individual farmers we had to farm our way out of it. We did that really, really well. But then that’s led us to being really innovative.

We need to understand the ‘why’ as to why the change is happening. I’m probably going a little bit off track here, but that project set the scene for me, for doing a lot of work over the last six years in the advocacy space and advocating for not only enabling farmers room to understand the ‘why’, but also those connections with stakeholders and the importance of that.

At the end of the day, the government calls the shots on policy, but the people that are voting for the government are our stakeholders, our New Zealand public, and the importance of understanding that dynamic for long-term goals rather than focusing on short-term advocacy outcomes.

BG: Yeah, I know you’ve done a lot of work. We had some stories in the newspaper this year on some of the work you’ve done to advocate for some changes to some of the water plans down your way?

Farming and the environment.

EC: I guess the thing that in Otago, we’ve worked first off the bat with land and water plans and regional policy statement, and I guess we’re also one of the most diverse regions in a Otago. For me, or for everyone really, farming systems in New Zealand are heavily intertwined with the environment. There’s always going to be public interest in farming because of our association with the environment that we farm in.

Everyone’s always looking over our fence. From that, it’s like, how do we set it up, so we enable farmers who are very good at change. So for that example, multiple challenges can be solved with one solution, and one challenge can be solved with multiple solutions. And what I mean by that is, how do you enable policy settings that enable this diverse, incredibly stunning region to actually find the scope within those policy settings to innovate around the challenge and to solve the different water quality, biodiversity, climate change challenges that we have faced.

I think advocacy is probably…I think it’s changing. We need to start learning. But it’s like communicating in a way which enables you to be understood. And my thoughts around that is we had in the Upper Taieri, one of our biggest challenges was the Upper Taieri plain and the diverse hydrology landscape that was tied up in the national wetland regulations. Then what that was the unintended consequence that that was going to create.

So, we had our big jobs for a nature project set up at that time, which involved the relationships with multiple stakeholders. I guess we always knew that if we were going to be successful in changing the settings around the wetland regulations that we needed to have a common ground with our stakeholders and what we were trying to achieve.

I know there’s a lot of narrative around, for example, the stock exclusion regulations and the huge cost they create on farmers. If you can flip that into, we need the tools in the toolbox to manage our environment, in a way that is best for the environment and best for our rural communities. We need to recognise the role that livestock can play within those systems to control our weeds and help with pest control. That was a common ground that we found.

So when we went to MFE with that case to Minister Parker, it was probably a more resonating message than just saying, ‘Oh, it’s a huge cost of fencing, and we’re going to lose all this land that we can graze’, which doesn’t resonate with everyone. They actually don’t care. They just want fresh water and they want a pristine environment. It’s explaining it in a way that actually identifies the unintended consequence of that.

So off the back of that, we managed to get that cut out of the stock exclusion rules, but it’s still a work in progress. We’ve still got to continue that conversation with our regional council as part of our water plan.

The art of making the tough conversations easier.

BG: Sounds like you’re at the forefront of a type of evolution that’s been talked quite a lot in terms of managing our natural assets – has many stakeholders who mostly want to do the same thing. It’s not an us and them farmers versus, say, fishermen or environmentalists or anything like that. And if you can in advance find those shared values, then it’s much more easy to overcome the challenge.

EC: Yeah, and I think I was talking to Julia Jones a couple of months ago and we’re brainstorming. I think she said something, and it was ‘we have a responsibility to seek to understand diverse perspectives’, then I added on the end, ‘we also need to give ourselves the personal freedom to change our minds’. I guess for me, that crosses into the fact that we are a small part of the population in New Zealand.

Like a lot of people like those in Auckland don’t really care about farming. They might want a pristine environment, but they don’t care about farmers as such. So the best way to get people to understand your perspectives is to actually listen to them and when you can create an environment which lets people feel like they’re understood – it takes away the defensiveness and the silos, and it creates more of a safe space to continue that conversation.

