Canola Council changes keep pace with Canada’s evolving canola sector

Canola Council of Canada
Wednesday, 05 December 2018
By Canola Council of Canada
Today the Canola Council of Canada (CCC) outlined new directions the organization will take in 2019 and beyond to respond to the changing priorities and needs of the Canadian canola value chain.

The revised work plan is based on the CCC’s recently completed Priorities Review, which was led by the CCC board of directors. Five task groups reached out to all links of the canola value chain – including growers, processors, life science companies and exporters – to determine how the CCC can best support the industry as needs and opportunities evolve.

Speaking at the Canola Industry Meeting in Saskatoon, CCC president Jim Everson said the new work plan builds on CCC’s core strengths and the efficiencies made possible by partnership. Resources are now more tightly focused on the industry’s current priorities and the CCC programs most valued by members.

“What we heard from members is that their opportunities and challenges have changed over time, but the commitment to value chain partnership and private sector leadership is as strong as ever,” says CCC chair David Dzisiak. “With their input, we determined that the Keep it Coming 2025 strategic plan should remain our industry’s roadmap, and we will reset our priority activities to better respond to today’s needs.”

In his presentation today in Saskatoon, Everson outlined several changes now underway:
  • The CCC will continue its leadership in market access and competitiveness, working in close partnership with allied organizations to coordinate activities and maximize impact. Key partnerships include the Canadian Agri-Food Trade Alliance, Canada Grains Council, Canadian Canola Growers Association (CCGA) and Canadian Oilseed Processors Association.
  • CCC crop production and innovation is focused on maintaining and building the supply of canola for the Canadian canola industry. CCC activities will align on research leadership and coordination, knowledge creation and transfer, preparing for emerging threats and supporting regulatory and market access efforts. The private sector agronomist community will play a larger role in knowledge transfer and amplification of best management practices, guided by a new CCC Sustainable Supply Committee.
  • Consumer-oriented promotion programs will be discontinued in established canola markets. Marketing activities will focus on maintaining and nurturing the Canadian canola brand in established markets. The CCC will be working with the CCGA to develop and deliver a program for canola brand promotion and awareness in new and emerging markets.
  • The organization’s funding formula will be more stable and predictable, with the annual budget aligned to the new priorities. Producer groups will fund half of the CCC’s core budget, and industry will provide the other 50 per cent. The core budget for 2019 will be $5.2 million, adjusted from $8.7 million in 2017.
  • The CCC will share some costs with other organizations through new service agreements and collaborations. Some activities will be transferred to other organizations or wrapped up completely, allowing the CCC to focus its budget on programs of greatest importance to all value chain members. For example, the Council will reduce its role in administering the Canola Performance Trials and its role in disease and pest surveying. The Ultimate Canola Challenge and sentinel site program will also be cut.
The Canola Council of Canada is a full value chain organization representing canola growers, processors, life science companies and exporters. Keep it Coming 2025 is the strategic plan to ensure the canola industry’s continued growth, demand, stability and success – achieving 52 bushels per acre to meet global market demand of 26 million metric tonnes by the year 2025.

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