BCFGA Annual Meeting Time to revamp strategy


Most of the 'five pillar' action items proposed eight years ago have been achieved.


By Judie Steeves F


ollowing up on the 2007 Tree Fruit Industry strategy for the future, the B.C. Fruit Growers Association has embarked on a new strategy for the next five years, focusing on differentiation and specialization.


The aim of the new strategy is to double the industry’s production and revenue, involving growers, packers, markets, researchers, extension agents and government in the effort. At February’s BCFGA annual general meeting, general manager Glen Lucas noted that most of the action items under the five pillars identified eight years ago by an independent consultant as important to the future have now been achieved.


Those pillars were structure, quality production, markets, people and new varieties. Some of the actions recommended were for the existing co-operatives to merge and work together to market B.C. tree fruits jointly against the competition from other fruit growing regions of the world.


That happened, with amalgamation of four packinghouse co-ops into the new B.C. Tree Fruits Co- operative.


Quality has improved, with better extension services, research and grading systems, while markets have benefited from on- farm and packinghouse food-safety programs and new marketing programs. Although there still is no worker housing program in B.C., the people pillar has been successful with a seasonal worker program and some training programs for workers.


Under the new varieties pillar, a central body now coordinates


JUDIE STEEVES


During the president’s reception at the 126th annual general meeting of the B.C. Fruit Growers’ Association in February, Kelowna-Lake Country MP Ron Cannan, left, chatted with BCFGA corporate secretary Bunvir Nijjer and NDP candidate for the new federal riding of South Okanagan- West Kootenay, Dick Cannings.


commercialization and there’s a strategic approach to new varieties. Instead of hiring an outside firm again, Lucas said, it was decided that staff would update, revise and build on the earlier strategy, focusing on growth, quality, exports, renewal and sustainability and marketing.


Key to the new strategy will be new varieties so industry can


specialize. The new replant


program is vital, as are continuation of work by the Summerland


Varieties Corporation


testing new varieties and the federal apple and cherry breeding program. Quality improvements and a move into value-added activities such as


cider production and other processing ventures will be important, states the report. Market development should include innovative new packaging, export market missions by industry, and trade action in the event of dumping.


With invasions of new pests becoming common, it’s vital that Integrated Pest Management and area-wide programs be used to combat such issues. Continued support of the area-wide Sterile Insect Release program and its expansion against other pests will be important, it noted.


An extension model to inform and educate growers is essential to help them keep up-to-date.


The report also recommended that industry target current negotiations surrounding the Columbia River Treaty as a source of compensation funds to help sustain industry programs.


British Columbia FRUIT GROWER • Spring 2015 17


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36