So when you’re really passionate, I think, and I have to be aware of this, because I’m really passionate about Ag and what we do, but passion can show up in many different ways. And when you’re passionate about a topic like farming or the environment and both, probably, most of the farmers fit into both those camps, but it’s like, how do you talk to someone and create that curiosity to let them feel like they’re heard? And then you create that connection and then that’s progress.

The Value Chain Innovation Programme and finding the value-add.

BG: Now, you’ve had a more recent Rural Leaders experience. You were on the Value Chain Innovation Programme this year. What was that all about?

EC: Yeah. So my lane, probably, in the past year has been a lot around the environmental stuff – freshwater, irrigation. But as a sheep and beef farmer, we are doing so much behind the farm gate in terms of how we farm and environmental gains on-farm. For us, because we are main point of production is lamb and finishing lambs, we’ve seen a lot of disruption within the supply chain over the past few years, especially since COVID.

Then we had another one more recently this year, where some of the guys we’ve worked really closely with over the past few years to develop our lamb supply programme. We went to them eight years ago, probably a little bit frustrated at the time, we wanted to supply a product that worked with our lamb, our supply chain, and what was actually needed within that, so we could add more value.

So they came back to us. We said to them, ‘how can we better support what you’re trying to do so we can add value to what we’re trying to do?’ They came back and they said, we need to know when your lambs are coming three to four months ahead. We need all year-round supply, and we need to have a consistent hook weight. And we went ‘righto’ and took that away. Then over the next few years, we worked really hard to actually schedule three to four months out and supply 11 to 12 months of the year and build a system around that, but then also target those specific hook rates and get it right. So, it worked really well.

Then when we had a bit of disruption within our meat company, probably three or four months ago, it blew a bit of that away. It blew away those trusted relationships, and it’s a bit of an ‘aha’ moment for me, and I realised how vulnerable we are to what happens in that supply chain and what we do. Because when your main part of your business is producing lambs and something happens in the supply chain, that’s a big issue.

I’d looked at the Value Chain Innovation Programme last year and I thought it was probably not really in my lane. And then I was like, well, actually, it really is in my lane, because if we’re doing all this other environmental stuff and trying to add value on-farm, we need a supply chain that actually supports what we’re trying to do.

So we, as farmers with our increasing costs, our sheep and beef farmers, especially the catchment limits that you’re trying to farm within, you can’t just produce your way out of it anymore. So, the real important thing that I’m seeing is, how can we value-add?

I applied for the Value Chain Innovation Programme with Hamish (Gow) and Phil (Morrison) to look at all the different value chain examples through the North Island. We got on a bus in Auckland and went down to Hamilton, explored the Fonterra markets with the Fonterra value chain around there, going to a dairy farm and then into the Fonterra factory, and also looking at LIC and DairyNZ and how those operations also support the dairy industry.

Then we investigated kiwifruit, and we also went to Robotics Plus in Tauranga. That was pretty amazing, seeing some of the tech that and the robots that they can pull in to support different production systems.

From there, we went down to Taupo and went to Pamu, and also sheep and beef there. I’m probably missing one, but over to Hawkes Bay to look at the apples as well, and also First Light Foods and a couple of others in there, just investigating what all these systems are trying to target. From there, I figured out that we are…yeah, I feel like we are lacking a little bit in leadership to support innovating the value chain to create value for what we do.

A lot of us are also limited in the land use change that we can actually do to add value. So it’s really important to me to start thinking about how we do add value through the supply chain.

BG: It seems to be like the Holy Grail. A lot of the feedback I get at the newspaper about various regulations and environmental and sustainable goals, people just go, well, we were promised it was value-add, and we’re not seeing it. We’re still slave to the schedule, that sort of thing. And so that’s a real hard nut to crack.

EC: And it’s never going to be easy. People will probably listen and say, she’s crazy. You can’t do that. But what options do we actually have in some cases? It’s like saying, well, okay, it’s hard, but what else are we going to do? Because in New Zealand, we’re actually not… I don’t know, we’re passionate about what we do, we have an amazing industry in sheep and beef.

