1. Update Structure and Governance of the Seed Sector
09/08/2019
Update Structure and Governance of the Seed Sector
November 2018

2. Oversight Committee Members
09/08/2019
Oversight Committee Members
CSGA Jonathan Nyborg (East)
Ron Markert (West)
CSTA Todd Hyra
CSI Claude Lapointe
CropLife Canada David Hansen
CPTA Rod Merryweather
CSAAC Morgan Webb

3. Presentation Outline Overview of process that led us here.
Proposed vision, mission, values for the next generation seed system organization.
Exploring governance – process and considerations.
Next steps.
Questions.

4. What led us to Where we Are Today
09/08/2019
What led us to Where we Are Today
Over time, greater collaboration / coordination on priorities / policy agendas between the seed sector organizations
2015
2016
2017
2018
Framing and identification of options (Winter 2018)
Oversight Committee recommendation to Boards (Spring 2018)
Explore governance questions (Fall 2018)
Explore how the industry associations may be governed/structured to increase efficiency, increase voice, reduce duplication, and achieve the goals of the Seed Synergy mandate
How should the sector organizations work together differently
Green Paper proposal to examine changes to the organizational model of the sector (e.g. single organization, cluster, etc.)
The question of how many seed sector organizations and the idea of consolidation is not new.
In 2015, the project was initially conceived to explore how the sector organizations should work together differently.
In 2016 it was decided to focus the conversation on opportunities for greater synergy in the seed sector.
Seed Synergy Collaboration Project focused on envisioning a Next Generation Seed System for Canada (1st establish a common vision, then see how to structure the sector to enable that vision – “form follows function”).
Fall 2016, at the Banff meeting of all executive committees of the 6 Boards, there was a sense that in the future there would likely be less than 6 organizations, but the exact number was to be determined down the road.
2016 to now: over time, there has been greater collaboration/coordination on priorities/policy agendas between the 6 organizations.
Fall 2017 – Green Paper proposal to examine changes to the organizational model of the sector, that would see either a single organization, or a formal cluster take on greater responsibility for seed sector governance.
Winter 2018: Oversight Committee worked with Synthesis Agri-Food Network to explore how industry associations may be governed/structured to increase efficiency, voice, reduce duplication and achieve the goals of the Seed Synergy mandate – focused on framing and identification of options.
In parallel – October 2017 to March 2018, an economic impact assessment and risk analysis study was undertaken by JRG Consulting – the study looked at the Seed Synergy initiatives proposed in the Fall 2017 discussion paper (green paper) – among other things, the study looked at what would be the benefits of restructuring the seed sector organizations – see p. 25 of the Economic Impact Assessment and Risk Analysis – Summary Report, March 2018 (
Boards support for exploring consolidation

5. Overview of the Process
09/08/2019
Overview of the Process
Winter 2018: Explored how the industry associations may be governed/structured to increase efficiency, increase voice, reduce duplication, and achieve the goals of the Seed Synergy mandate.
 a recommendation was made to explore consolidation; vision, mission, guiding principles were drafted.
Summer 2018: Boards support to EXPLORE consolidation among the 5 “seed only” organizations, with a formal alliance with CropLife Canada.
A number of questions remained to be explored (e.g. governance, funding model, transition, etc.).
Fall 2018: Explored governance questions in greater depth with the help of a governance coach.
A due process is being followed to explore options, questions, consider implications, etc.

6. Building on a Solid Foundation
The level of commitment, trust and willingness to work together is unprecedented.
This is a solid foundation upon which to build a new organization.
Continue to use a thoughtful approach to consider / explore governance questions, with full board engagement.

7. VISION, MISSION, VALUES 09/08/2019
This was presented to members at the July 2018 AGM - reminder of what we are working towards

8. Our Vision - Aspiration
09/08/2019
Our Vision - Aspiration
Canada is home to a world-leading, diverse national seed system that fosters innovation, delivers high quality products, and positions all seed industry players – big and small, from coast to coast – to create value throughout the Canadian agricultural sector. Food, feed, fuel, fibre, turf, and reclamation: it all starts with us.
In context of exploring a future organization –vision, mission and values were DRAFTED in May 2018 and shared with members in July 2018 (Montreal meeting).

9. Our Mission - Purpose
“Seeds Canada” * provides essential services and policies flexible to the needs of the entire seed value chain, engages with partners and stakeholders throughout the agriculture sector, and represents its members nationally and internationally. * Note: “Seeds Canada” is used here solely as a placeholder for a prospective name, instead of “Future Potential Organization Name TBD”

10. Our Values – Guiding Principles
09/08/2019
Our Values – Guiding Principles
Every Member Has A Vote
We take into account the diverse voices and roles within our membership and strive for outcomes that meet the needs of the entire system.
Innovation and competition
We value innovation and continuous improvement to drive choice for customers, and make Canada a leading competitor in international markets.
Responsiveness and Adaptability
We work with our partners to respond quickly to emerging issues, market needs and technological change.  
Science-based decision-making
All of our decisions are built on strong scientific and technical foundations.
Transparency and Accountability
We operate transparently and are directly accountable to the seed sector, the agricultural value chain, and Canadians.

11. EXPLORING GOVERNANCE – PROCESS AND CONSIDERATIONS

12. Questions Being Considered
The Oversight Committee, in collaboration with executive directors and assisted by a governance coach are considering several questions:
Board model, board composition and supporting processes
Ensuring balanced representation.
Considering how best to support the implementation of the new organization’s mandate and serve its membership.
Committees and committee structure.
Transition (e.g. steps, timeframe, etc.).
Etc.

13. Next Steps
Emerging thinking will be shared with Boards for their consideration and feedback.
Questions continue to be explored with support from governance expert(s).
Boards and members will continue to be engaged.

14. Questions

15. THANK YOU