I guess the other thing is we’ve also…when I think about, I’m very much Ag right through my life. Everything that I see as sheep and beef farmer supports what I can do behind the farm gate and creating efficiencies within the farm gate. There’s not a lot that actually looks at how we create value through the supply chain.

So I think that was probably a bit of an ‘aha’ for me throughout the (Value Chain Programme) trip, is actually realising that, yeah, we are actually stuck. There’s been amazing work done, but it’s like, how do we realise that, yes, a lot of what we do, even with our industry bodies, is focused on production, and behind the farm gate, but there’s not a lot on added value.

BG: Well, the cool thing is, I guess, that the product is amazing already, so it’s a good launching pad.

EC: Yeah, 100 %

BG: It sounds like your experience with Rural Leaders has been pretty rewarding. Is that something you’d recommend to others.

EC: Yeah, absolutely. I don’t know where we would be in New Zealand’s primary sector without Rural Leaders – there’s some great options of different programmes you can get involved with, and there’s always stuff to learn. I think even if I went back and did either of those courses again, you’d still pick up something new.

The people you meet along the way as well and I guess the networks. And I guess when I’m thinking about something and I know I don’t know the answer from those networks, I have a fairly good idea that I will know someone that will. And if they don’t, they’ll know someone that will. It’s a small, small place, the New Zealand primary sector, and there’s a lot of power and networks as well.

BG: Thanks for listening to Ideas that Grow, a Rural Leaders podcast in partnership with Massey and Lincoln Universities, AGMARDT, and FoodHQ. This podcast was presented by Farmers Weekly.

For more information on Rural Leaders, the Nuffield New Zealand Farming Scholarships, the Kellogg Rural Leadership Programme, or the Value Chain Innovation Programme, please visit ruralleaders.co.nz

Julia Galwey. By-product to buy product – Pearl Veal NZ.

An innovation story that covers the journey from an idea to the challenges of development, and to implementation. Julia Galwey, 2020 Kellogg Scholar, talks about Pearl Veal NZ, a new sustainable utilisation of the bobby calf resource.

Pearl Veal NZ was the winner of the Silver Fern Farms Market Leader Award at the 2023 Beef+LambNZ Awards in mid October.

Listen to Julia’s podcast here or read the transcript below.

Bryan Gibson – Managing Editor of Farmer’s Weekly.

My name is Bryan Gibson, Managing Editor of Farmers Weekly and this week I am talking to the recent winner of the Market Leader Award at the Beef and Lamb New Zealand Awards, Julia Galwey.

Bryan Gibson:
G’day Julia, how’s it going?

Julia Galwey, 2020 Kellogg Scholar and Co-Founder Pearl Veal:
Good, thank you Bryan. How are you?

BG: Pretty good, where are you calling from today?

JG: I am calling from my home office in Christchurch.

BG: Nice. Have you been getting all the wind we’ve been getting up here?

JG: Yeah, it’s been pretty mixed bag at the moment. Very much spring weather.

Winning at the Beef+LambNZ Awards.

BG: Yeah. Now, it was a pretty big time for you, the Beef and LambNZ Awards.

JG: Yeah, it was pretty neat for Pearl Veal to be recognised at such a wonderful event. Just have an evening of celebrating lots of positive things happening in the industry with the various finalists and category winners. A big thank you to Beef and LambNZ for hosting the event, and also to Silver Fern Farms for sponsoring the market leader category.

BG: Yeah. Now, can you just tell us a bit about your background in the food and fibre sector?

Background - Julia Galwey, 2020 Kellogg Scholar.

JG: Sure. I grew up on a sheep and beef and deer farm near Fairlie in South Canterbury. Then I headed off to Lincoln to do an Ag Science degree. Following that, I had six years in the agribusiness team for ANZCO Foods based in Ashburton, which was a neat team to be involved in, and a really varied role, that got me going in the meat industry.

Then in 2018, Alan McDermott and myself, we set up Agri-Food Strategy, which is our own agribusiness consultancy company. It focuses on working with farmers and agribusinesses to address strategic challenges and opportunities. I guess, again, it’s been pretty varied in terms of the work I’ve been involved with in that space.

BG: Now, you took on a Kellogg Scholarship in 2020, which, of course, was the year of the lockdown, if I remember correctly. You chose to do it on a value chain for veal. What made you think of that subject?

Kellogg research into the potential of the bobby calf resource.

JG: Good question. Yeah, I guess the idea to look at this for my report was just being around the meat industry and the bobby calf topic continues to come up in conversations. There just wasn’t really a lot of information that I could see here in New Zealand in terms of looking at older veal animals as an option for this resource, a by-product of the dairy industry. I didn’t really want to focus on the discussion or debate around the bobby calves themselves. I did for some context in my report, but I just wanted to focus on looking at one potential solution or opportunity for utilising some of that resource.

BG: Then, of course, it’s one thing to write a report about this stuff, but you carried that on and started a business. How did that get off the ground?

JG: I guess while I was doing my research report, there’s a few things that came up in terms of some learnings and drivers or motivators. One of them was probably around learning how much of a bigger risk the bobby calf thing was here in New Zealand. Especially compared to other countries in terms of the scale, with our couple of million versus Australia would be the next biggest, at around 400,000.

The report highlighted we were out there on our own in terms of how big of an issue it might be going forward. Some of that, was a bit of a driver. I learned a bit around the varying types of veal markets that there were internationally and saw some opportunity, but I really struggled to find any information on pasture-fed veal systems.

So, it became obvious that maybe there was an opportunity for New Zealand to diversify in terms of our offering in the veal space with what we’ve got here. Also, in terms of some of those credence attributes – pasture-fed, free-range, rather than copying some of the international veal systems.

From research to innovation.

As I was doing the report, Alan McDermott, who’s my business partner, was keen to have a go. We could test out what opportunity there really might be. I mean, it’s all very well, like you say, writing a report, but you just must have a go to see whether something might work or not. Halfway through my project, that’s what we started doing.

We had a quick brainstorm for a name so we could get a company set up. There are quite a few negative connotations around the name ‘veal’, which I learned a bit about while I was doing my report, in terms of some of the historic practices that used to happen in terms of how veal was raised internationally.

There was, I guess, some questions around whether we should even call it veal or not. But we talked to a few chefs, and they pointed out that we need to call it what it is. That’s what they know it is. A lot of them have trained internationally and used it before, so just stick with what it is, but make sure you build a story you can underpin your brand with. We sourced some under 12 months of age, a whole 12 of them, and found a processor that was happy to process them for us.

We set up cut specs and went along to the plant to see how it would go and then started sending some products to chefs to see what they thought. We had a development chef that we were introduced to through a contact, and he kindly took us around Wellington for a couple of days. He introduced us to a few chefs and helped us learn how that world works in terms of getting into restaurants and talking to chefs – and how to get on their menus.

Building scale.

The feedback on the product was great. We started working with the team at Synlait, including one of my fellow Kellogg cohort members, which was quite cool. They’ve been supportive in what we were trying to do and helped us connect with some of their dairy farm suppliers who were keen to give it a go and rear some calves. It’s been a nice fit for us to work with the Synlait team and some of their suppliers.

BG: How difficult is that process? You’ve got a prototype product and you’ve started with a small number of animals to begin with, then you’ve got to scale that up to something that’s a viable business. What’s the process there?

JG: It’s one of the trickier things to balance. It’s a bit of a chicken and egg in terms of you’re not quite sure in terms of what market you’ve got, but you need to get enough product that you’ve got enough to supply to a restaurant to put it on their menu. Yeah, it is a difficult balance, and some of that is just to take a risk. I guess for us, one of the things that we were quite focused on was building around the story and attributes we wanted to go around our brand. With some of that starting with animal welfare for us in producing the best calf possible.

The rearing regime and how it works.

There’s quite a lot of challenge in terms of veal as anything must be produced before the calf is 12-months old, so a lot of the challenge is around getting it to grow as fast as possible and to reach a heavy weight in that time. It needs a good start in life as a calf, to be able to do that. Some of our system was built around a particular rearing regime in terms of good colostrum.

Then we only use whole fresh milk rather than milk powder, which has had a lot of the good bits taken out of it. Milk is what’s designed for the calf, so let’s just give it that and obviously some pasture as well. But because of that rearing regime, we can’t just go out and get any calf on the market.

It starts right from the start in terms of what we’ve built to underpin our brand. That also is a little bit harder in terms of, like you say, we’re planning what we need over a year in advance, and you don’t necessarily know what your market is then. A bit of risk, I guess, and just a balance of starting smallish so that you learn the risks, learn the things you need to iron out as you go.

BG: Getting back to your rearing regime, that must mean you need to work pretty closely with the farmers who are actually doing this stuff?

Collaborating for success.

JG: Definitely. I think the other thing in that space is the Synlait farms that we’re working with are all certified ‘Lead with Pride’, which again, helps underpin animal welfare and the colostrum management. Obviously, our contracts have got the rearing regime outlined in them, and we talk them through what that looks like and why. We also don’t have meal as part of our rearing regime. Part of that is around wanting to remain grain-free, so 100% pasture-fed and antibiotic-free, so that we can look at going into the US market in time.

Again, it’s the whole fresh milk, no meal. It is a bit of a change to how calves are traditionally reared here. We’ve got to work closely with the farmers on what that looks like. We’re thankful for those first few farms that were willing to take a bit of a risk and rear and finish calves for us.

We were a couple of random people saying, here, we want to contract you to rear these calves in a particular way and finish them through to an age and weight that’s not traditional here. They had to trust a bit that we would take them when we said we would and have a processor to process them and pay them.

I guess that’s probably also part of what’s been quite helpful working within the Synlait team. That helped farmers have a go. There’s just some great farmers out there that are keen to try something different and learn with us, which has been nice.

BG: Yeah. Now, who are you selling to now? What are your export markets, or locally?

JG: Currently, we are pretty much mostly domestic market into high-end restaurants. We’ve just started doing a little bit into some smaller retailers here, and we’ve just started a little bit of export.

BG: Now, obviously, the bobby calf issue is one that New Zealand’s farming industry is grappling with. Do you see this type of initiative as part of a solution?

A new veal value chain.

JG: Yeah, I mean, the bobby calf issue is obviously a big social license to operate topic in the dairy industry, and it’s a pretty tricky thing to navigate with the views of community here and also our customers and consumers globally.

I guess we just have to keep asking ourselves if we’ve got practices that we’re comfortable and being transparent about, and if not, then what are our opportunities and solutions to do something differently? I guess that’s really what we’re trying to do with Pearl Veal is.

I don’t like to focus too much on the bobby calf aspect of it. But more the opportunity that exists to take some of that resource and add value to produce a really quality veal-based product with a story and a brand that’s underpinned by animal welfare standards and a pasture-based system that we believe in. We’re proud to share with chefs and customers and consumers here.

BG: Of course, back to where this all started, the Kellogg Programme – how did you find it? Is it something you’d recommend to others who were thinking about doing it?

The Kellogg Rural Leadership Programme - where it started.

JG: Yeah, absolutely. It was such a good course and I guess a real opportunity to network too. We had such a great cohort of people. It was a good cross-sector group of people. You get to meet people that you wouldn’t normally be working with and the people and the speakers that come in are incredible. It really broadens your thinking and opens your networks and I would highly recommend it to anyone considering it.

That’s why I did it. It’s something that once people have done it, they’re always recommending to anyone that hasn’t. If you get that opportunity, jump at it. I think it’s one of those things that probably never feels like the right time when you’re in your working career because you’re always busy or home life as well. You just have to jump in and do it.

BG: Thanks for listening to Ideas that Grow, a Rural Leaders podcast in partnership with Massey and Lincoln Universities, AGMARDT and FoodHQ. This podcast was presented by Farmers Weekly.

For more information on Rural Leaders, the Nuffield New Zealand Farming Scholarships, the Kellogg Rural Leadership Programme, or the Value Chain Innovation Programme, please visit ruralleaders.co.nz

The 50th Kellogg Rural Leadership Programme graduates.

With Alumni now numbering 1075, the Kellogg Rural Leadership Programme has had a long and rich history of leadership capability lift across the food and fibre sector.

To celebrate the 50th cohort’s graduation, the collective impact of alumni, and the Programme’s history, the NZ Rural Leadership Trust (Rural Leaders) hosted an event at Lincoln University’s Waimarie Building.

Kate Scott, Lisa Rogers and Dr Patrick Aldwell, spoke at the event, with Dr Aldwell sharing more the Programme’s genesis.

Serial impact.

The William Keith Kellogg Foundation (WKKF) was established in 1930 as a philanthropic organisation, running alongside the Kellogg’s Breakfast Cereal Company (Kellogg’s).

William Keith Kellogg initially set up Kellogg’s to support his brother’s business – a sanitarium.

Over his lifetime (1860-1951), William donated nearly $70m in stock to the WKKF, as he put it “to help people help themselves.” He wanted to equip people with the knowledge and solutions for better health and wellbeing outcomes.

He left simple instructions to future trustees and staff, “…use the WKKF’s money to promote the health, wellbeing and happiness of children.”

Incidentally, Kellogg’s has recently been rebranded ‘Kellanova’ in New Zealand and Australia, while in North America the brand will appear as WK Kellogg and Co. on supermarket shelves.

1075 Kellogg Scholars since 1979.

Eventually, part of the WKKF’s grants were used to establish rural leadership programmes in the US, Australia, and NZ.

One bold individual, John Pryde, CE of Federated Farmers 1964-1975 and Lincoln University Senior Fellow 1975-1991, persistently tried to set up a Rural Leadership Programme, finally succeeding in 1979 with funding from the WKKF for the first five years for a programme.

Since 1979 the Kellogg Rural Leadership Programme has helped deepen leadership capability in industries across our sector – and since 2017 it has been delivered by the New Zealand Rural Leadership Trust (Rural Leaders).

Thanks to the additional support of Rural Leaders’ investing partners, New Zealand Food and Fibre has more capable, and purpose driven people. 1075 of these individuals are Kellogg alumni.

Celebrating the Kellogg Programme’s impact.

As the Mackenzie Study has shown, the impact Kellogg alumni have made, and continue to make, cannot be underestimated. In fact, we thought it was something well worth celebrating. And so we did.

About 80 alumni, investing partners and industry leaders came together on Thursday 30 November to celebrate not only the 50^th Kellogg cohort’s graduation, but also the rich history of the Programme and the collective impact of Kellogg alumni.

Kate Scott, NZ Rural Leadership Trust Chair, opened by defining the the two types of future leaders Ta Tipene O’Regan believed we would see, “…

“Future takers who accept the future for what it is, feeling powerless to change what will be, and allowing today’s realities to obscure tomorrow’s potential, ready to respond to change; and future makers who shape the future by reading the signs, determined to create future spaces for people to excel, undaunted by today’s problems, and ready to lead change.”

Kate Scott drew on the powerful demonstration of achievement and impact catalogued by the Mackenzie Study and closed her speech by challenging the graduates gathered to become future leaders, “…ask yourself; how will I unleash the potential in others so that we can grow rural leaders together?”

Dr Patrick Aldwell, who has a long history of involvement with Kellogg spoke passionately of the Programme’s history, especially of William K Kellogg’s desire to ‘help people help themselves’. “May you have the skills, confidence, awareness and networks to take the next step, no matter what that may be. I congratulate you on your Kellogg achievements…”, Dr Aldwell said in closing.

Lisa Rogers, Rural Leaders CEO, gave a note of thanks to partners, the board and industry before leading the awarding of the certificates for the 50th Kellogg cohort.

Pictured below – the alumni list.

Four 2024 Nuffield New Zealand Farming Scholarships awarded.

Four food and fibre sector leaders have been awarded 2024 Nuffield New Zealand Farming Scholarships.

The Nuffield Awards Ceremony was hosted by Minister O’Connor and the New Zealand Rural Leadership Trust (Rural Leaders) at the Grand Hall in Parliament, Wellington last night.

Growing interest in the Nuffield Scholarships.

With the number of scholarship applicants rising each year, competition has been strong.

To ensure the 2024 Nuffield Scholars can travel and gain international insights in a climate of rising travel costs, the value of the Scholarships increased in 2023. This has also meant that four scholars were selected this year instead of the maximum five, making competition for scholarships tougher still.

Each scholar brings an impressive track record of performance and a corresponding level of passion. The scholars will now need to apply this experience and passion to finding those insights that will benefit the food and fibre sector.

“The four scholars represent up to eight industries, four separate regions, and over fifty years’ food and fibre experience.

This cohort’s combined knowledge and skill range will enable them to hit the ground running and support each other. The group’s first scholarship component is the Value Chain Innovation Programme – which starts next week.

We are as interested and excited to see each scholar’s impact on community, industry, and the sector, as we are the collective impact of the cohort”, Said Lisa Rogers, CEO, New Zealand Rural Leadership Trust (Rural Leaders).

The 2024 Nuffield Scholars.

The new 2024 Nuffield Scholars were announced by Kate Scott, Chair, NZ Rural Leadership Trust as:

Carlos Bagrie – An Otago based Sheep and Beef/Arable Farmer. Carlos will focus his research on circular farming systems that reduce waste while improving the bottom line.

Rachel Baker
Rachel is a Central Hawke’s Bay based Agri-investments Portfolio Manager, and Dairy Farmer. Rachel’s research will look at the impact of existing and proposed global food strategies on food producers.

Jenna Smith
A Waikato based Māori Agribusiness CEO, and Dairy Farmer. Jenna’s research will focus on climate change related land use changes.

Peter Templeton
A Southland based fifth generation Dairy Farmer. Peter’s research interest is in the future of farming and the role of innovation.

Leadership and change in food and fibre.

Before the Scholar announcements, Kate Scott, Chair, New Zealand Rural Leadership Trust, spoke about a global and national context of relentless change, saying that the challenges our sector faces within this require high-performing leaders for the teams they serve.

To this end the New Zealand Rural leadership Trust was commissioned by Food and Fibre Centre for Vocational Excellence in September 2022, to research and design a leadership development ecosystem for Aotearoa New Zealand’s food and fibre sector. Kate Scott drew on some of the work in the two project reports completed so far.

“Our leaders need to be more adaptive than ever before, creating healthy and diverse, high-performing environments that allow teams to acquire the skills and to build the resilience they need to thrive in a volatile, uncertain, complex and ambiguous world”, Said Kate Scott.

The first report presents research into the current state of leader development in the food and fibre sector.

The second report, ‘A Principles-centred Leadership Model’, proposes that Leaders who truly lead unleash their potential and that of those around them.

Kate Scott further acknowledged the support of Rural Leaders’ Partners, including that of Strategic Partners, AGMARDT, DairyNZ, Beef+LambNZ, Mackenzie Charitable Foundation, and FMG, and Programme Partners, MPI, Farmlands Co-operative, FAR, Horticulture NZ, Zespri, LIC and Rabobank.

Nuffield Scholar Research.

The 2023 Nuffield Scholars’ research topics will address several of our biggest food and fibre challenges and opportunities. They will bring a valuable global perspective to these with insights gleaned from an intensive travel itinerary of visits, meetings and experiences, designed to lead to a period of transformative personal growth.

The four new Scholars will join the over 180 Nuffield Alumni, awarded scholarships over the last 73 years.

Jessie Chan – Impact Story

Jessie Chan, MNZM – 2012 Kellogg Scholar.

Among her many accolades, Jessie became a member of the NZ Order of Merit for services to dairy and agriculture in 2022. Jessie was the recipient of Canterbury’s Institute of Directors aspiring director award in 2014 and was Fonterra Dairy Woman of the Year in 2017.

A respected leader in the dairy industry, Jessie is a director on boards including, NZ Pork, AgResearch, and AgriZero, and has served in the past on boards such as Ngai Tahu Farming, RuralCo and Alpine Energy.

Always interested in science, Jessie’s first role at the age of 17, was in Palmerston North’s Fonterra research lab, where she was exposed to product development.

University came soon after with study toward an animal science degree – graduating with honours.

After four years study Jessie went to Wellington where she held various primary sector roles, eventually heading a Federated Farmers’ policy team.

Marrying and moving to Canterbury, Jessie, and her then husband, took a share-milking job just south of the Rakaia River. Eventually they took over the lease and grew their herd from 750 to 1700 cows.

Jessie is now an equity partner with friends in her own dairy farm at Springston in Canterbury, an arrangement that works in well with her directorships.

Having held many senior sector leadership roles and understanding well the hard work required on the path to farm ownership, Jessie believes farming must adapt to meet challenges like environmental and climate change.

Jessie believes many of the answers will come from science, and to this end serves on the board of AgResearch and AgriZero. AgriZero support science-based solutions to some of the sector’s, and the world’s, trickiest challenges.

AgriZero is world-first partnership between agribusiness and the government and aims to reduce agricultural emissions 30% by 2030. A recent investment by AgriZero has been to build more methane chambers where a product’s effectiveness in reducing a cows’ methane output can be measured.

Jessie continues to apply science and entrepreneurship to Primary Sector challenges – along with her own enthusiasm, a lead-by-example style, and a long-held passion for science, for her industry and for the sector.

Jessie takes this quote she made in a recent Farmers Weekly article, “Let’s keep combining that science piece with that entrepreneur piece that goes, actually we can take that science and apply it on – farm this way and get a really good outcome’, I think we all want to move forward and do better for the land.”

We look forward to seeing the positive impact Jessie has made continue to influence change in dairy and the food and fibre sector.

Corrigan Sowman – Impact Story

Corrigan Sowman – 2016 Kellogg Scholar, 2019 Nuffield Scholar.

Corrigan is the owner, director, and business manager of the 400ha Uruwhenua Farms in Golden Bay, a family-owned dairy unit where technology is used to manage a large herd in a small herd way – especially in terms of attention to individual animals. He is a graduate of Massey University and has a Bachelor of Applied Science.

Corrigan is both a Nuffield and Kellogg Scholar who completed his Nuffield research on how to better understand the way pressure on farmers impacts decision making.

His Kellogg research looked at the critical success factors of an agriculture non-profit in knowledge creation and dissemination.

Corrigan is LIC Chair, succeeding fellow Nuffield Scholar Murray King, who says of Corrigan’s appointment, “He has a deep understanding of farming, its challenges and what farmers need both now and in the future in order to be more profitable and sustainable.”

He is a member of the Fonterra Sustainability Advisory Panel, a group providing independent advice to the Fonterra Senior Management Team and Board. He has been a former Consulting Officer with DairyNZ and a Farm Consultant with FarmRight, in Canterbury.

In the past Corrigan has been Chair and Independent Director of the South Island Dairy Development Centre (SIDDC), which operates the Lincoln University Dairy Farm. He has also been Deputy Chair of the DairyNZ Dairy Environmental Leaders Forum, an initiative fostering environmental stewardship and community leadership amongst New Zealand dairy farmers.

We look forward to seeing Corrigan continue to support work encouraging farm practices that strengthen the integrity of the food we produce.

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